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Due,to,the,melamine,incident,China(一)
The International marketing strategy of the Mini-Countryman Car Company
The International marketing strategy of the Mini-Countryman Car Company 1.0 Introduction: MINI-COUNTRYMAN and international marketing
This report takes its starting point in the evaluation of marketing mix on MINI-COUNTRYMAN Car Company through the 4p model analysis. The analysis critical examines what is the MINI-COUNTRYMAN implementing the marketing strategy and gain the importance of understanding in terms of Product, Price, Promotion and Place tactics on MINI-COUNTRYMAN’s product. The next part is utilizing the Porter’s five forces model to analyse the strength and weakness of MINI-COUNTRYMAN under the MINI-COUNTRYMAN group. The findings reveal that the aspects of Bargaining power of suppliers and Thread of substitutes are positive in the position, however the rest of others, The thread of new entrants, Industry Rivalry and Bargaining power of buyers are required to enhance.
After conducting marketing mix and Porter’s five forces model of the MINI-COUNTRYMAN, three recommendations will be given followed by, which aiming at improvement of bargaining power of buyers, reinforcement of promotion and place, and optimization of expenses.
The Porter’s five forces is usually used as a framework for industry analysis. In order to analyse the competitive position of MINI-COUNTRYMAN, the five forces is a very useful and common tool for describing the competitive environment of focal company.
2.0 SWOT/PESTEL Analysis
2.1 Strengths
MINI-COUNTRYMAN has been a leader among the local players
A leading seller in EU’s fast-growing second- and third-tier cities.
Has a nationwide and widely-recognized brand portfolio.
Has a comprehensive nationwide sales and distribution network
effectively covering not only modern retail formats but also traditional
retail formats.
Is committed to maintaining strict standards of quality control and
food safety.
Has a localized and experienced research and development
team dedicated to the consumer market.
Has a dedicated and experienced management team with strong
execution abilities and global vision.
2.2 Weaknesses
MINI-COUNTRYMAN was hurt by melamine【Due,to,the,melamine,incident,China】
Slower rebound than some competitors due to crisis management
Tainted brand image due to the melamine incident
2.3 Opportunities
MINI-COUNTRYMAN is well-positioned because its core segments are fast-growing and because its distribution network is a competitive advantage
Invest in quality and safety system and public relations capabilitie to
be one step ahead of domestic competitors
Consider strategic option for Scient brand: phasing out or
double-down
Consider investing in hospital channel since it can be quite profitable
Better leverage on its extensive sales and distribution network to fend
off foreign competition as well as push new products
2.4 Threats
MINI-COUNTRYMAN is facing threats from multiple fronts
It is highly dependent upon consumers’ perception of the safety and
quality of its products.
It relies on several overseas independent producers as its main
suppliers and increases in raw material costs will reduce profitability.
It relies primarily on third-party distributors. The competition for
distributors is intense in its industry in U.S.A and many of its
competitors are expanding their distribution networks in U.S.A.
Competition posed by other multinational and domestic retail
companies.
2.5 Economical
Key Growth Drivers
Increasing personal affluence: U.S.A Per capita income has been
growing at 9% in the past 3 years
Declining breastfeeding rate due to the increase of working female
Breastfeeding rate has declined from 76% in 1998 to 52% in 2007*
Continuing trade-up trend in infant feeding: (1) Both MNC and local
brands have invested in premium segment; (2) Consumers perceive
higher-priced products as better quality; (3) Melamine crisis raised the
awareness of food safety and increased flight to quality; (4)
Awareness of health and nutrition has increased demand for
higher-end formula
3.0 Market Strategies
Firstly, according to the Porter’s five forces analysis, MINI-COUNTRYMAN should improve its brand loyalty against the situation of bargaining power of buyers over MINI-COUNTRYMAN, and especially for consumers who are willing to change their mind to purchase another brand of car.
The customers, who are loyal to the brand they favour, will prefer to purchase the same brand products again and may introduce the strengths of the product and recommend other potential customers to purchase. Even though the CRM contributed a lot in terms of improvements on customer loyalty, the service is significant vital and the maintenance facility network still should be augmented. The MINI-COUNTRYMAN official website state that MINI-COUNTRYMAN has offered a plenty of service package, however there is still lack of adequate tangible facilities for MINI-COUNTRYMAN users. Customers pay premium on purchase premium car, for the sake of approaching the service that they expected. If customers feel unhappy with the after-sale service, they may be defected to other similar grade car such as, Smart, beetle and so forth.
Secondly, based on the 4p’ model analysis, the marketing mix in terms of place and promotion are necessary needed. Optimizing the distribution on public relations objectives, to increase target customers participation through conducting the promotions. This would be an important tache for MINI-COUNTRYMAN experiencer and potential customers who interested in MINI-COUNTRYMAN product. Create mobile app in relations with the MINI-COUNTRYMAN customizations and functions, measure downloads on electronic devices such as
Due,to,the,melamine,incident,China(二)
国际营销期末大作业之荷兰牛栏奶粉进口推广
【Due,to,the,melamine,incident,China】
第一组【Due,to,the,melamine,incident,China】
S州大学
国 际 营 销
INTERNATIONAL MARKETING
荷兰牛栏进口奶粉推广策划 Nutrilon Promotion
Planning
小组成员：
x x x x xxx xxx xx xx
xxx xxxx
xx xx
指导老师：xxx 时间：2012年12月23日
Contents
1
Ⅰ.Company profile……………………………… 1 Ⅱ. The marketing background…………………… 1 Ⅲ. SWOT………………………………………… 1 Ⅳ. Marketing tactics……………………………… 4
Ⅴ. The Nutrilon marketing strategy……………… 4
Ⅵ. Cost budget…………………………………… 13
目 录
2
一、公司简介 .................................................................................................................. 14 （一）荷兰牛栏介绍 .............................................................................................. 14 （二）SHN公司介绍 ............................................................................................. 14 二、市场背景 .................................................................................................................. 14 三、荷兰牛栏奶粉SWOT分析 ..................................................................................... 14 （一）S-优势分析 ................................................................................................... 14 （二）W-劣势分析 .................................................................................................. 14 （三）O-机遇分析 .................................................................................................. 14 （四）T-挑战分析 ................................................................................................... 15 四、荷兰牛栏营销战略 .................................................................................................. 15 （一）市场细分 ...................................................................................................... 15 （二）目标市场 ...................................................................................................... 16 （三）市场定位 ...................................................................................................... 16 五、荷兰牛栏4P组合策略 ............................................................................................ 16 （一）产品和价格策略 .......................................................................................... 16 （二）渠道策略 ...................................................................................................... 19 （三）促销策略 ...................................................................................................... 20 （四）售后服务 ...................................................................................................... 21 六、费用预算 .................................................................................................................. 21
Contents
3
Ⅰ.Company profile……………………………… 1 Ⅱ. The marketing background…………………… 1 Ⅲ. SWOT………………………………………… 1 Ⅳ. Marketing tactics……………………………… 4
Ⅴ. The Nutrilon marketing strategy……………… 4
Ⅵ. Cost budget…………………………………… 13
目 录
4
一、公司简介 .................................................................................................................. 14 （一）荷兰牛栏介绍 .............................................................................................. 14 （二）SHN公司介绍 ............................................................................................. 14 二、市场背景 .................................................................................................................. 14 三、荷兰牛栏奶粉SWOT分析 ..................................................................................... 14 （一）S-优势分析 ................................................................................................... 14 （二）W-劣势分析 .................................................................................................. 14 （三）O-机遇分析 .................................................................................................. 14 （四）T-挑战分析 ................................................................................................... 15 四、荷兰牛栏营销战略 .................................................................................................. 15 （一）市场细分 ...................................................................................................... 15 （二）目标市场 ...................................................................................................... 16 （三）市场定位 ...................................................................................................... 16 五、荷兰牛栏4P组合策略 ............................................................................................ 16 （一）产品和价格策略 .......................................................................................... 16 （二）渠道策略 ...................................................................................................... 19 （三）促销策略 ...................................................................................................... 20 （四）售后服务 ...................................................................................................... 21 六、费用预算 .................................................................................................................. 21
5
Due,to,the,melamine,incident,China(三)
Sphere’s Golden Opportunity in China
Any Chinese who desire high-quality infant for- mula and complementary products should be delighted by the increasing presence of Sphere Healthcare Pty Ltd （Sphere） in China. Even if you are not quite familiar with this Australian company， just look at the descriptions below， and you might believe what we are saying. As a company fully licensed by Australia’s Therapeutic Goods Administration （TGA）， Sphere is ONE of the only THREE top-tier Complementary Healthcare manufacturers in Australia， ONE of the only TWO top-tier contract manufacturers in Australia， and the ONLY manufacturer to be exporting milk powder and infant formula manufactured in a TGA licensed facility.
But of course Sphere is more than these numbers. The list of its products covers soft gel capsules， hard capsules， tablets， powders， liquids and creams， infant formula and so on. In the FY 2013 （July 2012-June 2013）， Sphere’s annual turnover was Aus$60 million， up 27% compared with the previous financial year � when the Australian and global economy had not yet recovered from the financial crisis， such an amazing increase is definitely worthy of applause and praise.
Then， what has made Sphere’s business increase so dramatically？ As its managing director Paul Riley revealed， while the Australian domestic market presents strong growth opportunities， Sphere is well positioned in terms of both supply agreements， new relationships and production capacity to sup- ply TGA licensed complementary healthcare products and infant formula to the growing Chinese and other Asian markets.
Yes， the overseas market， especially the Chinese market， has played an important role in the development of Sphere. The company is also deeply attracted to this grand market， trying to capture the dramatic growth driven by the increasing demand of China’s booming demand for complementary products and infant formula.
The more attention Chinese people pay to their own wellbeing， the better understanding of complementary products in China， the gradual relaxation of the “one child” policy after the third plenum of China’s CPC Congress， and the Chinese consumers’ distrust of domestic-made milk powder due to the “melamine” scandal and other crises all mean great opportunities for Sphere.
Actually， Sphere has already seen the benefits from China. The story between Sphere and China started in August 2012 when the company began to export the infant formula to China. Now China can contribute 10% of its total turnover， as Mr. Riley told China Business Focus （CBF）. The development was fast， but Sphere has a bigger ambition. “We are going to increase the proportion of turnover in China from 10% to 25% in the next twelve months，” Mr. Riley said.
It is not an easy goal to complete， but Sphere has the confidence to make it happen. The big Chinese market is one thing， and more importantly， Sphere’s own qualities are the keys to its success.
“We have invested significantly in developing China based partners for distribution of both infant formula and complementary healthcare products. As a result， we are confident of being able to capture the unique opportunity as the only TGA certified manufacturer to be exporting to China，” Mr. Riley said.
This revealed Sphere’s qualities： its high-quality products and special identity as a contract manufacturer.
In Mr. Riley’s opinion， “produced in Australia” and“TGA-licensed” are one of the greatest advantages of Sphere.“The price （of the products） might be a bit high， but for the security issues， we have got the need to leverage of the Australian name to bring products into China，” he said.
It has invested massively to ensure the quality of its products. Since founded eight years ago， Sphere has over 7，800 formulations and 699 Standard Operating Procedures. Its unique and specialized manufacturing process turned it into a leading soft gel manufacturer； its krill oil has proven to be very popular in Australia； and it has developed infant formula exclusively for the Chinese consumers…
In addition， Sphere， which is a contract manufacturer， does not have its own brands of products. It is a supplier of products to those companies with brands. That differentiates Sphere from Mead Johnson， Abbott and Blackmores， which are not Sphere’s competitors， but its potential customers.
“As a manufacturer， we cannot compete with our customers，” Mr. Riley said. “Our job is to manufacture and provide our customers with quality products”.
Therefore， finding “customers” � Sphere prefers the term“partners” � is a necessary step for Sphere in China. According to Mr. Riley， Sphere has produced and is producing milk powders for eight customers， all of which are Chinese.
“Sphere supports customers to grow up. We partner with our customers and we work on the product development with them，” he added. “We work to ensure that， by the development of marketing concept with them， our products could meet the marketing requirements. That’s how we do business. We are not transactional； we are partners.” In spite of these blessings， Sphere is not free of problems in China. The “Blue Hat”， which refers to the mandatory requirements for the logo and standards of healthcare products in China， might be a problem for Sphere’s sector of complementary products. For this， Sphere still thinks the opportunity is very large and the customers will actually be able to comply with the new regulations they find for the products.
“We have a team of technical experts on staff who are working with our customers to ensure that we meet all of the requirements to ensure that a Blue Hat registration can be achieved for their brands. This is part of the ‘value add’ that Sphere provides our customers and we anticipate that these customers will stay with us over the longer term. These customers want to be able to import Australian made product from a TGA licensed facility in China to differentiate them in the market，” Mr. Riley said.
As for the infant formula， Mr. Riley thought that the fake product， which is termed as “Shan Zhai” in China， might be an issue. In order to protect the interest of its own and its customers’， Sphere has introduced some security systems for its infant formula. For example， each tin of milk powder has an iron tag that seals the top of the tin. The iron tag is traceable and unique， which can connect to Sphere’s system for the batch and lot number of the product. Once the tag is broken， the tin cannot be used any more.
These problems could not stop Sphere from developing in China. It has decided to establish a representative office in Shanghai in 2014 for the “better cooperation with Chinese sponsors” in the future. It also caps off an 18 month program of investment and restructuring to meet increasing demand in both domestic and offshore markets， particularly China. 推荐访问: