Spices And Seasonings Market Research Report: Fill & Download for Free

Yes, spices were available in the Victorian age. I’ve found a history of spices for you from:MENURESOURCESHISTORY OF SPICESAbundant anecdotal information documents the historical use of herbs and spices for their health benefits (1). Early documentation suggests that hunters and gatherers wrapped meat in the leaves of bushes, accidentally discovering that this process enhanced the taste of the meat, as did certain nuts, seeds, berries, and bark. Over the years, spices and herbs were used for medicinal purposes. Spices and herbs were also used as a way to mask unpleasant tastes and odors of food, and later, to keep food fresh (2). Ancient civilizations did not distinguish between those spices and herbs used for flavoring from those used for medicinal purposes. When leaves, seeds, roots, or gums had a pleasant taste or agreeable odor, it became in demand and gradually became a norm for that culture as a condiment.Spices were also valuable as items of exchange and trade. For example, the Bible mentions that in 1000 BC, Queen Sheba visited King Solomon in Jerusalem and offered him "120 measures of gold, many spices, and precious stones." (2)ANCIENT EGYPTHistorically, culinary spices and herbs have been used as food preservatives and for their health- enhancing properties. Papyri from Ancient Egypt in1555 BC classified coriander, fennel, juniper, cumin, garlic and thyme as health promoting spices (3). Records from that time also note that laborers who constructed the Great Pyramid of Cheops consumed onion and garlic as a means to promote health.EARLY CHINESE INFLUENCEAccording to ancient myths, Shen Nung likely wrote “Pen Ts’ao Ching” or “The Classic Herbal” around 2700 BC. The early publication mentioned more than a hundred medicinal plants including the spice cassia, which is similar to cinnamon (called “kwei”). A later, more comprehensive Chinese herbal, “Pen Ts’ao Kang Mu” was published in 1596 by Li Shih Chen. Other historical evidence suggested that cassia was an important spice in south China when the province "Kweilin," meaning "Cassia Forest," was founded around 216 BC.Early on, nutmeg and cloves from Moluccas were brought to China. Anecdotal evidence suggests that Chinese courtiers in the 3rd century BC carried cloves in their mouths so their breath was sweet when addressing the emperor. During the 5th century, ginger plants were grown in pots and carried on long sea voyages between China and Southeast Asia to provide fresh food and to prevent scurvy.ANCIENT MESOPOTAMIAAncient cuneiform records noted spice and herb use in Mesopotamia in the fertile Tigris and Euphrates valleys, where many aromatic plants were known. Sumerian clay tablets of medical literature dating from the 3rd millennium BC mention various odoriferous plants, including thyme (5-7) A scroll of cuneiform writing, established by King Ashurbanipal of Assyria (668-633 BC), records a long list of aromatic plants, such as thyme, sesame, cardamom, turmeric, saffron, poppy, garlic, cumin, anise, coriander, silphium, dill, and myrrh. The Ancient Assyrians also used sesame as a vegetable oil.King Merodach-baladan II (721-710 BC) of Babylonia grew 64 different species of plants in his royal garden. He kept records on how to cultivate many spices and herbs (e.g., cardamom coriander, garlic, thyme, saffron, and turmeric). The magic religion of Babylonia involved an ancient medical god of the moon, who controlled medicinal plants. Potent parts of herbs were not allowed sun exposure and were harvested by moonlight.Onions, garlic, and shallots became popular condiments in Persia by the 6th century BC. Records from King Cyrus (559-529 BC) noted a wholesale purchase of 395,000 bunches of garlic. Persians also produced essential oils from roses, lilies, coriander, and saffron.INDIAN ORIGINSSpices and herbs (e.g., black pepper, cinnamon, turmeric, cardamom) have been used by Indians for thousands of years for both culinary and health purposes. Spices indigenous to India (e.g. cardamom and turmeric) were cultivated as early as the 8th century BC in the gardens of Babylon (Sinha, 2003; Tapsell, 2006).Susruta, an ancient surgeon (around 4th century BC) used white mustard and other aromatic plants in bed sheets to ward off malignant spirits. He also applied a poultice from sesame to post operation wounds which may have acted as an antiseptic.Medical writings of Charaka (1st century) and Susruta II (2nd century) referenced spices and herbs. Susruta II also used spices and herbs such as cinnamon, cardamom, ginger, turmeric, and pepper for healing purposes. Spices such as cardamom, ginger, black pepper, cumin, and mustard seed were included in ancient herbal medicines for different types of health benefits. In Ayurvedic medicine, spices such as cloves and cardamom were wrapped in betel-nut leaves and chewed after meals to increase the flow of saliva and aid digestion.GREECE AND ROME (331 BC TO 641)Ancient Greeks imported Eastern spices (pepper, cassia, cinnamon, and ginger) to the Mediterranean area; they also consumed many herbs produced in neighboring countries. Examples include caraway and poppy seeds for bread, fennel for vinegar sauces, coriander as a condiment in food and wine, and mint as a flavoring in meat sauces. Garlic was widely used by the country people in much of their cooking. Ancient Greeks wore parsley and marjoram as a crown at their feasts in an attempt to prevent drunkenness.Spices and herbs played an important role in ancient Greek medical science. Hippocrates (460-377 BC), wrote about spices and herbs, including saffron, cinnamon, thyme, coriander, mint, and marjoram. He noted that great care should be given to the preparation of herbs for medical use. Of the 400 herbal remedies utilized by Hippocrates, at least half are in use today (3). Roughly 500 years later, Theophrastus (372-287 BC), sometimes called the "Father of Botany," wrote 2 books that summarized the knowledge of over 600 spices and herbs.Dioscorides, a Greek Physician of the 1st century, wrote De Materia Medica, which was used for botany and medicinal knowledge in both the East and the West for over 1500 years. The remedies were based on an extensive catalogue of spices and herbs and were more systematic than his predecessors (who based the remedies on magic and superstition).The Romans were extravagant users of spices and herbs. Spice-flavored wines were used in ancient Rome and spice-scented balms and oils were popular for use after the bath. Since spices were considered to have health properties, they were also used in poultices and healing plasters.When the Roman Empire extended to the northern side of the Alps, the Goths, Vandals, and Huns of those regions were introduced to pepper and other spices from the East. These cultures were familiar with caraway, onions, rosemary, and thyme and gradually became attracted to the Eastern spices.ARAB AND MUSLIM ROLE IN SPICES AND HERBS (ANCIENT TIMES TO 1096)Early on, spices were used as a source of trading. During the ancient Roman Empire, trading largely came from Arabia. Traders supplied cassia, cinnamon, and other spices and deliberately kept the source of their products secret. The intent was to have a monopoly on the spice trade and the Arabians spun great tales about the how they obtained the spices in order to keep their resource value high. They continued to keep the origins secret for several centuries from both Ancient Greek and Ancient Roman civilizations (Rosgarten, McCormick) until about the 1st century, AD, when the Roman scholar Pliny made the connection between the Arabian stories and the inflation of spices and herbs.Mohammed (570-632), who established the principles of Islam in the Koran, also co-owned a shop that stocked myrrh, frankincense, and Asian spices. For 4 centuries following the death of Mohammed, his followers (Mohammedans) created a flourishing civilization. The Mohammedans were outstanding scientists for their time. They advanced the process of extracting flower scents from blossoms and herbs and created distillation techniques to distill essential oils from aromatic plants. Later (around the 9th century), Arab physicians used spices and herbs to formulate syrups and flavoring extracts.SPICES AND HERBS IN EUROPE DURING THE MIDDLE AGES (ABOUT 600 TO 1200)In the Early part of the middle ages (before the Crusades), Asian Spices in Europe were costly and mainly used by the wealthy. A pound of saffron cost the same as a horse; a pound of ginger, as much as a sheep; 2 pounds of mace as much as a cow. A German price table of 1393 lists a pound of nutmeg as worth 7 fat oxen.Pepper, as well as other spices and herbs, was commonly used as a monetary source. Eastern Europeans paid 10 pounds of pepper in order to gain access to trading with London merchants. Throughout Europe, peppercorns were accepted as a substitute for money (some landlords would get paid as a “peppercorn rent” (2). Peppercorns, counted out one by one, were accepted as currency to pay taxes, tolls, and rents (partly because of a coin shortage). Many European towns kept their accounts in pepper. Wealthy brides received pepper as a dowry.With the coming of the Crusades (1096), international exchange of goods became common. Gradually, Asian spices (pepper, nutmeg, cloves, and cardamom) became less expensive and more widely available. Spices were used to camouflage bad flavors and odors, and for their health benefits. Spiced wines were also popular.European apothecaries used Asian spices (e.g., ginger, pepper, nutmegs, cinnamon, saffron, cardamom) as well as garden herbs in their remedies and elixirs. The remedies were largely based on the Arabian medical teachings (see above).An important person in developing and growing local herbs was the King of France and Emperor of the West, Charlemagne (742-814). He was the first leader to have farmers plant an abundance of culinary herbs (e.g., anise, fennel, fenugreek, and sage, thyme, parsley, and coriander).European cultivation of spices and herbs was largely controlled by the church during this period. Religious herb and spice feasts were common. Some ancient customs and superstitions (e.g., tying bundles of herbs to stable doors to keep the witches out) were also continuedIn 1180, King Henry II founded a pepperer’s guild of wholesale merchants, which was a predecessor for a modern day grocery store. The guild included spice trade management, which included cleaning and preparing the spices for sale. The original spicers and pepperers helped launch the apothecaries and later became medical practitioners. Some common medical practices included placing sponges soaked with cinnamon and clove extracts under patients noses, sterilizing rooms with sage smoke, and prescribing saffron, garlic soup, and juniper wine for health benefits.AGE OF SPICE DISCOVERY (1300 TO 1500)Marco Polo mentioned spices frequently in his travel memoirs (about 1298). He described the flavor of the sesame oil of Afghanistan and the plants of ginger and cassia of Kain-du (the city of Peking), where people drank a flavorful wine of rice and spices. He reported that the wealthy in Karazan ate meat pickled in salt and flavored with spices, while the poor had to be content with hash steeped in garlic. He mentioned in Hangchow, 10,000 pounds of pepper were brought into that heavily populated city every day. Polo also described vast plantings of pepper, nutmegs, cloves, and other, valuable spices he had seen growing in Java and in the islands of the China Sea, and the abundance of cinnamon, pepper, and ginger on the Malabar Coast of India. Some anecdotal evidence suggests that Polo’s accounts led to an increased international spice trade during the 13th and early 14th centuries.When Christopher Columbus set out on his second voyage (1493), he brought the Spanish physician Diego Chanca, who helped to discover the spices capsaicin (red pepper) and allspice for Spanish cuisine.King Manual had a large influence on bringing spices to Portugal. Several sea voyages helped establish a trade route to India. In 1501, the port of Lisbon, Portugal had large quantities of Indian spices such as cinnamon, cassia, ginger, pepper, nutmeg, mace, and cloves. King Manuel sent trade missions to develop new markets for his spices throughout Europe, especially in Germany. As the spice wealth poured into Lisbon, the Portuguese crown monopolized the lucrative but risky pepper trade. Cargoes of East Indian vessels were sold at high prices by the king of Portugal to large European syndicates. As in medieval times, the price of pepper served as a barometer for European business in general.AMERICAN HISTORY (1600 TO 1861)Western medicine is rooted in plant based medicine. The United States used plants as the primary source of medicine from the time of the Mayflower (1620) until after World War I (1930) (Mahady, 2001). Modern medicines, such as aspirin from the willow bark are rooted in plant based medicine.When tea drinking became unpatriotic in Colonial America, spices and herbs were used to replace traditional tea. Sassafras bark, chamomile flowers, spearmint leaves, lemon balm leaves, raspberry leaves, loosestrife, goldenrod, dittany, blackberry leaves sage and many others were often used as a beverage(4).Toward the end of the 18th century, the United States entered the world spice trade. The British taxes and trade restrictions of colonial days no longer obstructed American commerce. They traded American salmon, codfish, tobacco, snuff, flour, soap, candles, butter, cheese and beef, for spices (pepper, cassia, cloves, cinnamon, and ginger).Between 1797 and 1846 Salem, Massachusetts enjoyed a flourishing Sumatra pepper trade and profited immensely from taxation and sales. Most of the enormous quantities of pepper were re-exported to European ports (Stockholm, Gothenburg, Hamburg, Copenhagen, Antwerp) or were transshipped to Philadelphia, Boston, and Baltimore for processing and distribution by other American merchants and exporters. The largest single cargo on record for one of the Salem pepper fleet was of just over 1 million pounds (500 tons) of pepper, brought from Sumatra to Salem in 1806 by the Eliza, a sailing ship of 512 tons. After 1846, an overproduction of spices brought a gradual decline in its economic importance until the final demise of the Salem pepper trade following the outbreak of the Civil War in 1861.MODERN SPICE USAGEUnlike earlier times when monopolies dominated the spice trade, commerce in spices is now relatively decentralized. Throughout the world, spices and herbs are frequently used in cuisine, largely to improve flavor and to provide new tastes.Today, people are increasingly interested in enjoying spices and herbs for health benefits. As research is progressing, more evidence is supporting some of the anecdotal information supplied by our ancestors

Imagine your meals without salt it would be a disaster. Is not it? Spices and us is a very old story, and one that continues to consolidate over the years thanks to factors such as globalization and the rapprochement of cultures, curiosity and the desire to bring others flavors on our tables and awareness of the medicinal properties of certain spices. Therefore, millions upon millions of tons of spices are consumed every year.The transparency Market Research expects growth needs for spices and seasonings from S 14 billion to S 16.6 billion by 2021. This represents a huge market for bulk spice importers, spice producers and traders of these products.The spice marketThe spice market has never stopped growing for centuries. It is also one of the few industries that does not experience slowdown even during periods of recession.The paint is that due to globalization there is an intermixing of culinary traditions. The growing curiosity for new flavors provides an opportunity for ethnic and exotic spices and herbs to travel. In addition, ethnic minority groups are growing an all continents and in all countries.Finally, international spice importers especially in USA and European region, are looking for mare convenience: They have busy lives and do not have time to prepare their meals, which leads to a growing demand for ready to-eat or semi-prepared meals that rely on spices and herbs to preserve and enhance their flavor.The awareness about the therapeutic properties of certain spices are so leading to a significant expansion of the spices market in the world.Today, spices are consumed in almost every household and every day we are curious to try new ones. But the biggest consumers remain Asians, Europeans and Americans.The Ecommerce industry means big business. Behemoths like Alibaba and Amazon have brought B2B to life, from nothingness to Billions of dollars of revenue growing steadily every year. Being the ever-growing market, the B2B business model promises infinite prospects for overseas businesses to find new markets, assess growth aspects, and withstand their profits for further extended periods.As we get ready for 2020, it is vital to keep a close eye on the emerging B2B platforms that we believe will completely dominate the E-commerce industry’s landscape.Some other benefits that business-to-business contributes to the companies involved are:Speed and security of communications.Direct integration of the data of the transaction in the computer systems of the company.The possibility of receiving more offers or demands, expanding the competition.Depersonalization of the purchase with which avoid possible deals of favor.Minimum Hassles: fewer commercial visits, faster negotiation process, etc. Therefore, buyers may ask for a price reduction or sellers can increase their margins with a single click.1. AlibabaFounded by Jack Ma and Peng Lei 18 years ago, Alibaba is the leading platform for the wholesale of goods globally. This marketplace follows an extremely strategic and aggressive approach which has resulted it in staying at top of its games for many years. It has especially become a hub for Chinese entrepreneurs to showcase their products. With a customer base of more than 35 million, Alibaba is one of the most seamless platforms for many trading services including B2B, B2C, and C2C. It offers a wide range of services to its clients which include online fund transfer, mobile commerce, digital auction, e-commerce, and digital shopping. It has more than 50,000 employees and generated an income of approximately 6.2 billion due to the versatility and unique facilities it offers to its manufacturers and buyers.2. TradeindiaHeaded from New Delhi, TradeIndia is one of the leading marketplaces in India, which a customer base of over 3 million registered users. With basic and exclusive membership offers to its sellers, this marketplace takes part in both national and international competitions and events for trade. It offers various services to its sellers which include credit reports, leads, dial b2b, trade reports, business catalogs, and call me free. With over 12000 categories and subcategories for products, it caters to various industries ranging from machinery, home décor to agriculture. Apart from these achievements TradeIndia is also the premier SME partner of Google.3. Global SourcesOne of the first B2B platforms registered with NASDAQ, Global Sources in a Hong-Kong based B2B marketplace which was founded in the 1970s, which makes it one of the oldest players in this industry. With its segregated services of exports and imports, this platform has gathered over a million active users monthly and has also helped in the GDP growth of various countries. It offers a huge inventory, unique media options, and even hosts online trade shows which provide sellers to display their products to the best of their advantage and interact with various buyers in a seamless way. It offers its users a safe place by allowing features like functionality, durability, customer service, and design to name a few.4. India MartIndiaMart is the biggest e-commerce marketplace in India and 2nd globally to Alibaba is an e-commerce platform that facilitates B2B, B2B, and C2C sales through its portal. With a daily customer base of more than 1.6 million, and more than 3 million subscribers on its list it offers various seamless services in the form of a basic and premium membership to its clients. You can find almost anything you look for on this e-commerce platform which makes it an even greater attraction for manufacturers who wish to reach out to audiences globally.5. Made in ChinaBuilt-in 1998 under the leadership of Focus Technologies Co. Ltd, Made-In-China is a leading B2B marketplace for the sale of electronic products where it sells products from China and Taiwan. This platform has gained its popularity due to being extremely cost-effective yet ensuring a high quality of products at the same time and manages to seamlessly connect manufacturers from China and Taiwan to various buyers across the globe. Some of its unique features include providing the users with a 360’ panoramic view of the manufacturing sight using virtual reality to show the high standards using which products are produced. Today, this platform can be accessed using 10 plus languages and is available in 25 categories followed by 3600 sub-categories of a wide range of products that it sells. It also came to be known as the first e-commerce marketplace to carry out a comprehensive review of paid suppliers.6. eWorldtradeBorn as a subsidiary of Reckon Media LLC, eWorldTrade is known to be the B2B e-commerce platform for lead generation as it is expanding rapidly and improving its client base every day. Users ranging from B2B, B2B, and C2C can access this platform and be assured of reliability and security in their transaction procedure. This platform offers 10 free leads to any users who sign up and is known for having the lowest wholesale rates and the fastest delivery services to be available.

Harvard Business School Brief CasesAccountingBiovail Corporation: Revenue Recognition and FOB Sales AccountingBiovail Corporation, a major Canadian pharmaceutical company, announces that it will miss its quarterly earnings target by $25 to $45 million, blaming $10 to $15 million of the shortfall on a truck accident that occurred on the last day of the quarter. Explores the concepts of revenue recognition, the ethics of earnings management, relationships with analysts, and the enforcement role of the SEC.Danshui Plant No. 2A plant in southern China has a contract to assemble 2.4 million Apple iPhones. Three months into the contract, the plant is operating at a loss. 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The Chief Financial Officer is in the process of preparing the investing and financing plans for the next three years and must consider alternatives for additional funding in light of increased working capital requirements.Groupe Ariel S.A.: Parity Conditions and Cross-Border ValuationGroupe Ariel evaluates a proposal from its Mexican subsidiary to purchase and install cost-saving equipment at a manufacturing facility. Ariel corporate policy requires a discounted cash flow (DCF) and an estimate for the net present value (NVP) for capital expenditures in foreign markets. A major challenge of the case is which currency to use, the Euro or the peso.Hansson Private Label, Inc.: Evaluating an Investment in ExpansionA manufacturer of private-label personal care products must decide whether to fund an unprecedented expansion of manufacturing capacity. This case requires students to complete a fundamental analysis of the project, including the development of cash flow projections and net present value calculations.Harmonic Hearing Co.Two employees from a small manufacturer of hearing aids consider purchasing the company from the founder. Two financing alternatives are presented: one is virtually all debt-financed, the other all equity. The financing structure will significantly affect future products and firm performance.Hill Country Snack Food Co.The CEO of a snack food company believes in maximizing shareholder value by maintaining large cash balances and funding new initiatives internally using equity finance over debt finance. As he approaches retirement, analysts and investors want the company to adopt a more aggressive capital structure.Jones Electrical DistributionDespite several years of rapid sales growth and good profits, Jones Electrical Distribution experiences short-term cash shortages. The company is unable to take discounts on accounts payable and increasingly relies on loans from the bank to cover expenses. Company owner Nelson Jones weighs the options for managing sales growth against additional financing needs.Mercury Athletic: Valuing the OpportunityThe head of business development at Active Gear Advantage, a mid-size athletic footwear company, sees the opportunity to acquire Mercury Athletic and double the size of his business. Students gain exposure to basic DCF valuation using WACC.Midland Energy Resources, Inc.: Cost of CapitalThe senior vice president of project finance for a global oil and gas company must determine the weighted average cost of capital for the company as a whole and each of its divisions. Students become familiar with WACC and CAPM and associated data and formulas.Monmouth, Inc.A leading producer of engines and massive compressors for the natural gas industry considers whether to acquire a tool company. Students must choose an approach for valuing the company and consider how the offer should be structured.New Heritage DollA mid-sized, privately-owned, domestic firm evaluates two investment alternatives. The case explores basic issues in capital budgeting and requires students to analyze financial information from competing capital budgeting projects and choose a single investment project.Pacific Grove Spice CompanyA manufacturer, marketer, and distributor of spices and seasonings utilizes debt to fund the necessary growth in assets to support sales. The bank is concerned about the total amount of interest-bearing debt on the firm's balance sheet and has asked the company to provide a plan to reduce it.Polar Sports, Inc.A fashion skiwear company generates over 80% of sales between September and January and relies on seasonal production to respond promptly to customer orders. 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Now that Antonio is retired, can his son Frank carry out Antonio's directive to double revenue within five years while still maintaining Calveta's distinctive pro-employee culture?Clayton Industries: Peter Arnell, Country Manager for ItalyIn Italy, the new country manager of a U.S.-based HVAC company is under pressure to solve a range of problems that thwart the home office's strategic plans. 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S. luxury goods retailer Raleigh & Rosse is being sued by its employees for encouraging "off the clock" hours. At the center of the class action lawsuit is the famous Raleigh & Rosse performance measurement system previously thought to be the core of the retailer's success.International BusinessBella Healthcare IndiaBella Healthcare India was originally established as a low-cost manufacturing facility for a U.S.-based cardiology equipment developer but has since evolved into its own research and development center. 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Foster is working hard to prove herself worthy of the job and her first order of business is to address concerns about the Levendary Chinese expansion plan.Meli MarineAn inter-Asian container shipping company is facing an important strategic decision after an interesting acquisition opportunity presents itself— if the board purchases larger ships, should they enter the global Asian-North American shipping business?United Cereal: Lora Brill's Eurobrand ChallengeThe European division for a multinational breakfast foods company prepares to launch a new cereal product. The VP for the division must decide whether to make the new cereal the first branded cereal product for the European division and how to create an organizational structure to support the new product strategy.MarketingAlpen Bank: Launching the Credit Card in RomaniaAlpen Bank considers whether to launch a credit card business in Romania. The firm rejected the idea several years earlier because of poor economic conditions in Romania. However, the country is emerging from a recession and incomes are rising along with disposable income. Students decide whether to launch the new business and how to acquire new customers.Atius GolfA maker of high-performance golf balls considers introducing a new product line called Elevate to appeal to casual golfers. The new line will be available through "off-course" specialty stores and big box retailers at lower price. The board of directors is divided on whether to support the decision.Atlantic Computer: A Bundle of Pricing OptionsAtlantic Computer, a leading player in the high-end server market, has developed a new server, the Tronn, and a software tool, called the "Performance Enhancing Server Accelerator," or PESA, that allows the Tronn to perform up to four times faster than its standard speed. How should Atlantic price the Tronn and PESA?Brannigan Foods: Strategic Marketing PlanningThe vice president and general manager of the soup division is concerned about declining sales and profitability. Hoping to reverse the trends, he asks 4 managers to review an analysis of the soup industry and recommend a turnaround strategy. Students must perform a quantitative analysis of each proposal before making a final recommendation.Classic Knitwear and Guardian: A Perfect Fit?In response to shareholder demands for margin improvements, the CMO of Classic Knitwear, a private-label non-fashion knitwear manufacturer, considers partnering with another company to produce a new line of high-margin, insect-repellant clothing.Clean Edge Razor: Splitting Hairs in Product PositioningA health and beauty manufacturing company launches a new technologically advanced vibrating razor into the highly competitive men's market for shaving products. 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What role should price promotion play in the company's sales growth goals?The Fashion ChannelThe new Senior Vice President of Marketing for The Fashion Channel is preparing to recommend a change in the company's traditional marketing approach by introducing a market segmentation program. Students must evaluate consumer research results, calculate financial scenarios, and make their own recommendation.Flare Fragrances Company, Inc: Analyzing Growth OpportunitiesFlare Fragrances experiences a decline in annual sales growth and considers introducing a new line of perfume or expanding distribution. Students study a wide range of factors including brand management, consumer demographics, product positioning, and pricing.Giant Consumer Products: The Sales Promotion Resource Allocation DecisionIn an effort to boost sagging sales, the Frozen Food Division undertakes a risky trade promotion. Focuses on cannibalization, brand equity erosion, and strategic channel issues.Harrington Collection: Sizing Up the Active-Wear MarketIn the wake of slumping sales and sagging profit margins, a leading manufacturer and retailer of high-end women's apparel must decide whether to expand into the high-growth active-wear market. The case explores the financial implications, assesses trade and competitor reactions, considers the risks, and determines whether the company's Vigor division will be able to successfully launch and manage a new product line.Launching Krispy Natural: Cracking the Product Management CodeA market leader for the sweet snack market wants to enter the salty snacks market with a reinvented line of premium crackers. Market test results exceed expectations in one city and fall short in 3 others. The marketing director must interpret the test market results, consider possible competitive response, and develop a recommendation for a national rollout.Manchester Products: A Brand Transition ChallengeManchester, a furniture company, has acquired an extremely powerful brand but can use its name for only three years-so the VP of Marketing must design a plan that transitions the new brand's power back to the company. The case examines decision-making related to brand equity, communications, and other aspects of marketing strategy.MedNet.com Confronts "Click-Through" CompetitionIn January 2007, "MedNet.com" is a leading website that provides science-based health information free of charge to online visitors. Its business model relies on advertising sales, primarily to pharmaceutical companies. In the face of fierce advertising competition, MedNet is forced to defend this model. However, in defending the value MedNet delivers, company executives may be building the case for why niche sites may be a better investment for the advertiser's budget.Metabical: Positioning and Communications Strategy for a New Weight Loss DrugThe marketing director at a pharmaceutical company must carefully consider the positioning and communications strategy for the launch a new weight-loss drug. Poor positioning of the drug in the highly competitive market for weight-loss solutions could spell disaster.Metabical: Pricing, Packaging, and Demand Forecasting Recommendations for a New Weight-Loss DrugA pharmaceutical company develops a new weight loss drug called Metabical. The senior marketing manager explores three different pricing models and considers the effects on profitability before making a final recommendation.Mountain Man Brewing Co.: Bringing the Brand to LightMountain Man Beer Company brews just one beer, Mountain Man Lager, known as "West Virginia's beer," popular among blue-collar workers. When the company experiences declining sales, the CEO considers launching a new beer, Mountain Man Light, in the hope of attracting younger drinkers. Mountain Man Lager's brand equity is a key asset for the company. Will Mountain Man Light enhance, detract from, or irreversibly damage the brand?Natureview FarmNatureview Farm, a Vermont-based producer of organic yogurt with $13 million in revenues, is the leading national brand sold into natural foods stores. When the company faces financial pressure to increase revenues to $20 million due to a planned exit by its venture capital investors, the VP of marketing must decide whether to expand into the supermarket channel.Olympic Rent-A-Car U.S.: Customer Loyalty BattlesA rental car company must decide how to respond after a competitor changes its loyalty rewards program. Marketing and operations managers review the firm's financial performance and the current loyalty reward program as they consider their options.P.V. Technologies, Inc.: Were They Asleep at the Switch?A leading manufacturer of photovoltaic inverters used in solar energy technology receives a bad evaluation from its largest customer. The company must consider the consequences to its reputation while considering among four possible responses to the situation.Reed Supermarkets: A New Wave of CompetitorsThe marketing VP at a high-end, conventional supermarket chain is concerned about increased competition from dollar stores and limited-assortment stores offering very low price points. She must decide how to change the current marketing and positioning plan to increase market share.Reliance Baking Soda: Optimizing Promotional SpendingThe new Domestic Brand Director needs to create a marketing budget that delivers a profit increase of 10%, weighing the value of advertising, price increases, and the role of the brand within the company. Students are expected to create and defend a similar budget.Rosewood Hotels and Resorts: Branding to Increase Customer Profitability and Lifetime ValueRosewood Hotels & Resorts is a small firm running 12 individually branded luxury properties. Its new leadership is contemplating whether the firm should significantly increase the prominence of the corporate identity, making Rosewood a corporate brand. Students must calculate how customer lifetime value would be affected by a shift from individual branding to corporate branding.Saxonville Sausage CompanySaxonville Sausage, a $1.5 billion manufacturer of pork sausage products, is experiencing financial stress because its leading product lines have lately produced declining revenues-except an Italian sausage named Vivio, which has recently experienced a significant increase in revenues, as has the entire Italian sausage category nationwide. What steps should the company take to expand Vivio into a powerful national brand?Soren Chemical: Why Is the New Pool Product Sinking?Soren Chemicals launches a new water clarifier for residential swimming pools called Coracle and is surprised by poor sales. Coracle is chemically similar to the company's highly successful water clarifier for large pools at recreational facilities and offers the same superior product performance. The marketing manager suspects the go-to-market strategy may be flawed but can she diagnose the problem before the end of the selling season?The Springfield Nor'easters: Maximizing Revenues in the Minor LeaguesThe marketing director of a new minor-league baseball team must design, conduct, and then interpret survey research to determine optimal ticket pricing that will yield large attendance figures and contribute to the owner's goal of breaking even in the first year of play. The pricing assignment becomes more challenging when other variables like concessions revenue are considered. Students are asked to complete a quantitative assignment as part of case analysis, and they must also grapple with less quantifiable factors.TruEarth Healthy Foods: Market Research for a New Product IntroductionTruEarth Healthy Foods wants to build on its successful introduction of fresh whole grain pasta by introducing a similar product concept for pizza. Acting as brand managers, students analyze the data and decide whether to bring the new product to market.Operations ManagementAIC Netbooks: Optimizing Product AssemblyA manufacturer of printed circuit boards diversifies it product portfolio by launching its own line of mobile consumer electronics. After three months of production, the production manager must consider ways to increase efficiency and lower costs.Baria Planning Solutions, Inc.: Fixing the Sales ProcessA consulting firm that specializes in using spend analysis to help companies identify savings is concerned about the disappointing performance of the sales team in signing up new clients. The sales director must analyze the current process flow to identify the problems facing the sales organization.Bayonne Packaging, Inc.A printer and paper converter specializes in delivering innovative packaging solutions for its customers. Despite tripling sales, the firm posted its first loss in over 10 years. The VP of Operations must analyze the production process and recommend improvements.Bergerac Systems: The Challenge of Backward IntegrationA manufacturer of diagnostic instruments for veterinary practices relies on two suppliers for the plastic cartridges used for a range of blood and blood chemistry tests. The CEO is concerned about inconsistent deliveries and considers acquiring one of the suppliers or expanding existing capacity.FoldRite Furniture Company: Planning to Meet a Surge in DemandFoldRite improves manufacturing quality and efficiency by developing stylish, environmentally friendly products. Now a new plan is needed to meet high demand, control manufacturing and inventory costs, and mitigate risk.The Morrison CompanyA developer and manufacturer of radio frequency identification tags (RFID) experiences a dramatic increase in sales over the past year. The increase exacerbates existing manufacturing problems and has led to increased shipping delays and inadequate inventory on hand.Scientific Glass Incorporated: Inventory ManagementScientific Glassware provides specialized glassware for laboratory and research facilities. Excess inventory is tying up extra capital needed to fund the company's expansion plans. The inventory manager is tasked with developing a more effective strategy for managing inventory.Organizational BehaviorAndrew Ryan at VC BrakesAndrew Ryan's excitement over a change initiative at VC Brakes turns to concern when organizational challenges surface. A subsequent restructuring puts him on the wrong side of politics and he must decide whether to leave or stay with the losing initiative.BoldFlash: Cross-Functional Challenges in the Mobile DivisionA new leader makes organizational changes to improve the product development process, but the changes may not go far enough.Campbell and Bailyn's Boston Office: Managing the ReorganizationCompetitive pressures drive organizational changes at a securities brokerage firm, with serious potential consequences for customers, employees, and the firm as a whole.Engstrom Auto Mirror Plant: Motivating Through Good and Bad TimesA plant manager confronts morale issues when, on the heels of an industry downturn, an incentive program stops producing payouts that employees have come to expect.Jamie Turner at MLI, Inc.Set in an industrial lighting company, this Brief Case describes the evolution of an interpersonal mismatch between a previously successful manager, Jamie Turner, and his new boss.Johannes Linden: Managing the Global Executive CommitteeIn the wake of an unexpected drop in manufacturing costs, the director of a large Swiss appliance manufacturer must convince his Global Executive Committee to revise revenue forecasts and sales targets for the upcoming year.Kay Sunderland: Making the Grade at Attain LearningAccount manager Kay Sunderland is surprised that her colleague Mike Morgan is potentially jeopardizing an important account by ignoring their employer's communication policy. Sunderland must decide how to handle the situation with both the client and her colleague Morgan.Martha Rinaldi: Should She Stay or Should She Go?Martha Rinaldi has been an assistant product manager at leading beverage company Potomac Waters since graduating from business school. Rinaldi is frustrated by her relationships with her boss and a close co-worker.MediSys Corp.: The IntensCare Product Development TeamMedical equipment maker MediSys is developing an innovative system for monitoring intensive care patients. Six months into the project, the product development team struggles through significant problems with design, schedule, a large competitive threat, and their own group dynamics.RL Wolfe: Implementing Self-Directed TeamsPlastic pipe manufacturer RL Wolfe introduces the concept of self-directed teams (SDTs) to its Corpus Christi plant in 2004. By 2007, Corpus Christi is outperforming the firm's other plants, and the production director seeks to understand which aspects of SDTs are working, which are not, and whether the other plants might be persuaded to accept the SDT approach.Ron Ventura at Mitchell Memorial HospitalStar vascular surgeon Ron Ventura's contract is up for renewal. He has improved the vascular surgery practice and generated much new case flow but is abrasive. How should his boss approach the upcoming performance feedback interview?Teaching Note available.Stone Finch, Inc.: Young Division, Old DivisionTo stimulate innovation and hasten growth in a young technology solutions division, an aggressive CEO milks the firm's cash cow, an old manufacturing unit. That unit soon faces key employee departures and sinking morale - and the newer unit runs into similar difficulties.TerraCog Global Positioning Systems: Conflict and Communication on Project AerialWhen a new product launch is threatened by cost problems, the firm's units are unable to come together and make a critical decision and a young executive must lead them forward.Thomas Green: Power, Office Politics, and a Career in CrisisA promising career appears to be headed off the rails as conflict deepens between a young marketing manager and his boss. Can this career be saved?Treadway Tire Company: Job Dissatisfaction and High Turnover at the Lima PlantLine foremen in a manufacturing plant are caught in the middle of an adversarial relationship between workers and management.SalesDesigns by Kate: The Power of Direct SalesThe sales representatives at Designs by Kate sell private-label jewelry at hosted parties. They also recruit, train, and manage teams of new sales reps. Sales have started to decline and the company must revisit the commission structure to determine if it is still effective.Service ManagementComfort Class Transport: Does Customer Service Need an Overhaul?Customer satisfaction with vehicles and drivers at a chauffeured limousine transport company is high and management has plans to expand the company into new markets. However, underperformance in the customer service call center could threaten the company's future.Delwarca Software Remote Support UnitA software firm provides telephone support for customers facing complex software integration issues. The manager of the remote support unit implements a new call triage process that fails to decrease customer waiting times and overall dissatisfaction. He must analyze the process and make recommendations for improvement.Playa Dorada Tennis Club: Expansion StrategyPlaya Dorada Beach & Resort in Boca Raton, Florida faces a growing seasonal demand for tennis services. The director of the tennis operations analyzes court capacity and pricing structure as he considers plans for expansion.Porcini's Pronto: "Great Italian cuisine without the wait!"Looking for expansion opportunities, a chain of full-service Italian restaurants considers launching a new chain of lower-cost, limited-menu restaurants. The vice president of marketing must develop the concept and also analyze three expansion strategies before the project can be approved.WrapItUp: Developing a New Compensation PlanA restaurant chain based in California offers made-to-order sandwich wraps using fresh, healthy ingredients. Management pilots a profit-sharing program at two restaurants to address concerns that employee turnover is high, customer satisfaction is decreasing, and revenue growth is flat.