Marketing Plan for Nescafe - Assignment Example

Executive Summary Marketing Plan 2007 for Nescafe (Nestle) Nescafe coffee is an important item in the product rangeof the Nestle Company. Nestle is the largest food and Beverage Company in the world. Nestle's UK is an important constituent of this international company. Some of specific marketing objectives for Nescafe in 2007 may be: Increase sales of Nescafe Partners Blend, by 30% in the 2007 fiscal year; Increase market share by 50% in the "youth" market by December 31, 2007; The Company may also introduce new Nescafe brands to fill out product mix by specific dates. Business Mission Nescafe In 1938 Nestle introduced Nescafe, its first non- milk product. The instant coffee was the result of seven years of research. From then on many brands of Nescafe coffee has been introduced in the market, such as Nescafe Fine Blend (1972), Gold Blend (1984), Alta Rica and Cap Colombie (1986). In 1996, Nescafe Kenjara was added to the range. (Nestle, UK) Nescafe's global profile: Nescafe by far the world's leading coffee brand and the third important beverage brand after Coca-Cola and Pepsi. External Marketing Audit: In 1939 Nescafe was introduced in Britain and coffee production started at the Hayes factory. In 1954 Nescafe was made with 100% coffee. The company's technology in 1964 helped it to retain the coffee aroma in Nescafe. Nescafe Original decaf was launched in 1998, and today there is a whole range of instant Nescafe coffees available to suit every taste. (Nestle, UK). Nestle has been continuously improving its instant coffees using new technologies and much innovation. It was the first manufacturer in the UK to introduce coffee with a new rich aroma to enhance the coffee flavour. The market: Nescafe has been around for many years since 1937 and for many years it has been the number one instant coffee brand in the UK. Nescafe, of course, has to contend with competition from other brands. One such brand is the Good African Coffee (GAC), formerly known as Rwenzori Finest Coffee. President of Uganda predicted that one day Good African Coffee would become a household brand like "Nescafe". Another competing brand is Kenco Instant Coffee, one of the UK's leading coffee brands. Kenco Instant Coffee offer roast, ground and quality freeze dried instant coffee. During 1962 the company changed its name to the Kenco Coffee Company. Baby Milk Action, which campaigns against the aggressive marketing of baby milk in the Third World, blacklisted Nescafe Partners Blend, produced by Nestlewhose activities in the baby milk market have attracted most opprobrium from such campaign groups. In 2005, Kraft Foods, the world's second biggest food company, predicted that within the next decade, 60% to 80% of the coffee market would be taken up by products with independent certification for fairtrade issues. Ethical marketing: Nestle and its product, Nescafe, have to cope with this fact in their external environment facet of their marketing activities in 2007. Market share: In terms of market share, Nescafe is the nation's default coffee of choice valued at 375m. Internal Marketing Audit: Product development Packaging can be used to help in establishing product differentiation. Marketing Objectives: Generally, the objective of marketing a firm's product is to help the firm achieve its objective of maximising profit. Ethical marketing Marketing mix: One of the important concepts in marketing is that of the marketing mix. A product can be marketed on three levels. The core product is the benefit which the product delivers to customers. It is benefits which customers actually buy and not products, so benefits and not products should be marketed. A product's physical features represent the tangible product, i.e. quality, style, dimensions, packaging etc. This is the second product level on which a marketing strategy may be built. A Marketing technique: Sales of Nescafe have been growing ever since 1938 when Nestle launched the first commercially successful soluble coffee. The Group also markets traditional roasted coffees in several European countries, as well as espresso coffee in capsules. Nescafe accelerated its drive to bring young adults into the world of coffee and, in particular, of Nescafe. The younger consumer has been seeking a different coffee experience from the traditional consumers. The strength of the company and the product lies in consumer confidence and acceptance which Nestle and Nescafe enjoy in a sufficient measure. Fairtrade Foundation giving the fairtrade label in 2005 to the new line of Nestle coffee, viz., Nescafe Partners Blend is a public relations success to overcome the Nestle boycott - the biggest consumer boycott of any single product in the UK. The plight of the many coffee farmers has been badly affected by the depressed green coffee prices on the world market. That environment would ensure a long term, good quality coffee supply. Nestle is the world's largest direct buyer of coffee and has been directly collaborating with coffee farmers for over 30 years - since the first Nestle coffee agronomist was hired to work in the field. (Just-Food, 2005) Probably in 2007, Nescafe may enable Nestle to wipe off the smear that its baby food campaign in Africa splashed on its products and their marketing world-wide. _______________________________________ Revised 147423 Marketing Plan 2007 for Nescafe (Nestle) Introduction Nescafe coffee is an important item in the product range of the Nestle Company. Nestle is the largest food and Beverage Company in the world, a multinational company par excellence. It has a manufacturing facility in nearly every country of the world and is often referred to as "the most multinational of the multinationals"; and markets about 7,500 brands organized into the categories of baby foods, breakfast cereals, chocolate and confectionery, beverages, bottled water, dairy products, ice cream, prepared foods, foodservice, and pet care. Nestle's UK is an important constituent of this international company. (Heer, J, 1996) Terms of reference In this paper, our objective is to discuss marketing objectives of Nescafe in UK in the year 2007. Some of specific marketing objectives for Nescafe in 2007 may be: Increase overall return on investment by 25% for the 2007 fiscal year; Increase sales of, say Nescafe Partners Blend, by 30% in the 2007 fiscal year; Increase market share by 50% in the "youth" market by December 31, 2007; Increase sales volume by 30% in selected regions in UK by December 31, 2007; Increase manpower training by 10% by a specific date in 2007; Achieve advertising/promotion goals in specific markets for the year 2007; The company may also introduce new Nescafe brands to fill out product mix by specific dates. Business Mission Nescafe In 1938 Nestle introduced Nescafe, its first non- milk product. The revolutionary instant coffee was the result of seven years of research, which had begun when the Brazilian Coffee Institute asked if Nestle could manufacture "coffee cubes" to help Brazil use its large coffee surplus. After seven years of research the Nestle scientist Max Mortgenthaler achieved the desired results, and in April 1938, Nescafe was launched in Switzerland. In the same year, Nestle applied the technology at its Hayes factory in west London. Nescafe acquired a worldwide reputation after it was launched in the United States in 1939, where it did exceptionally well. World War II had a dire effect on Nestle. In 1939 profits plummeted to $6 million, compared to $20 million the year before. But when the United States became involved in 1941, Nescafe was in heavy demand from American armed forces, so that the entire production of its U.S. plant, about a million cases a year, was reserved for military use alone. By the 1950s, coffee had become the beverage of choice for teenagers, and in 1955 a powder version of Blend 37 was launched with its strong, distinctively 'continental taste'. From then on many brands of Nescafe coffee has been introduced in the market, such as Nescafe Fine Blend (1972), Gold Blend (1984), Alta Rica and Cap Colombie (1986). In 1996, Nescafe Kenjara was added to the range - a light roasted product with a 'delicate but lively' flavour. In 1986 the decaffeinated varieties of the Nestle range became available. (Nestle, UK) Nescafe's global profile Nescafe is by far the world's leading coffee brand and the third important beverage brand after Coca-Cola and Pepsi. Nescafe's global profile has been modernised by a move into iced beverages. However its traditional hot soluble business still has to overcome the dominance of roast and ground coffees in the US and its growing popularity in other developed markets. Researchers are now focussing on the three areas that Nestle considers most likely to affect the food industry's future: an increase in world population, rising standards of living in industrialised countries, and the changing social and economic conditions of raw-material-producing countries. (Heer, J, 1996) External Marketing Audit Macro environment In 1939 Nescafe was introduced in Britain and coffee production started at the Hayes factory. In 1954 Nescafe was made with 100% coffee (previously carbohydrates had been added to stabilise the product). In 1955 a powdered version of Nescafe Blend 37 was introduced and in 1961 Nescafe was packed in its famous brown jar, the original package being gradually phased out. The company developed a technology in 1964 which helped it to retain coffee aroma in Nescafe. Nescafe Original decaf was launched in 1998, and today there is a whole range of instant Nescafe coffees available to suit every taste, including dark rich roasts, lighter, more aromatic roasts, decaffeinated coffees and a range of speciality coffees. (Nestle, UK). Innovation Nestle has been continuously improving its instant coffees using new technologies and much innovation. It was the first manufacturer in the UK to introduce coffee with a new rich aroma to enhance the coffee flavour. This was introduced in Alta Rica and Cap Colombie in 1991, Gold Blend and Blend 37 in 1993, and finally in the market leader Nescafe in 1994. The market Nescafe has been around for many years since 1937 and for many years it has been the number one instant coffee brand in the UK. However, in the 80s the company noticed that there was an increased consumer interest in the 'roast and ground' coffee market, particularly how coffee beans produced different flavours according to how they were roasted, and their country of origin. In 1986, it introduced a range of coffees to get close to the 'roast and ground' taste and aroma, but in a form that was instant. While these new brandshave becomevery popular, a recent surge in the market highlighted the need for even better performance. Competition Nescafe, of course, has to contend with competition from other brands. One such brand is the Good African Coffee (GAC). A news item distributed by the All Africa Global Media (allAfrica.com) says that 'the first African-owned brand of coffee is now selling in the UK's largest supermarket chain, Tesco' (All Africa). The Good African Coffee (GAC), formerly Rwenzori Finest Coffee, is also on sale in South Africa. President Yoweri Museveni of Uganda predicted that one day Good African Coffee would become a household brand like "Nescafe". Because GAC has found shelf space in foreign markets over the last three coffee seasons, it paid farmers 40% above the market price last season. One kilogramme of Arabica on the world market costs about $2.70 while GAC fetches $2.88 a kilogramme. On the shelf, GAC goes for 2.49 pounds for 227 grammes of roast and ground coffee and 100 grammes of instant coffee. A tonne of Arabica yields 800 kilogrammes of roast and ground coffee and 300 kilogrammes of instant coffee. Another competing brand is Kenco Instant Coffee which is one of the UK's leading coffee brands. Kenco Instant Coffee offer roast, ground and quality freeze dried instant coffee. Kenco has been at the heart of good coffee making since 1923 operating from Sloane, when a co-operative of Kenyan coffee growers set up the Kenya Coffee Company to distribute high quality beans into Britain. They established a coffee shop in Sloane Square, which quickly grew in popularity. In 1962 the company changed its name to the Kenco Coffee Company. Today Kenco is part of a coffee revolution, developing new ways of making and enjoying coffee and developing a wide range of blended, whole bean, ground and instant coffee which gives one the option of choosing 'the perfect coffee' for any occasion.(Kraft). Socio-cultural milieu Another problem that the company has had to grapple with, in the UK market, has been its image as a socially responsible business institution. In a speech at the London Business School, UK, on July 13, 2006, Peter Brabeck-Letmathe, Chairman and CEO of Nestle, said: "in order to create long-term shareholder value, you have to create a company which gains the long-term trust of the public. And in order to create that trust, it is necessary to build corporate social responsibility into the company strategy, and follow that strategy over a very long period of time. What do we mean by social responsibility, and how is it built in to company strategy...we organise our thinking in 3 basic levels which form, for us, a kind of hierarchy of corporate social responsibility. The first, and the basic foundation of corporate social responsibility, is to stay within accepted norms of behaviour - to comply with laws, codes, and business principles so as not to do harm. And it's necessary to monitor compliance with those business principles, through internal auditing, outside verification, and having an internal structure in place, including a designated corporate compliance officer." (Peter Brabeck-Letmathe, 2006). This statement, in the context of this essay can be interpreted as an answer to the campaign carried on against the grant of 'fairtrade'label to Nescafe Partners Blend. A pressure group called Baby Milk Action, which campaigns against the aggressive marketing of baby milk in the Third World, blacklisted Nescafe Partners Blend, produced by Nestlewhose activities in the baby milk market have attracted most opprobrium from such campaign groups. However, what this event did demonstrate was just how mainstream ethical consumerism and fairtrade have now become. In November 2005, a spokesperson from Kraft Foods, the world's second biggest food company, predicted that within the next decade, 60% to 80% of the coffee market would be taken up by products with independent certification for fairtrade issues. Some analysts are of the view that 'consumers want to see companies becoming more ethical, caring and compassionate about the product, the consumer, the world we live in and the environment. (Chris Brook-Carter 2006). Ethical marketing Ethical considerations are starting to dictate food purchases for more consumers, and need to consider their role within this emerging market. Today society is ethically minded and companies are assessed on a number of factors such as the provenance of ingredients and products, how these products are sourced, the environmental impact, and the treatment of the producers and workers. (Chris Brook-Carter, 2006). Nestle and its product, Nescafe, have to cope with this fact in their external environment facet of their marketing activities in 2007. Market share In terms of market share, Nescafe is the nation's default coffee of choice valued at 375m. It sells nearly four times as much as the second largest, Kenco, and is growing three times as quickly. Recent bouts of competition from the likes of specialist players, such as Lavazzaand Illycafe, and fair trade rivals, such as Cafe Direct and Percol, threaten to encroach on Nescafe's territory. But the strength of its brand and size of its market share should prevent it from loosing ground so long as adequate resource is allocated to innovation and the brand. Despite having two of each in the top 100 among UK's most valuable grocery brands, coffee brands are seen to be twice as valuable as the tea brands. Largely boosted by the value of Nescafe, at 374.8m, tea never really stood a chance. And while both coffee brand sales have risen since 2003 both tea brands' sales have sunk. Tetley beats PG Tips as the UK's most valuable tea brand. Its range of speciality teas and other innovative variants such as organic and extra strong, and formats such as Quickbrewand T of Life ice tea have helped Tetley keep pace with times, something PG Tips needs to do if its 2 percent decline is to be reversed. (UKMVGB, 2006)[Appendix1]. Competition from tea brands thus does not seem to be a very significant one for Nescafe. Internal Marketing Audit Product development We mentioned above that a problem which the Nestle Company considered was the re-launch of some of its earlier Nescafe brands. For this purpose the development team explored the challenge of getting even closer to the taste and aroma of the roast and ground coffees, and equally as to how to add more authenticity to the brand by educating the consumer. Their technical team looked at a number of product formulas which affected functional performance, for example better 'above cup' aroma (the aroma from a freshly made cup) together with roasting levels. It was found that a light roast would produce a mild flavour and aroma; a medium roast would produce a well-rounded, richer flavour; a high roast would produce a very strong, distinct flavour. Through early focus group research, the company decided on the new coffee bean and roasting levels for Alta Rica, Cap Colombie and Kenjara. Many different divisions and disciplines, from sales and marketing through to finance and manufacturing management, had a hand in the final choices. As for actually educating the consumer, the matter was thought as one of careful packaging design. Packaging Design The packaging not only had to keep the product fresh and 'entice' the customer, it also had to provide a level of authenticity to the brand because packaging is an integral part of the product and often conveys the essential product benefits and features to prospective buyers. Packaging can be used to help in establishing product differentiation. Packaging also serves to protect the product during handling, transit and storage. Good packaging design can help lower distribution costs through lower handling costs, minimal wastage and pilferage, and suitability for bulk handling. (Coles, R.C. and Beharrell, B.1992) The Company opted for darkened glass packaging because it not only offered airtight protection, but was considered as being synonymous with coffee and looked simple and attractive. In the package there was a blend of the familiar with new, indicating the Nescafe heritage, but signalling very clearly that this was something different. As a result, the famous Nescafe logo covered nearly half of the front label, the rest was devoted to interesting, ethnic imagery. This was supported by information on the country of origin, the type of bean, and how the level of roasting had enhanced the flavour. An engineering aspect of the project was that, after the brand had been manufactured, how to keep the product fresh when it could take six months to reach consumers' homes. The answers were very important from the marketing viewpoint and the innovative thinking of the engineering team at Nescafe was able to come up with the right answers to make the re-launch of Nescafe Alta Rica, Cap Colombie and Kenjara a successful reality. Logistics Some of the logistic considerations taken up were when to stop manufacturing the old product and start producing the new one. The changes in the manufacturing process which added to the aroma and flavour of the product required factory downtime. The manufacturing plants had to be changed over to the new process and this created inefficiencies while the changes became embedded. An all-round cooperative effort would have been indispensable and were forthcoming to tackle these problems. Launch Publicity The Company was very satisfied with their new coffees and they had to make sure that everyone knew about them. The enthusiasm and confidence that existed within the business had to be communicated to their trading partners, customers and consumers. The sales and marketing team had to come with a strong promotional programme with striking point-of-sale displays, advertising and merchandising materials and give assurance that now more people would be able to enjoy a richer, more adventurous range of coffees. Advertising and publicity section took care of this aspect. And the challenge to sustain and build momentum through continuing messaging and team work across different functions was successfully met. Marketing Objectives Generally, the objective of marketing a firm's product is to help the firm achieve its objective of maximising profit. Marketing may have some other objective for a passing period such as maximising its market share, for instance. But ultimately the marketing objective of a firm is to maximise its profits and generate maximum share-holder value. All strategies and techniques of marketing are tailored to achieving this objective. And Nescafe is not an exception to this general objective of marketing. Ethical marketing Nescafe is already the top ranking product in its category in UK and none of its competing brands are in a position to successfully challenge that position. And yet, we have had occasion to note above how the perceived 'misdeeds' of Nestle, its parent company, have cast an indelible shadow on Nescafe in the case of 'Partners Blend'. It my be desirable that it include ethical standards as a necessary element in its bag of marketing objectives. There is a view that large companies such as Nestle view 'ethical consumerism' as the next marketing buzzword, a trend that is worthy of investment. But what is clear is that faitrade as an idea has moved on considerably since it was first introduced in the Netherlands more than 20 years ago. The major driver behind the development of the ethical and fairtrade market is education. Consumers in many countries worldwide are now aware of the unfair treatment of some developed-world producers, and are keen to show their support by purchasing the occasional fairtrade product. Purchasing a fairtrade product enables consumers to make a statement, as it were, against the problems we hear frequently, such as global warming, species extinction, animal testing, factory farming, human rights abuse and unfair trade. (Chris Brook-Carter 2006). Marketing mix One of the important concepts in marketing is that of the marketing mix. The elements of this mix are: pricing, the product, promotion and distribution. By altering one or more of these ingredients changes the nature of the market offering. The challenge to marketing management is to find the mix which simultaneously optimises customer utility and help the organisation achieve its objectives. A product can be marketed on three levels. The core product is the benefit which the product delivers to customers. It is benefits which customers actually buy and not products, so benefits and not products should be marketed. A product's physical features represent the tangible product, i.e. quality, style, dimensions, packaging etc. This is the second product level on which a marketing strategy may be built. Marketers can add to their product to make it more competitive in the market place. The augmented product is the third level and can take the form of extended guarantees, installation services, sale-or-return arrangements, free delivery, etc. (Kotler, 1988) Through its research and innovation, Nescafe has perfected, so to say, this aspect of marketing. A Marketing technique In July 2006 IPC Media signed a creative solutions partnership deal with Nescafe Original worth over 500,000, to publish a range of Nescafe 'advertorials' across its titles throughout August and September. The advertorials were to be tailored for each magazine including What's on TV, Pick Me Up and Ideal Home. The campaign was based around rewarding Nescafe Original drinkers by providing them with a puzzle experience and the opportunity to win Nescafe-themed prizes. Nescafe's media buying agencies Feuds and Mindshare worked with IPC to develop puzzling franchises for each one of the magazines included in the deal. (IPC 2006). This ad campaign could form a part of the Nescafe brand's marketing scheme for 2007. SWOT Analysis Nestle has moved closer to the consumer by focusing on those areas of the food industry which present opportunities for adding value in a finished food product. Nestle's approach to its products and brands has been innovative and responsive to expectations and to move with consumer trends. But its approach to its business remains the same as it has always been, namely, a commitment for the long term, whether to their markets and the communities in which they operate, to the consumers and their own people, or to their shareholders. Sales of Nescafe have been growing ever since 1938 when Nestle launched the first commercially successful soluble coffee. The Group also markets traditional roasted coffees in several European countries, as well as espresso coffee in capsules. Nescafe accelerated its drive to bring young adults into the world of coffee and, in particular, of Nescafe. The younger consumer has been seeking a different coffee experience from the traditional consumers. To cater to this 'market', along with the coffee component, Nescafe tried to offer creaminess, foam, flavours and sweetness through products such as cappuccinos, lattes, 'cafes' and complete coffee mixes. Many of the erstwhile brands were re-launched with improved quality. Nescafe has continued to invest in new technologies in their factories in countries of Asia, the USA and Spain to enhance their product performance, particularly in the area of coffee aromas. It is all set to reap the benefits of its efforts. The strength of the company and the product lies in consumer confidence and acceptance which Nestle and Nescafe enjoy in a sufficient measure. The weakness of Nescafe, if it can be called a weakness, lies not in the product, but in the company. Nestle has had a tarnished reputation largely because of its marketing tactics in respect of its baby food in African countries. That was reflected in the adverse propaganda it was subjected to in UK when 'fairtrade' certificate was granted to Nescafe Partners Blend. Fairtrade Foundation giving the fairtrade label in 2005 to the new line of Nestle coffee, viz., Nescafe Partners Blend is a public relations success to overcome the Nestle boycott - the biggest consumer boycott of any single product in the UK. And this is an opportunity for the Nestle Company to redeem itself from the stigma of 'social irresponsibility' in its marketing schemes. Apart from this threat, Nescafe does not seem to face any serious threat from its competitors. Of course, the company has also been blamed for not showing adequate concern for the farmers who grow and supply coffee beans to it. A core strategy One overlooked aspect of Nestle's success in reinvigorating the soluble coffee industry and in driving up the industry growth rate is the benefit that the resulting increased demand should bring to coffee producers. The plight of the many coffee farmers has been badly affected by the depressed green coffee prices on the world market. It is high time that they be assured of a higher and more stable green coffee price environment. That environment would ensure a long term, good quality coffee supply. Nestle is the world's largest direct buyer of coffee and has been directly collaborating with coffee farmers for over 30 years - since the first Nestle coffee agronomist was hired to work in the field. Nestle's relation with coffee farmers has been brought into the fore once again from the time Nescafe' Partners Blend has been given the 'fairtrade' certificate. In 2002 the company co-founded the Sustainable Agriculture Initiative and has been working with farmers to encourage and implement sustainable approaches to coffee growing. In a few years' time this work has evolved into a sustainable approach concentrating on three important areas - economic, social and environmental. Its farmer suppliers for Partners' Blend are all smallholders from El Salvador and Ethiopia who have been adversely affected by the regular fluctuations in coffee prices. In El Salvador Nestle is said to be working with over 200 smallholders in four Fairtrade certified co-operatives to fortify their business and management skills and promote sustainable practices. In Ethiopia the company has now established a trading relationship with the Oromia Co-operative Union - a longstanding and highly respected Fairtrade producer organisation. It is also working on sustainability with farmers in the Hama area of Yirgacheffe and is exploring with the Fairtrade Foundation how these farmers might also achieve Fairtrade certification so that their beans can also be included in Nescafe Partners' Blend in the future. The product is sourced according to internationally agreed criteria established by the Fairtrade Labelling Organisations International and the product has been approved to carrying the 'fairtrade' mark which provides an independent assurance to consumers. This means the coffee comes from producer organisations that have been certified to Fairtrade social, economic and environmental standards and that the traders involved in the supply chain have been registered with Fairtrade and agree to abide by its trading standards. Fiona Kendrick, MD of Nestle's beverage division says: "Nestle recognises that Fairtrade has a useful role to play in helping smallholder producers cope in today's global economy. By joining forces we believe that we will help make a sustainable difference to our partner farmers'. (Just-Food, 2005) Probably in 2007, Nescafe may enable Nestle to wipe off the smear that its baby food campaign in Africa splashed on its products and their marketing world-wide. _______________________________________ References All Africa Global Media (allafrica.com) at www.allafrica.com/stories/200612190032.html/, retrieved December 30, 2006 Chris Brook-Carter: Food News & Comment: 2006 (6 June 2006), Ethical consumerism moves into the mainstream: http://www.just.food.com/article.aspxID=95084&1k=html/ retrieved December 31, 2006. Coles, R.C. and Beharrell, (1992), "Packaging Innovation in the Food Industry." British Food Journal, 92, .pp. 21-32. Food News & Comment: 2006, Ethical consumerism moves into the mainstream, at http://www.just.food.com/article.aspxID=95084&1k=html/ Good African, Good African coffee, www.rwenzoricoffee.com/, retrieved December 30, 2006 Heer, Jean, 1991: Nestl: 125 Years, 1866-1991, Vevey, Switzerland: Nestl, 1991 Heer, Jean, 1996: World Events, 1866-1966: The First Hundred Years of Nestl, Vevey, Switzerland: Nestl, 1966. IPC signs deal with Nescafe: (19 July 2006) at http://www.mad.co.uk/ Just-Food, 2005: Nestle to Launch Fairtrade Coffee, (October 7, 2005) at http://www.just-food.com/ia.aspxid= (see also www.growmorethancoffee.co.uk.) Kotler, P. (1988), Marketing Management: Analysis, Planning and Control, 6th edition. (Ed) New Jersey, Prentice-Hall International Inc Kraft Afh: - Kenco Coffee from Kraft Foods: www.kraftafh.co.uk/Cultures/en-GB/Brands/Kenco, retrieved December 31, 2006 McCarthy, (1981), Basic Marketing: A Managerial Approach, 9th edition, Homewood III.: Richard D. Irwin. Nestle UK: History of Instant Coffee, at http://www.nestle.co.uk/OurBrands/AboutOurBrands/Beverages/History+of+Instant+cof..., retrieved Dece.31 2006. Nestle, 2006: D.P. Ahuja, World Patent & Trademark News: Streamlining Intellectual Property to stay on top, www.wptn.com/Mailing/Jan_25/details/Brands/1.html/ retrieved January 1 2007. Peter Brabeck-Letmathe, Chairman and CEO, Nestle, at the London Business School, UK, July 13, 2006: .http://www.nestle.com / MediaCenter/Speeches+Statements/current+speeches+or+statement.htm/ retrieved December 31, 2006. UKMVGB, 2006 (The UK's Most Valuable Grocery Brands) 2006 @ http://www.intangiblebusiness.com/media/The%UKs%20Most%Valu.../ retrieved January 1, 2007 ______________________________________________________ Appendix 1 HOT BEVERAGES Appendix 2 Overview of the marketing planning process Appendix 3 A FIVE-FORCES MODEL OF COMPETITION IN THE COFFEE INDUSTRY www.pba.ucy.ac.cy/staff/Green Mountain-Handout.pdf -/ Read More