Brannigan Foods’s soup division was contributing 40% to the firm’s revenue. It is becoming a rather increasing concern for the manager to have observed a persistent decline in the soup industry, mostly experienced in the baby boomer segment, thus fearing for their soup division’s profit and market share to weaken too. In the hope of transforming these reported trends for the company’s own good, the manager requests his most experienced managers to personally evaluate a consultant’s analysis of the soup industry and then to put forward a solution that could create a c breakthrough situation for the company. Each of the four manager proposes a plan of a different nature, ranging from an investment in the different market segments to an idea of expanding into new product lines and customer segments. The case asks the students to carefully evaluate each of the proposals and understand them in their own dimensions, while also accounting for the given risks.
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