Marketing Strategy

(MKT631)
Project Report Presentation on:

Wiikano Orchards Case

SUBMITTED BY:
GROUP – 5
Ritika Sharma (1910120028)
Ashutosh Choudhary (1910120007)
Anuj Yadav (1910120163)
Atul Mishra (1910120135)
Mayank Sharma (1910120021)
Morvi Dhawan (1910120022)
  Headquartered in Ohio River Valley

 Family-owned and operated apple orchard of

INTRODU 120 acres

 Purchased by Yazzie family in 1928

CTION  Current President of Wiikano: Dena Yazzie

 Manufactured and sold apple juice under the

Tuwa brand name in the mid- western area of

Unites States
 The company faced primary losses due to its

CURREN
declining demand in the food and beverage
industry
Lacking to align their marketing plan,

T strategies and various forms of promotion

compared to their fellow competitors
Company has failed to attract their wholesalers

SITUATIO and other suppliers

To overcome these issues, the president tried to
rebrand Wiikano’s apple juice

N Plan consisted of:

Rebranding
Digital marketing
In-store promotions
LEVELS OF COMPETITION
McIntosh
Apples

Tropicana

Mom-and-pop Juicy Juice

Tree Top
Product form
Lucky Leaf competition:

Musselman’s Energy Bars

Product category Apple Cider

Mott’s competition:
Energy bars
Generic
Minute Maid competition:
Kroger Healthy Snacks
Budget competition:
Food
 Level of Definition Competitors Need Satisfied
competition
Product from -filtered -Musselman’s Health and
dietary needs
-pasteurized -Lucky Leaf

LEVEL OF -vacuum sealed

-natural/fresh apples
-Tree Top
-Old Orchard

COMPETI
-Indian Summer
-White House
 

TION
Product Category -citrus -Mott’s Instant energy
and feeling of
-non-citrus -Juicy Juice
freshness
-vegetable juice

ANALYSIS Generic

Budget
Blended fruit and
vegetable juice with
exotic flavors
-Own: $2.19 - $3.29
-Minute Maid
-Tropicana

-Kroger
 

 
-Store Labels: $1.99 - -small “mom-and-
$3.19 pop” grocers
-McIntosh Apples
-Apple Cider
 Opportunity for competitive advantage:

COMPETI
Can we Differentiate? : differentiate based on health
benefits, flavor appeal, perceived quality, comparable
prices of other brands, and familiarity of the brand

TIVE Can we Perform Against Critical Success Factor? :

POSITION
Wiikano is the only brand on the market that sells
100% freshly squeezed apple juice, as well as a
variety of other high-quality apple-based items

ANALYSIS Stage of Competing Products in the product life

cycle: Is the timing, right? : Growth stage is the
stage of Competing in the product life cycle
 WIIKANO ORCHARDS MINUTE MAID TROPICANA

TITIVE Management Strength Company lacks a well-established or

and Depth graded organizational ladder
Workers at the Coca-Cola Company rank
their executive team in the top half of
similar-sized firms with 10,000 or more
employees
Every member of the senior
management team has years of
experience in FMCG and consumer
goods industry

POSITIO
Financial and
Functional Resources

1. Manufacturing The average yield per acre in 2016 was The Minute Maid Company has a factory On 285 acres, with 69 acres under roof,
54 available tons in Apopka, Florida, as well as the massive operation requires about

N
manufacturing facilities in New Jersey, 7,000 square feet of cold storage space
Massachusetts, Michigan, Texas, and two
in Canada. Minute Maid, a premium juice
and juice drink brand manufactured and
distributed by HCCB

ANALYS 2. Distribution Via farmers markets and a small on-site

shop, they sold fresh apples and other
value-added apple items directly to
customers
Its distribution system includes the
conventional distributor, wholesaler, and
retailer networks, as well as discount
stores, food stores, grocery markets,
corner shops, cafés, hotels, restaurants,
Tropicana intends to expand its
distribution network from 1 lakh
outlets to 2.5 lakh outlets by the end of
2021.

IS
airport cafes, and stalls at railway stations
and malls, to attract consumers.

3. Financials According to the “Income Statement of Minute Maid Pulpy is the first Coca-Cola Tropicana Manufacturing Company,

(CONTD.
FY 2016,” the firm had expenses of brand to cross $1 billion in annual sales Inc. has a revenue of $2.42 million
$1235,380 US dollars compared to sales since being introduced exclusively in a (USD).
Firm and Competitor of $1220,160 US dollars from goods. The
company was unable to make a profit in
developing country

FY 2016, reporting a loss of $15,220 US

Capabilities and resources: dollars.

.) Brand Image Wiikano has grown a brand name for its

company brand Tuwa and its own private
brand.
Minute maid's goal was to create a clean,
uncluttered, and straightforward brand
and packaging
Tropicana's brand promise is to provide
customers with high-quality, real fruit
drinks while also encouraging them to
live a healthy lifestyle
   Wiikano Orchards Minute Maid Tropicana

Threat of new entrants High High High

Threat of substitutes High High High

Buyer power Low Moderate Moderate

COMPETITIV
Supplier power Low Low Low

Competitive rivalry High High High

E POSITION Industry capacity High High High

ANALYSIS Competitiveness Position

Factors Weight Rating (0-10) scale TOTAL

(CONTD..) Opportunity for Competitive

0.4 9 3.6
Attractiveness of Industry advantage

Capabilities and resources 0.3 7 2.1

in which we would compete:
Industry Attractiveness 0.3 7 2.1

      7.8
 MARKET  CUSTOMER NEEDS AND BEHAVIOUR
 Products fulfil the needs for apples and apple-related
products such as apple cider, apple butter, apple sauce,

ATTRACTIVE
canned apples, etc.
 Apples with a quality grade suitable for apple juice and
cider

NESS
 MARKET SEGMENT SIZE AND GROWTH RATE
 In 2016, estimated sales were $ 28.7 billion where the
profit was $ 6.1 billion.
 Projected annual growth was found to be 2.7%.

ANALYSIS  In 2016, juice production brought in $12 billion in

revenue in the US.
 In 2016, the United States grew over 5.4 million tons of
apples, with fresh apples accounting for approximately
two-thirds of the harvest.
Market attractiveness factors Weight Rating (0-10 TOTAL
scale)  MACRO TRENDS:
Customer needs and behavior 0.5 9 4.5  Demographic: primary consumer segment is the family
  with children
Segment size and growth rate 0.3 7 2.1  Socio-cultural: sees opportunities in population growth
and growing low-end consumer segments
Macro trends 0.2 7 1.4  Economic: Inflation has a major effect on Wiikano
Orchards' pricing structure
8.0  Political/legal: The presence of Wiikano in several
markets
 Technological: cost of production has decreased
KEY STRATEGIC DECISIONS
Rebranding

In-store promotions

Digital Marketing
MARKETI
NG
OBJECTIV Product Marketing
ES Objective Objective
 Product- New apples and a variety of other value-added items
such as applesauce, apple cider, and apple butter were initially
sold directly to customers at farmer's markets.

Price- After broker and wholesaler fees, Wiikano received $0.52

per unit; retail costs averaged $2.69 per unit. Wiikano received
$0.49 per unit after fees and allowances, with store labels

MARKETING
accounting for 30% of overall juice sales. The average retail price
per unit was $2.49.

MIX Place- Wiikano orchards' distribution channels are remarkable

and standard industry practices. Via farmers markets and a small
on-site shop, they sold fresh apples and other value-added apple
items directly to customers.

Promotion- Since wholesalers provided price or volume

discounts to grocers, who then offered additional discounts to
customers, the business spent a small amount on consumer
promotions. Overall, Wiikano believed that Tuwa's consumers
lacked brand loyalty because they tended to buy solely based on
price.
 (From Exhibit 6) Budget Actual Updated

PROFITAB
Labor- maintenance $1000 $970.65 $800.00

ILITY Labor- harvesting

 
$1600 $1510 $1000

ANALYSIS Total variable cost

Fixed Cost
$4833
$575
$4658.00
$570.22
$3977.73
$570.22
Total specified cost per Acre $5408.00 $5228.60 $4597.95
Number of Tress per Acre 908 818 818
Production cost per tree $5.96 $6.39 $5.56
 FY’16 (From exhibit 7,
Updated

PROFITAB
Income statement summary 2016:)

Revenue - $ 1,220,160 Revenue - $ 1,220,160

ILITY Apple production (120 acre @$5228.60 per Apple production (120 acre
Acre) - $ 627, 432 @$4597.95 per Acre)- $ 545,

ANALYSIS 754

(CONTD..)
Cost- $ 1,235,380 Cost - $ 1,153,702

Profit (Loss) Before taxes and Profit (Loss) Before taxes

subsidies – and subsidies –

($ 15,220) $ 66,458

 
  Wiikano must satisfy consumer demands for healthier
ingredients to compete in such a crowded market

KEY  Tuwa must preserve its credibility and historical values to

IMPLEMENTA show customers what they stand for and their work ethic

TION
 Should rebrand their packaging design to include more vivid
and attention-grabbing features

RECOMMEND  The bottle design and marketing strategy should emphasize

product attributes to elicit a cognitive response

ATIONS  Examine the variable components and identify those that

were identified as problematic in the case

 Getting the best possible endorsement from customers,

wholesalers, retailers, and the overall business industry.
  Minute Maid. (2004, September 4). Wikipedia, the free encyclopedia.
Retrieved April 24, 2021, from https://en.wikipedia.org/wiki/Minute_Maid
 Bhasin, H. (2019, May 10). Marketing mix of minute Maid - Minute Maid
marketing mix. Marketing91. 
https://www.marketing91.com/marketing-mix-minute-maid/
 Our leaders: Learn more about the leadership driving. (n.d.). The Coca-Cola

REFEREN
Company. https://www.coca-colaindia.com/about-us/our-leaders
 Tropicana Corporation Bhd financials (TROP). (n.d.). Investing.com. 
https://www.investing.com/equities/tropicana-corporation-bhd-financial-sum
mary

CES  Catorce, R. (2018, August 7). Greentown China replaces CEO; Former

GuocoLand director becomes Tropicana CEO. Accelerating Progress | S&P
Global. 
 https://www.spglobal.com/marketintelligence/en/news-insights/trending/2xfp
rgn_vxfkbrb7kbwgja2
 Bhasin, H. (2019, May 29). Marketing strategy of Tropicana - Tropicana
marketing strategy. Marketing91. 
https://www.marketing91.com/marketing-strategy-of-tropicana/
 The minute Maid company. (n.d.). Encyclopedia.com | Free Online
Encyclopedia. 
https://www.encyclopedia.com/books/politics-and-business-magazines/minut
e-maid-company