case print

I. Background The Frank’s RedHot team was in its fifth hour of its strategic initiatives meeting. Mike Power, who had recently joined Reckitt Benckiser as the Category Marketing Director on the Sauces and New product Development business scratched his head and said, “Okay team, we’ve been at this for a while, let’s take a fifteen minute break and regroup.” The spirited debate continued in smaller groups as the team headed out into the hallway. This was an especially important meeting as the team was trying to decide on a way forward with the Frank’s RedHot brand. The team knew all too well that for the Food Division to make its numbers for the year, it was essential for Frank’s to grow its market share. While the brand had been growing instead step with the category, the team knew that to really win in the category Frank’s growth had to outpace the hot sauce category.
II. Time Context
Economic Condition In 2007, Frank’s was the category volume leader with 15.2% share, had no. 2 dollar share with 16.6% and was the wing segment leader with 23% dollar share and 21% volume share. Social Condition
III. Viewpoint
Reckitt Benckiser and Mike Power – Category Marketing Director
For Frank’s RedHot to grow its market share it requires very different approaches. The Marketing team will compromise detailed marketing strategies.
IV. Central Problem
The brand had enough resources to pursue only one growth strategy. Which approach would create the best chance to grow?
V. Objectives
To increase market share of Frank’s
For Frank’s RedHot outpace the hot sauce

VI. Areas of Consideration
Competitors
Market Strategy
Consumers
Budget

VII. Alternative Courses of Action(ACA)
Having considered all the data and trends, the team has identify three potential paths to share growth
1. Regional share conquest
2. Drive Category Penetration
3. Compete more directly with the fast-growing Mexican-style brands

VIII. Recommendation Drive Category Penetration
IX. Plan of