TriDharma Marketing Corporation

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Website: http://www.jobstreet.com/ph/TriDharma Company Address: Warehouse 5 Ignacio Complex Manggahan Pasig City Fax: 682-3376 Industry: Consumer Products / FMCG

OVERVIEW

Tridharma Marketing Corporation (TMC) is a member of the TAO Community of Companies, one of the Philippines premier holding companies focused on supply chain services. Under its consumer brands distribution business is TriDharma Marketing Corporation, which is the first national distribution company of TAO. Established in 2006, TMC has fast become the exclusive national distributor of various multinational and local products.

WHY JOIN US?

The company which was then composed of only 5 people in 2006 has now 1000+ employees including its area distribution partners sales force. Every year, TMC expands its manpower structure to further develop the business and offer better service to its customers. Fleet, sales depots and area distribution partners also grew in number to accommodate the saturation drive of the company. We are now in partnership with around 54 regional distributors that cover over 74,000 active buying accounts in different channels. These improvements successfully increased sales turnover from 8 containers per month in 2005 to 188 containers per month in 2010. With its nationwide coverage, well established key segmentary and tertiary distribution networks, strong financial support and healthy relationships with its principals and customers, TMC is fast becoming the distribution partner of choice.

COMPANY BACKGROUND

Product and Services: Kopiko 3-in-1 Instant Coffee, Kopico Candy, Energen Instant Cereal Drink, Fres Mint Candy, Beng Wafer Chocolate

LATEST JOBS IN THIS COMPANY

Position Sales Training Officer

Location Central Luzon, Cebu (Cebu City), National Capital Reg, Davao, Calabarzon & Mimaropa National Capital Reg Bicol Region, Cagayan Valley, Central Luzon, Negros Oriental, Ilocos Region, Manila City , Davao, Iloilo (Others) National Capital Reg National Capital Reg

Internal Quality Auditor

Distributor Specialist

HR Analyst for Recruitment, Training and ER System Administrator

Posts tagged with 'Kopiko'

Coffee sweets to be trialled in 5000 UK newsagents

Posted on 3 May 2011 in News | No comments

Around 5000 newsagents across the UK are to get the opportunity to trial Kopiko the worlds number one coffee sweet brand as part of a promotion which is being run in conjunction with the NewsDrop Network. Kopiko, which has been sold in 55 other countries for over 30 years, was launched in the UK in January this year and is now sold in convenience stores and petrol forecourts around the country. The new promotion will see sample boxes of Kopiko delivered to newsagents along with their regular magazines on a risk free, sale or return basis. The promotion will be launched in mid-May and will run for four weeks. Kopiko is available in two different varieties in the UK original coffee and creamy cappuccino. Dan Lawson, managing director of Kopiko UK, says, We realise that this product is new to a lot of UK retailers, so this is an opportunity for selected newsagents to try the product at no risk to themselves and with no initial outlay. We are confident that once they start stocking the product, they will want to place repeat orders, which they can do through our usual distribution channels. Around 35 million packs a year are sold worldwide, of which around 8 million are sold in the EU alone.

Both Kopiko varieties are available in 120g packs containing around 30 individually wrapped sweets. They are being sold to retailers in packs of 12 with an RRP of 1.99. The products are being distributed nationwide via several suppliers, including Palmer and Harvey.

UK launch of coffee sweets

Posted on 6 January 2011 in News | One comment

The real coffee bean confectionery brand, Kopiko, is due to launch in the UK during January 2011. Named after the plant from which it is derived, Kopiko is available in two flavours original coffee and cappuccino both available in 120g bags with around 30 individually packaged pieces and can be purchased by retailers in boxes of 12. Kopikos UK managing director, Dan Lawson, says, The time is right to launch Kopiko sweets here and give British consumers the chance to indulge their passion for coffee any time, any place. The brand, already available in 55 countries across the world, will be distributed by several UK suppliers, including Palmer & Harvey.

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TAO provides unique opportunities to partners by creating links to different market segments. The group supplies marketing and logistical support to FastMoving Consumer Goods (FMCG) chains throughout the Philippines, and is now capable of marketing and distributing its own products. A distributor network is only as good as its relationships with the manufacturers. TAO Distribution and Marketing maintains strong relations with some of the countrys biggest manufacturers and Principals. From the scale of brands we carry, we can help our partners in building brands and businesses, making their products available to Filipinos.

Tao currently represents the leading national brands in the Philippines. Through JR&R, Macro and Oro Grande Distributors, Inc., the group is the largest distributor for P&G (Procter and Gamble) accounting for 30% of the P&G business. Megavia, exclusive Distributor for Philip Morris, accounts for 35% of total Philip Morris sales in the country making Megavia PMs largest distributor in the Philippines. Megavia distribution spans NorthNCR (National Capital Region) to West Visayas (Negros and Panay) and Southern Mindanao (Davao and Cotabato). Tridharma, with its phenomenal success in national distribution of Kopiko 3in1 instant coffee, has become the Distributor Partner of Choice for major brands from Indonesia. Altus, distributor for Nokia, has firmly established itself as a key player in the Philippine mobile devices market and was recognized as the Distributor of the Year 2010 for the entire Southeast Asia and Pacific Region. To be present in all channels of distribution, Tao has ventured into the Direct Selling business through Revere Inc.

TAO has proven that in the distribution game, reputation is simply not enough. Rocksolid relationships are what drive the business forward. These bonds give Tao Community strong insights and unmatched understanding of the marketing and

distribution industry. The groups expertise fuels its commitment to providing the widest distribution coverage, and making the best brands available to all Filipinos.

Kopiko Coffee Candy is the world's Number 1 selling coffee candy, made from the finest coffee beans, specially blended to give you enjoyment of real coffee without having to brew. It's like having a cup of coffee wherever you go. Our bite sized, individually wrapped candies are available in regular Coffee and also in Cappuccino flavors. We have many packaging options for you to choose from, such as our Table Top Sachet pack displays, Retail Packs, Jar Displays and Food Service Bulk Packs. Kopiko Coffee Candy has been available in Asian, Ethnic and Specialty retail stores in the United States for the last 12 years. We are happy to announce that Kopiko Coffee Candies are now available for distribution nationwide in all channels. Kopiko Coffee Candy is exclusively imported by Takari International for North America ( USA, Canada and Mexico ). Takari is a California based Confectionery and Snack foods importer, exporter and distributor and has been in business for over 20 years. Our line includes chewy ginger candy, snack foods, Stikko brand wafer rolls, Danisa Butter cookies, Kara coconut milk products, Kara pineapple products, Smooze fruit ices, and much more. For more information on Takari's complete line of products, please visit www.takari.com. What is KOPIKO? Many people ask us what Kopiko means. Kopiko Coffee Candy is named after the Kopiko Coffee bean which is grown in Hawaii.

What Is Industry Analysis?

By Osmond Vitez, eHow Contributor

Industry analysis is a market strategy tool used by businesses to determine if they want to enter a product or service market. Company management must carefully analyze several aspects of the industry to determine if they can make a profit selling goods and services in the market. Analyzing economic factors, supply and demand, competitors, future conditions and government regulations will help management decide whether to enter an industry or invest money elsewhere.

Related Searches: Economic Analysis Of Analysis Strategy

1. Economic Factors
Economic factors of industry analysis include raw materials, expected profit margins and the interference of substitute goods. The cost of raw materials is an important factor in industry analysis because over-priced goods will not sell in an established market. Profit margins are closely linked to materials costs because offering discounts or sales prices will shrink company profits and lessen cash inflows for future production activity. Substitute goods allow consumers to purchase a cheaper good that performs relatively like the original item.

Supply and Demand

A supply and demand analysis helps management understand if enough consumers are willing to purchase more goods in an industry. If demand is high and supply is low, a company may be willing to enter the market and offer goods near the market price to gain a competitive advantage in the industry. A trend of declining demand indicates an industry that is oversold, and any new competitors will likely lose money because consumers are not interested in current goods or services.

Competitors
The number of competitors is an important factor for proper industry analysis. If few competitors exist in a market, they may be charging consumers higher prices because of limited availability of products or services. As new competitors enter the market, existing companies can lower prices to maintain their current market share; newer competitors may not be able to match these price cuts if their products costs are too high. As industries contract, inefficient producers are forced out.

Future Conditions
While no company managers can predict the future of an industry, they can try to determine where the industry is in the business cycle. If the industry is in an emerging market stage, companies can enter an industry and expect to earn a profit from rising consumer demand. If the industry is in a plateau stage, then only the most efficient producers with the lowest costs can continue to earn profits. At the end of a business cycle, demand is declining and producers leave the industry for more profitable markets.

Government Regulations
Some industries have heavier regulations or taxes than others, which must be considered by companies looking to enter new markets. Taxes and other government fees add to the cost of doing business, which eats into profits earned by companies. Properly understanding the amount of government regulation in an

industry helps management to determine if expected profit margins will earn a high enough return to cover these costs.
Read more: What Is Industry Analysis? | eHow.com http://www.ehow.com/about_5415105_industry-analysis.html#ixzz1mbE1bdhL

Marketing strategy is a process that can allow an organization to concentrate its limited resources on the greatest opportunities to increase sales and achieve a sustainable competitive advantage.[1]

Contents
[hide] 1 Developing a marketing strategy 2 Types of strategies 3 Strategic models 4 Real-life marketing 5 See also 6 References 7 Further reading

[edit] Developing a marketing strategy

Marketing strategies serve as the fundamental underpinning of marketing plans designed to fill market needs and reach marketing objectives.[2] Plans and objectives are generally tested for measurable results. Commonly, marketing strategies are developed as multi-year plans, with a tactical plan detailing specific actions to be accomplished in the current year. Time horizons covered by the marketing plan vary by company, by industry, and by nation, however, time horizons are becoming shorter as the speed of change in the environment increases.[3] Marketing strategies are dynamic and interactive. They are partially planned and partially unplanned. See strategy dynamics. Marketing strategy involves careful scanning of the internal and external environments.[4] Internal environmental factors include the marketing mix, plus performance analysis and strategic constraints.[5] External environmental factors include customer analysis, competitor analysis, target market analysis, as well as evaluation of any elements of the technological, economic, cultural or political/legal environment likely to impact success.[3][6] A key component of marketing strategy is often to keep marketing in line with a company's overarching mission statement.[7] Once a thorough environmental scan is complete, a strategic plan can be constructed to identify business alternatives, establish challenging goals, determine the optimal marketing mix to attain these goals, and detail implementation.[3] A final step in developing a marketing strategy is to create a plan to monitor progress and a set of contingencies if problems arise in the implementation of the plan.

[edit] Types of strategies

This article needs additional citations for verification. Please help improve this article by adding citations to reliable sources. Unsourced material may be challenged and removed. (June 2008)

Marketing strategies may differ depending on the unique situation of the individual business. However there are a number of ways of categorizing some generic strategies. A brief description of the most common categorizing schemes is presented below:
Strategies based on market dominance - In this scheme, firms are classified based on their market share or dominance of an industry. Typically there are four types of market dominance strategies: Leader Challenger Follower Nicher

Porter generic strategies - strategy on the dimensions of strategic scope and strategic strength. Strategic scope refers to the market penetration while strategic strength refers to the firms sustainable competitive advantage. The generic strategy framework (porter 1984) comprises two alternatives each with two alternative scopes. These are Differentiation and low-cost leadership each with a dimension of Focus-broad or narrow. Product differentiation Cost leadership Market segmentation

Innovation strategies This deals with the firm's rate of the new product development and business model innovation. It asks whether the company is on the cutting edge of technology and business innovation. There are three types: Pioneers Close followers Late followers

Growth strategies In this scheme we ask the question, How should the firm grow?. There are a number of different ways of answering that question, but the most common gives four answers: Horizontal integration Vertical integration Diversification Intensification

A more detailed scheme uses the categories[8]:

Prospector

Analyzer Defender Reactor Marketing warfare strategies - This scheme draws parallels between marketing strategies and military strategies.

[edit] Strategic models

This article needs additional citations for verification. Please help improve this article by adding citations to reliable sources. Unsourced material may be challenged and removed. (June 2008)

Marketing participants often employ strategic models and tools to analyze marketing decisions. When beginning a strategic analysis, the 3Cs can be employed to get a broad understanding of the strategic environment. An Ansoff Matrix is also often used to convey an organization's strategic positioning of their marketing mix. The 4Ps can then be utilized to form a marketing plan to pursue a defined strategy. There are many companies especially those in the Consumer Package Goods (CPG) market that adopt the theory of running their business centered around Consumer, Shopper & Retailer needs. Their Marketing departments spend quality time looking for "Growth Opportunities" in their categories by identifying relevant insights (both mindsets and behaviors) on their target Consumers, Shoppers and retail partners. These Growth Opportunities emerge from changes in market trends, segment dynamics changing and also internal brand or operational business challenges.The Marketing team can then prioritize these Growth Opportunities and begin to develop strategies to exploit the opportunities that could include new or adapted products, services as well as changes to the 7Ps.

[edit] Real-life marketing

Real-life marketing primarily revolves around the application of a great deal of common-sense; dealing with a limited number of factors, in an environment of imperfect information and limited resources complicated by uncertainty and tight timescales. Use of classical marketing techniques, in these circumstances, is inevitably partial and uneven. Thus, for example, many new products will emerge from irrational processes and the rational development process may be used (if at all) to screen out the worst non-runners. The design of the advertising, and the packaging, will be the output of the creative minds employed; which management will then screen, often by 'gut-reaction', to ensure that it is reasonable. For most of their time, marketing managers use intuition and experience to analyze and handle the complex, and unique, situations being faced; without easy reference to theory. This will often be 'flying by the seat of the pants', or 'gut-reaction'; where the overall strategy, coupled with the knowledge of the customer which has been absorbed almost by a process of osmosis, will determine the quality of the marketing employed. This, almost instinctive management, is what is sometimes called 'coarse marketing'; to distinguish it from the refined, aesthetically pleasing, form favored by the theorists.