Harvard Case - ESSEN - Cooking is Good for You
"ESSEN - Cooking is Good for You" Harvard business case study is written by Javier Silva, Gustavo Calatrava, Silvia Cacho-Elizondo. It deals with the challenges in the field of Marketing. The case study is 15 page(s) long and it was first published on : Jun 30, 2021
At Fern Fort University, we recommend ESSEN adopt a multi-pronged strategy focused on leveraging its unique value proposition of promoting healthy cooking and eating through high-quality, innovative kitchenware. This strategy will involve expanding its product portfolio, strengthening its brand identity, and implementing a robust digital marketing approach to reach a wider audience and drive sustainable growth.
2. Background
ESSEN, a family-owned business based in Germany, has a long history of manufacturing high-quality cookware. Their products are known for their durability, performance, and health benefits, particularly their focus on healthy cooking methods. However, ESSEN faces challenges in expanding its market reach and competing with larger, more established brands. The case study focuses on the company's efforts to navigate these challenges and develop a successful growth strategy.
The main protagonists are:
- The ESSEN Family: The owners and decision-makers of the company, who are passionate about their product and its health benefits.
- The ESSEN Management Team: Responsible for developing and executing the company's strategy, including marketing and sales efforts.
- The ESSEN Customers: A loyal base of existing customers who appreciate the quality and health benefits of ESSEN products.
3. Analysis of the Case Study
To analyze ESSEN's situation, we can utilize a combination of frameworks:
1. SWOT Analysis:
- Strengths: Strong brand reputation for quality and health benefits, loyal customer base, family-owned with strong values, expertise in manufacturing processes.
- Weaknesses: Limited marketing budget, lack of brand awareness outside Germany, reliance on traditional distribution channels, limited product portfolio.
- Opportunities: Growing demand for healthy cooking and eating, expanding into new markets, leveraging digital marketing channels, developing innovative products.
- Threats: Intense competition from larger brands, changing consumer preferences, economic fluctuations, potential supply chain disruptions.
2. PESTEL Analysis:
- Political: Trade regulations, government policies on food safety and health, subsidies for sustainable production.
- Economic: Economic growth, consumer spending patterns, exchange rates, inflation.
- Social: Increasing awareness of healthy eating, growing demand for convenience, changing demographics, rising disposable income.
- Technological: Advancements in manufacturing processes, digital marketing tools, online shopping platforms, smart kitchen appliances.
- Environmental: Sustainability concerns, consumer preference for eco-friendly products, regulations on packaging and materials.
- Legal: Food safety regulations, consumer protection laws, intellectual property rights.
3. Consumer Behavior Analysis:
- Target Market: Health-conscious consumers, families, individuals seeking high-quality cookware, those interested in healthy cooking techniques.
- Motivations: Desire for healthier meals, convenience, durability, sustainability, brand reputation.
- Decision-Making Process: Researching products online, reading reviews, seeking recommendations from friends and family, comparing prices and features.
4. Competitive Analysis:
- Direct Competitors: Other high-quality cookware brands, including Le Creuset, Staub, All-Clad.
- Indirect Competitors: Kitchen appliance brands, meal delivery services, online recipe platforms.
- Competitive Advantages: ESSEN's focus on health benefits, its unique manufacturing processes, and its commitment to quality.
5. Market Segmentation:
- Segmentation: By lifestyle (health-conscious, families, foodies), by demographics (age, income, location), by product usage (frequency, cooking style).
- Targeting: Focus on health-conscious consumers, families, and individuals seeking high-quality cookware.
- Positioning: Position ESSEN as the premium brand for healthy and sustainable cooking, emphasizing its quality, durability, and health benefits.
4. Recommendations
ESSEN should implement the following recommendations to achieve sustainable growth:
1. Product Development and Innovation:
- Expand Product Portfolio: Introduce new product lines catering to specific needs, such as non-stick cookware, bakeware, and kitchen tools.
- Focus on Health-Conscious Features: Develop innovative products that promote healthy cooking methods, like induction-compatible cookware, steam-cooking options, and healthy cooking guides.
- Sustainability Initiatives: Implement sustainable manufacturing processes, use eco-friendly materials, and offer recycling programs for old cookware.
2. Branding and Marketing Strategy:
- Strengthen Brand Identity: Develop a clear and consistent brand message that emphasizes ESSEN's commitment to healthy cooking and sustainable practices.
- Create Engaging Content: Develop content that educates consumers about healthy cooking techniques, shares recipes, and showcases the benefits of ESSEN cookware.
- Leverage Digital Marketing Channels: Utilize social media platforms, search engine optimization (SEO), and online advertising to reach a wider audience.
3. Digital Marketing Strategy:
- Develop a Strong Website: Create a user-friendly website with detailed product information, recipes, and customer testimonials.
- Implement Social Media Marketing: Engage with consumers on relevant social media platforms, sharing content, running contests, and responding to inquiries.
- Utilize Influencer Marketing: Partner with food bloggers and health influencers to promote ESSEN products to their audiences.
- Implement Email Marketing: Build an email list and send targeted emails with promotions, recipes, and product updates.
4. Distribution Strategy:
- Expand Distribution Channels: Explore online retailers, specialty kitchen stores, and department stores to reach a wider audience.
- Partner with Retailers: Collaborate with retailers to create in-store displays, offer product demonstrations, and host cooking classes.
- Develop a Direct-to-Consumer Channel: Offer online ordering and direct shipping to provide greater control over the customer experience.
5. Pricing Strategy:
- Premium Pricing: Maintain a premium pricing strategy to reflect the high quality and health benefits of ESSEN products.
- Value-Oriented Pricing: Offer value packages and bundles to attract budget-conscious consumers.
- Promotional Pricing: Implement strategic promotions and discounts to drive sales and increase customer acquisition.
5. Basis of Recommendations
These recommendations are based on a thorough analysis of ESSEN's strengths, weaknesses, opportunities, and threats, as well as a deep understanding of consumer behavior and the competitive landscape. They are consistent with ESSEN's mission to promote healthy cooking and eating through high-quality cookware. The recommendations also consider the need to expand the company's reach, enhance its brand identity, and leverage digital marketing channels to drive sustainable growth.
The recommendations are supported by the following:
- Core Competencies: ESSEN's expertise in manufacturing high-quality cookware, its commitment to healthy cooking, and its strong brand reputation.
- External Customers: The growing demand for healthy cooking and eating, the increasing interest in sustainable products, and the preference for online shopping.
- Internal Clients: The ESSEN family's passion for their product and their desire to expand the business.
- Competitors: The need to differentiate ESSEN from competitors by focusing on its unique value proposition and leveraging its strengths.
- Attractiveness: The potential for significant growth in the cookware market, the increasing demand for healthy cooking solutions, and the potential for higher profitability through effective marketing and distribution strategies.
Assumptions:
- Consumers are increasingly interested in healthy cooking and eating.
- There is a growing demand for high-quality cookware.
- Digital marketing channels are effective for reaching target consumers.
- ESSEN can successfully implement its product development, branding, and marketing strategies.
6. Conclusion
ESSEN has a strong foundation for success, built on its commitment to quality, health, and sustainability. By implementing the recommended strategies, ESSEN can leverage its unique value proposition, expand its market reach, and achieve sustainable growth. The company's focus on innovation, digital marketing, and a strong brand identity will be crucial for navigating the competitive landscape and capturing a larger share of the cookware market.
7. Discussion
Alternatives:
- Focusing solely on traditional marketing channels: This approach would limit ESSEN's reach and potential for growth in a rapidly changing market.
- Adopting a low-cost pricing strategy: This could compromise the brand's image and profitability.
- Ignoring the importance of digital marketing: This would miss out on a significant opportunity to connect with target consumers and drive sales.
Risks:
- Product development costs: Investing in new product lines could be costly and may not yield immediate returns.
- Competition: Larger brands could launch similar products or engage in aggressive marketing campaigns.
- Changing consumer preferences: Consumer tastes and trends could shift, impacting demand for ESSEN's products.
Key Assumptions:
- The recommendations are based on the assumption that consumers are increasingly interested in healthy cooking and eating.
- The success of the strategy depends on the effectiveness of digital marketing channels.
- The company's ability to implement the recommendations effectively is also crucial.
8. Next Steps
- Develop a detailed marketing plan: Outline specific marketing objectives, target audiences, channels, and budgets.
- Invest in product development: Allocate resources to research and develop new product lines.
- Build a strong online presence: Create a user-friendly website, launch social media accounts, and implement SEO strategies.
- Partner with retailers: Establish relationships with online and brick-and-mortar retailers to expand distribution.
- Monitor and evaluate results: Track key metrics, such as website traffic, social media engagement, and sales, to measure the effectiveness of the strategy.
By taking these steps, ESSEN can position itself for long-term success in the cookware market and achieve its goal of promoting healthy cooking and eating worldwide.
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Case Description
In March 2016, Wilder Jr., CMO at ESSEN, Argentina's leading aluminum cookware manufacturer, with a direct selling scheme and a 70% household penetration, faced a dilemma: the company needed to choose whether to launch the online DTC channel. As the CMO, and the founder's son, he wanted to start with specific initiatives to revamp ESSEN's distribution system, shifting from a single-channel to a multi- or omni-channel scheme. To this end, he needed to carefully consider the arguments made at the latest family-business Board meeting, chaired by his father and ESSEN's founder, Mr. Wilder Sr., to delve deeper in the analysis prepared by his team. To make matters worse, Maria Perez, the company's leading sales rep (the most active freelance entrepreneur and Network leader), whose sales organization accounted for over 15% of ESSEN's overall sales, had clearly stated that she would walk out if she "saw a shopping cart in the company's website." Meanwhile, sales reps were already using multiple channels (including online channels) to reach consumers (who largely belonged to low-income segments), even though the company did not support these methods. The time had come for a new change, but how should it unfold, and how should the company roll it out across its 13,000-member sales reps network, composed mostly by women who depend on the sale of ESSEN products to make ends meet? The "going online" decision involved both a channel conflict and a huge social responsibility concern. This was because it could affect its foundational commercial pivot, its sales force, made up of freelance entrepreneurs, mostly women. After analyzing all data and perspectives, Wilder Jr. had identified four possible alternatives. It was necessary to evaluate these alternatives and the way in which possible channel conflicts could be handled, this before making a final decision and presenting it at the next monthly meeting.
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