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HND市场Landel Toys 案例DE3C 34

HND市场Landel Toys 案例DE3C 34
HND市场Landel Toys 案例DE3C 34

DE3C 34: Marketing: An Introduction

Landel Toys — A case study

Background information

The Landel Toy Company has a workforce of over 1,000 based in three different sites in the UK. The company was established in the early 1980s and its marketing activities are co-ordinated from its headquarters in Chester.

The original Live and Learn Toy Company — the name changed to Landel in 1986 —produced a limited range of wooden toys aimed at the pre-school market. Its range of products was originally limited to wooden building bricks, simple wooden jigsaws and a limited selection of wooden animals. As the company became more established, the product range was expanded to include dolls’ houses and wooden train sets.

In the early days the company sold through small, independent toys shops, but despite numerous attempts, it was unable to persuade any of the large chain stores to stock its products. Despite this, the company maintained a reasonable turnover, and it slowly expanded its product portfolio to include a range for the 5–8 year old market. Disenchanted by its inability to become accepted by any of the larger chains, the company toyed with the idea of mail order selling. A catalogue was produced and distributed through some of the leading Sunday newspapers, and although sales increased, this was not a particularly successful venture.

Mail order selling was dropped after only a year, but it did serve to bring the company’s name to the attention of the public, and more importantly to the toy industry. The company’s im age of high quality toys, made from natural products, appealed to the increasingly vocal environmental lobby, and at last, a leading department store chain agreed to stock Landel’s products. This proved to be a lucrative agreement for Landel, and it helped the company expand during the late 1980s.

The company’s big break, however, came when the Welsh language TV channel SC4 introduced an animated series featuring an assortment of animal characters collectively known as the ‘Country Cousins’. Against fierce competition, Landel won the contract to make a limited range of merchandise featuring the characters, and the popularity of the series resulted in sales which were way beyond Landel’s most optimistic expectations. Following the success of ‘Country Cousins’, ITV decided to give the series national airing, and in the lead up to the national launch, Landel expanded and developed its range of merchandise. At the same time, the company also introduced ‘Country Cousins’ books and to this end, it acquired an ailing publishing company in Exeter.

Landel Toys — A case study

This was Landel’s first venture into publishing, but by retaining the existing expertise within the newly acquired company, and through its own established distribution network, this b ecame a highly profitable part of the company’s portfolio.

The books were sold principally through toy shops and department stores as part of the overall ‘Country Cousins’ package, and by concentrating on its established toy retailers rather than bookshops, Landel did not need to employ any additional sales representatives. This proved to be a successful and cost effective approach, which is still employed at the moment.

As the business continued to expand, Landel bought over a soft toy manufacturer which w as initially devoted to the production of ‘Country Cousins’ figures.

The ‘Country Cousins’ phenomenon reached its peak in the late 1980s, and although the company is still turning in reasonable profits, there are growing concerns for its future security. T he success of ‘Country Cousins’, however, has given Landel a foothold in the market, and having firmly established its brand name and identity, Landel products are still stocked by some of the major toy retailers.

Although the sales of ‘Country Cousins’ me rchandise are declining, the range is still an important part of Landel’s business. The range currently includes wooden figures, cuddly figures, wooden play houses and scenery, a series of thirty ‘Country Cousins’ story books, a ‘Country Cousins’ Annual wh ich has been produced each year since 1986,

‘Country Cousins’ stationery, pencil cases, note pads, cards etc, and ‘Country Cousins’toiletries, including soap, shampoos, sponges, bath salts etc.

In addition to the ‘Country Cousins’ range, Landel still prod uces its traditional wooden jigsaws, wooden animals, wooden building blocks and various other wooden toys aimed at the pre-school market.

A major turning point in the popularity of the ‘Country Cousins’ range came in 1998 when ITV decided to drop the programmes from its schedules. The popularity of the series had been waning for a number of years, and its demise had been inevitable for some time. In the year following the programme’s withdrawal, sales of ‘Country Cousins’merchandise fell to 40% of the 1992 peak.

Along with the decline in demand, the company has had to change its pricing policies. During the boom period of the early 1990s, the price of the ‘Country Cousins’ range was set at a premium, but in order to maintain sales, the company was forced to reduce price to a much more competitive level. Retailers and other middlemen, realising the strength of their negotiating position, have been able to force Landel to accept their terms and prices, and with the decline in demand, Landel has had little alternative but to accept.

Landel Toys — A case study

The company’s 30-strong sales team has been charged with the responsibility of maintaining good relations with existing outlets to ensure their continued patronage. On occasions this patronage has been hard won, and in recent years has involved more and more price-cutting to ensure that the existing stores continue to stock Landel’s range.

The industry is becoming ever more competitive, and without a leading product range, Landel is being forced to cut prices to retain its distributors, and to maintain its position in the market place.

The reduced price to the retailer, however, is not always reflected in the price charged to the final consumer. Although Landel is selling to the middlemen at a considerably reduced price, the retailers are tending to sell at prices on a par with those charged during the height of the ‘Country Cousins’ boom.

As sales of its traditional range has declined, the company has become involved in the

‘own label’ business, and 10% of its output is now supplied to the For Toys retail chain which sells the products under its own name. The association with For Toys has been good for Landel, and there is the possibility that this relationship will be further developed in the future.

For Toys is an expanding company, and although this relationship has been vital to Landel, For Toys has forced the manufacturer to produce at lower and lower prices over the years, and because of a lack of orders from other customers, Landel has been forced t o accede to these demands. At the same time, the production of ‘own label’ merchandise may have contributed to the reduced demand for Landel branded products.

The declining demand for ‘Country Cousins’ has also necessitated other changes. Cuddly toys’ production, which was previously exclusively devoted to ‘Country Cousins’ figures, has now been adapted to produce a range of more than forty different styles and types of bears and other creatures. Many of these are ‘own label’ products for For Toys stores. Other alterations to the product mix include the introduction of larger toys such as play houses, climbing frames and slides. The company is looking to find a way of gaining access to potential buyers such as playgroups, nurseries and even local authorities as well as its established consumer market.

The publishing side of the business has also had to adapt to the post ‘Country Cousins’boom. A range of children’s stationery is available in a number of different styles, and this is being continually updated to meet the changing needs of the market. A new series of pre-school books has been produced, including a range called ‘Dolly the Dolphin’ for which the company has high expectations. The company also has plans for ‘Dolly the Dolphin’ cuddly toys.

A new range of self-reading books has also been developed, and the company has been trying to encourage local authorities to buy them for their schools and libraries.

During the early 1990s the company did not need to invest too heavily in advertising and promotio n as the publicity generated by the ‘Country Cousins’ TV series was sufficient to keep the company’s merchandise in the public eye.

Landel Toys — A case study

In addition to this publicity, the company’s promotional effort had been principally aimed at retailers and other middlemen, and this had primarily involved personal selling through the sales team making regular visits to established clients. It was believed that by targeting the middlemen, and by getting the products in to as many stores as possible, sales would inevitably be generated. The emphasis on the sales team has been maintained, but in recent years this has been supplemented by advertising in children’s comics and magazines, and by a limited amount of advertising on Children’s TV, particul arly in the run up to Christmas each year.

The company must now adjust to the post ‘Country Cousins’ boom, and although some changes have already been made, further developments are required. To do this, it is necessary to develop the company’s marketing m ix, but before this is possible, the company must carry out some research to discover the most appropriate course of action. To date, the company has not felt the need to carry out extensive market research, and much of its decision-making has been based on informal feedback received from its sales team, and from secondary material derived from the industry trade association, and similar sources. Much has also depended on the marketing team’s own business acumen and knowledge of the market, and there has also been a reliance on internal data.

Landel has reached a vital crossroads, and important decisions must be made to ensure its future survival and prosperity. The company is still producing reasonably healthy profits each year, but these are much reduced from the heady days of the early nineties, and if the current trends continue, there is a strong possibility that the company will not survive the next ten years.

The time has come to take some purposeful marketing action. The company now realises that it must adapt to the changing needs of the market, and by gathering more information about existing and potential customers and consumers, it will be in a position to make more reasoned and informed decisions.

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