Danone's strategies and environment in 2009

Résumé du document

Danone is currently an inescapable world actor in the food-processing domain. The multinational is, at first, a complete example of strategic reorientation. Its original profession in 1966 was the production of glass bottles under the brand BSN. Besides, DANONE has always demonstrated its ability to fix itself new objectives and to succeed in them. While the brand extensions seem established and coherent, DANONE however is still looking for the growth of its activities and market segments according to its traditional operating mode and ambitions. That is why we would like to put again in evidence DANONE's different strategies of growth, brand, settlement, or investments and then transcribe them into an updated SWOT analysis 2009. It will help us to see the backbone of some strategic operations, the stakes and trends of a new market, and even finally imagine reliable and new ways of market development.

Extraits

[...] Danone's new ways of market development After the SWOT analysis, it results that the best opportunity of market development for DANONE is now to develop clinical and childhood nutrition products in emergent countries such as China, Argentina, Africa, Indonesia and Mexico. This way of development is motivated by the following strategic reasons: To answer the important demand for health and well-being alimentary products in emergent countries. Indeed, these two market's segments continue to register high growth rates: superior to over the first three months of the year. Then, in China for example, there are almost 16 millions of infants and currently the industrial food consumption is only about 15 kilos per year and baby versus 136 kilos in Western Europe! [...]

[...] DANONE's different strategies II. SWOT ANALYSIS 2009 III. DANONE's NEW WAYS OF MARKET DEVELOPMENT Conclusion Sources More about danone and its strategies The group DANONE: growth and activities In the 80's, the group adopted a double strategy of internal and external growth. BSN was entering an increasing number of market segments in France and in the main European countries such as those of beer and candies for example. But in the beginning of the 90's, the BSN's international development was concentrated around 3 main professions (mineral waters, biscuits and dairy products) with a leading strategy: exploit and develop exclusively the strong global image of DANONE. [...]

[...] The group gave in its biscuits range to Kraft Food and preferred buying Numico, a specialist and leader company in Europe and China into the Medical Industry. DANONE's different strategies The brand management of DANONE is to acquire or to integrate brands already leader on their national market, what obviously increase its own image and international credibility. DANONE is so a powerful umbrella brand. In another side, there is no unique model of growth but a certain flexibility to take into account the development differences of the diverse markets. [...]

[...] Danone's strategies and environment in 2009 Danone's strategies and environment in 2009 DANONE is currently an inescapable world actor in the food-processing domain. The multinational is, at first, a complete example of strategic reorientation; its original profession in 1966 was the production of glass bottles under the brand BSN. Besides, DANONE has always demonstrated its ability to fix itself new objectives and to succeed in. While the brand extension seems established yet and coherent, DANONE however still looking for the growth of its activities and market segments according to its traditional operating mode and ambitions. [...]

[...] Finally, it permits to continue DANONE's growing strategy being adapted to environmental changes. Among other things, we all know that this HEALTHY and scientist positioning permits to make bigger margins. To conclude, this way of market development promises a sticking crisis exit for the powerful group Danone. Indeed, DANONE have to fully exploit its expertise and specialist image into the healthy nutrition after the brand have yet demonstrated its flexibility and market understanding. Ranges which could become the most valued now are those of clinical and infantile nutrition while the markets of waters and classic food are yet globally established. [...]