SWOT analysis Häagen Dazs, ice-cream, Nestlé, ice-cream in jars, ice-cream sticks, legal organization, products made from fruit, yoghurts, policy of Häagen Dazs
Häagen-Dazs is a company that was founded in the 1960s by Reuben Mattus, headquartered in Minneapolis, Minnesota, United States.
The company is an industrial ice-cream producer and marketing company, now known worldwide. It distributes its products through mass consumption (jars, mini jars, ice-cream sticks) as well as through a global network of around 900 shops offering ice-cream consumption and other sweet treats (pancakes, waffles, sundaes, cookies) on-site or to take-away. The stores in the network are mostly owned through franchises.
The company is now part of the General Mills group. Its founder was a Polish immigrant in the United States who had been producing his own ice cream since the 1930s. In the 1960s, he had the idea of changing the strategic positioning of his ice cream and trying to make it a premium product, sought after, coveted, luxurious. To do this, he redesigned and completely changed the packaging of his products. He invented' the nicely decorated ice cream jars, appealing to new consumers.
[...] The ‘healthy eating' trend can also pose a threat to the brand. With the demonization of fatty, salty and sweet foods, the consumption of ice cream and in particular large-capacity jars could be impacted. For example, a decrease in the general consumption of ice cream has been observed for several years, in particular in favour of frozen yoghurts, considered to be healthier and less caloric. Another threat is that the ice-cream market is very competitive. Häagen- Dazs's main competitors, Unilever (Magnum), Ben & Jerry's, the Milkmaid, are constantly innovating and offering new products to gain new market share. [...]
[...] SWOT Analysis of Häagen-Dazs Strengths Weaknesses French leader Low presence on social networks Diversity of packaging and products Difficulties settling in some Strategic locations countries Local production High price can be a barrier to Control of the production chain consumption Owned by General Mills Gourmet, caloric image Healthy ingredients No positioning on frozen Premium image Christmas specialities Multichannel distribution Opportunities Threats Healthy eating trend Seasonality, weather Development of home sales of sweet Healthy eating trend and frozen products (Deliveroo, Uber Very competitive market Eats) COVID19 impact A. Strengths In France, Häagen-Dazs stands out as the leading brand ahead of all its competitors. This is one of its main strengths, enabling it to support its sales, revenue, production and financial results. [...]
[...] Conclusion and Strategic Recommendations In conclusion, it seems important to underline the strength and resilience of the Häagen-Dazs model. Thanks to its global presence, it has very good control of supplies and the territorial coverage of its stores, the brand still seems to have a bright future ahead of it. The COVID19 crisis could nevertheless have a major impact on the company's turnover due to the limitation of tourism, vacations, the gloomy economic and social context, the limitation of friend and family reunions, usually conducive to the consumption of ice cream. [...]
[...] They also use local sugar cane and French or Belgian eggs. Enough to satisfy French consumers looking for ‘made in France' The plant is also ISO 9001 certified, an additional guarantee of quality and control. The company refuses to publish its annual turnover. Its owner, General Mills, achieved a turnover of 15 billion euros in 2019. The figures relating to Häagen-Dazs are treated as confidential and difficult to find on the Internet. It should, nevertheless, be noted that the Arras entity achieved, for example, in 2001 a turnover of 70 million euros and has a share capital of 17.2 million euros. [...]
[...] The brand has nearly 80 stores in France and has established strategic locations. Its boutiques are located in particularly frequented or emblematic places (Champs-Élysées, Old Port of Marseille, Historic Center of Nice), in busy shopping centres or via corners in large cinemas. The brand often highlights its predominantly local production. In its Arras factory, for example, it uses French milk from 450 local dairy cooperatives, sugar cane from Hauts de France, liquid chocolate from neighbouring Belgium, and also French or Belgian eggs. [...]
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