Tiger brands is an international organisation; manufacturing in six countries, and distributing to over 60 more. “The Export division continues to play a strong feeder and development role for our chosen categories and brands as it successfully drives market penetration in existing and new geographies,” Tiger Brands said (de Bruyn, 2013). As large as their global footprint may be, there is always room for expansion - particularly to areas in North Africa, South America and Asia. this could largely increase their earning potential, and Tiger Brands could experience additional benefits regarding improved economies of scale and distribution networks.(Tiger Brands, 2015)
In a detailed report analysing the 'wins and losses' of Tiger Brands in 2013, …show more content…
“In this environment, competition is expected to further intensify. Margin pressures are likely to persist owing to volatile commodity prices, fluctuating exchange rates and rising energy costs. The continued growth of the value sector in the domestic market is likely to exert further pressure on premium brands. “Notwithstanding these challenges, the group is well positioned to compete more effectively as a result of the various strategic initiatives currently being implemented. The brand preference for Tiger Brands’ products remains high and will be strengthened through increased brand investment and innovation” the company stated."
Tiger Brands were stable on their basic products (grains - bakery) in 2013, as mentioned in de Bruyn's report. If they could continue this consistency in a sustainable manner which satisfies customer needs, the stable food could consistently acquire the brand income and perhaps even …show more content…
This affected their flour milling sector and groceries businesses. Tiger Brands could make positive improvements to their growth and sustainability, as well as profitability, if they took the reins on the competitive market. Tactics such as cost leadership/low-cost provider strategy, best-value/low-cost strategy, differentiation strategy or a focus/niche strategy could prove to be highly beneficial for Tiger Brands in the years to come, assisting them in the competitive market, as well as aiding customer
In a detailed report analysing the 'wins and losses' of Tiger Brands in 2013, …show more content…
“In this environment, competition is expected to further intensify. Margin pressures are likely to persist owing to volatile commodity prices, fluctuating exchange rates and rising energy costs. The continued growth of the value sector in the domestic market is likely to exert further pressure on premium brands. “Notwithstanding these challenges, the group is well positioned to compete more effectively as a result of the various strategic initiatives currently being implemented. The brand preference for Tiger Brands’ products remains high and will be strengthened through increased brand investment and innovation” the company stated."
Tiger Brands were stable on their basic products (grains - bakery) in 2013, as mentioned in de Bruyn's report. If they could continue this consistency in a sustainable manner which satisfies customer needs, the stable food could consistently acquire the brand income and perhaps even …show more content…
This affected their flour milling sector and groceries businesses. Tiger Brands could make positive improvements to their growth and sustainability, as well as profitability, if they took the reins on the competitive market. Tactics such as cost leadership/low-cost provider strategy, best-value/low-cost strategy, differentiation strategy or a focus/niche strategy could prove to be highly beneficial for Tiger Brands in the years to come, assisting them in the competitive market, as well as aiding customer