DOLE Pomarils Strategic Marketing Plan

Running head: GROUP 1 - DOLE POMARILS
STRATEGIC MARKETING PLAN Brian Rowe, Dan Turck, Stephanie Muschall, Zainab Al-Skaikh, Vicke Kepling Missouri State University Marketing Management 772 May 2, 2013

GROUP 1 - DOLE POMARILS

TABLE OF CONTENTS
Strategic Marketing Plan - Situational Analysis Executive Summary .........................................................................................................................4 Introduction......................................................................................................................................6 Industry Analysis .............................................................................................................................8 Company Analysis - SWOT ..........................................................................................................16 Competition....................................................................................................................................26 Objectives for the New Product Plan.............................................................................................44 Segmenting, Targeting, Positioning...............................................................................................46

Strategic Marketing Plan Marketing Mix Product Decisions ..........................................................................................................................52 Price Decisions...............................................................................................................................55 Place Decisions ..............................................................................................................................57 Promotion Decisions......................................................................................................................61 Attack and Defense Strategy..........................................................................................................71 Summary ........................................................................................................................................73

Appendix........................................................................................................................................74 References......................................................................................................................................78

SITUATIONAL ANALYSIS

EXECUTIVE SUMMARY
With continued success in the packaged fruit industry, Dole will decide to use the available resources on a new product in a category similar to its current offering. The product will be called Dole POMARILS. The main competitors in this category include Del Monte, Chiquita, and. POM Wonderful. These direct competitors have worldwide reach, but POMARILS will initially be released in the United States. Dole currently owns farmland in California and Florida that provide the necessary climate for pomegranate growth. Growing the product domestically will provide an advantage, as the distribution network of the final product will be shortened. The SWOT analysis indicated that Del Monte, Chiquita, and POM Wonderful are very similar to Dole in what options are available in this industry. Del Monte, Chiquita and Dole have established themselves as industry leaders with POM Wonderful gaining market share more recently. POM Wonderful has capitalized on the recent focus on nutrition by using Pomegranates, a large source of nutrients, as the foundation for its juice line. Chiquita is appealing to consumer interests through selling fresh, bagged, and air-crisped fruits and vegetables. Del Monte products offer the closest similarities to what will be known as Dole POMARILS. However, Dole plans to be the first to release pomegranate arils in a convenient togo cup. This product will capture clientele with personal health interest as well as create the possibility of expanding this fruit into other current Dole fruit products. There are several closely-segmented categories that the fruit cups will fit into. Dole has selected three areas of concentration. This consumer segmentations would include middle-aged (greater than 25 years old), household income (greater than $45,000), and occupation (typically office workers). A possible fourth segmentation would be in the Northeastern region of the

United States. It is possible to focus the company message to consumers who have been out of college for at least two years. These individuals have the highest probability of fitting into all three segmented categories. Developing a message for this type of individual will make it possible to influence the top targeted markets. Dole POMARILS will be positioned in the health food category that provides on-the-go convenience, while keeping the price low. There will be aggressive advertising through mediums that are often used by the target market. The products will slowly capture shelf space of Doles lesser sold products. There will also be coupons distributed in local advertisements and at pointof-purchase displays to overcome some of the resistance to first time purchasers. The cost of distribution will be less than most competitors and comparable to the top three competitors. This reduced cost will be reflected in product pricing in order to undercut competition. The package itself will be two cups, each containing two ounces of pomegranate seeds, held together with appealing packaging. It will be possible to adapt serving size and the amount of cups per packaging based on consumer feedback. This marketing plan gives specifics as to how Dole will implement the product, price, place, and promotion strategies in order to gain sales in an already saturated market for the Dole POMARILS product. This product with be a natural extension to products Dole already offers. This will result in little internal friction when implementing the strategies mentioned in this plan. This plan also gives optimal strategies on how to defend this product from the competitions response and how to attack direct competitors.

INTRODUCTION
Many biblical scholars believe that it was not the apple that tempted Adam and Eve in the Garden of Eden, but the pomegranate. It was even used by Hades to tempt Persephone, daughter of Zeus, into marriage according to Greek mythology. Each pomegranate contains one aril descended straight from paradise, according to Islamic legend. 500 years ago, Spanish settlers planted the first pomegranates in the New World, and founding father Thomas Jefferson cultivated pomegranates at Monticello, his neoclassical- inspired Virginian home. (1) (2) The pomegranate was merely a bit of trivia until the last decade, after Stewart and Lynda Resnick discovered 120 acres of pomegranate plants in a newly purchased pistachio orchard their Paramount Farms had recently required. The story goes that Lynda became fascinated by the pomegranate, with its rich history rooted in folklore and legend, and subsequently funded medical research to uncover the pomegranates health benefits. Over $30 million dollars and 55 published papers later, POM Wonderful was established in 2002. Since then, the pomegranate has emerged in the United States as a super fruit, rich in nutrients, antioxidants and popularity. With ringing endorsements ranging from popular South Beach diet creator Dr. Arthur Agatson to celebrities Oprah Winfrey and Heidi Klum, pomegranate products have been flying off the shelves in America for the last decade, with no signs of stopping any time soon. (3) There is a limitation to the powerful pomegranate, however- its difficult to eat. Many consumers would not recognize a pomegranate if you handed them one, and even less would have any idea how to eat it. The pomegranate must be peeled, and the seeds inside, or arils, are scooped out and consumed. This is a very messy process that almost always results in pomegranate juice stains on hands, countertops, and clothing. While sales of pomegranate

products ranging from fruit juices to candles to cosmetics to infused liquor are off the charts, the fruit itself is buried in its convenience obstacle. The main benefit of the pomegranate is its health advantages. Why would consumers wrestle with peeling a messy pomegranate when they can get the same benefits from a serving of 100% pomegranate juice? We at Dole realize the potential in this super fruit if offered in a more convenient form. The demand is already present; the ease of use is not, until now. We will respond by launching Dole POMARILS Pomegranate arils in an easy-to-eat, mess-free convenient package.
INDUSTRY ANALYSIS
About Dole Dole Foods can trace its origins back to 1851, with the establishment of Castle & Cooke trading company in Hawaii. However, it wasnt until 1899 that James Drummond Dole, a Harvard graduate with a degree in Agriculture, would enter the picture. Dole, determined to build a career by commercially growing the then-exotic pineapple, formed the Hawaiian Pineapple Company. Instead of trying to ship the fresh fruit to the continental United States, the company would be the first to can pineapple, making it a much more commercially viable export. (4) James Dole would develop one of the first nationwide advertising campaigns, promoting his pineapples in magazine ads all over the country. As demand for pineapple soared, the Dole Hawaiian Pineapple Company became the largest processor of pineapple in the world, producing over a million cases each year. In 1922, Dole would sell off a third of his company to the Waialua Agricultural Company, a division of Castle & Cooke. He used the funds to purchase land to be developed for expansion and additional plantations, including the entire island of

Lanai. In 1961, three years after James Doles death, Castle & Cooke acquired the rest of the company, keeping the name Dole for its strong brand reputation. (4) (5) Through expansion and acquisition, Dole dominates nearly every aisle of the produce section, from fresh fruit to salad mixes to juice blends to frozen fruits. Over a 110 years since James Dole first set foot on Hawaii, the company is now the largest producer, distributor and marketer of fresh fruit and vegetables. Dole, now headquartered in California, is publicly traded on the New York Stock Exchange and ranks #349 on the list of Fortune 500 Companies with annual revenues of around $7.25 billion and profits of around $38.4 million. (6) For a complete timeline of Doles ascent, see Appendix A. There is one gem, however, missing from the Dole product line- pomegranates. This strategic marketing plan will report on the increasing consumer demand of the Pomegranate and illustrate how Dole can enter the market. Fresh Fruit and Vegetable Industry Dole is the largest producer of fresh fruits and vegetables in the United States and their main competitors are Chiquita Brands International and Del Monte Corporation. While Dole holds the number one or two position in almost all of its respective markets, Chiquita and Del Monte often hold similar positions in those same markets. The 2012 Fiscal Year revenues of Dole, Chiquita, and Del Monte were $6.84 billion, $3.06 billion, and $3.68 billion respectively. Revenues have fallen across the board this quarter (year over year) 0.06%, 0.01%, and 0.01% respectively. (6) (7) (8) The industry is concentrated all across the supply chain, with large firms using their bargaining power and brand strength to establish their domination. The chart below displays the top processors in the industry, of which Dole has 9% market share: (9) (11)

Top Fruit and Vegetable Processors in North America

5% 4% 4% 4% 16% 16% 12% 10% Chiquita North America Taylor Fresh Foods Inc. Ready Pac Produce Inc. Pinnacle Foods Dole Foods Co. General Mills Inc.
6% 7% 7% 9%
Source (10) Industry Growth The fresh fruit and vegetable industry (which excludes processed and preserved fruit and vegetables) is expected to experience steady growth over the next decade. The market value is expected to grow to $145.6 billion in 2016, a 29.1% increase in the five-year spanning from 2011. Vegetables make up about 67% of the market, with fruit rounding out the other 33%. The chart below highlights the aforementioned industry growth: (9) United States fruit & vegetables market value forecast: $ billion, 201116 (7)

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Fueling this growth is the trend of the American consumer rapidly moving away from processed fruit and vegetables to fresh fruit and vegetables for the past several decades. This chart demonstrates the breakdown between fresh fruit and processed fruit consumption per capita in 1976 versus 2009: (11) US per capita annual fruit consumption (pounds), 1976-2009 (8)
1976 2009 Growth 19762009 25.1%
Fresh
101.9 (36%) 180.5 (64%)
127.5 (44%) 163.7 (56%) 291.2
Processed
-9.3%
Total
282.4
3.1%
Five Forces Analysis of Industry

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Source (9) Buying Power In general, buying power in the fruit and vegetable industry is weak. Supermarket giants such as Wal-Mart and Kroger, dominate the retailing segment. Since fruit and vegetables are commodities, there is little differentiation between retailers and many factors affecting buyer power are interdependent on those of the supermarket retailers (such as the brand loyalty found in leading supermarkets and their capability to offer lower prices). Fruit and vegetables provide nutrients, vitamins, and minerals that are vital to buyers. These health benefits cannot be easily replicated by supplements, therefore buyer power is reduced. (9) Supplier Power Overall, the industry exhibits weak supplier power largely as a result of low switching costs and a lack of product differentiation. Numerous independent farmers constitute the main supply channel. The large supermarkets that dominate the retail side are able to leverage their purchasing power to negotiate low prices through bulk purchasing. In addition some retailers (such as Wal-Mart) have strict codes of conduct to which suppliers must adhere to in order for

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them to business together, further proving the retailers power. Small suppliers are typically dependent on one of these large retailers for revenue. (9) New Entrants There is a moderate threat of new entrants into the market. It is possible to enter the retail market without extensive capital investment by finding a niche market or offering organic products. However, new entrants must be prepared for the dominance in the retail side, and try to achieve strong brand recognition and harness cost benefits through economies of scale (which will help them compete on price). New entrants must also adhere to heavy regulation from the Food and Drug Administration, which oversees all aspects of the industry, from food safety to labeling and packaging. (9) Threat of Substitutes The threat of substitutes to the fruit and vegetable industry is weak, largely due to the fundamental dietary role of fruits and vegetables. One possible substitute is vitamin and supplements (pills, tablets, etc.), but these are often more expensive than fruit and vegetables and cannot offer all of the nutritious value that fruits and vegetables inherently do. Another threat exists in the form of consumers growing their own fruits and vegetables. However, this requires some agricultural skill and requires additional costs (seeds, fertilizer, land, time, etc.). (9) Rivalry Rivalry within the fruit and vegetable industry is strong, reflecting the high level of competition between firms. On the retail side, a small number of firms, usually leading supermarkets, dominate concentrated markets. Retailers can do little to differentiate their

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offering and switching costs for consumers are minimal. Because fruit and vegetables are perishable, storage costs are high and retailers must be able to move through inventory to avoid losses from waste. (9) Nature of Pomegranate Demand The demand for pomegranate is at an all-time high, and continues to soar as the food industry keeps shifting toward fresh fruit and products that provide distinct health benefits. More Americans were introduced to pomegranate products last year than any year in history. POM Wonderful, the market leader in all pomegranate products, posted record sales in 2012, buoyed by the introduction of POMs new 8oz bottle of 100% Pomegranate Juice, which has become the fastest-selling, single-serve premium refrigerated juice less than a year after launch. POM Wonderful posted 30 percent growth in overall juice sales last year as part of the companys record-breaking year that also saw an 80 percent increase in fresh fruit shipments and an 80 percent boost in sales of POM POMS. (12) Product Life Cycle A pomegranate arils to-go product was first launched in November of 2012 with POM Wonderful POM POMS Fresh Arils. This product is still in the introduction stage of the product life cycle. Sales are still relatively low as the average consumer is not knowledgeable on the product. Most do not know it exists yet and there are very few distribution outlets.

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Top Competitors In regards to the specific pomegranate product, a new competitor emerges. Doles top competitor in the North American pomegranate market is POM Wonderful. Not only are they a direct competitor with their POM POMS, they also are the dominant market leader in North American pomegranates and pomegranate juice. POM Wonderful is a privately held company and does not disclose financial information, although the company claims to have achieved record sales revenue in 2012. Roll International, the privately owned conglomerate that includes POM Wonderful (as well as FIJI water and Wonderful Pistachios), brought in revenues of around $2.60 billion in 2012, according to Forbes. (13)

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COMPANY ANALYSIS
DOLEs Mission According to Doles website, Dole Food Company, Inc. is committed to supplying the consumer and our customers with the finest, high-quality products and to leading the industry in nutrition research and education. (14) (4) Dole supports these goals with a corporate philosophy of adhering to the highest ethical conduct in all its business dealings, treatment of its employees, and social and environmental policies. (14) (4) Dole's dedication to quality is a worldwide commitment solidly backed by: Comprehensive programs for food safety. Scientific pest management programs. Stringent quality control measures. State-of-the-art production and transportation technologies. Nutrition education to help the public understand the benefits of eating 5-13 servings of fruits and vegetables a day. Continuous improvement through research and innovation. Dedication to the safety of our workers, communities and the environment. (4)

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SWOT ANALYSIS Strengths Market Leader Diverse Product Line Hearty Asset Base Global Presence Opportunities Increased Vegetarianism Demand for Organic Products Foodservice Industry Growth Strategic Acquisitions Threats Highly Regulated Natural Factors Unionized Labor Force Weaknesses
Recent Financial Performance Focused Customer Concentration
STRENGTHS Market Leader As stated before, Dole is the worlds largest producer, distributor, and marketer of fresh fruits and vegetables. Dole is one the largest producer of pineapples and bananas globally and its most significant products hold one of the top two positions in their respective markets. Besides fresh fruit, Dole is also an industry leader in packaged fruit products, salads, and fresh vegetables. (15) (16) Dole maintains number one market share positions in North American bananas, iceberg lettuce, cauliflower, celery, and packaged fruit products, including Fruit Bowls, Fruit Bowls in Gel, Fruit Parfaits and fruit in plastic jars. This strong market position not only boosts the Dole brand image but also provides large economics of scale.

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Diverse Product Line Dole boasts a wide range of over 200 products, including fresh fruit and vegetables, packaged foods, and value-added products. Doles biggest sellers in fresh fruit are bananas, specialty bananas, and pineapple. Dole also produce, distributes and markets over 20 types of fresh vegetables. Dole produces canned pineapple and pineapple juice, fruit juice concentrate, and fruit in plastics cups/jars as far as packaged foods. Value-added products include ready-toeat bagged salads and Fruit bowls in Gel. (16) Dole also offers high quality, certified organic food products, including bananas, pineapples, frozen fruit, and packaged salads/greens. According to a survey by the Food Marketing Institute, 66% of shoppers buy organically grown food at the supermarket, creating a huge customer base for these products. This wide product portfolio, including organic and inorganic food products, enables Dole to reach several customer segments. (15) (16) Hearty Asset Base Dole has a hearty base of tangible assets that proves advantageous in supply chain management. They own over 117,000 acres of farms, a large fleet of 17 refrigerated ships for shipping, and over 60 ripening/distribution centers in Europe and Asia. The company also owns over 1.8 million square feet of vegetable processing plants globally, and another 2.3 million square feet of manufacturing facilities. These assets have enabled Dole to vertically integrate and take control across many links in their supply chain, an important aspect of delivering a perishable, fresh product to the customer. They also lead to low production costs, an advanced logistics infrastructure, and a significant competitive advantage to Doles operations. (16)

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Global Presence Dole has a wide international presence, with its over 200 products being sold in over 90 countries, from North and South America to Asia, Europe and Australia. They also have significant operations plants in over a dozen countries worldwide. The US, Europe, and Canada account for the largest chunk of revenue, while the companys prime markets in Asia Pacific market recently experienced high revenue growth in FY2011, with China and Korea growing 36.5% and 15.6%, respectively. Doles global presence reduces its business risks across different geographic locations. (16) WEAKNESSES Recent Financial Performance Dole has underperforming financially in several metrics over the last five years. Since 2007, the company recorded almost flat revenue growth, at a compounded annual rate of about 1%. Rising commodity prices and product development costs have resulted in higher inventory costs. In FY2011, Dole managed a meager 4.8% increase in revenue from the previous year. These numbers indicate that Dole may not be able to generate desired revenues from its current core business activities. The company has also amassed long-term debt of over $1.6 million, which could limit the potential for acquisitions and loans. It may also lead to Dole needing to sell off its assets to repay debt. (16) Focused Customer Concentration Dole is extremely dependent on a few top customers for generating the majority of its revenue. In FY2010, their top ten customers contributed 34% of overall revenue, and each segments largest customers contributed 21% of the respective segments revenue. This type of dependence on the buyer reduces Doles bargaining power and can lead to unfavorable terms in

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partnerships. If Dole loses one of these large customers, revenues and profits will decrease dramatically. (15) OPPORTUNITIES Increased Vegetarianism Amidst rising food safety and health/dietary concerns, vegetarianism is dramatically trending upwards in the United States. Consumers are eating less meat, and more fruits and vegetables. Approximately 5% of US consumers, or about 16 million people, are embracing vegetarianism (and about half of them are vegan). Meat and poultry consumption in the US has fallen by an estimated 12.2% in 2012 compared to 2007 consumption. This may also be due to rising concerns over recent disease outbreaks, such as the swine flu and bird flu. (16) Many governments, including the US, are promoting World Health Organizations Five A Day program, which recommends consumer at least five portions of fruits and vegetables a day. D Doles significant fruit and vegetable offerings make them well positioned to tap into the growing vegetarian and vegan markets in the United States. (16) Demand for Organic Products Along with the aforementioned growth in vegetarianism, natural/organic food is experiencing enormous growth amid increasing demand for healthier food products. The organic food and beverage sector accounts for about 4.2% of all food sales in the US, and was valued at $29.2 billion in 2011, a 9.4% growth from the previous year. Of this, fruits and vegetables made up almost 40% of total organic food sales during the year. Dole offers a wide variety of certified organic fruits and vegetables, which makes them well positioned to increase revenues through the organic movement. (15)

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Foodservice Industry Growth As the US economy continues the to recover, the foodservice industry is expected to experience 3.8% growth in 2013, its fourth consecutive year of growth, according to the National Restaurant Association. In turn, the growth of restaurants will contribute to the recovery of the US economy, with sales representing 4% of US GDP and employees making up 10% of the workforce. The overall economic impact of the restaurant industry in 2013 is estimated at $1.8 trillion. Dole has bolstered its value-added food product line, including fruit bowls, ready-to-eat salad, and parfaits to benefit from the growing foodservice industry. (16) Strategic Acquisitions Dole has traditionally expanded its product lines through strategic acquisitions, which enhance current lines or create new ones. For example, Dole acquired SunnyRidge Farms in 2011 to strengthen its fresh and frozen berry segment by adding blueberries and blackberries. SunnyRidge has farms in both North and South America, which ensures a year-round supply of berries. Dole is not the second largest supplier of strawberries and blueberries thanks to the acquisition. (16) Another example is Doles March 2012 purchase of Mrs. Mays Naturals, which offers natural snack alternatives to traditional junk food. Through this acquisition, Dole added an entirely new line of snack foods to offering, with vegan, kosher, and gluten-free options that cater to quickly growing markets. Through these clever acquisitions, the company has strengthened its market position and diversified its product portfolio. (16)

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THREATS Highly Regulated Dole is under intense regulation from the US Food and Drug Agency (FDA) as a manufacturer of food products. The FDA oversees all aspects of the industry- manufacturing, labeling, packaging, and food safety. The standards the FDA and other compliance firms set forth must upheld by Dole, who are subject to a broad range of environmental, health, and safety laws. These include the use of pesticides/chemicals, with different sets of laws coming from the foreign, federal, state, and local governments. The FDA also reserves the right to oversee and intervene if a possibility of a communicable disease is found. Dole spends significant capital to ensure that these laws are behind adhered to, and must be adaptable to future laws and changes to current ones. Doles brand image could be deeply impacted if they are unable to comply with FDA standards. (15) Natural Factors Doles success in fresh fruit and vegetable products is inherently linked to climatic condition of their regional sources. This makes the product line vulnerable to adverse weather conditions, such as storms, wind, flood, drought, and temperature extremes. Several products are also vulnerable to crop disease and pest. Additional costs are often incurred for treatment of diseased crops. . In 2006, Dole distributed pre-packaged bags of Spinach tainted with E. Coli, which caused a 26-state outbreak that caused over 200 E. Coli-related illnesses, including thirtyone cases of hemolytic uremic syndrome, 104 hospitalizations, and five deaths. These environmental factors can impact crop size and quality, and can even destroy an entire harvest in some cases. This significantly reduces supply, and subsequently revenues and profits. (15) (17)

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Unionized Labor Force Over a third of Dole employees worldwide work under various collective bargaining agreements. Several competing companies operate with a non-unionized workforce, which likely means lower labor costs and more beneficial operating efficiencies. Renegotiations of collective bargaining agreements can result in labor strikes and work slowdowns, which can negatively affect financial performance. (16)
MACRO-LEVEL EXTERNAL ENVIRONMENT ANALYSIS Political/Legal The significant portion of Doles workforce that is unionized provides a legal threat, as many of Doles competitors do not employ unionized workers. These competitors may benefit from lower labor costs and more efficient operations as a result, which is a significant advantage. They also do not have to worry about the possibility of work stoppages or slowdowns due to labor strikes and collective bargaining agreement negotiations. The Food and Drug Administration also highly regulates the company. If the company is unable to comply with standards, the FDA can intervene, which would deeply obstruct the companys operations. Economic Because fresh produce is often priced higher than processed fruit and vegetables, the segment may suffer during times of economic downturn. While the processed segment may flourish in times of recession, firms may have trouble moving perishable fresh fruit and vegetable inventory. Overall, the foodservice industry may experience lulls in economic slumps. Technological

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Significant investments in technology are required to coordinate international farms to make sure environmental and food safety compliance along the supply chain is being met. These networks are crucial to ensuring FDA standards are upheld to avoid any penalties. As suppliers of fruit and vegetables become more dependent on large supermarket retailers (such as WalMart), they are becoming more responsible in the product in-store displays and shelving. This produce must be kept fresh through cooling and watering mechanisms.
Environmental As stated before, both the crop size and quality of Doles fresh fruit and vegetable products depend heavily on climatic conditions in their sourcing regions. They are susceptible to adverse weather, such as floods, droughts, and temperature extremes. These products are also vulnerable to crop disease and pest. The impacts of crop disease and pest vary, but can often drive up costs significantly depending on the type of treatment that is necessary. Social Although rising concerns over food safety and disease prevention have led to increased Vegetarianism, earlier listed as an Opportunity for Dole, the same concerns provide a threat for Dole. In 2006, DOLE distributed pre-packaged bags of Spinach tainted with E. Coli, which caused a 26-state outbreak that caused over 200 E. Coli-related illnesses, including thirty-one cases of hemolytic uremic syndrome, 104 hospitalizations, and five deaths. Significant food safety scares like this one not only hurt consumers perceptions of the brand, but also revenue. The FDA issued an eight-day ban of bagged spinach, and a year after the ban was lifted sales were still down by over 20% compared to pre-outbreak levels. (17) (18)

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COMPETITION
As identified in the industry analysis, Doles main competitors in the fruit and vegetable industry are Chiquita and Del Monte. The chart below compares the three major players of the fresh fruit industry. More information on each competitor, including SWOT analyses, is included below the chart. In addition to these industry competitors, an analysis of POM Wonderfuls pomegranate business is also presented, as their POM POM Fresh Arils are our direct competitor in terms of this specific product.
DOLE 2012 Revenue National base Commodity Base # of Countries # of Subsidiaries Conglomerate Growing Transport Retail Value Adding $6.84b USA Pineapples, bananas 15 37 Yes, Hawaii real estate Yes Ships Labeling Yes Source (19)
Chiquita $3.06b USA Bananas 14+ 240+ No Yes Ships Labeling Yes
Del Monte $3.68b UK, North Cypress, Turkey, USA Citrus (PP), bananas (DMT) 10+ 45 Yes, electronics, recreation, pet Yes Ships, air Labeling (DMT) Yes

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CHIQUITA Chiquita North Carolina is an American-based producer and distributor of fresh fruit and produce, headquartered in Charlotte, North Carolina. They are known for their iconic blue-stickered bananas, as the leading distributor of bananas in the United States. They also encompass a subbrand of ready-to-eat bagged salads, known as Fresh Express salads. They employ approximately 200,000 employees over 70 countries (20). Their slogan is Live Better. Live Chiquita! and mission statement describes the Chiquita Difference. It states The Chiquita Difference means everything to us. Its our promise to the world that we will consistently provide nutritious products of the highest quality, customer service thats second to none, and corporate social responsibility programs that lead the way. (20) CHAQUITA SWOT ANALYSIS Strengths Brand Image in US and Europe Supply Chain Efficiencies Global Presence Opportunities Increased Vegetarianism Demand for Organic Products Foodservice Industry Growth EU Banana Import Regulation Intense Competition Unionized Labor Force Natural Factors Threats Product Recalls Weaknesses

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STRENGTHS Brand Image in US and Europe The Chiquita brand has been around since 1944, and has evolved into a major player in the US and Europe market. Chiquita holds the number two position in terms of market share in the North American banana trade, and number one in Europe. The company has used this success to expand into other geographic markets, such as Asia and Latin America, and into other product categories, such as salads, smoothies, and fruit juices. (21) Supply Chain Efficiencies A company that operates in a highly perishable commodity (such as fresh fruit) business must effectively utilize supply chain management, and Chiquita has done just that. The company has strong logistic capabilities, so that the products move through the supply chain quickly and quality and taste are at a premium when the product hits shelves. The company utilized refrigerated cargo ships that a employ Low-Temperature Ripening process, in which bananas begin the ripening process in shipping containers during transit. This decreases that amount of inland ripening capacity required. Other products such as bagged salads and fresh-cut produce are transported domestically via refrigerated trucks. These techniques ensure fresh products and allow Chiquita to charge a premium price on the basis of quality. (21) Global Presence Chiquita sells and operates in countries all over the world. They have significant operations in Costa Rica, Colombia, United States, China, Panama, Ecuador, Honduras, Philippines, Mexico, and Nicaragua, just to name a few. The company distributes over 65 products under the Chiquita brand in over 70 countries. In 2011, the United States represented

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57.1% of all revenues, with 32.6% from the European market and 10.2% from other regions. The wide global presence reduces business risk associated with particular regions. (21) WEAKNESSES Product Recalls Chiquita has had to recall several products in recent years, including a 2010 FDA-ordered recall of ready-to-eat bagged salads due to salmonella contamination as well as another salad product was recalled due to a possible health risk from listeria monocytogenes. In 2012, two separate recalls of packaged spinach were ordered due to salmonella. These recalls damage brand image, increase costs decrease consumer confidence. (21) OPPORTUNITIES Increased vegetarianism Amidst rising food safety and health/dietary concerns, vegetarianism is dramatically trending upwards in the United States. Consumers are eating less meat, and more fruits and vegetables. Approximately 5% of US consumers, or about 16 million people, are embracing vegetarianism (and about half of them are vegan). Meat and poultry consumption in the US has fallen by an estimated 12.2% in 2012 compared to 2007 consumption. This may also be due to rising concerns over recent disease outbreaks, such as the swine flu and bird flu. Many governments, including the US, are promoting World Health Organizations program, which recommends consuming at least five portions of fruits and vegetables a day. With a product portfolio that consists primarily of fresh cut fruits and vegetables, Chiquita is well positioned to tap into the growing US vegetarian market. (21)

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Demand for Organic Products Along with the aforementioned growth in vegetarianism, natural/organic food is experiencing enormous growth amid increasing demand for healthier food products. The organic food and beverage sector accounts for about 4.2% of all food sales in the US, and was valued at $29.2 billion in 2011, a 9.4% growth from the previous year. Of this, fruits and vegetables made up almost 40% of total organic food sales during the year. By continuing to add certified-organic fruits and vegetables, Chiquita can increase sales revenue and subsequently profits. (21) EU Banana Import Regulation Bananas imported into the European Union from Latin America, a major market for and primary source of bananas for Chiquita, respectively, are subject to a tariff of $233.50 USD per metric ton, ever since 2006. Bananas from African, Pacific, and Caribbean sources were tax-free however, providing an advantage for competitors who sourced from those regions. In 2009, the EU and eleven Latin American countries signed a treaty that would reduce this tax rate in yearly phases. The rate was down to $189.40 USD per metric ton in 2012 and will be reduced to $104.40 per metric ton by 2019. As this rate decreases, profitability will increase in the European market, in which Chiquita holds the top position. (9) THREATS Intense competition Each of the companys business segments faces fierce competition from rivals. This includes both smaller growers co-ops and larger international firms with more resources and brand recognition, such as Dole and Del Monte. They also face competition in the form of private label and store branded products, which are priced lower than branded products. They must fight all of these competitors on limited shelf space in large supermarkets. The presence of

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so many rivals in the marketplace means that a constant war of market share is being waged, and Chiquita must spend resources improving their value proposition to stay competitive. (21) Unionized Labor Force The majority of Chiquitas Central American employees work under various collective bargaining agreements, as well as a large chunk of workers in the United States. Several competing companies operate with a non-unionized workforce, which likely means lower labor costs and more beneficial operating efficiencies. Renegotiations of collective bargaining agreements can result in labor strikes and work slowdowns, which can negatively affect financial performance. (21) Natural Factors Chiquitas success in fresh fruit and vegetable products is inherently linked to climatic condition of their regional sources, namely Central America. This makes the product line vulnerable to adverse weather conditions, such as storms, wind, flood, drought, and temperature extremes. Several products are also vulnerable to crop disease and pest. If a banana plant is destroyed, it takes up to nine months for a new plant to begin bearing fruit. Since Chiquita operates on one flat-price per box contracts, it is challenging to recoup costs from damaged plants. Additional costs are often incurred for treatment of diseased crops. These environmental factors can impact crop size and quality, and can even destroy an entire harvest in some cases. This significantly reduces supply, and subsequently revenues and profits. ()

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DEL MONTE Del Monte Foods, headquartered in San Francisco, California, is one of the largest producers and distributors of branded food products and pet food in the United States. They encompass several substantial sub-brands in both segments, including Contadina, College Inn, Meow Mix, Milk-Bone, and Kibbles n Bits. They employ approximately 14,800 workers globally. (22) The companys mission statement is Nourishing Families. Enriching Lives. Every Day. According to their website, Del Monte is committed to enriching the lives of today's family everyone in the family, including pets by providing nourishing, great tasting and easy-to-use products that meet the needs of everyone in the home. We are driven by the consumer and deliver results through a partnership with our customers built upon superior brands and products, continuous innovation, excellent service and a commitment to quality in all we do. Our people are passionate about winning and take pride in Del Monte as they lead the company to achieve world-class performance and superior shareholder value. (22) SWOT ANALYSIS Strengths Market Leader Brand Portfolio Opportunities Increased Vegetarianism Increased Pet Ownership Foodservice Industry Growth Weaknesses Legal Issues Business Concentration Threats Intense Competition Highly Regulated Unionized Labor Force

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STRENGTHS Market Leader Del Monte has secured number one market positions across several product categories, being one of the largest marketers in the US of processed fruit, vegetables, tomatoes and broth. In 2011, the company narrowly edged out Dole as the United States market leader for processed fruits, with a 31% market share. The College Inn broth product line was the second largest broth in the US, with 12% of the market. They also hold substantial market share in several pet food categories, including 22.2% in dry cat food, 13.4% in wet cat food, 7.8% in dry dog food, and 29.8% in dog snacks. These strong positions across several markets provide substantial bargaining power. (23) Brand Portfolio Del Monte is an umbrella company that encompasses several strong brands and product lines in both fresh/processed food and pet food, including Del Monte, Contadina, College Inn, Meow Mix, Kibbles N Bits, 9Lives, Milk-Bone, Natures Recipe, and Pup-peroni. The four largest pet brands in their portfolio each amass over $200 million in sales revenue annually. This diverse brand portfolio has led to a high household penetration- a Del Monte product can be found in eight out of every ten Americans homes. Del Monte is constantly expending product lines to gain market share and expand its market presence. (23) WEAKNESSES Legal issues Del Monte has faced legal issues recently, such as complaints of mislabeling and false advertising. For example, a 2011 complaint was filed in US District Court that claimed false and misleading representation of canned fruit products as healthy. Del Monte has also had class

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action lawsuits filed against them related to pet food/snack recalls. These legal issues can cost the company financially, and damage the brand image of the affected product. (23) Business Concentration Del Monte has an extremely concentrated customer base, both in terms of geography and retailers. Operations are concentrated in the United States, as are sales 94% of revenue comes from the US. This concentration makes Del Monte vulnerable to country specific threats, such as labor strikes and economic recession. As far as customer concentration, Del Montes top ten customers (large supermarket chains) make up 63% of total sales, with Wal-Mart alone making up 34%. This high dependence on a few large customers reduces bargaining power of Del Monte, which can lead to unfavorable contractual terms with their partners and subsequently decreased profitability. (23) OPPORTUNITIES Increased Vegetarianism Amidst rising food safety and health/dietary concerns, vegetarianism is dramatically trending upwards in the United States. Consumers are eating less meat, and more fruits and vegetables. Approximately 5% of US consumers, or about 16 million people, are embracing vegetarianism (and about half of them are vegan). Meat and poultry consumption in the US has fallen by an estimated 12.2% in 2012 compared to 2007 consumption. This may also be due to rising concerns over recent disease outbreaks, such as the swine flu and bird flu. Many governments, including the US, are promoting World Health Organizations Five A Day program, which recommends consuming at least five portions of fruits and vegetables a day. Del Montes significant fruit and vegetable offerings make them well positioned to tap into the growing vegetarian and vegan markets in the United States. (23)

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Increased Pet Ownership Pet ownership in the United States continues to grow at a steady pace, and has created the largest pet industry in the world. According to a 2012 American Pet Products Association survey, 73 million US households, or 62% of all households, own at least one pet. In addition to the US, pet ownership in China is also growing a rapid rate. The demand for pet food/snacks is expected to skyrocket in developing pet markets in fast-growing economies like China. Although the Del Monte does not yet compete in the Chinese market, they have the expertise and resources to consider entering the market. They are certainly well positioned to continue to experience strong market share and revenue growth. (23) Foodservice Industry Growth As the US economy continues the to recover, the foodservice industry is expected to experience 3.8% growth in 2013, its fourth consecutive year of growth, according to the National Restaurant Association. In turn, the growth of restaurants will contribute to the recovery of the US economy, with sales representing 4% of US GDP and employees making up 10% of the workforce. The overall economic impact of the restaurant industry in 2013 is estimated at $1.8 trillion. Del Monte offers products that are used heavily in the restaurant industry, such as sauces, ketchups, and broths. These products, along with all of Del Montes food products, will benefit from the industry growth. (23) THREATS Intense Competition Del Monte faces intense competition all across its market segments. In the fruit market, the largest competitors are DOLE and Chiquita. Other competitors include Con Agra, Heinz and Unilever in the tomato/ketchup market, Campbells in the broth market, and Nestle-Purina, Mars

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and Procter & Gamble in the pet food market. Many of these competitors are much larger in scope and resources than Del Monte, such as Procter & Gamble, Unilever, Dole, and Heinz. This competitive landscape leads to a constant war for market share, and Del Monte must spend valuable time and resources improving their value proposition to stay competitive. (23) Highly Regulated Del Monte is under intense regulation from the US Food and Drug Agency (FDA) as a manufacturer of food products. The FDA oversees all aspects of the industry- manufacturing, labeling, packaging, and food safety. With a FY2013 budget of $4.5 billion (up more than 17% from 2012), the FDA is expected to strengthen current laws and develop new ones in the near future. The standards the FDA and other compliance firms set forth must upheld by Del Monte, who are subject to a broad range of environmental, health, and safety laws. These include the use of pesticides/chemicals, with different sets of laws coming from the foreign, federal, state, and local governments. The FDA also reserves the right to oversee and intervene if a possibility of a communicable disease is found. Del Monte spends significant capital to ensure that these laws are behind adhered to, and must be adaptable to future laws and changes to current ones. Del Montes brand image could be deeply impacted if they are unable to comply with FDA standards. (23) Unionized Labor Force Over 72% of Del Montes employees operate with a union. Many of their 5,200 full-time employees work in the United States, a tight labor market that requires a high minimum wage compared to other countries. In addition to the federal minimum wage, many states and local municipalities have higher minimum wages that must be met. Several competing companies operate with a non-unionized workforce, which likely means lower labor costs and more

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beneficial operating efficiencies. Renegotiations of collective bargaining agreements can result in labor strikes and work slowdowns, which can negatively affect financial performance. (23)

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POM WONDERFUL POM Wonderful is a privately held, leading producer and marketer of Pomegranates in the United States. The owners are Stewart and Lynda Resnick, who also own Wonderful Pistachios although the brand is not part of POM. The company is headquartered in Los Angeles, California, while owning and operating all of their pomegranate orchards in California. As a private company, POM does not disclose any sort of financial statements, making them a difficult target for competitors. (24) According to POMs website, their mission is to introduce and supply consumers with the highest quality and best-tasting pomegranates and pomegranate food products. The brand offers fresh pomegranates, pomegranate juice, pomegranate extract supplements, and most recently, fresh arils to go. (24) SWOT ANALYSIS Strengths Production Process Control Extensive Product Line Brand Image in US Medical Research Opportunities Demand for Organic Products Marketing an everyday drink Legal Issues Centralized Location Product Shelf life Threats Premium Priced Products FTC Advertising Ban Natural Factors Weaknesses

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STRENGTHS Production Process Control POM owns and operates all of their own pomegranate orchards, which gives them ultimate control of the entire production process, from seed to shelves. As of 2013, they own 18,000 acres of orchards in Californias San Joaquin valley. Because these orchards are centralized into one region, fewer resources have to be used in supervision, networking, and coordinating the supply chain. POM can utilize this control to better ensure that food safety and pomegranate quality measures are being taken. (24) Extensive Product Line By adding the POM-POM fresh arils, POM has further bolstered their already extensive product line in the pomegranate market. In addition to the arils, they offer seven varieties of 100% pomegranate juice, four flavors of Lite POM (a juice with lighter texture and fewer calories), three flavors of POM tea, two types of pomegranate extract supplements, and fresh pomegranate fruits. This extensive product line serves fans of pomegranate with multiple offerings. (24) Brand Image in US POMs brand image is extremely strong, as they have become synonymous with pomegranates in the United States. They have also utilized packaging to increase brand awareness with their iconic hourglass shaped pomegranate juice bottles, which stand out from common bottle shapes on store shelves. POM uses this brand image to establish dominance in the pomegranate market.

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Investments in Medical Research POM has made heavy investments, to the tune of over $34 million, in medical research in order to back health claims used in advertising. They use the information from these studies in order to educate consumers on the benefits of pomegranate, which is packed full of vitamins and antioxidants. The pomegranate has been labeled as a super fruit because of these health benefits, which provide a strong value proposition to health-conscious consumers. (24) WEAKNESSES Legal Issues In May of 2012, a Federal Trade Commission judge found that POM was making deceptive advertising claims in regards to the health benefits being touted. Specifically, POM advertised its pomegranate juice as a way to treat, prevent or reduce the risk heart disease, prostate cancer or erectile dysfunction. The FTC issued an order that POM Wonderful shall not make any representation, in any manner, expressly or by implication, including through the use of a product name, endorsement, depiction, illustration, trademark or trade name, about the health benefits, performance or efficacy of any covered product, unless the representation is nonmisleading. Violations could subject to fines of up to $16,000 per incident. Legal issues like these can damage POMs brand reputation. (25) Centralized Location Since POMs operations are completely concentrated in central California, expansion would be difficult. This would ring especially true in international expansion, as operating internationally requires understanding of foreign laws and regulations, as well as additional management. This also means that POMs crops are susceptible to regional weather and natural disasters. (24)

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Short product shelf life Like many fresh fruit products, the Pomegranate has a relatively short shelf life. While a whole pomegranate may have a shelf life of up to 6 months, packaged arils carry a shelf life of just 15 to 18 days. Since retailers have such a short time to move these products to a relatively limited target market, they may be hesitant to carry the product. OPPORTUNITIES Market as Everyday Drink POM pomegranate juice has traditionally been known as a higher-price convenience item, with single serve 16 oz. bottles holding suggested retail prices topping $3.00. Higher prices made expanding brand loyalty and repeat purchases difficult, especially during the US economic recession. In 2012, POM began to offer an 8 oz. offering, priced at $1.99. Within a year on the market, the product became the fastest-selling, premium refrigerated juice, and anchored the companys the record sales year in which they enjoyed 30% growth. If POM can continue to market this product and expand its availability to convenience stores, it may lead to more repeat purchases. Its lower price creates a viable option for consumers who want to drink the beverage daily for the health benefits. (24) Demand for Organic Products Natural/organic food products are experiencing enormous growth amid increasing demand for healthier food products. The organic food and beverage sector accounts for about 4.2% of all food sales in the US, and was valued at $29.2 billion in 2011, a 9.4% growth from the previous year. Of this, fruits and vegetables made up almost 40% of total organic food sales during the year. The United States government promotes the World Health Organizations Five A Day program, which recommends consuming at least five portions of fruits and vegetables a

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day. POM offers several natural fruit products, and arils are often used as salad ingredients, so POM is well positioned to enjoy growth due to this trend. (12) THREATS FTC Advertising Ban The Federal Trade Commissions ban on advertising it deems to be deceptive limits POMs promotional options. The FTC is certain to keep an eye on POM, so they must be careful in wording their advertisements when stating the health benefits. Significant investments have been made in medical research to substantiate these claims, though much of that information is useless if it cannot meet the FTCs standards. This ordeal has led to negative media exposure and given competitors ammunition to attack POM, which could damage the brand reputation. (25) Premium Priced Products POM competes in a highly competitive fruit juice market with a high price relative to the market. Their competitors include Tropicana, Coca-Cola, and Ocean Spray. Many of these competitors offer pomegranate 100% fruit juice which contains small amounts of pure pomegranate juice mixed with cheaper juices (blueberry, pear, apple, etc.) to lower costs, allowing these firms to undercut POM on price. Since POM is committed to offering 100% pure pomegranate juice, they cannot compete on a basis of price. This can be especially disadvantageous in times of economic recession. This competitive landscape leads to a constant war for market share, and POM must spend valuable time and resources communicating their unique value proposition to the customer in order to justify the premium prices. Natural Factors POMs success in Pomegranate products is inherently linked to climatic condition of their regional sources, namely central California. This makes the product line vulnerable to adverse

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weather conditions, such as storms, wind, floods, drought, and temperature extremes. Areas of central California are also susceptible to forest fires, which can destroy entire farms. Pomegranates are also vulnerable to crop disease and pest. Additional costs are often incurred for treatment of diseased crops. These environmental factors can impact crop size and quality, and can even destroy an entire harvest in some cases. This significantly reduces supply, and subsequently revenues and profits.

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OBJECTIVES FOR NEW PRODUCT PLAN

GOT FRUIT? We do. Dole Fresh Foods offers a long list of fresh fruit products, including apples, apricots, avocados, bananas, blackberries, chayote, cherries, coconuts, cranberries, golden raspberries, grapes, nectarines, oranges, peaches, pears, pineapple, plantains, plums, and raspberries. To keep up with market demand, we are adding POMARILS to our product list. As with all our products, our primary objective for the Dole POMARILS product is our commitment to providing customers with the finest, high-quality products and to leading the industry in nutrition research and education. Product Objectives To introduce Dole POMARILS for sale to the public by November 1, 2013 To package POMARILS in a two-pack of two-ounce Dole Fruit Bowls (total of four ounces of fruit per package) To package POMARILS in the Fruit Bowls with whole pomegranate fruit juice To work to have our product placed in the fresh fruit section of produce departments in 50% of the retail stores we supply to by November 1, 2013 To increase the number of stores we offer the Dole POMARILS product in accordance to percentage of increased sales (based on quarterly reports) until product is in 100% of the retail stores that carry the Dole Brand. To achieve 25% of the market share of pomegranate arils by November 1, 2014
General Marketing Objectives To create product introduction advertisements by October 1, 2013

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To revise and begin running advertisements November 1, 2013 (length and size of advertisements to be determined by marketing budget)
To utilize 65% of the advertising budget into two forms of primary advertising television commercials and newspaper advertisements
To utilize 20% of the advertising budget into secondary advertising to include social media advertisements on Facebook, Twitter, and YouTube
To utilize 15% of the advertising budget to create and use in-store coupons with instant discounts and in-store displays in the retails markets selling Dole POMARILS beginning November 1, 2013
In-store coupons will boast a buy one, get one half off sales promotion To employ direct marketing through in-store sampling at 100% of the retailers selling Dole POMARILS once during the first week of introduction (week of November 1, 2013)

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SEGMENTATING, TARGETING, POSITIONING

SEGMENTATION Dole will assess possible markets for POMARILS from a multitude of segments. We will likely have success targeting these major categories; age, education, geographic region. Age will be defined on young adult, middle aged and advanced age. Education will be based on primary/secondary education, college graduate, and post graduate education. Geographic regions are divided into four quadrants: Northeast, Southeast, Midwest, and West. In the defined areas, POMARILS have a high potential for success in these markets: Middle aged to advanced age having college education Convenience oriented working class consumers Households with an average annual salary or greater than $45,000 Information based on statistics from Mediamark Reporter (28) The previous Markets were selected from categories most likely to be interested in the POMARILS products. The following information shows why these categories would be the best areas of concentration. The information gathered from MRI statistics follows: Dole Canned or Jarred Fruit Women 8% more likely, men 18% less likely More likely if HH income is greater than $50K (18% less likely when above $150K) Age: 55-64 are 4% more like, 65+ is 21% more likely Women age 25-54 3% more likely Sales and office occupations Marital status: married with children

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Mediamark Fruit and Fruit Juice/Drinks Segmentation Chart
Pomegranate - Fruit Juices and Drinks Homemakers with higher education more likely to purchase Age: 45-54 27% more likely Occupation: natural resources, construction, and maintenance most likely HH income: above $40K Census region south 13% less likely Marital status: married, if kids they are above the age of 12
Fresh Fruit Higher education more likely, age 45+ Women more likely than men Natural resources, etc. least likely profession HH income: $50K+ South least likely region Marital status: married

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Mediamark Segmenting Charts
POM Wonderful - Fruit Juices and Drinks Education: graduated college plus is 37% more likely; post graduate 58% more likely Age: 45-54 Men 25-54 are 25% more likely, women 25-54 5% more likely All occupations more likely HH income: more than $40K; $150K+ is 59% more likely Region: south least likely Married most likely; with children 12-23 months 38% more likely
TARGET MARKETING Each of these segments has a high probability of financial gains. After evaluation, Dole will decide that the initial investment will be more focused on capturing the segment composed of advanced age consumers with a college education. These consumers have a greater tendency to buy health related items as well as products that are convenience-orientated. The POMARILS would have a higher shelf life than traditional fresh fruits and vegetables. A possible drawback of

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focusing on health conscious consumers is that they are likely to purchase fresh produce rather than fruit in a cup with artificial preservatives. The easiest segment to reach would be convenience oriented consumers. Consumers who purchase this product are interested in having nutrition rich foods with them on-the-go. Sales would be derived from time-sensitive consumers that are looking for a quick, easy, and low calorie meal. This relates to segment one: people who are usually under the pressure of deadlines or variable work schedules with little time for sustenance. The third segment is related to household income. This may be the largest market to tap into since the average annual income for U.S. consumers in 2011 was $50,502 (27). The less financially constrained a household is, the more likely they will focus on the nutritional values in food products instead of pricing. It is also typical for a household with a high level of income to be educated at the college level with a higher conscious attention to nutritional value. POSITIONING Within the food category there exists healthy higher cost foods and unhealthy lower cost foods. While this is not true for all products, it is a general trend due to how the food has been grown or processed. The healthier group of consumers is concerned with attributes such as pesticide use, general nutrition, preservatives, and decomposition rate of food. Creating a product with these attributes can be more costly, forcing a rise in product sales to consumer. This can be a disadvantage in gaining sales from consumers seeking convenience, shelf life, and are price elastic. Dole POMARILS would be considered as the middle ground of healthy and convenience based foods. While doing this will make it hard to capture the truly healthy shoppers or the shoppers focused solely on the ease of consumption for specific products, POMARILS would

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attract the large consumer base in the middle of these two areas. The seeds are the part of the Pomegranate that is eaten (29). A 1/2 cup serving contains 72 calories, 67.80 grams of water, 1.45 grams of protein, 1.02 grams of fat, 16.27 grams of carbohydrates and no cholesterol (29). Healthy consumers would be attracted to the before mentioned health offerings. A possible area of concern arises from catering to the convenience consumer. In order to increase shelf life, many products resort to added preservatives. Capturing the convenience and on-the-go consumer makes preservatives necessary. Knowing most consumers are not solely healthy shoppers or solely junk food shoppers, POMARILS would be in a perfect strategic position to capture mass shoppers. The current positioning for Dole is very similar to its direct competitors. These would include POM Wonderful, Chiquita, and Del Monte. Each of these are focused on attracting middle aged consumers who more than 40K a year and have a high probability of being married. This is because it is mainly this category it most likely concerned with nutrition facts and able to afford the extra expense of high quality fruit.

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MARKETING MIX


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PRODUCT DECISIONS
Why POMARILS? What makes Pomegranates and their seeds so special? Two words SUPER FOOD. By definition, Super Foods are nutrient-dense and calorie-sparse foods. That means they have a lot of what you want in a fresh fruit and very little of what you dont want calories. pomegranate juice and seeds are superior sources of anti-oxidants and essential nutrients, which the human body cannot produce. (30) According to the U.S. National Library of Medicine, pomegranate juice has three times the amount of antioxidants found in green tea and red wine (31). And its good for the heart. According to the 2005 issue of American Journal of the College of Cardiology, subjects with heart disease who consumed eight ounces of pomegranate juice a day for three months had a significant improvement in the amount of oxygen reaching the heart muscle (32). POMARILS are packaged in 100% Pomegranate fruit juice and contain no saturated or trans fat, no high-fructose corn syrup, and no artificial sweeteners. Combine this with the Vitamin C, fiber, and other healing benefits in POMARILS, and you have a Super Food indeed. (33) Dole POMARILS have added value: Savings: Dole Fruit Bowls provide labor savings with ready-to-serve capabilities. Convenience: Portion-controlled serving of fruit in juice in easy-open, recyclable bowls. Customer Service: Dole creates specialized information and provides additional materials, targeted product information, and resources.

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Trusted Quality: Dole is the strongest brand in the fruit and vegetable category, with premium quality fruit in each serving.
Healthy Benefits: These ready-to-serve cups are portion-controlled and individually pre-packaged containers providing healthy, self-contained benefits. (33)
Dole Fruit speaks for itself! Dole POMARILS offers quality assurance, food safety, environmental responsibility, and social accountability while simultaneously incorporating healthy eating habits into the American diet. Product Classification and Packaging As stated before, Dole will position POMARILS in the fresh fruit, retail industry. Branding, packaging and labeling will be consistent with the Dole brand and products. Warrantee Dole takes extreme measures to ensure the safety of its products, and this attention to quality will be extended to POMARILS. Dole 's processing facilities are highly hygienic environments that consistently rank among the highest in the food industry for quality and safety. Dole uses state-of-the-art, refrigerated transportation technologies. Dole will strive to use the safest and best methods in food preparation as technology advances. (34) Each packaging item of the POMARILS product will be stamped with a Best If Used By Date, which will inform customer of the freshness of the product. Like all fresh fruits, Dole POMARILS have a limited shelf life (even when refrigerated), and the "Best If Used By" instructions should be observed. (34)

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Product Strategy The product strategy for POMARILS will have differences from other current Dole products. Unlike the canned and packed fruits in the canned fruit aisle of the grocery store, Dole will be competing in the fresh fruit area of the produce area of grocery stores. The packaging will be the same of the Dole Fruit Bowls, but the contents are fresh with a shorter shelf life. Dole POMARILS will be competing with other companies offering fresh pomegranate seeds. In comparison to POM Wonderful POM POMs, Dole POMARILS will be packaged in smaller, more convenient bowls with the perfect serving size. Pomegranate seeds are full of flavor, and four ounces is a large serving size for one person. Dole POMARILS are packaged with the same amount as competitors (four ounces) but are offered in a multi-pack (two bowls) of two-ounce servings. Unlike other leading pre-packaged, fresh pomegranate seed companies, Dole plans on offering our product year-around. This is a huge advantage over competitors, who only supply retailers when the fruit is in season here in the United States.

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PRICING DECISIONS
While Dole POMARILS is still in its introduction stage, we want to rapidly establish ourselves as the market leader. When someone wants fresh, easy pomegranate, they will think of Dole POMARILS first and foremost. POM Wonderful has long established itself as the premier Pomegranate juice on the market, but they have not locked up the fresh arils market. Our objective is to gain as much market share as quickly as possible. We will achieve this by utilizing a market penetration pricing strategy, to go head-to-head with POM Wonderfuls POM POMs in the race for market share. We plan on pricing our product at $2.49 for (2) 2-ounce cups. This is a lower price per volume than POM Wonderfuls POM POMs, our direct competitor. This is however, a slightly higher price than purchasing a fresh, unseeded pomegranate. We do not believe this will inhibit our success, as our products value proposition is its convenience. This is also a higher price per volume than POMs pomegranate juice, at any volume level. While the price of the product may rise when it reaches its maturity phase on the product life cycle, we believe the penetration pricing strategy could lead towards long-term cost leadership in the market for two reasons. One is Doles reputation as a well-known family brand, which will keep the product appealing. Second is our internal efficiencies and experience in supply chain management, which can lead to long-term cost advantages and higher margins. We feel that Dole has the understanding and brand equity to make this a very profitable product for a long time.

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Product Dole POMARILS POM Wonderful POM POMs
Price $2.49 $2.99 $4.99
Volume (2) 2 oz 4.3 oz 8 oz /Per lb 8 oz 16 oz 32 oz
POM Wonderful Pomegranate (fresh fruit) POM Wonderful Pomegranate Juice
$1.99 $1.99 $3.99 $10.99

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PLACE DECISIONS
Reaching the Consumer A large advantage POMARILS products will have over others is Dole s pre-established and safe distribution network. Dole currently leases farmland all over the world in order to maintain a continuous supply of products as well as capitalize on year round growing abilities of other climates. Some of Doles worldwide farmland ownership looks something like this: (35)
United States
Asia Owned- (Statistics not shown Leased- Over 45,000 acres
Europe Owned- (Statistics not shown) Leased- Over 3,600
Owned- over 10,000 acres Leased- over 20,000 acres
These three counties compose most of the farmland acreage owned by Dole, but there are others strategically placed throughout the world. Sometimes Dole is unable, or finds it more cost effective, to instead place distribution and acquisition centers locally in order to gain partnerships or joint ventures with local growers. With so much farm land, Dole will easily be able to repurpose, or acquire more, farmland in order to grow a percentage of its pomegranates internally. The best climate for pomegranate growth is consistent tropical or warm weather. Dole currently owns farmland in California and Florida that would be two ideal U.S. based pomegranate growing locations. (37) The pomegranates grown in the U.S. will be field packed and trucked to Dole -owned packaging facilities. The pomegranates will be sent to the vegetable and fruit packaging facilities located in California, Ohio, Arizona, Michigan, and North Carolina. If manufactured outside of the U.S. the field packed pomegranates will be seeded and packaged in the facilities available in each respective country. The POMARILS product will be tested on the U.S. market initially then spread to other promising countries as sales increase.

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Dole will work with internally owned or channel intermediaries to get its product to end consumers. The distribution channel flow will ideally look like this:
Farming
Shipping
Wholesaler
Retail Outlets
Consumer
Dole is able to transport its produce throughout the globe using its own Dole Ocean Cargo Express (DOCE) operation. This operation lets the Dole direct any shipping requirements in an efficient and timely manner. Other corporations can also pay for shipping space on one of the DOCE ships. This would allow Dole the ability to grow pomegranates in a more tropical environment without having to worry about bidding on shipping space. It was a necessity for Dole to acquire shipping services because major competitor like Chiquita and Del Monte has their own shipping operations as well. In order to compete they must be able to fill demand and supply years round products. With the distribution from farms to the necessary locations through shipping, there will be no problem delivering pomegranates in order to fill POMARIL demand. (35) Dole is a top level distributor of packaged fruits and vegetables. They have gained large shelf space in both large and small wholesalers and retail outlets in the shopping market industry. Dole knows the current demand of its products. POMARILS will acquire the space of the least demanded items with a probing strategy. The space of poorly selling items will be replaced by the POMARILS products. In order to grab attention there will be either a display near of coupons obtainable at the point of purchase.

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The positioning of POMARILS into Dole production fits the current operations and objectives. POMARILS are similar to the packaged fruit and vegetable of current Dole offerings. Dole farmland and distribution system will allow POMARILS to be distributed in a similar fashion to other produce from farms. This specific product also fits into the classification of healthy food, which is a strong emphasis from Dole because of their stringent quality and delivery systems. Expanding the current Dole farming operation would be in Doles best interest because of the desire to internal control of products. Having power for expanse in not easy to imitate and lesser organization will not be able to compete in this area. This will give DOLE an advantage over the current competition. Having ownership of distribution channels and being a well-established household name is a large advantage over competition. Dole has better placement opportunities than many other small packaged fruit organization. However, once organizations start to reach the top, it becomes harder to find outlets for strategic advantages. The direct competitors of Dole have a similar way of distributing goods. Chiquita and Del Monte both have farmlands, shipping services, and packaging plans spread strategically over the worlds.

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DOLE Worldwide Express (35)

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PROMOTION DECISIONS
Integrated Marketing Communication Strategy Dole POMARILS are fresh, convenient, and deliciously healthy. Dole has already established itself in the food industry, competing with major brands such as Del Monte and Chiquita to be the best in fruit, fresh salads, and other food products. Dole POMARILS directly compete with POM Wonderfuls POMPOMS product. The main purpose of the integrated marketing communication strategy will be to introduce Dole POMARILS to the market and create awareness. A secondary purpose is to build the Dole brand. Our integrated strategy utilizes several elements from the traditional promotion mix. We will be implementing advertising, public relations, sales promotion, and direct marketing. As part of our advertising plan, we will create and distribute a television commercial and newspaper advertisements. Further advertising the product, we will employ the social media outlets of Facebook, Twitter, and YouTube to build public relations. Sales promotion activities will include in-store displays and coupons. In-store sampling will also be utilized as part of the direct marketing promotion mix element. Through all promotional elements, we will be emphasizing the positioning of our product. Dole POMARILS competitive advantage is in its convenience, price, and health benefits. By using several elements of a promotional mix, we can reach our target market on more than one occasion and instill the message of POMARILS in them. All aspects of the communication and promotion strategy will present the same message: Dole POMARILS are fresh, convenient, and deliciously healthy.

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Advertising Advertising is a promotional mix element that has the ability to reach a large number of potential customers. The two forms of advertising we have decided to employ are a television commercial and a newspaper advertisement. Both mediums are used by the target customer of Dole POMARILS, as shown by the Media Mark data displayed in Table 1 below. Our target market already uses these mediums, so they are convenient avenues for potential consumers to become aware of the product. This ease of awareness also aligns with the convenience positioning of the product. MRI Attribute Quintile TV (total) I Quintile TV (Prime time) I Tercile TV (Day time) I TV Show Types: Daytime Dramas TV Show Types: Daytime Talk/Variety TV Show Types: Feature Film-Primetime Quintile Newspaper I Dole Index 119 114 121 145 133 145 114 Pomegranate Index 79 108 93 103 118 169 119
Table 1: Media Mark Reporter data (44)

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Television Commercial Dole currently promotes its fruit bowl products with a commercial stating its simplicity. According to the commercial, At Dole, we try to keep it pretty simple. We start with the best fruit, pack it in 100 percent juice, and let the award-winning taste speak for itself. (43) The commercial can be viewed on YouTube, and features inviting music and crisp graphics of the fruit that goes into the Ending television commercial scene (38) products.
The Dole ) POMARILS television commercial will be partially modeled off this pre-existing commercial. However, the message of the commercial will be part of our positioning: Fresh. Convenient. Deliciously Healthy. This commercial will feature the product, rather than actors so as to promote and raise awareness for the product itself. A 30-second television commercial can reach thousands of homes, especially if aired during the right times. Due to the MRI data found in the table (above), we believe these commercials should run during primetime as well as daytime television programs. Our target market is more likely to view a daytime talk show or a primetime feature film than the average consumer. Therefore, airing the television commercial during these times will allow significant reach of our market.

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Newspaper Advertisement The older members of our target audience are consistent users of newspapers. Due to this, we have decided to place advertisements in both local and national newspapers to build awareness of the product. The advertisement is simple and easy to read, staying consistent with the message of convenience. In addition to introducing the product, the ad features a manufacturers Newspaper advertisement (39)
coupon, which allows readers to receive 50 cents off a package of Dole POMARILS. This advertisement integrates sales promotion with its discount coupon. This further enhances the message of convenience because the coupon is conveniently accessible and can be used in any retail store. The advertisement encourages the reader to ask for them in your local grocery store. This line is implementing a pull strategy to derive demand for the product and gain market share. Social Media Although social media use is not completely widespread in older generations yet, it is a valuable marketing tool that will help Dole POMARILS gain awareness among consumers. The three sites we have decided to utilize are Facebook, Twitter, and YouTube. All three platforms can be integrated, so as to provide a cohesive message to potential consumers. Dole currently has a presence on all three platforms, so Dole POMARILS simply needs to be added and integrated into the content of these sites.

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Facebook Doles current Facebook page features several apps for different areas of the Dole Brand (40). Similar to the Dole Smoothie Shakers app, an app for the POMARILS product should be added. The app will be connected with the existing Dole Facebook page, which will provide Insert POMARILS App Here
convenience and build upon the Dole brand. The POMARILS app will boast images of the product, as well as highlight its benefits. In
Current Dole Facebook page (40)
order to view the entire app, Facebook users will need to like the Dole brand page. This will increase the likes on the Dole Facebook page, as well as allow Dole to periodically remind consumers of its product through statuses; these statuses are viewed on fans timelines. Once users like the page, they will be able to print coupons for discounts on POMARILS products. In addition to coupons, users have the opportunity to view the product and read about its health benefits. There will be an interactive discussion board to allow users to give their feedback on the product, as well as ask questions. Another interactive feature will be the ability for users to submit photos of themselves enjoying POMARILS that Dole can post to the Facebook app. Finally, Dole can embed the television commercial via YouTube for users to view.

64 Update image to POMARILS product
Twitter Twitter will not be as heavily utilized in the promotional mix, but it is an important part of creating an integrated communications plan. Dole currently operates a Twitter account (@DoleFoods), which will be utilized to help spread the word about its new product, POMARILS (38). We will integrate the Twitter account with both the Facebook and YouTube accounts. To accomplish this, Dole will need to link their Twitter account with the Figure 3: Current Dole Twitter account (38)
Dole Facebook page, which will allow Facebook posts to be visible through the Twitter page. We can integrate YouTube with Twitter by tweeting YouTube links of the commercial, as well as other videos created regarding POMARILS. In addition to integrating other social media platforms, we will use Twitter to raise awareness of the Pomegranate fruit. We will implement a Friday Fun Fact, which will highlight a fact about the health benefits of eating Pomegranates. Tweets will happen each Friday and will always ends with the phrase, Try Dole POMARILS today for a fresh, convenient, and deliciously healthy snack. A link can also be added that directs users to the Dole POMARILS Facebook app.

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Finally, during the introductory promotional phase, Doles cover photo should be updated to an image of the Dole POMARILS product. This provides a reminder to consumers even if the most recent tweet is not about POMARILS. YouTube The final social media platform we propose utilizing for our communication plan is YouTube. Dole is currently utilizing the site very efficiently, so adding content promoting POMARILS is beneficial. Dole has a channel with a variety of existing playlists including: Behind the Scenes, Womens Health, Dole Smoothie Shakers, Current Dole YouTube channel (39)
Dole TV Commercials, and Healthy Lifestyle Tips (39). Dole can create new videos relating to POMARILS and build upon its current YouTube channel. Videos can be integrated by creating a playlist title Dole POMARILS. In this playlist, there will be the television commercial, a behind the scenes video, and an introductory video. The behind the scenes video will give the consumer an inside look at where POMARILS come from, reiterating their healthy nature and freshness. This video can also be placed on the existing Behind the Scenes playlist. The introductory video will present POMARILS to the world. This video will portray how fresh, convenient, and deliciously healthy POMARILS really are. It can also highlight the benefits of POMARILS over traditional Pomegranates: less mess. All the videos can be posted to Facebook and Twitter as well to reach as many potential consumers as possible.

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Sales Promotions POM Wonderful has the majority of market share for Pomegranate products, so sales promotions are important to separating POMARILS from the competitor. We plan to use in-store coupons with instant discounts and in-store displays to differentiate POMARILS from its competition. The in-store promotions can be integrated to provide a bigger impact for consumers and increase awareness of the product. The in-store display will feature a small stand-alone structure in the refrigerated produce section. The display will fashion the Dole POMARILS logo in multiple locations to reiterate the product name and aid retention. Several packages of the fresh arils will be showcased in the small, refrigerated display. A folder on the side will house the instore coupons. In-store coupons will boast a BOGO sales promotion. For every package of POMARILS a consumer purchases, they will receive 50% off their second package. They simply must present the coupon collected from the in-store display to their cashier to receive the discount. By utilizing both in-store displays and coupons, we allow a convenient way for the consumers to save money and reiterate the message that POMARILS are fresh, convenient, and deliciously healthy.

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In-store display
Direct Marketing In addition to advertising, sales promotions, and the use of social media, we want to employ direct marketing through in-store sampling. Sampling allows consumers to test the product before purchasing it. It also builds awareness with a physical product to try and evaluate. Through one-on-one interaction with the customer, sampling providers can gain feedback and conveniently explain the value and message of Dole POMARILS. In-store sampling can also generate word of mouth, which will further spread awareness of the product. Sampling should be

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done near the Dole POMARILS in-store display and the individuals sampling the product will receive the in-store coupon. Competition POM Wonderful currently utilizes its website and Facebook to advertise POM POMS. Its Facebook has applications for its different products, and one specifically for the POM POMS product (41) The POM POMs app offers a coupon to the viewer if they like the POM Wonderful page. Once liked, you can download a coupon for 50 cents off any POM POMS product (redeemable only in the U.S.). Liking the page also unlocks different activities, which include: polls, feedback and review section, and a POM products store locator (42) In addition to Facebook, POM Wonderful employs a Pinterest page that highlights its products and provides links to their website (42). POM Wonderful often utilizes public relations to create awareness for products. Furthermore, they promote traditional POM products, such as pomegranate juice, POM POMS Facebook app (42) POM Wonderful Facebook page (41)
through traditional media. However, POM POMS have not been heavily advertised on traditional media to date.

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ATTACK AND DEFENSE STRATEGY

Dole plans to slowly increase awareness and sales of the POMARILS products slowly. By doing a slow market share gain we will be able to estimate the true profitability of the product. The problem with attempting slow gains is that this allows time for competitors to develop competing products of the same category. When new entrant emerges into the market Dole will begin implementation of its defense strategy. Price Based on Doles internal cost efficiencies and control over the supply chain, we believe that few firms can compete on price, although major fresh fruit and vegetable companies such as Chiquita and Del Monte may have similar advantages. Since the initial strategy is penetration pricing, our product will continue to be priced lower than our competitors. If Chiquita or Del Monte is able to undercut us on price, our goal is to keep prices no higher than 10% of the lowest price on the market. We believe initial market share gained and Doles reputable brand image will protect any potential price war in the market. Product Chief competitors offer fresh Pomegranate seeds in four-plus ounce containers. Dole POMARILS offers this similar product weight in a two-pack container, which is a preferable serving size and more convenient for customers to place in lunches and other quick-food choices. Should competitors modify their packaging, Dole will innovate and change to make the product unique. One possible idea is to include small spoons with our packaging, similar to those used by POM Wonderful.

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Distribution Few competitors can effectively compete against Doles current distribution network. The reason for this is because of the amount of assets Dole currently possesses. They have the ability to internally control all level of the distribution if they so choose. This means the cost associated with finding fresh produce and transportation will be drastically reduced. Dole also is able to negotiate better deals because of the quality of their brand name. Dole is has much larger economies of scale than any of the smaller competition. Organizations that could be a cause for concern would be Chiquita and Del Monte because they have similar distribution abilities. Promotional The current promotional plan effectively reaches our target market through traditional media and social networking sites. In-store couponing and sampling sets Dole POMARILS apart from the competition, along with their social media promotions. When competitors begin to notice the effects of our successful promotion plan, they may begin to imitate it and attempt to outdo us. While it is difficult to predict competitors advertising, it is important to match it in order to remain competitive. To defend against competition, we plan to continue our advertising focus on the current target market, but also expand the reach of our message to younger generations to gain more market share.

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SUMMARY
The POMARILS product will be a good combination of the traditional canned fruit or fresh fruit. Having a strong brand image will help draw attention from current Dole supporters as well as draw in other potential clientele. The attention paid to health food had been increasing in recent years throughout the United Stated. This would be an opportune time to introduce a product that fits into this category as well as into the continually expanding convenience base of products. Success in the products as sliced and packaging of fruits and vegetables gives a reputable basis for POMARILS success. The price, product, placement, and promotion of this product make a slow gain in market share achievable and highly probable. If the POMARILS product is more successful than anticipated then and eventual combination of this product into other craft offering is likely. This would be like combining Doles sliced banana, strawberry, and coconut with the Pomegranate seeds as a new single serving product offering of its own. This product would be good in testing the consumer response to perishable items in a serving cup. When POMARILS is successful is will be possible to adapt other Dole fruit offering so a similar.

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APPENDIX A: TIMELINE
This timeline, taken directly from Doles website, illustrated Doles ascent to a major player in the fruit and vegetable industry, from its humble beginnings in Hawaii. (8) 1851 - The foundations of Dole Food Company, Inc. are laid as Samuel Castle and Amos Cooke, originally from Boston, set up their trading company in Hawaii. 1899 - James Drummond Dole comes to Hawaii, fresh out of Harvard's School of Horticulture & Agriculture. 1863 - Philipp Astheimer & Sohn is established in Hamburg, Germany. This company is now the basis for Doles European business. 1899 - James Drummond Dole comes to Hawaii, fresh out of Harvard's School of Horticulture & Agriculture. 1901- James Dole begins growing pineapples in Wahiawa, on Oahu Island, Hawaii. He founds the Hawaiian Pineapple Company and starts to make the name of "Hawaii" synonymous with "pineapple". Dole makes his famous quality pledge: We have built this company on quality, and quality, and quality. 1907 - Dole moves his pineapple cannery to Honolulu and places advertisements in U.S. magazines to promote pineapple one of the first nationwide consumer advertising campaigns in America. 1911 - A Dole engineer, Henry Ginaca, invents a machine that peels, cores and cuts pineapple at the speed of up to 100 pineapples per minute. The Ginaca is now an industry standard. 1915 - The Hawaiian Pineapple Company becomes Hawaiis second largest industry. 1932 - Castle & Cooke acquires ownership of 21% of the Hawaiian Pineapple Company. 1933 - Recognizing the popularity and quality associated with James Dole 's name, the

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company first stamps " Dole " on cans of pineapple and pineapple juice. 1961 - Dole merges with Castle and Cooke and keeps the Dole brand. 1963 - Dole Philippines, the pineapple-growing operations in the Philippines, is organized under the name DOLEfil. 1964 - Castle & Cooke purchases a 55% interest in the Standard Fruit & Steamship Company, New Orleans, entering the banana business. It later acquires 100%. 1972 - Standard Fruit bananas adopt the Dole label, replacing the existing Cabana label. 1973 - Castle & Cooke develops two large banana plantations on the coasts of Costa Rica and Nicaragua. Castle & Cooke banana operations become the leader in the North American market. 1975 - Philipp Astheimer & Sohn is acquired by Castle & Cooke. 1978 - Dole bananas are launched in Europe. 1978 - Castle & Cooke purchases Bud Antle, Inc., a vegetable company, and begins marketing vegetables from Dole. 1982 - The Dole product range in Europe is extended to include citrus and deciduous fruits. 1986 - The Dole logo is redesigned. The bright yellow sunburst is chosen, signifying freshness, quality, wholesomeness and good-tasting products. 1988 - Philipp Astheimer & Sohn marks its 125th anniversary. The company is renamed DOLE Fresh Fruit Europe OHG. 1990 - Dole Fresh Vegetables division introduces a line of value-added packaged fresh vegetable products, which include pre-cut vegetables and salads. This soon becomes the fastest growing segment in supermarkets the refrigerated, pre-cut vegetables and salad section

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offering nutrition, good taste and convenience to consumers. 1991 - Dole launches the " Dole 5 A Day Program" to encourage young children and their families to eat five or more daily servings of fruits and vegetables. 1995 - Dole 's global reach extends to more than 90 countries with a product line of over 170 fresh and packaged food products. 1998 - In July of 1998, Dole 's banana operations in Costa Rica become the first banana exporter and the first agricultural producer in the world to become certified to the environmental management system requirements of ISO 14001. Dole 's other divisions in Latin American and Asia follow in 1999. 1999 - Dole introduces Fruit Bowls, the first all-natural fruit snack in a plastic cup. In mainland Europe they are known as Fruit Snacks. 2001 - Dole introduces organic bananas. 2002 - Dole 's two newest container ships the Dole Chili and the Dole Colombia receive the "Winner for Innovation in Shipbuilding Containership" at the Lloyds List Awards. 2003 - Dole is taken private by Mr. D. H. Murdock. Foundation of the Dole Nutrition Institute to "Feed the World with Knowledge" through research and education. 2004 - Foundations laid for California WellBeing Institute. Dole acquires JR Woods (frozen fruits) in the US. Acquisition of Coastal Berry Company LLC (leading producer of fresh California coastal strawberries and bushberries). 2005 - Completion of the acquisition of SABA Trading AB (Sweden).

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2007 - Dole Food Company, Inc. is named to "World's Most Ethical Companies" list by Ethisphere Magazine. 2010 - Dole France, UK, Spain and Portugal are sold to Compagnie Fruitire, in which Dole has a 40% interest. 2011 - Dole acquires berry grower and marketer Sunny Ridge. 2012 - Dole acquires a 100% interest in Mrs. Mays Naturals.

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Five Forces Analysis of Industry

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Recent Financial Performance Focused Customer Concentration

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OBJECTIVES FOR NEW PRODUCT PLAN

General Marketing Objectives To create product introduction advertisements by October 1, 2013

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SEGMENTATING, TARGETING, POSITIONING

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Mediamark Fruit and Fruit Juice/Drinks Segmentation Chart

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Mediamark Segmenting Charts

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