Poland - a developing market
A Cadbury Schweppes case study

Page 0: Marketing internationally

The business environment of the 90s is a world of constant change, where new ideas, stiffer competition and improved communications create a need for organisations to make strategic decisions which help them to grasp and develop business opportunities wherever they exist. When companies market their goods within the UK they are targeting their products at a domestic market of 60 million people...
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Page 1: Poland a developing market

Why did Cadbury Schweppes choose Poland as its point of entry into the Central and Eastern European confectionery markets? Because there was a number of significant developments taking place there. The Central and Eastern European countries can be divided into two groups: those which fell originally within the Soviet Union, and others.The key difference is that the countries within the latter...
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Page 2: Market entry

Cadbury Schweppes had three 'route to market' options to consider in order to respond to Poland's market needs. The options were: export from other Cadbury Schweppes companies acquire or form a joint venture with a local Polish company establish its own factory locally. When Poland first left the communist regime the government pursued a policy of open trade which resulted in a flood of...
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Page 3: Market strategy

Although the confectionery market in Poland was known to be large, market research was conducted to determine whether that market would be suitable for Cadbury Schweppes' products. Tastes in confectionery vary the world over and Cadbury chose to manufacture products from its existing range which would particularly suit the Polish taste. It also decided to manufacture a range of budget-priced...
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Page 4: Identifying the site

Cadbury Schweppes began by visiting Poland to evaluate sites in several locations to improve its understanding of the Polish infrastructure and administration procedures, and to assess the general employment situation and skills availability. The decision to develop a greenfield site at Kobierzyce, near Wroclaw in south west Poland, was based on a number of criteria: overall...
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Page 5: Construction and engineering process

It is not an easy task to build a factory in a foreign country. It requires careful co-ordination and considerable expertise. Cadbury Schweppes appointed a team of engineering consultants to oversee all stages of the project, from selection of the contractors via a process of tendering, through to the completion of the factory construction. The construction process was extremely...
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Page 6: Identifying and recruiting for the key management roles

Just as there are challenges in building a factory in an unfamiliar country, so there are challenges in filling all of the jobs necessary to run that factory. A recruitment strategy had to be designed to meet those challenges: Should Cadbury Schweppes transfer expatriates to Poland? If so, how would they cope with the language barrier and the fact that there were no local English-speaking...
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Page 7: Community benefits

A new business brings many benefits to the local community. One of the benefits derived from this project was that the funds generated by the sale of land to Cadbury Schweppes helped to enable a new school to be built in Kobierzyce. Another key benefit was that, in an area of high unemployment, local applicants secured many of the factory jobs. Cadbury Schweppes is also committed to actively...
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