Free Essay

Knorr

In:

Submitted By joseneto94
Words 3788
Pages 16
José Neto - 150112190

Unilever JM’s Knorr: Sustainable Leadership in the Portuguese Bouillon Market

1. What is the current situation in the bouillon market? Bouillon cubes are dehydrated broths compacted into a small cubes used in cooking to add flavour, doing away with the addition of salt. In Portugal, the market of bouillons is divided in two main groups of brands: brands of manufacturers like Knorr and Maggi and brands from distributors like Continente, Minipreço, Intermarché, Pão-de-Açúcar and Pingo Doce, called Private Labels (PLs). This retailers are both Knorr clients and competitors and they can decide which products they want on their shelves. As clients, this distributors can be divided into two main groups, according to their positioning: High/Low clients, such as Continente and Jumbo (hypermarkets) and El Corte Inglês, Intermarché, Modelo and Pão-de-Açúcar (large supermarkets), and EDLP (Everyday Low Price) clients, such as Minipreço, Lidl and Pingo Doce (small supermarkets). The first Knorr product was sold in Portugal in 1953. In 2007, eight different flavours were available in the market, six of them exclusive to Knorr, with the other brands only selling chicken and meat flavours. In 2007, six retailers controlled 78% of the bouillon market and the total market of bouillons was increasing in volume and value with Knorr being the leading brand. In that year, close to 385 million recipes where used Knorr in their preparation and sales accounted for over €25 million. However, the market penetration for this company was down due to the PLs, that gained 1.6 p.p. penetration, while Knorr lost 4.5 p.p.. Knorr’s volume share had decreased 10 p.p. in the last 4 years. 2. Why are private labels (PLs) increasing volume market share? Why is pricing so different between PLs and manufacturer brands (MBs)? How are MBs different from PLs? The significant PLs growth in volume market share began in 2002 when Pingo Doce decided to change its strategy from ‘high price & high quality’ to ‘low price & high quality’, positioning better their own brand products and making them a value-for-money proposition. In 2007 Portugal was one of the poorest country amongst the European Union. For the next years the GDP was expected to increase at very low growth rates as well as the final family consumption in percentage of GPD and the Portuguese consumers’ confidence was too low and still decreasing. Portuguese consumers became more price sensitive and most consumers started to realise that by buying PLs instead of some manufacturer brands, such as Knorr, they could spend less money on their purchases and still maintain the volume of the basket. So many consumers ended up doing that.

After the strategic change of Pingo Doce and its increasing success, all other operators started to reconsider their strategies, especially in what concerned their own brands. So in 2007 the private label food’s sales value was 21.7%. The price gap between Knorr and PLs became quite high because, in one hand, retailers’ concern was to obtain consumer loyalty and store traffic by lowering the prices and, in other hand, Knorr’ concern was make use of its brand to charge higher margins and to increase market share without compromise the brand. Even so, given this huge gap, Knorr’ market share was still significant, demonstrating that, regardless the ‘low price & high quality’ positioning, the perceived quality of Knorr’ bouillons was still stronger, compared to PLs’. 3. What opportunities do you identify for the introduction of Knorr’s new product? Which Marketing and Share Recovery Strategy objectives will be best accomplished by this new product? The interviews conducted among a small group of respondents unveiled several opportunities for the introduction of Knorr’s new product. The first was related to the fact that there where bouillon not being bought due the low frequency of preparation of specific dishes. The second finding was that there are young inexperienced consumers that were not familiar with the traditional usage of chicken in different dishes. Apart from this, the study also concluded that, among the drivers for the bouillon market, some assumed particular relevance, such as convenience, demand for high and home-made flavour standards, need for diversified menus capable of breaking the day-to-day routine and good value for money. In order to reply to this opportunities, a new product called McCartney was being developed. This new product was a base seasoning for all types of cooking, lighter, with no dominant flavour and for transversal usage. Courela, the Head of Brand Building Savoury, characterized it as ‘a multi-function bouillon’. This product was meant to integrate part of the Share Recovery Strategy and was able, as well, to accomplish some Marketing objectives, because in one hand, it could mean new costumers recaptured from PLs and, in other hand, by doing this, Knorr was able to increase market share through an increase in penetration. 4. What are the advantages and disadvantages of introducing McCartney as an In&Out and as a permanent SKU? What strategy would you recommend? How does your decision influence the new product positioning strategy? In what retailers would you suggest the new product to be sold? This product was meant to be a middle quality product, something completely new for the Portuguese bouillon market. That is the reason why the decision between an In&Out and permanent SKU strategy is too important in terms of positioning. For instance, by opting by an In&Out product would be very difficult to put McCartney bouillons in Pingo Doce’ shelves near to one of the biggest PL competitors. In other, by opting by a permanent SKU some retailers, such as Minipreço, due to limited shelf space would ask for the expense of another product. However, even with the logistics complexity, an In&Out product helps demonstrate the brand’s know-how, generates trial, additional volume and higher demand, dispenses listing fees, can later be introduced as permanent SKU, has less mid-term impact in case of cannibalization, brings dynamic to the category, helps to better contact with costumers and refreshes Knorr’s bouillon category. Permanent SKU allows for more flexibility in terms of positioning, but there are listing fees for additional products, the marketing strategy effort is higher, implies a complex logistic reorganization, constituting a large investment, involves a greater concern due to the fact that permanent SKUs are very a important part of brand’s strategy and communication and, in case of cannibalization, taking an SKU out of the market, can have a significant negative impact on consumers perceptions. For this reasons I would do opt, in a first stage, to launch McCartney as an In&Out, deciding later whether to make them or not a permanent SKU according to costumers reception. 5. In what price segment would you place the multi-function bouillon? What price would you recommend? What may be the implications of your decisions for other Knorr products and for the brand?

In this case pricing decisions can impact both on the brand and on possibility of cannibalization. So, on one hand, pricing McCartney too low involves more caution and, in the other hand, for McCartney to compete with PLs the price should not be too high. Also, in order to the maintain an higher perceived quality in relation to PLs and a lower perceived quality in relation to other Knorr products, McCartney’s price should be higher than PL’s prices and lower than the others Knorr’s prices. For these reasons, the 8c packs’ price should between €0.38 and €1.34 (economic or average segments) and the 16c packs’ price should be between €0.74 and €2.39 (economic, average, or premium segment). So, taking into account the gross profits in Exhibits A and B, the annual demand estimated for McCartney in Exhibits 28 and 29 and the cannibalization effect estimated in Exhibits 30 e 31, I would price McCartney’ 8c pack in €0.40 and 16c pack in €0.80, both under an In&Out or a permanent SKU launching. 6. What considerations should be taken into account when making decisions about the number of cubes per pack for the new product? What pack format would you recommend? When deciding about the number of cubes per pack one should take into account the unit costs, the retailers 14,6% normal gross margin and the expected demand. So with variable costs of €0.20 and €0.34, the contribution margins would be €0.08 and €0.31, for the 8c and 16c packs, respectively. For this reasons I would recommend the 16c packs. 7. Using the annual demand estimates for McCartney from Exhibits 28 and 29 the percentage of lost packs of chicken bouillons from Exhibits 31 and 30, calculate the gross profit and economic gross profit for launching the new product as an In&Out and as a permanent SKU. How do you interpret your results? What adjustments would you do your previous recommendations? The calculations asked are presented in the Exhibits A and B. This calculations are for the first six month of 2009, assuming the same Chicken Revenues as in 2007 and assuming evenly distributed revenues along the year. Also was taken into account a 3% higher and a 2.5% lower demand and gross margins of 42.5% and 48.6% for the 8c and 16c McCartney’ packs, respectively. So, once the previous recommendations are based on the mentioned calculations, I wouldn’t do any adjustment. Given the uncertainties about the exact cannibalization, the huge investment needed for a permanent SKU product launch and even with a lower demand for the 16c In&Out packs, I would recommend an In&Out 16c pack launch and price the 16c McCartney at €0.80, deciding later, based on new information, whether to take it out of the market or to make it a permanent SKU.

Exhibit A – Launching McCartney as a Permanent SKU
McCartney 8c SemiRSPmax Knorr's Annual Annual RSPmin RSPmax without IVA Price Demand Demand P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 0,21 0,41 0,61 0,81 1,01 1,21 1,41 1,61 1,81 2,01 0,40 € 0,60 € 0,80 € 1,00 € 1,20 € 1,40 € 1,60 € 1,80 € 2,00 € 2,20 € 0,33 € 0,49 € 0,65 € 0,81 € 0,98 € 1,14 € 1,30 € 1,46 € 1,63 € 1,79 € Semi-Annual Revenue Gross Profit Economic Profit 8c Average 16c Average Cannibalization Cannibalization 8c Revenues 18,1% 17,3% 16,9% 16,5% 16,1% 15,7% 15,3% 14,9% 14,5% 14,1% 11,3% 11,0% 10,8% 10,7% 10,5% 10,4% 10,3% 10,3% 10,2% 10,2% Chicken 8c Gross Profit 16c Gross Profit Total

16c Revenues

Gross Profit

Gross Profit

0,28 € 8 025 440 4 012 720 1 114 426,94 € 474 002,92 € 311 882,95 € 0,42 € 2 673 421 1 336 710 0,56 € 1 291 785 645 892 0,69 € 749 460 0,83 € 484 968 0,97 € 337 452 1,11 € 247 294 1,25 € 188 401 1,39 € 147 935 1,53 € 119 002 374 730 242 484 168 726 123 647 94 201 73 968 59 501 556 853,95 € 236 848,55 € 289 511,89 € 358 759,14 € 152 592,22 € 229 580,64 € 260 178,47 € 110 662,58 € 185 232,45 € 202 030,41 € 164 007,00 € 137 358,54 € 117 727,69 € 102 712,71 € 90 886,29 € 85 930,27 € 153 533,65 € 69 757,64 € 130 261,83 € 58 423,17 € 112 629,18 € 50 073,51 € 43 687,14 € 38 656,97 € 98 887,58 € 87 919,20 € 78 986,12 €

1 153 766,25 € 2 444 793,75 € 542 270,14 € 1 156 387,44 € 1 698 657,58 € 2 172 660,51 € 1 165 177,13 € 2 451 960,00 € 547 633,25 € 1 159 777,08 € 1 707 410,33 € 1 944 258,88 € 1 170 882,56 € 2 457 693,00 € 550 314,80 € 1 162 488,79 € 1 712 803,59 € 1 865 395,81 € 1 176 588,00 € 2 462 279,40 € 552 996,36 € 1 164 658,16 € 1 717 654,52 € 1 828 317,09 € 1 182 293,44 € 2 465 948,52 € 555 677,92 € 1 166 393,65 € 1 722 071,57 € 1 808 001,83 € 1 187 998,88 € 2 468 883,82 € 558 359,47 € 1 167 782,04 € 1 726 141,52 € 1 795 899,16 € 1 193 704,31 € 2 471 232,05 € 561 041,03 € 1 168 892,76 € 1 729 933,79 € 1 788 356,95 € 1 199 409,75 € 2 473 110,64 € 563 722,58 € 1 169 781,33 € 1 733 503,92 € 1 783 577,43 € 1 205 115,19 € 2 474 613,51 € 566 404,14 € 1 170 492,19 € 1 736 896,33 € 1 780 583,47 € 1 210 820,63 € 2 475 815,81 € 569 085,69 € 1 171 060,88 € 1 740 146,57 € 1 778 803,54 €

McCartney 16c SemiRSPmax Knorr's Annual Annual RSPmin RSPmax without IVA Price Demand Demand P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 0,61 0,81 1,01 1,21 1,41 1,61 1,81 2,01 2,21 2,41 0,80 € 1,00 € 1,20 € 1,40 € 1,60 € 1,80 € 2,00 € 2,20 € 2,40 € 2,60 € 0,65 € 0,81 € 0,98 € 1,14 € 1,30 € 1,46 € 1,63 € 1,79 € 1,95 € 2,11 € Semi-Annual Revenue Gross Profit Economic Profit 8c Average 16c Average Cannibalization Cannibalization 8c Revenues 20,1% 18,6% 17,4% 16,4% 15,6% 15,0% 14,5% 14,1% 13,8% 13,5% 29,7% 28,0% 27,1% 26,3% 25,4% 24,5% 23,7% 22,8% 22,0% 21,1%

Chicken 8c Gross Profit 16c Gross Profit

Total

16c Revenues

Gross Profit

Gross Profit

0,56 € 4 021 690 2 010 845 1 116 918,18 € 542 822,23 € 433 230,85 € 0,69 € 1 678 033 839 016 0,83 € 834 262 0,97 € 466 051 1,11 € 282 939 1,25 € 182 825 1,39 € 124 005 1,53 € 1,67 € 1,81 € 87 436 63 639 47 560 417 131 233 026 141 469 91 412 62 002 43 718 31 819 23 780 582 536,65 € 283 112,81 € 297 271,05 € 347 541,41 € 168 905,12 € 205 716,84 € 226 508,51 € 110 083,14 € 147 279,79 € 157 157,65 € 114 243,22 € 86 097,56 € 66 778,03 € 53 022,02 € 42 927,89 € 76 378,62 € 109 058,02 € 55 522,21 € 41 843,41 € 32 454,12 € 25 768,70 € 20 862,96 € 83 163,00 € 65 016,76 € 51 913,98 € 42 203,42 € 34 842,66 €

1 125 591,25 € 1 937 643,75 € 529 027,89 € 1 147 004,25 € 1 985 051,25 € 539 092,00 € 1 164 134,65 € 2 008 755,00 € 547 143,29 € 1 177 838,97 € 2 032 458,75 € 553 584,32 € 1 188 802,43 € 2 056 162,50 € 558 737,14 € 1 197 573,19 € 2 079 866,25 € 562 859,40 € 1 204 589,80 € 2 103 570,00 € 566 157,21 €

916 505,49 € 1 445 533,38 € 1 988 355,62 € 938 929,24 € 1 478 021,24 € 1 761 134,05 € 950 141,12 € 1 497 284,40 € 1 666 189,52 € 961 352,99 € 1 514 937,30 € 1 625 020,44 € 972 564,86 € 1 531 302,00 € 1 607 680,62 € 983 776,74 € 1 546 636,14 € 1 602 158,34 € 994 988,61 € 1 561 145,82 € 1 602 989,23 €

1 210 203,09 € 2 127 273,75 € 568 795,45 € 1 006 200,48 € 1 574 995,94 € 1 607 450,06 € 1 214 693,72 € 2 150 977,50 € 570 906,05 € 1 017 412,36 € 1 588 318,41 € 1 614 087,11 € 1 218 286,23 € 2 174 681,25 € 572 594,53 € 1 028 624,23 € 1 601 218,76 € 1 622 081,71 €

Exhibit B – Launching McCartney as an In&Out
McCartney 8c SemiRSPmax Knorr's Annual Annual Semi-Annual RSPmin RSPmax without IVA Price Demand Demand Revenue Gross Profit P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 0,21 0,41 0,61 0,81 1,01 1,21 1,41 1,61 1,81 2,01 0,40 € 0,60 € 0,80 € 1,00 € 1,20 € 1,40 € 1,60 € 1,80 € 2,00 € 2,20 € 0,33 € 0,49 € 0,65 € 0,81 € 0,98 € 1,14 € 1,30 € 1,46 € 1,63 € 1,79 € Economic Profit 8c Average 16c Average Cannibalization Cannibalization 8c Revenues 18,1% 17,3% 16,9% 16,5% 16,1% 15,7% 15,3% 14,9% 14,5% 14,1% 11,3% 11,0% 10,8% 10,7% 10,5% 10,4% 10,3% 10,3% 10,2% 10,2% Chicken 8c Gross Profit 16c Gross Profit Total

16c Revenues

Gross Profit

Gross Profit

0,28 € 8 266 203 4 133 102 1 147 859,75 € 488 223,01 € 321 239,44 € 0,42 € 2 753 623 1 376 812 0,56 € 1 330 539 665 269 0,69 € 771 944 0,83 € 499 517 0,97 € 347 575 1,11 € 254 712 1,25 € 194 053 1,39 € 152 373 1,53 € 122 572 385 972 249 758 173 788 127 356 97 027 76 187 61 286 573 559,57 € 243 954,00 € 298 197,25 € 369 521,91 € 157 169,99 € 236 468,06 € 267 983,83 € 113 982,45 € 190 789,42 € 208 091,32 € 168 927,21 € 141 479,30 € 121 259,52 € 105 794,09 € 93 612,88 € 88 508,17 € 158 139,66 € 71 850,37 € 134 169,69 € 60 175,86 € 116 008,05 € 51 575,71 € 101 854,21 € 44 997,75 € 39 816,68 € 90 556,77 € 81 355,71 €

1 153 766,25 € 2 444 793,75 € 542 270,14 € 1 156 387,44 € 1 698 657,58 € 2 186 880,59 € 1 165 177,13 € 2 451 960,00 € 547 633,25 € 1 159 777,08 € 1 707 410,33 € 1 951 364,33 € 1 170 882,56 € 2 457 693,00 € 550 314,80 € 1 162 488,79 € 1 712 803,59 € 1 869 973,58 € 1 176 588,00 € 2 462 279,40 € 552 996,36 € 1 164 658,16 € 1 717 654,52 € 1 831 636,97 € 1 182 293,44 € 2 465 948,52 € 555 677,92 € 1 166 393,65 € 1 722 071,57 € 1 810 579,74 € 1 187 998,88 € 2 468 883,82 € 558 359,47 € 1 167 782,04 € 1 726 141,52 € 1 797 991,89 € 1 193 704,31 € 2 471 232,05 € 561 041,03 € 1 168 892,76 € 1 729 933,79 € 1 790 109,65 € 1 199 409,75 € 2 473 110,64 € 563 722,58 € 1 169 781,33 € 1 733 503,92 € 1 785 079,63 € 1 205 115,19 € 2 474 613,51 € 566 404,14 € 1 170 492,19 € 1 736 896,33 € 1 781 894,08 € 1 210 820,63 € 2 475 815,81 € 569 085,69 € 1 171 060,88 € 1 740 146,57 € 1 779 963,25 €

McCartney 16c SemiRSPmax Knorr's Annual Annual Semi-Annual RSPmin RSPmax without IVA Price Demand Demand Revenue Gross Profit P1 RSPmin P2 P3 P4 P5 P6 P7 P8 P9 P10 0,61 0,81 1,01 1,21 1,41 1,61 1,81 2,01 2,21 0,80 € 1,00 € 1,20 € 1,40 € 1,60 € 1,80 € 2,00 € 2,20 € 2,40 € 2,60 € 0,65 € 0,81 € 0,98 € 1,14 € 1,30 € 1,46 € 1,63 € 1,79 € 1,95 € 2,11 € Economic Profit 8c Average 16c Average Cannibalization Cannibalization 8c Revenues 20,1% 18,6% 17,4% 16,4% 15,6% 15,0% 14,5% 14,1% 13,8% 13,5% 29,7% 28,0% 27,1% 26,3% 25,4% 24,5% 23,7% 22,8% 22,0% 21,1%

Chicken 8c Gross Profit 16c Gross Profit

Total

16c Revenues

Gross Profit

Gross Profit

0,56 € 3 921 148 1 960 574 1 088 995,22 € 529 251,68 € 422 400,08 € 0,69 € 1 636 082 818 041 0,83 € 813 406 0,97 € 454 400 1,11 € 275 865 1,25 € 178 254 1,39 € 120 905 1,53 € 85 250 1,67 € 62 048 1,81 € 46 371 406 703 227 200 137 933 89 127 60 452 42 625 31 024 23 186 567 973,23 € 276 034,99 € 289 839,27 € 338 852,87 € 164 682,50 € 200 573,92 € 220 845,80 € 107 331,06 € 143 597,80 € 153 228,70 € 111 387,14 € 83 945,12 € 65 108,58 € 51 696,47 € 41 854,70 € 74 469,15 € 106 331,57 € 54 134,15 € 40 797,33 € 31 642,77 € 25 124,48 € 20 341,38 € 81 083,93 € 63 391,35 € 50 616,13 € 41 148,33 € 33 971,60 €

1 125 591,25 € 1 937 643,75 € 529 027,89 € 1 147 004,25 € 1 985 051,25 € 539 092,00 € 1 164 134,65 € 2 008 755,00 € 547 143,29 € 1 177 838,97 € 2 032 458,75 € 553 584,32 € 1 188 802,43 € 2 056 162,50 € 558 737,14 € 1 197 573,19 € 2 079 866,25 € 562 859,40 € 1 204 589,80 € 2 103 570,00 € 566 157,21 €

916 505,49 € 1 445 533,38 € 1 974 785,06 € 938 929,24 € 1 478 021,24 € 1 754 056,23 € 950 141,12 € 1 497 284,40 € 1 661 966,90 € 961 352,99 € 1 514 937,30 € 1 622 268,36 € 972 564,86 € 1 531 302,00 € 1 605 771,15 € 983 776,74 € 1 546 636,14 € 1 600 770,29 € 994 988,61 € 1 561 145,82 € 1 601 943,15 €

1 210 203,09 € 2 127 273,75 € 568 795,45 € 1 006 200,48 € 1 574 995,94 € 1 606 638,71 € 1 214 693,72 € 2 150 977,50 € 570 906,05 € 1 017 412,36 € 1 588 318,41 € 1 613 442,89 € 1 218 286,23 € 2 174 681,25 € 572 594,53 € 1 028 624,23 € 1 601 218,76 € 1 621 560,14 €

Similar Documents

Free Essay

Knorr Soup

...healthy snack in Bangladesh?? Can soups be a healthy snack in Bangladesh? With the winter season coming up Brand Managers at Unilever want to further strengthen Knorr in Bangladesh. But the most important question that remains for them is how they make top end unhealthy evening snackers consume soup instead of the shingara, samosas and burgers of the world. It has been 9 months since Unilever launched Knorr Soups and entered into the savory category. Given the size of the soup industry in Bangladesh, Unilever has placed a lot of emphasis on Chicken Mushroom and Chicken Ginger and the vegetarian variant Tomato. Each pack contains enough soup to serve two people. Knorr was launched with the most important proposition – the establishing the Knorr brand in the minds of consumers and pave a way for the entry of other product extensions in the future. Soup was launched at a time when a market, although small, was growing consumers at a were rapid pace, where the experience of real ingredients in its soups. Knorr soups contain real bits of chicken and vegetables that could be both visibly seen as well as tasted during experiencing goodness of soup at their homes and including it as a part of a more regular diet. The market was predominantly run by Nestlé’s Maggi brand which owned almost the complete market. Knorr was launched after extensive market research into the soup habits of Bangladeshi consumers. A qualitative research was also done on different variants brought...

Words: 2248 - Pages: 9

Premium Essay

Blind Taste Test

...assigned us. This report contains details on the comparison and the brand recognition and recall value of Knorr noodles, Maggi and Shan Shoop. The report consists on findings, data analysis and full discussion about Blind Taste test. We are so thankful to you for providing us the opportunity to work on this wonderful project and we came to know about so many new things. We are also thankful to you for guiding us at every single step of the project, which is a basic factor in success of this project. Sincerely, Minal Gull Aneeqa Noor Ayesha Siddiqui Aqsa Liaqat Sadia Javaid Rimsha Sarwar 4 Executive Summary: A blind taste test was performed by MBA department of University of Education Bank Road campus Lahore on 18th December 2014. The purpose was to find brand recall as well as brand recognition of various brands. Teaser ads campaign was carried out for 3 days. Campaign was successful in generating the tease about something new in department. Our group choose noodles to carry out test. The brands were Knorr, Maggi and Shan Shoop. The results was as follows:        Respondents showed high brand recall for Knorr and Maggi. Brand recall for Shan Shoop was lower than Maggi and Knorr. Brand recall for Yippee noodles was least among all. Chatpatta was liked by most people followed by chicken and hot & spicy. Sizzler and other flavors were not liked much. Knorr was first preference followed by Maggi as second. Taste preference was considered by most respondents as purchase...

Words: 1935 - Pages: 8

Premium Essay

Ethics

...GROUP 2 Members of Group 2: Ayodeji Akintayo Hadiza Abdulahi Chinonye Iheanachor Chiamaka Ezediunor Pelumi Oyegbami Olaseinde Osunba Sehinde Afolayan Kehinde AdeIfe Give two examples each of (1) Adverts that pass on correct message to the customers. (2) Adverts that mislead customers about the products. (3) Adverts that are completely false. Correct adverts: 1. Advert for Hypo bleach: It has a tagline “hypo go wipe o!.” We have used the bleach and truly the bleach is good for cleaning surfaces. It disinfects properly and has a decent smell. The advert is as memorable and convincing as one can be. 2. Advert for knorr cubes: it has a tagline of “knorr is a taste maker, knorr leaves no left overs.” We have used knorr cubes to season our dishes and yes it does make a difference to our dishes, knorr cubes makes them tastier. The cubes are quite affordable and easily available too. Misleading Averts: 1) One very popular misleading advert is the one for Lekki Gardens Estates by GTRICH development company. The company develops estates around the Ajah axis of Lagos state and sells the houses individually as off –plan sales. They advertise everyday in guardian/punch newspapers and put up pictures of a completely finished model of their houses. They don’t inform you in the advertisement that what you would get when the house is handed over is an “advanced shell”. It is only when you have responded to the advertisement and are ready to sign the...

Words: 487 - Pages: 2

Free Essay

Management

...Title: How to get along with the dominant supplier—KNORR-BREMSE Stream: Yellow Group: No.4 Members: Duan Xinxin, Han Han, Gongjiangbo, Wuchao, Liang Haigang Date:18th April 2016 TABLE OF CONTENTS 1 Abstract 1 2 Introduction 1 2.1Background 1 2.2 Challenges 1 3 Analysis 2 3.1 Bargaining power of suppliers 3 3.2 Bargaining power of buyers 4 3.3 Internal problems of CRRC 4 4 Recommendation 4 4.1 Solution to decrease the power of Knorr 4 4.2 Solution to decrease the power of customers 6 4.3 Solution to improve myself 6 5 Conclusion 6 Reference 7 How to get along with the dominant supplier—KNORR-BREMSE 1 Abstract In the report, the background of CRRC is introduced and 3 challenges are presented when CRRC gets along with the dominant supplier--KNORR-BREMSE, then 3 challenges are analyzed using Five Forces model of Michael Porter, finally solutions to the 3 challenges are proposed. 2 Introduction 2.1Background The CRRC is the world's largest supplier of rail transit equipment with the most complete product lines and leading technologies. Its main businesses cover the R&D, design, manufacture, repair, sale, lease and technical services for railway rolling stock, EMUs, urban rail transit vehicles, engineering machinery, all types of electrical equipment, electronic equipment and parts, electric products and environmental protection equipment, consulting services, industrial investment and management, asset management, import and export. Its products have been...

Words: 1821 - Pages: 8

Premium Essay

Cloud Computing

...instead of having local servers or personal devices to handle applications and storage. In cloud computing, the term cloud, also known as “The Cloud”, refers to the Internet. Therefore, cloud computing is a type of internet based computing where different services such as applications, storage and servers are accessible by an organization’s computer system and other devices through the internet. With cloud computing, a data center is used to store and process data that can be accessed from any location and from any device with the capabilities of accessing the internet. By using cloud computing, businesses do not have to build and run their own data centers, which can be more expensive, especially if they are a small or midsized company (Knorr, G. 2008). Historically, deploying an application required a server with dedicated storage. Now, the physical connection between hardware and software can be separated or virtualized. This virtualization provides great flexibility of where you want the server centralized. With the flexibility of the cloud, the data processing centers are able to be located in a less expensive location. Thus, reducing company overhead or the company could elect to not deal with the servers at all. Not dealing with the servers, allows for someone else to maintain and run the units. Again, reducing costs by alleviating space and inventory. The company however would...

Words: 1581 - Pages: 7

Premium Essay

Pdf, Doc

... Mr. Asher Ramish Submitted by: Adil Chand 094432055 Abdul Ahad 104632031 Abuzar sabir 094432057 Adnan Mukthar 094432004 Mujtaba Haider 094432064 Date : 10-06-2011 Knorr Chicken Noodles Tables of Contents 1. Acknowledgement ……………………………………………………….…..… 04 2. Executive summary ………………………………………………………... 05 3. Introduction of company ………………………………………….……….….. 06 4. Analysis of end to end supply chain………………………………………….. 07 4.1. Generalized supply chain model…………………………………... 07 4.1.1. Suppliers network………………………………………… 07 4.1.2. Customers network……………………………………… 10 4.1.3. Flow chart of generalized supply chain model……………… 11 5. Upstream and downstream activities………………………………… 12 5.1. Supply chain flow……………………………………… 12 5.1.1. Material flow…………………………………………… 12 5.1.2. Flow chart of material flow……………………………… 13 5.1.3. Information flow………………………………………… 14 5.1.4. Flow chart of...

Words: 3174 - Pages: 13

Free Essay

Brand

...Brand/ Topic selection:DOVE 1.Basic intro about the brand/topic The Dove personal care brand is owned by Unilever and was first launched in 1955. Their creative strategy and sales have been consistent since the original launch. Dove is considered the world’s top cleansing brand (Dove Social Mission). Dove offers a product line that ranges from skin care, hair care, body lotions, hand creams, body wash, bar soap and deodorantsfor both women and men. Since its inception, the Dove brand has been ultimately positioned towards a female demographic, which is an aspect that will be emphasized during this campaign. Our campaign will target both men and women who use Dove body wash and encourage new consumers try Dove during our campaign. 2. What's the perceived advertising problem Does not have their own Malaysia website. Low awareness in the Men + Care line 3. Why is it important to address the issue To promote the products towards the public so they aware of the line range for men 4. Proposed target audience Primary Target: Females ages 18-34 Our primary target for this campaign is females ages 18-34. We plan to use a defensive strategy in regards to our primary target. Due to the fact that women in this age category make up so much of our market share, we want to defend the current strategy and expand upon it. Maintaining and keeping these users is of the utmost importance and we want to continue what Dove has already started and maintain satisfaction...

Words: 539 - Pages: 3

Premium Essay

12 Domains

...T H E K N O W L E D G E E C O N O M Y A N D E D U C A T I O N Karen Jensen University of Oslo, Norway Leif Chr. Lahn University of Oslo, Norway and Monika Nerland (Eds.) University of Oslo, Norway This book presents an entirely new approach to professional learning based on perspectives of the knowledge society and, in particular, an interpretation of Knorr Cetina’s work on scientific ‘epistemic cultures’. Starting with a conceptual chapter and followed by a suite of empirical studies from accountancy, education, nursing and software engineering, the book elaborates how: a) knowledge production and circulation take distinct forms in those fields; b) how the knowledge objects of practice in those fields engross and engage professionals and, in the process, people and knowledge are transformed by this engagement. By foregrounding an explicit concern for the role of knowledge in professional learning, the book goes much farther than the current fashion for describing ‘practice-based learning’. It will therefore be of considerable interest to the research, policy, practitioner and student communities involved with professional education/learning or interested in innovation and knowledge development in the professions. SensePublishers KNOW 6 Karen Jensen, Leif Chr. Lahn and Monika Nerland (Eds.) ISBN 978-94-6091-992-3 Professional Learning in the Knowledge Society Professional Learning in the Knowledge Society T H E Spine ...

Words: 24710 - Pages: 99

Free Essay

India

...Dance, Show Timing : Sat - Sun 9:00 pm Created by : TRP (The Right Picture) ,Judges : Geeta, Marzi & Farah Khan. Anchor : Jay Bhanushali & Shreya Acharya Producer(s) : TRP (The Right Picture), Production company(s) : TRP (The Right Picture). | Z Zee_TV'S Zingers | Serial No. | Rank | Date | Day | Start Time | Programme | TVR | 1 | 4 | 02/06/2012 | Sat | 21:00 | KNORR SOUPY DID LITTLE MASTER 2 | 3.95 | 2 | 13 | 29/05/2012 | Tue | 22:30 | PUNARVIVAH | 2.48 | 3 | 20 | 29/05/2012 | Tue | 21:00 | PAVITRA RISHTA | 2.18 | 4 | 24 | 28/05/2012 | Mon | 22:00 | MRS KAUSHIK KI PAANCH BAHUEIN | 1.88 | 5 | 25 | 01/06/2012 | Fri | 21:30 | PHIR SUBAH HOGI | 1.88 | 6 | 28 | 30/05/2012 | Wed | 19:30 | SAPNE SUHANE LADAKPAN KE | 1.74 | 7 | 31 | 30/05/2012 | Wed | 20:00 | HITLER DIDI | 1.57 | 8 | 36 | 29/05/2012 | Tue | 20:30 | YAHAN MEIN GHAR GHAR KHELI | 1.3 | 9 | 50 | 27/05/2012 | Sun | 12:05 | HFF PLAYERS | 0.95 | 10 | 52 | 28/05/2012 | Mon | 23:00 | AFSAR BITIYA | 0.94 | 11 | 56 | 02/06/2012 | Sat | 17:29 | HFF VIVAH | 0.85 | 12 | 92 | 27/05/2012 | Sun | 20:29 | KNORR SOUPY DID LITTLE MASTER 2 LIMELIGH | 0.66 | Target Group : CS 4 + Yrs (All India) For the 22 week of 27/05/2012 to 02/06/2012Source: TAM peoplemeter system |...

Words: 283 - Pages: 2

Premium Essay

Walmart Fails in Germany

...INB400 – International Organization and Management Term paper Wal-Mart’s culturally and institutionally flawed entry into the German retail market Joakim Holsten Leren s105710 Julianne Øien s106222 Mirko Wichmann s145433 Lara-Caterina Buggert s145400 Eloise De Bont s145611 22 pages Table of Contents Introduction 2 Case presentation 2 The Wal-Mart concept 3 Institutional challenges [to be deleted] 4 Cultural challenges [to be deleted] 4 German market 5 Theoretical Background 5 The cultural perspective 6 The institutional perspective 9 Case Analysis 12 The cultural perspective 12 The institutional perspective 15 Recommendations 19 Cultural 19 Institutional 20 Limitations 22 Cultural 22 Institutional 22 Conclusion 23 References: 25 Introduction The purpose of this paper is to address and analyze the challenges Wal-Mart faced during its entrance into the German market in the late 1990s. We have analyzed this with the following problem in mind: “Which aspects, both cultural and institutional, led to Wal-Mart’s failure in Germany and what should they have done instead?” We will approach this problem by outlining theoretical frameworks for analyzing cultural and institutional aspects of a company. We will then employ said theories in order to analyze the case of Wal-Mart’s failure in Germany. Finally, we will come to a conclusion concerning what they should have done as they entered into the German market...

Words: 9016 - Pages: 37

Premium Essay

Critical Evaluation of Marketing Strategies of "Maggi Soup"

...MKT301 Section: 001 Term Paper Critical Evaluation of Marketing Strategies of "Maggi Soup" Prepared by: Name | ID | Fahad Amin Quadery | 12104116 | Sajjad Hossain | 12104191 | Redwana Huq | 12104069 | MD. Imtiaz Uddin | 12104057 | Seefat Binte Kabir | 12104089 | Wahidul Islam Siam | 12104261 | Nafisa Nawal Hossain | 12104253 | Submitted to: Md. Tamzidul Islam BRAC Business School BRAC University Letter of Transmittal 3rd December, 2013. Md. Tamzidul Islam BRAC Business School BRAC University Subject: Submission of report for completion of course. Dear Sir, This is to inform you that we have completed our report on Critical evaluation of marketing strategy of Maggi Soup. The term is a summary of how we would analyze our topic. The main purpose of this report is to present our conceptual understanding of the course MKT-301, Marketing Management and demonstrate our ability to apply it in a real world scenario. The report has been prepared for the completion of the course titled MKT-301 – Marketing Management. All your instructions regarding the structure of preparing the report have been adhered to when writing the report and we are willing to shed light on any discrepancies that may arise. Thank you for giving us the opportunity to work on this topic to enhance our insight in this course. Yours sincerely, Fahad Amin Quadery (ID: 12104116) Seefat Binte Kabir (ID:...

Words: 5988 - Pages: 24

Free Essay

Unilever Strategy

...Unilever is an Anglo-Dutch multi-national corporation, one of the world’s leading suppliers of fast moving consumer goods in branded home & personal care and food categories, operating in over 150 countries. In 2012, Unilever added nearly €5 billion of turnover, pushing through the €50 billion mark in the process. With more than 400 brands focused on health and wellbeing, Unilever touches so many people’s lives in so many different ways. There are more than 2 billion consumer worldwide use a product of Unilever on a given day. Its portfolio ranges from nutritionally balanced foods to indulgent ice creams, affordable soaps, luxurious shampoos and everyday household care products. Some world-leading brands of Unilever include Lipton, Knorr, Dove, Axe, Omo… For Unilever, sustainability is integral to how they do business. With 7 billion people on planet, the earth’s resources can be strained. They believes that as a business, they have a responsibility to their consumers and to the communities in which they have a presence. Around the world, Unilever invests in local economies and develop people’s skills inside and outside of Unilever. In 1995, Unilever started its business in Vietnam with a modern manufacturing site in Cu Chi Industrial Zone. Unilever Vietnam is actually a collection of three separate entities: Lever Vietnam joint venture headquartered in...

Words: 3445 - Pages: 14

Free Essay

Maggie

...The Maggi Brand in India Brand Extension and Repositioning Case Background Nestle India Limited is the market leader in Indian Noodle Market with it’s Maggi Brand of Noodles which was pioneer brand launched in 1983 in the packaged food market of India. It took the challenge and established Maggi in Indian market considered to be conservative and typical about food consumption. It appropriate realization of target segment, effective positioning and effective promotion and sales made Maggi to Noodles in India as Xerox it to photocopier. NIL had introduced sauces, ketchups and soups under Maggi brand to reap benefit of brand popularity and image and contribute to financial gains by 1990.Maggi also became successful in sauces, ketchups and soups Market in India. Though NIL tried to extend to other ready to eat products like pickles, cooking aids and paste, It was unsuccessful so dumped those products. Maggi Brand of products sustained recession in 2000 and 2001 in India by introducing economy packets. To fulfill novelty needs of customers and revitalize Maggi Noodles Brand NIL made different attempts by introducing new formulation to new taste but customers resisted change and Maggi had to reintroduce Maggi Noodles in same taste. Maggi Noodle had till 2005 five product line on noodles with four variant in Maggi 2 Minutes Noodle. In 2006 in compliance with NIL target to be “health and Wellness Company” Maggi repositioned it as health and taste food products. NIL has also...

Words: 1297 - Pages: 6

Premium Essay

Examining a Business Failure

...Examining a Business Failure G. L. Ivie University of Phoenix Organizational Leadership LDR/531 Rodney Walton, M B A. March 18, 2012 Examining a Business Failure This paper is a brief examination into how different variables both dependent and independent in relation to various theories of organizational behavior played a significant role in the failure of the once profitable and prominent Swiss Air Airline company. It provides specific examples of how certain organizational behavioral theories if applied before the company’s insolvency might have predicted the airlines impending bankruptcy. It also compares and contrasts the different aspects of the company’s leadership, management, and corporate structure, and the significant role that these organizational behavioral variables played in the company’s downfall. Swissair The year of 2001 was not only noted for the terrorist attacks of 911, but it was also the year that the world witnessed the collapse of Swissair, one of the world’s most successful airlines and the first to officially fly the Swiss Flag as a national carrier. In October of that year the airlines was forced into filing Sweden’s form of Chapter 11 in an effort to protect itself from its creditors. Several organizational behavioral theories and their associated variables could have predicted the likelihood of the failure based on the behavior of the corporation’s top leadership and the management of its subsidiaries as the company began the strategic...

Words: 1232 - Pages: 5

Premium Essay

Jehovah's Witnesses

...Jehovah’s Witnesses I have had some personal experience with the Jehovah’s Witnesses, my wife’s aunt and uncle are Jehovah’s Witnesses. This came in to play during our wedding in fact. We had the wedding at the beach, one of the deciding factors in our decision to have it there was to accommodate her aunt and uncle who are not supposed to go in to another denomination’s church building. I have never had the Jehovah’s Witnesses come to my door, nor have I before closely examined their beliefs. Still, because of the family connection I have some familiarity with parts of their doctrine. Jehovah's Witnesses are described as a millenarian, and a restorationist denomination of Christianity. (Beckford 1975) They maintain non-Trinitarian beliefs which set them apart from mainstream Christianity. The Jehovah’s Witnesses claims a membership of more than seven and a half million who actively engage in the evangelistic activities for which the sect is known (watchtower). In 2010 the Witnesses reported an annual Memorial attendance of over nineteen-million (watchtower). The Jehovah’s Witnesses are led by the Governing Body located in Brooklyn, New York (Holden 2002) who are closely associated with the Watch Tower Bible and Tract Society. This group of seven elders establishes and controls all the doctrines of the Jehovah’s Witnesses. Currently the members of the Governing Body are; Samuel Herd, Geoffrey Jackson, M. Stephen Lett, Gerrit Losch, Anthony Morris, Guy Pierce, and David...

Words: 2639 - Pages: 11