Using Limited Information to Support the Decision to Launch a New Product in the Fruit Juice Market: A Teaching Case Study

Fresh Juice Incorporated (FJI) is in the process of determining whether it should launch a new fruit juice, Genetically Enhanced (GE) Juice. The GE Juice meets consumers' demands for a tasty, nutritious product and it would be the first new juice product in the last fifteen years. Before FJI decides to launch GE Juice, it must analyze the uncertainty surrounding market size, market share, and price of GE Juice. Finally, if FJI decides to launch GE Juice, then they must decide if they will bottle the juice themselves or outsource this process. This case teaches students how to discuss the strategic implications of launching a new product and develop a net present value and financial feasibility simulation model given limited information.     

The INTUG view on the EEC green paper

This paper is INTUG's response to the EEC's express wish to obtain a wide range of views from the community at large. It specifically handles each of the Green Paper's proposed positions, outlining them briefly and giving INTUG's attitudes to them. In general, INTUG welcomes the Green Paper, declaring a belief that it fulfills its purpose of provoking wide discussion, and trusting that it will result in a positive document committed to firm future plans.     

Deployment of Indonesian migrants in the Middle East: present situation and prospects

"This paper examines the Indonesian overseas employment program. It is limited to overseas deployment through the official channels, i.e. organised by licensed labour suppliers and approved by government authorities. The main destination of this official labour migration is the Middle East. Indonesian officials have indicated that the government aims to increase overseas employment and to shift deployment from houseworkers to better skilled workers. It is argued in the paper that, in view of a shrinking labour market for migrants, even limited realisation of these hopes would depend upon some distinct changes in the overseas employment program."     

Tourism development in the SADC region: The opportunities and challenges

This article presents an assessment of recent tourism performance in the countries of the Southern African Development Community region, as well as an evaluation of future prospects. It examines growth rates and source markets in developing a profile of current tourism to the region. It identifies and assesses the current and probable future impact of a range of issues and problems, which are serving either to help or hinder tourism development. It suggests necessary actions for facilitating the accelerated development of tourism. The article also analyses the countries' tourism development policies and their competitive standing with other parts of Africa and other world regions from the market's viewpoint. It evaluates future growth prospects for the region by relating these various strands of analysis to the assessments made in the World Tourism Organization's Tourism 2020 vision study. The conclusion is one of qualified optimism: the natural and sociocultural resources of the region match the growing tastes of the international tourism market but, without concerted action to improve international access and tackle the major (real and imagined) threats to tourist safety prevailing in the region, growth rates will continue to be below their potential. The region's physical remoteness from the military theatre of action consequent to the 11 September 2001 terrorist attacks in the United States could well bring the countries of the SADC, and especially South Africa, some benefit from being perceived in tourist-generating markets as safe from these activities.