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TYPOLOGY OF MARKETING STRATEGIES
FOR COMPANIES OF FOOD INDUSTRY
Joanna Szwacka-Mokrzycka
Warsaw University of Life Sciences
Nowoursynowska 166, 02-787 Warsaw
E-mail: jesm54@wp.pl
Abstract. The paper presents the typology of marketing strategies for food
industry companies in Poland. The results of estimation of the selected food
markets attractiveness (based on Porter’s 5 forces analysis) and
segmentation (based on cyclical study TGI) are the base of typology of
marketing strategies. Presented typology of marketing strategies based on
research conducted in the period 1998-2010.
Key words: marketing strategy, attractiveness of food industry, TGI,
specificity of companies of food industry
.
1. Introduction
The analysis of attractiveness of Polish food industry sector lets to estimate
effectiveness of strategies performance by engaged companies. What plays
an important role in estimation that attractiveness is Porter's 5 forces analysis.
The results of consumer research of one source character [Target Group
Index] are the baseline in typology marketing strategies. The aim of this
article is to determine the most effective strategies for food industry sector in
Poland. Because of increasing level of competition on Polish food market
the crucial question is how to determine the sources of advantage and their
implications for the choice of strategy option. What are the most important
determinants of improving efficiency of food industry?
2. State of the art
The research stream concerned with the competition forces analysis and
competition strategy is reach. The framework for business management are
Porter's works. Porter has determined the attractiveness of a market and has
defined three general types of strategies that are commonly used by
businesses, referring to 5 forces that determine the attractiveness of a market,
[Kotler 1994, Porter 1980, Treacy, Wiersma 1995]. The research referred to
competition strategy in Poland has provided several insights of this question.
The most of works concerned with strategy formulation and techniques for
analyzing industries and competition. One can find the proposals of well-
known world concepts adoption (especially Porter's) to Polish economy,
[Garbarski 2011, Gierszewska 2000, Gorynia, Łaźniewska 2012, Niestrój
2006, Rudolf, Fuchs, Kossut, Workiewicz, Wróblewski 2006]. In addition,
there are studies concerning with analysis of competition forces and
strategies implementation in different sectors. The studies concerning with
food market are consistent in adopting the proper competitive advantage and
strategy option for food industry companies, [Mruk 2008, Szwacka J. 2006,
Szwacka J. 2007, Urban 2008]. The following classification of marketing
strategies is universally accepted: strategies of product-market approach (the
segment of customers) – [Knap-Stefaniuk 2010], strategies of influencing on
purchasers [Niestrój 2006, Szwacka-Salmonowicz 2003, Szwacka-
Mokrzycka 2011, Urban 2008], strategies of cooperation with partners in the
field of distribution [Niestrój 2006, Szwacka-Mokrzycka 2012, Witkowski
2008]. Mentioned above strategies have wide application in food market.
3. Research methodology
The research included looking for answers for the following questions:
What are the crucial determinants of marketing strategies’ use?
What is the connection between specificity of companies and
kind of proposed strategy?
What are the determinants of improving efficiency of food
industry?
For fulfilling the objectives of the research as well as results of
Porters’s analysis. and results of consumer research of one source character
[Target Group Index] were used. The analysis of attractiveness of food
industry sector lets to estimate effectiveness of competitive strategies
performance by engaged companies. TGI is a standard tool to defining target
groups and a reach source of information concerns of consumers’ behaviour
changes on food market. Presented typology of marketing strategies based on
research conducted in the period 1998-2010 [Szwacka-Salmonowicz 2003,
Szwacka-Mokrzycka 2011].
. 4. Specificity of companies of food industry
Companies of food industry operate in different sectors so they have various
characters (entities of such sectors as: meat, potato, oil, fat, milk, fruit and
vegetable, cereals processing, confectionary, production of beverages, etc.).
Agricultural and food products are perishable, which is their main feature not
facilitating a long storing and causing immediate special preservation. The
next feature which characterizes food products is connected with their
significant volume. That is why, they need large warehouses, and taking into
account that they are perishable – they also need careful and special
transport, careful processing and quality control. All these issues contribute
to high costs of transport, storing, processing and sanitary control. Specificity
of agricultural and food products implements adjusting requirements for food
industry. Moreover, diversification of companies results from a character of
their links with raw material suppliers (consistent flow of supplies,
production seasonality, processing technologies, transport of raw materials
and products, storing, etc.). In the first decade of the XXI century, some
integration processes of companies were taking place in Poland. They had
different directions, including mainly creating integrated, multifunctional
firms clustering different technological operations – from a raw material to a
link in a distribution chain. On the other hand, creation of companies, which
concentrate different entities in a vertical scheme, is the second tendency in
the field of integration. There is also a tendency to specialization of entities
concentrated on basic production of organic intermediate materials.
5. Determinants of marketing strategies’ use
A. A concentration level of a sector
In consolidated sectors, selection of a strategy depends on a
position occupied by a company, its development aspirations
as well as competition intensity. According to a set of these
factors, a company can implement: a strategy of a market
leader, market-challenger strategy, an imitation strategy.
Characteristic features of a leader are as follows:
the highest share in market;
leadership among other entities in a field of changes of
prices, introduction of new products, intensity of distribution
and promotion;
acceptation of the leader position on market by other market
participants.
There can be listed the following conditions of keeping a
leader position on market. They group:
a possibility of increase in market demand;
protection of contemporary share in market by
defensive and offensive operations;
operations aiming at increase in a market share, even if
its total volume is constant;
entities which occupy a second, third or next places in
a sector are called challengers.
There can be distinguished the following strategic goals and
directions of challengers’ operation:
increase of a market share
increase in profits
The main directions of challengers’ operation include:
attacking the market leader (risky but potentially a
profitable strategy); it has sense when the leader is a
“paper tiger” or services market in a wrong way;
attacking a company of a similar scale of operation
(reasonable when a competitor has not significant
resources).
A market imitator is a next described strategy. A market
imitator aims at:
keeping existing clients;
winning new clients.
A market imitator uses the following ways of competing with
a challenger:
maintaining operation costs on a relatively low level;
a high level of quality of offered services.
Formulation of a competitive strategy for dispersed sectors (a large number
of companies of small and medium size, of which none plays a significant
role on market and can strongly influence on results of a whole sector).
Under such circumstances, formulation of a competitive strategy aims at
determination if dispersion of a sector is not a chance for succeeding through
its consolidation and taking a market leader position. In a case of a negative
answer, there should be considered different variants of a competitive
strategy in conditions of maintaining dispersion.
There can be significant advantages from consolidation of a dispersed sector
because entrance costs are low, competitors usually weak which decreases
danger of retaliation. If overcoming of dispersion is impossible, it is
necessary to get used to operation under conditions of significant danger of
competitors and a weak bargaining position towards suppliers and
purchasers.
B. Market development phase
Distinguishing of four situations: unblocked market (disappearance of
barriers blocking market creation), market of a new product (absolute or
quasi novelties), market of a new need (a change in costumers’
behaviour), and absolute new market (changes in environment
contributing to creation of new needs), has significant influence on
forming of a marketing strategy in a phase of market creation.
In a phase of growth, a marketing strategy is connected with gaining as
high rate of sell as possible and a stable market position.
In a phase of maturity, a marketing strategy is connected with defence
and retaining of an achieved market position. It requires efficient
management of a product portfolio, getting rid of non-profitable products,
and precise positioning of new products.
In an end-phase, connected with a downward trend of demand, there can
be different forms of marketing strategies:
o strengthening or gaining of a leadership on shrinking market;
o placing in niches;
o gradual withdrawing from market after gaining profits
resulting from chief assets of a company;
o quick withdrawing from market through sale of a plant or
license.
C. Determinants connected with business cycles
Recession causes significant changes in behaviours of purchasers and
competitors, which should be taken into account in a process of planning of a
marketing strategy in a company. There can be distinguished three levels of a
reaction for risks connected with business cycles:
o savings and limiting of operations (a change in marketing
goals, shortening of a planning horizon, and a change in rules
of planning marketing expenditures),
o recession therapy (general decrease in prices, differentiation of
products for purchasers, convenient systems of payments for
purchasers),
o preventing operations (diversification of company’s operation
in order to make it more stable).
6. Results of research
Proposals of selection of a marketing strategy option were based on the
following baseline criteria:
A concentration level of a sector (level of the branch development
with taking into account diversification of a level of concentration
of production and assets according to different branches,
Market development phase (level of market saturation by
particular product category),
level of processing of a product taking into account the division
into:
traditional offers (of a low level of processing),
offers of new generation (of a high level of processing).
Basing on the above mentioned criteria is should be stated that the dairy
industry and the industry of edible fats are characterized by the relatively
high level of concentration, where about 70% of the market is controlled by
the five largest firms. On the other hand, the meat industry is characterized
by the lower level of advancement in production and assets concentration,
although there was radical increase in advancement in production and assets
in the end of 90’ and contemporarily the four largest firms have gained 56%
of the market.
In the framework of food industry there were selected the following
branches for segmentation research: dairy, meat and oil fats [Szwacka-
Salmonowicz 2003, Szwacka-Mokrzycka 2011].
The analysis of tendencies in consumption of products selected to research
indicates dynamic development of “new generation” categories on the Polish
market, so dairy drinks and desserts. The market of dairy drinks and desserts
is characterized by a relatively low level of saturation. This last statement
concerns especially the market of dairy drinks ( see table 1).
Table. 1 Tendencies of dairy desserts consumption in the period 1998-2010
(%)
1998-
2010
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
26,85
21,50
25,20
25,70
29,50
30,20
x
23,91
24,14
27,36
28,89
28,60
28,70
28,90
x- unavailable
The market of dairy drinks is characterized by a lower level of penetration,
although a higher rate of growth than the described above market of dairy
desserts (see table 2).
Table 2. Tendencies of dairy drinks consumption in the period 1998-2010
(%)
1998-
2010
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
25,64
14,30
15,40
17,10
23,90
31,30
x
26,74
27,73
31,89
31,50
28,95
29,30
29,60
x- unavailable
At the same time it should be noticed that the market of yoghurt was
characterized by significant fluctuations over time. The period 1998-2002
brought considerable increase in consumption of yoghurts, whereas decline to
the level from 1998 was noticed in the next years (see table 3).
Table 3. Tendencies of yoghurt consumption in the period 1998-2010 (%)
1998-
2010
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
78,10
78,00
83,00
81,00
80,10
81,00
x
73,70
71,43
76,79
76,89
78,06
78,80
78,60
x- unavailable
Conducting the analysis of the meat market from the demand side, there
should be noticed a high and quite stable position of meat in the consumption
structure. This decreasing tendency of meat consumption concerns mainly
beef, whereas there was increase in consumption of poultry and premium
sorts of meat (veal and lamb).
Meat and processed meat are a category, which represents a group of
necessities characterized with a high level of food needs saturation. The
penetration level of this market was very high over the analyzed period, with
the average level of 96,70% in the researched period (see table 4).
Table 4. Tendencies of meat consumption in the period 1998-2010 (%)
1998-
2010
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
96,71
98,10
97,90
97,70
97,10
97,10
x
97,64
97,33
97,88
97,58
97,66
97,50
97,40
x- unavailable
Detailed analysis of the fats market indicates that an average consumption of
margarines for spreading on bread was on the level of 65,81% in the period
1998-2010. This market is characterized with some fluctuations over time. A
significant breakdown in consumption of margarines took place in the period
2001-2002 but its increase took place in the next years to the volume of the
base period, 1998 (see table 5).
Table 5. Tendencies of margarine for spreading on bread consumption in the
period 1998-2010 (%)
1998-
2010
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
65,81
67,00
64,00
64,00
62,00
62,00
x
68,36
67,63
66,96
67,85
66,48
66,80
66,90
x- unavailable
The market of margarines for roasting/frying is characterized by a
higher level of penetration than margarines for spreading on bread. Nearly
70% of customers declared their consumption in the period 1998-2010 (see
table 6).
Table 6. Tendencies of margarine for roasting/frying consumption in the
period 1998-2010 (%)
1998-
2010
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
69,80
79,20
75,80
70,50
71,00
71,80
x
65,92
65,59
69,04
68,19
67,5
67,00
66,40
x- unavailable
The relatively highest level of penetration on the market of edible fats
took place on the market of oil and olive. In the period 1998-2010, on
average 96,8% of customers declared their consumption (see table 7).
Table 7. Tendencies of oil and olive consumption in the period 1998-2010
(%)
1998-
2010
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
96,80
97,40
97,00
96,00
96,40
96,40
x
96,05
96,03
96,59
96,91
97,10
97,30
97,60
x- unavailable
Contemporary, the variable of “searched benefits” has been occurring
more and more important in typology marketing strategy. Consequently,
providing customers with a “set of benefits” according to their expectations is
the base of distinguishing market segments. Benefits searched by a purchaser
concern high quality associated with the brand by customers and connected
with a purchase of a product of a low price.
Table 8. Orientation level of dairy desserts customers on the price and brand
of the product
- indices significantly lower on the level of 0,05
+ indices significantly higher on the level of 0,05
Brand
Price oriented
Brand oriented
2010
2010
Belriso-Zott
75-
118+
Budyń Kremowy-Dr.Oetker
128+
94
Dr.Oetker(other brands)
92
116+
Mikuś-Bakoma
133+
99
Monte-Zott
78-
110+
Sernik-Turek
125+
90
The analysis of the level of the price and quality indices is very important
from the perspective of decomposition of purchasing preferences towards the
price and quality (brand) of the product. The analysis of indices was
conducted basing on associations of purchasers connected with particular
brand. It allowed to diagnosing to what extent the customer valued the brand
and price of the product.
In the period 2004-2010 a process of diversification of customers distinctly
oriented on the quality and price of the product was progressing. The dairy
desserts market is characterized by the relatively lowest saturation level
among other researched categories (26,85% of customers declared their
consumption in the period 1998-2010). In the group of dairy desserts
customers paying attention to quality, the highest level of loyalty was noticed
towards the Zott brand (Belriso-Zott index 118, Monte-Zott – 110). In the
group oriented on the price of the product, the highest level of loyalty was
observed to the Mikuś-Bakoma brand – index - 133, next Budyń Kremowy
(Cream Pudding) - Dr. Oetker (index 128), and Sernik (Cheesecake) Turek -
125 (table 8).
The segmentation analysis based on the criterion of searched benefits
indicates higher level of customers’ orientation on the product brand on the
market of dairy drinks than dairy desserts. It results mainly from a longer
period of building and consolidation of the brand image on this market. The
high level of customers’ orientation on the brand is proved by calculated
indices, which exceed considerably the level of 100 in the case of the most
preferred brands: Twist -Bakoma (index 121), Campina – 117 (see table 9).
At the same time there was distinguished a group of customers oriented on
the product price on the dairy drinks markets. The highest index in the group
of customers oriented on the price was calculated for the Krasnystaw brand -
125. Furthermore, it should be noticed that increase in purchasing loyalty of
customers of more expensive dairy drinks brands took place in the period
1998-2010.
Table 9. Orientation level of customers of dairy drinks on the price and brand
of the product
Brand
Price oriented
Brand oriented
2010
2010
Campina
87
117+
Kakao Do Picia-Krasnystaw
125+
93
Monte Drink-Zott
85-
112+
Twisti-Bakoma
88
121+
- indices significantly lower on the level of 0,05
+ indices significantly higher on the level of 0,05
The yoghurt market is characterized by the high level of customers’
orientation on the brands: Bakoma, Ostrowia, Zott, and Danone. Calculated
indices oriented on quality/brand were respectively: 7 Cereals – Bakoma and
Ostrowia – 120, Jogobella Lcasei -Zott - 115, Bactiv - Bakoma – 108, Jogurt
Pyszny (Delicious Yoghurt) - Danone - 112, Jogurt Pitny (Drink Yoghurt) -
Danone – 114, and Actimel - Danone - 113. Further, it should be stressed that
the customers’ orientation level on the price of the product is high in the case
of Bakoma brand Danie na Śniadanie (Dish for Breakfast ) – Bakoma - 131,
Bakuś – Bakoma - 109) and Ostrowia - 117 – see table 10. The comparative
analysis of the results of research from the periods 1998-2002 and 2004-2010
displays deepening of orientation of customers oriented on quality and
distinguishing of the price segment, which was only slightly indicated in the
previous period (see Szwacka-Salmonowicz 2003).
Table 10. Orientation level of customers of yoghurts on the price and brand
of the product
Brand
Price oriented
Brand oriented
2010
2010
Actimel-Danone
65-
113+
Bactiv-Bakoma
84-
108+
Activia-Danone
95
114+
Bakuś-Bakoma
109+
102
Danie Na Śniadanie-Bakoma
131+
120
Danonki Do Picia-Danone
98
116+
Jogobella Do Picia-Zott
87-
109+
Jogobella Lcasei-Zott
78-
115+
Jogurt Naturalny-Bakoma
97
111+
Jogurt Pyszny-Danone
103
112+
Jogurt Pitny-Danone
75-
114+
Ostrowia
117+
120+
7Zbóż-Bakoma
75-
120+
Other
166+
127+
- indices significantly lower on the level of 0,05
+ indices significantly higher on the level of 0,05
Meat consumption is especially connected with the segment of older people,
so aged more than 45 years (43,06%); however the proportion of young
people in its consumption was significant in the period 2003-2010 – on the
level of 20,95% [SMG/KRC 2011]. Further, it should be stressed that it is the
segment oriented on qualitative customers, which is proved by the very high
indices: 127 for mutton/lamb, 111 for veal, and 106 for beef (see table 11).
Table 11. Orientation level of customers of meat on the price and quality of
the product
Meat types
Price oriented
Brand oriented
2010
2010
Mutton/Lamb
72-
127+
Veal
65-
111+
Beef
83-
106+
- indices significantly lower on the level of 0,05
+ indices significantly higher on the level of 0,05
As far as the segmentation analysis based on the benefits searched by
purchasers is concerned, a high level of purchasers’ orientation on the
product brand should be noticed. It concerns especially brands, which
achieved high indices. The highest level of qualitative orientation was
characteristic to the following brands: Benecol – 124, Rama Olivio – 120,
Rama Idea and Classic – 119 as well as Flora and Masmix respectively 115
and 112 (see table 12). Considerably higher indices were obtained in the case
of customers oriented on the price of the product. The following product
brands can be listed here: Marcysia – 141, Adela – 138, Ola – index 131,
Kanapkowa – 125, Pani Domu – 116, and Vita – 113 (see table 12). The
obtained results of research for the period 2004-2010 reverse those obtained
in the period 1998-2002. According to the previous ones, the segment of
purchasers oriented on the brand representing high quality was the majority
[Szwacka-Salmonowicz 2003].
Table 12. Orientation level of customers of margarine for spreading on bread
on the price and quality of the product
Brand
Price oriented
Brand oriented
2010
2010
Adela
138+
85-
Delma Do Kanapek
109+
97-
Benecol
59-
124+
Flora
102
115+
Kanapkowa
125+
90-
Marcysia
141+
95
Masmix
80-
112+
Ola
131+
89-
Pani Domu
116+
96
Rama Classic
74-
119+
Rama Idea
85
119+
Rama Olivio
67-
120+
Smakowita
110+
103
Śniadaniowa
111+
93-
Vita
113+
103
- indices significantly lower on the level of 0,05
+ indices significantly higher on the level of 0,05
As far as the segmentation analysis based on benefits searched for customers
is considered, there should be displayed a high level of customers’ orientation
on the Kasia brand, which had the index value on the level of 108, whereas
the rest brands are price oriented, which is proven by the high index
calculated for these brands – 147 (see table 13). There is a lack of similarities
of the obtained current results with those of previous years (1998-2002). In
the previous period, purchasers of margarines for roasting were characterized
by significantly higher orientation on the brand of the product identified with
quality. According to the data from the period 2004-2010, the segment of
purchasers oriented on the price is profiled, which is proven by the high price
index.
Table 13. Orientation level of customers of margarines for roasting/frying on
the price and brand of the product
Brand
Price oriented
Brand oriented
2010
2010
Kasia
92-
108+
Other
147+
92
- indices significantly lower on the level of 0,05
+ indices significantly higher on the level of 0,05
7. Proposals of marketing strategies selection basing on determined
criteria
The first group of marketing strategies based on the criterion of
product-market. The strategies of product-market approach can be divided
into: strategy of market penetration, strategy of market development, strategy
of product development, and strategy of diversification (innovation). There
are possibilities of wider use of strategies of market penetration and
development [Szwacka-Salmonowicz 2003, Szwacka-Mokrzycka 2011].
Penetration strategies based on intensification of products’ sale on hitherto
serviced markets can be implemented for categories with relatively high
market potential and relatively low level of needs saturation. It concerns the
category of new generation. Penetration activities should be focused mainly
on the segment of young people, who decide on boosting of changes in
consumption patterns on this market. Realization of the strategy of market
development should be based on possibilities of its widening, mainly through
demographical and territorial context. A possibility of widening the market of
traditional processed products through boosting development of consumption
in small towns and villages has become especially important in this context
from the strategic point of view. Flexibility of companies’ adjustment to
changing market conditions is determined to a large extent by the firm’s
position on the market. In the case of big firms, developed diversification
strategies can be implemented, which are connected with a necessity of larger
material and capital input. They allow to building a durable market position
on the market through positioning in different segments (both standard as
well as brand products). Companies of a relatively lower position on the
market will realize to a larger extent strategies of penetration and market
development .
The next described group of marketing strategies consists of strategies
of influencing on purchasers. Selection of the strategy of influencing on
purchasers is connected with determination of: general character of values
offered for purchasers, rate of market cover and differentiation of marketing
operations, product position towards preferences of purchasers [Szwacka-
Salmonowicz 2003, Szwacka-Mokrzycka 2011]. Research results allowed to
determination of possibilities of implementation of strategies of influencing
on purchases on the selected food markets. In view of research results it can
be concluded that qualitative preferences play the key role on the market of
new generation categories. To the contrary, concentration on price strategies
is recommended on the market of traditional categories.
The next recommended group are strategies of cooperation with
partners in the field of distribution. Both producers as well as traders are
interested to a different extent in forming and control of functioning of
marketing channels, which include marketing processes consisting of
information exchange, transaction processes, and physical flow of goods.
This diversification of approaches of producers and traders displays in active
or passive participation in the field of cooperation with market partners. An
active approach of a producer displays through determination of an own
marketing strategy including forming of distribution channels. Therefore,
trade companies play a role of a participant in a producer’s distribution
system, which assures efficient implementation of marketing process on a
way to a final purchaser. On the other hand, a passive approach of a producer
displays through perceiving a trade company as a client, which has its own
supplying needs resulting from knowledge of final costumer’s market.
Strategies of cooperation with partners in the field of distribution are
recommended especially at the dairy and fats market.
The final recommended group are competitive strategies. It is worth to
mention that particular branches of the food industry in Poland are in the
phase of increase or growth. It is confirmed by the high level of market
saturation in relation to majority food products and high promotion of
companies product assortment. The base for creation a competition strategy
in such sector is price (on traditional product categories) and brand image.(
new-generation product categories). So that the first proposal points the
strategy of the lowest costs and prices, especially for large companies, which
benefit from economy of scale (high turnover and market share and low retail
prices). This option is recommended when the potential of market is high and
a company can implement advanced technologies. This situation is
characteristic for secondary processing of food and compound products.
Next proposal is connected with a differentiation strategy. This option is
based on variability and high quality product assortment and brand image.
The differentiation strategy is recommended for producers of new generation
dairy products, oils and juices. Application of this strategy lets to create a
quasi-monopolistic position of brands in chosen segments.
8. Conclusions
Presented results of research allowed to determination of possibilities of
implementation of marketing strategies on the selected food markets. There
are possibilities of wider use of strategies of market penetration and
development. Penetration strategies based on intensification of products’ sale
on hitherto serviced markets can be implemented for categories with
relatively high market potential and relatively low level of needs saturation.
The next proposal is strategy of influencing on purchasers. On the market of
new generation categories is recommended the strategy of qualitative
preferences. To the contrary, concentration on price strategies is
recommended on the market of traditional categories. The next recommended
group are strategies of cooperation with partners in the field of distribution,
especially at the dairy and fats market. The next proposal points strategy of
the cost leadership, especially for large companies, which benefit from
economies of scale. This option is recommended when the potential of
market is high and company can implement advanced technologies. The
associated distribution strategy is to obtain the most extensive distribution
possible. This strategy is recommended for secondary processing food,
multicomponent products. Next proposal is connected with differentiation
strategy. Differentiation strategy is recommended for producers of new-
generation dairy products, oils and juice, where the firms take advantage of
improvement and innovation.
References
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