Nespresso international marleting strategy

However, this could dilute its brand equity since Nespresso would be unable to control the quality of the coffee coming out of its machines. Variety is a key buying criterion for North American consumers in single-serve machines, and a key success factor for Keurig and Tassimo.

Moreover, Nespresso can prioritize or restrict the release of new pod variations to its own machines before releasing K-Cup equivalents to protect the value of its own product line.

Nespresso – What else?

With only 4 cups of coffee per person yearly in China, the concept of coffee capsules is rarely known in China. March 24, Serena Virani A Latte Problems Despite its global leadership in the single-serve market, Nespresso failed to gain significant market share in the North American market since its entrance in This allows Nespresso to approach customers even before their first purchase, to collect accurate data and to build a personalised relationship from the very beginning.

IBR publishes two issues annually in December and April with content created exclusively by students and maintains an active blog, curated by the IBR Editorial Board, with contributions from students Nespresso international marleting strategy young alumni.

Our focus is on Nespresso strategy in China. Over the last two years, Nespresso international marleting strategy, Nespresso has failed to increase its North American market share. The five key success factors included the following: A Premium Blend Despite its North American challenges, Nespresso still has a strong global presence and the resources of a market-leading parent company.

InNorth America made up Since the capsule market will open soon with ensuing fiercer competition Nespresso will have to reaffirm its legitimacy as a reference brand and capitalise on it. To compete through machines, Nespresso must expand its product line to provide consumers with more variety in coffee types.

Despite this fact, North Americans have bought into the efficiency, quality, accessibility and variety provided by single-serve systems. Releasing K-Cups and pods with such designers will help Nespresso distinguish itself against other premium brands.

Through special events, like sports tournaments, coffee tasting and cooking classes, Nespresso develops the feeling of being an exceptional person supported by the Nespresso Club. Furthermore, Nespresso involves customers by communicating the feeling to belong to an exclusive network.

The second option is to compete through pods. To minimize switching costs and to increase the accessibility of its products, Nespresso should create a sub-brand to release a line of pods compatible with Keurig machines K-Cups in North America.

Nespresso is also served in hundreds of high end hotels and restaurants within Europe but only a handful within North America.

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In the past, it has asked them to supply ideas for TV-spots or let them chose between two pre-produced spots to decide which one would be broadcasted. To prevent brand dilution of the original Nespresso line, Nespresso should communicate that its coffee is still best served through its own machines.

Per capita income growth in the US, anticipated to be 2. Conversely, Nespresso has pods that are only compatible with its own machines. However, this would require Nespresso to move away from its core competency in premium coffee and espressos.

Such brand partnerships will be the most authentic way to convince consumers that Nespresso is the best premium product in the market.

JAB owns several coffee brands including a majority stake in Jacobs Douwe Egberts, whose product portfolio also includes Tassimo. Machines are widely available through a network of retailers whilst capsules can only be purchased via the e-commerce platform, a network of high-end boutiques and Customer Service Centers.

Nespresso thus can deliver personalised services to specific customer segments and communicate and share information on an individualised level with every customer, based on purchasing behaviour and monetary value. To ensure that HENRYs are aware of this branding strategy, Nespresso should highlight its luxury partnerships through marketing initiatives.

To drive demand for Nespresso K-Cups, the company should also boost brand awareness by creating more B2B partnerships in North America which were a key success factor in Europe.

To make its machines appeal to its target market, Nespresso should focus on B2B partnerships with North American luxury brands in the retail, vehicle, airline, restaurant and hospitality segments. The brand, for instance, regularly includes customers in advertising activities.NESPRESSO MARKETING ANALYSIS Complete analysis 1.

Melanie Montet Margaux Del Valle MBM INSEEC Marine Escande. International Journal of Competitive Intelligence, Strategic, Scientific and Technology Watch SciWatch Vol 5 issue 3, December () 1 “Nespresso’s strategy: an idea of exclusiveness and personal touch”.

This plan was developed within a group of five NYU students during the fall semester.

We elaborated a complete (integrated) marketing plan covering from t. The growth of the market has led to intense international competition as market players compete to wear the “single-serve coffee crown”. Unique marketing techniques that emotionalized its brand; To ensure that HENRYs are aware of this branding strategy, Nespresso should highlight its luxury partnerships through marketing initiatives.

– INTERNATIONAL MARKETING STRATEGY INTERNATIONAL MARKETING ANALYSIS FOR PELLER SANDRA – Student ID Number: Executive summary The aim of this report will be to present the international marketing analysis for the world renowned company that is Nestlé, and more particularly focusing on one of its products: the coffee pods sold by the sub-brand.

Innovation and Value: The Nespresso Case 1 Innovation and Value: The Nespresso Case “The business has two - and only these two - basic functions: marketing and innovation.

Marketing and innovation produce results; all the rest Today Nespresso is an iconic international .

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Nespresso international marleting strategy
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