The document outlines Tapal's vision and mission to deliver quality, value-added services while becoming a globally recognized brand focused on innovative marketing and customer satisfaction. It includes a SWOT analysis highlighting strengths such as a strong R&D team and brand awareness, opportunities in the iced tea market, and threats from competition and market conditions. Additionally, it details customer segmentation strategies based on demographics and consumer behavior, alongside a comprehensive product line and distribution strategy.

4. VISION STATEMENT
•To provide value and quality to our consumers, our aim is constantly to provide
world class service for our customers, deliver value for our products and make
Tapal is a great place to work for our employees. We aim to have a reputation for
innovative thinking in the areas that matter to our customers
•To become a global brand.
•To be an innovative, marketing and research oriented company.

5. MISSION STATEMENT
• To provide a value added service to our customers with quality,
reliable, and world-class service. Customer satisfaction is our
number one priority.
OBJECTIVES
• To transform our competencies into the best advantage for our
clients.
• To offer quality services with integrity, expertise and
professionalism to enhances
• our client's operation.
• To offer personalized services according to the clients need.

6. SWOT ANALYSIS
STRENGTH
• Tapal is one company that is catering to the needs of all segments
of the society.
• Export
• Tea cultivation
• Strong R&D team
• Brand sponsored shows such as musical concerts and cricket
tournaments.
• Good brand awareness in the local target market.
• Danadar, Family mixture and wide range of veriety
• Karachi’s largest selling brands

7. SWOT ANALYSIS
OPPORTUNITIES
• In the long run there is going to be a lucrative market for Ice-Tea and flavored tea.
• The market growth of the tea-bag market because of it being easy to use.
• Customers are more attracted towards strong taste and quality of tea offered by
tea providers.
• There are markets in Punjab, N.W.F.P and Baluchistan, which are not as yet
explored by competition.
• Duty free tea import from Sri Lanka and Bangladesh and India.
• Green tea market is growing.
• Research and development (Northern Areas)
• Exports ( USA, UAE, CANADA)
•

8. WEAKNESSES
• No major weaknesses were mentioned by the authorities of Tapal but its intense
competition as our analysis is one of their weaknesses as to stay alive against a
giant as Unilever and the other one new entrant as Tetley.
•
• It is a major hurdle for Tapal to position its tea abroad in the minds of the
consumers and encourage them to indulge in brand switching.
• Have to import some of their products from other countries, which increase their
costs.
• Most of the sales are on cash, problem for the distributor then they can switch to
competitors.
• Tight quality control procedures lead to higher costs and its time consuming and
often discontent the suppliers.
• Tapal Safari Kenya leaf (wrong positioning)
SWOT ANALYSIS

9. THREATS
• One of the major threats that Tapal has it is its area of the market which is not
educated and it is using the loose tea which may not be good for their health as
well. Tapal claims that it is not possible for them to create such a big awareness for
them but the Government should play his role so that these people should have
some awareness of the imported loose tea.
• Strong marketing campaigns of Unilever makes it extremely difficult for Tapal to
counter-attack because of low budgets.
• Unilever as a more established brand name than Tapal world wide.
• High import duties encourage smugglers of tea to grow.
• The unstable rules and regulation of the government hinders the tea companies.
• Due to climatic conditions, when the weather of Pakistan is mostly hot; consumers
would prefer soft drinks over tea.
SWOT ANALYSIS

10. COMPETITIVE STRATEGY WHEN TAPAL
WAS LAUNCHED
• GORRILA ATTACK
• FRONTAL ATTACK

11. MARKETING ENVIRONMENT
MACRO ENVIRONMENT
• Social and Cultural Forces
• Political and Legal Forces
• Technological Forces
• Economic Conditions

12. MICRO ENVIRONMENT
• Distributors & Sales
• Competitors
• Suppliers
• Internal Public
• Financial Public
• Government Public

13. SEGMENTATION, TARGET MARKETING AND MARKET
POSITIONING
• Tapal’s consumers can be segmented on the basis of income strata.
Class A:
• It consists of consumers who have disposable monthly incomes of
Rs. 20k.
Class B:
• It consists of consumers who have disposable monthly incomes
between Rs. 20k & Rs. 12k
Class C:
• It consists of consumers who have disposable monthly incomes
between Rs. 12k and Rs. 8k.

14. SEGMENTS
Geographic
Country region All
World region or country Pakistan
Density Urban, Rural
Climate Any
Behavioral
Occasion Any
Benefit sought Flavor, easy availability, brand status.
Loyalty status Significantly high
Readiness stage Conviction and purchase
Attitude towards product Enthusiastic, positive.

15. SEGMENTS
Demographic
Age 18-35.35-50,50-70,70&up
Gender Both male and female
Family size Nuclear family size
Family life cycle Young, single married, no children, married with children
Income 8000 and above
Income group Middle, upper middle and high class.
Occupation White collar and service workers

16. CONSUMER BUYING BEHAVOUR
TAPAL Age Occupation Lifestyle End Users
Tapal Danedar 25-65 House wives Housewives Households/offices
Tapal family mixture
25-50 House wives
Female who pride
themselves in family
values & cohesiveness.
Households
Tapal safari chai 18-30 Athletes Young, adventurous &
energetic individuals
Athletes
Mezban premier dust 13-75 Housewives Interior Sindhi families
who pride in smooth
house hold running,
family bondage,
hospitality, 'mehman
nawazee' & quality
servings
Dhabbas/ Households
Tapal special teabags 18-35 Professionals Active, busy & working
consumers younger in
age who seek
convenience & in their
busy lifestyles
Travelers/ workplace

17. CONSUMER BUYING BEHAVOUR
TAPAL Age Occupation Lifestyle End Users
Jasmine green tea 22+ House wives Health conscious,
dieting females.
Households/ Offices
Tezdum 25+ Farmers/Athletes Vigorous/energetic Dhabbas/ Households
Chenak Dust 25+ Housewives/ Blue-collar
workers
Strong Households/ Offices
Ice tea 18-35 Students Outgoing, active Restaurants/cafes

18. PRODUCT
Product Line
• Safari Kenya Leaf
• Tezdum
• Tapal Danedar
• Tapal Family Mixture
• Chenak Dust
• Tapal Mezban
• Tapal Special Tea Bags
• Tapal Ice Tea
• Jasmine Green Tea

19. PRICING
PRODUCT SIZE PRICE (IN RS)
Safari Kenya Leaf
Tezdum
Tapal Danedar
Tapal Family Mixture
Chenak Dust
Tapal Mezban
Tapal Special Tea Bags
Tapal Ice Tea
Jasmine Green Tea

20. VALUE DELIVERY NETWORK
Raw materials
imported Kenya
and grown locally
Production of
the
tea(Factory)
Wholesalers Retailers
Consumers

21. DISTRIBUTION STRATEGY
CITY PERCENTAGE
Karachi 14%
Lahore 34%
Islamabad 18%
Sukkur 22%
Hyderabad 12%

22. DISTRIBUTION STRUCTURE
COMPANY
DISTRIBUTOR
WHOLESELLERS RETAILERS
UNIVERSITITES RESTAURANT/
INSTITUTIONS
OFFICES HOUSE HOLDS
END
USERS/APPLICATION
OF THE PRODUCT

23. PROMOTIONAL STRATEGIES
• Advertising
• Public Relations
• Personal Selling
• Direct Marketing
• Sales Promotion
• Sales Force