Marketing Communication Plan for Re-Launched Cadbury Wispa Bar Marketing Plan

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¶ … relaunch of Cadbury's Wispa bar. Through case study examination and marketing communication planning, the study acknowledges successes surrounding the relaunch of the Cadbury Wispa bar, and aims to sustain and extend Wispa brand and product success. In particular, the study cites, for example, pull positioning strategy as a strategic tenet. Moreover, for organization of the study, the paper encompasses the following sequential sections: Introduction, Situation Analysis, Marketing Communication Objectives, Marketing Communication Strategy, Marketing Communication Tactics, Action, and Control and Evaluation.

Cadbury and Kraft Foods: Corporate Profiles

Cadbury is a leading, global, confectionery manufacturer (GlobalData, 2010) that specializes in chocolate confections or sweets. Its brand and heritage dates back to 1824 when John Cadbury opened a grocery store, and purported cocoa and drinking chocolate were therapeutic alternatives to alcohol consumption (Cadbury, 2012). As soon as 1905, Cadbury had launched its Dairy Milk chocolate brand (Cadbury, 2012). Subsequently, Cadbury, for example, debuted its popular Wispa bar in the 1980s, and later relaunched the nostalgic chocolate bar in 2008 after indications of renewed consumer demand (Jobber, 2009, p. 614-618).

However, despite Cadbury's initial resistance to acquisition and its market successes, Kraft Foods, a food conglomerate, acquired the confectionery giant for $19.5 billion in 2010, the same year Kraft divested its Digiorno pizza operations for $3.7 billion (Kraft Foods, 2012). Prior to the acquisition, Kraft Foods had asserted that "the combined companies would be the leader in chocolate and sweets" (USA Today, 2010). For a food specialty manufacturer, Cadbury showed significant market presence; in 2010, Cadbury employed 45,000 people among 60 countries (GlobalData, 2010). In contrast, Kraft Foods, represents the second largest food company in the world and achieved a net revenue of $13.7 billion for confectionery sales in 2010 (Kraft Foods, 2012).

Moreover, Cadbury's shareholders and executives reasoned that a large, influential food company like Kraft Foods that also secured, in addition to the confectionery portion, $35.5 billion in net revenue for 2010 from biscuits ($10.8 billion), beverages ($8.8 billion), cheese ($7.0 billion), and convenient meals ($5.0 billion) would sustain and grow the company and corporate product line (Kraft Foods, 2012). In 2010, Kraft Foods respectively attained the following financial figures: net revenues of $49.21 billion, cost of sales of $31.31 billion, and assets of $95.29 billion (Kraft Foods, 2012). After balancing total costs incurred for 2010, Kraft Foods had realized $4.11 billion in net earnings (Kraft Foods, 2012).

Cadbury, a leader in its respective industry sector, aligns with Kraft Food's brands and portfolio of acquisitions in that approximately 80% of Kraft Food's revenues emerge "from products that hold the number one position in their respective categories" (Kraft Foods, 2012). Kraft Foods bolsters industry leading and heritage brands such as Oreo, Trident, Nabisco, Oscar Mayer, Halls, Honey Maid, and Maxwell House (Kraft Foods, 2012). The Kraft Foods platform, market statues and positions, showcases Cadbury's array of product categories, which include: (bars), (cakes & biscuits), (boxes, bags & tins), (drinks), and (ice cream & desserts) (Cadbury, 2012). Table 1, below, exhibits Cadbury's present and past, line of bar products (Cadbury, 2012).

Table 1: Cadbury's Wispa Bar Products

Present Line of Bar Products: Freddo, Curly Wurly, Brunch, Snack, Fudge, Picnic, StarBar, Timeout, Dream, Flacke, Boost, Double Decker, Bournville, Chomp, Diary Milk, Dairy Milk Bliss, Wispa, Twirl, and Crunchie

Past Line of Bar Products: Amazin' Raisin, Aztec, Boost Cocunut, Boost Peanut, Five Boys Milk Chocolate, Fry's Five Centres, Fuse, Inspirations, Lucky Numners, Milk Tray Bar, Skippy, Spira, Toffee Buttons, and Old Jamaica

Section 2: Situational Analysis

2.1 Market trends and Analysis

Leatherhead Food International (2006) provides the facts and marketing trends of Table 2, below.

Table 2: Global Confectionery Market Trends

• "The global confectionery market was worth an estimated 119.69 billion in 2005."

• "Chocolate confectionery is the largest [global confectionery] sector, accounting for almost 60% of total sales."

• Europe and North America are mature, static markets when compared to "central and eastern

Europe, India," and China.

• "Per capita confectionery consumption in most developed countries averages 11kg."

• "The spread of confectionery products marketed on a health platform continues to grow. Sugar-free chewing gum is well established in many parts of the world, whilst demand for low-fat, organic and natural confectionery products continues to grow ."

• "Between 2006 and 2010, the global confectionery market is forecast to increase by over 16% in value terms, reaching more than USD145bn. Volume sales are expected to amount to over 17.8

million tonnes by 2010."

• "The global confectionery market remains relatively fragmented, with the tip six manufacturers accounting for less than half (45%) of value sales"

2.2 Current Marketing Communication Strategy

Cadbury clearly implemented pull positioning strategy to influence Wispa bar sales, during the relaunch marketing campaign. However, while marketing strategy evinced pull positioning, Cadbury's product positioning strategy for the Wispa relaunch was neither purely pull oriented nor push oriented. Rather, Cadbury implemented strategies most indicative of pull positioning, and in some incidences employed an amalgamation of the two polar positioning strategies. Moreover, Cadbury also evoked push positioning strategy, independent of any pull positioning strategy, such as point-of-sales contact

Cadbury allowed the end-user to create buzz about relaunching the Wispa brand. The initial stages of the public's resolution to resurface the Wispa brand only conveyed impartial strategic invocation to rebirth an discontinued product. Cadbury had not declared a need to relaunch a product to increase sales when consumers began to chatter about restoring the Wispa bar to the confectionery market. However, strategic pull positioning began to manifest when Cadbury made an effort to avoid interfering with the public-directed nomination for Cadbury product restoration, and treated the product buzz and consumer online petitions as fairly reliable market indicators to relaunch a product. Furthermore, Cadbury performed these actions without guiding consumers to favor any corporate preference that may be based on formal market analytics and trends or other corporate priorities.

In addition, during the relaunch of the Wispa bar, Cadbury had adopted figurative themes such as: self-actualization, self-expression, inherent and autonomous motives, and collaborative determination that highly support pull positioning strategy. For example, the Wispa-relaunch television advert epitomized principles of pull positioning. First, Cadbury did not hire a commercial cast of professional actors to film the commercial. Instead, Cadbury accepted volunteers with varying talents, and only provided subtle casting requirements.

The chocolate manufacturer empowered its end-user by allowing him to actualize his commercial casting character or showcase talent that would ultimately have bearing on product connotations, Cadbury heritage, and corporate culture. Cadbury used pull positioning to almost effortlessly expound a product slogan that asserts consumers participate in corporate advertising simply for the innate love of the Wispa product or brand, which supports the notion of autonomous, inherent motives. Nevertheless, Cadbury also dedicated a webpage to thank all participants.

Cadbury had cleverly devised a means to embrace a collaboration of consumers to participate in the commercial advert, whom would mold a seemingly and purposely amorphous product message enclosed by a celebratory overtone and malleable market presence. In fact, Cadbury's PR agent "won the gold Award for Campaign of the Year and a Digital Innovation Award at the PR Week Awards (2008) for it roll in Wispas relaunch" (Jobber, 2009, p. 614-618). Yet, aside from a musical tune and decorative product branding through a fireworks display, one may not quickly associate the commercial to any product. However, Cadbury, through its Wispa commercial, had made it apparent that there was a reason to celebrate, and even extended the opportunity for the commercial audience to independently construe its own product storyline and tagging.

Nonetheless, while Cadbury engendered exceptional pull positioning strategies, the corporation also implemented pull positioning strategies with slight push positioning overtones. For instance, Cadbury pushed and focused on deeply rooted sentiments of nostalgia and nostalgic associations in relaunching the Wispa bar, instead of emphasizing that the consumer should self-explore all product sentiments without significant influences. On the other hand, nostalgic association by itself predominantly represents pull positioning rather than pushing, given it can influence an end-user to immediately associate sentiments that could shape product perception or a product purchase (Tutor2U, 2012. Furthermore, no sale is directly pushed upon the consumer; instead the sentiments around the product would eventually cause the consumer to seek out a purchase-- this represent a rudimentary premise of pull positioning strategy.

2.3 Table 3: Pest Analysis

Political

Economic

-- new clearances from food or geographically based authorities

-- presidential election

-- employment laws of different countries

-- health and safety laws

-- new territorial expansions and expenses

-- outsourcing taxation or domestic impact

-- foreign currency transactions and hedging transactional risks

-- gross domestic product: $14.59 trillion

-- world economic growth

-- market growth in chocolate segment between 10-20%

Social

Technological

-- online socialization, social networking interactions

-- urban, health-sensitive social groups, health and fitness awareness

-- social consumption of chocolate beverages

-- caffeinated chocolate products such as coffee, coffee beans, and caffeine infused chocolate candies as energy products

-- lifestyles, aging populations, spending patterns

-- organic selections, dark chocolate benefits

-- enhanced… [END OF PREVIEW]

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