Strategic Management PPT, A class project of SM on Dalda Foods, in included introduction, vision, mission, all matrices, swot analysis and Recommendations
Vision and Mission” We make a positive difference in the lives of people with our products and services.
About UsDalda foods limited (Dalda Foods) traces its legacy to one of the oldest and most trusted food brands of the country. Dalda’s name has been synonymous with highest quality and utmost trust of the consumers for over 80 years.Dalda Foods was incorporated in July 2004 as a private limited company to acquire and manage the businesses related to Dalda and other food brands which were spun off from Unilever Pakistan Limited. The registered office of the company is at F-33, Hub River Road, SITE – Karachi and it has manufacturing facilities located at SITE-Karachi, Port Qasim-Karachi and Raiwind-Lahore. Principle activities of the Company are manufacture and sale of edible oils and fats, snacks and tea whiteners.Over the year’s company has grown at a fast pace with revenue and sales volume doubling in the last five year’s revenue over Rs 29 bn. Company’s growth trajectory has combined organic growth as well as growing through acquisition and diversifications.
Dalda Foods is presently operating in three foods sector – edible oils and fats with its iconic brands like Dalda, Planta, Manpasand, Tullo, Bisco, Cremo, etc; in the dairy and related sector with its brand Cup Shup in the tea whitener segment and in the snacks sector through its brand Knock Out, Bash, Nimco, etc. Further expansion and diversification in other related food sectors is planned.With Dalda brand continuing to grow from strength to strength at the top end of the edible oils and fats category, the company launched Manpasand brand in 2006 to cater to the needs of the large middle segment of the market. Since then Manpasand has successfully grown to be amongst the largest brands in its segment. Tullo, another iconic food brand of the country was added to the portfolio of company’s edible oils and fats brands when majority shareholding (86%) of Wazir Ali Industries Limited, a well-known and established company in the industry was acquired in2007.
Tullo has been nurtured back to full health and has made a successful and dramatic turn around to become one of the fastest growing and strong brands in edible oil and fats category.Wazir Ali Industries Limited continues to operate as an independent entity as a subsidiary of Dalda Foods. To cater to the needs of the top end of its market and fill a gap in its portfolio of brands, the company successfully launched Dalda Olive Oil brands in 2007.
They are sourced, processed and packed in Spain to Dalda Food’s exacting requirements with addition of extra vitamin A and D. Since 2005, the company is also exporting its Dalda brand edible fats to UK, Canada and USA meeting food quality standards of these countries and fulfilling the needs of the Pakistani diaspora there.
Dalda Foods Ltd began in the early 1930s as a ghee company in Pakistan. In 1999, Unilever acquired Dalda and evolved it into a vegetable ghee, later selling the brand to Westbury Group in 2004. Dalda produces various cooking oils and ghee products, targeting Pakistani families through television, print advertisements, and widespread distribution. The company aims to be consumers' most trusted brand through assurances of quality, safety, and nutrition.
- Dalda is a cooking oil produced by Lever Brothers Pakistan (now Unilever Pakistan) that has been on the market for 30 years.
- It targets middle to upper-income households and promotes the message "where there is motherhood, there is Dalda".
- Lever Brothers manages both external factors like economic conditions and internal factors like production facilities to influence Dalda's marketing. They gather information, plan strategically, implement plans, and evaluate results.
- Dalda faces competition from other cooking oils but has maintained its market share through effective pricing, promotion, distribution, and product strategies.
This document summarizes Dalda, a Pakistani brand of cooking oils and ghee. It discusses that Dalda was founded in the 1930s and was acquired by Unilever in 1999. It positions itself as the only brand that meets UNESCO vitamin standards and is exported to Europe. The document outlines Dalda's major products like cooking oils, ghee, and banaspati. It discusses Dalda's marketing strategy including distribution channels and advertising partners. In less than 3 sentences.
The marketing plan outlines strategies to increase market share for a cooking oil company. It analyzes the competitive landscape, identifying Dalda and Habib Oil as major competitors. A SWOT analysis notes strengths in distribution networks and low costs, and weaknesses in number of new customers. The plan proposes an intensive distribution strategy, cost-based pricing, and sponsorships/reminders to promote the brand. Financial projections estimate sales growth and net income increases over three years. The balanced business scorecard sets objectives to capture rural markets, lower costs, and increase profits by 15% through acquiring a competitor to broaden its reach.
STP marketing presentation OF Cadbury Dairy MilkVinish Sharma
Cadbury is a British confectionery company established in 1824 in Birmingham, England. It introduced the Dairy Milk chocolate bar in 1905, which used a higher milk content than rivals. Dairy Milk became Cadbury's best-selling brand and consists of various products made exclusively with milk chocolate. In India, Dairy Milk has around 47% market share of the chocolate industry. Cadbury segments customers demographically by age and gender, and behaviorally based on decision roles, occasions, benefits, user status, and rates. It targets different groups like students and families through marketing campaigns.
This document outlines Saffola's journey from a brand focused on heart patients to one for all consumers. Originally, Saffola targeted urban dwellers over 45 through ads emphasizing heart health. However, this limited the brand's market. To expand, Saffola aimed to be seen as a healthy, tasty oil for families. It tested various ad campaigns between 1992-2004, sometimes emphasizing health and other times taste, but had mixed results. To transition successfully, Saffola launched its "Aaj se" campaign in 2004. This softened the tone and targeted younger consumers by reiterating heart risks for Indian men while reducing the fear factor. Suggestions were also made to highlight safflower oil's qualities,
Vision and Mission” We make a positive difference in the lives of people with our products and services.
About UsDalda foods limited (Dalda Foods) traces its legacy to one of the oldest and most trusted food brands of the country. Dalda’s name has been synonymous with highest quality and utmost trust of the consumers for over 80 years.Dalda Foods was incorporated in July 2004 as a private limited company to acquire and manage the businesses related to Dalda and other food brands which were spun off from Unilever Pakistan Limited. The registered office of the company is at F-33, Hub River Road, SITE – Karachi and it has manufacturing facilities located at SITE-Karachi, Port Qasim-Karachi and Raiwind-Lahore. Principle activities of the Company are manufacture and sale of edible oils and fats, snacks and tea whiteners.Over the year’s company has grown at a fast pace with revenue and sales volume doubling in the last five year’s revenue over Rs 29 bn. Company’s growth trajectory has combined organic growth as well as growing through acquisition and diversifications.
Dalda Foods is presently operating in three foods sector – edible oils and fats with its iconic brands like Dalda, Planta, Manpasand, Tullo, Bisco, Cremo, etc; in the dairy and related sector with its brand Cup Shup in the tea whitener segment and in the snacks sector through its brand Knock Out, Bash, Nimco, etc. Further expansion and diversification in other related food sectors is planned.With Dalda brand continuing to grow from strength to strength at the top end of the edible oils and fats category, the company launched Manpasand brand in 2006 to cater to the needs of the large middle segment of the market. Since then Manpasand has successfully grown to be amongst the largest brands in its segment. Tullo, another iconic food brand of the country was added to the portfolio of company’s edible oils and fats brands when majority shareholding (86%) of Wazir Ali Industries Limited, a well-known and established company in the industry was acquired in2007.
Tullo has been nurtured back to full health and has made a successful and dramatic turn around to become one of the fastest growing and strong brands in edible oil and fats category.Wazir Ali Industries Limited continues to operate as an independent entity as a subsidiary of Dalda Foods. To cater to the needs of the top end of its market and fill a gap in its portfolio of brands, the company successfully launched Dalda Olive Oil brands in 2007.
They are sourced, processed and packed in Spain to Dalda Food’s exacting requirements with addition of extra vitamin A and D. Since 2005, the company is also exporting its Dalda brand edible fats to UK, Canada and USA meeting food quality standards of these countries and fulfilling the needs of the Pakistani diaspora there.
Dalda Foods Ltd began in the early 1930s as a ghee company in Pakistan. In 1999, Unilever acquired Dalda and evolved it into a vegetable ghee, later selling the brand to Westbury Group in 2004. Dalda produces various cooking oils and ghee products, targeting Pakistani families through television, print advertisements, and widespread distribution. The company aims to be consumers' most trusted brand through assurances of quality, safety, and nutrition.
- Dalda is a cooking oil produced by Lever Brothers Pakistan (now Unilever Pakistan) that has been on the market for 30 years.
- It targets middle to upper-income households and promotes the message "where there is motherhood, there is Dalda".
- Lever Brothers manages both external factors like economic conditions and internal factors like production facilities to influence Dalda's marketing. They gather information, plan strategically, implement plans, and evaluate results.
- Dalda faces competition from other cooking oils but has maintained its market share through effective pricing, promotion, distribution, and product strategies.
This document summarizes Dalda, a Pakistani brand of cooking oils and ghee. It discusses that Dalda was founded in the 1930s and was acquired by Unilever in 1999. It positions itself as the only brand that meets UNESCO vitamin standards and is exported to Europe. The document outlines Dalda's major products like cooking oils, ghee, and banaspati. It discusses Dalda's marketing strategy including distribution channels and advertising partners. In less than 3 sentences.
The marketing plan outlines strategies to increase market share for a cooking oil company. It analyzes the competitive landscape, identifying Dalda and Habib Oil as major competitors. A SWOT analysis notes strengths in distribution networks and low costs, and weaknesses in number of new customers. The plan proposes an intensive distribution strategy, cost-based pricing, and sponsorships/reminders to promote the brand. Financial projections estimate sales growth and net income increases over three years. The balanced business scorecard sets objectives to capture rural markets, lower costs, and increase profits by 15% through acquiring a competitor to broaden its reach.
STP marketing presentation OF Cadbury Dairy MilkVinish Sharma
Cadbury is a British confectionery company established in 1824 in Birmingham, England. It introduced the Dairy Milk chocolate bar in 1905, which used a higher milk content than rivals. Dairy Milk became Cadbury's best-selling brand and consists of various products made exclusively with milk chocolate. In India, Dairy Milk has around 47% market share of the chocolate industry. Cadbury segments customers demographically by age and gender, and behaviorally based on decision roles, occasions, benefits, user status, and rates. It targets different groups like students and families through marketing campaigns.
This document outlines Saffola's journey from a brand focused on heart patients to one for all consumers. Originally, Saffola targeted urban dwellers over 45 through ads emphasizing heart health. However, this limited the brand's market. To expand, Saffola aimed to be seen as a healthy, tasty oil for families. It tested various ad campaigns between 1992-2004, sometimes emphasizing health and other times taste, but had mixed results. To transition successfully, Saffola launched its "Aaj se" campaign in 2004. This softened the tone and targeted younger consumers by reiterating heart risks for Indian men while reducing the fear factor. Suggestions were also made to highlight safflower oil's qualities,
Coffee wars in India : CCd taking on the global brandssampriti1991
This document discusses the coffee shop market in India and provides a comparison between Café Coffee Day (CCD) and Starbucks. Some key points:
- CCD is the market leader in India with over 1500 outlets across the country, while Starbucks only has around 75 outlets and higher prices.
- The document analyzes the segmentation, targeting, positioning, marketing mix and supply chain of CCD and Starbucks. It also provides blueprints of their service processes.
- Recent challenges for both companies are discussed, including the need for CCD to improve customer service and Starbucks to expand more aggressively in India. The document concludes with strategies for each company to strengthen their operations and customer experience.
This document provides an overview of Dalda Foods Pvt. Ltd's supply chain operations. It discusses their planning process, purchasing procedures, focus on quality and price, total quality management practices, sourcing from local and international suppliers, supplier selection criteria, relationship building with suppliers, supplier evaluation process, logistics including raw material transportation and warehouse operations. The company aims to provide high quality products at reasonable prices through strategic sourcing and management of suppliers and logistics.
Demand Analysis of Asian Paints Emulsionsguest395c348
The document analyzes the demand for Asian Paints emulsion paint in India. It finds that emulsion paint is primarily used by higher-income customers for interior decoration. Dealers and contractors play an important role in influencing customers' choices. While Asian Paints leads the market, dealers complain about the company's low profit margins compared to competitors. The analysis also finds that paint sales rise in the third quarter but are shifting to other quarters. It provides some suggestions to further boost Asian Paints' demand.
Cadbury Dairy Milk (CDM) has been the market leader in India's chocolate market since 1948. It currently holds a market share of over 70%. While Western markets still dominate globally, emerging markets like India represent significant future growth potential, with the Indian chocolate market growing at 15% annually between 2008-2012. CDM targets all of India with mass marketing and occupies multiple price segments with products like standard Dairy Milk, premium Dairy Milk Silk, and seasonal variants. It relies on strong brand recognition and emotional advertising to maintain loyalty.
This marketing presentation summarizes a perceptual map analysis of Head & Shoulders anti-dandruff shampoo. It outlines the company and brand history, key target segments, and positioning as the world's number 1 anti-dandruff product. Two perceptual maps are presented, showing competitors' positions and consumers' perceptions. A gap analysis identifies areas for improvement such as promoting additional attributes and awareness in rural areas. Recommendations include addressing froth problems, focusing on product depth, and delivering on claims to close the perception gap between company and consumers.
Tapal is a Pakistani tea company founded in 1947. It produces several tea brands including Tapal Family Mixture, Tapal Danedar, and Tapal Ice Tea. The document discusses Tapal's vision, history, products, market share, supply chain, and provides a SWOT analysis of its Ice Tea brand. It recommends that Tapal expand its target market for Ice Tea, position it as a healthier alternative to soft drinks, and increase advertising and promotions.
This document provides an overview and analysis of Unilever's Lipton tea brand in Pakistan. It includes Lipton's vision, mission, history in Pakistan, product portfolio, segmentation, competition analysis, SWOT analysis, and matching stage analysis including EFE, IFE, and SWOT matrices. The document aims to provide strategic recommendations for Lipton to achieve its long-term objectives in the Pakistani tea market.
Dana Wheeler is preparing recommendations for The Fashion Channel's new segmentation and positioning strategy to strengthen its competitive position against main rivals Lifetime and CNN. Three scenarios are suggested: 1) Targeting multiple segments including Fashionistas, Planners & Shoppers and Situationalists with a 20% rating increase but 10% CPM decrease. 2) Targeting just Fashionistas with a 20% rating decrease but 75% CPM increase and $15M in new programming. 3) Targeting Fashionistas and Planners & Shoppers with a 20% rating increase and 25% CPM increase requiring $20M in new programming. Scenario 3 is estimated to generate the highest net income of $168.8M
Haldiram's is a major Indian snack manufacturer established in 1937 in Bikaner, India. It has plants in several major Indian cities as well as exports products to over 10 countries. Namkeen snacks contribute 60% of Haldiram's total revenue. The company has over 100 product offerings and uses high quality, traditional Indian ingredients sourced from across the country. Haldiram's has received several awards and recognition for its products and operations.
The document outlines a marketing plan for a new fruit juice product called Fruitango. It introduces the product as a 95% fresh fruit juice with 5% nectar for preservation. It then discusses the company's mission to provide healthy products, target markets such as kids and teens, and competitive advantages over fruit drink competitors and juice vendors. Finally, it proposes a penetration pricing strategy and promotion through print, radio, TV, and public advertisements to raise brand awareness during the introduction phase.
Castrol India Limited is the largest manufacturer of automotive and industrial lubricants in India with a 48% market share. It has 5 manufacturing plants and distributes products through 270 distributors serving over 70,000 retail outlets. The document discusses Castrol's distribution channels and market share in India. It notes opportunities for Castrol to expand its market share from non-franchised workshops (NFWs), which are becoming an important distribution channel as consumer behavior shifts from dealerships to workshops. However, directly supplying NFWs presents challenges around credit risk, remote locations, and low order volumes.
This document contains a case study presentation about Harley Davidson India. It discusses Harley Davidson as a company, focusing on its strengths as a premium American brand with high quality products and customizations. It also examines weaknesses like an price-sensitive Indian consumer base and a sales model only through dealers. The document analyzes opportunities in the growing Indian cruiser bike market and luxury goods sector. It identifies threats from established competitors and stricter emission standards. The presentation provides suggestions to address issues like establishing an online customization platform, bolstering brand recognition through celebrity endorsements and events, and collaborating to improve service infrastructure and fuel availability.
1. Cadbury won the exclusive right to use its signature purple color (Pantone 2685C) on packaging over 100 years ago and has kept this color identity.
2. The 1997 "Freebird" commercial conveyed a strong message of freedom and happiness using imagery of a couple freeing caged pigeons while enjoying Cadbury.
3. After worms were found in some Cadbury chocolates in 2003, the brand invested heavily to upgrade packaging and launch a PR campaign featuring Amitabh Bachchan, rebuilding its wholesome image.
Dove is a skincare brand owned by Unilever that was launched in 1957. In the 1970s, Dove increased in popularity as a milder soap. In the 2000s, Dove launched campaigns promoting "real beauty" by featuring ordinary women. This helped shift perceptions of beauty away from unrealistic standards. Dove also began the Self Esteem Project in 2002 to help raise girls' self-confidence. Through its campaigns and focus on diversity, Dove has grown its brand value while also facing some controversies related to Unilever's other brands.
This document discusses Gillette's position as the market leader in razors and discusses opportunities and threats facing the company. It notes Gillette controls a large market share but operates in a saturated, mature market. The document evaluates Gillette's strengths in brand recognition and marketing and weaknesses like consumer skepticism. It recommends solutions like expanding into foreign markets, promoting cultural sensitivity, and glamorizing shaving to attract new customers through innovative marketing strategies.
Ajanta Packaging is one of the top suppliers of glass bottles in India with over 50 employees and $100 million in annual revenue. However, the glass bottle industry faces stiff competition from other packaging materials and options that have entered the market in recent years. With many companies shifting to PET bottles, tetra packs, and flexible packaging to reduce costs and improve durability, Ajanta's revenue comes 95% from glass bottles, making it highly dependent on a saturated market.
Nucor is considering building a new steel mill. The CEO is concerned about committing to the project given resource constraints and whether CSP technology will remain viable long-term. An analysis of Nucor's strengths in administration, employee relations and operations was presented. Weaknesses, opportunities, and threats in the US steel market were also reviewed. Nucor will decide on the project based on criteria requiring 100% commitment of previous capital, 25% ROA within 5 years, and maintaining debt-equity below 30%.
Flare Fragrances - Harvard Business Case by Priyanka Samtani, Seneca CollegePriyanka Samtani
This is an assignment that we did for the course Strategic Marketing Management. Savvy is a new fragrance that a company called Flare Fragrances is about to launch, and this presentation describes the best target audience, positioning and branding for the new product.
Note: Every decision is based for the year 2008, because that's when the case is dated.
A detailed analysis of Pakistan Food Industry and Pakistan Spice Industry is done using facts and figures. Along with the second part pf the project details about the strategic position of Shan Foods a Pakistani based company. Different strategies are also recommended by considering their current strategic position in Pakistan Spice Industry.
Mitchell's Fruit Farms Limited is a leading producer of fruit products in Pakistan. The presentation provides an analysis of Mitchell's business including its products, leadership, competitors, market share, internal and external factors, financial performance, and strategies. Key recommendations include using market penetration strategies to maintain market position, introducing smaller product packs to meet changing customer needs, improving customer satisfaction through quality and discounts, enhancing technology, and adopting decentralized decision-making.
The document provides an agenda and introduction for a strategic analysis of Procter & Gamble (P&G). It outlines P&G's history, founders, products, revenues, competitors and strategic direction including vision, mission and objectives. External and internal environmental analyses are conducted including opportunities/threats and strengths/weaknesses. Current strategic performance is evaluated through financial ratios showing improved liquidity and returns.
Coffee wars in India : CCd taking on the global brandssampriti1991
This document discusses the coffee shop market in India and provides a comparison between Café Coffee Day (CCD) and Starbucks. Some key points:
- CCD is the market leader in India with over 1500 outlets across the country, while Starbucks only has around 75 outlets and higher prices.
- The document analyzes the segmentation, targeting, positioning, marketing mix and supply chain of CCD and Starbucks. It also provides blueprints of their service processes.
- Recent challenges for both companies are discussed, including the need for CCD to improve customer service and Starbucks to expand more aggressively in India. The document concludes with strategies for each company to strengthen their operations and customer experience.
This document provides an overview of Dalda Foods Pvt. Ltd's supply chain operations. It discusses their planning process, purchasing procedures, focus on quality and price, total quality management practices, sourcing from local and international suppliers, supplier selection criteria, relationship building with suppliers, supplier evaluation process, logistics including raw material transportation and warehouse operations. The company aims to provide high quality products at reasonable prices through strategic sourcing and management of suppliers and logistics.
Demand Analysis of Asian Paints Emulsionsguest395c348
The document analyzes the demand for Asian Paints emulsion paint in India. It finds that emulsion paint is primarily used by higher-income customers for interior decoration. Dealers and contractors play an important role in influencing customers' choices. While Asian Paints leads the market, dealers complain about the company's low profit margins compared to competitors. The analysis also finds that paint sales rise in the third quarter but are shifting to other quarters. It provides some suggestions to further boost Asian Paints' demand.
Cadbury Dairy Milk (CDM) has been the market leader in India's chocolate market since 1948. It currently holds a market share of over 70%. While Western markets still dominate globally, emerging markets like India represent significant future growth potential, with the Indian chocolate market growing at 15% annually between 2008-2012. CDM targets all of India with mass marketing and occupies multiple price segments with products like standard Dairy Milk, premium Dairy Milk Silk, and seasonal variants. It relies on strong brand recognition and emotional advertising to maintain loyalty.
This marketing presentation summarizes a perceptual map analysis of Head & Shoulders anti-dandruff shampoo. It outlines the company and brand history, key target segments, and positioning as the world's number 1 anti-dandruff product. Two perceptual maps are presented, showing competitors' positions and consumers' perceptions. A gap analysis identifies areas for improvement such as promoting additional attributes and awareness in rural areas. Recommendations include addressing froth problems, focusing on product depth, and delivering on claims to close the perception gap between company and consumers.
Tapal is a Pakistani tea company founded in 1947. It produces several tea brands including Tapal Family Mixture, Tapal Danedar, and Tapal Ice Tea. The document discusses Tapal's vision, history, products, market share, supply chain, and provides a SWOT analysis of its Ice Tea brand. It recommends that Tapal expand its target market for Ice Tea, position it as a healthier alternative to soft drinks, and increase advertising and promotions.
This document provides an overview and analysis of Unilever's Lipton tea brand in Pakistan. It includes Lipton's vision, mission, history in Pakistan, product portfolio, segmentation, competition analysis, SWOT analysis, and matching stage analysis including EFE, IFE, and SWOT matrices. The document aims to provide strategic recommendations for Lipton to achieve its long-term objectives in the Pakistani tea market.
Dana Wheeler is preparing recommendations for The Fashion Channel's new segmentation and positioning strategy to strengthen its competitive position against main rivals Lifetime and CNN. Three scenarios are suggested: 1) Targeting multiple segments including Fashionistas, Planners & Shoppers and Situationalists with a 20% rating increase but 10% CPM decrease. 2) Targeting just Fashionistas with a 20% rating decrease but 75% CPM increase and $15M in new programming. 3) Targeting Fashionistas and Planners & Shoppers with a 20% rating increase and 25% CPM increase requiring $20M in new programming. Scenario 3 is estimated to generate the highest net income of $168.8M
Haldiram's is a major Indian snack manufacturer established in 1937 in Bikaner, India. It has plants in several major Indian cities as well as exports products to over 10 countries. Namkeen snacks contribute 60% of Haldiram's total revenue. The company has over 100 product offerings and uses high quality, traditional Indian ingredients sourced from across the country. Haldiram's has received several awards and recognition for its products and operations.
The document outlines a marketing plan for a new fruit juice product called Fruitango. It introduces the product as a 95% fresh fruit juice with 5% nectar for preservation. It then discusses the company's mission to provide healthy products, target markets such as kids and teens, and competitive advantages over fruit drink competitors and juice vendors. Finally, it proposes a penetration pricing strategy and promotion through print, radio, TV, and public advertisements to raise brand awareness during the introduction phase.
Castrol India Limited is the largest manufacturer of automotive and industrial lubricants in India with a 48% market share. It has 5 manufacturing plants and distributes products through 270 distributors serving over 70,000 retail outlets. The document discusses Castrol's distribution channels and market share in India. It notes opportunities for Castrol to expand its market share from non-franchised workshops (NFWs), which are becoming an important distribution channel as consumer behavior shifts from dealerships to workshops. However, directly supplying NFWs presents challenges around credit risk, remote locations, and low order volumes.
This document contains a case study presentation about Harley Davidson India. It discusses Harley Davidson as a company, focusing on its strengths as a premium American brand with high quality products and customizations. It also examines weaknesses like an price-sensitive Indian consumer base and a sales model only through dealers. The document analyzes opportunities in the growing Indian cruiser bike market and luxury goods sector. It identifies threats from established competitors and stricter emission standards. The presentation provides suggestions to address issues like establishing an online customization platform, bolstering brand recognition through celebrity endorsements and events, and collaborating to improve service infrastructure and fuel availability.
1. Cadbury won the exclusive right to use its signature purple color (Pantone 2685C) on packaging over 100 years ago and has kept this color identity.
2. The 1997 "Freebird" commercial conveyed a strong message of freedom and happiness using imagery of a couple freeing caged pigeons while enjoying Cadbury.
3. After worms were found in some Cadbury chocolates in 2003, the brand invested heavily to upgrade packaging and launch a PR campaign featuring Amitabh Bachchan, rebuilding its wholesome image.
Dove is a skincare brand owned by Unilever that was launched in 1957. In the 1970s, Dove increased in popularity as a milder soap. In the 2000s, Dove launched campaigns promoting "real beauty" by featuring ordinary women. This helped shift perceptions of beauty away from unrealistic standards. Dove also began the Self Esteem Project in 2002 to help raise girls' self-confidence. Through its campaigns and focus on diversity, Dove has grown its brand value while also facing some controversies related to Unilever's other brands.
This document discusses Gillette's position as the market leader in razors and discusses opportunities and threats facing the company. It notes Gillette controls a large market share but operates in a saturated, mature market. The document evaluates Gillette's strengths in brand recognition and marketing and weaknesses like consumer skepticism. It recommends solutions like expanding into foreign markets, promoting cultural sensitivity, and glamorizing shaving to attract new customers through innovative marketing strategies.
Ajanta Packaging is one of the top suppliers of glass bottles in India with over 50 employees and $100 million in annual revenue. However, the glass bottle industry faces stiff competition from other packaging materials and options that have entered the market in recent years. With many companies shifting to PET bottles, tetra packs, and flexible packaging to reduce costs and improve durability, Ajanta's revenue comes 95% from glass bottles, making it highly dependent on a saturated market.
Nucor is considering building a new steel mill. The CEO is concerned about committing to the project given resource constraints and whether CSP technology will remain viable long-term. An analysis of Nucor's strengths in administration, employee relations and operations was presented. Weaknesses, opportunities, and threats in the US steel market were also reviewed. Nucor will decide on the project based on criteria requiring 100% commitment of previous capital, 25% ROA within 5 years, and maintaining debt-equity below 30%.
Flare Fragrances - Harvard Business Case by Priyanka Samtani, Seneca CollegePriyanka Samtani
This is an assignment that we did for the course Strategic Marketing Management. Savvy is a new fragrance that a company called Flare Fragrances is about to launch, and this presentation describes the best target audience, positioning and branding for the new product.
Note: Every decision is based for the year 2008, because that's when the case is dated.
A detailed analysis of Pakistan Food Industry and Pakistan Spice Industry is done using facts and figures. Along with the second part pf the project details about the strategic position of Shan Foods a Pakistani based company. Different strategies are also recommended by considering their current strategic position in Pakistan Spice Industry.
Mitchell's Fruit Farms Limited is a leading producer of fruit products in Pakistan. The presentation provides an analysis of Mitchell's business including its products, leadership, competitors, market share, internal and external factors, financial performance, and strategies. Key recommendations include using market penetration strategies to maintain market position, introducing smaller product packs to meet changing customer needs, improving customer satisfaction through quality and discounts, enhancing technology, and adopting decentralized decision-making.
The document provides an agenda and introduction for a strategic analysis of Procter & Gamble (P&G). It outlines P&G's history, founders, products, revenues, competitors and strategic direction including vision, mission and objectives. External and internal environmental analyses are conducted including opportunities/threats and strengths/weaknesses. Current strategic performance is evaluated through financial ratios showing improved liquidity and returns.
Based on the provided IFE score of 3.31 and EFE score of 3.56 for P&G, the IE Matrix analysis would place P&G in Cell II of the matrix, which is the "Grow and Build" quadrant.
This suggests that P&G has relatively strong internal factors based on the IFE score, and also faces favorable external opportunities based on the EFE score. The "Grow and Build" strategy recommended for Cell II would be to leverage P&G's strengths to capitalize on external opportunities through aggressive investment and expansion strategies.
Procter & Gamble is the world's largest consumer goods company, known for brands like Always, Braun, Bounty, Charmin, Crest, Downy, Febreze, Gillette, Olay, Pampers, Pantene, Tide, and Wella. The document analyzes P&G's business in 2011 through external and internal audits, strategic frameworks like BCG matrix and IE matrix, and recommends strategies like increasing investments in R&D, targeting male consumers through celebrity endorsements, and focusing marketing of established brands on their brand recognition. The analyses aim to help P&G accelerate growth, especially in emerging markets
Based on the analysis of the financial ratios, Ghandhara Industries' liquidity, asset management, and profitability ratios are below the industry benchmarks in most years. Some key points:
- Liquidity ratios like current and quick ratios are below average, indicating potential issues meeting short-term obligations
- Inventory turnover is low, suggesting inefficient inventory management
- Profitability ratios like gross profit margin, EBITDA margin, net profit margin, and return on equity are below average and even negative in some years, indicating low profitability
- Earnings per share is also negative in recent years
Overall, the financial analysis suggests Ghandhara Industries needs to improve its working capital and inventory management, as well as
This document provides an overview of a company called "Goodbye" that produces a biodegradable chemical to dissolve non-recyclable waste. It outlines the company profile, vision, product introduction, marketing plan, and financial plan. The company aims to satisfy customer needs, provide jobs, and help the environment through its unique product that requires no recycling. It establishes production, sales, promotion, and funding strategies to achieve growth objectives over the next few years.
“SWIFT” is a soft drinks manufacturer company that heading into its fourth year of operation and produces mango juice, apple juice, blackberry juice, date juice etc. All of the items mentioned successfully running and continued to future profitability. To give them customer a new juice taste depending on marketing research information of the customer, we are going to launch a new favorite soft drink named “SWIFT Sugarcane Juice”.
The document provides an agenda and marketing plan for Choco Honey, a new chocolate product. It includes sections on market overview of the chocolate industry in India, PEST analysis, company overview of Dabur, product details, Porter's five forces analysis, competitor analysis of Cadbury and Nestle, SWOT analysis, market research findings, product definition, segmentation, targeting, positioning, and marketing mix strategies. The plan proposes introducing Choco Honey in two price ranges and flavor varieties, and outlines promotional activities, pricing, manufacturing and distribution costs.
P&G has diverse product segments and a large customer base. However, profits declined 5.2% despite revenue growth. Competition is intense with Unilever and Johnson & Johnson. Opportunities exist in developing markets and new products. Threats include regulation and changing demand. P&G should focus on quality, innovation and developing markets to maintain market share against strong competitors.
This document summarizes the marketing strategies of Dawlance and LG refrigerators in Pakistan. It discusses Dawlance and LG's product offerings, pricing approaches, promotion tactics, and distribution networks. Dawlance aims to provide reliable refrigerators at reasonable prices to middle and upper-middle class Pakistanis. It spends on print, TV, outdoor, and sales promotion. LG targets upper class and offers high-end features. It relies more on trade incentives and has a smaller dealer network in major cities. Both companies strive to make their products widely available and maintain uniform prices nationwide.
Unilever Pakistan is one of the largest consumer goods companies operating in Pakistan. It was established in 1958 as Lever Brothers Pakistan and is now the largest fast moving consumer goods company in the country. The document discusses Unilever's mission, vision, internal strengths and weaknesses, external opportunities and threats. It analyzes the company using various strategic management tools like BCG matrix, SWOT analysis, IFE/EFE matrix, SPACE matrix, and QSPM to evaluate different strategic options for the company such as market development, integration, and more.
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3. • Dalda foods limited (Dalda Foods) traces its legacy to one of the oldest and most trusted food brands of the country.
• Dalda’s name has been synonymous with highest quality and utmost trust of the consumers for over 80 years.
• Dalda have an edge over competitor's year after year because of its premium quality.
• Dalda Foods was incorporated in July 2004 as a private limited company after separating from Unilever Pakistan.
• Over the year’s company has grown at a fast pace with revenue and sales volume doubling in the last five year’s
revenue over Rs 29 bn.
• Company’s growth trajectory has combined organic growth as well as growing through acquisition and
diversifications.
Dalda Foods is presently operating in three foods sectors:
• Edible oils and fats with its iconic brands (Dalda, Planta, Manpasand, Tullo)
• In the dairy sector with its brand Bisco, Cremo, Puff etc; and in the tea whitener segment with its brand Cup Shup.
• In snacks sector through its brand Knock Out, Bash, Nimco.
• An iconic food brand of the country “Tullo“ was added to the portfolio of company when majority shareholding
(86%) of Wazir Ali Industries Limited, a well-known and established company in the industry was acquired in
2007.
• The registered office of the company is at F-33, Hub River Road, SITE, Karachi and it has manufacturing facilities
located at SITE-Karachi, Port Qasim, Karachi and Rawalpindi, Lahore, Principle activities of the Company are
manufacture and sale of edible oils and fats, snacks and tea whiteners.
INTRODUCTION
4. Tag line
Dalda essence encapsulated in its tag line “Jahan Mamta, Wahan Dalda” (“Mother’s Love is Dalda”) became a
synonym for its purity and quality and has been the platform for the brand for many, many years.
VISION and MISSION
“We make a positive difference in the lives of people with our products and services”.
Vision and Mission Description
Deliver satisfaction and quality assurance to our consumers using state of the art technology. Offer a work
environment that inspires trust and loyalty in people. Engage in continuous efforts to explore new horizons in our
business.
Objectives
Dalda have some objectives namely integrity, Fairness, Trust, Accountability and People Reaching their Potential.
• They want to serve consumers in a unique and effective way.
• The want to provide highest standard of corporate behavior towards the employees, consumers and the societies
• Total commitment to exceptional standards of performance and productivity.
• Profitable growth for the business and long term value creation for shareholders and employees.
• The Company also focus to look after the employees and to motivate them to look after the interest of consumers.
• ISO 900-2000 Quality, 14001-2004 Environment, 22000-2005 Food Safety & 18001-1999 OHSAS
6. Tea Whitener
Cup Shup | Launched in 2015
Snacks
Knock Out | Launched in 2017
Since 2006 the Company has kept growing and had introduced various new products. A
graph on the summary of operational history of Dalda Foods is shown below:
RELATED DIVERSIFICATION
7. Pakistan Edible Oil Industry Overview
• Edible oils and fats are significant part of household expenditure of an average
family - almost 6% of the household budget is spent on it.
• Edible oils and fats are marketed in variety of packaging formats – tin cans, plastic
bottles, plastic pouches, plastic buckets and in loose form.
• Total consumption
52% Branded
48% Unbranded
• Currently Pakistan spend about $ 1.0 billion per annum on the import of edible Oil.
Market share
8. SWOT ANALYSIS
Strengths
• Blind trust of the consumers in the brand
• The brand recall is as high as 97%
• The quality of the product
• Strong Management
• Strong Management
• Efficient supply chain
• Only Trans-fat free brand
• Organization culture
• Product range
• Economy of scale
• Second largest oil brand
• CSR
Weaknesses
• Huge import
• High cost of production
• Lack of company owned R&D
• Customer perceive as a old brand
• Less promotion activities
• High cost of production
• Less Raw Material Production
9. IFEMATRIX Key Internal Factors Weight Rating WTD Score
Strengths
Blind trust of the consumers in the brand 0.05 4 0.2
The brand recall is as high as 97% 0.06 4 0.24
The quality of the product 0.09 4 0.36
Strong Management 0.06 3 0.18
Financial Performance 0.05 3 0.15
Efficient supply chain 0.06 4 0.24
Only Trans-fat free brand 0.07 4 0.28
Organization culture 0.04 3 0.12
Product range 0.06 3 0.18
Economy of scale 0.04 2 0.08
Second largest oil brand 0.02 2 0.04
CSR 0.05 2 0.1
Weaknesses
High cost of production 0.04 3 0.12
Lack of own R& D 0.05 3 0.15
Low promotion activities 0.07 4 0.28
Customer percieve as a old brand 0.05 3 0.15
Import Cost 0.08 4 0.32
Smaller quantity of raw material production 0.06 2 0.12
Total 1 3.31
10. Analysis
The total weighted score of IFE Matrix is 3.31 which are above the industry average. It
means that company’s internal position is good. Factors like efficient supply chain
management system & sales and distribution network are getting higher weights and
company’s rating to these factors are also very strong. It appears from this analysis that
Dalda is overcoming its weaknesses quite fairly with its strengths. Such as strong
distribution network, production facilities and efficient supply chain management
system. When we analyzed the weaknesses, less promotion activities and huge amount
of import are the weaknesses that need to be overcome.
11. SWOT ANALYSIS
Opportunities
• Good Position in the Market
• Market penetration in rural areas
• Growing middle class
• New products
• New technology
• Pakistan is 4th largest cooking oil market
• Local raw material production
• International expansion
Threats
• Intense Competition
• Government regulation
• Inflation and devaluation of rupee
value
• Increasing cost of transportation
• Imposition of Export Duty
•Imported premium brands
•New entrance
12. EFEMATRIX Key External Factors Weight Rating WTD Score
Oppertunities
People are becoming health conscious 0.11 4 0.44
Market penetration in rural areas 0.07 3 0.21
Growing middle class 0.06 4 0.24
New products 0.07 3 0.21
New technology 0.05 3 0.15
Pakistan is 4th largest cooking oil market 0.05 2 0.1
Local raw material production 0.06 3 0.18
International expansion 0.04 2 0.08
Threats
Intense Competition 0.16 4 0.64
Government regulation 0.07 4 0.28
Inflation and devaluation of rupee value 0.04 3 0.12
Increasing cost of transportation 0.05 3 0.15
Imposition of Export Duty 0.04 3 0.12
Imported premium brands 0.04 2 0.08
New entrance 0.03 2 0.06
Change in taste 0.02 2 0.04
Substitute products 0.02 2 0.04
Political instability 0.02 1 0.02
Total 1 3.16
13. Analysis
The average total weighted score of EFE Matrix is 3.16 which is above industry average. It
appears that Dalda is responding in a good way to existing opportunities and threats in the
industry. The average weighted score shows that Company’s performance is good but not
outstanding in the industry. Local production of Raw Material and growing middle class
carry wieght 0.06, Untapped rural Market and and developing new products carry weight
0.07 . These are the areas where Dalda needs improvement to take advantage of the market
opportunities.
When we analyzed the threats we found that the biggest threat in the industry is intense
competition and company’s rating is 0.16. It shows that competition is the biggest threat for
Dalda (competition from the local as well as from unbranded/ loose edible oil).
14. CPM MATRIX
Analysis
From this Strategic analysis tool (Competitive Profile Matrix), We found that overall rating of Dalda
is better than Habib and Sufi. In CPM Dalda’s rating is higher than the others it doesn’t mean that
Dalda is better in every area. So, we have to take a look as an individual success factors.
As per the given stats: Price, Customer loyalty is better as compare to competitors. And in market
share the company’s position is same as others, but in marketing efforts Sufi’s position is superior
than Dalda and Habib. So, Dalda has to pay more attention in its marketing efforts.
Critical Success Factors Dalda Habib Sufi
Weight Rating WTD score Rating WTD Score Rating WTD score
Price 0.22 4 0.88 4 0.88 3 0.66
Market Share 0.11 3 0.33 3 0.33 3 0.33
Product Quality 0.13 4 0.52 4 0.52 3 0.39
Customer Loyalty 0.07 4 0.28 3 0.21 3 0.21
Product Range 0.12 3 0.36 2 0.24 2 0.24
Brand Reputation 0.2 4 0.8 3 0.6 2 0.4
Marketing 0.15 2 0.3 2 0.3 4 0.6
Tottal 1 3.47 3.08 2.83
16. Stars
Question Marks
Cash Cows
Dogs
These are products which have a large market share in a fast growing industry. Their sales
are consistent throughout the year. Their cash generation is also high and at the same time
has a high growth potential, therefore require larger investments
This product of Dalda’s requires plenty of additional investment. It was acquired only a few
years ago. Right now it has a small market share in a market with a high growth rate.
This product of Dalda has one of the largest market shares in the category of banaspati.
However during recent years there has not been consistent growth in the industry. And the
company has chosen to decrease its additional investments.
This is a declining market. Dalda’s product has a low market share in this category. And
the company is not considering heavy investment in this product.
17. IE MARTIX
Analysis
In IE Matrix, Dalda lies in the
region of Hold and Maintain.
Means that Dalda has to maintain
and hold its current position.
18. Grand Strategy Matrix
Dalda is in an excellent strategic
position. Dalda should continue
its current strategies.
• Market development
• Product development
• Horizontal and Backward
integration is good strategy
for Dalda
Analysis
19. Qqf
QSPM MATRIX
Strategy 1 Penetration Strategy 2
Key Internal Factors Weight Rating AS strategy Rating AS strategy
Strengths
Blind trust of the consumers in the brand 0.05 3 0.15 3 0.15
The brand recall is as high as 97% 0.06 3 0.18 3 0.18
The quality of the product 0.09 4 0.36 3 0.27
Strong Management 0.06 2 0.12 2 0.12
Financial Performance 0.05 2 0.1 4 0.2
Efficient supply chain 0.06 4 0.24 1 0.06
Only Trans-fat free brand 0.07 2 0.14 2 0.14
Organization culture 0.04 2 0.08 1 0.04
Product range 0.06 3 0.18 1 0.06
Economy of scale 0.04 2 0.08 2 0.08
Second largest oil brand 0.02 2 0.04 3 0.06
CSR 0.05 1 0.05 2 0.1
Weaknesses
High cost of production 0.04 3 0.12 2 0.08
Lack of own R& D 0.05 1 0.05 2 0.1
Low promotion activities 0.07 4 0.28 1 0.07
Customer percieve as a old brand 0.05 2 0.1 1 0.05
Import Cost 0.08 2 0.16 4 0.32
Smaller quantity of raw material production 0.06 2 0.12 2 0.12
1 2.55 2.2
20. QSPMMATRIXCont....
From the QSPM
Matrix, it is found
that strategy: 1 is
more attractive as
the sum total score
of the strategy: 2is
4.91
Analysis
Key External Factors
Oppertunities
People are becoming health conscious 0.11 3 0.33 3 0.33
Market penetration in rural areas 0.07 4 0.28 1 0.07
Growing middle class 0.06 3 0.18 2 0.12
New products 0.07 2 0.14 3 0.21
New technology 0.05 0 0
Pakistan is 4th largest cooking oil market 0.05 2 0.1 0.1 0.005
Local raw material production 0.06 3 0.18 2 0.12
International expansion 0.04 0 0
Threats 0
Intense Competition 0.16 4 0.64 4 0.64
Government regulation 0.07 2 0.14 3 0.21
Inflation and devaluation of rupee value 0.04 2 0.08 3 0.12
Increasing cost of transportation 0.05 3 0.15 1 0.05
Imposition of Export Duty 0.04 1 0.04 1 0.04
Imported premium brands 0.04 0 0
New entrance 0.03 2 0.06 1 0.03
Change in taste 0.02 0 0
Substitute products 0.02 1 0.02 1 0.02
Political instability 0.02 1 0.02 1 0.02
1 2.36 1.985
Total 4.91 4.185
21. Advantages of Alternative Strategies
Dis-Advantages of Alternative Strategies
Market penetration strategy takes advantage of low prices to increase product demand
and increase market share.
A major joint venture advantage is that it can help your business grow faster, increase
productivity and generate greater profits. Benefits of joint ventures include: access to
new markets and distribution networks. increased capacity.
Market penetration strategy doesn't work for all products, and market leaders frequently use
other strategies.
Flexibility can be restricted and Clash of cultures.
22. Recommended Strategies
Backward Integration:
Backward integration is like acquiring supplier as the suppliers of Dalda are the raw material providers
and Malaysian refining companies, acquiring supplier is a good strategy because raw material costs
70% of total cost of production. Acquiring suppliers or join venturing with them is a good strategy to
driven out cost and decreasing cost of production.
(EFE, IFE, SPACE, QSPM)
Market Development & Market Penetration:
Untapped rural market is one of the biggest opportunities for Dalda where people still use unbranded or
loose cooking oil. Dalda has to work on the easy availability and distribution of cooking oil in the rural
area/markets.
Also, the demand of Pakistani cooking oil is high in Asian countries like Afghanistan and Middle
Eastern countries like Dubai, where people know Dalda and also having emotional attachment with
Dalda- in these markets there is a high export potential. Dalda should use its efficient distribution
network to increase market
penetration. (EFE, SPACE, IE)
Promotional Activity:
Dalda should increase the frequency of advertisement & enhance promotional activities , to make sure
that the target market gets the exposure. Also Dalda need to keep a track of competitor’s promotional
activities. (CPM, QSPM)
23. Recommended Long Term Objectives
Keeping in view the current standing of Dalda and the edible oil industry in general, we
would advise Dalda to stay in the broad differentiation strategy and continue to differentiate
itself. By following this strategy Dalda not only differentiate itself but also working on cost
reduction.
To plant, grow, cultivate, produce and raise, purchase, re-fill, re-purchase, re-sell, deal in or
turn to account or otherwise dispose of crushed oil seeds, coconuts and all other plants,
grass, trees, crops and natural products of any kind whatsoever or otherwise to cultivate any
land of the company and to transact or carry on such other work or business as may be
thought proper or necessary in connection with the above objects or any of them.
24. Recommendations Comparison With Actual Strategies
• As Dalda is importing raw material in huge amount, we suggest that Dalda should has to
be self sufficient in it. Dalda should enter in joint ventures with raw material producing
and refining companies to get help in cultivating basic raw material like cotton seed,
Soya bean etc. in Pakistan and also refining it
• Currently, Dalda is not taking fully advantage of market opportunities. Dalda needs to
focus on untapped rural areas of Pakistan where people are using loose cooking oil.
Dalda has to work on the easy availability and distribution of cooking oil in the rural
area/markets. Also, demand of Dalda is high in Asian countries like Afghanistan and
Middle Eastern countries like Dubai, where people know Dalda and also having
emotional attachment with Dalda- in these markets there is a high export potential.
• Dalda is not concentrate on their marketing activities for now. Dalda should increase the
frequency of advertisement & enhance promotional activities , to make sure that the
target market gets the exposure.
25. Recommendations Implementation & Results
• Joint ventures with Malaysian companies for the production and refining of raw material,
in this way Dalda can reduce its cost of production, because raw material costs 70% of
total cost of production. Through this strategy Dalda can easily get raw material as the
raw material of cooking oil are cotton seed, Soya beans etc are not easily available in
Pakistan by joint venturing with Malaysian companies for the production and refining of
raw material. Dalda will be to reduce the cost of production and make the prices more
reasonable in the market. In this way Dalda can also increase its market penetration, by
increasing production and lowering the prices.
• Untapped rural market and Asian Countries like Afghanistan & Dubai is one of the
biggest opportunities for Dalda. Dalda has to work on the easy availability and
distribution of cooking oil in such areas to capture heavy market share.
• Dalda should increase the frequency of advertisement & enhance promotional activities ,
to make sure that the target market gets the exposure. As a result, the can easily penetrate
in market and maintain their brand name as well.