SWOT Analysis: Kraft And Orim Cooker Strategy: Cookie Strategy
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Kraft has been expanding into the global markets over the last 10 years. They have become a giant in China and are quickly gaining traction in India. China was their first massive global market initiative. Their initial launch failed because the cookies were too expensive and did not suit the shape and taste the Chinese were accustomed too. However, management, research, and development worked closely to revise the taste, shape, and price to fit the needs of the Chinese.
Kraft, who owns Oreo cookies, learned from their mistakes. When they entered into India’s biscuit (cookie) market, the organization expected to change the flavor, price, and shape. Kraft also capitalized on existing distribution networks, by acquiring…show more content… Initially with the team collaborating on the 4 components of the SWOT analysis. Our team strategy is to emphasize our strength of the broad cost leader. We are pushing for full automation and low costs for our products. Although we have launched a new high tech product, which will be released in 2018, our primary focus is to dominate the low-tech segment. Thus far, our strengths are market share, revenue, and automation. We will continue to improve by lowering costs, increasing market share, automation, and capacity in those segments and measure our success based upon maintaining our dominance in market share and…show more content… When comparing Kraft’s decision to enter into a new global market, they realized they have an untapped population that can bring in another source of revenue. Similarly, in the Capsim simulation, our team realized we have yet to penetrate and dominate the high tech market. Our decision the first round was to invest in assets to bring down our manufacturing costs, increase capacity, and establish market share. The success from round one will fund the capacity, automation, and production for our new high tech product launching next year. We recognized the opportunity, analyzed the buying criteria, and launched our design phase. Opportunity is recognized by looking for outside indicators, staging, aligning, exploring, and mapping, to set new directions (Lawton, 2004). Another factor in setting up for new opportunity is being open to continuous innovation. The market conditions, client expectations, technologies and organizational vision, shift over time, thus being open and strategically prepared for innovations and change sets a company up with the foundation for long-term