andreas brolund - beverage bag dispensers
TRANSCRIPT
U g l e v e j 7 , 4 . t . h K ø b e n h a v n N V 2 4 0 0 D e n m a r k
Niels Brock - Main Thesis – Beverage Bag DispensersAndreasBrolund2x4uWhatproceduresandchallengesmustbeovercometosuccessfullylaunchbeveragebagdispensersintotheZambianmarket?BasedonZambianBreweriesPLCinternshipCARLOSSALASLINDCONFIDENTIAL
Summer 16/05/2012
08Fall
AndreasBrolund2x4u Page2 17/08/2016NielsBrock
ExecutiveSummary
Zambia has been growing economically at a steady rate, making it a very
attractive place for foreign investment. With an average growth rate of 5.1
percent and economic incentives created to further boost investor confidence,
Zambiaisamarketwithmanyopportunities.
Through an understanding into themarket dynamics of the beverage industry
gained during my work placement at Zambian Breweries Plc., a subsidiary of
SABMiller, Ihavegained insight intopotential targetgroupsofpeople thatare
not exploited by any businesses in Zambia. By creating the company Brolund
Solutions, I will be able provide an innovative Beverage Solution by using
beveragebagdispensers.
Beverage bag dispensers are a mobile keg that is able to keep liquid cold or
warmforupto4hoursanddispensethebeverageintoreusablecups.Theyare
alsousedforbrandingduetotheirelevatedbodyandflagforeasysighting.They
areaprovensuccessinEuropeanmarkets,mostnotablywithpublicgatherings
such as football games at a stadium.Thebag increasesprofits by sellingmore
drinkswhileimprovingcustomersatisfaction.
Duetothesupplyofbeveragesbeinglimitedtolocalproducersthatcansupply
kegs, a market analysis was done to select the best soft drinks and beers.
Zambian Breweries Plc., is themarket leader for local beer and producers for
Cola-ColainZambiamakingtheirproductstherightchoice.ThisisduetoCoca-
Cola dominating the market share for soft drinks and Mosi and Castle lager
dominatingthebeercategory.
Inordertosecuretherightstobetheofficialbeverageselleratfootballgames,
the benefits of the products must be highlited to the Ministry of Sport and
FootballassociationofZambia.Theenvironmentallyfriendlycupsandincreased
safety due to few people crowing at barswill be presented to them alongside
withtheincreasedcustomersatisfaction.
Themain regions of Zambia that ZambiaBreweries usewill be geographically
targeted.TheseareLusakaandtheCopperbeltprimarilyduetolocalproduction
ofdrinksandfootballinfrastructure.Nothern,SouthernandCentralwillalsobe
targetedduetotheirlargepopulations.
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Thetargetagegroupswillbecrossoverasbeerdrinkersalsodrinksoftdrinks.
Both targetgroups fit into thegeneral targetgroupofyoungpeople that is the
highestproportionofthepopulation,theworkingclassincluded.
Through registering the company, Brolund Solutions at PACRA for DKK 500,
investing in equipment worth DKK 14 000, and agreeing with Zambian
Breweries&theMinistryofSport,3businessmodelscanbeexploitedtoposition
BrolundSolutionsastheleaderforbeveragesolutionsthroughtheBeverageBag
Dispenser.
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TableofContentsExecutiveSummary...........................................................................................................2Problemformulation........................................................................................................5
Introduction........................................................................................................................6Methodology........................................................................................................................6
StatisticsandDataCollection........................................................................................7
FlowChart............................................................................................................................8CHAPTER1...........................................................................................................................9PESTELANALYSIS-ZAMBIA....................................................................................................9Political.........................................................................................................................................................9EconomicEnvironment.........................................................................................................................9SocialEnvironment..............................................................................................................................12TechnologicalEnvironment..............................................................................................................12Environment............................................................................................................................................13LegalEnvironment...............................................................................................................................13VendingLaws..........................................................................................................................................15
Chapter2...........................................................................................................................16BeverageBagDispensersinothermarkets....................................................................16EuropeanMarketAnalysis...................................................................................................17
Chapter3...........................................................................................................................19TheZambianBeverageMarket...........................................................................................19Softdrinks................................................................................................................................................19
MarketShareAnalysis...........................................................................................................23SoftDrinkBrandAnalysis.....................................................................................................25TheProduct...............................................................................................................................26Beer(clear)................................................................................................................................28MarketShareAnalysis...........................................................................................................28BeerBrandAnalysis...............................................................................................................29MarketSegmentation.............................................................................................................33GeographicTargetGroup......................................................................................................34TargetAgeGroup.....................................................................................................................36TargetGroup.............................................................................................................................37Strategy.......................................................................................................................................38BeverageBagsCompetitiveadvantage............................................................................39BusinessModel.........................................................................................................................41TheBudget.................................................................................................................................42Implementation........................................................................................................................44
Conclusion.........................................................................................................................46
Appendix............................................................................................................................49
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Problemformulation Whatproceduresandchallengesmustbeovercometosuccessfullylaunchbeverage
bagdispensersintotheZambianmarket?
Subquestions
• WhatchallengescouldbefacedinlaunchingtheBeverageBagdispenser
inZambia(PartA)?
• Howarebeveragebagdispenserscurrentlydoinginothermarkets?(Part
B)
• Whatisthebeveragebagdispenser’scompetitiveadvantagethatcouldbe
usedandhowcanitbepositionedintheZambianMarket(PartC)?
The context of this problem formulation is I am planning to open my first
businesssoon inZambia.Afterseeingthisproductused inGermanyatamusic
festival,IhavewantedtobringthisproducttheZambia,whereIgrewup.
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Introduction Zambiaisadevelopingcountryexperiencinghighlevelsofeconomicgrowthand
is on the path to becoming an emerging market. As the country continues to
grow,publicgatheringeventssuchasmusicfestivals,sportingeventsareonthe
rise.EspeciallynowthatZambia,arethecurrentAfricanFootballchampionsand
aresettohosttheAfricanCupofNationstournamentinthenewlydesigned,high
capacityfootballstadiums.
HappyCustomers,GrowingProfits!
With beverage bag dispensers, you now have the power to make public
gatheringsyournewstorefrontwithmobilevendingproductsfromtheBeverage
Bag Dispenser and Cup-Service. The full line of environmentally friendly Cup-
Serviceproductsletsyouandyourstaffstakehotorcoldrefreshmentsi.e.beer,
coffee, and soda directly to the customer. Mobile vending products like the
BeverageBagDispenserarethetoolsyouneedtogeneratesalesandprofitthat
youwouldotherwisemissduetocongestedlinesatbarsorvariousevents.
Methodology
Chapter 1will be investigatingpartAof theproblem formulation. Inorder to
answer what challenges launching the beverage bag dispenser could face in
Zambia,Iwillcarryoutanexternalmarketingauditthroughapestleanalysis.I
willalsouseporter’sfiveforcestoanalysetheZambianmarket,asIwillsetupa
company.IwillalsolookatthelegalaspectsofusingtheBeverageBagdispenser
inZambia.
Chapter2willinvestigatepartBoftheproblemformulation.Inordertoanswer
howtheBeveragebagdispensersaredoinginothermarkets,Iwillcarryoutan
analysisofthemarketingmixinselectedEuropean/Americanmarkets(product,
place,promotion,andprice).
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Chapter 3will focusonpartCof theproblemformulation. Inorder toanswer
whatthecompetitiveadvantageandpositioningshouldbe,Iwillinvestigatethe
strengthsandweaknesses(SWOTanalysis)oftheproduct.Thischapterwillalso
beusedtoanalysethepreviouschapters,astheywillassistmeinpositioningthe
product on the ZambianMarket and identifyingwhere on the Ansoff’s growth
matrix my company would be placed. To get a full understanding of the
positioning, I will do a product mix, product positioning and standardization
versus adaptation. Alongside with all this, I will analysis the competitive
landscape and select a target market through market segmentation. After the
targetmarketisidentified,Iwillselectanidealstrategytouse.
IwillalsomakeabudgetfortheentirelaunchinZambia.
StatisticsandDataCollection
Iwillprimarilybeusingcourse literatureusingvarioustheoriesandmodelsto
help explain our findings. We will be using the Internet as a source to find
information such as articles and annual reports on beverage vending and the
environmental impact of the re-usable cup service. ZambianBreweriesPlchas
provideddataforthebeveragemarketanalysisinZambia.ThisDataisgathered
and analysed by two external advanced marketing research companies,
Nielsons1and Frontlines2. This data is strictly confidential and is intended for
myresearchonly.Theresponsiblepartieshavebeen informedthat thisdata is
forstudentresearchonly.
1(TheNielsonsCompany,2006)2(FrontlineMarketResearch,2010)
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FlowChart
1
• Is Zambia suitable for Beverage Bag Dispensers? • PESTEL • Entry Modes • Legal Issues
2
• How attractive are Beverage Bad Dispensers in other markets?
• Marketing Mix Europe/America
3
• SWOT Analysis • Porters Five Forces • Competitors in the Zambian market • Market Segmentation • Postioning & Marketing Mix
4
• Strategy to implement • Ansoff Matrix • Budget
5
• Recommendations • Conclusion
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CHAPTER1
PESTEL ANALYSIS - ZAMBIA
Political
Zambia is a constitutional democracy with a peaceful, stable multi party
environment,which is anchored on the rule of lawwith distinct separation of
powers between the executive, legislature and judiciary3. The press and the
judiciary system are run independently alongside a strong civil society. These
political characteristics provide a stable environment for investors to conduct
businesswiththesecurityandconfidencetheyneed.AsZambiahasconsistently
continuedonapathofpoliticalfreedomandremainedpeaceful,ithasbecomea
relativelypredictableenvironmentforinvestorstodobusinessin.Thishasmade
it easy for agencies like the Zambia Development Agency to promote broad
basedinvestments,tradeandexports4.
Previousgovernmentshavebeenverysupportiveofbusinessastheyundertook
anumberofreformsthatwereaimedatimprovingtheinvestmentandbusiness
environment in Zambia. One of themost prominent of these reformswas the
Private Sector Development Programme (PSDP) and strategic Action Initiative
for Economic Development (SAIED), commonly referred to as the Triangle of
Hope (ToH). The extent of how successful this reform has been is still been
measured up to today but the progress is clear in progressive state of the
economicenvironment.
Economic Environment
The economic climate in Zambia has been improving tremendously and
continuestomoveinthisdirection.From1999to2008,Zambia’seconomyhas
3(ZambiaDevelopmentAgency,2009)4(ZambiaDevelopmentAgency,2009)
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experiencedpositivegrowthandverystablemacroeconomicsurroundings.Real
gross domestic product (GDP) has averaged 5.1% per annum between 2001-
2007. 5 Other important macroeconomic detectors such interest rates and
inflation has also gainedmuch ground in the recent years, as their downward
trendhasincreased.Forover30years,inflationlevelshaveneverbeenthislow.
Inflationdeclinedtosingledigitsfrom18.7%in2001to8.9%in20076.In2008,
inflationmovedupwards,butthiswasmostlyduetothefinancialcrisisasithas
stabilized since. The rates for borrowing more have also declined from an
averageof54.6%in2001to26.9%in2008.Exchangerateshavebeenimproving
while also been relatively stable. This stability is really good as it allows a
business to predict the future more accurately. Such stability is connected
directly linked to the implementation of various monetary policies and fiscal
measureattherightstimes,improvinginvestor’sconfidenceinZambia.
Zambiaisandcontinuestobeafreemarketeconomyandpavethewayforother
economies.FurthermoreZambiahasbecomemorerecognizedasoneofthemost
liberalized economies, not only in the sub region (SouthernAfrica) but also in
Africaasawhole. Investors inZambiaareallowed to repatriate100%of their
netprofitsduetoZambiahavingnoforeignexchangecontrolswhilealsobeing
offered fiscal incentives. This makes Zambia a very attractive investment
opportunity.
Infrastructure in Zambiawill also be crucial to Beverage bag dispensers been
successful inZambiaaspublicgatheringswillbeprime locations for launching
outproduct.Zambia’sinfrastructureisveryunderdevelopedbutismovinginthe
rightdirection.Thegovernmentiscommittedtoimprovingtheinfrastructurein
remote areas of the country in order to increase the potential investment
opportunitiesthatcanbetappedoutwithbusinesscreation.Theinfrastructure
for sport in Zambia is making great headway. Zambian culture is closely
associatedwithsport,particularlyfootball,thegovernmenthastakengreatsteps
to develop this sector. They have partnered with the Chinese government to
5(ZambiaDevelopmentAgency,2009)6(ZambiaDevelopmentAgency,2009)
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restore several current stadiumsandbuild3newhighcapacity stadiums.This
comesatatimewhenZambiahasalsojustwontheAfricaCupofNations,making
themtheAfricanChampionsofFootball.Thishascreatedagreatatmospherein
Zambia due to the fashion inwhich theywon the competitionmaking football
stadiumsaprimetargetforbeveragebagdispenserstobeusedduringfootball
games and other events held at these stadiums. From an institutional analysis
view,thisisaperfecttimetoaddmyproducttothesportingsectorasfootballis
onthehighriseinZambia.
RegionalEconomicComparison
Referring to Chart A7in the Appendix, when you compare Zambia to other
countries in the region, youget abetter imageofhowwell Zambia isdoing in
various economic indices. For example, Zambia claims to have a good GDP
growthrateof6.2%whenneighboringAngolahasarateof21.1%.Althoughthis
showsZambiatobefarlesssuperiortoAngolaandafewothercountries,Zambia
scoresrelativelywellon theeaseofdoingbusinessscale in theregion.Zambia
was ranked at 101 out of 181 countries, only to be beaten by Botswana and
Namibia.Thisisencouragingformeasaprospectiveinvestorasothercountries
withhigherGDPgrowthlikeCongoandAngolaarenoteasiertooperatemaking
ZambiaamorestableandattractivemarketwithrelativelygoodGDPgrowth.To
Backthisfactup,Zambiascores1stontheForeignDirectInvestmentinflowwith
USD984millionin2007followedbyNamibiawithUSD797millionshowingthat
investorsarepickingZambia8.
CostofdoingBusinessinZambia
Referring to Chart B9on company registration when starting a business in
Zambia,youcanseetheproceduresandfeesassociatedwiththis.Allcompanies
mustberegisteredatthePatentsandCompaniesregistrationAgency(PACRA).I
would need to register a private company with a minimum nominal capital
7WorldEconomicForum,WorldBank,IMF,UNCTAD,MinistryofFinance&NationalPlanning–WorldBankSurveyconductedin2008.8UNCTAD20089(ZambiaDevelopmentAgency,2011)
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amount of, 5 million Zambian Kwacha, which is approximately DKK 5300.
AlongsidethatamountitwillcostapproximatelyDKK300topurchaseformsand
registerthem.Acertificateofincorporationandcertificateofsharecapitalmust
beobtainedthenacompanysealwillbeissued.Theprocesstakesapproximately
28daysmakingitslightlycomplicatedbutnothingtooseriousasothercountries
like China take long periods too but still attract many investors due to the
opportunitiesthemarketoffers.
Social Environment
Zambiahasapopulationof12millionpeople.Roughly70%ofthepopulationis
fairlyeducatedasliteracylevelsareat70%.Thissuppliesalabourforcethatcan
be trained relatively easy. However, Zambians generally lack the
entrepreneurshipspiritvitalforpeopletodeveloptheirownbusinesses.Thisis
duetopreviouspoliciesthatencouragedpeopletotrainforformalemployment.
HIV/AIDS is also recognized as problem affecting development in Zambia.
Statistics show that this virusmainly affectspeople aged15 to49years. This
agedgroupisthemainworkingsegmentoftheeconomyaffectingproductivity.
This could also affect the target group for sales of our beverages at public
gatherings.Onapositivenote, the infectionratehasreduceddueto intensified
effortsfromthegovernmentandotherpartnersaddressingHIV/AIDS.
Generally,Zambiansarepopularlyknownfortheirhospitalitythatisexhibitedto
foreignerswhovisitthecountryeitherastouristsorasinvestors.
Technological Environment
Zambiaalthoughdeveloping,hasnot reacheda satisfactory technological level.
ICT technology and skills development programs are expensive, making them
inaccessibletomostZambians.Ruralareasareaffectedonahigherscaleasthey
lack ICT tools and services. Looking towards the future, Zambia has installed
opticfibernetworksacrossthecountryinanefforttodevelopaccessibilityand
the costof information through the Internet.TheZambiaDevelopmentAgency
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also strives to strenuously promote technological investments in other sectors
suchashealth,ManufacturingandAgriculture.
Environment
Any investor in Zambia must be aware of the Environment Protection and
PollutionControlAct thatprovidesguidelines that investorsmustbeawareof.
This is importantand therehavebeenagrowingnumberofprojects thathave
beenrejectedbytheEnvironmentcouncilduetotheimpacttheseprojectsposed
on the environment. This could be a huge opportunity for beverage bag
dispensers as they offer to reduce pollution through litter reduction. Our
beverageswill be served in recyclable cups rather than selling plastic bottles.
TheseisveryrelevantasIhaverecentlyhadmeetingswiththeministeroflocal
governmentandhouses,DrNkanduluo,whoadvisedZambianBreweriestowork
awayfromusingplastictopackagetherebeverages,duetoalawtobanplastics
packaging soon to take effect. Zambia Breweries has had to take this into
consideration and reflect this in their new corporate strategies. If plastic
packagesweretobebanned,alternativeformsofmoreenvironmentallyfriendly
packageswouldneedtobeused.Theperfectexampleofthiswouldbebeverage
bagdispensersasthereareenvironmentallyfriendly.MeetingswiththeMinistry
ofLocalgovernmentcouldevenprovidesupport for thesetupofmycompany
thatwould offer these solutions. Furthermore, Corporate entities like Zambian
Breweriesmaywanttoenhancetheircorporateimagebyusingorbrandingour
beveragebagsastherewillbeusedinpublicevents.
Legal Environment
InordertostartabusinessinZambia,onemustbeawareofthefollowinglaws
andacts:
• IncomeTaxAct
• VATAct
• CustomsandExerciseAct
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• ImmigrationandDeportationAct
• CitizenEconomicEmpowermentAct
• CompetitionActandotherlegislation
TheZambiaDevelopmentAgencyworkstowardstheharmonizationofallthese
lawsinordertopromoteandfacilitatetradeandinvestmentasbestaspossible
withouthindrances.
Summary–ReasonstoInvestinZambia10
• Anabundanceofnaturalresourcesandmanpower
• Politicalstabilitysinceattainingindependencein1964
• Abolitionofcontrolson:prices,interestrates,foreignexchangerates,free
repatriationofdebtrepayments
• Guarantees and security to investors with legislated rights to full and
marketvaluecompensation
• DutyFreeAccess to regional,widerAfricanand theUSAmarketsunder
SADC, COMESA/FTA and AGOA (African Growth and Opportunity Act)
respectively
• Banking,Financial,LegalandInsuranceservicesofinternationalstandard
asweekasaStockExchange
• DoubletaxationAgreementswithanumberofEuropean,NorthAmerican,
AfricanandAsiancountries
• Good place towork and live – sub-tropical climate and vegetationwith
plenty of water. Friendly people, mostly English speaking, high literacy
rateandeducational establishments toUniversity level. Strong religious
values.Open-air lifestylewithnature reserves, gameparks, rivers, lakes
andwaterfalls.
• ThrivingPrivateSector–Governmenthassuccessfullyprivatisedmostof
the previously state owned enterprises, thus encouraging an
entrepreneurialculture.
10(ZambiaDevelopmentAgency,2010)Page9
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FinancialIncentivestoSmallBusinesses(microorsmallenterprises)
• Foranenterprise inanurbanareathe incomeshallbeexempt fromtax
forthefirstthree(3)years.
• Foranenterpriseinaruralareatheincomeshallbeexemptfromtaxfor
thefirstfive(5)years.11
Vending Laws
Zambia does not have solid vending laws as a large part of the population in
urbancitiesmakealivingofsellingproductsasstreetvenders.Analcohollicense
must be obtained alongside a certificate of heath from the health and safety
board.
11(ZambiaDevelopmentAgency,2009)Page10
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Chapter2
Beverage Bag Dispensers in other markets
Referring to the testimonials of different businesses using beverage bag
dispenser on the thirsty solution website (one of the main suppliers of the
product),Iwillgiveadescriptionofthecurrentusesfortheproductinexisting
marketsaroundtheworld.
TheO2Arena,London,UK–Theyhaveworkedwiththirstysolutionstodeliver
beverages to theircustomers throughout thevenue.Having theability toserve
hot and cold beverages, at the correct temperature, right to the customers’
location, has been invaluable to their business and has increased their sales
considerably.(TomHaywood)12
TheLondonEye–TheLondonEyeattractsupto18thousandvisitorsperday
and is regularly sold out. The result of this is queues of peoplewaiting to see
London from this unique vantage point. In partnership with Coca-Cola and
thirstysolutions,theyhavebeenabletodeliverdrinkstotheircustomerswhen
theyneeditmost.Thesecustomerswhowouldotherwisenotbeabletoleavethe
queue, can now receive beverages at the correct temperature. These projects
leadtosalesrevenuesincreasingbyover800%.(HeidiHumby)13
Arsenal Football Club – Since introducing thebeveragebagdispensersat the
Emirates Stadium, their beverage sales figures have rocketed. By using this
productatmobilevendingpoints,theyhavebeenabletoreducethenumberand
length of queues for beverages. This has increased the satisfaction of paying
spectatorsastheycanenjoymorethefootballmatchwhileincreasingturnover.
Theytakesomuchpressureawayfromtraditionaloutletsatpeakperiodssuch
12(Thirsty Solutions, 2009)13(Thirsty Solutions, 2009)
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as half time. (KieranTingle)Other stadiums claiming the same experience are
thatofSheffieldUnitedF.CandGloucesterRugbyclub.14
Cardiff International Arena –Using thebeveragebagdispenser lead to their
profits rocketing. Once customers begun to recognize the backpacks and the
conceptofmobileselling,theconceptreallytookoff.Ithelpedminimizequeues
and create interest from those that don’t venture into bars, targeting other
marketsegmentsinthisway.(PaulaWalsh)15
What if Innovation & Phenomenon Promotion Agency – Both of these
companies boost a much more efficient process to how they gather market
research for new drinks. They canmove on streets inmany locations and get
peoples attention and gather feedback after people of sampled the drink. The
easytodobrandingofthebagsprovedtobeextremelyhandyatgettingpeoples
attentiononthestreet.16
European Market Analysis
Beverage bag dispensers have been proving to be a revolutionary product in
othermarketsaroundtheworld.Thestrategicadvantageofusingthesebagsis
the fact thatwith thisproduct.You take thebeverage toconsumerrather than
theconsumergoingoutoftheirwaytolocateaplacetopurchaseadrink.Whena
consumerlooksforadrinkthatistimebeingwasted.Noteveryconsumerwillgo
the complete length for a drink if it is not easy. This product also caters for
consumerwhowouldnotnormallygointobarsorothershopsfordrinksaswe
go directly to them. Users such as the Emirates stadium and the London Eye
reallyhighlighttheprogressiveeffectsoftheproduct.Ittargetsconsumerswho
are unable or would preferably not want to move to obtain a drink and by
delivering to this set of consumers, you sell product to other consumerswhile
increasingthedelivered levelofsatisfactiontoeachconsumer.At theEmirates14(Thirsty Solutions, 2009)15(Thirsty Solutions, 2009)16(Thirsty Solutions, 2009)
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Stadium,peoplegothereprimarilytowatchandsupporttheirfootballteamsor
justwatchafootballgameingeneral.Howeverthereisonly15minutesathalf
time for almost 70 thousandpeople to try andbuy food anddrinks. The lead-
time forselling foodanddrinktoeachperson is tohigh for themtobeable to
cater for everyone in15minutes.Also insteadofpeopleonlygettingdrinksat
half time, theycansimplybuyadrinkwhenever theywantwhilewatching the
gametheycametoseeinthefirstplace.Thisresultedinprofitsfrombeverages
rocketingup.Alongsidetheprimarygoalofincreasingprofits,thebeveragebag
dispenseralsohastheeffectofincreasingsafetyatthestadium,queuesandhigh
traffic congestion at stadiums is seen as a high risk for safety at such venues.
Similartotheemiratesstadium,TheLondoneyehasalsobeenabletoservethe
peoplestandinginalineforarideontheLondoneye.Thesepeoplecannotleave
thequeuessobyusingthisproduct,theyhaveessentialcreatedanewmarketfor
drinksattheLondoneye.Thesebenefitshaveleadtootherinstitutionsusingthe
beveragebagdispenserstoboostdrinkrevenuesup.
The fact that drinks can be stored, and transported to consumers at the right
temperature is also good for other uses such as sampling. People in strategic
locationsuchshoppingmallsorbusystreetscanbetargetedandsampledwith
little risk of wasting the products due to the cooling or heating insulating
propertiesofthebags.
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Chapter3
The Zambian Beverage Market
By analyzing the Zambian beverage market for soft drinks, I will be able to
determinewhatdrinksandbeveragecompanies to target invariousregionsof
Zambia.Thisisrelevantforvariousreasonssuchasbrandingonbeveragebags
anddeterminingwhatdrinkstoselltothevarioustargetgroupsintheselected
regionsofZambia.Thevariousbeveragecompaniestargetdifferentagegroups
sothiswillhelpmedeterminemytargetaudience.
Soft drinks
There are several players in the soft drinks market and more notably, Pepsi
underVarunBeveragesLTDhasrecentlyenteredtheZambiansoftdrinkmarket.
TheeffectPepsihashadonthemarketshareandthepresenceoftheminZambia
willbecrucialformystrategy,astheyareatthestartoftheproductlifecyclein
ZAMBIAsubsequentlyrequiringmuchhigher investment to launchtheproduct
andincreasetheirsalesoverCoca-Cola.
Thefollowinginformationisconfidentialandformyresearchonly.