Essay About Nespresso Marketing Plan And Pic

Nespresso Marketing Plan
[pic 1][pic 2]Project Report Nespresso marketing plan (60%)Commissioned by and prepared for:Principles of Marketing ManagementB.A/ (Hons) Business and ManagementUniversity of Northampton, United KingdomApril 2015 moduleTutor: Dr Adrian Liew By:       Satveer Dhillon (UON ID: 15400105)Executive summaryThere is an opportunity for Nespresso to improve its sales over the next three years. Nespresso at the moment is only selling their espresso capsules online or in one of there three boutiques in New Zealand. The machines using these Pods are however sold in over 290 retails around New Zealand. So why not ask these retails to sell the capsules too? Doing this, will stop the customers from buying Pods from the competitors that are compatible with Nespresso machinesTable of ContentsExecutive summary        Background        Machines        Capsules        Capsule recycling        Situational analysis        PEST Analysis        Economic factors        Socio-cultural factors        Political factors        Technological factors        SWOT Analysis        Strengths        Weaknesses        Opportunities        Threats        Competitors Analysis        Marketing strategy        Target market        Positioning        Target market        Product positioning        Product line        Price        Communication        Sales force        Advertising        Sales promotion        Synchronous        Research and development        Marketing research        Marketing mix        Product        Price        Place        Promotion        Implementation and control        Conclusion and recommendations        BackgroundThe Swiss company Nestle launched Nespresso back in 1986. Nespresso system concept was a Swiss coffee inventor and pioneer Eric Favre’s idea. The company has ever since grown significantly. Nespresso has managed to have an annual growth rate of 30% since the year 2000. Today, Nespresso is available in more than 50 countries and sales are around US$ 1.7 billion a year (Kotler & Armstrong , n.d.).