Patties Food Ltd Essay Example for Free

Patties Food Ltd Essay A  leading manufacturer in Australia Industry: branded frozen food industry Major supplier and marketer of frozen savoury, dessert and fruit products. It has some iconic Australia brands in each of these product categories. the largest pie company in Australia Products: frozen savoury products: meat pies, sausage rolls, cheese and spinach rolls, pasties and quiches. Well-known frozen savoury brands: Herbert Adams, Four’N Twenty, Snowy River and Wedgewood. dessert products: fruit pies, waffles, crumbles and crepes. fruit products: frozen whole fruits (e. g. herries, strawberries, cranberries and raspberries) processed fruit products (e. g. fruit smoothies that are cubes of frozen concentrated fruit which can be added to milk by the consumer to create a drink). Well-known dessert and fruit product brands: Creative Gourmet, Nanna’s and Chef’s Pride. Growth History: a small cake shop in the Victorian country town of Lakes Entrance (origins back 50 years). then purchased in 1966 by the Rijs family extended into pies and bread rolls continued to grow (through acquisition product development) Subsequently refocused around frozen savoury, dessert fruit products Listed on the ASX in 2006. Stakeholders: 2 members of Rijs family involved as board members. Shareholders Customers: retailers (e. g. supermarkets) foodservice outlets (e. g. sporting venues or cafes). Not direct consumers. 2 main distribution: In-Home [retailers where products are bought for home consumption] Out-of-Home [foodservice outlets where products are bought ready for consumption]. lt; 1% sales coming from exports, despite moves to enter the US market with its Four’N Twenty products. Developed halal products in its Four’N Twenty range with the intention of growing sales in Asia. Its headquarters production facilities are in Bairnsdale, Victoria. A PFL’s strategic framework PhasesBuild the baseDevelop and growExpand and extend Outcomes†¢ Low costs †¢ High customer service levels †¢ Defend the core †¢ Category leadership†¢ New products †¢ Extra ranging †¢ Extra distribution †¢ More customers†¢ New channels †¢ New regions †¢ New categories †¢ New sub-business Executive leadership team focused effort on the ‘Build the Base’ phase of our strategic plan, relentless drive to build revenue reduce factory conversion costs Result: -improved trading Rebuilt market share in In-Home savoury category(important) Result: revenue increasing well over the category growth. Our strong relationships with the major supermarkets Result: enabled Patties’ brands to strengthen as market leaders. Strategic intent of increasing our mix of revenue towards foodservice other non-grocery channels [products sold through the Out-of-Home market]. Result: Out-of-Home revenue increased to another record level Sales management restructured with a new Head of Sales (Tim Peters ex Fonterra) joining the business. Investment in sales resources in all regions of Australia ensures we have a truly national representation. New products, across all channels Result: increased sales Exceptional technical expertise (due to well experienced Rijs Family) Result: enabled the new products to be launched with rapid entry to market New Four’N Twenty legendary Angus range developed and taken to commercialization stage during the year with the successful launch in June 2010. We expect this range to provide further growth in the near term. Increased marketing for the premium range of Herbert Adams savoury products. significant lift in sales in both In-Home and Out-of-Home channels achieved from the new TV commercial and consumer promotion celebrating Herbert Adams 100 years. Four’N Twenty brand increased exposure with the sponsorship of the AFL [national league] All Australian Football team. This initiative, and the successful tendering of a number of additional stadium supply rights, provided good growth in our core pie range and confirmed Four’N Twenty’s close connection with football in Australia. Patties Foods now has exclusive supply rights at most football stadia in Australia. Desserts business continues to grow with Nanna’s and Creative Gourmet brands retaining market leadership. lowered cost base and ensured the Creative Gourmet business can remain competitive in a very competitive market. (closed and relocated the frozen fruit packing operation from Silverwater NSW to Bairnsdale [in Victoria] in Feb. ) Manufacturing efficiencies are a critical driver of profitability. increased the economies of scale from the investment in production capacity during the year, further developed our team based continuous improvement projects. Thus conversion costs continued to improve A critical factor in our short and long term strategic plans: to maintain and build the high performance culture of the company. Introduced a comprehensive incentive scheme across the business this year. 340 people received monetary incentives based on specific targeted key performance indicators across the business. Balance sheet has been strengthened by the strong cash flow from both the improved trading and focused working capital management. This provides an excellent foundation for growth. Recent developments Patties Foods wins Reliance contract for BP sites won a $4. m+ contract to supply its products to the 200 BP branded sites in the Reliance Petroleum Group. The convenience stores will stock exclusively Four’N Twenty and Herbert Adams products. In announcing the contract, Reliance commented, ‘Patties have proven they are best positioned to build our Pie Sausage Roll business through strong marketing activity, excellent cost price and most importantly, a good pie! ’ Patties Foods Head of Sales, Tim Peters, says the contract win confirms Patties Foods’ market leadership in the Petrol and Convenience Channel. Creative Gourmet targets ‘Smoothie’ market Creative Gourmet’s innovative new range of Smoothie CubesTM proving a big hit with consumers. Launched in March with a national Television commercial featuring food presenter Maeve O’Meara, the new frozen Smoothie CubesTM are available at all leading supermarkets. Desserts Marketing Manager, Jane Westney, describes Smoothie CubesTM as a ‘game changer’, set to revolutionise how Australians enjoy breakfast and snack-time. ‘Smoothie CubesTM fruit-packed frozen cubes for making delicious Smoothies in a moment. a product innovation rated extremely highly in market testing. We’re confident they’re set to change the way Australians enjoy breakfast and snack-time’, Ms Westney said. The innovative Smoothie CubesTM come in 4 great flavours, Strawberry, Berry Antioxidant, Breakfast and Tropical. Look out for them in your local Supermarket. Four’N Twenty rules—Home and Away Four’N Twenty extended its national marketing push into northern States with a 5-year sponsorship agreement with the Sydney Swans [football team]. Patties Foods GM Marketing, Mark Connolly said: Four’N Twenty achieved instant popularity with Sydney fans since becoming the pie of choice served at the SCG [sports stadium] last year. ‘Sydney fans have really taken to Four’N Twenty at the footy and we’re delighted to be partnering with the Swans through this sponsorship—not only at the SCG, but by focusing on their positive community program.

Virginia: State and National Science Standards :: Essays Papers

Virginia: State and National Science Standards Across the field of education, standards have become both a guideline for teacher lesson plans and a measuring device for students’ achievement. In recent years several subject-based standards have been put in place by national organizations of scientists, mathematicians, and other professionals. Simultaneously, states have been developing their own set of standards, many of which may or may not correspond with offerings such as the National Science Education Standards (NSES). One example we will focus on in this paper is the State of Virginia’s Standards of Learning (SOLs). As a result, the VA SOLs received a rather poor grade on a national scale, measured by the Thomas B. Ford Foundation in March 1998. Much of the criticism lies in the VA SOLs’ lack of broad ideas and theoretical structure. Educators across the state have differing opinions concerning the VA Science Standards. Many educators have expressed disagreement over the value and the implementation of the SOLs. With regard to the VA Science SOLs, one elementary school teacher stated, "I don’t find the science SOLs controversial at all. I really enjoy teaching science and can find many ways to include the SOLs in all my academic areas." Not all teachers feel so positively about the standards. A Northern Virginia elementary principal expressed this viewpoint when he said, "Your feeling about the science SOLs will depend on your philosophical point of view about a fact vs. experiential science curriculum†¦Teachers who like open-ended, experiential-thinking based curriculum will not like them [VA SOLs], teachers who like sequential, fact-rich curriculum will." One criticism of the VA SOLs points towards its lack of exploratory learning due to its fact-based nature. Many believe that the extensive content needed to be covered handicaps teachers in such a way that they are unable to teach anything else but the SOLs and therefore can not delve deeply into any one area of study. On the contrary, VA SOLs can be a valuable resource for lesson plans. Since all teachers on a certain grade level must hold their students responsible for the same information, they can easily share lessons and materials. This lends itself to collaborative teaching. The NSES also have both positive and negative aspects. The National Science Education Standards appeal to those who appreciate an inquiry-based, constructivist approach. As stated in Catherine Kelly’s article, Reaching to the Standards (2000), "The Standards [NSES] have also encouraged constructivism and rallied support for a developmental curriculum in which students are more process oriented than product oriented.

Analyse the UK shower industry, value proposition of Quartz-Aqualisa’s revolutionary shower, marketing strategies employed by Aqualisa

This document analyses the UK shower industry, value proposition of Quartz-Aqualisa's revolutionary shower, marketing strategies employed by Aqualisa and suggests ways to make them more effective. The UK Shower Market – Product Offers and the Customer Behaviour The current market size of all different kinds of showers offered in UK was more than 1.8 million units valuing more than à ¯Ã‚ ¿Ã‚ ½5 Billion.1 Only 60% of the bathrooms in UK had a shower whereas all bathrooms had a bathtub. Prevalent problems in plumbing systems and showers The plumbing in UK was predominantly of the Victorian era. These systems were gravity fed which resulted in non uniform pressure and flow resulting in temperature fluctuations. The flow rates were around 3-4 litres per minute against the standard flow rates of 18 litres per minute in the USA. Also the showers broke down frequently and were difficult to repair as the seals used to get jammed and needed replacement. The replacement of the broken/worn down showers accounted for nearly 50% market.2 The users were having poor knowledge about the showers, available brands and options. These problems influenced the UK shower market and therefore shaped the consumer behaviour and the products available in the market. Market Segments The shower market can be broadly segmented in two categories – User and Non-Users. Refer Appendix Exhibit 1. USERS Premium users looked for style, performance, service and life. Standard users looked for performance, life and service of the shower. Value users looked for price, convenience and models that did not require major excavation and modifications in their bathrooms. NON-USERS Plumbers: Plumbers interacted through variety of ways with the end users- directly or indirectly. They maintained strong relationships with the manufacturers of the showers. They played a key role in the sale of the showers.3 Developers : They were the property developers in the UK. They preferred reliable showers which could work under multiple settings. They were price sensitive. They had direct contacts with the manufacturers or depended on the independent plumbers. DIY: These are large retail outlets which targeted customers who are primarily looking for ease of installation and inexpensive models. There were substantial sales taking place through this channel.4 Different Models and the Product Offers Based on the problems that existed, the market segmentation and the factors influencing decision making, three main types of showers were available in the market – Electric Showers, Mixer Showers and the Power Showers. They were targeted at different market segments under different brand names by manufactures. Quartz Value Proposition There will be two Value Propositions Statements5 based on the market segmentation – one for Users and the other one for Non Users. Refer Appendix Exhibit 3 It is considered that the Quartz Showers will be chosen over the competitive Mixer and the Power Showers. This is because of- Superior Design: Quartz range was designed to overcome the limitations of the Mixer and Power Showers, therefore in long term they will replace them completely. Current market share:6 Aqualisa has only 20 % and 16.7% of the current market share in the mixer showers and the power showers category. It is ranked 2nd and 5th respectively in these two categories. These two sectors offer the maximum growth potential and possibility of capturing new market share. Total costs:7 The initial cost of the Quartz showers are higher than both the Mixer Shower and the Power Showers, however installation of Mixer Showers require additional expenditure. It needs 2 man-days of the plumber which costs atleast 640à ¯Ã‚ ¿Ã‚ ½ (considering à ¯Ã‚ ¿Ã‚ ½40 per hour and 8 hours per day). Additionally, the plumbers charge the cost of excavation- labour and materials extra. Therefore the total costs of ownership of Quartz Standard showers turn out to be cheaper. Multiple Brand Strategy: Gainsborough, Aqualisa and ShowerMax Based on the market segmentation shown above, Aqualisa uses three different brands to position and serve its target markets optimally. The use of different brands is a positioning policy so that Aqualisa can determine its Marketing Mix8 for each target market segment in order to occupy a clear, distinctive and attractive position in the minds of the consumers relative to the competing brands and products.9 It is made clear from the figure below that the three different brands (shown by different colours) have three different products, price range, promotional channels and distribution channels. The Marketing Framework10 – Positioning Strategy and 4Ps Quartz : Mainstream or Niche Aqualisa spent nearly à ¯Ã‚ ¿Ã‚ ½5.8 Million over a period of 3 years to develop Quartz. This is close to 10% of the total revenue generated by the firm in the year 2000.11 Additional modules could be built upon the existing Quartz installations to provide sophisticated features with customised benefits e.g. horizontal Body Jet. The heavy expense, scalable plug-ins and the lower total costs of ownership suggest that Quartz was designed to be a mainstream product. Quartz – Why are they not selling? The sales of Quartz are not picking up for number of reasons: 1. Rogers Five Factors12 determine the rate of acceptance of an innovation in a market place. These Five Factors are relative advantage, compatibility, complexity, trialability and observability. Quartz scored low on the compatibility because the plumbers who were selling and influencing the buying decisions of the consumers, were vary of use of electronics in the showers. Also, Aqualisa was not effectively offering trials/demonstrations to its users (except through showrooms) and plumbers in its marketing strategy and therefore loosing sales. Whenever, the plumber or the consumer was getting a demonstration it was resulting in a sale. 2. Associated Cost Savings: The lower total costs of ownerships were not clearly communicated to the plumbers and the end users to mitigate reluctance due to the higher initial price of Quartz. 3. Plumber mindset and long adoption times: No explicit efforts were taken to educate the plumbers. They were only communicated verbally about the additional benefits of the Quartz, however no workshops or trainings were carried out to overcome the reluctance of the plumbers. 4. Lack of clarity in the sales team and conflicting brands resulting in lower sales. The sales team lacked clarity on which product it had to promote- Quartz or the mainstream products-Aquavalve and Aquastream. Infact, Rawlinson and the national sales manager Tim Pestell had different views on Quartz' mainstream or niche nature. This resulted in lower push from sales team. 5. Only 10% of their time was devoted by Sales team on new prospects. This meant that they were limiting themselves to a smaller group of potential buyers. 6. Awareness: There were little actions taken to spread the benefits and the wow factor of the Quartz shower to the end consumers apart from a weekly advertisement in The Mail. What should Rawlinson do? To increase sales, it is necessary to understand the Decision Making Process (DMP)13 of the target market segments. The DMP of the users and the plumbers are different. For DIY and Developers, we would need to establish a separate strategy. Mapping the DMP Plumbers Users – Premium, Standard Unaware Unaware Awareness Awareness Reluctance Demonstration Trial Knowledge of benefits Purchase Purchase Positive Attitude/Reference Repeat Based on the DMP, our Marketing and Communications Strategy should be to increase awareness and trial/demonstrations. Further, the strategy should be based on the 6Ms model14 to consider all the aspects and maximize the output. 6Ms Model 1. Market: We have not targeting the user-value segment since it is not suitable for Quartz. 2. Mission: To achieve a sale of at least 100 units per day in the next 3-4 months to bring Quartz in the mainstream segment. The maximum time available till another competitor catches up with the innovation is estimated to be 2 years. 3. Message: The message has to be different for the Plumbers and the Users. The different messages will be the statement of benefits that are spelled out in the Value Proposition of Quartz. Refer Appendix Exhibit 2. 4. Media: 4.1 Advertising: Full fledged advertisement campaign have high costs15. Therefore advertisement expenditure will be limited. However, a new and cost effective media can be the back of the Shower Gel Bottles. This way Aqualisa will be able to reach the users and even the non-user market very effectively. A small pilot test can be carried out immediately to determine its possible impact and its cost. Internet advertisement is also an effective and a cheaper way to reach the end users. The Pay per click concept will help keep the advertising costs down. 4.2 Sales Team: A change in the marketing structure of Aqualisa is needed so that greater focus can be given on each channel. The suggested marketing structure is shown in Appendix Exhibit 4. 4.3 Channel Management & Sales Promotion: This is based on giving incentives and forming stronger commercial relationships with the channel partners to push16 the Quartz through different channels available. Plumbers: > Launch Event: Organise a launch cum training event for one full day where plumbers from different locations can be brought together and explained about the product. This should include a hands on training program so that they realise the ease and get rid of any misconceptions. This can be repeated if required. > Plumber Loyalty Program & Commissions: Plumbers association with Aqualisa can be made official. Plumbers can be given commission for every sale of Quartz. This will immediately get their attention and help eliminate any doubts. While advertising Quartz directly to the users, their names can appear as the list of authorised plumbers to fit/sell Quartz in the specific territory. In return, a small fee can be charged to them for their official partnership. > References: Aqualisa can use references from respected plumbers to endorse the credibility of Quartz. > Going beyond the existing associated plumbers: To look and expand beyond the already known plumbers. Trade Shops: > Videos showing the entire installation process in a step wise manner and the associated cost savings to plumbers. > Early discounts: In-order to keep their commitment towards Quartz, certain Early Discounts schemes may be offered. > Training the Trade Shop staff to sell on Associated Cost Savings for the plumbers. The trade shop staff should be able to explain Quartz' benefits and how it is different from the earlier failed showers which used electronics. > Expand to other Trade Shops: Increase coverage to newer trade shops and territories. Showrooms & Distributors: > Expand to untapped Showrooms & Distributors in new geographies without conflicting the existing ones. > Early discounts 4.4 Integrated Marketing: Aqualisa's direct communication with end user should not result in direct business. The sales to the end users must be routed through authorised channels of showrooms and plumbers. Also the retail pricing for the plumbers and the showrooms will have to be same and fixed to avoid under-cutting. The idea is to create customer awareness and to use the Pull Strategy through either of the two channels. This will keep the current relationship with the channel partners intact. 5. Money: The entire Marketing communication and promotion strategy has been designed such that the initial cash outflow is less. Refer Appendix Exhibit 5 6. Measurement: It is extremely important to monitor closely how sales are picking up after taking all the initiatives. The restructuring of the marketing department suggested will help. Daily reports with key facts and figures will be made available to the Rawlinson who can then take suitable actions. Stripped down version for the Developers & DIY Aqualisa should develop a stripped down version of the Quartz for the DIY and Developers market(brand it under their existing Gainsborough & ShowerMax brands). Branding it under a different name will keep their Aqualisa brand intact. The fact that Quartz will become a platform on for subsequent hi-end solutions, it is recommended to concentrate on higher volumes than margins initially. Conclusion Close monitoring and implementations of the suggested schemes will help Aqualisa increase sales of Quartz to achieve its mainstream status. Appendix Exhibit 1 : Market Segment Exhibit 2: Various shower categories, Aqualisa's Offerings and the Channels used by them. Exhibit 3: Value Proposition of Quartz. Exhibit 4 : New Sales & Marketing Department Structure. Exhibit 5 : Marketing Communication and Promotion Expenditure. Exhibit 1: Market Segment UK Shower Market Segment Exhibit 3: Value Proposition of Quartz Value Proposition Statement17 for USERS Premium and Standard category Users who need bathroom showers will buy Quartz Standard Shower and Quartz Pumped Shower because it delivers water at good and stable pressures and temperatures, it is easy to use, it does not break down and has stunning looks. They will choose this over the Mixer and the Power Showers of other players such as Mira, Masco, Ideal Standard and Triton because we can uniquely offer remotely located water mixing mechanism that is electronically controlled and superior design from our focus on innovation, state art of testing facilities and engineering development team. Value Proposition Statement for NON USERS Plumbers who sell and influence buying decisions of bathroom showers will buy and recommend Quartz Standard Shower and Quartz Pumped Shower because it is easy to install, can be installed four times faster, does not need any excavation, offer a 5 year parts warranty, does not go wrong and need a second free visit. They will choose this over the Mixer and the Power Showers of other players such as Mira, Masco, Ideal Standard and Triton because we can uniquely offer remotely located water mixing mechanism that is electronically controlled and superior design from our focus on innovation, state art of testing facilities and engineering development team. Exhibit 4 : New Sales & Marketing Department Structure. Exhibit 5 : Marketing Communication and Promotion Expenditure. Less focus is given on advertisement and more focus is given on the push strategies. This way the maximum proportion of the marketing promotion expenditure occurs after the actual sales occur. Marketing Communications Media Expenditure type – Before / After Sale 1. Advertising on Shower Gels Before 2. Advertising on Internet (pay per click) Before the sale, but charged only on click not for placements 3. Advertising in Newspapers Before 4. Sales Restructuring – Extra Mktg. executives Before, however they will be used for closer monitoring of the implementation schemes and to push other products also. 5. Channels – Plumbers Commission After Plumber Loyalty Program Before Launch Event Before Trade Shops Early Discounts After Trade shops – staff training costs Before Showrooms – Early Discounts After Only in cases of Launch event and training programs there can be a substantial outflow earlier, however this is absolutely necessary to increase awareness in the Plumbers.

How Does The Us Congress Differ From The British Parliament

Lesson 21 RUL: 1. In what ways does the US Congress differ from British Parliament? The US differs from the British Parliament in its methods of representation; as US Congress uses districts and state representatives in the House of Representatives opposing the Parliamentary system of a representative House of Lords, using ‘honorary life peerages’ to represent the distinguished upper class and House of Commons to represent the everyday man of each required geographic division. Additionally, the two systems of government differed in their separation of powers; with the majority party of the House of Commons endorsing a specified member to be the Prime Minister, and utilizing common members as cabinet-level position holders, and thereby contradicting Article I, Section 6 of the Constitution, which prohibits all members of Congress from holding any other power in office. The length of terms also work to diversify the systems. The British House of Commons must occur every 5 years, but does not follow a fixed schedule, and the votes for Prime Minister elect ions depend greatly on the backing of parliamentary party, and votes of confidence and, more importantly, ‘no confidence’. Members of the US House of Representatives stand for election every 2 years, and Senate every 6. The elections for the Senate are staggered into thirds, so a third of the Senate is re-elected or re-placed every 2 years. Finally the idea of Federalism separates US Congress from British Parliament. ForShow MoreRelated1.In The Parliamentary Debate, What Were The Primary Arguments1660 Words   |  7 PagesParliamentary debate, what were the primary arguments for and against enacting the Stamp Act? The debate started in order to oppose enactment of the Stamp Act which Americans believed was denying them the Englishman right. 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