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  • Groupon Sunil Gupta Ray Weaver Dharmishta Rood 2011

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    When we bought Sargento a year ago, our goal was to turn around the finances of this business and increase profitability. We started by looking for ways to reduce costs and improve our operations, which allowed us to improve product quality, expand into new product categories, and streamline operations. I was part of the team that worked on this project, and I’m the top expert on this subject. In this section, we’ll outline a thorough and structured approach to brand restructuring. Brand Portfolio Portfolio: Our primary concern is to

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    I recently took a call from ITC Ltd., a multinational consumer goods company based in India, to assess their Brand Portfolio for growth. The company is a major consumer brand player in the country and has successfully expanded its portfolio to new product categories, markets, and customers over the years. As we discussed on the call, ITC has a strong history in food and beverages, and I think we can continue this focus in other key markets like FMCG (Food & Beverages). The Brand Portfolio comprises of 13 categories, each with