Recommendations For A Healthier And More Ethical Chocolate Product

    Most people desire to consume only what satisfies their taste buds, which is mainly foods and beverages that contain high levels of unhealthy ingredients, but they do not realize the harm it causes to their health. General Mills conducted an experiment in order to see how consumers would react when they had the option to buy healthy products or foods that tasted good: “General Mills, he said, acted responsibly to both the public and shareholders by offering products to satisfy dieters and other concerned shoppers, from low sugar to added whole grains. But most often, he said, people bought what they liked, and they liked what tasted good” (Moss 476). Companies of course need to keep their businesses running and in order to do that, they must manufacture

The marketing strategy of Haigh’s chocolate has been identified through detailed analysis of the external and the internal environment of the present market conditions and development of the Haigh’s. There has been complete detailed SWOT analysis of the company on the basis of research conducted from several secondary sources. It has been conducted in order to determine the important strategies and the key strengths of the company. Talking about the chocolate sector which has been further segmented into several categories in which Haigh holds the important position and have captures the major chunk of the market. Such markets range from chocolate blocks, bars and other diet varieties like gluten and eggless products. The demand in the chocolate market is also divided on the basis of the geographic location markets like that in Sydney, Melbourne and Adelaide chocolate markets. Other factors affecting demand in the market includes demographic, behavioural and psychographic segmentation.

Hershey’s and Cadburys are moving towards the premium chocolate market through the acquisition or upmarket launches (Zietsma, 2007). The profit potential present in this sector supported by its 20% annual growth rate make it very attractive for large organizations to come forward and avail this opportunity. There is a low threat of new entrants prevailing in this chocolate industry because of the high capital requirements and expected retaliation by current manufacturers. Current players in the industry also possess some barriers to entry for new entrants by maintaining economies of scales with their large production capacity and keeping their product differentiation with their specialized and novelty chocolate products. Even though there are low switching costs and easy access to distribution channels, but still the brand loyalty of the customers including the Rogers’ Chocolate itself make it harder for new firms to come into the competition.

Mondelez International Inc. is a large manufacturer and marketing company with a variety of beverage products and snack foods. The company came into existence in 2012 when Kraft Foods Inc. went through a corporate restructuring in order to implement “high-growth global snacks.” (Gamble, 2016.) Nabisco, Oreo, Trident gum, and Oscar Mayer are a few brands that operate under Mondelez Inc.

Many of Rogers’ Chocolates external issues come from the taste and interests of their customers. The demand for premium chocolates is not steady but rather fluctuating with the current season, weather and other substitutes in the market. Simple personal preference changes over time and that can have a devastating effect on such a niche market.

Research has proved that humans have been consuming cocoa for over 2600 years from once upon a time being used as currency to becoming serious pirate loot to being the key ingredient along with sugar in producing chocolate today.

The main threat to Rogers’ chocolate is the competition. Not being able to keep up with the competition or current trends can lead to lost market share. With Godiva having superior packaging, distribution, and price points, and Bernard Callebaut having superior packaging and seasonal influence, Rogers’ Chocolate could be falling behind soon if they do not join the ranks. Rogers’ must find their niche in order to be able to compete not just locally, but globally.

The premium chocolate industry is having an intensive competition in Canada with the strong growth potential. Industry growth opportunity imposes increasing competition from rivals and threats of new entrance that adds pressure on overall profitability. Even though Roger’s has been able to establish its place in the chocolate industry with its strong brand recognition and products’ quality, it still needs to be on top of ever- going market changes, by continuously

Cocoa Delights is committed to becoming the leader in the Australian market for premium quality chocolate and maintaining a company culture which fosters and encourages continuous improvement. Our mission is to provide Australian consumers with the highest quality chocolate on the market whilst maintaining the promise to trade fairly with both local and overseas suppliers, promoting

Quaker Oats emerged from a turn of the century merger of three milling companies over 130 years ago. It grew to become one of the top companies in the world by providing reliable quality to its first customers. Quaker Oats has been able to build a reputation of offering healthy, wholesome breakfast foods by targeting female supermarket customers. Although advertising has gone from a “warm, healthy breakfast” to delivering messages about “vitamins and minerals essential to a female metabolism” (Standaert, 2003), the target market is the same. Quaker is also hoping to reach nutrition professionals and health-food retailers. According to Indra Nooyi, Chief Executive Officer of Pepsico (parent company of Quaker Oats), they “…do not market to kids under 12…” since they “…do not have a nutritious product…” they feel comfortable marketing to young kids (Farey-Jones, 2010).

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.

As of October 2012, Andrea Torres, director of new product development at Montreaux Chocolate USA, needs to recommend whether or not the company should pursue a new product launch in the United States. The new product, a 70% cocoa dark chocolate with fruit product, has been tested because of “its heightened revenue potential, better alignment with health and wellness initiatives, and strong consumer acceptance of the proposition” (Quelch 7). This memo will address the

Industry Analysis: Cadbury Schweppes (CS) is comprised of a global confectionery and beverage company. For the purpose of this case we will maintain our focus on the confectionery business and the assessment of adding to their sugar confectionery portfolio. CS is number three in the beverage business but see the opportunity to become the largest confectionery in the world. The categories are chocolates, sugar and chewing gum. At this time Adams is the number two sized in the gum business. This industry operates on “bigger is better in confectionery”. Their strategic discussions and ambitions appear to stay true, in mentality, to this mantra. This mantra could be potentially dangerous to the business. CS had a presence in over 70

By October 2012, it had been over 15 months since Apollo Foods, a global consumer packaged-goods firm, had obtained the rights to distribute the well-known European chocolate company, Montreaux, in the United States. Andrea Torres, the director of new product development at Montreaux Chocolate USA, is presented with the

After a thorough analysis of Apollo Foods business situation, a decision plan regarding the launch of a new chocolate product for its new branch acquisition Montreaux Chocolate USA has become clear. This decision plan is based on the following key challenges and marketing issues that need to be addressed. These challenges and marketing issues can be best summed up by a decision on what brand the product will be home to, whom the product will be marketed to, the ingredients and formulation of the product, the packaging of the product, can the product perform well enough in a sales forecast plan to exceed a $30 million dollar hurdle rate, and finally to launch or to test market the product. After reviewing Apollo Food’s data, their market research findings, and sales forecasts. A decision plan that addresses all of the key issues and marketing points has been created and will be