I. THE COMPANY
Haribo, or how a small family business has won the confectionery market in a century. To understand this phenomenon we will discuss the tools and the strategy employed.
Haribo is a Company executive, in order to allow the family to keep Riegel power over society. It has headquartersin several different countries where the latter is located particularly in France with headquarters in Marseille. Each is controlled by a supervisory board composed of the Riegel family. Because of this family structure, Haribo has a mode of decision making especially because the company has kept a spirit of SMEs. Thus decisions are made much more rapid than in a large multinational.
We were ledto ask ourselves the question: “Is the marketing mix standardized for the whole world or adapted to each country?”
In order to answer this question, firstly we’ll present a general business of Haribo, and then we’ll analyze Haribo’s mix marketing.
In the early twentieth century Germany, the confectionery businessare developed than those of steel. Hans Riegel, the founder of Haribo, no exception to that tradition and training in baking sweets. He founded his empire in 1920, not in a garage but in a laundry. Since the initial capital is very thin Hans Riegel is in the kitchen while his wife delivers the first customers bike.
The name of the company from "HA" for Hans "RI" for Riegel "BO" for Bonn. In1922, the creation of "Tanzbar" the little dancing bear is a true innovation. Haribo's success was immediate and production takes off. In 1946, following the death of Hans Riegel, his wife and his children took over the management of the family business. This is still in force for the next generation is taking over.
Internationalization was a very important step for the group. Indeed, greatefforts have been made since 1936 and especially since 1988, to implement Haribo in foreign countries such as Denmark, France, Great Britain, Austria, Spain, Belgium, the Ireland, Hungary, the Czech Republic, Poland, Turkey, and numerous projects in Eastern Europe and the American continent. Today, Haribo is present in 83 countries and employs over 6,000 people.
Strategic segmentationCurrently, Haribo fluently his job that is sugar confectionery since in effect it is today and for many years the market leader with 50% market share of fruit jelly candy.
To analyze the job we have identified several areas of Strategic Activities:
- Candy with different kinds of candy: licorice, gumdrops coated.
- 'Gingerbread' acquisition of a major manufacturer of gingerbread Bären Schmidt.
Haribo policy is based on three main criteria:
* Quality: "The quality of men, materials, production equipment is synonymous with" perfection ". Haribo is particularly vigilant about the quality of components, which guarantees stability and product preservation.
* Creativity: "Haribo, the candy connected ". For over 20 years, which requires HARIBO in each productfamily, which becomes the reference "standard" market. TAGADA, marshmallows, GOLDEN BEARS ... Haribo did not exist before. Haribo candy is popular, so it responds to new needs (adapted packaging, recipes multivitamin ,...), to new modes of consumption (individual, family or social).
* Marketing: Haribo is present on all distribution channels in a balanced manner. Firstly, the traditional channelssuch as wholesalers who then distribute to bakeries, tobacco, press briefings and service stations. Then, the short circuit which are central purchasing of French hypermarkets and supermarkets.
Haribo goes global…
Haribo has developed internationally by several successive phases.
In 1935 with the establishment in Denmark and then in many other European countries (France, 1967, 1972 in...