Professional Documents
Culture Documents
MGMT480-01
Premium chocolate represents a fast growing and dynamic market in many parts of the world,
with global sales having risen by over 18% within the last year. Sales and customer awareness
are both growing for a variety of reasons, these include wider availability of premium chocolate
and the retail levels of new product activity. Additionally, more consumers are becoming
attracted to dark chocolate for its health benefits, while ethical concerns have increased demand
for organic and Fair-trade chocolate. The STEEP analysis of the premium chocolate industry
shows how the industry is changing and the different drivers that are changing the competition in
Political Factors: Rogers’ Chocolates are not facing any political influences on its business, and
the political issues in the premium chocolates industry are less. However, under the US-FDA
guidelines, the large chocolate manufacturers are seeking the redefinition of the term chocolate.
The USFDA redefinition of chocolate makes it easier for manufacturers to call their product
Economical Factors: There are a lot of economic factors that affect the consumer spending like
the inflation, taxes, unemployment, exchange rates, income levels, and mortgage rates. The
economic crisis affected the Canadian economy. When the income of people decreased, their
purchasing power decreased. Consumers are watching their spending and cutting down on
luxury items and going for cheaper versions of certain products. So many consumers are buying
Sociocultural Factors: Consumers are becoming more conscious and they are inventing new
ways to go green and to adopt a healthy lifestyle. They are demanding more organic products
and expect manufacturers to be going green. There’s an increase awareness among consumers
regarding human rights concerns, and since Rogers’ get their raw cocoa product from West
Africa, their reputation might be affected. Moreover, consumers and employee are demanding
that chocolate companies follow good CSR practices because force labor and child labor are still
Technological Factors: Although there are technologies that prolong shelf life of products and
cut down on production time, Rogers’ have been using the same equipment for many years. The
changing technology has a great impact on the competition in the industry.As one quarter of
sales in Canada occur 8 weeks before Christmas, the use of new technology can reduce
In production of premium chocolate the primary raw material is cocoa bean, sugar, and milk.
There are many suppliers of sugar and milk all over the world, they are almost the same
everywhere. Also, according to CAOBISCO, there are 4.5 million of cocoa farms around the
world, to whom the chocolate manufacturers are an extremely important customer, the
bargaining power of the chocolate premium industry suppliers is generally low. But since the
fine grade cocoa production represents a small part of the world’s supply, the bargaining power
There are many buyers in the premium chocolate market. Since many premium chocolate
manufacturers have their own unique selling point and the products are not standardized, buyers
cannot easily switch to another manufacturer and get the same product. Regarding the bargaining
power of Rogers Chocolates, the company has unique quality products and has distinctive and
exclusive taste so the buyers cannot get this unique quality of products from others, so they
cannot easily switch to other manufacturers and that reduces their bargaining power.
3. Threat of Substitutes
Some substitute products for premium chocolate are traditional chocolates and other sweet
products or snacks that customers could use to satisfy their need. The chocolate industry compete
with many substitute products ranging from candies to cookies. The customers have a wide
variety of substitute products available, like non chocolate products, which makes the threat of
Competition in the premium chocolate market consists of strong regional brands with a few large
competitors, such as Godiva, Lindt, Callebaut, and Purdy's. The market is growing at 20%
annually which suggest less intense rivalry among competitors. That situation considers less
intense rivalry among competitors; moreover every area has their own local player, like Rogers
in Victoria. Premium chocolates may be more valuable than traditional chocolate, but with a 6
month shelf life, there is less urgency to sell off products. With high levels of differentiation,
Frequently, existing industry members are often strong candidates to enter market segments or
geographic areas where they currently do not have a market presence. Apparently, Hershey's and
Cadburys have been moving into the premium chocolate market through acquisitions or up
market launches since this segment still posses high percentage of growth. The market is only
control by few large and old players who occupy significant market shares. The chocolate
industry has a significant economy of scale entry barrier because large companies exist in the
industry that has high production output and it reduces the threat of entrants. In addition to
economy of scale, product differentiation is another entry barrier in the chocolate. There are
many competitors in the industry that have remarkably identifiable brand names and customer
loyalty like Rogers Chocolate itself. New company must increase its spending to overcome the
From the five competitive forces, they are relatively low to moderate in affecting
premium chocolate industry especially Rogers Chocolate. However, the presence of Hershey's
and Cadburys in the premium chocolate market is the strongest competitive force (threat of new
entrants) as they have enormous resources and experiences. The weakest forces is the bargaining
power of suppliers, as they can only affect the cost thus as long as people still love chocolates
then the market is still big, and the threat of new entrants as this industry requires a huge amount
of capital investment.
Competitor Analysis Table
Lindt Purdy’s
• Large variety • Successful historic product
• Broadly distribution • Very successful with hedgehogs
• Cheaper in price • Large variety
• Emphasized product for immediate • Broad locations; lower price point
consumption Good packaging and store displays
•
• High quality and purity of chocolate
• Focus on group purchase and discounts
- Mid range quality and packaging offered for high-volume orders
- Product quality lower than Rogers’
Rogers’ key resources and competitive capabilities include the company being a non-union,
cleaning times that were efficient to production, excelling in profitability in different markets,
keeping the traditional brand image, establishing financial strategies designed to minimize
taxable earnings, and placing a well-qualified president to uphold the company’s standards of
effective leadership.
Its resource weaknesses and competitive liabilities include demand forecasting with
seasonal production, increasing awareness without diluting the brand with weak messaging or
presentation to wholesale accounts, keeping the traditional image of the brand when trying to
attract younger buyers, and financial growth slowing at times due to decrease in tourism.
Their distinctive competencies lie in their tradition. Roger’s adheres to their traditional
values of supplying customers with unique, high quality, hand crafted products that leave a
lasting impression and turn customers into a loyal consumer base. They also Advertise through
travel channels such as guide magazines, flyers on ferry boats, hotel magazines and seasonal
print advertising, radio spots and minor TV advertising in Victoria. Another competitive
advantage is that Rogers’ markets are comprised of company-owned retail stores strategically
positioned in tourist areas; wholesaling chocolate products to independent gift stores, large retail
chains; tourist retailers such as airport shops; corporate accounts purchasing products for clients
Operations: Rogers’ Chocolate Company initially used manual way of wrapping chocolates.
Although the chocolates were of high quality, the process was however very slow. Related to
mechanism of production was labor required in the whole production process. The company
relied on human labor in carrying out its operations. Even though hand wrapping is still being
used, the company has acquired many efficient machines that assist in carrying out production
process. More skilled labor force therefore, has been recruited unlike initially where most of
production process has increased a lot, thus making the company adjust according to fluctuating
market, the company plans to expand its operational region to ensure widespread distribution of
its products.
Human Resources: Rogers’ production employees are very efficient; they “learned multiple job
functions and enjoyed a variety of work and tasks”. Rogers’ had a very strong culture because
employees are dedicated to their job. Some of Rogers Chocolate Employees are third
generation employees and are proud and passionate about Rogers heritage and commitment
to quality. They believe in the brand and its image Rogers’ retail employees have very good
packaging skills. However, Some employees have been with Rogers for a long time and are
resistant when it comes to changing the way Rogers does business. Some believe that the
core values and heritage that Rogers claim will have to be compromised if they change too
much.
Marketing: Rogers Chocolates has earned a reputation as one of Canada's premiere chocolate
makers and many consumers stating that Rogers' is one of the best chocolate they have ever
tasted (Customer Review 2010). The retail stores create a unique costumer experience with the
aromas and image of the store and one of the friendliest staff. Another 30 percent of Rogers's
costumers are wholesale distributors and stores. The relationship that Rogers maintains with
these customers has been essential to the growing success of the company. They have to strive to
provide competitive price, great customer service and inventory in a timely manner. Regarding
Rogers’ brand Awareness, Rogers' had a brand share of approximately 6% out of $167 million
Canadian Chocolates market in 2006. Consumer pay premium price for premium chocolates and
this fact can be looked intimidating to the retail and wholesale customers who are unaware of the
brand and unwilling to try it. Rogers Chocolates' brand is iconic and local heritage in Victoria
but less known in the rest of Canada. Either customers love the brand or completely unknown.
Rogers also has addressed the health conscious consumer by provide non-sugar chocolates.
Organization: The Board of Directors run the company along with the President, Steve Parkhill.
There are three vice presidents. Ray Wang is the Vice President of Manufacturing, Bjorn
Bjornson is the Vice President of Financials and Kate Phoenix is the Vice President for Sales and
Marketing. Rogers’ employees are allocated into three departments: production, retail and
management. “There were about 110 non unionized retail and production employees”. 35
Culture Rogers’ has a good culture because its “plant was non-union, which was a direct
reflection of the company’s long history and strong family values”. “Employees were quite
proud of the Rogers’ heritage and commitment to quality and were passionate about the
company”. Although this was a strong advantage to the company, the employees’ passion
towards the company has a disadvantage because they are resistant to change; “anything new
caused concern that the company was comprising its values and its heritage”. They represented a
unified front as “permanent employees were on a first name basis with all of the senior leaders,
including the president”. This kind of culture develops, encourages, and maintains the bond
between the employees with one another and between them and the company.
4. SWOT
Strengths
• The brand is historical with roots to Canadian Victorian establishment and it has high perceived value
• Variety in product offering, different styles and tastes that are geared to certain seasons
• Parkhill who had previously worked as the VP for Maple Leaf Foods was in charge of six plants and 2,300
employees. Has an Ivy League MBA and has extensive work in Sales, Marketing and Operations.
• Customers Loyalty
• Social Awareness: Part of the workforce at Rogers is composed of disabled individuals who help out in
production.
• Margins are maintained at 50% on average which outperforms lower quality chocolate segments. Their
revenues have increased due to new products and acquisitions although overall sales percentage had decreased.
Weaknesses
• Equipment and Processes: Old Technology. Machines are not optimal or efficient. They bare more costs on
operating the old equipment. Their handmade processes are labor intensive and time consuming.
• Suppliers: Chinese suppliers cannot work efficiently to the schedule that helps the company run on an
optimal level. But Rogers does not have enough orders share for them to pressurize the supplier
• Capacity: They are limited in capacity as they have a 24,000 sq. ft. manufacturing facility, with 35
production employees. They cannot meet the current demands on time in that space.
• Software: capability to measure the impacts of new products like ice-cream is not available for accurately
forecasting whether to move forward with certain products.
• Resistance to change: Some employees have been with Rogers for a long time and are resistant when it
comes to changing the way Rogers does business. Some believe that the core values and heritage that Rogers
claim to have will be compromised if they change too much.
• Rogers depends on people to experience their product in order to become aware of their product. Due to their
lack in diverse locations, they are restricted in attaining brand awareness outside of their geographical
confines.
• Traditional Image does not attract new and upcoming Canadians and other buyers.
• Packaging and Design: Rogers has very traditional Victorian packaging that gives off the image of being
traditional or not innovative enough.
• Longevity of Product: Due to the lack of additives in their products. Rogers chocolates do not have a long
shelf life. To add more additives or preservatives in their chocolates would go against their quality image.
• Distribution Locations: Granville is situated behind some refuse bins. This is contrary to the brand image that
Rogers is trying to portray and promote.
• Wholesale integrity: Certain small wholesale customers have sold expired products which hurt the Brand
image of Rogers Chocolates.
Opportunities
• Increasing use of internet makes high-margin distribution channel appealing; great way to cheaply reach rural and
American customers
• Corporate gifts channel offers good margins, even at discount, and high-volume orders
Threats
• Entrance of big players such as Nestle (through Godiva) with capital, distribution, marketing budgets
• Growth of Bernard Callebaut, another retailer with similarly priced and positioned product
• Gradual change of preference from milk chocolate to dark chocolate has a negative effect to Rogers company that
manufactures milk chocolate.
Growth Options
I believe that Rogers' Chocolates should focus on strengthening current retail operations by
growing the retail business into new geographic markets by solidifying the performance of the
current locations and then opening additional stores in new areas the will expand their brand
recognition while preserving the quality of their product which designed its stores carefully to
reflect its heritage identity. But there’s a drawback because the company will need to hire new
retail employees and there is a risk that the store will be underperforming like the 2 in
Vancouver). There ice cream line is complementary to the business and should be further
developed and sold in the stores. Internally, and operational strategy to improve efficiencies in
production and demand forecasting will reduce costs, preserve product quality and optimize
production and inventory capabilities. Thus, they should develop core competence in operations
Recommendations
1. (First 2 years) Parkhill should address the firm’s production and operation problems by
implementing integrated production planning and operation control system. This will help him
gain a proper control over the business. He should address these problems by implementing
integrated production planning and operation control systems as soon as possible (within the next
3 months).
2. (First 2 years) In the next step, he should develop new ideas of products and packaging in
order to attract diverse group of customers. Rogers’ can take advantage of change in consumer
preferences for organic and healthier chocolate. However, Rogers’ old fashion way of packaging
products seems to be one of the main causes of the firm’s slowdown. Therefore, new concepts of
products and packaging need to be developed in order to differentiate the firm from its rivals and
to attract diverse group of customers. Marketing research and consumer preferences survey
should be conducted to find out the customer needs. This strategy should be implemented right
3. (First 2 years) The third step will be to develop and expand the firm’s online selling system.
This will be a platform for the firm to capture a broader market and attract younger and new
customers. Currently, Rogers’ is confronting with “customers aging” issue. People nowadays
tend to do everything Online. Therefore, expanding online selling system and e-marketing will
help the firm target a broader market as well as younger generation. Rogers’ should develop a
user friendly, multi lingual website and do aggressive e-Marketing activities. Parkhill can
4. (3rd, 4th and 5th Year) After the three mentioned steps, Roger’s will be ready for expanding.
Expanding retail sales for Roger’s will take place in two steps as follows: In the first phase,
Parkhill should acquire 3 retail shops in downtown Victoria with long term lease agreement.
Marketing VP should help him in finding the most appropriate location. After two years, positive
results of the previous implemented strategies and after gaining the projected ROI will be ready
for more expansion. To be present in a wider market and take more advantage of the growing
market, Rogers’ should continue its expansion through acquiring high-end retailers in
Kennon, Joshua (2010) Chase Candy Company – A Business Profile of a Regional Chocolate
Maker. Company Profiles and Analysis.
Lazarus 2008, Sweet deal for Purdy's and Roger's Chocolates, August edn, Marketing Magazine
Morrissete 2008, On the case: How sweet is this, really?, Financial Post Magazine
Victoria Times Colonist (2010) Rogers' Chocolates sweet on Canadian Navy's 100th anniversary
celebrations. Canwest Publishing Inc