roducts Import duties and taxes issues
             Logic: This strategy is logical, as there is a very lucrative market outside United States. The global meat market is expected to grow by 23.3% by 2008 (Datamonitor).
             Feasibility: This strategy is feasible as Perdue farms have resources and experiences to do business internationally.
             Strategic alternative 2: Brand repositioning
             Brand repositioning will benefit Perdue Farms tremendously in educating its existing customers about Perdue Farms value-added products and help convey the notion of quality in a broader product environment which includes both the fresh poultry and value added products.
             Increased market share Increase marketing expenditure
             Attract new customers to try Perdue's products Advertisement may not be effective enough to convey the intended message
             Existing brand equity in the market (aids recognition in the market)
             Feasibility: It is feasible as Perdue farms can contract with an advertising agency to develop a brand repositioning campaign.
             Logic: It is logical because Perdue Farms has the resources (value added product lines) and this strategy will help Perdue farms to increase sales.
             Strategic alternative 3: Joint venture with Gold Kist Inc.
             Gold Kist Inc. is a private company like Perdue Farms Inc and it is the second largest private poultry processor in United States.
             Feasibility: This Joint venture is feasible, as it would allow Perdue Farms to reach new profits in retail chicken segments.
             Logic: It is also logical as Perdue Farms is trying to increase its revenues and it will also allow Perdue Farms to increase its productivity in frozen food segment.
             Acquire new capital New level of risks
             Reduce cost through equipment and knowledge transfer Possible conflict between partners
             Perdue Farms should consider brand repositioning as a tactic to increase its market presence. In 1999 the company occupied only 7.82 % of the ready-to-cook poultry...