MANAGING

FOOD & BEVERAGE COMPANIES

Small and
Big
1

KEY
!"#$%&'(&)*$(*+#&)

,-.*/)$()&0+).*$()&$)8'&*0)
&0+)7.6+$)

,-.*/)$()&0+).*$()&$)1+&)
+2&%')*$(&+(&)

,-.*/)$()&0+).*$()&$)8'&*0)
&0+)7.6+$)

,-.*/)$()&0+).*$()&$)1$)&$)&0+)
3.(&+%+4&)5$'%6)

!(&+%7.+8).(*-96+6).()&0+)
7.6+$)-+*&9%+4)

:2'"#-+).(*-96+6).()&0+)7.6+$)
-+*&9%+4)

:2&%')*$(&+(&)($&).(*-96+6).()
&0+)7.6+$)-+*&9%+4)

AGENDA

! When the Size Makes the Di!erence
! Niche and Mass Markets
! Customer Touchpoints
! Storytelling
! Growth Strategies
! Brand Portfolio and Brand Architecture
! Growth and Organizational Change
3

BIG OR SMALL?
Is it better to be small or big?
There is no right answer.
It is a decision to be made.
It is a matter of mindset:
Thinking Vs. Acting:
THINK BIG, ACT SMALL

Having a complete and broad view of the market and at the same
time having a strong focus on actions to implement

BIG VERSUS SMALL

ECONOMIES OF SCALE
Big companies can exploit,
thanks to their size, the economies
of scale. They refer to the cost
advantage that arises with the
increased volumes of production.
The greater the quantity of goods
produced is, the lower the !xed
cost per-unit is, because these
costs are shared over a larger
amount of products. This lets
companies o"er their products at
a lower price.

Small companies cannot

exploit them because of the
small capacity of production.
However, they can o"er more
expensive products to a target
market that is willing to spend
money for di"erent
characteristics, such as higher
sophistication.

BIG VERSUS SMALL

FLEXIBILITY
Big companies sense the
market, identifying the emerging
trends earlier. However, at the
same time, they are more
bureucratic and this slows the
decision making process and
consequently makes it harder to
grab opportunity.

Small companies are less

structured and this allows them
to make decision faster. They
probably need more time to
identify an opportunity, but since
they are more #exible grabbing
it is easier.

BIG VERSUS SMALL

BARGAINING POWER

Big companies have more

bagaining power. This allows
them to design advantageous
trade relations and to have an
e"ective presence in the
market.

Small companies have to

reduce their expectations
since the rules are made by big
companies. However, they are
more adept and able to cover
niche markets.

BIG VERSUS SMALL

IMAGE
Big companies have
cheaper prices thanks to
the economies of scale.
Sometimes, this lets
consumers think that big
companies o"er lower
quality products.

Small companies sell

higher priced goods.
This is often associated
with a higher quality and
competence.

BIG VERSUS SMALL

There is no strong unique advantage in being small or big.
The real point is leveraging on ones own di"erence.
What are companys PoDs?
If a company is big, it should know how to leverage on its size.
If a company is small, it should leverage on the advantages of a smaller size.

A company has to give customers the

reason to choose it.
There Is No Preference Without a Di!erence.
9

AGENDA

! When the Size Makes the Di"erence

! Niche and Mass Markets

! Customer Touchpoints
! Storytelling
! Growth Strategies
! Brand Portfolio and Brand Architecture
! Growth and Organizational Change
10

MARKET AND COMPANY SIZE

An important point is the match between
the size of the company and the size of the market.

Every market can be segmented.

Every company can segment in a di!erent way.
Every segment can have di!erent size.

What is the approach

that a company wants to have towards the market?
11

MARKET SIZE CONTINUUM

The market size is a continuum:

NICHE
MARKET

SEGMENT
SPECIALIZATION

MACRO
SEGMENTATION

MASS
MARKET

12

MARKET SIZE CONTINUUM

NICHE MARKET:
It is a small but speci!c and well de!ned segment of the population. The
customers have particular and high expectations, therefore the o"er
should be sophisticated and customized so as to meet them.

MASS MARKET:
A company that approaches the market with a unique value proposition,
without caring about the di"erence between segments. This extreme is
nowadays uncommon.

13

MARKET SIZE CONTINUUM

SEGMENT SPECIALIZATION:
A company focused on one single segment.

MACRO SEGMENTATION:
A company that divides the market in few big segments. Their value
proposition is di"erent in each segment.

Source:https://gatorgong.!les.wordpress.com/2015/01/mccafe-header.gif, http://logok.org/wp-content/uploads/2014/06/Mcdonalds-logo-old.png , http://

popsop.ru/wp-content/uploads/hipp_amore_packaging.jpg

14

MARKET SIZE CONTINUUM

Segmenting and o"ering di"erent value propositions can be identi!ed as:

A Market-Oriented Approach
Companies often exploit their brand portfolio,
allocating each of the brands for a speci!c segment.

15

e.g.

MARKET SIZE CONTINUUM

Danone BRAND PORTFOLIO

Are these
products
directed to the
same
customers?

Source: http://actimel.co.uk/wp-content/uploads/2014/07/Original-fat-free1.png, http://www.foodandwine.hu/wp-content/uploads/2010/07/activia-natur-3d2.jpg,

http://www.danonescandinavia.com/aineistot/Render_Danonino_Erdbeer.jpg,

16

e.g.

MARKET SIZE CONTINUUM

Bacardi BRAND PORTFOLIO

Are these
products
directed to the
same
customers?

Source: http://www.vodkaycaviar.com/120-207-thickbox/comprar-vodka-grey-goose.jpg, http://img1.!ndthebest.com/sites/default/!les/821/media/images/

Aberfeldy_12_Year_Old_Single_Malt_Scotch_1182914.jpg

17

VALUE PROPOSITION
CONTINUUM
Parallel to the market size continuum, there is the Value Proposition ( i.e.
VP) Continuum, which involves standardization and personalization.
STANDARDIZATION
One single proposition for
the entire market.

Mass Market

PERSONALIZATION
For each segment company
designs a speci!c value
proposition. As an extreme,
each customer could have their
own value proposition.

Niche Market
18

e.g.

VP CONTINUUM
Restaurant service

Chosen
Options
and
Choosing
Options

Source:http://venturebeat.com/wp-content/uploads/2009/02/ala_carte_menu_1798.jpg, https://barndivarestaurant.!les.wordpress.com/2012/07/prix!xe-menu4.jpg

19

e.g.

VP CONTINUUM
Hello Fresh

20

e.g.

VP CONTINUUM

Pepsi Spire
Pepsi Spire is a revolutionary project because it lets consumers choose
and mix the #avors they prefer. Before, in the soft drinks industry, the
#avor can only be chosen by selecting the relative brand, such as Sprite
for lemon, Fanta for orange, and so on.
Pepsi Spire changed this mechanism.

Source:http://frozenemotion.com/v3/wp-content/uploads/2014/10/pepsi_cover.jpg

21

(DIS)ADVANTAGES
Mass Market and Standardization: High e$ciency, lower costs,
commercial, production and communication synergies. However, not
di"erentiating means asking customers who have di"erent expectations
to standardize themselves in order to be aligned with your value
proposition.
Personalization: High e"ectiveness, but diversifying means modifying the
factors and so increasing the costs.

It is up to the company to decide which part of the

continuum it would like to be in

22

e.g.

VP CONTINUUM

Standardization
STARBUCKS
The format is the same everywhere

Personalization
SUBWAY
Create your own sandwich

Source: http://www.satoshikato.com/+Works/subway/DIY/Subway_DIY.jpg, http://www.solterradev.com/wordpress/wp-content/uploads/starbucks.jpg

23

AGENDA

! When the Size Makes the Di"erence
! Niche and Mass Markets

! Customer Touchpoints
! Storytelling
! Growth Strategies
! Brand Portfolio and Brand Architecture
! Growth and Organizational Change
24

TOUCHPOINTS
Touchpoints refer to every type of contact that a company can have with
its customers (e.g. a point of sale, a product, etc..).

What is the most e!ective way to reach

the target market?
The value delivery process consists of designing, realizing, and managing a
system of touchpoints between the organization, its products and
brands, and its target customers.
Touchpoints can be classi!ed into:
Owned ;3)

Earned ;3)

Paid ;3)
25

OWNED TOUCHPOINTS
Owned touchpoints are self-explanatory, and obviously allow the
organization with complete control.
Although there is no pay-for-use fee, there are design and management
costs to consider.
The most obvious examples here are owned stores, owned sales networks,
company websites, social media accounts, etc.
! They are more a"ordable than the paid ones.
Another example is sales force.

Source: http://www.bytez.nl/wp-content/uploads/2014/05/DSC_1136.jpg, http://www.gourmetsleuth.com/images/default-source/dictionary/triscuitcrackers.jpg?sfvrsn=4

26

EARNED TOUCHPOINTS
Earned touchpoints are beyond the organizations control and are fueled
by third parties (experts and consumers, among others). Here content
regarding the organization and its products and/or brands is delivered
because it is considered interesting and captivating. Some examples are
expert reviews, word of mouth among consumers, retweets and shares
on social media, and etc.
! They are not paid but are in#uenced by the company.
! They have a great potential: since they are not directly managed by the
company, consumers perceive them as more credible and reliable.

Source: http://www.mdimsolutions.com/wp-content/uploads/2014/08/socialpic.jpg

27

PAID TOUCHPOINTS
Paid (or bought) touchpoints are touchpoints that the organization buys
for a limited period of time.
Examples are ad space on a television channel, a newspaper, or a website (e.g. banners), or independent stores used to distribute products.
! They are expensive and not a"ordable for some small companies which
means that speci!c audiences cannot be reached.
Additional examples of this type of TP are: Sponsorship and Product
Placement

28

PAID TOUCHPOINTS
Product Placement: The purposeful
incorporation of a brand into an
entertainment vehicle.

Sponsorship: Involves an agreement between

two organizations that gives one (the sponsor) the
right to publicly associate its name and its logo
with the other (the sponsee) in exchange for some
form of payment, either monetary or in-kind.
Source: https://esulli6.!les.wordpress.com/2013/05/ted10.jpg

29

UNCONVENTIAL
COMMUNICATION
It is a hot communication means that many small companies use because it
lets companies reach a big audience in a non-costly way.
Two examples are:
Guerrilla Marketing ! This refers to low-budget, unconventional advertising
activities (gra$ti, sticker bombing, #ash mobs, micro-events, grassroots marketing,
and so on). These initiatives are done in a clearly delineated time and place (which is
where guerrilla comes from) and have a high impact on the public.
Viral Marketing ! The digital evolution of PR is all about viral marketing, also called
word-of-mouth or buzz marketing. The aim here is to create content that consumers
will voluntarily share on via social networks (hence the term word-of-mouse),
triggering a self-replicating viral process and creating a buzz.
30

e.g.

UNCONVENTIAL
COMMUNICATION

Source: http://cdn.creativeguerrillamarketing.com/wp-content/uploads/HLIC/39927eef9a2a35c2c04815c1cc47a4a2.jpg, https://

c2.static#ickr.com/8/7358/9263891670_a415d29f84_b.jpg, https://upload.wikimedia.org/wikipedia/en/5/5a/MC-Lager-4c_.jpg, http://
www.candywarehouse.com/assets/item/large/Anthon_Berg_logo_new1.jpg

31

BeFood Interviews:

Designing a Word of Mouth Campaign

With TRND, companies understand how powerful consumers are.

Martin Oetting
Partner & Global Collaborative Marketing Strategist

32

INTEGRATED MARKETING
COMMUNICATION
An organization can exploit numerous touchpoints to deliver content and
messages regarding its value propositions, but touchpoints are only a small
part of a marketing communication.
E"ective communication calls for the careful planning and integration of
content and media, so that the messages that reach the target audiences
are homogeneous and productive.
With respect to marketing communication decisions, these fall into two
macro-areas:
What content should be
delivered

What touchpoints are

used as delivery vehicles
33

INTEGRATED MARKETING
COMMUNICATION
There are several stages that, together, make the communication process:
Identifying target
audience

Setting
communicat
ion
objectives

Designing
content

Selecting
touch
points/
media

Releasing
the
campaign

Measuring
results

Every company can communicate

Companies have to design
a touchpoint system that is consistent with their size.
Creativity has a big role in communicating company message and can
balance the lower budget of small companies.
34

AGENDA

! When the Size Makes the Di"erence
! Niche and Mass Markets
! Customer Touchpoints

! Storytelling
! Growth Strategies
! Brand Portfolio and Brand Architecture
! Growth and Organizational Change
35

STORYTELLING
The content of the message is as important as the medium that is used to
communicate to the companys target market.
Storytelling is di"erent from the classical communication message.
Today most of the markets are so crowded that saying that a companys
product is better than the competitors is not enough.
You must be able to catch customers attention and preference.
Today there is the need of telling a story.
Storytelling is creating a narrative that makes the brand more human and
brings it closer to the target customers.

36

THE STORY
The features of a story are:
Relevance: a story is not a story in itself, it should be perceived as relevant
by consumers and it should be di"erent when compared with competitors
ones.
Intimacy: a story should be able to create empathy between the target and
the product. Intimacy creates a bond, so it is fundamental for the customer
relationship.
Continuity: a story should last and should be nurtured overtime. Story
should be renovated overtime to stay alive.

37

e.g.

STORYTELLING

Storytelling is about the message that the brand conveys overtime.

The values
listed and
showed in the
commercials
make the brand
human.

38

BRANDLOVE
The story makes a brand more human and this lets consumers feel
emotions towards brands that are similar to ones felt towards humans.
Brand love is the ambition that brands should have when they tell a story.
A brand love is a brand present in consumers everyday life.
Brand love is an emotional and passionate relationship present
between a satis"ed consumer and a brand!"!

Carroll and Ahuvia (2006)

Typical consequences of brand love are:

intention to pay premium price

brand loyalty

positive word-of-mouth

39

AGENDA

! When the Size Makes the Di"erence
! Niche and Mass Markets
! Customer Touchpoints
! Storytelling

! Growth Strategies
! Brand Portfolio and Brand Architecture
! Growth and Organizational Change
40

THE GROWTH PATH

All companies at birth are small.
It can take months, years, or centuries to grow.

How do you design a growth path?

How is it possible to identify and catch the opportunities in order to
grow?

41

BeFood Interviews:

Start small, get bigger

Our growth went through three main stages: the learning period, the
growth in Italy, and the agricultural and international age.
Federico Grom
Owner

42

GROWTH STRATEGIES
A market can be compared to a pie and
the company position is one slice of that pie.

Current
market

Potential
market

Market share

New market

Market
potential gap

43

GROWTH STRATEGIES
There are three di"erent strategic options:

1. Growing within the current market

2. Activating a potential market
3. Creating a new market

44

GROWTH STRATEGIES
1. GROWING WITHIN THE CURRENT MARKET
Increasing ones own slice, taking away competitors portion. To do this, a
company has to o"er a unique value proposition.
2. ACTIVATING A POTENTIAL MARKET
Thinking out of the current market. A company has to think about the
market in terms of volume:
Customers x occasions of usage x quantity per time
To increase the volume, companies can leverage on one of these three
factors. Some examples of strategies are: converting non-productcategory- customers (that feel the desire) into customers, innovating the
occasion of usage, increasing the quantity bought.
45

GROWTH STRATEGIES
3. CREATING A NEW MARKET
Converting non-customers into customers: There are people that do not
feel the need or the desire of having a given product. This is often the case
when they think that there is not a valuable value proposition that can
satisfy their expectations.

A company has to decide among these three options

or opt for a combination of the three.

46

GROWTH STRATEGIES
They are really di"erent in terms of risks:

Current market: a
company knows its
target market and its
competences.
Risks are !nancial
and of innovation.

Potential market:
change the habits,
p e r c e p t i o n s ,
categorization
s y s t e m s o f
customers.
It needs a higher level
of innovation.

New market:
transform people into
customers.
Innovation is
required at the R&D
level but also at the
customer level.
It is the riskiest
option.
47

AGENDA

! When the Size Makes the Di"erence
! Niche and Mass Markets
! Customer Touchpoints
! Storytelling
! Growth Strategies

! Brand Portfolio and Brand Architecture

! Growth and Organizational Change
48

BRANDS
Usually at birth the company and brand have the same name.
This is the so-called Parent or Master brand, that is the brand that
identi!es all the products of a company.
When companies grow, one single brand can be not enough. Indeed each
brand evokes speci"c associations that are known by the speci"c
target segment. Since di"erent segments have di"erent expectations,
having di"erent brands let companies to match the each one desires.

How do you manage several brands in

a unique brand portfolio?
BRAND PORTFOLIO is a combination of brands that the company sells
into a market.
49

BRAND ARCHITECTURE
Brand architecture is a model that helps de!ning:
!!the ROLE of each individual brand within the portfolio
!!the RELATION among brands
!!the RELATIONSHIP between the brand and the customer segment

50

BRAND ROLES
Brands can have di"erent roles:
- STRATEGIC: Brands that ensure the future of the company, these brands
are typically growing and appreciated by the customers.
- IMAGE: Brands with such a high quality and image, that they are able to
spread them over the entire portfolio.
- ENTRY LEVEL: their objectives is to cover the bottom part of the market
and satisfy that group of consumers that is not sensitive in terms of value
propositions and search for low price products.
- FLANKER: their main objective is to take away market space from
competitors.
51

BRAND ROLES
The performance measures are associated with roles and are speci!c
for each type of brand:

#$%&'!$()*+!!!!!!!!!!!!!!!!!!!!!!!!!! ,*$-($.%&/*!.*%+0$*.*&1+!
<;=>;:?!,))

?%$8&0@)<'-+4@)A'%/+&)<0'%+)

!A>?:)

!"'1+)

:B;=C)D:E:D))

<'-+4).()&+%"4)$F)E$-9"+4)

GD>BH:=)))

A'%/+&)<0'%+)

52

BRAND RELATIONS
Companies should be able to di"erentiate their brands in order to avoid
internal cannibalization.
The brand relations can be de!ned through branding strategies:
House of Brand
Strategy
Endorsement
Strategy

Branded House
Strategy
Sub-Brand
Strategy

53

BRAND RELATIONS
House of Brands
Here the organization owns several brands and manages each one
separately, without making their shared origins public.
The point of this strategy is to maximize e"ectiveness by attempting to build a
positioning for each brand in every single market segment, sacri!cing
e$ciency.
Each brand has its own brand elements, communication strategy, managerial
team, and other speci!c costs.

54

e.g.

BRAND RELATIONS
House of Brands

Source: https://upload.wikimedia.org/wikipedia/en/f/f9/Twix-Wrapper-Small.jpg, http://img.21food.com/20110609/product/1305767013015.jpg, https://

dogindeed.com/media/catalog/product/p/e/ped1_1.jpg

55

BRAND RELATIONS
Branded House Strategy
With this strategy, a master brand is used for all the organizations products,
and each one is distinguished only by its name.
The aim of the Branded House strategy is to maximize e$ciency, exploiting
communicative synergies generated by communication based on a single
brand that have positive repercussions For all of its products.
Speci!cally, this strategy makes it possible to utilize the same brand
elements for all the products, reinforcing awareness and facilitating
memorization. The organization can also keep tight control over image, since
image revolves around the master brand.
However, e#ciency here goes to the detriment of e!ectiveness: if there are
market segments that di"er widely in expectations, the closer the brand is
connected to a single segment and the less appropriate the other segments
will consider it.
56

e.g.

BRAND RELATIONS
Branded House Strategy

Source:https://pbs.twimg.com/pro!le_images/1308982125/logo1.jpg, https://upload.wikimedia.org/wikipedia/en/thumb/4/42/CostaLogo.svg/1024pxCostaLogo.svg.png, https://upload.wikimedia.org/wikipedia/en/thumb/d/d3/Starbucks_Corporation_Logo_2011.svg/1017pxStarbucks_Corporation_Logo_2011.svg.png

57

BRAND RELATIONS
Sub-Brand Strategy
The main focus on the parent brand. Here a master brand is used with a
sub-brand (which occupies a less prevalent position). By implementing this
strategy the organization seeks to build a strong image for the parent
brand that can be transferred to each sub-brand, every one with
speci!cities that render its image more attractive for its target segment.
The sub-brand strategy is e!ective when the di"erences between
segments are not so dramatic as to call for ad hoc brand positioning, but at
the same time not so negligible as to be covered with a single brand.
The association between the parent brand and the sub-brands is also
conveyed by the structure of brand elements that encompasses certain
di"erences for each sub-brand.
58

e.g.

BRAND RELATIONS
Sub-Brand strategy

59

BRAND RELATIONS
Endorsement strategy
Main focus is on the individual brand.
Here too the master brand is used with another brand, but the latter
actually predominates over the former. This means that the master brand
serves as an endorser, presenter, and certi!er of quality of the second
brand.
The organizations e"orts center on building a strong image for the
endorsed brand, with positive associations also linked to the master
brand.
So an endorsement strategy is e"ective when the organization wants to
serve segments that necessitate ad hoc brand positioning, where a single
brand or a sub-brand is not e"ective enough.

60

e.g.

BRAND RELATIONS
Endorsement strategy

Source: http://www.h3dwallpapers.com/wp-content/uploads/2014/08/Nestle_logo.jpg, https://upload.wikimedia.org/wikipedia/commons/4/48/Nespresso.png

61

BeFood Interviews:

Managing Huge Brand Portfolios

Bulding a winning portfolio means positioning our brands accordingly to
consumers needs and occasions of usage.
Floris Cobelens
Marketing Director , Italy

62

BRAND RELATIONS
The two in-between strategies are the most used in the F&B industry since
they let companies combine the advantages of the two extremes.
Having two levels of brands Master and individual allows a company to
be able to communicate, at the same time:
-! the speci"city of the value proposition (individual)
-! the strenght that there is behind (master)
It is a matter of FOCUS:

what brands does the company want to highlight?

63

AGENDA

! When the Size Makes the Di"erence
! Niche and Mass Markets
! Customer Touchpoints
! Storytelling
! Growth Strategies
! Brand Portfolio and Brand Architecture

! Growth and Organizational Change

64

GROWTH
The growth of a company involves positive aspects such as the growth of
sales and of the market share and the advantage on competitors.
However, the growth of the company requires organizational change
Growth has an impact on three levels:

Culture

Structure

Processes

65

CULTURE
Organizational culture: a set of shared beliefs and actions typically
shared among the members of the organization.
Culture can be very di"erent between small companies, where everything
is informal, and big companies, whose members almost do not know each
other.

Very often small companies tend to be focused on the product.

When they grow, they become market oriented.

66

STRUCTURE
Structure: how roles are de!ned within the organization
and what are the responsabilities.
In small companies, almost everyone can do everything and positions are
easier to switch; the roles allocation is not strict.
In big companies, roles should be well de!ned in order to not lose
e$ciency.
Fundamental for big companies and company whose objective is becoming
big, is having a well de!ned structure with clearly de!ned roles that can
support all the company actions and strategies.

67

PROCESSES
Processes: the procedures that regulate the activities that a company
implements in a market such as communication processes, training
processes ,salary-compensation processes, career de!nition processes.
In growing companies these procedures are fundamental to indicate how
the tasks should be completed and to ensure that competence meet
performance.

The growth within the market should be parallel to a growth within the
company.

68

LINKS
Bacardi

NatGeo MegaFactories - Heineken

HelloFresh

Trnd

PepsiSpire

Heineken

Anthon Berg

Grom

Molson Canadian

Triscuit

Guinness
Guinness II

Pinterest board

69

ADDITIONAL LINKS ON
GROWTH STRATEGIES
Examples of brands invesSng in the innovaSon of the occasions of usage:
Philadelphia Love Breakfast (youtube)
Kellogg's Eggo Homestyle Waes by every (youtube)
KraQ Recipes Hub
Triscuit | Made For More (youtube)
70

ADDITIONAL LINK ON
UNCONVENTIAL COMMUNICATION
Some great examples of guerrilla markeSng campaigns:
ON Media Group | Jameson InteracSve ProjecSons NYC (youtube)
ON Media Group | Jameson InteracSve ProjecSons NYC (vimeo)
Coca-Cola | The Coca-Cola Friendship Machine AlternaSve AdverSsing
(youtube)
The Cheesecake Factory, TCFMarkeSng | What Does Joy Smell Like (youtube)
The Cheesecake Factory, TCFMarkeSng | What Does Joy Smell Like (vimeo)
Sprite | Giant Soda Machine Shower (youtube)
71