Plan de stratégie marketing d’Oxygen Inc. B52

Résumé du document

De nos jours, les entreprises développent de plus en plus leur activité à l'étranger. La globalisation contribue à la coopération entre pays.
Néanmoins, viser l'international nécessite un travail préliminaire de recherche afin de réussir sur les marchés étrangers. Les dirigeants doivent déterminer quels produits ont le potentiel pour pénétrer de nouveaux marchés puis établir un plan d'action. De nombreux critères socioculturels, environnementaux et climatiques doivent être pris en compte. Nous verrons dans ce dossier les opportunités et les menaces de notre produit B52 dans l'univers des boissons énergétiques en France et en Allemagne.

Extraits

[...] Consequently, a special image-performing effort has to be taken. Market potential To get a correct vision of our specified target group we need population segmentation: There are 2.3 million students[20] in France. Regarding this population we can estimate that 10% of students may drink one can a week. With such assessment energy drink consumption by student population would reach 11.96 million cans per year. The trend shows a constant increase in this category. The legal restriction regarding energy drinks make young people even more attracted by this product family. [...]

[...] Swartzberg, an analyst in Stifel Nicolaus & Co., said: agreement is significant for Hansen in that it gives the company access to a segment where it has virtually no existing presence.” So, in one day, shares of Corona rose by in Nasdaq Stock Market composite trading. OXYGEN INC. In 1980, three students from the Department of Biochemistry in Stanford University conceived an original formula, which became the base of success of Oxygen Inc., founded in 1985. Nowadays, Oxygen Inc. is located in Los Angeles area (California) and is the third largest energy drink company with a market share. We are specialised in conception and production of dietary supplements, such as energy drinks, bars, and food supplements. [...]

[...] Below we will present our strategy by using the 4 P model. Though our product has been introduced above, we will concentrate here the distribution, price and promotion. Price The prices of our competitors range from 0.59 euro for energy drinks of the discounters to 2.09 euros for energy drinks in other supermarkets, like Kaufland. In our survey we asked people to give us the price they are willing to pay for an energy drink. These prices ranged from 0.50 to 2.00 euros. [...]

[...] Other distribution actors are worth being considered: bars, cafés and night-clubs have a significant demand of energy drink. With exclusive collaboration, we can have the monopoly in many places. It's a valuable distribution channel to promote our product and to boost our sales. To enter this segment we can offer trendy marketing tools (neon lights, coloured gimmicks Road shops and other filling stations can provide drivers that are the third part of our customer target. Competitors Today two beverages keep 60% of energy drink market share in France: "Burn" and "Dark Dog". [...]

[...] This is, for the supermarkets, exactly the clientele we want to reach. Concerning supermarkets like Aldi, Plus or Lidl, they produce their own energy drinks and won't accept any competitor in their own shops. Concerning Metro this will be our platform to supply also retailers who buy what they need there. Besides supermarkets we will also supply petrol stations like Aral, Shell or Esso. In our survey people declared that they often drink energy drinks at parties or on the way to a club. [...]