Mm Final

EXECUTIVE SUMMARY This report is about the Re-launch of our new product, a pulp juice namely “NaturAll”. The report contains and explains the major variable components, which are required in the process of a product launch. It gives an in depth analysis of the juice market. It also gives a clear picture of the internal and the external factors involved that surround the pulp juice product. The prices of some available pulp juice brands have also been shown in tabular form. Later in the report there is the discussion of the marketing mix. This covers the details of the product. It also gives a clear overview of the pricing of each of the SKUS involved. Then there is the media plan shown in a tabular form. A calculation of the sales forecast is also shown.

1

THE COMPANY BACKGROUND AANSU was founded in Karachi, Pakistan on the 18th of October, 2006. AANSU is a sister concern of MKK Corporation and is owned by a very strong financial group who have a presence in the oil, gas, telecommunication and automobile arena in the Middle East (GCC). All the financial needs basically for AANSU will be fulfilled by the group owning it. This also proves to be one of our strengths as we are financially very strong.

2

COMPANY OBJECTIVES It’s the products and people that define AANSU. In an industry and world that are ever changing, AANSU’s ownership team is committed in maintaining a Vision and Mission that remain constant. The Vision statement for AANSU is as follows:

VISION STATEMENT We will be a global enterprise recognized throughout the world. We will be the standard by which other businesses measure their performance. Our hallmark will be the high quality nature products, initiative and teamwork of our people and our ability to anticipate and effectively respond to the changing consumer needs.

MISSION STATEMENT We are committed to providing our customers with high quality natural foods and juice products. We are growth oriented. We conduct our business responsibly to achieve a superior financial return balanced with our growth benefiting our shareholders employees and fulfilling our commitment to the community and the environment.

3

THE CONSUMER AANSU is pleased to include among its customers some of the biggest hotel, restaurant and food service distribution companies in Pakistan, as well as regional and local favorite restaurant chains, resorts, healthcare facilities and a variety of entertainment venues. Place such as Gyms, Parks and Clubs form a major part of our target

segment

and

also

the

upper

middle

and

above

class

people.

Let us have a brief look at some of the customer qualities. These have been extracted as a result of researches that have been conducted through various sources. These tell us of what needs and preferences the consumers have as well as a general picture of the population trends.

NUTRITION AND HEALTH Our research shows that majority of the people have developed health consciousness. This is mainly due to the various health programs being broadcasted on television as well as a variety of articles being published in magazines and digests. Lately trends show that people have started reverting back to the natural means of maintaining health. Natural means ensure high nutrition as well as health enhancement.

QUALITY The upper class and institutional consumers looks for quality which for them is synonymous to “imported”. The gap analysis will mention this factor in detail.

THE POPULATION Pakistan's population is about 150 million is increasing by 3-4 million people per year - one of the fastest growth rates in the world. Out of 150 million, our target market or target segment comprises of 21,750,000 i.e. 14.5% of 150 million. This 14.5% segment comprises of upper middle class and above.

4

INDUSTRY LIFE CYCLE

PRODUCT LIFE CYCLE

5

COMPETITION The fruit juice/ fruit drink market although comprises of many players but the major player along with there market share are given in the table below:

Players Local Brands Nestle Sheezan Haleeb Other local brands International Brands Lacnor Rauch Zain Pfanner Dewland’s Tiffany’s

SKU/ Price 1000ml/Rs. 55, 200ml/Rs. 15 1000ml/Rs. 50 1000ml/Rs. 54

1000ml/Rs. 75 1500ml/Rs. 145 1000ml/Rs. 78 1000ml/ Rs. 79 1000ml/ Rs. 95 1000ml/ Rs. 72 1000ml/ Rs. 90

Market Share 95% 42% 33% 12% 8% 5% -

The international brands percentage share of the market is less due to their inconsistent supply and high price. One another reason for them for lower percentage share is maybe because they don’t have a smaller SKU. Nestle has the highest percentage share only due to the reason that its supply is consistent and it has smaller SKU as well which is the fastest moving SKU (200ml) in the industry.

6

P. E. S. T ANALYSIS POLITICAL The political environment is not stable in the country, in the last 7 year the country has seen three Prime Minster who were dominant by one military man, although the policies were remain same but the democracy is not sustained and there is no time limit till this military rules over. The past history indicates that Pakistan is being more ruled by military than by politicians. Since the establishment of Pakistan, there was not a single democratic tenure completed by national assembly, after every three or four years of democracy the country is coupe by the military. But there is also enlighten modernity given by president which resulted that the image of the country improves as compare from the 90’s. All in all the country economy is growing and government is encouraging the foreign and local investment.

ECONOMIC Profit and success for any business require a stable economic environment. During 2001-2002, the economy of Pakistan was in a recession but after 2003 there was a boom in the economy and the opportunity for doing business improved. During 20042005 there was a growth of 8.4% in GDP which is a record. Now it can be predicted that the economy will grow and people would have more money to spend as the way of life is also changing towards western culture. Now the per capita income is US$870 means Rs.4500 per month, if we compared with the past year it has rose with a big percentage, so it is the right time to do business.

7

SOCIAL People are now becoming more hygienic and health consciousness and trend of taking juices is being adopted by many people especially in the high class. Juices are no more the fun drink like in past and now every member of a family are concerned about it. As the country economy is growing the buying power of individual is also increasing and people aware about new and new types of juices which are healthy for them so our product which includes Hesperidin will definitely will have a concern over the minds of consumers.

TECHNOLOGICAL Technology will allow performing quality service at a cheaper cost and decrease in communication cost will result in increased profitability which will help us in achieving our goals.

8

PORTERS MODEL We have evaluate on the porters model and assign rating from 1-5 where 1 is low and 5 represents high

NEW ENTRANTS In the juices business there are two ways to enter in the industry which are: ℵ Capital based ℵ Franchise based Determinants

Capital based

Franchise Based

Comments

Economies of scale/experience

5

3

Product/Service differences

5

5

Brand Identity

5

4

Switching cost

3

3

Capital Requirements

5

2

Cost advantages

3

4

Government policies

3

3

Capital based juices have to need high experience for operation where as franchise usually provide training and assistance. In this industry for both it is high because these days juices are positioning on the basis of different variables like taste, quality, ingredients etc. The brand identity for local juices is high in order to create a brand where as like franchises they already have its name, and they have particular segment market which buy. For both types of juices it is moderate because in our research we found that brand loyalty exist among the consumers especially for nestle and international once. The capital requirement for capital based is high because the initially it’s a huge investment for land and plant. But for the franchise purpose sit’s low because it can be started in a small market so that can check whether the business is suitable or not. For capital based restaurant they have cost advantage, because all companies distribute their product through some distributors. But on the other hand franchise based company have to distribute the product y themselves. There is health, safety issues which should be fulfilled for both.

9

BUYERS For buyers we have divided into two sections Intermediaries ℵ Final buyers ℵ

Intermediaries include wholesaler, retailer, distributors where as final buyer are normal buyers that can be family, friends or individual who buys drink juices. Determinants

Intermediaries

Final Buyers

Comments

Product cost versus Total cost

3

2

Product differentiation

4

4

Switching cost

3

3

Back ward integration

5

N/A

There is not much bargain involve on the intermediaries because its approx 7-8% margin which they get by selling a single SKU. And for final buyer it is usually fixed price. In this industry it is for final buyers its high because these days juices are positioning on the basis of different variables like taste and quality where as intermediaries it is also high because in this business during a promotional campaign offered by any company gives incentives like quantity discount, credit period and coupons give boost but usually they are for shorter period of time. The household buyer has moderate switching cost because for certain brands loyalty exists as well as for the intermediaries. The intermediaries can easily become supplier of their own products by creating branding, or simply they can import and sell.

Buyer Information

4

4

For intermediaries you have to demonstrate distributors/suppliers about the specialty about the product for example the Hesperidin in our product tell them where to put their product in shelves in order to create the differentiation. And for final customer companies need to tell them, about different attributes and ingredient, because now people become health conscious.

10

SUPPLIERS There are two types of suppliers exists in the industry. ℵ Production ℵ Service The production suppliers are those who supply the raw material and service is physically distributing the products.

Determinants

Production

Service

Comments

Concentration

4

2

Presence of Substitute Inputs

4

4

Importance relative to customer

1

1

Impact on Quality/performance

5

5

Product differentiation

3

4

Switching cost

5

4

Forward integration

4

4

For production purpose companies they have their own farm houses and for service there are various distributors available who physically distribute. In the juice products there are many new substitutes of suppliers are available, like new channels which are not use by many company companies like juice on wheels, internet. And for production purpose it’s a strategic decision so it’s not possible to swift supplier. if they have to maintain their quality and taste while in the services there can be substitute Juices are very important customer for the suppliers if they stop buying from the suppliers then no one will buy from them in bulk. For the production the quality is very essential and for the service the quality and should be maintain as product requires certain temperature maintenance In the production there is a slight difference in the quality but in the service there is a large difference. The raw material supplier remains constant for long period because if switch to other supplier there can be a quality difference or raw material difference whereas for switching from services it also impact a lot on the business. For both its high because in this business one can easily integrated.

11

SUBSTITUTES Beverages are the substitutes which are available in the market that includes lassi, soft drink, energizers, and mineral waters

Determinants

Beverages

Comments

Price performance

4

Threat of Obsolescence in the Industry Product Aggressiveness of substitute products in promotion

NA

As the other beverages is remain the threat for the juice industry now many juices are cheap in price so the price performance is high where NA

4

There are high number of substitutes available in the market

Switching Cost

2

Perceived Price / Value

3

As said earlier that there are number of substitutes available, consumer has variety of choices The threat of substitute in terms of perceived price over value is moderate because for certain brands loyalty exists but that not apply for others preferable.

12

SITUATIONAL ANALYSIS To determine the gap analysis as well as the conditions that surround the launch of our product the most essential step is to make a situation analysis. This would give a clear picture of both the internal and the external conditions. What follows is the analysis or description of what the internal limitations and advantages as well as the external limitations and advantages are.

STRENGTHS As far as the launch of the pulp juice is concerned, there are various strengths that we AANSU can capitalize on. These include financial resources, raw materials etc. Let us have a look at these strengths in detail. ℵ

Financial Resources our major strength is the financial resources provided by the financial body governing us.

ℵ

Quality this is one of our greatest strengths as we make our products out of fresh high quality fruits which is produced by an Italian company for us and packed by Tetra Pack in Pakistan.

ℵ Differential Advantage our differential advantage is a strong point as our pulp juice provides various medical and health benefits. These include cutting down of the cholesterol level, a healthy digestive system and strong muscles.

13

WEAKNESS ℵ

Local production there are limitations as well as far as this launch is concerned. These include, we are not producing initially in Pakistan as compared to other local companies which can give them the price advantage

ℵ

New Entrant we are new in this business and we lack product association with the company which is enjoyed by Nestle as good quality food products can be associated with it.

ℵ

Distribution Channel Lack of relationship and experience with distributors.

14

OPPORTUNITIES ℵ

Inconsistent supply of imported brands, as most of the imported brands comes through the grey channel, they lack consistency and they don’t have smaller SKU’s in Pakistan.

ℵ Health conscious consumers, as the consumer segment that we are targeting are educated, social and extrovert, it is becoming more and more health conscious and is looking for product which can compliment their healthy life style.

ℵ

High disposable income, as the consumer segment that we are targeting belongs to the upper middle class and above, they have high disposable income, which is increasing with the passage of time.

ℵ Attractive industry growth rate, as the industry in which in which we are operating, the growth rate is 14% and the industry is in the growth phase.

ℵ

Consumer preference of imported brands, as we are targeting the upper middle and the above consumer segment, it prefers imported products and imported to them is synonymous to quality.

15

THREATS ℵ

Local Players Already established local brands have their production capacity in Pakistan, which gives them a price advantage, which is lack by AANSU

ℵ

Government Pakistani Government is highly volatile and their tariffs can change anytime which can drastically affect the imported goods to favor the local production.

ℵ

Sole packaging company As Tetra Pack is the only packaging company in Pakistan, it can be a threat to us anytime as they can dictate their own terms

ℵ

Substitute products Lots of substitute products are already available in the market and a change in consumer preference and lack in marketing efforts by company can jeopardize the company’s goal.

16

COMPETITIVE PROFILE MATRIX Nestle

Sheezan

Lacnor

Tiffany’s

Critical Success

Weight

Rating

Score

Rating

Score

Rating

Score

Rating

Score

Factor Technology Product Quality Price

0.1 0.1 0.15

4 5 3

0.4 0.5 0.45

3 4 2

0.3 0.4 0.30

2 3 1

0.2 0.3 0.15

1 2 1

0.1 0.2 0.15

Competitiveness Management Financial

0.05 0.1

3 3

0.15 0.3

2 2

0.1 0.2

1 1

0.05 0.1

1 1

0.05 0.1

Strength Customer

0.15

3

0.45

2

0.3

1

0.15

1

0.15

Loyalty Network

0.15

3

0.45

2

0.3

1

0.15

1

0.15

Coverage Market Share Value Added

0.1 0.05

5 1

0.5 0.05

3 1

0.3 0.05

2 3

0.2 0.15

1 1

0.1 0.05

Services Marketing

0.1

5

0.5

2

0.2

1

0.1

1

0.1

Promotion Total

1

3.75

2.45

1.55

1.15

In the above competitive profile matrix, ten critical success factors have been selected. According to the analysis, each critical success factors or core competencies of the companies have been given a weight age that is equal to one. The rating scale is given from 1-5, (where 1=major weakness, 2 = minor weakness, 3 =fair, 4= minor strength, 5 = major strength) according to the importance of the selected companies. The score is calculated by multiplying the weightage with the ratings. The matrix shows the core competencies and the strength of the chosen competitors.

17

GENERAL ELECTRIC MODEL BUSINESS STRENGTH Particular

Weight

Rating

Total

Taste

0.25

4

1.00

Brand Reputation

0.10

2

0.2

Location

0.15

5

0.75

Hygiene and standards

0.10

5

0.5

Innovations

0.10

5

0.5

Quantity

0.15

3

.45

Price

0.15

4

.6

Total

1.00

4

MARKET ATTRACTIVENESS Particular Government Regulations Market Growth Profitability Market Size Competitors

Total

Weight 0.10 0.20 0.25 0.20 0.25

1.00

Rating 2 5 4 5 1

Total 0.2 1 1 1 0.25 3.45

18

19

GAP ANALYSIS We are targeting the Upper-Middle class and above this is the segment which uses high quantity of nutritional health related foods. This segment is an extrovert segment, which means highly social. This segment consumes a high level of imported juices which are available from time to time in the market but they don’t have a consistent supply. Quality is of main concern for this segment and for them imported means quality. Since the imported juices mostly come through grey channel they don’t have a regular supply, we can make the most of this irregularity to our advantage. As mentioned earlier our target market is health conscious and highly social they want to minimize their time which they use for exercising to keep up with their health and be fit at the same time. Basically they want to move more in the social circle rather than spending their time on exercises to keep themselves healthy. Here our differential advantage plays an important role as it reduces the cholesterol level, makes muscles strong, reduces fat and slows down the aging process. Although the use of our product altogether does not eliminate the need for exercise but it somewhat complements it and enhances the overall workout process thus reducing the time spent on exercises. Like all other natural juices our product is similar but contains high levels of pulp. Hence it also satisfies the energy needs of individuals which they look for in other brands. Our product also has a higher shelf life as compared to other products. Therefore fulfilling the unmet needs of the consumer of juices.

20

TARGET MARKET SEGMENTS DEMOGRAPHICS Age Gender Education Location Household Income

: 15 and above : Both genders : At least Matriculation : Living in Urban areas : 10,000+

PSYCHOGRAPHICS Most of the time is spent in socializing and in interaction with people. Naturally they are health conscious. Thus they look for added advantage which can compliment their healthy life style. Our consumers are also status conscious, and they want to associate themselves with high quality premium products.

CONSUMERS Two kinds of consumers are present in our target market, and NaturAll is targeted to both of these segments.



INTENSIVE USAGE CONSUMERS Consumers in this category consume in bulk. They have the habit of having juice

in the breakfast and also in the evening to revitalize their energy levels after whole day of work.



IMPULSE BUYER Consumers in this category consume comparatively juice on an irregular basis but

are more of an impulsive buyer, and purchases juice in low quantity (200ml) i.e. a smaller SKU. Thus looks for value in terms of money.

21

POSITIONING POSITIONING STATEMENT

“Drink To The Healthy Side Of Life”

POSITIONING ON THE BASIS OF FUNCTIONAL BENEFITS Our product is positioned as high quality product for health conscious and status conscious people who want value for their money, where price is not a constraint. For the People who are extroverts.

DIFFERENTIAL ADVANTAGE Our juice consists of many qualities that would ensure competitive edge over other manufacturers. These features are both medical and health enhancing in nature. Firstly our juice will be of high quality as our target market seeks products of Quality. Secondly our juice will be rather greatly beneficial for health the reasons follow. Hesperidin is an important nutrient that works synergistically with Vitamin C to maintain the health of collagen. Sagging and wrinkling of the skin is the consequence of the breakdown of collagen. Hesperidin is the predominant flavonoid in lemons and oranges. Juice containing pulp is richer in the flavonoid than that without pulp. Bioflavonoid such as Quercetin, Rutin, and Hesperidin are vital in their ability to increase the strength of the capillaries (blood vessels) and to regulate their permeability.

22

THE MARKETING MIX PRODUCT DESCRIPTION The product is titled “NaturAll”, orange pulp juice. It is superior in quality and taste. The juice contains uniform pulp pieces which gives the juice an all original and natural taste. It is pure orange in color, exactly the color of juice at the time of extraction. It does not contain any sort of additives such as added sugar and preservatives, just purity.

BENEFITS •

Provides energy

•

Beneficial in hyper tension

•

Help hemorrhages and ruptures in the capillaries in connected tissues and builds a protective barrier against infections

•

Health Enriched.

•

Delays aging by preventing wrinkles

•

Purported ability to alleviate hey fever and other such allergies

•

Protects ad supports softer tissues

•

Leaves a fresh taste.

•

Reduces cholesterol level

23

PACKAGING NaturAll orange pulp juice will be in the market in Three SKU’s i.e. 1500 ml, 1000ml and 200ml. We have come with the above mentioned SKU’s to meet the demand as people who consume orange juice in high quantity tend to go for the value packs i.e. 1500 ml and 1000 ml. As our target market comprises of people who consume juice in lower SKU sizes i.e. 200ml is 50% and as we compete with the local players as well who are already present in the market with smaller SKU sizes.

24

PRICE We are following competitive pricing strategy as we are competing with the imported brands and with few local brands as well, our prices at the value size level are highly competitive with the imported brands i.e. Rs. 70 for 1000 ml, and Rs. 100 for 150 ml. On the smaller SKU level we are facing fierce competition with Nestle and other local companies and as it comprises 50% of our sales, we have priced our 200ml SKU at Rs. 15 which is equal to the price of Nestle.

1000 ml

1500 ml

200 ml

Cost of goods sold

35.72

56.03

6.90

Admin Exp

2.80

4.00

0.60

Promo Exp

6.30

7.00

1.65

Profit margin

6.30

6.00

1.80

SP Dist

51.13

73.04

10.96

Dist Margin

5.60

8.00

1.20

Sales tax (15%)

7.67

10.96

1.64

RM

5.60

8.00

1.20

RP

70.00

100.00

15.00

25

DISTRIBUTION We are outsourcing our distribution to Gazdar distributors who have their presence in Karachi, Lahore, Rawalpindi, Islamabad, Faisalabad and Multan. Our distributors have a well trained, educated, and are well groomed. Our distributor also has high storage capacity at the required temperature and conditions which are essential for the long life of our product and its original taste.

•

Distribution will start from January 8th, 2007, and the product will be launched on 22nd March, 2008.

•

NaturAll will be launched simultaneously in Karachi, Lahore, Rawalpindi, Islamabad, Multan and Faisalabad

•

The distributor margin is

8% on all SKU’s

•

The Retailer margin is

8% on all SKU’s

26

PROMOTION In promotion we will use push and pull strategy. In pull strategies we will use ATL (Above the Line Activities) and BTL (Below the Line Activities). We will air TV advertisement on prominent channels and as well as World Call channels. We will have our hoardings in the prominent places where reach and frequency is high. We will have POS material which includes mobile and shelf stalker. We will have informational leaflets which will educate people about our product. We will have stalls in different clubs, gyms, jogging parks and well-known malls of the city and we will also be displaying in-store activation of our product

27

SALES FORECAST The Fruit juice market has a growth rate of about 14% and the market share that SSNHR is going to capture is about 3% which is mentioned in the table below in liters and the percentage share of each SKU in units. 1.1 Billion Liters 14%

Beverages Fruit /juice/Fruit drinks juice market in 2003 juice market in 2004 juice market in 2005 juice market in 2006

Beverages 1,57,200,000 1,79,208,000 2,04,297,120 2,32,898,717

our market share at the end of 2007@3%

6,986,962

Market Share To Capture in Liters 1.5LT CARTOON 1LT CARTOON 200ML CARTOON TOTAL LITERS

2,096,088 2,445,437 3,493,481 8,035,006

SKU Number of 1.5lt carton 15% of Total Sales Number of 1lt carton 35% of total sales Number of 200ml carton 50% of total sales

of

SKU Brake Down 1,397,392 2,445,437 17,467,404

28

MARKET SHARE OBJECTIVES •

To capture 3% markets share in the first year of launch.

•

To ultimately capture 25% of the market.

•

To establish a brand name in order to give umbrella effect for the upcoming products

•

To have high level of product awareness and recall among the consumers

29

MEDIA ALLOCATION / SPENDING Electronic Media Print Media Newspapers/Magazines Billboards Others Artwork/Skin printings Marketing Expense Contingency 3.2% of spending Total Marketing Budget

22812000 16957844 10050000 1284000 1274000 52377844 1658387 54036231

Note: Detail of each is mentioned separately in the appendix

30

APPENDIX ELECTRONIC MEDIA

Minutes

Minute/Cost

Total Cost

GEO

264

45,000

11,880,000

ARY

264

38,000

10,032,000

World call

2months 4Channels

2channels/1month/225000

900,000

Total Rupees

22,812,000

31

PRINT MEDIA News Papers Launch Day

Day

Size/Page

Quantity Cost

total Cost

Dawn

SAT/Mon

27x4/Front Page

2

432,000

864,000

Jang

SAT/Mon

27x4/Front Page

2

750,000

1,500,000

Dawn

SUN

Half Page/Images

2

351,902

7,741,844

Jang

SUN

27x4/Front Page

8

750,000

6,000,000

16,105,844

Magazines

cost

Quantity

Total

Good food

15,000

12

180,000

She

14,000

12

168,000

Herald

42,000

12

504,000 852,000

852,000

Total Rupees

SIZE

COST

32

16,957,844

BILLBOARDS Karachi Schon Circle

20x60

2,000,000

Share-e-Faisal

20x60

3,000,000

Gulshan-e-Iqbal

10x20

400,000

Nazimabad

10x20

400,000

DHA PH-1

20x60

1,200,000

Badshah-e-Masjid

10x20

600,000

Mall road

10x20

600,000

Sabzimandi

10x20

100,000

Buss Adaa

10x20

100,000

Constitution Aveue

10x20

800,000

Marriot rd

10x20

650,000

Multan

10x20

100,000

Faisalabad

10x20

100,000

Total Rupees

10,050,000

Lahore

Rawalpindi/Islamabad

OTHERS (POS)

QUANTITY

COST

TOTAL

33

Banners

1500

300

450,000

Posters

8000

35

280,000

Mobile

8000

10

80,000

Stall

8

8000

64,000

Shelftalker

10000

8

80,000

Leaflets

50000

5

250,000

People (for Stall)

16

5000

80,000

Total Rupees

1,284,000

34

ART WORK Banners

3,000

Press Ad

8,000

Leaflet

4,000

Poster

2,000

Mobile

1,500

shelftalker

1,000 19,500

TVC

1,000,000

Skins (20x60) + printing

75,000

Skins (10x20) + printing

160,000

Total Rupees

1,274,000

35

PROFIT AND LOSS ACCOUNTS Total Revenue cost of goods sold

4,81,216,051 2,86,224,251

Gross profit

1,94,991,800

Expenses Admin exp

2,2928,698

Mrkt exp

54,036,231

profit before sales tax sales tax

1,40,955,570 62,767,311

profit before tax

78,188,259

income tax @40%

31,275,303

Profit after tax

Rupees

46,912,955

36

CONSUMER AUDIT Do you Drink Juices?

Frequency Valid

Yes No Total

Percent

Valid Percent

Cumulative Percent

67

67.0

67.0

67.0

33

33.0

33.0

100.0

100

100.0

100.0

What Is your Frequency Of Buying Juices?

Valid

Missing

Valid Percent 19.4 35.8

Cumulative Percent 19.4 55.2

30.0

44.8

100.0

67.0

100.0

Frequency 13 24

Percent 13.0 24.0

"daily"

30

Total

67

"Once A week" "Twice A Week"

System

Total

33

33.0

100

100.0

Which Is the Flavor do you like most (Orange?)

Frequency

Percent

Valid Percent

Valid

"like"

57

57.0

Missing

System

43

43.0

100

100.0

Total

Cumulative Percent

100.0

100.0

Which Type Of Brand Do You Purchase?

Valid

Missing Total

Valid Percent 68.7 10.4

Cumulative Percent 68.7 79.1

14.0

20.9

100.0

67.0

100.0

Frequency 46 7

Percent 46.0 7.0

both

14

Total

67

Local International

System

33

33.0

100

100.0

37

Which of the following brand(s) you in the last one- month? (Nestle)

Valid Missing

Purchase System

Total

Frequency 50 50

Percent 50.0 50.0

100

100.0

Valid Percent 100.0

Cumulative Percent 100.0

Which of the following brand(s) you in the last one- month? (Lacnor)

Valid Missing

Purchase System

Total

Frequency 19 81

Percent 19.0 81.0

100

100.0

Valid Percent 100.0

Cumulative Percent 100.0

Which size of juice is mostly purchased? (200 ml)

Valid Missing

yes System

Total

Frequency 44 56

Percent 44.0 56.0

100

100.0

Valid Percent 100.0

Cumulative Percent 100.0

Which size of juice is mostly purchased? (500 ml)

Valid Missing

yes System

Total

Frequency 2 98

Percent 2.0 98.0

100

100.0

Valid Percent 100.0

Cumulative Percent 100.0

Which size of juice is mostly purchased? (1000 ml)

Valid

yes 3.0 Total

Missing Total

System

Frequency 42 1

Percent 42.0 1.0

Valid Percent 97.7 2.3

43

43.0

100.0

57

57.0

100

100.0

Cumulative Percent 97.7 100.0

What could be the reasons for preferring the particular brand? (Rank them in a scale of 1-5 where 1= most preferred and 5= less preferred).Freshness 38

Valid

Missing

Frequency 33 15

Percent 33.0 15.0

Valid Percent 49.3 22.4

Cumulative Percent 49.3 71.6

fair

9

9.0

13.4

85.1

some what preferred

6

6.0

9.0

94.0

not preferred

4

4.0

6.0

100.0

Total

67

67.0

100.0

System

33

33.0

100

100.0

Highly preferred preferred

Total

Normally at what time you take juice? Morning

Valid Missing

yes System

Frequency 33 67

Percent 33.0 67.0

100

100.0

Total

Valid Percent 100.0

Cumulative Percent 100.0

Normally at what time you take juice? Evening

Valid Missing

yes System

Frequency 27 73

Percent 27.0 73.0

100

100.0

Total

Valid Percent 100.0

Cumulative Percent 100.0

Gender Valid

male female

Frequency 61 39

Percent 61.0 39.0

Valid Percent 61.0 39.0

100

100.0

100.0

Total

Cumulative Percent 61.0 100.0

Monthly Household Income

Valid

3.0 9,999 or less 10,000-20,000 20,001or more Total

Frequency 1 22

Percent 1.0 22.0

Valid Percent 1.0 22.0

Cumulative Percent 1.0 23.0

27

27.0

27.0

50.0 100.0

50

50.0

50.0

100

100.0

100.0

39

Do you Drink Juices?

70

60

Frequency

50

40

30

20

10

0 Yes

No

Do you Drink Juices?

40

What Is your Frequency Of Buying Juices?

30

25

Frequency

20

15

10

5

0 "Once A week"

"Twice A Week"

"daily"

What Is your Frequency Of Buying Juices?

41

Which Type Of Brand Do You Purchase?

50

Frequency

40

30

20

10

0 Local

International

both

Which Type Of Brand Do You Purchase?

42

Bar Chart

age

10

10 11 13 14 16

8

18 20 21 22 23

6

Count

24 25 26 27 29

4

32 33 34 35 36

2

38 39 40 42 46

0 "like"

50 65

Which Is the Flavor do you like most (Orange)

Which Is the Flavor do you like most (Orange) * age Cross tabulation

43

Bar Chart

age

10

10

65

11 12 13 14 8

15 16 18 20

Count

21 22

6

23 24 25 26 27

4

28 29 32 33 34

2

35 36 38 39 40

0 Yes

Do you Drink Juices?

No

42 46 50

44