The non-alcoholic beverage company for choice is fresh juice manufacturing firm named Matunda Company. The entity intends to produce and distribute fresh juices made from mango, pineapple, oranges among many other local fruits varieties. The name ‘matunda’ signifies the urge to connect with nature fruitfully. The motive for producing and selling the products is improving the overall health of the population while earning profitability for growth and CSR initiatives.
The revised non-alcoholic company aims at restoring the standards of production of fresh juice using organic farm produce. The mission for Matunda juice manufacturer is to become the leading health-conscious fresh juice distributor in North America providing products at affordable prices while maintaining relations with customers (Abrams, 2003, p. 72). The mission aligns with the aspiration of the masses in the target market of consuming healthy products that help the body combat ailments associated with lack of specific nutritional elements in the body. The company envisages the possibility of carving a niche as leading brand suppliers for health-conscious drinks to consumers.
Matunda plans to operate sustainably by capitalizing on the needs of consumers, then deploying strategies that ensure that the production and distribution prioritizes the well-being of the target population. According to the trends in the market, non-alcoholic beverage firms are targeting health-conscious consumers (Olsen, 2011). However, the ventures provide misleading information concerning the nutritional components of the beverages supplied to consumers. The businesses are instead prioritizing profitability in opting to invest in scientific technologies that integrate preservatives as natural components for consumables. The reporting on the course book about the trends in consumable indicates the surge in interest in the consumption of organic products. Interestingly, the significant majority of products available in the stores in the US is carbonated and has a long shelf life. The consumers use artificial sugars in the production of the components.
Additionally, trends indicate that manufacturers invest massive funds in promoting the products as opposed to concentrating on addressing health concerns related to the consumption of nonalcoholic beverages (Olsen, 2011). In the US, the demand for juices is on the rise with at least each household consuming the products daily. The figures surpass the demands for dairy products. The chances of the demand growth are high due to sensitization by the media. Television channels and magazines highlight the benefits of consuming natural organic food components. Another discussion concerning the use of nonalcoholic beverages revolves around the surge in genetically produced contents.
The suitable strategic position for Matunda entails focusing on customer perception factors after product developments as a priority and then investing in market share development (Abrams, 2003, p. 142). The objective for the selection of the strategy is providing a product that differentiates Matunda Fresh Juices from other carbonated and non-carbonated drink available in the markets. The company intends to realize the goal by liaising with producers of organic fruits from farms capable of supplying high-quality fresh fruits. Afterward, the production will exploit advanced technologies that facilitate extraction of natural juices then utilized a simple supply chain in distributing the final product to the markets. The branding will also take place. However, the focus on quality, pricing and timely distribution will help differentiate Matunda juices from the rest of the products in the market.
Matunda will establish a partnership with convenience/grocery stores in different parts of the country then set up outlet within the store to engage directly with consumers of the products. Sports venues will equally feature among the places for distributing the juices. Hired vans will help in reaching the distribution venues. Matunda will engage sellers knowledgeable about the products nutrient composition and health benefits in all distribution venues. The personnel will provide consumers critical information related to the beverages such as price, and values as well as assurance on quality. The team will equally engage in after-sales services then solicit feedback of consumers on the same product. The sales team will maintain contact with consumer to enable distribution based on orders on subsequent demands for the same products. Matunda will also consider collaborating with reputable fruit suppliers like Luba Fresh in reaching consumers in new markets.
The possible risks that might interfere with Matunda operations are market risk in the form of regulatory distribution demanding that non-alcoholic beverage company disclose the details of the contents of juices supplied to consumers. The restriction on packaging and demands for regular health inspection by FDA official might affect the operations. The rising concern on the use of genetically modified organism also poses a threat in productions of nonalcoholic beverage firms. However, in the case of Matunda, the restriction on labeling and packaging bears the risk of affecting the profits of the venture. The company might struggle to comply with safety requirements that dictate the mode of production and distribution of nonalcoholic beverages. The third risk is a surge in carbonated drinks that makes it difficult to differentiate organic products from synthesized commodities is technology risk. Matunda plans to mitigate the concern by developing a production chain that prioritizes technology that ensures the safety of the products then produce differentiated product (Abrams, 2003, p. 148). The communication of the same to the inspectors from the FDA will follow. The management plans to liaise directly with framers to ensure the supply of high quality, safe fruits. Additionally, Matunda will label the products appropriately.
The exploration of the strengths of the firm indicates that the entity has a reputation for establishing mutual relations with consumers. The same sense of brand loyalty combined with excellent customer service will lure consumers into shopping the brand. The firm has competent personnel and invests in the latest technologies. The weakness of the firm is that producers depend on organically produced fruits, thus making its difficult manufacturing the same products in large quantities. The marketing techniques exploited might fail to entice consumers if the firm fails to segment the market properly.
The opportunities that Matunda Company can exploit include supplying high-quality fresh produce to healthy conscious consumers whose population is rising globally. There is a growing demand for reliable supplies of fresh organic products. The well elaborate distribution chain will enable the suppliers to reach wider target markets. The threat to Matunda operations are manufacturers of dairy products as well as fresh beverages targeting consumers in the existing markets. The increased regulation on non-alcoholic beverage production is a threat to operations. The limited expertise in terms of employee’s knowledge about the products is also a threat to the future progression.
Abrams, R. M. (2003). The successful business plan: secrets & strategies. The Planning Shop.
Olsen, E. (2011). Strategic planning for dummies. John Wiley & Sons.