indomie & dufil -...

Indomie & Dufil

Examination in Principles of International

Marketing Examiner: Dr. Stefan Schwarzkopf

3rd – 6th of April

Pages: 10 | Characters: 23,504

B.Sc. in International BusinessCopenhagen Business School 2018

Copenhagen Business School B.Sc. in International Business

03/04-2018 – 06/04-2018

Principles of International Marketing

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1.0 Introduction

Indomie, an almost half-century-old noodle brand, was first introduced in Indonesia in 1972. 16 years later,

in 1988, Indomie decided to introduce its products to the Nigerian market, as the first instant noodle brand.

As the demand for the instant noodle product experienced rapid growth, Dufil Prima foods was established

to manufacture and distribute the product in Nigeria, as a joint venture between the Salim Group

(Indonesia) and the Tolaram Group (Singapore). It is stated in the case that the brand captured a majority

of the Nigerian instant noodle consumers, with an initial market share of 78% in 2010. Recently, however,

the company experienced a high brand switch, which is seen in the 24-percentage point decrease in market

share just five years later. The following paper will examine why the Indomie noodles brand has lost market

share in Nigeria, followed by a segmentation and analysis of the Nigerian Market. Furthermore, a growth

strategy for Dufil’s Indomie instant noodle brand will be proposed, with the purpose of national expansion

and market share gains. This will be achieved in connection with, inter alia, positioning, market-entry,

consumer behavior strategies.

2.0 Situation analysis – Why has Indomie Noodles lost market share?

Indomie has throughout the last decades experienced success due to first-mover advantage, having

almost a monopoly in the Nigerian instant noodle market. However, despite its well-established brand and

first-mover advantages, Indomie experienced a market share decrease from 78% in 2010 to 54% in 2015.

This decrease in market share indicates that having the first mover-advantage, continuously launching new

products, maintaining premium pricing and having a unique distribution channel strategy through Multipro,

has not been viable strategy. Although Indomie is still the market leader, competing brands such as Chikki,

Golden Penny, Cherie etc. have been established and quickly captured a share of the market. In 2016 no

less than 16 noodle brands were present in Nigeria, some, such as Cherie and Tummy Tummy, have

established regional strongholds, adapting their products and marketing mix for specific regional markets,

respectively the northern and eastern region. These new entrants replicate Indomie’s products, offering

me-too products at lower prices. Thus, some customers interpreted the competitors alternative as a same-

for-less option, offering cheaper products without compromising on quality and taste. This comparative

advantage in relation to prices and adaptation, is also mentioned during a focus group interview, in which

all applicants agreed that “price is the most significant factor considered when making purchasing

decisions” (Nzegwu, 2018). This further emphasizes that price is important when targeting the Nigerian

market and is one of the reasons why Indomie lost market share.

Pawan Sharma, Head of Marketing, states in the case that Nigeria is not one country sharing the

same culture, value, religion and norms but an agglomeration of countries within one nation, each with its

own unique and distinct characteristics and needs. Indomie’s competitors realized this and thus rapidly


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gained a competitive advantage by offering unique value propositions appealing to regional needs. Although

it also should be stated that the Nigerian economic downturn in 2015 and 2016, with a boom in inflation to

double-digits, negatively affected consumer’s purchasing power, thus, conceivably had a negative impact on

Indomie’s market share. As this macroeconomic downturn arguably reduced the demand for premium goods,

such as Indomie’s, and shifted more demand towards similar lower priced options.

Consumers often spend little time and are

usually not heavily involved in the decision process when

purchasing noodles. Hence, it can be classified as an

undifferentiated fast-moving consumer good (FMCG),

which can easily be substituted if not available. As

mentioned above, there are many different noodle

brands in Nigeria with very limited brand differentiation.

Given these two factors, the consumers’ buying behavior

towards noodles can consequently be assumed as habitual (Figure 1).

Indomie has likewise lost market share, as they have neither been the most differentiated nor

focusing on the lowest costs (2850₦ (Pricena, 2018) compared to 1650₦ (Deal Dey, 2018) at the competitor,

Cherie). Hence, Indomie has been stuck in the middle in terms of Porter’s generic strategies, in which they

have relied on brand equity and loyalty to gain sales in an undifferentiated FMCG market. This has caused a

decrease in Indomie’s market share, which will be elaborated upon later. The remaining question is how Dufil

can implement a growth strategy to increase their

market share of Indomie noodles.

Figure 1 - Buying behavior

Figure 2 - Porter's generic strategies


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3.0 Understanding consumer behavior in Nigeria

It is key to note, as previously mentioned, that Nigeria should not be viewed as one single country. The

southern part of the country, primarily consisting of Christians (Lewis, 2011), houses four of the five biggest

cities in Nigeria. This urbanized region is also the central point of Nigeria’s economic growth, as the GDP per

capita in Lagos, $4.333 is almost four times the GDP per capita in Kano, $1.288 (Ma Daily Gist, 2017). As

illustrated in the Hofstede’s Cultural Dimensions (Hofstede Insights, 2018), Nigeria is primarily a collectivistic

country, which is relevant to understand the social eating behaviors. Moreover, the northern region is

predominantly Muslim, who more commonly practices

communal eating from the same bowl, and further

enjoys traditional long-cooked meals, as this reflects the

women’s womanhood (Nzegwu, 2018). These values and

traditions, conflicts directly with Indomie’s current brand

as a quick meal to young individual adults and busy

mothers. These northern values, along with the northern

region being generally poorer financially, partly explains why the current consumption per capita of instant

noodles in this region is 1/3rd of the national average (Nzegwu, 2018).

As beforementioned, noodles can be classified as an

undifferentiated FMCG product and the buying behavior assumed to

be habitual, thus buyers are not particularly committed to any brand.

Moreover, since switching costs between different brands are low, and

price being measured as one of the most important factors when

purchasing noodles (Nzegwu, 2018), marketers for products, such as

instant noodles, typically use price and sales promotions to promote

buying their product. Therefore, brand loyalty is important for a

company to maintain and/or increase its market share. This brand

equity is often obtained through a differentiated product strategy as consumers assumedly does not tend to

buy products, but rather bundles of benefits. These bundles can for instance offer; convenience, simplicity,

and saving of time. The aim is to obtain many “true friends” rather than having numerous “butterflies” and

“strangers”, as they assumedly do not equally contribute to growth. This desired loyalty can arguably be

achieved by; firstly, loyalty programs, such as their “You Like No Other” promo (This Day Live, 2016).

Secondly, bonding activities, such as their current Fan Club (Indomie, 2018) and lastly, special offers.

Figure 3 - Hofstede's Cultural Dimensions

Figure 4 - Consumer Categories


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4.0 Strategy Development

The following section will firstly conduct a Segmentation, Targeting and Positioning (STP) model for

the Indomie product in Nigeria. Secondly, an analysis of the marketing mix combined with the STP model will

be utilized to base a proposing growth strategy for Dufil, with regards to the Indomie product. Since Indomie

is a known brand nationally, this paper assumes that it is not possible to conduct a STP analysis freely without

the risk of confused positioning.

4.1 Segmentation

The diverse societal backgrounds among the population and the high market fragmentation

regionally, results in various interest groups with differentiated needs. By applying top-down segmentation

with a multi-dimensional approach, Indomie can divide the market and identify segments that share similar

characteristics. There is a clear division in the Nigerian society, between the northern and the southern

region, as a result of the severe income, religion, culture and taste disparity. It is therefore key to note that

the northern region, due to the regional lower total GDP (GeoCurrents, 2007), is the most price-sensitive

region. Indomie is, consequently, required to segment demographically and geographically.

One of Indomie’s largest concerns is the low consumption per capita in the northern region (Nzegwu,

2018), the segmentation process will, therefore, focus on segments within the northern Nigeria:

1. Youth segment consists of both genders in the age group of 12-30, which is further the major

consumers of Indomie products (Nzegwu, 2018). Birth rates in the northern region is higher than in

the southern region of Nigeria, and it further has the largest concentration of young people (Nzegwu,

2018).

2. Mother segment is the segment targeted by almost all the instant noodle brands.

3. Father segment is usually the purchasing unit of a northern family (Nzegwu, 2018).

This diverse region can, assumedly, be segmented into three different types of consumer:

1. “Product driven” consumer, who purchases products based on specific taste preference either due

to family tradition or experience. This consumer segment essentially ignore price as well as branding.

However, they are typically loyal to their favorite flavor or brand.

2. “Value driven” consumer, who is requiring certain values associated with the instant noodle solution.

This could either be health benefits, ethical trading, or following another trend, such as Indomie’s

loyalty program and/or Fan Club.

3. “Price driven” consumer who purchases noodles at the lowest price. This consumer segment is

arguably unlikely to change that behavior, either due to lower income, beliefs, or ignorance. This


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distances these consumers from buying instant noodle products for ‘irrational reasons’, such as taste

or additional benefits.

However, the “product driven” consumer segment is arguably not applicable for the instant noodle market,

as it is an undifferentiated FMCG. Prices are furthermore, according to the focus group interview in the case,

a significant factor, which conceivably concludes that consumers are too price-sensitive to be entirely

product driven. This consumer segment is, consequently, excluded in the further analysis.

4.2 Targeting

Indomie, as a premium noodle brand with premium pricing, is not able to compete with me-too

competitors on prices that attract the identified price driven consumer segment. Additionally, targeting the

same segment as the me-too competitors, whom, according to the case; “all of which focused on the mother

and child segment of the market” (Nzegwu, 2018), would not be viable. Indomie should therefore,

differentiate themselves by targeting the northern youth segment, as this group is the major consumers of

Indomie products. With regards to their brand legacy, “the brand has grown to be considered synonymous

with quality, taste and value (Indomie, 2018)”. Compromising on quality and taste, as a result of lowered

prices, is therefore not a viable option for Indomie. As stated in the case, competitors are mainly competing

for the mother segment, which can be classified as a red-ocean market. However, by differentiating

themselves, thus targeting the youth segment Indomie will, in turn, enter a less targeted market without

heavy competition. Given this, Indomie should develop a consistent profile of the ordinary consumer in the

previously classified segment, this will illustrate the best opportunities for Indomie:

Additionally, targeting the northern youth segment will, arguably, increase the possibility of building brand

loyalty towards Indomie from an early stage in the consumers’ life. Furthermore, empirical evidence through

a conducted study in Nigeria illustrates, “that children’s roles in family purchases are becoming increasingly

significant” (Gbadamosi, 2012), thus having an important role for the purchasing unit of the family. Thereby,

by targeting the young segment, Indomie will simultaneously affect the purchasing behavior of the families

with children. The targeted consumer segment is divided in six income-dependent categories (Nzegwu,

2018). Category A is categorized as the highest social class, who generally is characterized as an older

segment. While categories D and E are categorized as the lowest social classes, whom generally are price-


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driven due to lower income. Hence, Indomie will target the income segment B to C2. Indomie will therefore,

by targeting the middle-income segment, position themselves to those who can afford to pay a little more

for higher quality, taste, and a higher perceived value. Given these factors, as well as their brand legacy, the

decision is made to focus on the value driven consumers.

4.2 Positioning – avoiding the red-ocean market

It is key to identify competitors when developing a feasible positioning strategy for Indomie, as the

instant noodle market can be divided into two categories; the premium and the economy noodle markets.

The economy noodle market is currently dominated by competitors, hence in order to target the desired

young segment, Indomie should maintain their position on the premium noodle market. As previously stated,

Indomie is stuck in the middle in terms of Porter’s generic strategies, in which they as previously analyzed,

should differentiate themselves shifting to a differentiation strategy. However, it is worth noting that their

current products are not differentiated enough to fulfill the uniqueness, hence, they need to prioritize their

efforts on an emotional selling proposition (ESP). They will thus appeal to their customers on selling an

experience and not just a product. This also supports the

collectivistic culture of the north, where communal

eating signifies that a meal is more than just food, but

rather an emotional experience shared among friends

and family. Therefore, Indomie must exploit this

traditional culture by positioning their brand with

communal eating. Indomie thereby achieves a higher

perceived value while maintaining prices constant, as

seen in the right-ward shift on the perceptual map;

moving from “same-for-more” to “more-for-more”.

However, high prices, depending on a strong brand identity alone, does not make a successful

positioning, in which Indomie continuously need to create compelling value innovations. This has already, to

some extent, been achieved through their fan club as well as other educative and celebratory events

(Indomie, 2018), but needs to be extended and adapted to the northern youth. With this value proposition,

Indomie can expand nationally by targeting the northern youth market and increase customer loyalty

through the higher perceived value-for-money.

5.0 Marketing mix

5.1 Product

Indomie’s product line is already differentiated with 11 different instant noodle solutions (Indomie, 2018),

compared to one of their competitors, Cherie, with only 4 different instant noodle solutions (Olam Group,

Figure 5 - Perceptual map


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2018). In order for Indomie to target the previously analyzed desired market, their products should symbolize

youthfulness, fun, sharing, and communal eating. Indomie can thus, advantageously increase the size of their

packages and/or sell noodle solutions in bundles. However, as mentioned in the case, “The problem with the

hungry man or big-size Indomie is that it doesn’t have that unique taste. The smaller size has a better taste

than the hungry man size.” Therefore, the problem is not about price but rather to reassure that the larger

packages ensure to maintain the same quality and taste. Furthermore, for Indomie to brand themselves with

their products, packaging design could display the perceived values and desired emotions of communal

eating rather than only displaying the food. This packaging should unquestionably be colored as; “colors have

meaning in nearly every aspect of everyday life in Nigeria today” especially blue, as this is associated

positively in the north (Xerox, 2018). With regards to taste, then it would be advantageous to adapt their

products to fit the preferred tastes of Northern Nigeria, which would increase consumption in the northern

region. However, this could, conceivably, lead to confusion as Indomie is a nation-wide sold brand.

Furthermore, utilizing a downward or upward stretch of their product line could, assumedly, cause confusion

among their desired target segment and thus, lead to a positioning error of the brand.

5.2 Price

When determining a pricing strategy, it is key to consider the targeted young northerners as well as how their

purchasing decisions are made. It is, moreover, important to note how Indomie strive their product and brand

to be perceived. As previously mentioned, Indomie’s current price for a noodle solution is 2850₦, compared

to 1650₦ at their competitor, Cherie. Indomie’s pricing should be market-oriented, given that the price

represents several factors, including: Brand value and the desired positioning illustrating; “more-for-more”.

This pricing strategy is ideally taken Indomie’s focus on differentiation into account, in which they rely their

sales on ESP and emphasizing unique values. This pricing strategy is further contrary to some of their

competitors’, who focus on cost-leadership.

Additionally, Indomie initially followed the price skimming strategy however, this is no longer a viable

strategy, as noodle products are undifferentiated and habitual FMCG traded in a competitive market. A

penetration would neither be a viable pricing strategy, as it, arguably, would result in a positioning error with

confusing signals to the target segment, for instance indicating that Indomie was of low quality.

5.3 Place

Determining the ideal distribution channels for Indomie, the key factor is market coverage, as Indomie should

seek intensive coverage to cover the whole country. Indomie should therefore continue with their indirect

selling channels and maintain their well-established distribution channel, keeping their partnership with

Multipro Limited. Dufil has utilized administered vertical marketing system, which has given them a unique


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and exclusive position in the Nigerian noodle industry. This unique distribution strategy has made it possible

for the channel members to receive adequate sales support. As stated in the case, Indomie have, through

this partnership, been able to reach out to one million retailers and approximately half of all Nigerian

households. Maintaining their partnership with Multipro also diminishes risk in the distribution chain, as it is

stated in the case that they have invested millions of dollars in developing and strengthening the re-

distribution mechanism. Dufil and Indomie should not change their distribution strategy drastically, as their

present administered VMS is, arguably, the foundation of their success. Additionally, the internet usage

among the Nigerian population has increased by more than 20 percentage points throughout the last decade,

it should therefore be an area under Indomie’s forthcoming observation for future growth and market share

(Statista, 2016).

5.4 Promotion

This paper suggests an appropriate promotion strategy for Indomie, in which the ESP values associated with

their products is illustrated. The goal with this campaign is to increase brand equity, consumption as well as

growth in the north. These goals could be reached under the campaign:

“Indomie noodles are meant for sharing”

Indomie should apply a mix of push and pull strategy when targeting both the youth segment in the northern

region as well as the retailers. Firstly, the push strategy can be achieved by incentivizing the retailers to sell

more of Indomie’s products, either through discounts to top retailers or flexible margins. This will

consequently increase sales and brand awareness in the north. Secondly, the pull strategy should be pursuit,

utilizing Above-The-Line (ATL) marketing to advertise their new and larger sharing noodle solutions. This ATL

advertising will be conducted in the form of mass-marketing, through radio commercials especially, as well

as more direct-targeted social media marketing. Radio commercials will be utilized to target the older part

of their 12 to 30-year-old segment, favorably on Rahama Radio and Express FM as these are the largest

channels in the northern region (Nzegwu, 2018). These radio commercials should emphasize the possibility

and values of sharing Indomie’s bigger box, the cost of running such a radio commercial would be

approximately 5,000-6,000 naira, based on 2012 prices from similar stations (Oluwaseun, 2015). As television

commercials typically are more expensive, it would be advantageously for Indomie to target their segment

through social media. Social media does currently not have much penetration in the north, however as

beforementioned this is an increasing trend which this campaign seeks to exploit. The most obvious social

media to utilize in the beginning would be Facebook as it, according to the case, has 1,600,000 northern users

compared to ≈ 200,000 of both Instagram and Twitter. This social media strategy contradicts Indomie’s

decreased social media marketing spending, relatively to ATL and BTL, from 2014 to 2015. It is however,

recommended to incrementally increase social media spending as the increasing internet penetration rates


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and a growing young population will make this form of marketing gradually more effective. Social media is

typically a cheaper type of advertising compared to mass marketing, hence it allows Indomie to target their

youth segment more directly at lower costs. Moreover, by engaging with their target segment on social

media, Indomie will be able to have a further insight in preferred tastes and gain valuable feedback. As stated

in the case, Indomie has already previously managed to successfully engage with their consumers on social

media in a product name competition. Soft sell marketing like social media, is generally more likely to produce

the desired results within the African culture, hence it is important for Indomie to adapt their marketing

campaigns to focus on the experiences and emotional values associated with the product (Gestrin, 2009).

This advantageous use of social media engagement was also experienced in the T-Mobile case’s “Life’s for

sharing” campaign, who managed to drive down overall CPA.

Furthermore, the campaign “Indomie noodles are meant for sharing”, will engage directly with their

consumers through below-the-line marketing. A viral effect on social media can be caused by utilizing opinion

leaders to create a big network. This could be achieved by hiring 5 students as brand ambassadors for

Indomie. The middle-class income in Nigeria is between ₦75-100,000 monthly (ADEWUNMI, 2011), hence

offering 5 students ₦40,000 each would annually be an expense of 2.4 million. This BTL campaign would

encourage their friends and family to try their product, which combined with events at university campuses,

would result in increased consumption, sales, and brand awareness. The total costs of the recommended

marketing campaign, including both the push and pull strategy, would therefore be approximately ₦3 million

annually. This seems as a viable marketing strategy, as these expenses will only account for roughly 4% of

Indomie’s annual revenue, which is not significant and comparable for a FMCG company of Indomie’s size.

6.0 Growth opportunities/ Indomie in the future

Indomie’s market position in Nigeria has weakened drastically, due to increased competitions and low

adaptation. This has left Indomie stuck in the middle with regards to

Porter’s generic strategies. And thus, following the differentiation

strategy will through repositioning, cause brand awareness and brand

equity to increase, and lift their value proposition to “more-for-more”.

For Indomie to continue their growth and regain their market share they,

with regards to Ansoff’s growth matrix, would have to utilize both the

market penetration strategy; increase the northern consumption,

turning non-customers into customers. And further, executing the

product development strategy, hence adapting their products to the

northern market in relation to preferred northern taste, color of packaging, and sharing-size bundles.

Figure 6 – Ansoff’s growth matrix


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Once the campaign “Indomie noodles are meant for sharing” has been implemented successfully, it can

effectively be scaled to the rest of the Nigeria as well as neighboring markets. Firstly, the Ivory Coast is

recommended, as they share characteristics with Northern Nigeria, such as communal eating (Nzegwu,

2018). Indomie has assumedly, as of now, followed the Uppsala Internationalization model, exporting to

culturally similar African countries, such as the Ivory Coast, Ghana, and Congo. However, they could arguably

benefit from FDI, by opening a manufacturing plant, producing locally adapted products, and thereafter

engage in partnerships similar with the one of Multipro.

7.0 Conclusion

In conclusion, Indomie as the market leader, has lost market share in Nigeria due to an increase in

competition, while failing to adapt their products to meet market conditions and references. This paper

consequently recommends a growth strategy through dual adaptation, including a change in marketing mix

with regards to a new social media strategy and product development. Price and place parameters

however, should be kept constant to reach the desired target. This strategy should be executed with

bundle solutions, which would further illustrate the focus on the collectivistic society. This will, in turn,

counteract their declining market share, as Indomie will capture a clear portion of the northern youth. They

are further suggested to maintain their premium prices, thus penetrate the market by pursuing a

differentiation strategy; introducing sharing-size bundled noodle solutions while offering an intelligent ESP.

As instant noodle products are associated with low involvement in the purchasing decision, it is

important for Indomie to establish top-of-mind awareness and further making the brand as distinctive as

possible. Hence, emphasize that they are selling an experience and not just a product. The “Indomie

noodles are meant for sharing” campaign will yield returns in the long-term, as the ambassadors and

consumers in this young segment will become the actual purchasers in the future. Therefore, as previously

mentioned, Indomie are simultaneously required to stress their current brand legacy’s specific values;

namely quality, taste, and value, while adding the values of collectivism. This will improve the relationship

to the consumers while increasing brand equity and customer life time. And finally, this strategy will lead to

higher sales and increased market share.


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