Internally, to have a store network in all the major islands and key cities in the Philippines poses a major challenge, as baked goods must be delivered fresh to our stores. More notably, more than half of our franchisees are multi-unit owners, which is the best indication of satisfaction. This is when we launched our Franchising Program, and the phenomenal expansion that Goldilocks has achieved since then is evidence of the working relationship we have with our franchisees.Īt present, around 2/3 of our total stores in the Philippines are franchises. We realized that to fulfill our strategic growth plans, we had to partner with highly motivated entrepreneurs who shared Goldilocks’ ideals. What was the trigger that made Goldilocks change its growth goal in 1986?Ī: Our extensive store locations actually began emerging in 1991. Today, the network has grown to some 400 stores. Q: Up to 1986, Goldilocks had only eight stores. I am happy to say that they all co-exist, and our new categories have given our customers more reasons to patronize the Goldilocks Black Forest Cake. With all the different formats-the single serve, cake roll, round cake-our Black Forest premium cake has addressed various price points and usage for our discerning customers. We also introduced Black Forest singles, and as the name suggests, it is single-serve-a reasonably priced product, readily available, packaged and presented better than the usual slice of cake. We introduced the Black Forest Cake Roll and this became a hit among our customers, as this addressed their desire for an affordable, delicious cake. The intent was to come up with a new and unique category which was higher priced than the traditional cake rolls, and yet, more affordable than the round premium cakes. What would happen if we combined two product categories: the all-too familiar cake rolls (a Goldilocks Signature product line), and the premium cakes (which are traditionally round)?Ī product innovation was born when we merged these two product formats, which we aptly called the premium cake rolls. One must be insightful to determine that opportunity. Instead of competing merely on price, we chose to compete on value, and address our consumers’ usage of the Black Forest Cake. Pricing, as a strategy to gain market share, must be complemented by an overall product proposition. Q: How have you defended your middle class turf?Ī: The middle-class market is quite discerning: as far as bakeshop goods are concerned, price is not the main determinant of their preference.įilipinos have a well-defined belief and distinct image of what an affordable and delicious baked product tastes like, and a good sense of valuation to go with it. Moreover, Goldilocks continues to evolve and be relevant to the times through its product innovations, targeted to a new generation of customers. The brand has sustained its growth and has maintained market leadership mainly because of its unparalleled presence is nearly all of the Filipino family’s milestones. The first Goldilocks store opened in 1966, and today after 48 years, its first wave of customers are now grandparents. Moreover, while our brand is recognized as an expert in our field, we are simultaneously seen as an essential part of Pinoy celebrations and everyday sweet moments, making these moments delightful and meaningful. By doing so, we have not only dominated “top-of-mind-awareness” ratings, but “share-of-heart” rankings as well.Īs such, Filipinos do not only have a favorite Goldilocks product, but a favorite Goldilocks story.
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