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Analysis of Stabburet’s marketing plan

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  1. Introduction
  2. Mission statement
  3. SWOT analysis
  4. Marketing environment
    1. PEST analysis
    2. Stabburet-Porter model
  5. Marketing strategies and objectives
    1. Segmentation strategy
    2. Positioning strategy
    3. Growth strategy
    4. Marketing objectives
  6. Expected results
  7. Marketing programs
    1. Product plan
    2. Price plan
    3. Distribution plan
    4. Promotional plan
  8. Conclusion

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. [...]

[...] In this way, Stabburet will receive a greater commitment from the dealer and more control over image and price PROMOTIONAL PLAN The aim of the promotional activity of Stabburet is to increase awareness of its brand even more and for its new products in the long-term, To increase usage as well as to communicate its benefits to the customers. This aim will be achieved using the existing promotion mix as well as sales promotion. The latter will basically aim at increasing usage. [...]

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