BUSI3024 Marketing Plan v2

Arnott’s Tim Tams -

Ukraine

October, 2010

A paper prepared for:

BUSI 3024 | International BusinessStudents Nos: u4535682 | u4314466 | u4526087

International Marketing

Group Assignment Part C

Market Entry and Marketing Mix Strategy


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Semester Two, 2010

Contents

Contents 2

I Market Plan Overview 3

II Market Selection Summary4

III Market Entry Strategy 6

IV Marketing Strategy 8

Product 8

Promotion 8

Placement 10

Price 11

V Feasibility Analysis 13

VI Plan Summary 17

Bibliography 18

Appendix 20

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I Market Plan Overview

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Strategic Summary

Short Term Objectives:

Exporting through a distributor or dealer, selling at supermarkets, hypermarkets and convenience stores in Kyiv.

Occupy 5% of market for Chocolate-coated biscuits at the end of the first year, valued at approx. US$25m.

Acquire incremental market knowledge and establish brand image.

Mid Term Objectives:

Expansion into markets in other major cities, with a further increase in market share through better established reputation and market knowledge.

Consider viability of establishing local production facilities and warehousing.

Once sufficient trade relations established, explore possibility of direct exporting and foregoing distribution agreement.

Long Term Objectives:

Potential to penetrate into neighboring countries through establishment of a free trade region.

Use of Ukraine as an export base.


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II Market Selection Summary

Why should Arnott’s expand?

Arnott’s have been the market leader for many decades within Australia. Currently Arnott’s have a total revenue of $1.2 Billion, far greater than any of its competitors. Recently, Arnott’s has undertaken a global expansion strategy. They have moved to many overseas markets, such as Israel, Canada, USA, England and the region of Asia. These expansions have been extremely successful, for example in Israel.

A region that has been largely untapped by Arnott’s however, is Eastern Europe. Competitors such as Kraft have recently moved into this market with their branded products and their results have been moderately successful, with Kraft gaining a strong foothold in the confectionary markets. Therefore there is also potential for Arnott’s to succeed within this region. In particular, Arnott’s strong manufacturing capabilities allow them to produce their products in large quantities and in a timely manner, with ample capacity to produce excess goods for overseas sale. They undoubtedly have the necessary capacity to serve an additional market and as a result, enjoy the benefits of economies of scale. Strategically, Arnott’s must consider expansion into Eastern Europe as a valuable opportunity.

Why Ukraine?

Ukraine is a suitable market for Arnott’s to move into. Firstly, Ukraine is a member of the World Trade Organisation and has adopted the principles of the Marrakech and other agreements. This means that Ukraine welcomes international trade and has opened their markets to many international firms. Secondly, there is a large confectionary and biscuit market within Ukraine. This market remained relatively large within its region despite the Global Financial Crisis, which indicates that Ukrainian consumers are generally willing to spend money on confectionary goods even in harsh financial times. This presents Arnott’s with a unique opportunity to incorporate the country within their global expansion strategy. In addition, Ukraine may serve as a test market for other Eastern European countries, particularly Russia. It has the second largest population within the Eastern European region, totalling around 47 million people. This creates substantial market potential in regards to the revenue achievable.

Geographically, Ukraine is also well positioned as a possible location for a strategic expansion of Arnott’s current global manufacturing network. With the closest manufacturing plant in the United States, Ukraine is a suitable choice to establish a manufacturing plant which serves surrounding Northern Asian, Middle Eastern and European areas. Moreover, in light of high unemployment levels, Arnott’s foreign direct investment in a plant

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would be view favourably by the Ukrainian Government. Given the high prediction of growth within the chocolate-coated biscuits market of 63% by 2014, the option of local manufacturing may prove lucrative. Finally, Ukraine is a market that other international organisations have been able to move into successfully, which Kraft holding the greatest market share. This suggests that Ukrainian consumers do purchase foreign products and whether strategically to match Kraft’s expansion efforts or simply to ensure Arnott’s own successful globalization, Ukraine should be Arnott’s next target.

The Target Market

Women

Women in Ukraine are a largely un-targeted group in terms of consumer products. Over the past few decades, women have been gradually given equal constitutional rights to men and especially in urban areas, they are now generally considered equal in a social sense. This perception is growing across the Ukrainian culture as women become more prevalent in society and hold much more freedom to make their own choices. Interestingly, there are few biscuit products targeted towards women due to a lack of recognition of women as a target group. Thus Arnott’s are attempting to take advantage of this opportunity and become the first movers into this subsection of the market. Moreover, the typical status of Ukrainian women as the main decision makers of food purchases within a household, including food type and brand, make them a particularly good target choice.

Middle to Upper Class, Working with a Disposable Income, Kyiv

Women in Ukraine are working more now than ever before and constitute around 45% of the workforce in the country. This number is set to grow in the future as Ukraine’s perceptions of women are becoming increasingly modern. Women who work in highly urbanised areas such as Kyiv earn double the amount of salary compared to country areas of Ukraine, which means they are more likely to be able to have the disposable income to purchase Tim Tams. In addition, women between the ages of 30-39 have the highest gross income. As our target market works, they will want to unwind and treat themselves after a long day’s work. This is a behavioural aspect of the target market that Tim Tams would suit.

Arnott’s Slogan

Arnott’s slogan, “There is no substitute for Quality” suits the market we are entering. We want to position Tim Tams in a premium market segment, with the unique selling proposition of quality. This remains very close to the strategic alignment of their products in Australia and abroad as they price their products in a premium manner.

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III Market Entry StrategyEntry Objective

Arnott’s entry into the Ukrainian market will embrace a long-term, strategic approach aimed at establishing a foothold in the country’s growing confectionary market. Currently, forecasted figures for the chocolate coated biscuit niche indicate a 63% growth in demand by 2014, totaling an approximate US$509m.1 The targeted market share for Tim Tams after the first year of entry will be 5% of this niche, an estimated US$25m, comprising a large portion of market share from existing producers as well a degree of market creation itself. Over the medium-to-long term, a firmer establishment of brand name and better understanding of local preferences may allow an expansion of this market share and possible entry into neighboring markets. This opportunity is particularly lucrative due to Ukraine’s prospective free trade agreement and membership with the EU, reserving potential to expand into other Eastern or Western European countries over time.

Entry Mode: Indirect Export

Given comparable levels of both risk and opportunity indicated by Ukraine’s recent consumer and economic trends, a gradual approach to entry is crucial to minimize risks from excessive outlays and changes in economic or political conditions prior to establishing a stable foothold. In particular, Arnott’s lack of local knowledge and market experience in Ukraine or neighboring Europe results in heavy liabilities of foreignness and a gradual entry will assist in acquiring incremental market knowledge. The most appropriate mode of entry, requiring a comparatively small degree of involvement, is thus by way of export.

Employing an export strategy, further capital requirements are moderate and will mainly arise in the areas of product adaptation, importation and marketing expenses. The product adaptation process includes changes to Tim Tams’ packaging, biscuit portions or flavours while importation costs involve tariff charges, physical transportation costs, distribution expenses and any fees incurred to overcome non-tariff barriers. At present, import tariffs for chocolate coated biscuits rest at 5% of product value while shipping costs largely vary with quantity and carrier. In terms of non tariff barriers, each shipment of Tim Tams must undergo inspection for labeling standards and other sample tests, which may create substantial fees and potential product loss. Ideally therefore, Arnott’s should obtain a ‘certificate of conformity’, which remains valid as certification of a particular product for a period of 2-3 years.2 Excluding distribution costs, the Doing Business Report estimated import

1 Euromonitor International. (November, 2009). Biscuits - Ukraine. Retrieved from http://www.portal.euromonitor.com/2 United States Department of Agriculture. (July 21, 2009). Ukraine Food and Agricultural Import Regulations and Standards - Narrative . Retrieved from http://gain.fas.usda.gov/

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expenses to average at a total of US$1430 per 20 foot shipment container in 2010.3 Meanwhile, marketing expenses will initially be considerably higher than in the domestic context in order to establish Tim Tam’s brand image amidst a competitive landscape. However, such costs are unavoidable.

Adopting an exporting strategy allows Arnott’s to strike the best balance between low to moderate levels of involvement, relatively low exposure to political and economic risks and the ability to nonetheless create a market presence for strategic purposes. Exit options in the case of an unsuccessful experience are also much lower.

3 World Bank and International Finance Cooperation. 2010. Doing Business 2010 – Ukraine. Retrieved from http://www.doingbusiness.org/

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IV Marketing StrategyProduct

In Australia, there are several varieties of Tim Tam available to consumers. As we are introducing a new product onto the Ukrainian market, our initial export should focus on two to three basic varieties, so as not to overwhelm or confuse consumers with too many choices. If the initial introduction is successful, other varieties could be exported or even developed based on further research into consumer tastes.

Ukrainians prefer milk chocolate to other varieties4 and as such Original and Double Coated Tim Tams would be most suitable for export. Dark chocolate is the next popular and the Dark chocolate variety would also have a fairly broad appeal to the target market, particularly given the alleged health benefits of dark over milk chocolate5.

The packaging of the product may require some alteration to comply with labeling regulations and to translate text into Ukrainian. Ukrainian and Russian both utilises the Cyrillic alphabet and as such, an English, lower-case, ‘m’ is in fact a Ukrainian ‘t’. Tim Tam would read, as ‘Tit Tat’ so changing the text to ‘Tiм Taм' would be beneficial for establishing a correct knowledge of the brand from the outset.

Promotion

Initial promotion of Tim Tams will use a combination of fairly traditional methods such as print, billboard and television advertising to create and build awareness in the market, of the newly introduced product. A website should also be created to provide consumers with a source of further information about the product.

A well targeted and executed television advertising campaign will be an essential component of the promotion strategy. Television advertising in Ukraine is the most effective in communicating with a large proportion of the target market. This is reflected in the fact that over 50% of all advertising expenditure is on television.6 The advertisement should focus on introducing Tim Tams as a high quality, indulgence to be shared or kept all to oneself.

Arnott’s has in the past produced highly successful advertisements in Australia which were aimed at a similar target market. The advertisement involving an attractive male genie and a women wishing for a never-ending

4 Euromonitor International. 2009. Chocolate Confectionary - Ukraine. Retrieved from http://www.portal.euromonitor.com/5 Health Benefits of Chocolate (2009), retrieved from http://longevity.about.com/od/lifelongnutrition/p/chocolate.htm6 Overview of Ukrainian TV Broadcasting Market, retrieved from http://www.horizoncapital.com.ua/files/sectors/Ukr.%20TV%20Broadcasting%20Market.pdf

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packet of Tim Tams would likely be transferable to the Ukrainian market. It would position the product as something, which is highly desirable as an indulgence while presenting the product in an entertaining way. The addition of an attractive male as the genie, will also assist in assuring those being targeted pay attention to the advertisement.

Within the advertisement, an image of a woman enjoying Tim Tams should include a cup of tea/coffee to create an association between the two products. This capitalises on the increasing popularity of hot drinks7 and will hopefully create an idea that a cup of tea or coffee can become a truly indulgent experience if it is paired with a Tim Tam.

TV spots should predominantly be taken out during the most popular [amongst the target market] television programs at prime time as this is the time most working women will have an opportunity to be watching television. Some daytime advertising would also be beneficial to target housewives within the segment. To minimize advertising spend and to increase effectiveness, a two weeks on - two weeks off approach could be taken. During the on periods, the advertisement would play at a high frequency throughout the most popular programs. During off periods, print and billboard will continue to reinforce the marketing message.

In conjunction with the television campaign, print and billboard advertising will be utilised to reinforce the message of the television advertisements. Print advertisements should be placed in women’s magazines such as, Natali (circulation of 688,200) and Edinstvennaya (circulation of 320,000)8, which reach our desired market segment. This does however create an issue with advertising a product nationally, while it is only available locally in Kyiv. Even if the advertisement is seen in areas where the product is unavailable, the advertisement still creates awareness of the product and the brand, which will be beneficial when expanding into other regions of the country.

The Kyiv Metro provides an excellent opportunity for a poster and billboard campaign. With a daily ridership of between 1.7 – 1.9 million9 the vast and numerous metro stations are highly concentrated with potential consumers. Underground metros have a large number of escalators, whose walls are often lined with small print, or even digital advertisements. Large subways and open station areas also provide a larger space for full-sized billboards to be placed. Print and billboard advertisements would echo the television commercial but would also make consumers aware of Arnott’s slogan ‘no substitute for quality’. The company could also use images on the advertisements of specially designed packaging similar to a recent Australian campaign where ‘Tim Tam’ was replaced with ‘Want Me’.

Though an active online campaign will not be undertaken, given the relatively low internet use and online advertising spend, a website should still be developed to provide further information to consumers. Ukrainian

7 Business Monitor International. (May, 2010). Ukraine Food & Drink Report – Q3 2010. Retrieved from http://proquest.umi.com/8Journalism Network, Ukraine – Media Landscape, retrieved from http://www.journalismnetwork.eu/index.php/_en/country_profiles/ukraine/9 Kyiv Post (2009), Kyiv decides to spend Hr 20.2 million on 50 anniversary of metro, retrieved from http://www.kyivpost.com/news/city/detail/56121/#ixzz12LD5GZ3xhttp://www.kyivpost.com/news/city/detail/56121/

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consumers are generally skeptical of advertising10, but if they have access to a website (which echoes the tone and style of the other aspects of the campaign) any concerns or questions will hopefully be addressed by the site.

As the product matures within the market and the company looks to expand its export operations to other regions of Ukraine, similar advertising strategies should be utilized to introduce the product. In addition to this, sales based promotions would also be an effective way of increasing market share and enticing consumers to purchase. For example, a competition to win a trip to Australia would provide a great incentive to purchase the product as many Ukrainians are not in a position to travel overseas often.

Placement

The Ukrainian distribution system is relatively streamlined for food products, as illustrated by Appendix 1.1. Three main levels of middlemen exist between the importer and consumers, including distributors, wholesalers and retail agents. Initially, Tim Tams’ distribution will likely traverse all three levels.

Among the Ukrainian regions, the first point of entry for Tim Tams will be the capital of Kyiv due its relative economic prosperity and cosmopolitan character. At the outset, distribution will focus only on Kyiv so as to minimize distribution expenses and to test product reception. However, an aggressive approach will be taken toward coverage and shelving arrangements across the city in order to compete effectively against existing producers. In the medium-to-long term, other urban areas may also be included.

Currently, various forms of food retail exist in Kyiv and wider Ukraine, including hypermarkets, supermarkets, discount stores, convenience stores, grocery shops and specialist food shops.11 The greatest proportion of expenditure occurs in hypermarkets and supermarkets, although very closely followed by discount stores.12 Convenience stores receive approximately one tenth the revenue of hypermarkets, but are an important distribution avenue due to the vast number of existing outlets – in 2009, there were 21, 921 convenience stores in Ukraine compared to 64 hypermarkets and 662 supermarkets.13 However urban populations are increasingly purchasing from hypermarkets, supermarkets and discount stores, where products are generally of higher quality and expiry dates are well marked. Consequently, Tim Tams should purchase shelf space in each of these as well as a considerable portion of the convenience stores, particularly as shelf space has become more affordable post GFC following a fall in demand. Extensive coverage of independent convenience stores is unnecessary but should include organized outlets such as those covered by the Bumi Market group, a subsidiary of Fozzy Group, Ukraine’s largest mass grocery retailer.

10 Dr. Sunanda Sangwan, Advertising in Emerging Markets: Consumer Attitudes in Ukraine, Institute of International Economics and Management Copenhagen Business School retrieved from http://openarchive.cbs.dk/bitstream/handle/10398/6522/wp11.pdf?sequence=111 Swedish Trade Council. 2008. The Ukrainian Food Market. Retrieved from http://www.swedishtrade.se/ 12 Business Monitor International. (May, 2010). Ukraine Food & Drink Report – Q3 2010. Retrieved from http://proquest.umi.com/13 Business Monitor International. (May, 2010). Ukraine Food & Drink Report – Q3 2010. Retrieved from http://proquest.umi.com/

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Finally, Arnott’s should engage a confectionary distributor or dealer as an intermediary during the distribution process. These are both appropriate avenues due to their long-term nature, local market knowledge and ability to provide support in promotional efforts. In addition, as Tim Tams are relatively simple to sell, requiring no explanation of product features or after sales service, the selection of intermediaries is quite broad. As Arnott’s lacks market experience and relational networks in Ukraine, it is vital to engage a distributor or dealer at the initial stage. The activities of the intermediary must then be incentivized by sales-based commissions and the likelihood of an ongoing relationship, with a possibility of reaching an exclusivity agreement subject to satisfactory performance over time. Moreover, a further benefit of distributor and dealerships will be Arnott’s ability to retain a high degree of control nonetheless and exercise some degree of price authority. However commissions may make it worthwhile at a later point to internally establish an export section and export directly to Ukrainian retailers, foregoing commission costs.

Over the long term, local production may also be more efficient when sales levels are sufficiently high to render it worthwhile to erect a production base. In particular, pending establishment of a Ukraine- Europe free trade agreement, it may be possible to export to other parts of the EU through the same production facility.

The placement of the product once in the retail outlet is ideally amongst other chocolate biscuits, taking up several rows a little below eye level. In supermarkets and hypermarkets, aisle ends or special product display areas should be pursued to make the product highly visible in order to have an impact on shoppers, particularly while the advertising campaign is underway.

Price

In order to facilitate entry into a highly saturated confectionary market, Tim Tams must initially target a near-parity price strategy with the objective of capturing market share from its competitors at the premium end of the chocolate and biscuit markets. Currently, prices of premium chocolate range between UAH40-UAH60 for a 200g portion,14 while the price range of premium biscuits is slightly lower but vary within a similar scope. On this basis, the initial target price per packet of Tim Tams will lie between UAH40-UAH50, positioning the product on the premium end of the spectrum but offering a competitively priced, quality alternative to existing producers such as Ferrero and Roshen. The resulting strategy is thus a mild variation to the penetration pricing strategy, with the specific objective of capturing market share in the premium end of the market but avoiding negative value perceptions otherwise associated with low pricing. Importantly, this strategy augments the marketing of Tim Tams toward female consumers with both purchasing power and the desire for premium quality, yet acknowledges the important of price considerations caused by the economic conditions post-GFC.

Following the establishment of an initial foothold however, the attainment of a stronger brand image, growing brand loyalty and improving economic conditions, are expected to justify an increase in price after a 6-12 month

14 Prices estimated from online grocer Svit Gurmana as at 13 October 2010. See: http://www.svitgurmana.com.ua/

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period. This will assist to reinforce the positioning of Tim Tams as a premium product, with sustained demand from the targeted market.

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V Feasibility Analysis

The bulk of initial outlays take the form of fixed costs allocated toward market research, product adaptation and importantly, marketing expenses. Based on a shelf price of UAH45 (AUD$5.77) per packet, preliminary forecasts have been developed which suggest that approximately 454,000 packets of Tim Tams must be sold in order to breakeven. This is expected to occur very early into the 5th month after entry, when monthly sales should begin to peak and at the conclusion of 12months, the target market share of 5% is expected to be attained.

Based on these indications, the export of Tim Tams appears quite financially viable, with a target profit of AUD$6.64m in the first year, accounting for 5% of the chocolate coated-biscuits market share. In particular, the recent strong performance of the AUD enables relatively lower fixed costs in relation to market research and product promotion. The resulting strategy will not only produce substantial export profits, but confers additional intangible benefits to Arnott’s such as the strategic location of Ukraine for access to the EU and Russia and the opportunity for the company to accumulate exporting knowledge.

Therefore, noting the excess production capacity from both Arnott’s existing Australian and newly built US production sites,15 Tim Tams’ export to Ukraine is well within the company’s financial capability. No currency hedging will presently be necessary, rather, any weakening of the AUD would produce greater profit in dollar terms as the UAH strengthens.

Detailed forecasts are provided below.

15 See Palmer, D. (March 30, 2009). ‘Arnott’s invests $37million on Upgrade to further International Expansion Efforts’. Australian Food News. Retrieved from http://www.ausfoodnews.com.au.

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Table 1: Costs Breakdown per Unit

Notes: - Exchange rates are based on UAH7.8 = 1AUD. - Cost savings due to economies of scale effects are loosely approximated to a logarithmic pattern- Total cost prices have accounted for a distribution channel that encompasses all three levels of intermediaries. Intermediary costs are

likely to reduce over time as market familiarity increases.

Table 2: Fixed Costs

Function Estimated Costs ($AUD)

Market Research 10,000

Fixed Product Adaptation Costs (e.g. Redesigning of product, equipment modification etc.)

12,000

Promotion Costs (e.g. Television, Billboards, Metro Ads) 400,000

Total Fixed Costs 422, 000

Note: Promotion costs are largely Kyiv-centric and represent a 12-month estimate on the basis of current AUD/UAH exchange rates.

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Variable Costs/Packet ($AUD)

35,000 units (1 Container)

140,000 units (4 Containers)

560,000 units (16 Containers)

1,120,000 units (32 Containers)

Product Modification and Packaging

0.2 0.15 0.1 0.08

Factory price 0.8 0.6 0.4 0.3Domestic freight to Port 0.4 0.4 0.4 0.4Export documentation, tariffs and other duties

0.2 0.2 0.2 0.2

International freight and insurance

1.2 1.2 1.2 1.2

Sub Total 2.8 2.55 2.3 2.18 + Wholesaler markup (15%) 3.22 2.93 2.645 2.507+ Retail markup (50%) 4.83 4.4 3.9675 3.7605+ Distributor Commission (10%)

5.313 4.84 4.36425 4.13655

Total Cost Price (UAH) 41.44 37.76 34.04115 32.26509 Target Sales Price (UAH) 45 45 45 45

Target Sales Price ($AUD) 5.77 5.77 5.77 5.77


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Table 3: Scenario Analysis: 1-Year Profit/Loss Projections

(Target Market Share is highlighted and losses are underlined. All Items are in $AUD.)

Units Sold (000s)

50 100 200 500 1,000 4,332.75 8,665.51

Revenue ($5.77/unit)

288,500 577,000 1,154,000 2,885,000 5,770,000 25,450,000 50,900,000

Market Share 0.057% 0.11% 0.22% 0.57% 1.13% 5.0% 10.0%

Total Costs of Export and Production

$140,000 $280,000 $510,000 $1,275,000

$2,300,000

$9,615,425 $19,230,849.22

Intermediary Costs (Cost Price - Cost of Export and Production)

$125,500 $251,000 458,000 1,145,000 2,060,000 $8,645,061 $17,290,121.32

Fixed Costs $422,000 $422,000 $422,000 $422,000 $422,000 $422,000 $422,000

Earnings before Tax (AUD)

-$399,000 -$376,000 -$236,000 $43,000 $988,000 $6,767,515

$13,957,029

Note:- ‘Total Costs of Export and Production’ and ‘intermediary costs’ are based on the values projected in Tables 1 and 2, multiplied by the

respective units. - Price per unit is AUD$5.77 or UAH45.

Table 4: Break-Even Point

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Breakeven is achieved when Fixed Costs – Profits = 0

Profit per unit

Sale price – Total cost price = $5.77 – $4.84 = $0.93At Break-Even:

$ 422,000 – Profits = 0$422,000 = Profits

$422,000 = No. of units x $0.93/unit$422,000 /$0.93 =453,763 units


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Graph 5: Sales Projections to Meet Target Market Share (5%)

Note:

- Current sales volumes of Tim Tams in Australia are estimated at 35million packets per year. The target volume of 4.3m is therefore relatively feasible.

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VI Plan Summary

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STRATEGY OVERVIEW

Target Market: Women, Middle to Upper Class, Working, Aged 25-40

Export Strategy: Indirect export via distributor or dealership with commission

incentives.

Marketing Strategy –

Product: Introduction of basic flavours (milk and dark chocolate), relabeling

and slight alteration of name to ‘Tiм Taм'

Promotion: Television ads, billboards, metro , with possible association to tea or

coffee to leverage popularity of hot drinks.

Placement: Distributed through intermediaries to hypermarkets, supermarkets,

discount stores and convenience stores that are part of an organized retail

chain.

Pricing: Prices at lower end of premium confectionary spectrum, targeting

market share of existing premium producers. Variation of penetration pricing.

Feasibility: Pricing allows breakeven after approximately 5 months, or 454

thousand packets. Highly feasible, with easy exit option since exporting.

We anticipate that Arnott’s will achieve a strong entry under this strategy.


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Bibliography

Data Sources

Business Monitor International. (May, 2010). Ukraine Food & Drink Report – Q3 2010. Retrieved from http://proquest.umi.com/

Business Monitor International. (May, 2010). Telecommunications Report – Q2 2010. Retrieved from http://proquest.umi.com/

Euromonitor International. 2009. Chocolate Confectionary - Ukraine. Retrieved from http://www.portal.euromonitor.com/

Euromonitor International. (November, 2009). Biscuits - Ukraine. Retrieved from http://www.portal.euromonitor.com/

Euromonitor International. (December 2, 2009). Packaged Food – Ukraine. Retrieved from http://www.portal.euromonitor.com/

Euromonitor International. (May 22, 2008). Ukraine Income & Expenditure. Retrieved from http://www.portal.euromonitor.com/

Health Benefits of Chocolate (2009), retrieved from http://longevity.about.com/od/lifelongnutrition/p/chocolate.htm

Journalism Network, Ukraine – Media Landscape, retrieved from http://www.journalismnetwork.eu/index.php/_en/country_profiles/ukraine/

Just-Food.com (June 22, 2004). “Campbell Arnott’s eyes Asian Expansion” Aroq Ltd. Retrieved from http://www. just-food.com/

Kyiv Post (2009), Kyiv decides to spend Hr 20.2 million on 50 anniversary of metro, retrieved from http://www.kyivpost.com/news/city/detail/56121/#ixzz12LD5GZ3xhttp://www.kyivpost.com/news/city/detail/56121/

Overview of Ukrainian TV Broadcasting Market, retrieved from http://www.horizoncapital.com.ua/files/sectors/Ukr.%20TV%20Broadcasting%20Market.pdf

Palmer, D. (March 30, 2009). ‘Arnott’s invests $37million on Upgrade to further International Expansion Efforts’. Australian Food News. Retrieved from http://www.ausfoodnews.com.au/

Palmer, D. (November 24, 2009). ‘Campbell Raises 2010 Guidance, Tim Tam Sales boost Aussie Performance’. Australian Food News. Retrieved from http://www.ausfoodnews.com.au/

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Dr. Sunanda Sangwan, Advertising in Emerging Markets: Consumer Attitudes in Ukraine, Institute of International Economics and Management Copenhagen Business School, retrieved from http://openarchive.cbs.dk/bitstream/handle/10398/6522/wp11.pdf?sequence=1

Swedish Trade Council. 2008. The Ukrainian Food Market. Retrieved from http://www.swedishtrade.se/

United States Department of Agriculture. (February 3, 2010). Ukraine Retail Foods Slow Down after Rapid Expansion. Retrieved from http://gain.fas.usda.gov/

United States Department of Agriculture. (July 21, 2009). Ukraine Food and Agricultural Import Regulations and Standards - Narrative . Retrieved from http://gain.fas.usda.gov/

World Bank and International Finance Cooperation. 2010. Doing Business 2010 – Ukraine. Retrieved from http://www.doingbusiness.org/

Textbooks

Dann, S. & Dann , S. (2007) Competitive Marketing Strategy. Frenchs Forest, NSW: Pearson Education Australia.

Cateora, P., Graham, J., Sullivan Mort, G., D’Sousz, C., Taghian, M. and Weerwardena, J. (2009) International Marketing. North Ryde, NSW: McGraw-Hill Australia.

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AppendixAppendix 1.1Illustration of choice of distribution in Ukrainian food retail market:

Modified from: Swedish Trade Council. 2008. The Ukrainian Food Market. Retrieved from http://www.swedishtrade.se/

Years 1-3: Distribution path of Tim Tams within Short Term

Years 4+: Target distribution path of Tim Tams over Long Term

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TIM TAMS IMPORTER

ARNOTTS

BUSI3024 Marketing Plan v2

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