Clearwater tried to market value-added products in the traditional product-based industry, faced with the uncertainty of supply and regulatory, environmental, and foreign exchange issues. Clearwater harvested shellfish from the Canadian Atlantic Fisheries and sold in markets around the world. They were proud of their sustainable fishing practices that were not the norm for the industry. Seafood buyers traditionally bought on price. Clearwater innovation and investment in technology has allowed to produce higher-quality, value-added product, but faced with the problem of convincing buyers to pay a high price. Their products have originated from wild resources under state regulations that limit the size of the catch as industry and Clearwater. In recent years, Clearwater to work in an environment with increasing Canadian currency. This led to a decline in profitability, because the costs were in Clearwater Canadian currency, and its sales were largely in other currencies. The case also discusses the problems of conservation and sustainable use of fisheries collapse of the cod fishing industry as an example. Clearwater was founded in 1976, it went public in 2002, and is still run by his two founding partners in 2006. "Hide
by Forest Reinhardt, James Weber Source: Harvard Business School 27 pages. Publication Date: September 08, 2006. Prod. #: 707012-PDF-ENG
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