Toppits Food
Toppits Food Ltd
Foundation:
Problem is that there’s not enough exposure of the product in terms of marketing (main problem)
Symptoms:
profitability of garlic and herbs cubes are not as high as expected market share in the industry (low at 2.5%)
Stakeholders:
Sara Gremout VP of brand strategy
Retailers
Customers
Warehouse
Distribution channel members
Decision Criteria: profitable market share inventory turnover brand loyalty/ recognition competitive advantage cost of goods sold
Analysis:
Internal:
Strengths:
sara is educated and experienced in advertising brand recognition is strong
Garlic and herb cubes known for it ease of use, convenience and freshness
Current strategy comprised of in store promotions, active store samplings and coupons
Current Marketing Mix: Premium pricing to differentiate quality, distributed through grocery store and warehouses, uses coupons and sampling to promote product
Target market women between ages 25 – 54 (primary)
External:
the company has exclusive right to sell Garlic and herb product in Canada the grocery industry is growing (3% over the past year) opportunities to expand into a secondary market (the jewish community)
Opportunities to increase distributions channels such as through Wal Mart and Costco
Threats: multiple competition in the market with lower prices
Possibility of removal from shelf due to competition
Consumer Analysis:
Homemakers, as well as women with full time jobs who could benefit from saving time using this product. Emphasis is on time value society (45% of 32m = 14.4m)
Students (16% of 32m = 5.12m of market)
Jewish community prefers kosher foods (1% of 32m = 0.32m)
Competitive Analysis: traditional herbs 40 – 50% of current market gormet garden -> tubes, short shelf life, many preservatives used, contained allergens
McCormick: strong brand recognition and large distribution network, lower aulity
Derlea
Foundation:
Problem is that there’s not enough exposure of the product in terms of marketing (main problem)
Symptoms:
profitability of garlic and herbs cubes are not as high as expected market share in the industry (low at 2.5%)
Stakeholders:
Sara Gremout VP of brand strategy
Retailers
Customers
Warehouse
Distribution channel members
Decision Criteria: profitable market share inventory turnover brand loyalty/ recognition competitive advantage cost of goods sold
Analysis:
Internal:
Strengths:
sara is educated and experienced in advertising brand recognition is strong
Garlic and herb cubes known for it ease of use, convenience and freshness
Current strategy comprised of in store promotions, active store samplings and coupons
Current Marketing Mix: Premium pricing to differentiate quality, distributed through grocery store and warehouses, uses coupons and sampling to promote product
Target market women between ages 25 – 54 (primary)
External:
the company has exclusive right to sell Garlic and herb product in Canada the grocery industry is growing (3% over the past year) opportunities to expand into a secondary market (the jewish community)
Opportunities to increase distributions channels such as through Wal Mart and Costco
Threats: multiple competition in the market with lower prices
Possibility of removal from shelf due to competition
Consumer Analysis:
Homemakers, as well as women with full time jobs who could benefit from saving time using this product. Emphasis is on time value society (45% of 32m = 14.4m)
Students (16% of 32m = 5.12m of market)
Jewish community prefers kosher foods (1% of 32m = 0.32m)
Competitive Analysis: traditional herbs 40 – 50% of current market gormet garden -> tubes, short shelf life, many preservatives used, contained allergens
McCormick: strong brand recognition and large distribution network, lower aulity
Derlea