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Since their biggest competitor is a foreign entity (Nestle) who uses western manufacturing practices and ingredients, one strategy may be to market heavily on the merits of all-natural ingredients. They have already joined an association which promotes domestic producers over foreign producers and should further capitalize on the gains made by this association. Substitution: Since one of the highest threats in the industry is the threat of substitution, Ice-Fili could look to diversify their offerings. This could mean producing a wider variety of food products, or it could mean selling/renting out unused capacity, particularly cold storage capacity, to other industries. Buyer Power: In order to mitigate the bargaining power of buyers, Ice-Fili may consider shifting a larger portion of their sales to direct-to-consumer channels as well as creating exclusive agreements with resellers. In addition, they could focus their marketing efforts on building brand loyalty. For products for which they aren’t able to secure licensing, such as Lakomka, they could rebrand it as “The Original” Lakomka or something similar that capitalizes on the longstanding popularity of the product. New Entrants: To combat the threat of new entrants, Ice-Fili should continue to focus on developing more efficient ways to produce ice-cream as well as the maturation of their distribution channels. If they are able to further add to

This case describes the various aspects of carbonated soft drink industry and the focuses on Squirt’s annual advertising and promotion plan in 2001. Squirt is a brand under the Dr Pepper/Seven Up, inc. The brand manager was concerned about the market targeting and product positioning and consulted advertising agency, Foote, Cone & Belding. The case also focuses on the entire industry structure and the marketing techniques used by the various leading companies so the Squirt’s annual advertising and promotion plan can be successful, and proper techniques to be used to target the growing Hispanic community in the markets where Squirt was popular. . The main aspect for the marketing planning for the brand, Squirt, is to focus on

In this case, Ice-Fili hold this competitive advantage since the company mainly use natural ingredients and do not use any preservatives or colorants (“Lakomka”). At the time of the case Ice-Fili’s ice cream are seen as a quality product which fit with the traditional recipe. At the opposite, Nestlé adds preservatives which distort the taste, but by using these ingredients, it decreases the total costs.

Increasing international growth and commitment to the environment and their employees are major strengths for the company. Growth opportunities are present in the organic market, which is projected to grow 9% (Scott-Thomas, 2012), and the smoothie market, which will see a potential growth of 1.6% through 2013 (Technomic, 2012). Some of the weaknesses facing the company are its narrow target market in the organic product industry and lack of traditional advertising. Major competition from Odwalla and Naked Juice are threats to growth and the volatile market for fruit and other natural ingredients may cause unpredictable price increases and as well as an unpredictable future. Also, shifts in popularity of the trendy organic product movement may cause a decline in future revenues. However, both the smoothie and the organic/health food markets are growing rapidly and Clif Bar can secure a larger share in these markets with the introduction of Simply Clif.

An interior project called Gelatoria is being developed. To make this successful, it is important to become familiar with the industry not just by knowing the components and ingredients of product but also through familiarity with other factors correlated with the success and survivability in the market. The typical gelato shops in Italy are characterized by its unique atmosphere imitating the European lifestyle. Its homemade frozen desserts are the center of attraction not only for adults but for all consumers of all ages. Gelato is indeed popular in Italy as it is enjoyed by all kinds of consumers (D’amico, Nevstrueva, Guan, Gon, Annini, and Yang 8). This paper aims to provide a discussion of the cultural, economical and social factors that affect the industry of gelato, ice cream, yogurt and other frozen desserts. These factors will provide a deeper understanding why certain products become successful in specific regions and how culturally diverse products could be introduced to other nations.

We believe that Ice-Fili, to stop the decline in its market share, should focus on the market opportunities in the Russian ice cream market. The main opportunity seems to lie in consumers’ behavior. They only consider ice cream as an "on the go" snack. Ice-Fili should use all possible means to create a change in their way of consumption. It would be doubly useful as it would both increase ice cream sales in restaurants but also in supermarkets so that families eat them at home.

This is in contrast to Haagen Dazs, which differentiates its product by making it seem like the most indulgent ice cream with flavours such as “Secret Sensations: Meringue and Raspberry Fondant”, and slogans such as “A world of indulgence”. Phrases such as “Waiting only makes it sweeter”[4] serve to echo the sinful delight that consumers can expect from their products. Despite selling similar products at a similar price range, Ben & Jerry’s has an entirely different value proposition, target market, and selling point. Therefore, based on the competition in Singapore, Ben & Jerry’s decided to

Ice-Fili is the top ice cream producer in Russia. Currently, the company is experiencing tough competition with Nestle, Baskin-Robbins and regional ice cream producers. Its loss in market share due to their poor quality decisions-making after Russia became an open marketing in 1992. Nestle took great advantage of Ice-Fili’s low reaction adjustment and is taking over their market.

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

Today Unilever is one of the world’s largest consumer products companies. Becel Margarine was launched in 1978 as a premium priced product, positioned as the heart healthy margarine of choice. Previously, the Becel brand had been positioned as the heart healthy margarine of choice in Europe for twenty years prior to Canadian introduction. Despite unique positioning Becel struggled for many years gaining only 8.1 percent market share by 1991. Unilever considered several options for growing the Becel brand, such as, price decreases, repositioning the product, and dramatic increases in advertising support. In 1991 Lipton devised the strategy “living a life that is young at heart”. This strategy was very successful with its current target market, 65 and above. In the butter and margarine category, butter holds fifty percent of the market. The Dairy Bureau of Canada positions butter as tasty and natural, which is conveying that margarine is processed and does not taste as good. However, that is not true, margarine is better for you than butter and does suit consumers’ tastes. In addition, the health focus of the butter and margarine market is growing. More and more competitors are positioning their product as healthy for the consumer. For example, Parmalat is a brand of butter that has just entered the margarine market to compete with Becel with the brand Lactantia.

Innovation is important to both distribution channels, but more important to the finished goods model since the juice category has seen a decrease on both volume and market share. At the same time the carbonated soft drinks market has grown in both volume and market share. In order to increase the volume sold in the juice aisle a brand extension should be developed. By adding more SKU’s and promoting to the eight to twelve year old group, sales

The following statistics stated in the case indicate that “23% of respondents would definitely buy the Montreaux dark chocolate with fruit product and 40% would probably buy the product.” These average ratings strongly suggest that this product should be introduced into the market very gradually. This strategy would enable the company to evaluate consumer buying patterns so that the company could determine future production levels and future marketing strategies that benefit both the company and the consumer. Financial information given in the case also indicates that the company needs to introduce this product very conservatively. Exhibit 1 informs that with 5.98 million total purchases, low awareness, low ACV and mediocre product, Montreaux would gross $17.44 million. Exhibit 2 shows that with medium awareness, medium ACV and an average product Montreaux would gross $25.1 million. These figures do not meet Montreaux’s objective of earning at least $30 million in its first year. Exhibit 3 shows a slightly improved situation: with high awareness, high ACV, and an excellent product, Montreaux would gross

Another option for Cowgirl Creamery is to launch a new brand of cheeses dedicated to another market. This strategy would likely see the biggest return at the grocery stores and other retailers that they sell to. The products that Cowgirl Creamery currently produces are sold to a very specific segment of consumers, cheese connoisseurs. By launching a product more geared toward the average shopper rather than the specialty consumer, Cowgirl Creamery could greatly increase the consumption of their products. The drawback to this option requires cost cutting in other areas to develop a new products because Cowgirl Creamery currently cannot secure bank loans. Cutting segments of their product line to make this an option could sway some consumers to Cowgirl Creamery’s competitors. Closing their own retail stores would also provide additional revenue, although, it may also reduce the products relevance in the market without their own retail store. Even if launching a new brand was affordable, this strategy would also require a supplemental strategy to increase the likelihood of success. In addition to launching a new brand, this approach should be combined with including new features to maximize the success of a new brand.

At the beginning, this market segment represents about 30% of the total potential sales. In the current years, there are few ice-cream produces on the markets that are designed for this segment, because of there are increasing group of consumer in this segment are more concerned and aware of the implications of diet on their health. Most of there consumers do not buy ice=cream as a consequence, such as they thought ice-cream have high calories and not good for

Pepsi Co 's assignment taken as a whole is to amplify the value of its shareholder 's investment through sales intensification, expenditure gearshift and prudent investment of resources (Bongiorno, 1996, p 71). In this pose, Pepsi believes that its moneymaking triumph depends on providing safe and quality drink to its consumers and customers while adhering to the highest standards of truthfulness. Pepsi Co 's product portfolio encompasses sixteen labels that produce enough cash for the company. The most popular of these brands include Pepsi Cola, and Mountain Dew.