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Food, Business presentation

The product supervisor for espresso development in Kraft Canada must make a decision whether to introduce the company’s new line of single-serve espresso pods or await comes from the United States. Key strategic decisions include which will target market to pay attention to and what value task to sign. Important concerns are also increased as to how a new product should be branded, which will flavors to offer, whether Energi should use traditional syndication channels or perhaps direct-to-store delivery, and what forms of promoting and campaign to use.

The case provides a basis intended for discussing customer decision making, and stresses the importance of providing a clear pregressive benefit once introducing a brand new product in an established category. Decision Declaration: Should Energi have patiently lay to start the espresso pod canada until the company received comes from the U. S.? Simply because they did a simultaneous kick off, how can Kraft foods modify their web marketing strategy to increase product sales of the coffee pod? Energi Foods: Energi Foods was originally started as a parmesan cheese manufacturer more than a century ago , offers since developed into North America’s greatest food and beverage business , Got previously been a label of Phillip Morris Companies yet became a public company in 06 2001 , Operations consist of Kraft Food North America and Kraft Food international , Business is definitely divided into five product groups: beverages, ease meals, mozzarella cheese, grocery, and snacks. One of many strongest brand portfolios of worldwide consumer manufactured goods players text message: list-item text message: list-item , Solid distribution network and a well-earned status for producing innovative new products and food applications Mission: to obtain leadership in the markets it served, which it receive claims from fostering development, achieving excessive product quality, and keeping a close vision on income. World leader in coffee revenue with 15% of the global market, Canada, Kraft’s Maxwell House and Nabob brands account for 32% market share. The Launch from the Coffee Pod In Come july 1st of 2004, Geoff Herzog (product supervisor for espresso development for Kraft Foods Canada) found out that Kraft Foods America was organizing an intense launch of coffee pods in the US. Herzog had less than a month to choose whether Kraft should carry on with a coexisting launch canada, or await the U.

S. results Herzog went ahead while using launch? This is when we believe the situation arose Came up with the Tassimo In order to Launch in Canada, Herzog got several decisions to make: Kraft owned two major brands in Canada, Maxwell House and Reicher mann, so the company would have to build a suitable logos strategy. Placing wholesale and retail prices for caffeine pod Select which flavours to offer

Make a decision whether to work with traditional syndication channels or direct-to-store delivery Develop a powerful advertising and promotional strategy on a comparatively limited spending budget Herzog could also need to present a persuasive case that his prepare and suggestions would the truth is help Energi expand its share of the Canadian espresso market, while also making a satisfactory return on the industry’s marketing expenditure. Marketing Strategy

With an annual price range of simply $1 million for the kick off, Herzog encountered tight constraints on his capacity to introduce Kraft coffee pods in Canada. He’d need to recognize a cost-effective way to influence consumers that Kraft pods shipped better value the competitors’ pods Goal: 80 percent of SSP machine keepers to try the item, and 60% of those individuals to repeat buy Herzog was expected to by least break even by the end of 2006 Target audience:

Individuals between 25-54, tended to be well educated together a household profits of money 91, 000 (Canadian household income was around $55, 000) Three-quarters were wedded and 88% lived in single-detached homes in urban areas, mainly in the population rich pays of Ontario, Quebec, Britich columbia, and Alberta. Consumers were characterized by high levels of intake, and their pursuits included exercising, entertaining at home, gourmet preparing food, household designing, gardening, and taking amazing vacations.

Maxwell House and Nabob got similar information to SSP machine owners, except that individuals were commonly over the age of forty-five Buyer Patterns: Consumers commonly purchased pods of the same brand as the appliance they bought On the other hand, emphasis group research suggested that SSP machine owners appreciated flexibility of using diverse coffee brands in their machines. Coffee quality was critical since it described the entire coffee experience Business: Kraft predicted that, from the 12. mil households in Canada, SSP equipment would be implemented by approx. 6% at the conclusion of 2005 and 8% by the end of 2006. To keep up Maxwell Home and Nabob’s share of the Canadian coffee market, Herzog estimated that Kraft would need to capture for least 35% of the caffeine pod portion Product: Simply by proceeding together with the launch, Herzog needed to decide on a flavour selection Various pod offerings would be crucial for building business and category growth.

Kraft’s manufacturing facility likewise had to be able to offer the item in a resealable bag with zip closure, keeping the merchandise fresher Selling price: The price of the coffee pod itself amounts from $130-$200. Kraft organized to sell pods under Maxwell House ingredients label at a lesser point than rival brands, retailing a pack of 18 pods for US$3. 99. Folgers charges $3. 99 for a pack of 16 This pricing would give retailers a 25% margin on Maxwell House, with $0. 2 per cup, revenue that was more than four instances the $0. 05 per cup coming from ground caffeine Issues arose when deciding to follow the U. T. lead in pricing: Similarly, low prices can serve to drive sales volume level and set up Kraft while market head, but this tactic risks eroding brand graphic. Given the failure price of new products in Canada, Herzog suspected that store will be willing to bring one or two styles of coffee pods Herzog was unsure of the most effective wholesale nd retail value to suggest Distribution: Many products had been delivered to retailers via stockroom distribution, which will essentially built Kraft accountable for delivering almost all merchandise to the customers’ warehouses. From there, stores then distributed the goods to individual retailers Retailers were responsible for stocking products, stocking shelf space, maintaining stocks, and retaining displays”services for which Kraft paid out in excess of $200, 000 for national record fees.

Their very own system gets rid of the need for Energi to regularly monitor and track stocks, distribution, and stock The alternative was to use direct-to-store-delivery (DSD). This system could require Kraft to be responsible for delivering items to individual stores, having inventories, and restocking cabinets Kraft utilized this method due to the Mr. Christie cookie products, by making a joint DSD program with Mr.

Christie, it would allow Kraft to lessen overall expense for coffee pod syndication to roughly $150, 1000 by lowering supply cycle expenses and minimizing inventory holding costs DSD could also enable Kraft to control product displays, ensure remarkable product quality, improve customer service, collect insight from suppliers, and sidestep warehouse capacity restraints. forty percent of all cofeemarkers were sold in November and December, DSD would offer Kraft with speed to sell during this period Herzog was not certain that DSD was the best option.

He failed to feel the company would be able to maintain the DSD strategy if coffee sales increased significantly in the future because of limited space in its syndication center and a limited delivery truck fast Company SWOT analysis Talents: North Many largest foodstuff and refreshment company and number two player in the world Procedures in more than 155 countries One of the most powerful brand portfolios among global consumer packed goods players 50- $100-million brands, 5- $1-billion brands

Strong standing for growing innovative new products and food applications 32% business in Canadian coffee industry The company’s Maxwell House line was Canada’s top price tag brand of beef roasts and ground coffee, whilst Nabob was your leader in Western Canada and and second nationally. Resealable bags to get fresher coffee Weaknesses: Limited budget for release of coffee pod Entered the Canadian market years after Senseo had previously established themselves as the leader in coffee pod creation, selling three billion pods in the initially three years. Value of caffeine pod program Lack of proper advertising and promotions Chances:

The company has already been a leading manufacturer of coffee in Canada, thus they have a greater opportunity to charm to loyal Kraft manufacturer consumers with their product In case the company will choose to concentrate on a market different than their rivals, they may gain power on various other markets including college students. Go for DSD syndication Threats: Entering the Canadian market just before receiving results from North American start Canadian grocers enjoy margins of twenty to 30 percent, but Herzog believed margins of thirty five percent can be needed since an incentive to list Kraft’s coffee pods Use of factory distribution

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