Carvel Beijing Case Study

Currently servicing Australian and New Zealand ice cream confectionary markets, it has identified growth opportunities for the brand in the Japanese market. By focusing on key company competencies and applying those to the Japanese market should yield profitable results.

Steven Wang, a fluently bilingual American-born Chinese, jointed Carvel Asia Limited in September 1997. After spending three months, he moved to Beijing with a priority mandate to increase Beijing Carvel‘s sales, particularly in the ice-cream cakes category. But he quickly discovered, “this was going to be difficult because there is an amazing lack of information upon which to base any decisions”. Then he relied on his own observations, feedback from Beijing Carvel customers and sales staff, and information gleaned from business magazines and public reports to help him make his decisions. Finally he found that:-

Which strategy should Pyramid Door, Inc. implement, along with increased advertising for 100 dealers to achieve the sales goal of $12.5 million for the year of 2006? The four strategic options are increasing the number of non-exclusive dealers by 100, developing a formal executive franchise with 27 dealers so they would exclusively sell Pyramid Door products, reduce the number of non-exlusive dealers by 100, and the last plan was to only do a better job with current distribution policy and network.

It plays a great role in changing the psychology of consumers to convince them to switch brands

First of all, every little detail is necessary for a job applicant. The interviewer has to select specific questions in order to find the best applicant for the job.

- producing in Russia implies a certain adaptability of recipes since traditional Russian ice creams contain less fat and are made with natural ingredients plus one must take into account the high seasonality of consumption.

1971 to over 800 stores located in 46 states and Puerto Rico. This industry is

For this particular marketing assignment we are looking at an organisation based in the leafy suburb of Brisbane. The business is a home wares stores chain by two friends and business partners who have invested quite a huge sum of money and are running the business smoothly, but as always see the need for more growth and more profits on balance sheet. The strategies of the business have to completely match or outlive that of the rivals of the business so as to meet and obtain any growth.

Ice-Fili’s marketing approach and product distribution could be seen as weaknesses in the company’s primary activities. In 2001 the firm started its first TV marketing campaign years after competitor’s advertised through the media outlets. To date Ice-Fili is still very inexperienced and far lacking of marketing strategies deployed by Western competitors such as Unilever and Nestle. Not only does Ice-Fili need to market more fiercely against competitors within industry, it must also compete against other consumables such as beverages and snacks. Another weakness is the distribution that is handed over to several distribution companies. There is a much higher chance (twice as likely) to find products of its biggest competitor Nestlé than those of Ice-Fili. Another detriment is how ice cream is viewed socially. Currently ice cream is primarily an impulse purchase. If Ice-Fili can change this outlook, it would result in an enormous

Focusing on sales which will include the building the sales in terms of the order amounts, numbers of our products through the internet, increase the sales of regular customers ,increasing the number of orders and selling content and advertising space for those who subscribe with us.

The Beijing ice cream industry was made up of standard and premium products. The premium products consisted of 2% that was approximately 700 tonnes and rest was standard products manufactured by low cost producers at lower costs.

Recommend and justify a marketing strategy that Andy might use to increase sales at AHC

| * disconnected management, and problems with the joint venture with New Continent * lack of brand awareness in Beijing * very high operating expenses * perception of Carvel as a purely “American” brand

What marketing strategy will help achieve the company its target of a 30% increase in net profit?

To sum up, Audi’s marketing strategy in China is different from its strategy in other parts of the world. It typically focuses on high-end market for governmental and business use. Through examining its SPT strategies, it was found that Audi has a clear understanding of its targeting customers and has developed correspondent marketing strategies. Localization is a major theme in