...MONTREAUX CHOCOLATE USA Company: Apollo Foods Location: Los Angeles, California Industry: Food Products: confectionary, biscuits, snacks, cheese, beverages, convenient meats Division: 4 divisions, 1 of it is Consumer Foods Group (CFG) Distributor: 170 countries worldwide Market share: second place in US chocolate Market Year 2011: Revenue: 54.4 B Net income: 3.5 B Challenges: * To Introduce a new Product * Product Name-Apollo or Montreaux * Positioning * Channels of Distribution * Packaging * Being pioneers at chocolate making Demanding goals: * National Distribution * $115 million annual sales * Be in top 25 in revenue (0.60% Market Share) SEGMENTING * Mass market * Premium market * Affordable luxury * Upscale premium * Super premium * TARGETING * AGE: 45-64 * USA * GENDER: Men and women (57% Females and 43% Males are daily chocolate eaters) * INCOME: $50,000+ * College-educated, Married with children * POSITIONING * BENEFIT: Reduce chances of high cholesterol and provide cardio-vascular benefits. * POP: Dark Chocolate in Chocolate segment * POD: 70% cocoa with additional natural fruit ingredients. Industry fact : * Apollo held a 15.4% share in U.S. * Confectionery markets, making it second highest in market share after Fisher’s in 2011 * Such big market shares would imply stronger associations of Apollo...
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...For the exclusive use of Q. Zhang, 2015. 9 -9 1 4 -5 0 1 AUGUST 4, 2013 JOHN A. QUELCH DIANE BADAME Montreaux Chocolate USA: Are Americans Ready for Healthy Dark Chocolate? In October 2012, Andrea Torres, director of new product development at Montreaux Chocolate USA, was poring over data from a recent Nielsen BASES II test. Over 15 months had passed since the Consumer Foods Group (CFG) of Apollo Foods had purchased the rights to distribute Montreaux’s European chocolate products in the U.S. as a means of increasing market share, in pursuit of upscale market segments. Torres was now satisfied with the research and methodology that her New Product Development (NPD) team had employed to assess market opportunity in the U.S. to date. A board meeting was scheduled for December 10, at which Torres would be expected to make a solid, comprehensive, and compelling presentation on the status of the acquisition/assimilation of Montreaux and plans for the launch of the new product in the U.S. David Raymond, her division manager, had committed to a set of aggressive sales forecasts that placed even greater significance on the accuracy and adequacy of the research and its application. As a result, Torres was carefully and pragmatically evaluating her options: do further product testing, launch in selected test markets, stage a regional rollout, or launch nationally? Corporate and Company Background Apollo Foods, a Los Angeles, California-based, global consumer packaged-goods...
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...The Montreaux Chocolate case provides an excellent example of product testing and research. To this point, Apollo has developed a relatively robust product and marketing plan, and is at a pivotal point in their inevitable launch of dark chocolate products in the United States. The final decision comes down to whether or not Apollo will test market the product, plan a regional roll out or exercise a national launch. Based on previously conducted market research and Apollo's strengths, I believe the correct approach is to plan for a regional roll out. The ideal full-sale method that Apollo should to move forward with is a regional roll out of their product. This method provides the best combination of risk mitigation and speed to market, which are both critical components for product success. A rollout will allow Apollo to increase the awareness of the product, and if a failure occurs in a specific market, they have the capability to fix the issue before moving to the next. They have the opportunity to be a first mover in the premium, healthy, dark chocolate candy market and utilize Apollo's existing distribution and excellent retailer connections. By deploying a regional roll out, they will be able to address individual market needs and obtain a continuous flow of data as progression increases, allowing for an exponential increase in marketing competency for the product. While further market testing would provide more data on the product, I don't believe that it is the ideal...
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...Why: Break into the market as soon as possible • Launch it now. Lot of surveys are very costly for the company. And thanks to Philip Kotler, we know that there are still 80% of prediction failure. They should launch it now before the competitors. So they will take advantage of the first mover position. The market is expecting this kind of product and is a niches they could easily growth with their exclusivity of Montreaux product. Increase the level of awareness for the product and clear positioning • Launch the product with the Apollo as Brand, using the Montreaux name as an under brand. Apollo name and product are famous in the US. They should use the Apollo’s brand recognition in order to take advantage of the reputation, the image, their settled customers and sellers. And they will take advantage of the Swiss chocolate reputation at the same time. • Sales campaigns several times a year to attract more clients who showed interest into this product. • As we saw they are not reaching what they were expecting as market share, and profitability for the new product, so in order to improve the awareness of consumers they should do several promotional campaigns to improve the viability of the product. They should do a mass advertisement in different support (TV, Newspaper,Internet,…). Try to reach into the mass market- Think about the consumption. • They should launch another product for the mass-market target (Men’s needs, affordable price and snack size)...
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...Background With over $35 billion in revenues in 2011 and a growth rate of 2.8%, the confectionery industry in the U.S was an attractive market, and chocolate, comprising almost half the market at $17.6 billion, held some promise for new entrants. Apollo Foods, a California-based, global confectionery producer, acquired the well-known Swiss Montreaux Chocolate Company with the intention to expand its number-two position in the global confectionery business by launching a new product in the U.S. market. This venture would become Montreaux Chocolate USA, with new product development headed by Andrea Torres. While ambitious, Apollo aimed to achieve national distribution, $115 million in annual sales, and a 0.6% market share with their new product by 2015. In order to achieve their objectives, Apollo would have to gain greater penetration into the chocolate industry, a diverse and mature global industry. One of the greatest distinctions within the industry was between dark and milk chocolate. Globally, darker chocolates with higher concentrations of cocoa were perceived to have greater health benefits, and the U.S market was especially honing in on fitness and health in their consumption habits. The U.S. market was fragmented into multiple segments, with the largest being chocolates sold in bars/bags/boxes greater than 3.5oz at $7.149 billion in revenue in 2011. Moreover, convenience plays a huge role in purchasing decisions, as mass market chocolate dominates with 80% total market...
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...Montreaux Chocolate USA is not ready to do a full scale launch of the dark chocolate product right now 2013(Forecast Product(Quality Awareness ACV Mediocre High High Average Medium High Average High High Excellent Medium High Excellent High> Medium Excellent High High Volume $32.8M $30.5M $35.9M $33.1M $32.1M $39.0M No launch strategy that meets the $30MM hurdle rate is on target for Montreaux’s 2013 goal of $51MM Very low levels of awareness (maximum of 20%) and ACV (maximum of 79%) for the current product Montreaux is also undecided on the majority of its markeJng mix and launch strategy Montreaux needs to clearly define the product and the marke=ng mix What we know about the product Price CompeJtor is launching a similar product Product type (fruit flavoured dark chocolate) What We Can What we do not know about Determine Without the product Further Tes=ng PosiJon ✓ Mass Market vs. Premium ✓ Target Audience ✓ Product Name ✓ ...
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...Montreaux Chocolate USA is not ready to do a full scale launch of the dark chocolate product right now 2013(Forecast Product(Quality Awareness ACV Mediocre High High Average Medium High Average High High Excellent Medium High Excellent High> Medium Excellent High High Volume $32.8M $30.5M $35.9M $33.1M $32.1M $39.0M No launch strategy that meets the $30MM hurdle rate is on target for Montreaux’s 2013 goal of $51MM Very low levels of awareness (maximum of 20%) and ACV (maximum of 79%) for the current product Montreaux is also undecided on the majority of its markeJng mix and launch strategy Montreaux needs to clearly define the product and the marke=ng mix What we know about the product Price CompeJtor is launching a similar product Product type (fruit flavoured dark chocolate) What We Can What we do not know about Determine Without the product Further Tes=ng PosiJon ✓ Mass Market vs. Premium ✓ Target Audience ✓ Product Name ✓ ...
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...Javier Angulo February 16, 2015 MAR6816 Executive Summary Montreaux Chocolate USA ------------------------------------------------- Montreaux is an overall distinguished brand of chocolates that’s been successful in putting its name up in the Swiss market. Recently it has been attempting to enter the USA chocolate market. To achieve this objective, its partnership with Apollo Food’s operation section CFG (Consumer Food Groups) to fit the results of this European mark in the US advertise. Having a $17.64 billion in total revenue reported in the US Chocolate segment of the confectionary market, the idea of Montreaux to introduce dark healthy chocolate candy sounds like very beneficial. U.S. chocolate is expected to grow almost 2% annually through 2015, a decision to further product testing, launch in special markets, stage or regional rollout or nationally; depends on the new product development director Andrea Torres. In order to position this product the team needed to identify a few things such as; marketing between healthy chocolate or distinguishing it from other chocolate taste. Another decision was packaging; 3.5-ounce bar or a 10 square 5-ounce stand up pouch, all done through focus groups. After completing all BASES testing and focus groups we see that Montreaux will have success in achieving the $30 million threshold within its first year with a maximum retail sales of $60 million. Calculating all 27 scenarios only 6 options indicated success after the...
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...MOUNTERAUX CHOCLATE CASE STUDY CONSUMER BEHAVIOUR PROFESSOR: SWAPNARAG SWAIN SUBMITTED BY ABHINAV SHUKLA ROLL NO 1 ABHISHEK CHAKRABORTHY ROLL NO 2 ADITI CHANDANI ROLL NO 5 ANURAG KHANDELWAL ROLL NO 6 NISHIT GANATRA ROLL NO 11 Question 1 Discuss the key challenges and marketing issues Andrea Torres must address at this time. Why do you think these issues and challenges are key to the success of the new product line? The major challenges: 1) Market Research: When the product is launched, at its inception stage the most important aspect in which every company should put in their focus is market research. Initially the company had chosen 20 people for one concept.. Considering the magnitude of the potential production this number is too low for a sample size which is the basis of any form of market research. It is important that we select the sample size for testing the product diligently after considering the fact that it would be a fair representation of the target population. The percentage of cocoa which was initially agreed by the sample size was 90 % but they wanted to test a new product with less percentage of cocoa (70%). This step could have been implemented when they were conducting market research. 2) Positioning: Positioning is the process by which one product acquires space in the minds of the consumer. Apollo should target the minds of the consumer based on the various analysis which are as follows: a) Population is changing its preferences...
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...A Farewell to Arms By Ernest Hemingway Book Summary Next About A Farewell to Arms A Farewell to Arms begins in the Alps around the frontier between Italy and present-day Slovenia. Allied with Britain, France, and Russia against the Austro-Hungarian Empire and Germany, Italy is responsible for preventing the Austro-Hungarian forces from assisting the Germans on the war's western front, and Russia in the east. The novel's narrator and protagonist is eventually identified as Lieutenant Frederic Henry, an American who has volunteered for the Italian army because the United States has not yet entered the war. Henry supervises a group of Italian ambulance drivers. After a wintertime leave spent touring the country, Lieutenant Henry returns to the captured town at the front where his unit lives. One evening his roommate, a surgeon and lieutenant in the Italian army named Rinaldi, introduces Henry to two British nurses: Catherine Barkley and her friend Helen Ferguson. Catherine and Henry talk of the war and of her fiancé, killed in combat the year before; clearly she has been traumatized by the experience. On his second visit to the British hospital, they kiss. When Henry again visits Catherine, she tells him that she loves him and asks whether he loves her. He responds that he does. One night, Lieutenant Henry and his fellow ambulance-drivers settle into a dugout across the river from the enemy troops. While the drivers are eating, the Austrian bombardment wounds Henry in the leg...
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...Public Relations Cases This collection of contemporary international public relations case studies is an invaluable resource for teachers, researchers and students working in public relations, corporate communications and public affairs, as well as offering practitioners an indepth understanding of the effective use of public relations in a range of organizational contexts. Including cases from the UK, Norway, Sweden, Spain, South Africa, Canada and the USA, with a focus on such global corporations as Shell, BBC America, Worldcom, PriceWaterhouseCoopers and Marks & Spencer, it offers important insights into the development of public relations and communications strategies. These include: • • • • • • • • Corporate identity change and management Global reputation management Crisis management in the oil, shipping and tourism industries Developing strategic alliances between voluntary and private sector organizations Public relations support for international branding and market entry The importance of internal communications during international mergers The integration of public relations and marketing communications Business-to-business communication The cases examined in this book demonstrate the breadth of contemporary public relations practice and the increasing importance of the public relations function in both public and private sector organizations worldwide. Danny Moss is Co-Director of the Centre for Corporate and Public Affairs at the Manchester Metropolitan University...
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