The following are barriers to entry the Fruit Juice Industry in Nigeria:
As consumer goods, competitive advantage could only be gained with scale economies in research, Marketing, production and Marketing, hence it required huge capital outlay for new entrants. Brand identity and products differentiation forces entrants to spend heavily on campaigns to overcome customer loyalty. The leaders in the sector, namely 5 Alive,Chi limited and Fumman spent between 20-25% of gross income running running into millions of Naira in advertising every year to project the their brands. Due to the restriction of the Federal Government on import of Concentrates in 2013, the capital requirement for new entrants sky-rocked due to investment required in agro-allied industries for supply of raw materials. The learning curve period required to remain competitive could allow the competition readjust and kill the new entrants in their formative stage. Also, lack of adequate anti-trust law allows the big players to crush any start-up company. The effective distribution networks of the big players which also supply other products like Bottled Water, Soft Drink etc make the entry of new player difficult and uncompetitive, as a result most of the start-up firms quickly went underground.
The bargaining power of suppliers
The big juice companies in Nigeria have bargaining power over their suppliers, because they demand tons of product and these allow them to pay lower prices and have volume discounts. Some of the suppliers of this industry are fruit suppliers, vegetable suppliers, carton suppliers, glass suppliers, plastic suppliers, and can suppliers, other products and machinery are need to be imported from other countries.

Another aspect of the low bargaining power of suppliers is that buyers don’t need quality products; for example, raw materials such as fruits or vegetables don’t have to be quality like if they will export the products. The fruit that the companies need don’t need the quality like if they are selling fruit for supermarkets, because the fruit is used for juice and the quality is not seen.
• BARGAINING POWER OF CUSTOMERS
The different products that the fruit juice industry sells have low prices; these products have similar prices such as water or soda. Due to these low prices, the consumers don’t have power over these products. Also, Mexican consumers don’t even ask for quality on products, these consumers prefer low prices against quality, because many of the people that buy fruit juices are middle or low class consumers.

Although consumers can’t negotiate for lower prices, they can always change from one company to another, or from one product to a substitute, because the costs of changing from one product to another is relatively low or there is no cost, because prices are similar from fruit juices to substitutes.

Talking about different buyers like liquor stores or convenience stores such as Oxxo, 7 eleven, or supermarkets like Soriana or Wallmart; these stores have power over the fruit juice companies, because they sell a lot of products and the demand is high. These is why this stores can negotiate and decide what price they want in order to sell it.

• THREAT OF SUBSTITUTES
The number of substitutes for the fruit juice industry is big, because thereare many products that can compete with fruit juices. Some of the substitutes are water, soda, alcoholic beverages, tea, coffee, milk, energy beverages, and other instant beverages like Cool Aid, or Tang. The competition is hard, and this is why fruit juice companies have to invest on marketing in order to get into the consumers mind, and buy a “healthy” product, instead of buying an artificial product, an addicted product or an alcoholic product that it is harmful for consumers. Substitutes are a threat for the fruit juice industry, the price of the substitute products is very similar except for alcoholic beverages where prices are high; but back to similar price product substitutes play a hard threat because consumers can change easily from one product to another, and the cost of changing to another product doesn’t not exist or it is very small. Rivalry Among Existing Competitors
• RIVALRY AMONG COMPETITIORS
The rivalry between competitors can be easily seen in this industry. There are few fruit juice companies and the biggest ones are Campbell’s Mexico, Coca Cola Mexico, Herdez, Jumex, Jugos del Valle, and Gerber Products. All these companies have big marketing campaigns, where there are television spots, big posters on streets where these big companies are fighting for getting more consumers. Also many of these companies are diversifying their products, making different fruit juices, selling different sizes of product, and using different type of packages (tetrabrick for example).

Some of the companies make emphasis on their work for the environment, where they say that they use new packages that don’t pollute the environment; or packages that disintegrate in fewer years than usual, or some recycle for example plastic packages.

Aims, Objectives and Strategies
Mission
The mission of Paradise Kitchens is to market lines of high-quality Southwestern/ Mexican food products at premium prices that satisfy consumers in this fast- growing food segment while providing challenging career opportunities for employees and above-average returns to stockholders.
Goals
For the coming five years Paradise Kitchens seeks to achieve the following goals: • Nonfinancial goals
1. To retain its present image as the highest-quality line of Southwestern/ Mexican products in the food categories in which it competes.
2. To enter 17 new metropolitan markets.
3. To achieve national distribution in two convenience store or supermarket chains by 2008 and five by 2009.
4. To add a new product line every third year.
5. To be among the top five chili lines—regardless of packaging (frozen or canned)—in one-third of the metro markets in which it competes by 2009 and two-thirds by 2011. •
Financial goals
1. To obtain a real (inflation-adjusted) growth in earnings per share of 8 percent per year over time.
2. To obtain a return on equity of at least 20 percent. 3. To have a public stock offering by the year 2009.
Long-term
• To reach annual turnover of $000 in 5 years
• To be recognised as a market leader
• To have a loyalty rate (%) higher than the competition
• To have satisfied employees and associates
Medium-term
• Drive new business from new State markets by (%) in 2 years
• Develop an online portal for
• Target the Government sector for medium term contracts

Objectives
The key objectives for our business in this marketing plan for are to:
• Add of new customers by end of the financial year
• Increase turnover by (%) and retain existing customers
• Build brand recognition
• Drive new uses to the website
• Increase subscriptions to online services
• Build the customer mailing list
• Send 8 direct mail campaigns with response rates higher than (%) compared to industry standard
Strategies
1. Increased awareness and image.
2. Leveraging existing customer base.