Analyse Man Utd Essay Example

is capable of delivering smaller quantities to individual outlets.

Greencore's Convenience Foods Division is a leading business in the international convenience foods market, with an annual turnover of ? 1.2 billion. Operating in the innovative customer brand sector and a selection of branded foods, Greencore is positioned in dynamic sectors of the convenience foods market. Additionally, they are the market leader in the U.K. convenience food market. Convenience food is a growing market with many new consumers every day, specifically targeting individuals who are always on the go. Therefore, Greencore has numerous opportunities to explore and capitalize on their concept.

Greencore operates in the entire UK, including Ireland, and sells its products to almost all major UK food retailers under its own brand. The total land area of the United Kingdom is around 243,610 square kilometres. In the US, Greencore has a presence in the northeast region, which spans an area of approximately 1.3 million square kilometres. In the UK, Greencore faces less intense competition compared to other companies due to its established reputation and market share stability. However, this also means that the growth potential is limited as retailers can leverage suppliers against each other during price negotiations.

Greencore plans to expand its business by targeting the North-Eastern region of the US market. This decision is motivated by the lack of dominant players in the convenience food market in this area. The population of the Northeastern region, which currently stands at 55,317,240 individuals, has been steadily increasing over the past three years. The Northeastern region is chosen due to its high population density, easy accessibility, and similar buying behavior traits among its residents. It is worth noting

that 69.2% of the entire US population is currently affected by obesity. In response to this issue, the US government has implemented various obesity programs, which Greencore aims to support through sponsorship.

By sponsoring national programmes, more potential customers are reached and in a positive way. This sponsorship is supported by the US government so it will be less expensive than advertising.

Introduction and Problem statement Greencore is a company that provides convenience foods. Convenience foods features food that is quick, easy to obtain and consume. The company divides its products in 3 different categories; 1. Food-to-go products. 2. Chilled prepared meals. 3. Longer-shelf-life components. The company produces approximately 450 million sandwiches and 150 million pre-made meals per year.

Origin, history, and present: Greencore was officially founded in 1991 after being under Irish governmental ownership as the "Irish Sugar Company" since its establishment in 1934. Through the acquisition of commodity producers specializing in grain, prepared food, and frozen foods, the company began to expand. Following its privatization in 1991, Greencore further refined its focus and utilized acquisitions to gain access to new customers. As of 2008, Greencore had established itself as a leading supplier of private label convenience food in the U.K., particularly dominating the sandwich category.

In the same year, Greencore entered the U.S. market, facing risks due to its challenging nature and lack of necessary assets like chilled logistics systems and supplier-retailer relationships. To adapt, Greencore shifted its strategy towards foodservice and convenience channels, securing major contracts with 7-Eleven and Starbucks coffee shops. Between 2009 and 2010, Greencore expanded in the U.S., establishing sandwich making operations in Illinois and Massachusetts.

By 2012, the U.K. accounted for 85% of

Greencore's sales, while Ireland accounted for 5% and the U.S. accounted for 10%. Despite being fragile at this point, the U.S. business presented a significant opportunity for further expansion as Greencore had become the largest global sandwich manufacturer with a workforce of 12,000 across 26 production sites worldwide.

Although staying in the UK could drive strong growth for a few more years, future growth would be incremental. To achieve further expansion, Greencore must leverage its expertise and carefully select appropriate targets within the U.S. market.

Internal Analysis Current target market c.

Consumers are seeking high quality food that is convenient to prepare and suitable for various eating occasions. Greencore's customers recognize the company as their primary supplier of own-brand products. It is important for Greencore to meet customer satisfaction by managing product categories and leading recipe development. Through partnerships with customers and ongoing innovation, consumer insight, and investment, Greencore's category businesses can adapt to trends, experiment with new ideas, source top-notch ingredients, and quickly bring products to market.

The majority of convenience foods are supplied to large-scale customers, but Greencore's Direct to Store, pre-order radial van distribution business, can deliver smaller quantities to individual outlets. Greencore's largest customers are shown below1. Greencore's Convenience Foods Division is positioned in some of the most dynamic sectors of the Convenience Foods market, mainly operating in the innovative customer brand sector and some branded foods. Greencore's businesses are focused on specific expertise and category areas, all of which hold a significant share of their markets.

Greencore is a company that focuses on offering packaged food choices for grocery stores and convenience chains. These options include sandwiches, salads, sushi, entrees, and desserts. Our objective when

collaborating with these customers is to create original products that match current trends while providing a diverse range of flavors and healthy options. We are committed to utilizing fresh ingredients and implementing top-notch manufacturing methods to guarantee our customers receive superior quality products.

Greencore is a successful international convenience foods company with an annual turnover of ?1.2 billion. They dominate the convenience food market in the U.K. and continue to expand with the acquisition of Unig in 2011 and International Cuisine in 2012. Furthermore, they hold leading positions in most of their food categories, including Food to Go and Prepared Meals, where they are the top manufacturer of sandwiches and chilled prepared meals, quiche, pasta sauce ; soup.

Grocery ; Frozen Food: Greencore is the top manufacturer in own label cooking sauces and pickles. They are also a leading producer of frozen Yorkshire Puddings Cakes ; Desserts. Additionally, they have three distinct 'sweet' businesses in the UK that manufacture ambient cakes and chilled desserts for retail customers, as well as cakes and desserts for foodservice channels.

To maintain their advantage, Greencore has implemented strategies and values such as sustaining their current performance trajectory, driving value from existing assets, and creating an organization that believes in itself, takes pride in what it does, and is positioned for future growth.

Current marketing mix:

The following marketing mix analysis demonstrates how the 4 P's (Product, Price, Place, Promotion) apply to Greencore:

Product:

Greencore offers a wide range of convenience food products including food-to-go products, fresh prepared ready-to-eat meals (such as sandwiches and sushi), prepared meals (including soup, pasta entrees,and quiche),and longer-shelf-life products like pasta sauce and frozen puddings.

Place:

Greencore distributes its products across various locations in

the UK.

Greencore, a supplier of food products, primarily serves large food retailers in the UK market. The company has achieved success with its chilled logistics systems and strong relationships with retailers such as Tesco (holding 25% market share) and Asda stores (holding 13% market share) among others. This market is experiencing increased competition, driven by the growing demand for convenience foods. Greencore's B2B business model of selling to large retailers, who in turn sell to consumers, is proving to be profitable for them.

However, the U. S. market presented its own challenges for Greencore. The dominance of supermarkets made it difficult to sell their products. Additionally, the lack of supplier-retailer and chilled logistic systems forced Greencore to make adjustments. As a result, Greencore's U.S. strategy shifted to focus on the foodservice and convenience channels. This meant that in B2B operations, Greencore would sell their products to retailers like Tesco. The size of the order placed by Tesco would indicate the price for that order.

The price decreases as the order size increases, benefiting both Tesco and Greencore. Tesco can buy more products at a lower cost, while Greencore can boost their turnover by working with large retailers like Tesco. As a result, Tesco can lower their product prices due to the lower purchasing cost. This is why prices for Greencore's goods vary depending on the retailer. Smaller retailers, with less demand, place smaller orders at Greencore and therefore need to charge higher prices to generate revenue.

Greencore depends on its sales and marketing representatives to advertise the company and its products to retailers and other stores. The main goal is to inform, convince, and persuade these establishments to

carry Greencore's products. This approach mainly focuses on major retailers, coffee shops, and convenience stores such as Starbucks and 7-Eleven. This marketing campaign is crucial for sustaining and expanding Greencore's market presence in the U.K. It should be noted that retailers and other shops also play a role in promoting Greencore's products as they are not the only sellers.

This allows Greencore to receive free promotion, as retailers and sellers also contribute to promoting the products. When sandwiches are stocked in stores, it is the responsibility of the retailer to display, price, advertise, and sell them in a way that attracts customers and encourages them to make a purchase. Greencore can support these resellers by utilizing their extensive knowledge about their own offerings. Additionally, supermarkets and retailers can use their expertise in marketing food items to effectively promote the products.

Financial performance: Greencore has shown a profitable performance over the past four years, as indicated in the table above. They have consistently made a profit for the last three years.

Market analysis: The convenience food market is currently growing and attracting new consumers daily. This market mainly focuses on individuals who are frequently on the go. Within this market, Greencore has plenty of opportunities to capitalize on their concept. They have a particular interest in two primary markets, namely the UK and US. Key factors for success with Greencore's product include convenience and accessibility.

In order for Greencore to succeed, they need a market that is open to factors like constant travel and a demand for high-quality, time-saving meals. The United Kingdom has a preference for quick and easily accessible meals such as sandwiches or salads. This can be

seen in the fact that convenience food accounted for 14% of UK grocery retail recently, compared to only 8% in 2006. This growth suggests that there is still room for expansion in the UK market, which Greencore wants to take advantage of. Currently, Greencore holds a 25% market share in the convenience food market in the UK. The situation differs slightly in the US market.

These consumers have a preference for fresh-made sandwiches, salads, or meals. Greencore is already contracted with 7-Eleven and Starbucks in the United States. However, there is less interest from American consumers in Greencore's convenience food. Nonetheless, the market presents a significant opportunity. Destep Demographic The population of the UK is approximately 63.182 million and Ireland has 4.589 million inhabitants. The population is most concentrated in the southeast of England and the UK boasts a high literacy rate of 99% at age 15 and above. The average annual income is around $41,782.006. Age group Population % Male (million)

Female (million) Total (million) 0–14 5.681 5.419 11.100 17.6 15–64 20.751
20.953
41.704 66.0
65+ 4.597 5.781 10.378 16.4
Age structure for the UK in 2011

The US has a population of approximately 316,809 million. The population is primarily concentrated in the northeast and southwest regions. The average household income in the US is around $46,326, but there is a significant income disparity between the rich and poor.

Economically speaking, both the United States and United Kingdom are currently going through a recession. However, recent economic forecasts indicate that both countries will soon recover from this recession.

In the UK, the GDP growth is 1.4% and in the United States it is 1.1%. Greencore operates

throughout the entire UK, including Ireland, selling to major UK food retailers under a private brand. The total area of the United Kingdom is about 243,610 square kilometres and the US has a size of approximately 1.3 million square kilometres in the northeast and about 9 million square kilometres in total.

The population of the UK is around 63.182 million and Ireland has a population of about 4.589 million. The highest population density in the UK is found in the southeast of England with a high literacy rate of approximately 99% for those aged 15 and above along with an average annual income of $41,782.

The age group distribution for the UK in 2011 can be categorized as follows:
- For ages between 0-14 years: There are approximately 5.681 million males and 5.419 million females, totaling to around 11.1 million (17.6% of total population).
- For ages between15-64 years: There are roughly20 .751millionmalesand20 .953millionfemales,
totaling to around41 .704million(66 %of totalpopulation).- For ages65+:There areapproximately4 .597millionmalesand5 .781millionfemales,totalingtoaround10 .378million(16 .4 %oftotalpopulation).

The population oftheUSisapproximately316 .809millioinhabitants.

.

The population is primarily concentrated in the northeast and southwest regions. The average household income in the US is approximately $46,326.00, but there is a significant disparity between rich and poor incomes.

Data from the 2010 census reveals the ethnicity distribution in the US:

Race / Ethnicity Number Percentage of U.S. population

Americans 308,745,538 100.0%

White 223,553,265 72.4%

African American 38,929,319 12.6%

Asian American 14,674,252 4.8%

American Indian or Alaska Native 2,932,248 0.9%

Native Hawaiian or other Pacific Islander 540,013 0.2%

Some other race 19,107,368 6.2%

Two or more races ,009,073 (2.9%)
< br>Not Hispanic nor Latino -258267944 (83-6)< br>
Non-Hispanic White or European American -196817552 (63-7)< br>
Non-Hispanic Black or African American -37685848 (12-2)< br>
Non-Hispanic Asian -14465124 (4-7)< br>
Non-Hispanic American Indian

or Alaska Native -2247098(07))< br>
Non-Hispanic Native Hawaiian or other Pacific Islander -481576(02) > Non-Hispanic Some Other Race =604265(02) > Non-Hispanic Two or more races=5966481(19)>< HispanicorLatino=50477594(16)> atato>=26735713 (87)< BlackorafricanamericanHispani-=1243471(04)<

The Hispanic population in the United States is made up of various ethnic groups. This includes American Indian or Alaska Native Hispanics (0.2%), Asian Hispanics (0.1%), Native Hawaiian or other Pacific Islander Hispanics (0.0%), Some Other Race Hispanics (6.0%), and Two or more races Hispanics (1.0%). Overall, the Hispanic population consists of 308,745,538 individuals, representing 100% of the population.

Regarding social classes in the US, it should be noted that there are no clear boundaries and they can overlap. However, according to a classification by William Thompson & Joseph Hickey (2005), approximately 14% -20% of the population falls into the lower class category. This includes those who hold poorly-paid positions or rely on government assistance and have only completed some high school education.

The passage reveals that the working class comprises 32% of the population, consisting of clerical, pink- and blue-collar workers who often face job insecurity. Their household incomes typically fall between $16,000 and $30,000, and they generally possess a high school education.

Similarly, the lower middle class also makes up 32% of the population and encompasses semi-professionals and craftsmen with some level of work autonomy. They usually earn household incomes ranging from $35,000 to $75,000 and have achieved some college education.

Conversely, the upper middle class accounts for 15% of the population and comprises highly-educated professionals and managers who frequently hold graduate degrees. Their household incomes range from high 5-figure amounts to commonly exceeding $100,000.

Furthermore, the upper class represents only 1%

of the population and includes top-level executives, celebrities, and heirs. It is not uncommon for them to possess an income of $500,000 or more in addition to having received an Ivy League education.

In 1984, the United Kingdom implemented a different approach influenced by Bourdieu's theory. This approach categorizes society into seven distinct social groups, each with unique characteristics. The first group is the Elite class, comprising 6% of the population and holding significant economic, cultural, and social capital. Their distinguishing feature is their substantial economic resources. Another group is the Established Middle Class, representing 25% of the population, which also possesses high levels of all three capitals but to a lesser extent than the Elite class. Known for their sociability and cultural engagement, this group has its own identity. Lastly, there exists a smaller and recently emerged group known as the Technical Middle Class that boasts considerable economic capital but appears to be less culturally involved compared to other classes.

The text explores various social classes based on their economic, cultural, and social capital. The first group is called New Affluent Workers and makes up 15% of the population. They have moderate economic capital and higher levels of cultural and social capital. In addition, they are young and actively involved.
The second group, known as Emergent Service Workers, comprises 19% of the population. They have limited economic capital but high levels of 'emerging' cultural capital and significant social capital. This group primarily resides in urban areas and is predominantly youthful.
The third group is referred to as Traditional Working Class and represents 14% of the population. Their levels of all three capitals are low; however, they do not

represent the poorest segment. On average, members in this group are older compared to those in other groups.

The Precariat class, which makes up 15% of the population, faces a notable scarcity of economic, cultural, and social capital that results in unstable daily lives. The table provided demonstrates the conventional social divisions in Britain: Lower Classes, Middle Classes, and Upper Classes. Each of these groups engages in consumption activities with varying degrees of intensity (Medium, Heavy, Light). Loyalty is not high among any of the classes since individuals prioritize factors such as price or taste when making decisions. Greencore specializes in convenient foods that necessitate minimal preparation but does not possess exclusive dominance over this market.

In the UK, competition is less fierce because Greencore already has an established name and a stable market share. As a result, the growth potential is limited since retailers can leverage suppliers against each other in price negotiations. Bakkavor serves as a major competitor, being a larger international player with a presence in over 10 countries. Similar to Greencore, they specialize in creating private labels for major grocery retailers and have a total revenue of $2.5 billion. However, the US market is different as it is too large and fragmented for any single player to dominate the majority of market share.

Greencore has gained an advantage by acquiring various regional suppliers, making them a leader in convenience goods in the UK and US. However, their success relies on their ability to retain customers and prevent larger companies from entering the same market. The SWOT analysis of Greencore is shown in the table below:

The external factors affecting Greencore are as follows:

Greencore also faces the threat of competitors. In conclusion, the SWOT analysis and confrontation matrix highlight the current position and challenges faced by Greencore.

Greencore is a leading UK manufacturer of convenience foods, including chilled prepared meals, quiche, pasta sauce, and soup. They are the top manufacturer in sandwiches, own label cooking sauces, and pickles. Bakkavor, an Iceland-based producer of fresh prepared foods, is one of Greencore's major competitors and generates

ˆ2.5 billion in revenue. Bakkavor specializes in developing private label brands for major grocery retailers. To avoid incremental growth risks in the UK market, Greencore has chosen to pursue further growth in the US, known for its rapidly expanding food-to-go industry.

Convenience foods have not been as well-established in the grocery retail sector in the US. Several previous UK companies attempted to enter the US convenience food market but were unsuccessful due to a lack of market research. These companies viewed the US as a single country rather than recognizing that it consists of different states, each with its own market. Greencore can benefit from this by learning from the mistakes made by these predecessors, such as Tesco's failure in the US. Although Tesco conducted thorough market research, they made significant errors in areas including store locations, merchandise, and marketing.

Despite a setback caused by the recession, Tesco's failure in the US can largely be attributed to unfortunate timing when entering the market. However, with Greencore's expertise in convenient goods, there is potential for a successful entrance into the US market. Greencore, with an annual turnover of 1.2 billion, has the opportunity to invest in US retailers. It is important to note that a challenge for entering the US market is Greencore's limited understanding of serving convenience foods in the country. To mitigate this, Greencore will focus on targeting "Big cities" in the US.

The focus will be on New York, the first major city to consider, as it shares similarities with London in terms of demographics and architecture. Both cities have a fast-paced lifestyle and prioritize quick meals over fast food.

Segmentation, target market, positioning: The northeastern market

of the USA is highly populated and dense. The 2010 census revealed that the region has a total population of 55,317,240 people, which has continued to grow over the past 3 years. Furthermore, this region contributes to 23% of the U.S. Gross Domestic Product and is also home to 6 out of the 8 Ivy League universities.

According to the 2010 census, there are 44,751,363 people in the megalopolis area with a workforce of approximately 29,983,413 individuals. Our target market within this workforce consists of around 14,920,205 middle-class individuals. Greencore specializes in convenience foods and supplies chilled, frozen, and ambient foods to major retail and foodservice customers across various locations including the UK, US, Continental Europe,and Ireland. To further expand our business,Greencore plans to focus on capturing the North-East region of the US market due to its lack of dominant players in convenience food. Currently with a population of 55,317,240 people,this region has experienced recent growth and has high pedestrian traffic in densely populated areas.

Greencore has entered into contracts with major retailers such as 7-Eleven and Starbucks to take advantage of this opportunity. They are targeting the middle class commuters, a group of approximately 14 million individuals who have the financial means to buy premium "food to go" products during their lunch break. As Greencore enters the US market, they consider various factors related to corporate strategy, including the longstanding dominance of supermarkets in the grocery retail market in the United States.

Despite holding a 64% market share in the United States in 2010, supermarkets faced challenges due to the economic downturn. This resulted in a greater need for cost-effective private label products among consumers. To address

this demand, retailers started offering their own affordable private label options that were both contemporary and current. This strategy helped them stand out in the market. Furthermore, it is worth noting that American customers prioritize healthier food choices more than their British counterparts.

Based on surveys, it has been concluded that customers in the US desire a wider range of sandwich options when visiting a convenience store, both in terms of health and toppings. In order to address this demand and promote growth in the US market, Greencore must consider the best approach. Previously, Greencore had to adjust its strategy to focus on the foodservice sector due to challenges with supplier-retailer relationships and logistical systems for chilled products. As part of this shift, Greencore has already partnered with two major companies to distribute their products. To attract more retailers, certain actions will be necessary.

The focus should be on selecting a specific region within the United States. Given the country's extensive diversity, it is necessary to approach new market expansion incrementally. For Greencore, the initial target will be the northeastern part of the US. This decision is based on the region's dense population and high volume of travelers, offering the most potential for sandwich sales. Moreover, initiatives aimed at combating obesity, such as "stop obesity" programs, should be developed due to the significant number of American citizens affected by this issue. These short-term objectives will be further detailed on the following page. Additionally, it is essential to establish a value chain in the new market that emulates the operational principles utilized in the UK.

This could be a more long-term goal as it is easier said than done

to create a value chain and establish relationships between suppliers and retailers. It is important to continue differentiating ourselves from competitors. As previously mentioned, consumers in the US prefer fresh and healthy products, so Greencore must stay competitive and adapt to customer needs and preferences.

SMART objectives for the short term include contracting more retailers in the US. The US market is still promising for Greencore, with potential for new customers and opportunities.

The main focus is to determine where to concentrate our efforts. Our goal is to target customers who commute daily in bustling cities such as New York, Chicago, and Los Angeles. Greencore's convenient 'on the go' food would be highly beneficial for employees in these cities. The demand for convenient food items is evident through our successful sales forecasts with contracted retailers Starbucks and 7-Eleven. To fully utilize Greencore's potential and increase overseas revenues, we plan to expand our partnerships with retailers in major US cities. Within the next six months, we aim to secure contracts with at least three new retailers, including Gulf, Shell-USA, and Safeway Inc.

In order to raise brand awareness in the US market, Greencore intends to sponsor national obesity programs like Shape up! and WeCan as part of the government's efforts to combat obesity. By aligning ourselves with prominent national programs, we can reach a larger audience and promote our brand positively. Currently, 69.2% of the entire US population suffers from obesity. Individuals struggling with obesity are more inclined to choose a lower-fat frozen pizza option over a high-fat pizza from Pizza Hut.

This sponsorship, supported by the US government, provides a cost-effective alternative to advertising. It enables obtaining a

sponsorship agreement within 3 months without incurring any upfront costs. The primary objective is to expand further in the US market, with particular emphasis on prominent cities in the Northeast like New York. These cities share similarities with London and offer ample market opportunities.

Greencore aims to expand its customer base by contracting with at least 6 new retailers within the next 2 year