Juhayna Marketing Analysis

4131 Words May 15th, 2011 17 Pages
MBA Program – 2011
Marketing Management Project

Presented to: Dr. Ingy Fikry

Presented by:

* Ahmed Hussein * Amr ElBarkouky * Ibrahim ElEtr * Mohamed ElKhashab * Mohamed Emad

Outlines

1- Executive summary ……………………………………………………… 3

2- Description of the industry
History ……………………………………………………………………. 4

3- Audit of the organization
Identifying Customer needs and wants………………………………………5
Market offering……………………………………………………………...6
Exchange and relationship………………………………………………...6
Players in the market: …………………………………………………….6
Segments and Target Markets served: …………………………………..6
Value proposition…………………………………………………………..7
Marketing management orientation………………………………………7

4- Competitor analysis
Nestlé vs
…show more content…
Initially, the brand name JUHAYNA product mix included Milk (Full & Half Cream), Plain Yogurt, and Juice (Orange, Mango, Cocktail, Pineapple, Apple, and Blackberry).
In 1988, flavored milk was launched (Later re-launched under the brand name Mix ®in 1997). Flavors like strawberry, banana, and chocolate were also introduced in potions. Also, the Guava and Mango juices were added to the JUHAYNA product mix.
In that year, the company started exporting to Europe, the United States, and the Arab Gulf region. In 1990, the company launched its fermented milk brand Rayeb ® in a 1-liter package. Also, the Grapefruit and Mandarin juices were added to the JUHAYNA product mix. In 1991, and due to the tremendous success of its product mix in the marketplace, the company has increased its production capacity to 120 tons per day.
With the dawn of the new Millennium, production capacity has reached 600 tons per day. New Brands such as Zabado ®, the Drinking Yogurt, all Rayeb Light, the low fat fermented milk, "Whipping Cream" were introduced. Moreover, more fruits types were added to JUHAYNA juice and flavored milk Pure, 100% natural juice and taza the fresh milk product lines.
In 2001, to meet its mission of being the JUHAYNA Legend in the dairy and fruit markets in Egypt, Africa, and the Middle East, the company increased its paid-up capital from L.E. 40 million to L.E.100 million Egyptian pounds. As a result of this increase in paid-up capital; the

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