Case Study Of Haagen-Dazs

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2.1. Brief description of the company Häagen-Dazs is a company, which has its early origin dating back to 1920 when the family of the founder Reuben Mattus started selling the fruit ice cream in Bronx, New York. Further, in 1960s Reuben Mattus together with his wife established the brand of finest ice- cream named Häagen-Dazs. The name meant to make an impression on the American people to have the Scandinavian origin, however in fact it was not a case, as the brand name does not carry any meaning. These tactics was used by Reuben to attract customers in the USA by making them believe that the product has a European quality. ( Wikia, 2016) During its first years, the company proposed only three flavors namely: vanilla, coffee and chocolate.…show more content…
Häagen-Dazs operates by selling directly all around the world through franchises, retailing, restaurants etc. In 1961 Häagen-Dazs has created its Shoppe Company, which manages its retail functions and franchises. Moreover, the Shoppe Company has full control over the design, decoration, product line, techniques, services, marketing and promotion campaigns of the shops all around the world. This way company ensures the same quality and experience for their clients, no matter where they are. In 1983 Häagen-Dazs was sold to the Pillsbury Company with the condition that the ice-cream will keep its prestigious position. Since 2001, the Pillsbury Company is owned by General Mils as well as Häagen-Dazs. At the same year, the Nestle bought the retailing rights for USA and Canada. (Kieu Nguyen Hong Nhung,…show more content…
Company’s current situation in the market Haagen-Dazs was the third ranked ice-cream brand of the United States with about $382m worth of sales for the year ending January 2015. It is clear to see that Haagen Dazs have several close competitors with not one company controlling the market. Total sales in the ice cream industry amounted to over $5bn. (Statista, 2016) General Mills, Haagen Daz’s parent company, said that it would be investing $100m in cleaner energy and greater efficiency, working with suppliers to boost the adoption of more sustainable agricultural practices and altering packaging. They hope to cut their greenhouse gases emissions across their global value chain by 28% over the next ten years against a 2010

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