Marketing Assignment Wiggo

SBL Marketing Feasibility Report

Master of Business Administration

Marketing ManagementAssignment

Carl Garnerstu42665Word Count 4017 – Confirmed Grade 68%


Table of ContentsExecutive Summar

y

Situation Analysis..........................................................................................................2Macro Environment Summary…………………………………………………………….2PESTLE Analysis........................................................................................................3

Political………………………………………………………………………………………3Economical………………………………………………………………………………….4Social………………………………………………………………………………………...4Technological............................................................................................................5Legal..........................................................................................................................5Environmental............................................................................................................6

Micro Environment Analysis......................................................................................7Industry Analysis........................................................................................................7Competitive Analysis..................................................................................................7Customer Analysis.....................................................................................................8Financial performance................................................................................................8Internal Analysis.........................................................................................................9

Core competencies....................................................................................................9Market leader worldwide..........................................................................................10Product variety.........................................................................................................10Discounted brands...................................................................................................10Economies of Scale.................................................................................................10Global distribution network......................................................................................11

SWOT Analysis.........................................................................................................12

MARKETING OBJECTIVES..........................................................................................13Supermarket profile..................................................................................................13Marketing Objectives................................................................................................13

MARKETING PLAN.......................................................................................................14Theory 7 Ps...............................................................................................................14

Product....................................................................................................................15Price........................................................................................................................16Promotion................................................................................................................16Place........................................................................................................................16Packaging................................................................................................................17Positioning...............................................................................................................17People.....................................................................................................................17


Market Segmentation................................................................................................17Market segmentation table.......................................................................................18

MARKETING BUDGET.................................................................................................19Conclusion................................................................................................................19

BIBLIOGRAPHY............................................................................................................20

APPENDIXES................................................................................................................22APPENDIX 1..............................................................................................................22

Executive Summary

EXECUTIVE SUMMARYWiggo alongside Lidl are one of the largest supermarket chains in Europe and with

Lidl taking an aggressive stance in trying to break into the US market we want to

support Wiggo with their research in trying to break into a much untapped GCC

market. The Saudi retail and wholesale food sector has reacted to the fast population

increase and changes in the consumer tastes. The Arab Spring of 2011 has

highlighted how the Arab world with access to social media now has huge options in

lifestyle choices. Last year alone 45 supermarkets and 525 smaller stores opened up

in the Kingdom. The (Retail M.E report, 2013) estimates that there are about 41,000

food retail outlets which are broken down into three categories. Hypermarkets,

Supermarkets and convenience stores called ‘bakalas.’ There are only 90

hypermarkets but they account for approximately 18% of the total retail food sales.

This is incredible when you consider that they only started coming into the market 10

years ago. About 56% of all food sales are attributed to the bakalas and Panda (The

largest hypermarket in the KSA and the closest in Hypermarket style to Wiggo) is

already engaging in an aggressive campaign to establish 600 mini Panda stores

across Saudi Arabia and is something that Wiggo may also want to take advantage

of. This reports provides a Pestle analysis of the country and looks at the internal

strengths and weaknesses and the external opportunities and threats a company like

Wiggo will face. Particular attention should be paid to the threat of World doing

business report where a 26th placed Saudi would require some in depth analysis as

to how to penetrate a bureaucratic country where who you know can often be as

beneficial as to the quality of what you can bring to the company. The report will

focus on a marketing plan where positioning of the highly favoured European brand


may mean that Wiggo may benefit from a different strategic price plan. Ikea had

similar issues when they first arrived in the Kingdom and successfully raised their

profit margins in accordance with customer perception of how European goods

should be priced without damaging their sales. Finally a marketing budget has been

prepared utilising the latest television and radio advertising costs. A social media

budget has been added due to the massive influence it plays in the Arab world.

Wiggo can really benefit from their reputation of being a European leader in the

supermarket industry.

SITUATION ANALYSIS

Macro Environment SummarySince 1932 Saudi Arabia has been governed by members of the Al Saud dynasty,

this has managed to keep policy making processes pretty stable. The country has an

ambition to make it into the top 10 in the world regarding the Worlds banks doing

business. The King has autonomous rule but within the family there are many people

who can influence governance and that can sometimes lead to policies contradicting

each other. The currency is Saudi Riyals and the dollar has been fixed at a rate of

3.75 SAR to the dollar. According to reports from (MarketLine, 2014) the amount of

public debt fell from $36.12 billion in 2011 to $20.02 billion in 2013, which equates to

2.7% of the GDP. This year the Saudi government has invested $228 billion to

develop its country with plans to build four new including cities including a new metro

and transport system in the capital. An International Monetary Fund report from last

year highlights the population has approximately 50% under the age of 25. The

education sector has been allocated $56 billion to support the growing youth and


King Abdullah (MarketLine, 2014a). There are external environmental factors that

affect an organisation in the way they do business.

Pestle Analysis

These factors look at the political, economic, social, technological, legislative and

ecological influences. The PESTLE analysis tool is used in order for an organisation

to make the necessary changes to achieve and maintain success.

External Analysis

PoliticalThe political landscape of one the world’s most conservative countries is having

some major changes. The relationship with the USA has deteriorated of late.

Historically Saudi Arabia has provided oil in exchange for protection, but as they start

producing more oil domestically they have less reliance upon them. The Arab spring

of 2011 is seen totally differently with the US seeing it favourably. The United

Nations Human Rights Council Resolution No. S21L1 called for a vote ensuring

international law regarding the Israel Palestinian conflict. The US was the only one of

the 47 member states to vote against the resolution and this was publicly

condemned by Saudi Arabia. It appears as the relationship deteriorates the

relationship with China goes from strength to strength as in 2012 China overtook the

US in becoming Saudi’s biggest oil customer. Last year alone $18 billion worth of

international projects went to Chinese companies and in March this year President Xi

Jinping invited the KSA to join them in joint ventures looking to develop western style

economic projects. (MarketLine, 2014).


EconomicalThe economy in Saudi Arabia is very good with consistent growth at 5.84% over the

last 5 years and a currency that is currently pegged at 3.75 SAR to the US dollar.

They have a major influence in the world’s oil trade and low levels of public debt

which has been dramatically reduced from 35% of GDP in 2005 down to less than

3% last year. The government has allocated 25% of its $228 billion 2014 budget to

education and training. King Abdullah has recognised the challenge of the growing

youth population and has handed a $21.33 billion fund to a committee to oversee a 5

year plan in bringing international education expertise thus investing in their future

development. (World Investment Report (2014)

SocialSaudi Arabia has a social system based on their religion of Islam. It is extremely

conservative and enforces segregation of the sexes. Corporations and individuals all

have to pay a zakat which is a charity for the poor. The government has committed

to raising the quality of living standards with some much needed investment which is

particularly directed at poor families and people living outside of the cities. The

nation as a whole has high obesity rates but the people are turning towards healthier

and organic options. (Equity, 2012). It is a young society with 68.72% of working age

with the highest use of social media per capita in the world.

Technological

Saudi Arabia has strong financial links to technological development. The King

Abdulaziz City for Science and Technology (KACST) is based in the capital and is an

Independent Organisation which reports to the Prime minister. It was set up for

research and development to work collaboratively with international researchers to

improve technological advances on home soil. All the research and development


reaches the ministries in agriculture, education and transport and even collaborates

with the major national companies such as Sabic, Aramco, Nadec, STC and SEC. (KACST Report, 2014)

LegalThe legal system follows sharia law but there has been a dramatic increase in

business disputes being dealt with by the Arbitration for International Business. The

World Bank Doing Business Index for 2014 ranks Saudi Arabia as 26 th in the world.

(World Bank Group, 2014) Wiggo is committed to the internationally renowned

quality management standard (ISO 9001:2000), and are committed to adhering to

the Food Standards Agency regarding the strict guidelines regarding health and

safety, food labelling and health and safety standards. The employment. Since 26

November 2010 all companies both Saudi and Non-Saudi must comply with the

labour laws of Saudisation. Any company that engages in wholesale or retail trade

must conform to the table below and hire the requisite percentage of Saudi nationals.

The objective is to combat the high unemployment figures currently at 5.85%

Saudisation is a term used to describe companies that by law are compelled to hire a

percentage of Saudi nationals depending on the type of company they run and the

number of employees. Firms should be aware that by employing people with a

certain criteria can have a higher value. A female is equated as 2 employees, a

person who has spent time in prison is qualified as 3 employees and if you employ

someone who is registered disabled they qualify as 4 employees.


Fig. 1 Source (Aljadaan – Saudisation Update, 2011)

EnvironmentalWiggo has taken a leaf from Kraft Foods in investing in minimising waste by

committing to a programme to reduce their carbon footprint by 15% by 2015. The

company has looked at Kraft Food’s success which has seen an increase in using

sustainable resources by 36% reducing their air miles by 12.5 million and a further

reduction of plastic by 60% creating a total cut in packaging by 20,500 metric tonnes.

(Kraft Foods, 2011)

Micro Environment Analysis

Industry AnalysisWiggo is part of the Schwarz group which is the fifth largest food retailer group in the

world. It has 9800 stores in 28 countries around the world and is looking to break into

the US market next year. Wiggo has 315,000 employees with last year’s revenue

bringing in 48.9 billion euros. Reports from David Gray author of a report covered by

Retail

Industry

Employment

of nationals

Red Yellow Green Premium

10-49 0-4% 5-9% 10-26% 27%

50-499 0-4% 5-16% 17-33% 34%

500-2999 0-9% 10-23% 24-34% 35%

3000+ 0-9% 10-24% 25-36% 37%


consultancy firm planet retail have predicted that demand for retail outlets like

Wiggo, Lidl and Aldi will outlast the downturn in economies worldwide and will retain

a large number of customers and then surpass the likes of Carrefour and Tesco.

According to foodex research the Saudi food industry is set to increase 9% by 2017.

(Foodex Report, 2014).

Competitive AnalysisThere is a great demand for discounted products worldwide and Saudi Arabia is no

different. The calorie consumption is approximately 3,130 per capita each day in

Saudi Arabia compared to just over 2,000 in the UK. The (Foodex report, 2014) has

shown an annual growth of 18.5% and last year imported food and drink to the value

of $14.2 billion. King Abdullah has set up an $800 million food security initiative and

with Wiggo already adhering to the highest international standards it will be an easy

transition to comply with their national standards. There are no companies

dominating the market share with 23% of supermarkets in the KSA being owned by

the top four of with Panda the leader and most similar to the Wiggo brand having

10%, Al Othaim, Carrefour and the Bin Dawood Group make up the remaining 13%.

This means that 77% is made up of other smaller local businesses. (Retail M.E

Publication, October 2013)

Customer AnalysisAccording to the (GCC Retail Industry report, 2012) The Hypermarket industry is

restricted to the Malls and big cities where only 60% comes from their food products

and the remainder comes from the sales of electrical goods and clothing. Wiggo, like

Lidl already have an electronics department and are looking to challenge Primark for

a share of the discounted clothing market. There is a huge untapped market in the

outer city regions with a population crying out for the same opportunities as their city


dwelling cousins. There is a young population that is heavily influenced by western

culture. Due to the age there is a great opportunity to establish customer brand

loyalty so particular consideration should be directed to the social media loving youth

20 – 39 demographic in order to develop successful customer relationship

management.

Financial performanceThe recessions have really benefited the Wiggos of this world as they play to the

strengths of the discount hunting public. Wiggo has enjoyed consistent increases in

revenue with annual increases 12.4% over the last 3 years. Wiggo has shown strong

financial performance and with Saudi Arabia having the greatest need for

Hypermarkets outside the main cities compared to the rest of the GCC (GCC Retail

Industry Report, 2012) it is the right time to break into the Middle East market.

39.8 billions44.2 billions 48.9 billions

Net Revenues in Euros

2011 2012 2013

Fig. 2 Wiggo’s Revenue Growth

Source www.wiggo.com/ficticious/financial/reports


Wiggo flexed its financial muscle recently with the major acquisition of US budget

sporting goods stores Direct Sports for around $8billion in 2010.

Internal Analysis

Core competenciesRiley describes core competencies as the unique capabilities of the firm that gives it

a competitive advantage in the marketplace. A core competency provides a

significant benefit to perceived customers, it can be applied in a broad variety of

markets and it should be difficult for competitors to copy (Riley, 2012). Wiggo is part

of the Schwarz group that has a number of key attributes including its size and

strength worldwide with a number of successful subsidiaries. It analyses the best

practice of their successful companies and seeks to see if the same or adjusted

models can be applied in its other areas.

Market Leader WorldwideThe Schwarz group is one of the most successful companies in world ranked in the

Top 75 of the Fortune 500 list last year. The food retail arm in Wiggo rivals Lidl and

Aldi in Europe and with plans to follow Lidl into the US market it is matching the

growth of one of its major rivals. Their recent acquisition of ‘Direct Sports’ which has

opened up branches in Riyadh should help smooth the way in penetrating the Saudi

Hypermarket Industry.

Product Variety Wiggo as a Hypermarket is able to offer a variety of products. Already an outlet for

electrical goods the recent acquisition of Direct Sports means that it can now offer

western style sports clothing and equipment at discount prices. It has an extensive

range of electrical equipment sourced mainly from China and they will now be able to


take advantage of the strong links that Chinese businesses have with Saudi Arabia

in order to secure more products.

Discounted brandsWiggo’s main advantage is the ability to utilise the parent company in offering

branded products at discounted prices. The close relationship of China could open

up new purchasing powers to enable them to stay ahead of their competitors as they

look to dominate the global market. It was reported at the end of August this year

that Lidl would be spending £20 million pounds on a brand advertising campaign

(Sky Business News) [Reported 28th August 2014] and Wiggo is planning to

announce an aggressive brand promotion of its own later this year.

Economies of Scale The global position of Wiggo and its ability to call on the support of the parent

company to support enables Wiggo to take advantage of bulk buying and use its

economies of scale in order to increase sales.

Global distribution networkWiggo utilises three different methods of distribution. The first is warehouse delivery

and the second is distribution to the store and the final one is the ability to send

direct to the customer through online purchase. This is particularly appealing to the

Saudi market as they according to the WAMDA report (2014) Saudi’s e-commerce

market is valued at $520 million per year. The Schwarz group has 112 distribution

centres worldwide with the majority of them being placed in Europe. This affords the

company an ability to distribute goods globally and cost effectively.

SWOT AnalysisA SWOT analysis is a basic planning tool used to evaluate the strengths,

weaknesses of the business and the opportunities and threats from the environment


that affect the success (Kotler, 2000). The SWOT analysis below is a simplified table

that demonstrates that Wiggo has a powerful internal stand point but their external

position is uncertain. On the one hand there are lots of opportunities in a market with

large needs and less competition but in Saudi Arabia the SMEs are quite capable of

butting heads with the bigger corporations.

Strengths Weaknesses

Internal Environment Large Parent

Company

Variety of products

Global distribution

network

Financially strong

Bulk buying power

No Saudi partner

Unaware of cultural

impact

Opportunities Threats

External Environment Young market

collect customer

loyalty.

Excess stock sales

of western products

that are no longer

popular in Europe

Challenge of

competing against

cheap copies of

products.

Saudisation laws

Bureaucracy –

Ranked 26th in WDB

index


MARKETING OBJECTIVES

Supermarket ProfileWiggo is one of the biggest discount hypermarkets in Europe with a strong brand

that delivers quality produce at discounted prices. They have a no frills approach to

store design which is purposefully created in order that the customer feels that costs

have been cut in one area to facilitate passing on the cost savings to the customer.

There is no creative lighting or store music which will fit well with the Saudi culture of

not having in store music. The bold coloured cards used to represent the kinds of

discounts being offered have become part of the Wiggo brand and are

representative of the values that the company stands for.

Marketing ObjectivesWiggo is looking to break into the Saudi Market due to its young growing population

which expected to reach 29 million in the next year. There are a variety of differing

reports about the percentage of youth that are under 25 but the general consensus is

that there is approximately 50% under this age with the majority of them being

greatly influenced by western culture through social media. Wiggo will utilise that

love of the west and offer produce from their outlets in Europe to become the leading

Hypermarket in Saudi Arabia by 2019

Marketing PlanHaving considered the economic climate Wiggo will want to see a 14% return on the

initial capital invested over the first year. It is expected to have an additional 2% on

top of the Foodex Report stating that the food industry can expect revenues to


increase 9% per year into 2017. (Foodex Report, 2014) Wiggo must not

underestimate the competition in Saudi Arabia and a strategic pricing plan must be

incorporated which takes into account how the Saudi consumer perceives the quality

of European produce. Social media marketing, television and radio has been proven

to be the most cost effective method of increasing awareness and a strong campaign

must be undertaken to establish Wiggo at the beginning. The plan would be start

with specific social media marketing for a period of 3 months before integrating into

the Saudi market. The radio will be an addition to the social media to highlight launch

dates with special offers and enticing events to bring in a variety of customers from

all market segments. The TV advertising will be used after the first quarter of arrival.

This will allow us to analyse data from social media sites in detail and tailor our

television campaign. The campaign will be used for positive reinforcement and dispel

any negative media related to the brand Wiggo.

Theory

The marketing mix of the 4 Ps was developed by McCarthy in 1960. Lauterborn used

a 4 Cs concept which is basically a more customer driven derivative of the original.

The 3 Ps were added to take into consideration the service industry. Wiggo is a

service provider and therefore the 7 Ps will be looked at in more detail. The

important thing is that once the analysis is completed it should be revisited on a

periodical basis to manage the evolving market.

Product

Wiggo must look at their brand and ask vital questions. Are your products suitable?

Only halal products will be accepted which means animals slaughtered in the correct

manner and zero tolerance of alcohol in products and foods. The Wiggo store will be


able to bring a European experience that is only seen by Tammimi stores who import

the majority of their goods form the US.

Price

The prices are generally discounted but due to the fact that you are a European

brand a number of products could have inflated prices to cater for as much market

segments as possible. There is a large demographic of high disposable income

families that will spend in the fashionable European stores. It may benefit to offer

some low cost items for free to attract customers for higher profit margined goods.

The most important thing about price in the marketing mix is the ability to be flexible

and react to the current market.

Promotion

This should be constant in Saudi Arabia and with the high volume of social media it

need not be expensive. It is vital to keep our customers updated with fresh

advertising. A simple head line change can often generate sales amongst the early

adopter demographic. It is important to note that cultural awareness is imperative

and campaigns should be heavily scrutinised before being released. Pictures of

faces and showing of female flesh is forbidden as is sexualising products or services.

Place

Location is vital and there are a number of Malls that are sprouting up in the capital

Riyadh. Al Yarmuk is a district that houses a lot of the expat community and middle

to high income families and may well offer the best location to start the first

Hypermarket. Although there is a high usage of internet Al Othaim started an online

service but this was quickly stopped due to lack of use. Some lessons could be


learned from their failures and it may be something to do greater research on once

Wiggo has established itself as a trusted brand in the Kingdom.

Packaging

Packaging says a lot about your product and services but with Wiggo our packaging

is our store, our waiting rooms, our head office facilities, our brochures and our

appearance over the internet. The store itself must represent the market that brings

in the most revenue. Therefore everything should be written mainly in English with

basic information like prices in smaller print in Arabic.

Positioning

This is the most important part of the mix and the image must change to adapt to the

Saudi culture and their perception of all things from the west. Ikea were very

successful in strategically pricing their goods higher to draw in more customers.

Wiggo must move away from the no frills image of discounted goods to

demonstrating a suave European image. Discounted goods can now be priced

strategically. It is vital to understand how do our customers see us and make sure

we adhere to that model in all that is done in the marketing mix.

People

Getting the right people is going to be a challenge. Wiggo will need the right people

in the right positions to ensure that the strategies and plans are carried out

effectively. This will be made more difficult with Saudisation. A strategy will have to

be in place to make sure that the right Saudi’s are selected to do specific work.

People with disabilities account for four Saudis and this model should be something

that should be targeted as it will also satisfy Wiggo in their social responsibilities.


People with disabilities are seen as a bit of a stigma in the Kingdom and modern

western style of thought would enable Wiggo to take advantage of the talent that is

otherwise being wasted.

Market Segmentation

Supermarkets have a more complicated approach as they have such a variety of

customer demographics. Having identified seven of the most common types below is

a table that describes the category the customer falls into, their needs and design for

the marketing mix of each segment.

Name Segment description

Segment needs Marketing Mix

Luxury These people look at high prices as good value. They are high to medium incomes

They like high status foods with exclusive branding. They are not usually interested in loyalty points

Customer focused staffExclusive brands of high valueHigh Quality store design

Budget Low price influenced or discounted pricesLoyal to low priced brand (Supermarket own brand)

This segment looks for low prices with every visit.They use vouchers and loyalty cards

Low prices and clearly marked discounted pricesBuy one get one free (BOGOF)Reward cardsVouchers in store magazines

Value The intelligent shopper looks for the best value not necessarily lowest price

Their intellect needs to be challenged motivated by finding a bargain, so a variety of sales are required.

Store magazines highlighting special offersClear labelling – Price per 100gReward cards

Leisure They love to shop, generally female and usually in groups.Like a bargain but happy browse

This group likes quality shop designAreas to cater for their needs – Cafes, Play areas for children

Refresh store design to keep interestIn store facilities to enhance experienceQuality store mags

Compulsory Don’t want to shop but I have to types

Clear signageClear labelsFast check outEfficient staff

No crowdsEasy parkingOnline if possible

Speedy Busy people are generally brand loyal.25-50 age group

My store should not be changeablePrime need is speed

Clear signageClear labelsFast Checkouts


middle income – Mini Wiggos appealing

Long Opening hours

Adventurous Usually the younger customerLikes new things and are early adopters

New products and are not price sensitive

Varied product rangeChanging store layoutExclusive products

MARKETING BUDGET

Brand MarketingLidl has recently announcement that they have set aside £20 million for their brand

promotion (Sky News business 28th Aug 2014). The promotional budget will use the

heavily used social media as a base as discussed earlier. TV advert costs have been

sourced (Arabian Business, 2014) Wiggo will use a percentage of its projected

revenue to establish a budget to promote the emergence of their new hypermarket.

PROMOTIONAL BUDGETExpected Gross Revenue

$3,500,000

Budget allocated for promotion (10%) $350000Promotional Activities Cost Balance

TV advert on Free to Air (50 x 30 seconds)

$150,000 $200,000

Social Media Marketing Company Specialised package – 12 months

$40,000 $160,000

Popular Publications – 12 months

$10,000 $150,000

Radio – Peak adverts 5 days a week am and pm peak. 50 weeks 15 seconds

$150,000 $0

Total promotion Expenditures $350000 $0.00

Conclusion

Wiggo is determined to keep up with their main rival Lidl and as Lidl go into the US market Wiggo can penetrate the much valued GCC market. Considering the PESTLE analysis some highlights would be the concern with the Saudi 26 th position in the world doing business report. However the young growing market is extremely valuable and worth the costs involved in negotiating success. The SWOT analysis indicated the Saudisation law but showed that by employing talented people with disabilities it would maintain its social responsibility whilst nullifying attempts to


employ cheaper expats. The marketing plan pointed out the 7 Ps and gave insights into the 7 market segments of the supermarket consumer. The researched marketing promotional plan has demonstrated that the use of Saudi’s unique social media usage can greatly reduce advertising costs without limiting the impact of Wiggo’s success.

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http://www.tutor2u.net/business/strategy/core_competencies.html


Appendix 1

Marketing Assignment Wiggo

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