United Cereals

In general, every firm is confronted with some staple fibre issues such as. in which grocerys to operate what point of intersections to offer and how to distri onlye these products The standard guidance join Cereal used to enter the European commercialise consisted of ternary main standards, namely acquisitions of companies in deferent European countries (1), introduction of products from the joined Cereal US product line (2) and promoting organic growth with the adoption of these products to local food market conditions by a respective country manager In charge (3).The advantages of establishing national subsidiaries by acquiring situated primarily In an effective and fast way of gaining market portion in a grumpy market. Thus, in 2009 the market share of US in Europe amounted to 20%, only 6% below the market share of its main competitor Kellogg. Considerable benefits could in any case be achieved overdue to local expertise and reputation of the established co mpanies in respective countries in terms of marketing focus, local tastes, targets, competitors, brand loyalty as well(p) as legal framework.Other advantages were realized from already existing distribution networks, providing entre to local logistics companies as well as cooperation with local retailers and wholesalers. However, there also were certain risks concerning the suitability of the distribution partner to the Introduced products as the exploitation of particular sales channels varied considerably across countries (e. G. Germany with 80% vs.. Italy with 17% as mentioned above).Further rolls/dilettantes of this strategy (although not stated in the text explicitly) big short letterman be associated with the integration and implementation speak tos, caused by adoption of the foreign business to the united Cereals business and its values concerning the US Way. The next step of he United Cereals standard way was the introduction of products from the existing product line, which comprised more than 100 brands. Thus, the company profited from the possibility to launch its successful US brands also in the European market.This strategy was enforced especially by racy-pitched demand for US products which were very much in tendency at that time, especially in ass and ass. Furthermore, as there was no need In developing a completely reinvigorated product line this fast and cheap access Into local competition enabled united Cereals to achieve a solid organic growth. However, due to differences across European markets there still were costs, associated with customization of products and adjustment of manufacturing processes when US brands did not correspond to the local market tastes.Introduction of US line in each decisions and determining, which products from United Cereals could bring home the bacon and make profit in that country. With a broad understanding of the market the country manager was able to adjust products perfectly to local market condit ions, while respecting the US Way. Such country level approach coupled with high susceptibility and flexibility led to a very high motivation of country managers as well as profit minimisation in most national markets. However, over time inconsistency in positioning the products, e. . Positioning a product as high-end in Germany, but as a low-end in I-J, became a matter of concern. Redundancies due to soulfulness marketing campaigns in separate countries for different products led to expenses 25% high than in the U. S. Operations. Especially, in the light of a global recession in 2008-09 and more competitive markets, forcing market participants to provide lower- ricer products cost reductions and cost efficiency, became a major focus of United Cereals.Further risks were associated with country managers, preferring product extensions rather than new product introductions in order to reduce costs and maintain bread in their country. Reasons for this behavior were above all lack of resources and too high costs of launching and developing new products. Thus, the US standard way is not sustainable anymore and new market strategy combined with cost effective and more efficient processes should be considered.