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PEI preserves - Moving forward with a business strategy

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by

Oren Berkovich

on 16 April 2014

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Transcript of PEI preserves - Moving forward with a business strategy

COST
Prince Edward Island Preserve
moving forward with a business strategy

Frameworks
Key Take-Aways
P.E.I. Preserves Company is founded on
instinct, rather than
research
. Over-diversification with a
lack of strategy
has
led to
financial losses
and a dire need for a direction .


Problem Statement
Alternatives
What should be done?
Sell
non-core areas of company
Hire management
team
Partner with
export merchant
in the Japanese market
Expand
product's reach to new areas
We recommend that P.E.I. Preserves Co.
focuses
on its core manufacturing operations and
outsources
distribution in Japan to an
export merchant.
must integrate
Based on the following
Decision Criteria

Oren Berkovich
Daniel Bokun
Melissa Factor
Shira Gellman
Milad Sobhani



The Team
Key Issues
P.E.I. Preserves Co. needs to get out of debt
and re-invest in long-term profitable areas.
Political
Economical
$$$
Social
Technological
Environmental
Legal
Internal Financial Analysis
EXPAND
to new markets

matrix
SELL
FOCUS
EXPAND
The Problem
The Analysis
The Options
The Strategy
Moving forward
Over-diversification


Lack of strategy


Cash-flow problems

Lack of operational efficiency


Charisma & ambition
Unique product & quality

Lack of management
High freight expenses
High product costs
Low market share
Increasing demand for high-end
food products
Option to supply restaurants & airlines

High competition
Lack of foreign market
awareness

Canadian laws do not
protect small competitors
from bigger
companies, i.e. Smuckers
2008's
recession caused a downturn in tourism
Exports of preserves from Canada have been steadily declining
Anne of Green Gables
is a popular association with the location
for tourists.
Manufacturing jam is relatively simple although yield could
be improved considering
extra capacity is available.
Ingredients are
natural

and local
.
There are
FDA regulations
regarding packaging and possible
legal barriers in the Japanese market
Finding an appropriate buyer that will take over owning and managing the company

Immediate
cash
to pay off debt
Peace of mind
Maintaining
influential power
Give away ownership
Difficult
to find a way to sell different business units

FOCUS
on core operations
Dispose of non-core and non-profitable parts of company
Hire management team
Competitive advantage
Create
liquidity
to re-invest in successful activities
Maximize manufacturing
capacity
Finding the right staff will be
challenging

Loss
of restaurants and garden
Leverage relations with Mitsubishi in the Japanese market to make them an export merchant
Answer demands for preserves from airlines and hotels

Mitsubishi as an export merchant will
lower responsibility
of P.E.I. preserves in the Japan
New markets
How?
Consulting Firm
Value Chain Analysis
PESTEL Analysis
Profit
Risk


Time
Cost
40%
30%
15%
15%
SELL
the company
PROFIT
RISK
TIME
Supply-Chain
Operations
Distribution
Marketing & Sales
Services
Produce
High quality,
organic & local fruit

Re-focus
Restaurants and gardens take away from full capacity output of jam.
Partner with expert
Outsourcing provides relief and delivery.

Growth Opportunity
Anne’s Jams is popular with tourists.
Sales & Relationships
Even distribution
of tasks to management team
Long implementation
time to create relationship
Risk
entering new markets
Project Time frame
Management team
Export merchant
Focus!
23 months
Reverse debt
Clear debt - May 2010
Finish hiring - Oct 2010
Re-enter Japan with an export merchant Sept 2010
Reach new markets starting from Feb 2011
Full transcript