Jeni’s Splendid Ice Cream Company
Title of the project: An Evaluation of Success Factors Impact on the Profitability of Jeni’s Splendid Ice Cream Company in the USA
Statement of the Problem
Many business organizations are initiated globally mainly to realize profits and expand worldwide. For this to be achieved, business organizations need to establish strategies that differentiate them from its competitors (Bhasin, 2012). Marketing is, therefore, a key element determining the success of every business organization. Key success factors impact various businesses to a profound extent towards the actualization of the profit by the involved organization. It is important for every business organization that needs to succeed, so that at the end of the day profits are acquired, need to implement some of the strategies employed by the splendid company of ice cream founded by Jeni in the USA. Business organizations require knowing that in the process of carrying out business activities, various elements barricade the process (Koenigsaecker, 2013). This should not form the basis of turning back of the company. The organization need to be proactive, embrace their customers by serving them well and timely and produce high-quality products. There is the need for such organizations to assign the appropriate price for their commodities for them to remain competitive despite high competitions for the market with its competitors (Hartwell and Roth, 2010). Jeni’s splendid ice cream company which has expanded nationwide is doing well in business. There’s need to contact case research to analyze some of the strategies the company utilizes to know its creative flavors and its high-quality ingredients. Organizations facing challenges in production, distribution, and sale of their products will be able to use the research project to mitigate these challenges based on the approach being embraced by Jeni’s splendid ice cream company.
The aims and Objectives of the research
The aims of the project include:
- To identify the key success factors that impact on the profitability of Jeni’s splendid ice cream company in the USA.
- To evaluate strategies being utilized by the company in differentiating itself from the close competitors
- To explore the multiple challenges encountered by the company.
- To identify mitigation strategies that the company can take to avoid losses and other business related risks.
The Methodology of the Study
The study will employ a case study approach to Jeni’s company. In the analysis of the case, various strategies of the organization will be analyzed, the culture of the organization will be observed for a considerate period (Danova, 2013). Furthermore for the research to be more efficient, questionnaires will be administered to various stakeholders of the organization. Clarification will be sought in case there is the need for. In selecting the stakeholders to fill the questionnaires, a purposive sampling approach will be utilized to ensure that accuracy is highly realized (Alagaraja, 2013).
The study will utilize both the internal and external secondary sources in order to make the research meet its objectives (Emiliani, 2013). Basing on the internal sources, the project will analyze the following sources:
- Balance sheets
- Profits and loss statements
- Inventory records
- Sales figures
- Previous marketing research conducted by the organization
Additionally, external sources of secondary data will be important in the research; this will ensure that no critical information is left out needed for the study (Katz, 2012). The crucial elements that will be used in the research entail:
- Trade, business and professional associations in the US which might have relevant information needed in the study about the organization.
- The media, including the broadcast media, the internet as well as the print media about the various information they are aware of about Jeni’s splendid ice cream company.
Alagaraja, M. (2013),”The strategic value and transaction effectiveness of HRD,” European Journal of Training and Development, Vol. 37 No. 5, pp. 436-453.
Bhasin, S. (2012), “An appropriate change strategy for lean success”, Management Decision, Vol. 50 No. 3, pp. 439-458.
Bonavia, T. and Marin-Garcia, J.A. (2011), “Integrating human resource management into lean
production and their impact on organizational performance,” International Journal of Manpower, Vol. 32 No. 8, pp. 923-938.
Byrne, A. (2013), the Lean Turnaround, McGraw Hill, New York, NY.
Danova, A. (2013), “Car and automobile manufacturing in the US,” IBIS World Industry Report 33611a, p. 3.
Deluzio, M. and Hawkey, B. (2006), “Strategy deployment: effective alignment of lean to drive profitable growth,” Cost Management, Vol. 20 No. 2, pp. 30-39.
Dora, M., Van Goubergen, D. and Gellynck, X. (2013), “Operational performance and critical success factors of lean manufacturing in European food processing SMEs,” Trends in Food Science & Technology, Vol. 31 No. 2, pp. 156-164.
Emiliani, M. (2013), “Music as a framework to better understand lean leadership,” Leadership & Organization Development Journal, Vol. 34 No. 5, pp. 407-426.
Farris, J.A., Van Aken, E.M., Doolen, T.L. and Worley, J. (2008), “Learning from less
successful Kaizen events: a case study,” Engineering Management Journal, Vol. 20 No. 3, pp. 10-20.
Fullerton, R.R. and Wempe, W.F. (2009), “Lean manufacturing, non-financial performance measures and financial performance,” International Journal of Operations & Production Management, Vol. 29 No. 3, pp. 214-240.
Gupta, V., Acharya, P. and Patwardhan, M. (2013), “A strategic and operational approach to assessing the lean performance in radial tire manufacturing in India,” International Journal of Productivity and Performance Management, Vol. 62 No. 6, pp. 634-651.
Hartwell, J.K., and Roth, G. (2010), “Doing more with less at Ariens: a leadership and transformation case study,” Organization Management Journal, Vol. 7 No. 2, pp. 89-109.
Jayaram, J., Das, A. and Nicolae, M. (2010), “Looking beyond the obvious: unraveling the Toyota production system,” International Journal of Production Economics, Vol. 128 No. 1, pp. 280-291.
Jusko, J. (2007), “Strategic deployment: how to think like Toyota,” Industry Week, pp. 34-37.
Katz, J. (2012), “The lean CEO effect,” Industry Week, pp. 38-43.
Koenigsaecker, G. (2013), “Leading the lean enterprise transformation,” CRC Press Taylor & Francis Group, Boca Raton, FL.