British Food Journal

Leo Dana; Claudio Vignali

1998 British Food Journal

doi: 10.1108/00070709810204039

Despite showing a sensitivity towards Indian culture that included replacing the Big Mac with the mutton Maharaja Mac, McDonald’s fledgling Indian operation faced nation‐wide protests. Meanwhile, the Kyrgyz Shampany Joint Company, a monopoly wine producer in the former Soviet Republic, was facing spiralling production costs as local grape harvests failed. It looked to exports to the neighbouring Republic of Kazakhstan to increase turnover but what could it expect from that market? These two case studies illustrate the possible dangers for practitioners seeking new markets. The final section of the article re‐investigates the marketing literature and reviews present methods of the application of marketing concepts to clarify where the stumbling blocks lie. The conclusions from this review are used to propose a new framework for the congruent mapping of marketing mix elements and variables at both strategic and tactical level.

Helene Hill

1998 British Food Journal

doi: 10.1108/00070709810204048

Based on in‐depth primary research with a key strategic manager within Co‐op Switzerland, a store visit, and secondary data this case outlines the core factors influencing the devised marketing strategy, both at a micro and macro level. The company marketing policy is then presented alongside the issues affecting how this policy was implemented. Final consideration is given to the role of the own brand developed to fit the company philosophy of being ecological, innovative and consumer focused.

Gennaro Cuomo; Maria Vignali

1998 British Food Journal

doi: 10.1108/00070709810204057

This case study sets out the strategic options available to the Massone Group for its possible entry into the UK catering market. It outlines and summarises the contract catering market including an analysis of the major players in the industry. There is little consolidation across the manufacturing and catering sectors and so it is necessary to examine the food manufacturing sector separately. With this background, we describe and illustrate the grants available from both the UK and EU to any potential investment. This section outlines the funds applicable to each strategic category (greenfield, premises or acquisition) described later in the case study. Included within the analysis of greenfield sites are two examples from nearby Merseyside and a specific evaluation of the specific grants or assistance available for such sites.

Demetris Vrontis

1998 British Food Journal

doi: 10.1108/00070709810204066

Seeks to emphasise the importance of branding in the European beer market. Attention is consigned to assessing the implications of effective branding within the context of the overall marketing strategies of brewers. To facilitate a comprehension of this, studies of three key players in the European beer market ‐ Bass plc, Carlsberg A/S, Heineken NV ‐ are utilised to exemplify the issues outlined. Practical applications of the product life cycle (PLC), and Boston Consulting Group Matrix (BCG) are then employed to illustrate the role of branding in product management within the competitive beer market. Reference to the European beer market is given at the beginning, as it facilitates a better understanding of the industry as a whole.

Rowley, Jennifer

1998 British Food Journal

doi: 10.1108/00070709810204075

How fast will Internet shopping grow Many retailers are currently developing a presence in the Internet shopping arena because they wish to be, and to be seen to be, at the forefront of technological innovation. Before electronic retailing takes a significant market share from traditional retailing there are a number of issues that need to be addressed. This article explores these issues in the context of food shopping and retailing. Current developments in Internet retailing and shopping and specifically in food retailing are reviewed.

Carlo Alberto Pratesi

1998 British Food Journal

doi: 10.1108/00070709810204084

A computer analysis of the Italian canned meat market and a synthesis to bring out the salient factors to develop a strategic approach and definition of operating activities. Qualitative studies reveal a strong resistance in consumer attitudes, mainly due to prejudice. However, the recent research helps in the interpretation of these attitudes towards the canned meat market.

Barry Davies; Stephen Worrall

1998 British Food Journal

doi: 10.1108/00070709810204093

Using basket analysis, a methodology is presented to investigate the healthiness of particular household diets. The analysis was applied to “Homescan” panel data relating to 11,000 households. This breakdown was then cross‐related to geodemographic classifications using “MOSAIC” groups. The degree or extent of unhealthiness was determined on the basis of percentage swing away from recommended dietary patterns in terms of indicator foods belonging to five groups (dairy, meat, vegetables, fruit and bread and cereals). The consumption of fats was also monitored. It was found that 8 per cent of households had diets that were labelled “unhealthy”, based on standard recommendations for healthy eating. A further 20 per cent of households had “relatively unhealthy” diets. The majority of these households were shown to belong to the “suburban semis” group in the MOSAIC classification.

Clive Nancarrow; Len Tiu Wright; Ian Brace

1998 British Food Journal

doi: 10.1108/00070709810204101

This paper illustrates how an understanding of consumer models, psychological processes and the appropriate use of marketing research techniques can help in the design of food packaging and label copy to provide a company with a competitive advantage. The paper examines the significance of the marketing functions of a pack and the perceptual processes of consumers in their information search concerning pack design and labelling in marketing research. Case study material is introduced to help illustrate the main points.

Ruth A. Schmidt; Brenda M. Oldfield

1998 British Food Journal

doi: 10.1108/00070709810204110

Dunkin’ Donuts is a global retailer of coffee and bakery products. The company is 99 per cent franchised and has used the franchising system as a route to market entry and expansion worldwide. The original historic roots of the company are in the USA and despite wide international expansion since the 1970s, the US market continues to serve as a testing ground for innovations prior to international roll‐out. Based on observation and key informant interviews with core members of the management team during a visit to Richmond Project in 1994, the case explores the initial phase of the introduction of a central production facility as an innovative route to pre‐eminence in one test market. Strategic and operational issues are discussed, highlighting the differences and efficiency gains of the central production facility cum satellite store approach compared to the traditional stand‐alone on‐site production approach. Implications for future developments are discussed.