Willi-Food International is a prominent food importer in Israel, operating since 1994 and serving various food chains with around 1,000 products. The company aims to enhance its brand identity and customer loyalty through a marketing strategy focused on rebranding its leading product, 'Willi Tuna,' and engaging kids as a target demographic. The 2011 marketing plan includes a character campaign, partnerships for promotional sales, and a budget of 2 million NIS for marketing activities.

2. WilliFood (Israel) Inc.
Brand Identity
Marketing Plan 2011
Denis Astahov & Arie Lev

3. Company Profile
• Willi-Food International Is one of the largest Israel’s food importer
• Willi-Food’s shares are traded on NASDAQ’s Small Cap Market under the symbol of (WILC)
• The Company’s current product list includes some 1000 food products produced especially for Willi-Food
• The Company is importing from 250 food manufacturers and suppliers throughout the world
• Willi-Food is supplying its products to all major food chains in Israel, like: Supersol, Mega and others,
with almost 1200 points of sales
• The company was founded in 1994 by the Williger brothers after they sold the previous family business
including the brand “Williger” and the famous “Tuna Williger” product line to NETO group
• Sales January‐June 2010 US$45.8 Million, Forecast for 2010 US$100 Million
• Employees: Approx. 250

4. 1.0 Current Situation

5. 1.1 Macro Environmental Analysis
– Economical – Israel is a consumer market oriented country.
Food is a major component in the average expenses basket
of the average Israeli family (NIS 1000-1500 per month).
– Social – The average Israeli family spend a lot of time and
money around food consumption every month.
Being an immigrates country (mainly Russia) and having a
deep influence of the religious people (Kosher, Glatt
Kosher), affect the food industry.

6. 1.2 Market and Industry Analysis
• Willifood operates as a supplier to food chains
and food stores in the food consumer industry.
• Market Attractiveness (C/o Porter Model)
• Threat of new entrants (9) X 0.4 = 3.6
• Threat of substitutes (8) X 0.2 = 1.6
• Bargaining power of customers (8) X 0.2 = 1.6
• Bargaining power of suppliers (4) X 0.1 = 0.4
• The level of market competitiveness is: 7.2
• The entrance to this market requires
high investment and is high risk.

7. 1.3 Competitive Analysis
• 1.3.1 Direct Competitors
– Tnuva
– Strauss-Elite
– Nestle-Osem
– Uniliver
– Neto
– Vita
• 1.3.2 Indirect Competitors
– Delicatessen Shops
– Restaurants
Supplier Rank

8. 1.4 Market Segmentation
• Food consumer market
• Food chains & small private food stores
• Food market is driven by price point
• Loyalty to product is low to medium
• Loyalty to brands is high

9. 1.5 Marketing Mix
• 2010 marketing focus was on QOS and competitive prices
Offer mix Service Physical Price Brand
30% 15% 50% 5%
• Promoting mix mainly focused on Business to business B2B
Indirect channel like Supersol, Mega, etc.
• Advertisements and sales promotions had a lower budget
Promotion Distributional Channel Marketing Communication
Mix Indirect Advertisement Sales Promotions
80% 5% 15%

10. 1.6 SWOT
Strengths Weaknesses
• Unique products in portfolio • Strong dependency on food chains
• Pricing range • No direct sale to end customers
• Quantity of suppliers • Weak awareness of Brand name and Brand
• High Quality Kosher products identity
• Strong Financial Background
Opportunities Threats
Depend on us Depend on us
• Increase of demand for Health/Organic • Loosing food brands to competitors
products • Choose to import and invest on bad
• Allocate new products and new suppliers products
to meet the increased demand
Not depend on us Not depend on us
• New Market Trends • Very strong competition
• Exchange rate
• Food chains payment credit terms and
required discounts

11. 1.7 Positioning
• Williger Unique Sale Propositions includes a large portfolio of products in a varied price range
• Competitors: Osem, StraussElite, Tnuva, Vita, Neto
• Segment: Food Consumers Market
• According to Perceptional map Willifood is located in the Excellent position of high range of
Products and low price range

12. 1.8 Source of Information
• Willifood Home Page www.willi-food.co.il
• Financial Data
http://finance.yahoo.com/q?s=WILC
• Competitors and Market Share
http://www.storenext.co.il/SuppRank.aspx
• Tuna Consumer Market in Israel
http://www.news1.co.il/Archive/0020-D-114222-
00.html
• Interview with Mr. Yossi Williger CEO, at 2.12.2010

13. 2.0 Marketing Objectives 2011

14. Marketing Objectives 2011
2.1 We will provide Willi-food a Product Development Strategy which
will include a Re-arranging of their current product portfolio and a
Re-branding process to increase their brand identity and increase
the consumers loyalty to Willi-Food.
2.2 We will choose “Willi Tuna” as the leading character to increase
brand identity and connect between kids, health and sandwiches
for school .
2.3 In the next year we will explore Willifood leading product to the
consumers by advertisement, commercial promos and public
relationship articles in the media
Appendix

15. Marketing Objectives 2011
2.4 Next year we will focus on our leading product “Willi-
Tuna” in order for the consumer to associate its brand to
the one of Willi-food. This will increase awareness for
Willi-Food brand name.
2.5 Next year we will re-arrange the products portfolio by
focusing on leading products and not mix and mash.
2.6 Next year we plan to increase our tuna can sales from
25,000,000 NIS to 37,500,000 NIS which is a 50% increase.
Appendix

16. 3.0 Yearly Action Plan

17. Yearly Action Plan
3.1 Evaluate a mutual campaign in supermarkets with “Angel
Bakery” to provide 50% for their 6 buns-health package
when buying a 5-can Tuna Williger package.
3.2 Retaining marketing activities is not valid this year.
3.3 Create a character which will represent the tuna can
product line. The character name should be Willi. “Willi”
will approach the kids as target customers to help increase
the brand identity.
3.4 We will create a PR and advertisement campaign around
the character of Willi, the tuna fish Appendix

18. Yearly Action Plan
3.6 GANTT
Task Responsibility Schedule
1 Create The Campaign in points Advertaisment To be ready for
of sale around Willi the Tuna Agency January 1, 2011
Fish (Signboards)
2 Cooperation with Angel Bakery Marketing To be ready for
for a promo sale in the food Department January 15, 2011
chains
3 PR for the rebranding of Willi Marketing To be ready for
Department December 30,
2010

19. 3.7 Marketing Budget
• Willi-food revenue for 2010 forecast is ~ 400 Million NIS
• 5% marketing funds for 2011 is 2 Million NIS
INCOME OUTCOME
Advertisement
Capital 90% 1.8M NIS PR 80% 1.6M NIS
Promo Campaign
Coop with Angel 10% 0.2M NIS Marketing 5% 0.1M NIS
Bakery Research
Non Allocated Funds 15% 0.3M NIS
TOTAL 100% 2.0M NIS TOTAL 100% 2.0M NIS

20. 4.0 Control Procedures
4.1 Every month the CEO and Marketing manager will meet
in order to control and review progress of the marketing
plan.
4.2 We will use customer surveys and financial reports to
assess brand identify and marketing progress.
4.3 Relevant days for additional PR and advertisement:
1st-May, 1st-September as it’s “Back to school” day.
4.4 Our revised criteria of success are financial reports and
unique visitors of our web site.

21. END

22. Annex
• We believe that the major issue that Willi-food have today is related to
their Brand Identity
• Having so many product lines in so many different categories of food
products, without any strong brand identity
Creates for Willie-food a consumer market which are not loyalty to the
brand and are buying on opportunistic base
• This situation creates for Willi-food an inferiority position against their
major competitors like: OSEM, NETO, which have a very strong brand
identity
• We will provide Willi-food a Product Development Strategy, which will
include a Re-arranging of their current product portfolio And a RE-
branding process to increase their brand identity and increase the
consumers loyalty to Willi-food
BACK

23. Annex – Products Catalog
•1000 products
•Mix and Mash without any
common line
•Customers cannot identify
the brand
•Customers cannot create
loyalty for the brand

24. ANEX – Campaign Advertisement
BACK

25. Yearly Forecast for 2011
• Yearly Forecast Sales for “Willi-Tuna”
• Price = 5 NIS customer market price
• Price for Supermarkets = 2.5 NIS
• Quantity of point of sale for the campaign = 500
• Monthly sales forecast per POS = 2500 cans
• CY 2011 = 12 months
• Sales Forecast = 2.5 x 500 x 2500 x 12 = 37.500.000 NIS
– (increase by 50% from CY 2010)
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