Brannigan Foods

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Case: Brannigan Foods: Strategic Marketing Planning 1. Problem Statement
November 2012: Following three consecutive years of slipped sales, market share and profitability, Bert Clark, vice-president and general manager of Brannigan Foods’ Soup Division, is given a high priority task: He must decide on which marketing strategy shall the company take in order to: * achieve short-term numbers needed * US Soup Division profit growth of 3% in 2013 * strengthen the long-term direction of both company and its most reputable brand

2. Situation Analysis – Market Summary
Regarding customer behaviour and market trends, important insights arise from analysing Julian DeGennaro’s (Brannigan Market Analyst) summary report.
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Another key aspect to be noticed was the clear tendency for retailers to decrease shelf-space for Brannigan Foods products (3% yearly) which is a good fact to introduce the next session of this report, as this decrease was related to competitors, specifically Private Labels. 4. Competition Analysis
One important aspect regarding competitors was the rise (5% per year for the last 5 years) in Wal-Mart’s private label.
As the leading category, packaged soup sales were also suffering from consumer preference for premade “deli soup” which was perceived as fresher, healthier and provided for a fast, simple meal, consistent with trendy market segments previously described.
Competitors were also managing to take the battle for taste away from Brannigan, with customers increasingly more aware of Mexican and Southeast Asian flavours. 5. Key Success Factors and Critical issues
A SWOT analysis was developed to best present information regarding key success factors, and other critical issues related to both Brannigan Foods products and US Soup market: Strengths * Leadership with 39.8 % Market Share * Brand perceived as leader by retailers (62.9% category sales) * R&D department with extensive expertise | Weaknesses * Brand perceived by consumers as being behind competitors in product trends * Brand perceived by retailers as not innovative and less profitable – reduced shelf space | Opportunities * Unstable

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