Monday 3 June 2013

Advertising and Promotion Management: A case study of Lurpak Butter




Advertising and Promotion Management: A case study of Lurpak Butter
 


Executive Summary
The advent of the new century found companies facing unprecedented competition for the attention of customers. It also created a huge challenge for marketing communication creative teams who have to create breakthrough messages that will not get lost in the media explosion of the 21st century. The problem is that the more messages that appear, the less effective they are. Overwhelmed consumers often respond by avoiding advertisements and other marketing communication. The creatives’ challenge is to create clutter-busting messages that engage and involve and touch the hearts and minds of the audience. The ads accomplish this by delivering messages that people want to watch, hear, and read. As clutter continues to increase and people take more of the message control into their own hands, the creative stakes get higher. As rofessor Karen Mallia explains: “Words and pictures—those are the weapons the creative team uses to produce communication that breaks through indifference and inattention.” (Sandra Moriarty et al., 2012)
Lurpak is a Danish brand of butter owned by the Danish Dairy Board. It is sold in over 80 countries worldwide and is best known for its distinctive silver packaging and logo which is based on the 'Lur-' an ancient musical instrument (Lurpak, 2013). It is one of the most successful brands in the Uk and the European FMCG market which could be traced basically to its different successful campaigns and ads over the years with distinctive messages. It ads and commercials are a visual feast to the eyes, through strategic integration of fresh ideas, entertainment and mouth-watering inspiration (Lurpak, 2013).
Having conquered the European market, it is thought in this course work that it would be appropriate that Lurpak butter expands and grows its market share and position outside the European market.
The aim and objective of this course work therefore is to propose a product launch in west Africa (Nigeria to be precise), to suggest and construct an effective advertising and promotion campaign for the Lurpak brand as related to the practices and current trend in the global market; since we know that nearly everyone in the modern world is influenced to some degree by advertising and other forms of promotion. As concluded by Belch and Belch, 2003, Organizations in both the private and public sectors have learned that the ability to communicate effectively and efficiently with their target audiences is critical to their success. Advertising and other types of promotional messages are used to sell products and services, and ultimately, to earn a market share and position (George E. Belch & Michael A. Belch, 2003). It is in this sense that this course work aims to identify the right market as well as the audience of this campaign and as such, to design an advertisement for the Lurpak brand targeted at this audience to be implemented via TV and relevant and related media.



  1. Promotion campaign to improve sales and win a market share for Lurpak butter

For over a century, Lurpak has set the standards for consistently high quality and superior taste. Lurpak has precise system of quality control; arguably one of the most rigorous in the world, and has constantly evolved and improved since the nineteenth century. It is a premium and one of the most popular butter brands in the UK FMCG market (since 1901). Lurpak butter is judged on consistency, taste, texture and packaging. (Lurpak, 2013)
Winning new territories and markets is to a very  great extent a function of effective marketing communication  which in overall is the purpose of advertising and promotion management (as a tool in this context). This in essence is the continuous interaction between the buyer and seller in a given market. It is thus, any gesture or act that helps to attract buyers and satisfy their needs (Chunawalla, 2008).
Advertising and promotion however are an integral part of our social and economic systems. In our complex society, advertising has evolved into a vital communications system for both consumers and businesses. The ability of advertising and other promotional methods to deliver carefully prepared messages to target audiences has given them a major role in the marketing programs of most organizations (George E. Belch & Michael A. Belch, 2003). The main objective of advertising and promoting products is to attract the attention of customers and subsequently persuade them to purchase from our business. It is a way of communicating the benefits of our products to our target audience. (SmallBizConnect, 2013)

The Campaign
The major objective of advertising and promotion management is to construct an advertising and promotion campaign for a brand and implementing it via various marketing channels. This however is not without the understanding of the right media to reach the target audience, the message and the eventual evaluation of the campaign.
Media Research: Media planning begins with consumer research and questions about media behavior that would help with the media selection decision. Media planners would often have to work in conjunction with the information account planners uncover to decide which media formats make the most sense to accomplish the objectives. The goal is to activate consumer interest by reaching them through some medium that engages their interest. In this campaign however, bearing in mind that the Lurpak butter is a fast moving consumer good and therefore targets not just any segment in particular, but every household, every one that shops for quality, convenience, value and at reasonable price, our aim will be to reach each and every of these audiences through the fastest, easiest and the cheapest meant in the appropriate media according to the current trend.
In the media research, we will gather information about all the possible media and marketing communication tools that might be used in the campaign to deliver our messages. We will then match that information to these target audiences.
Message Development Research: In this phase, planners, account managers, and people on the creative team begin to develop a message strategy; they would involve themselves in various types of informal and formal message development research, which makes it therefore appropriate to get and read all of the relevant information to become better informed about the brand, the company, the competition, the media, and the product category. As Jackie Boulter, head of planning at the London-based Abbott Mead Vickers-BBDO agency, explained, “Creative development research is focused on refining message ideas prior to production. It uses qualitative research to predict if the idea will solve the business problem and achieve the objectives”.
Another technique used to analyze the meaning of communication is semiotic analysis, which is a way to take apart the signs and symbols in a message to uncover layers and types of meanings. The objective would then be to find deeper meanings in the symbolism that might be particular to diverse groups of consumers. Its focus is on ascertaining the meanings, even if they are not apparent or highly symbolic, that might relate to consumer motivations. For example, the advertising that launched General Motors’ OnStar global positioning system (GPS) used a Batman theme. By looking at this ad as related to its signs and symbols, it was possible to ascertain if the obvious, as well as hidden, meanings of the message are on strategy.
Product life cycle.
For such a new product brand in an entirely new territory, the appropriate strategy in its already existing market is the build strategy, in which it tries to have a market position and a share of the market (Hollensen, 2003). The two ways by which this can be achieved are by the initial introduction of the butter brand to the market through the already existing (butter and margarine) consumers and by winning new and potential consumers. The first strategy means persuading the existing consumers to start using the new butter brand, perhaps by replacing an indirect competitor. The second strategy takes business directly from competitors through possible strategic focus on market penetration/ expansion, new users/ new uses, product innovation, promotional innovation, penetration pricing and eventually taking a market position and market share.  (Jobber, 2010)
2.      Current trend in advertising and promotion
As ‘The Economist’ in recent times reported: “Basic consumer goods have been long assumed to be more or less recession-proof. Shoppers may not be able to pay for Dior dresses or Cartier watches, went the argument, but they still need tissue papers, toothpaste and detergent. Yet people are finding ways to save money even on daily necessities. They are shopping less and with more definite intention. Some people purposely pick up a basket rather than collect a trolley in supermarkets, to prevent themselves from buying too much. Some buy smaller packets, which are cheaper, or huge ones, with greater and better value. Many would not even buy air fresheners, hair conditioner and other fripperies once thought essential. Many search the internet for special deals. More so, consumers increasingly expect multi-channel access to FMCG brands, driving a need for companies to spend on technology and scale a steep learning curve to understand how new marketing methods build on customer engagement. (Xchanging, 2012)
It is in this background however that the evolution of digital media in general and social networks in particular for the marketing of FMCG brands is both impressive and instructive as a complement to the traditional practice of marketing communication (which is the use of other different marketing tools to create awareness and in utmost, to maintain a good brand position and market share). The Internet Advertising Bureau (IABUK) reported in October 2011 that UK online ad expend had gone up by 13.5% driven by an upwelling in FMCG advertising and a triple-digit rise in online video.
These remarkable figures are given further framework by a report in the FT that stated: “Display advertising was the best performer within the sector, with industry experts saying that customers in the fast-moving consumer goods market had learnt that video advertising on the internet, particularly through social media websites, could be a more cost-effective way of reaching consumers.”
The shift to these media illustrates a new emphasis on buyer engagement: by providing messages contents that consumers choose to share, FMCG brands are getting the right to word of mouth advertising (always the most efficient kind) improved on a huge scale. (Xchanging, 2012). 
More so, the reason these social networking sites are so attractive to marketers is that they engage the power of friendship-based influnce. Because of these relationships, members are more likely to respond to messages on the sites, including ads, if they are effective at becoming part of the social contex. These social media relationships offer opportunities for marketing communication messages, particularly as people serve as viral marketing agents to take advantage of the social relationships these people have with their networks of friends. (Chunawalla, 2008).
Creating a mode however for this campaign as related to the trend observed above, Lurpak would design commercial contents available on the internet as well as social networking sites to inform consumer about the product as well as delibrate messages placed on third party websites including search engines and directories available through internet access. In this sence, Lurpak would be providing an internet based process of communication by constantly interacting and persuading online users in order to position its brand, which allows her to promote both consumer awareness and preference in a customized and personalized way, and to decrease the time needed to make a buying decision. (Payam Hanafizadeh et al., 2012)
However, more than just creating ads on social networks, there are other modes of online communication that are worth exploring, these modes would be for the same purpose of building the Lurpak brand, earning a market share and following the current marketing communication trend. They include:
The Website site: Sometimes called a home page, a website is the company’s online face it present to the public and a gateway to an organisation. The website is a communication tool that blurs the distinction between marketing communication forms, such as advertising, direct marketing, and public relations. This in other words is actually like an online corporate brochre and as well could function as an online catalog for the the Lurpak brand (Chunawalla, 2008). The website would also be an information resource with a seachable library of stories and data about the company’s products, product categories, and related topics. It could as well deliver sales. The absolute and critical function of the website would be to create a brand and organisational identity and generate the brand position.
E-mail communication: one of the features and advantages of e-mail advertising is that it not expensive. All it takes is a list of e-mail addresses, a computer and an internet connection. Some users log on and off and check messages in busts, while some users like instant messaging, facebook and twitter are these days always online which has changed the function as well as speed of online connection. E-mail provides a constant stream of information.


3.      The advertisement script.
This is a script of a video ad suitable for TV and internet display.
As the day begins to break and the sun starts to rise, at a certain part of a town, it looks like it going to be a beautiful bright day.
A man in his mid twenties looks like he is getting ready for work and the day’s activities, he is going to be dressing smart in suit and tie, but this time he is not completely dressed yet as he already has his pant and shirt on, but his tie is not properly knot yet to fit round the collar of his shirt. He stands before the gas cooker, obviously going to make himself breakfast as he starts frying using an unlabeled butter. In just moment, he has come up with a seemingly nice looking fried egg and just ready to have a nice meal.
At another part of the town, a male professional bread baker seems to be on top his game for the day as he sets for the baking of the days. He’d done all his mixing perfectly with the right measure of sugar, the appropriate measure of flour and every other ingredients needed for  a good loaf that is perfect consumption but with an unbranded butter. In no time the result of his effort seem to be out of the oven. It looks just nice enough to compensate for a hard work he had done to put a loaf on the table
In another house, in the same neighborhood, a lady in her mid thirties has her apron on in her kitchen mixing cake and cookies recipes. She is going to bake cakes and make cookies, and like the professional bread baker, she has got all the right measures of all the baking recipes, but again she has used an unlabeled butter, and just as usual, the results of her efforts also came out. She has brought them out and dressed them appropriately on the table, ready to be served.
In another apartment of the same community, a mother is making breakfast ready for her little five year old and putting are lunch pack together for school. It seem like she is frying stuffs, mixing and adding ingredients together but with an unlabeled butter brand. A lovely breakfast it seems its going to be, as the little adorable stretches in bed to wake up to a beautiful day and get set for school.
At this same time, a man in his joggers’ wear seems to have just finished his morning run/exercise and has returned home to have a bite of toast bread. As the slices of the bread springs up from the toast machine, he picks them up and slowly spreads some form of an unlabeled butter brand on them and sets himself ready to eat.
At these points in all the scene, there is a sudden pause, and the rising sun starts to go down, the bright shining morning suddenly starts to become cloudy, stormy and windy; the morning has just changed from being bright and sunny to a gloomy atmosphere. There and then, all the meals that these five people from different parts of the community had prepared with the unbranded and unlabeled butter brands start to turn out to be a form of disaster or the other. The young man that had fried eggs for breakfast suddenly realized that the fried egg had started changing in colour to what seem like purple. The loafs of bread on the baker’s table had started cracking like it was some forms of weak bricks and the baked cakes and cookies started melting away like some forms of grease placed on fire. The fries in the frying pan of the mother of the five year old had also just caught fire and the sports man’s first bite of the toast bread had seem like a bite on a plank of wood. At this point, we can hear some sound of rain and some lightening flash, followed by cool calm manly voice saying ‘a day could be a disaster without a good start’.
After all of the scenes and the sound of the voice, there is fast rewind of all that has happened in all of the scenes to the very beginning where the sun begins to rise to light up a beautiful day, and then there is a repeat of all of the actions, but this time, at the point where they all have to use or add butter to what they cook, they all use Lurpak butter and get perfect results and lovely breakfasts. They all get out to the bright sun shining day; and at the end it is concluded that ‘a bright day starts with Lurpak’.
In the script, I have decided to use these characters to further support the fact that the target audience is actually everyone from all works of life and to identify with the different possible segments. The first character represents the working class and probably relating to the youth, while the bread baker represents professionals in the pastry market. Every single activity and persons as described in the script is to strategically identify with all the categories of consumer and the uses of butter as a product.

4.      Evaluation.
A careful advertiser will attempt to measure the extent to which a particular advertising campaign achieves communication objectives, and evaluation as suggested by Bendixen 1993 usually takes the form either qualitative or quantitative marketing research (Bendixen, 1993). In most instances, the earlier stages of communication are assessed via intermediary variables, e.g:
                        Stages                                     Variables
                        Awareness                   Impact, recall
Comprehension           Interpretation of message, difficulty in understanding perceived image
Conviction                  Credibility, alienation, familiarity.
This type of research is often supplemented with questions about the consumers’ intention to purchase the advertised brand or product. As such the actual sales of the product, or surrogate variables such as market share, may be regarded as the only true reflection of the behaviour stage of the communication process. Thus, advertising effectiveness measurement and evaluation is concerned with the quantitative description and interpretation of the advertising sales response function. In addition, the evaluation of advertising effectiveness relates to long term rather than to specific campaigns.
Evaluation Issues
While it is simple to clarify what is to be measured when studying advertising effectiveness, the quantification of the relationship, between advertising and sales for instance, seems likely to be fraught with problems despite the formidable arsenal of statistical techniques available to the modern analyst. The following is a list of the most apparent problems which may be encountered.
1.      The relationship can be expected to be of a complex form involving lag structures in the presence of auto-correlation both in the dependent (sales) and the independent variables (advertising expenditure).
2.      Advertising expenditure is but on of many micro and macro-economic variables which may influence sales.
3.      The possibility of reverse causality is a real one, i.e. advertising expenditure may influence sales, but sales levels may in turn influence the level of advertising expenditure.
4.      Other macro-economic effects, such as the business cycle or inflation, may dominate the behaviour of the variables being under evaluation. At one extreme this may result in conditions of spurious independence.
5.      Advertising may be used for tactical marketing gains. Individual advertising campaigns may thus be short lived and possibly out of character with the mainstream of communication effort directed at the product. This may result in a dynamically unstable relationship between advertising and sales.
6.      Different advertising media may be used for different tactical and strategic reasons. Also, the relative importance and significance of the various media may change with time. Thus, changes in media mix may result in changes in the structural relationship between advertising and sales over time. (Bendixen, 1993)
As regarding the Lurpak campaign however, up to here, this is what I have come up with as a result of findings and suggestions as limited to my knowledge, and information available to me. I can not therefore state at this point how good or how successful the campaign would be until the concepts go to an advertising agent for further reviews.  
  Conclusion
This course work has been able to propose an advertising and promotion campaign for the Lurpak butter brand launch in Nigeria- West Africa. I have also been able to ascertain the purpose of this campaign been to construct an advertising concept targeted at the identified audience and reaching them (the audience) through the appropriate means (media).
This course work identifies the current global marketing trend- the internet and social media form of marketing- of which I have made a script that would fit into this trend and could also be used as a TV ad.
The evaluation of this thought and concept however, as I have concluded earlier is totally left to an advertising agent, to review and certify it suitable for an introduction (or build) stage in a product life cycle.











References

Bendixen, M.T., 1993. Advertising Effects and Effectiveness. European Journal of Marketing, 27(10), pp.19-32.
Chunawalla, S.A., 2008. Advertising, Sales and Promotion Management. Mumbai: Himalaya Publishing House.
George E. Belch & Michael A. Belch, 2003. Advertising and Promotion: An Integrated Communication Perspective. 6th ed. The McGraw-Hill Companies.
Hollensen, S., 2003. Marketing Management: A Relationship Approach. London: Pearson Education Limited.
Jobber, D., 2010. Principle and Practice of Marketing. 6th ed. London: McGraw.
Lurpak, 2013. About Us: Lurpak Butter. [Online] Available at:   HYPERLINK "http://www.lurpak.co.uk/"   http://www.lurpak.co.uk/  [Accessed 19 March 2013].
Lurpak, 2013. Our Adverts. [Online] Available at:   HYPERLINK "http://www.lurpak.co.uk/about-us/our-adverts/"   http://www.lurpak.co.uk/about-us/our-adverts/  [Accessed 30 March 2013].
Lurpak, 2013. Vores Historie. [Online] Available at:   HYPERLINK "http://www.lurpak.com/dk/our-story/"   http://www.lurpak.com/dk/our-story/  [Accessed 30 March 2013].
Payam Hanafizadeh et al., 2012. Internet advertising adoption. Internet Reseach, 22, pp.499-526.
Sandra Moriarty et al., 2012. Advertising & IMC. 9th ed. New Jersey: Pearson Education.
Xchanging, 2012. FMCG- Business issues. [Online] Available at:   HYPERLINK "http://www.xchanging.com/industries/fmcg/business-issues"   http://www.xchanging.com/industries/fmcg/business-issues  [Accessed 6 January 2013].


Sunday 26 May 2013

Marketing communication – Critical Evaluation of Integrated Marketing Communication Eco- Network- A case study of Bel Group.



Executive summary
The relevance and survival of an organization in a given market is in its ability to compete favourably through its integrated marketing communication which are the signals sent to customer , potential customers and the general public offline and online to create an image and personality.
This course work focuses on Bel group (with concentration on one of its core and most successful brand ‘The Laughing Cow’), the world leader in branded processed cheese packaged in pre- cut portion and the number one cheese spread in Europe (Khimji, 2012), been in business for more than 90 years with 400 million portions sold (in 2011) and with the target to make 3 billion pounds sales turn over by the year 2020.
In it offline activities, Bel group have developed fascinating advertisements in deferent media and as well made good efforts on its public relations and sponsorship. Part of its offline activities is also it good distribution channels. In its online activities, it’s (Bel group) got an effective web presence management through it web sites, providing ample information about its products with messages wrapped in pleasure and healthy diet.
This course work also intends to look into the brand source, personality, differentiation and function, as well as the expansion and growth strategy of Bel group and particularly, the laughing cow campaign in Netherlands to mark its 90th anniversary; its objectives and the results (sales figures) from the campaign.





1.     Brand Positioning in regards to Online and Offline communication.
1.1 The Company.
The Bel is a multinational organization that originated from France. The organisation specializes in developing and manufacturing quality, brand-name cheeses that are loved around the world and easily reached to everyone. Bels is over 90 years in the industry, present in more than 120 countries with the mission to be the world  leader in the business  and to continue to produce and develop original, high-quality and widely available branded cheeses locally and in the international market. (Bel-UK, 2012)
1.2 The Products.
Bel group’s cheeses are made to match the well-built personality of its (the organization) powerful brands, With five universal major brands, including The Laughing Cow, Kiri, Leerdammer, Boursin and Mini Babybel, and more than 25 additional local brands, the organisation brings smiles to almost 400 million consumers annually in 120 countries around the world. These smiles which are basically from the delight of eating food made with dairy goodness, and Bel's commitment to fostering good and healthy eating habits and ‘good-naturedness’, form the common thread between the organisation and its brands (Bel-group, 2012)
1.3 The Brand
Brand is the reflection of the personality of a corporate image; corporate image on the other hand summarizes what the company stands for as well as how it is known or viewed in the market or the general opinion of the market about the company, while a good/ strong brands provide consumers with assurances of quality and reduce search times in the purchasing process (Kenneth E. Clow and Donald Baack, 2012). As discussed earlier, our target brand of Bel group for the purpose of this course work is ‘the Laughing Cow’. ‘The Laughing cow’ is one of the very first brands of the Bel group and certainly one of the most successful. In market for more than 90 years, ‘the Laughing cow’ has created a sustainable image offline and online connected with messages relating to refreshment, pleasure and sweet sensation.

1.4 The Offline Brand Image.
The ultimate offline brand image is a function of an organization integrated marketing communication. There has been a shift in the concept of marketing from managing just customer transactions to managing internal and external relationship and from passive to interactive multi-channel marketing communication strategies. Marketing communication is concerned with the planned, integrated and controlled interactive dialogues with key target audiences to help achieve mutual beneficial objectives, as modern marketing calls for more than just the development of a good product, making it appealing in pricing, and reachable, companies must make the right communication signals to both present and potential stakeholders as well as the general public. (Fill, 2009). How well a company is able to incorporate its marketing strategy, messages and message compositions as well as its relationship with house agencies and communication with stakeholders determine the achievement of the products and brand of such organization. The Bel group and particularly the ‘laughing cow’ is generally viewed to have channeled its marketing strategy towards a healthy nutrition which is its point of difference as compared to products like margarine, butter or chocolate spreads, by making ‘the laughing cow’ in piece and slices to help consumers manage their diet. It (Bel) has also strived to continually improve its products to meet consumers’ nutrition needs, For example; The Laughing Cow Light and Mini Babybel Light were launched long before obesity turned out to be a major concern it is today. At the moment, all Bel’s main brands have a light alternative and for some there is even an Extra Light version – the Laughing Cow Extra Light has only 3% fat and just 20 calories per portion. (Bel-UK, 2012)
The laughing cow’s design and packaging since 1924 (as I have observed) has been consistent and remains relatively unchanged to this day (thelaughingcow, 2012), while message over the years have been wrapped in healthy nutrition, delight and pleasure. Examples of such messages are :’sharing smile’, (Bel-group, 2012) ‘have you laughed today’ (thelaughingcow, 2012), ‘made with laughter’ (TheDrum, 2011), ‘Get your day off to a better start’, and at every opportunity, the laughing cow lays emphasis on how healthy it is to take Bel’s cheeze in the stead of related products from other competitors.

In summary, Bel group, with more than 25 further local brands (and ‘the laughing cow’) is a key food industry player and a frontrunner in the cheese production market, with more than 11,000 employee,  (Bel group in 2011) generated consolidated sales of €2.5 billion, up 4.5% over the previous year. In its profile, the Bel group states that the success of its brands can be exemplified by the 10 million portion of the laughing cow consumed everyday in the world. (Bel-group, 2012) 2300 portions of The Laughing Cow are taken in every 20 seconds. More so, it is the most famous cheese spread in the world (Bel-uk, 2012).


1.5 Online brand image
The online brand image of an organization or a product is exclusively dependent on the offline relationship built otherwise with its customer or the general public (as the case may be) outside the internet or website. The online presence management of the Bel group in no doubt reflects the offline success of it brands. Bel group maintains various websites and predominantly for each of its brands, with numerous information about the organization, its history and its products. These websites also have sales figures and facts which in fact is helpful and useful for such researches and course works as this, as well as products’ rating platforms( which is a mean of maintaining a close follow-up on the results of offline sales campaign and activities), as well as feedback and consumer engagement blogs. In my own view, Bel group’s websites are some of the most up to date and voluminous information based website I have seen; but I have also noticed that none of these websites has an online sales management platforms – online purchase and payments platforms- but I suppose each organization, according to its target audience, have its marketing strategies and focus, and I do believe that as much as the offline sales focus and strategies of Bel’s group has paid off, an online sales management and payment platform could be an additional sales revenue source and means.
2. The Brand and Networks
2.1 Brand Personality
The mission of the Bel group is their long-term production and development of original, topmost quality, extensively available branded cheeses. The five significant values underlying Bel’s growth strategy are ethics, innovation, enthusiasm, expertise and unity.
Being categorized as the foremost European branded-cheese group and positioned 2nd in the world in terms of turnover and profitability, Bel maintains emphasis on innovation with technology and new products, permeation of new markets, and persistent external growth.

2.2 Brand Differentiation and Function
Bel focuses on the development of Branded Cheeses - unique, simple, healthy cheese products, with the extensively possible availability. Their brands are everyday products combining whole nutritional values, user-friendliness, and above all, tastiness. They are perfect for families, and intended to provide great pleasure and healthy nourishment for people of all ages throughout the world.
Over the years Bel has developed a portfolio of over 25 international and domestic brands strongly positioned in their individual markets in which The Laughing Cow is sold in about 100 countries. Much of Bel’s success is in no doubt built on brands that offer a new approach of eating cheese.
2.3 Brand Source
The Laughing Cow was officially launched in 1921 by Léon Bel. Since then, The Laughing Cow has been relished by many generations of consumers and it now makes part of a large trend of products. It is a brand that fills a distinctive place in the history of cheese making. The Laughing Cow introduced a whole new approach of eating cheese, due to the unique recipe combining a sole flavour and a creamy, melting texture.
Originating from France, The Laughing Cow is no doubt an international cheese, consumed in more than 100 countries on five continents, from Africa to the USA, from England to Japan, and to Australia. Reflecting various languages and cultures, The Laughing Cow has a different name in each country. Initiating a new marketing approach when launched and still much active today, The Laughing Cow has (no doubt) a truly audacious identity and personality. (ManassenFoods, 2005)
2.4 Target
Bel's plan for growth is propped by a motivated and expressive mission to bring smiles to families universally, through the pleasure of its products made with ‘dairy goodness’. (Bel-group, 2012) The organization (Bel) has identified the world and especially the European in-home and take-out lunch market as a segment of increasing demand, with research conducted by the firm signifying the home-made lunches have increased in popularity in the UK since the start of the recession. The firm also learnt that the UK consumers are looking for simple ways to add more variety to their lunches. (Dairyreporter, 2012). Bel group’s products (as a result of it research and discovery) have attracted 400 million existing consumers and the Group also targets to attract up to 600 million additional by 2020 (Bel-group, 2012)

2.5 Distribution channel
To the makers of increasingly (emerging) everyday food such as the case of Bel group and ‘the laughing cow’, availability and convinience are the major concerns and priority in its sales and marketing strategies. Lovers of cheese( and shoppers in general) want to grab portions from the nearest local stores or throw boxes of ‘The laughing cow’ into the trolley as they make a brief shopping and thereby expect that it be available at the point of need. The Bel group has identified these needs for availability and convinience in effective reach to this growing number of consumers and its active distribution channels to the shelves of stores and supermarket.
2.6 Competitors
As much as Bel group is a strong player in the cheese and dairy market, there are also some competitors in the industry that keeps them on their toes. Some of such (in the UK) are
Adams foods: A major and strong player in the UK food industry and supplier of pre-packed hard cheese, supplying every major UK food merchant as well as the wholesale, convenience and food service sectors with over 200 million packs sales record per year. Adams foods also have a emerging butter business through it portrait ‘Kerrygold’ brand (adamsfoods, 2012), which makes it a major competitor of Bel group in the UK.
Alvis Bros: Alvis bros has also been a strong player in the UK dairy market since 1952, producing over 60 tons of wide range of traditionally handmade cheese, that are available in wide range of sizes and shapes (AlvisBros, 2010)
There are also other notable competitors in market like the Barber’s (the makers of the Maryland cheese brand), the Belton Cheese Ltd, Bradburys, Brue Valley Farms and so many others (outside the UK, in Europe and the rest of the world) that space will not permit me mention. The dairy and cheese market in Europe (using the Uk as a point of reference) and other part of the world is a highly competitive market, but Bel group and ‘the laughing cow’ remain a strong, major and relevant brand of all time.
2.7 Strategy

 A simple and sustainable business model

Bel's business is devoted to the production of branded cheeses. This strategic positioning is the basis of the Group's establishment, and it motivates the performance of Bel's inspiring and bond-building brands, which for the most part have made them outstanding in their respective markets.
Bel also maintains a unique technological know-how in food production, with notable cheese-making competence, specifically in processed cheese, and proficiency in miniaturization. These competitive advantages have impelled the Group to the title of the world's third-leading manufacturer of branded cheeses and the world leader in the portion segment.
Bel's capital structure is also a strong strategic asset, facilitating the Group to firmly manage its growth and ensure its sustainability.

Brands with strong growth potential

While Bel's five core brands, The Laughing Cow, Kiri, Mini Babybel, Leerdammer, and Boursin, are all precisely positioned, they share some common values, including a certain reverence, a healthy and fun eating experience, and personalities that can be modified to local eating habits. To further support this is the fact that consumers in many countries consider The Laughing Cow to be local brands.
These brands have remarkable growth potential in markets where they are already sold, as well as in new territories. (Bel-group, 2012)
A fine understanding of markets to extend product ranges.
The Laughing Cow cheese blocks launched in 2011, and precisely intended for eating habits in the Ukrainian market, Boursin Gourmet, targeted at American consumers when serving cheese and crackers among loved ones or Kiri used in cake recipes in Japan and Corea (Bel-group, 2012).
A strong sense of marketing and distribution that has made Bel products appealing, visible and accessible.
Bel group mentioned on one of its web pages that The High Farm Musical advertising campaign launched in 2010 did increase sales records of The Laughing Cow by 6% in Western Europe. The Group as I observe is also always willing to experiment new distribution and sales initiatives, an example of which is in the Congo, where Bel products are sold on the street by women. (Bel-group, 2012)

Market leadership strategy

Bel had started following an international growth strategy early enough. Presently, its products are spread in about 120 countries on five continents.
Bel's growth is bolstered primarily by efforts to strengthen and grow its market positions. Consequently to its international expansion, the group has instituted a presence in geographical regions with high organic growth possibilities. Bel implements its growth strategies to each territory. The pursuit for size is not necessarily the goal, but the objective is to be a frontrunner in the cheese and dairy markets and segments.

New territories to explore

The Group's growth is also a reflection of its willingness to expand into new geographical territories. Bel (at the moment) is already a market leader in Africa, but the continent is far from been totally won as there are still a number of untouched markets worth exploring. Such also is the instance in Asia and South America. In proportion to Bel's mission to share smiles with families everywhere, taking over new region and breaking new grounds come with new challenges for the organisation, that understands that (in the real sense) its products cannot entirely be accessible to all.

Over the years, however, Bel has been running a development program to bring its dairy products to the highest number of people. In 2011, it launched Goodi, a pilot program in Vietnam. Goodi is a hybrid product containing rice, dairy proteins with vitamins and nutrients modified to meet the nutritional basics of Vietnamese children.
The project gives highlight to Bel’s nerve to go further than just cheese to make its mission a reality. Furthermore, as a part of its development program, and in it quest to exploring new territories and reaching more people for the purpose of organisational growth and sales increase, in 2011, Bel group launched a campaign in Netherlands, Europe, marking the 90th anniversary of  the laughing cow and the campaign details and result are as analysed below.

The Laughing Cow’s 90th Anniversary Campaign in Netherlands, Europe
Bel major brand The Laughing cow is no doubt the leading spreading cheese in the world, but the group sure understands there is more to be done to remain as relevant and significant in the market. In 2011 as the group celebrated its 90th anniversary, Bel Netherlands employed the services of Weber Shandwick (a public relation expert) and interactive agency IN10( a brand communication expert) to help mark the anniversary by engaging children between the ages of 7 to 12 and their mothers. This it did in its pursuit to create more awareness, expand and make more sales.
The objectives of the campaign were to further develop the public relation and to promote awareness of the brand and the Laughing Cow's 90th anniversary, in paid, earned and shared media, and accomplish brand loyalty and engagement. The business goal was to create the Laughing Cow's biggest ever promotion, with target sales volume growth of at least 3.5% (PRWeek, 2012).
Campaign Strategy/ Communication tool
The campaign needed to stress The Laughing Cow's brand values, which are ‘Sharing Smiles', goodness, fun and delight, and stay true to the positioning as a healthy cheese snack for children and families.
The team generated an online club – The Secret Order of the Laughing Cow – and had children to sign up as members and help the Laughing Cow find the best places to swim, skate, or visit a museum in several ‘Secret Missions'. Members of the Secret Order and key journalists, together with retailers and other relevant third parties, also observed the Laughing Cow's 90th anniversary party, which took place in an amusement park, and included setting a Guinness World Record for gathering the most people dressed as cows in one place. Activities at the party included a quiz, a survival challenge, rodeo bull riding, cow milking and a Laughing Cow theatre show. Weber Shandwick made coverage before and after the event and made a social media release with a Facebook and Twitter link.
Campaign Evaluation
The campaign produced 106 online articles, 22 pieces of print coverage and three radio items. The world record attempt was mentioned in more than 80 tweets. The campaign engaged 7,500 kids and parents by inviting them to the party, and 250 people took part in the Guinness World Record attempt. The Secret Order signed up 1,730 members in its first year.
Sales in the Netherlands increased by 7.5% from January to October 2011, representing record volumes for the brand. Household penetration increased by 9.5% in Q4 2010 - Q3 2011, compared with the same period the previous year. The Laughing Cow is over-performing in the total cheese spread market: according to Nielsen Data, volumes are up by +6.9% - much higher than total market growth (+2%). (PRWeek, 2012)
Campaign Results
This campaign combined the Laughing Cow's historic assets with making the brand relevant for today's children. The campaign allowed kids to ‘share smiles' with friends and parents while enjoying outdoor activities and healthy snacks, and forged long-term relationships with children and parents through the online club. (PRWeek, 2012)
3. Conclusion
Marketing as the heart of a business determines the survival of an organization.
How an organization is perceived by the general public goes a long way to determine either it acceptance or rejection i.e its success or failure as the case may be.
Staying relevant in business is more than just conceiving an idea or creating a fascinating product, it is important to determine what such good or service stands for (Kenneth E. Clow and Donald Baack, 2012) - its value and essence, the needs or want it is to meet as well as determining who these needs and wants are meant for (a target market). But far beyond these is creating a sustainable relationship, not just with these target audiences, but also with future user- potential customers, and relevant stake holder, through a well-planned, steady and dynamic marketing communication strategy (Fill, C. 2009); taking an advantage and a good use of little things that count like a clear vision, a direct mission, stable and consistent colour codes and messages.
Organizations build a continuous and lasting relationship with their customers/ stakeholders by employing the right marketing communication techniques which are advertising, direct marketing, public relations, personal selling, sales promotions and/or sponsorship (Fill, 2009). The integration of these techniques and the marketing mix (product, price, promotion, place, packaging, positioning and people) (Clow.K.E., Baack.D. 2012) make the right marketing communication strategy.
Integrated marketing communication in other words is the interconnectivity and the relationship between an organization’s marketing strategy, its vision/ mission, product and the organization message, message composition and its choice of media. It is also the rapport between an organization and the house agencies as well as its communication with the stakeholders.
 To take a stand however as to conclude this course work, I maintain that there are no particular laid down rules or steps as to integrating an organization marketing strategy but to understand the market, put customer satisfaction first and reach them appropriately through all the marketing tools (Dahlen,M., Lange,F. and Smith, T., 2010) as I believe the Bel group and especially The Laughing Cow has done in its over 90 years in business. I suppose the brand is doing well and the image has been well accepted in all the markets where the Bel group is present trading and do hope the group will keep the trend, work more (particularly) on its online sales  and stay relevant in the world branded cheese market.








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