The document discusses the competitive capabilities and strategies of a company within the consumer goods sector, focusing on financial and operational advantages such as strong R&D and a global supplier network. It emphasizes product differentiation through quality, taste, and marketing, particularly in Western Europe, while also acknowledging competitive pressures from major industry players. Additionally, it outlines organizational structures and market strategies aimed at maintaining and expanding market share in domestic and international contexts.

1. Stephanie Bedard
Zoraya Ghanem-Zo
Filipe Alves
Lazaros Rinakis
Henry Sichel

2. Capabilities
Competitive Competitive Consumer Financial
strategy advantage responses outcomes
Resources

3.  Experiencial
Experiencial
 Partners and distributorships (eg. Pharmaceuticals industry
and Fertin)
 Phisical
Physical
 Strong presence in Western Europe (4 subsidiaries)
 Global network of suppliers, subsidiaries, agents, licensees
 Financial
Financial
 Increasing net capital (past 5 years)

4.  Relationship building
Relationship building
 Partners and distributorships
 Contacts in the market
○ Boomer example
 Product development
Product development
 Strong R&D
 Advanced technology
 Coating of dragées

5. International
International Costadvantage
Cost advantage
Improving production efficiency • Cost of raw materials;
• Production costs per unit
Western Europe
Western Europe Productdifferentiation
Product differentiation
Marketing differentiation, acting • Quality;
on the Product • Taste;
• Brand identification
Fertin Productdifferentiation
Product differentiation
(Work in in progress)
(work progress)
Marketing differentiation • Quality;
• Brand identification

7. Capabilities
Competitive Competitive Consumer Financial
strategy advantage responses outcomes
Resources

8. Government
Cost Drivers
Drivers
Market Competitive
Drivers Drivers
Industry
Globalization
Potential

9. Wrigley
Warner-Lambert (Adams)
Lotte
Naisco
DANDY
Kraft Jacobs Suchard
Perfetti
JOYCO
CSM Leaf
Cadbury (Hollywood)
Others
1999 World Market Competitors (Dandy, November 2001)

16. Geographic concentration / clustering Geographic dispersion
• High skills requirement • Low skills
• Capital intensive • Labor
intensive
Labor
• High transport costs per value added • Low transport costs per VA
• Tight inter-org sequencing, delivery (JIT) • Few or only loose linkages
Logistics
• New, changing rapidly (biotech) • Mature
• Experiential, learning by doing, “tacit” • Codified, articulable
• Systemic; broad, inter-disciplinary • Discrete; parsable; narrow
• Inter-organizational (supplier networks) • Internal to the firm
Knowledge

17. Research Development Manufacturing Sales Service

21. Market
growth
High
Low
High Low Relative
market share

22. Market
growth
High
Low
High Low Relative
market share

23. Market
growth
High
Low
High Low Relative
market share

25. R&D
Finance W. Europe
Dandy
Brands
C. & E.
Europe
Sales &
CEO
Marketing
International
Production Fertin R&D

28. Proposed Organizational Structure
Dandy brands
Personnel
Dandy
international
Sales &
Marketing
Managing Dandy
director confectionery
Production
Fertin
Finance

29. „when you cannot beat them,
join them“

33. Domestic markets
International Product differentiation
To act on the 4 P’s: • Quality;
• Revitalization; • Taste;
• Promotion • Brand identification
Niche markets Product differentiation
Marketing differentiation:
• Taste
• Promotion;
• Product
Eastern Europe - Russia Product differentiation
• Quality
• ?

34. Markets Objective Nature To engage:
To defend the
«Domestic» Reaction Subsidiaries
market share
To protect the
«Niche» Action Main players
niche
Eastern Europe To invade Proaction Distributors

35. Capabilities
Competitive Competitive Consumer Financial
strategy advantage responses outcomes
Resources

36. Market
growth
High
Low
High Low Relative
market share

37. Thank you!
Gracias!
ευχαριστώ!
Obrigado!
Grazie!
… and, as we are in Austria…
Danke!