Haagen Dazs: Marketing Strategy

Group 7 Juho Ma � Seungjae Oh � Peter Choi

Luis Almeida � Abdullah

“Premium” that nobody wants It’s not in consumers’ consideration set

Consumers think Häagen-Dazs is “too expensive” but…

(Pint) 9,900 8,800 7,200

Why does this happen?

Impulse At convenience stores/supermarkets Cheaper options - Lotte, Binggrae, Haitai - 1/2 or 1/3 price Häagen-Dazs competing at price Its value is not appreciated

Take-Home Bigger size At discount stores and large supermarkets Not in great demand

Social To hang out Baskin Robbins 31, Cold Stone Creamery, Natuur Same benefit as Starbucks Häagen-Dazs Current locations: exclusively in residential areas in Seocho and Gangnam

Problem Identification

Sales Channels Sold at convenience stores and supermarkets Directly competing against regular ice creams – competing at price Wrong target customers Social connotation is the major source of premium in Korea Residential areas vs. commercial areas

SWOT Analysis

Strengths Premium brand value Quality

Weaknesses Sales channels

Opportunities Steadily rising economy Increasing demand for premium F&B products

Threats Increasing competition Consumers seeking ‘brand experience’

Reorganize existing sales channels & Create new competitive dimension

Suggestions

1  Luxury supermarkets at department stores 2  Café-style ice cream bars

Gourmet Supermarkets

Target the upper-high-end segment Channel for packaged ice cream products Separate freezer to distinguish Häagen-Dazs

Café-style Ice Cream Bars

Broader consumer base Brand recognition + ‘wholesome’ brand experience Open in central commercial areas -  Myeongdong, Gangnam, Itaewon and Hongdae

Goals

Maintain the premium image Broaden target segment No. 2 position in the premium segment in 5 years after BR31

Thank you!