Executive Summary
Wilmar International, an agribusiness group based in Singapore, has grown to become a global player, with its portfolio of palm oil and soy, sugar, and edible oils being highly diversified. This executive summary presents a general overview of Wilmar’s vision, mission, Porter’s Value Chain Analysis, PESTEL analysis in the Singapore context, industry analysis using Porter’s Five Forces, competitor analysis, and SWOT analysis as well as marketing strategy for its flagship product Arawana Soybean Oil.
The Porter’s Value Chain Analysis shows Wilmar’s strengths in inbound logistics, operations, outbound logistics, marketing, and sales and service activities, indicating that the company is committed to sustainability and technological advancements. The PESTEL analysis uncovers the political, economic, social, technological, environmental, and legal aspects of Wilmar’s operations in Singapore. Porter’s Five Forces Industry Analysis highlights the low threat of new entrants and substitutes, moderate supplier power, low buyer power, and intense competitive rivalry. Competitor analysis exposes possible threats and chances that competitors such as USHA present.
Wilmar’s strengths in global reach, sustainability, and technological innovation, as well as the weaknesses of commodity price dependence and regional concentration, are outlined by SWOT analysis. They include capitalizing on the increasing need for sustainable products and using technology development. The Arawana Soybean Oil marketing strategy is centered on product quality, pricing intensity distribution, and a complete promotional mix to gain market share and strengthen the Arawana premium health image. The evaluation demonstrates that Wilmar International is well-positioned to weather these industry challenges and exploit new opportunities in agribusiness.
1. Introduction to Wilmar International
Wilmar International Limited is an agribusiness group based in Singapore with an interest worldwide and a diverse product range. Wilmar was founded in 1991 by Kuok Khoon Hong and today it is one of the world’s leading agribusiness companies. The operations of the company involve all aspects of the agricultural business value chain from cultivation and processing through merchandising to distribution, among others (Medina & Costa, 2023). One of the dominating players here in this field is Wilmar which encompasses other crucial commodities like soy, sugar, and edible oils.
At present, Wilmar International is considered a leading player in the field of world agribusiness. From a financial standpoint, the company has performed satisfactorily because of its diverse product line and global operations (Medina & Costa, 2023). With the strong movement towards sustainability, Wilmar has managed to surmount barriers that have affected agribusiness such as ecological dilemmas and changes in preferences.
From a marketing point of view, Wilmar’s product portfolio is made up of palm oil, soy products, sugar, and edible oils. The vision and mission of the company are reflected in its marketing objectives, which include sustainability, product quality awareness, and global reach (Medina & Costa, 2023). Wilmar continues to invest in research and development as a way of staying competitive, hence making its products consumer demand-oriented.
1.1 Vision
The vision of Wilmar International is sustainable growth and development in the agribusiness sector. The company aims to emerge as a global leader in terms of providing quality and sustainable agricultural products that address the growing demand for food, feed, and bioenergy (Zwingina et al., 2022). Wilmar targets to have value not only for its stakeholders but also for the community and the environment. Reflective of responsible business practices, the sustainability principle is a component of Wilmar’s vision.
1.2 Mission
The mission of Wilmar is to shorten the agribusiness value chain and practice sustainability. The firm strives to be a reliable and responsive partner that provides long-lasting, low-cost products that are environmentally friendly under market pressures (Schoneveld, 2022). Wilmar is dedicated to innovation and continuous process improvement, thus its dominance in the market. The mission also states that one of the most important further steps in this corporate social responsibility policy is to produce a positive impact on local communities and the environment.
2. Porter’s Value Chain Analysis
Value Chain Analysis, as one of the strategic management tools for understanding how a given firm creates value for its customers can be carried out by dividing its operations into primary and supporting activities according to Porter.
Primary Activities
In agribusiness, Wilmar International has a unique configuration of strength along fundamental operations. The international reach of the company forms a starting point for the collection of raw materials, palm oil, soy, and sugar from different places across the world under inbound logistics (Coroniti III, 2022). In addition to offering a robust supply chain, Wilmer’s significant footprint is also an indicator of its capacity to navigate the world market. Vertical integration within the supply chain allows Wilmar to consolidate its position further, which would allow it greater control over input quality and costs while reflecting on this commitment towards operational efficiency.
In operations, Wilmar exhibits superiority in its state-of-the-art processing plants and innovative technologies. These elements form a basis for efficient and qualitative production processes (BUZUAYEHU, 2019). The research investment undertaken by the company is an indicator of its commitment to continuous improvement in production efficiencies as well as innovative products. This dual dedication allows Wilmar to be at the forefront of industry technological innovations.
Outbound logistics is a vital part of the success that Wilmar has achieved, which involves its well-developed distribution network. This network allows the company to respond to time requirements for delivering products to a global market, thereby showing its ability to accommodate the diverse needs of markets (Chow & Nguyen, 2022). In addition, the emphasis on sustainable logistics at Wilmar is not only an expression of current environmental problems but also contributes to creating a splendid image among environmentally-conscious customers.
Wilmar’s advantage over other players in marketing and sales is a diversified product portfolio for various markets and consumers having different needs. In the business sector, this company is a flexible player due to its flexibility (ALLEN et al., 2022). Moreover, the focus on ethical methods coincides perfectly with the growing global demand for sustainable products, which can position Wilmar as a socially responsible and progressive brand.
Wilmar’s service excellence is manifested by its emphasis on post-sale services and support. This method ensures a positive customer experience, which leads to increased satisfaction and loyalty (Ng et al., 2021). Significantly, sustainability also plays a critical role in the company’s customer service practices that aim to ensure customers with socially conscious maintain their perception of a positive brand image.
Support Activities
Wilmar International does not limit itself to core activities but also has powerful supportive elements that contribute much to the success of the company. Wilmar’s global procurement is strategic but has friendly supplier relations (CHENG, 2021). This agile approach not only helps save money but also provides a reliable and sustainable supply chain. In addition, Wilmar’s stand of increasing sustainability in sourcing perfectly complements the current trend towards an ethical source of raw materials, making it a dependable associate for any agribusiness.
As a driver of its operational excellence, the commitment to technology development appears. Wilmar’s technology and innovation investments are not merely about modernization; they enable improved processing, which gives the company a strategic advantage in terms of market operations (Teng et al., 2019). The other impact influences of the constant impetuses in the direction to progress are product differentiation and ceaseless quality improvement that demonstrate how Wilmar has been committed to becoming a pioneer company in innovations.
Another pillar of Wilmar’s success is human resource management. The company appreciates a good work culture by spotting talented and motivated individuals. This human capital commitment is carried on with systematically arranged investments in training programs to create an effective and adaptable workforce that can drive innovation (Zwingina et al., 2022). The fact that Wilmar has a lot of workers speaks volumes about the recognition it attained about motivated and skilled employees as being at the base center for competitive advantage in this industry.
Wilmar is also extremely strong in the infrastructure elements of its worldwide operation. Wilmar is strategically positioned with established processing plants and distribution networks that can serve numerous market needs (Schoneveld, 2022). This solid base ensures that everything will run as it should, but mainly the sustainability promise is fulfilled. Supporting its focus on responsible business, Wilmar facilitates eco-friendly practices through infrastructure development.
2.1 Overall Conclusion of Value Chain Analysis
Wilmar International has several strengths along its value chain. The company’s competitive advantage is obtained from the proper management of inbound logistics, country-specific processing facilities, world chain networks, and commitment to sustainability (Medina & Costa, 2023). Wilmar’s commitment to the use of technology, trained human resources, and appropriate procurement practices further adds value to its value chain. While this situation is not free of issues to be taken into account, such as putting more emphasis on after-sale services and customer education, the general picture within value chain analysis in terms of Wilmar International can be considered appropriate on the market concerning its strengths.
3. PESTEL Analysis for Wilmar International in Singapore
3.1 Political
3.1.1 Government Stability
Political stability is one of the most significant benefits that make Singapore attractive to investors. The country is known for its pro-business policies, and it is committed to preserving political stability. This steady condition minimizes the probability of sudden policy shifts which facilitates an environment friendly to firms like Wilmar International (Coroniti III, 2022). This stability assures that Wilmar can plan and execute its operations with confidence, reducing the possibility of political uncertainties in less stable areas.
3.1.2 Trade Policies
By its free trade commitment and together with several inter-trade agreements that serve as critical qualities for an international business center, Singapore is considered to be the best in regional features. The government promotes an open economy in a form that supports free trade (BUZUAYEHU, 2019). This poses an excellent opportunity for Wilmar International. The open trade policies allow Wilmar to import and export agricultural commodities, which the company can easily access global markets. This competitive advantage ensures that Wilmar
3.2 Economics
3.2.1 Economic Stability
The fact that Singapore has relatively low inflation and unemployment rates is an indicator of a strong financial base. The nation has a stable economy because the leadership is solid in economics. Wilmar International can operate with this economic stability (Chow & Nguyen, 2022). The stability of the financial situation and development potential for the company is determined by a predictable business environment that makes it possible to implement reasonable mode investment plans as well as withstand economic crises adequately.
3.2.2 Currency Exchange Rates
As Singapore is strongly linked to global trade, fluctuations in its value can affect businesses operating within its borders. Wilmar is one multinational agribusiness that faces such currency risks. The volatility of the SGD also affects a company’s international trade and financial performance (ALLEN et al., 2022). Wilmar thus needs to be proactive in managing this risk, either using financial instruments or strategic planning to minimize the adverse impact that changes in exchange rates have on its revenue and profitability.
3.3 Social
3.3.1 Consumer Preferences
One of the major challenges that a company such as Wilmar International has to contend with in Singapore is its diverse and picky consumers. The emerging preferences like greater demand for products that are eco-friendly and ethically produced create a unique competitive advantage for Wilmar (Ng et al., 2021). Wilmar can cater to the growing needs of consumers and further expand its market share by lining up products with sustainability, for instance, promoting environmentally friendly or sustainable agricultural commodities.
3.3.2 Cultural Factors
The multi-racial society in Singapore brings opportunities as well as challenges to understand and satisfy varying cultures on their taste preferences. Wilmar International can also capitalize on this difference by adjusting its marketing plans and products based on different cultural tastes (CHENG, 2021). This flexibility allows Wilmar to enhance its market penetration and customer engagement in Singapore to ensure the proper cultural fit of their products for local consumers.
3.4 Technology
3.4.1 Technological Innovation
Singapore is renowned for its technological advances, with a high emphasis on research and development. Wilmar International can capitalize on this technology landscape to enhance its operational efficiency and product creativity (Teng et al., 2019). By incorporating the use of modern technologies in agriculture and processing, Wilmar can become an industry leader, which would enable it to maintain a lead despite rapid technological developments.
3.4.2 Digitalization Trends
Digitalization is an important trend in Singapore that impacts all businesses across various industries, affecting not only business models but also interactions with the consumers. There is a significant opportunity for Wilmar International’s digital technologies in supply chain management, marketing, and customer interaction (Zwingina et al., 2022). The implementation of these digitalization trends will give Wilmar an edge over its competitors, improving effectiveness and engagement with the clientele. Through the monitoring of changes in the digital domain, Wilmar can modify its operational processes and keep up-to-date with happenings in the world of technology.
3.5 Environmental
3.5.1 Sustainability Regulations
More attention is given to sustainability in Singapore as regulations and initiatives for environmentally sound practices are implemented. Wilmar would also stand to benefit by aligning its operations with the sustainability goals of Singapore (Schoneveld, 2022). Nevertheless, obeying the regulations on environmental protection when adopting eco-friendly practices not only ensures compliance but also contributes to the reputation and market share of a company. By proving its dedication to sustainability, Wilmar will attract clients who are concerned about the environment and take part in a broader trend.
3.5.2 Climate Change Risks
Business in Singapore is quite vulnerable to climate changes like the rising of sea level and intense weather patterns, for instance, Wilmar International. To prevent such possible disruptions Wilmar should adapt its strategies to the changing climates and face their risks (Medina & Costa, 2023). These could include resilient farming practices, diverse sourcing strategies as well as contingency plans for key commodities due to threats that come with climate change.
3.6 Legal
3.6.1 Regulatory Compliance
Singapore has a well-developed legal system and businesses, such as Wilmar International are supposed to follow regulations on different aspects including environmental standards, and labor practices among others. Building trust with stakeholders and limiting possible legal risks is an opportunity for Wilmar to maintain strict regulatory compliance (Coroniti III, 2022). It is consistent with the company’s approach of responsible and ethical operations, establishing a beneficial relationship with regulatory bodies and improving its overall governance framework.
3.6.2 Food Safety Regulations
The laws governing food safety and quality controls in Singapore are very stringent. Ensuring that the company adheres to stringent food safety standards is not just a legal obligation but an opportunity for Wilmar International to harness consumer trust by ensuring its products are of quality (BUZUAYEHU, 2019). This promise to food safety matches the organization’s dedication towards quality agricultural products, which include commodities in Singapore and beyond.
4. Industry Analysis – Porter’s Five Forces for Wilmar International in Singapore
4.1 Threat of New Entrants
The major entry barriers to the Agribusiness industry that Wilmar International belongs to are massive capital requirements, economies of scale in addition well-known brand identities. Processing facilities, distribution networks, and even research and development are areas in agribusiness where investments need to be made (Chow & Nguyen, 2022). The low threat of new entrants presents an opportunity that Wilmar International can exploit in Singapore. The establishment barriers ensure that it is not easy for the newly developing competitors to enter into the market.
4.2 Threat of Substitutes
Alternative products or sources that can satisfy similar needs may be the threat of substitutes in the agribusiness sector. This menace is affected by several variables including the accessibility of substitute products and changing consumer tastes (ALLEN et al., 2022). The level of threat posed by substitutes to Wilmar International is not high. Food, feed, and bioenergy industries use agricultural commodities such as palm oil, soy, and sugar that have very limited direct substitutes.
4.3 Supplier Power (Bargaining Power of Suppliers)
Supplier power describes the ability of suppliers to control an industry. In terms of supplier power, Wilmar may have a medium threat since it sources raw materials such as palm oil and soy (Ng et al., 2021). Nevertheless, because of the company’s international nature and complex sourcing strategies this threat can be mitigated as negotiable terms with suppliers are possible along with developing close relationships.
4.4 Buyer Power (Bargaining Power of Buyers)
The buyer power in the agribusiness industry may change depending on the end-use sectors. Specifically, if food manufacturers have limited substitute options for major commodities, the buyer power is low (CHENG, 2021). This scenario creates an opportunity for Wilmar to keep the goodwill of buyers and thereby get better terms.
4.5 Competitive Rivalry
The agribusiness industry is highly competitive, with many international firms competing for market share. Differentiation opportunities can be opened up through the diversified product portfolio, global reach, and commitment to the sustainability of Wilmar International (Teng et al., 2019). By concentrating on innovation and environmentally sound activities, Wilmar is in a favorable competitive position that transforms the threat of rivalry into an opportunity for growth to capture market share.
The level of attractiveness in the industry is challenging due to high entry barriers and limited threat of substitutes contribute greatly to stability in the industry hence making it relatively less susceptible to change.
5. Competitors Analysis
| Criteria for Comparison | Wilmar International | USHA | Opportunity or Threat to Wilmar |
| Product | Arawana (Soybean oil) | Various edible palm oil products. | Threat because both companies operate in the edible oil industry, leading to direct competition. Wilmar’s Arawana may face challenges differentiating from USHA’s palm oil products. |
| Price | Market Skimming | Market Penetration | Opportunity because understanding USHA’s market penetration pricing strategy can inform Wilmar’s pricing decisions for Arawana, potentially gaining a competitive advantage. |
| Place | Intensive distribution strategy with a global presence and more than 300 subsidiary companies. | Intensive or selective distribution depends on the product. Established as a bulk palm oil trader with a global presence. | Threat because both companies operate with an intensive distribution strategy, potentially leading to increased competition for market share and retail presence. |
| Promotion | Promotes products through various channels, emphasizing sustainability and ethical sourcing. | Promotion strategies may include advertising and retail promotions. | An opportunity to understand USHA’s promotional strategies can help Wilmar refine its approach, especially in markets where both companies operate. |
| Target Market | Diverse consumer base including households, food industry players, and retailers. | Likely targets households and food industry players. | Threat because of potential overlap in target markets, requiring strategic considerations to avoid direct competition. |
| Positioning | Positioned as a leading agribusiness company with a commitment to sustainability. | Positioning as an edible oil manufacturer, initially as a bulk palm oil trader. | Opportunity because understanding USHA’s positioning can help Wilmar refine its own, ensuring differentiation and a unique value proposition in the market. |
| Differentiation | Differentiates through a diversified product portfolio and global presence. | Differentiates through the quality and variety of edible palm oil products. | Threat because the differentiation strategies may vary significantly, and understanding these differences is crucial for maintaining Wilmar’s competitive edge. |
6. SWOT Analysis
Strengths
Wilmar International has several strengths which support its position in the AgriBusiness sector. Having operations across the globe with over 300 subsidiaries, the company can reach different markets and utilize an extensive network of distribution channels. A key resource is Wilmar’s vertical integration, whereby it controls the entire supply chain. This gives unprecedented control over quality, cost, and efficiency, strengthening operational resilience (Zwingina et al., 2022). Moreover, the company is solid because of its diverse product lines that range from commodities such as palm oil soy, and sugar all aimed at reducing the risk associated with a particular category. Notably, Wilmar promotes sustainability which makes it a favourite to the consumers and hence improves its brand name. This ethical behavior does not only promote goodwill but also attracts environmentally conscious customers (Schoneveld, 2022). Moreover, the ability of a company to orient itself towards new technologies speaks volumes about its adaptability and competitive advantage, which enables this firm to be on top in changing market conditions.
Weaknesses
Wilmar International has many weaknesses in the AgriBusiness industry. The company has a strong dependence on commodity prices that makes it powerless against global demand, climatic changes, and geopolitical events. However, this dependency is a risk to sustainable revenue creation and surpassing market uncertainties (Medina & Costa, 2023). Moreover, despite being a global company, Wilmar may face market concentration problems because its operations are limited by certain territories. Regional con-centration also means economic fluctuations, and regulations changes and thus brings an additional risk to the company. The incompleteness of Wilmar’s extensive supply chain that reaches different countries and several types of raw materials results in risks (Coroniti III, 2022). Disruptions due to geopolitical tensions, natural disasters, or logistical challenges could impact on production and distribution. Given the intricate nature of this terrain, an effective risk management strategy is essential.
Opportunities
Opportunities are thriving for Agribusiness at Wilmar International. The profound increase in demand for environmentally friendly products worldwide aligns seamlessly with this company’s inclination towards ethical business conduct, a perfect ground for development (BUZUAYEHU, 2019). The potential demographic and dietary changes associated with emerging markets present an opportunity for Wilmar to expand its presence, serving growing demand arising from the dual trends involving agribusiness. The introduction of technological innovation emerges as a lighthouse to operational enhancement through competitive advantage in aspects such as agricultural, processing, and distribution technologies (Chow & Nguyen, 2022). Furthermore, the establishment of strategic partnerships and joint ventures provides market entry points as well as value maximization when they are in conjunction with local players or institutions that fill Wilmar’s gaps. This ability to maneuver through these opportunities can see Wilmar as a pioneer in meeting the new consumer’s needs and the development of an emerging industry.
Threats
The changing Agribusiness landscape presents threats that Wilmar International has to manage. The global economic uncertainties, such as the recessions and trade tensions, are a major risk since they could dampen consumer spending and disrupt demand for agricultural products that serve also as Wilmar’s revenue sources (ALLEN et al., 2022). The phantom of shifting regulatory horizons ensuring the necessity for adaptation to modification in environmental standards and trade policies is another case of vulnerability.
Although the impacts of climate change are natural to all sectors in the agribusiness industry, this represents a real challenge. Adverse weather conditions and climate changes can reduce crop production, thereby affecting the stable supply of basic commodities for Wilmar (Ng et al., 2021). Moreover, the fierceness of competition in this industry further increases the likelihood of profit margin erosion through price wars, hence necessitating Wilmar’s continuous innovation and persistence with sustainable practices to limit these competitive threats. Through resilience and strategic foresight, Wilmar can strengthen its market position amid industry troubles.
Figure 1:Wilmar SWOT Analysis
7. Segmentation, Targeting, and Positioning
7.1 Segmentation
Segmentation is the process of breaking down a broad market into smaller, more specific groups based on their needs, attributes, or behavior (CHENG, 2021). The goal of segmentation is to get a deeper understanding of the preferences and needs of consumers.
a) Demographic
Arawana’s demographic targeting is wide. The brand mainly targets adults aged between 18 to 60, who are a part of household cooking and both genders, as shared responsibilities (Zwingina et al., 2022). Arawana targets middle to high-income households and includes professionals, homemakers, and people interested in cooking.
b) Psychographic
Arawana appeals to psychographics through the target people with hectic lives and the multifunctionality of its cooking oil for all types of cuisines (Schoneveld, 2022). Positioned in the middle to upper social class, the brand espouses a premium image for consumers who value quality while craving culinary convenience and sophistication.
c) Behavioral
Arawana markets itself to consumers who are health conscious and emphasizes the advantages of its cholesterol-free, premium cooking oil. It is positioned for daily cooking requirements and, as such, targets consumers who often cook at home (Medina & Costa, 2023). In terms of location, the brand targets urban and suburban areas that coincide with population centers where cooking oil is highly consumed.
7.2 Target Market
The target market of Arawana is health-conscious adults aged 18-60; middle and high-income households do not matter gender or occupation (Coroniti III, 2022). The product is dedicated to people with active lifestyles who want a multipurpose cooking oil that can be used in conjunction with different cuisines and individuals from the middle to upper social strata.
Product Differentiation
Arawana is unique in that it focuses on health benefits and has a cholesterol-free cooking oil alternative. It boasts of the quality soybean oil as a superior product for health-minded consumers (BUZUAYEHU, 2019). Differentiating the product is achieved through its sustainability ethics and ethical sourcing practices, which attracts consumers who are not only concerned about their health but also environmental responsibility.
7.3 Positioning
Arawana is positioned as a premium, health-oriented cooking oil in the positioning map that highlights the quality and sustainability of this product. Other competitors include USHA Edible Oil and Olam International Ltd, Musim Mas Holdings Pte, and Golden Agri-Resources but Arawana stands out through its combination of health benefits and eco-friendly practices (Chow & Nguyen, 2022). The positioning strategy is about the perception of Arawana as a product that promises premium quality and health-consciousness combined with sustainability. This enables Wilmar International to benefit from a narrow market segment that appreciates both health and environmental issues when selecting cooking oil. This approach positions Arawana as a premium option, above competitors based on quality and ethical considerations.
Figure 2: Brand Perception Map
8. Marketing objectives
The marketing goals for Arawana are SMART and set to yield certain results. To create awareness, the advertising strategies will be targeted at channels relevant to the target audience, resulting in a 20% increase in brand recognition within six months. At the same time, to stimulate trials, a sales promotion strategy will be used, providing 10% off Arawana for a limited period. The objective of this approach is to reach higher product trial levels, as measured by redemption rates that would need 15% growth during the promotional quarter. These objectives correspond to Arawana’s premium, health-oriented cooking oil targeting the attention of prospects and motivating them to try this product for its quality and features on promotional grounds.
9. Marketing Strategies
Wilmar will launch a Loyalty Program to increase market share within the existing market by rewarding customers for repeat purchases. This action also fosters brand loyalty, increases customer retention, and promotes increased consumption (ALLEN et al., 2022). At the same time, Advertising and Sales Promotion campaigns will be strengthened. Advertising campaigns will be fully developed to make the brand more visible, focusing on the health benefits of Arawana and its sustainability. Sale promotions, such as introducing discounts and offering various bundling options, will encourage consumers to prefer Arawana to competitors.
The reason for selecting Market Penetration is the ability to make use of an available product (Arawana) in the current market and capture a higher share of the soybean oil sector. Loyalty programs increase customer retention and repeat purchases, while advertising helps to generate immediate sales and brand recognition. In line with the research, this strategy focuses on the deepening of market presence before moving to new product lines or markets.
10. The Marketing Strategies
10.1 Product
Arawana Soybean Oil is classified as a convenience good, which has fast decision-making, low brand loyalty, and easy switching of brands. The main focus is on the availability and accessibility in retail stores to prevent stockouts.
- Quality: Arawana is a high-quality soybean oil that follows stringent health and safety standards (Ng et al., 2021). The product passes through stringent quality control measures to have purity and nutritional value.
- Design: The packaging has a practical and attractive logo, including an easy-to-use bottle for convenient pouring and storage (CHENG, 2021). Detailed labeling informs consumers about the essential product attributes and facilitates consumer understanding.
- Variety: Various forms of Arawana are available for regular cooking, frying, and even baking (Teng et al., 2019). This variant also meets the distinct needs of target customers.
- Features: Arawana highlights some of the major aspects—it is cholesterol-free, heart-healthy, and has sustainable production (Zwingina et al., 2022). These qualities are in line with the health-loving taste of the target audience.
Figure 3: Arawana Soybean Oil
10.2 Price
Arawana practices penetration pricing to acquire a large market share in the competitive cooking oil industry as quickly (Schoneveld, 2022). Such an approach thanks to its lower starting prices can attract health-conscious consumers, reinforce the brand image as a cost-effective but excellent soybean oil, and increase customer loyalty and market share.
10.3 Place
Arawana undertakes a focused distribution strategy through its positioning of cooking oil in diverse stores (Medina & Costa, 2023). This approach aims to achieve the most substantial market coverage and availability, which implies that customers will be able to obtain Arawana’s products from different places.
10.4 Promotion
Arawana has a comprehensive promotional strategy that encompasses both traditional as well as digital media. The recall of this brand is strengthened by strong imagery as well as testimonials evoking health benefits, sustainability, or even cooking methods (Coroniti III, 2022). Promotional sales allow for offers in the form of promotions, bundling, and striking a sense of urgency resulting in immediate trials which are followed by repurchases with store offerings reinforcing product presence.
11. Time Line and Rollout plan
Figure 4: Six Months Activities Gantt Chart
12. Conclusion
In conclusion, Wilmar International’s strategic options for Arawana Soybean Oil are intended to get the company a major market share and brand awareness in the competitive cooking oil industry. With a special emphasis on product quality, and variety with health-conscious features Arawana would become the preferred premium option in the market. Thus, initiatives such as penetration pricing and an intensive distribution strategy only serve to reinforce the goal of market share maximization with reachability. The promotional mix involving traditional and digital communication channels seeks to build wide public awareness about the health benefits of Arawana as well as environmental friendliness aspects, thereby encouraging customers to sample such products for repeat purchases. The loyalty program makes the customer more loyal and leads to a long-term good market. As a whole, the marketing strategy for Arawana provided by Wilmar International conforms to its aspirations of growth in market share in soybean oil-based products, building brand loyalty, and establishing it as a health-based premium cooking product. These plans are designed to assist Wilmar in satisfying consumers’ needs that continue changing and responding adequately to a volatile agribusiness climate.
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