Interactive & Internet Marketing: Marketing plan for Nestle

Thèmes abordés

Nestlé Danone Marketing Projet Etude de marché

Résumé du document

The market in volume: In 1994, eighty thousand tons of ready-to-consume cereal was sold in France for a figure of three hundred and seventy five million Euros. The potential market of the company includes ninety-three percent of the French population (proportion of French who have breakfast in the morning).

Nevertheless, on this potential market, we see that only 60 % of the French eat a leisurely breakfast. The rate of penetration relating to people aged between 4 and 14 years is 70 % and falls to 23 % when they reach ages between 15 and 19. This range of age is where much of the product potential can be developed. In 2003, France reached 96,835 sales for ready-to-consume cereal. With regard to the global evolution of the market of cereal, we observe an increase in figures in relation to dates of reference: 1997: increase in turnover by 0.1 billion francs compared to 1994. In 1998, the market recorded an increase worth 38 million Euros in 1998 corresponding to an increase in tonnage by 2873 tons from the previous year.

Cereal that is ready to be sold has multiple characteristics. It is the structure of the sales of one's product that will mark down the sales of the competitor.
The consumer is attracted to the concept of healthy food products that can be easily made (just add milk to the cereal) . They also favor a dynamic image ("The tiger is in you") or the image of youth ("the height of energy"). It is important that the products remain innovative and the sales team consistently come up with new ideas regarding packaging, communications, etc.

Extraits

[...] And we can now understand and approach the market and know how it works. With the second analysis, the intern analysis, we deal with Nestle, its history and the presentation of its brands and its different products. The second part allows us to see the positioning of Nestle with regard to the other brands. The SWOT explains the next difficulty for Nestle to launch the new product. In fact, we can see that on this cereal's market, there are many brands and many products. However, Nestle remains the leader in the food-processing market. [...]

[...] NES'QUIK THE PRODUCT Target The target aimed by our new product is a target at the same time young, dynamic, but especially which has no time to take a substantial breakfast or risk to feel drained during the morning or of the afternoon. Concretely, we aim at a public from 16 to 23 years old, at ages between which the teenager has necessarily no time to eat in the morning, but also the active people working actively. These last ones can so eat a snack during their movements or to the office. [...]

[...] Let us not forget that cereal of the group, are anticipated by the biggest competitor of Nestlé; of Kellogg, what remains the real weakness of Nestlé on the market of cereal. But the potential which offers such a market is such as the brand not in step to care about the competition, but rather to jump at the opportunity targets of the future of the market; seniors. It is the main objective that settles the groups of cereal ready of consuming in the group Nestlé today, hoping to catch up even it competitor anticipating it sharply on the market of cereal. [...]

[...] Indeed, the more and more numerous competitors risk stealing market shares to the group. Furthermore, Nestlé is not strictly speaking specialized in a domain or a specific product, what pulls weaker charm with regard to specialists' brands (Evian on the market of waters for example). The transformations of the company tend to influence the mode of consumption of the population. Indeed, we attend more and more a will of fast food at the young people as at the least young, any waste of time becoming useless and sometimes impossible. [...]

[...] Jordan so and Weetabix is two other companies established on the market by some cereal ready of consuming. The difference compared with companies quoted above is that their strategy of adaptation of the market is a strategy of differentiation. The regional companies are also present quant it is a question of using this strategy aiming at the top of the range on an expanding market. Distribution The distributors of Nestlé are for the most part of the stores of mass- market retailing. Indeed, the stores of hypermarket put in beam and sell products. [...]