Pillsbury Cookie Challenge
Marketing Plan
Date 2017-09-27
Presented by:
Tang, Si (Recorder)
Carstensen, Micheal
Knelsen, Brenda
Pratheeharan, Dushyanthy
Schmitz, Nicholas
Ghorbani, Negin
Executive Summary
Ivan Guillen had worked as the marketing manager for RBG (refrigerated baked goods) at GMCC
for two years and had witnessed stagnant growth and falling household penetration, which
Guillen wanted to change. To find out the cause, Guillen conducted consumer insights that
involved qualitative research (in-depth studies conducted at consumers’ home or with large
groups of people) and quantitative research (measurement and analytic based to discover
different variables, e.g. questionnaire).
The result provided some striking differences which was previously thought to be almost the
same. Significant differences were: prevalence of scratch baking in Canada (61% Canadian vs
49%), Canadian mothers’ view of having fun with kids, and Canadian kids’ view of a fun activity.
As for baking method,
RBG plays such an important role at GMCC. 75% of RBG profit came from cookie sales. Almost
half (43%) of GMCC’s 2006 sale came from RBG category. Generally, when cookie sales
performed well, other products in RBG tended to perform well.
There are four alternatives that are discovered for Guillen:
1.
Market existing customers to increase purchase frequency
2.
Development a marketing campaign specifically for Canadian market
3.
Introduce Canadian specific new flavours and products
4.
Status quo
We have recommended developing a Canadian specific marketing campaign (Alternative 2) to
address the findings of consumer insight in order to offer a better baking experience to scratch
baking users: a better way to have fun with kids and share time with family using less time and
effort, which existing advertisement did not address based on Canadian climate and consumer
preference.
Meanwhile, Alternative 1 is used to address customer retention and migra ting existing nonfrequent users to brand champion, ensuring, first, GMCC does not loose existing customer base
to outside competitors, and, second, paving another way of generating more profit.
Should the alternatives don’t work as intended, we would foll ow Alternative 3 after studies with
focus group, concept tests, evaluator’s tests, and creative testing done prior to launching a new
product designed for Canadian market.
C ompany Name
Problem Statements
Main problem: How to increase in product sales under the circumstance that the sales had been stagnant
in the past two years, and increase hous ehold penetration?
Other problem

Current marketing plan, borrowed directly from its USA counterpart, did not seem to work.
Company Objectives
GMCC intended to achieve annual category growth of 5% to 7%. Historically, when cookies performed
well, the entire category tended to perform well. Among the category of refrigerated baked goods (RBG),
cookies was the most profitable. Therefore, GMCC wants to focus on the growth in cookie sales.
Company Background
General Mills in Minneapolis, MN, which had three operating segments: U.S. retail, International, and
food service, owns General Mills Canada Corporation (GMCC) that operates completely autonomously
from its parent company. GMCC had four business units: breakfast, baked goods, meals, and snacks, in
which these units were divided to 12 categories. Each category had a dedicated marketing team (headed
by managers like Ivan Guillen), and all the teams worked with cross -functional partners. Baked goods
were further divided into “categories” such as RBG, pizza snacks, mixes and frozen breakfast foods.
The category of RBG’s most profitable stock keeping unit (SKU) was cookies. It represented 62% of RBG’s
total unit volume and 75% of RBG’s profit. GMCC held No. 1 or No. 2 in virtually all the categories it
competed in. Its Pillsbury brand was widely accepted in Canada and had been in presence for more than
40 years. The Pillsbury Doughboy still played a key role in brand advertising.
Situation Analysis
Strengths








Brand name recognition
Cute Pillsbury Doughboy
RBG products are easy to make
Strong distribution channels
Good product placement in stores
6th largest food manufacturer
GMCC is a leader in the Canadian packaged foods
85% Market share in refrigerated baked goods category

Pillsbury products are known for convenience and family appeal
Weaknesses





Focus on cookie performance
US ads adapted to Canadian market rather than created for Canadian market
Household penetration in Canada only 24%
Lack of understanding of Canadian market
Focus on TV ads instead of other forms of media
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

Volume growth at 1% in the past three years, nearly flat
Cookie commercial “Kisses” campaign worked fine in the U.S. but not Canada
Opportunities





Focus on cookie performance
US ads adapted to Canadian market rather than created for Canadian market
Household penetration in Canada only 24%
Lack of understanding of Canadian market
Focus on TV ads instead of other forms of media
Threats





Focus on cookie performance
US ads adapted to Canadian market rather than created for Canadian market
Household penetration in Canada only 24%
Lack of understanding of Canadian market
Focus on TV ads instead of other forms of media
Market Analysis
According to Agriculture and Agr-Food Canada, “the bakery market in Canada, including frozen bakery and
desserts, registered total value sales of C$8.6 billion and total volume sales of 1.2 million tonnes in 2011.
The bakery category was the second-largest segment in the total packaged food market in Canada,
representing 17.6% of value sales in 2011. However, the proportional sales of this category, relative to
other sub-categories, experienced a slight decline in each year over the 2006-2011 period.” (International
Markets Bureau, 2013).
GMCC had been performing poorly between 2006 and 2011 when it saw its market share declined
gradually from 3.5% to 2.8%. Top players in descending order in Canadian bakery market were George
Weston, Kellogg Canada, Maple Leaf Foods, Kraft Foods, General Mills, and Saputo. Due to its highly
fragmented nature in food categories, top 10 companies only represented 28% of new product launches
while the rest 72% was shared by the rest 938 companies during the 2006 -2012 period (International
Markets Bureau, 2013).
Marketing 4P
Product
Price
Place
Promotion
Chub
$3
All major grocery retailer
Buy 2 for less, family limit
Ready-to-bake
$5
All major grocery retailer
Buy 2 for less, family limit
Seasonal
Sold for a premium
All major grocery retailer
Halloween, Easter, Valentine,
Christmas
Segmentation
**Based on behavioural segmentation
Segment #
Name
Qualifying
dimensions
Who?
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1
Users
2
Lapsed Users
3
Non-users
Purchased refrigerated cookie
dough in the past 12 months
Purchased refrigerated cookie
dough over 12 months ago
Never purchased refrigerated
cookie dough
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What?
When?
Where?
Refrigerated baked goods
Often
Grocery stores; food service
operators
easy and quick to make; tasty,
create happy memories
24%
Baking mixed
Occasionally
Grocery stores; food service
operators
easy and quick to make; tasty
Beginning to focus on
nutrition
Purchase at random
Natural organic baking
Other
Increasing in households with
kids
Family enjoyment
Determining
dimensions
Benefits
sought
Convenience and taste, create
memories with kids
Convenience and east to
clean
Usage rate
Often
Seldom
Easy to make at the spur of
the moment and kept on
hand when needed
Never
Why?
Segment
size
Trends
16%
Scratch
Never
Grocery stores; food service
operators
Users are heath conscious
61%
Purchase their goods from
raw, not ready made
What is the targeted market?
Scratch users are being targeted as MarketTools indicates that 56% of the entire Canadian market bakes
from scratch and 33% do it every month. This is a highly valuable untapped market, instead of keeping
focus on frequent users who were already use Pillsbury brand often.
What is their current market?
Target market is mothers in the 30-40s who lead an active and busy lifestyle. She is looking for time
serving and convenient product that she can enjoy and crate happy memories with her family .
What is their potential market?
The potential market should include lapsed users and non-users whom don’t purchase frequently due to
healthy concern for their family. RBG can come up with new product possible with organic ingredients.
Competitive Analysis
What is the status of their direct and indirect competitors?
Manufacturer
Product
Promotion
Market size
General Mills Canada
Big Delux oatmeal raisin cookies,
Sugar Cookies, Chocolate Chip
Cookie, Seasonal features and chub
and ready to bake
Use of Pillsbury dough boy
85%
Nestle
Tollhouse, Chocolate
chip, Sugar cookie dough,
Seasonal and ready to
bake
Discounts, Coupons
Walmart/Others
Great value chocolate
chips
Ready to bake, low cost
Direct competitors
Pillsbury RBG is controlling 85% of the Canadian market share in the refrigerated baked goods categories.
Direct competitors are Nestle and Walmart. Nestle is active in both Canadian and US markets. Nestle
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C ompany Name
product is well known to families and considered to be good quality and pricing is similar to General mills
and offer seasonal features. Furthermore, Walmart is operating throughout North America and it adopts
low cost pricing strategy.
Indirect competitors
Scratch bakers and local bakeries would be considered as indirect competitors. According to the market
research, there is 61% bake from scratch in Canada. Scratch bakers know what ingredients they are
using for the product. They follow family baking experience and carries down recipes as family tradition.
Local bakeries are mostly owned by local residents and they use natural ingredients and may no t be
available in all areas.
Positioning
Local Bakeries
Scratch
Taste/Quality
General Mills/RBG
Nestle/Toll house
Walmart/Great Value
Price/Cost
Financial Analysis
The current refrigerated baked goods market (RBG) in Canada is $291.6 million per year. Pillsbury is the
largest manufacturer and holds an 85% market share, which represents $247.86 million in sales. Th e main
products driving this strong market share are their cookie SKUs. The cookie SKUs are responsible for 75%
of the RBG profit for Pillsbury. If we assume that General Mills Canada Corporation (GMCC) enjoys the
same 9% net profit margin on total sales a s their consolidated parent company, the total sales value of
the cookie SKUs for Pillsbury would be approximately $193.4 million or 78% of the overall RBG sales for
GMCC combined with their 62% of unit sales in this category (International Markets Bureau, 2013).
Although Pillsbury is enjoying a large market share and achieving good net profits, the growth of the RBG
market has been flat. The market penetration for the cookie SKUs in Canada is only 24%. Of the 24% of
individuals that use RBG products 68% of them also bake from scratch and 37% also use baking mix. This
low market penetration presents an opportunity for GMCC to reposition their cookie products in Canada
to better compete with scratch users and baking mix users. Thi s repositioning requires the development
and implementation of a tailor made Canadian marketing campaign.
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Marketing Plan
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C ompany Name
This tailor made marketing campaign will include a new advertising spot, concept tests, evaluators, focus
groups, product tests, and creative testing. The new advertising spot will be made for TV and also adapted
for social media platforms. The exact total cost of this marketing campaign will range from $300,000 to
$740,000 with the mid of the range being $550,000.
A break even analysis was completed us ing three scenarios with estimated marketing costs of $300,000,
$550,000, and $740,000. In order to calculate a breakeven point we have used an average retail sales
price of $3.99 and assumed that the retail sales price includes markups of 40% by the retai lors and 30% by
the distributors, as well as a cost of sales of 59.8%. This would result in a contribution margin of $1.54 per
unit. In order to break even we would have to sell 240,416 units (low), 360,624 (mid), or 480,832 (high).
If these new marketing efforts are successful in helping us to increase our market penetration resulting in
achieving and maintaining 5% growth in sales for the cookie segment of the RBG category for this year
and the following two years, we would see total sales increases of $2 03 million in year 1, $213.2 in year 2,
and $223.9 million in year 3. The marketing expenses required to reposition our products in Canada and
achieve a 5% growth rate in both cookie sales and RBG segment would result in a net return on
investment ranging from 4940% to 2470% on the cookie SKUs (International Markets Bureau, 2013).
Key Factors
Key Opportunities


Canadian market penetration
Explore family-oriented baking
Key Success Factors



Re-package the product
Advertise and promote the product to the target audience
Awareness
Key Uncertainties




Competitive Reaction
Consumer Acceptance
Effectiveness of marketing message
Product that suits local market
Alternatives
1 – Market to Increase Frequency of Purchase
The refrigerated cookie market already has loyal consumers that Pillsbury calls their Brand Champions.
These consumers are familiar and comfortable with the product so there isn’t the challenge of trying to
move a consumer in a new direction. If these consumers purchased more often, sales could increase the
desired five to seven percent.
Increasing the frequency of existing television ads will increase sales through repetition of the suggestion
to buy. The advertising should be expanded to include internet banners and Fa cebook ads that
demonstrate new preparation methods or recipes that include the refrigerated cookie dough, but create
different things. New ideas and suggestions give existing customers a new reason to buy.
Expanding the in store marketing and promotional material would remind existing customer to pick up
the product while shopping, and coupons that offer savings for purchasing larger quantities could be
available as a shelf talker.
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Pros:
 Using existing ads is cost effective
 Customers are already familiar with the product
 New recipes using cookie dough may also bring back the lapsed users
Cons:
 Does not expand the pool of consumers
 Brand awareness will not increase quickly
 Market may already at or near capacity, no room for growth
2 – Develop a Marketing Campaign for Canadians
The cookies usage and attitude study revealed that Canadian customers are more different from the
American customers than originally thought. Canadians scored higher on purchase drivers that relate to
fun with kids and children’s wants than those in the US. A new marketing plan should be developed that
focuses on these aspects of Canadian families.
New television ads that show families having warm cookies together after skiing, skating or making
snowmen in the winter, and at the cottage or as an activity to do with kids on summer vacation would
make customers see cookies as a special part of Canadian culture.
The packaging would be redesigned to depict scenes and activities with a Canadian flavor.
Pros:
 Customers start to identify the brand as part of Canadian culture
 Promotes family values and the image of the brand
 Address the gap between US and Canadian consumers
Cons:
 Additional research might be required to narrow target market
 Development of custom advertisements will be more expensive
 Advertising designed for one country is not as useable in other countries or markets
 Risk of loss of profits if investment in new ads and marketing materials are not successful
3 –New Flavors and Products
The refrigerated cookie product line is limited to just three flavors, Chocolate Chip, Chocolate Chunk and
Peanut Butter, plus the seasonal, gingerbread and sugar cookies. It’s not a lot of selection. The
addition of Oatmeal or Oatmeal Raisin, White Chocolate Macadamia Nut, Chewy Chocolate Br ownie and
Shortbread could be offered in chubs.
Sugar cookie kits in a ready to bake package that have larger cookies for decorating, without the need to
roll out the dough, and including icing and decorations could be offered in themes like Birthday Cake,
Christmas Shapes, Valentine’s Day, and Mother’s Day would be fun activities for kids to bake, decorate
and give as gifts.
Pros:
 Expand selection to appeal to different tastes
 Decorating with the kids concept is in line with the purchase drivers in Canada
 Expand product offerings that use existing technology and processes is less expensive than all new
products
 Kits and premium flavors may be sold at higher price points and increased profitability
 Larger selection may give consumers an incentive to buy more quantities at a time
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Cons:
 Development of new recipes will be an additional expense
 Kits would require new packaging to be designed and produced at a cost
 Additional SKUs would require more inventory to be maintained
4 - Status Quo
The refrigerated cookie product line is already 62% of the refrigerated baked goods category, and 75% of
the category’s profit, which could be considered acceptable and not worth the risk of change. However,
growth has been flat for the past few years, and household penetration has fallen to 24%. If this trend
continues, growth will start to decline and revenues will be affected. With refrigerated cookies being
the anchor and most profitable product line, even a slight decrease will have a negative impact on the
whole category.
Pros:
 Cost efficient
 Effortless to maintain current marketing plan
 No requirement for additional research or product development
Cons:
 Falling market penetration will likely continue
 Revenues and profits will start to fall
 Brand awareness could decrease
Recommendations
Alternative 1 and 2 are recommended here.
In Alternative 2, GMCC did implemented numerous Canadian-specific marketing initiatives, with all
advertising were directly from GM, but none of it showed any positive result. Pillsbury doughboy image
had received wide consumer acceptance in the past 40 years. The “kisses” commercial was indeed
successful in that it appealed mothers and kids (which were their potential customers), but it focused on
the product while not addressi ng customer’s potential concern: time saving. The “kisses” commercial
even surpassed Milward-Brown measurement in “likely to buy”, “brand recognition”, and “relevance”.
Based on the consumer difference (“fun thing to bake with the kids”, “kids like to make them”, “fun
activity with kids”, and “kids like to eat them”), the new commercial will feature a time-starved mother
busy preparing cookies after their kids finished their outdoor activities, starving and looking for fresh
cookies to munch. The commercial ends with mother spending time with her children sitting at a warm
place (couch or dinning table).
Alternative 2, meanwhile, helps consolidate the consumer base in Alternative 1 which is intended to
defend and grow GMCC’s existing customer base. Existing customers, upon recognizing new benefits, are
more likely to use cookie dough in other occasions as the benefit of the product is “saving time and less
effort”.
We have not found any reasons to go ahead with status quo, for obvious reasons that the growth had
been stagnant and falling household penetration rate. If we don’t do anything about it, Pillsbury
Doughboy is viewed as famous and popular, but nobody buys the product. It is of Guillen’s and GMCC’s
interest to change status quo.
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C ompany Name
We also do not recommend Alternative 3 of launching new product yet, when we haven’t evaluated the
outcome of Alternative 1 and 2. In addition, launching new product consumes more time and money.
Action Plan
The idea should be discussed between managers to reach consensus as soon as possible
Date
Immediately
7 days from
today
14 days from
today
21 days from
today
28 days from
today
35 days from
today
42 days from
today
70 days from
today
84 days from
today
112 days
from today
Item
Discuss with GMCC
marketing manager
Discuss with GMCC
marketing manager
Getting category managers
on board
Either invite MarketTool or
develop survey
measurement internally
Survey employees
Description
Ian Guillen should meet with GMCC marketing manager to
discuss the issue
Ian Guillen should obtain GMCC’s marketing manager’s support
and reach agreement on the current situation
Draw diversity and expertise to develop ideas about new
commercial
Develop surveys and measuring matrix for GMCC-wide
discussion
Invite employees to complete survey and discuss the new
commercial ideas. Leave a section where employees of GMCC
can express freely about how the new commercial should be
Apply for advertisement
Discuss with marketing manager of GMCC to ensure funding will
funding
be available for making new commercial. GMCC is fully
autonomous from its parent company and have the ability to
develop new product, brand strategies, and consumer branding
Make commercials
Develop new commercials using existing resource or contact
outside agency for making commercial
GMCC internal evaluation
Category managers and employees will submit ideas based on
MarketTool measurement
Consumer insight
Invite Ipsos to conduct market research on behalf of GMCC by
choosing selective Canadian audience for review
Mass commercial broadcast Allow new commercial to go on air
Contingency
Should the sales remain stagnant, we choose to go with Alternative 3: launch new product with new
flavours. Adding new flavours involving maple syrup products compliments GMCC’s existing products such
as Oatmeal Crisp Maple Nut cereal. The act also corresponds to current market practises which saw 51.8%
of frozen bakery products as new and 39.1% were new variety (International Markets Bureau, 2013).
It was the competition’s requirement that launching new products and/or retiring old products were the
common industry practises. However, prior to launching a new product, a thorough consumer insight
must be conducted to confirm the demand, product design, and cons umer acceptance.
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Appendix
Exhibit 1 – Brief details about numbers
Low
High
Target Growth
TV Ad Cost
Cookie Regular Price
Cookie Sale Price
5%
200,000
2.99
1.99
Market Penetration
24%
Total Sales
US Sales
International
Food Service
$
$
$
$
11,600,000,000.00
8,004,000,000.00
1,856,000,000.00
1,740,000,000.00
Canada
566,000,000
Total Bakery Market 2006
Total RBG Sales 2006
% Canadian Bakery Market
$
$
Total RBG sales at 85%
$
11/23/2017
7%
500,000
4.99
2.99
Marketing Plan
30%
7,332,100,000
291,600,000
4%
247,860,000
page 11
Exhibit 2 – GMCC cookie sales percentage and numbers
Entity
Fiscal Year Ended
Net Sales
Costs & Expenses
Cost of Sales
Selling, general, and administrative
Interest, net
Restructuring and other exit costs
Divestitures (gain)
Debt Repurchase Cost
Total Costs and Expenses
Earnings before Income Taxes & After Tax E
Income Taxes
After-tax Earnings from Joint Ventures
Net Earnings
Earnings per Share - Basic
Earnings per Share - Diluted
Dividends per Share
$
$
$
$
$
General Mills Consolidated
28-May-06
11,640,000
6,966,000
2,678,000
399,000
30,000
100%
$
60%
23%
3%
0%
$
$
$
$
Actual 2006 Results
General Mills Canada
28-May-06
566,000,000
100%
$
338,724,742
130,218,900
19,401,546
1,458,763
60%
23%
3%
0%
$
-
0% $
-
0%
$
$
-
0% $
87% $
13% $
5% $
1% $
9% $
-
0%
87%
13%
5%
1%
9%
$
$
$
$
$
$
$
$
$
10,073,000
1,567,000
541,000
64,000
1,090,000
3.05
2.90
1.34
489,803,952
76,196,048
26,306,357
3,112,027
53,001,718
RBG Sales
28-May-0
247,860,000
$
$
$
$
148,332,711
57,024,835
8,496,232
638,81
$
$
$
$
$
214,492,593
33,367,407
11,519,954
1,362,804
23,210,258
C ompany Name
Exhibit 3 – Projected Income Statement for the year ending 2007-05-28
Assume 5% Increase
Cookies Sales
28-May-07
Entity
Fiscal Year Ended
Net Sales
Costs & Expenses
Cost of Sales
Selling, general, and
administrative
Interest, net
Restructuring and other exit
costs
Divestitures (gain)
Debt Repurchase Cost
Total Costs and Expenses
Earnings before Income Taxes &
After Tax E
Income Taxes
After-tax Earnings from Joint
Ventures
Net Earnings
Net increase in sales
Net increase in profit
11/23/2017
Assume 5% Increase
Cookie Sales
28-May-08
$
203,089,755
100
%
$
121,539,796
60%
$
23%
3%
$
$
0%
$
$
$
46,724,602
6,961,582
$
523,427
$
Assume 5% Increase
Cookie Sales
28-May-09
213,244,242
100
%
$
223,906,455
100
%
127,616,786
60%
$
133,997,626
60%
23%
3%
$
$
0%
$
49,060,832
7,309,661
549,599
51,513,873
7,675,144
577,078
23%
3%
0%
$
-
$
0% -
$
0% -
0%
$
-
$
0% 87% $
$
0% 87% $
0%
87%
$
175,749,407
184,536,877
193,763,721
$
$
27,340,348
9,439,137
13%
5%
$
$
28,707,365
9,911,094
13%
5%
$
$
30,142,733
10,406,649
13%
5%
$
$
1,116,645
18,278,078
1%
9%
$
$
1,172,477
19,191,982
1%
9%
$
$
1,231,101
20,151,581
1%
9%
$
$
9,670,941
870,385
Marketing Plan
$
$
10,154,488
913,904
page 13
$
$
10,662,212
959,599
C ompany Name
Exhibit 4 – Estimate of Advertising Expenses
Advertising Expenses:
Low
Mid
High
Advertising Campaign
$
20
$
350,
0,000.00
$
000.00
500,
000.00
Concept Tests (One Per Province)
$
20,000.00
$
3
$
40,000.00
0,000.00
Evaluator
$
10
$
100,
0,000.00
$
000.00
100,
000.00
Focus Groups / Products Tests / Creative Testing
$
50,000.00
$
7
$
5,000.00
100,
000.00
Total
$
37
$
555,
0,000.00
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Marketing Plan
000.00
page 14
$
740,
000.00
Exhibit 5 – Break even analysis and ROI
Current Cookie Sales based on Profit Margin
Analysis
Total RBG Sales
$
247,8
60,000
Total RBG Profit
$
23
,210,258
Profits attributable to
Cookies (75%)
$
17
,407,693
RBG Profit Margin
9%
Total Cookie Sales
(Assuming same
$
193,4
margin)
18,814
Break even Analysis:
Average RSP
DSP (Assume 40%
markup)
MSP (Assume 30%
markup)
Cost of Sales (59.8%)
Contribution Margin
($)
3.99
2.85
2.19
1.31
1.54
Low
Mid
Break-even (units)
240,416
360,624
Break-even (Dollars)
370,000.00
555,000
High
480,832
740,000
Return on Investment
Total Cost of
Marketing Campaign
Sales (Estimated 5%
Growth)
370,000
$
89,755
203,0
555,000
740,000
$
55
$
755
203,089,7
203,089,
Net Profit
$
,278,078
Return on Investment
Year 1
18
4940%
$
8,078
18,27
3293%
$
8,078
18,27
2470%
References
References
International Markets Bureau. (2013). Consumer Trends - Bakery Products in Canada. Ottawa: Her Majesty the
Queen in Right of Canada. Retrieved from Agriculture and Agri-Food Canada:
http://www.agr.gc.ca/eng/industry- markets-and-trade/foreign-market- information-byregion/canada/consumer-trends-bakery-products- in-canada/?id=1410083148462