Atlantic Quench Outline of the Marketing Plan for a Year - Report Example

Atlantic Quench Outline of the Marketing Plan for a Year Executive Summary This paper will lo at Atlantic Quench Cranberries Inc, an American co-operative specializing in health fruit juices and other non juice products. The paper will conduct external environment analysis using tools like PEST, internal analysis using SWOT with the objective of developing an online marketing program whose aim is to increase the organization annual profits. The objective is to attain a rise in annual sales of 20%, increase our market share by 10% and pre-tax profits by 20%. The company will also be seeking to retrench menial and non skilled labour to save on expenditure. Strategic theories like Ansoff Matrix and Bowman’s strategy Clock are will be employed to help attain a competitive advantage Table of Contents Executive Summary 0 Chapter 1: Introduction 4 Chapter 2: External analysis 5 2.1Macro Environment Analysis 5 2.1.1 Political 5 2.1.2 Economic 5 2.1.3 Social 7 2.1.4 Technological 8 2.3 Customer analysis 9 2.4 Competitor analysis 10 Chapter 3: Internal Analysis 11 3.1 Overall performance 11 3.2 Marketing mix 11 3.2.1 Product 11 3.2.2 Price 12 3.2.3 Place 12 3.2.4 Promotion 12 Chapter 4 SWOT analysis 12 4.1 Strengths 12 4.2 Weaknesses 13 4.3 Opportunities 13 4.4 Threats 13 Chapter 5: Objectives 14 5.1 Mission statement 14 5.2 SMART Objectives 14 Chapter 6 Marketing strategy 15 6.1 Strategic theories 15 Ansoff Matrix: 15 Bowman’s Strategy Clock: 16 6.2 Core target segments 17 6.3 Positioning 17 Chapter 7: Marketing Programs 17 7.1 Product strategy 17 7.2 Pricing strategy 18 7.3 Place 19 7.4 Promotion 19 7.5 Marketing Communication strategy 20 Chapter 8: Marketing implementation and control 20 7.1 Schedule 20 7.2 Who is responsible? 21 Bibliography 22 Chapter 1: Introduction Atlantic Quench Cranberries Inc. (AQC) , is an American agricultural co-operative Founded 80 years ago by three cranberry growers in Massachusetts. At the start, AQC relied on three farmers for supply of fruits which has now grown to over 630 cranberry and 46 grapefruit farmers. It’s presently a market leader in bottled juices and juice drinks in North America. The company made a debut in UK in 1981 and to date it enjoys a strong market presence. The company is globally known for its juice and non juice drinks, all made from cranberries and grapefruits. This paper will undertake a comprehensive analysis of AQC with the objective of coming up with a workable outline marketing plan. Chapter 2: External analysis The following is a review of external factors that have the greatest bearing on AQC’s operation and profitability. PEST analysis is employed to paint a clear picture of the company’s macro environmental political, economic, social and technological situation. 2.1Macro Environment Analysis 2.1.1 Political Child obesity has moved from health to political circles with world leaders advocating for policy changes on what children eat and drink. In America, the campaign is headed by the first lady-Michele Obama who is campaigning for healthy diets among children (Harris-Moore, 2014:32). Schools in the UK which is a notable AQC market has made significant policy changes in the required calorie composition for children lunch packs Generally the main aim of the policies is to reduce calories intake by children as a way of containing the rising cases of obesity among children (IOM, 2010: 23,24).. The trend towards healthy eating in AQC markets is an opportunity as the company’s products replace carbonated drinks in pursuit of these policy changes by political leaders in their quest to keep a healthy population (Council of Europe, 2005). With the political goodwill to amend laws in favour of fruit juices in key markets, AQC has an opportunity to grow its sales volumes through innovative products that suit the new requirements. Beyond the concerns of political leaders on the health of children around the world, more adults are presently drawn towards healthy eating which is more growth for AQC. 2.1.2 Economic There is positive growth in the world economy with countries previously considered undeveloped fast working their way to development. With this, there is more market for the co-operative’s products in markets outside North America and Europe. AQC should embark on introducing its products in new markets of Asia, Middle East and Africa where it’s yet to establish a strong market presence (Hucker, 2014). This can be guided by the fact that economic growth marked by growth in GDP in developing countries as the comparative line graph show. Figure 1. comparison of GDP, real wage, employement and unemployment growth in selected developing countries including Brazil, South Africa, Ukraine, Argentina and venezuela (World Bank 2015). With the sluggish growth in the European economy recorded over the last few years, it is unimaginable, the growth in AQC’s sales volumes if they ventured into new and vibrant economies of China, Middle East and emerging markets in Asia where people’s disposable incomes have grown significantly. 2.1.3 Social Healthy diet is a major social trend with most adults taking count of their calorie intake on each meal. This fashionable trend to eat healthy has been largely responsible for AQC’s steady growth in sales figures over the last four years where. In the UK for example, the largest consumers of AQC products are those aged between 45 and 24 years and the company has seen a growth in this segment by 10% in the five years between 2000 and 2005. It is projected that 45-54 year olds will equally grow in their demand of AQC juices between 2014 and 2020 as the healthy living social trend takes off. As the young are drawn to healthy living by their parents, a solid portfolio of consumers for the company’s products is growing (Marketline,2014). It is projected that this lifestyle revolution is going to allow AQC to capture markets previously held by carbonated drinks. World population continues to grow it is a positive indicator of sustained number of potential consumers in target markets. Figure 2: World Population trends (World Economic Journal 2015) 2.1.4 Technological Use of technology in the fruit juice industry has enabled efficiency in three fronts; production, distribution and customer care. The use of continuous in-line mixing technology has made it possible to premix ingredients for optimal utilization of mixing plants. With this technology, it is possible to meet specific customer needs and increase both efficiency and reliability of production processes while mixing (www.gea-pe.it). Evaporation technology has also been made possible for this industry. With this, it is possible to separate substances using thermal energy which has immense advantages like: the ability to store seven times the quality of juice in tanks under much simplified conditions; capacity to preserve concentrate without necessarily being cooled because of the high sugar composition; easy marketability of concentrate as a commodity; ability to balance fluctuations of both quality and quantity of various vintage to suit market demands and cheaper and simpler transportation of concentrate (www.niroinc.com). The distribution aspect of this industry has also been improved by technology with more efficient logistics systems and real-time monitoring of products as they make their way to consumers. Technology has also made it possible to communicate with customers better and receive their feedback on fruit juice products better through social media and online feedback platforms. 2.2 Market analysis - Market size, growth, forecast According to IBISWorld Industry Report(March, 2015), the global fruit and vegetable processing industry that includes the manufacturing and distribution of fruit juices has experienced continually rising demand in the last five years. The report forecasts a revenue growth in the industry to $271.3 billion with such growth to be sustained at 3% in the next five years to attain $315.2 billion. These forecast paint a picture of a huge global industry that is extremely profitable. The report further expects demand to rise as new and existing producers put more focus on more nutritious ingredients, simpler processing techniques and more organic products. Even with more production activities currently based in North America and Europe, it is projected in the report that a steady shift to China will occur in the next few years because the country currently produces one-third of world’s fruit most of which and sold unprocessed. The projected expansion of Chinese fruit processing industry will be replicated in other emerging economy to create a shift in power from North America and Europe in as far as fruit juice is concerned. Below is a presentation of the state of the fruit juice industry by revenue prior to the past five year steady growth: 2.3 Customer analysis In the UK, the largest consumers of AQC’s products are those between the ages of 15-24 years. This segment contributed 10% of the markets growth between 2000 and 2005. The second category of consumers is those between the ages of 45 and 54 years where a 2.2 percent growth has been recorded in the last five years. Atlantic Quench’s latest advertisement targeting women between the ages of 35 and 45 years has led to a growth of this consumer segment in the UK after appealing to drive to live healthy lifestyles. Globally, teenagers are the largest consumers of fruit juice with adult consumers being those who are more health and calorie conscious (Agr.gc.ca, 2015, Euromonitor.com, 2015). According to www.nationmaster.com (2015), North America, Europe and Australia are the leading consumers of fruit juice accounting for 60% of the world’s total annual; consumption. Source: eurosurveilance.org 2.4 Competitor analysis Atlantic Quench has one competitor, Atlantic Canada Cranberries Inc. which does not pose a big threat in the current market situation. This has left AQC for market dominance in this region with new products finding it easy to establish themselves fast in the market because of the co-operatives reputation. The UK has Innocent Ltd and Pepsi Co Inc, Minute Maid, Tropicana, Britvic as major competitors to Geber Juice Company Ltd. This makes competition on AQC’s distributor stiffer than in North America (Euromonitor.com, 2015). According to Lanschützer (2013), among the competitors, PepsiCo Inc is the most serious given its rich history and elaborate distribution network in the UK and around the European market. PepsiCo enjoys long term relationships with distributors for its carbonated drinks and this has allowed the company to price competitively as well as use its large marketing budget to create brand awareness. Chapter 3: Internal Analysis 3.1 Overall performance The company’s annual sales has grown from $1.7 billion in 2007 to over $3 billion in 2013 with the steady growth attributed to chocolate-covered Crantanas both in North America and UK. This performance is to a larger extent attributed to the co-operatives strategic partnerships that has seen AQC form an alliance with coca cola for the bottling and distribution of single –serve cranberry juice in the North American market under AQC’s name. This strategy is particularly beneficial to the co-operative because it gets to ride on Coca Cola’s expansive distribution network in the American and Canadian markets. 3.2 Marketing mix 3.2.1 Product The company has Crantanas as is key product but has recently innovated to respond to market demands and included; cranberry original Juice, juice max Grab ‘n’ Go for its juice product range and Cranberry sauces, Fresh Cranberries as well as New Dried Cranberries in its non juice range. It has also come up with ‘light’ low calorie fruit drink in the flavours of blackcurrant, raspberry, cranberry and mango to meet the needs of calorie sensitive consumers. This rich product portfolio has allowed Atlantic Quench to cement its market presence in the fruit juice segment (Mintel, 2013). The co-operative’s NPD division continues to come up with relevant drinks and products to match the dynamic market demands. 3.2.2 Price Atlantic Quench uses Market-oriented pricing strategy in new markets. Under this strategy, research is done by marketers and a prices set on the basis of findings that include among other issues, competitor prices. Once prices are set, the forces of demand and supply take effect and swing the price figures. 3.2.3 Place Atlantic Quench uses supermarkets and other distributors to deliver their product to consumers. The co-operative’s agreement with Coca Cola in Canada and America allows AQC’s products to be available at the next convenience store. Direct distribution and partnerships with regional distributors has allowed the above products to be readily available across its markets worldwide. 3.2.4 Promotion The co-operative uses TV ads to send its brand message across. The co-operative recently ran an advertisement featuring Diet Atlantic Quench drinks that incorporated simple and heartfelt humour and were ranked fourth among the most popular Ads by Advertising Ages. These TV ads have been largely responsible for Atlantic Quench’s growth in sales. In the UK market, television advertisements have been useful in promoting the white cranberry drink that was recently launched. This particular advertisement was targeted at women of between 30 and 45 years and was very successful at bringing brand knowledge to them. Chapter 4 SWOT analysis 4.1 Strengths Atlantic has the following areas of strength: Rich history in the fruit juice industry that gives it brand credibility in all its products, both old and new. An elaborate product portfolio that cater for consumers from different demographics. As such, children, teenager, young adults, middle aged individuals and women, all find something that suits them from Atlantic Quench Guaranteed supply of raw materials from co-operative members through the quota system. Beneficial alliances with Coca Cola in the North American market and Geber in UK. These alliances enables Atlantic Quench to ride on the partners’ elaborate distribution networks to grow their sales. The healthy nature of the co-operative’s products that are in tandem with emerging market trends where consumers are extremely calorie conscious. 4.2 Weaknesses Dependence of a few farmers- given volatility in farm produce from climate changes, there is room for major problems should there be poor yield among member farmers. Excessive powers held by member farmers that may lead them to make poor decisions even when problems are market and not management related. This is likely to happen when market volatility occurs was the case in 2000. 4.3 Opportunities Legislations by governments to rid children’s diet of carbonate drinks and replace them with healthy low calorie fruit drinks. Global campaign to eat and drink in a healthy manner with most people shunning high calorie carbonated drinks. Global economic growth that is opening new markets for AQC’s products. 4.4 Threats Emergence of competitor fruit juice manufactures in its traditional markets. Market volatility; this is a major threat especially on the supply end of the fruit juice business. In the event of an overproduction by farmers, then prices can be immensely affected. Drought as is the present case in California can equally tamper with the quota system and adversely affect farmers. Chapter 5: Objectives 5.1 Mission statement To design a comprehensive online marketing plan for Atlantic Quench Cranberries Inc with proper knowledge of the co-operative’s operational model for maximum profitability. 5.2 SMART Objectives The SMART philosophy enables managers to come up with Specific, Measurable, Achievable, Relevant and Time-Oriented objectives. Having specific goals that can be measured, and in a known time-frame, facilitates their achievement with any variance clearly visible for corrective measures to be taken in a timely manner so that the intended results are realised (Ryan & Jones, 2012). Based on this philosophy, the following will constitute the overall objectives of this online marketing plan: 1. Reach target consumers with AQC brand message and grow overall product sales by 20% in the first six months of the plans’ implementation. 2. Grow the co-operative’s social media presence to one million people and a similar number of visits to the website in the first six months of implementation. 3. Make Atlantic Quench’s top products of chocolate-covered Crantanas and low calorie drinks the most talked about fruit drinks in the online world. 4. Double the yields of the first six months in the second half of the year. With these four SMART objectives, the online marketing plan will be properly monitored and evaluated. Variances arising thereof, will be analysed for corrective measures to be taken forthwith. Chapter 6 Marketing strategy 6.1 Strategic theories Ansoff Matrix: Presented by Igor Ansoff, this theory places focus on an organization’s current and potential markets. To grow existing and new products in both present and new markets, this matrix is applicable (Stone, 2001). The following four growth strategies are presented by Ansoff in this matrix: Market penetration: This where an organization chooses to realize growth using its current products in the existing market segments with an overall objective of increasing its market share. Market development: A scenario where a firm seeks growth in new markets but with current products. Product Development: An organization in this case, comes up with new products but for current market segments. Diversification: Here, a firm moves into new businesses by coming with new products for new markets (Soffe, 2011). With the help of Ansoff matrix, the suitable marketing strategy for Atlantic Quench will be devised using the four perspectives as guiding parameters. A hybrid of the four aspects can be designed if need be. This means that AQC, needs to focus on market penetration to increase its market share amid stiff competition, market development, product development, and diversification to reach a wider consumers band in terms of age groups or other social classes like religion. All these groups require a product that caters for their health needs and taste (Soffe. 2011). Bowman’s Strategy Clock: Bowman strategy clock expands Porter’s strategies to cover eight key areas in edging out competitors a saturated market. The strategies in perspective include; Cost leadership, product differentiation and market segmentation (Thomson, 2009). By looking at the possible combinations of price and apparent value, an organization can opt for a competitive advantage position that is most suitable for them. Through review of the eight basic strategies available with this clock, the current strategy can be evaluated and relevant areas of adjustments made to ensure the overall company position with regards to competitiveness is improved (West, Ford, & Ibrahim, 2015). Below is a pictorial representation of Bowman’s Strategy clock: Figure 1 – Bowmans Strategy Clock Source: WEST et al 2015 In coming up with the most appropriate online marketing strategy for Atlantic Quench, this clock will be used in evaluating the co-operative’s current competitive position and areas of possible improvement to help arrive at the above stipulated results with the said time frames. 6.2 Core target segments Atlantic Quench’s core segments will be school going children between 5 and 14 years, those of 15-24 years who currently constitute AQC’s majority consumers. These will be followed by women between the age of 30 and 45 years whose conscience towards healthy eating and drinking are its highest. The last segment will be those middle aged men of between 46 and 54 years seeking to live a healthy lifestyle by virtue of their age (Bridgewater and Doyle, 2012) 6.3 Positioning Existing and current products at AQC will be positioned as healthy with regards to calorie and from natural raw materials. This is because the company holds high ethical and sanitation standards in manufacturing, packaging, and distribution processes. This positioning appeals in the best possible way to the target population. Chapter 7: Marketing Programs 7.1 Product strategy Atlantic Quench Cranberries has Cranberry Original Juice, chocolate covered Crantanas, Cranzeal energy drink and Cranberry sauces as some of its products in the juice and non juice segments. All these products are to be marketed under one huge AQC banner with Cranberry original Juice and Cranzeal as the anchor products in the juice segment and Chocolate-covered cranberries and sauces in the non-juice portfolio. Product strategy requires the following three components that must be inherent in the online campaign (Baker & Hart, 2007): a) Core product: The end benefit a customer receives by consuming juice and non-juice products from Atlantic Quench which is good health in this case. b) Formal product: The physical drink that must not only taste good upon consumption but also look appealing through creative packaging. c) Augmented product: For Atlantic Quench, this is covered by easy availability through an elaborate distribution system by both the co-operative and its distribution partners like Coca Cola and Geber. As part of their product strategy, therefore, AQC should embrace new technologies discussed above for efficient production and transportation. The cooperative should stay ahead of competition in their strongest segment; the low sugar and calorie drinks. By further reducing preservatives and sugar for products in this category, the demand will be upheld because even at their present sugar levels, not all consumers accept these products. It is important, moving forward that AQC enters the smoothies product segment to balance off stiff competition faced by its beverages by virtue of the many players present in that category 7.2 Pricing strategy Different pricing strategies should be adopted by AQC for their respective markets. In the US, for example, consumers are more price conscious compared to the UK and prevailing prices in the two markets, therefore, should be determined by both competition and consumer trends. Fruit juice, even though healthy, is considered an ordinary product whose price is relatively low, so to keep these prices lower, AQC should acquire the latest manufacturing technology. Continuous in-line mixing and evaporation technologies have been found to reduce cost by a great deal because of their efficiency. The cooperative should, therefore, adopt these cost reduction mechanisms across all its plants to remain competitive. For new products, however, market oriented strategy should be adopted for competiveness, especially in new markets. Communicating price competiveness in the online marketing campaigns, especially those targeting school going children under the age of 14 years is at the core of this plan. 7.3 Place Presently, AQC has resourceful distribution arrangements with partners like Coca Cola and other shopping outlets in the two markets of North America and UK. The co-operative needs to sign new agreements to ensure that its core products are available at every vending machine and convenient store in these two markets before replicating the same model in new markets that will be conquered in the course of implementing this marketing strategy. Place is major determinate of sales volumes so in this plan, AQC products must not only be available at these outlets, but also strategically displayed within the stores for easy visibility. Providing AQC branded fridges that are to be located at the point of payment is a strategy that should be implemented to stir up impulse buying. Once the brand name has grown and become a household name, it will be much easier for consumers to pick the products with much ease if they are strategically located with stores and supermarkets (Sheehan, 2010). The moment products are not easily available, consumers will definitely settle for the alternative and that is an option AQC would not want to give. 7.4 Promotion Creating awareness using the available media is useful in planting the seed of AQC brand in the minds of consumers. The cooperative’s competitive advantage is the low calorie in its juices and less involvement of artificial preservatives. This is a message that must be properly passed in product advertisements but since most consumers have a blanket opinion that most juices have preservatives, even though touted to be purely organic, AQC must frame its adverts to dispel this stereotype. The advertisements must focus on low calorie and less preservatives that differentiates its product from any other, presently in the market (Dholakia et al, 2002). 7.5 Marketing Communication strategy This strategy involves the use of proper communication mechanisms so that the intended brand messages reach target audience in a manner that accurately reflects the brand intention (Ginty, Vaccarello & Leake, 2012).. This strategy will involve the SEO team to facilitate proper development of web content so that the intended SEO value is achieved and social media that will be managed by a lean team of experts to tell AQC’s brand story. These two online strategies are in tandem with the overall marketing objectives and should yield results of optimised. Chapter 8: Marketing implementation and control 7.1 Schedule Months Activity/ Period 1 2 3 4 5 6 7 8 9 10 12 Conducting market research Coming up with new products (design and feasibility studies) Coming up with a pricing and promotion model Harmonizing new products and market realities Planning for brand sensitization Preparing logistical frameworks for the new products Product launch and the beginning of intense sensitization campaign Key: Represents the corresponding time for each activity 7.2 Who is responsible? The entire online marketing strategy should be in the hands of the marketing manager under close supervision of the CEO, Chuck Berrie. The other relevant departments should be involved to undertake functions that require their expertise either from time to time or continually as may be deemed fit. 7.3 Budget Description Amount in USD Cost of market research 2500 Product design and development costs 3500 Hiring of extra person and purchase of new equipments for the production of new products 50000 Logistical preparation costs 68000 Advertising cost across all media platforms 105000 Cost of promotional activities, fliers, street campaigns, etc 5000 Product launch activity costs 6000 TOTAL 240,000 7.4 Control Key performance indicators (KPI’s) for this strategy will be the number of website hits, Facebook likes, Twitter following and sales figures. Corresponding sales from the social media marketing will determine the success or failure of the strategy in reaching the wider market (Gay, Charlesworth & Esen, 2006). Bibliography Agr.gc.ca, (2015). Agri-Food Trade Service - Agriculture and Agri-Food Canada (AAFC). 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