Category Management as a Competitive Marketing Strategy in the Food Industry

Author(s):  
A. Ben Oumlil ◽  
Rebecca Wells ◽  
Steffani Scheurich
Author(s):  
Akram Ziyaevich Amirkulov ◽  

The article discusses the issues of improving the formation of a competitive marketing strategy in the corporate structures of the chemical industry in a market economy, consistent with the efficiency of corporate governance.


2003 ◽  
Vol 31 (5) ◽  
pp. 256-267 ◽  
Author(s):  
G. Peter Dapiran ◽  
Sandra Hogarth‐Scott

Category management has been promoted as a mechanism to achieve closer working relations between suppliers and retailers. The premise has been that category management should result in a reduced reliance on the use of power as an element of the relationship and increased levels of cooperation. However, power is an element of any relationship and exists even when not activated. Further, the premise rests on the notion that cooperation is a polar opposite of power. This research confirms that food industry managers perceive the use of power in solely negative terms. Power can be defined operationally as the ability of one channel member to influence the marketing decisions of another channel member and hence must be related to cooperation. This paper reviews the nature of dependence, power and cooperation and explores the role of these constructs in the practice of category management. The results of continuing research in the area of category management relationships are reported.


2011 ◽  
Vol 1 (4) ◽  
pp. 1-10
Author(s):  
Melodena Stephens Balakrishnan

TitleAl Ain Dairy: managing demand and supply.Subject areaMarketing strategy, retail/sales management and logistics.Study level/applicabilityUndergraduate and postgraduate.Case overviewAl Ain Dairy works is in one of the most highly competitive industries in the world – the food industry. In the dairy business, choice, freshness, safety standards, inventory management, supply chain and marketing are key to sustainability. Al Ain Diary explains some key challenges in this industry for managing and planning sales. This case builds on a previous case and can be used to teach marketing strategy, retail management and logistics. The case also gives an idea on the food industry especially the dairy market and some of the challenges associated with it.Expected learning outcomesStudents can try forecasting and planning sales based on seasonal trends. Since the process complexity increases as the number of stock keeping units increase, the case provides a rich context of a company where inventory management is a key to success. Product portfolio management is another subject area of focus in this case. For market expansion, students can look at current organizational and market constraints, organizational competencies (and their transferability), and market synergies and similarities to recommend strategy.Supplementary materialsTeaching notes.


Author(s):  
Virginia A. Taylor ◽  
E.J. (Roy) Knaus ◽  
William E. Matthews

This paper represents a combined case- and literature-based analysis of transnational pricing and highlights the difference in the issues and perspectives of the business and academic environments. Following an introduction to the issue (noting the growing importance of the transfer of goods from one organizational entity to another within a multinational firm), a short case - The Henderson Company - illustrates how a relatively simple announcement can lead to a lengthy and heated discussion that points out the differences in opinion both between the headquarters and the subsidiaries and between the various regional entities themselves. The analysis of the case reflecting the concerns and perspectives of the members of the international management team (in terms of involvement and partnership, legal and operational concerns, competitive marketing strategy, and evaluation, compensation, and motivational issues) is followed by a literature-based analysis that looks at the complexities of the situation in terms of management, economics, taxation, and finance research. The paper concludes with the recognition that the issue of transnational pricing is a complex one that needs to be addressed from both an organizational perspective and from an international viewpoint emphasizing the development of ways of more accurately reflecting cost allocations.


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