Clearwater was trying to market value-added products in a traditionally commodities based industry, while facing supply uncertainties and regulatory, environmental and foreign exchange challenges. Clearwater harvested shellfish from the Atlantic Canadian fishery and sold this. In markets around the world They were proud of their sustainable fishery that. Not the norm for the industry Seafood buyers traditionally bought on price. Clearwater technology innovations and inv … Read more »

Clearwater was trying to market value-added products in a traditionally commodities based industry, while facing supply uncertainties and regulatory, environmental and foreign exchange challenges. Clearwater harvested shellfish from the Atlantic Canadian fishery and sold this. In markets around the world They were proud of their sustainable fishery that. Not the norm for the industry Seafood buyers traditionally bought on price. Clearwater innovation and investment in technology enabled a higher quality, to produce value-added product, but it faced the challenge of convincing buyers to pay a higher price. The products come from a wild resource under state regulations that limited the size of the catch from both the industry and Clearwater. In recent years, Clearwater operated in an environment with a rising Canadian currency. This decreases the profitability because Clearwater costs were in Canadian currency while its sales were largely in other currencies. The case also the challenges of maintaining sustainable fisheries and uses the collapse of the cod fishery as an example. Clearwater was founded in 1976, it went public in 2002 and was still managed by its two founding partners in 2006.
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from
Forest Reinhardt,
James Weber
Source: Harvard Business School
27 pages.
Release Date: 08 September, 2006. Prod #: 707012-PDF-ENG
Clearwater Seafoods HBR case solution