Cellach Company

CELLACH COMPANY 4

CellachCompany

CellachCompany

CellachCompany deals in selling confectionaries. The company was started in1978 by a group of entrepreneurs. It formally began operations in1979 after being checked over by the registrar of companies inSingapore. The main products that are associated to Cellach are, theRooky type of biscuits, cookies known in the market as Pooky cookies,and sweets (popularly known as rocky sweets). The company onlyoperated in Singapore when it began its operations. Today, Cellachhas expanded its market operations throughout Asia, and East Africa.This was after the product made significant sales leading to hugeprofits in the early and mid 1980s. It was among the listed productson the stock market in 1991 and has maintained a considerably highmarket value since then. In 2013, it was ranked the most valuablecompany in Singapore. These achievements are due to theorganizational culture that has kept the reputation of Cellach on topof other companies. Cellach has never been in any litigation thatcould taint its image among competitors. Business ethics is thecompany`s driving force with employees, agents, and directorsoperating within the scope of Cellach`s code of conduct(Strahilevitz, 2003).

Marketingstrategies

Cellachhas aggressive and tactical marketing strategies. Marketing wasmainly through the electronic and print media. For instance, 1.2% ofCellach`s revenues are spent on product promotions and branding.Online marketing is increasingly taking Cellach`s product promotionand advertising campaigns (Gupta 2006). Informatics and datatechnologies have been instrumental in designing the right onlineadvertising campaign. This technology has been effective in reachingthe target audience. Direct mails and social media are the currentonline marketing platforms. Cellach`s online marketing strategies arealso very interactive enabling consumers to be in touch withproduction technologies of their product`s of choice. It is amazingto note that Cellach`s also runs a personalized website that providestheir customers with an opportunity to place orders of products withthe specificities they want (Gupta&amp Pirsch, 2006). For instanceif a customer needs specially designed cakes or biscuits for aparticular occasion with specific features, the simply need to createan account with Cellach from which they can log in and place orders.They can simply take photographs of their desired designs and uploadthem. After the product is delivered, they can pay through onlinemoney transfer modes such as money booker and PayPal.

Futureplans

Consideringthat the market is ever expanding due to the increasing number ofpeople getting interested in the product line of the company, itplans to begin its operations in Southern Europe. The roadmap forthis ambitious expansion plan is well set because consumers inSouthern Europe already identify with the Cellach`s products from theexports that are shipped there on a merchandise basis. Establishing asupply chain to Southern Europe will increase the amount of productstraded in the region.

Cellachintends to diversify its products. The chief executive officerdisclosed plans to begin production of soft drinks. This is supposedto take advantage of the market franchise it has enjoyed for years(Strahilevitz, 2003). Carbonated drinks bearing its logo willhopefully join the market to complement the already existing productline.

Innovation

Increasinghealth concerns have prompted Cellach to roll out a productionformulae that meets the needs of all its consumers in the market.More customers continuously prefer less sugar products with lowcalories content to those with high sugar and more calorie content.

References:

Gupta,S., &amp Pirsch, J. (2006). The company-cause-customer fit decisionin cause-related marketing. Journalof Consumer Marketing,23(6),314-326.

Strahilevitz,M. (2003). The effects of prior impressions of a firm`s ethics on thesuccess of a cause-related marketing campaign: do the good lookbetter while the bad look worse?. Journalof Nonprofit &amp Public Sector Marketing,11(1),77-92.