Estrategias de marketing aplicadas en la industria de las bebidas gaseosas en Argentina, como ventaja competitiva y valor agregado
The soft drink industry is in a stage of maturity, where companies have a market position that continues over time. This is a phase where the risk really begins because demand stagnates or grows more slowly. In addition, an excess of supply and idle capacity is beginning to be observed among...
Guardado en:
| Autor principal: | |
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| Otros Autores: | |
| Formato: | Tesis Tesis de maestría acceptedVersion |
| Lenguaje: | Español Español |
| Publicado: |
Universidad Nacional de Luján
2022
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| Materias: | |
| Acceso en línea: | http://ri.unlu.edu.ar/xmlui/handle/rediunlu/1603 |
| Aporte de: |
| Sumario: | The soft drink industry is in a stage of maturity, where companies have a market
position that continues over time. This is a phase where the risk really begins because
demand
stagnates
or
grows
more
slowly.
In addition, an excess of supply and idle capacity is beginning to be observed among
some of the companies, together with strong investments and the need to achieve
economies of scale. In addition, through this phase it is observed that competitive
rivalry begins to grow and the industry tends to concentrate as a mechanism to
distribute
fixed
costs
much
better.
The main purpose of this thesis work is to determine if companies in the soft drink
industry that apply marketing strategies obtain competitive advantages over companies
that
do
not
apply
them
or
do
so
partially.
The general objective was to know the marketing strategies applied in the soft drink
industry
in
Argentina
as
a
competitive
advantage
and
benefit.
The result of the investigation validates that the three main companies surveyed applied
marketing strategies, but Manaus obtains competitive advantages over the other two
because it has managed to adjust its marketing strategies to the new contexts in
Argentina, more specifically in the AMBA. It will be explained how he was able to
better interpret the needs of the consumer and his consumption habits, focused on
second brands. The Manaus Marketing Plan, based mainly on a competitive price below
the leader and advertising in the media, allowed it to be close to the consumer, which
enabled it to gain market share and position itself as the alternative to the leader.
Therefore, the competitive advantage is having adjusted its marketing strategy against
other companies that have continued with their historical strategy. The leader of this
market, Coca Cola, used its franking strategy with its second brand Crush to defend
against a targeted attack on a weakness, as the leader can create a second brand to
compete directly in the segment offered by the challenger. With Crush, they sought to
compete with a similar price to the second brands, mainly Manaus, to counteract their
attack. In turn, the leader also uses a defensive strategy through the confrontation
strategy; the first brand, can match or beat a competitor's features by making product
improvements, increasing promotions, or lowering prices only after the challenger's
success has been realized. |
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