The following evaluation analyses and criticizes the proposals forwarded by four main managers in Brannigan Foods Company that target to salvage the firm’s sales margins and market share. The proposal presented by Srikant Tipha sought to maintain the same approach being used in the previous years. However, he proposed that the strategy needed to be reformed to focus on consumers in the dry and healthier soups sections. Tipha’s proposal had several benefits. It was direct and easy to implement as it targeted the source of the problem that was the soup sector of the organization. However, Tipha’s proposal that the ‘Fast & Simple’ meal pack is reintroduced was flawed. The data collected from the sales of the same product over the financial year had already revealed that ‘Fast & Simple’ was a poor investment. His proposals were also limited to the soup sector only. These plans failed to solve other departmental and administrative issues that contributed greatly towards the dismal performance (De 56).
Claire Mackey sought to fight the competition by bringing new, smaller companies that would offer more convenient and healthy foodstuff. His approach consisted of outsourcing that would have a negative impact on the brand supremacy and profit margins for Brannigan Foods. Outsourcing also slows down the rate of growth for the host company. Mackey’s proposal to acquire Roarin Cajun, Red Dragon Foods and Brother’s Gourmet would slow down the development of the soup sector in Brannigan Foods. Previous acquisitions such as the Annabelle acquisition resulted in huge losses for the company, in terms of time wastage and finances. However, Mackey’s proposal of taking up new acquisitions can also increase volumes in the department. If conducted in a proper method, the customers will ultimately respond positively. While healthier soups are an inevitable addition that will ultimately have to be introduced to the Brannigan shelves, acquisitions seem a risky way to go about the process.
Anna Chong who was the Chief Innovation Officer furnished the administration with a proposal that was quite similar to Srikant’s idea. It involved reinvesting in the strongest brands within the company while simultaneously developing newer products and promoting them. Anna’s approach was beneficial to the company in that it was cost efficient and made efficient use of the resources already present in the company. Furthermore, by focusing on internal research and development, Anna was promoting an idea that would lead to stability and growth in the long term. Conversely, Anna’s proposal had several issues. One, it lacked any compelling financial evidence that the efforts could actually result into growth spurts of about 3% as desired by the company. Two, Anna’s proposal failed to consider the contribution of acquisitions in the growth and developments of a firm. Lastly, Bob Pugh’s proposal also agreed with Anna Chong. Bob suggested that it was high time for the company to reinforce the company’s position in the market by re-branding and improving the Brannigan Foods main products.
Of the four proposals, Bob Pugh’s proposal to increase the budget in advertisement and promotion, as well as a price reduction, held the best chances of realizing the goal of achieving 3-4% growth. This is because the higher initial prices were the main reason most customers were not attracted to Brannigan Foods products. Lowering the price strategically would have the impact of increasing the number of buyers significantly. Furthermore, investing in aggressive promotion of improved Brannigan products will use a minimal portion of the company’s budget to achieve an important and effective requirement.
De, Chernatony L. From Brand Vision to Brand Evaluation: The Strategic Process of Growing and Strengthening Brands. Amsterdam: Butterworth-Heinemann, 2010. Print.
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