School of Management and Entrepreneurship

Marketing Strategy
(MKT631)
MBA 2019-21

PROJECT REPORT: Wiikano Orchards Case

Submitted To: Group 4

SUBMITTED BY:
GROUP - 5
Ritika Sharma (1910120028)
Ashutosh Choudhary (1910120007)
Anuj Yadav (1910120163)
Atul Mishra (1910120135)
Mayank Sharma (1910120021)
Morvi Dhawan (1910120022)

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 1. INTRODUCTION & CURRENT SITUATION

Dena Yazzie, president of Wiikano, a company that had produced and vended freshly pressed apple juice in

the United States for decades, was reviewing a proposal to tackle the company’s constant losses by re-

launching Wiikano’s apples juice, promoting the brands and potentially raising prices. Wiikano

manufactured and sold apple juice under the Tuwa brand name in the Midwestern region of the country. If

the proposal was to be accepted, retailers and wholesalers would likely pay more for the apple juice. Yazzie

had only four days to make her conclusive recommendations the Board of Directors.

Current Scenario: Company has this tremendous historical presence since year 1928 in the market with

one dedicated brand name “Tuwa”. Firm has its own brand name as “Wiikano” since 1968. Company has

consistent market presence in apple products industry since decades. Firm has been one of the few brands in

the industry which is producing bottles of apple juice from 100% fresh pressed apples rather than from apple

concentrate. Wiikano Orchards might have done well historically. However, company’s FY 2016 data shows

that firm has not done well financially as expected or planned. From “Income statement of FY 2016 where

company has costs worth of 1,235,380 US dollars compare to their revenue generated from products which

was 1,220,160 US dollars. Company was not able to generate profits for FY 2016 as firm has made loss of

15,220 US Dollars. Wiikano orchards has some inherent rich history and native American brand value in the

market. However, company has been precisely rich in history and consistent in their business presence in

market they were not able to tackle top market competitors in their industry for several reasons. Company

has loss of 15,220 US Dollars in FY 2016. Financial condition has been harsh because of loss in important

business year of 2016. Wiikano Orchards clearly lacking to align their marketing plan, strategies and various

forms of promotion compared to their fellow competitors. Company has failed to attract their wholesalers

and other supplier by providing well rounded margins and discounts in form of promotional sell offers.

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 2. LEVEL OF COMPETITION ANALYSIS

Level of competition Definition Competitors Need Satisfied

Product from -filtered -Musselman’s Health and
-pasteurized -Lucky Leaf dietary needs
-vacuum sealed -Tree Top
-natural/fresh apples -Old Orchard
-Indian Summer
-White House

Product Category -citrus -Mott’s Instant energy

-non-citrus -Juicy Juice and feeling of
-vegetable juice freshness

Generic Blended fruit and vegetable -Minute Maid

juice with exotic flavors -Tropicana

Budget -Own: $2.19 - $3.29 -Kroger

-Store Labels: $1.99 - $3.19 -small “mom-and-pop”
grocers
-McIntosh Apples
-Apple Cider

3. COMPETITIVE POSITION ANALYSIS

1. Opportunity for competitive advantage:

 Can we Differentiate? We can differentiate based on health benefits, flavor appeal, perceived

quality, comparable prices of other brands, and familiarity of the brand. Wiikano sells half-gallon

bottles of sugar free apple juice made from an average of six pounds of fresh apples. These apples are

grown as raw materials in Wiikano's superior orchards, and their consistency is suitable to produce

apple jelly, apple juice, and apple cider. The Wiikano juice is one hundred percent fresh-pressed juice,

which is its most distinguishing feature.

 Can we Perform Against Critical Success Factor? Yes, we can perform against critical success

factors as Wiikano is the only brand on the market that sells 100% freshly squeezed apple juice, as well

as a variety of other high-quality apple-based items. As the younger generation in the United States

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 becomes more health-conscious, Wiikano has a lot of opportunity to fill this void in the market because

they sell sugar-free drinks, which their rivals do not because the majority of juices on the market are

made from concentrate. The use of locally sourced raw materials, such as homegrown apples,

emphasizes the value of clearly identifying the product's origin, since consumers are more likely to buy

homegrown goods than imported goods.

 Stage of Competing Products in the product life cycle: Is the timing, right? Growth stage is the

stage of Competing in the product life cycle: Yes, the Timing is Right.

Growth: If a product makes it through the introduction stage of the life cycle, it moves on to the

development stage. Sales are rising at this stage, profits are healthy, and a slew of new entrants have

entered the market. Large corporations may begin to acquire small pioneering businesses that have

progressed to this point. The focus shifts away from primary demand promotion and toward aggressive

brand ads and communicating brand differences, which is been perfectly handled by Wiikano currently.

 Justification for Weight and Rating: Growth stage is the stage of Competing in the product life

cycle, it is identified and is understood well. Also, Wiikano is the only brand on the market that sells

100% freshly squeezed apple juice, as well as a variety of other high-quality apple-based items. hence,

Weight is 0.4 and Rating is 9.

2. Firm and Competitor Capabilities and resources:

 Management Strength and Depth:

WIIKANO ORCHARDS: When it comes to welcoming decisions and introducing new concepts and

methods in accordance with current marketing campaigns, organizational structure has been viewed as

conservative and ancient. For instance, in the food industry, digital marketing has yet to be applied. By

looking at the participants of their board meetings, it seems that the company lacks a well-established or

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 graded organizational ladder. There was no one from the ground who visits their retailers for live reviews

on their items, such as a product management specialist or a senior leader.

MINUTE MAID: CEO James Quincey leads the Coca-Cola Company Executive Team, which is rated

a "C+." Workers at the Coca-Cola Company rank their executive team in the top half of similar-sized firms

with 10,000 or more employees. The Engineering department and employees with 1 to 2 years of

experience are more optimistic in their Executive Team, while the Finance department and employees with

2 to 5 years of experience believe there is space for growth.

TROPICANA: Lee Han Ming (CEO), Yeow Wai Siaw (Group Chief Executive Officer), Chris

Stansbury (CFO), Tom DeSaulniers (Director at Tropicana Products) etc., every member of the senior

management team has years of experience in FMCG and consumer goods industry, in a senior leadership

role in various domains such as IT, marketing, innovation, strategy, finance etc.

 Financial and Functional resources:

WIIKANO ORCHARDS

Manufacturing: Wiikano's orchards produced apples of a high enough quality to be used in apple juice and

cider. The average yield per acre in 2016 was 54 available tons. Apples are held in a sterile environment for

up to a year. Land provision and maintenance, trees, planting, orchard growth and maintenance, pest control,

harvest, storage, and labor were all part of the apple orchard production costs. They used high density tree

planting, which increased tree densities from 150 to 250 trees per acre to 500 to 1,000+ trees per acre,

resulting in earlier harvest, a faster return on investment, and better fruit quality.

Distribution: Wiikano orchards' distribution channels are remarkable and standard industry practice. Via

farmers markets and a small on-site shop, they sold fresh apples and other value-added apple items directly

to customers. After broker and wholesaler fees, the company received $0.52 per unit thanks to its aggressive
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pricing strategy. The average retail price was $2.69, with prices ranging from $2.19 to $3.29. Since Wiikano

Orchards' minimum order size was lower than that of larger processors, many accounts became frequent and

dominant customers.

Financials: Wiikano Orchards may have performed well in the past. However, data from the company's

fiscal year 2016 indicates that the company did not perform as well financially as anticipated or planned.

According to the “Income Statement of FY 2016,” the firm had expenses of $1235,380 US dollars compared

to sales of $1220,160 US dollars from goods. The company was unable to make a profit in FY 2016,

reporting a loss of $15,220 US dollars.

MINUTE MAID

Manufacturing: The Minute Maid Company has a factory in Apopka, Florida, as well as manufacturing

facilities in New Jersey, Massachusetts, Michigan, Texas, and two in Canada. Minute Maid, a premium juice

and juice drink brand manufactured and distributed by HCCB, debuted in India in 2007. HCCB's Ameenpur

plant, near Hyderabad, produced the first batch. Many of the fruits used in the production of Minute Maid

come from the best parts of India, such as Litchi from Bihar, grapes from Tamil Nadu, and oranges from

Vidarbha. Locally sourced fruits benefit the farmer community. The fruit pulp procured by HCCB supports

2.5 lakh farmers via Maaza and Minute Maid.

Distribution: Minute Maid has placed more importance on its distribution strategy, ensuring that its

offerings are available to the public for mass market consumption. Its distribution system includes the

conventional distributor, wholesaler, and retailer networks, as well as discount stores, food stores, grocery

markets, corner shops, cafés, hotels, restaurants, airport cafes, and stalls at railway stations and malls, to

attract consumers.

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Financials: Vacuum Foods Corp. introduced Minute Maid orange juice in 1946. It was the United States'

first frozen concentrated orange juice product. Coca-Cola bought the company for $59 million in stock just

over a decade later, in 1960. Minute Maid Pulpy is the first Coca-Cola brand to cross $1 billion in annual

sales since being introduced exclusively in a developing country. The company had a market capitalization

of $200.5 billion and produced $9.0 billion in net income on $37.3 billion in sales in 2019.

TROPICANA

Manufacturing: Tropicana orange juice is made entirely of oranges grown in the United States, with the

vast majority originating from Florida. Valencia oranges, among others, are used by the company, which

works with more than 100 growers and 500 groves, many of which are owned by families. A plant in

Bradenton is one of the major suppliers of Tropicana orange juice, which is one of the most well-known

orange juice brands in the world. On 285 acres, with 69 acres under roof, the massive operation requires

about 7,000 square feet of cold storage space. Every truck is loaded with around 150,000 oranges, and the

plant handles 200 to 300 trucks every day. The plant processes about 4 billion oranges per year.

Distribution: Tropicana intends to expand its distribution network from 1 lakh outlets to 2.5 lakh outlets by

the end of 2021. Tropicana and Varun Beverages Ltd (VBL) have formed a strategic alliance to distribute

and sell Tropicana products in East and North India. The brand's sales in north India account for 80% of

total sales. Tropicana has been able to double its distribution network in India's East and North thanks to a

strategic partnership with VBL. Tropicana will be sold in 250,000 retail stores, with PepsiCo using the

chilling infrastructure it already has in place for carbonated drinks.

Financials: Tropicana Manufacturing Company, Inc. employs 9 people in all of its locations and has a

revenue of $2.42 million (USD). Tropicana Manufacturing Company, Inc. is one of 3,148 companies in the

Tropicana Manufacturing Company, Inc. corporate family. Tropicana Corporation Bhd's revenues fell 7% to

RM1.06 billion in the fiscal year ended December 31, 2020. The company's net profits fell by 71% to RM92
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million. Due to adverse market conditions, revenues represent a reduction in demand for the Company's

goods and services.

 Brand image:

WIIKANO ORCHARDS: By perfecting its 100% fresh-pressed apple juice items grown from a farmer

market that sells homemade apple juice and cider to customers, Wiikano has grown a brand name for its

company brand Tuwa and its own private brand. The Shawnee ancestors are represented by the brand

names Wiikano and Tuwa. As a result, Wiikano places the greatest emphasis on the apple juice

manufacturing process and raw materials.

MINUTE MAID: Minute maid's goal was to create a clean, uncluttered, and straightforward brand and

packaging. As a result, a brand-new container form in the orange juice category has emerged,

complemented by a clean and clear graphic design. All the design elements work together to portray the

product as genuine, pure, and unadulterated.

TROPICANA: Tropicana's brand promise is to provide customers with high-quality, real fruit drinks

while also encouraging them to live a healthy lifestyle. Tropicana is all about giving young people the

freedom to live a healthy lifestyle the way they want.

 Justification for Weight and Rating: Although Wiikano Orchards has a unique value proposition

among its competitors and has a great brand image with relatively competitive management strength

and depth, still in terms of capabilities like manufacturing, distribution, and financials it will have to

improve to compete with the likes of Tropicana and Minute maid. Hence, Weight- 0.3 and Rating- 7.

3. Attractiveness of Industry in which we would compete:

Wiikano Orchards Minute Maid Tropicana

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 Threat of new entrants High High High

Threat of substitutes High High High

Buyer power Low Moderate Moderate

Supplier power Low Low Low

Competitive rivalry High High High

Industry capacity High High High

Overall, competition in the soft drink industry is mild, as concentrated manufacturers have escaped major

market competition. The industry is appealing because of the high entry barrier, which prevents new

entrants from fragmenting income; the lack of a visible replacement, the bargaining power of suppliers and

buyers.

 Justification for Weight and Rating: Entry barriers are very high, buyer power and supplier power

is low, there is high threat of substitutes, rivalry amongst existing firms and industry capacity is also high.

So, the rating would be 7 and weight would be 0.3, as Wiikano Orchards is yet to achieve a better place in

terms of competitiveness in the industry.

Competitiveness Position Factors Weight Rating (0-10) scale TOTAL

Opportunity for Competitive 0.4 9 3.6
advantage
Capabilities and resources 0.3 7 2.1

Industry Attractiveness 0.3 7 2.1

7.8

4. MARKET ATTRACTIVENESS ANALYSIS

1. CUSTOMER NEEDS AND BEHAVIOR

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Their products fulfil the needs for apples and apple-related products such as apple cider, apple butter, apple

sauce, canned apples, raw apples, and, of course, fresh pressed apple juice. Apples with a quality grade

suitable for apple juice and cider were developed by the organization. Tuwa, the company's brand, was

available in more than 100 supermarkets across the country's mid-west region. Wiikano sells mainly in

Midwest markets to small food wholesalers who then distribute to local grocers in small towns and cities.

 Justification: Unmet needs for needs for apples and apple-related products such as apple cider, apple

butter, apple sauce, canned apples, raw apples, and, of course, fresh pressed apple juice, have been

identified and are well understood. Hence, Rating: 9, Weight: 0.5.

2. MARKET SEGMENT SIZE AND GROWTH RATE

Marketing strategy of Wiikano's meets two broad objectives – carefully selecting target market and

designing marketing activities to achieve desired positioning in hearts and minds of the target market.

In the year 2016, it was estimated that the sale had reached $ 28.7 billion where the profit was about $ 6.1

billion. In addition to this, the projected annual growth was found to be 2.7%. In 2016, juice production

brought in $12 billion in revenue in the United States. In 2016, the United States grew over 5.4 million tons

of apples, with fresh apples accounting for approximately two-thirds of the harvest.

 Justification: Several factors, according to industry experts, contributed to the decline

(Consolidation of the Industry), including competition from fruit-flavored water and consumer demand

for lower-calorie drinks. Hence, Rating: 7, Weight: 0.3.

3. MACRO TRENDS:

 Demographic: Wiikano Orchards caters to both the high and low end of the industry. The

organization's decision to focus on a wider and more diverse set of segments has broadened the range of

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 possibilities. In the future, the targeted segments are projected to expand at a steady pace. Wiikano

Orchards' primary consumer segment is the family with children, which requires Wiikano Orchards

performing social, emotional, and functional tasks to keep this market segment happy and fulfilled.

 Socio-cultural: A general increase in consumer health awareness presents a threat to Wiikano

Orchards. Wiikano Orchards sees opportunities in population growth and growing low-end consumer

segments. The attitude toward migration in the markets where Wiikano Orchards operates necessitates

close consideration of the company's effect on shifting demographics.

 Economic: Inflation has a major effect on Wiikano Orchards' pricing structure. Since Wiikano

Orchards has a presence in several markets, marketing managers must adjust their strategies to changing

customer behaviour during recessions and booms.

 Political/legal: Wiikano Orchards' current governance structure requires a close examination of

evolving government policies. The presence of a company in several markets raises the possibility of

political unrest. Due to recent changes in the global political scenario, Wiikano Orchards' geopolitical

threats have increased.

 Technological: The entry of new market entrants, as well as their investment in research and

development, requires the protection of Wiikano Orchards' intellectual property rights. Because of

technological advancements, product life cycles have become shorter, requiring Wiikano Orchards to

improve its value chain productivity. The cost of production has decreased because of technological

advancements, but the need to restructure the supply chain has increased.

 Justification: Customers' shifting attitudes toward safer alternatives and a preference for quality

over price have significant implications for the business. Wiikano Orchards has identified the

demographic and socio-cultural factors and were appropriate in targeting both high- and low-level

income segments. Hence, Rating: 7, Weight: 0.2.

Market attractiveness factors Weight Rating (0-10 scale) TOTAL

Customer needs and behavior 0.5 9 4.5

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 Segment size and growth rate 0.3 7 2.1
Macro trends 0.2 7 1.4
8.0

5. KEY STRATEGIC DECISIONS

Market Attractiveness

High (8-10) 

Moderate (4-7)

Low (0-3)
Weak (0-3) Moderate (4-7) Strong (8-10)
Competitive Position

From the matrix we can see that the market attractiveness is high while the competitive position is moderate.

Key strategic decisions for implementation are as follows:

1. Re-Branding: The initiative included a completely new marketing plan that included digital

marketing and in-store promotions, as well as wholesale price increases from $0.52 to $0.60 and a retail

price increase from $1.10 to $2.99 per unit. The brand would have to embrace the name Nepi Ochards,

and by rebranding the packaging, the brand would be able to stand out from rivals.

2. Digital Marketing: Wiikano is more concerned with maintaining a relationship with customers via

social media, to maintain brand equity from existing customers as well as create brand awareness and

attract new customers. This can be accomplished through establishing an emotional impact on consumers

through emphasizing the company's background and business acumen, as well as promoting the health

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 benefits their products provide. The use of a well-designed interactive website will help the brand to

attract customers even more by allowing them to gain points and redeem them for promotional products

and coupons; however, it is important to note that this will add $25,000 to the Wiikano budget, which is

already tight.

3. In-store promotions: The use of hashtags and in-store ads would encourage the brand to donate to

local charities, which would be beneficial to the business since only a few juice brands have committed to

this form of operation.

The above-mentioned marketing strategies may provide a competitive advantage, such as providing

customers better value, a high-quality product, and a due diligence survey or input for consumers and

product chain suppliers. As a result of a successful marketing plan, cost leadership, cost focus,

differentiation leadership, and differentiation focus will encourage a reasonable competitive advantage.

6. MARKETING OBJECTIVES

Product Objective: Wiikano Orchards has several goals, including rebranding the company's apple juice

products, raising prices in the most customer-friendly manner possible, recovering and addressing existing

losses, and regaining sales and income. The company has meticulously planned the redevelopment of its

marketing strategy, including digital marketing and a value-based approach to branding, among other things.

Marketing Objective: Wiikano Orchards' current marketing strategy is to deliver freshly squeezed apple

and high-quality apple juices, fruit purée, and creamy fruit spread to customers through rancher markets,

supermarkets, and wholesalers. Squeezed apple deals have the most drastic measure of profits.

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 7. MARKETING MIX

Product- New apples and a variety of other value-added items such as applesauce, apple cider, and apple

butter were initially sold directly to customers at farmer's markets.

Price- After broker and wholesaler fees, Wiikano received $0.52 per unit; retail costs averaged $2.69 per

unit. Accounts for store mark, on the other hand, included more than 40 small grocery stores. Since the

company's minimum order size was lower than that of larger processors, some accounts remained loyal.

Wiikano received $0.49 per unit after fees and allowances, with store labels accounting for 30% of overall

juice sales. The average retail price per unit was $2.49.

Place- Wiikano orchards' distribution channels are remarkable and standard industry practices. Via farmers

markets and a small on-site shop, they sold fresh apples and other value-added apple items directly to

customers.

Promotion- Since wholesalers provided price or volume discounts to grocers, who then offered additional

discounts to customers, the business spent a small amount on consumer promotions. Overall, Wiikano

believed that Tuwa's consumers lacked brand loyalty because they tended to buy solely based on price.

8. PROFITABILITY ANALYSIS

Wiikano Orchards' financial loss is the outcome of poor variable cost management, so it is recommended

that the company reduce costs in labor maintenance and harvesting by labor outsourcing. Correcting the

management of these variable costs would allow for reinvestment in the company's branding, product

differentiation, and capturing target consumers, as well as an overall improvement in the company's

financial standing. The problems with existing training and pruning clearly result in a cost gap between

budgeted and actual costs. The malpractice resulted in a reduction in the estimated number of trees per acre,

which, in turn, resulted in a decrease in the number of apples harvested. Because the trees were heavily

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 planted, they needed special attention and pruning to ensure that they were properly exposed to sunlight,

which aided in the growth of the trees and their crops. The organization invested a significant amount of

money and resources in the workers who were supposed to look after the orchard, but the desired outcome

was not achieved.

According to Exhibit 7, 89 % of the overall cost is variable. As a result, to reduce cost, it makes sense to

examine the variable components and identify those that were identified as problematic in the case. Hence,

our recommendation is to cut costs while also improving orchard care quality by outsourcing the job or

recruiting only highly skilled experts who can do the job better and at a lower cost. The average price for

outsourcing pruning is $800-$1000 according to the HomeAdvisor International.

In this profitability analysis we are reducing the labor- maintenance and labor- harvesting cost and will see

the impact of that on profitability. (it will be a rough estimate)

(From Exhibit 6) Budget Actual Updated

Labor- maintenance $1000 $970.65 $800.00

Labor- harvesting $1600 $1510 $1000

Total variable cost $4833 $4658.00 $3977.73

Fixed Cost $575 $570.22 $570.22
Total specified cost per $5408.00 $5228.60 $4597.95
Acre
Number of Tress per Acre 908 818 818
Production cost per tree $5.96 $6.39 $5.56

If we reduce the Labor- maintenance and Labor- harvesting cost in the total variable cost than the Total

specified cost per Acre will be decreased to $4597.95 from $5228.60. Hence saving $630.65 per acre and

the production cost per tree will be reduced to $5.56.

FY’16 (From exhibit 7, Income statement summary Updated

2016:)
Revenue - $ 1,220,160 Revenue - $ 1,220,160
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 Apple production (120 acre @$5228.60 per Acre) - $ 627, Apple production (120 acre @$4597.95
432 per Acre)- $ 545, 754
Cost- $ 1,235,380 Cost - $ 1,153,702
Profit (Loss) Before taxes and subsidies – Profit (Loss) Before taxes and subsidies –
($ 15,220) $ 66,458

Managing the variable cost efficiently will resulted into profit. As for the profitability, due to reduction of

total cost per acre the company earned profit of $ 66,458, compared to the incurred loss of $ 15,220 in the

actual statement.

9. KEY IMPLEMENTATION RECOMMENDATIONS

Wiikano must satisfy consumer demands for healthier ingredients to compete in such a crowded market;

younger consumers are more conscious about their health and fitness, so they are more likely to buy low-

calorie, sugar-free, GMO-free, and naturally derived products. Tuwa must preserve its credibility and

historical values to show customers what they stand for and their work ethic, as rebranding would be

beneficial to the business. They should rebrand their packaging design to include more vivid and attention-

grabbing features, as well as switching packaging material to environmentally friendly bottles.

The bottle design and marketing strategy should emphasize product attributes to elicit a cognitive response,

but also include other health and emotional factors to elicit an effective response from customers.

Furthermore, features that highlight the brand's Native American heritage should be included in the logo and

packaging design, not only to broaden the target market of Native Americans, but also to raise awareness of

the brand's authenticity.

The organization invested a significant amount of money and energy in the workers who were supposed to

look after the orchard, but the desired outcome was not achieved. According to Exhibit 7, 89 percent of the

overall cost is variable. As a result, to cut costs, it makes sense to examine the variable components and

identify those that were identified as problematic in the case.

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Change can be unexpected and divisive, which is why rebranding should be done strategically with a

preoccupied mind and opinions and rebranded in the sense of getting the best possible endorsement from

customers, wholesalers, retailers, and the overall business industry.

10. REFERENCES

 Minute Maid. (2004, September 4). Wikipedia, the free encyclopedia. Retrieved April 24, 2021,

from https://en.wikipedia.org/wiki/Minute_Maid

 Bhasin, H. (2019, May 10). Marketing mix of minute Maid - Minute Maid marketing mix.

Marketing91. https://www.marketing91.com/marketing-mix-minute-maid/

 Our leaders: Learn more about the leadership driving. (n.d.). The Coca-Cola

Company. https://www.coca-colaindia.com/about-us/our-leaders

 Tropicana Corporation Bhd financials (TROP). (n.d.).

Investing.com. https://www.investing.com/equities/tropicana-corporation-bhd-financial-summary

 Catorce, R. (2018, August 7). Greentown China replaces CEO; Former GuocoLand director

becomes Tropicana CEO. Accelerating Progress | S&P Global. 

 https://www.spglobal.com/marketintelligence/en/news-insights/trending/2xfprgn_vxfkbrb7kbwgja2

 Bhasin, H. (2019, May 29). Marketing strategy of Tropicana - Tropicana marketing strategy.

Marketing91. https://www.marketing91.com/marketing-strategy-of-tropicana/

 The minute Maid company. (n.d.). Encyclopedia.com | Free Online

Encyclopedia. https://www.encyclopedia.com/books/politics-and-business-magazines/minute-maid-

company

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