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A Work Project, presented as part of the requirements for the Award of a Master degree in
Management from the NOVA – School of Business and Economics
CONNECT TO SUCCESS CONSULTING PROGRAM
Joana L. Oliveira Unipessoal Lda
BUSINESS PLAN
Ana Filipa Ramos Moreira, nº 3327
Joana Jacob Martins, nº 3391
Maria Carolina Magalhães Fechas Momade, nº 3414
A Project carried out on the Master in Management course, under the supervision of:
Professor Carlos Marques
January 2018
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EXECUTIVE SUMMARY
Joana L. Oliveira Unipessoal Lda is a single-member company created in 2014 that operates
in the gluten-free market, through Doces dos Miaus, and in the organic food products market,
through Mush Mush and BoomBerry.
The demand for gluten-free products has been abruptly increasing worldwide, due to the
search for a healthier lifestyle. The rising consumer awareness regarding the mushrooms’
nutritional values is contributing for its worldwide demand increase. Consumers are searching
for “superfruits” and are aware of the health benefits of consuming blackberries, which
contributed to an increased demand for this small fruit.
In this report, it was developed a marketing plan, with prime focus on place and promotion
as a way to increase brand awareness, number of costumers and consumers and, consequently,
sales. Following, the market potential was computed for Doces dos Miaus, Mush Mush and
BoomBerry, as well as market projections, in which the main recommendations are included in
order to achieve 1% of the market potential in the next 5 years. These include going to fairs and
markets, increase social media presence and promotion, and increase personnel.
In the end, the net profits amount 11.345,85€, 1.331,47€ and 1.768,92€ in year 5 for Doces
dos Miaus, Mush Mush and BoomBerry, respectively.
Glossary:
AB: Agricultura Biológica A.P.C.: Associação
Portuguesa de Celíacos
BB: BoomBerry
B2B: Business to Business B2C: Business to
Consumer
DM: Doces dos Miaus
IPAC: Instituto Português
de Acreditação e
Certificação
KPI: Key Performance
Indicator
KSF: Key Success Factors
MM: Mush Mush
P&L: Profit & Loss SEO: Search Engine
Optimization
S.P.: Selling Price V.A.T. – Value-added Tax
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TABLE OF CONTENTS
EXECUTIVE SUMMARY ........................................................................................................ 2
1. CHALLENGES AND OBJECTIVES TO ADDRESS .......................................................... 5
2. BUSINESS INTRODUCTION .............................................................................................. 5
3. INTERNAL ANALYSIS ....................................................................................................... 6
3.1. MISSION ......................................................................................................................... 6
3.2. VISION ............................................................................................................................ 6
3.3. VALUES ......................................................................................................................... 6
3.4. OBJECTIVES .................................................................................................................. 6
3.4. BRANDS ......................................................................................................................... 6
Doces dos Miaus ................................................................................................................. 6
Mush Mush .......................................................................................................................... 7
Boomberry ........................................................................................................................... 8
3.5. SWOT ANALYSIS ......................................................................................................... 8
Doces dos Miaus ................................................................................................................. 8
Mush Mush .......................................................................................................................... 9
BoomBerry ........................................................................................................................ 10
4. EXTERNAL ANALYSIS .................................................................................................... 11
4.1. DEMAND FOR GLUTEN-FREE PRODUCTS ........................................................... 11
4.2. DEMAND FOR ORGANIC FOOD PRODUCTS ........................................................ 12
4.2.1. DEMAND FOR MUSHROOMS ........................................................................... 13
4.2.2. DEMAND FOR BLACKBERRIES ....................................................................... 15
4.3. COMPETITOR ANALYSIS ......................................................................................... 16
Doces dos Miaus ............................................................................................................... 16
Mush Mush ........................................................................................................................ 17
BoomBerry ........................................................................................................................ 17
5. FINANCIAL ANALYSIS.................................................................................................... 19
5.1. SCENARIO ANALYSIS .............................................................................................. 19
Doces dos Miaus ............................................................................................................... 19
Mush Mush ........................................................................................................................ 20
BoomBerry ........................................................................................................................ 20
6. SURVEY METHODOLOGY .............................................................................................. 20
Doces dos Miaus ................................................................................................................... 21
Mush Mush ........................................................................................................................... 21
BoomBerry ............................................................................................................................ 22
7. MARKETING STRATEGY ................................................................................................ 22
Doces dos Miaus ................................................................................................................... 22
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Mush Mush ........................................................................................................................... 23
BoomBerry ............................................................................................................................ 23
7.1. SEGMENTATION, TARGETING AND POSITIONING ........................................... 23
Doces dos Miaus ............................................................................................................... 24
Mush Mush ........................................................................................................................ 28
BoomBerry ........................................................................................................................ 32
7.2. MARKET POTENTIAL ............................................................................................... 35
Doces dos Miaus ............................................................................................................... 35
Mush Mush ........................................................................................................................ 36
BoomBerry ........................................................................................................................ 37
7.3. MARKETING MIX ...................................................................................................... 37
7.3.1. PRODUCT .............................................................................................................. 37
7.3.2. PLACE .................................................................................................................... 43
7.3.3. PROMOTION ......................................................................................................... 46
7.3.4. PRICE ..................................................................................................................... 54
8. OPERATIONAL PLAN ...................................................................................................... 57
Doces dos Miaus ................................................................................................................... 58
Mush Mush ........................................................................................................................... 59
BoomBerry ............................................................................................................................ 60
9. VIABILITY ANALYSIS ..................................................................................................... 61
9.1. PROJECTIONS (5 YEARS) ......................................................................................... 62
Doces dos Miaus ............................................................................................................... 62
Mush Mush ........................................................................................................................ 63
BoomBerry ........................................................................................................................ 64
10. KSFs and KPIs ................................................................................................................... 64
Doces dos Miaus ................................................................................................................... 65
Mush Mush ........................................................................................................................... 66
BoomBerry ............................................................................................................................ 67
11. RECOMMENDATIONS ................................................................................................... 68
12. REFERENCES ................................................................................................................... 71
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1. CHALLENGES AND OBJECTIVES TO ADDRESS
With the objective to have access to a plan that would help her managing her own business,
Joana Oliveira decided to apply to the Connect to Success Consulting Program. Hence, the
main goal of the present work project is to develop a realistic business plan to Joana L. Oliveira
Unipessoal Lda that aims at solving the company’s main challenges. The first challenge is the
fact that because the sales effort with potential clients has been neglected, the sales are not
significant and so the company is not growing as expected. Also, the costs are being unruly,
which is translated into high investments that are made without any return. Thus, the main
objective to be addressed is to increase sales by establishing more points of contact with
potential customers and clients.
2. BUSINESS INTRODUCTION
Joana L. Oliveira Unipessoal Lda was created as a single-member company in 2014 by
Joana Oliveira, after working for five years as a pharmaceutical. She firstly understood that
there was a need in the market for gluten-free baked goods, and afterwards she linked her
passion for agriculture to her knowledge about organic products, and started the production of
organic mushrooms, in 2014, and of organic blackberries, in 2015, which resulted on the
creation of Doces dos Miaus, Mush Mush, and BoomBerry, respectively.
Since the business was not achieving the positive results expected, Joana applied to Connect
to Success, a program developed by the USA Embassy, with the purpose of helping women
entrepreneur in their business by connecting them with masters’ students of business-related
areas.
The present thesis’ main purpose was the creation of a business plan for the company,
focusing on a marketing plan for each brand, bearing in mind the company’s mission, vision,
and values. Both industry and market researches were developed to analyse the market potential
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and customers’ needs for each brand. Furthermore, a financial analysis was conducted to better
understand if the business was viable or not.
After conducting an online survey to understand the consumers’ behaviour and attitudes
towards the company’s products, it was understood that there were customers for each market,
however these are not aware of the company’s brands. Therefore, to increase brand awareness,
thus leading to an increment of consumers and customers and, thus, potential sales, the
following business plan was developed.
3. INTERNAL ANALYSIS
Since Joana, the entrepreneur, did not have a clear idea about the company’s mission, vision,
values and objectives, those topics were proposed and developed along with her.
3.1. MISSION: To provide high-quality and delicious organic and gluten-free products with
diverse health benefits for consumers, educating them for the importance of healthy food.
3.2. VISION: To be the market reference and consumers’ top of mind choice for gluten free
products, organic mushrooms and organic blackberries.
3.3. VALUES: high quality and transparency in the production process, environmental
sustainability, commitment towards consumers’ expectations, flexibility to learn from market
insights, and continuous innovation on production techniques.
3.4. OBJECTIVES: To produce distinctive products with the highest quality possible and to
have business sustainability.
3.4. BRANDS
Doces dos Miaus
Doces dos Miaus (DM) is a brand accredited by A.P.C. as totally exempt of gluten on all its
products. It was created in 2014, when Joana, the founder, understood there was a need in the
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bread and bakery market for people who are intolerant to gluten and to other food components
such as soy and lactose. Thus, the entrepreneur presented a home-made artisanal solution with
fresh low-sugar cakes, cookies and pastry foods that are gluten-free, and in some cases also free
of soy, eggs or lactose. These products are produced in a certified kitchen, which has a safe
environment that does not allow cross-contamination with products containing gluten.
Gluten is a protein present in several cereals used in the baking process and has the functions
of providing elasticity and holding the food together. In gluten-free products a mixture of
cereals without gluten, such as buckwheat, brown rice, and milled is used as a substitute.
Foods with gluten affect people with celiac disease – a genetic autoimmune disease triggered
by the consumption of this protein that makes the immune system injure the small intestine and
unable the body to absorb nutrients – that are forced to avoid the consumption of food with this
protein on it.
One main characteristic of DM is its continuous improvement, by modifying traditional
recipes to not contain ingredients with gluten or by inventing recipes with new and original
flavors, appealing to a broader group of consumers.
Mush Mush
Founded in 2014, Mush Mush (MM) is an organic mushroom brand, which produces,
commercialises and distributes two types of mushrooms: Hypsizygus ulmarius and Lentinula
edodes (Shiitake) which has two varieties – donko and koshin. Grown in Quinta do Paderão in
Colares, Sintra, MM is accredited by IPAC and by AB. The brand’s mushrooms are produced
and carefully handpicked under the best practices that respect the environment, the nature and
the future generations.
A distinctive characteristic of MM is the fact that the mushrooms are produced according to
the Traditional Japanese Method – instead of turning on the irrigation every other day for about
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four hours just to provide the mushrooms with a maintenance of humidity, the producer will
water the trunks for three to four days unremittingly.
The brand’s name was chosen having a long-term perspective in mind as Mush Mush is an
international name that could be easily recognised as a mushroom brand worldwide.
Boomberry
BoomBerry (BB) is a brand that produces, commercializes and distributes two varieties of
organic blackberries (Reuben and Ouachita), which grow in a family-owned farm in Serra de
Sintra. It is certified by AB, so its production complies with standard rules, using only natural
and organic methods that are free of chemicals.
This brand was created in 2015 when Joana saw an opportunity to sell a product that is less
produced in Lisbon, and even in Portugal. So, BB has the advantage in being one of the first
brands of organic blackberries producing in that place.
BB presents itself with an original and international name, with the long-term objective of
being easily recognized not only as a national brand but also as an international one.
3.5. SWOT ANALYSIS
At this point, the assessment of the company’s main strengths and weaknesses, as well the
set of opportunities and threats of the market that can influence its performance is crucial (Fine,
2009). The SWOT analysis allows a company to maximize its strengths, minimize its
weaknesses, take advantage of opportunities and overcome threats. Three SWOT analyses were
developed as follow, one for each brand:
Doces dos Miaus
Strengths:
• Joana’s knowledge about the
products’ characteristics and high interest
in formulating new and innovative culinary
recipes;
• Partnership with A.P.C.;
Weaknesses:
• Lack of commercial knowledge on
how to increase sales and repeated
purchases;
• Low brand awareness;
• Lack of relevance on the market.
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• Certificate of Compliance by
BIOTRAB, which implements the HACCP
system of quality and food safety;
• A.P.C. - BIOTRAB seal of approval,
assuring safe gluten-free products;
• Competitive prices for the gluten-free
premium market;
• The products can be frozen, allowing
for its consumption in a larger period of
time.
Opportunities:
• Great market potential;
• Continuous demand for new flavours
on the bread and bakery market by
Millennials;
• High impact of social media on
Millennials;
• Millennials have the power to
influence people from other generations.
Threats:
• Low barriers to entry, leading to a
highly competitive market;
• Emerging of a large number of
competitors accredited by A.P.C.;
• Low volume of purchases to suppliers
results in less discount in raw materials'
prices;
• Most consumers are following the
trend, which has uncertain duration;
• Lack of customer loyalty.
Table 1: Doces dos Miaus’ SWOT Analysis
Mush Mush
Strengths:
• Joana Oliveira has a degree in
Pharmaceutics;
• Joana Oliveira has expertise in eco-
production techniques for producing
mushrooms;
• Production of Shiitake mushrooms,
which is one of the top recognised and eaten
mushrooms in the country;
• Production of mushrooms using the
Traditional Japanese Method which
provides better and stronger mushrooms;
• MM is accredited by IPAC and AB;
• MM mushrooms are produced in an
appropriate and humid location – the
microclimate of Sintra.
Weaknesses:
• Limited production of mushrooms;
• Lack of brand awareness;
• Difficulty in selling the product to
bigger clients;
• Seasonality;
• Short shelf-life;
• Lack of current marketing strategy;
• Significant level of mushroom waste
(when damaged they cannot be sold);
• Lack of consumer knowledge of
Hypsizygus ulmarius mushrooms;
• Lack of manpower;
• Poor managerial skills and marketing
knowledge.
Opportunities: Threats:
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• Increasing level of consumer
knowledge about organic food products in
Portugal;
• Higher levels of consumer trust in the
organic origin and in the certification labels
of the products;
• Increasing demand for organic food;
• Selling other products or services to
increment the brand’s cashflows;
• Increasing health and nutritional
concern;
• Lisbon resident consumers are the
ones which buy organic food the most;
• Increasing need for replacing meat
for other protein-rich food elements.
• Hypermarkets and supermarkets are
the main channels of purchase for
biological food in general and biological
mushrooms;
• Some companies have a higher level
of brand awareness;
• Production is highly dependent on
weather conditions;
• The bargaining power of wholesalers
is high.
Table 2: Mush Mush's SWOT Analysis
BoomBerry
Strengths:
• BB is certified by AB;
• It is one of the first brands of organic
blackberries producing in Lisbon;
• Blackberries are recognized as
“superfruits”1;
• Production of two varieties of
blackberries that give high yields;
• BB’s blackberries are produced in a
location with favourable climatic and soil
conditions;
• Joana has expertise in blackberry
production techniques.
Weaknesses:
• Seasonality;
• Blackberries have a short shelf-life;
• Significant level of blackberries
waste, mainly due production risks and
post-harvest losses;
• High labour requirements for
harvesting blackberries;
• Limited production of blackberries;
• Incapacity to sell the product to
bigger clients;
• Low brand awareness;
• Poor managerial skills and marketing
knowledge.
Opportunities:
• Increasing demand for organic food
products;
• Increasing interest for “superfruits”;
• High levels of consumer’s trust in the
organic origin and in the certification label;
Threats:
• Production is highly dependent on
weather conditions, insect pests, diseases,
among others;
• Highly competitive market;
• Competitors with higher market
penetration and higher level of brand
awareness;
1 Marketing term for a fruit with a high level of antioxidants and nutrients that provides more health benefits than
the other fruits (Ravn, 2012; EUFIC, 2012)
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• Increase BB’s source of revenues by
selling other products besides fresh organic
blackberries;
• The largest concentration of people
who purchase organic products is in
Lisbon.
• High threat of substitutes;
• Majority of people buys organic
products, inclusive organic blackberries, in
hypermarkets and supermarkets.
Table 3: BoomBerry’s SWOT Analysis
4. EXTERNAL ANALYSIS
4.1. DEMAND FOR GLUTEN-FREE PRODUCTS
The demand for gluten-free products has been sharply increasing and the market started to
grow into a lifestyle choice, instead of being a needs-based one (Financial Times, 2017). The
total sales for free-form products have been increasing worldwide for the past years, and were
valued at 5,85 billion USD in 2006, while in 2015 were expected to reach 13,19 billion USD
(Statista, 2017) (Appendix 1). Furthermore, the global market for gluten-free bread was valued
at 1 billion USD, in 2015, corresponding to 31% of all gluten-free food worldwide, and the
increasing demand for gluten-free products is going beyond bread and expanding to cakes and
pastries. (Euromonitor, 2016). This segment is expected to grow at a rate of 7% per year and to
remain the dominant one in the gluten-free packaged food market (Technavio, 2016). In what
concerns Europe, the spending per capita in gluten-free products is expected to grow until 2020,
with the Spanish market growing 1 billion USD in just five years, for instance (Statista, 2017)
(Appendix 2).
There are three main factors driving the increase in the demand of gluten-free products:
health, Millennials and marketing activities. Consumers started to associate these types of
products with increased energy and weight loss, with a clear majority stating health concerns
as a motive for purchasing them. Moreover, the millennial generation is willing to pay premium
for free-form products, being baked goods, cookies and snacks the top purchases within this
generation. Influencing these behaviors are the marketing activities focused on social media
developed by both big and small manufacturers (Technavio, 2016).
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If previously celiac people were the main consumers of these type of products, nowadays
the segment has become mainstream with most of the consumers being health-conscious
people, who believe gluten-free products are healthier (Euromonitor, 2016). Besides, there is a
large gap between the number of people who need to stick to a gluten-free diet and the number
of people buying gluten-free products (Statista, 2017) (Appendix 3). The number of people
without celiac disease avoiding gluten has tripled between 2009 and 2014, as stated in a study
published in the journal Mayo Clinic Proceedings. According to A.P.C., in Portugal, only 1%
to 3% of the population has celiac disease, however the consumption of gluten-free products
has doubled in the past three years while the number of gluten intolerant people did not increase
significantly in this period, showing the trend influencing the consumption of gluten-free
products is also verified in this country.
4.2. DEMAND FOR ORGANIC FOOD PRODUCTS
Consumers’ consumption choices are larger than ever, which enables them to select fresher
products, food quality, nutritional benefits and safety. These habits and necessities towards
healthy food consumption are answered by the increasing importance consumers are giving to
organic food products (Stolz, 2005). Organic or biological food can be defined as food which
is being produced without the use of chemical fertilisers or pesticides and is sold to the
consumer without the addition of preservatives or synthetic food enhancers (AGROBIO, 2017;
Segen’s Medical Dictionary, 2017). This type of products gives consumers the perception of
being fresher, healthier, tastier, with a higher nutritional value and minimally processed. Also,
the purchase of organic food may also reflect the importance that people give to the
environment and the animals’ protection (Nielsen, 2015; Ayuni Shafie, Rennie, 2012).
The global sales of organic food have been increasing from 1999 to 2015, namely in the last
year, the net sales of organic food worldwide amounted to approximated 81,6 billion USD
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(Statista, 2017). The organic demand is mostly concentrated in North America and Europe,
accounting for 90% of the global organic product sales (Willer, Lernoud, 2017).
In Europe, the retail sales of organic food equalled approximately 29,8 billion Euros in 2015,
representing an increase of 13% over the previous year’s result (Willer, Lernoud, 2017).
According to the previous author, both organic food and farming have continued to grow in
Europe over the last three decades, verifying in 2015 about 13 million hectares of farmland
exclusively to organic production. This development reflects the innovative nature of organic
food and farming which replies to the European consumer demands, who are spending more on
this type of food for high quality food.
In Portugal, the organic packaged food has faced a growth of 5% from 2015 to 2016,
reaching in the last year almost 61 million Euros (Euromonitor, 2017). The Portuguese
awareness of organic products is increasing – and many people are concerned about hormone
and chemical residues in food – because of the widening distribution of these products in the
country in the supermarkets. Portugal is still one of the countries whose consumption of
biological food is lower when compared to other European countries, verifying an approximate
value of 206 Euros per inhabitant per year (Silva, 2016). Due to the government’s anti-austerity
measures boosting real disposable income levels, the economic confidence over this period has
slightly rise, resulting in more consumers willing to purchase organic food which is priced at a
premium (Euromonitor, 2017).
4.2.1. DEMAND FOR MUSHROOMS
Mushrooms are usually classified as vegetables, but, in fact, they belong to the fungi
kingdom; these elements provide the necessary nutrients to one’s healthy diet. The consumption
of unprocessed products, like mushrooms, appears to decrease the risk of obesity, and overall
diabetes and heart disease, promoting an increased energy and overall lower weight, since the
product works as a high-protein meat alternative (Ware, 2017). In addition, mushrooms are
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more and more known for its antioxidants properties, which make them a natural constraint to
the growth of cancer cells, specifically three mushroom varieties: Reishi, Maitake and Shiitake
(Ware, 2017; Jenkin, 2014). Thus, an increasing number of scientific studies focusing on health
over the last 10 years have shown a correlation between mushroom consumption and a
decreasing rate of breast and prostate cancer growth (Gro Intelligence, 2017)
The rising consumer awareness concerning the nutritional values provided by food in daily
diets are contributing for the demand for mushrooms across the globe, as mushrooms are rich
in dietary fibres, minerals, proteins and vitamins, yet they are naturally low in cholesterol, fat,
sodium and calories. Because of this increment, the number of companies producing,
processing and selling mushrooms has risen worldwide (Transparency Market Research, 2017;
Ware, 2017).
Besides fresh mushrooms, it is also expected an increased demand for processed mushrooms,
such as canned, dried and frozen mushrooms. Likewise, there is a growing tendency to consume
mushrooms in some beverages – such as tea – and health drinks which seems to appeal to
Millennials (Transparency Market Research, 2017; Mascaraque, 2016).
A study shows that the global mushroom market verified a value of 35 billion USD in 2015.
This market is expected to grow about 9,2 % between 2016 and 2021, reaching a market value
near 60 billion USD in the last year considered (Mulderij, 2016). Even though this growth is
expected to happen in a worldwide scene, the biggest increase is expected to take place in Asian
countries, somewhat because of the growing emphasis on healthy and biological food products
(Mulderij, 2016; Transparency Market Research, 2017). According to previously mentioned
authors, Europe is the largest market for cultivated mushrooms, accounting for more than 35%
of the total market.
In the past years, the production of mushrooms in Portugal increased between 10 to 15%,
however some producers, like Ricardo Cardoso – the CEO of Organic Nature –, say the
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country’s mushroom consumption is still lower than its ideal, registering about a 500g of annual
consumption per capita – which is lower than the values verified in other European countries
such as Spain, which has about 1,2 kg of annual consumption per capita (Freches, 2017;
Meireles, 2010). According to Observatório dos Mercados Agrícolas e das Importações Agro-
Alimentares, in Portugal, the main types of mushrooms that are bought are Champignon de
Paris, Shiitake, Portobello and Wild Mushrooms (Nutrimento, 2015).
4.2.2. DEMAND FOR BLACKBERRIES
Blackberry is a small “aggregate fruit” that is compounded by many smaller fruits named
drupelet, which belongs to the Rubus genus in the Rosaceae family (Organic Facts, 2017;
Fruitsinfo, n.d.). It is recognized as a “superfruit” rich in antioxidant and nutrient levels that can
prevent diseases. Also, it is a heart-friendly fruit and one of the most powerful to prevent cancer,
is among the top brain foods, has anti-inflammatory and antibacterial properties, among others
(CBI, 2017; OrganicFacts, 2017; Shubrook, 2017; McDermott, 2017; Dr. Axe, n.d.). All in all,
blackberry is a multipurpose fruit with diverse health benefits (Appendix 4).
Consumers are searching for “superfruits” and are aware of the health benefits of consuming
blackberries, which contributed to an increased demand and sales volume for this small fruit
(CBI, 2016; Mulderij, 2016; Most, 2015).
According to a research, blackberries are the most demanded soft fruit worldwide. Even
though most of the worldwide’s production is used for various types of processing, the increase
in consumption is mainly in fresh (Eurofruit, 2016). Besides, the consumption and production
of frozen berries is rising as well (CBI, 2017).
In Europe, berries were considered the most valuable category over the last 10 years, in
which they have doubled in volume and value. From 2004 to 2015, the European sales increased
from around €620 million to almost €1,3 billion (Olins, 2016). Also, demand for berries is much
higher than the European production, implying an inequality between demand and supply, that
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is filled by imports from developing countries (CBI, 2016). The European market for
blackberries is extremely small and the market penetration rounds only 4% to 5%, having a low
consumption rate (Fresh Fruit Portal, 2014). In addition, between 2014 and 2016, the
Portuguese blackberry production increased from 279 tons to 752 tons, and the area increased
from 44 hectares to 120 hectares (INE, 2016).
The consumption of organic blackberries has been growing as well as its production to meet
the demand, showing that it has potential to expand in the future (The Packer, 2017; CBI, 2016).
4.3. COMPETITOR ANALYSIS
Doces dos Miaus
DM’s direct competitors include pastry shops and made-to-order companies that sell gluten-
free fresh cakes, cookies and pastry foods, in the Lisbon District, and are accredited by A.P.C.
In this way, the main direct competitor is Gluoff, a company created in 2015, selling in Lisbon,
Cascais and Sintra, the same target area as DM. It does not have a physical store and only works
by order and its portfolio consists of traditional cakes without gluten such as cheesecake and
chocolate cake. Regarding social engagement, this company has 12.7612 likes on its Facebook
page and a rating of 4,8/5, and publishes several posts per week, however customer engagement
is not very high. Moreover, it has a website where customers can be informed about prices and
make orders. The price range varies from 17€ for smaller simpler cakes like chocolate cake, to
50€ for bigger more complex cakes such as chocolate ganache cake (See Appendix 5 for more
information about direct competitors).
DM’s indirect competitors are super and hypermarkets selling gluten-free non-fresh products
such as cookies and packaged cakes, namely Continente, Pingo Doce, Jumbo, and Minipreço.
These stores sell not only well-known brands but also owned brands. Moreover, supermarkets
2 Information accessed on December 2nd, 2017
17
specialized in healthy lifestyle such as Go Natural and Brio (owned by Sonae Group) are also
indirect competitors. Lastly, private labels sold in small gourmet stores that are not made-to-
order are also competing indirectly with DM.
Mush Mush
MM’s direct competitors comprise Portuguese organic certified companies which activities
include the production, commercialisation and distribution of, at least, Lentinula edodes
(Shiitake) and, ultimately, Hypsizygus ulmarius – mushrooms produced by the company in
study. Quinta da Arruda, which is MM’s main competitor, is a company located in Santo
Estêvão das Galés, Mafra, which offers both Lentinula edodes (Shiitake) and Hypsizygus
ulmarius, as well as other species, lignocellulosic substrates and it will soon commercialise
dehydrated mushrooms – announced in the firm’s website. Fresh organic mushrooms are sold
to final consumers in packages of about 200g to 250g, and in boxes of 1kg or in bulk. The
company offers technical visits and workshops and it is certified by GlobalGAP, HACCP and
SATIVA PT-BIO-03 (See Appendix 6 for more information about direct competitors).
Additionally, other indirect competitors include producers of fresh non-biological
mushrooms. Be it for a vegetarianism option, health concerns or mere taste preference,
Portuguese consumers are more receptive to the idea of replacing animal protein for potential
substitutes. Hence, because mushrooms are increasingly becoming known for being a solution
to this along with other non-animal products, these are the indirect MM’s competitors. There
are many vegetable originated food products that do have the right levels of protein, such as
soy and tofu, tempeh, seitan, chickpea, lentils (Guest Contributor, 2015; Pinto, 2015).
BoomBerry
The competitors of BB are Portuguese companies that are competing within the same market
and that are offering the same product: fresh blackberries, either in an organic or non-organic
way, and indirect competitors that sell other types of fresh small fruit that can substitute
18
blackberries. Substitutes include raspberries, blueberries, currants, etc., since they are part of
the small fruit category being known sources of nutrients that present health benefits.
As a certified brand of organic blackberries, BB faces competition from O'Baga, a
Portuguese company created in 2010 in Viseu. It produces and sells fresh blackberries as well
as blueberries, raspberries, currants and lemons, either in an organic or non-organic way. Also,
it is certified by Agricultura Biológica, HACCP and GLOBALG.A.P..
Natualbio, located in Amares (Braga), is another competitor. It produces and commercializes
blackberries either in an organic or non-organic way. This brand also offers blueberries,
strawberries, raspberries and currants. Besides, it is certified by SATIVA and GLOBALG.A.P.
since 2014.
Wildbessy-Drupus is a Portuguese company created in 2012 that produces and
commercializes fresh blackberries as well as raspberries and blueberries. It is certified by
GLOBALG.A.P., it is located in Palmela (Setúbal) and delivers fruit directly from the producer
to the final consumer only to: Setúbal, Lisboa, Almada, Sintra, Cascais and surroundings (which
include some of the main target areas of BB).
Other competitor of BB is Lizberries, a Portuguese company that produces and
commercializes high-quality blackberries and raspberries, that are produced in outdoors and
greenhouses located in Vieira de Leiria. This brand offers two varieties of blackberries: Jumbo
and Ouachita (the last one is the same variety produced by BB).
Located in Tomar (Santarém), Quinta do Cezal is another competitor of BB, that produces
and commercializes blackberries, other small fruits and alternative options (like dry fruits).
Usually, it delivers the products in person to guarantee that they do not arrive crushed, but with
the highest quality and freshness possible. Also, the brand attends some fairs and markets such
as Mercado de Alvalade.
19
Driscoll’s, the biggest player of the sector, is a company that sells not only fresh
blackberries, but also strawberries, raspberries and blueberries either in an organic or non-
organic way. Its products are available in the Portuguese market since 2004.
(Please consult Appendix 7 for a more detailed information of BB’s competition)
5. FINANCIAL ANALYSIS
5.1. SCENARIO ANALYSIS
In order to understand whether each brand is sustainable or not, and if it continues to have
the current revenues and cost structure, three scenarios’ analysis were developed: realistic,
optimistic, and pessimistic (if applicable). For the three brands, indirect costs were allocated
according to the level of sales in year 0 and were kept constant for simplicity purposes.
Doces dos Miaus
In the first scenario, sales are assumed to increase 20% per year and direct costs increase 2%
annually due to inflation, leading to a positive profit from year 1 onwards, however since
indirect costs account for a great value, the net profit is only positive from year 3 onwards,
reaching 950,12€ in year 5 (See Appendix 8 for detailed information).
In the optimistic scenario, sales are assumed to increase 25% per year and direct costs
increase 2% annually due to inflation, leading to a positive gross profit from year 1 onwards,
and since the increase in sales will cover more of the indirect costs, the net profit will be positive
from year 2 onwards, reaching 2.004,67€ in year 5 (See Appendix 9 for detailed information).
Lastly, in the pessimistic scenario, sales are assumed to increase only 15% per year and
direct costs increase 2% annually due to inflation, leading to a positive gross profit from year 1
onwards, however in this case the increase in sales does not cover the indirect costs, and so the
net profit will only be positive in year 5, accounting for just 57,42€ (See Appendix 10 for
detailed information).
20
In conclusion, the brand is viable in every scenario however the values of net profit are not
high and able to sustain the brand in the long term, and in this way a marketing plan was
developed in order to increase brand awareness, leading to an increase in the number of
customers and consequently an increase in sales revenues and net profit.
Mush Mush
The realistic scenario assumes that sales will increase 20% each year and, consequently,
direct costs will increase 2% per year because of inflation – the initial changes will be based on
MM’s 2016 values. This will be translated into a yearly negative profit, reaching a negative
profit of 929,29€ in 2021 (See Appendix 11 for more detailed information). In the present
scenario, as the increasing assumptions regarding sales will not cover the brand’s indirect costs,
causing negative values for net profit; it makes no sense to compute the pessimistic scenario.
In the optimistic scenario, sales are assumed to increase 25% each year and direct costs are
assumed to increase 2% per year due to inflation accordingly. This will lead to a negative gross
profit from year 1 to year 4, which will finally have a positive value in year 5, corresponding
to a net profit that amounts 203,51€ (See Appendix 12 for more detailed information).
In the end, the brand is only viable the year 5 plan of the optimistic scenario, thus there is a
need to create and maintain a strong customer and consumer base which will be enhanced by
the development of MM’s brand awareness – this will be done with the aid of a specific
marketing plan for the brand.
BoomBerry
The values of BB in 2016 were not considered relevant, so all the financial analysis was
calculated considering an estimative of BB’s 2017 values.
In the realistic scenario, it was assumed that sales will increase 20% per year and direct costs
will increase 2% annually due to inflation. This will lead to a negative gross profit from 2017
until 2021, and a positive gross profit of 51,58€ in 2022. The net profit will be negative during
21
the five years projection because the costs surpass the sales, reaching a negative value of 1.750€
in 2022 (See Appendix 13 for detailed information). Since this scenario has already negative
profit values, it was not considered the need to compute a pessimist scenario.
In the optimistic scenario, it was assumed that sales will increase 25% per year and direct
costs increase 2% annually as in the realistic scenario. This will lead to a negative gross profit
from 2017 to 2020, and a positive gross profit in 2021 of 51,33€ and in 2022 of 278,28€, which
happen because the increase in sales will cover the direct costs. However, it is not enough to
cover the indirect costs as the net profit will be negative in the five years projection, reaching a
negative value of 1.509,70€ in 2022 (See Appendix 14 for detailed information).
It can be concluded that the brand is not viable in any scenario. Therefore, it was developed
a marketing plan for BB with the objective of raising brand awareness. It is expected an increase
in the brand’s customer base, which will consequently boost the brand’s sales and revenues.
6. SURVEY METHODOLOGY
Doces dos Miaus
An online survey was conducted with the purpose of analysing the market and understanding
its needs and preferences. The survey included 15 questions, divided in different categories,
namely: behaviour regarding gluten-free products’ consumption, brand awareness level, social
media presence and influence, and demographics. The answers were collected, from November
1st, 2017 until November 11th, 2017, and 139 valid responses were obtained. The sample
surveyed is constituted by people living in the Lisbon District, since distribution is made
through a direct channel by the entrepreneur and it was only relevant to study the market in this
geographic location (Appendix 15).
Mush Mush
An online survey was developed with the aim of not only assess how many people consume
biological products, and how many people consume biological mushrooms, but also to study
22
the possibility of transforming MM’s mushrooms into alternative products such as dehydrated
mushrooms or mushrooms’ pate. The survey consisted of 22 questions, which were divided in
three main topics: the consumption habits of biological products; the consumption habits of
biological mushrooms and alternative possibilities for its consumption; and the demographics
questions. The survey was released on November 2nd, 2017 and closed on November 13th, 2017,
from which were obtained 115 valid responses. Because the distribution is guaranteed by the
entrepreneur herself, it was decided that the sample would only include people residing in
Lisbon (Appendix 16).
BoomBerry
An online survey was created with the main objective of exploring the existence of a market
for BB and investigating the consumption habits towards organic food products and more
specifically organic blackberries. The survey was released on November 2nd, 2017 and closed
on November 30th, 2017. It contained 24 questions, which were divided in different topics such
as: the consumption habits of organic products, the consumption habits of blackberries either
in an organic or non-organic way, as well as alternative possibilities for its consumption, and
demographic questions. The sample of the survey included only people resident in the district
of Lisbon, since it was decided that the target market will be within the delivery range of BB.
In this manner, 73 valid responses were obtained (Appendix 17).
7. MARKETING STRATEGY
This section defines where each brand will fit in the market, and how the entrepreneur is
going to sell, price and promote the company’s products.
Doces dos Miaus
Regarding DM, it is mainly a B2B type of business, however the final consumers do not
have a high level of awareness regarding the brand, although they have about the type of
products. In this way, it was decided the brand will change its focus to B2C, since it is more
23
effective for smaller businesses in two ways: first it creates an emotional response on the
consumer through the marketing mix, and second allows the company to increase profits by
eliminating the wholesaler and by having a direct distribution channel (Investopedia, 2017).
Mush Mush
Nowadays, MM’s main buyer are businesses, which causes the firm to be mainly a B2B type
of business. As aforementioned, because it is the objective of the firm to increase sales, both a
B2B and a B2C approaches need to be developed, as both situations are potential sources of
revenue. Thus, for B2B, the goal is to promote the brand’s high quality and authenticity, so that
it appeals to its current and potential customers; and for B2C, the main idea would be to create
consumer awareness for organic products, educating the consumers on the benefits of MM’s
offerings.
BoomBerry
For BB, a brand with limited financial resources and poor marketing knowledge, it is very
important to create a marketing strategy and to guarantee that it is well processed.
Even though BB is mainly a B2B type of business, it was considered important to develop a
marketing strategy at B2C level as well, since it has a low level of brand awareness and final
customers must be aware of the brand to buy its products. Thus, two segments were identified
within the organic blackberry market: one directed to businesses, and the other directed to the
final customer.
7.1. SEGMENTATION, TARGETING AND POSITIONING
Aiming at maximizing each firm’s ability to satisfy the consumers, the market should be
segmented according to the different consumer preferences and needs. Segmentation involves
dividing the market of potential consumers and customers into homogeneous groups, which can
be distinguished regarding attitudes, behaviour patterns, demographic characteristics and
psychographic profile (Kotler et. al 2013). By doing so, a better understanding of the market
24
will take place for each brand. According to the previous author, targeting is the process of
selecting the segments whose needs a firm has the capability to address and, thus, designing
offerings which are coherent with those needs. Brand positioning refers to the act of designing
the brands’ image and offer so that it occupies a distinct and valued place in the target
customers’ minds. In fact, the brand positioning, using Keller’s positioning model, articulates
the goal that the consumers will achieve by using the brand and the reason why the brand
delivers a superior value vis-à-vis its competition, even though all competitors in that market
have similarities (Keller, 1993).
Doces dos Miaus
The main factors to consider when elaborating a B2C segmentation for this brand are
demographic – age, gender, income and education level –, geographic – customer location –,
psychographic – lifestyle –, and behavioural – buying behaviour.
From the survey conducted, approximately 60% of the respondents do not consume gluten-
free products, mainly because they are not intolerant to this protein and thus they do not see the
necessity of eliminating it from their food diet. From the sample of people who consume gluten-
free products, almost 52% consume bread and pastry foods without gluten, daily or weekly.
In this way, based on the results of the market study conducted, the target market chosen
consists of women from 18 to 34 years old, belonging to the Millennial generation, who seek a
gluten-free diet, and live in Lisbon, Cascais, or Sintra. Moreover, they are willing to pay a
premium for gourmet products and they are interested in a healthy lifestyle, yet they do not
want to give up the “guilty pleasure” of eating something sweet occasionally. They look for
products with perceived health benefits, safety on the products purchased and good price-
quality relation. The main benefits required when purchasing this type of products are the
possibility of tasting new flavours and trying new products.
25
According to a research developed by Almondy, a well-known Swedish gluten-free bakery,
Millennials are driving the demand for gluten-free products around the world, with almost 40%
of this generation’s consumers avoiding gluten on their daily basis, as a part of a lifestyle choice.
Moreover, 42% of them are more willing to order a cake if it does not contain gluten on its
composition, and 75% had acquired a gluten-free product in the past year. This generation is
the most willing to pay a premium for foods with health benefits and the most appealing food
attributes for them are organic, gluten free and high in protein (Nielsen, 2015).
Millennials can be divided into sub-segments according to their dinning preferences: gadget
guru, clean and green Millennial, and hip-ennial. In regard to the food philosophy, the last group
is the most attractive for DM since this is the type of people that likes to try new foods and are
more propense to share it with friends. This segment is also characterized for valuing the quality
of the products and wanting to have a good value for money. (BCG, 2012). Furthermore, on the
survey conducted online, 80% of the respondents belonged in the Millennials generation, with
60% of them having between 18 and 25 years and 20% being in the 26 to 34 years old range.
On what concerns gender, although there is no research conducted in Portugal, in the US,
studies suggest that younger women are behind the increase of gluten-free diets (Huffington
Post, 2016), and according to the online survey, in fact, almost 80% of the respondents that
consume gluten-free products are women.
Furthermore, in order to study the market, the level of education was used as a proxy for
measuring income level. With almost 85% of the respondents having a bachelor’s degree or
higher, it can be concluded the market for gluten-free products is targeted at higher educated
consumers, which directly relates to the higher willingness to pay a premium for free-form
products.
Regarding the geographical location, currently the target area of DM is Cascais and Sintra,
where most loyal customers are, however based on the survey’s responses, only 20% of the
26
sample lived in these areas, with most of the respondents’ residence being in Lisbon county
(48%). Thus, the target location of DM will be Lisbon, Cascais, and Sintra, representing the
area where 70% of the survey’s sample is located.
The type of customer of this brand seeks a healthy lifestyle and even if not seeking a gluten-
free diet, perceives cakes, pastry foods, and cookies as being healthier if they do not include
gluten on its composition and in this way, consumers are more willing to buy them (Forbes,
2016). The products offered are regarded as specialty food and are purchased to eat as a snack
on a daily basis, to bring for a party or event, and also to give as a gift. Furthermore, according
to a Forbes article, Millennials grew up with complex flavour palates from all around the world,
due to the unique experiences they had, which makes them look for different aromas, textures
and tastes. On the other hand, although Millennials love food, they are not cooking it as much
as the previous generations, however they still seek for nostalgic flavours “like mom used to
do” and from this arose the concept of comfort food (Thrillist, 2017).
Additionally, purchasing online has been increasing in Portugal, even though the Portuguese
people prefer to shop in super and hypermarkets, the amount of people buying online has been
increasing. In fact, in 2008 only 10% of the Portuguese did online shopping, while last year this
number had increased for 30%, and it is expected that in 2025 already 59,4% of the population
will do online shopping (Dinheiro Vivo, 2017).
Lastly, although the youngest members of the targeted generation are still financially
dependent, they are forming preferences and influencing those around them, both younger and
older, namely friends and family members, and even strangers through social media (BCG,
2012).
When defining positioning it is paramount to analyse competition and define the main
competitive advantage. As aforementioned, the main competitor is Gluoff (see Competitors
27
chapter for detailed information), since it sells by order and delivers in the same geographical
region as DM, however it is focused on traditional cakes and does not innovate its portfolio.
According to a Millennial Marketing article, Millennials are considered a generation of
“foodies” and “snackers”, demanding unique flavours and products. The three main things to
consider when dealing with food needs for Millennials are the preference for a complex mixture
of flavours, the use of spices recalling ethnic tastes, and artisan confection. Thus, the main
competitive advantage of DM is its new and different flavours on the product portfolio.
Moreover, when comparing to its competitors, one point-of-difference is the fact that DM has
a wide portfolio of home-made original products appealing to experiment of new flavours, and
also home-made traditional products appealing to the pleasure of comfort food. Additionally, a
positioning map was created, showing the position of the brand relative to its competitors both
in terms of type of products (traditional or innovative) and social media involvement (through
the number of likes on each brand's Facebook page) (Appendix 18). Likewise, it is important
that DM positions itself as a healthy home-made product since Millennials prefer high-quality
artisanal products that contribute to their healthy lifestyle.
In this way, the positioning statement for DM is the following:
For Millennial women (18 to 35 years old) who seek gluten-free home-made cakes, pastry
food, and cookies and who are willing to pay a premium for these products, Doces da Jojo, sem
glúten, com amor (without gluten with love) are certified by A.P.C. and present different
flavours from the ones existing in the market because although they keep the tradition of home-
made confection, the products are developed taking into consideration the market’s needs and
the customers’ taste preferences, in a certified kitchen, which assures the products do not suffer
from cross-contamination with other products containing gluten.
28
Mush Mush
The criteria used as the basis for the segmentation was consumer-oriented – demographic,
geographic, and psychographic segmentation – and behavioural – purchase condition and
benefits sought – segmentations.
Regarding the geographic focus, in both cases, since the entrepreneur lives in Estoril and
produces a limited number of mushrooms in Colares, Sintra to sell, the most appropriate place
to target is Portugal, more specifically the Lisbon Region, namely the Amadora, Cascais,
Lisboa, Oeiras and Sintra counties – results based on the online survey. Other reason that
supports this decision is the fact that, when compared with the country’s purchasing power per
capita, the metropolitan area of Lisbon has a 124,7% higher register (Pordata, 2017). Also, the
largest concentration of consumers buying organic products is in Lisbon (Crisóstomo, 2012).
Focusing first on the B2B segments of the market, the type of companies to be targeted
would be biological grocery stores and premium restaurants and hotels. Once the main goal is
to offer a biological high-quality product, which will be charged at a premium price, Mush
Mush’s sales would be converging to biological grocery stores. This distribution channel is
appropriate because these stores solely sell organic products which are bought by people who
value high-quality and nutritional meals, people who are concerned with their households’
health, and people who are not price sensitive. Premium restaurants and hotels are also a target
to wage as the high quality of the products used to prepare meals is a must as their aim is to
provide their guests healthy, innovative and tasty dishes. Some initiatives have been taken to
promote the mushroom consumption, for instance, in October 2016 the first Festival dos
Cogumelos de Lisboa took place in the Chapitô à Mesa, a premium restaurant near Castelo de
S. Jorge. This three-days event counted with the presence of famous Portuguese chefs that
presented show cooking “heroing” mushrooms, these chefs are part of posh restaurants and
upper-level hotels, like Pousada de Bragança, Restaurante Esporão, Chapitô à Mesa, Hotel
29
Albatroz and Hôtel de França. In the present year, a second edition of the initiative took place
in the third weekend of October, again to share recipes and different ways to cook the multiple
types of biological mushrooms, showing how versatile the product can be (Serrado, 2016;
Guerreiro, 2017). Regarding the purchase condition, because the production of mushrooms is
limited, small to medium orders to multiple customers are preferred not only to ensure that the
brand does not depend on a single customer but also to be able to honour the commitments
made when it comes to the product deliveries. Finally, the benefits sought by the target
segments are the health and nutritional concern for delivering high-quality and innovative food
products.
On what refers to the B2C segment, the type of consumers to be targeted would be Baby
Boomers and Millennials females who have a high level of education (and a medium-high level
of income) who specially care about health and sustainability. The demonstration that
consumers with higher levels of education have positive attitudes and are more willing to
acquire biological products is shown is several studies (Krystallis et al., 2006; Roitner-
Schobesberger et al., 2008). Because in marketing a proxy used for the assessment of the
relative level income of the consumers is the level of education, according to the previous
authors and to the survey’s results, buyers of organic food products have higher level of
education, and thus, a higher level of income than non-buyers of these products. Transversal
across all generations, out of 66% of the respondents which said to be willing to pay more for
sustainable offerings, more than 50% said to be influenced by key sustainability factors, such
as the product being made from biological, fresh or natural ingredients (69%), a firm being
environmentally friendly (58%), and a company being known for its commitment to social
value (56%) (Nielsen, 2015). While health attributes are an important driver for purchase
decisions for all group ages, the ratings are highest for Millennials (which is used to describe
those who born between 1980 and 2000) who are devoting time and money to exercising and
30
eating right, followed by Baby Boomers (which is used to describe those who born between
1946 and 1964), (Nielsen, 2015; Goldman Sachs Global Investment Research, 2016). For both
Millennials and Baby Boomers the fact that ingredients are sustainably sourced is very
important in their purchase decision, but the first group’s willingness to pay a premium for
biological products is higher than the latter’s. However, a studied conducted by Nielsen in 2015
reveals that 51% of the Baby Boomers surveyed are also willing to pay extra for organic
products. Baby Boomers view organic food as a means to live a higher quality of life for longer
time, thus they prefer fresh and less processed products (Nielsen, 2015; Watrous, 2016). In
terms of gender, the results of the survey and some studies reveal that female have more positive
attitudes towards biological food when compared to male and they are more likely to purchase
and consume biological products in greater quantities (Davies et al., 1995; Krystallis et al.,
2006). When it comes to the psychographics, Davies et al. revealed that when compared to non-
buyers of biological food, biological food buyers are more concerned about their health and
overall food risks. Likewise, buyers of biological food exhibit a healthier lifestyle when
compared to non-buyers namely by having a higher level of physical activity and a non-smoking
behaviour (Eisinger-Watzl et al., 2014). Regarding the purchase condition, usually biological
buyers want to have both in-home and out-of-home meals that are perceived as healthy. Thus,
for the in-home consumption, based on the survey conducted, in Lisbon, a higher percentage of
the respondents buy organic products in supermarkets and hypermarkets, followed by
biological grocery stores and markets; for the out-of-home consumption, meaning restaurants
and hotels, people would also choose meals that are premium. Lastly, the benefits sought by
the target segments include preparing and/or having a healthy and nutritional meal which is
environmental-friendly oriented.
The first step in establishing the brand positioning is to identify the category in which the
company is in and in which segment it will compete. MM belongs to the biological or organic
31
mushroom segment. In this segment, there are some competitors, being the brand’s main
competitor, Quinta da Arruda. MM differs from its competition by being one of the few
Portuguese producers of Shiitake mushrooms which are produced under the Traditional
Japanese Method, which, for the final consumer, is translated into a tastier and more robust
mushroom. Finally, all the positioning strategy must be represented in the form of a positioning
statement. Once MM will target both B2B and B2C, three positioning statements will have to
be made. As mentioned before, for the B2B approach, the brand will target biological grocery
stores and premium restaurants and hotels. Thus, according to the previous analysis, the
positioning statement for the first target – biological grocery stores – will be:
“For biological grocery stores, MM is a brand of high-quality biological mushrooms which
have a higher nutritional value in the shape of a more robust product. It is accomplished by
using the Traditional Japanese Method that is uncommon for Portuguese producers, being
recognised and accredited by the Agricultura Biológica entity.”
The positioning statement for the second target – premium restaurants and hotels – will be:
“For premium restaurants and hotels located in Lisbon, MM is a brand of high-quality
biological mushrooms that offers a highly nutritious product with a distinct flavour and a
sturdier appearance, that is recognised and accredited by the Agricultura Biológica entity and
that has been used by many culinary chefs.”
Concerning the B2C approach, it was previously mentioned that the brand will target Baby
Boomers and Millennials females who have a high level of education (and a medium-high level
of income) who specially care about health and sustainability. Although the groups are very
different in many aspects, when it comes to consuming healthy and eco-friendly products their
way of perceiving food is convergent, thus, a single positioning statement for the third target
would do:
32
“For Lisbon resident women ranging from 17 to 37 years old and from 53 to 71 years old,
who are active, educated, health and environmentally conscious that want to eat well and do
good for the world, MM is a brand that offers nutritional, tasty and robust mushrooms produced
in an eco-responsible way which provides the best combination between healthy and delicious
mushrooms, being accredited by the Agricultura Biológica entity and being used by many
culinary chefs.”
BoomBerry
B2C market segmentation includes a consumer-oriented segmentation (geographic,
demographic and psychographic), and a behavioural segmentation (purchasing condition and
benefits sought) (Keller, 2008).
Either for the B2C or the B2B segments, the target locations chosen for BB are within
brand’s delivery range, in Lisbon District, particularly Amadora, Cascais, Lisboa, Oeiras and
Sintra, since those areas present an affordable option in terms of transportation costs. These
were the top areas where 86% of the respondents of the online survey live, they are among the
counties with more purchasing power per capita within the metropolitan area of Lisbon
(Pordata, 2017), and the largest concentration of people who purchase organic products is in
Lisbon (Crisóstomo, 2012).
The target market for B2C customers are Millennials (from 18 to 34 years old), which
represented 79% of total respondents of the survey. They are improving their eating habits by
implementing a healthier diet with food free from chemicals and rich in antioxidants and
nutrients. Millennials are the most willing to pay for organic products. According to Nielsen
(2015), those are willing to pay more for products with health/wellness benefits (70%), made
from fresh, organic and natural ingredients (69%), and from a brand considered
environmentally friendly (58%). Baby Boomers (from 50 to 64 years old) should also be
considered as they are the second generation, behind Millennials, concerned about their health
33
and willing to pay a premium price for organic food products (accounting 51% for Baby
Boomers and 73% for Millennials).
Most of the respondents of the survey are women, representing around 71% of total. They
buy more organic products since they do most of the grocery shopping for their household.
According to several authors, the willingness to acquire organic products is positively linked
to the level of consumer education. The market is highly educated as approximately 96% of the
survey’s respondents have the bachelor’s degree or higher. Since the level of education was
used as a proxy for measuring the level of income, organic food consumers have higher level
of education and a higher willingness to pay a premium for organic products.
The B2C consumers of BB maintain a healthy lifestyle, practice more physical exercise and
care about the environment by consuming organic products- not only at home but also out-of-
home like restaurants. This type of costumer is willing to pay a premium price for these products
since they value the health benefits and quality, like high-flavoured blackberries, over price
(Nielsen, 2015; CBI, 2016). Usually, they buy organic products like blackberries in
hypermarkets and supermarkets, followed by organic grocery stores and organic markets. Also,
they purchase it on a weekly-basis, followed by monthly and daily (BB’s online survey, 2017).
Overall, the benefits sought by the B2C segment include good for health, high-quality, authentic
flavour, natural and chemical-free food.
B2B market segmentation bases on a macrosegmentation that centres on the characteristics
of buying organizations and purchasing situation (Hutt, M. and Speh T., 2007).
There is growing interest for blackberries by organic grocery stores and restaurants with
healthy menus (Mosby, 2014), so BB should target those businesses. Due to the production
constraints of blackberries, it should prefer various orders from small to medium sized
businesses to not create dependency by selling its production to a single customer.
34
The organic grocery stores are selling more organic food products as a response to the
growing consumer’s demand for healthy products that contribute to an improvement in the
quality of life. Many of these customers are not price sensitive as they strive for high-quality
and real flavour. Since BB offers high-quality organic blackberries, it should target those stores.
A lot of consumers said that is important that a restaurant offers healthy options to the menus.
Restaurants are addressing the healthy trend in their favour, buying more organic products and
preparing the meals with certified organic food (PwC, 2016). Thus, the other B2B target
segment are healthy restaurants that present dishes with high-quality and delicious organic
ingredients rich in healthful characteristics. They could use blackberries to sell fresh, just to
beautify the meal or to transform them, as they can be incorporated into various plates from
dessert to salads.
After segmented the market, it is important to choose which segment to target. Since BB has
a low number of customers and its main goal is to increase sales, both B2B and B2C segments
will be considered as potential sources of profit. Once chosen the target, the final step in the
market segmentation process is the positioning. To ensure that BB can have a greater return on
the investment done in marketing activities, it must reinforce the differentiation that the brand
has in comparison to the its competitors, and what makes it appealing to consumers.
B2C segment was divided into homogeneous groups of consumers with similar needs and
consumer behaviour, so the positioning statement will be:
For Millennials (18 to 34 years old) and Baby Boomers (50 to 64 years old) female living in
the district of Lisbon, who want healthy and high-quality food, and who are willing to pay a
premium for organic products, BB is a certified brand offering high-quality organic
blackberries, a healthy product with wide-range of benefits. It is one of the first organic
blackberry brands producing in Lisbon that delivers the authentic flavour of this small fruit.
Because it sells a “superfruit” that grows in an environment that enhances the high-quality and
35
flavour of blackberries, and it is certified by Agricultura Biológica, being produced organically
and using environmentally friendly and sustainable production practices that maintain the
nutrients’ integrity of blackberries.
Once BB will also target two B2B segments, the following positioning statements will be:
“For organic grocery stores located in Lisbon that seek quality food in form of delicious
organic products, BB is a certified brand offering high-quality organic blackberries with a
wide-ranging health benefits and an attractive appearance. It is one of the first organic
blackberry brands producing in Lisbon that delivers the authentic flavour of this small fruit.
Because it sells a “superfruit” grown in a favourable environment that enhances the high-
quality and flavour of blackberries, and cares about where the food comes from, being certified
by Agricultura Biológica.”
“For healthy restaurants located in Lisbon that are interested in creating healthy menus
with delicious organic products, BB is a certified brand offering high-quality organic
blackberries, a healthy product that can be incorporated into various dishes from dessert to
salads. It is one of the first organic blackberry brands producing in Lisbon that delivers the
authentic flavour of this small fruit. Because it sells a multipurpose “superfruit”, which grows
in an environment that enhances the high-quality and flavour of blackberries, and it is certified
by Agricultura Biológica.”
7.2. MARKET POTENTIAL
Doces dos Miaus
The market potential for DM was calculated taking into consideration the market
segmentation and targeting performed. Firstly, it was calculated the number of women on the
three target locations, between the ages of 20 and 34 (Pordata, 2016). Next, it was taken the
percentage of women who had higher education (Pordata, 2011), the percentage of employed
population (Pordata, 2016), and the percentage of people consuming gluten (retrieved from the
36
online survey results). This lead to a total of 10.227 people on the target market, being 3.921
from Lisbon, 2.100 from Cascais, and 4.206 from Sintra. Furthermore, from the average annual
income for a person with higher education (Pordata, 2013), was calculated the percentage of
spending on food (INE, 2016), and the percentage of food spending on bread and bakery
segment (this value was assumed), leading to the value of 170,45€, 150,44€ and 147,42€ of
annual spending on gluten-free bread and bakery segment, in Lisbon, Cascais, and Sintra,
respectively. In this way, the total market potential corresponds to 1.604.336,36€, and the five-
year objective of this brand is to reach 1% of the total market potential, which is 16.043,36€
(Appendix 19).
Mush Mush
Considering the market segmentation and targeting performed for MM, the market potential
was computed. The first step is regarding the demographics of the target chosen, thus, it was
calculated the number of women living in the five counties selected – Amadora, Cascais,
Lisboa, Oeiras and Sintra –, with ages ranging from 20 to 34 – Millennials – and from 50 to 74
– Baby Boomers (Pordata, 2016). Following, it was taken the percentage of women who had
completed higher education (Pordata, 2011), and the percentage of employed women (Pordata,
2016); then, it was taken the percentage of people consuming biological mushrooms (MM
online survey, 2017) which lead to a total of 208.225 women on the target market – Amadora
accounts with 46.593, Cascais with 52.665, Lisbon with 124.082, Oeiras with 44.341, and
Sintra with 93.338. Regarding income, from the average annual income for women with higher
education (Pordata, 2016), it was computed the percentage of spending on food (INE, 2016),
the percentage spending in fresh vegetables (Food Institute, 2015), and the percentage spent in
fresh mushrooms (assumption), which lead to the value of 31,09€, 28,34€, 32,11€, 33,85€ and
27,77€ of annual spending on fresh mushrooms in Amadora, Cascais, Lisboa, Oeiras and Sintra,
37
correspondingly. Hence, the total market potential of MM corresponds to 788.126,51€, and the
five-year goal of reaching 1% of the total market potential is 7.881,27€ (Appendix 20).
BoomBerry
To estimate the market potential for BB, it was considered the market segmentation and
targeting performed previously. Firstly, it was calculated the number of women with ages
ranging from 20 to 34 years old (Millennials) and from 50 to 64 years old (Baby Boomers),
living in the five target locations (Pordata, 2016). Then, it was taken the percentage of women
who had higher education (Pordata, 2011), the percentage of employed women (Pordata, 2016),
and finally the percentage of people consuming organic blackberries (extracted from the online
survey), leading to a total of 21.257 women on the target market, in which 2.861 is from
Amadora; 3.122 from Cascais; 6.616 from Lisbon; 2.469 from Oeiras and 6.188 from Sintra.
From the average annual income for women with higher education (Pordata, 2016), it was
calculated the annual spending in fresh blackberries in the five target locations. In this sense,
knowing that Portuguese people spent approximately 15% of the annual income on food (INE,
2016), 36% in fresh fruit (Food Institute, 2015) and assuming 2% in fresh blackberries, it led
to a value of 23,76€ in Amadora, 21,66€ in Cascais, 24,45€ in Lisboa, 25,87€ in Oeiras and
21,23€ in Sintra. Hence, the total market potential of BB corresponds to 493.275,67€.
Considering some initial obstacles to the desired acceptance of BB, such as the low level of
brand awareness and the high level of competition, it is expected that not all the target market
will buy BB’s products. Thus, it will be used the five-year objective of reaching 1% of the total
market potential, which represents 4.932,76€ (Appendix 21).
7.3. MARKETING MIX
7.3.1. PRODUCT
The product strategy entails the choice of both tangible and intangible benefits that the
product will embody (Keller, 2008). It is important to look at the multiple dimensions a product
38
has, namely its features, benefits, design and packaging – these are the dimensions that add
value to the brand in the consumers’ perspective.
Doces dos Miaus
The brand’s name arose as Joana’s personal choice, however when faced with the expression
Doces dos Miaus, the majority people associated it with cats or cat food (Appendix 22). The
brand has the purpose to fully reflect the products sold, and in this case the current name was
not suitable as it is not memorable enough and requires an explanation of what is being sold.
Since the main goal is to create brand awareness a more appealing brand name for the target
market was suggested: Doces da Jojo. By associating the brand with Joana, a relationship
between the consumer and the person producing the products will be created and the level of
trust in the brand will increase, which will consequently lead to an increase of brand loyalty.
Additionally, the name will go together with the slogan sem glúten, com amor (without gluten,
with love), showing to the consumer the products are free of gluten and produced with the
caring often associated with home-made and artisanal products. Furthermore, in the short-term
connected to the new name and logo there will be a reference to the former name in order to
customers becoming aware of the change.
DM has a diverse portfolio of gluten-free cakes, small pastry foods and cookies, which are
totally safe for celiac people, not only because they are accredited by A.P.C., but also because
they are confectioned in a certified kitchen that does not contain at any time products with
gluten, which avoids cross contamination, assuring in this way the safety of the final products,
as aforementioned.
DM’s portfolio includes new and different flavours and traditional comfort food. On the first
category there are: Condensed Milk Pudding, White Custard Pudding with Plums, Banana
Cake, Sweet Potato and Almond Cake, Carob Cake, Walnut Cake, Spice Cake, White
Brigadiers, Coconut Brigadiers, Walnut Brigadiers, Carob Muffins, Walnut Muffins, Carob and
39
Almond Cookies, Cinnamon and Ginger Cookies, and Whole Grain Cookies. On the second
category there are: Quindão, Avó Amália Cake, Chocolate Brownie with Nuts, Chocolate
Brigadiers, Orange and Lemon Cookies, Areias and Manteiguinhas. Moreover, each product
has a different weight, for instance, cakes have around brigadiers are sold in packs of 10 with
approximately 170 grams, and muffins are also sold in pack of 10 with 250 grams, while cookies
are sold in 150 grams packages (Appendix 23).
Besides the presented portfolio, there are also products that can be confectioned by special
order, namely: Floresta Mágica Cake, Birthday Cake, Yam Bread, Quindins, Caramelados,
“Clouds” of Almonds and Walnuts, Salted Pies, and Vegetable Pies.
According to a study in Journal of Consumer Research, people tend to prefer brands with
higher-quality, even if that means the brand is not known. In this way, since the main goal is to
attract new customers and to have them doing repeated purchases, it is desirable to focus on the
higher quality of the products, which is done by the careful selection of the best raw materials,
which is also reflected in a higher spending and by consequence in a premium-price for the
final consumer.
For the target market, packaging is extremely important since Millennials enjoy taking
pictures of every aspect of their lives and share it on social media, and this includes the food
they eat. Thus, it is important to have a unique packaging design and style that appeals to this
type of consumers, and for that reason, each product has an original packaging (Appendix 24).
Mush Mush
MM is a mushroom’s brand located in Quinta do Paderão in Colares, Sintra, a family-owned
farm (Appendix 25). MM mushrooms are born under the microclimate where the morning
freshness is felt, which contributes for the sturdiness of consistency of the food products and
for its richness in flavour. From the nutritional point of view, mushrooms have low caloric
percentage and low amount of fat – because they have several essential amino acids, this
40
product can easily become the highest source of protein of any dish, easily replace meat and
fish. Besides that, it has a considerable fibre content and a significative amount of minerals,
vitamins and antioxidants content (Alimentação Saudável, 2017). Joana produces two types of
mushrooms, which are Hypsizygus ulmarius and Lentinula edodes (Shiitake) in two varieties –
donko and koshin. Hypsizygus ulmarius is a type of mushroom that is not that commonly sold
in supermarkets for the final consumer, but that is highly used for its medicinal and health
benefits – these mushrooms became popular through Chinese medicine (Tyroler Gluckspilze,
2017; Fun Guys Gourmet Mushrooms, 2017). Despite having cholesterol lowering properties,
being a natural inhibitor of cancer cells’ proliferation and enhancing one’s general immunity
system, this species is commonly used in skincare products as it has skin lightening and
moisturising properties (Moving Art, 2014; Foxon-Hill, 2009). Lentinula edodes donko is
fleshy, dense, has a richer flavour, and because its cap is partially open retaining more of the
spores – contributing for its higher medicinal value –, this mushroom adapts to lower
temperatures. Lentinula edodes koshin is easily adapted to higher temperatures, resulting in a
more delicate taste and textured mushroom with an open cap (Specialty Produce, 2017; Mitoku,
2017; Randal, 2003). Shittake mushrooms are a popular protein used in Asia and nowadays it
is easily found in any grocery store as its health benefits are undeniable, more specifically its
ability to boost the immune system, to combat diseases and to destroy cancer cells (Dr. Axe,
2017; Jennings, 2016).
Since consumers are not familiar with Hypsizygus ulmarius and thus the species is not that
usually bought, it is not profitable to continue with the production of this specific mushroom.
Contrarily, the production of Shiitake is profitable and has potential since it is one of the most
common types of mushrooms purchased by consumers, as it was verified through the online
survey (Nutrimento, 2015).
41
Anytime some mushroom has a rift in its cap, Joana does not include it in the package to
sell. Therefore, it was tested the possibility to transform mushrooms into other potential sources
of profit, such as dehydrated mushrooms and mushrooms pate. Almost 50% of the respondents
said to be interested in consuming both alternative options presented, representing, this way, a
potential increase in the company’s sales – even though the company should add in its portfolio
packages of dehydrated mushrooms in the short-run, the pate will require extra costs making
this option a non-profitable source in the short-run, but a potential source of revenue in the
longer-run.
The generic packaging of MM is made of brown recycled paper which contains from 250g
to 500g of fresh mushrooms (Appendix 26). The package has the brand's name and logo, as
well as a small quote revealing the nurturing process around the development of the product –
“carefully handpicked” –, plus the nutritional information of the mushrooms; the main objective
of using this type of packaging is to, again, deliver the idea of biological and eco-friendly brand
whose practices are environmentally-aware. However, the consumer cannot see the content of
the packaging, consequently, a suggestion regarding this topic would be to slightly change it,
by introducing microperforated plastic transparencies in its sides to enable people to see the
mushrooms to be sold. Also, the fact that AB’s certification does not appear in the package
should change so that the brand has more credibility.
BoomBerry
BB produces two varieties of blackberries that were carefully chosen by one of the
technicians of Hargreaves Plants3 and Joana. One variety is Ouachita, a thornless blackberry
that is firm, large and naturally sweet (Burpee, n.d.; IFI CLAIMS, 2006). BB’s Ouachita
blackberry can be harvested from July to October. The other variety is Reuben, the world’s first
primocane blackberry, meaning that it produces fruit in the first-year. It is known for producing
3 Hargreaves Plants is one of Europe's largest company in blackberry nurseries (Hargreaves Plants, n.d.)
42
some of the biggest and juiciest blackberries, since it is twice the size of normal blackberries
and it is considered as sweet as strawberries and as mouth-wateringly juicy, being perfect for
eating fresh (YouGarden, 2017; Mr. Fothergill's, n.d.). BB’s Reuben blackberry can be
harvested from May/June until October. Both varieties are profitable and enable the producer
to achieve higher yields, especially the Reuben variety that grows quickly and generates more
production. These are very sensitive fruits with a short shelf-life. After handpicked they last
about two to three days at room temperature but it can be extended to a week if refrigerated
(Dr. Axe, 2017).
As a solution to reduce the level of production waste, the bruised and less presentable
blackberries should be transformed into frozen, which are better suited for sale in the processed
market. This product will not be damaged during the transportation and the consumer could use
it fractionally since it has a long preservation. Also, the world’s market for frozen fruit is
increasing (Frozen Food, 2017), meaning that BB could capitalize on this. Diverse products can
be made using these blackberries such as jellies, jams and bakery products. Overall, the frozen
blackberries are a potential short-run source of revenue for BB, and will allow selling these
products a year-round.
On the other hand, the option of selling lyophilized blackberries was not considered as a
short-run source of revenue, because it requires extra costs in acquiring an lyophilization
machine. However, in the long-run, BB could sell not only this product but also blackberry’s
leaves to make tea, with the aim to increase the brand’s potential revenues. Tea is the second
most consumed beverage (Stone, 2014), consumers are aware of the health benefits of teas
(CBI, 2016) and are moving from carbonated drinks towards natural drinks free of artificial
flavors, sugars and preservatives (Statista, nd; Clare, 2014). In the survey, respondents showed
interest in blackberry’s leaves to make tea (32%), however it requires extra costs since leaves
should be dehydrated to increase the expiration date of the product.
43
BB’s fresh blackberries are packaged in punnets with the capacity of 125 grams, that are
see-through, so customers can see the quality of the product, and perforated, so blackberries
can “breath” (Appendix 27). It has an eye-catching design with a packaging label that includes
the brand’s name and logo, the variety of blackberry, the text labels with “100% organic
Biological Agriculture” and “carefully handpicked”, the brand’s website and Facebook page,
the country of origin and the expiration date. The back of the package reveals the production
process of blackberries, its nutritional information and a bar code (Appendix 28). However, it
does not have the organic certification logo of AB in the packaging label, which is important to
add because it reduces the consumer’s mistrust about the origin of the product, and gives the
message that it is a credible organic brand.
The frozen blackberries should be packaged in polyethylene bags with the capacity of 1kg,
however the size could vary in accordance to the request of buyers. The packaging label should
be similar to the labelling of fresh blackberries, with an information saying that they were
“washed”, meaning that the product does not have larvae and contaminants.
7.3.2. PLACE
The placement is crucial to ensure that the end consumer receives the product at the right
time and at the right place according to his/her desires; it is also vital once it must be aligned
with the other marketing strategies. A commonality between all brands is the presence in fairs
and markets as a place to increase the company’s products overall exposure. Mercado de
Cascais, Feira de São Pedro de Sintra, Mercado Biológico do Príncipe Real, Feira de Carcavelos
are some of the recommended places that are generally visited by the brand’s target B2C
consumers. In some occasions, there will be a salesperson to help the entrepreneur. (Appendix
29).
44
Doces dos Miaus
DM’s distribution is done through a direct channel, which means the producer is directly in
contact with the final customer, and Joana will personally deliver each order to the agreed
address. Since it does not have a physical store, orders are made by phone, or through the
brand’s Facebook page. Moreover, in the short-term, a website will be created, where customers
will be able to be informed about prices, see pictures of the products, and place orders.
Additionally, according to the online survey, only 27% of the respondents visit food fairs and
markets, so the presence in these places will function mainly as a promotion channel, however
people will be able to place orders and receive them.
Mush Mush
MM does not have a physical store, being the orders placed through the brand’s website,
Facebook page, email or telephone which are placed on social media – by following this
strategy, the distribution channel is directly from the producer to the end-consumer,
contributing for the company’s cost reduction.
In the survey, the most popular channels of purchase respondents shop biological
mushrooms are hypermarkets and supermarkets (45,7%), biological markets (20%) and
biological grocery stores (17,1%). However, due to the low levels of production, MM cannot
be sold in hypermarkets or supermarkets because the supply is not enough for the levels of
demand. Nonetheless, final consumers can find MM mushrooms in biological stores located in
some counties in Lisbon – namely Quinta dos Sete Nomes, Pomarinho da Várzea and Flores do
Cabo. In fact, when asked whether the respondents usually visit shops or biological markets,
60,5% responded positively, mentioning Celeiro, Go Natural, Miosótis and Amor Bio as the
main places visited. On the one hand, Celeiro does not sell either fresh mushrooms or
mushroom pate, on the other hand, it is does sell dehydrated mushrooms, meaning that
eventually MM can try to contact Celeiro as a potential partner and try to sell the two first
45
mentioned products, the first in the short-run and the latter in the long-run. Contrarily, Go
Natural already sells fresh biological mushrooms but does not sell nor dehydrated mushrooms
nor mushroom pate, which can turn out to be an advantage of MM. Amor Bio does not sell any
products like MM’s offers; therefore, it constitutes a major potential partner for the company.
When asked whether the respondents usually visit handicraft and gastronomy fairs, about
36,8% said “Yes”. These fairs work both as a place of distribution where sales can occur, and
a way of promoting the MM brand and its products. The presence in these fairs as a hawker
implies a formal request to the town-hall.
BoomBerry
BB uses an indirect channel of distribution, which means that Joana, the producer, uses an
intermediary to sell the product to final consumers.
This brand will leverage on the already existing partners in the market activity, such as:
grocery stores- Quinta dos Sete Nomes and Mercearia D´Aldeia - and restaurants - Flores do
Cabo and Ekvilibro. BB could also place the product in other potential organic grocery stores
and restaurants. When asked whether the respondents visit shops or organic markets, most of
them mentioned Celeiro as the top place visited, followed by Bio Mercado. Even though both
places already sell fresh and frozen organic blackberries, BB could contact them as potential
partners and try to negotiate as it charges lower prices compared to the ones existent in those
places.
BB’s products should also be placed in fairs and markets, which will work both as a
promotion channel and a placement strategy to sell the products to potential customers.
Due to limited production of blackberries and incapacity of BB to respond to the demand of
hypermarkets and supermarkets, these channels of purchase will not be considered.
46
BB also uses a direct channel of distribution, which means that Joana sells the product
directly to final consumers. Since it does not have a physical store, orders are placed through
the brand’s website, its Facebook page, telephone and e-mail.
7.3.3. PROMOTION
This element of the marketing mix communicates with consumers and most directly
transmits the identity of the brand.
Doces dos Miaus
The main objectives of promotion for DM are to create brand awareness and brand equity,
to inform consumers and to persuade them, to stimulate demand, and to encourage product trial.
Since DM is a small brand, according to the double jeopardy law, it has fewer sales because it
has fewer customers who are slightly less loyal (Kotler et. al 2013). To avoid this, there is the
need to create a relationship with the customers, increasing their loyalty, taking advantage of
the word-of-mouth and the buzz created around the brand.
The primary method of promotion for this brand it through digital marketing, specifically
social media, namely Facebook and Instagram, since 99% of the respondents of the online
survey use Facebook and 72% of them use Instagram on the daily basis. One of the major
challenges of e-commerce is customers’ insecurity about the veracity of the brand, which
explains why 70% of the sample surveyed does not purchase on Facebook. In order to solve
this issue, Joana will occasionally be present in fairs and markets in the targeted areas, and will
post frequently on social media and engage with prospect customers, creating a sense of trust
on customers’ minds.
Regarding the digital marketing content, the Facebook page will be the main point of
communication with the consumers. Currently, DM has 1.3754 likes and few posts, which
4 Information accessed on December 2nd, 2017
47
translates in a low engagement with the customers. However, from January onwards there will
be two posts per week with themed pictures about confection of the products, healthy tips,
content about the accreditation by A.P.C., products’ pictures, and announcements of where to
find Joana physically, increasing the engagement with customers. Furthermore, it is important
to include the pricing list since it will facilitate consumers’ choice when faced with DM’s
competitive prices. Moreover, ads will be paid in order to reach a larger audience, targeting the
areas of Lisbon, Cascais and Sintra, during the whole year.
Additionally, direct mail marketing will be implemented by creating a database of customers
and their preferences, with the aim of tailoring the experience to each customer and maintaining
a good relationship with them, by sending personalized e-mails during special occasions such
as Birthday, Easter, and Christmas. The main objectives of these strategies are to be known and
relevant to customers, directly communicate with them, and get feedback. Furthermore,
regarding SEO, DM has the top results on Google search and the majority of pictures on Google
images are from the DM’s Facebook page (Appendix 30).
Nowadays influencers are one of the most popular ways of advertising a product since they
create a large level of brand awareness and brand equity, and reach large audiences for a low
price (in some cases a brand only needs to send them its products). In the survey conducted,
almost 60% of the respondents follow influencers on social media, being these influencers
Instagrammers, YouTubers, and Bloggers. In this way, DM will be in line with the market trend
and also do monthly partnerships with influencers and bloggers associated with beauty and
lifestyle that have the same target market, such as: Mia Relógio (25,1m followers5), Catarina
Beato (43,7m followers5), Inês Ribeiro (109m followers5), and Olivia Ortiz (118m followers5).
These partnerships will be done through Instagram, and an Instagram profile for DM will be
created, with the same type of content and frequency of posting as the Facebook page.
5 Information accessed on December 2nd, 2017
48
Moreover, monthly partnerships with blogs related with healthy lifestyle and culinary will also
be done, namely with A Nitricionista, Casal Mistério, Saliva, and Caradamendua.
Moreover, a hybrid of advertising and partnership will be done by sending to Rádio
Comercial and RFM’s morning programs some samples for them to try live, before special
occasions such as Christmas, New Year and Easter. This strategy will be used since the target
market uses this kind of media in the morning when commuting to work and according to last
trimester results, Rádio Comercial had a 24,6% share and RFM had 23,7% share, which means
these stations reach a wider audience, making them the best option to promote the brand.
Moreover, if someone shows interest in DM’s products and is not from Lisbon region, special
arrangements can be put into practice and the order will be placed and delivered.
Besides, as previously mentioned, the weekly presence in fairs, together with both BB and
MM, will be a vehicle of sales promotion with sample giving, which will create brand
awareness not only in the target market but also in others which can be future customers of the
brand, and customers will get in touch directly with the entrepreneur creating a relationship
between the producer and the customers translating into networking opportunities, and will be
able to place orders the moment after acknowledging the type of products sold and the quality
of the samples given. Besides the presence in fairs and markets, Joana will also participate in
events sponsored by A.P.C., at least twice a year, in order to become known in the celiac
community and take advantage of the word of mouth.
The last promotion strategy is through press releases in specialized websites such as NiT, a
Portuguese digital magazine that deals with lifestyle, culture and leisure topics, and announces
the latest trends and news, in the Lisbon region.
In terms of marketing budget, the costs include the paid ads in Facebook, the cost of
producing the products to be sent to partnerships and to give as sample in fairs and markets, the
49
transportation costs to deliver the partnerships’ products, and the promotion in fairs and
markets.
In this way, in 2018 there will be 12 months of sponsored content on Facebook, with two
sponsored posts per week, costing 2€ each, translating into 216€ during this year. In the next
years there will be only 7 months of sponsored content, accounting to 126€ per year, since there
will be already a high level of engagement with prospect costumers and this strategy does not
need to be so aggressive as in the first year.
Moreover, there will be six influencers’ partnerships done in the first year and 3 in the
following years. Although these partnerships are not paid, there is the need to account for the
products manufactured to be given, and in this way, on average each partnership will cost 15€,
which means 90€ in 2018 and 45€ in the next years. The cost to deliver the partnerships’
products will be on average 5€ per partnership, accounting for a total of 30€ in 2018 and 15€
in the next years.
Regarding fairs and markets, the products to be given as samples, for each fair it will cost,
on average, 6€. Since there will be 26 presences each year, it will cost 156€ per year on product
samples. Furthermore, since DM will be present in fairs mainly as a promotion vehicle, the cost
of these presences will be accounted in this budget, meaning that each year it will cost 63€.
In this way, for 2018 the marketing budget will be 555€, while in the following years will
be 405€ (Appendix 31).
Mush Mush
MM promotional objectives are to attract and retain a solid customer base which will lead to
increased sales; this can happen by raising brand awareness. MM promotion channels can be
divided in different categories: personnel selling, online existence and presence in
fairs/biological events.
50
In a B2B perspective, MM will be fully responsible for the promotion of its products, using
a direct communication channel, and the pricing negotiations. This strategy allows for a reduced
number of intermediaries, contributing for increased margins, having into consideration the
company’s financials. As Joana has a deep knowledge of MM products, she will be the brand’s
salesperson, responsible for going to biological grocery stores, premium restaurants and hotels
aiming at showing the brand’s product range, explain its benefits and properties, even as deliver
same samples and informational flyers, enabling customers to experience the superior taste of
MM mushrooms. It is important to build and maintain a business relationship among partners,
so it is recommended that, after the first order, Joana invests on tailored direct mail marketing
using a database that includes all MM’s customers’ information and preferences, questioning
their satisfaction with the products. If the businesses have positive experiences with the
products a second order would probably be made, not to mention the word-of-mouth occurring
from customers to the final consumer, and the increased brand recognition and familiarity.
Once social medias are becoming a top channel for product divulgation and are recognised
as a main channel for raising brand awareness, MM being a small brand really needs to activate
and update its Facebook page and website. It is key to advertise MM on social media, especially
on Facebook, the most popular social platform (Socialbakers, 2017). Currently, MM has 6626
likes on its Facebook page and few posts, which explains its low engagement with consumers
and customers. The brand should have a more dynamic Facebook page with multiple weekly-
basis posts with a myriad set of facts about the company’s mushrooms, like the images of the
different steps of the mushrooms production, culinary recipes with the mushrooms with videos
and images, curiosities about MM as a brand and as a product and what makes it unique; this
channel is also good for educating consumers towards the major benefits that this low-calorie
protein does have. This page has the brand’s website link, the entrepreneur’s e-mail and
6 Information accessed on November 26th, 2017
51
telephone number to allow an increased website traffic and the possibility to generate both
online – through e-mail or the brand’s website, where it is given the consumer the possibility
to pay with credit card or with cash in the delivery moment – and phone orders. This online
communication strategy is directed to both customers and consumers because there is a need to
promote the brand and its products not only to the end consumer but also to the business
customers which can check the website or the Facebook page before and after a sales/business
meeting.
In a more B2C perspective, as detailed before, a significant percentage of biological
mushroom consumers usually visits handicraft and gastronomic fairs. This way, MM should
attend gastronomic fairs to promote its organic product range. This offline strategy allows Joana
to be face-to-face with the final consumer, enabling them to know the MM products, its benefits,
and to meet the person behind the business, permitting the development of a relationship
between the entrepreneur and the potential consumer. The attendance in such events allows the
possibility to raise brand and product awareness and to educate the consumers about the
multiple benefits that are intrinsic to the core product that is being presented; informational
flyers should also be handed as well as business cards in case a potential business partner
happens to be at the fair. Additionally, as stated before, to attend these type of events as a seller,
Joana has to have a selling licence for the specific counties in which the company’s products
will be sold, namely Cascais, Lisbon and Sintra.
On what refers to the marketing budget, the costs do include the paid ads in the brand’s
Facebook page and the placement and promotion strategies in fairs and markets. In 2018, ten
paid posts per month are expected to be sponsored throughout the year on Facebook, costing
2€ each, accounting for 240€ in that year. The following years will occur with ten equally paid
posts but, this time, with a seven-month duration period, which will amount 140€ per year. This
52
reduction will take place as it is expected that the levels of consumer recognition and recall of
the brand are significantly higher (Appendix 32).
Having seasonality into account, it only makes sense to be present in fairs and markets in
half of a year, because that is when there are stocks of mushrooms and blackberries.
Furthermore, as both MM and BB are taking leverage on these channels of purchase as both a
placement and a promotion channel, both brands are absorbing a higher amount of the
investment involved in this matter. Thus, the costs of these presences will account for 250€ per
year, which include the selling licences for Cascais, Lisbon and Sintra counties and a fair card;
and also a sales person to represent the company.
Summing up, the marketing budget will amount 490€, in the first year, and 390€ in the
subsequent years.
BoomBerry
Besides digital marketing, BB also does its promotion in organic grocery stores, restaurants,
fairs and markets, to create brand awareness. With this, it will increase the number of customers
and thus increase its sales.
One of the cheapest ways to promote the brand is to use digital marketing. Nowadays, social
networks are the top channels to raise brand awareness, so BB should focus on Facebook since
it is the most popular social network. Currently, BB has 46 likes and followers7 on its Facebook
page and very few posts, so it has a low level of interaction with the customers. In this sense,
the brand should have a more dynamic and active Facebook page to increase publicity and to
capture more attention from customers. BB should create weekly-basis posts with updated
photos, production steps, culinary recipes, health and nutritional information (to educate
consumers), and should think about getting a sponsorship to reach a broader audience. In the
7 Accessed on December 4th, 2017
53
Facebook page, Joana will spread information about the events where she will be present, and
there should be also a link to BB’s website.
Direct mail marketing is also important since Joana will communicate with customers
through e-mail and exchange information. She will advertise the product and brand, inform
customers about the day, time and place she will be present with freshly products, and
customers can also order directly through it.
The best way to target the B2B customers will be through direct sales, which will be done
by Joana since she knows the brand and product better than anyone. She will go to organic
grocery stores and healthy restaurants to promote the brand, catching customers attention by
presenting its competitive advantages and distributing informational flyers. It is also crucial to
take samples to potential customers to see the quality of blackberries and to taste its sweet
flavour. With this, she will get feedback about their satisfaction. If they like it, they will become
customers in the future, and they will even recommend the product to others by word-of-mouth
advertising.
Regarding the B2C customers, BB should be present in fairs and markets that will allow to
promote the brand, advertise its products by providing samples, handing business cards and
informational flyers, monitor the competition, meet its final consumer directly, which will
enable direct sales, establish new business partnerships as well as relationships with potential
clients, building reputation and networking.
The marketing budget includes the costs with the Facebook paid adds and the promotion and
placement strategy in fairs and markets. In 2018, BB should create ten posts per month, costing
2€ each, which will lead to a value of 240€ in that year. Since it is expected an increase in the
brand awareness and engagement level in the following years, it should reduce the Facebook
paid adds for a period of seven-month duration, accounting 140€ per year (Appendix 32). For
fairs and markets, a budget of 250€ per year is required, which already accounts with the selling
54
license for Cascais, Lisbon and Sintra, the fair card and the commission for a salesperson that
will be hired to represent the company (Appendix 29). Overall it was estimated a total marketing
budget of 490€ in 2018, and of 390€ in the next years (Appendix 32).
Since there is seasonality in this product category, the best time to promote the products and
brand is before the harvest season, no matter the marketing channel chosen.
7.3.4. PRICE
Pricing is key for companies as it is the element of the marketing mix that directly produce
revenue and allows for the rest of the marketing mix to be financed.
Doces dos Miaus
The market where DM is in is becoming more competitive since there are low barriers to
entry and the number of competitors being accredited by A.P.C. is increasing. Additionally,
according to the online survey conducted, only 40% of the respondents are willing to pay a
premium for a gluten-free product, although, as aforementioned, Millennials are usually willing
to pay a premium. In this way, the best strategy in the short-term for DM is to have a penetration
pricing strategy, offering a lower price to attract more customers.
Moreover, a competition-driven price orientation will be followed, where prices are based
on the ones of the competitors, with the purpose of increase market share. When analysing the
main competitor’s portfolio the majority of its products is different from DM’s, however in
general terms DM’s prices are lower. Moreover, some comparisons can be done, for instance,
DM’s walnut cake is sold for 28€ for 900 grams, while Gluoff’s walnut cake selling price is
25€ for 700 grams, corresponding to about 32€ for 900 grams. Therefore, DM’s prices are more
attractive than the main competitors’ ones, which will allow for an increased market
penetration.
Furthermore, DM is a B2B type of business and has an indirect distribution channel, with
the retailer having, on average, a 25% profit margin on the products sold, as depicted in
55
Appendix 33. As previously mentioned, DM will change its focus to a B2C strategy which will
allow for a direct distribution channel, with the retailer’s margin being captured by the company
since there will be no intermediaries between the producer and the final consumer, leading to
an increase in profits, due to an increase in the contribution margin. In this new strategy, the
price for the final costumer will remain the same as before, as depicted in Appendix 34, however
there will be a considerable increase in the contribution margin, as described in Appendix 35.
Mush Mush
Pricing is key for companies as it is the element of the marketing mix that directly produce
revenue and allows for the rest of the marketing mix to be financed. For Mush Mush, two
different pricing perspectives will be combined: the market average prices – competition-based
perspective –, and the fair product value for consumers – value-based perspective.
It is important to note that the about 42% of the population is willing to pay a premium for
products made with organic or all-natural ingredients (Nielsen, 2016), this way, MM’s
mushrooms will be charged in a higher price when compared to fresh non-biological ones, since
the idea is to place the product in the market as a value-added type of biological mushrooms.
However, it is not advisable for MM to charge a price which is higher than the competition,
because it does not have a comparable brand awareness due to its newness, besides that this
fact could work like a motivation for people to buy more from the brand.
Regarding fresh organic mushrooms, in the country, the charged price ranges from 15,90€
to 37,10€ per kilo – V.A.T. included – for the final consumer, and it ranges between 10,6€ and
12,72€ per kilo –– for resale. Nowadays, MM charges a price which is of 15,90€ per kilo –
V.AT. included – for the final consumer. Since MM has a lower producing capacity when
compared to its competitors, the pricing for the final consumer was settled considering the one
charged by its main competitor, Quinta da Arruda. The price to be charged will be higher than
what it is at the moment, yet it will still be lower than the one which is charged by MM’s main
56
competitor to remain competitive, being 16,50€ – V.A.T. included – the recommended price.
This price seems to be aligned with the consumer’s expectations – which were measured
through the online survey – where half of respondents said to be willing to pay from 15€ to 18€
per kilo, considering that regular fresh mushrooms are sold, on average, for 12€ per kilo. Still
taking into account the retail price of Quinta da Arruda, the price to be charged for retail or
restaurants should be lower than the competitors’. A margin of 25% for retailers and restaurants
would be considered, once the price for the final consumer is usually about that percentage to
the wholesaler. Thus, the price to be charged should be slightly lower than it actually is –
moving from 12,72€ per kilo V.A.T. included to 11,50€ – V.A.T. included.
On what refers to the possibility to sell a package of 30g of dehydrated mushrooms, about
half of the respondents reveal they would be able to pay between 5,50€ and 6,50€, considering
that a package with the same conditions for dehydrated non-biological mushrooms costs, on
average, 5,50€. It is, then, easily understood that consumers do not acknowledge major
differences between biological and non-biological dehydrated packages. Again, having into
account the market’s average, the price to be charged for final consumers would be 6€ per
package, and applying the same 25% of margin the price to charge for B2B clients would be
4,80€ per 30g package.
BoomBerry
The recommended prices for BB's products were calculated in accordance to the
competitors’ prices, following the competition-based pricing, and within the range of what
customers are willing to pay for fresh organic blackberries, following the value-based pricing.
Based on the prices charged by BB’s competitors, an average market price for fresh
blackberries was estimated of 19€/kg (V.A.T. included) (Appendix 36). Since BB is selling a
high-quality organic product that has a higher price compared to the non-organic one, the price
for B2C customers should be higher than the one indicated above. However, due to competition,
57
it is not advisable to charge a significant higher price since competitors, especially the ones that
sell non-organic fresh blackberries, charge lower prices, increasing the likelihood of
substitution. In addition, with the aim of thriving in the market and try to fight the competition,
BB should offer attractive prices to motivate an increase in purchase.
The consumers’ attitudes towards pricing of organic blackberries lead us to understand how
they value the product. The organic food consumers and BB's target are willing to pay a higher
price for that products. However, according to the online survey conducted, none of the
respondents is willing to pay 21€/kg or more for fresh organic blackberries.
Considering what was previously mentioned, the short-run price recommended for B2C
customers will be 20€/kg, based on the average market price (19€/kg) and on the customers’
willingness to pay (21€/kg). The short-run price for B2B customers was calculated using the
B2C price (20€/kg), and the average margin of 35% for restaurants and retailers, based on
current industry norms (Cannella, 2013), which leads to a selling price of 15€/kg- V.A.T.
included (Appendix 36).
Currently, BB charges 10€/kg for B2B customers and 15€/kg for B2C customers (V.A.T.
included). Comparing these prices with the recommended previously, it can be concluded that
BB is charging low prices and it should change them to increase the brand’s revenues.
In long-run, it is expected that BB will grow and obtain a higher level of brand awareness,
so it should be placed in the premium market by charging higher prices in accordance to the
organic blackberries ones. According to actual data in Portugal, it is important to note that the
price range for fresh organic blackberries vary widely: it differs between 15€/kg to 20€/kg for
resale and 20€/kg to 60€/kg for final customers.
The price of organic frozen blackberries in stores is 13,3€/kg (V.A.T. included). BB should
have a penetration pricing strategy, in which the price will be lower to be competitive and
consequently attract more customers. Thus, the price recommended for frozen blackberries
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should be 12€/kg for B2C customers and 9€/kg for B2B customers- following the same
reasoning as the one used in the calculation of the price for fresh organic blackberries
(Appendix 36).
8. OPERATIONAL PLAN
The following plan clearly defines the actions that will need to be addressed to support the
strategic objectives and plans; it includes specific plans for low level and day-to-day activities
and processes, including the resources that will be used along the way. In practical terms, an
operational plan is the conversion of strategic goals into managed execution (Fontinelle, 2017;
Job, 2016).
Doces dos Miaus
The production of the gluten-free pastries is made to order in a certified kitchen, avoiding
the possible risk of cross-contamination with ingredients that include gluten on its composition.
Joana is the manufacturer of the products, which can be done all year round, according to the
orders made. Regarding supply, the raw materials are bought at Makro since it sells in volume
and allows for discounted prices. In the long-term a new kitchen with bigger dimensions will
be built in a family’s farm to be able to serve the expected increase in demand and produce
more products, since it will allow the use of bigger ovens and several products can be cooked
at the same time, which will result in a decrease of total baking time.
Sales will be done through the brand’s website, brand’s Facebook page or by phone and in
this stage the customer will inform about the product/s wanted, name of the person receiving
the order, delivery date, address to deliver the order, cell phone number, and e-mail. The orders
will be paid via bank transfer and only after proof of payment Joana will prepare the order,
minimizing the risk of fraud. Regarding distribution, Joana will personally deliver the orders in
Lisbon, Cascais and Sintra, at the address given by the customer. Afterwards, the customer will
receive an e-mail asking for feedback, in order to Joana be able to improve continuously.
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Mush Mush
The production of mushrooms happens in Quinta do Paredão, namely Colares, Sintra, a
family-owned property. Sintra has a favourable environment which enhances the good quality
and distinctiveness of the mushrooms, due to its humid microclimate. Joana uses the best
production techniques that are eco-friendly, chemical free and 100% natural.
To guarantee superior quality throughout the production of mushrooms, Joana oversees
every step of the process. The production process used is the Traditional Japanese Method
which main advantage is the fact that the trunk ends – which are the parts that absorb more
water – are totally submersed leading to a more efficient production translated into more
mushrooms per trunk and at a higher quality – mushrooms are tastier and sturdier. It is quite
complex and goes from cutting and piercing the eucalypt wood – some is owned by the
entrepreneur and some is bought – and inoculating the logs (by introducing the mycelium of
the species to produce – mycelium is the mass of branched and tubular filaments of fungi
(Encyclopaedia Britannica, 2017) to putting the logs in the incubation greenhouse and
periodically irrigating them in the first nine months to give time for different mycelium to
identify itself genetically as the same individual, colonizing all the logs inside to later begin to
fruit. After those nine months, the stacks of logs start changing the wood’s bark and then they
are placed in baskets and carried with the forklift (that is capable of carry 500kg of wood) into
the dump-tank (which can carry 4 baskets of torus). In the first dives, logs are completely
submerged for 4 to 5 days so that the air molecules created by the growth of the mycelium,
when feeding on the compact fibres of the wood, are replaced by water molecules, thus causing
a thermal shock (by the temperature of the water) in the mycelium, stimulating the fruiting of
mushrooms. Next, the soaked set of logs is moved to the fructification greenhouse where they
are positioned vertically until, about eight days later, the first mushrooms start to appear – at
this stage mushrooms cannot be watered yet they need a relative humidity to maintain the
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humidity of the logs’ bark. Two to four days after that, mushrooms are ready to harvest. The
production of the mushrooms faces some challenges which condition the potential production,
creating a waste of about 30% of the production, these are the excess of humidity, slugs, and
snails. Also, because the weather becomes adverse from November to February, no mushrooms
are fructified in that period – which represents other significant challenge: seasonality.
In terms of supply, Joana buys mycelium from Quadrante Natural from which she
sometimes receives technical visits; and eucalypt woods that she uses to inoculate the logs
(when she runs out of it). The mycelium lasts the same number of years as a log, which lifetime
varies from three to four years, every year a log has about two to three fruitifications.
On what refers to the distribution, Joana is the responsible for delivering the mushrooms to
the final consumer and customer. The entrepreneur either delivers the orders immediately after
harvesting or she stores the mushrooms in the fridge – typically, they are good to eat one week
after the gather at most; meaning that the post-harvest shelf-life is relatively low.
The sales will be done through the brand’s website, Facebook page, telephone or e-mail. The
orders will be paid via bank transfer and delivered only after Joana receives a proof of payment
to diminish the risks of fraud.
BoomBerry
Blackberries grow in a unique environment with favourable climatic conditions. The
microclimate of Sintra and the production in lands prepared with the best nutrients, enhance the
blackberries' high quality and flavour. The products grow under the best production practices
that respects the environment and nature, using only organic methods, free of chemicals, being
that way sustainable for the environment, for people and for the future.
BB’s blackberries were planted in 2015 and they are vigorous plants that can last up from
15 to 20 years (Madeira, 2014). Its production period starts in May and finishes in October
61
(depending on the variety), meaning that in the other months of the year there is no production
of blackberries, which represents a major challenge.
The harvest process of blackberries is done at sunrise every day or once every two days. It
is done by Joana who carefully handpick them. To guarantee the quality and freshness of the
product, the good ones are placed directly into the packages, and the crushed ones are separated
for reutilization. After this, she distributes the packages in the shortest period of time, since
blackberries can be easily damaged during the harvest, transportation and commercialization
period. Besides, the ones that are not sold immediately should be placed in the fridge.
There are high labour requirements for harvesting blackberries. It demands a lot of time and
not everyone is recommended to handpick them as they are a small delicate fruit that demands
greater care in harvesting to maintain its quality and reduce possible damages.
Blackberries are a sensitive fruit that can deteriorate by numerous factors such as: fungal
rot, deterioration due to physiological factors, crop infected with mould, unfavourable weather
conditions, insect pests and diseases, which lead to devaluation of production. BB is also
affected by the Drosophila Suzukki, a fly that inserts eggs into ripening blackberries in which
the larvae feed, and consequently spoil them (Timmeren, S et al, 2017). All these challenges
create a significant waste of about 30% of blackberries’ production.
The sales can be done through the brand’s website, Facebook page, entrepreneur’s telephone
or e-mail. Online orders can be paid in cash or via bank transfer, and deliveries will only be
done after receiving the payment (to reduce the risk of fraud). The other orders are paid in the
delivery moment.
9. VIABILITY ANALYSIS
The viability of a business is measured by its long-term “survival” and its ability to sustain
profits over a time-period. If, year by year, a business continuously makes profit, it is able
survive (Murray, 2017). In this case, five-year projections were considered.
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9.1. PROJECTIONS (5 YEARS)
It is important to distinguish direct and indirect costs as they will impact the company’s and
brands’ overall results. So, direct costs are those that can be totally attributed to the production
of specific goods or services, and indirect costs, need to be proportionately allocated, since they
cannot be attributed to a single good or service. Thereby, indirect costs will be allocated to each
brand considering the percentage of its sales with comparison to the company’s total sales. It is
important to note that the percentages applied to indirect costs for each brand will vary over the
considered time period as sales are assumed to increase in different proportions.
Miscellaneous Costs are expected to gradually decrease overtime with revenues, specialised
work, fees, bank commissions, office supplies, and other diverse services are expected to
remain in the five-year plan. However, repairing work is assumed to decrease overtime and fuel
is assumed to increase as more orders and, thus, displacements will take place. Personnel
expenses which include salaries, remuneration charges and insure will remain, as well as
depreciation and amortization and other expenses (See Appendix 37 and 38 for more detailed
information).
Doces dos Miaus
After developing the marketing plan, a viability analysis is performed by projecting what
will happen to the financials of the brand when the recommendations described above are
implemented.
Firstly, sales will increase 60% per year in order to reach the goal of having sales revenues
of 1% of the market potential (Appendix 39). Moreover, a new employee will be hired in part-
time, for the high season, from year 3 onwards, due to the increase expected in demand
(Appendix 40). Regarding direct costs, CMSMU are assumed to increase 30% per year,
following the increasing trend of sales. Miscellaneous Costs will decrease due to the lack of
need of having marketing specialized work every year. Marketing Promotion Costs will be
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added from year 2 onwards as previously explained in marketing promotion. In this way, in
year 1 direct costs will decrease but will increase in the following years (Appendix 41). The
value-added taxes to pay related to the cost centre will follow the same structure as the one in
the Scenario Analysis. Lastly, Indirect Costs and the corresponding value-added taxes will be
allocated according to the level of sales of each brand as previously mentioned.
In conclusion, Doces dos Miaus is a profitable and viable brand with positive net profit since
year 1 and can achieve a level of net profit of 11.345,85€ in the next 5 years (Appendix 42).
Mush Mush
Considering the recommendations presented throughout the marketing mix, a viability
analysis was conducted to understand the impact on the brand’s yearly results.
In order to reach the 1% of the market potential computed having into account the
segmentation and targeting specifically to MM, the sales would have to increase 64% per year
(Appendix 43). In 2018, a new part-time employee would be hired to turn the brand able to
respond to the retailers’ and consumers’ orders (Appendix 44). CMSMU are expected to
increase 10% per year, following the increment in sales. Miscellaneous Costs will decrease in
2017 and 2018, increase in 2019, and decrease again in 2020 and 2021, because of the
fructification of the trunks in which mushrooms are born. Marketing Promotion Costs will
appear in the financial statement of the brand in 2018 onwards as a result of the enhancement
of promotion and placement strategies explained before. A new employee will be hired in 2018
to answer the demand for MM’s products. The direct costs associated with MM will decrease
in 2017, but from that year onwards, they remain the same, verifying slight fluctuations
(Appendix 45). Finally, indirect costs and its corresponding taxes will be distributed
accordingly.
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To conclude, Mush Mush would only be a profitable and therefore a viable brand in year-5,
where it can potentially reach a positive gross profit of 835,91€ and a positive net profit of
1.331,47€ (Appendix 46).
BoomBerry
To generate a viability analysis, it was considered the recommendations described in the
business plan, with the aim to investigate the impact they have on the brand’s financial results.
Sales were calculated considering the recommended prices for BB, and they will increase
65% per year to reach 1% of the market potential of BB (Appendix 47).
Regarding the direct costs, CMSMU are expected to increase 10% per year, mainly because
the huge amount of capital needed during the brand’s early years was already done, so in the
future the costs will be significant lower, following the increment in sales. Miscellaneous costs
will decrease in 2018, 2020 and in the next years since there is not a need of having marketing
specialized work in that years. Marketing promotion costs (related to the promotion and
placement strategies), as well as personnel expenses (related with the new employee), will be
added from 2018 onwards. A skilled part-time employee will be hired during high season period
(from May to October), when the production of blackberries demand more of the entrepreneur’s
time (Appendix 48). Taking all this into consideration, the direct costs associated with BB will
increase in 2018, having slight fluctuations in the next years (Appendix 49). The indirect costs
and the corresponding value-added taxes will follow the same structure as the one in the
Scenario Analysis.
In conclusion, BoomBerry will only be a profitable and viable brand in 2022, in which can
achieve a positive gross profit of 3.254,84€ and a net profit of 1.768,92€ (Appendix 50).
10. KSFs and KPIs
Key Success Factors (KSFs) are market-defined activities or business practices that are
critical to the relationship between the company and its consumers base. Key Performance
65
Indicators (KPIs) are quantifiable metrics that reflect how well the company is attaining its
vision and goals. For each KSF, there is a KPI associated.
Doces dos Miaus
The gluten free market can be considered a health and wellness food market and in this way
the main success factors to be considered for DM include applications development and
formulation, safety, trust, and convenience.
Applications Development & Formulation: DM’s main competitive advantage is the
innovative and original product’s portfolio.
Quantitative standard (number of new recipes/year): DM should create at least 2 new recipes
per year in order to stay ahead of competition.
Safety: Annual inspections are conducted to assure the compliance with the HACCP system
of quality and food safety, and to guarantee the safety of the products.
Qualitative Standard (Pass/Fail): Certificate of Compliance given by BIOTRAB and A.P.C.–
BIOTRAB seal of approval.
Trust in the Brand: The final customer needs to trust the products are totally exempt of
gluten on its composition and that fit their healthy lifestyle choice, and since this brand relies
on e-commerce customers may mistrust the reliability of the brand. In order to increase trust in
the products and in the brand, DM should increase the engagement in social media, namely
Facebook and Instagram, and should be present in fairs and markets in order to be in touch
directly with the prospect costumer.
Quantitative Standard (number per month): DM should have 8 to 10 posts on Facebook, do
1 partnership with digital influencers, have 4 or 5 presences on fairs and markets, in order to
create a solid relationship with customers and to show its reliability.
Convenience: DM relies on e-commerce and nowadays the target market is increasing
online shopping thus it is important to have a functioning website and be able to rapidly fulfill
66
the orders. Moreover, DM can also have orders made by phone and during presences in fairs
and markets.
Quantitative Standard (% of sales per month): DM should have at least 60% of online sales
in contrast to other type of sales since it is more convenient for the costumer.
Mush Mush
MM operates in the organic food products market in which its major success factors
comprise quality, waste management, period of non-existent stock, and online and offline
engagement. For each factor, a performance indicator will be associated.
Quality: an annual production analysis is conducted by Bio-SATIVA and Quadrante Natural
to certify the organic production process and to maintain the high-quality pattern of MM’s
mushrooms.
Qualitative standard (Pass/Fail): certification renewal of SATIVA and Quadrante Natural
Waste Management: To surpass the significant level of mushroom waste, it is crucial that
MM transforms the highest amount possible of “damaged” products into potential sources of
sales.
Quantitative standard (% of total production): MM should reduce product waste from 30%
to 15%.
Period of non-existent stock: MM needs to ensure that seasonality is not a justification for
null sales during the period of non-fruitification.
Quantitative standard (number of goods/services sold): MM could conduct workshops on
mushroom production in trunks, and it could transform the mushrooms that are not in conditions
to sell into dehydrated mushroom.
Offline engagement: Being more visible in fairs and markets can sparkle the attention of
potential customers and consumers who would be in contact with MM. The explanation of the
brand’s more important advantages and the contact between a worker and a potential customer
67
or consumer is key in forming the latter’s image of the brand. Also, it is important to
continuously communicate with the current customers and consumers to establish solid
relations that will enhance the brand’s awareness and preference.
Quantitative standard (number per month): Regular attendance in fairs and markets; and
follow a direct mailing approach with current customers and consumers periodically.
Online engagement: It is important for MM to position itself in the customers’ and
consumers’ minds. The engagement on social media is key in forming their opinion about the
brand; if they trust in the brand, the establishment of solid business relations will be facilitated.
Quantitative standard (number per month): MM should create, at least, 5 new posts per
month on its page Facebook page.
BoomBerry
There are several key success factors and respective key performance indicators that should
be considered for a successful management of BB, such as:
Quality: Annual production inspections are conducted by Bio-SATIVA to guarantee the
high-quality standards of BB’s blackberries and to certify the organic production process.
Qualitative Standard (Pass/Fail): Certificate renewal given by SATIVA.
Waste management: To overcome the significant level of production waste, BB should
transform the highest amount of bruised and less presentable blackberries to sell in the fresh
market, into potential sources of revenues.
Quantitative standard (% total production): no more than 15% of blackberries should be
wasted.
Period of non-existent stock: To compensate for the absence of sales that occurs seasonally,
affecting BB’s cashflow negatively, the brand should implement other economic activities.
Quantitative standard (number of products sold): BB should transform the bruised and less
presentable blackberries into frozen blackberries.
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Trust in the Brand: The final customer needs to trust the products’ origin of the brand as
well as the brand itself. To do this, it should add the organic certification logo of AB in the
packaging label, and increase the engagement on social media, especially on Facebook, as it is
a key in forming people’s opinions about the brand.
Quantitative Standard (number per month): BB should create 5 to 10 posts each month on
the brand’s Facebook page.
Customer satisfaction and retention: BB should establish strong and profitable business
relationships being present in fairs and markets, as the face-to-face contact enables an increase
in business trust and brand awareness, as well as continuously communicate with customers to
strengthen the relationships between them and the brand.
Quantitative standard (number per month): BB should attend at least two fairs and markets,
in which it is expected to get into contact with other companies preferentially within the organic
food industry, and sent e-mails frequently, informing customers about the day, time and place
she will be present with freshly products.
11. RECOMMENDATIONS
The company’s objectives should be specific, measurable, achievable, realistic, and time-
specific, and in this way, the following objectives were defined.
By implementing the market mix suggested above, with special focus on the promotional
plan, the company will be able to reach at least 1% of each brand’s market potential, in the next
five years, increasing sales volume in every year. For each brand sales will increase in different
percentages, namely: 60% for DM, 64% for MM and 65% for BB. Secondly, close at least two
annual deals with wholesalers in order to be present in more selling points, increasing brand
awareness and visibility. Lastly, increase production volume of the agricultural centres by
employing one person, making it possible to reach larger wholesalers.
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In order to reach more clients and increasing promotion for the brands, an intern should be
hired for the summer months when the production of both mushrooms and blackberries is
increasing. This intern should be graduating in marketing-related areas and may work from
home with weekly reports done for Joana with the week’s achievements. Since this is a summer
internship there will be no costs incurred.
Regarding DM, the main recommendations previously mentioned throughout the business
plan include targeting Millennials, change the name to a more appealing one for the target
market, keep on creating new recipes to have a more distinctive portfolio, be present in fairs
and markets to increase promotion, creation of a website to facilitate online orders, increase
brand awareness by increasing engagement on social media, and do direct mail marketing to
strengthen the relationship between the customer and the brand. Also, when sales increase it
will be necessary to hire a person for the kitchen to continue to be efficient and keep fulfilling
orders in a short period of time.
Since the market is highly competitive and the tendency is to increase the number of
competitors due to low barriers to entry, it is paramount to compete in prices in the short-term
and only when the brand is already well-established and has a large number of clients, prices
can be increased. When the brand is already established in the long-term and there is a high
level of brand awareness, it should re-start the B2B strategy with big clients that make various
orders very frequently and have an active posture towards promoting the brands sold.
Thus, if the recommendations specified above and the marketing plan developed are
implemented correctly, DM will have positive and viable results and will be successful in
fulfilling the objective of achieving 1% of the market potential in the next 5 years, as seen in
the market projections, and will be sustainable in the long-term.
70
The recommendations presented throughout the present business plan for MM will result in
positive values, reaching a 1% of the brand’s market potential in the next five years, if
appropriately implemented. Viability, however, would only be achieved from 2021 onwards.
The main recommendations concerning MM are to target both B2B and B2C clients –
biological grocery stores and premium restaurants and hotels, for the first group, and female
Baby Boomers and Millennials, for the second –, to slightly change its packaging, to charge a
lower and more competitive price for both customers and consumers, to be more active on
Facebook and to be present in fairs and markets to place and promote its products. As sales are
expected to increase, a part-time employer will be hired to help in the production of mushrooms
all year.
The main recommendations for BB specified throughout the business plan include target
both B2C and B2B customers, focusing on Millennials and Baby Boomers females as well as
on organic grocery stores and healthy restaurants, selling frozen organic blackberries as a
potential source of revenue and a possible solution to reduce the significant level of production
waste, and to compensate for the absence of sales that occurs seasonally. It should also hire a
part-time employer to help during the busiest months, add the certification logo of AB in the
packaging label to show its credibility, raise brand awareness through engagement on social
media, more specifically on Facebook, do direct mail marketing, be present in fairs and markets
to promote the brand and sell its products, and charge higher prices for B2B and B2C customers.
This will increase BB’s profitability, but in the long-run, since it is expected to obtain a higher
level of brand awareness and to become well-established with a solid customer base, the prices
could increase even more, being placed as a value-added type of organic blackberry brand.
A proper implementation of these recommendations will allow BB to be successful in
fulfilling the objective of achieving 1% of the market potential, and to be viable from 2022
onwards.
71
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