【案例三：为Mandyle公司制定市场策略】 VX： CoachAnna88 Mandyle-原题 Objective Mandyle Chocolate is one of the most famous premium fine chocolate manufacturers

and chain stores in the world. As a consultant in a leading consulting company, you need to work with your team to develop a strategic plan for how to expand in the Chinese market. Background Founded in 1956, Mandyle owns 10,000 specialty retailers across the world. In addition to chocolates, Mandyle also sells truffles, coffee, cocoa, biscuits, dipped fruits and sweets, chocolate liqueur, shakes, wedding and party favors and other items arranged in gift baskets. Since Mandyle entered the Chinese market in 2010, they have developed 103 stores, with an average annual increase of nearly 20 stores in China. Mandyle would like to increase its market share and profitability over the next five years. At present their total market share in the Chinese market is 12% and is much less than expected. In the first-tier cities they have a market share of 17%, which decreased sharply when a competitor came into the Chinese market. In second-tier cities, it has a market share of 5%. They were dominated by common chocolate brands. With the promotion of brand awareness in some second-tier cities, such as Ningbo and Suzhou, the average sales growth in second-tier cities surpassed the first-tier cities for the first time in March. The following table shows the annual revenue, gross profit, total operating expenses of Mandyle China among 2011 and 2016. (Millions of USD) 2016 2015 2014 2013 2012 2011 Revenue/收⼊ 339.9 256 174 94.6 63 34 Cost of sales/成本 221 154 87 32 26 17 Gross of Profit/⽑利 118.9 102 86.6 62.6 37 17 Total Operating 124 107 91 66 40 18 Expenses/总运营费⽤ Total Operating Profit/ （5.1） （5） （4.4） （3.4） （3） （1） 总运营利润 With the increase of new stores, operating expenses have increased and the following is the information about the Operating Expenses. VX： CoachAnna88 Five expense in Operating Expense in 2016 Percentage Transportation Expense 31% Recruiting Expense 23% Research & Explore new catalogue 21% Marketing Expense 18% Admin Expense 9% To deliver the ultimate chocolate experience and respect heritage, Mandyle do not have a chocolate factory in China. All chocolates are shipped in refrigerated trucks from abroad. Because of strict requirements for transportation and preservation, they have to use professional shipping companies at very competitive costs. Transportation expenses tend to fluctuate very little with an increasing number of stores. For stores in the same regions, the more the new stores operate, the lower the average transportation cost. Mandyle is hiring more senior people in different functions, so the salaries of management are much higher than the industry average. The stores are located in central business districts in all selected cities and the rental cost is relatively high. Mandyle have chosen to develop corporate-owned chains since they entered the Chinese market. This means Mandyle runs the day-to-day operations and owns the profits and losses of each store. There is another choice for expanding, which is franchising(特许经营店). Each franchised store must follow certain guidelines set up by the parent company, which include the types of products that can be sold, operating procedures and the prices they can charge. In exchange for the time-tested business plan, marketing power and brand name, the franchisor takes a cut of profits. For reference, the following are some popular modes for franchising, with conditions and profit distribution varying according to different companies. VX： CoachAnna88 Conditions of various Modes Profit Supplement Distribution The franchisor manages the Parent company Besides the operating investment and all operating takes a proportion revenue, the parent expenses except transportation. from the sale of company subsidize the Unified pricing and distribution, products profits(补贴) according to and sale of parent company performance of franchisor products only. The parent company invests and

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