individual sales account plan report · web viewaccording to recent research done by agriculture...

Kwantlen Polytechnic University

Individual Sales Account Plan Report

MRKT 4160 – Business Development

Alex Wong

11/29/2011

Prepared for: Philip Ho, Kwantlen Polytechnic University

Amorè Pet Food Account Plan: PJ’s Pets

Executive SummaryAccording to recent research done by Agriculture and Agri-Food Canada, Canadians

spending on pet related good is expected to increase rapidly and consciously in the future

due to the problem of aging pet population, and the fact of Canadian pet owners are

constantly seeking for higher quality food for their pets. In response to this growing

business opportunity, Amorè Pet Food is encouraged to take this advantage to expand its

sales by partnering with a key account that shares similar values as Amorè embraces.

PJ’s Pets is a 100% Canadian owned and operated chain pet supplies and food retailer,

and it is an ideal account that Amorè Pet Food should try to partner with.

With this key account sales plan, it will allows Amorè Pet Food’s sales representatives to

start approaching PJ’s Pets strategically to achieve the outcome of making PJ’s Pets as

one of Amorè‘s key account. PJ’s Pets has over 20 locations throughout Canada, and its

retailing and distribution channels will help to increase the brand awareness and publicity

of Amorè’s product line.

Within this key account plan, it covers the internal and external analysis of the both

parties, and the sales strategy and action plan that guide Amorè Pet Food to the final

stage of finalizing details and signing the contact with PJ’s Pets. Finally, this report also

highlights the business opportunity of future business development with PJ’s Pets’ sister

company: The Pets Unlimited.

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ContentsExecutive Summary.............................................................................................................2

The Account: The PJ’s Pets.................................................................................................3

Mission and Vision..........................................................................................................3

Organizational Structure..................................................................................................3

Strategic Plan.......................................................................................................................4

PJ’s Pet’s SWOT Analysis...............................................................................................5

Internal Strengths.........................................................................................................5

Internal Weaknesses.....................................................................................................6

External Opportunities.................................................................................................6

External Threats...........................................................................................................6

Decision-Making Process....................................................................................................7

Procurement Policy..........................................................................................................7

Stakeholders of the Procurement Process........................................................................7

PJ’s Pet’s Current Needs..................................................................................................8

PJ’s Pet’s Potential...........................................................................................................9

PJ’s Pet’s Sales.................................................................................................................9

SWOT Analysis Positioning & Competitive Analysis of Amorè Pet Food......................10

SWOT Analysis.............................................................................................................10

Internal Strengths.......................................................................................................10

Internal Weaknesses...................................................................................................10

External Opportunities...............................................................................................10

External Threats.........................................................................................................11

Positioning Analysis......................................................................................................11

Competitive Analysis.....................................................................................................12

The Three Potential Competitors...................................................................................12

Amorè Pet Food’s Products Offer to PJ’s Pets..................................................................13

Sales Objectives.................................................................................................................13

Sales Strategy and Action Plan..........................................................................................13

Pre-first Meeting Preparation.....................................................................................13

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Meeting Plan & Strategy............................................................................................14

Finalizing Details and Signing the Contract...............................................................15

Short Term Objectives................................................................................................16

Long Tem Objectives.................................................................................................16

Control Process..................................................................................................................16

Metrics...........................................................................................................................16

Customer Satisfaction....................................................................................................17

Efficiency and Future Opportunity................................................................................17

Significant Learning Experience....................................................................................18

References..........................................................................................................................19

Appendix 1 – Canada – Dog and Cat Sales by Distribution Format: % Analysis 2010....20

Appendix 2 – SWOT Analysis of the 3 competitors.........................................................21

Anipet Animal Supplies.................................................................................................21

Jake & Daisey’s Raw Pet Food Inc................................................................................21

Petworld Pet Products Inc..............................................................................................21

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The Account: The PJ’s PetsPJ’s Pets is a 100% Canadian owned and operated pet food and pet related merchandise

retailer. The company has 21 stores in the provinces of Ontario, Alberta, British

Columbia, and it employs about 600 full-time and part-time employees. The company

was found in 1969. Chain Pet food retailers, likes PJ’s, is in a competitive market

environment Currently, Pet Smart, a US based public traded company, expanded into

Canada and market its product aggressively by price reduction. On the other hand,

smaller sized pet food stores have more power and ability to adjust their price

accordingly to maximum customer willingness to buy. It is because of the current

recession, customer willingness to spend remains low.

Mission and VisionAccording to PJ’s Pets’ website, the company’s mission and vision statement is stated as

the following:

We believe the bond between humans and animals is a remarkable gift that

should be available to all and treated with the utmost care. We nurture this gift

every day by putting the health and happiness of our pets first and by

providing Canadian pet parents with quality pet care products and

knowledgeable advice in a bright, happy and welcoming environment. (PJ’s

Pets website, 2011).

Organizational StructurePJ’s Pets is an unlimited single owner company, and its higher management team that

overlook the company consists of the following leaders:

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John Jules, Owner & President

Fay Mc Ateer, Vice President and Logistics and Transportation Director

Stacy Halliday, Director of Marketing

Elaina Hamelin, Information Technology Director

Lisa Ringo, Human Resources Director

David King, Account Manager

Richard Wood, Director of Operation

Even though PJ’s Pet is a medium sized company, it remains difficult for us to find out

who others staff of PJ’s have the potential to act as the relays, cooperatives, neutrals, or

hostiles. It is because PJ’s head office is located in Ontario. Without visiting the head-

quarter, it is also hard to determine the communication styles that the PJ’s executives

embrace. Therefore, further investigation, contacting, networking, and relationship

building will be required.

Strategic PlanConsidering the pet food industry is regulated under Canadian and international

regulation, PJ’s Pets requires all its suppliers to fulfill the following standards:

The Government of Canada's enhanced animal health safeguards,

implemented in July 2007, make it illegal for specified risk materials to be

fed to any animal, including dogs and cats. [In addition, starting from]

July of 2009, Canada introduced new regulations regarding the

importation of commercial pet food from the United States. Under the

new regulations, importers must apply for and present a valid import

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permit from the Canadian Food Inspection Agency in order to transport

commercial pet food across the border. Crucial for pet food players in

Canada, the importer bears the responsibility of applying for and

obtaining the permit on time (Consumer Trends Pet Food in Canada,

2011).

Therefore, PJ’s Pets will only partner with or order from suppliers that fulfill the above

listed requirement. In addition, even though the suppliers can provide documents that

prove their products are meeting the standards, PJ’s Pets remains obligated to contact

Agriculture and Agri-Food Canada, the Competition Bureau, and the Government of

Canada to ensure packaging and labelling are following the Canadian Consumer

Packaging and Labelling Act and the Competition Act that are administrated by Industry

Canada. Richard Wood, Director of Operation, is responsible to the quality control

process, so if Amorè Pet Food can initiate some ground breaking communication with

him, it is possible for Amorè Pet Food to gain his support as the relay at PJ’s Pets.

PJ’s Pet’s SWOT Analysis

Internal Strengths The title of Canadian owned and operated pet food store

o Been in business for 42 years

o Sustainable business model

Cheaper price point in certain brands of products

Exclusive retailers of certain brands

Loyal customer base

PJ’s Pets supports Earth Rangers

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o “Earth Ranger is an award winning charitable organization dedicated to

educating children about biodiversity loss and empowering them to take

action” (PJ’s Pets website, 2011).

Internal Weaknesses Typically medium sized company issues

o Slower reaction time to react upon market changes, such as price,

No customer relationship management system

No e-commerce capability while other major competitors do

PJ’s Pets is still in recovery mode due to the recession

External Opportunities According to the Consumer Trends Pet Food in Canada (2011), spending on pet

supplies continued to increase by 6.5% from 2009 to 2010 in US

o There is an opportunity for PJ’s Pets to expand into the US market

External Threats “Ongoing global economic uncertainty is having an impact on not only what pet

owners purchase, but also where they shop” (Consumer Trends Pet Food in

Canada, 2011).

“While pet specialist retailers—especially pet superstores—continue to help drive

pet humanization, grocery retailers are receiving a boost in pet food sales as

consumers become more price conscious” (Consumer Trends Pet Food in Canada,

2011).

Low barriers for smaller sized competitors to enter the market

The growing trend of “homemade” pet food

The growing trend of buying pet food locally

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US competitors undercutting prices

o For example, Pet Smart

Decision-Making Process

Procurement PolicyAccording to the interview with Susan Olivers, store manager of PJ’s Pets Richmond

location, she claimed that she was not sure how PJ’s head office would determine the

company’s procurement methods. It is because the store managers are not responsible for

such decision making process. However, based on her experience, she concluded that

PJ’s Pets is usually seeking for pet food suppliers that are:

Canadian owned and operated

Good in quality and have well established reputation

Following Canadian and international pet food regulation

Meeting the Packaging and Labelling Act standard of Industry Canada

Cost effective

Shared similar values to PJ’s Pets

Since further contacts and research were needed, I have tried to contact Stacy Halliday,

Director of Marketing, through inMail (Linkedin email). However, up to this moment, no

reply was received.

Stakeholders of the Procurement ProcessThere are several key people at PJ’s Pets that Amorè Pet Food sales team can try to

approach. By using the Canadian business doing way, Amorè Pet Food sales team can

contact PJ’s higher executives with a proposal to Stacy Halliday, Director of Marketing,

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and David King, Account Manager. The reason why contacting Halliday and King is

suggested because they are the gatekeepers of PJ’s Pets future development. As long as

they see value in Amorè’s proposal, the chances of getting PJ’s as a key account will

increase.

Besides using the traditional B2B job title matching approach, Amorè sales team can also

try to contact other key executives by visiting the Pet Industry Joint Advisory Council of

Canada Trade Show in Ontario. It is because PJ’s Pets set up promotional booth at PIJAC

trade show every year, and PJ’s Pets higher management team is very likely to attend at

the tradeshow.

PJ’s Pet’s Current NeedsBecause of Pet Smart’s entry to the Canadian pet food market, PJ’s Pets needs to refine

its products offering in order to counteract Pet Smart’s aggressive low price strategy by

offering more specialized pet food products. The other problem that PJ’s Pets encounter

with is grocery retailers remain the largest distribution channel of pet food. To further

boost pet food sales, “grocers frequently offer in-store pet food promotions that are not

normally available through specialty outlets” (Consumer Trends Pet Food in Canada,

2011). In addition, Canadian pet owners tend to make pet food purchases while their

grocery shopping. According to Consumer Trends Pet Food in Canada (2011), only

15.2% and 16.1% cat food and dog food sales are contributed by the distribution channel

of “Pet Superstores” (See Appendix 1).Therefore, offering better quality and specialty pet

food seems to be the only way for PJ’s Pets to stand out from its competition.

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PJ’s Pet’s PotentialAccording to Agriculture and Agri-Food Canada Pet Food Consumer Trend 2011, “It is

estimated that 35% of Canadian households owned a cat in 2010...[,and] Canadian cat

food sales are expected to grow at a Cumulative Average Growth Rate (CAGR) of 3%,

reaching CAD $738 million in 2015”( Consumer Trends Pet Food in Canada, 2011). In

addition, the dog population in Canada was just “over five million in 2010... [, and] over

the next few years, dog food sales are projected to grow in constant value at a CAGR of

3%, to total CAD $1.1 billion in 2015”( Consumer Trends Pet Food in Canada, 2011).

Besides pets population is expected to increase continuously, “pet-related spending will

continue to increase rapidly over coming years, due in large part to the aging pet

population, and owners seeking higher quality food for their pets” (Consumer Trends Pet

Food in Canada, 2011). As long as PJ’s Pets can capture this growing trend, the company

is allowed to grow stronger and become more competitive in the pet food retailing

market.

PJ’s Pet’s SalesCurrently, PJ’s Pets is privately owned and not publicly traded. Because of this reason,

the company is not required to publish any of its financial reports. However, according to

Susan Olivers, store manager of PJ’s Pets Richmond location, the Richmond store had

around $1.1 million sales revenue in the fiscal year of 2010. Therefore, assuming all PJ’s

Pets’ locations had similar sales revenue figure, the total sales revenue of all twenty one

location across Canada would be $1.1 million x 21 stores = $23.1 million annually. The

sales figure calculated is only an estimate, so further investigation is required.

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SWOT Analysis Positioning & Competitive Analysis of Amorè Pet Food

SWOT Analysis

Internal Strengths The Owner & President of Amorè Pet Food, Barbara Fellnermayr, has MBA and

CGA qualification

High ingredient standard

o Meats are delivered directly from local farms, and all meats are raised free

of antibiotics, steroids and growth hormones

o Make its own ground bone

Internal Weaknesses Critical business decisions are all made by Fellnermayr

Warehouse is small, so it cannot store too many stock. Amorè Pet Food uses

“just-in-time” manufacturing schedule to fulfill demands of retailers.

Amorè Pet Food has better recognition on the east coast of Canadian but not the

East.

High quality product means requiring high quality in-put

External Opportunities Amorè has about 50 retail accounts in British Columbia, 5 retail accounts in

Alberta, and 15 retail accounts in Ontario

o So, partnering with PJ can help Amorè to expand to Eastern Canada.

“New regulations on pet food imports from the United States (U.S.), which

Canada introduced in 2009, have raised barriers to entry, and thus created new

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opportunities for the domestic pet food manufacturing industry” (Agriculture and

Agri-Food Canada, 2011).

Since Amorè Pet Food had abandoned the US market, it can reallocate its

production capacity to serving more Canadian pet food retailers.

External Threats “The falling US dollar, increased costs and border complications due to Mad

Cow/anti-terrorism, astronomical shipping costs, increased insurance premiums,

labelling registration requirements, and freezer storage” (Amorè Pet Food

Newsletter, 2010) made Amorè Pet Food chose to abandon the US market.

Cost of raw manufacturing inputs are increasing

Positioning AnalysisIn order to make Amorè Pet Food more appealing to PJ’s Pets, the company must stress

out how and why carrying Amorè’s product line can be beneficial to PJ’s Pets. The

following characteristics of Amorè Pet Food should be addressed and mentioned in the

proposal and during the business meetings:

Premium quality

Canadian made with local supply

100% Organic

The idea of “the best choice”

The idea of “we share the same values”

The idea of “we can help you compete with Pet Smart”

Especially, the last point listed above will definitely draw the attention from PJ’s

executives because PJ’s Pets has lost business and market share because of Pet Smart.

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Competitive AnalysisAlthough Amorè Pet Food is a small sized company, it has successful established

accounts in Alberta, British Columbia, and Ontario with small pet food retailers and few

relatively larger sized chain retailers. It also has experience to manage transportation

need and fulfill all shipments in the past. Event though, no further research was done on

the three competitors on these two criteria, Amorè Pet Food still has its competitive

advantage in terms of experience in managing relationship with retail accounts. However,

further investigation is required, especially on competitors’ strengths. It is because when

a chain pet food retailer decided to open up a spot for a new supplier, it is likely that it

will consider several companies.

The Three Potential CompetitorsAmong the three potential competitors, Anipet Animal Supplies, Jake & Daisey’s Raw

Pet Food Inc, and Petworld Pet Products Inc, Jake & Daisey’s Raw Pet Food seems to

have the potential to compete with Amorè Pet Food for the account of PJ’s Pets. It is

because it shares similar characteristics and background as Amorè. However, Amorè has

more experience in dealing with chain retailers, but Jake & Daisey’s does not. For

Petworld Pet Products Inc, its focus is on pet products rather than pet food; therefore,

even though it has the exclusive right to sell three Canadian made pet food brands, this

company is not a threat to Amorè Pet food. Finally, Anipet Animal Supplies is currently

shifting its business focus from manufacturing to wholesaling because over the years, it

has gained enough retail accounts to form a sustainable business model, so abandoning

the manufacturing side of the business can actually help the company to cut cost.

For SWOT analysis of the three potential competitors, please see Appendix 2

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Amorè Pet Food’s Products Offer to PJ’s PetsThe product line that Amorè Pet Food will initially sell to PJ’s Pets is the dehydrated dog

and cat food line. This line of product is recommended because it is easier for

transportation, and it can be stored up to a year. In addition, during the transportation

process, no refrigeration is required, so this product line is easier to manage and has

lesser risk needed to be concerned of.

Sales ObjectivesThrough getting PJ’s Pets as a key account, Amorè Pet Food can re-maximize its

production capacity. It was because about a year ago, due to the falling in US dollar

value, Amorè Pet Food was forced to abandon to US market and its production schedule

has been decreased by about 20 to 25%. By re-maximizing the production capacity means

Amorè Pet Food can restore its original sales. In addition, having a key account within

Canada is more convenience and preferable to Amorè Pet Food because Amorè does not

have to concern about uncontrollable factors like exchange rate, changing in foreign

regulations, additional shipping cost, etc…Besides cutting cost, partnering with PJ’s Pets

can also enhance brand awareness of Amorè Pet Food in the east-coast by PJ’s

distribution network.

Sales Strategy and Action Plan The following action plan is only a guideline for Amorè Pet Food to approach PJ’s Pets.

Details are subject to change because there are too many uncontrollable factors when

approaching the key account. For example, slack time is not included.

Pre-first Meeting Preparation Time- spend on this stage is expected to be around 3 weeks to a month.

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Detail market research on the account, PJ’s Pets, the industry trend, and visiting the

account’s headquarter are required. All the information gathered will form the support of

the future meetings. With all the information obtained, Amorè Pet Food can create a

proposal that will be attractive to PJ’s Pets. Before the actual formal meeting takes place,

Amorè Pet Food sales team should try to perform some contacting and relationship

building with PJ’s higher management team. The goal is not to find short-cut of

achieving the deal, but try to identify the key players’ communication styles.

Meeting Plan & Strategy Time-spend on this stage is expected to be 5 to 6 months, and a new updated version of

proposal will be given to the “account” at the beginning of every meeting.

Meet 1 and 2 - with proposal at first, so that both parties have something to refer

to. In addition, this allows both parties to establish a common ground. The

proposal will include detail information of specifications of Amorè Pet Food’s

products, estimated delivery schedule, estimated production capability, desired

payment terms, cost benefit analysis, and other info that are helpful for PJ’s Pets’

executives to have a smoother decision making process.

o In addition, the proposal should also mention the circle of Amorè’s

strategic alliances. For example, the raw organic goods suppliers include

The Blue Goose Cattle Company, Seafair Meats, Maple Hill Farm, Lion

gate Fisheries Ltd., and Wing Tat Farm. If it is possible, Amorè Pet Food

sales team should try to invite the company’s suppliers to the meeting.

Meeting 3 to 5 – Amorè Pet Food is a small sized manufacturer, so when it comes

to negotiate with PJ’s Pets about prices and costs, Amorè Pet Food can easily find

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itself in a passive situation. In order to regain control, the use of the following

quote is highly recommended: “What about you give us a quote, and we will see

what we can do for you?” The goal here is to tell the counterpart, PJ’s Pets, that

we are willing to co-operate under reasonable and realistic terms. Also, it allows

the company, Amorè Pet Food, to signal the counterpart that Amorè desires a

win-win situation.

Between meetings – invite PJ’s Pets executives for dinners and drinks may help to

foster the relationship. However, approval must be given by the counterpart

because if not, it may deem to be not respecting. The other reason why inviting

the counterpart out might be a good idea is many B2B deals are actually done by

outside the conference room.

Meeting 6 to the end of the negotiating – meetings in the stage will be taken place

at Amorè Pet Food because up to this stage, the counterpart will be likely to visit

Amorè’s manufacturing plant. At this stage, the technical personnel can join the

meeting and provide technical expertise to the negotiation. In addition, both

parties should adjust or finalize details in the proposal that was prepared by

Amorè Pet Food.

Finalizing Details and Signing the Contract Time-spend on this stage is expected to be around 1 to 2 months.

After understanding each party’s needs and wants, a mutual goal should be developed. In

this stage, both parties should start finalizing the contact. The areas that both parties

should pay attention to are the choice of laws, conditions of payment, price list, orders

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approval, definition, use of trademarks and trademarks, termination of the contact, and

other areas that can clarify the partnership between the two parties.

Short Term Objectives

Negotiation is preferred rather than bargaining

Maintain good business relationship with PJ’s Pets

Establish trust and respect between the two parties

Demonstrate the value and benefits that Amorè Pet Food can bring to PJ’s Pets

Long Tem Objectives

Establish long-term partnership with PJ’s Pets

Open up the opportunity of partnering with PJ’s Pets’ sister company, The Pet

Unlimited.

Control ProcessThis session dedicated to discuss how to define success and being on track both

quantitatively and qualitatively.

MetricsBasically, the products that will be delivered to PJ’s Pets will be measured in kg.

According to Amorè Pet Food’s production capacity, the company can produce around

70000 kg of dry dog food and 50000 kg of dry cat food. In order to satisfy the quantity

demanded of PJ’s Pets, about one third of the production capacity needs to be contributed

to PJ’s Pets in a monthly basis. The success of maintaining the relationship with the key

account will rely on successfully fulfilling the orders and the monthly shipments to

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Richmond PJ’s location, PJ’s Alberta Warehouse and Distribution Centre, and the PJ’s

Ontario Warehouse and Distribution Centre.

Other metrics that Amorè can use to determine its success are sales, return on investment

of establishing relationship with PJ’s Pets, and PJ’s sales reports.

Customer SatisfactionMonthly following up by e-mails with PJ’s store managers is required to ensure the end

users of Amorè Pet Food’s products are satisfied. At the beginning of the contract,

weekly calls will be made to ensure all processes are going smoothly. If a critical

problem is identified, Amorè Pet Food sales representatives are expected to approach

PJ’s staff and the product’s end-user to investigate the problem. The reason why Amorè

needs to take such action to react to problems is to make sure the problems would not

affect the long-term business partnership with PJ’s pets.

Efficiency and Future OpportunityEfficiency of the account plan will be measured by following the suggested time of going

through the meeting, finalizing, and signing the contract process. Although unexpected

factors are expected to show up, the entire process should not take over a year. Once the

contract is signed, on-going discussion regards improvement and further business

opportunity is encouraged. It is because PJ’s Pets has a sister company, the Pets

Unlimited, that has 17 locations across the Maritimes Provinces. After gaining PJ’s Pets

as a new key account, Amorè can also try to form business relationship with Pet

Unlimited. However, getting Pet Unlimited account will depend on the B2B relationship

with PJ’s Pets.

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Significant Learning ExperienceIn highly competitive business world, scoring a key account is not an easy task. As I have

mentioned in my report, in order to develop a proposal that can be truly appeal to a key

account, it requires a lot of research. As we have discussed in class, ethic is a relative

term in the business world, so in order to do well, it think digging up information regards

the competitors’ strengths is extremely important. It is because with such information, the

company can actually refine its approaching strategy and communication strategy, or

even change up the content of the proposal to make the counterpart of the deal happy.

The other key learning from this project is “relationship building is king” in B2B key

account management. Although relationship building sounds easy to do, the fundamental

step is to find out the counterpart’s personality and life style profile. Obtaining such

information is hard unless you have a relay that can assist you. However, here comes

another problem. How can you identify the relay? This kind of conflict goes around and

aground and finally goes back to the only solution: do more research. Therefore, I have to

refine my key learning objective to “researching before relationship building is king,

indeed”.

Overall, I enjoy working on this project because it takes my B2B business knowledge to a

new level, from understanding transaction based business model to long term B2B

relationship building stage.

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References

2010 Newsletter. (2010, July). Amorepetfood.com. Retrieved November 19, 2011, from

http://www.amorepetfoods.com/06company/06about.php

Consumer Trends Pet Food in Canada. (2011, July). Agriculture and Agri-Food Canada.

Retrieved October 23, 2011, from

http://publications.gc.ca/collections/collection_2011/agr/A74-1-17-2011-eng.pdf

Industry Statistics & Trends. (2011). American Pet Products Association. Retrieved

November 10, 2011, from

http://americanpetproducts.org/press_industrytrends.asp

Our Philosophy. (2011). PJ's Pets website. Retrieved November 12, 2011, from

http://www.pjspet.com/ourStory

PJ's Pets Proudly supports Earth Rangers.. (2011). PJ's Pets website. Retrieved

November 10, 2011, from http://www.pjspet.com/_pjs/supportedCharities.php?

page=earthRangers

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http://www.pjspet.com/_pjs/supportedCharities.php?page=earthRangers

http://www.pjspet.com/_pjs/supportedCharities.php?page=earthRangers

http://www.pjspet.com/ourStory

http://americanpetproducts.org/press_industrytrends.asp

http://publications.gc.ca/collections/collection_2011/agr/A74-1-17-2011-eng.pdf


Appendix 1 – Canada – Dog and Cat Sales by Distribution Format: % Analysis 2010

Sourced from: Consumer Trends Pet Food in Canada, 2011

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Appendix 2 – SWOT Analysis of the 3 competitors

Anipet Animal SuppliesStrengths Weaknesses

Internal Environment

Strong established company reputation in the West Coast

Has many retailer accounts Has a points reward system

for accounts Is both wholesaler and

manufacturer

B2B only Carries products that PJ’s Pets

carries

Opportunities ThreatsExternal Environment

Potential to expand to the East Coast

Raw materials from outside of Canada (most of them)

Jake & Daisey’s Raw Pet Food IncStrengths Weaknesses


Good connection with local retail accounts

Well recognized at local pet tradeshow

“broken” website Small scale manufacturing plant


Has the potential to score bigger account

Smaller-sized company, so easy to be affected due to economic downturn

Petworld Pet Products IncStrengths Weaknesses


Provide full range of pet food and pet related goods

A wholesaler with exclusively right to sell 3 Canadian pet food brand

The company’s focus is on pet products rather than pet food


Has the potential to enter the retail market

Manufacturing plant is based in China, due to increasing labour cost in China, profit margin is decreasing

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