Publications
Publications
- June 2015 (Revised October 2015)
- HBS Case Collection
High Liner Foods, 2015
By: John R. Wells and Galen Danskin
Abstract
In 2015, Canadian-based High Liner Foods Ltd was one of North America's largest frozen fish processors with extensive shares of both the food service and retail channels in Canada, the USA and Mexico. With over C$1 billion in revenues, the company had grown four fold in the previous decade. President and CEO Henry Demone was pleased with recent progress, but things had not always been so good. As he approached retirement after 25 years as president, 61 year-old Demone reflected on the company's past challenges. When he first took office in 1989, High Liner operated Canada's largest fishing fleet, operating within the country's newly established 200 mile limit into the Atlantic. But storms were on the horizon. To conserve fish stocks, the Canadian government first cut fishing quotas by 12% and then followed this up with more draconian cuts. Demone recalled, "Imagine a paper company, if 95 percent of the forest disappeared." In response, Demone took High Liner out of the fish harvesting business and focused on processing fish. In 2015, the company imported fish from hundreds of suppliers around the world and was a leading supplier of frozen fillets and value-added fish products to retailers and food service distributors throughout North America.
In 2015, Demone was planning for his succession while charting routes to sustain the company's growth. In Canada, High Liner was number one in both the food service and retail channels and had achieved four times the retail brand share of the next competitor. What goals should he be setting the newly appointed head of Canadian operations, Jeff O'Neill? Should he retain focus on frozen fish or broaden horizons? In the USA, High Liner was also leader in food service, but number two in the retail channel and facing strong competitors. Did it make sense to fight well-entrenched firms for market share? Or should the company's focus be on developing markets such as Asia? High Liner already sourced from the region. Should its use its expertise in frozen fish to build its business there?
In 2015, Demone was planning for his succession while charting routes to sustain the company's growth. In Canada, High Liner was number one in both the food service and retail channels and had achieved four times the retail brand share of the next competitor. What goals should he be setting the newly appointed head of Canadian operations, Jeff O'Neill? Should he retain focus on frozen fish or broaden horizons? In the USA, High Liner was also leader in food service, but number two in the retail channel and facing strong competitors. Did it make sense to fight well-entrenched firms for market share? Or should the company's focus be on developing markets such as Asia? High Liner already sourced from the region. Should its use its expertise in frozen fish to build its business there?
Keywords
Strategic Analysis; Strategic Decision Making; Family Business; Commodities; Strategic Planning; Strategy; Competitive Strategy; Food and Beverage Industry; North America; Canada
Citation
Wells, John R., and Galen Danskin. "High Liner Foods, 2015." Harvard Business School Case 715-463, June 2015. (Revised October 2015.)