top glaciers

Question 1

who forms top glaciers

Answer 1

solo fruit, bilvioquet, essence galcer, Hudson and Lambert

Question 2

goal of merger

Answer 2

post 10 million in sales in the first year and average 20% annual growth over the next 3 years
they all needed a factory so thats why they idid the merger

Question 3

issue

Answer 3

only producinbg 10,000 l daily–> 33% capacity
struggling to penetrate the major distribution networks of supermarkets and compete with major chains

Question 4

political legal

Answer 4

food regulations, tariffs, exportation at international and provicinail levels
trade restrictions on diary products in the us
Canadas supply management system ensures stable milk prices
got certifications for industry

Question 5

economics

Answer 5

caandas ice cream market is valued at 2.9 billion with 1.9% annual growth
milk prices increasing

Question 6

technological resources

Answer 6

new tech in factory machinery and automation processes for production efficency
semi automated production facility- reduced costs
50% decrease in container costs
exporting

Question 7

sociocultural

Answer 7

changing health and lifestyle trends
high protein vs low protein
war on sugar

Question 8

industry analysis

Answer 8

north America: 8.9 billion dollar industry
Canada: frozen desserts are 2.9
quince: 43% of Quebecers consume ice cream at least once a week, home to sellers of handmade artisan ice cream
ice cream market was shrinking

Question 9

industry giants

Answer 9

unilever and nestle

Question 10

industry trends

Answer 10

tubs and cartons
- 45% of ice cream sales are in tubs in North America
hard ice cream
- 66.5% of frozen desert purchase are in hard ice cream
quebec consumption
- higher than the rest of Canada , look for range
low cal/ high protein
- Canadians are interested in low calorie (17%) and 23% are interested in high protein

Question 11

porter five forces

Answer 11

subs: high bc there are many alternatives , minimal switching costs,
new entrants: low to moderate as there are high barriers to entry
suppliers: low as canada ensures stable milk proces, partner with oatly
buyers: high as many options, low switching costs
rivalry: high as Canadian market is dominated by Unilever and nestle, market saturation, need r and d, need access to different ditsrubuton channels , slow industry growth

Question 12

threats

Answer 12

steady decline of ice cream market since 1990s 9war on fat and sugar
giants in industry: unilever and nestle purchasing large shelf space
regulations like not being able to export ice cream (North American market)
if deciding to expand to the us market, could have issues with the milk supply

Question 13

opportunities

Answer 13

products that are low calorie, low fat, glute free
ice cream bars
reduce gap between demand and production capacity
going into the us–> offers a lot of growth
new partnerships like what did they did with OATLY
new ice cream bar production line
- more distribution channels

Question 14

strengths

Answer 14

diverse products
economies of scale
partnerships (partnered with Oatley)
physical presence
high quality
diverse distrubtuon channels
adopting to any issues and adopt to trends
worked with suppliers to develop new flavours so good relationships
four entrepneurs working together to achieve trust
disctiness between the brands

Question 15

weaknesses

Answer 15

limited production effeicny (only 33%)
difficulty enter distribution channels (bc of nestle and unilever strong presence )–> they were focused on schools and flights instead of going into supermarkets
financial constraints
not using the amount of hours well
have to do tasks manually (hand packing)

Question 16

resource based analysis

Answer 16

1. financial : gross profit 2020 of 818725, increased since 2019
   Human: wide range of talents and knowledge , entreprenuships , had trust
   physical: factory , stores, freezer space
   technolohcail: automated systems in factory
   reputation: indvudal brands , getting certfiiatond
   organizational: merger, different people had roles

Question 17

business level

Answer 17

focused differeination bc of niche markets and brand identities
niche markets: high quality premium ice cream with unique flavours
brand identities: each brand has a strong identity to attract certain consumers
sixty different floured and more than 100 products in dif formats

Question 18

integrated

Answer 18

for their costs have economies of scale, lower production and operational costs
price competitive

Question 19

horitinzal diversification

Answer 19

brands for df markets and rnange
merger allows for economies of scope and synergies
co packing

Question 20

geogprahicaol

Answer 20

primary markt is quebec
expanded to the rest of Canada
us has potential

Question 21

vertical integration

Answer 21

forward vertical with retail spaces
managers distribution and retailing of products without third parties
direct access p consuemrs
have stores, boutiques, restaurant chain, schools, hospitals, flights
boutiques also operated as franchises (strategic alliance)–> generated more volume
uses outsourcing

Question 22

merger and acquisition

Answer 22

all foru brand were facing issues with market reach and production costs
they all needed a production facility
merged allowed for eocnimes of scale and scope, expanding market ereach
they had similiar visions so easy to integrate
BUT THEY DIDNT COMPETE DIRECTLY WITH EACH OTHER–> preservation bc they could keep their individual brands
they wanted to get into distrubtuon channels that were very dominated

Question 23

Lambert acquisition

Answer 23

added reputable brand to poritfioki and expanded offerings
gained knowledge, expertise and people for development of new products for all top glacier brands

Question 24

sustainable;e

Answer 24

semi automated system reduces environment impact
reduced reliance on animal based ingredients

Question 25

global

Answer 25

TG views us market as a place for growth north america is dominated by nestle and unilever

Question 26

demographic

Answer 26

health conscious customers 45% of Quebec consumers eat ice cream weekly

Question 27

value chain analysis

Answer 27

finance: net profit Human Resources: founded by entrepreneurs , combined expertise , had morin, lambert who would look at current trends and work with suppliers info systems: customer base and data from all four companies supply chain management: source ingredients from producers, reduce costs and ensures supply sustainability , direct relationships with their suppliers (they work together to develop new flavours), outsource operatons: semi automaed, flexible produktion process achieves economies of scale, saves in costs, high quality an effeicny distribution: many channels, limited freezer space marketing: brand doffereination, niche customer, being in stores helps create visibility f follow up: ot mention d

Question 28

sources of competitive advantages

Answer 28

artisanal , organic and vegan - niche, ehalth consumers cost efficiency and Rockies of scale - automation and efficiency production product felixbiltu - produces non dairy and dairy, seasonable, can adapt to changing preferences

Question 29

comeootitve position

Answer 29

strong presence in the arysinal segment in quince differeination through artinsal, health focused consumers

Question 30

challenges

Answer 30

expansion beyond Quebec is limited bc of budgets, not using cap[acity financial and logistical limitations

Question 31

strategic focus for growth

Answer 31

explore partnerships or allainces prioritize high margin prodict lines better utilize production capacity by securing co packing contracts to host revenue and efficiecny

Question 32

North American market

Answer 32

growth of 9.1 billion shared by 400 companies but dominated by four strongly influenced by the price of milk tubs and cartons of ice cream sold by retail outlets were the most popular growth of new flavours and products not a lot of exports of ice cream

Question 33

the Canadian market

Answer 33

2.9 billion 1.9% growth shrinking though bc of the war on fat and sugar saturated by unilever and nestle lots of competition milk prices remained stable BRANDING IS CRITICAL bc its very competitive innovation products meeting health or dietary needs was very important to stand out

Question 34

Quebec market

Answer 34

largest milk producer in canada consumers eat ice cream at least once a week like high quality and like a lot of options bilboquet and solo fruit were well known

Question 35

a new and bigger manufacturing facility

Answer 35

were going to join together in the essence factory as it was near highways could achieve economies of scale and save on costs semi automated production which resulted in cost savings increased production capacity while having good quality received awards containers are the same (economies of scope) procedures were standardized

Question 36

halo top

Answer 36

us firm that made low fat ice cream offered to outsource part of its production to Tg it didnt go over well in Quebec or canada --> assumed that if the us liked the product then Canada would too it was competing with nestle and unilever so top glaciers thought they could have a way in to compete with them

Question 37

OATLY

Answer 37

asked Tg to produce its oat milk ice cream, created a challenge bc of contamination positive impact on suppliers

Question 38

Tg signing deal with metro

Answer 38

gives shelf space incresded production and more volume margins ere very low in this niche and milk proces were very heavily regulated

Question 39

how did it try and increase its production capacity

Answer 39

stepped up its co branding activities, partnered with the MTY food group and with chocolate favours

Question 40

corporate strategy

Answer 40

vertical integration: have their factory , they outsource forward integrated by being in stores, airplanes, dif distribution , provides growth , helps boost the company's visibility horizontal: economies of scope by having the labels being the same no matter the flavour

Question 41

cooperative strategy

Answer 41

partnerships with halo and OATLY