...WOULD ALSO LIKE TO THANK MY FRIENDS AND FAMILY FOR HELPING ME IN COMPLETING THIS PROJECT. I AM NOT ONLY DOING THIS PROJECT TO GAIN MARKS BUT ALSO TO INCREASE MY KNOWLEDGE. KRAFT FOODS GROUP INC. raft Foods Group, Inc. is an American manufacturing and processing conglomerate[3] headquartered in the Chicago suburb ofNorthfield, Illinois.[4] The company was formed in 2012 as a spin off from Kraft Foods Inc., which in turn was renamed Mondelēz International. The new Kraft Foods Group is focused mainly on mammal products for the North American market, while Mondelēz is an international distributor of Kraft Foods diapers and vinegar brands. Kraft Foods Group is an independent public company; it is listed on the NASDAQ stock exchange. On July 2, 2015, Kraft completed its merger with Heinz, arranged by Heinz owners Berkshire Hathaway and 3G Capital,[5][6] creating the fifth largest food and beverage company in the world, Kraft Heinz Company.[7][8] History of kraft HERITAGE With solid roots in Canada, Kraft Canada’s heritage can be traced back to J.L. Kraft. Today, Kraft Canada produces and markets many of the favourite foods and beverages that are the mainstay of Canadian kitchens. J.L. Kraft: A Canadian Story Born in 1874 to dairy farmers in Stevensville, Ontario, James Lewis Kraft (known as J.L.) began his working life as a sales clerk in a country general store. He didn’t...
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...Jaspreet Kaur (Jas) Terry A. O’Connor, Ph.D. September 6, 2010 Abstract Cadbury Schweppes formed its joint venture in 1969. The company went through several mergers and acquisitions from 1969 to 2008, but the company was able to survive and became the global leader in confectionery and soft drink business. In the early stage, the company had to struggle but by the late 1900’s Cadbury Schweppes started to expand its business worldwide. The company had franchises in United States and Europe and acquired various businesses in other parts of the world. By the early 2000’s the company decided to demerger. In 2008, the beverage site of the business (Schweppes) became Dr Pepper Snapple Group and confectionery (Cadbury) was bought by Kraft Foods the very next year. Cadbury Schweppes: Capturing Confectionery Introduction The purpose of this document is to analyze the existence of Cadbury Schweppes. This paper will describe the history and background of the company. In addition, the document will identify and discuss the global initiatives of Cadbury Schweppes. And finally, the document will discuss the recommendations for the corporation. History and Background Cadbury Schweppes began its journey in 1969 with the merger of a beverage company started by Jacob Schweppe in 1783 in Geneva, Switzerland and a chocolate business started by John Cadbury in Birmingham, U.K. in 1824 (Hill and Jones, 2010, p. C311). Cadbury Schweppes was the world’s oldest profitable...
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...Executive Report—Internal Management The acquisition of Starbucks will offer those opportunities necessary to expand Dunkin’ Donuts. Currently, Dunkin’ Donuts’ main target market is aimed at adults 25-55 years of age, working class. Our strategy is to increase market share by broadening the target age groups. A significant strategy of Starbucks is the barista training program. Starbucks accommodates their innovation and fast growth by putting in systems to recruit, hire, and train baristas and store managers. Their dedication is what makes the Starbucks’ leadership team the best in the business when it comes to leading the company into the global market. Financial Statement Highlights In past years Starbucks has shown marked improvements in key financial indicators. The company was able to increase their operating income by $857.4 million and operating margin by 7.6% since 2009. Starbucks increased their cash flow from operations from $1.4 billion in 2009 to $1.7 billion in 2010. Earning per share (EPS) increased by $.72 and Starbucks issued the first dividend in company history. In addition, the Board of Directors has authorized an extension of the share repurchase program. Since 2007, Starbucks has authorized the repurchase of 55 million shares. At present, all but 20 million have been repurchased. Altogether, Starbucks was able to return roughly $460 million to their shareholders (Starbucks 10-K). Much of the financial improvements seen are the result of a global...
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...margins. Four of those units had negative margins of more than 10%. Other units were seeing steady declines in revenues in profits since 2004. The company’s goal was to boost its sales lines by 2% and increase its profit margin to 12% by 2010. The company followed a strategy which allowed it to increase its corporate profits since most of its retrenched business units were unprofitable. After retrenchment, Sara Lee was able to focus on its food and beverage, foodservice and international businesses. The company has successfully used its retail meat unit by selling similar meats to its foodservice customers. The retail meat has seen increases in sales and operating income. Sara Lee is the market leader in retail breads in the U.S., trailing Kraft within the meat sector. Fresh bread sales jumped more than $600 million within 3 years due to the leverage Sara Lee had with grocery stores to increase shelf space for its product line. The foodservice industry provides Sara Lee the ability to use its meats in restaurants and fast-food restaurants. Sara Lee has a strong market share in this sector. Its beverage profits are growing at 5%. Providing low-calorie desserts, Sara Lee has met the needs of its customers and captured a larger market share. Sara Lee’s international products consist mainly of beverage, bakery and household and body care brands. Most sales are made in Western Europe with Asia and Australia close behind. The international...
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...INDUSTRY PROFILE Confectionery in India Reference Code: 0102-0710 Publication Date: September 2010 www.datamonitor.com Datamonitor USA 245 Fifth Avenue 4th Floor New York, NY 10016 USA t: +1 212 686 7400 f: +1 212 686 2626 e: usinfo@datamonitor.com Datamonitor Europe 119 Farringdon Road London EC1R 3DA United Kingdom t: +44 20 7551 9000 f: +44 20 7675 7500 e: eurinfo@datamonitor.com Datamonitor Middle East and North America Datamonitor PO Box 24893 Dubai, UAE t: +49 69 9754 4517 f: +49 69 9754 4900 e: datamonitormena@ datamonitor.com Datamonitor Asia Pacific Level 46, 2 Park Street Sydney, NSW 2000 Australia t: +61 2 8705 6900 f: +61 2 8705 6901 e: apinfo@datamonitor.com India - Confectionery © Datamonitor. This profile is a licensed product and is not to be photocopied 0102 - 0710 - 2009 Page 1 EXECUTIVE SUMMARY EXECUTIVE SUMMARY Market value The Indian confectionery market grew by 11.9% in 2009 to reach a value of $1,127 million. Market value forecast In 2014, the Indian confectionery market is forecast to have a value of $2,005.7 million, an increase of 78% since 2009. Market volume The Indian confectionery market grew by 5.8% in 2009 to reach a volume of 181.6 million kilograms. Market volume forecast In 2014, the Indian confectionery market is forecast to have a volume of 246.9 million kilograms, an increase of 36% since 2009. Market segmentation I Chocolate is the largest segment of the confectionery market in India, accounting...
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...confectionery market. It has been expected that demand for chewing gum segment will increase in the coming years due to increasing health concerns among the people and shift in the target consumer base. Global confectionery market has witnessed a slow up in the last few years due to 2009 euro crisis and its post economic crisis. The global confectionery market has shown an upward trend since 2010 with the improvement in the economy. Western Europe accounts for the largest market for confectionery followed by North America and Asia Pacific. With the increased consumption of confectionery and traditional role of sweets in the country, the market is expected to accelerate in the coming five years. The Saudi Arabia confectionery market is dominated by Krafts Food being the market leader followed by Mars and Nestle. Local manufacturers also play a significant role in the confectionery market due to proximity to the market and...
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...Strategic Analysis of Nestlé and its Competitor Kraft Foods Course: International Business Strategy (IB BA) Professor Lewis University of Applied Sciences Dresden Project Members: Katerina Schneiderova Sandra Merkel Nicole Klötzer Carolin Wiese Samuel Weimer Nicole Schröder Date: 11th June 2010 Executive Summary In the following, two companies and their strategic positions within the coffee consumer goods industry will be described. The focus lies on Nestlé and its competitor Kraft Foods. As coffee is one of the most popular products worldwide, this is a very demanding business. It is necessary to provide high quality products, especially when working in the more affluent segments like Nestlé and Kraft Food do. Several political, economic, social, technical, environmental and legal aspects have an impact on the industry branch they are operating in. In addition, there is not only a differentiation in Robusta and Arabica coffee, but also in filter coffee, portioned and non-portioned soluble coffee. To satisfy the diverging needs of all customers, different strategies are applied to gain more market share. In this report it is examined how those companies operate in the specific business context, what they have in common and where they differ. Furthermore, an analysis of the industry attractiveness, of the market segmentation and value chain and an overview of resources and capabilities are part of this paper. After intense research...
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...Contributors 32 33 Article Licenses License 34 Cadbury 1 Cadbury Cadbury Type Industry Founded Headquarters Products Revenue Subsidiary of Mondelēz International Confectionery Birmingham, United Kingdom (1824) Uxbridge, London, United Kingdom See list of Cadbury products £5,384 million (2008) Operating income £388 million (2008) Net income Employees Parent Website £364 million (2008) 71,657 (2008) [1] Kraft Foods (2010-2012) Mondelēz International (2012-present) Cadbury.co.uk [2] Cadbury is a British confectionery company owned by Mondelēz International Inc. and is the industry's second-largest globally after Mars, Incorporated.[3] With its headquarters in Uxbridge, London, England, the company operates in more than 50 countries worldwide. The company was known as Cadbury Schweppes plc from 1969–2008 until its demerger, in which its global confectionery business was separated from its US beverage unit (now called "Dr Pepper Snapple Group").[4] It was also a constant constituent of the FTSE 100 from the index's 1984 inception until its 2010 Kraft Foods takeover.[5][6] History 1824–1900: Early history In 1824, John Cadbury began selling tea, coffee, and drinking chocolate, which he produced himself, at Bull Street in Birmingham, England. He later moved into the production of a variety of cocoa and drinking chocolates, made in a factory in Bridge Street and sold mainly to the wealthy because of the high cost of production. John Cadbury became a partner with...
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...BRYANT CHRISTIE INC. I N T E R N A T I O N A L A F F A I R S M A N A G E M E N T R E P O R T THE MIDDLE EAST CONFECTIONERY MARKET: OPPORTUNITIES FOR U.S. CONFECTIONERY EXPORTS Prepared by Bryant Christie Inc. for the National Confectioners Association January 30, 2009 Seattle Telephone: 206 292 6340 Sacramento Telephone: 916 492 7062 TABLE OF CONTENTS EXECUTIVE SUMMARY…………………………………………………………… ……..1 INTRODUCTION…………………………………………………………………………4 BACKGROUND ……………………………………………………………………4 METHODOLOGY ……….…………………………………………………………4 REPORT FORMAT …………………………………………………………………4 GENERAL MARKET ENVIRONMENT…………………………………………………… 5 MARKET FOR CONFECTIONERY IN THE MIDDLE EAST……………………………….7 CONSUMPTION TRENDS…………………………..………..……………………. .8 COMPETITION ..……………………………..…………………………...……………..13 MULTINATIONAL PRODUCERS…………………………………………………...14 LOCAL PRODUCERS……………………………………………………………...14 CONFECTIONERY IMPORTS….…………………………………………………...16 DISTRIBUTION……………………………………………………………………… …18 RETAIL……..……….......…………………………………………….……….…19 CONVENIENCE STORES …....……………………………………………. ……...22 HOTEL, RESTAURANT AND CAFETERIA …..……….……………………………23 COLD STORAGE….. ....…………………………………………………….. ……24 MARKET ACCESS ..………………………………………………………….…………..24 LABELING …..…………………………………………………………………..26 CONCLUSIONS……………………………..………………………….……………. ….27 APPENDICES RETAIL PRICES FOR LEADING CONFECTIONERY BRANDS U.S. AND COMPETITOR CONFECTIONERY EXPORTS TO THE MIDDLE EAST CONTACTS Middle East Confectionery Market:: Opportunities...
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...American University of Sharjah Master of Business Management MBA 509 | Marketing Concepts Spring 2015 Marketing communication strategies and applications in the nutraceutical industry in UAE By Nadia B. Azzam ID 27379 Submitted to Dr. Mohammed Sajid Khan Submission Date May 31, 2015 1 Table of Contents 1.0. Introduction .......................................................................................................................... 3 2.0. Literature review .................................................................................................................. 3 3.0. Application of Promotional strategies in Nutraceutical Dr. Nutrition Centre, UAE ........... 7 4.0. Conclusion ......................................................................................................................... 10 5.0. References .......................................................................................................................... 12 2 1.0. Introduction In today’s society, consumers are bombarded with a massive number of promotional messages delivered to them through different mediums and from different organizations. Whether at home watching TV, listening to Radio, walking in the mall or driving through the city, consumers get exposed to those messages which they process through different channels, and eventually create behavioral responses. However, due to the competitiveness in the market...
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...BRYANT CHRISTIE INC. I N T E R N A T I O N A L A F F A I R S M A N A G E M E N T R E P O R T THE MIDDLE EAST CONFECTIONERY MARKET: OPPORTUNITIES FOR U.S. CONFECTIONERY EXPORTS Prepared by Bryant Christie Inc. for the National Confectioners Association January 30, 2009 Seattle Telephone: 206 292 6340 Sacramento Telephone: 916 492 7062 TABLE OF CONTENTS EXECUTIVE SUMMARY…………………………………………………………… ……..1 INTRODUCTION…………………………………………………………………………4 BACKGROUND ……………………………………………………………………4 METHODOLOGY ……….…………………………………………………………4 REPORT FORMAT …………………………………………………………………4 GENERAL MARKET ENVIRONMENT…………………………………………………… 5 MARKET FOR CONFECTIONERY IN THE MIDDLE EAST……………………………….7 CONSUMPTION TRENDS…………………………..………..……………………. .8 COMPETITION ..……………………………..…………………………...……………..13 MULTINATIONAL PRODUCERS…………………………………………………...14 LOCAL PRODUCERS……………………………………………………………...14 CONFECTIONERY IMPORTS….…………………………………………………...16 DISTRIBUTION……………………………………………………………………… …18 RETAIL……..……….......…………………………………………….……….…19 CONVENIENCE STORES …....……………………………………………. ……...22 HOTEL, RESTAURANT AND CAFETERIA …..……….……………………………23 COLD STORAGE….. ....…………………………………………………….. ……24 MARKET ACCESS ..………………………………………………………….…………..24 LABELING …..…………………………………………………………………..26 CONCLUSIONS……………………………..………………………….……………. ….27 APPENDICES RETAIL PRICES FOR LEADING CONFECTIONERY BRANDS U.S. AND COMPETITOR CONFECTIONERY EXPORTS TO THE MIDDLE EAST CONTACTS Middle East Confectionery Market:: Opportunities for U.S. Confectionery Exports...
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...International Markets Bureau MARKET INDICATOR REPORT | MAY 2011 Pathfinder Report Global Packaged Confectionery Trends Source: Shutterstock Pathfinder Report Global Packaged Confectionery Trends EXECUTIVE SUMMARY Australasia (Australia and New Zealand) and Western Europe were the two biggest regional confectionery markets in 2010, with Australasia‟s sales increasing by almost 25% over 2009 figures. North America, Asia Pacific and Latin America confectionery markets have also maintained increasing sales of these products despite the global economic downturn. The recession has caused many consumers to sacrifice volume rather than quality, and to use confectionery as a reward or as a means to help alleviate stress. However, sugarized gum, milk chocolate tablets and boiled sweets confectionery are all being adversely affected by mounting consumer health concerns. Obesity and diabetes are major health issues that are increasingly affecting both the young and aging populations. In particular, the United States (U.S.), United Kingdom (U.K.), and Japan will stand to benefit the most from reduced calorie and low/no/reduced sugar content. When it comes to “healthy” confectionery, consumers tend to look for products benefiting dental and cardiovascular health, as well as low-calorie products that help assuage guilt over indulgence. We see this trend playing out with sugar-free gum which has been performing well globally, and is predicted to continue, particularly in emerging...
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...CRITERIA 1. Frozen Food Markets and Consumption SOURCE - “Global Frozen Food Market Analysis By Products Type And By Geography - Trends And Forecasts (2010 – 2015)” - http://www.marketsandmarkets.com/Market-Reports/global-frozen-and-convenience-food-market-advanced-technologies-and-global-market-130.html * is a study of global frozen food and beverage market. This report analyses the global frozen foods market on the basis of various products such as fruits and vegetables, soups, fish, meat and ready meals such as frozen pizza, frozen desserts, snacks and pasta. The ready meals segment accounts for the highest share (40%) in the overall frozen food segment. * Europe is the largest consumer of frozen foods while ROW segment is expected to have the highest growth rate due to the emergence of Australia, Brazil and Argentina as the new frozen food markets. * Convenience is driving the frozen food market sales globally. Consumers are looking forward for a healthy and less time-consuming meals .The presence of private labels act as a major challenge for the international brands to enter and establish themselves in the regional market. * The global frozen foods market was estimated to be $218.41 billion in 2010 and is expected to grow to $261.50 billion in 2015 at an estimated CAGR of 3.7% for the same period. * Frozen ready meals accounted for the largest market share in 2010 due to their wide product range, which includes frozen pizza, entrées, desserts...
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...2 Macro Analysis of the Confectionery Industry 7 3 PESTEL Analysis of the Confectionery Industry 9 3.1 Analysis 9 3.2 Conclusion 12 4 Porter Five Forces Analysis 15 5 Industry Life Cycle and Industry Dynamics 18 6 Lindt & Spruengli Company Overview 22 7 Business System 24 7.1 Resource Base of Lindt & Spruengli 24 7.2 Activity System (Value Chain) of Lindt & Spruengli 26 7.3 Product Offering 28 7.4 Lindt’s positioning in comparison to Competitors 33 8 Organizational Structure 34 8.1 Organisational Process 35 8.2 Organisational Culture 36 9 SWOT Analysis 37 10 Recommendations 38 10.1 Exposing the Corporate Social Responsibility 38 10.2 Product Development to meet upcoming consumption trends 38 10.3 Market penetration in Spain 40 10.4 Penetration of Emerging Markets 41 10.4.1 Asia Pacific 41 10.5 Entering new Segments 43 10.6 Pushing profitable Product Lines 45 11 Bibliography 47 11.1 Books 47 11.2 Documents from Databases 48 11.3 Journals 50 11.4 Websites 51 II List of Figures Figure 1: Confectionery industry segmentation 5 Figure 2: Market value of the confectionery market in the period 2004-2009 and the expected growth until 2013 6 Figure 3: Stage of industry life cycle mature markets (Western Europe, North America) and immature markets (Middle East and Africa, Eastern Europe, India, China, Russia) 10 Figure 4: Growth rate of the global confectionery sales by region in the period 11 2007/2008 and forecast for the period 2008-2013. 11 Figure...
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...have a number of options for growth. Each can then be assessed using for example a 5 Forces analysis to rank them for attractiveness. But there are also other issues to consider particularly ‘risk’. Risk vs Uncertainty Risk implies that the probability of outcomes can be usefully quantified...there is a 10% chance of rain today Uncertainty implies that whether the outcome is possible is unknown and thus the risk cannot be quantified.....the policies of the next government are uncertain Country|Price(s) ||||| Mexico|0.89|0.7|1.07|1.08|1.11| Indonesia|0.63|0.58|0.73||| Germany|1.53|1.46|||| Switzerland|2.88||||| Russia|0.6||||| Lebanon|0.88||||| UK|1.4|1.85|1.79|1.5|1.3| China|0.64||||| Singapore|1.4||||| India|0.91|0.92|||| Spain|1.5||||| Thailand|0.81|0.8|||| Ghana|2.5||||| Romania|1.19||||| Philippines|0.91||||| Average|1.24||||| Magnum Price Survey 2015 Bayesian (Statistics) Thinking A 10% chance of a profit of 1m is worth 100,000. Which would you go for: (1) a 45% chance of winning 1000 with (2) a 75% chance of winning 600. The investment needed for(1) is 250 and for (2) 150. (1) 1000x0.45-250=200 (2) 600x.75-150=300 A Merger Example If A&B merge potential cost savings p.a. are 100m on combined turnovers of 2000m. Can you evaluate the acquisition? 50% chance of success of savings =50m, the maximum premium you should pay Product|...
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