- Cadbury is the largest global confectionery supplier, with 9.9% of global market share.
- High financial strength (Sales turnover 1997, £7971.4 million and 9.4%)
- Strong manufacturing competence, established brand name and leader in innovation.
- Advantage that it is totally focused on chocolate, candy, chewing gum, unique understanding of consumer in these segments.
- Successfully grown through its acquisition strategy. Recent acquisitions, including Adams, 2003, enabled it to expand into important markets like the US market.
- The company is dependent on the confectionery and beverage market, whereas other competitors e.g. Nestle have a more diverse product portfolio, where profits can be used to invest in other areas of the business and R&D.
- Other competitors have greater international experience – Cadbury has traditionally been strong in Europe. New to the US, possible lack of understanding of the new emerging markets compared to competitors.
- Worldwide – there is an increasingly demanding cost environment, particularly for energy, transport, packaging and sugar. Global supply chain in low cost locations.
- Competitive pressures from other branded suppliers (national and global). Aggressive price and promotion activity by competitors – possible price wars in developed markets.
- Social changes – Rising obesity and consumers obsession with calories counting. Nutrition and healthier lifestyles affecting demand for core Cadbury products.
- New markets. Significant opportunities exist to expand into the emerging markets of China, Russia, India, where populations are growing, consumer wealth is increasing and demand for confectionery products is increasing.
- The confectionery market is characterized by a high degree of merger and acquisition activity in recent years. Opportunities exist to increase share through targeted acquisitions.
- Key to survival within the FMCG market is increasing efficiency and reducing costs. Cadbury Fuel for Growth and cost efficiency programmes seek to bring cost savings by: 1) Moving production to low cost countries, where raw materials and labour is cheaper ii) reduce internal costs – supply chain efficiency, global sourcing and procurement, and wise investment in R&D.
- Innovation is key driver. To respond to changes in consumer tastes and preferences – healthier snacks with lower calories need to be developed. R&D and product launches have led to sugar-free & center filled chewing gum varieties and Cadbury premium indulgence treat. Low-fat, organic and natural confectionery demand appears strong.
 Nestle Annual Report, 2007
 Cadbury Annual Report, 2007
 International Business 6e by Charles W. L. Hill, Mcgraw Hill
 Department of Health, 2005
 Jobber, (2006), Principles and Practices of Marketing, 3rd Edition
 Cadbury Annual Report, 2007
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