Senseo Strategic Analysis

.3 History of Nespresso 3 Nespresso integration whithin Nestlé Group 3 Mission and Vision Statements 4 Internal Analysis 4 External Analysis 5 - PEST 5 - Opportunities & Threats 6 - Customers Analysis 7 - The coffee market and Expresso machine market in France 8 Competitors Analysis 9 SWOT Analysis 12 Strategic Options 13 - Target Groups 14 - Positioning 15 - Competitive Strategy 15 Marketing

Nespresso:
An
upmarket
posi1oning.
 4MC3‐MARCHÉ
EUROPEEN
–
Strategic
analysis
of
Nespresso
 1
 INTRODUCTION 
 •  Nespresso: the brand name of Nestlé Nespresso SA, an operating unit of the Nestlé Group. First
strategy:
business
market
(BtoB),launched
in
Switzerland,
Italy
and
Japan.
 Sales
were
disappoin1ng:
only
875
machines
sold
the
first
year.
 Last
chance
by
appoinJng
a
new
CEO
to
head
Nespresso:
Jean‐Paul
Gaillard.

 Completely
change
the
markeJng
stategy:
 •  •  •  •    
BtoB
market
was
leP


MARKETING CASE STUDY: NESPRESSO All finesse of highly skilled marketing [pic] I) NESPRESSO SWOT ANALYSIS: • External analysis: |Opportunities: |Threats: | |Macro: |Macro: | |Coffee has become, throughout the decades one of the most popular |Serious

II. EXECUTIVE SUMMARY Thanks to the strategic analysis, first we noted that Nespresso wishes to position on the espresso coffee market as luxury product. We especially noticed two different points of segmentation: the social class and the age. The touched social class demonstrates that it is about customers with high incomes and liking the luxury. Furthermore, Nespresso aims at the well-off (CSP ++) to assert its brand image and the membership of its product in the field of the luxury. The

a tool to find fundamental differences between cultures: the power distance, uncertainty avoidance, individualism, masculinity and time perspective. Hollensen (2004) Figure [ 3 ]: Hofstede (Five cultural dimensions) Hollense (2004) Culture analysis is important in order to explain the success in Europe and the failure in United States. In fact, the consumption of the coffee is totally different between these two continents. 2.4. Porter’s Five Forces The “Porter’s five forces” is a model

CHUMPITAZ Ruben (2000), « Being Customer-driven is not Enough », European Business Forum, Vol. 2, Summer. LEVITT Theodor (1960), « Marketing Myopia », Harvard Business Review, Vol. 38, July-August, pp. 24-47. LEWIS Michael (2005) « Incorporating Strategic Customer Behavior into Customer Valuation », Journal of Marketing, Vol. 69, October, pp. 230-238. NARVER John C., SLATER Stanley F. (1990), « The Effect of a Market Orientation on Business Profitability », Journal of Marketing, Vol. 54, October, pp

CHUMPITAZ Ruben (2000), « Being Customer-driven is not Enough », European Business Forum, Vol. 2, Summer. LEVITT Theodor (1960), « Marketing Myopia », Harvard Business Review, Vol. 38, July-August, pp. 24-47. LEWIS Michael (2005) « Incorporating Strategic Customer Behavior into Customer Valuation », Journal of Marketing, Vol. 69, October, pp. 230-238. NARVER John C., SLATER Stanley F. (1990), « The Effect of a Market Orientation on Business Profitability », Journal of Marketing, Vol. 54, October

entendus sur leurs parts de marché respectives entre 1997 et 2003. Les trois opérateurs ont été condamnés à une amende de 534 millions d’euros. 29 8 Les domaines d’activité stratégique Points clefs Un domaine d’activité stratégique (DAS ou Strategic Business Unit) correspond à un sous-ensemble de l’entreprise dédié à un type de produit (ou de service). Une entreprise peut être composée d’un seul ou de plusieurs DAS. 1. Les fondements de la segmentation stratÉgique La segmentation stratégique