Savoury Snacks Case Study

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The target market for savoury snacks is people from all age groups as they all enjoy savoury snacks and they take them all the time. For example, while people in Germany take snacks as part of the main meal or during family occasions, people in the UK take savoury snacks to boost their energy throughout the day. In the next five years, the increasing range of flavours of savoury snacks is expected to steer the snack market growth. Out of all the savoury snack market segments, the potato chip segment has remained the leader and this trend is expected to remain so for the next few years. Pipers Crisps values and beliefs are based on seeking the best locally grown potatoes and producing high quality crisps with irresistible taste. For every single …show more content…

According to Wu, Lin and Yang (2009), businesses should employ customer relationship management which involves using customer information to build customer relationships. While Pipers primarily targets people of all ages, it sells its products mainly through independent retailers; therefore, business to business relationships really matter for the company. In business to business (B2B) relationships, a customer’s view and assessment of a firm is a key determinant in the customer’s decisions to continue transacting with the firm. Hence, since Pipers already has a good relationship with retailers that stock its products, the company should improve its interactions with its existing and new …show more content…

According to Keegan and Green 2015) contract manufacturing is a licensing strategy whereby firms contract local manufacturers and provide them with technical specifications to produce a product. Since Pipers Crisps’ production facilities are located in Lincolnshire, the company could consider having other production facilities in Latin America and China through contract manufacturing. Consequently, the company can contract local companies in China and Latin America to produce Pipers Crisps products. Pipers can then specialize in designing the product and its features. This market entry strategy could be ideal for Pipers as it requires little initial investment and low capital to implement. However, this strategy is limited by the little control that Pipers might have and the licensee might exploit Pipers resources. Nevertheless, this option is cheap and it will enable Pipers to enter into the promising markets of Asia and Latin

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