Wingsfood vs indofood essay

Prior to year the year 2003, Indomie domination (Indofood) in instant noodles market was unbeatable. That succeeded with hardly any competitors. Several tries to take above the market share of instant noodle market was done by rivals and failed. Instead Indofood succeeded to defeat all of them. Even international company just like Unilever which will had skill to develop manufacturer and wide distribution network tried to your instant noodle market to no avail. Mie&Mie company (Unilever) was forced to get out of market simply by Indofood. This also included the failure of Tara Nasiku, an instant grain brand launched by Unilever in 1999, with intention to change consumer shopping for behavior by instant noodle to immediate rice.

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Even though the production budget and development of Tara Nasiku exceeded boundary of new product launching, buyers still favored Indomie. In the beginning, Indofood did not suspect that Mie Sedaap via Wingsfood would succeed in overtaking the market share. Although Wings Group was long enough in toiletries sector, supported by sound marketing team and a wide range of distribution network, Indofood even now believed that food organization needed special expertise.

And Indofood, indeed, did not think that Wingsfood had that. Indofood was not seriously countertop the intense marketing actions done by Mie Sedaap. It could be said without any obstacles Mie Sedaap glided to the market.

Slowly IndofoodŸs Indomie domination broke down. It is market share chop down. Their 90% market share it happened in 1999 declined to 70% in 2003. The national instant noodle industry itself was worth almost 8 trillion rupiahs, thus IndofoodŸs sales decrease disturbed the master plan to increase all their sales in the area.

What extremely strategies would Wingsfood use with its Mie Sedaap to overpower IndomieŸs domination in instant noodle market? What effort and attempt did Indofood decide on regain and restore their lost market? How had been theconsumersŸ perceptions after of the noodle warfare?

Instant Noodle Market in Indonesia

Instant noodle was one of many fastest developing food companies in the world, especially in Asian countries. It had been estimated that 50% of world market worth US$ 85 billion dollars dollars was dominated by China1. Dalam negri alone contributed to 14%. The market to seize more consumers in Philippines was still large. Its per capita consumption was still low in comparison to neighboring countries.

Warta Ekonomi, a few Juli 2006 “Mi Instan Mulai Mengganti Bahan Pangan Pokok

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Table 1 . Instant Noodle Industry Size in Asia

In Indonesia, the expansion of immediate noodle market was reflected by elevating production volume and every capita consumption. In year 2004, development volume was 975. 1000 tons, increased 30% to at least one, 272, 1000 ton in year 20053. The increase on this product was caused by the increased quantity of player. There was 57 firms in year 2001 and 84 in 2005 (Exhibit 1).

Coming from consumption standpoint, this progress also confirmed some significant increase; in year 2000, 3. six kilograms of instant noodle per household (equivalent to 53 packages) was consumed. The number reached 5 kg by 12 months 2005 four (See Exhibit 2). It was caused by two reasons: (1) A reduction in buying electric power from middle to low consumer group who considered instant noodle as substitute food. (2) The transmission from middle to substantial group who also looked upon quick noodle because preferred side dish. Fast noodle became favorite food among people because itŸs scrumptious taste, easy to prepare, low cost and availability in nearly all stores. Though its reputation, instant noodles was regarded as innutritious and unhealthy food. This contained large carbohydrate and MSG nevertheless low in fibbers. It was recommended to be consumed rarely5. For over 30 years, many businesses tried and experimented fresh flavors to expand their particular instant noodle products and market range. Nevertheless , from almost all choices and variants of flavors, consumerŸs choice was instant toast noodle, immediate chicken curry noodles, quick chicken onion noodle as well as the instant noodle with rooster soto flavor. These originate from Indofood goods.

Competition in instant noodle product was between Indomie (Indofood) because market head and Mie Sedaap (Wingsfood), as opposition. Other brands were also participated on the market like Mie Kare (Orang tua group) and Mie ABC (ABC Group). The final two brands mentioned was welcomed by consumers mainly because their conversation activities in some media. Thorough information about Mie Kare and Mie ABC was in Exhibit 3. Display 4 described the department among brands: 70% marketplace was consisted of 3 brands from Indofood: Indomie, Supermie and Sarimie; 20% coming from Mie Sedaap and leftover 10% by smaller brands, including Mie Kare and Mie FONEM.

Domination of Indofood Sukses Makmur

In Indonesia, the first instant noodle was launched in year 69, Supermi company produced by the pioneer, PT Supermi Indonesia. In season 1979, wheat flour split PT Sarimi Asli Jaya from Salim Group released Sarimi. From that time, immediate noodle sector in Dalam negri started to blossom.

Salim Group through REHABILITATION Sanmaru Meals Manufacturers sold shares with Jangkar Jati Group to make Indomie became more popular. The domination of Salim Group in noodles industry started out when PT Supermi Indonesia was attained on 1986. Now Salim Group possessed big three noodle brands: Indomie, Supermi and Sarimi. In season 1999, market share Indomie come to 44%, 28% from Sarimi Sales and 18% via Supermi. This example made Indomie grew and continued to dominate in noodle market. A getting from consumerŸs behavior stated that in season 1970-1980 persons recognized general name of noodle was žSupermiŸ, and 10 years after was žIndomieŸ. PT Pangan Jaya Inti Kusuma, supplementary from Salim Group, proven in 1990, changed its name in 1994 to PT Indofood Sukses Makmur. The company consisted of 18 other companies from merger activity. Indofood quickly became the largest food firm inIndonesia. Indofood Group experienced 4 Proper Business Teams, Consumer Brand Products (CBP), Bogasari Flour Mills Factory, Cooking Olive oil and Excess fat Vegetation and Distribution. Indofood aimed to always be total remedy in food area and food stuff supplier for long term.

The vertical the use strategy was disputed coming from competitors, mainly because it led to some type of žhidden monopolyŸ. Competitors stated that Indofood could possibly be price taker and ruin their organization. It was not a perfect competition after all. One of the reasons of this practice was the nearness of Salim Group owner to authorities in Orde Baru Program. Furthermore, there are government plans supported the actions of business group. By the end of Purchase Baru plan in year 1998, appeared as if Indofood shed its shield and confronted perfect competition in the market. Even tough with such solid domination in market share reached 80%, it had been difficult pertaining to competitor to beat Indofood. It was not hard for Indofood to enter different market segments starting from low income, midsection and prestige consumers. Packaging also was a center of innovative creation. One of the impressive packaging products was Put Mie, quick noodles in the Styrofoam glass. This variant of Supermie was designed pertaining to outdoor ingestion. People merely added water and Take Mie was ready to eat. Exhibit a few showed plenty of variance of noodles.

Indofood distributed its products not only regionally but likewise go throughout the world. It released to 40 countries like Saudi Arabia, Brunei, Nigeria, Sydney, Hong Kong, and several European countries. It happened in 1999, Indofood attained net sales of Rp. 4, 315 billion Rupiahs and net profit of Rp 892 billion6 via instant noodles product.

Indomie’s Domination Did start to Fall Apart

Mie Sedaap Amazing Movements Had been Coldly Judged

Until year the year 2003, instant noodle market was stagnant. The marketing activities focused on operate promotional activities in the market and shops although tended to bored customers.

This kind of stagnant and uninteresting situation of instant noodles, Wings group under split Wingsfood entered into the market with Mie Sedaap. Formerly, Wings group was famous toiletries sector (soap, detergent, human body treatment products). With the fans strategy, the toiletries merchandise shared the market with Unilever brands, a number of the product were head-to-head; we. e detergent product Thus Klin (Wings) with Rinso (Unilever), toothpaste product Ciptadent (Wings) with Pepsodent, and soap Giv (Wings) with Lux (Unilever). WingsŸ approach was offering the same profit with Unilever but with less costly price. This influenced a whole lot the price very sensitive consumers. An additional key approach was WingsŸ effective marketing communication and wide division.

The success in toiletries sector motivated Wings to another industry, which was food industry. The foodstuff industry they can enter was instant noodle market. The entry strategy was not as being a market fans as usual, but as a market challenger. As a marketplace challenger, that they concentrated all resources and energy to develop and get ready for Mie Sedaap launching.

Wingsfood conducted this launch cautiously. The promoting executed an integrated system (Integrated Marketing Interaction / IMC), the product innovation, effective advertising communication, and an even item distribution. During less than 1 year, Mie Sedaap succeeded to seize 12% of instant noodle market.

A survey carried out by PT Roy Morgan Research via October to March 3 years ago using 27, 000 participants as test from sixty-eight million customers from modern day outletsshowed the number of of Mie Sedaap buyers from modern outlets improved. This was displayed in Figure 1 regarding instant noodle market size projection.

At some point, this push was not predicted by Indofood as prominent noodle players. Indofood might see this did not include a danger, because the effect was silent even when the reality 12% with the market was captured simply by Mie Sedaap. A possible reason was Indofood might think that Wingsfood did have background or knowledge in controlling instant noodles market just like them.

Product Innovation

Wingsfood began from the customer insight as the utmost important aspect to develop Mie Sedaap. The corporation tasted the consumer taste and food structure, perceived and observed directly from consumerŸs everyday life. The responses from buyer was examined carefully in Wingsfood along with its quality and degrees of acceptance by consumers7. An example of a consumer understanding was the idea to develop fast noodles with additional coconut or koya seasoning. This Koya was obviously a unique component from classic soto sold by Mr. Sadi, the popular soto owner in Surabaya. Soto by itself was a traditional Indonesian soup with rooster or beef slices meat inside. One other innovation was traditional deep-fried onions. Different with previous Indomie instant noodle and other brand, deep-fried onion in Mie Sedaap fried noodles was crispier and greater. These deep-fried onions resulted sound a result of žkriukŸ in the mouth. This žkriukŸ then used as their communication themes. It took them by least 2 yrs before Wingsfood was confident to launch Mie Sedaap to the industry. At the beginning, Wingsfood focused on a few variants of noodles: Mie Sedaap ŸgorengŸ (fried noodle), Mie Sedaap Ÿayam bawangŸ (chicken-onion noodles).

These pursuing quotes defined two diverse comments coming from two types of shoppers. The first part originate from Mie Sedaap eaters, and the second part was coming from Indomie loyalist.

“Very scrumptious. The smell is so good. I informed my wife to cook Mie Sedaap matorral flavor, the taste was delightful, really very, especially if add with citrus leaves¦wooowwww realllyyy yummyyy¦Since however addict to Mie Sedaap soto flavor- (Iron_75, Mie Sedaap consumer)

“How may it not always be, Mie Sedaap with the toast noodle taste has the perfect texture. The noodle grows so that its flavor absorbs perfectly when added to the noodle. With the help of fried onions that are crunchy and delicious adds a much bigger graphic to the noodle that are favorite among each of our nation. Besides that, what else but its delicious (sedaap) taste.. oww yeahh (Renjifuruya, Mie Sedaap consumer).

Hmm, usually Indomie¦.. basically Mie Sedaap is not that bad, but.. for me personally, after tasting so many noodles, I would go for Indomie. Maybe because I’ve consumed Indomie since I had been little, the taste in my tounge)¦¦ (b4kp4u, kafegaul. com, Indomie loyalist).

There is only one choice for me. Once Indomie, it has to be Indomie, forever¦. Pertaining to the enthusiasts of Mie Sedaap, sorry, I donŸt like your noodle¦.  (Mangudel, kaskus community, Indomie loyalist).

Integrated Marketing Communications

The biggest challenge Wingsfood when releasing Mie Sedaap was marketing communication. How the marketing might communicate and convince the market that Mie Sedaap was better than Indomie, when the consumerŸs perception was so carefully tied to the former brand?

Mie SedaapŸs advertising goal was going to reach all segments in the markets, a wider target market as possible. That was why the communication must be massive. The concept had to be razor-sharp, easy to understand and remember. To improve the advertising budget and make sure the success, Wings Food given Bintang Pratama as its advertising agency. Bintang Pratama a new long successful record in creating and developing FMCGsŸ brands in the market. Various type of Mie Sedaap TVC produced by this advertising agency was summarized in Exhibit six.

In the year 2006, Mie Sedaap advertisement was starred by simply music celebrity PADI group band, depicted that Mie Sedaap became PADI strap groupŸs decision as well as the choice of general public with green countryside natural history. Exhibit 15 showed crucial parts of this kind of ad.

Powerful communications started out from choosing the name of noodle product. The brand name selected was ‘Mie Sedaap’. The word ‘sedap’ designed delicious. But according to legal trademark registration, the adjective cannot be used as a brand. The word was also employed as a prevalent language so that it belonged to general public. Then Wingsfood added one letter žaŸ in the phrase žSedaapŸ thus they may obtain legal trade draw but very simple to remember pertaining to consumer.

The breakthrough likewise came from packaging design. The design of Mie Sedaaplooked like Indomie package. Although it would confuse consumer, coming from Wingsfood aspect it was open opportunity. Looking, consumer might perceive this as Indomie product with cheaper price. Instead that they purchased Mie Sedaap. This is no longer a follower strategy but already innovative company strategy.

First Mie Sedaap campaign strategy was using teaser ads (to bring up interest of audience). The teaser advertisement appeared earlier, and then other ads that were as well interesting while first. Teaser advertisement in electronic medias was opened with mystical message like “Begitu nyoba, langsung suka, semua jamaah langsung suka (Once make an effort, you will like it, everybody will like it). This campaign likewise appeared at outdoor billboard advertisements [which had been carefully put in strategic areas, with the communication “Sebentar juga, nantikan yang satu ini¦.  (Wait for this one particular! ) Made many persons curious and wanted to know what would be the following. Thematic advertisements about ‘kriuk sound’ brought on by fried onions in Mie Sedaap was also developed. People customer feedback about delightful taste of Mie Sedaap also completely outclassed printed media (see Exhibit 8). Mie Sedaap advertising ran in about any prime period show. Wingsfood took this advertising start of Mie Sedaap incredibly seriously. In accordance to AC Nielsen, spending of TV SET advertisement in first yr of Mie Sedaap come to Rp 56, 17 billion9.

It came out that the message of Mie Sedaap was very clear: delightful & tastyproduct that had a different preference from existed instant noodle ( žregularŸ taste). This message was consistently shipped in every conversation elements. This increased the trust degree of costumer because the brand account activation was continuously conducted at small scale since direct ending up in costumer, and in bigger function. One of the big event was held in celebration of Moslem big day žIdul FitriŸ by consuming Mie Sedaap in a big group with the biggest mosque in Jakarta. Other biggest event was “Gema Nusa, starred by simply PADI group. The event has appreciation in the Indonesian Museum of Information (MURI) Exhibit 9. The effect of the Pr (PR) of this event was multiplied and benefited well by Mie Sedap.

The effectiveness of Mie Sedaap marketing activities was mixture of brand image development and brand account activation. Brand account activation was sent by free of charge tasting Mie Sedaap in travel spots and campuses. Wingsfood targeted at students while target market. A mix of various sales and marketing communications between mass media and brand activation in year 2006 reached Rp 140 billion.


Even though this device was launched on, may 2003 and distributed to Java and Bali, but its name is to become the latest talk in both amounts of consumers the direct purchasers (consumers) and sellers (merchants). Mie Sedaap succeeded to make a momentum. Through the time the product was available for sale, consumers had been rushing to acquire them. This generated an enthusiastic response by merchants that wanted to take part and straight ordered for stores. One of many key achievement factors of FMCG items (Fast Shifting Consumer Goods) besides successful communications can be described as wide spread circulation, by concentrating first to certain part and particular area. Mie Sedaap primarily only allocated to Java and Bali. From the store type, they will selected the present day outlets (mini markets, supermarkets, hypermarkets). After having a wide spread distribution of this industry type, then simply Mie Sedaap was given away to classic outlet as well as groceries and wholesalers. Today, the product syndication is made sure to be broadly and consistently spread in the highest levels such as wholesalers till the lowest level such as motor teams that check out and spread to tiny booths and kiosks or perhaps better referred to as our traditional warungs. Intended for modern outlets thestrategies included renting special striking shows to exhibit many. For new products, these displays are important to remind the customer on its existence too outlet. The display technique differs in traditional shops, they chose a method of immediate promotions with prizes so that tradesmen in those small outlets will certainly enthusiastically tend to display many where it is usually directly viewed by the buyers. Presents which can be given are like glasses, cups of or plates for the purchase of selected quantity of that product. Although these presents may seem much less impressive, Mie Sedaap offers experienced that those types of gifts happen to be most effective to draw consumersŸ attention with their product in traditional shops.

Mie Sedaap also provides to product owner and food stores buying in large quantities, by giving lower price rates and competitive prices which can be below the Indomie prices. WingsFood also delivers flexible repayment methods which can be installed via 30 to 60 days10, these boundaries to continue advertising and marketing Mie Sedaap products have been strong and applied to the maximum.

Indomie’s Revenge

IndofoodŸs response toward extreme Mie Sedaap market transmission in the year 2003 was completely different with effect toward Mie&Mie and Falta Nasiku by Unilever in 1999. At that moment, the company focused its energy to dam the opponents. And Indofood succeeded to win battle. Comparing towards the effort facing Mie&Mie and Tara Nasiku, IndofoodŸs reaction towards MieSedaap considered less intense and fewer strategic. Indeed Indofood released counter attack.

Sporadic Strike in Year 2003 ” 2005

1 . Starting of new quick noodle known as Mie Sayaaap. Mie Sayaap was made therefore similar with Mie Sedaap.

2 . Launching achievable Supermie brand as Supermie Sedaaap. Not merely the bundle was comparable to Mie Sedaap, but likewise the name žSedaapŸ was very similar to Mie Sedaap. Because of this, IndofoodŸs organization ethics were questioned and debated. This caused more and more publication upon Mie SedaapŸs side.

3. Adding extra toast onion in Sarimi, and named that Extra Sarimi. In this circumstance, Indofood conducted benchmarking strategy with WingsFood, with related benefit target.

four. Indomie provided gimmick like glass and bowl (see Exhibit 11).

five. Indomie offered more discounts to the stores.

six. In 12 months 2004, Indomie released new variant Deep-fried Indomie Bean. The market did not accept the product well as it was not followed by effective support communication.

Severe Counter Harm Just Started in Early 06\

Citing better past due than by no means, by the end of 2005 Indofood seriously well prepared counter attack to Mie Sedaap. Indofood asked Matari Advertising Company, to create and communicate Indomie superior goods like Indomie Goreng Kriuk (IGK) or perhaps Fried Indomie Kriuk (see Exhibit 12). Fried Indomie Kriuk intended to be tastier, crispier topping and larger portion.

Deep-fried Indomie Kriuk launching at the begining of 2006 was seen by Three Diva (3-Diva), famous Indonesian Divas: Titi DJ, Krisdayanti and Ruth Sahanaya. The 3 Diva performances were supposed to grab the marketplace stolen by Mie Sedaap and to jack up the consumer getting enthusiasm. Along the thematic advertisement (see Demonstrate 13), concert events were performed by digital media wherever 3-Diva confirmed their desire to Fried Indomie Kriuk. This ad followed by 3-Diva kidŸs edition with potential audience Indonesian kids (see Demonstrate 14).

It absolutely was no doubt the fact that attraction from 3-Diva advertising was extremely high in the beginning. But Indofood would not follow this kind of to second and third marketing communication effort. That was for what reason the customers were not happy with the product as spectacular as the projected inside the advertisement. Indofood did not recognize that consumer benchmarked the wrong target product. They will compared IGK with the first Indomie ŸgorengŸ, and not straight compared it to the rival, Mie Sedaap.

“Nothing unique with Deep-fried Indomie kriuk taste, in reality it appeared rather used up. The regular toast IndomieŸs spices are fantastic. 

“The seasonings are too delightful. 

Client Perception: Following Encounter

Repeated and intensively marketing communication launched by Mie Sedaap resulted friction in consumerŸs mind about immediate noodle generally speaking. Mie Sedaap tried to give new meaning to instant noodle by definition of delicious and tasty, which usually shifted the former customerŸs understanding they got from Indomie. And they did that with achievement. The following table was the consequence of perception map survey coming from 160 studentsŸ university participants in Jakarta11. The survey selected pupil because of supposition that college students highly consumed instant noodles. The stand comprised of 6 attributes to selecting brands like Indomie, Mie Sedaap, Mie Kare, and Mie ABC. The attributes composed of delicious taste, reasonable cost, various flavors availability, easy to get, additional topping, and healthy MSG material.



IndomieŸs perception was still better than Mie Sedaap. It appeared why these 2 brands overpowered Mie Kare and Mie FONEM. It meant that Mie Sedaap as a fresh comer conquer Mie Kare and Mie ABC in term of flavor. That still invested some time to eliminate Indomie in flavor aspect, but Mie Sedaap concentrate on as a challenger was powerful indeed.

In price aspect, Indomie and Mie Sedaap acquired the same benefit. From syndication and different flavors Mie Sedaap was still below Indomie. In further toppings Mie Sedaap was better than Indomie. It was possible that this perception was formed because crispy deep-fried onion of Mie Sedaap was very well communicated.

Features healthy SIDE EFFECTS OF MSG content was almost a similar for all brands. It resulted in people already aware that quick noodle comprised MSG. Polar diagram (Figure 2) confirmed the attributes map to get consumer belief.

Figure installment payments on your Polar Plan of Buyer Perceptions of Instant Noodle

Another qualitative study was conducted for capturing the consumer perception between several instant noodles; post the noodle war12 (see Figure 3 and 4). The perceptual map indicated that taste and MSG articles was in-line with the previously quantitative analyze. At the sector of žtaste is just rightŸ, confirmed which the position of Indomie was threatened by Mie Sedaap. Figure 5 depicted perceptual map about how exactly instant noodle consumers perceived each manufacturer as an imagery person.


Emulation was commonplace in marketing. Market with no emulation would make a company stop innovating. Indofood should deal with this degradation positively. Starting any kinds of items aimed to dictate the market has not been working ever again. Consumers were required to be approached and translated by the consumer ideas, to synchronize the consumerŸs desire with innovative product. Mie Sedaap, on the other hand, proved the strength of customer oriented strategy followed by powerful marketing communications, developed a big struck in fast noodles industry.

Mie Kare was launched simply by Orang Tua Group (OTG) which have been proven for more than half of century. Through research and innovation, OTG have come plan unique goods that win the competition. OTG products include enjoyed a particular place in the hearts of customers, thanks to the investment in manufacturer building. Just mention OTG popular brands such as SOLUTION, TANGO, DAMMIT, VITACHARM, KIRANTI or KARE, and youŸll know what these brands indicate. They have become everyday home names. OTGŸs portfolio of goods, from toothpaste and toothbrush to well being food and drinks, is already a part of the daily activities from the Indonesian people.

The commitment to quality and innovation has enabled OTG to stand firm and grow within the last half a century into a leading local client goods manufacturer, ready to compete with other worldclass companies in the field.

So thick, so genuine! Kare, quick noodle especially made with a powerful taste of special, thicker and authentic curry mix. Currently, it truly is available in a number of noodle soups with three genuine flavours for all those curry addicts.

PT. HURUF President began in Sept. 2010 1991 with a joint venture agreement between REHABILITATION. ABC Central Food of Indonesia and Uni-President Companies Corporation of Taiwan, since research and development, technology and innovative developments department of ABC Group. ABC Group also create food and beverage items such as Mi Remes, Mi ABC, NÜ Green Tea, NÜ orange, and NÜ Apple.

Most people know the “ABC Company as industry leader in food and beverages in Indonesia. Led by the principle of gratifying customer needs, it has steadily expanded it is business to other food i. electronic instant noodle. Now “ABC is a renowned household brand, known for the quality. In the beginning, Mi FONEM has 3 different flavors such as “rasa ayam bawang, rasa matorral, and rasa baso sapi which is labeled as Mi ABC Lapis Bumbu. However the most flavourable and has unique flavor from other immediate noodle can be Mi FONEM Selera Pedas. “Mi ABC Selera Pedas, rasa pedasnya mantap and become the 1st spicy fast noodle in Indonesia.

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