Part 1: Summary of the case material Kenko, the largest producer of rice crackers in Japan, possessing 1 billion dollars in domestic sales. has launched its subsidiary Kenko USa into american market six years ago to fulfill its international expansion plan. Unfortunately, unsatisfactory sales results proved that the company did not take off as hope. Riku, head of Kenko USA, feeling worried about his performance, wants to head back to Japan with his family because of homesickness and his daughter's growth environment Recently, a national grocery chain named Pattys Pantry has approached Kenko USa about a deal to produce a private label line, which means Kenko's crackers would be sold under Patty's branding. Opinions on partnership were divergent within the management. Riku and his boss at headquarters, Fusao Saito, worried that it would damage its own brand image while Rebecca, Riku's assistant, regarded it as a golden opportunity to boost its sales Apart from this, Riku felt disappointed about the inability to move its products display position to a more competitive one in retailers, owing to insufficient demand. Riku is now in a dilem about slotting fee. On one hand, it does help make its crackers more popular. On the other hand, expensiveness and probable disapproval from his superiors discourage him from taking a further Part 2: Identification of the problem Facing such an unsatisfactory sales results, Kenko USA is in urgent need to break the deadlock and continues its own development. Thereby the core question, is how to make its products from niche to mainstream, based on the companys current situation. To better address the problem, it is necessary to divide it into two stages following the chronological order. In the near future, Kenko USA should focus on the cooperation with Patty's Pantry In addition, winning back his bosses support is another concern for Riku. From the long-term perspective, gradually gaining revenue and even prospering in the U.S. market is the ultimate aim of the company Part 3: Assessment of case information2 Part 1: Summary of the case material Kenko, the largest producer of rice crackers in Japan, possessing 1 billion dollars in domestic sales, has launched its subsidiary Kenko USA into American market six years ago to fulfill its international expansion plan. Unfortunately, unsatisfactory sales results proved that the company did not take off as hope. Riku, head of Kenko USA, feeling worried about his performance, wants to head back to Japan with his family because of homesickness and his daughter’s growth environment. Recently, a national grocery chain named Patty’s Pantry has approached Kenko USA about a deal to produce a private label line, which means Kenko’s crackers would be sold under Patty’s branding. Opinions on partnership were divergent within the management. Riku and his boss at headquarters, Fusao Saito, worried that it would damage its own brand image while Rebecca, Riku’s assistant, regarded it as a golden opportunity to boost its sales. Apart from this, Riku felt disappointed about the inability to move its product’s display position to a more competitive one in retailers, owing to insufficient demand. Riku is now in a dilemma about slotting fee. On one hand, it does help make its crackers more popular. On the other hand, expensiveness and probable disapproval from his superiors discourage him from taking a further step. Part 2: Identification of the problem Facing such an unsatisfactory sales results, Kenko USA is in urgent need to break the deadlock and continues its own development. Thereby the core question, is how to make its products from niche to mainstream, based on the company’s current situation. To better address the problem, it is necessary to divide it into two stages following the chronological order. In the near future, Kenko USA should focus on the cooperation with Patty’s Pantry. In addition, winning back his bosses' support is another concern for Riku. From the long-term perspective, gradually gaining revenue and even prospering in the U.S. market is the ultimate aim of the company. Part 3: Assessment of case information