Market segmentation refers to a marketing strategy that divides a broad target market into subsections of customers who have similar wants and interests, and then develops a method of getting them (Majaro 2013). The segmentation analysis involves evaluating factors, such as geographical, demographic, psychographic and behavioural (Majaro 2013).
These factors are significant in understanding how the imported chocolate would be marketed, including the positioning of the product (Alexander, Yach & Mensah 2011). Regarding behavioralistic factors, it has been argued that population features have impacts on new products.
For example, if Turkish people are nationalistic and patriotic, it would be difficult for them to buy the new products from outside the country (Wilson & Mukhina 2011; Peri, Stipevi, & Guszak 2009). Wilson and Mukhina (2011, p. 57) argue that the evaluation and selection of products would be affected by psychographic factors.
Notably, citizens’ personalities, values, beliefs, motivations, lifestyles and attitudes would affect the purchasing power of imported chocolate, especially if it interferes with their culture (Wilson & Mukhina 2011). Demographic factors are vital because they are utilised to determine prices, needs and wants.
The age is a key demographic factor because the young concentrate on images, while adults would focus on prices (Peri et al. 2009). Chocolate’s most target markets would the young, implying that the appearance must be attractive.
Geographically, the country is strategically located. This indicates that it would be easier for companies from outside to enter into the country (Peri et al. 2009). The positioning of the chocolate market will depend on the population settlement.
Porter’s Five Forces Analysis of the Turkey Chocolate Industry
Porter’s five forces analysis entails analysing the level of competition in the industry and designing a business strategy. The forces are comprised of factors that are close to a firm and affect its ability to offer services to consumers and make profits (Porter 2008).
The forces are the threat of substitute goods, the peril of established rivals, the danger of new contestants, the bargaining power of distributors and that of consumers (Porter 2008). With regard to Turkey’s chocolate industry, Porter’s five forces analysis is vital.
The first factor that Porter considers is the consumers’ abilities to bargain. According to him, in situations where products are cheap, consumers are not price-sensitive (Porter 2008; Ozilgen 2012). The bargaining power will be critical in determining how frequently the customers will be buying chocolate (Atalaysun 2013).
In Turkey, most purchasers are consumers and brokers. Brokers have the most impact for chocolate and other confectioneries. The existence of large retailers would contribute to the struggle for space and the threat of backward incorporation (Ozilgen 2012). The second force is the bargaining power of distributors.
Notably, this category of people has impacts on manufactured products in relation to the quality and price of goods. Having a conflict with a supplier might cause issues, which could result in changes. For example, high bargaining capabilities may force a producer to give in to customers’ demands (Atalaysun 2013; Knezevic, Renko & Bach 2011).
Struggle among existing competitors is the third force. Lindt Special, Ulker Godiva, Patchi, Vakko, Beymen, Pelit Boutigue and Marie Antoinette are the main competitors in the market (Knezevic et al. 2011). The growth rate of the industry is high with a 5 % growth rate in developed nations and 10 % in the upcoming market, making it very attractive (Knezevic et al. 2011).
Figure 1: A graphical representation of Porter’s Five Forces Analysis
Due to high competition, there is a likelihood of an increase in prices, making companies operate on lower margins. Notably, chocolate faces competition from biscuits that are produced in the country (Dogan, Toker & Goksel 2011). Thus, it would be important for the company that would be importing it to develop attractive brands.
The fourth force is danger of substitute products. This is the case because of the effects chocolate has on the health of people. It is attributed to obesity, and according to studies, 400 million adults were obese worldwide in 2005 (Dogan et al 2011).
As a result, many customers have focused on substitutions, such as cereal bars, fruit bars and biscuits (Atalaysun 2013). These would be major threats not only to the imported chocolate, but also to the chocolate sector in Turkey (Dogan et al. 2009).
To counter the threats, importers should concentrate on adding value, such as vitamins and/or removing fat and sugar to their products (Grundy 2006).
Figure 2: Porter’s five competitive forces
The last force is the threat of a new entry. It is certain that chocolate sector is controlled by companies that have attractive brands that draw global attention (Grundy 2006).
Arguably, it is difficult for a new organisation to creep in with a new product of chocolate from outside the country, unless it develops new goods that are health-friendly. This is for the reason that many customers are loyal to Ulker Godiva, the leading producer in the nation (Atalaysun 2013).
Another challenge that the entrant product will face is the existence of traditional deserts. Turkish people are ethnocentric, implying that they like the products from their country, and it might be hard to buy a new product (Atalaysun 2013; Guldas, Dagdelen & Biricik 2008).
Therefore, the importing of chocolate would be affected by many factors as aforementioned. The existing traditional deserts and biscuits would be major threats. The introduction of the new product will face stiff opposition from the suppliers who are loyal to Ulker, the leading company in Turkey.
References
Atalaysun, M, 2013, Sugar and Confectionery Sector, .
Alexander, E, Yach, D, & Mensah, GA, 2011, ‘Major multinational food and beverage companies and informal sector contributions to global food consumption: implications for nutrition policy’, Globalization and health, vol. 7, no. 1, pp. 26-37.
Dogan, M, Toker, OS, & Goksel, M, 2011, ‘Rheological behaviour of instant hot chocolate beverage: Part 1. Optimization of the effect of different starches and gums’, Food Biophysics, vol. 6, no. 4, pp. 512-518.
Guldas, M, Dagdelen, AF & Biricik, GF, 2008, ‘Determination and comparison of some trace elements in different chocolate types produced in Turkey’, Journal of food, agriculture & environment, vol. 21, no. 3, pp. 334-367.
Grundy, T 2006, ‘Rethinking and reinventing Michael Porter’s five forces model’, Strategic Change, vol. 15, no. 5, pp. 213-229.
Knezevic, B, Renko, B, & Bach, MP, 2011, ‘Web as a customer communication channel in the confectionery industry in South Eastern European countries’, British Food Journal, vol. 113, no.1, pp. 17-36.
Majaro, S, 2013, International Marketing (RLE International Business): A Strategic Approach to World Markets, Routledge, London, United Kingdom.
Ozilgen, S, 2012, ‘Failure Mode and Effect Analysis for confectionery manufacturing in developing countries: Turkish delight production as a case study’, Food Science and Technology (Campinas), vol. 32, no. 3, pp. 505-514.
Peri, N, Stipevi, VB, & Guszak, I, 2009, ‘Perception of chocolate brands in the Czech market: the case of Dorina’, International Journal of Management Cases, vol. 11, no. 2, pp. 80-91.
Porter, ME, 2008, ‘The five competitive forces that shape strategy’, Harvard Business Review, vol.86, no.1, pp. 25-40.
Wilson, I, & Mukhina, M, 2010, ‘Market segmentation in Russian subsidiaries of FMCG MNEs: Practitioner and academic perspectives’, Marketing Intelligence & Planning, vol. 30, no.1, pp. 53-68.
By virtue of the 18th century French decadent era, “la Chocolaterie Rococo” emerged.
Rococo chocolate is the true definition of quality chocolate that is a sinful delight capable of bringing heaven a step closer.
The emergence of “Chocolaterie Rococo” was inspired by the French period of the decadent 18th century. The Rococo chocolate defines the ultimate chocolate indulgence one could ever imagine!
This chocolate was introduced by Marita Lamprecht who was trained as a chocolatier in Belgium.
She utilises the finest freshest ingredients in creating each piece of exquisite delight Rococo Chocolate.
Marita Lamprecht is the founder of Rococo Chocolate company in South Africa, to which after being trained she made the foremost purveyor of the chocolate in Southern Cape, Belgium.
About Rococo Products
The company produces beautiful chocolates.
Its chocolates are in colorful as well as ornate designs.
They have a world wide market.
Rococo chocolate produces some of the best chocolates ever, they are tasty, beautiful and in different designs preferred through out the globe. They are thus found in South Africa, and other countries in America.
Rococo Uniqueness
Well wrapped in attractive packages.
Well flavored with fruit, salt, vanilla and thousands of other flavors.
Smooth to the tongue.
Has a lovely melt on the tongue.
What distinguishes Rococo chocolates from other chocolates is its attractive look on the outside and the delicious sweetness it has. Rococo chocolates are smooth and provides a lovely melt that makes it irresistible to the tongue!
Manufacturing
The manufacture of Rococo melted chocolate can be complex, but following simple rules makes it easy.
Firstly, different temperatures ought to be considered depending on the type.
Despite the fact that melted chocolate is difficult to work with, certain rules are observed in its manufacture. The temperatures vary for example milk chocolate is normally at 38°C, White chocolate ought to be at 37°C , while dark (fondant) is required to be at 38°C.
Apart from the temperature, manufacturing involves tempering, fillings, mould, hand dipping and coating.
Upon ensuring the temperatures are correct, tempering is done to crystallize the cocoa butter fats to allow a glossy hard finish. Fillings brings an assortment of chocolates to high quality because of its soft structure. Mould are required to be dry and clean which are filled after tampering and the excess chocolate scrapped. Hand dipping involves the coating of centers which have tempered chocolate. Coating is finally done best when the chocolate is freshly tempered and afterwards packed.
Rococo Chocolaterie Classes
Rococo Chocolate company has introduced cookery classes for those interested.
It involves inter alia baking with chocolate, chocolate tempering, truffle-making and making chocolate mousse.
Due to its famous chocolates, the Rococo chocolate company in South Africa has also established cooking classes for persons interested. The lessons involve actual baking, tempering, truffle-making and inter alia making chocolate mousse.
Conclusion
In a nutshell, the handmade “La Chocolaterie Rococo” are of finest quality, made of the freshest ingredients for exquisite results.
Conclusively, Rococo company in South Africa produces the finest quality of chocolates that come in different designs and flavors to the customers taste and desires. The chocolates are simply a manifestation of skill, technique and appreciation for Rococo’s chocolate making process.
Cowgirl Chocolates is a small enterprise founded in Moscow, Idaho. Over the years of the company’s operation, its owner, Marilyn, didn’t achieve significant results in the promotion of her products and attraction of potential customers although, for some time, the chocolates were demanded in a few of the distribution points and were actively purchased via the online shop. Nowadays, the company incurs losses, and Marilyn needs to develop a strategy to sustain her business, survive in the competitive market, and increase revenue.
Alternatives
One of the potential directions for the development is shifting towards self-production. The collaboration with the large producers such as Seattle Chocolates is rather costly for Cowgirl Chocolates; production, wrapping, and packing expenses are not well correlated with the product demand. The second alternative is the development of Cowgirl Chocolates’ website. It was mentioned that about one-third of total purchases were made through the company’s online store. Therefore, e-commerce is a prospective direction for Marilyn to follow.
The placement of the advertisement in the Chile Pepper magazine is a good idea. Cowgirl Chocolates has a diverse and original product range; its pack design has won several awards. Thus, the promotion has a potential for a significant success. Nevertheless, Marilyn needs to identify its target audience and product segment because it will help her to increase production efficiency and avoid unnecessary losses.
Key Decision Criteria
The major criterion is cost-efficiency. At the current stage, the production of some items, such as Gift Buckets, involves excess costs – the average packing cost for one gift set is $5.25 (Exhibit 2 Cowgirl Chocolate Product Offerings with Price and Cost Figures, page 591). High wholesale prices result in high retail prices which lead to the decrease in product demand.
Another criterion is the quality increase. Marilyn noticed that sometimes the quality of packing and wrapping provided by Seattle Chocolates is unsatisfactory. Moreover, the quality of chocolate produced by the company is not the best in the market. But quality is one of the basic customer values, and the increase in quality indicators may help to increase product attractiveness.
Analysis
Self-production and e-retail may help Marilyn to increase cost-efficiency and product quality. These alternative directions for the development require the reduction of production volumes. At the initial stage, it is better to offer a few options to attain stability in business. Moreover, the decrease in production volumes and the narrowing of product range may help to increase product differentiation and make the brand characteristics more distinctive and recognizable.
The product differentiation will also be increased after the placement of the advertisement. In this way, Marilyn will directly address the audience of the potential consumers who will likely be interested in purchasing of Cowgirl Chocolate products. The company already has a good aesthetic base in product design which should be applied. Moreover, the development of thematic and more elaborated website may increase the customer attraction and, at the same time, may help to track which items are more demanded. This information will be useful in design and development of new options.
Recommendations
Self-production and e-commerce can be efficiently implemented in case the target audience is identified, and the product range is narrowed according to the customers’ preferences. Marilyn can focus her attention of the production of the spicy chocolate and withdraw the sale of the large gift sets because they are not demanded. Marilyn can hire a small working team whom she would be able to control. The ability to monitor the process of production and the qualified or less expensive workforce facilitate the achievement of cost-efficiency and increase in product quality. In this way, Cowgirl Chocolates may build a solid foundation for the high customer and product value creation.
Patchi is a small scale chocolate store that specializes in providing gourmet chocolate products to its consumers. Currently located in the Abu Dhabi Mall in Abu Dhabi, the chocolate store was one of the first of its kind in its current location and, as such, has been drawing considerable attention due to the novelty of eating gourmet chocolate products. The business itself is not an LLC (Limited Liability Company) but rather was formed as a result of a partnership agreement between several young entrepreneurs in Abu Dhabi that franchised the business from the main Pachi Company.
What must be understood is that one of the ongoing trends in Middle East society today has been to send high school graduates of the U.A.E educational system to various colleges and Universities located in other countries in order to further their education. As a result, many international influences and cultural traditions tend to be brought back by such individuals resulting in new local trends within the U.A.E.
The creation of a company that focuses on gourmet chocolate is one of the results of the sharing of international culture with local residents and, as such, Pachi has gained a considerable following within Abu Dhabi. As for why the owners entered into this specific type of business, this can be explained by the growing popularity of gourmet culture (as referred to earlier regarding cultural sharing) and how gourmet chocolate is normally well accepted in virtually all locations where it is sold. In the case of Pachi, they were actually the first gourmet chocolate company to establish itself within Abu Dhabi.
This paper will examine the origins of chocolate chain “Patchi” and the various entrepreneurial activities and concepts that contributed to its success within the Abu Dhabi market. With various chocolate stores and candy products already present in the Abu Dhabi market today, this makes market penetration and the creation of sufficient brand awareness of a new chocolate shop all the more difficult to implement. As such, the success of Patchi is definitely worth a closer examination since it will showcase how a chocolate store is able to become successful in an already saturated market environment.
The Success of Patchi at the Present
The employees at the renowned chocolate chain Patchi, at the second floor of the Abu Dhabi mall, mention that the secret behind their success lies not only in the type of product they sell but rather in the way in which they make each transaction an “experience” for their customers. What they are referring to is the general ambiance and “feel” that permeates a particular store or shopping area.
Basis behind success
The entrepreneurs behind Patchi in Abu Dhabi explained how they realized success during an economic downturn was possible by making their shop an “experience” rather than merely thinking of it as a shop and they even planned the happy ambiance that pervades Patchi as a method of drawing people in and enhancing their purchasing experience.
As it was mentioned earlier, the entrepreneurs took great pains in the planning process especially in terms of developing their local image and this resulted in the popularity that Patchi enjoys today within Abu Dhabi. The success of a business is directly tied to the course that an entrepreneur chooses to take, this can come in a variety of forms and can result in a plethora of different outcomes however in the end what determines success or failure is how entrepreneurs choose to guide their business and deal with the ramifications of their actions. Based on this, it can be stated that proper planning and sticking to a business concept that places an emphasis on brand image and stability can result in a stable and profitable company.
Development of Patchi
Since Patchi was one of the first gourmet chocolate sellers in Abu Dhabi, this allowed the company to gain a dominant market share and considerable profits due to the effect of being the first mover into what could potentially be a growing type of food genre within Abu Dhabi.
Average Cost versus Profit Ratio.
(Cost = amount paid per month for maintaining the business)
(Profit = revenue for the month minus cost for the month)
(Example: Average revenue for 2012 is $60,000 while the average cost is $40,000. Profit in this case is revenue minus cost which is equivalent to $20,000)
Further investigation reveals that there have been no other companies within the Abu Dhabi Mall that have attempted this sort of venture in the past and, as such, this further solidifies the dominant position of the company in what could possibly become a decade long monopoly. On the other hand, it must be noted that Abu Dhabi does have a well deserved reputation for conservatism and this presented itself during the company’s initial development phase.
What must be understood is that while Western culture has indeed been slowly integrating itself into the local culture, the fact remains that various aspects of it are still largely unknown to large swaths of the local society. As such, the initial establishment of a business venture that focused on gourmet chocolate was initially met with a great deal of skepticism and little local support in the beginning. Fortunately enough, the entrepreneurs that began the venture utilized effective marketing campaigns in the form of print ads, television advertisements, online reviews, a company website as well as general word of mouth in order to generate local interest for the venue. The end result was booming business venture that today is one of the most visited venues in the Abu Dhabi Mall.
Financial Performance of Patchi
Presently, Patchi averages roughly 120 people within a day (more on weekends) with an average of roughly $40 per customer. In a given day, that is equivalent to $4,800 and within a month is equivalent to $144,000. Considering the fact that the company does not pay as much overhead costs on electricity since most of the facilities are located inside the mall, this results in a large percentage of the profits going directly to the owners of the store. It must also be noted that such numbers have been steadily increasing as seen in its performance in 2012 which averaged around 50 to 60 on a given day.
Customers Per day Comparison Between 2012 and 2013.
This is indicative of the fact that as the popularity of gourmet chocolate continues to grow within Abu Dhabi, the more likely it is that the number of customers on average that patronize Patchi will increase over the next couple of years. Another factor that should be taken into consideration is the fact that Patchi has a considerable dominating position in the market today due to its location in the Abu Dhabi Mall and the fact that it has marketed itself more prolifically as compared to other chocolate companies within the country. In fact, when examining the sheer amount of positive user rated views of the company online it can be seen that the financial performance of the company will certainly get better and increase over time as the number of its patrons continues to grow.
Examining the Business
As mentioned earlier, Patchi is the first business of its kind in the Abu Dhabi Mall and, as such, it came as a direct result of the entrepreneurial activity and was not inherited or bought from a previous owner. The owners of the store explained that in comparison to their new business, one of the advantages of inheriting or purchasing an already established business is the fact that methods of supply, procurement, production as well as sales and customer service have already been established by the previous owner and, as such, entrepreneurs will not have to worry about having to establish such systems themselves which can take considerable time and effort.
Another factor to take into consideration is the fact that established businesses already have a well-known reputation within a local community and, as such, results in constant customer patronage by long time customers of the business. It is usually the case that new businesses have to work hard to ingrain themselves into the awareness of members of the local community through various marketing campaigns which can cost considerable sums with the possibility of such activities having little impact on consumer brand awareness.
On the other hand, the entrepreneurs behind Patchi explained that establishing a new business comes with several advantages that a well established business cannot necessarily obtain. One of these advantages is a degree of flexibility and innovation regarding processes used for operations, production or even inspiration behind the business itself. As it can be seen in the case of Patchi, which is a relatively new business, it was able to establish a unique and one of a kind service that most well established businesses would not have been able to create themselves due to inherent limits in operational design
Environmental Factors
Making it into an experience
The entrepreneurs behind Patchi state the following regarding what it takes to become a successful entrepreneur “now we are in a recession and we see businesses that are successful, I think the one thing you see that they all have is a form of experience for their customers which is the most important part in everything, so we made sure that there was an experience at Patchi”. The “experience” that the entrepreneurs are referring is not just the quality of the product itself but what customers feel when they enter into a particular establishment. In the case of Patchi, their outlet has a warm and friendly ambiance which is not only family friendly but actually promotes, in their words, “a happy feeling” for customers.
For example, it can be seen that in the case of Apple Inc. (which is considered the world’s most valuable company) all their stores, no matter what country they are present in, have a stylish and ergonomic design that looks “clean, modern and cutting edge” which has come to exemplify the experience of buying products at an Apple store (Gunter 2012).
Based on the popularity of not only Patchi but of Apple itself it can be seen that by making their store into an “experience” rather than just a store, this helps to encourage buying behavior among their clientele and even repeat visits. As such, for any business that wants to increase their customer base it is important to develop the experience their venue provides so as to better appeal to consumers and create repeat business.
Strategies Employed to Overcome Business Challenges
As mentioned earlier, one of the initial problems faced by Patchi when establishing its business in Abu Dhabi was a lack of local support as well as general skepticism from the local populace regarding the viability of the business which was relatively unknown at the time. To resolve this, the business utilized numerous print ads, TV advertisements, flyers and word of mouth in order to encourage people to try out the product. In fact, prices were lowered during the opening weeks in order to entice customers.
Over time, their method of advertising and the company objective they focused on which was to establish a first class venue for gourmet chocolate eating eventually came to draw considerable local attention. What must be understood is that Abu Dhabi does have a prevalent and widely dispersed upper class that have quite literally exhausted all marginal utility that could be derived from local food. The result is that such individuals often go to other countries and regions in order to experience new types of food. It is this predilection for travel that the entrepreneurs behind Patchi were able to capitalize on since they were able to establish a new form of gourmet eating in the heart of Abu Dhabi that various members of the upper class could enjoy without having to leave the country for extensive periods of time.
Over time, the store became a well established venue for eating chocolate resulting in a considerable monopoly over the gourmet chocolate business in Abu Dhabi. It must be noted though that this examination of the strategies employed by the Patchi does not take into consideration strategies that resolve issues related to marginal utility and, as such, should not be considered a complete examination of all potential strategies that the company has pursued at the present.
Guiding Principles Utilized in Improving Business Performance
Brand Image
The entrepreneurs behind Patchi in the Abu Dhabi mall explained that a company’s brand image helps to enamor it to customers in that through a distinctive way of presenting the company’s products and services this enables it to distinguish itself from its competitors. They went on further to explain that a brand image can also be utilized to popularize a company among a particular consumer demographic in that through the uniqueness of the brand image, a consumer continues to remember the company and its brand long after the initial consumption of a product or use of a service from that company. As such, the owners of Patchi recommended that for any company, newly established or not, to develop a brand image that appeals to the market segment they are targeting so as to facilitate a greater market share for the company.
Customers of Patchi
Customers of Patchi range from 12 to 40 years of age yet on average, the age demographic that patronizes the venue consists of customers aged from 14 to 28. This is due to the fact that eating chocolate has always appealed to a wide consumer demographic and, as such, it is not surprising that the age demographics for eating chocolate in Abu Dhabi matches those in other global locations.
It must be noted though that the one major difference between eating chocolate in Abu Dhabi and in other countries is the fact that it is gender specific and class specific. As mentioned earlier, Abu Dhabi has a distinctly conservative society. That is why the purchase of certain products is not as much as compared to particular demographics that exist in businesses within other countries (Adamonienė & Astromskienė 2013).
This results in mostly male customers coming to Patchi and buying chocolate for their family at home instead of an entire family going to the chocolate store and buying chocolate. Aside from this, eating chocolate at Patchi can be also considered class specific due to the high prices that the company charges. On average, prices for chocolate, drinks and other miscellaneous costs can run up to an average of $40 to $80 per person per purchasing session and, as such, is not within the price range for a large percentage of the population in Abu Dhabi.
As such, most customers who go to Patchi are usually male and well off in terms of the specific social class they belong to. In order to promote itself with the local community in Abu Dhabi, Patchi utilizes a combination of print ads, TV advertisements, flyers and word of mouth to entice people to try gourmet chocolate as a recreational activity. Aside from traditional methods of brand promotion, the company also utilizes out-of-the-box techniques, such as holding special promos in the Abu Dhabi Mall in order to increase the popularity of the venue as the “go-to-place” for young individuals to enjoy a unique form of eating in Abu Dhabi.
Customers and the Product
The main reason why people go to Patchi is due to the fact that it is a novel form of eating in what is usually a highly conservative society. The uniqueness of the taste, texture and smell of the chocolate does tend to attract a decent following of local “foodies” who enjoy eating good food. As mentioned earlier, Patchi was one of original founding companies of gourmet chocolate in the Abu Dhabi Mall and, as such, has helped to grow the popularity of gourmet chocolate within Abu Dhabi over the past few years. As a result, more and more customers tend to garner significant levels of interests in the company and the popularity of gourmet chocolate eating continues to grow within Abu Dhabi (Elfakhani & Ahmed 2013). It must be noted though that some of the benefits that customers of Patchi expect out of the company is that the chocolate that is being sold is of the best quality and that it continues to be freshly made prior to being sold.
Negative Aspects Related to the Business
One of the things I dislike about Patchi is that it neglected to take advantage of what could be an excellent money making opportunity by having several other product types that it can sell to its clients. The company merely provides customers with gourmet chocolate yet it is seen in most cases that customers tend to want other products to go with their chocolate such as a sandwich or other types of savory food. By either renting out spaces within the company’s location or creating their own dishes, Patchi could have catered to these hungry clients and thus increase the level of profit they gain per visit. For me, this is a wasted opportunity that the company should find some way to resolve in order to better improve their services.
The second problem that limits the amount of customers that come to Patchi is the fact that the prices are well above the norm for chocolate. With prices ranging from $40 to $80 per person per product batch, the prices are way too high in order to entice a much wider consumer demographic.
Ratio of Middle and Poor class.
(This chart shows that on average during promotional periods where rates are below $10 a person the result is a far higher ratio of Middle and Poor class customers that utilize the facilities as compared to instances where normal prices are evident.)
What the company must realize is that in order to ensure continued profitability they must expand their current consumer base to include a diverse array of consumers from different economic classes. The high price limits the company’s ability to do so and thus should be changed in order to resolve this issue.
Key Factors in a Successful Business
The following are the lessons learned from the entrepreneurs of Patchi when it comes to establishing a successful business.
Focus on Quality
The entrepreneurs explained that one of the most important factors in creating and maintaining a successful business is a focus on quality and ensuring that any product bought by a customer is not the result of inferior production or workmanship. What must be understood is that customers tend to patronize businesses that care about their customers by ensuring that the strictest measures are followed in product quality.
Adapting to Changes in Business Environments
The entrepreneurs also mentioned that another factor that businesses should take into consideration is adapting to changes within local business environments. What must be understood is that businesses do not operate within a vacuum, and as such, it becomes necessary to observe what it occurs within local business environments and respond accordingly. This can come in the form of expanding during times of economic prosperity or cutting back and outsourcing specific aspects of the company’s operations during lean economic times. Not only that, companies should be prepared to respond to changing consumer trends in order to stay relevant lest they fall into obscurity and stagnation.
Such a situation occurred in the U.S. between Netflix and Blockbuster wherein Blockbuster continued to stick to its original business model despite changing consumer habits. The end result was that Blockbuster lost its dominant market position to Netflix and has been plummeting in value ever since. It is based on this and other similar instances that the necessity of observing and responding to change shows its importance for any company that wishes to stay relevant in its chosen market.
Focusing on Store Locations
Another strategy employed by the entrepreneurs was to ensure that their Patchi store was placed in a location that has high pedestrian traffic so as to maximize the amount of people that take interest in the ambiance of the store and its product offerings. The pedestrian traffic alone that goes through the Abu Dhabi Mall on a daily basis is incentive enough to establish a store in such a location and makes the Patchi shop there ideally placed in being able to take advantage of the daily pedestrian traffic in order to popularize the store’s image and offerings through various window displays and offerings on the street. It must also be noted that aside from the number of people that traverse the Abu Dhabi Mall on a daily basis, the location itself is home to a variety of commercial areas such as department stores, food chains, restaurants, snack bars, fashion boutiques etc. which creates a spillover effect wherein people who finish their shopping from one store can go to Patchi in order to rest and relax.
Conclusion
Based on this interview alone, it can be assumed that individuals who want to become entrepreneurs need to have the necessary “vision”, knowledge and experience in order to create a successful venture. If even one of these is missing then that person cannot become an entrepreneur. The entrepreneurs behind Patchi said that a person needs a “vision” for a particular product and service which is tempered through knowledge and experience in order to make it into a reality. It is not so much that a person needs a good idea in order to become an entrepreneur; rather, it is also necessary to have the inherent skills, experience and capability in order to actually successfully become one.
It should also be noted that one of the factors that was confirmed during the interview was the fact that the process of becoming an entrepreneur is connected to the concept of trial and error. The people that were interviewed indicated that they had actually experienced a variety of setbacks over the course of their lifetime. It was from these experiences though that the entrepreneur was able to learn from his mistakes and develop in such a way that they incorporated the lessons learned from the failure into a viable and successful business strategy. As such, from this it was reaffirmed that entrepreneurship is inherently connected to trial and error as indicated by the course notes.
Personal Observations
In terms of the experience I have just undertaken in this project I have come to realize that there is more to entrepreneurship that just creating an effective product or service, rather it is necessary to develop a product’s branding, method of sales and consumer interaction. In fact when taking all the facts mentioned into consideration it becomes obvious that what I know now is still woefully inadequate in terms of being able to successfully establish my own business. I still need more experience in terms of understanding markets, determining what works and what will not. I need to be able to make mistakes in order to learn from them and as such I believe that it is necessary that I learn under more entrepreneurs in the future in order to understand what they did and the mistakes they made so as to avoid making them in the future.
Reference List
Adamonienė, R., & Astromskienė, A. (2013). Connection of Youth Entrepreneurial Activity and Value Principles. Viesoji Politika Ir Administravimas, 12(3), 471-482. Web.
Elfakhani, S., & Ahmed, Z. U. (2013). Philosophical Basis of Entrepreneurship Principles Within an Islamic Ethical Framework. Journal Of Transnational Management, 18(1), 52-78. Web.
Gunter, F. R. (2012). A Simple Model of Entrepreneurship for Principles of Economics Courses. Journal Of Economic Education, 43(4), 386-396. Web.
In Cadbury case analysis, the central issue is child slave labor that was being used in the production of chocolate. This issue led Congress to create legislation that called for the USFDA to create a “no forced labor” accreditation that could be appended to chocolate by manufacturers who could ascertain that their supply chains did not use slave labor.
The accusations of slave and child labor in the cocoa chain negative impacted the Cadbury Company significantly. In tabulated form, this paper seeks to describe each significant symptom (problem or case fact), causes of the symptoms, both surface causes and underlying ones, and recommendations for improvements and management principles used.
Symptom (problem or case fact)
Causes—both surface and underlying
Recommendations for improvements and management principles used
Working toward a certification of cocoa harvested without slave labor.
Resistant to change as it seemed impractical to industries that any group could certify that no slave labor had been used in the cocoa bean production. Governments are also failing to enforce rules in the prevention of child slave labor
The existence of farms in rural areas where cultural differences and child slave labor are common.
Manufacturer’s independent verification of no trafficking, debt captivity and other aspects of child labor in the supply chain.
Collaboration between vendors, the company, and the governments as well as area assessments to ensure no form of slave and child labor is used in the supply chain
Slave Labor
Cocoa became an increasingly important export crop for the country. Poor countries needed business to make money
Farm owners running their farms with child and slave labor, loss of control on the farms.
Governments deciding what’s more important between using child slaves or making money for the country’s economy
Industries need to create other incentives for these countries to stop allowing slave labor and regulate small rural areas for compliance
Ending Child, and slave labor in the cocoa industry
Farmers were not getting paid enough for their products to hire the appropriate employees for the job.
Child slave labor helped farms cut employee costs and keep up with demand.
Practicing good purchasing practices to ensure that farmers received good prices for their products.
Getting Congress, CMA, and local farms on the same page
CMA does not believe that affixing the certification would indicate that all the chocolate products were not produced with slave labor
Getting all parties to agree and institute policies that will end slave labor and delegating (governments) who is responsible for enforcing the new policies.
4-year deadline for international protocol
Chocolate industry unprepared to implement the protocols, keeps asking for extensions
Controlling through legislation, and collaboration to gain resources and industry agreement.
The majority of problems seem to have stemmed from poor leadership and communication from Cadbury. The decision to end slave or child labor would cause the least amount of harm than the most significant benefit it will reap. The companies might lose some profits by paying better wages to workers, but this will increase the rights and living conditions of people exponentially.
The children will get the rights they deserve and be free as no human should be subjected to slavery. Additionally, Legislations attempt to force cocoa companies to change the method of farming rates lie well under the core ethic of justice. Justice for the employees should be paid instead of enslavement and impartiality by Cadbury and the company should acknowledge that their products are produced through slave labor.
Hershey’s caters to different target markets (Hershey, 2008). The company sells chocolate products. Additionally, the company offers peanut butter products. The company fills the diverse needs of the different target markets. In an experiment where Ferrero and Hershey’s products were alternative choices, most of the participants preferred the Hershey chocolate products (Pujol, 2011). Hershey’s marketing plans ensure filling the unique needs of each market segment.
Hershey Company
Hershey’s packaging strategy creates a higher demand for its products in different market segments (Hartline, 2011). The main products may include several ingredients. One ingredient is Cacao. Another ingredient is cocoa powder. A third ingredient is chocolate liquor. The Hershey’s brand includes Hershey’s Kisses, Reese’s Whipps, and Reese’ Peanut Butter Cups (Hershey, 2008). The company’s new products include Bliss chocolate. The product is expected to be a best seller (Dorfman, 2008).
Further, the market segment includes weight watchers. The patrons are conscious of their weight. They eat lower-calorie products. Consequently, Hershey’s sells low-calorie chocolates to this market segment. For example, Hershey’s Reese’s Whipps chocolate contains reduced fat content. On the other hand, Hershey’s Reese Select Clusters targets current and future customers who prefer higher chocolate calorie content (Hershey, 2008). Clearly, Hershey’s focuses on the weight watchers market segment.
Major Competitors
Hershey’s Chocolates has several competitors. One of the competitors is Mars. Mars sells the popular Snickers Charged, Dove Beautiful, and M & M Premiums. Russell Stover is another competitor. The company sells Whitman’s Soho. Nestle sells Butterfinger chocolate (Hershey, 2008).
The relevance of segmentation to Hershey’s Segmentation is relevant to Hershey’s continued dominance of the chocolate and peanut butter business (Daft, 2011). By focusing its marketing campaign on each targeted market segment, the company fills the needs of the segment. Hershey advertises low-calorie products to the weight watchers market segment. Hershey offers heart-shaped chocolates as expressions of love on Valentine’s Day. Hershey offers egg-shaped Reese’s peanut butter products during Easter celebrations (Hershey, 2008). By filling the needs and wants of each market segment, the market segments’ demand for the company’s products will automatically increase.
Hershey’s Market Segment Plans
The company plans to continue supplying the needs and wants of each market segment (Ferrell, 2010). The products are made to fill the chocolate demands of the United States market segment (Hershey, 2008). The products contain peanut butter, filling the wants of the peanut butter customers. The company continues to sell its products in popular distribution centers, especially the top-selling convenience stores and supermarkets. The company introduces new brands to the global market. Surely, Hershey’s profitably plans to continue filling the chocolate and peanut butter needs of its current and future customers.
In terms of geography, Hershey’s targets the United States market segment (Nutt, 2010). The segment includes selling to all current and future customers within the nation. In terms of prior sales outputs, Hershey’s had dominated the United States market segment (Hershey, 2008). The company expanded its operations to cover the global chocolate market. Currently, Chocolate is sold in many countries. Surely, Hershey’s is catering to the global chocolate and peanut butter market segment. In terms of Table 1, the United States market segment, the Hershey Company’s flag carrier is Hershey’s kisses (Hershey, 2008). It is followed close behind by Hershey’s Reese’s peanut butter brand. The above market segment table shows that Hershey products generated 43 percent of the United States market. Next, Mars’ products, which include the M & M brand, generated a lower 25 percent of the United States market segment. The Nestle brand got only 8 percent of the United States market segment. The combination of the other competitor brands generated a 24 percent market segment. Clearly, Hershey effectively markets its products to be the top grosser in the United States market segment (Weihrich, 2009).
In terms of table 2, one of Hershey’s market segments is the Kiss chocolate brand (Hershey, 2008). In terms of the Chocolate Brand market segment, statistics will indicate Hershey is not the top grosser. The M & M chocolate ranked first. Next, Hershey’s kisses chocolate followed close behind. Hershey’s Reese’s peanut butter got 3rd place. Mars’ Snickers chocolate landed at 4th place. The Crunch chocolate brand placed in 5th place. Nestle’s Butterfinger chocolate landed at the last place. Undoubtedly, M & M Chocolate is the most popular chocolate brand.
Market Segmentation
Distribution Center Market Segment In terms of table 3, Hershey’s ventures into the distribution center market segment (Moyer, 2009). In terms of the above-market segment, Supermarkets and convenience stores are the top two sellers of Hershey’s products (Hershey, 2008). Next, the Wal-Mart store sales output is placed at 3rd rank. The drug store sales output of Hershey’s products is pegged at 4th rank. The Warehouse club sales output of Hershey’s products is put at 5th rank. Evidently, selling Hershey’s products in supermarkets and convenience stores will generate the most product sales outputs. Further, the market segment includes lovers. The advertisements persuade the viewers to use kisses chocolates as a symbol of love (Hershey, 2008). By giving the woman a kisses chocolate, the male lover can win the heart of the woman. Hershey’s famous tag line is “say it with a kiss”. The kiss word means that male should give the kisses chocolate to the other person, his love interest. Surely, Hershey’s appeals to the lover’s market segment (McDonald, 2012).
Furthermore, Hershey’s Reese brand caters to clients who prefer peanut products. The Reese peanut butter contains the health nut and butter ingredients. Some customers prefer peanut butter products. Other prospective customers hate peanut ingredients. Vividly, Reese caters to the peanut butter customer market segment.
Additionally, the company can also cater to a unique market segment, customers who love to gamble. In a previous Hershey Kisses advertisement, the viewers were enticed to find specially marked kisses chocolates. Customers who found the speci marked kisses were given a big prize. The prize included $100,000. The same price also included an all expendable-expectation trip to New York. The vacation trips also included Caribbean Cruise tours. Other minor winners won several boxes of Hershey’s kisses. Clearly, Hershey’s kisses chocolate fills the chocolate needs of the gambling market segment (Burkard, 2011).
Moreover, Hershey’s Reese butter products were tied to the movie The Dark Knight. The customers who found certain marked Reese butter products won a prize. The prize included a home theatre. Other Reese prizes included a free motorcycle. Other Reese product winners got The Dark Knight movie’s memorabilia (Hershey, 2008). Evidently, the Reeseroducts cater to The Dark Knight movie market segment.
Furthermore, the Hershey Company’s Reese peanut butter product caters to the Easter egg market segment (Mohr, 2010). The products were made in the shape of Easter eggs. Since Easter is a popular holiday activity, children love the egg-shaped Reese peanut butter products. Undoubtedly, Reese’s products fill the Easter egg market segment’s needs.
Additionally, the Hershey Company’s Reese butter products cater to the ValentineValentine’segment. February is the month of love. February 14 is the day for lovers. The company persuades the lovers to give the Hershey products, especially the Reese peanut butter products, to their loved ones. The sweet taste of the Hershey products is enough to melt any refusing heart (Hershey, 2008). Surely, Reese supplies the needs of the Valentines market segment.
Consumer Preference Market Segment
In terms of table 4, Hershey’s fills the needs of the consumer market segment (Reid, 2009). Hershey’s products generated 6 percent consumer preference. M & M generated 5 percent of the consumer preference. Snickers’ generat.6 percent preference. Reese’s generated 3.5 percent consumer preference. Butterfinger produced a 2 percent consumer index (Hershey, 2008). Evidently, Hershey’s Kisses is the most popular consumer chocolate preference.
Hershey Brand Gender Market Segment
In terms of table 5, Hershey’s targets the gender market segment. The company caters to both the male and the female genders. In terms of gender, there is a difference between Hershey’s male and female customers. In terms of Hershey’s kisses chocolate product, 84 male respondents prefer kisses products. On the other hand, 115 female customers prefer Hershey kisses products (Hershey, 2008). Compared to male customers, more female customers prefer Hershey’s kisses products. In terms of Reese’s peanut butter, there is also a variance between male and female customers. There were 102 male customers who preferred the peanut butter. On the other hand, there were 98 female customers who liked the peanut butter product. Compared to female customers, more male customers prefer Reese peanut butter products.
Adult Market Segment
In terms of table 6, Hershey’s entered the adult market segment. The above table shows that M & M chocolate is the most popular adult preference. Hershey’s Kisses chocolate follows close behind at 2nd place. The Snickers product is the 3rd most popular adult chocolate brand. Reese’s peanut butter product is the 4th most popular product. Nestle’s Butterfinger is at 5th rank (Hershey, 2008). Surely, M & M chocolate is the most popular adult market segment brand. Age Market Segment
In terms of table 7, Hershey’s ventured into the age market segment. In terms of kisses, people belonging to the 45-54 years age bracket have the highest demand for Hershey’s kisses. Next, people belonging to the 55-64 years age bracket followed close behind, 2nd place. The customers belonging to the 65-74 years age bracket have the 3rd highest demand for the kisses chocolate. Customers from the 18-24 years age bracket have the 4th highest demand for the Hershey kisses. Clients from the 35-44 years age bracket have the 5th highest preference for kisses chocolate (Hershey, 2008).
Clearly, customers belonging to the 45-54 age group has the highest preference for the Kisses chocolate brand. In terms of table 8, Hershey’s Reese product ventured into the age market segment. People belonging to the 35-44 years age bracket have the highest demand for Hershey’s kisses. Next, people belonging to the 25-34 years age bracket followed close behind, 2nd place. The customers belonging to the 18-24 years age group have the 3rd highest demand for the kisses chocolate. Customers from the 45-54 years age group have the 4th highest demand for the Hershey kisses. Clients from the 55-64 years age group have the 5th highest preference for kisses chocolate (Hershey, 2008). Undoubtedly, clients from the 35-44 age bracket had the highest preference for Reese’s peanut butter products
Interpretation The above discussion clearly shows Hershey’s dominance of the chocolate and peanut butter market segment (Hershey, 2008). The company created products that catered to several market segments (Sharples, 2012). Each market segment loved the taste of both the Kisses chocolates and the Reese peanut butter. The products contain the calorie needs of weight watchers. The product fills the sweet product needs of all market segment participants. The products have something to offer to the different target markets. Each age group has several chocolate and peanut butter preferences. Hershey’s fills the needs of the unique market segments (McLinden, 2011). Without a doubt, Hershey’s clearly dominates the chocolate and peanut butter market segment. Conclusion.
Based on the above discussion, segmentation is relevant to Hershey’s leading the chocolate and peanut butter business. By filling the changing needs and wants of each market segment, the market segments’ demand for the company’s products will continue to rise. Consequently, Hershey is one of the top sellers in the United States, gender, age and other market segments. Evidently, sel, ling the Hershey’s products in supermarkets convenience stores generated the highest Hershey product demands. Vividly, Reese fills the peanut butter customer market segment. Evidently, the Reese’s products fill the peanut butter of The Dark Knight movie market segment. Without a doubt, the Reese’s peanut butter supplies the neef the Easter egg market segment and Valentines’ Day market segment. Evidently, Hershey’s Kisses is the most popular preference. Overwhelmingly, Hershey Company’s strategic marketing plans guarantee to supply the diverse needs and wants of each market segment.
References:
Burkard, N. 2011, Market Segmentation and Branding, Grin Press, New York. Daft, R. 2011, Management, Cengage Learning, New York. Dorfman, B., 2008, Hershey Puts Faith in Bliss to Recapture Market Share, Los Angeles Times, Los Angeles.
Ferrell, O. 2010, Marketing Strategy, Cengage learning, New York. Hartline, M. 2011, Marketing Strategy, SouthWestern Press, New York.
Hershey, 2008, Advertising Research Report, Hershey, New York.
McDonald, M. 2012, Market Segmentation, J. Wiley & Sons New York.
McLinden, G. 2011, Border Management Modernization, World Bank New York. Mohr, J. 2010, Marketing of High-Technology Products, Mohr Press New York.
Moyer, R. 2009, Contemporary Financial Management, Cengage Learning New York.
Nutt, P. 2010, Handbook of Decision Making, J. Wiley & Sons New York. Pujol, N. 2011, The Mind Share Market, Pujol Press New York.
Reid, R. 2009, Hospitality Marketing Management, J. Wiley& Sons New York.
Sharples, L. 2012, Food and Wine Festivals and Events, Routledge Press New York. Weihrich, H. 2009, Management, McGrawHill Press New York.
For more than five decades, Roald Dahl’s Charlie and the Chocolate Factory has been a bellowed fairy tale of millions of children and adults worldwide. It is an excellent, edifying story about how harmful it is to be greedy, gluttonous, and narcissistic. The incredible 2005 screen version of Charlie and the Chocolate Factory by inimitable Tim Burton once again rekindled its popularity. While following the Dahl’s moral essence of the tale and the original plot, Burton manages to reflect his vision of the story, focusing on previously undisclosed features of the main characters. Willy Wonka, an extravagant chocolate tycoon, in Burton’s film expresses himself sometimes from rather unexpected sides.
According to Dahl’s book, one day Willy Wonka, the prominent confectioner of his time, who had spent ten years secluded in his factory, announces the raffle for five golden tickets hidden in the Wonka chocolate bars. Those tickets will give the children a once-in-a-lifetime chance to visit his factory and taste every possible sweet there. Moreover, after the end of the excursion, the five lucky ones will be granted a lifetime chocolate supply; and the winner will receive a very special prize. Living in an extremely poor family and receiving chocolate only once a year as a birthday gift, Charlie Bucket can only dream of such a unique opportunity. However, one day fortune favors the boy; he finds 50 cents on the street and decides to buy the worshiped bar of chocolate, even two of them, and the second one is the winning. Charlie joins a fabulous journey by the children’s paradise and, thanks to his honesty, obedience, and unselfishness eventually becomes the only one to get to the end. Willy Wonka chooses Charlie as the heir of his sweet empire.
Throughout the whole book, Willy Wonka shows himself as an extremely active even frenetic character. His passionate about what he does. Grandpa Joe characterizes Wonka as ‘the most amazing, the most fantastic, the most extraordinary chocolate maker the world has ever seen’ (Dahl 2010, p. 15). He is talkative, shrewd and sometimes funny. He cannot bear criticism towards himself and can sometimes resort to harsh words. Willy Wonka is madly in love with his chocolate factory and wants in to be flawless: ‘…So beautiful! I insist upon my rooms being beautiful! I can’t abide ugliness in factories!’ (Dahl 2010, p. 42). Tim Burton’s Willy Wonka shows similar traits, but at the same time, he seems to be even more weird, perhaps because of the general perception of Johnny Depp as an actor with his rich heritage of bizarre roles. Wonka in the film is slightly more mannered and infantile; he is a man of indeterminate age, who devotes excessive attention to his good looks. He often treats people with arrogance and disgust. Comparing the Wonka’s image in the 1971 Mel Stuant’s and 2005 Tim Burton’s film adaptations, Pulliam argues that modern one is substantially closer to Dahl’s original. Wonka of 1971 was depicted as some kind of funny ardent magician, while Burton’s Wonka is more vivid, human, psychologically open and ‘represented with a whimsical, addle-pated genius with awkward-people skills’ (Pulliam 2007, p. 105).
One of the striking Willy Wonka’s characteristics both in the book and in the 2005 movie is his sarcastic humor that sometimes verges on sadism. His ruthlessness can be seen in many situations when the four of Wonka’s guests behave disobediently. For instance, when Augustus Gloop interrupted the process of making chocolate and ended up in the discharge pipe, Wonka only laughed at him, at the same time assuring Gloop’s mother that nothing serious would happen to her son. Veruca Colt may be burned in the garbage oven, but Wonka pretends not to notice her being hauled by the squirrels. Violet Beauregarde could stay blueberry-colored forever. The fate of Mike Teavee, first reduced to the tiny size and then stretched to 3 meters length, is also unknown. Willy Wonka does not seem to be interested in all those children; it may even look that all those accidents were planned by him beforehand.
Those seemingly merciless punishments, however, may be explained. Culley (1991, p. 62 states that Roald Dahl’s prose draws a lot from folklore with its clear and univocal division of the world to good and evil and frequent violence. For Dahl, bad children should be punished, and good should be praised and rewarded; this is the quickest way for the others learn the rules of proper behavior. Dahl’s characters as most of folklore characters ‘lie fairly flat on the page, with exaggerated personal qualities but relatively little roundness to them’ (Culley 1991, p. 63). Dahl derides children’s drawbacks such as greed, gluttony, arrogance, selfishness, capriciousness and TV (and computer games) addiction hobby TV. They emerge mainly because of parents’ indulgence.
The most significant difference of Willy Wonka movie and fairy tale characters is his perception of family. Willy Wonka from the book understands that his loneliness and seclusion is a problem:
I’m an old man. I’m much older than you think. I can’t go on for ever. I’ve got no children of my own, no family at all. So I have to have a child. I want a good sensible, loving child, one to whom I can tell all my most precious sweet-making secrets – while I am still alive (Dahl 2010, p. 127).
However, one will find no descriptions of Wonka’s childhood in the book. Aiming to depict the prerequisites of Wonka’s strange behavior, Burton devotes a couple of scenes to his possible past. Willy’s father was a passionate dentist, who prohibited his son to eat sweets and consistently burned them in the fireplace. Once Willy managed to pick one candy and then secretly tasted it. After that, he decided to devote his life to confectionery. As it can be assumed, the relations with his father were broken. Since that time, Wonka had remained alone, considering a family something evil and depressing. He tries to provide arguments for his lonesomeness: ‘The chocolate manufacturer, he/she has to walk free and alone. He/she has to follow their dreams without to call for the consequences. Look at me. I don’t have any family, and I am a gigantic success’ (Charlie and the Chocolate Factory (2005) movie script 2005, p. 31).
For Charlie, such attitude towards family is unacceptable. That is the reason the boy refuses to accept Wonka’s proposition to leave his family and become the future owner of the chocolate factory. Depressed and having no inspiration to create new sweets, Willy Wonka eventually comes to understanding that family matters. Charlie reveals him this truth. Willy makes up with his father and allows Charlie’s family to live with him in the factory. Burton, thus, points out that all our troubles derive from our childhood and should be treated in a complex. Pulliam (2007, p. 114) considers the Burton’s renewed version of Willy Wonka deprived of its quasi-religious shade. He has no supernatural powers and appears as a successful eccentric businessman rather than as a wizard in his chocolate castle.
The character of Willy Wonka is educative not only for children but also for adults. Willy Wonka himself seems to be rather an adult child, than a chocolate god. Behind the mask of weirdness and severity, there is a sensitive small boy, who dreamed of the magic chocolate world. He managed to create this world, but the price is apparently too big. Charlie and Willy perfectly complement each other. The boy has a family and chocolate is his dream, while the Willy owns chocolate rivers but has no family. As Culley (1991, p. 69) aptly notes, Dahl’s mastery is reflected in setting the bridge between the children and adults. This interaction can be viewed not only in terms of children’s upbringing but also as a philosophical concept of spiritual equality and mutual understanding.
All things considered, it can be stated that Tim Burton created a unique character. Willy Wonka is a mixture of controversies, a genius, and a weirdo. His nature is highly versatile, combining kindness and vulnerability with sadism and offishness. Compared with the book analog, Burton’s Willy Wonka is more realistic and human. He makes us more aware of our drawbacks, inspires to believe in human virtue and shows us that our ultimate values can sometimes be reevaluated.
Reference
Charlie and the Chocolate Factory movie script 2005, Web.
Culley, J 1991, ‘Roald Dahl – “It’s about children and it’s for children” – but is it suitable?’, Children’s Literature in Education, vol. 22, no. 1, pp. 59-73.
Dahl, R 2010, Charlie and the Chocolate Factory, Penguin, London, UK.
Pulliam, J 2007, ‘Charlie’s evolving moral universe: filmic interpretations of Roald Dahl’s Charlie and the chocolate factory’, in L Stratyner and JR Keller (eds), Fantasy fiction into film: essays, McFarland & Company, Jefferson, NC., pp. 103–14.
