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Case Solution for Launching Krispy Natural: Cracking the Product Management Code

Complete Case details are given below :
Case Name :      Launching Krispy Natural: Cracking the Product Management Code
Authors :           Frank V. Cespedes, Heather Beckham
Source :             HBS Brief Cases
Case ID :            913574
Discipline :        Marketing
Case Length :    11 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Pemberton Products is a U.S. market leader in the cookie and bakery snacks segment of the sweet snack market. Looking to expand into the salty snack market, the company acquires Krispy Inc., a maker of salty snack crackers located in the southeastern U.S. To compete with premium cracker brands, Pemberton plans to reformulate and re-launch the Krispy brand as “Krispy Natural,” which offers natural ingredients, improved taste, and revised packaging. Market tests in Columbus, Ohio show market share results that are double the company projections while results in 3 cities in the southeastern U.S. fall well below expectations. The marketing director must interpret the market test results, consider possible competitive responses to the new brand, and present his recommendation for a national rollout to the VP of sales and marketing.
 
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Case Solution for Hewlett-Packard and a Common Supplier Code of Conduct

Complete Case details are given below :
Case Name :      Hewlett-Packard and a Common Supplier Code of Conduct
Authors :           Anne T. Lawrence
Source :             North American Case Research Association (NACRA)
Case ID :            NA0019
Discipline :        Business Ethics
Case Length :    07 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Should Hewlett-Packard cooperate with other firms in the electronics industry to develop a common code of conduct for suppliers? HP, a leading provider of personal computing, imaging, and printing products, had developed a comprehensive set of labor, environmental, and human rights standards for its suppliers. However, the company remained concerned about its reputational vulnerability and lack of supplier compliance. Ken Larson, HP’s Manager of Corporate Social Responsibility, considered whether the company could best advance its interests through industry collaboration on a common code of conduct.

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