FOOD PROCESSING AND

MANUFACTURING
MARKETING MANAGEMENT IN FOOD
MANUFACTURING

Food processors are quite adept at using all

of the 4ps in developing value added
products that will improve their competitive
positions in the marketplace by better
satisfying consumers needs and wants.
They practice market segmentation, target
marketing, product differentiation, and
positioning of their value added, branded
products.
 Positioning refers to the image in the consumers
mind that a firms marketing strategy gives to its
products their value for customers.
 Product Strategies

The goal of marketing management in food

processing is to transform an
undifferentiated, low profit commodity into
a differentiated, branded, high value added,
profitable food product.
The marketing strategies employed by food
processors are numerous.
 They are easily observed by reading any
publication with food advertisements or by visiting
the grocery store.
 In their product strategies, food processors
attempt incorporate all relevant aspects of the
product bundle of attributes into their marketing
strategies.
Branding is probably the most
important product strategy of food
processors.

 A brand is a name, term, symbol, or

design that identifies the seller and
differentiates the product from those of
competitors.
Branding permits the food manufacturer to
certify the quality of products, transfer the
goodwill of the firm to new products, and
otherwise differentiate the product from
competitors’ offerings.
 A well known and trusted brand can earn
the food processor brand loyalty from
customers.
Three types of innovations have been important
for food manufacturers

 (1) new marketing methods and techniques which

often increase operational efficiency
 (2) new products or services which add more
consumer value to products and
 (3) new business organizations such as the
cooperative food processor, joint ventures between
firms, or new market channels.
Pricing Strategies
Food processors may employ a number of pricing
strategies.
 For example, one processor may use a
 gourmet strategy, with a high quality high price
mix, while another may use a
value pricing strategy with a lower price and
quality appeal. An important lesson in marketing
is that not everyone wants the highest quality
product and almost everyone is willing to sacrifice
some quality for a lower price.
Psychological pricing riders to a situation
where a higher price, along with status
advertising, encourages consumers to
purchase products. Food manufactures also
may package a product to a specific price
point(e.g.,Tk 499) or use price discounts (Tk –
off, 2 for 1 sale) to attract consumers.
Place/ Distribution strategies

Place or distribution strategies for food processors

include selling through conventional food stores,
selling foods in nonfood stores, selling to the food
service market, mail or catalog selling, home
delivery, and even selling foods door to door by
high school or scouting organization.
While most food manufacturers prefer the
sales volume they get from mass outlets,

they may also include more selective place

strategies in their marketing mix.
Again, marketing teaches that there is no
one best strategy for reaching consumers,
and multiple strategies are often preferred
to a single approach.

Food processors must also select a sales

approach. Larger processors usually have
their own sales offices, warehouses, and
personal sales force. Smaller firms may sells
their products through food brokers.
Processors may choose to market their
products in many alternative ways.

 The three principal markets for food

processors are industrial customers,
foodservice firms, and consumer markets.
These may involve local, regional, national,
or international sales.

 Many processors operate their own sales

offices and wholesale operations but few are
engaged in retailing directly to consumers.
The large processors with a relatively full line of
product will often operate its own warehouse and
wholesaling system.

 If on the other hand, the line of products is

limited, the processor will often have the sales
work done by a broker. Industries vary in the
directions they have taken.
The meat packing industry, for
example, has largely become its own
wholesaler.

It is handling a perishable commodity

with wide fluctuations in volume.
In order to keep such a product moving effectively,
many packers consider it imperative that they have
control of the distribution channel to the retailer
and operate their own wholesaling establishments.

On the other hand, many dry goods

manufacturers rely own brokers to distribute their
products to wholesalers and retailers.
Promotional Strategies
Food manufacturers have many
choices to make here in selecting
 the goal of the promotion,(to remind,
inform or persuade);
The theme or appeal(price, quality
etc.) of the promotion,
the type of promotion, (advertisement,
sales promotion etc.)

which media (print, broadcast, direct mail,

point of purchase, etc.) will carry the
promotions and who the promotion will be

targeted to (the user, the buyer or the

influence).
The major food processors differentiate their
products through
mass media advertising,
coupons,
free samples,
 cents off deals, and
promotions trade allowances
Food products lead in expenditures for
advertising,
discount coupons,
contests, and
 other forms of promotion.
Food manufacturers advertising
expenditures average about 3 percent of
their sales,

and in recent years these advertising costs

have amounts to 1.5 percent of consumers
food.
This advertising is important to the
competition between food processors for
the consumers favor.
 Food their part, consumers receive from
this advertising and promotion some useful
and some not so useful information,
 numerous persuasive messages that may
influence their behavior, and perhaps some
entertainment.
MANAGEMENT PROBLEMS AND FACE CHALLENGES OF FOOD PROCESSORS

Food processors experience problems and

face challenges in two major areas;
processing operations and buying
operations.
Processing operations
Food processing involves significant
investments in plant and equipment.
In order to operate efficiently, these facilities
should be used to full capacity year round, every
year. This is difficult to achieve when there are
wide variations in farm product supplies from year
to year and within seasons.
Because of the short harvest season and
perishability of many farm products, food
processing plants may operate at above capacity
rates for a few months of the year and at below
capacity rates for the rest of the year.
For example, livestock slaughter and
processing plants typically operate at close
to 90 percent if capacity utilization year
round while fruit and vegetable caning
plants may average 60 percent capacity for
the year.
These variations can significantly influence
food processing costs.
Expanded storages of the product at harvest for
later processing, and extension of the processing
season by manufacturing, no seasonal food items
have contributed to the solution to this problem.

Processors face a dilemma when deciding on the

number and size of plants to build.
Replacing a single, large plant with several smaller
ones reduces some assembly and transport costs but
may require sacrificing the operational efficiencies
of larger scale centralized plants.
A major thrust of food processors in recent years
has been the replacement of human labour with
machines and equipment.
 The continuous increase in labour costs has given
added incentives for mechanizing and automating
food processing operations.
Investment in new plants, equipment,
product development, and technologies is
important to the progressiveness and
productivity of an industry.

 Food processors spend a relatively small

share of their budget for research and
development.
Buying operations

Food processors are major buyers of farm products.

The procurement decisions must consider how to handle

many of the marketing functions, including storage,
transportation, risk bearing, financing, and market
intelligence.
Because of variations in output and prices of farm
products, the buying and pricing decisions of
processor affect the division of risk shares between
food producers and processors.

Food processors have developed elaborate market

information financing, and grower assistance
programs to better manage their function.
The buying power of food processors is generally
greater in procurement markets than in their sales
markets.
Food processors utilize a wide variety of ways to
procure their raw product materials from farmers.
 Most processors do not produce their own raw
product supplies but purchase these from farmers.
Some purchase directly from producers at the farm,
other marketing agencies, another bargaining
associations for suppliers and prices.

Processor contracting for farm product supplies is an

increasing trend for many products. These contracts
may contain a wide range of specifications, including
the time and method of price determination, the
delivery terms, the quality required, and even
production practices
These processor contracts reallocate risk and
financing between the producers and buyers of
farm products.
Market orientation requires that processors more
carefully coordinate their procurement activities
with their processing and selling operations.
The improved scheduling and coordination of
such practices can reduce processors supply and
price risks, contribute to more successful
marketing strategies and improve profits.