Rogers Chocolate Case

As Steve Parkhill starts his position as presidency for Rogers Chocolates, he is faced with many issues that need to be fixed in order for him to double the size of the firm. In order to achieve this goal, Parkhill needs to improve the internal operations of the firm, and also address client’s concern about packaging the products in child labor intensive countries. Furthermore, the brand Rogers is only mainly recognized by residents of Victoria, BC, and therefore Parkhill needs to implement a strategy to extend the brand name to other provinces to increase its revenues, and also Rogers Chocolates need to be more attractive to potential younger consumers as well.

To improve the internal operations of the firm, the firm would need to build a healthy relationship with employees and employees need to be happy in order to work together to meet one goal as a firm. Also, Parkhill should address the client concern about producing cocoa beans in West Africa, and look at importing the cocoa beans from other countries that are not heavily involved in child labor.

To diversify the brand to other individuals of other provinces to expand the number of consumers to produce more revenue, Parkhill should build partnership with various grocery stores and other departmental stores, so the brand can be purchased at local grocery stores and will become a familiar chocolate brand across Canada as Lindt and Godiva.

Parkhill will also need to expand its target market to include young individuals. Currently, Rogers Chocolates is targeted for older clients due to the price. The price of Rogers Chocolates is higher than most of its competitors. Lindt’s price for similar products was 90% of Rogers, and Purdy’s price was 35% less of Rogers. So therefore, the only customers that can afford Rogers are older and richer clients. As well, it is noted that the sales has gone down to $11850480 in 2006 from $11991558 in 2005, and this can be due to Rogers’ limited targeted

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