A-1 Steak Sauce Case Analysis

"We wanted to provide a place that the whole family could enjoy," says Taylor. "Texas Roadhouse is about a hearty, good meal with service that is friendly, energetic, and

After exploring the four different models, the market development model is best aligned for them to succeed, more of the same restaurants in new markets. When they realized this was the model that needed to be followed, they altered the way they market and who they market too. First, they market to the Beef-Eaters, those looking for high end prime products. Their primary customers enjoy beef. Second, they have to market to places that are able to have U.S beef imported to them. Third, the average cost for just an entrée is $70, so they need to market to people with high-disposable income (Peter & Donnelly, 2013).

In this case study, we will be analyzing the current position of how well Kingsford is within the marketplace and determine which of the issues are plausible causes in its drop in revenue. We will be creating a comprehensive strategy as well as a marketing plan to evaluate and adjust the matter at hand. First we will begin with identifying the issues and implementing a method to reemphasize the importance of marketing in the business. The goal is to create a marketing plan that will add value to Kingsford’s market share, sales, and profitability.

Problem Statement: A1 Steak Sauce is a brand of Kraft Foods with little competition in the steak sauce market. The product currently has the majority dollar and volume market shares in the steak sauce market. However, unit and volume sales have remained flat. Lawry’s, which is owned by Unilever, has announced an April 1st launch of its own steak sauce. Lawry’s has approached Publix and requesting the Memorial Day ad with a 2-for-$5 price. Now Publix is telling A1 to either match Lawry’s ad or lose its place.

A.1 sought to introduce and launch a new poultry marinade item, and was planning to continue an aggressive marketing campaign against its competitors. However, marketing the new poultry product was a failure and A.1 had to reassess its strategies regarding the launching of new trial marinade brands. The major challenge that A.1 based however was protecting its market share, and brand integrity by counteracting though bold launch of a new steak sauce product by Lawry which was cheaper, and very similar to the A.1 product. Lawry Steak Sauce was one dollar less than A.1. Steak Sauce ($3.99 vs. $4.99), and the Lawry product were 11 ounces whereas A.1 was 10 ounces. Lawry’s product was also similar in taste, texture and packaging as the A.1 product which also presented a serious problem for A.1. Added to this was the fact that Lawry introduced its new product live on an interactive cooking show which gave the product an extra media boost. (Kerin & Peterson, 2011, 634)

When introducing a new product, it is imperative to have a marketing plan. The Southern Rice Company has well establish a recognizable brand and built a strong brand equity. “Good advertising can make a consumer want to try a product, but a repeat sale is typically influenced by the consumer’s product experiences.” (Arens, page 263) Customers are paying extra for the satisfying quality that Southern Rice provides in their products. Recently a new style of cooking rice, instant rice, has become a threat and opportunity for the company. Using our substantial advertising budget, our overall goal is to

It was easier to provide tactical support for Clever Cooking. Because the activity of outdoor grilling of bratwurst is not correlated to the consumers’ use of Italian sausage on the weekends, the company doesn’t need to fear the cannibalization of their other brands with this marketing strategy. Both alternatives have proven viable concepts and fit the criteria necessary of being realizable by the chosen date for the brand’s national launch.

The main source of our study comes from an intensive case study that illustrates Hawaiian Punch’s “Go-to-Market Strategy” decision option, faced by the company’s Marketing Director Kate Hoedebeck during the time span from year 2004 to 2005. As the number one fruit punch drink sold in the United States, Hawaiian punch enjoyed its

Indeed it is true that there are uncertainties in whether the price promotion in 2004 was profitable or not. A report by a consultant firm concluded that the promotion program was not profitable. However, one group in the management team including Brown believes there are significant flaws exist in the analysis due to the following errors: the normal sales figures being too high; variable costs including overhead cost incorrectly; the cannibalization costs and inventory savings which, instead of being left out of calculations, were included and estimated inaccurately.

Looking to 2007, a price promotion program would enable Culinarian cookware to: 1. contribute to the minimum 15% revenue growth’s objective set by the firm’s CEO Audrey Roux 2. increase its market share on the premium cookware segment and 3. build brand awareness among consumers. We recommend Culinarian to run a 15% price promotion on the CX1 and DX1 categories of products during the high peak seasons (June-July and November-December), and to advertise nationally on this promotion.

Culinarian Cookware has a prestigious band image, is a leader in premium cookware market, and delivers an outstanding product. With this said, there are still areas in which the brand could improve, as it still has a much lower brand awareness and market share than industry leaders Star Chef and Kitchen Select. We believe that one way in which Culinarian could combat these issues and push towards completing its strategic objectives is to run a price promotion in 2007. Though there was dispute as to whether the promotion of 2004 was profitable, due to our analysis of the 2004 promotion and the current state of the cookware market we believe that there is room for a

Taco Bell was successful in running a media campaign that effectively dealt with the crisis situation of being sued for misrepresenting the quality of beef they used. However, even though the Beasley Allen law firm dropped the class action lawsuit, Taco Bell executives were furious over the very allegation and attempt to tarnish their reputation (Forbes, 2011). In their resentment towards the frivolous lawsuit, Taco Bell began another ad campaign. The purpose of this campaign was to get Beasley Allen’s law firm to make an apology (Forbes, 2011).

• Well-developed strategy: Outback Steakhouse has identified itself to have a differentiation strategy by achieving

This paper will discuss the varying techniques that two similar companies can use to facilitate successful marketing strategies. It will also delve into the techniques of one of these companies to further understand how these techniques close the provider gap to achieve a better service quality. Marketing techniques directly relate to the type of business and customer base involved. Two companies that offer similar services can, and often do, vary in their approach of marketing to achieve prosperous results. By investigating the two companies, Papa Murphy’s and Mama Carpino’s, and the differing techniques using the services marketing mix, it becomes easy to see how the marketing strategy for each company works. Analyzing the techniques a company uses can show where the provider gap widens and can enable the company to make the necessary changes to close the gap. Closing the gap makes for a better customer experience and helps to ensure that the customer will want to utilize the service again.

Introducing a new product into the market where similar products already exist is a risky project that involves investment of time and money. Failing to study the need of such product in the purported market and among the target customer will only lead to failure of a new product and loss of investment. Prior to developing on the idea of manufacturing its own brand chili sauce, Tesco must