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The Real Chocolate Company

University of Greenwich, Year 3 Strategy Group Presentation.
by

Dimitar Ivanov

on 27 April 2014

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Transcript of The Real Chocolate Company

The Real Chocolate Company
Internal Analysis

Weaknesses

Point of sales

Seasonal sales

Project management
Marketing Mix
Product

Price

Place

Promotion

Core Competencies
Franchises

Logistics

Brand image

Representation
Seasonal sales

100 more products, e.g. Valentines day

Extended product range

Turning this weakness into a strength

Point of sales
A fundamental system

Not introduced in all stores

Effectiveness

By: Henna Paresh Chandarana, Sean Ingram, Peter Hackshaw, David Mashford & Dimitar Ivanov
Finance
Strategy
Summary
Our internal recommendations
Any questions?
Aims
Internal environment
Core competencies
Weaknesses
Marketing methods
Finance
Strategies
Recommendations

Price
Gourmet

High End

Specialised

Foodies

Elitist

Universal

Sports Venues, Malls, Airports

65 stores in factory mall outlets out of 110 in the U.S

100 in regional malls out of 1400

45 tourist locations

9 Airport stores

Place
Product
300 different kinds of chocolates available

Differentiation in products

Quality ingredients

Promotion
Charitable

Seasonal Products

Low price marketing strategies

Viewing Process

Project management

Projects length

Lingering management issues

Manual manufacturing to automated process

"Real chocolate company has been selected as one of the 100 fastest growing small public companies in America"

We believe their AIM is to develop and grow as fast as possible

In 26 years- 316 franchises, 5 own stores and a factory
Types of strategies

Operational Strategy

Investment Strategy

Future Investment Strategy
Operational
Strategies
Marketing methods


Logistics efficiency


Franchise to own store ratio


Franchise support
Capital Gain
Strategy
Stock market
$2 million 2006
$5 million 2007
Why invest?

Current Liabilities
No loans
Factory automation
Lowest cost
Increase production
Meet growth demand
Future Investment
Strategies
Crunching the numbers

Defining the Income

Managing the Risks
Crunching
Numbers
12% Growth over 2007
Return on assets = $0.25 (4:1)
Which is pretty good
Current Ratio = 1
Which is pretty good
Dividend Yield = 6%
Which is pretty good
Have we spotted the theme developing?
Which is pretty good
Defining the
income
Income has three streams

Sales to Franchises 72% 316 stores $71k per store

Company Stores sales 8% 5 stores
$505k per store

Franchise fees and Royalties 20%
Managing the
Risk
Improve project management
Increase marketing expenditures
Formalise franchise ratio
In order to improve core competence
Core competencies
Weaknesses
Marketing mix
Finance
Strategy
More accurate
Lower marketing costs

Lower costs
Essential for growth
5= $1.4m cost
316= $7.5m gain
Full transcript