Stabburet is committed towards providing its customers with a wide range of foodstuffs. Its mission is to be the first choice in the food market all over Norway and meet the needs of existing and new customers within this market. Furthermore, it aims to provide customers with the quality of products that they want and offer them full satisfaction in terms of their taste preferences.
A more marketing orientated approach must be taken to maintain the existing customers and gain new business as Norway will get a full EC membership. However, growth will always go along with Stabburet developing capabilities.
Stabburet will invest in the development of new products and will attempt to increase its market share and expand its business. In doing this, Stabburet will develop new competencies and thereby broaden the variety and quality of its products offered to customers, and boost profitability.
[...] FIGURE 2 : Ansoff matrix PRODUCT PRESENT NEW PRESENT M A R K E T NEW 4 MARKETING OBJECTIVES To promote and sustain long-term profit growth by investing in new products, new markets and distribution channels to 6 years) To become closer to customers so as to achieve an even fuller understanding of their needs by listening their suggestions and preferences through the establishment of an open and direct communication channel To price the products at a reasonably competitive price within year 1 To position Stabburet's product as "good global food" in 6 years time EXPECTED RESULTS In 1986, the turnover of Stabburet reached Kr m whilst the turnover was constantly decreasing until 1990 arriving at Kr m. [...]
[...] If Norway become a full EC membership, there will be very few barriers to entry as any company-especially those from EC countries- will be able to take advantage of any route. In recent tears, the Norwegian economy faced a period of economic recession, which consequently affected the food industry. However the buying power of consumers remained relatively high. The new situation may affect economic future even more, whereby competition is more aggressive and many new and small food-producer companies are able to enter the market. [...]
[...] That is because of the lack of comparative information. FIGURE 1 : Positioning map. ( P r ( i c e Quality 3 GROWTH STRATEGY 1 MARKET PENETRATION STRATEGY This is the least risky strategy to be adopted in order for Stabburet to achieve its objectives concerning the 15% increase in profits and be able to reduce its prices. Stabburet plans to implement marketing tactics, which will increase usage from the existing customer base and will convert non-users. In particular Stabburet will: gain new customers by targeting customers not currently buying from Stabburet. [...]
[...] The new product development will assist Stabburet to: Ensure that its products obsolesce will be avoided as new products from EC countries will enter the marketplace Ensure its competence in new and growing market segments Match and beat existing and new competitors Sustain and achieve long-term growth 2 PRICE PLAN Stabburet will pursue a policy of price competition and it will emphasize quality to differentiate its position. The introduction of new products in the long term will aim at providing a low-price fighting brand to its customers. [...]
[...] The preference of consumers towards the taste plays a major role SUPPLIERS As Stabburet is an established food producer company owned by a large Norwegian organization, it is assumed that it has a mutual beneficial relationship with its suppliers. Both sides depend upon the other to remain in business because of the vast quantities of materials involved BUYERS Srabburet has less power in the relationship with its buyers. Obviously the company's products make up a few of the hundreds on the Supermarket shelves. [...]
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