Introduction
Late in 2009, The Dannon Company (Dannon) had a dilemma in whether to make public their long-standing Corporate Social Responsibility efforts. Dannon after sixty-seven years of enter the U.S. market was on the verge of becoming the U.S. domestic market yogurt leader. To help achieve this Dannon’s senior director of public relations, Michael Neuwirth was contemplating how their corporate values and long-standing Corporate Social Responsibility would be able to assist Dannon achieving the leader as the U.S. domestic yogurt producer (Marquis, Shah, Tolleson, & Thomason, 2011).
Danone is a yogurt company, which was founded by Carasso’s father, Isaac Carasso in Barcelona, Spain, in 1919. Danone first introduced an innovated yogurt product that was used to treat intestinal disorders by physicians. After Carasso’s father’s death in 1939, Carasso became the CEO of Danone. Through Carasso’s leadership Danone had rapid expansion plan in the European markets. However, with World War II raging in Europe Carasso in 1941 immigrated to the U.S. for a safe haven during the war (Marquis, et al., 2011).
Carasso now in the U.S. founded the Dannon Milk Products, Incorporation in New York, in 1942. In order to be able to attract consumers in the U.S. market to yogurt Carasso named the company Dannon vice Danone (Marquis, et al., 2011). Carasso however found that the U.S. market for yogurt was almost non-existent. Not letting this slow Carasso down, Carasso used his innovated thinking as his father did with Danone to gather interest in yogurt in the U.S. market. Carasso was able to introduce in 1947 “Fruit on the Bottom” yogurt product (Marquis, et al., 2011). This innovation was able to make the tartness of yogurt into a ...
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...ard Business School.
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While many pass by the dairy aisle thinking nothing of the stories behind products, yogurt is such a product that has been experimented commercially in what is now a battle between the bacteria. Activia and Yoplait are two players in a grander battle of gaining consumer interest. Both the Activia and Go-Gurt commercials differ in the details of their approach, yet both stray away from
Within the opening paragraph of his own article, David Freedman shares his story on searching for the most ideal smoothie, that would be affordable
"On Food and History." 'On Food and History' N.p., 13 May 2008. Web. 25 Oct. 2013.
In her book Marion Nestle examines many aspects of the food industry that call for regulation and closer examination. Nestle was a member of the Food Advisory Committee to the Food and Drug Administration (FDA) in the 1990’s and therefore helps deem herself as a credible source of information to the audience. (Nestle 2003). Yet, with her wealth of knowledge and experience she narrates from a very candid and logical perspective, but her delivery of this knowled...
A. Define the Problem Natureview Farm, Inc. (Natureview), a small yogurt company founded in 1989, produces and markets yogurt using natural ingredients and a distinct manufacturing method that yields a smooth, creamy texture without adding artificial thickeners. As a result of this emphasis on natural ingredients, the brand has established a reputation for high quality, great tasting yogurt and is the leading natural foods brand of refrigerated yogurt. Natureview’s yogurts – available in twelve flavors in 8-ounce cups, four flavors in 32-ounce cups, and multi-pack yogurt products – are distributed nationally and the company shares leadership in the natural food channel. In 1999, the company’s revenues grew from $100,000 to $13 million; however, despite Natureview’s success and well-established brand, the company has long battled to preserve a steady level of profitability. In 1996, Jim Wagner was hired as chief financial officer and was able to successfully achieve steady profitability for the company.
Academia Barilla’s consumers are still a specialized target, despite recent efforts for expansion and growth. For its gourmet foods product line, demographics of consumers in major markets tend to be upper middle to high class citizens of middle to older age. Italy represents the major market for Academia Barilla, with Europe and North America showing promising growth. However, recent severe economic troubles in Italy, Europe, and the United States are a major cause of concern and must be monitored. Regulatory bodies in the countries which market Academia Barilla do not tend to interfere with production. Current consumer trends for healthier, more organic products should be monitored. Whole-wheat and low-carbohydrate products have increased in demand during the past half-decade. Recent developments in the IT field have helped bring e-commerce to new heights. Finally, emerging economies in countries such as Brazil, China, India, and Russia may be targets for possible future high growth opportunities.
Chobani first started by buying a yogurt plant from Kraft in South Edmeston, New York. Before buying it, he visualized the market needs for yogurt and he thought about the risk of buying it. This has helped to bolster his leadership skills as well. As a leader, the technical and analytical skills which he acquired were supplemental to his many strengths as a leader. Taking a more hands on approach to the ways in which he runs his company, Ulukaya often times works on the production floor. He goes as far as to test many of the batches of the yogurt that is produced himself. Ulukaya eats around 6 of his Chobani yogurt cups in one day; “On a tasting day at a plant, he typically consumes five pounds of yogurt” (Pannet, WSJ) Ulukaya puts in the effort to demonstrate to his workers and to consumers the level of consistency that must be put into creating a wholesome product such as his Chobani yogurts. He strives to make the yogurt seem as close to his mother’s recipe as he possibly can, so he regulates and oversees the process of many batches when he goes to visit. Ulukaya strong sense of analytical skills factored into his success. In the end, Chobani became a billion-dollar industry generating a billion a year, and his skills as a manager, which he continues to show is a large factor for this
Over the years food has changed from more natural occurring products to quick and easily accessible ones. I for one blame the companies who accept and encourage this. From the previous essay, it also provides a series of questions for which we should be analyzing our food: “How fresh is it? How far was it transported? How pure or clean is it?” (Berry). Simply, we need to be more aware about our food. Food used to be only grown. There was no way
With Corporate Social Responsibility becoming very popular with stakeholders in the last few decades, it is necessary that Dannon responds to customers, its corporate social activities. Well balanced information exchange with supplier, partners, and customer will improve connection with Dannon as company. Communication sent in various mechanisms will eventually increase Dannon brand visibility and contribute growth for its financial gain. Senior leaders wondered, if the Corporate Social Responsibility, which is already well established, should play a key role, given the fact that Dannon is pretty much assured to be leader in the U.S yogurt market in 2009. It was also an opportunity to communicate and enhance brand name to consumer with its
American Soft Drink and the Company That Makes It. 3rd ed. New York: Basic, 2013.
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fifty years (Rubin 430). Leading voices in the food industry have had different views on the
Kraft, the owners of Oreo, decided to take their success in America and introduce the product into China, and Indian markets. The problem with their ambitious plan, was that Kraft believed since they were so successful, their marketing strategy and even the cookie, needed