häagen dazs pdf

Häagen-Dazs Operational Marketing

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Index

1. Executive Summary………………………………………………………………………..3

2. Introduction…………………………………………………………………………………...4

3. Situation Analysis……………………………………………………………………………5

3.1 Macroenviormental Analysis…………………………………………………….5

3.2 Microenviormental Analysis……………………………………………………..7

4. SWOT Analysis………………………………………………………………………………..8

5. Marketing Planning………………………………………………………………………10

6. Marketing Mix………………………………………………………………………………11

6.1 Product/Brand/Service Strategy……………………………………………..11

6.2 Distribution Strategy……………………………………………………………….12

6.3 Pricing Strategy……………………………………………………………………….12

6.4 Communication Mix…………………………………………………………….….13

7. Conclusion and Recommendations……………………………………………….15

8. Bibliography………………………………………………………………………………….16

9. Appendix………………………………………………………………………………………17


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1. Executive summary

Who does not like a good ice-cream? Answer yourself to that! The ice-cream sector is a very

competitive and interesting market where tradition, quality and prices make the difference

among the different producers worldwide. The ice-cream company Häagen-Dazs arrived to the

Iberian Peninsula in 1992 and since then they have being adapting themselves to the country

traditions and local lifestyle. The current economic crisis that Portugal is facing makes it very

appealing to study and propose a new marketing perspective for a well-known international

company such as Häagen-Dazs. The survival of a foreign company that is significantly young in

Portugal will depend on a complete and well-structured marketing plan. The strong preference

for national brands, the low brand-knowledge in Portugal combined with the economic crisis,

forecasts a challenging oncoming years for Häagen-Dazs in Portugal. Reason why, this work will

try to analyze the different key aspects and tasks that Häagen-Dazs will have to follow in order

to improve their market share and financial position in the Portuguese market. We will present

a more aggressive marketing plan, based on the group’s strengths and current opportunities

and focusing on reducing and eliminating our weakness and threats.

The increasing tourism, as well as the more solid implementation of the group in the recent

years positions the group in an advanced perspective respecting competitors. As a well-

established international brand with years of experience in the ice cream market and thanks to

a complete franchising program the group will be able to implement new measures more

easily. The group’s facility to adapt to different markets due to its overall experience makes it

easy the implementation of a new marketing strategy that will position us in a more favorable

situation in Portugal. The team is consisted on well trained professionals that receive constant

training form their managers as well as from the franchisee guidelines. The values shares and

showed between our personnel makes our ice cream experience very enjoyable and different

form other brands. The current international franchisee program is a very well-known and

complete guideline that helps us to stick to the company values and business perspective.

Thanks to it, our team has a great implementation with the Portuguese society, making the

brand to be more known each day.

Throughout this work we will try to show the group a new marketing strategy for the

oncoming years that will improve the group’s position as well as brand recognition. We will

focus on every aspect that affects the current marketing scenario, trying to explain the current

situation and the changes needed in order to be more effective in the following years.


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2. Introduction

The main aim of operational marketing is to increase marketing efficiency and build a

foundation for excellent performance. Well-developed marketing plan should be adjusted to

the stage of business cycle in which the company operates.

We have chosen as our market for the project the ice-cream sector, which is quickly spreading

and developing business in the global market. We will focus on Portuguese market, because

we find it more efficient to explore local market, gather and analyze information, especially

because of the interesting and demanding economic situation in Portugal. Our aim is to

explore the society`s attitude towards consumption of non-basic products, in this case ice-

creams and their attitude to foreign brand like Häagen-Dazs. Being in the country gives us

much more opportunities to observe people`s behavior, do surveys and ask about current

situation.

Haagen-Dazs brand dates back to the early 1920s. The main concept for Reuben Mattus, was

to create the finest ice-cream based on passion, top quality and innovative approach.

Nowadays, Häagen-Dazs is known for its well-established position on an international scale,

spreading its activity over diverse local markets and meeting the needs of the pickiest

consumers.

Häagen-Dazs products became widely available in Portugal and Spain since 1992 Olympic

Games in Barcelona, when the brand was introduced to this particular market. In Portugal

Häagen-Dazs is now in its growth stage of business cycle.

Approach and strategy for the marketing plan include enhancing brand awareness of Häagen-

Dazs in Portugal, which is still not as popular as its main competitors by enlarging our target

consumers group (right now the company focuses a lot on tourism consumption). We would

like to attract more local customers, therefore we have to explore national tastes and needs, in

order to improve performance of Häagen-Dazs and develop ice-cream experience among our

consumers. What is more, we should put emphasis on finding solutions for threats evolving

from micro and macro environment. The most important is pricing strategy, which is based on

creating value, for example by diversifying products and offers. Then, high prices are being put

aside. This is crucial in terms of crisis in Portugal, and decrease in consumption expenditures.


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3. Situation Analysis

3.1 Macroenvironmental Analysis

Economic:

The strong economic crisis that Portugal is facing at the moment makes our stability and sales

turnout volume to decrease due to the lower consumer purchasing power. Since our products

are slightly above the average country price, we are positioned as a middle-high class product.

However, even if the price are set above the average, due to good marketing plan consumers

still prefer it, considering a high quality ice cream. Despite of the country’s economic situation

that forces us to innovate and be more aggressive in our pricing and promotion strategy we

cannot dump our prices since we work under the group’s international code and regulations in

order to keep up with the product quality and brand name. The economic factor is going to be,

from our perspective, the most important and determining since the impact will be direct and

the duration of it is unknown.

Political:

The politics towards future investors and companies that want to start operating in Portugal

has not changed significantly. However, since the group is already well established we do not

need to be worried about the change in politics towards new international investors. Despite

of that, we need to keep updated with the countries regulations in terms of transportation,

and business taxes that will most likely change in the oncoming months due to the

restructuration of the politic approach towards the crisis. We estimate that the Political factor

will not have a big impact on us, but still, we will have to keep updated with the changes in the

business regulations.

Demographics:

The population projections of Portugal are not very optimistic. It is expected a huge decrease

in the birth rate and a major increase in the ageing groups. According to the latest national

survey done in November 2012, it shows that the total population is around 10.562.1781

people. Women constitute a slightly bigger proportion (52.3%) over man (47.7%). According to

projections for 2060, the population of Portugal is ageing. The smallest group will be children

and youth (age ranging from birth up to 19), the population above 20 to middle age will

decrease and the biggest percentage will consist of people over 55, especially elder people

above 852. This fact has to be taken into consideration since our target customers are young-

middle age people.

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Figures show that the proportion of the young-middle age population segment will strongly

decrease and therefore our potential customers. Therefore we should try to start

implementing new approaches and especial promotions for the older sector of the population

in order to adapt our general approach within the years.

Cultural:

Portugal is the country in which consumption of ice-creams remains considerably stable

throughout the year, slightly dropping during winter season. The Portuguese society has strong

preferences for healthy and natural food. Avoiding, in general terms, genetically or artificially

modified food. The bases of eating are pro-ecological, basing the main meals on natural and

ecological ingredients. However, Portuguese have a preference for homemade food ad

products rather than international brands. Moreover, favorite and classic tastes are common

in traditional meals reason why our products fit perfectly due to their natural and ecological

ingredients combined into the classic preferences. One of the most important facts about the

cultural aspect is that due to the climate conditions, people prefer light and fresh food

especially during spring and summer time. This aspect fits perfect in our approach since due to

the wide variety of flavors and ingredients we can provide different options throughout the

year.

Natural:

Häagen Dazs Portugal follows the European distribution channel based in France. The ice

cream is produced in the European headquarters in France and then it gets shipped to Spain

where it gets the labeling and packaging and finally reaches Portugal. The Portuguese franchise

is in charge on obtaining the local natural goods that complement the store stock and the ice

cream experience (milk, coffee, sugar, local sweets, tea). These products are delivered by local

companies that produce them in Portugal and use the most traditional and natural ingredients

available.

Technological:

Technological factors are the most dramatic forces that affect the overall performance and

marketing strategy nowadays. Online marketing and digital media are the two more used

methods for the company. The group’s advertisement campaigns are very visual, presenting

high quality and natural products. The technological aspect is already well implemented in the

group with a solid and very strong marketing campaign through the online media as well as TV.

Therefore, the group should continue to with this approach being very aggressive in the online

marketing campaigns, making the most of the technological tools available.


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2.2 Microenvironmental Analysis

The Company:

1. Management: The Company is a franchise of the Haagen-Dazs group. The company

structure is based on a progress with fees and certain rules that people will go through in order

to open a shop. The store staff is usually made by 3 or 4 people. Like every franchising the

shop is directly related to the core company but it also has its own independency.

2. Financial Resources: Haagen-Dazs Portugal is self-sufficient in terms of profitability and

financial dependence. It does not get any financial help from its core branch and works on its

own. This is a strict policy of the group internationally; they let their franchisees on their own

trying to be profitable in each country. The main parts of the resources are used to

advertisement campaigns and product development and research.

3. Human Resources: The Company hires educated staff and they put a lot of effort using their

human resources in the best and effective way, by giving them facilities and promotions as

well as training courses.

4. Research and Development : The company is constantly innovating, trying to fulfill

consumer’s needs. The research and developing program is very strong, always pursuing the

introduction of new kind of flavors and attract a bigger segmentation of the market (e.g.: fat

free ice cream)

Suppliers:

Häagen-Dazs ice-creams are produced in the European central factory in France. After that, the

merchandise is sent by truck to Spain where it gets the labeling and final packaging. Finally the

final product ready to consumer reaches the Portuguese stores. Apart from ice-cream, the

group offers different national products such as cookies, cakes, and traditional sweets. These

products come from local bakers and are completely made with the finest and natural

ingredients.

Marketing Intermediaries:

Our products are available in the two biggest retailers in Portugal; Pingo Doce and Continente.

Throughout them, the group is having a strong percentage of total sales, especially with the

family boxes. Despite of the efficiency of these two big retailers, the group should look for new

market intermediaries in order to get into new areas and segments of the customers

environment.


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Competitors:

Among the main competitors for Haagen-Dazs, are: national brand “Santini Gelati” 3(set up by

Italian immigrant Attilio Santini in 1949), which operates in the market for more than sixty

years. It is very popular among Portuguese people. The second strongest competitor is “Ola” -

Portuguese, Dutch and Belgian brand under world`s biggest ice-cream manufacturer

Heartbrand. They also have a wide range of products, of different kinds but they do not focus

as much on the quality and natural products, being more directed to a more generalize public.

Other competitors are4: Ice Dreams, Fragoleto, Artisan, Ben&Jerry`s, Pingo Doce, Continente,

Icicle, Coromoto, Neveiros, Baskin-Robbins, Conchanata, Surf, A Veneziana, Merceria, Criativa,

etc.5

Publics:

“Central Brandia” is responsible for brand management of Haagen-Dazs in Portugal from

20116. It involves strategy, creative development, communication and public relations. The

brand is considered to be iconic, and apart from TV commercials and advertisements, Central

Brandia wants to focus on involving consumers through experiences. Haagen-Dazs has well-

developed site on facebook, where they post every important event, new flavors, promotions

and discounts.

Customers:

The core customers of the target market are young people, middle- high class. Then a larger

scope would include people ranging from 15-59, both men and women. Häagen-Dazs

customers have to be people that are looking for pleasure and are attracted by exploring new

flavors and sensations as well.

5. SWOT ANALYSIS

Internal:

1. Strengths

- High quality products, with no artificial and GMO ingredients, people trust and appreciate

natural ingredients.

- Final product is sent to Portugal, reason why production process is without extra costs.

3 http://portugalconfidential.com/2010/08/santinis-gelati-frozen-gift-of-the-gods/

5 http://www1.ionline.pt/conteudo/107402-gelados-comer-no-inverno-sem-bater-o-dente

4 http://escape.sapo.pt/boa-mesa/escolha-escape/saiba-onde-comer-melhores-gelados-deste-verao-

28046 6http://www.superindustria.com/main/modules.php?name=Spaces&file=zpagesd&id_zpace=64&id_mo

d=227&id_x=6493&mscs=392


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- Other products like cakes, milk, and cream are provided by Portuguese suppliers, this

attracts local consumers and tourists who want to try traditional sweets while eating their

ice-cream.

- Well-recognized brand, with strong position on the global market.

- Well-established franchising program and support for the franchisees, including tutorial

period.

- Organizational culture between managers and employers is constantly being developed.

- Currently using innovative techniques and implementing new solutions helps to create

different kinds of flavors and attract wide range of potential consumers.

- Developed marketing program; product, brand and service strategies are set up by

Portuguese company Central Brandia (using local expertise and skills is better for

managing public relations in the country)

2. Weaknesses

- Franchisee has to be self-sufficient in financial resources; it does not receive any help

from franchisor, even more it has to prove good performance.

- High prices of products, because of that the group of target customers is narrow and

specific.

- Product seasonality, sales decrease during winter period.

- Not a well-known brand in Portugal yet. Partly relies on tourist consumption.

External:

1. Opportunities

- High awareness of environmental and ecological issues and promotion of healthy life

style go together with main concept of Haagen-Dazs products

- Portuguese climate leads to a high ice-cream consumption

- Increasing tourism in Portugal

2. Threats

- Due to economic crisis in Portugal, we can see decrease in consumers` expenditures,

this can affect sales in Haagen-Dazs

- According to demographical statistics population of Portugal is ageing, our target

customers are young and middle-aged people, this may result in drop in sales

- Recent increases of tax rates may create barriers on the market

- Powerful competitors on the market, especially Portuguese firms with strong

traditions


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6. Marketing Planning

In order to implement a solid and aggressive marketing structure we have to divide the

different aspects and goals according to their different nature.

In terms of our quantitative objectives:

First of all, with the implementation of the new marketing plan our main objective is the

increase on sales. By a very aggressive pricing strategy combined with a new communication

view we will increase our market share and therefore our sales revenue. The increase on sales

revenue is our main goal for the oncoming years due to the critical financial situation of the

Portuguese market. As a result of the economic crisis, the market is suffering a constant

restructure process that is shifting costumer bases and loyal clientele. Therefore, an increase

in sales revenue will be the best indicator for explaining a successful and correct marketing

approach.

Secondly, we will like to increase our store network. In order to be more accessible to our

clients we will have to be closer to them. Therefore we will have to increase our Häagen-Dazs

cafes network in the following years to reach the next level in market share. Although the crisis

is affecting all the market participants, right now, with the decreasing renting and real estate

prices we could take it to the next level by investing in new cafes. This would directly position

us in a closer perspective towards our new potential customers, and therefore we will increase

our customer base.

In terms of qualitative objectives:

On one hand, since our group is based on the finest and more pure natural products that are

being manufactured in the French franchisee factory we think that in terms of product quality

there is not much to change right now compared with other aspects. On the other hand, we

think it is very important the service experience in the Häagen Dazs Cafes, therefore we should

emphasize our values and service quality in order to obtain the best feedback from costumers.

Since our brand is not still well recognized in Portugal from being a foreign brand, we have to

gain the customers loyalty by providing them the best service and experience they can ever

have in an ice-cream café. Especially for us, the service and experience factor is very important

since our products are high quality products and potential customers are looking for more than

just an ice cream. In this sense we are implementing a service strategy similar to the one

followed by Starbucks; based on high quality products but compensating it by providing the

best experience in a café. Therefore our main objective in terms of quantitative objectives

should be the improvement of the service in the cafes by providing the best ice cream

experience.


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7. Marketing Mix

7.1 Product/Brand/Service Strategy

Portuguese franchisee of Haagen-Dazs, in 2011 hired a national firm “Central Brandia”

responsible for public relations, product, brand and service strategy. The main goals are

outlined by Creative Director, Tiago Viegas:

"The world is not always watching TV (or reading magazines or listening to the radio). The

world now consumes content (in the broadest possible sense of the term), wherever they are -

and that makes all the difference for those who, like us, working to brand communication and

need to know where your audience is. It was on this assumption that the Media Lab's Brand

Central Brandia began working the briefing of Häagen-Dazs, which is a brand as iconic and this

for so long in all our lifes, needed surprise. In this sense, more than ads, which sought to involve

the consumer was through experiences (content or, if you prefer) integrated on and offline, on

the ground, in advertising and through PR7.”

Our main concept and focus is on retail-selling products to the final user, so called B2C

transactions. Haagen-Dazs ice-creams are being sold in Portugal in Haagen-Dazs Cafes and

retail distribution channels (the most important are Pingo Doce and Continente). As far as

product strategy is concerned, we should involve consumers in inventing new ideas. They

could actively participate in creating new flavors, for example, so that they can share their

tastes and play role in ice-cream experience. One of the main ideas is to organize a contest for

our customers, to let them make up new flavors, topping, desserts. For the winner, a special

reward will be given. What is more, we can create few flavors and desserts which will be

typical for Portuguese cuisine, to satisfy national tastes. Not only types of ice-creams and

desserts will be typical for Portugal, but also the packaging. We can focus on colors, names of

cities or important places. We can introduce loyalty cards for our customers, which will be

activated after gathering particular sum of credits. To encourage people to buying Portuguese

flavors, we will give discounts after gathering a half of that sum.

For the brand strategy, we could think about creating an image of Haagen-Dazs franchisee,

which will be the mix of associations with international worldwide company, as well as

Portuguese tradition and culture. To increase sales rates, we should invest more in advertising

and TV commercials. Our idea is to use endorsement. We can invite people well-recognized by

the Portuguese society. For the concepts of advertisements, leaflets, commercials we can

involve graduates or students from national graphic design and creative universities.

Moreover, for those who would like to be informed about special promotions and products

launched, we can send newsletters.

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The third objective to make Haagen-Dazs more attractive is to work on service strategy in

shops. Our main concern is to create a friendly and appealing atmosphere. Going to Haagen-

Dazs cafeteria should not only be casual and ordinary activity of eating ice-creams or a fancy

dessert, but an unforgettable and pleasant experience shared with family and friends, so that

customers will come back to our place. Main focus should be on personnel, consisting of good-

looking, welcoming, amiable people, fluent in foreign languages. Staff has to be trained in

customer service skills and knowledge about the company and its products. Secondly, our

purpose is to make the Haagen-Dazs shop look esthetical and hygienic. We have to put

emphasis on interior, including colors, paintings and the most important arrangement of

furniture. There should be some space for those who prefer intimacy and those who want to

socialize. Portuguese society is strongly connected to the family. That is why, it is essential to

make customers feel like at home. It would be beneficial to prepare a menu for children, and

giving gadgets/ additional sweets for our youngest customers.

7.2 Distribution Strategy

In 1993 Haagen-Dazs opened a fabric located in France, in a city called Tilloy les Mofflaines.

Haagen-Dazs Arras Snc is responsible for manufacturing ice-cream bars, yogurt and sorbet. The

company operates the subsidiary for General Mills Inc. The setup of the factory was essential

for expanding to the European market. Arras manufacturer is responsible for supplying a

Spanish-Portuguese franchisee.

Ice-creams are produced in France, and then transported to Spain, where the main quarter of

franchisee is located. In France all the detailed instructions are settled, concerning recipes for

desserts, beverages, promotions, seasonal offers, guidelines for interior, trainings for

employees and managers. Portuguese shops are obliged to follow the rules which are

delivered to them along with fixed Haagen-Dazs ice-creams form French manufacturer.

All other products, like milk, cream, cakes, coffee, toppings, are delivered by Portuguese local

suppliers. Of course on the basis of instructions carried out in Spain. Because of difficulties in

finding information about names of local suppliers, we are not able to include them in our

project.

Distribution of Haagen-Dazs ice-creams divided into two target markets in Portugal: Haagen-

Dazs Cafes and retail distribution channels (supermarkets, grocery stores, delicatessens,

convenience stores, etc.). Our strategy concerning distribution process is basically to maintain

it as it is now. We think that it`s effective and we`d like to focus more on other aspects of

marketing plan.


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7.3 Pricing Strategy

The Häagen-Dazs pricing strategy is value-based price. Our price strategy is based on heavily

investing in ensuring product quality. Häagen-Dazs ice-cream store uses the new high-end

approach for the general public, rising brand awareness. At the local store, our company sells

one bowl of ice cream for around 2.50€.

In other intermediaries as well, the cost of the bucket of ice cream is relatively high compare

with the brands of other competitors, for a 250 ml of ice cream the price is around 4.50€, up to

10€ for the 500 ml one.

Haagen-Dazs does not offer promotions of any kind in their local shops, but on the other

hand, costumers that buy our ice-creams that are sold by other intermediaries, can benefit of

some discounts during certain periods.

The value-based price that Haagen-Dazs uses for its selling presents some problems over the

market, mainly due to the economic crisis that it is affecting Portugal and also to a high

number of competitors that are present in the market. In order to prevent the loss of

costumers, starting from 2013 our company should apply some changes to the strategy.

On our survey, we can see that most of the people that eat ice cream are regular on their

habits. The main part of the costumers is represented by women, they usually eat ice cream in

the afternoon, and most of the people eat it just one time per month. The average amount of

money they want to spend for an ice cream is between 2 and 3 euro, they usually pick up the

same flavors, but they are willing to try new flavors every time, but just if those are offered

and not on their spontaneous intention.

The main obstacle in terms of pricing is that since Häagen-Dazs is a franchising, in order to do

promotions the franchisee has to get the approval by headquarters. If the promotions are

allowed to be done we think that the best one to keep up and increase the market share could

be the following:

Happy Hours: Being promoted in different events and shows in order to reach

different customers and increase the brand awareness.

Flavor Promotions: Make promotion on the flavors that people do not usually eat,

with discount or free sample to taste in order to build a stronger relationship with the

costumers and incrementing the market with new flavors or products.

Senior Promotion: Do to the aging population we should start offering special

discounts for the older people. Through that we can slowly adapt to the change of the

target that will affect our company in the future.

Special Combo: By promoting prepared special combos that include various ice-

creams, cookies, coffee and some typical sweet.

All you can eat: To enhance the relation with our customers, we can organize “all you

can eat events”, that allow customers to eat as much ice cream as they want for a

certain amount of price.


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7.4 Communication Mix

One of the reasons behind the brand's success is the company's emphasis on market research

to understand the consumers' preferences, desires, and needs. While other ice cream

manufacturers focused on children, Häagen Dazs IS among the first companies to create ice

creams for the "adult ice cream lover." This positioning served it well because adults, unlike

children, were financially independent and could make purchase decisions on their own.

Also, despite complications involving language, packaging, labeling, and import regulations, the

Haagen-Dazs brand was successfully marketed in different parts of the world largely because

of the universal appeal of its communication.

To decide how much money we will need for communication, we made a research. It includes

advertisement prices in all preferred medias of us, calculating promotions according to prices

of our products, average salary that we pay and money that we have to spend for assets.

Budged for the whole campaign will be a little bit over 2 500 000 euros annually. That includes

all the expenses for the campaign of franchisees. The message of our marketing campaign will

we the current of the company - “ Made like no other ”.

Advertising

In our advertising campaign we will use all the types of representation of the product – print,

outdoor, medias and internet. For it we will spent around 1 800 000 euros.

Sales Promotion

Every day we will have happy our where some of the tastes will be half-price. Other

promotion that we will use will be a Taste’s day. Everyday all day long one of the most popular

tastes will be on special prize. After a client makes a bill over 10 euros he will receive a coupon

of 1 euro which can be used on the next purchase. Our cost about that will be around 350 000

euros.

Public Relations

Every member of our website, Facebook or twitter page will receive a newsletter. We will

public there and press releases about happy hours and all other promotions.

The most important part of our public relation is an environment campaign “Save the bees”.

Honey bees pollinate one-third of the foods we eat, including many of the ingredients we use

to make our pure and simple ice creams, sorbets, frozen yogurts, and bars. Unfortunately,

honey bee populations are disappearing at an alarming rate. The group wants to keep the bees

buzzing and therefore we hope that our clients will support our mission. Since 2008, Haagen-

Dazs® ice cream has partnered with leading research facilities to donate more than $700,000

to honey bee research. Annually, public relations budget will be around 100 000 euros.


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Personal Selling

We will develop a new system of making our customers happier every time they come to us.

They will have the opportunity to make their own ice cream desert by mixing whatever

ingredients they want. Other part of personal selling will be to hire a people for direct sales in

public places. They will carry the ice cream with cars or backpacks. Our budget for that will be

85 000 euros.

Direct Marketing

Specific personnel will be hired for certain promotions in order to give away fliers at the

crowed public places in the main cities. We will spend about 140.000€ on it.

Sponsorship

We decided to sponsorship one of the big fashion events in Lisbon – Fashion week. According

to the survey that we made, our target group is mainly young women and because the models

and the fashion are taking a big part in the young women’s life we decided to approach them

through fashion events. For this we will give away products on amount of 50 000 euros.

8. Conclusion and Recommendations

Häagen-Dazs franchising system is well established program, very successful in all the

countries where it is present; however it still has some aspects that can go through some

changes. The distribution system is very efficient, and for the next year we do not plan to make

major changes out of it. In terms of the advertising program, we recommend reducing 20% of

the budget for the advertising, and the use of this money in opening new H-DCafes. Another

strong point that will not go through changes is the social involvement of the company in

environmental activities, like our program “save the honey bees” that is giving a good image of

the company in the societies where we operate. Moreover, the R&D program of Häagen-Dazs

has a really strong structure and is working really hard to create new products to put into the

market, which will allow enlarging our market segmentation, increasing our costumer’s

satisfaction and our relationship with them.

In Portugal, Häagen-Dazs has to increase his position inside the local market and fight against

the well-established local companies. In order to do so, if the franchising headquarters gives

authorization, the company should start to make special promotions during the year in order

to get better known by the local people, especially for the older market segment. This will lead

to an increase of sales and will allow our company to increase the relationship with our

customers, and at the same time could lead to bigger market segmentation, due to the

involvement of different type of costumers. As well, the group should invest in opening some

more cafes in order to be closer to our target market, especially in the areas frequented by a

younger segment such as shopping malls, and city center.

In conclusion, looking more on the further future, if all this changes and recommendations will

be followed and applied, we can ensure a good position of Häagen-Dazs in the Portuguese

market and guarantee the functioning of all the local shops that are now present on the

territory.


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9. Bibliography

Instituto Ncional de Estadistica Portugal- População residente (N.º) por Local de

residência e Sexo; Decenal-20 de novembro de 2012-

http://www.ine.pt/xportal/xmain?xpid=INE&xpgid=ine_indicadores&indOcorrCod=00

05889&selTab=tab0

Marketing&Promotion- Brandia Central conquista Häagen-Dazs-15-04-2011-

http://www.superindustria.com/main/modules.php?name=Spaces&file=zpagesd&id_z

pace=64&id_mod=227&id_x=6493&mscs=392

Ionline.pt- Gelados para comer no Inverno sem bater o dente-28 de Fevereiro de 2011-

http://www1.ionline.pt/conteudo/107402-gelados-comer-no-inverno-sem-bater-o-

dente

Escape.sapo.pt- Saiba onde comer os melhores gelados deste Verão!- 19 Julho 2010-

Eshttp://escape.sapo.pt/boa-mesa/escolha-escape/saiba-onde-comer-melhores-

gelados-deste-verao-28046

InvestingBusinesswekk.com-Company overview of Haagen-Dazs Arras-December 14,

2012-

http://investing.businessweek.com/research/stocks/private/snapshot.asp?privcapId=5

435823

Articles.latimes.com-Haagen-Dazs to Open First European Plant-August 01, 1991-

http://articles.latimes.com/1991-08-01/business/fi-397_1_haagen-dazs-european

Discoverindulgence.com-2011-Discoverpurepleasure-

http://www.discoverindulgence.com/en/Global/Discover.aspx

Management.fortune.cnn-General Mills' global sweet spot-May 16, 2011-

http://management.fortune.cnn.com/2011/05/16/general-mills-global-sweet-spot

HaagenDazs-History-http://www.haagendazs.com/Learn/History- downloaded on

13/11/12

Bridgewest.eu- Foreign Investments in Portugal- September 4, 2011-

http://www.bridgewest.eu/article/foreign-investments-portugal

Worldwide-tax.com- Portugal foreign Investments incentives- December 14th 2012-

http://www.worldwide-tax.com/portugal/por_invest.asp

Portugaloffer.com- PORTUGUESE FOREIGN DIRECT INVESTMENT-2011-

http://www.portugaloffer.com/about_us/portugal_investment.html

Learnmarketing.net- Promotion Strategies-2012-

http://www.learnmarketing.net/promotion.htm


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10.Appendix

Häagen-Dazs Press Release

Haagen-Dazs in the Portuguese Market

Lisbon, Portugal – 13/12/2012 - The Haagen-Dazs franchise sets new marketing plan in order

to increase his position into the Portuguese market.

Haagen-Dazs, a well know international ice cream company present in the Portuguese market

since 1992 is developing a new marketing plan for 2013.

New promotions expected for the new year, to enhance costumers relationships and to

enlarge the market segmentation.

Company will slowly change its target market, due to the ageing of the population, it will try to

look more for the old people needs.

Haagen-Dazs is a franchising that sales high quality ice cream, it was founded in the United

States in the early 1920’s by Reuben Mattus. Now it’s a well known company that has a strong

position in the ice cream market, and it’s expanding all over the world.

###

For the information respecting the figures and numbers we have created a survey that was

posted on various social networks and we finally received 120 answers. The results we

obtained are shown in the following charts:


18

Also, in terms of primary information we visited the two Häagen-Dazs Cafes in Lisbon, one

in Largo de Camôes and the other in El Corte Ingles shopping center. There we personally

interview the stuff and asked them about specific details and other info we could not find

and we needed to know. We also sent two mails to the country manager’s email but with

no response.

In terms of secondary information, we found very reliable data and articles on the web (go

to bibliography). It was very helpful for us since we could not get a direct interview with

the country manager we still needed more data for the project. This explains why we did

not want to make up an overall budget since we cannot even calculate the volume that

Häagen-Dazs is doing in Portugal. However we did some research on Communication and

we could set up an average budget for that without being unrealistic.