Vitasoy Marketing Theory
200-2004
In 2003/2004, the Group’s production plants in Massachusetts and California generated HK$442 million in revenue, a drop of 5.2%. The segment result for the year was an operating loss of HK$44 million, compared to HK$35 million a year ago. This was partly due to the increased spending of HK$12 million in marketing and promotional activities to support the launching of new products, and partly due to intensifying competition in the Tofu and Soymilk markets. The operating loss was partially offset by improved production efficiency and cost reduction.
In New Zealand, we recorded little growth in sales and our market share dropped as a result of a change in retailers and the need to re-focus our marketing and promotion strategy. Regaining market share will be a major focus for us in the coming year.
2004-2005
The Group’s share in these markets also continued to rise, reaching nearly 19% in Australia and 36% in New Zealand.
The encouraging performance of the Group in these markets reflected the success of a product innovation programme implemented since last year and our effective marketing and promotion campaigns.
2005-2006
Profiting from the relatively positive market environment and continuing with our proactive and innovative approach in product development, marketing and brand building as well as process improvement, we were rewarded with higher sales.
In terms of growth, the Group’s operation in Australia and New Zealand was the star performer of fiscal 2005/2006. Riding on its growth momentum since the previous year and driven by intense marketing efforts, our revenue and profit derived from these two markets soared by 37.2% and
160.0% respectively.
We remain committed to maximising shareholder value and being customers’ preferred choice. To ensure higher value for our shareholders and consumers, we will continue to pursue a market-driven and customer-oriented strategy by focusing on brand building, product innovation, aggressive marketing and
In 2003/2004, the Group’s production plants in Massachusetts and California generated HK$442 million in revenue, a drop of 5.2%. The segment result for the year was an operating loss of HK$44 million, compared to HK$35 million a year ago. This was partly due to the increased spending of HK$12 million in marketing and promotional activities to support the launching of new products, and partly due to intensifying competition in the Tofu and Soymilk markets. The operating loss was partially offset by improved production efficiency and cost reduction.
In New Zealand, we recorded little growth in sales and our market share dropped as a result of a change in retailers and the need to re-focus our marketing and promotion strategy. Regaining market share will be a major focus for us in the coming year.
2004-2005
The Group’s share in these markets also continued to rise, reaching nearly 19% in Australia and 36% in New Zealand.
The encouraging performance of the Group in these markets reflected the success of a product innovation programme implemented since last year and our effective marketing and promotion campaigns.
2005-2006
Profiting from the relatively positive market environment and continuing with our proactive and innovative approach in product development, marketing and brand building as well as process improvement, we were rewarded with higher sales.
In terms of growth, the Group’s operation in Australia and New Zealand was the star performer of fiscal 2005/2006. Riding on its growth momentum since the previous year and driven by intense marketing efforts, our revenue and profit derived from these two markets soared by 37.2% and
160.0% respectively.
We remain committed to maximising shareholder value and being customers’ preferred choice. To ensure higher value for our shareholders and consumers, we will continue to pursue a market-driven and customer-oriented strategy by focusing on brand building, product innovation, aggressive marketing and