International Marketing_Case_Elio.docx

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Tableof Contents
Background to the company & definitions:........................................................................................................3
Domestic Market................................................................................................................................................3
International Market..........................................................................................................................................4
International Marketing Concepts......................................................................................................................4
Marketing Mix....................................................................................................................................................5
Product...........................................................................................................................................................6
Price................................................................................................................................................................6
Place...............................................................................................................................................................6
Promotion.......................................................................................................................................................6
SWOT Analysis Plant-IT.......................................................................................................................................6
Strengths ........................................................................................................................................................6
Weakness .......................................................................................................................................................7
Opportunities .................................................................................................................................................7
Threats............................................................................................................................................................8
PESTLE Analysis Plant-IT.....................................................................................................................................8
Political...........................................................................................................................................................8
Economic........................................................................................................................................................8
Social ..............................................................................................................................................................8
Technology.....................................................................................................................................................9
Legal ...............................................................................................................................................................9
Environmental................................................................................................................................................9
Market entry strategies:.....................................................................................................................................9
UK Market entry strategy – Phase-1 : Direct Export Market entry method.................................................10
EU Market entry strategy – Phase-2: Direct Export Market entry method..................................................11
Market Segmentation:......................................................................................................................................11
Intermediates Channels: ..................................................................................................................................12
Conclusion........................................................................................................................................................13
Recommendations ...........................................................................................................................................13

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Background to the company & definitions:
Plant-It is a new Irish company that was launched in January 2021 offering a line of plant-based frozen foods
with meat-free products with added vitamins and minerals creating a range of nutritious and delicious
products. Plant-it products are made with their own internal texture technology that allows them to mirror
the taste and texture experience of meat. (Heffernan , 2021) Plant-It's goal is to bring new consumers to the
category by offering relevant products to consumers at all mealtimes and they understand that taste is the
biggest barrier for consumers looking to reduce meat consumption. ( Tyler, 2019)
Plant-it's Mission “Choosing Good and Doing Good” aims are to inspire better choices and work for a
greener future. To embrace its name, Plant-it is committed to devoting part of all sales to marketing
initiatives. Tree planting in partnership with Trees on the Land where 15,000 trees have already been
planted supporting the environmental crisis that is one of the main concerns now in the world. (irishfood,
2021) (Heffernan , 2021)
Herbal consumption habits in Europe have gone up by 49% in the last two years confirming that demand for
vegetable meat is increasing given the green light to the food industry to look for more herbal options.
Ireland is in 10th place in veganism in the world showing the potential that the company has in its Domestic
market. (Staff, 2020). However, due to its stagnant growth in the main local markets such as Tesco,
SuperValu, Centra, Spar and Avoca, (Heffernan , 2021) the company has a great opportunity to successfully
expand in the international market (irishfood, 2021) starting with the UK, which is the most developed
vegan market in the world, and then to potential European countries such as Germany, which is in 6th place
in the Ranking , followed by the Netherlands in 11th position. (SMITH, 2020) (Staff, 2020)
However, international markets face several limitations that need to be understood before Plant-it expands
its business. The risk and challenges they face are very high in unfamiliar markets due to market conditions
like rules, language and sociocultural differences, fluctuations exchange rates and customer favourites. Also,
large capital investment compared to the domestic market. Therefore, Plant's marketing strategies must be
developed according to the differences of each country. ( Knill, 1999)
Domestic Market
Plant-It saw anopportunity to giveback to the communitieswhere their products aresold whilealso providing
a new plant-based option for consumers who are open to flexibility or going meat-free. (Irish Food Magazine,
2021) In January 2021, they began working with retailers such as Tesco, SuperValu, and Spar, followed by
Avoca and Fresh a few weeks later. They had been testing the concept in roughly 50 Tesco and 30 SuperValu
locations, therefore the first quarter was spent proving the concept to these retailers. Both tests

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outperformed expectations because of a strong promotional launch and targeted marketing strategy. They
have taken over the majority of Tesco superstores in Ireland, and with SuperValu, they will be opening 154
locations by the end of April,followed by another 200 Centra stores in June. Trees on the Land, the company's
partner, is an industry expert with locations all over Ireland, and they wanted to give back to the communities
who were buying their products. (CheckOut, 2021) They collaborate with Trees on the Land to donate a
portion of all Plant-It product sales to tree-planting efforts in Ireland and the United Kingdom. (Plant-It, 2021)
The first 10,000 trees have been planted in Ireland and the United Kingdom. (Plant-It, 2021)
International Market
By the end of 2021, they hope to have a presence in at least five more areas, including the United Kingdom,
the United States, and Europe. As they grow into the UK, Europe, and the US over the next several months,
Treeson the Land hasbeen a huge assistancein linking them with comparablepartnersinother regions.Plant-
It's vision remains the same: they plant native trees in every location where their products are marketed.
(CheckOut, 2021) They also plan to launch in France, the Netherlands, Spain, the Nordics, and Canada. The
Irish Food Board's assistance has been essential, allowing them to better analyze and prioritize market
opportunities while also opening doors with retailers and possible partners. Frozen-food sales are increasing
by double digits year on year across Europe, owing to the impact of Covid-19, which has caused people to
shop less frequently and buy more. (Irish Food Magazine, 2021)
International Marketing Concepts
International marketing is the process of organizing and executing transactions across national borders to
produce exchanges that meet the goals of individuals and businesses. Export–import commerce, licensing,
joint ventures, totally owned subsidiaries, turnkey operations, and management contracts are all examples of
international marketing (Dawar, N. and Parker, P., 1994).
Exporting goods and services to overseas markets is essentially what international marketing entails. Aside
from exporting goods and services, the exporter engages in a variety of activities.
These activities are as follows :
1. Establishment: The establishment of a branch in a foreign market that processes, packages, or
assembles items in response to market demand. Direct investments are occasionally employed by
branches to carry out comprehensive manufacturing.
2. Collaborations and Joint Ventures: International marketing comprises developing joint ventures
and partnering with international companies to manufacture and/or market products in other

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countries. The corporation engages with the foreign enterprise under these agreements in order
to take advantage of abroad markets.
3. Licensing Arrangements: Under the system, the company enters into licensing agreements with
foreign companies that grant foreign companies the right to use the exporting company's know-
how, such as patents, processes, or trademarks, in accordance with the terms of the agreement,
with or without financial investment.
4. Advisory Services: Providing consultancy services is part of international marketing's scope. The
exporting organization provides consulting services by executing turnkey projects in other
countries. This is accomplished by sending experts and specialists to other countries to supervise
and direct the industrial activities on the ground.
5. Technical and Management Skills: International marketing encompasses the technical and
managerial know-how provided by the exporting company to the importing company. The
technicians and managementstaffof the exporting company mentor and trainthe technicians and
managers of the importing company. (Vishakha, 2021)
Plant-It intends on entering the UK and European market due to a number of reasons, namely the demand
for plant-based is growing at an extreme rate. According to Food Trending, 2021, there will an increase of
3.99% in tonnes of plant protein produced in Europe and Russia and also an increase of 4.57% in sales by
2023. According to Euromonitor, the worldwide meat substitute market is now worth $20.7 billion
(Independent, 2021). By 2025, the vegan meat and dairy business in Europe is estimated to reach €7.5 billion.
The market for plant-based meat and dairy is tiny but rising. Between 2010 and 2020, retail sales climbed by
around 10%. Meat and dairy substitutes are predicted to rise at the same rate over the next five years,
according to a survey done by ING, a Dutch international financial organization (LiveKindly, 2020)
Due to a dearth of plant-based food options in the past, vegans and vegetarians were less choosy about what
they ate, accepting dull taste, mediocre texture, and lengthy ingredient lists. Expectations are shifting as
flexitarian customers experiment with plant-based diet. Because these consumers are accustomed to high-
quality foods, plant-based products are held to higher standards. Processors must format and flavour the
protein base in addition to building it (Cassity, 2019). We believe that Plant-It can satisfy the demand.
Marketing Mix
The marketing mix refers to a set of methods and actions used by businesses to sell their products and
services. A corporation can choose the correct features for the product, the proper price and distribution

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outlets, and the right language and tactics for promoting the product by focusing on the people who buy. The
company's whole success is based on the level of trust and loyalty that its customers have in it. Consumer
behaviour analysis is an important subject for a marketing manager since it provides insight into a number of
non-controllable aspects that effect sales and relationships. The marketing mix is something that a manager
cancontrol. The marketing mixenablesa marketer tobetter relateto the selected targetmarket;the marketer
will "construct" the marketing mix elements around the target market depending on the target market's
attributes (Gilaninia, S., Taleghani, M. and Azizi, N., 2013)
Product
“Our meat-freeproducts includeburgers,minceand steak. Our chicken-freeoptions include goujons, nuggets,
burgers and southern-fried bites. We have two vegetable-burger options, spinach-avocado and cauli-quinoa.
(IrishFoodMagazine.com, 2021)” – We intend to offer an identical range to customers in the UK and Europe
of that of our range in Ireland. The packaging will also be identical except for changes to language where fit.
We’ve chosen this product as there is a growing demand
Price
The price of our products will be similar in price to that of these products currently for sale in the Ireland. We
will allow for a reduction of price in locations that on average have less income.
Place
We’ve currently got retail partnerships with Tesco, SuperValu, Centra, Spar and Avoca and hope to attain
similar partnerships with similar brands in the UK and Europe.
Promotion
We intend to promote our products by aligning with food bloggers, releasing press releases to newspapers,
producing social media advertisements to targeted audiences and also by offering in store promotions in
partnership with retailers and merchandisers.
SWOT Analysis Plant-IT
Strengths
The European and UK market for meat alternatives is fast growing and it is estimated that one in five people
have self-identified as a flexitarian or a vegetarian and that one in three people in Europe no longer regards

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themselves as a full-time meat eater (Ho, 2021). Some research predicts that the EU market for meat
alternatives will be $21 billion within the next 5 years and that omnivores are more willing to try plant-based
products (Veganz, 2020). These trends can also be seen in the UK. Many leading companies such as TESCO
are now committed to providing people with a non-meat alternative forever meat product. Today, it is
estimated by Jahanshah that 20% of ready-made meals are vegetarian and plant-based (2020). Increasingly
many people want to eat alternatives to meat because they believe that it is more sustainable for the
environment and it’s a healthier option in terms of lifestyle and long term health and wellbeing. Most
alternative meat products, generally will have a positive brand image and Plant-IT can take advantage of it.
Moreover costs in this area are coming down which means Plant-ITs products are becoming cheaper relative
to meat, and this means that it can grow rapidly (Wild et al, 2014).
Weakness
Despite a growing demand for alternativemeatproducts the marketisstill relativelysmall.Manyolder people
and traditionalists would not consider purchasing these products. The fact that meat alternatives are
processed many consumers believe that they are not healthy (ThinkingHouse, 2021) has expressed concerns
over the nutritional value of these products (2021). This could have an impact on the wider market and in
particular the growth of the company. Plant-It does not have the ability to scale its production right now in
order to produce its product line at a competitive price which is a long-term issue for the sector in general
(Wildet al,2014). Another challengefor the company maybe its dependents on selling to just a few customers
/ wholesalers, specifically supermarkets who may already have contracts with larger and well-established
companies such as Unilever who are making plant-based meat alternatives. Very much on the horizon is the
possibility of lab-grown meat which is seen as more humane and sustainable becomes popular (Wild et al,
2014) this may lead to long terms uncertainty for investment and investors.
Opportunities
There are many opportunities, especially in North America (North America accounted for over 30% of the
global market). Many people in the UK and the EU are becoming vegans and this is creating opportunities for
meat-alternative products. These products were once considered niche, but they are now mainstream.
People want to be healthy and to live sustainable lifestyles. Politically, there is the Green Deal being
introduced around the globe which will drastically cut global emissions and will pave the way for the adoption
of meat alternative products. At present the UK is the number one vegan country in Europe and this offers a
real opportunity for growth.

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Threats
Among the threats to the company is rising costs because of increased inflation in the Post-Covid World
(Galankis et al, 2021). There is also the possibility that consumers may wish to use fresh produce which are
becoming easier to grow from home and access to how to do this is available to anyone due to technology.
More consumers are experimenting with home cooking, a trend that was exacerbated during the lockdowns
of 2020-2021 due to lack of restaurants and more time on people’s hands.
PESTLE Analysis Plant-IT
Political
In the EU and the UK, the meat industry and farmers are very powerful lobbyist’s and have strong support
politically, they currently receive large subsidies all of which are governed by EU law and makes the growth of
an alternative food range very difficult, this could impact the growth and competitiveness of Plant-IT. As the
UK and the EU promote sustainability support the growth of meat alternatives, which are typically more
environmentally friendly (Van Loo, et al, 2017). Brexit may well make it more difficult to export its products
to the UK.
Economic
It is becoming more economic to produce foods that are alternatives to meet The cost of the ingredients for
meat alternatives is going to fall and this could make Plant-IT more competitive. It is feasible that Plant-It
products could become cheaper than many meat products particularly as the Industry grows and supplies
become cheaper to buy in bulk, this could boost demand for their offerings and allow them to scale their
business. Moreover, as meat alternatives are becoming mainstream more retailers arewilling to stock these
products to meet the expected rise in demand and to appear as sustainable businesses (Van Loo, et al, 2017).
Social
There is a growing abhorrence of the meat industry because of perceptions about animal cruelty and carbon
emissions. This should create opportunities for Plant-IT as its seen as a long-term sustainable alternative to
meat. Many people now self-identify as vegan and want to appear as showing concern for animal welfare and
the environment (Thinking House, 2021), however, the target market for the company, are younger
consumers and they are becoming sceptical of processed foods because they are seen as unhealthy (He et al,
2020).

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Technology
Plant-It has an opportunity to use the latest technology to produce costs competitively. Social media can be
used to sell directly to the customer. According to Galankis et al, ‘The online food trade has witnessed an
explosive increase in demand’ (2021, p. 200). Online sales of plant-based food are increasing by 15% in the
UK every year (Jahanshah, 2020). A huge part of their target audience are heavy technology users so with the
right technology plan the company could grow very quickly. Increasingly people will make purchases via social
media.
Legal
There is a possibility that Plant-It may face legal challenges claiming that it is an alternative to meat, this has
been seen happening in several states in the US in including Mississippi and may well replicate in the EU and
UK. As meat alternatives are a relatively new phenomenon there is also the possibility that the company may
have to changeits products in the future to comply with governmentregulations,especiallyregarding labelling
(Rentz, 2021). At a EU level there is a risk of a ‘salt tax’ that could make the company’s products more
expensive and therefore less competitive (He et al, 2020). There have been repeated claims about the high
levels of salt in these products (Thinking House, 2021).
Environmental
The company could leverage the growing interest in sustainability to promote a brand image that could boost
sales. However, the company may need to reduce its carbon and water footprint to comply with
environmental rules. This could add to costs and reduce profit margins.
Market entry strategies:
Projected revenue growth of the Plant-based food market is expected at a CAGR of over 18% for the period
of 2019-2025 and overall global revenue for the Plant-based food marketisexpected to reachUSD $ 12 billion
by the year 2025, according to Technavio Research (11AD)
The plant-based food product segment also falls under the overall global frozen food market, that is also
projected to reach USD $ 64.69 billion by 2020-2024 and Demand of Vegan Frozen Food product is set to
dominate the future growth within the overall industry.
To take advantage of such high potential growth, it is important for every Plant based food business to
consider and identify a tailored international market entry strategy this is to ensure continuous future growth
as well as sustainable success. However, For the PlantIt business expansion plan it can be a daunting task to

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penetrate and achieve success in a highly competitive yet strong potential markets such as the UK and
subsequently Europe.
UK Marketentry strategy – Phase-1 : DirectExport Marketentry method
PlantIt is a SME firm with limited business experiences in the global market. Considering the facts that the UK
is similar foreign market located next to its land and Sea border, the company can reduce their exposure to
Logistic and distribution risk when entering the UK market through Direct Export market entry mode.
Despite the evolving Brexit situation and new planned export regulations, Ireland and UK businesses are well
connected through its strong established supply chain network and healthy export relationship which is
expected to remain relatively unaffected by Brexit in near future (Daily Mail ,2019). Taking into account its
positive situation, the company can focus on a direct export market entry strategy for its international
expansion plan in the UK food market as it offers benefit of local knowledge and also allows company to be
closely connected with the customer.
Additionally, harmonised Agri-Food standards, labels and custom compliances are well known to Irish
businesses (SUN, X., 2020.) However, PlantIt would need to setup an effective nationwide customer
relationship team tasked to work closely with the targeted new, existing customers as well as all relevant
stakeholders. PlantIt shall partner with a CRM solution provider expert such as Salesforce to achieve this
therefore allowing them to provide required timely assistance needed to ensure that both pre and post sales
customer expectations are maintained with upmost commitment.
Moreover, plant based food growth rate in the UK is at an all time high which makes the UK market very
promising for PlantIt (PR Newswire, 2019). From a commercial perspectiveUKand Irelandarehistoricallywell-
connected trade partners on social, political and economic grounds and are also heavily engaged in trade
relationships across the European Union. These are essential key external factors that will play significant role
in company’s future growth within the UK meat free food market, thus to minimise potential market fallout
risks it is recommended for PlantIt to consider a tried and tested Irish marketing approach for its UK market
too.
For the approach identified above, the UK market entry and operational risks are identified as low and it is
highly likely PlantIt will be able to achieve expected business growth within the targeted Plant based food
market segments across competitive UK market.
Although UK and Irish market shares good similarities, PlanIt shall still carefully enter UK as an international
market on a phase-by-phase basis by taking the approach of products selling through existing channels to UK

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such as big partner like Tesco in order to reduce the risks during initial phase. To further reduce marketing
risks , PlantIt shall utilize current marketing and logistic teams from Ireland when implementing its UK
marketing strategy they will adopt a similar approach being used as in the Irish Market.
Furthermore, Company shall establish tailored sales programs targeted at the UK growing health conscious
and ethical flexitarian consumer segments. PlantIt shall identify and approach suitable Agri-Food domain
industry experts such as agents or well-established distributors to represent company’s product offerings
across the UK Food market. It is critical that the company shows due consideration in selection of its market
representatives identified as their business agents as well as key distributors (PR Newswire ,2020).
Potential disadvantages of a Direct Export Market entry method such as Trade tariffs, Forex, Transportation
regulations and related cost fluctuations which must be considered by the company in its approach.
In conclusion, PlantIt should start with a low-risk entry strategy and gradually build greater relationships and
brand awareness in the UK market.
EU Market entry strategy – Phase-2: DirectExportMarket entry method
According to the report by PR Newswire (2020), by end of 2019 Europe was the largest global market for
plant-based food products which covered almost 40% of the market revenue. Lesson learned valuable points
from Phase-1 can be critical to EU market entry strategy thus EU market entry should be given priority for
Phase-2 of the Market entry strategy approach hence in-depth research should be covered in a separate
additional report.
Market Segmentation:
For PlantIt’s UK market segmentation process it would be highly important to collect and analyse domestic as
well as national consumer data for key 4 types such as 1.Demographic Segmentation 2.Behavioural
Segmentation 3.Geographic Segmentation 4.Psychographic Segmentation (Infiniti Research ,11AD). For any
size organisation implementing market segmentation would require significant resources and cost (Dolnicar,
S., Grün, B. and Leisch, F., 2018) therefore In order for PlantIt to collect the most accurate Industry data in a
cost and time efficient manner and therefore make effective business strategic decisions on UK market
segmentation, the company should partner with the industry experts like APSIS market insight solution and
also avail technology assistance from specifically selected Market Research Software tool like Qualtrics to
systematically gather effective most up to date market data .
Additionally, from a market expansion strategy perspective It is important that diverse segmentation analysis
is done to target and attract more consumers from other religious segments, Study specifically based on
Geographic Segmentation analysis suggests that Halal as a positioning strategy can be effective for PlantIt
expansion in the UK market (Shah, S.A., Azhar, S.M. and Bhutto, N.A., 2019).

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Source: https://smartproteinproject.eu/wp-content/uploads/Smart-Protein-Plant-based-Food-Sector-Report.pdf
Intermediates Channels:
People are giving up meat for environmental, ethical and health reasons. ( Cassity, 2019). This trend is
increasing more and more among consumers who are looking for a new lifestyle. Therefore, one of the key
points to be taken care of with such demands is the company's marketing management, which will deliver a
quality product according to the needs of this customer, planning, pricing, and directing the flow of products
in the channels where this audience is located, being an essential factor for international operations that
provide a systematic way of looking at an organization's processes, meeting this demand. (civilserviceindia,
2017)These two areas being compatible and closely linked will make Plant-it overall supply chain
performance improve by considering efficiency and similar customers in new markets. ( Wright, 2014)
The Plant-it Production-Retailer-Consumer Indirect Distribution Channel will also play a very important role
in the activities involved in the international operation, making its products viable in areas where they can
be purchased by their target customer very quickly. (R., 2019) The distribution of its products in the
domestic market is selective among efficient Irish retailers such as Tesco, SuperValu, Spar, Centra, Avoca
and Fresh, some of these retail channels being unlocked with the help of large partnerships with Ford Bia
and Trees on the Land that are helping the company understand the market priorities and can drive the
company's expansion strategy by being a key factor in connecting with similar partners in other markets as it
expands into the UK and Europe with eg: Carrefour , Albert Heijn, Whole Foods Market. (irishfood, 2021)
Challenges with intermediate channels are often encountered when a company enters a competitive market
where brands are already available. In its domestic market, Plant-it already encounters challenges with
retailers in the spaces in the freezers that are invited, but to collaborate with these channels, the company is

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installing its own branded freezers at manufacturers, an investment for the company, but fundamental for
the support for these channels, an essential factor in building good channels (irishfood, 2021)
Plant-it international success will depend on effective management and a strong long-term business plan
with its new sales channels, almost all sectors of the company must be involved in this relationship such as
Product, Engineering, Marketing, IT, Finance and Operations creating automated tools to improve the flow
of communication, feedback and support among your partners by optimizing the performance of the entire
system. ( Ensign, 1996) (P., 2001)
Conclusion
TBC – To be Done by Padriag
Recommendations
TBC – To be Done by ?
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