KAHA Marketing Plan

MARKETING OBJECTIVES

• Regaining KAHA position in the Egyptian market as one of the experienced companies in the field of fresh juices
• Increase customer satisfaction of KAHA fresh juice by at least 50% by the end of 2020
• Achieve increase in Egyptian juice market share by 25% in comparison to last year
• To sell 5 million Juice bottle “Fresh" in all Egyptian 27 Governorates

STRENGTHS

• Uniqueness
• Affordable
• Kaha's Factories and Equipment
• High quality products since KAHA have its own farms to cultivate and harvest crop.
• Fair Price with high quality compared to other competitors.

WEAKNESSES

• Poor management
• Lack of marketing strategy.
• Absence of customer support.
• Insufficient outlets/ stores
• Poor distribution channels

OPPORTUNITIES

• Very wide market
• Political Support
• Open Market Share
• Open Market Distribution Channels
• Customer Loyality

THREATS

• Bad perception of the local producers
• Strong Competition
• Unstable price

POLITICAL

• Political stability.
• Government support for Egyptian products and services.
• Public private partnerships
• Relations with countries regionally and internationally.
• R&D institutes and universities have the resources available to support industry
• Policy reforms, including customs duties, tariffs and procedures
• WTO agreements and greater trade openness through regional and bi-lateral trade agreements

ECONOMICAL

• Manufacturing wages in Egypt are among the lowest in the region
• Egypt appears to have one of the lowest labor and firm productivity levels in the region.
• The sector is characterized by a small number of “large” firms
• SMEs contribute to the production of more than 80% of processed food of the European countries.
• Long-term industrial finance for the sector in Egypt needs to be improved.
• A financial system that collects, allocates and supervises the use of investment resources is crucial.
• The role of FDI in industrial growth and competitiveness is growing.
• Egypt is a high cost/quality supplier of fruit juices

SOCIAL

• Encouraging national companies to promote their products.
• Food processing industry requires high levels of labor productivity.
• Insufficient training and weak marketing and management skills in many manufacturing firms.
• Local producers may have had some protection from competition in local market, expansion of international retailing combined with liberalization means that this protection can rapidly disappear.
• In terms of the number of super- and hypermarkets, the retail sector, in Egypt is lagging behind many of those in competitor

TECHNOLOGICAL

• Industry revolution 4.0 has begun globally.
• Trans-national corporations are the main source of innovation and technology transfer today

LEGAL

• Development of legal framework to improve the performance of public sector companies.
• Addressing shortcomings and negatives of practical application of the current law and unifying rules and management styles.
• Developing the rules and procedures of the evaluation and validation committee stated in article 9 in the current law.
• Increasing the levels of disclosure and transparency.
• Applying rules of good governance.
• Setting standards for the holding companies or subsidiaries to participate In the establishment of new companies.
• The imposition of VAT and sales taxes on food items and on machinery and equipment.

ECOLOGICAL

• The Egyptian government trend is to rely on the new sources of power such as the renewable energy sources.
• The ability of the Egyptian agriculture to provide different varieties of fruits and vegetables in the “off-season”
• Poor packaging, lack of cold chain facilities, rough transport, and multiple handling are the reasons behind bad quality of the products.
• little emphasis for product innovation and increasing productivity
• Export revenues have been boosted due to the competitiveness enhancing effects of the depreciation of the Egyptian Pound.