Marketing Strategy.docx

Clipper’s Marketing Strategy Analysis Student’s name Course code + name Professor’s name University name City, State Date of submission Executive Summary Wessanen UK is a food company dealing in organic and natural hot beverages, the first producer of healthy brands in growing market divisions. Clipper Teas, a brand of Wessanen UK produces a range of hot beverages such as white and organic tea brands as well as the first Fairtrade-accredited tea. Wessanen UK employs more than 130 human resource personnel in Beaminster. In 2014, the company turnover improved to about £57 million. At the moment, Clipper’s Fairtrade tea brand has also attained solid growth in the industry, both in black tea and green tea notwithstanding the fact that the category is declining. Clipper Tea is Wessanen UK’s fastest-growing brand of everyday tea, recording growth in sales value in the past year of more than 11%. It is also outperforming the category. Clipper is a Fairtrade tea, British company whose headquarter is in Beaminster, Dorset. It was founded in 1984 and by 1994, they were regarded as one of the first UK corporations to get the Fairtrade Mark award. Clipper was acquired by Royal Wessanen in 2012. The company rank sixth amongst the biggest tea brands in the UK with export sales approximated at 20% of group turnover. Its products are today sold in more than 50 countries. The principles underpinning the establishment of Clipper were always a natural, pure product. All the products offered by Clipper doesn’t have any artificial ingredient. In 2008, the brand was rebranded under the new Clipper slogan and packaging "Natural, fair & delicious". Clipper produces a wide range of tea varieties and sells millions daily across the markets. Clipper is also the leader in Organic and Fairtrade tea in the UK market. Since its establishment, the company is known for operating a business based on practices. Table of Contents Executive Summary 2 Part 1: 4 1. Analysis of Clipper’s Marketing Strategy 4 1. Environment analysis 6 I. Macro Environment Analysis. 6 II. Micro Environment Analysis 8 2. Evaluation of current marketing strategy 9 1. Product Segmentation, Targeting & Positioning 9 4. Evaluating Current Competitive Advantage 10 I. 4P’s Marketing mix 10 PART 2: 12 1. Product Rationale and Specification 12 I. Anatomy of a Product Analysis 12 II. BCG Product Portfolio 13 2. Segmentation, Targeting, & Positioning (STP) 15 I. Segmentation 15 II. Targeting 16 III. Positioning 17 3. Recommended Marketing Objectives and Goals 17 4. Clipper’s Current Marketing Mix 18 I. 4Ps 18 5. Conclusion 19 Bibliography 20 Part 1: Analysis of Clipper’s Marketing Strategy Introduction The non-alcoholic industry has witnessed a significant growth in sold health drinks both in Europe and in other parts of the world. According to the Euro monitor International 2015 report, the UK hot beverage industry is also projected to grow by an average of more than 10% by the year 2020. However, the performance falls below the 14% the industry registered in the period covering 2010 to 2015 and also the 24.6% achieved in between 2005 and 2010 (Bradbury et al. 2014). Nonetheless, this increament in the average growth presents potential opportunity in the non-alcoholic soft and hot drink industry when compared to a majority of other mature markets in Europe and the United States (Greene 2013). In Western Europe, for instance, trends are slowly filtering through to the developing world and other developed markets. That encompasses the movement towards convenience packaging, wellness, health, and a shift to more usual flavours. The proportion of new launches in the organic food category tend to meet the wellness and health expectations of the target consumers with most of them preferring products with reduced sugar levels. The gap between healthier and carbonated beverages seems to be closing in thereby further increasing the potentials of organic drinks in the UK market (Lobley, Butler and Winter 2013). Despite the fact that traditional fruit flavours lincluidng orange and apple remain the most favoured by many customer, the demand for exotic flavours is gradually making an impact in the hot beverage market as well. This papers explores marketing strategies employed by Clipper Tea, a subsidiary brand and company of Wessanen UK to leverage its competitiveness in the hot organic beverage industry. Brand and Company Overview Clipper Tea company is known for its wide range of high quality, hot chocolate, coffees, and teas brands. The brand has distinguished itself in the hot beverage industry the most innovative product since it was established in 1984 (Burrows 2013). In 2008, Clipper Tea was acquired by Wessanen UK, one of the pioneer firms to specialize in the production of organic and natural foods. Since its introduction, Clipper has grown in terms of the number of brands from two finest products of Assam teas to the current wide range of products. Clipper is also credited for being the first hot beverage firm to introduce green tea in the UK’s retail chain stores . Since, the brand has remained in the lead in the organic, white, and green infusion teas. The brand won the Fairtrade mark in 1994. This was the first tea brand to get the much desired award across the industries (Burrows 2013). Today, Clipper Tea brand is represented in more than 50 countries world. But, the company on Dorset still source the inputs from allover the world to pack and blend all its teas in Dorset. It is the companies main factory with over 130 human personnel (Burrows 2013). Clipper produces naturally delicious tea that is beautiful, both outside and inside. Total quality is achieved becauee the company always consider all the ingredients and processes used to produce the projected outcomes. The encompasses attaching more value to the supplies of its inputs, packaging design, and blending. Clipper has won a special position in the production of non-chemical decaffeination, white, green, and organic teas. As a result, the company became the first Fairtrade tea brand in the UK. Besides, Clipper Tea emphasize on the fprovision of familiar unbleached tea bags (Burrows 2013). Despite the fact that the most important thing is what they package inside, the company does not comprise on any little detail of the production process (Burrows 2013). Some of the leading drinks include Trade Collection, Gifted, Coffee, Hot Chocolate, Specialty, White Tea, Infusions, Green Tea, and Everyday Tea (Szymczycha-Madeja, Welna and Zyrnicki 2013). Thus, Clipper’s mission lies in its belief that every served cup of tea must have a fanfare flavor. Environment analysis Macro Environment Analysis. PESTLE Model The PESTEL analysis defines the business setting of a particular market based on the factors of influence at the legal, ecological, technological, social, economic, and political levels (Ho 2014). Social environment: Hot drinks are mostly consumed in workplaces and with unemployment on the rise in the UK and other parts of the world, the sales of Clipper Tea are negatively affected. Given Europe’s ageing population, consumption of Clipper Tea is also affected because its target groups are between the ages of 20 to 40 years. Growing population of health conscious consumers improves sales of Clipper Tea because it’s organic, natural, and pure without any additives. Ecological environment: The global market is witnessing an increase in the demand of natural ingredients. Most consumers want to take natural drinks. This ecological environment does not offer any threat to the reputation of Clipper Tea brand because it’s natural and pure. Economic environment: The international market is experiencing loss of consumer purchasing power due to recession. Compared to traditional hot beverages, the price of organic drinks is relatively high (Marian et al. 2014). However, the demand for alternative beverage over carbonated drinks is on the increase. Organic drinks such as Clipper Tea are premium beverages with comparatively high price. Thus, the sensitivity of this market to the economic environments is impacting on consumers’ purchasing power. It is causing a risk of many people switching from organic hot drinks to the traditional, cheaper drinks. Political and Legal environment: Pressure on taurine and caffeine rates, governments’ health concerns, and imposition of restrictive regulations encountered in both the local and global business environments are some of the factors impacting on the market share and sales of Clipper Tea. Most governments worldwide are becoming more concerned about the impact of artificial hot beverages and its effect on the health of people. But Clipper Tea is not much affected by such threats because it’s a natural brand with no negative health effects. Technological environment: Social media and Internet era coupled by technological development impact on the distribution and production of Clipper Tea products. The hot beverage industry is not largely affected by the existing technological innovations. But, what the sector needs is for the brands to have a real market presence in social media due to the growing population of young consumers. Clipper Tea must have a real presence in Internet sites and social media platforms. Micro Environment Analysis Porter’s Five Forces Analysis Intensity of Rivalry The rivalry is mainly between Clippers and firms such as Cosy tea, Teapigs, PG Tips, Numi Tea, Lipton Tea Fusion, Kyoko Real Green Tea, Telley, and Dr Stuart’s among others. Also, the rivalry is based on the fact there is high exit barriers (Rosenberg Hansen and Ferlie 2016). Powers of Customer The industry is affected by customers through their ability to bargain for more services or higher quality, force down prices, and play competitors between themselves. For the case of Clipper Tea, the powers of a customer is strong because the industry is flooded by many companies. Customers’ ability to find alternative suppliers is also very easy. Powers of Suppliers Clipper get the production ingredients from different suppliers across the world. That means that the powers of suppliers is not very strong because any compromise in quality or increase in price relative to other suppliers will lead to a shift in the company sourcing. Threat of Market Entry The current barriers to new entrants in the hot beverage business may lead to variable costs and high fix of the final activity. Clipper’s operations are affected by regional or regime regulation in the represented market. That particularly impact on its sales, distribution, and production because its operations depend on different regulations and statutes governing represented markets beyond the UK. Threat from Substitutes The products offered in the hot beverage industry today are about to reach maturity in growth especially for hot organic drinks by Clippers. That means that the threat of substitutes is low for Clipper brands from substitutes like Cosy tea, Teapigs, Brew Tea, Joe’s Tea, PG Tips, Lipton Tea Fusion, Ringtons, Telley, The London Tea Company, and Dr Stuart’s (Ruxton and Bond 2015). Evaluation of current marketing strategy Product Segmentation, Targeting & Positioning Clipper’s strapline is Delicious, Fair, and Natural product. Although all Clipper products are presented in over 50 countries, the company continues to package and blend on its site in Beaminster, Dorset. By so doing, they ensure that all its products meet the differentiated, set high-quality standards worldwide. Clipper Tea heavily relies on the global trade to thrive. For many years now, the manufactured organic and Fairtrade coffee and tea products are exported internationally. Clipper Tea leads and was the pioneer of Fairtrade tea. It set the currently adopted Fairtrade standards. For the past few consecutive years now, the growth of Clipper Tea brand is in double digit in its leading 10 export markets and they expect the trend to continue in future. The main potential expansion regions Clipper is focusing on include North America, South East Asia, and the Middle East. The company is targeting the developing unsaturated markets to sustain and expand its market share. It is also targeting potential health conscious people in the developing world where the opportunities are yet to be exploited to the maximum. In recent past, Clipper Tea has seen a growing demand for its organic drinks globally (Willer, Lernoud and Schlatter 2014). Consumers of hot beverages have with time started putting more value on the origin of food. The company, therefore, identified its British heritage as one of the strategic selling point. It is relying on the unique selling point, a reason for carrying out all its blending in Dorset to maintain the high-quality and taste of pure, natural, and organic Clipper Tea. Evaluating Current Competitive Advantage 4P’s Marketing mix Price Clipper’s pricing strategy targets informed young adults with high purchasing power. It fixes premium prices to maintain its high-quality status of its unique offers. When compared to its alternatives such as PG Tips, and Tetley, Clipper Tea sales at a higher price. Place Consumers can easily access the collection of Clipper coffee, tea, and chocolate in all good independent supermarkets and stores. Buyers can as well conveniently and promptly purchase these products via online shop (Melis et al. 2016). That include their own shop or in other established retailer online sites such as Amazon and Ocado. Promotion Clipper understand the value of customer-based marketing. Despite employing the traditional sales promotion strategies such as the use of strategic billboards, print media, charities, and sponsorship programmes, it’s adopting new marketing campaign to influence and sustain its target customers (Man gold and Faults 2009). Clipper Tea is marketing Fairtrade tea by featuring a combination of strategies such as distribution of free samples via ASOS mail, office-based sampling, face-to-face hit groups, social media platforms, and Internet sites (Bragg 2014). Product Clipper offers its customers a wide range of products which are both high quality, better-testing, bolder, and brighter products. They include hot drinks like Trade Collection, Gifted, Coffee, Hot Chocolate, Specialty, White Tea, Infusions, Green Tea, and Everyday Tea (Szymczycha-Madeja, Welna and Zyrnicki 2013). Currently, Clipper strives to attract new consumers of green tea perceived by consumers as having a horrible after-taste due to fortification, artificial flavourings or poor processing. They have introduced a new range of green tea packs that guarantee better tastes. PART 2: Product Rationale and Specification Anatomy of a Product Analysis Core Product Most consumers of hot beverages go for digestive health products but are more interested in convenient offers (Home et al. 2017). Since 1994 when Clippers Teas initially became the fair trade black tea, the brand’s success has been anchored on the products’ organic, natural, and ethical foundations. The primary focus of the company is offer customers easier and everyday consumption of probiotics (Goodman 2013). Actual Product Based on the belief that tea is people’s everyday affair, then the only way to give consumers a better way to feel good each day was through producing probiotic. Additional to customers’ Daily cultures are sugar free, gluten, and dairy. When all these factors were considered, Clipper Teas offered modern consumers a real appeal (Armstrong et al. 2012). Augmented product According to Van Oorschot et al. (2013), the company strives to enhance it’s public image through after sales services. The growing possibility of endangered plant species getting wiped out because of human related to the growth in demand of natural food ingredients for medicinal, well-being, cosmetics, and food products, major social and ecological challenges are becoming evident and the poorest social groups involved in the collection of these ingredients from the countries of origin are the most vulnerable. In response to their worries, Clipper Tea established the FairWild Foundation which collaborates with like-minded organizations to sustain, manage, and conserve wild plants in the commercial sector. The Foundation was also designed to take care of the livelihoods of rural wild plant harvesters. BCG Product Portfolio The development of Boston Consulting group’s portfolio of product matrix (BCG), also known as Share/Growth Matrix is designed to assist business organizations and brands like Clipper Tea with a lasting strategic planning (Morris 2016; Grant 2016). The BCG product portfolio matrix is divided into 4 quadrants resulting from relative market share and market growth as depicted in the diagram below. Figure 1: Adapted from Tolonen et al. (2015). Dogs The Dogs denote products with low market share as well as low growth rate. The performance Green Tea is poor because consumers detest its taste. Ginger and Lime Green Tea brands have traditional flavor. However, it’s a range of products with premium pricing. That means that they can still contribute to the company turnover. Clipper is in the process of rebranding these brands and other underperforming products in the dog category because they believe its profits and sales can rise with a range of new Green brands. The company has opted to change the taste of citrus in these products to make them naturally sweeter with more refreshing varieties of mongo, honey, and peer other attractive flavours. This approach could be the best strategy to enhance its competitive position in the market. Question marks They represent products in with low market stake but in high growth markets. Currently, Clipper brand of Fairtrade tea achieved treasonable growth producing both green tea and black. The immense performance was attained irrespective of the continued general decline in this food group. Despite its low market share, the category demonstrate high growth putting question marks on its viability. The company should monitor its growth and promote the expansion of its market share (Hamilton and Wagner 2014). Cash Cow Cash cows denote products with high market stake but in low growth markets. Clipper Tea is a cash cow because most of its products such as Trade Collection, Gifted, Coffee, Hot Chocolate, Speciality, White Tea, Infusions, Green Tea, and Everyday Tea have hit the top of performance and should be marketed more to generate maximum benefits for the company. That is because they are among the leading Clipper drinks in the UK market and given the entry of more rivals as well as the stiff competition the company is facing in the market today, it’s the right moment for the company to harness milk the products as much as they can before their sales start declining or becomes unsustainable from its main competitors like PG Tips and Tetley Tea. Organic and Fairtrade Clipper Tea brands are now saturated in the UK market having won many iconic brand awards including the highly sought-after Oscar prizes in the food and drink industry (McConway 2017). Time is now ripe for the company to optimize on the current high market share the company is enjoying from such products to improve its sales and market share. Star The Stars are products with high stake in the market and in high growth markets. The increasing consumer wellness and health trends in the hot beverage industry make Clipper Tea a star (Siragusa 2016). Currently, organic products are still gaining consumer attention both in the developing and developed world. Given the existing business opportunity, Clipper Tea brand stands to gain more sales and market share by expanding its operations beyond UK and EU into developing economies like Asia, Middle East, North America, and even Africa where the market is not saturated (Kotler et al. 2010). Clipper Tea has led the way in white, green, and organic teas as well as in non-chemical decaffeination. That make the brand the first Fairtrade tea product in the UK market. Today, they are campaigning for their very recognizable star, the unbleached tea bag. The new offer has high chances of generating more profits for the company and should be pursued more vigorously (Kumar and Krob 2005). Segmentation, Targeting, & Positioning (STP) Segmentation It’s the business practice of apportioning a bigger market into smaller groups considering one or more shared and meaningful characteristics. Different segmentation variables exist in the market (Schlegelmilch 2016). They are business dimensions that entrepreneurs use to divide the whole market into smaller fairly similar clusters, each group with dissimilar consumer needs and preferences (Kumar and Krob 2005). Clipper’s Demographic Segmentation: Income Group: Higher, middle, and lower class categories. Psychographic: Customers vigorous in social causes and discourses. Luxury-oriented audiences. Life Style Clipper determine consumer life style by dividing customers based on their interests, hobbies and interests amongst other lifestyle features. According to Armstrong et al. (2012), marketing strategy that is based on the kind of product primarily target a customer segment that is health conscious and desire healthy eating habits. Behavioral: Clipper brand focuses on customer segments that regularly consume the product as well as those who are informed and aware, quality-conscious, heavy to medium users, and also strong to medium loyalty (Kotler and Roberto 1989). Social Class Regarding consumers’ social class, Clipper found out that the probability of working class and middle class, upper-middle or upper class people to have a capacity buy its premium offers is high. Likewise, Kotler, Roberto and Hugo (1991) suggest that product promotion and pricing policy emphasize on price suitability to ensure that the target group find the set price reasonable. Clipper considers the aspect of consumer income when pricing its brands for each social class. The company ensures that the target audiences find the price reachable for them to buy the product in special occasion (Kotler and Armstrong 2010, C). Targeting According to Kotler and Armstrong 2010, A), it’s only the minute you as a producer gather adequate information regarding all the possible serviceable markets that you successfully choose the appropriate markets to target. Clipper considers geographical location, customer habits and beliefs, and demographics amongst other factors when targeting the audience. Their efforts and marketing plan emphasize on such customers (Austin and Pinkleton 2015). Positioning Product Positioning as explained by Copulsky and Wolf (1990) means creating a marketing approach intended to induce how a certain market segment distinguishes offer compared to what your rivals are producing. Clipper tea is recognized by its consumers as a healthy product that enhances the nutritional value of consumers for customer who are concerned about their health. Clipper Tea is positioned as always pure, organic, and naturally product that is unique from other herbal tea found in the UK and overseas markets (Zentes, Morschett and Schramm-Klein 2017). The company established that people are appealed by their unique all green and luxury packaging. That is why Clipper brand has a premium price in comparison to its substitutes in the UK and overseas markets (Copulsky and Wolf 1990). Recommended Marketing Objectives and Goals The finest starting marketing point for organic brands like Clipper Teas is to focus their sales promotion approaches towards the independent sector (Kotler and Armstrong 2010, B). They can as alleged by Kotler and Armstrong (2010), establish their products amongst consumer segment of less price -sensitive customers and use the acquired success as the foundation for enhancing their market growth through mainstream supermarkets. A majority of organic brands in the UK today have gained more sales by being distributed and sold in independents. This refers in particular, to specialist products like supplements and superfoods. The wholesalers as a whole who emphasis on selling organic brands are also not only benefiting from this tendency but also increasing products choices to their catalogues after getting a request from their customers (Kotler and Keller 2006). Clipper’s Current Marketing Mix 4Ps Price Compared to competitor prices, Clipper Fairtrade certified and Fairtrade and organic brands costs more than what PG Tips, Tetley, Traidcraft English Breakfast, Cafédirect, Co-op, Pukka green chai, and Hampstead Darjeeling charge in pence per tea bag. This strategy is likely to make the brand loose a large market share to its competitors. The company should look for ways of cutting price while maintaining quality to attract and sustain its customer base. Place Clipper largely use all good independent supermarkets and stores to sell its products. However, the company can enhance its distribution logistics by creating and presenting the right content to the target audience via online services. It’s the easy and cheaper but convenient and more effective way it can reach a wider audience. That includes using its own shop or in other established retailer online sites such as Amazon and Ocado (Pels 2015). Promotion Despite employing the traditional sales promotion strategies such as the use of strategic billboards, print media, charities, and sponsorship programmes, Clipper should realize that reaching more target consumers especially young audiences will require use other means of communication like social media and the Internet sites more. Coupled with the new marketing campaign it has employed such as distribution of free samples via ASOS mail, office-based sampling, face-to-face hit groups, social media platforms, and Internet sites will help enhance and sustain its market share. Product Clipper offers its customers a wide range of options which are both high quality, better-testing, bolder, and brighter products. However, this category is experiencing stiff competition from substitutes. Clipper should consider expanding its operations into developing countries where the market is not saturated to increase sales and market share. Conclusion Wessanen UK is known in both the domestic and overseas markets as the pioneer of organic and natural hot beverage company across the healthy brands which today, is gradually a growing market division. Clipper Teas was acquired by Wessanen UK five year ago and produces a range of hot beverages encompassing both white and organic tea brands. Moreover, it was the first accredited brand of Fairtrade tea. Wessanen UK has a workforce of about 130 employees in its main factory in Beaminster, Dorset. The company saw an improvement in turnover in 2014 of about £57 million. Currently, the Fairtrade tea brand of Clipper achieved immense growth in the hot beverage sector producing both black tea and green tea. The company attained the improvement against the decline experienced in this food category today. The fasted growing everyday tea brand of Wessanen UK is Clipper with a growth in sales value in the past one year reported at about 11%. Additionally, it is outperforming the Fairtrade tea category. Being a British Fairtrade tea brand, Clipper source all its quality inputs across the world markets but the processing is done in its headquarter n Beaminster, Dorset. The company was founded in 1984. Ten years later, they became the first company in the UK to get the Fairtrade Mark. In 2012, the ownership of Clipper changed the acquisition of the firm by Royal Wessanen in 2012. The company comes sixth in ranking amongst the leading tea producers in the UK market estimated to represent about 20% in the industry export sales. Today, the Clipper Tea brand is found in close to 50 countries in Europe and other parts of the world. Clipper’s business activity is underpinned by the principles of always a natural, pure product since its establishment. All the tea brands sold under its name are pure and natural, meaning there is no single artificial ingredient added in them. 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