Oreo Case Study

For well established brands, a certain hubris can develop whereby the company believes their band and product will have universal appeal in all markets, and their product can obtain matched success across all markets, which typically leads to an overall lack of innovation and development. This was a crime that Oreo became guilty of when trying to move their brand into two new markets, and make their product international.
If It’s Not Broke, It Still Might Need to be Fixed Kraft, the owners of Oreo, decided to take their success in America and introduce the product into China, and Indian markets. The problem with their ambitious plan, was that Kraft believed since they were so successful, their marketing strategy and even the cookie, needed

In order to be effective, the company needs to honestly evaluate their current position within the market. Had Kraft completed and effective SWOT analysis, they would have likely realized that while they have a strength in distribution, manufacturing, and marketing, one of their singular weaknesses outweighed those positives. The main weakness facing Kraft in both China and India, was the simple fact that the consumers in that market simply did not like the taste of the cookie, and in China, the consumers were never known to be avid cookie eaters (Jain, Jose, & Koellmann, 2013). This miscalculation on the part of Kraft, nearly tanked the rollout of the

Is is important to apply the same strategic planning model that Kraft implemented in both of the new markets. The main correlation between the Chinese rollout, and the Indian rollout, was Kraft paying attention to the demand of their potential customer base. The company looked at the consumer preference for look, taste, and even paying close attention to the cost the consumer is willing to pay. The lesson learned here is, if you do not connect with he needs of your target market, the venture will