This document is a marketing plan for David's Tea, a Canadian tea retailer with over 100 stores. It outlines the company's mission, goals, strengths, customer base, competitors, and proposed marketing strategies. David's Tea aims to provide high quality loose-leaf teas and exceptional customer service in a fun atmosphere. Their strengths include a strong brand, unique tea blends, frequent new product releases, knowledgeable staff, and customization options. The plan analyzes competitors like Starbucks and Tim Hortons and proposes strategies for products, pricing, promotion, and distribution to continue David's Tea's expansion.
This document provides an international marketing plan for DavidsTea to expand into foreign markets. It begins with an analysis of DavidsTea as a company, including its products, financial information, operations, and value chain. It then discusses the tea industry and DavidsTea's main competitor, Teavana. The document selects potential countries for expansion based on criteria like tea consumption, income, population size, and ease of doing business. It analyzes the selected countries of UK, Japan, and Russia. Finally, it provides a marketing plan with recommendations on market entry mode, marketing mix, segmentation, targeting, positioning, and conclusion.
Foster's Tea is a custom loose-leaf tea company that aims to support emancipated foster youth. The tea industry in the US is growing at 5-10% annually as consumers seek healthier drink options. Key to Foster's Tea's success will be its competitive pricing of $3.75 per ounce for a customized tea blend, undercutting major competitors. The company also expects to appeal to millennials, who are more likely to support socially responsible businesses. In its first month, Foster's Tea projects costs of $2,836 and revenue of $7,200 from selling 400 units, yielding a 60.5% profit margin.
This marketing plan proposes launching a new tea product called TAZA Chai. It will target young, active individuals and families. The plan includes an initial sampling phase using mobile tea stands to distribute free samples and promotional items. This will be followed by an advertising phase using TV, magazines, outdoor displays, internet banners and product placements to promote TAZA Chai as a refreshing and energizing tea beverage. The goal is to increase brand awareness and position TAZA Chai as an innovative tea option on the market.
The document analyzes the strengths, weaknesses, opportunities, and threats for Nescafe in India. The key strengths are its innovation including instant coffee and vending machines. It has penetrated the tea-loving Indian market and offers a wide variety of products at different price points. However, its weaknesses include health-conscious consumers avoiding coffee and low usage rates in India. Opportunities exist in promoting the health benefits of coffee, targeting rural and new consumer segments, and expanding its cafe presence. Threats come from competitors like Bru expanding in India and soft drinks competing in the beverage market.
Our team created a marketing plan for a new product within a real company (Tetley Canada) using information gained from secondary research and applying the concepts of marketing strategy and team. This project has been lead by Margery Taylor, our professor of Marketing Management at George Brown College School of Marketing. She is one of the top marketing professionals in Toronto with a long and successful career.
Starbucks began in 1971 in Seattle, Washington and has grown to become the largest coffeehouse company in the world with over 19,000 stores globally. The document discusses Starbucks' emphasis on high quality coffee beans and drinks, extensive employee training programs, and friendly customer service culture. It also examines Starbucks' brand positioning in targeting discerning coffee drinkers seeking a premium coffee experience and explores some of the opportunities and challenges for Starbucks expanding into the Indian market.
- A market research report found that Starbucks was not meeting customer expectations in terms of service. To increase customer satisfaction, Starbucks plans to increase labor in stores to speed up service, though this may increase costs by $40 million. - Starbucks was founded in 1971 by three coffee enthusiasts in Seattle. It grew to 140 stores by 1992 when it went public, raising $25 million. - Since going public, Starbucks' sales have increased at a compound annual growth rate of 40% and net earnings have risen at a compound annual rate of 50%. It now has over 5,000 stores globally and opens about 3 new stores per day on average.
The document discusses Starbucks' global expansion and marketing strategies. It covers Starbucks' product levels including their core, actual and augmented products. It also discusses their product classification, individual product decisions around attributes, branding, packaging and services. It analyzes how Starbucks builds brand equity, customer equity and positions its brand. Finally, it discusses Starbucks' approach to international marketing issues and recommendations for continuous global expansion.
This document provides an international marketing plan for DavidsTea to expand into foreign markets. It begins with an analysis of DavidsTea as a company, including its products, financial information, operations, and value chain. It then discusses the tea industry and DavidsTea's main competitor, Teavana. The document selects potential countries for expansion based on criteria like tea consumption, income, population size, and ease of doing business. It analyzes the selected countries of UK, Japan, and Russia. Finally, it provides a marketing plan with recommendations on market entry mode, marketing mix, segmentation, targeting, positioning, and conclusion.
Foster's Tea is a custom loose-leaf tea company that aims to support emancipated foster youth. The tea industry in the US is growing at 5-10% annually as consumers seek healthier drink options. Key to Foster's Tea's success will be its competitive pricing of $3.75 per ounce for a customized tea blend, undercutting major competitors. The company also expects to appeal to millennials, who are more likely to support socially responsible businesses. In its first month, Foster's Tea projects costs of $2,836 and revenue of $7,200 from selling 400 units, yielding a 60.5% profit margin.
This marketing plan proposes launching a new tea product called TAZA Chai. It will target young, active individuals and families. The plan includes an initial sampling phase using mobile tea stands to distribute free samples and promotional items. This will be followed by an advertising phase using TV, magazines, outdoor displays, internet banners and product placements to promote TAZA Chai as a refreshing and energizing tea beverage. The goal is to increase brand awareness and position TAZA Chai as an innovative tea option on the market.
The document analyzes the strengths, weaknesses, opportunities, and threats for Nescafe in India. The key strengths are its innovation including instant coffee and vending machines. It has penetrated the tea-loving Indian market and offers a wide variety of products at different price points. However, its weaknesses include health-conscious consumers avoiding coffee and low usage rates in India. Opportunities exist in promoting the health benefits of coffee, targeting rural and new consumer segments, and expanding its cafe presence. Threats come from competitors like Bru expanding in India and soft drinks competing in the beverage market.
Our team created a marketing plan for a new product within a real company (Tetley Canada) using information gained from secondary research and applying the concepts of marketing strategy and team. This project has been lead by Margery Taylor, our professor of Marketing Management at George Brown College School of Marketing. She is one of the top marketing professionals in Toronto with a long and successful career.
Starbucks began in 1971 in Seattle, Washington and has grown to become the largest coffeehouse company in the world with over 19,000 stores globally. The document discusses Starbucks' emphasis on high quality coffee beans and drinks, extensive employee training programs, and friendly customer service culture. It also examines Starbucks' brand positioning in targeting discerning coffee drinkers seeking a premium coffee experience and explores some of the opportunities and challenges for Starbucks expanding into the Indian market.
- A market research report found that Starbucks was not meeting customer expectations in terms of service. To increase customer satisfaction, Starbucks plans to increase labor in stores to speed up service, though this may increase costs by $40 million. - Starbucks was founded in 1971 by three coffee enthusiasts in Seattle. It grew to 140 stores by 1992 when it went public, raising $25 million. - Since going public, Starbucks' sales have increased at a compound annual growth rate of 40% and net earnings have risen at a compound annual rate of 50%. It now has over 5,000 stores globally and opens about 3 new stores per day on average.
The document discusses Starbucks' global expansion and marketing strategies. It covers Starbucks' product levels including their core, actual and augmented products. It also discusses their product classification, individual product decisions around attributes, branding, packaging and services. It analyzes how Starbucks builds brand equity, customer equity and positions its brand. Finally, it discusses Starbucks' approach to international marketing issues and recommendations for continuous global expansion.
Starbucks has over 20,000 locations globally and sources coffee beans ethically and sustainably. It aims to treat employees and suppliers fairly while maintaining high quality standards. Starbucks carefully selects and transports coffee beans to regional distribution centers, where the beans are roasted, packaged, and shipped to stores for customers to enjoy. The company strives to operate responsibly and reduce environmental impacts throughout its global supply chain.
Report done by David Mc Guinness, Selim Öztürk and Zhifeng Qi. Master in Business Strategy. The main purpose of this report is to analyze Starbucks’ strategy, inquiring the coffee industry, competitors, International expansion, resources and capabilities.
The document discusses brand fatigue faced by Lipton tea in Pakistan. It notes that total tea consumption in Pakistan is between 200,000-225,000 tonnes annually. High taxes and duties on tea in Pakistan have led to rampant smuggling, with half of consumed tea estimated to be smuggled. The document analyzes Lipton's brand value pyramid and positioning over time. It asserts that Lipton has violated the law of consistency by frequently repositioning itself, confusing consumers on what it stands for. The document recommends that Lipton reposition itself by associating with successful, sophisticated Pakistani women to reconnect emotionally with consumers.
STARBUCKS: DELIVERING CUSTOMER EXPERIENCE. This report consists of various analysis frameworks / models used to analyse the customer experience at Starbucks.
Tapal is a leading tea brand in Pakistan with a nationwide distribution network. It uses an indirect distribution channel with distributors and retailers as intermediaries. Tapal has five warehouses located in major cities and sells its products through over 140,000 outlets across Pakistan, with grocery stores and merchants accounting for 80% of tea sales. The document discusses Tapal's current distribution channel map, analyzing customer needs and requirements, competitive advantages of Tapal and Lipton, and supply chain capabilities. It also segments the tea market and discusses Tapal's targeting and positioning strategies.
What is a brand love key? A Brand Love Key, it is a very famous Unilever tool to establishes a framework and most importantly a common language for your brand. ... That is, who you are, your values, personality, the functional and emotional benefits you offer to your consumer, the brand Point of view. Dilmah is a Sri Lankan brand of tea, sold internationally. The company was founded in 1988 by Merrill J Fernando. The name Dilmah was chosen by combining the first names of Fernando's sons Dilhan and Malik.
Starbucks uses Ansoff's matrix to guide its intensive growth strategies of market penetration, product development, market development, and diversification. For market penetration, Starbucks focuses on increasing sales to existing customers and gaining new customers within current markets through promotional activities and expanding store outlets. For product development, Starbucks introduces new food and drink products to satisfy customer needs, such as teas, breakfast sandwiches, and soups. For market development, Starbucks expands into new geographic markets globally, especially in Asia and Africa. For diversification, Starbucks sells coffee brewing equipment as a new product for the new market of at-home coffee drinkers.
The document discusses Dove's brand strategy and positioning. It aims to redefine beauty standards and empower women by making them feel more confident and optimistic about their natural beauty. Dove products are designed to nourish skin and hair from within in order to repair damage and strengthen hair, reducing hair fall and breakage. The brand also runs an educational self-esteem project to help young people improve their self-esteem.
This document provides an overview of Tapal Tea's marketing project. It includes sections on the history of tea, Tapal's introduction, vision/mission statements, product portfolio, brands, SWOT analysis, target marketing, segmentation, positioning, competitors, the marketing mix (4Ps), BCG matrix, recommendations, and conclusions. The key points are that Tapal is Pakistan's largest tea company, with a diverse portfolio of brands, and it faces competition primarily from Unilever Pakistan. The document analyzes Tapal's marketing strategy and makes recommendations around promoting its ice tea product.
This document provides a SWOT analysis and marketing mix for Mohani Tea, an Indian tea company. It begins with an overview of the global and Indian tea markets. It then analyzes Mohani Tea's strengths, weaknesses, opportunities, and threats. Mohani Tea's marketing mix is also examined, including its product line, pricing strategy, distribution channels, and promotional activities. The document concludes by recommending that Mohani Tea focus on expanding its distribution network in new markets, offer competitive prices and deals to attract customers, and increase advertising to build its brand against competitors.
Starbucks has experienced strong growth but now faces some challenges. It lacks a strategic marketing group and customer satisfaction is decreasing as competition increases. Recommendations include more advertising, product differentiation, variety and quality control. Building loyalty through rewards programs and expanding drive-through locations could also help. Starbucks should focus on cost efficiency, expanding selectively into new markets, and diversifying into health drinks and corporate sales to drive future growth.
This document provides an analysis of the Tapal Danedar tea brand. It discusses Tapal's vision, mission, product overview of Tapal Danedar, positioning strategy, market segmentation, product lifecycle, and marketing mix. Tapal Danedar is the largest selling tea brand in Pakistan with a 43% market share. It has established itself as a quality brand positioned around family values and traditions. The document performs a SWOT analysis and discusses Tapal Danedar's maturity in the product lifecycle.
The document discusses marketing segmentation strategies. It defines positioning, targeting, and segmentation. For segmentation, it analyzes geographic, demographic, psychographic, and behavioral factors. It then outlines Nescafe's specific segmentation strategy, targeting urban young adults with active lifestyles. The strategy positioned Nescafe as refreshing brain and keeping people going. A 2014 video increased Nescafe's brand value and sales.
The proposed target market is dedicated, overwhelmed post-secondary students aged 16-25 living in urban and suburban areas. They are social, driven individuals who enjoy customizing their Starbucks drinks and using the relaxed café environment to study and socialize with friends up to 4 times per week, making them heavy Starbucks consumers.
The document provides information about Starbucks, including its history, mission, CEO Howard Schultz, marketing strategies, and global expansion efforts. It began in 1971 in Seattle as a small coffee bean roaster and retailer. Under CEO Howard Schultz, Starbucks rapidly expanded across the US and internationally, becoming the world's largest coffeehouse chain with over 15,000 stores in 50 countries. The document discusses Starbucks' marketing mix, target customers, positioning as a premium brand, and strategies for global growth despite risks of market saturation at home.
Nestle is the world's largest food and beverage company. Their Nescafe brand is the leading global coffee brand. The marketing mix for Nescafe includes products like instant coffee sachets in various sizes and prices. The target market is coffee drinkers aged 25-40. Nescafe uses promotion through television, newspapers, social media. It positions itself as offering 100% pure coffee made from fine beans that can be enjoyed conveniently anywhere.
This document discusses a group project for an operations management class on Starbucks Coffee. It provides background on Starbucks, describing how since 1971 it has been committed to ethically sourcing high quality Arabica coffee. It then discusses Starbucks' products, including whole bean coffees from around the world and other beverages. The document outlines Starbucks' mission and commitment to environmental leadership. It also analyzes Starbucks' strengths, opportunities, weaknesses, and threats in the global coffee market. Various group members contribute sections analyzing topics like Starbucks' international expansion, quality strategy, production process, inventory management techniques, and potential strategies.
Starbucks is the largest coffeehouse company in the world with over 20,000 stores globally. It began in 1971 with one store in Seattle. In the late 1980s, Howard Schultz acquired Starbucks and expanded it significantly. Today it generates over $13 billion in annual revenue. Starbucks targets young professionals aged 25-44 who seek a third place between home and work, as well as college students with its stores near campuses. It focuses on quality coffee and customer experience through innovative strategies like rewards programs and free WiFi.
The document discusses coffee drinking habits in India, with occasional drinkers making up 59% of the population. It also presents the 4 P's of marketing - product, price, place, and promotion - as ways to market a new sci-fi themed coffee mug line. The mugs would be sold online as well as in chain stores, retail stores, and malls, with promotional activities like online ads, personal selling, contests, word-of-mouth, window displays, and inbound marketing.
Starbucks has over 20,000 locations globally and sources coffee beans ethically and sustainably. It aims to treat employees and suppliers fairly while maintaining high quality standards. Starbucks carefully selects and transports coffee beans to regional distribution centers, where the beans are roasted, packaged, and shipped to stores for customers to enjoy. The company strives to operate responsibly and reduce environmental impacts throughout its global supply chain.
Report done by David Mc Guinness, Selim Öztürk and Zhifeng Qi. Master in Business Strategy. The main purpose of this report is to analyze Starbucks’ strategy, inquiring the coffee industry, competitors, International expansion, resources and capabilities.
The document discusses brand fatigue faced by Lipton tea in Pakistan. It notes that total tea consumption in Pakistan is between 200,000-225,000 tonnes annually. High taxes and duties on tea in Pakistan have led to rampant smuggling, with half of consumed tea estimated to be smuggled. The document analyzes Lipton's brand value pyramid and positioning over time. It asserts that Lipton has violated the law of consistency by frequently repositioning itself, confusing consumers on what it stands for. The document recommends that Lipton reposition itself by associating with successful, sophisticated Pakistani women to reconnect emotionally with consumers.
STARBUCKS: DELIVERING CUSTOMER EXPERIENCE. This report consists of various analysis frameworks / models used to analyse the customer experience at Starbucks.
Tapal is a leading tea brand in Pakistan with a nationwide distribution network. It uses an indirect distribution channel with distributors and retailers as intermediaries. Tapal has five warehouses located in major cities and sells its products through over 140,000 outlets across Pakistan, with grocery stores and merchants accounting for 80% of tea sales. The document discusses Tapal's current distribution channel map, analyzing customer needs and requirements, competitive advantages of Tapal and Lipton, and supply chain capabilities. It also segments the tea market and discusses Tapal's targeting and positioning strategies.
What is a brand love key? A Brand Love Key, it is a very famous Unilever tool to establishes a framework and most importantly a common language for your brand. ... That is, who you are, your values, personality, the functional and emotional benefits you offer to your consumer, the brand Point of view. Dilmah is a Sri Lankan brand of tea, sold internationally. The company was founded in 1988 by Merrill J Fernando. The name Dilmah was chosen by combining the first names of Fernando's sons Dilhan and Malik.
Starbucks uses Ansoff's matrix to guide its intensive growth strategies of market penetration, product development, market development, and diversification. For market penetration, Starbucks focuses on increasing sales to existing customers and gaining new customers within current markets through promotional activities and expanding store outlets. For product development, Starbucks introduces new food and drink products to satisfy customer needs, such as teas, breakfast sandwiches, and soups. For market development, Starbucks expands into new geographic markets globally, especially in Asia and Africa. For diversification, Starbucks sells coffee brewing equipment as a new product for the new market of at-home coffee drinkers.
The document discusses Dove's brand strategy and positioning. It aims to redefine beauty standards and empower women by making them feel more confident and optimistic about their natural beauty. Dove products are designed to nourish skin and hair from within in order to repair damage and strengthen hair, reducing hair fall and breakage. The brand also runs an educational self-esteem project to help young people improve their self-esteem.
This document provides an overview of Tapal Tea's marketing project. It includes sections on the history of tea, Tapal's introduction, vision/mission statements, product portfolio, brands, SWOT analysis, target marketing, segmentation, positioning, competitors, the marketing mix (4Ps), BCG matrix, recommendations, and conclusions. The key points are that Tapal is Pakistan's largest tea company, with a diverse portfolio of brands, and it faces competition primarily from Unilever Pakistan. The document analyzes Tapal's marketing strategy and makes recommendations around promoting its ice tea product.
This document provides a SWOT analysis and marketing mix for Mohani Tea, an Indian tea company. It begins with an overview of the global and Indian tea markets. It then analyzes Mohani Tea's strengths, weaknesses, opportunities, and threats. Mohani Tea's marketing mix is also examined, including its product line, pricing strategy, distribution channels, and promotional activities. The document concludes by recommending that Mohani Tea focus on expanding its distribution network in new markets, offer competitive prices and deals to attract customers, and increase advertising to build its brand against competitors.
Starbucks has experienced strong growth but now faces some challenges. It lacks a strategic marketing group and customer satisfaction is decreasing as competition increases. Recommendations include more advertising, product differentiation, variety and quality control. Building loyalty through rewards programs and expanding drive-through locations could also help. Starbucks should focus on cost efficiency, expanding selectively into new markets, and diversifying into health drinks and corporate sales to drive future growth.
This document provides an analysis of the Tapal Danedar tea brand. It discusses Tapal's vision, mission, product overview of Tapal Danedar, positioning strategy, market segmentation, product lifecycle, and marketing mix. Tapal Danedar is the largest selling tea brand in Pakistan with a 43% market share. It has established itself as a quality brand positioned around family values and traditions. The document performs a SWOT analysis and discusses Tapal Danedar's maturity in the product lifecycle.
The document discusses marketing segmentation strategies. It defines positioning, targeting, and segmentation. For segmentation, it analyzes geographic, demographic, psychographic, and behavioral factors. It then outlines Nescafe's specific segmentation strategy, targeting urban young adults with active lifestyles. The strategy positioned Nescafe as refreshing brain and keeping people going. A 2014 video increased Nescafe's brand value and sales.
The proposed target market is dedicated, overwhelmed post-secondary students aged 16-25 living in urban and suburban areas. They are social, driven individuals who enjoy customizing their Starbucks drinks and using the relaxed café environment to study and socialize with friends up to 4 times per week, making them heavy Starbucks consumers.
The document provides information about Starbucks, including its history, mission, CEO Howard Schultz, marketing strategies, and global expansion efforts. It began in 1971 in Seattle as a small coffee bean roaster and retailer. Under CEO Howard Schultz, Starbucks rapidly expanded across the US and internationally, becoming the world's largest coffeehouse chain with over 15,000 stores in 50 countries. The document discusses Starbucks' marketing mix, target customers, positioning as a premium brand, and strategies for global growth despite risks of market saturation at home.
Nestle is the world's largest food and beverage company. Their Nescafe brand is the leading global coffee brand. The marketing mix for Nescafe includes products like instant coffee sachets in various sizes and prices. The target market is coffee drinkers aged 25-40. Nescafe uses promotion through television, newspapers, social media. It positions itself as offering 100% pure coffee made from fine beans that can be enjoyed conveniently anywhere.
This document discusses a group project for an operations management class on Starbucks Coffee. It provides background on Starbucks, describing how since 1971 it has been committed to ethically sourcing high quality Arabica coffee. It then discusses Starbucks' products, including whole bean coffees from around the world and other beverages. The document outlines Starbucks' mission and commitment to environmental leadership. It also analyzes Starbucks' strengths, opportunities, weaknesses, and threats in the global coffee market. Various group members contribute sections analyzing topics like Starbucks' international expansion, quality strategy, production process, inventory management techniques, and potential strategies.
Starbucks is the largest coffeehouse company in the world with over 20,000 stores globally. It began in 1971 with one store in Seattle. In the late 1980s, Howard Schultz acquired Starbucks and expanded it significantly. Today it generates over $13 billion in annual revenue. Starbucks targets young professionals aged 25-44 who seek a third place between home and work, as well as college students with its stores near campuses. It focuses on quality coffee and customer experience through innovative strategies like rewards programs and free WiFi.
The document discusses coffee drinking habits in India, with occasional drinkers making up 59% of the population. It also presents the 4 P's of marketing - product, price, place, and promotion - as ways to market a new sci-fi themed coffee mug line. The mugs would be sold online as well as in chain stores, retail stores, and malls, with promotional activities like online ads, personal selling, contests, word-of-mouth, window displays, and inbound marketing.
Our team for my multicultural marketing class was asked to choose a company with a lack of diverse appeal in their product line and their marketing. We chose Gerber and opted to create a baby food line catered to the Hispanic community. As a team, we developed a marketing plan that proposed to include more depth in the cuisine choices that were more conducive to the Latino heritage.
Nerung Green Tea aims to introduce green tea to the Pakistani market. It will target young professionals and college students in major cities. The marketing plan outlines strategies to build brand awareness through social media promotions, student publications, and community events. Performance will be measured through surveys, focus groups, and comparing financials to projections.
This document outlines the business model for a proposed baby daycare center called "Baby's Day Out". It discusses key aspects of the business model such as customer segments, value propositions, distribution channels, cost structure, and revenue streams. The customer segments are primarily full-time working couples and part-time working couples. The daycare aims to provide convenience to parents through partnerships with companies and quality childcare services. Key resources include location, infrastructure, IT systems and staff. The revenue model involves fees for childcare services as well as additional offerings like baby monitoring, children's parties and products. Initial startup costs are estimated to be around 1.46 million rupees.
This marketing report provides an overview of Nestle Cerelac, a baby food product manufactured by Nestle. It discusses the company profile of Nestle, describing its founding, expansion, and vision/mission to be a leading nutrition, health and wellness company. The report provides a brief description of Cerelac, highlighting its nutritional benefits and varieties offered. It also includes an analysis of the baby food industry, Nestle's marketing objectives, and a SWOT analysis of Cerelac. Segmentation, targeting, positioning, and the marketing mix are discussed to outline Nestle's marketing strategy for the product.
In our initial core course of marketing, we had to launch a product in the market for the less fortunate people or people belonging to socio-economic class D and E. So, we came up with a very nutritious health drink which will eradicate malnutrition among them at a very low price. We also decided to sell this product with a better packaging to the urban people at a higher price and Cross-Subsidize!
FP Agro Pvt Ltd is an Indian company that produces fruit juices and drinks using advanced technology. Its mission is to be a leading producer of fruit juices through commitments to nature, hygiene, leadership and stakeholders. Its vision is to be India's premier fruit juice company offering nutritious drinks to 30% of the market by 2016. It plans to introduce a 100% fruit punch and target kids, teens, youth and working people in major cities through print, radio and digital advertising promoting health and taste. Key competitors include other Indian fruit drink companies.
Founded in 1886, C. E. Taylors & Sons, a Yorkshire based tea and coffee merchants, would have faded into history like countless other small regional tea and coffee importers – but for the fact that in 1962 it was purchased by Bettys, the iconic Yorkshire Tea Rooms.
Cadbury is a leading global confectionery company that was founded in the UK in 1824. It has since expanded worldwide through organic growth and acquisitions. In India, Cadbury began operations in 1948 and now has five manufacturing facilities and four sales offices. Cadbury's core purpose is to create brands that people love. In India, its key brands include Cadbury Dairy Milk, 5 Star, Perk, Celebrations, Bournvita, Halls, and Bubbaloo gum. Cadbury Dairy Milk is the flagship brand and market leader in India with a 30% value share. The company focuses on building its brands through memorable advertising campaigns and associating the brands with celebrations. It also works on
The document outlines the HR policies and procedures of Shaheen Cosmetics Company, including its vision, mission, locations, organizational structure, and HR portfolio. Key aspects of its HR management include developing staffing needs based on job descriptions and requirements, conducting a recruitment and selection process, creating training programs, performing performance evaluations twice yearly, and offering compensation in the form of salaries, incentives, and rewards based on employees' actual performance compared to standards.
Tapal is a leading tea company in Pakistan with a diverse product portfolio. It has a wide distribution network of 410 distributors across the country. Tapal follows a strategy of continuous innovation, high-medium pricing, and maximizing market coverage through distribution. It faces competition from other branded tea companies like Lipton as well as unbranded tea. Tapal's strengths include a history of innovation, catering to all market segments, and strong brand awareness. Opportunities for growth include new product categories like ice tea and expanding into new markets.
This marketing plan proposes a new refillable bottle for Coca-Cola's Diet Coke line. The bottle is designed to appeal to health-conscious consumers through its sports-inspired aesthetic and use of sustainable materials. The plan aims to change Coca-Cola's brand image, inform consumers about the new product, and boost sales as carbonated drinks are projected to lose market share to healthier options by 2015. A penetration pricing strategy is recommended to quickly gain market share through initially low prices. The bottle is meant to encourage reuse and purchasing additional items like beverage holders to promote complementary products.
Prepared for our fictional wine business South Oz Wines. Features a Gantt Chart to show how South Oz Wines will implement their Strategic Marketing Plan.
Starbucks has implemented various organization development initiatives to become more environmentally sustainable and socially responsible. Some key initiatives include committing to source coffee ethically and reduce environmental impact through initiatives like using 25% less energy by 2015 in company stores. However, Starbucks faces challenges meeting some of its aggressive sustainability goals due to issues like infrastructure limitations. Starbucks' social responsibility efforts also provide opportunities like attracting employees who share its values and enhancing its brand image with consumers.
Kraft Foods was founded in 1903 and is now a global manufacturer of consumer foods headquartered in Illinois. It operates in over 155 countries and has a variety of major brands across beverage, cheese, snacks and other food categories. Its mission is to be the best food and beverage company in North America by offering beloved products and an exciting work culture. A SWOT analysis found strengths in its market leadership and brands but also weaknesses like high debt levels and product recalls affecting its image.
Cadbury is a leading confectionery company that manufactures chocolate and other candy products. It produces the popular Dairy Milk chocolate brand. The document discusses Cadbury's demand forecasting process. It provides an overview of Cadbury's operations and product lines. It then covers topics such as segmentation and targeting of customers, advertising methods, demand forecasting techniques, and key performance metrics. Cadbury uses techniques like historical sales data to predict future demand for planning inventory levels and production capacity. Accurate forecasting is important for Cadbury's stock control and decision making.
In this case study and strategy recommendation document the author use the knowledge and methodologies learned in the managerial marketing course of (EMBA) to analyze the position dilemma that Just Us! Cafes (JUC) is facing and help the management team of the organization addressing some of its burning issues. By leveraging analytical tools and framework learnt from the course the author able to produce a competitive, sustainable strategy for the business.
The case study is based on the luxury chocolatier Godiva and it's recent market insight where the company tried to figure out consumers buying behaviours (when people buy the products and what consumer perceive about a product) of chocolate products. Godiva has two types of consumer, first, people who buy chocolate in special occasion
Starbucks was founded in 1971 and grew from 55 stores to over 14,000 today. It provides extensive training to employees focusing on customer service and the company's philosophy. Starbucks offers competitive benefits like health insurance and stock options. It emphasizes flexible work schedules and treating employees with equality and dignity. The company culture encourages feedback, innovation, and a small company atmosphere. Starbucks recognition programs and exemplary customer service have contributed to its success in the retail business. Maintaining benefits, culture, and employee satisfaction presents ongoing challenges as the company continues to grow.
This document provides a summary of Jekaterina Stuģe, the Group CEO and Board Member of Amber Beverage Group. It discusses her career path and role in leading ABG's growth into a global spirits company. It also profiles Antonis Gavrielides, the Deputy CEO of Eurofast International Ltd, and his experience in leadership roles. The document is an editorial for "Prime View" magazine highlighting 10 admired business leaders to follow in 2021, including brief sections on Gilles Herard and Tara Fennessy.
If you want to help or donate please donate at my paypal: dyokimura@gmail.com A Sample product review for entrep SUPPORT ME: https://www.buymeacoffee.com/dyokimura6 CHECK MY GAMING CHANNEL: https://www.youtube.com/channel/UCoKOObshfyyxhVkw1VjyQNA Here is the link of complete file : https://www.slideshare.net/yokimuradimaunahan1/entrepreneurship-product-sample-oreo-a-la-crema-247504422
If you want to help or donate please donate at my paypal: dyokimura@gmail.com entrep SUPPORT ME: https://www.buymeacoffee.com/dyokimura6 CHECK MY GAMING CHANNEL: https://www.youtube.com/channel/UCoKOObshfyyxhVkw1VjyQNA
Pepsico Hyderabad conducted an organizational study of Pepsico. Pepsico was founded in 1965 in North Carolina and established operations in India in 1989. It has a traditional and matrix structure and a culture that is customer-oriented and product-focused. The study found issues with Pepsico's distribution channels that caused dissatisfaction among retailers and distributors. It recommended that Pepsico improve its logistics, marketing strategies to reach more areas, and focus on building better relationships with retailers.
Starbucks initiated a comprehensive change management program in response to declining profitability and customer satisfaction in the late 2000s. The program focused on streamlining operations, refocusing on high-quality coffee, enhancing the customer experience, and improving employee training. Key changes included closing underperforming stores, improving product quality, launching new store designs, and investing in training. The changes led to significant improvements in financial performance, customer satisfaction, and Starbucks' position as a leading coffee brand.
Mondelez International is an American multinational confectionery, food, and beverage company based in Illinois. It was formed in 2012 when Kraft Foods spun off its North American grocery business. Mondelez has famous snack brands around the world and aims to serve tastes globally. It employs over 107,000 people and has a presence in over 80 countries. Britannia Industries is an Indian food company established in 1892 in Kolkata. It is a leading Indian biscuit manufacturer and has expanded into dairy. Britannia has a strong brand image in India and focuses on quality and customer satisfaction. Both companies have seen success through brand management and expanding their international presence.
In this edition know about the franchises which are using an important measure of marketing levers at their disposal to increase sales profitability for the business.
ACI was established in 1968 in East Pakistan as a subsidiary of ICI and was incorporated in Bangladesh in 1973. ACI's mission is to enrich quality of life through responsible application of knowledge and technology. ACI's vision includes attaining leadership in its businesses, high productivity, developing employees, providing high quality products, and promoting environmental responsibility. ACI has diversified into four strategic business units and has numerous subsidiaries and joint ventures. It obtained ISO 14001 certification for its environmental management system.
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1. MKTG 1102 – Essentials of Marketing David’s Tea – Marketing Plan Created by: Anna Sawyer, Kyle Buyers, Timothy Brown, Christie Cao, and Gary Xiao Fall, 2012
2. Table of Contents Executive Summary....................................................................................................................................... 3 Company Description .................................................................................................................................... 3 Strategic Focus and Plan ............................................................................................................................... 4 Mission ...................................................................................................................................................... 4 Overall Company Goals ............................................................................................................................. 4 Objectives ................................................................................................................................................. 4 Competencies and Sustainable Advantages ................................................................................................. 4 Advantages................................................................................................................................................ 4 Sustainable Advantages ............................................................................................................................ 4 Situation Analysis .......................................................................................................................................... 4 SWOT Analysis........................................................................................................................................... 5 Industry Analysis ....................................................................................................................................... 6 Customer Analysis of David’s Tea ............................................................................................................. 6 Competitor Analysis .................................................................................................................................. 7 Competitive analysis – Starbucks.......................................................................................................... 7 Competitive analysis – Tim Horton’s .................................................................................................... 8 Others ................................................................................................................................................... 8 Market-Product Focus .................................................................................................................................. 8 Marketing and Product Objectives: .......................................................................................................... 8 Target Markets:......................................................................................................................................... 9 Points of Difference: ............................................................................................................................. 9 Positioning: ............................................................................................................................................... 9 Marketing Program ....................................................................................................................................... 9 Product Strategy ....................................................................................................................................... 9 Price Strategy .......................................................................................................................................... 10 Promotion Strategy ................................................................................................................................. 10 Place/Distribution Strategy ..................................................................................................................... 11 Financial Data and Projections.................................................................................................................... 11 Past Sales Revenues ................................................................................................................................ 11 Five- Year Projections ............................................................................................................................. 11 Organization................................................................................................................................................ 12 1
4. EXECUTIVE SUMMARY The following plan outlines the suggested marketing strategy and tactics for David’s Tea, a high quality loose-leaf tea provider that has aggressively expanded since its creation in 2008. David’s Tea has over a hundred stores located across Canada and the United States, and is continuing to expand the company in terms of locations and diversities of tea. For potential and current customers, David’s Tea targets the young, hip urbanites, traditional and non-traditional tea drinkers, baby boomers and the health conscious, offering a healthy and trendy drink. David’s Tea has several distinguishing features including a strong brand, their unique blends, frequently released new flavors, the quality of the tea imported from around the world, high product customization for customers, and excellent customer service by knowledgeable and expert staff. The North American tea market is expanding steadily mainly due to health awareness and the benefits that tea provides, which creators of David’s Tea have capitalized on. Their expansion and growth has primarily been from strong customer relationship management and brand loyalty, experienced management, strong financial backing, and a high demand for quality hot beverages. Four years and over 100 stores after their start, David’s Tea is established and financially strong, and in need of a solid marketing plan to continue their explosive growth. COMPANY DESCRIPTION A young and aspiring entrepreneur, David Segal, was only in his twenties when he became the owner and creator of David’s Tea. He would visit tea shops and wonder why he could not find a quality cup of tea anywhere. He quoted, “I felt there was a void in which we could deliver a fun, fashionable and accessible tea experience on the main streets and in high traffic malls,” Segal says (Bury, 2011). David and his cousin and business partner, Herschel Segal, who started the company Le Chateau, began the company in 2008 in Montreal, Quebec and opened their first store in Toronto. Together they wanted to establish a new twist on tea and make it a fun and fashionable culture (Laird, 2012). Today David’s Tea has grown into a national retail chain and e-commerce company with over 100 stores across North America (David’s Tea, 2012). David’s Tea is known for their unique and customary tea blends. The company went on a world search in source of quality loose leaf teas, and used them to create exclusive blends which are their primary products. They offer over 120 types of loose leaf tea that make up their permanent collection as well as seasonal blends (David’s Tea, 2012). The company strives at introducing a new product or tea into the store every two weeks, keeping them in the loop of the mature growth stage of the market. The company is also an eco-friendly tea store providing organics, recyclable packaging and other sustainable practices (David’s Tea, 2012). David’s Tea is a company that primarily concentrates on the relationship building between customers and their employees, offering a tailored experience and exceptional service. This plan describes how David’s Tea has positioned itself as a leading tea provider and how they plan to compete for market share for tea beverages in Canada. 3
5. STRATEGIC FOCUS AND PLAN Mission Great tea, friendly stores, and above-and-beyond customer service (David’s Tea, 2012). Overall Company Goals 1. To become the number one tea retail experience in North America. 2. To promote healthy living by drinking quality loose-leaf tea. 3. Continue expansion into the US market. Objectives 1. Have a David’s Tea in each of Canada’s 100 most affluent communities 2. Have the largest share of the North American loose-leaf tea market by end of 2013 3. Open a David’s Tea in each North American metropolitan area where consumers spend greater than $1,500 per year on coffee/tea per person 4. Expand into 20 new neighborhoods in the US & Canada by end of 2013 that have an ethnic majority focused on a tea-based culture 5. Have each location generating a profit within 1 year of its open 6. Sponsor and publish at least 3 peer-reviewed medical studies on the benefits of drinking tea per year COMPETENCIES AND SUSTAINABLE ADVANTAGES Advantages The employees at David’s Tea demonstrate high expertise and customer service. Combined with the unique company's quality loose-leaf tea this differentiates them from their competition. One of the company’s growth strategies is customer relationship management, tailoring each service to their customers and providing a quality experience. Another advantage is Co-founder Hershel Segal has had success in entrepreneurship prior to the establishment of David’s Tea, creating the retail store Le Chateau (Bury, 2011). This creates a heavy advantage for David’s Tea in terms of experience and financial backing. Sustainable Advantages David’s Tea consistently researches and releases new blends frequently, a strong sustainable advantage that makes them leaders in the tea market. Strong branding is another sustainable advantage that is continuously progressing and will continue to do so. SITUATION ANALYSIS David’s Tea has expanded since its opening in 2008. In 2010, the chain went from 8 to 40 locations across the country. In 2011, 25 more opened, and 2012 was a big year for David’s Tea with explosive 4
6. growth (Budak, 2011). Growth in the company can be compared to the fact that tea has been one of the fastest growing menu items in Canada. A recent Agriculture Canada Food study predicted that by 2020 tea consumption will grow to 40% (Budak, 2011). One contributing factor to this prediction is the aging baby boomer generation. This generation is concerned with their health and will soon be retiring, staying at home drinking tea. The many health benefits of tea has helped to drive consumption among baby boomer and among younger generations. Furthermore the increasing population of Asian and Middle Eastern immigrants into Canada has contributed greatly to the consumption of tea, because tea is a cultural staple (Budak, 2011). SWOT Analysis Location Favourable Unfavourable of Factor Internal Strengths Weaknesses Experienced management in Investment in training with entrepreneurship new employees due to high Extensive hiring process of employees turnover of staff Tea experts Strictly tea- no coffee or hot Friendly and outgoing staff chocolate Offer quality loose leaf tea, diversified No seating blends from around the world Limited budget, high expense Offer direct marketing, customizations of each customer experience Online marketing via online purchasing of products and direct orders Brand name has connects with high quality tea External Opportunities Threats Expand more into the U.S. and Europe Competition with other hot Offer seating within stores beverage companies Increasing demand for tea with rising including Starbucks, who is health concerns now entering the market Limited amount of other specialty tea stores in North America Future downturn in economy, less interest in quality tea 5
7. Industry Analysis The tea industry is currently experiencing growth because consumers are becoming more aware of the health benefits of drinking tea. In 2008 the tea and coffee represented 1.1% of the total value of sales of food and beverage goods (The Canadian Tea, 2010). The tea industry has a number of competitors in the non-alcoholic beverage sector including coffee, soft drinks, energy drinks, milk and dairy beverages, fruit juices, bottled water, sports drinks, vegetable juices, soya beverages, hot chocolate, and low alcohol wine coolers and ciders. Below is a pie chart showing the percentage, measured by volume (hectolitres), of sales of all non-alcoholic beverages in 2008 (The Canadian Tea, 2010). David and Herschel Segal are tackling the tea industry because it brings people together, all over the world, and it’s the second-most popular drink on the planet, second only to water. And, quite simply, because it makes many people happy. For the past six years, tea has been one of the fastest-growing menu items in Canada, with out-of-home consumption at 584 million servings over the past year, versus more than 500 million in 2007. Compared with coffee (more than 1 billion servings per year), tea is not as prevalent, but certainly growing. A recent Agriculture Canada food-trends study predicted tea consumption will jump 40% by 2020, a rise attributable to many factors including an aging population (Budak, 2011). Potential and current customers include young, hip urbanites, traditional and non-traditional tea drinkers, baby boomers, and the health-conscious. Customer Analysis of David’s Tea Hot beverages are a daily routine for the majority of Canadian adults according to the 2008 Beverage Consumption of Canadian Adults study. This research indicated that at least 64 percent of adults drink coffee or tea daily (Garriguet, 2008). The number of coffee drinkers is an important consideration to this marketing plan, as coffee and tea share many of the same benefits (caffeinated, warm, convenience). This is confirmed in research in the 2005 study Canadian Food Trends for 2020, which 6
8. states that the high degree of correlation between tea and coffee consumption indicates that the two are substitutes for each other (Serecon, 2005). Percentage who consumed selected beverages the previous day, by age, group, and gender, household population 19 or older, Canada, excluding territories, 2004 (Garriguet, 2008, Table 2). 19 - 30 31-50 51-70 71+ Percentage Men Women Men Women Men Women Men Women who consumed beverage (%) Coffee 40 39 71 64 79 74 75 68 Tea 20 30 27 35 33 47 49 56 The 2008 study revealed that coffee consumption stays relatively equal throughout adulthood for men and women; whereas tea consumption increases as both men and women age (Garriguet, 2008). This may be explained in the 2005 study, where it is suggested that this rise in consumer interest is associated with the growth of consumer interest in health and wellness products (Serecon, 2005). The 2005 study also indicates that specialty teas do not appear to be price sensitive as they fit into a luxury good category where they "satisfy the need for 'small indulgences' among a more sophisticated, and aging population (Serecon, 2005). According to Industry Statistics from the Tea Association of Canada website, the specialty tea market ($92m )now outpaces the conventional tea market ($89m). Subsequently, the market growth for specialty teas is huge. According to the 2005 study, the per capita growth in specialty teas is expected to grow 40% between 2001 and 2020 (Serecon, 2005). An aging baby-boomer generation and an increased focus drive this growth on health and well-being will drive the growth of this industry. The comparable price between coffee and tea indicate that the target market for David’s Tea is fairly broad across adulthood. Competitor Analysis David’s Tea’s competitors mainly includes coffee shops, chains, and other businesses that sell hot beverages, and retailing businesses that sell accessories such as cups and teapots. As the main products of David’s Tea are various blends of tea, the major competitors David’s Tea is facing are the fast drink businesses. Among them, Starbucks and Tim Horton’s are two of the most established. Competitive analysis – Starbucks Starbucks has dominated the coffee market for years. It is not only known for creating quality coffee and service, but also noted for its atmosphere and customer experience. Starbucks brands have obtained recognition worldwide and possess a strong influence. It blends company and community values by 7
9. providing quality coffee and building a common culture and environment in all store locations as well as headquarters (Gibson, 2009). Moreover, Starbucks has strategic alliances and partnerships to obtain and sell the highest quality products. Starbucks has a revenue of $13.3billion and the trend is growing in the past five years. Its net income has risen dramatically from 315.5 million in 2008 to 1.38 billion in 2012 (Yahoo! Finance, 2012). In spite of the high growth, the need for coffee is quite different as the month varies (winter is generally their busy season). Starbucks poses a significant threat to David’s Tea if it decides to focus on the tea market, which it apparently is starting to. Last month it acquired competitor Teavana for a whopping $620 million, which shows its dedication to disrupting the industry (Lutz, 2012). It seems Starbucks is not going to let David’s Tea expand further into the market without a fight. Competitive analysis – Tim Horton’s Tim Horton’s offers a variety of products, most notably its coffee, fresh baked goods and homestyle soups and sandwiches have been famous in Canada for many years. Tim Horton’s focuses on environmental leadership as a main value, and markets itself heavily to working middle-class Canadians (Tim Horton’s, 2010-2012). Although Tim Horton’s is not making a dramatic rise in its income and revenues recently, its sales and income maintain a steady growth over the last three years. However, Tim Hortons’ percentage gross margin has dropped from 2010 to 2012 and the operating expenses have risen at a greater pace than its revenues (Yahoo! Finance, 2012). Overall, given their significant penetration in the Canadian market, strong brand, and successful finances, Tim Horton’s could be a strong contender to David’s Tea if it chose to enter the tea realm. Others It is worth noting that there are other competitors to David’s Tea springing up, such as Teaopia. It seems others who recognize the tea market’s potential and are entering themselves, hoping to experience the same success David’s Tea has. In the next several years, competition will be fierce. MARKET-PRODUCT FOCUS Marketing and Product Objectives: 1. Provide premium tea for all 2. To be recognized as the friendliest and expert tea provider in North America. 3. To promote healthy living by drinking David’s Tea. 4. To make tea sexy and fashion forward. 8
10. Target Markets: Potential and current customers include young, hip urbanites, traditional and non-traditional tea drinkers, baby boomers, and the health-conscious. Points of Difference: David’s Tea has four unique characteristics: 1. Unique blends, new flavors released frequently. 2. Quality loose leaf tea imported from around the world. 3. High product customization that customers appreciate. 4. Excellent customer service by tea-knowledged and expert staff. Positioning: MARKETING PROGRAM Product Strategy David’s Tea line of products include over a hundred different varieties of teas with varying flavours and health benefits. The wide variety allows the company to encourage customers to search for their favourite flavours, and or them to offer customers specific teas for specific situations: a refreshing tea for a hot day, a calming blend for someone who is stressed out, etc. Compared to coffee shop competitors who target the caffeine junky or the sweet tooth, this variety allows their stores to have a much broader appeal to customers throughout the day. David’s Tea will educate its guests about its products by actively sampling them and by encouraging its employees to engage customers as they walk into or past the store. While many people enjoy tea, there are hundreds of different varieties and many people are unaware of the different blends and what they 9
11. taste like or what their health benefits may be. David’s Tea recognizes that by putting their product in someone’s mouth that they are able to tell new customers the story behind their product, and introduce returning customers to new flavours. This helps grow the customer base and diminish the effect of brand fatigue. David’s Tea is boldly branded teal with an all-caps Logo. This branding is carried through to their take- away beverage containers. The design is meant to stand out from rival hot beverage companies (Starbucks – white cup, Tim Horton’s – red cup) and compete against their brand awareness. David’s Tea has a bright, open, and smart design to each of their stores. The stores want to be easy to navigate for people who would like to take their tea to go, and comfortable enough for people to sit down and relax. The company is emphasizing the lightness of tea in the décor and design of its stores. Price Strategy The price strategy of David’s Tea can be separated into two different parts: to-go drinks, and bulk tea to take home. To-go drinks – The price point of their to-go drinks is equivalent to medium-to-high range coffee shops at around $2.50 per beverage. In this sense, David’s tea avoids competing on price against rival beverage companies like Starbucks. Bulk tea – The pricing of their bulk tea is where David’s tea has a competitive advantage versus rival hot beverage retailers like Starbucks. At David’s Tea you can get a 50g container of loose tea of your choice for approximately $6.00 dollars that will make about 25 servings. Whereas a bag of coffee from Starbucks may cost twice as much for the same number of servings. Promotion Strategy David’s Tea uses a variety of different promotional elements to raise awareness of their brand: Personal Selling – David’s Tea utilizes personal interaction to sample products and to educate its customers about the teas that it sells. The employees of the company are passionate and educated about their products and can make recommendations to someone looking for a new flavour. This employee experience separates David’s Tea from rival hot beverage competitors like Starbucks or Tim Hortons. Public Relations – David’s Tea has several articles written about their company and its relatively quick expansion across Canada and now into the United States. Articles are used to demonstrate that the company is innovative and experts in the tea business. This is used to build brand credibility and to distance itself from rival tea shops. Internet – David’s Tea has an integrated online shop on their website that serves as a tool to promote their teas, seasonal mixes, and their associated housewares. The company also has a Facebook, Twitter, and Pinterest page which are used to promote new store locations, new blends, and inform customers what their ‘Tea of the day”. 10
12. Sales Promotion – The website for David’s Tea is promoting a Holiday Gift Guide to promote their winter seasonal selections. Their bundles of tea offer a significant savings over ordering the included flavours individually. Additionally, David’s Tea will include three free sample teas for any online order placed. The online store also has an expanded selection of discontinued and seasonal teas not available to the retail stores. Gift Cards – David’s Tea puts a lot of emphasis on gift cards as a gift-giving solution for their customers. The company knows that they have loyal and passionate customers, and recognize that they can use this to bring new people into their store to purchase gift cards and also introduce them to the experience. Advertising – David’s Tea does essentially no print or media advertising, and instead relies on word of mouth to promote their products. Subsequently, the interactions and knowledge that their employees are able to pass on to customers are critical to encouraging word of mouth promotion Place/Distribution Strategy David’s Tea stores are primarily located in central shopping areas. In Vancouver they are currently located in areas such as: Vancouver on West 4th Street and in the Oakridge Center Mall, in Burnaby at the Brentwood Mall, in West Vancouver at the Park Royal Mall, and in Surrey at Guildford Center. By selecting these locations they are choosing to be in high traffic areas where they can be conveniently shopped. By choosing shopping districts, David’s Tea hopes to encourage customers to buy tea while they are shopping. The stores are located at these locations are each in areas with heavy foot traffic. These locations allow the company to actively sample their teas to people passing by and therefore raise the awareness of their brand. FINANCIAL DATA AND PROJECTIONS Past Sales Revenues David’s Tea is a private company that does not divulge its financial data. However, it does not take an open ledger to recognize that opening more than 100 stores in the last 4 years is a sure sign of great success. It is safe to say, given their rapid expansion, that their past sales revenues are quite impressive. Five- Year Projections David’s Tea is getting close to saturating the Canadian market, and while they may have room to expand in 2013, may soon become cramped in 3 or 4 years. In order to continue their rapid growth and revenue generation, they will need to continue expanding in the US and consider other countries as well. Given that they are near this tipping point, they may need to evaluate other strategies to continue their solid profits, such as a more efficient supply chain to lower costs. 11
13. ORGANIZATION David’s Tea is concentrating on making tea fun and fashionable by creating a specific brand and culture. They have fashioned tea as a healthy and tasty alternative in the hot beverage market, attracting young customers who are concerned with their future healthy lifestyle and old customers who are concerned with their current health. Their culture also centers on making the tea experience great, focusing on more than just unique blends by providing quality service and expertise about their loose-leaf tea blends from around the world. Overall, their strong brand is best represented by a cheerful, healthy, and wholesome lifestyle that is relevant to today’s trends and fashions. IMPLEMENTATION Product Strategy Continue to offer a variety of teas, and have at least 30 regular blends and 5 seasonal blends in stock for each store Hold monthly store meetings to educate each employee on the products and ensure they are properly trained Keep a strong brand throughout the store and make sure every product is placed in a branded David’s Tea container Offer products in a modern retail atmosphere Price Strategy David’s Tea is separated into two categories: to-go drinks, and bulk tea for home. Their to-go drinks are priced equivalent to medium- to high-range coffee shops around $2 to $3 per beverage. Their bulk tea they are able to price cheaper versus their competitors while still offering a high quality product. Promotion Strategy David’s Tea uses a variety of different promotional elements to raise awareness of their brand: Personal Selling: the company has a fairly thorough recruitment process, as well as ongoing staff education and training that ensures their employees are excellent personal sellers and representatives of their brand. Public Relations: already under the public eye for their rapid growth, David’s Tea will continue to implement PR campaigns to attract further media attention. Their angles can combine their strong brand with the rapid expansion of their business to create compelling articles. Internet & Social Media: David’s Tea already focuses significantly on their online sales, doing a lot of business and transactions online. They combine this with their social media (Facebook, Twitter, Pinterest) to listen to customer feedback and constantly improve their product offering. To capitalize on this, the company should do contests and giveaways for each social network, as well as work with popular food/drink/tea blogs to improve Internet attention and retention.. 12
14. Sales Promotion: David’s Tea capitalizes on the seasonal market well, creating blends for spring, summer, fall, and winter. They do this through a holiday gift guide as well as online. Continuing to offer online promotions and advertising through their website will help drive revenue and repeat purchases. Moreover, partnering with other like-minded companies that advertise seasonally (for instance, select clothing lines) could help increase their sales. Gift Cards: David’s Tea uses gift cards to encourage their faithful customers to spread the love of tea and create new ones, bringing fresh faces into the store. This is a great strategy, and this plan suggests improving it by creating a rewards program for its top customers. Advertising: David’s Tea uses direct marketing by strongly branding themselves and their offerings (from cups to tea cans to at-home accessories) with their familiar teal colors. Pairing this with local/neighborhood advertising, such as posters and print advertisements within 100 meters of their stores, will create additional sales. Events: The company holds a significant number of events, mainly tastings of their familiar and new products. They also supply tea for fundraisers and charity events occasionally. Continuing to do these on a regular basis is a good start, and supplementing the program with appearing at local events (such as community festivals) will be a great way to spread awareness of their tea. Place/Distribution Strategy Position David’s Tea in main shopping areas and central avenues with heavy foot traffic. Be the only tea- specific venue within the mall (or street, as it applies). Also be in close vicinity to large corporate skyscrapers, given that their occupants favor a coffee-break lifestyle and appreciate a higher-quality beverage that augments their personal image. EVALUATION AND CONTROL Marketing managers of David’s Tea are encouraged to re-examine their goals and objectives on a bi-weekly basis and assess successes and shortcomings. Based on their evaluation results, they are encouraged to make appropriate changes to drive the company forward. Each Objective in this plan is SMART, and should be evaluated monthly to see if the company and marketing program is on track to achieve it. 13
15. BIBLIOGRAPHY Agricultural and Agri-Food Canada, (2010). The Canadian Tea Industry. Retrieved from website: http://www4.agr.gc.ca/AAFC-AAC/display-afficher.do?id=1298047470064 Budak, J. (2011, June 08). Steeped in success.Canadian Business. Retrieved from http://www.canadianbusiness.com/article/29371--steeped-in-succsss David’s Tea - Buy Loose Leaf Tea Online." DAVIDsTEA - Buy Loose Leaf Tea Online. N.p., n.d. Web. 22 Nov. 2012. http://www.davidstea.com/. David’s Tea, Points of difference VS Teaopia (Online) Available at: http://community.weightwatchers.ca/Blogs/ViewPost.aspx?threadID=1039754 Erin Bury, E. (2011, April 14). [Web log message]. Retrieved from http://sprouter.com/blog/how-david-segal-went-from-zero-500-employees-3-years/ Garriguet, D. Statistics Canada, Health Reports, Vol 19, no. 4, December 2008. (2008). Beverage consumption of Canadian adults (82-003-X). Retrieved from website: www.statcan.gc.ca/pub/82-003-x/2008004/article/6500821-eng.pdf Gibson, Fenitra with Dr. Hornsby, Jake, June 13, 2009. University of Phoenix. http://drhornsby.com/uop/MBA%20580/week%203/Gibson,%20graded.pdf Horton’s, Tim, website accessed November 26, 2012. http://www.timhortons.com/us/en/difference/environment.html Jasmin Budak, June08,2011, Steeped in Success http://www.canadianbusiness.com/article/29371--steeped-in-success Laird, K. (2012, October 26). Video: The Leader of David's Tea Party. Retrieved from http://www.marketingmag.ca/news/marketer-news/video-the-leader-of-davids-tea-party-64540 Lutz, Ashley, November 14, 2012. Business Insider. http://www.businessinsider.com/starbucks-just-acquired-teavana-2012-11 14
16. Public information via Yahoo! Finance, retrieved November 23, 2012. http://ca.finance.yahoo.com/q/is?s=THI&annual Public information via Yahoo! Finance, retrieved November 23, 2012. http://finance.yahoo.com/q/is?s=SBUX Rivka and Sonja's Prezi, Propasal for Company/Brand feature: David’s Tea http://mrkt3421preziproposals.wikispaces.com/Rivka+and+Sonja's+Prezi+Proposal Serecon Management Consulting Inc. Agriculture and Agri-Food Canada, (2005). Canadian food trends to 2020 - a long range consumer outlook. http://www4.agr.gc.ca/resources/prod/doc/agr/pdf/ft-ta_eng.pdf Tea Association of Canada. (n.d.). Industry statistics. Retrieved from http://www.tea.ca/Page.asp?PageID=122&ContentID=743&SiteNodeID=132 15