Competitive Environment Analysis : Haagen- Dazs

Résumé du document

Since it has been created in the early 1920's, Häagen-Dazs has become a strong and powerful brand, which is well established on the ice cream market. The company has made quality and originality its motto. Its philosophy is also based on the same principles: "Find the purest and the finest ingredients in the world and craft them into the best ice cream". The durability of the company and the high competitive market of ice cream make one wonder what makes Häagen-Dazs so successful. What strategy has Häagen-Dazs adopted in order to be one of the main actors of the ice cream market? It focuses on the high quality of the products, but is that enough to maintain Häagen-Dazs at the first place? The quality implies higher prices, so would it not be prejudicial to the brand in long term? Are the customers ready to buy ice creams at such a high prices? Through this case study of Häagen-Dazs, we will see how the environment has an influence on the company's strategy (external analysis). Moreover we will analyze the company itself, that is to say, its different strategies or its corporate governance. This will help us to understand how Häagen-Dazs maintains its success since the early 1920s.

Extraits

[...] Even if its success is undeniable, Häagen-Dazs will have to face a major problem in the future, namely the competition of Ben & Jerry's, a company which knows how to build a trendy brandimage. This competitor is representing the main threat and therefore Häagen-Dazs will have to react quickly and adapt its products adequately to the society's constantly changing preferences. Beside Ben & Jerry's, Häagen-Dazs will also have to face the brands which make more affordable ice46 Factiva: Ice Cream Reporter. Haagen-Dazs shops expanding mots novembre Ronald D. Michman,Edward M. Mazze. The affluent consumer: marketing and selling the luxury lifestyle, p 129- creams. [...]

[...] Competitive Environment Analysis: Häagen- Dazs CASE STUDY OVERVIEW I II III. Introduction History External Analysis The Pestel Framework The Five forces Framework Strategic groups III Internal Analysis Key successful factors Value chain The SWOT Analysis IV Strategic purpose Corporate governance Corporate social responsibility (CSR) V Business-level strategies SBU Strategy corporate Strategy generics Competitive advantage VI VII Critics Conclusion 2 I. Introduction Since it was created in the early 1920s, Häagen-Dazs has become a strong and powerful brand, and is well established in the ice cream market. [...]

[...] One of the strengths of Haagen-Dazs is to proposes a large range of flavors. Other frozen desserts or snack products are not strong enough to compete with high premium ice cream. Power of Suppliers Weak Haagen-Dazs respects its goal to offer a large range of flavors. So the company is buying exotic flavors largely above the market price. They purchase products from small producers all over the world. And being a huge buyer of flavors at a high price, they can swish of suppliers when they want. [...]

[...] Only sold in gourmet shops in New York, Häagen Dazs then expanded its product distribution throughout the American east coast. In 1973, everyone in the United-States could taste the Häagen Dazs ice creams. The success came and never went away. In 1976, Doris- Reuben Mattus's daughter opened the first Häagen Dazs shop which became popular right away. In 1983, with the agreement of Reuben Mattus, Häagen Dazs was sold to the Pillsbury Companynow General Mills. However, the brand kept the principles on which it was founded, innovation and superior quality. [...]

[...] Plants have their own effluent stations. Häagen-Dazs uses a specific protective cap to keep the savour in each pot. Häagen-Dazs products are stocked in a frozen room before being distributed Specific costs structure: Häagen-Dazs buys high-quality freezers for stores willing to channel its brand.28 Strategy at the corporate level Logistic: reshape the transport in 2009 road and 10% sea transport). Jean Christophe Huon (responsible of the logistic of Häagen-Dazs in Europe) wants to reduce costs of transport for the the respect of the environment and the rate of truck loading. [...]