Introduction:The food processing industryincludes drink, chewing gum and any substance including water. This comprisesover 30 different industries such as slaughterhouses, meat, poultry and fishprocessing, grain mills, malting’s, bakeries, sugar confectionery, fruit andvegetable processing, oil and fats, margarine and edible oils, pasta, babyfoods and dairies, soft drinks and alcohol. This exists as part of food supplychains, they are positioned between farmers as suppliers and multiple foodretailers as customers, in contrast Britain’s event sector have over 25,000businesses in the sector including event organisers, venues, destination marketingorganisations, destination management companies, exhibition contractors, eventproduction companies which supply transport operators, telecommunications andIT companies, caterers and many others.
Purpose and mission:The prime focus is deliveringcustomer satisfaction among both organisations, this falls on identifying thethreats and opportunities within that industry. Within the food processingindustry the organisation exhibits marketing orientation, which identifies thecustomer’s needs as well as competitors and external marketing environmentforces and trends. Therefore food processing devotes resources intounderstanding the needs and buying behaviour of customers, competitorsstrategies and external forces. Over the past couple of decades marketers haveattempted to meet customer requirements and have adopted more market-orientatedprinciples in the way production is planned and controlled.
However not all organisations canclaim to have marketing orientation, for example some are purely sales led andconcentrate on short term targets. Events management develop large scale events such as festivals, formalparties, weddings, conferences, ceremonies, concerts of conventions. Whichtarget all sectors across business, charity, leisure, hospitality etc. It isincreasingly likely that a brand owner might decide that some kind of eventwill be useful in the marketing of their brand, thingy believes that it isunlikely they would use it in isolation but would rather think of it as anaspect of their marketing mix (refeventsbook). A sales driven firm focuses on amaximum return on short-term investment for its shareholders and otherfinancial entities. According to Pragmatic Marketing, a sales driven companycreate promotional campaigns to stimulate consumer interest in companyproducts. One example of this could be launching an event. Each event is uniqueand the marketing mix must be manipulated to reflect the marketing environment,competitors and future trends, and get the product to market so that it is thetargeted consumer choice above that of the competition.
https://books.google.co.uk/books?id=5cwFsf174PIC=PA146=segmentation+events+management=en=X=0ahUKEwjLhsPkgvvYAhWoAsAKHeq3AcsQ6wEIKTAA#v=onepage=segmentation%20events%20management=falseEvent budgets also differ becausethey have specific budgets allocated to them, which includes difficultpredictions of fixed and projected variable costs in relation to potentialattendee numbers. On the other hand, food producers deal with veryheterogeneous group of products such as food perishability, supply uncertaintyand production lead times, supplied to different customers, in differingquantities in different markets. By recognising the functional aspects such asIT, logistics, finance personnel and environmental issues, general producershave focussed on the efficiency and economies of scale and other importantfactors in order to keep costs and prices reasonably down.
The model of potential product lifecycle is developed to accommodate the phases of each cycle to be definitivelycompleted however event managers do not often have this luxury, as they arerequired to handle multiple tasks, contractors and other factors simulatenasly.For example large exhibitions can often take two years to plan and execute fordelivery over a single week. These events will most likely never to berepeated, even in recurring annual events. Although that does not exclude thecomplexity of the food supply chain and how that may impact on product lifecycle, for example if a fish were caught in the North Sea then it is thenfrozen and shipped to China where it is defrosted, processed, refrozen, shippedto Europe.
This brings more risks into the chain however it does save operatingcosts. Sustainability within the food supply chain must be considered, theseinclude energy consumption, carbon emissions, water usage, food availability,ethical behaviour, economic sustainability. The production process requires continuous operation of automaticproduction line equipment, many manufacturing systems operate at a lowercapacity however it has a consequence of a higher cost producing product.According to Mobley around 28% is spent in order to maintain the factories. A haltin the production line, due to failure may impact the production rate as wellas quality of products which may lead to Article 19 which presents thewithdrawal, recall and notification of food if there is any reason to believethey have not complied with the food safety requirements.
Process and planning – Brand positioningMarketing centres on a set ofprocesses for creating, communicating and delivering value to customers,managing customer relationships and providing direction to an organisationbased on market insights. The branding of a product recognise the fundamentalimportance of brand equity, most organisations such as Cadburys are championsat branding because they are recognisable in the role of packaging andsemiotics. This is the key element in the marketing mix and is central to a company’sproposition.
The product is a tangible physical entity such as a loaf of Hovisbread however according to Levitt, events are made up of tangible and intangibleelements, as products are manufactured and services are performed. When theseservices are performed a number of ‘actors’ are involved, for exampleemployees, suppliers, shareholders and stakeholders. However the tangibleevidence is the ticket/merchandise/ photo or recording on mobile phone, whichleaves the memory of existence. Brown et al suggests that events play a significanttourism role in a destination, relatively little research exists on the use ofevents in destination branding, events can observe a sense of place throughinclusive activities and externally portray the distinctive identity of thecommunity and destination.
Events own unique identity can provide authenticity enablingthematic branding of the event or destination. With regard to mega or majorevents, the politics of the event ownership make it more significant, forexample the Olympics. The Olympics branding is event event-led and destinationsmay find it difficult to leverage benefits from the desitination.
Brand positioning, differentialadvantage, marketing opportunity, target market strategy However manufacturers could facechallenges after the UK quits the EU, which may affect future workforce, theshape of the regulatory regime, trading relationships, agri-food supply chainand the long term future. The changing market environment Political forcesFood is by far the largestmanufacturing sector in the UK, according to FDF the sector has a turnover of£26.2bn and directly employing 470,000 people. The UK is Ireland’s largest tradingpartner, 41% of its food goes to the UK. Food and drink contributes £28.2bn tothe economy. Everyday marketing managers face economic news, they must accessits impact and alter plans accordingly. The European Union prohibitsgovernments from favouring their own national suppliers and have directlyinfluenced the UK food supplies and prices.
Through the Common Agricultural policy, taxpayers support the farm sector and delivery of environmental services, howeverthe UK’s exit from the EU means that policies can be redesigned to better suitBritish preferences. Prices will be influenced by the post brexit exchange ratefor example higher transaction costs around the trading outside the CustomsUnion and Single Market, and the UKs trade regime. There is also a huge concern thatthe UK will be branded as an ‘outsider’ destination for European companies tohold events however Nick de Bois believes “The events sector is no different toother businesses in that they can, thrive outside the EU, which has fast becomean un-competitive trading block that does not suit the entrepreneurial spiritof Britain’s businesses of the future”. TerrorismLegal forcesRegulatory forcsSocietal focesTechnological forces Identifying competitive situationshttps://books.google.
co.uk/books?id=wtLUDAAAQBAJ&pg=PT66&lpg=PT66&dq=political+forces+for+events+managers&source=bl&ots=UHi2kM0iZF&sig=fKHUmYzGRc9TQgkMq2n9G1UOz_Q&hl=en&sa=X&ved=0ahUKEwjxkoec1P3YAhWGK1AKHTNDAj4Q6AEISjAI#v=onepage&q=political%20forces%20for%20events%20managers&f=falseWe are now in a world that isbecoming increasingly interconnected and event organisers now must understandeveryday cultural customs and practices which distinguish one country fromanother, thing believes it is perhaps taken for granted that event organisationsstage events in their own counties and are mindful of their local communitycontext, however this can generate local resentment towards the visitors andthe event itself. It is useful for event managers whoare unfamiliar with a country, to identify local competitors and find valuablesources of information for example, loyal trends, fee and pricing structuresand the availability of materials and resources. Competing event managers canalso work together and undertake collaboration which strengthens the offeringof their event and allows attendees to make the most out of the money spent ontravel. On the other hand, in order to maintain a sustainable competitiveadvantage it is important to make it hard for competitors to acquire orimitate.
Porter 1980 identified two mainroutes to creating a competitive advantage, cost leadership anddifferentiation. Porter takes a systems approach, likening the operations of acompany to a ‘value chain’ from the input of raw materials and other resourcesthrough to the final delivery to, and after sales servicing of the customer. Collaboration among variousstakeholders is extremely important within the food processing industry, thisprovides the entities with confidence and high quality of food.
SegmentationThe event manageme industrylandscape is divided into four editities, corcorate events, cultural events,leisure events and personal events Selecting target marketsStrategic planning Creating sustainable competitive advantageBusinesses often formulate acompetitive strategy at the level of the individual business unit, if ahypothetical business were to have as strategic business unit such as adivision, product line or profit centre within a parent company, then thisdevelops a distinct set of products which offer a separation. Developingdiffering growth rates, opportunities, degrees of competition and profit makingpotential. For example Costa have introduced Costa At Home – The Tassimo brewerwhich creates ‘delicious’ costa drinks in second. This product was produced byMondelez on behalf of Costa and it is available to buy in selected costa stores(costa site). https://books.
google.co.uk/books?id=wbAmkdoG4O8C&pg=PA210&dq=strategic+business+unit+compete&hl=en&sa=X&ved=0ahUKEwjXmL6l2v3YAhUJLlAKHd4PCwQQ6AEIMzAC#v=onepage&q=strategic%20business%20unit%20compete&f=falseIn contrast, corporate strategyidentifies how to compete across multiple industry’s and markets for exampleMarks and Spencer’s compete by selling food products, home product as well asclothing. There is also a Marks in Time Exhibition, which gives an insight intothe company’s archive. Competing through marketing mix Competing through innovation Competing through implementationStrategic planning withoutimplementation is useless, implementation helps turn companies into a strongercompetitor and helps realise its strategic intent and vision and increaseshareholder value.