Make Green Delicious: Sustainability at Jamie Kennedy Kitchens Harvard Case Solution & Analysis

The case illustrates the challenges of growing a sustainable way tracking 30-year journey is typical Canadian chef, environmental champion, and an active supporter of the slow food, seasonal, locally sourced and artisan food production. Located in the middle of May 2007 decision in Toronto Jamie Kennedy has thought several expansion options for Jamie Kennedy Kitchens, a corporation with three major businesses. Jamie Kennedy Kitchens annual revenues of more than $ 7 million and profit before tax of 6.7 per cent in the industry are usually an average of 3.2 per cent was evidence of the growing appeal of organic food and wine. With influential cook books, global awards, rave reviews from prominent critics of food, and a rapidly growing base of satisfied customers, Jamie Kennedy was a good potential for growth. However, Jamie Kennedy grappled with the consequences of the main pillars of growth for the business. The case examines the trade-offs between financial and profitable growth and determination to stay true to Jamie Kennedy local suppliers and cooking with seasonal ingredients and environmental values. The case asks students to expect growth alternatives and to make his point lever or switch off the Jamie Kennedy Kitchens current business model as well as the kitchen Jamie Kennedy and personal values. "Hide
by Oana Branzei, Melissa Leithwood Source: Richard Ivey School of Business Foundation 19 pages. Publication Date: December 7, 2007. Prod. #: 907M73-PDF-ENG

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