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									CONTENTS

Strategic Situation Summary

The Challenges Situation Analysis

Company Analysis
1. 2. 3. 4. 5. 1. 2. 3. 4. 5. Goal….……………………………………………………………....................... Focus……………………………………………………………………………………………………………….. Culture………………………………………………………………………………………………………. Strength……………………………………………………………………… Weaknesses…………………………………………………………………………………………….

Customer Analysis

Number…………………………………………………………………………………….. Type……………………………………………………………………………………. Value Driver………………………………………………………………………………………………. Decission Process…………………………………………………………………………………… Concentration of Customer Base………………………………………………………….

Competitor Analysis

1. 2. 3. 4.

Market Position………………………………………………………………………………………….. Strengths……………………………………………………………………………………………….. Weaknesses………………………………………………………………………………………………. Market Share………………………………………………………………………………………………

Climate
1. PEST Analysis…………………………………………………………………………. SWOT Analysis

Market Segmentation

1. 2. 3. 4. 5.

Description………………………………………………………………………………………………………. Percent of Sale………………………………………………………………………………………………….. What they want……………………………………………………………………………………………….. How they use Product……………………………………………………………………………………… Support Requirement…………………………………………………………………………………….

6. How they reach them…………………………………………………………………………………….. 7. Price sensitivity………………………………………………………………………………………………

Alternative market Strategy

Selected Market Strategy

Marketing Research Product
1. Brand name……………………………………………………………………………………………… 2. Quality……………………………………………………………………………………………………… 3. Scope Of Product……………………………………………………………………………………. 4. Packaging……………………………………………………………………………………………….

Price
1. 2. 3. 4. List Price………………………………………………………………………………………………………………………….. Discount………………………………………………………………………………………………………………………….. Payment term and Finance Option……………………………………………………………………………………. Leasing Option………………………………………………………………………………………………………………..

Place
1. 2. 3. Distribution channel……………………………………………………………………………………………………… Location……………………………………………………………………………………………………………………… Logistics……………………………………………………………………………………………………………………..

Promotion
1. Advertising Plan…………………………………………………………………………… 2. Promotional Program…………………………………………………………………………

Conclusion

Strategic SITUATIONAL Summary

Pakistan's edible oil industry has a total installed capacity of 2.7 million metric tons. Several of the smaller units are non-operational owing to overcapacity and lack of financing. Approximately 1.4 million metric tons is produced as Banaspati, and the remainder, or 0.35 million metric tons, is produced as cooking oils. While there are no exports of edible oils from Pakistan, an estimated 200,000 - 300,000 metric tons are smuggled into neighboring Afghanistan each year. Imports meet nearly 70% of domestic demand. A chronic shortage of edible oils has existed in the country over the last three decades due to low yields of Pakistan's oil seed crops which are mainly cotton, rape and mustard, an absence of organized dairy farming a rapidly growing population and prevailing price structures. In the last 2 decades, soyabean oil was the major edible oil import. During the mid-1980s, Malaysian palm oil replaced soyabean oil. Imports of soybean oil now range between 150,000 to 180,000 metric tons each year. In the fiscal year of 2001 the estimates were 180,000 metric tons. Imports were expected to grow to 200,000 metric tons the following year. Current imports of all edible oils are of approximately US$ one billion annually. The average annual growth rate for edible oil imports has been approx. 12.5% per annum for several years. The demand for Banaspati is estimated to be growing at an annual rate of 10%, while that of cooking oil is estimated to be growing at 5% annually. The growth rate may be slightly depressed due to a decline in the consumer's purchasing power.

Pakistan's industry produces cooking oil and Banaspati, based on either single oil or on a blend of two or more oils. Banaspati, which accounts for approximately 75-80% of the local consumption of edible oils, is the more popular edible oil, where palm oil is blended with locally produced oils such as cottonseed and sunflower oils.

The sole joint venture in this industry sector is a joint venture entitled Evian Fats and Oils, located in Karachi. This is 800 metric tons per day, single shift plant, established as a joint venture (financing and technical know-how) between Australia, Malaysia and Indonesia. Price and credit are major factors in determining market share.

Edible oil was supplied to buyers at 3% rate of interest on delayed payment of letter of credit. This commodity credit was available to any buyer in Pakistan for 180 days. The availability of this credit solved the problem of working capital, which Pakistani banks were providing at not less than 20 percent. This is the strategy, which was used by Malaysia to achieve higher exports. As a result of this strategy, palm oil trade between Pakistan and Malaysia grew from 99 metric tons in 1970 to 1.2 million metric tons in 1994.

(Source: Supply & Demand Survey report-2001)

Pakistan is the world’s fourth largest consumer of vegetable oils with a domestic demand of 2.5 million tones, 90 percent of which is covered by imports, mostly of Malaysian RBD palm oil and olein. According to the government’s data, Pakistan spent $ 421 million on the import of 965,478 tones of vegetable oil in the first seven months of the fiscal 2005-06, whereas the country bought 844,627 tones for $ 417 million in the same period last year. Officials estimated annual imports of 1.6 million tones of Palm oil from Malaysia, majority of which will be refined palm olein. Expected imports of edible oil is estimated to increase by seven percent annually because of population growth, rapid urbanization and rising per capita income in Pakistan. (Source: Daily Times March 19,2006)

The Challenges

Dalda has been growing exponentially ever since it divested from its former principal. Their IT requirements have also been growing exponentially which in budgetary constraints. Emergen Consulting offered Dalda Foods to migrate completely to open source solutions to permanently address issues relating to expandability, robustness and security. The entire migration was devised in a way that during the first phase, Dalda's complete communication infrastructure would be revamped using open source technologies, particularly an IP based PBX; Asterisk. This will be followed by a complete infrastructure level migrations including all data center services and desktops to open source software. Now we are accepting the challenge by introducing new packaging.

SITUATIONAL ANALYSIS

Company Analysis Goal
Unilever's Goal is to add Vitality to life. We meet everyday needs for nutrition, hygiene and personal care with brands that help people feel good, look good and get more out of life. BUT This time introduce new packing with plastic bottle

FOCUS
The uniliver Pakistan is providing the numerous products. This includes. Lipton Lux Knorr Pounds Dalda

Culture Our deep roots in local cultures and markets around the world give us our strong relationship with consumers and are the foundation for our future growth. We will bring our wealth of knowledge and international expertise to the service of local consumers – a truly multi-local multinational.

Strength
 Unilever is the multinational organization  It deals highly diffrentiatnal products  Always provides innovative product  Strong customer relationship

Weakness
 Its less focus on reshape product

Customer Analysis Number
In the fiscal year of 2001 the estimates were 180,000 metric tons. Imports were expected to grow to 200,000 metric tons the following year. Current imports of all edible oils are of approximately US$ one billion annually. The average annual growth rate for edible oil imports has been approx. 12.5% per annum for several years. The demand for Banaspati is estimated to be growing at an annual rate of 10%, while that of cooking oil is estimated to be growing at 5% annually. The growth rate may be slightly depressed due to a decline in the consumer's purchasing power.

Type
 Unilever Pakistan deals in  Home consumer  Industries  Organizations  Hotels

Value drivers
We providing best packing option by the following manner  Plastic bottle with cap  Steal coded seal  Convince to use

Decision process
 The decision process is very simple indeed because of  Simple decision  Daily use product  More frequently purchase

Competitor Analysis Market position
HABIB Cumulative Percent 13.3 33.3 63.3 76.7 100.0

Valid

price quality Nuitrition availability Packaging Total

Frequency 4 6 9 4 7 30

Percent 13.3 20.0 30.0 13.3 23.3 100.0

Valid Percent 13.3 20.0 30.0 13.3 23.3 100.0

HABIB
40

30

20

10

Percent

0 price quality Nuitrition availability Packaging

HABIB

Strength
 Second largest oil brand  Asli ghee smell

Weakness
 Less innovative  Less sales

Market Share
The respondents on various attributes also favor habib- a strong competitor of Dalda. 13.3% purchase Habib for its price, 20% for its quality, 30% for its nutrition 13.3% purchase it due to Dalda’s unavailability whereas 23.3% purchase it for its packaging.

Climate

Political factor
 Democracies are under pressure to show they can protect the health of their population.  Global society is under pressure to demonstrate it can mobilize resources to effectively tackle global social problems.  Tackling health problems requires long-term thinking, complex partnerships, & innovative forms of organization.  Health suffers severe consequences in wars & other complex emergencies.

Economic factor
 Wealth creates health, & health creates wealth – virtuous & vicious spirals are possible. However, this is an area where market failures are common & pervasive.  The value of a healthy, well-educated population is increasing as the technological sophistication of the world economy grows.  Ill health has the most damaging effects on the economic prospects of the poorest – but the health problems of the poor are often cheap to tackle.  Many chronic health problems are increasingly expensive to treat, while “new” health problems (i.e. a new infectious disease or a drug resistant strain) have the potential to impose enormous costs in a short period of time.  Rising prices of palm oil

Social Factors
 Health is important to people – and is consistently regarded as a high priority by rich & poor.  The ability to mobilize in the face of health threats is a test of a community/society, while the act of mobilizing creates social cohesion & powerful social structures.  There is a complex interaction between the rights of an individual to good health; his or her responsibilities to protect his or her own health; the rights of a community to protect itself against health threats; & its responsibility to provide for the health of its members.  Health protection requires action across society, professions, organizations etc. – public health also relies on public support for its “license to operate” & its ability to change behavior

Technological factors
 Health problems are always dynamic – & sometimes this change is unpredictable (i.e. a new threat emerges or an old one mutates). Health interventions can themselves lead to new health problems.  Without knowledge about health, there can be no response to health threats.  Technology is poorly distributed in areas where people are unable to create demand for it effectively.  New technologies are the result of increasingly sophisticated processes – & currently seem to be of decreasing cost effectiveness.  New technologies pose poorly-understood risks, as well as offering hardto-quantify benefits.  Information technology has the potential to revolutionize the dissemination of knowledge about health.

SWOT ANALYSIS

Market Segmentation
Description
 Premium  Females between the ages of (25-35) yrs.  Mothers playing an influential role in the decision-making.  A household of four or more Target personality includes low income segment as well (loose & Mid-price)

Percent of sale

The packaging format of the Banaspati market is also changing, dramatically, the tins captured about 53% of the total market, but growth rate of this packaging format is -4% which reflects its future market decline, and approximately within the next 10 years people would switch to bottles and pouches. Whereas the loose segment comprises of 23% but its growth rate is -13%, which shows that the loose segment is converging towards mid, price pouches or premium packaging.

Whereas, the pouches shows a tremendous growth i.e., 38% with 24% as its current market share, which shows high demand for the Dalda premium quality which people tend to buy in relatively cheap packaging formats.

What They Want
 Consumers demand for a “High quality” refined Banaspati.  Consumers identify with the aroma and taste of “Asli” ghee, and therefore demand the same from hydrogenised Banaspati.  Heart diseases & other chronic diseases are increasing day by day; a large segment has shifted to cholesterol free oils. Therefore, consumers have a similar demand from Banaspati.  Well-educated consumers also value the nutritional content of the edible oils, which has become the primary need of many.  Consumers in the premium segment are not price sensitive but are health conscious therefore; their demand differs from that of the loose and mid-price segment who wants best quality at a lower price. Therefore consumer price sensitivity also is of vital importance.  Consumers demand the same brand quality but at affordable prices. Therefore, product in various sizes is the demand of the market.

How they use product
The customer can use this by following ways  Cocking in house  In restaurant  Food factories  Catering

SUPPORT REQUIREMENTS
The support requirement can be

 Grocery  Vegetables  Meat  Any thing cock

HOW TO REACH THEM
The customer can buy the product by following way  Grocery store  General store

 Whole seller outlet PRICE SENSITIVITY
Due to change in packaging there is no any change arises in price so this elements of price will remain the same. Customer is fewer prices sensitive in this case.

ALTERNATIVE MARKETING STRATEGY
We have a plan to use alternative Marketing Strategy if the current idea cannot successful the following strategy will be followed,

 Mobile Vans with big dummy product

SELECTED MARKETING STRATEGY MARKETING RESEARCH
A market survey was conducted to discover consumer’s perception about Dalda Banaspati in particular (as it comprises of 70% of the total edible oil market) & level of learning, attitudes and behavior towards the market in general. A sample of size of 30 was taken, comprising purely of females between the ages of 20-40 yrs. as they are considered to be the decision makers in the household commodity purchases. The key attributes in the questionnaire were their education, monthly income, comparative factors, brand priority, monthly usage, and brand awareness medium.

FINDINGS
AGE Cumulative Percent 13.3 36.7 50.0 86.7 100.0

Valid

Frequency 20 yrs. & less 4 21 yrs. to 25 yrs. 7 26 yrs. to 30 yrs. 4 31yrs. to 35yrs. 11 36 yrs. to 40 yrs. 4 Total 30

Percent 13.3 23.3 13.3 36.7 13.3 100.0

Valid Percent 13.3 23.3 13.3 36.7 13.3 100.0

AGE
40

30

20

10

Percent

0 20 yrs. & less 26 yrs. to 30 yrs. 36 yrs. to 40 yrs. 21 yrs. to 25 yrs. 31yrs. to 35yrs.

AGE

The graph indicates that the largest part of the sample i.e. almost 36.7% comprises of females between the age of 31 to 35, who are either living separately (not in joint family system) or are influential on the decision-making.

MON_INCO Cumulative Percent 20.0 33.3 46.7 73.3 100.0

Valid

5000 and less 5000 to 10,000 10,000 to 20,000 20000 to 25000 25000 and more Total

Frequency 6 4 4 8 8 30

Percent 20.0 13.3 13.3 26.7 26.7 100.0

Valid Percent 20.0 13.3 13.3 26.7 26.7 100.0

MON_INCO
30

20

10

Percent

0 5000 and less 10,000 to 20,000 25000 and more 5000 to 10,000 20000 to 25000

MON_INCO

The outcomes indicate that the current sample holds more respondents belonging to a higher income category ranging from 20,000 to 25000 and above.

Do you want to see the change of dalda packing? Yes No

80 70 60 50 40 30 20 10 0 yes no don’t know

yes no don’t know

PRODUCT
BRAND NAME
Dalda cocking oil

QUALITY
Dalda is providing excellent quality followed by ISO The enterprise operates under the quality control system in compliance with the international standard requirements of quality management system ISO 9001.

SCOPE OF PRODUCT

Premium

Popular

Loose

Dalda’s has captured 60-65% of the premium segment, an estimate of -+ 250,000-tones/ annum, the rest comprises of popular segment i.e. 600,000 tones/annum and loose segment with a total sale of 900,000 tones/ annum. Edible oil business in Pakistan involves competing in the commodity market influenced by commodity prices, heavy sales promotion, and little opportunity for brand differentiation and flexibility in pricing. Therefore, the company has successfully curved its place by playing with the above factors and has gained superseding growth with the current growth rate of 25% and is aiming to grow by 30% in various market segment and product categories.

PACKAGING
Newly introduces plastic bottle

Price
LIST PRICE We are offering competitive introductory price which is mentioned below.  750 for 5 litter cane

DISCOUNT
We are offering discount 10 RS each cane in order to capture maximum intention of our target

market PAYMENT TERM AND FINANCE OPTION
 Not available

LEASING OPTION
Not available

PLACE
DISTRIBUTION CHANNEL
 Distribution channels includes whole sellers grocery stores utility stores

LOCATION
 All Over Pakistan

LOGASTICS
 Provides career service to place the Product.

PROMOTION
ADVERTISING PLAN
 Dalda has a plan to advertise its newly packaging change product by following way  Print media  Electronic media  Radio fm

PROMOTIONAL PROGRAME

Dalda survived over a period of time by reaching out to its consumers through various modes and methods.

     

     

Superior Marketing Advanced Communication Innovative Radio Program Effective Press Usage Cinema Along with this Dalda has also introduced Dalda’s advisory service 0800-DALDA (32532) for reaching out to its consumers by providing them valuable advices and suggestions and also addressing their product related problems. Dalda’s Cook Books (Vol 1, 2) Dalda ka Dastarkhawan. Dalda’s Food Show Dalda’s Cooking Competition Dalda’s Family Magazine Free Sampling

CONCLUSION
We Introduce Dalda Cooking Oil in a Plastic Bottle which facilitates the consumer as we mentioned. Overall Dalda is capturing large market share as compare its competitor and provide hygienic oil. The Segmentation includes house hold females. We are promoting the product by electronic media for example launching the program Dalda Ka Dastarkhuwan. In SWOT analysis Dalda has strength of new idea of packing and threats shift in the value.


								
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