Contents 1. EXECUTIVE SUMMARY 1 2. INTRODUCTION 2 2.1 MARKET RESEARCH TERMINOLOGY DEFINITION 2 2.2 IMPORTANCE OF MARKET RESEARCH 2 2.3 TRUEARTH PROFILE 3 3. MARKET OPPORTUNITY 3 4.PRODUCT DEVELOPNMENT 5 5. FORECASTING PIZZA SALES 6 5.1. STEP 1/ESTIMATE THE TRIAL VOLUME 6 5.2: STEP 2/ESTIMATE THE REPEAT PURCHASE VOLUME 7 5.3: STEP 3/ESTIMATE THE TOTAL PURCHASE VOLUME 8 6. CONSUMERS’ VIEW OF REFRIGERATED PIZZA COMPARED TO OTHER SUBSTITUTES 9 6.1 IMPACT OF TRUEARTH PIZZA ON OTHER CHOICES
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In today’s business market‚ it is imperative for companies to invest in new product development in order to continuously grow. There are various factors‚ which come into play when it comes time for a company to make such a decision. In the case of TruEarth Healthy Foods‚ time has dwindled and they must make a decision whether to release their new refrigerated pizza line or not. Unfortunately‚ according to statistics launching a new product has an 80% fail rate. In addition‚ it can be a very expensive
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Case study: TruEarth Healthy food 4) Cucina fresca pasta was successful because: First mover in the fresh whole grain pasta High quality ingredients for sauces Short cooking time combined to a consumer perception of better quality Quick and easy: simple instructions‚ exact portions Healthier food than those with “bad” carbohydrates but still tastes great Tapped into an unmet demand with no strong players (later Rigazzi entered the same market but TruEarth responded accordingly) 5) Pizza
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Fleet Bank Proposed Loan: $15‚715‚000 on 390 Unit Apartment in Austin‚ Texas -new market—new construction concern‚ new developer -question about sponsors—financial capacity & development experience -Lack of a commitment for permanent financing--takeout or permanent loan was how most construction loans are repaid -past 5 years‚ Fleet + other commercial have lost billions because when construction loans became due‚ economics of project had decreased and no one was willing to make a permanent mortgage
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Executive Summary TruEarth is faced with a dilemma on whether or not to launch the new whole grain pizza product. This case has analyzed the marketing survey data and provided full alternative solutions. The calculated projected retail market of $21 to 30 million dollars will meet the business requirements to proceed with this project. The marketing plan is to focus on two key consumer groups: existing TruEarth customers and new health conscious group that may or may not be existing pizza eaters
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Cited: Intellectual Takeout. (2011‚ May). Retrieved May 2011‚ from Intellectual Takeout: http://www.intellectualtakeout.org/library/first-wave-feminism/history-feminism-feminist-thought Faddoul‚ M. M. (2008). GENDER-SPECIFIC TREATMENT FOR FEMALES WITH EATING AND . Goodman‚ L. A. (2011). Applying Feminist
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My answers to questions of TruEarth Healthy Foods Case Study TruEarth Case study 4) Why was Cucina Fresca pasta successful? Cucina Fresca pasta was successful for the following reasons: 1. They made significant research that lead them to find that since the 1980’s there is an increase of healthy gourmet food demand. 2. They also find out that since 1990’s consumer purchase groceries follow three trends: 1. Home Meal Replacement and semi-prepared option; dual-income
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restaurants are clean. Serv-ers offer to feed small children and even play with them in a separate recreational area. Customers finish the dinner with free and delicious desserts. Haidilao has also become the first restaurant that provides hot pot takeout. The takeout package includes a trash can‚ trash bags‚ and even the pot of stock‚ induction oven‚ and power strip that are needed for cooking at the table! Yong Zhang‚ the president of Haidilao‚ takes pride in the customer service
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The pizzeria had the choice of choosing a counter within the store for takeout only or renting space at the bakery next door to add an additional seven tables of four and four tables of two. Renting the space was a better option for the restaurant because it allowed the restaurant to accommodate more customers during peak operating times. It was cheaper to rent the space than to having a counter within the store for takeout orders. By renting the space‚ the profit increased to $2‚040 and decreased
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was already well established with estimated 76% all US families had purchased pizza from restaurant within the previous six month and 60% of pizzas were eaten at home. For this reason NRFC was aiming to build its business by gaining delivered and takeout market shares.
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