Malaysia is a country that has experienced the highest demand for fresh milk for decades. In fact, it has depended on imports to meet the domestic deficits because the local producers can only serve five percent of the market, thus leaving ninety-five percent to be served by the imports (Dairy Australia 1016). With the MADE Beverage Group dealing in quality fresh milk, Malaysia provides a growth opportunity for this firm to maximize its sales. This international market assessment determines the effectiveness and viability of the new market in sustaining an organization’s performance. This report provides the relevant information that justifies the any move by the MADE Group to enter the Malaysian dairy industry. The move to invest it Malaysia will benefit the company. With exporting as the preferred market entry strategy, the MADE Group stands a chance to shake the market that is underserved with fresh and quality milk.
The MADE Beverage Group is an outstanding company that has dominated the Australian beverage and dairy market since its inception in 2005. The Company’s brand is a homegrown innovation that is founded on an innovative culture that has become the company’s asset. The company is famous in Australia is because it is more than a beverage firm because of its vertical integration. The founders, Luke Marget, Brad Wilson, and Matt Dennis identified the gap that was evident in the market (Carmody 2016; MADE 2017). The company emerged as a producer of water beverage, but later released multiple competing brands. The company has focused on five category-leading beverages as part of its portfolio. It continues to achieve its mission through direct distribution networks, dedicated sale forces, and modern manufacturing facility. The organization has opened operational offices in Perth, Brisbane, Sydney, and Melbourne. It boasts of a national distribution network services that bring together the country’s largest retail chains. Therefore, the new network has helped the organization to deliver products to its customers (MADE 2017).
The brands offered by the company cold pressed juices, fresh milk, cocobella, cold brewed coffee, and NutrientWater (MADE 2017). Given the shortage of fresh milk experienced in the Malaysian market, The MADE Beverage Group should invest in the new country through its Rokeby Farm that makes fresh dairy products. Without a doubt, the fresh dairy products manufactured by Rokeby Farms are delicious, nutritious, and wholesome. To meet the expectations of customers, the company has incessantly sourced its quality fresh milk from specific farms. These farmers nurture and bread healthy cows because they enjoy pasture-fed diet leading to quality milk (Rokeby 2017). In Australia, the company targets different market segments based on the five-category portfolios. With the natural feel of Australia, the company’s fresh milk has performed beyond the expectations. It has used its over 20,000 networks to serve the market. In fact, through direct distribution network and online services, the organization has met the expectations of customers. The company has established a strong network thus translating into enough resources to guarantee it foreign market expansion.
Malaysia is a middle-class economy whose economic growth is promising. In the region, this country has remained stable and reported positive economic growth for years now. Although Australia has reported stable economic growth and high GDP better than Malaysia, the dairy industry is saturated. In fact, the demand for milk in Malaysia is incomparable because of low domestic production levels. For instance, its domestic production can only serve five percent of the market. To this effect, the ninety-five percent is served by importation. This justifies the level of market potential in the targeted market.
Political Malaysia is a multiethnic and multilingual country. Unlike in Australia, where politics is about issues, in Malaysia, the politics follows the ethnical divisions. Currently, UMNO is the popular party in Malaysia, but it failed to capture power in the 2013 general election (Kassim 2015). Pakatan is another party that seems to be a multiethnic and was formed by the minorities who advocated for equal opportunities. The country is headed by the Prime Minister, Najib Razzak, whose government has been hit by scandals that has seen him call for the resignation of two government officials. The opposition is unable to capitalize on the mess to capture power as its leader is jailed.
Malaysia is a rich country because by 2014, its GDP per capita stood at $11,000 thus making it the third richest nation in the region. However, the country has suffered greatly because it relied on the Chinese economy for exports. With this economy slowing down, Malaysian government has found life difficult leading to the devaluation of its currency against the dollar. The economy has been hurt further following the fluctuation of global oil prices, as this is the major export product (Nadaraj 2014). Unlike in Australia where the government controls the wage bill, the situation is different in Malaysia because its labour force is among the most expensive in the region. This has threatened foreign direct investment. Given the current standoff between the Prime minister and the popular votes, the investors are scared. Nevertheless, Najib’s administration continues to initiate programs that boost the domestic demand.
Like Australia, Malaysia has reported positive economic development and growth for decades. The dynamic leadership have stabilized the situation by adopting policies that encourage urbanization (Kassim 2015). Unlike in Australia, where poverty, exploitation of workers, unemployment are challenges, the situation is opposite in Malaysia. Discrimination against the minorities is a situation that is evident in both Australia and Malaysia. With time, conflict in this country will worsen. Since the majority of the population are Muslims, the other religion groups such as Christians, Buddhists, and Hindus are in sizable number (Leung, Bhagat, Buchan, Erez, & Gibson 2005). This could give rise conflicts, as extremism is becoming a problem across the region. In facts, the Malaysian youths are already supporting extremists religions thus threatens the peace and stability of the country.
The Malaysian authority has established a strong infrastructure that has made the country admirable. Indeed, many companies have outsourced the country’s manufacturing and utilized its productive workforce who has been equipped with relevant skills (Kassim 2015). Malaysia has the highest internet connectivity because the optical cable is provided in recreational parks, railroads, shopping malls, and apartments. This makes it unique and different from Australia, where the internet connectivity through the optical cable is not well established as elaborated by Sinkovics, Sinkovics, and Jean (2013).
There are different factors that have influenced the global milk price.
Global milk supply is one of the factors that have been used to determine the market price (Edmonds 2016). According to Edmonds (2016), the global milk supply has influenced dairy prices because studies have identified the falling production across New Zealand, Australia, Europe, and South America. This implies that the demand remains higher than supply leading high prices (Theodosiou & Katsikeas 2001).
High production costs are another reason that has influenced the global market prices. For instance, farmers have not adopted mechanical or intervention capacities to reduce the market imbalance. For instance, they are yet to improve productivity through improved pasture management, animal health, and genetics (Edmonds 2016).
The Australia’s dairy processing companies have valued Malaysia as the most lucrative market. It values Malaysian dairy consumption that has become high. This is incomparable to other countries in the region (Dairy Australia 2016). Malaysia imports about 92 percent of its milk and dairy products from the Australian processing and manufacturing companies. In 2015/2016, Malaysia is the tenth leading global dairy markets as it has formed the destination for dairy milk and products worth $797.6 million (Dairy Australia 2016). In the last five years, the country has recorded 27.3 percent of growth in dairy exports. The volume of growth is based on Milk (76%), Casein (53%), butter (58%), and WMP (45%). The Australian market share of the Malaysian market is the third. For instance, the Australian dairy products destined for the Malaysia market was worth $137.4 million (Dairy Australia 2016). Over the last five years, Australian dairy companies increased their export to Malaysia by 90.7 percent with milk increasing by 291 percent.
Based on the quoted data, the Malaysian dairy market is growing as the demand for milk is increasing. The local production has failed to meet the demand of the market thus making the country the best destination for foreign dairy firms. Studies have indicated that that many Malaysians depend on the imported milk because the local production can only meet five percent of the local demand (Pillay 2014). Therefore, importers meet the 95 percent of the demand.
Since Malaysia faces deficit in the dairy products, it has relied on the foreign processors to meet this challenge. The dairy products that the country receives from the importers include milk, cream powder, cheese, whey, and milk fats and oils. These are distinct segments (Foedermayr & Diamantopoulos 2007). The primary import source for the fresh milk and cheese is Australia while the secondary import source is New Zealand and tertiary import source for these products is the United States (Sim & Suntharalingam 2015). Malaysia as a middle-income nation, it has remained embrace open-trade, especially relating to its dairy products. Based on its per capita dairy consumption, Malaysia is higher than other countries on the region. The liquid milk forms the largest share of the per capita dairy consumption. Other dairy products that are imported are cheese and drinking yogurt. The liquid milk is the most popular market followed by the drinking yogurt. However, cheese is the least popular dairy product in this country. this information has been represented in the figure below.
With the population growth increasing and cost of production escalating in Malaysia, the country will continue to depend on imports to bridge the 95 percent demand deficits. Therefore, the growth potential in the market is inevitable. Giving the increasing demand for the fresh milk and other dairy products, the Malaysian market is in growth stage. This is because; the market offers the best opportunity as many customers seek for the milk products. In fact, currently, the local producers can only serve 5 percent of the market thus leaving 95 percent to be met by importers. Therefore, the growth potential is significant. The diagram below shows the extent of market supply.
Based on the pie chart above, the import is controlling Malaysian dairy market. Of the foreign sources, Australia is the primary supplier of the dairy imports at 92 percent while New Zealand is a secondary supply. Other countries include the United States and France as shown in the appendix 1. It is evident from the appendix that the country satisfies the domestic demands using imports that has since reached RM 1.2 Million by 2014.
These channels define the networks that importers have used to reach out to their targeted customers in the market. For the U.S exporters, the corporations such as Nestle use different sales channels based on the service or product. For instance, the companies use wholesalers who have sold their products to consumers, especially through their Malaysian import houses. With the import houses, the products are later distributed to various outlets including supermarkets. The foreign companies have realized that the presence of the local agents and distributors are critical. In fact, even the Australian exporters have benefited greatly from the supermarket chains that have helped them to distribute their products to the end users. MADE Beverage Group will have use the typical distribution channel involving breaking the bulk. This strategy ensures the product moves from the manufacturer, to the agent, distributor, retailer, and consumer. It will also maximize the use of manufacturer, bulk buyer to the consumer as showed in the diagram below.
In Malaysia, various international corporations are controlling the dairy segment. The most renowned companies include Nestle, Fonterra, and FrieslandCampina. These international companies continue to expand their market share in all the segments, but have intensively focused on the higher-margin branded segments (Australia Dairy 2016). Bhattacharya and Michael (2008) have identified the efforts the local producers and manufacturing firms are putting to check multinational corporations. Dutch Lady Milk Industry sells drinking milk products and has a retail value of about 23 percent. It recently launched other dairy products including flavoured milk drink. The company’s Dutch Lady Milky attracted large market share because of the cartoon characters it used to design the product. It further improved the packaging that ensured it remained the darling of many Malaysian customers.
Nestle, Fonterra, and FrieslandCampina as well as Dutch Lady Milk have engaged on competitive efforts to outwit the rival. The competition is based on quality, features, product range, and company size (Schwab 2014). For example, the foreign companies as Fonterra has enough resources to establish a strong network in the country compared to the local companies. Since the competitive landscape is fierce, the local processing firms and producers have played the cards to their disadvantage. Many foreign companies have grabbed the opportunity to maximize their sales and production.
Nestle, Fonterra, and FrieslandCampina are the main competitors in the market. Interestingly, these companies have operated through their local agents and establishing partnerships or joint ventures with the local distributors to counter the cost aspects. Since most of these competitors have focused on the higher-margin branded segments, MADE Beverage Group will have an advantage going forward. This is because; the company has intended to expand its presence to low-margin segments so that it can offer affordable drinking and fresh milk. Additionally, MADE Beverage Group can never be compared to these local and former players in the market. For example, as part of its market penetration strategy is concerned, it intends to use the penetrating pricing that will attract customers to its brand. The strategy will ensure the company builds a name for it and snatch the market share of others.
In addition, the company’s move to use the social media to advertise and market its products will market a difference (Okazaki & Taylor 2013a). Currently, the internet has penetrated the Malaysian market, and the move by MADE Group to capitalize this technology will be a plus to its marketing efforts. This will see the organization’s brands marketed on all social media platforms, such as Facebook, Twitter, Google+, LinkedIn, and YouTube among other platforms (Okazaki & Taylor, 2013b). The online retail sites will also help beat the competitors because customers will easy access the products easily. This is the best positioning and differentiated strategy that none of the players can beat.
Nestle, Fonterra, and FrieslandCampina are fierce rivals that have focused on high-margin brand segments. They have used the demand deficit in Malaysia to monopolize the market. This indicates that they maximise values through profit maximization strategy. The companies charge highly and even the local companies have used the high cost of product tag to overcharge their local customers (Fjetland 1996). However, given the strength of MADE Beverage Group, the company will reduce the costs by establishing an online retail site where customers will easily access the dairy products. With such new retail site, the MADE Group will cut its operational costs thus benefit the customers who are in dire need of milk.
The MADE Beverage Group is an organization whose ability to deliver quality and affordable product is out of question. It has displayed the capacity to serve its customers diligently using the new technology like social platforms. With the congestion and poor distribution of goods befalling other players, the Made Group has opted to introduce an online retail site where customers will request or purchase its fresh milk within a second. This new development gives the company an edge over its rivals. Additionally, the MADE Beverage Group has remained true to its vision of offering quality and affordable dairy products. This will see the organization use its economies of scale to push the prices down thus make them affordable.
Distribution of the products is essential in determining the success of an organization. In most cases, companies use different distribution channels to reach out to their customers. Milk products are perishable goods thus require a quick and effective channel of distribution. Since the MADE Group targets the fresh milk users in Malaysian market, the company will first rely on its online retail site to deliver its fresh milk to the customers. This implies that its suppliers must be reliable. For instance, upon the request of milk, the delivery should be done swiftly. It needs also make use of both hyper-supermarkets and supermarkets to deliver quality fresh milk. Since the supermarkets are never spread everywhere across the country, the firm will also establish various milk outlets where customers will access this product. It will accomplish this task by collaborating with reliable and credible local firm and distributors to facilitate the delivery of the product.
The current situation in the Malaysian dairy industry is worrying because the sector is controlled by imports. The 95 percent importation of dairy products requires serious policy initiatives to save the customers (Ruduan 2017). Currently, the market is characterised by intense competition, globalization, different product offers, new technology, influence of social media, and free flow of information as explained by Okazaki and Taylor (2015). These factors have played critical role in influencing milk consumption as described by Kurajdova, Taborecka-Petrovicova, and Kascakova (2015). Within the fresh milk market segment, the quality of the product seems to have a greater influence on the consumer preferences. However, this quality is based on the differentiation, such as labelling, branding, and other quality attributes to help meet their needs (Ishida, Law, & Aita 2003).
In Malaysia, the level of education is also critical in influencing the buying behaviour of consumers. The highly educated customers are responsive to their wellness and health (Boniface & Umberger 2012). This ensures that they go for healthy diet thus changing the consumer preferences in the market. Currently, many Malaysians have associated milk with health benefits. To this effect, they have shifted to milk for breakfast. In fact, these people spend money on milk than rice.
The consumer preferences, behaviours and attitudes regarding the consumption of the product seem to differ. However, the consumer perceptions of the quality of the product play a crucial role in influencing the purchasing behaviour (Boniface & Umberger 2012). Under quality aspects, the Malaysian consumers consider health-related factors, hedonic factors, such as smell and tastes, process-related factors, and convenience. The MADE Beverage Group must understand these factors to help in driving the consumer demand. According to the findings of various scholars, the Malaysian customers are driven by health-related factors to purchase milk (Norimah et al. 2008).
The Malaysian market is short of enough supply of milk and other dairy products. To this effect, it is possible to view as an aggregated segmentation. Without a doubt, the market has been segmented into various sections based on the product offered. The first category of segmentation is the milk segment (Agarwal 2003). This segment encompasses the white milk, milk powder, condensed milk and flavoured milk. The second category is that of chilled dairy that entails dairy desserts, drinking yogurt, and spoonable yogurt. The third segment is that of cream which include sour cream, liquid cream, whipping cream, and custard. Cheese segment also entails different categories of products, such as soft cheese, pressed cheese, blue cheese, white cheese, and hard cheese (Wood 2017). Since MADE Group targets the milk segment, it should focus on diversifying its products to accommodate the needs of the customers. Nevertheless, its outstanding fresh milk quality or white milk will give it an edge in the market.
The level of competition in the Malaysian market is insignificant. Even with various players in the Malaysian dairy market, they have failed to meet the expectations of customers in the market. Therefore, MADE Beverage Group has an opportunity to fill the gap by intensifying the production, supply, and distribution of the fresh milk in the market. It is evident that the Malaysians require affordable and quality milk products. Based on the mission and values of the organization, Made Beverage Group stands to meet this expectation.
Currently, the demand for dairy products in Malaysia is beyond the supply. This presents opportunities for the foreign companies including MADE Beverage Group to maximize them and improve its market share (Boniface 2012). The most important opportunities in this country include butter, cheese, drinking milk products, infant milk formula, ice cream, butter, and condensed milk (Reduan 2017). This market is attractive that any business should consider. For instance, the Malaysian government is planning to boost its national milk production. For instance, it plans to provide 10,000 dairy cows to its farmers to meet the needs and expectations of the clients. The Malaysian Agriculture and Agro-based Industries affirmed that the country’s annual demand is 50 million litres compared to 34 million litres produced. It has thus addressed the deficit through importation from Australia and New Zealand. For instance, the country imports 92 percent of its fresh milk from Australia while New Zealand imports surmount to seven percent. The government believes that that by proving 10,000 dairy cows, it will achieve self-sufficiency (Bernama 2016).
The ASEAN Free Trade Agreement
The growth in the import of dairy product across this region offers an opportunity for MADE Beverage Group to create an impact in the market. In fact, this demand is evident in all the Asian countries including Malaysia and Japan. With the growing income and urbanization, the demand for dairy products is becoming a reality. The company should take advantage of the rising supermarkets in the region to optimize sales (Boniface 2012). The increasing love for the western diets has granted the company a growth opportunity in the region. Japan and Malaysia are experienced constraints in the local milk production. Most of the Southeast Asian nations have failed to produce enough fresh milk and milk products that can meet the demands of the population.
Similarly, trade liberalization is an important measure that is stimulating the cross-border trade across Asia. With the new Free Trade Agreement in place, the companies have accessed new opportunities in the market thus integrating the food processing industries (Boniface 2012). The situation has been eased by the adoption of the Trans-Pacific Partnership that exists between Brunei, Australia, Malaysia, Chile, Singapore, and New Zealand. This new partnership has also involved the U.S, Peru, and Vietnam thus opening up the region for export opportunities, notably for the Australia’s dairy products (Boniface 2012). Without a doubt, the trading activities have freed up various food manufacturing businesses thus allowing them to relocate to new countries where the production costs are manageable.
Of all the international marketing strategies, exporting has proven essential and efficient in serving the interest of MADE Beverage Group.
Exporting is the strategy where a country opts to sell its product to another country. Companies can use the agents or distributors to enter the host country. According to Liesch, Steen, Middleton, and Weerawardena (2007), the export mode of market entry is the most common as it consists of subsidiary, direct distributors or agents, and indirect entry. Rugman (2001) holds that exporting has proved to be the easiest and quickest way to penetrate an international market. Previously, the approach used to access experience and knowledge of the new foreign market. Whenever a company opts for this market entry method, it must commit resources and address the risks involved. In fact, exporting is a preferred market entry mode because of the low commitment of resources. The companies involved also have low investment choice.
Despite its benefits, the strategy also has shortcomings such as the companies involved have to embrace the low profit profits. Similarly, the control of the business is low. Rugman (2001) argues that both companies involved in the marketing efforts all claim the control thus making it difficult to manage. However, after the organization has gained the relevant market experience and knowledge, the firm can try increasing its presence and utilize the export strategies. Therefore, exporting has become a continuum of increasing commitment in the process of internationalization. Based on the case in hand, the company can use indirect entry. In this case, the exporting company maximizes the presence of the domestic subsidiary to facilitate the exportation. Liesch et al. (2007) have affirmed that the indirect export is the best strategy to access the new foreign market.
The company can also choose the direct exporting strategy, such that the producer would sell the product to the buyer or importer directly in the foreign country. For instance, MADE Beverage Group would sell the fresh milk to the buyers in Malaysia and Japan. With this strategy, the producer has no business gaining knowledge about the targeted market (Boniface 2012). The direct exporting is beneficial to the producer because the company have full control of its new market plan. It can also concentrate on the marketing efforts to boost its product line. Direct exporting allows the company to have quick and fast feedback information from the new market thus enhance swift adaption to the needs and expectations of the customers. According to Liesch et al. (2007), the direct exporting allows the producer to protect its goodwill, trademark, intangible property rights and patents. Before initiating this program, the business will have to understand the documentations and procedures required for the international payment system and export shipments as explained by Koschate-Fischer, Diamantopoulos, and Oldenkotte (2012).
In conclusion, the export market-entry mode is advisable where the costs regarding the trade barriers are insignificant. Indeed, in such situation, the customization of the service and products are rarely critical. Therefore, businesses need to adopt this strategy when they understand that the situating operations in the home market present competitive edge relating to the costs aspects.
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