Cornell Orchards Component Two

Cornell Orchards Component Two - The Cornell Orchards...

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The Cornell Orchards Component Two Submitted by: Team Six Daniel Caffery, Armand Hershowitz, Seth Mosner, and Andrew Cassidy 1
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I. SWOT Analysis Identified Strengths The primary focus of the Cornell Orchards incorporates two elements: providing exceptional customer satisfaction and the highest quality goods. These focal points represent the key strengths of the business. Additionally, the assortment of apples available for purchase at the Orchards far exceeds the product variety of any competing firm. The businesses’ principal goods are cultivated from the management of two farms – totaling 137 acres of land – that allow the facility to maintain an extensive product line beyond solely apples. Many of these products can be purchased at the Orchards’ retail store, which is supplemented by complementary local goods and the Orchards’ own line of apparel. Available Opportunities The Cornell community is an ideal potential target market because it is collectively unaware of the Orchards’ retail initiative, and has a populace with ever-changing members, most of who eagerly seek to experience Cornell’s features. This provides the Orchards with a tremendous opportunity to create a unique “Cornellian Experience” at the retail facility, which, if marketed correctly, could transform the Cornell Orchards into a University institution. Collectively, consumers have shifted their demands in the produce industry to fresh, organic, and environmentally friendly products. This change has also been observable in the apple industry, as cultivators have responded with alternative products to “consistent worldwide demand” for healthy and reliable crops (Deciduous Fruit Trees, 2007). The considerable shift in consumer preference to naturally harvested produce has coincided with the rising success of the industry known as “agritourism.” Agritourism involves farms creating a unique customer experience by opening up a large portion of operations for the public to see and interact (Talbot, 2007). Creating a family-friendly and educational atmosphere has the potential to excite passer-bys, local residents, and Cornellians alike, and may result in higher consumer traffic and future revenues. That being said, a third major opportunity for the Cornell Orchards is the extension of retail operations beyond the current facility and onto Cornell’s Central Campus. This expansion would enable 2
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the firm to more effectively position its brand to the Cornell student body, while simultaneously enhancing overall sales. These new operations will entail, among other things, selling hot cider in the winter months and cider-based smoothies in warmer months. Improving Weaknesses The Cornell Orchards at present is largely restricted, as per University guidelines, in terms of the mediums through which it can advertise. Yet, the Orchards must develop a strong promotional strategy if it intends to enhance its business operations. Utilizing the Ithaca Times and the Cornell Daily Sun to
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