Danette captures the Netherlands Market

Résumé du document

Danone is the only food group today which focuses on health. The venture began in 1966 with BSN, a French glass-making company that is specialized in packaging and flat glass. Because of a foreseeable decline of glass, BSN's CEO Antoine Riboud decided to concentrate the business on the content of the glass containers in the early 1970s. After a meeting with the CEO of Gervais Danone, with Daniel Carasso, in 1972, he hired Kronenbourg from Evian who wanted Danone to be a globally recognized brand. To this end BSN and Gervais Danone merged in 1973 under the name BSN. A reorganization of the BSN's manufacturing plant was thus necessitated. Also, in the 1980s BSN did a lot of acquisitions in the European food industry. Thus it became an international business by the early 1990s. Since 1994 it was renamed Danone. Two years later the company was taken over by his son Franck Riboud. He decided in favor of a change of the strategy of the Group's business, guiding it towards a high growth potential and a strong health positioning. Therefore he arranged about 50 acquisitions and many sales of businesses within 10 years. The focus on health culminated in the 2007 with the takeover of the Dutch company Royal Numico. Today the Group is structured into four business lines: Fresh Dairy Products, Water, Baby Nutrition, and Medical Nutrition. Danone is the first and only food company with a clear health-through-food positioning, which has a high growth potential.

Extraits

[...] Culture is the different ways in which people behave, act, or think towards themselves, families, and other people in the society. It includes social, political, family, and religious values. Different cultures have deviating values for time and its use, for personal space, and for family values and chats. These differences must be identified it will allows a real communication to take place. Where and why cultural differences matter to international managers? How Danone can anticipate and cope with cultural differences? [...]

[...] 4-3 Drivers of Change It is important for us to indentify key drivers for change which are forces that might affect the industry, our sector or our market. These are the key factors that are outside the control of an operator in the industry, but are likely to have significant impact on a business. This is the combined effect of numerous of this independent factors, which gather will affect the company. Possible key drivers on the dairy products market in the Netherlands. [...]

[...] The food and beverage sector is highly competitive due to the large number of national and international competitors. Management believes that the Group's strategy to maintain and improve its profitability is based on the quality, health benefits, convenience, affordability and availability, as well as on innovative aspects of the Group's products and the strong image associated with its brands in the important areas of health, nutrition and food safety. Management believes that success in this industry is achieved through strong local market positions, and therefore the Group seeks to be the market leader in each country where it operates. [...]

[...] Partnership Danette also associate the products with special events, for example for the Football World cup. For this occasion, Danette put in place: - Special packaging, - Special gifts, - Changes in the product, for example the chocolate balls become at the French flag colours, blue, white, red - Problem statement 2-1 Definition How are we going to introduce Danette in the Dutch market? Is it going to be successful? To have a basis for our thinking during the project we have set up a project model. [...]

[...] There are many transport companies, with varying capacities, able to meet all demands in a minimum of time. The Netherlands has three main ports located in close proximity to each other and with excellent interconnections. The Dutch retail market is characterised by small supermarkets, with hypermarket development strictly limited. As a result, customers shop on a frequent basis, often on foot or bicycle. The supermarket sector is in gradual decline. The number of superstore/supermarket outlets has reduced from 1,774 in 2002 to 1,610 in 2006. [...]