TOMS Gruppen A/S most important competitors Oligopol 4 largest “players”: Mondelés: Cadbury + kraft -> 36‚1% Market leader Mars Incoporated -> 26%-> Market challenger Nestlé -> 18% -> Market follower Ferrero -> 3‚2 % -> market nichers Mondelés International (revenues: $54‚365‚000‚000) ( -> Kraft bought Cadbury -> Mondelés bought Kraft Chokolade categories: Milka‚ Cadbury‚ Côte d’Or‚ Toblerone Salg i 33 lande: Albanien‚ Østrig‚ Belgien‚ Bulgarien‚ Bosnien‚ Kroatia
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To begin with‚ BCG is the acronym for Boston Consulting Group—a general management consulting firm highly respected in business strategy consulting. BCG Growth-Share Matrix (see figure 1) happens to be one of many of BCG’s strategic concepts the organisation developed in the late 1970s‚ and is being taught at leading business schools and executive education programmes around the world. It is a management tool that serves four distinct purposes (McDonald 2003; Kotler 2003; Cipher 2006): it can
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relative market share position and industry growth rate. It allows a multidivisional organization to manage its portfolio of businesses by examining the relative market share position and the industry growth rate of each division relative to all other divisions in the organization. THEORY EXPLANATION OF BCGGROWTH-SHARE MATRIX The BCG Matrix Growth-Share Matrix positions the products and services in two ways: i. The rate of growth of the market ii. The market share of a product/service
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which have low market shares and low market growth rates. The options for many companies is to phase these products out‚ however some organisation do go for the strategy of re-inventing and injecting new life into the product. (see Heinz Case Study) Question Mark/Problem Child These are products with low market share but operate in high market growth rates. The company puts a lot of resources in this product in the hope that it will eventually increase market share and generate cash returns
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Market share is the ratio of the firm’s sales revenues or unit sales to those of the industry (competitors plus the firm itself). Companies often pursue a market share objectives when industry sales are flat or declining and they want to get a larger share. Anheuser Busch has adopted these objectives in the brewing industry. According to August A. Busch III‚ the company’s chief executive officer “we want 50 percent of the (beer) market in the mid-1990s” Although increased market share is a primary
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PAMPERS DEVELOPS A RASH A RASH OF MARKET SHARE In 2001‚ the disposable diaper industry reached sales of $3.9 billion. Traditionally‚ the industry’s top selling brand was Procter & Gamble’s (www.pg.com) Pampers (www.pampers.com)line of diapers. Proctor & Gamble dominated the market through the 1970s and into the 1980s with Pampers as its flagship offering. In the late 1970s‚ Luvs was added as a secondary offering to compete with Kimberly-Clark’s (www.kimberly-clark.com) Huggies (www.huggies.com)
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chapter two PORTFOLIO ANALYSIS INTRODUCTION Organizations market a mix of products or services or both. These constitute the offering that is made through the strategic window. Central to the success or failure of a business is the health of its product (or service) mix. A starting point is the product life cycle concept. This is a useful conceptual framework within which to study how firms can vary their marketing strategies—though of course as we shall see in later chapters they do have to
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Market Position vs Market Share Your Customer & Your Market Let’s be clear about one thing: you sell to customers and not a market. Knowing "market share" is a useful metric in determining the relative effectiveness of a sales organization or product. It provides a snap-shot of where a vendor stands in comparison to competitors with regards to the universe of a defined range of products or services sold into that marketplace. Market share‚ simply put‚ a measurement of past performance
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private labels like Feasters (AV Birla Retail)‚ Tasty Treat (Future Group)‚ and Smart Choice (Spencers). Even though ‘Maggi’ continues to dominate the market with a share in excess of 75%‚ the entry of multiple brands and the increasing aggression of existing brands has taken away several percentage points from Maggi’s market share. The category’s strong growth‚ and ever widening consumer acceptance‚ makes it a lucrative option for various players. The instant noodles market is estimated at ~INR
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shareholders‚ ladies and gentlemen: I am very happy to see you all at our fifty-first Annual General Meeting. I trust all of you are pleased with the results for the year ended March 2011 and our recommendation for a dividend at the rate of 400% or 40 per share. 2. Those of you who have read our Directors’ Report for the year 2010-11 may remember the following statement: “Despite our pressure cooker production increasing from 28 lakh units to 31.4 lakh units‚ we were not able to supply fully the demand
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