juhayna-juice-marketing-plan-final-1.pdf

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Juhayna Juice Marketing Plan Final 1
Marketing (Arab Academy for Science, Technology & Maritime Transport)
Studocu is not sponsored or endorsed by any college or university
Juhayna Juice Marketing Plan Final 1
Marketing (Arab Academy for Science, Technology & Maritime Transport)
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JUHAYNA Juice
Marketing Plan
8/19/20
JUHAYNA Juice Marketing
Plan
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2 JUHAYNA Juice Marketing Plan
TABLE OF CONTENT:
Table of Contents
TABLE OF CONTENT:........................................................................................................................................................... 2
PRESNTED BY........................................................................................................................ Error! Bookmark not defined.
SITUATIONAL ANALYSIS:................................................................................................................................................... 3
SWOT analysis ................................................................................................................................................................. 3
PESTEL............................................................................................................................................................................... 5
Competitive Analysis...................................................................................................................................................... 7
Market analysis ............................................................................................................................................................... 9
MARKETING OBJECTIVES................................................................................................................................................. 10
.............................................................................................................................................................................................. 10
MARKETING STRATEGIES................................................................................................................................................ 11
STP ....................................................................................................................................................................................... 12
Market Segment............................................................................................................................................................. 12
Market Targeting .......................................................................................................................................................... 14
Positioning statement .................................................................................................................................................. 15
Perceptual Map:............................................................................................................................................................. 16
MARKETING MIX ............................................................................................................................................................... 17
Product............................................................................................................................................................................ 17
Price................................................................................................................................................................................. 19
Place................................................................................................................................................................................. 20
Promotion....................................................................................................................................................................... 21
BUDGETING ........................................................................................................................................................................ 23
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SITUATIONAL ANALYSIS:
SWOT analysis
1. Strengths:
o Biggest Market share.
o Strong brand name.
o Strong & high experienced management team.
o Wide variety of business portfolio & products.
o Well established distribution matrix.
o Well established and financed R&D division.
o Reasonable product price which enables strong competition in the market.
o Concentration on healthy products.
o Spread in a large number of countries all over the world.
o Availability of capital for expansion or expenses.
2. Weaknesses:
o Lack of resources for packaging.
o Lack of skilled functional & technical skilled workers.
o Seasonality of production reduces plant capacity utilization increasing capital
requirements and it restricts product mix.
o Instable prices of fruits which affects the profit margin.
o Dependability on imports in areas of shortages, such as milk powders.
o Processing industry is smaller in scale than the main international competitors.
o Scale in marketing is better than average but also below main international competitors,
leading to cost disadvantages.
o Emergence of strong competitors such as Almaraai.
3. Opportunities:
o Egypt benefits from a large pool of cheap labor, particularly useful for labor intensive
commodities.
o The government will continue to invest in land reclamation projects, increasing area
available for agricultural output and so cattle breeding.
o Efforts towards banking-sector consolidation should bring down the cost of private sector
credit and fuel small business growth over the long term.
o Both global milk consumption and international dairy trade to continue to grow over the
next decade.
o There is a phenomenal scope for value addition with innovations in product development,
packaging and presentation such as Butter, Yoghurt and Cheese.
o Introduction of value-added products with different flavors, Ice creams, flavored milk,
Dairy sweets, etc. are to be undertaken.
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o High birth rates which opens an opportunity for Infant foods as milk is a basic for nutrition.
4. Threats:
o Urban construction is taking over on the already limited land suitable for agricultural
production.
o With the prices of many agricultural commodities increasingly volatile, Egypt will face
increasing competition for many key imports.
o Poor irrigation and diminishing water supply.
o Most countries in the world have huge long-term potential to increase milk supply.
o Global competition will be tougher “USA, New Zealand, Brazil, Pakistan, China and Saudi
Arabia”.
o Cost of production on-farm increases to an uncompetitive level driven by production (not
profit) focus and/or compliance costs.
5. Strategic Choices
INTERNAL 
EXTERNAL ↓
STRENGTHS WEAKNESSES
OPPORTUNITES
OS STRATEGIES
Using the Strength of Juhayna R&D to
introduce Value Added Products Taking
advantage of their Market Share and brand
name to hunt the opportunity of the high
birth rate and the shortage in the market.
WO STRATEGIES
Filtering and seeking of good skilled workers Going
global makes Juhayna cooperate and integrate the
processes to achieve the economies of scale The
government aid will support in stabilizing the prices
of supplies and raw materials.
THREATS
TS STRATEGIES
Exporting will be done carefully choosing the
target markets to access easily and
smoothly The availability of capital will
facilitate the access to any market and
operations will function successfully in all
alike markets.
WT STRATEGIES
To secure resources of supplies and raw materials
It is so important, the research and development
functions are of very high importance Cooperation
and integration of processes with suppliers of
packages and know-how transfer for future further
expansion.
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PESTEL
Political:
Bio-security, food safety & other regulations from the ministry of health - Government future trends will
most likely be more transparent, helping firms not politically connected with the government secure
lucrative contracts - Following the new GATT Treaty, opportunities will increase tremendously for the
export of Agricultural products in general and dairy products in particular.
Economic:
Egypt GDP per capita 5.6% in the end of 2019.
In addition to its population being the largest in the region, the fact that disposable incomes are set to
rise markedly over the long term means Egypt’s country structure benefits from probably the most
dynamic upside potential, which confirms the country’s standing as one of the Middle East’s most
exciting investment destinations.
Key Economic variables: Availability of credit& Level of disposable income Low wages in global terms
are advantages for foreign investors, however it’s a disadvantage on the side of demand as the
disposable income is low although it is slightly increasing.
Interest rates 9.25% in 2019.
Inflation rates Headline CPI published by the Central Agency for Public Mobilization and Statistics 9.2%.
in 2019.
Egypt Inflation Rate averaged 9.0%. Government budget deficits Despite a reduction, a number of
restrictive tariffs remain in place and serve as a barrier to entry for many international brands.
Consumer Spending in Egypt increased to 1257 EGP Billion in the fourth quarter of 2019 from 1248
EGP Billion in the third quarter of 2019.
Socio Cultural:
Social, cultural, demographic, and environmental changes: With a population of 90 million,
Egypt is the largest market in the Arab world. Population growth at 2.0% is considered high
compared to developed countries. Nearly 45.0% of the population is under the age of 18, which
creates a sizeable consumer base. Income per capita is enjoying higher than average growth as
a result of ongoing economic reforms. The expansion of the middle class segment, economic
openness and better living standards have improved health consciousness across growing
segments of the Egyptian population. Industry statistics point to strong growth for years to
come, supported by favorable demographic and economic profile.
Technological:
The use of automated systems is taking over; it helps so much in reducing the time of production while
increasing the capacity and production. Example: the microchip injected in cattle to monitor and make
sure that all the herd has been milked. Also there is the infrastructure of communication and connectivity
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that made it easier to communicate and so manage the supply chain. GDP - per capita (PPP): $6,600
(2011 est.) country comparison to the world:136 $6,600 (2010 est.) $6,400 (2009 est.)
The high tech laboratories that enable fast and accurate examination of the products for healthy
concerns and also for the R&D 2.3. Juhayna Food Industries Direct Competitors Competitive Forces,
Identifying rival firms Juhayna is well positioned in the local market supported by its long track record,
brand recognition and comprehensive product offerings.
Juhayna‟s wide distribution network provides it with a competitive edge compared to other players as
it enables it to reach out for different market segments in an efficient manner.
Ecological:
o Health and Safety legislation has increased in developed countries
o Labor market laws are becoming more complex in developed countries
o External measures for CSR becoming increasingly well used to measure the impact of large
corporations.
o Increased regulation of advertising – especially when aimed at children – in developed
countries.
Legal:
o Agriculture, Irrigation & Fishing Crude Oil, Mining & Natural Gas Manufacturing Industries &
Petroleum Products Electricity & Water Construction & Building Transportation &
Communication Wholesale & Retail Trade Financial Services, Insurance and Social solidarity
o Although there is a law prohibiting Urban construction taking over on the already limited land
suitable for agricultural production, however there is not much enforcement - Some lack of
awareness that lead to poor irrigation and diminishing water supply - High unemployment
may lead to political resistance to privatization plans.
o Regulations on labeling for food have increased in many developed countries
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Competitive Analysis
Brand Company USP MS RMS
JUHAYNA
INTERNATIONAL
CO. FOR
MODERN FOOD
INDUSTRIES
(EL DAWLEYA)
23%
Leader
-------
Almarai
Juice
El Marai 15%
Follower
65%
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LAMAR
Juice
Alexandria
Agricultural
Compan
10%
Challenger
43%
Beyti
The
International
Company for
Agro Industrial
Projects
8.7%
Niche
38%
Faragello
The Egyptian
Food Company
4.3%
Niche
18%
Others Others 35% Nicher
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Market analysis
Sales of Fruit & Vegetables Drinks Continue To Grow in 2019 Despite inflation high
rates
Sales of soft drinks in Egypt continue to grow in volume and value terms in 2019 yet slightly slower
than the average CAGR growth achieved during the review period. New product launches and
continuous advertising support maintained demand in spite of the economic slowdown. Still
fruit/vegetable juice showed positive and strong growth rates. Consumers’ health awareness and
changing life style drove the demand for fruit/vegetable juice. Saw healthy growth due to continuous
marketing support, while other, less established, categories, including low calorie cola carbonates,
showed strong growth in 2019, albeit growing from a small base.
Sales of soft drinks will continue to grow over the forecast period, with healthy growth in both volume
and constant value terms. A number of factors will be responsible: firstly, Egyptian demographics will
drive sales. The country has a population of nearly 105 million consumers, more than 35% of whom
are young consumers. Secondly, the hot climate and extended summers boost sales of fruit/vegetable
juice. And lastly, the rise in the number of food service outlets will further increase demand for soft
drinks.
0
286,650
573,300
859,950
1,146,600
1,433,250
1,719,900
2,006,550
2,293,200
2,579,850
2,866,500
3,153,150
3,439,800
3,726,450
4,013,100
4,299,750
4,586,400
4,873,050
5,159,700
5,446,350
5,733,000
6,019,650
6,306,300
6,592,950
6,879,600
7,166,250
7,452,900
7,739,550
8,026,200
8,312,850
8,599,500
8,886,150
9,172,800
9,459,450
9,746,100
10,032,750
10,319,400
10,606,050
10,892,700
11,179,350
11,466,000
11,752,650
12,039,300
12,325,950
12,612,600
12,899,250
13,185,900
13,472,550
13,759,200
14,045,850
14,332,500
14,619,150
14,905,800
15,192,450
15,479,100
15,765,750
16,052,400
16,339,050
16,625,700
16,912,350
17,199,000
17,485,650
17,772,300
18,058,950
18,345,600
18,632,250
18,918,900
19,205,550
19,492,200
19,778,850
20,065,500
20,352,150
20,638,800
20,925,450
21,212,100
21,498,750
21,785,400
22,072,050
22,358,700
22,645,350
22,932,000
23,218,650
23,505,300
23,791,950
24,078,600
24,365,250
24,651,900
24,938,550
25,225,200
25,511,850
25,798,500
26,085,150
26,371,800
26,658,450
26,945,100
27,231,750
27,518,400
27,805,050
28,091,700
28,378,350
28,665,000
28,951,650
29,238,300
29,524,950
29,811,600
30,098,250
30,384,900
30,671,550
30,958,200
31,244,850
31,531,500
31,818,150
32,104,800
32,391,450
32,678,100
32,964,750
33,251,400
33,538,050
33,824,700
34,111,350
34,398,000
34,684,650
34,971,300
35,257,950
35,544,600
35,831,250
36,117,900
36,404,550
36,691,200
36,977,850
37,264,500
37,551,150
37,837,800
38,124,450
38,411,100
38,697,750
38,984,400
39,271,050
39,557,700
39,844,350
40,131,000
40,417,650
40,704,300
40,990,950
41,277,600
41,564,250
41,850,900
42,137,550
42,424,200
42,710,850
42,997,500
43,284,150
43,570,800
43,857,450
44,144,100
44,430,750
44,717,400
45,004,050
45,290,700
45,577,350
45,864,000
46,150,650
46,437,300
46,723,950
47,010,600
47,297,250
47,583,900
47,870,550
48,157,200
48,443,850
48,730,500
49,017,150
49,303,800
49,590,450
49,877,100
50,163,750
50,450,400
50,737,050
51,023,700
51,310,350
51,597,000
51,883,650
52,170,300
52,456,950
52,743,600
53,030,250
53,316,900
53,603,550
53,890,200
54,176,850
54,463,500
54,750,150
55,036,800
55,323,450
55,610,100
55,896,750
56,183,400
56,470,050
56,756,700
57,043,350
57,330,000
57,616,650
57,903,300
58,189,950
58,476,600
58,763,250
59,049,900
59,336,550
59,623,200
59,909,850
60,196,500
60,483,150
60,769,800
61,056,450
61,343,100
61,629,750
61,916,400
62,203,050
62,489,700
62,776,350
63,063,000
63,349,650
63,636,300
63,922,950
64,209,600
64,496,250
64,782,900
65,069,550
65,356,200
65,642,850
65,929,500
66,216,150
66,502,800
66,789,450
67,076,100
67,362,750
67,649,400
67,936,050
68,222,700
68,509,350
68,796,000
69,082,650
69,369,300
69,655,950
69,942,600
70,229,250
70,515,900
70,802,550
71,089,200
71,375,850
71,662,500
71,949,150
72,235,800
72,522,450
72,809,100
73,095,750
73,382,400
73,669,050
73,955,700
74,242,350
74,529,000
74,815,650
75,102,300
75,388,950
75,675,600
75,962,250
76,248,900
76,535,550
76,822,200
77,108,850
77,395,500
77,682,150
77,968,800
78,255,450
78,542,100
78,828,750
79,115,400
79,402,050
79,688,700
79,975,350
80,262,000
80,548,650
80,835,300
81,121,950
81,408,600
81,695,250
81,981,900
82,268,550
82,555,200
82,841,850
83,128,500
83,415,150
83,701,800
83,988,450
84,275,100
84,561,750
84,848,400
85,135,050
85,421,700
85,708,350
85,995,000
86,281,650
86,568,300
86,854,950
87,141,600
87,428,250
87,714,900
88,001,550
88,288,200
88,574,850
88,861,500
89,148,150
89,434,800
89,721,450
90,008,100
90,294,750
90,581,400
90,868,050
91,154,700
91,441,350
91,728,000
92,014,650
92,301,300
92,587,950
92,874,600
93,161,250
93,447,900
93,734,550
94,021,200
94,307,850
94,594,500
94,881,150
95,167,800
95,454,450
95,741,100
96,027,750
96,314,400
96,601,050
96,887,700
97,174,350
97,461,000
97,747,650
98,034,300
98,320,950
98,607,600
98,894,250
99,180,900
99,467,550
99,754,200
100,040,850
100,327,500
100,614,150
100,900,800
101,187,450
101,474,100
101,760,750
102,047,400
102,334,050
102,620,700
102,907,350
103,194,000
103,480,650
103,767,300
104,053,950
104,340,600
104,627,250
104,913,900
105,200,550
105,487,200
105,773,850
106,060,500
106,347,150
106,633,800
106,920,450
107,207,100
107,493,750
107,780,400
108,067,050
108,353,700
108,640,350
108,927,000
109,213,650
109,500,300
109,786,950
110,073,600
110,360,250
110,646,900
110,933,550
111,220,200
111,506,850
111,793,500
112,080,150
112,366,800
112,653,450
112,940,100
113,226,750
113,513,400
113,800,050
114,086,700
114,373,350
114,660,000
114,946,650
115,233,300
115,519,950
115,806,600
116,093,250
116,379,900
116,666,550
116,953,200
117,239,850
117,526,500
117,813,150
118,099,800
118,386,450
118,673,100
118,959,750
119,246,400
119,533,050
119,819,700
120,106,350
120,393,000
120,679,650
120,966,300
121,252,950
121,539,600
121,826,250
122,112,900
122,399,550
122,686,200
122,972,850
123,259,500
123,546,150
123,832,800
124,119,450
124,406,100
124,692,750
124,979,400
125,266,050
125,552,700
125,839,350
126,126,000
126,412,650
126,699,300
126,985,950
127,272,600
127,559,250
127,845,900
128,132,550
128,419,200
128,705,850
128,992,500
129,279,150
129,565,800
129,852,450
130,139,100
130,425,750
130,712,400
130,999,050
131,285,700
131,572,350
131,859,000
132,145,650
132,432,300
132,718,950
133,005,600
133,292,250
133,578,900
133,865,550
134,152,200
134,438,850
134,725,500
135,012,150
135,298,800
135,585,450
135,872,100
136,158,750
136,445,400
136,732,050
137,018,700
137,305,350
137,592,000
137,878,650
138,165,300
138,451,950
138,738,600
139,025,250
139,311,900
139,598,550
139,885,200
140,171,850
140,458,500
140,745,150
141,031,800
141,318,450
141,605,100
141,891,750
142,178,400
142,465,050
142,751,700
143,038,350
143,325,000
2015 2016 2017 2018 2019
No.
of
Acc/Users
in
(000)
Source: Egypt Internet & Datacomm Landscape 2004 Report; Arab
Advisors Group
Young consumers Population
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MARKETING OBJECTIVES
For year 2020, the primary objective for Juhayna Egypt is to enhance the Brand image and proof online
existence, to keep the leading position among the crowded market of juice producers in Egypt. It could
be broken-down into the following Objectives.
o To focus for its juice segment will revolve around its marketing activities, adopting strategies such
as promoting products among millennials and boosting consumption to drive the segment's sales
growth by 10% in 2020.
o To demonstrated its resilience in the market with prudent strategies, marketing objectives and
cost-cutting resourcefulness. Aware of the sensitive nature of the Egyptian food sector, Juhayna
kept to its strategy of gradually transferring cost increases to consumers while streamlining
operations and driving down costs by at least 7% to maintain its competitive edge in the market.
o To Shorten company's sales cycle, through focusing on marketing's job to deliver see consistent
messaging, branding, and relevant materials to help company progress towards making a
purchase.
o To improve awareness and demand by 5% around new products of juhayna via focus around
marketing promotions will be essential and increased brand awareness, this is something that a
larger brand with subsets of marketing teams would focus on. Even customers are not ready to
buy in the moment, Juhayna want people to know about Juhayna brand and offering so you will
be top of mind in the future.
o To Launch 1 new product in a new market Beyond “ make more money for Juhayna and Increase
profitability beyond cutting unnecessary spending After defining what products are most
profitable“, focusing on marketing can put more effort into promoting those most profitable, items
by the end of 2020.
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MARKETING STRATEGIES
Based on the analysis provided for market, competition, and our internal view of the Juhayna brand, it
is advisable Juhayna Juice number can be repositioned for different consumer market segments
building on the coming segmentation exercise.
Therefore, the marketing strategy suggested here is a Differentiated (USP) unique selling point,
based on our ability to produce 3 different types of juices to 3 segments depending on their income.
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STP
Market Segment
1. Demographic:
o Age: Juhayan targets 2 wide age based segment
 0-14 years: 33.62% (male 18,112,550/female 16,889,155)
 25-54 years: 37.85% (male 20,032,310/female 19,376,847)
o Gender: Mainly Juhayna targets the female (Mothers, and who is responsible about
purchasing the home groceries)
 Male 52.5% & Female 47.5%.
o Family size: Juhayna targets 3 and more family size.
 1, 2, 3, 4, 5, and more.
o Family life cycle: Juhayna focus on
 Married with dependent children
 Married with independent children.
Growth of new families is 887,320 yearly.
o Income: Juhayna focus on 3 main classes
 Class +B Annul average wage 140000 L.E
 Class B Annul average wage 80000 L.E
 Class -B Annul average wage 58800 L.E
2. Geographic:
o Egypt population 104 Million
o Governances population.
o Urban Governance urban population: 42.8%, Rural population 57.2%
3. Psychographic
o Social Class: Juhayna targets the main 3 below classes
 Upper lower class
 Middle class
 Upper middle class
o Lifestyle: Achievers & Strivers will be Juhainas’ best target
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 Achievers
 Strivers
o Personality Attributes
 Compulsive
 Gregarious
 Authoritarian
 Ambitious
4. Behavioristic
o Occasions
 Regular.
 Occasion
 Special occasion
o Benefits
 Quality
 Service
 Economy
 Speed
o User Status
 Nonuser.
 Ex-user
 potential
o User Rate
 Lighter user
 Medium user
 Heavy user
5. Loyalty
o None
o Medium
o Heavy
6. Price sensitive. Juhayan price is sensitive for any changes
i. Inelastic
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Market Targeting
Juhayna uses the differentiated marketing strategy, targeting a several segments and designs separate
offers that satisfy every segment needs.
Lives in suburben
cities
Annul average wage
80000 L.E and
more.
Married with
dependent children
Middle class
50% Juice
Medium quality
Medium price
Classics Juice
Lives in urben cities
Annul average wage
140000 L.E and
more.
Married with
dependent children
Uper Middle class
Pure 100% Juice
High quality
High price
Pure Juice
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Positioning statement
How the customers are perceiving the product versus other products in the market.
o Benefits.
o Specific product features
o User category.
o Against other products
o Occasions.
o Hybrid basis.
Juhayna says “We are Faster, Cheaper, Better”, “Farm-fresh standards for healthy
living”...
Juhayna uses the Hybrid basis strategy combining the (Benefits, product features
& User category) as we will see in the below tables
Product Target Benefits Product Price Value
Lives in rular cities
Annul average wage
58500L.E and more.
Married with
dependent children
Upper lower class
25% Juice
Middium quality
High price
Bekhero Juice
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Customers Features Proposition
Pure
Healthy life “low
sugar” products
Upper class
families
Fresh
Quality & fast
delivered to the
retails
Premium
Low sugar and
High quality you
can experience
Classics
Good quality with
moderate prices
Middle Class
families
Fresh
Quality &
average price &
fast delivered to
the retails
Moderate
Prices are
acceptable with
good quality
Bekhero
Low price with
acceptable quality
Low middle class
Fresh
Inexpensive
price & and large
taste varieties
inexpensive
Different taste
options with
cheapest prices
Perceptual Map:
High Price
Low Sugar High Sugar
Low Price
Pure
Classics
Beckero
Domty
Lamar Juice
Lamar Blend
Beyti
Kol Youm
Beyti
Tropycana
El Marai
Super Juice
El Marai
Nectar
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MARKETING MIX
Product
(Customer satisfaction)
Juhayan juice is classified as a Convenience product with the below
o Buy frequently
o Low priced
o Mass advertising
o Many purchases locations
Product Strategy
o Product Attribute
o Branding
o Packaging
o Labeling
Since 1987 when we first introduced our packed juice to the market we have been producing the
highest quality juices from the largest and most modern manufacturing facilities for juices and drinks
in Egypt and the Middle East, equipped with the latest, state-of-the-art technology.
Product Attribution
o Product quality: Quality of the product is one of the marketer’s positioning tools. Product
quality means conformance quality depends on the customer needs and the segment
desires. Juhayna focused on 3 different quality of juice:
 Premium High quality product to attract a high segment focusing on the life style
and low sugar added
 Medium quality product to attract the middle segment making a combination
between reasonable price and reasonable quality.
 Low quality to attract the low-med segment that prefer low price over quality.
Product
Attibutes
Branding Packaging Labeling
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o Product Feature: Juhayna focused on 3 different segments and defined the needs that
satisfy every segment with continues surveys to be updated with any changes of the
segments behaviors :
 The high segment focuses on the life style and juhayna provide no added sugar
juice with range of tastes.
 The middle segment want a balanced products in price and quality, that’s what
juhayna provided with wide range of tastes.
 Last segment is the low-med segment that prefer low cost than quality, juhaina
provided a very wide range of tastes for them.
o Product style and design: Good style and designs can attract attention, improve
product performance, cut the production cost, and give the product a strong
competitive advantage and that what Juhayna is doing with updating surveys
with the customers opinion.
Brand
o As a market leader in the Egyptian juice sector, Juhayna is known as a first-rate juice
producer in a highly competitive market. A well-recognized brand, Juhayna offers a wide
variety of premium, high-quality juice beverages satisfying all consumer tastes. Juhayna has
positioned her brand in the mind of the consumer with the best quality that they can afford to
buy.
o Juhayna brand across several product lines, as well as continuing to engage in commercial
and marketing campaigns to raise consumer awareness and brand loyalty.
Packaging
o Increased competition and clutter on retail stores shelves means that packages must now
perform many sales tasks, In partnership with Tetra Pak, Juhayna continues to engage in an
ongoing public awareness with a very well designed and competitive features, and beside
that Tetra pack packaging cut the cost and with its technology Juhayna can keep the juice
out of the refrigerators for a long time.
Labeling
o It’s an important step that provides a full information of our products and shows the products
features and expiration date.
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Price
Factors when settings price
o Breakeven analysis: Juhayna has been in the
market since 1983, for sure the cost of the
establishing the company has been finished,
then the cost will rely on the Variable cost plus
the fixed cost plus any new capital updates like
new factories or any facilities, must know the
breakeven point of every product.
o Elasticity: Juhayna juice prices is Inelastic, any
change of the price costumers will go to the
competitors’ products.
o Cost: Define the Total cost (Variable cost + Fixed
cost)and define the margin
o Costumers: Identifying the target market
segment as Juhayna target 3 different segments
(High, Med, Low) each product pricing will be
affected with the costumer preview.
o Competitors (El Marai, Lamar) the must competing companies in the Juice field inside Egypt
pricing our products will be affected with their products.
o Company objectives: depending on the company objectives spatially if the company are
focusing on growing the market share and targeting low cost product and low margins
Public price
Juhayan is does not have the variety of changing the published price as there governmental regulations
in the market so the compotators do not manipulate the prices.
Pricing strategy
We will use the cost based pricing method Cost Plus (Total cost +fair profit from 30% to 40%) is
the best method that Juhayan can use as it’s a stable brand in the Egyptian market have its owned
costumers no need to make any changes in the profit percentage especially that the price in this
market is inelastic.
Revenue
Time
Fixed
cost
Variable Cost
Profit
Breakeven
Demand
Price
P1 P2
D1
D2
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Place
Distribution channels
o Analyzing Consumer needs: Providing the fastest delivery, greatest assortment may not be
possible or practical, Juhayna balance between consumer needs against costumer price
preferences, Juhayna has built an unparalleled nationwide network that includes 25 modern,
automated distribution centers. The network is supported by a fleet of 905 vans and trucks
to ensure safe and timely delivery of our products to 45,000 retail outlets throughout Egypt,
Serving millions of customers across 27governorates.
o Setting channel objectives: Desired on the service level of target consumers and identifying
which segment this channel serve.
Distribution strategy
Intensive distribution strategy: stock our products in as many outlets as possible, as it
can be available where and when the costumer need them to provide maximum brand
exposure and costumer convenience.
1
10%
2
7%
3
10%
4
8%
5
28%
6
37%
1 2 3 4 5 6
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Promotion
Promotional Tools
o T.V Adv. & Radio advert & Newspapers
The research used in the segmentation analysis produced suggested that our
target audience can be reached mainly through the following vehicles:
o Television (Paid channels, or satellite free, like MBC2, and Dream).
o Radio (Mainly interested in Nogoum FM 100.6).
o Newspaper (Especially Al-Ahram on Fridays, and Akhbar El-Youm on Saturdays).
o PR (Web Sites & Social Media advert, Sponsorship, CSR)
o Web Sites & Social Media advert: Must of researches directed Juhayna to focus on the
adverting on the high rated website like (Elahram, ElyoumElsabe3, Masrawy, filgoal), and
less on the social media but concentrate on interactive activity only, targeting more the
millenniums.
o Sponsorship: Renew our sponsorship with ElAhly club communicating our audience and
gaining more brand equity.
o CSR: participating and supporting Baheya fighting breast cancer and NGO’s on children
that have social and nutrition difficulties these activities prosperous the community.
o Sales promotions:
Will be directed to the key retails and will be on important events (Eid adha & eid
Fetr & New Year, Back to school, will be shower in the media plan)
o Buy 6 and get one free.
o Discounts
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Media Plan:
Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05
T.V Adv. &
Radio advert
& ewspapers
Radio
Sales
promotions
Magazine/
Newspapers
Direct Mktg
Online Mktg
12 weeks 100
hits/week
9 weeks focus
mainly on weekends
16 weeks 100
hits/week
Bahya sponsorship NGO, event
Khier Zaman &Carrfour Carrfour &
Metro Market
Banners on key Egyptian websites and e-mails to our subscriber’s base
4 weeks focus
mainly in Ramadan
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BUDGETING
Allocate resources. Company use the budgeting process as a tool for deciding where to
allocate funds to various activities, Using the task method methodology
Marketing Activities Budget
Budget
In EGP million
Tv Advert 100,000,000
Radio 4,000,000
Sales Promotions 29,000,000
PR (Sponsorship-Roadshows-CSR- Web Sites Adv) 60,000,000
Total cost 193,000,000
309683459.18
56%
14%
30%
Marketing Activities Budget
1 2 3
lOMoARcPSD|25826172

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