Introduction
Brimi is an Italian-based food company specializing in the supply of dairy products to its Italian market (Brimi 2010, p. 1). The company started its operations in the late 1960, when two companies merged to form a cooperative, aimed at supplying dairy products to its primary markets.
For a long time, Brimi only operated in two locations across Europe, but in the late 70s the company opened more branches, starting with its 1977 Vahrn plant (Brimi 2010, p. 1). This region was chosen because it was home to high quality cattle breeds which supported the company’s supply of fresh dairy produce. In fact, most of the company’s operations were directed from this region.
Brimi initially specialized in only a few brands, but in 1978, a board meeting resolution saw the company, expand into producing new products such as Mozzarella products (Brimi 2010, p. 1).
This change of strategy was supported by other strategies bordering on the production of their dairy products such as the substitution of dairy milk with buffalo milk. This change of production process acted as a boosting element to the company’s sales because the company’s products bore a new taste which enabled it cut a niche above its competitors.
The Mozzarella product is the company’s most popular product, with more traditional products and processes such as cheese production eventually discontinued. In the Northern part of Italy, Brimi had its Mozzarella product strategically positioned in consumers’ lifestyles, such that, there was very minimal competition from other companies (Brimi 2010, p. 1). In the South of Italy, the company’s Cheese products also had a strong consumer base, and in the same manner, there was very minimal competition from rival products.
However, after several years of enjoying a strong market share, Brimi’s competitors caught up with the company’s sales record by imitating the company’s production strategies (this move limited the company’s growth and expansion prospects) (Brimi 2010, p. 1). Since the company was primarily formed by two companies from different countries (Germany and Italy), there was an internal pressure to explore international markets (emanating from its hybrid composition).
During the early years of the 90s, Brimi started its global expansion plans which saw the company command a global presence in several nations across the globe (Brimi 2010, p. 1). This move was further complemented by the company’s international certification in the production of high quality mozzarella, which added to the company’s product acceptance in the international market.
In line with the global expansionary plans, this study undertakes a case study of the company (Brimi) launching its products to the United Kingdom (UK) market. With such plans in the offing, a thorough analysis of the UK and Italian markets ought to be done to establish the company’s expansion feasibility and product success in the UK market.
These analyses will be aimed at formulating an international marketing strategy for the company to ensure product success. To come up with the best outcome, this study incorporates a market overview of the UK dairy product market sector to evaluate the substitute and complementary products that affect the launch of Brimi’s products in the same market. Afterwards, a market entry strategy will be formulated and an international marketing mix developed to complement the initial marketing entry strategy.
Italian Market Overview
As mentioned in earlier sections of this study, Brimi moved from specializing in exclusive dairy products to a diversified field of production. Among its most popular product is the Mozzarella cheese which is a favorite Italian Cheese. It is estimated that more than 60% of Italians consume this product on a regular basis (Associazione Italiana di Sociologia 2010, p. 67).
The Italian consumer market has a high regard for fresh produce. Products considered to have stayed on the shelf for long do not share the same value as those which are less than a day old (Mooij 2010, p. 32). In fact, it is said that, goods which are more than a day old are not usually considered fresh produce by Italian consumers (Hassan 1994).
This fact has a significant impact in the supply of perishable goods to Italy because there is an increased emphasis on fresh produce which creates an increased demand for efficiency in a company’s supply chain. Moreover, there is a higher standard set in the production of such perishable goods.
The Italian food market also operates within the confines of a family culture whereby, food is normally perceived to be a family issue whereby people sit together and eat (Heyer 2002, p. 109). Food is therefore usually served in events where family members seat, relax and talk about whatever is going on in their lives. During food serving, food is served in small amounts to preserve the taste of various food delicacies. Foods with a rich array of ingredients are preferred to those which have poor ingredient content (McCullough 2003).
UK Market Analysis
PEST Analysis
Political
The political environment in the UK allows for a free trade economy (Tribe 2005). In this type of market, there are very minimal trade barriers among states willing to trade with one another. There is also a very liberal trade policy which allows for the transaction of business with very minimal government interference. However, there are several regulations in place to ensure the standard of imported food is of high quality.
These standards are defined by the European law for food standards, which guarantee the quality of food to be imported or exported in any participating European country (Dvořák 2005, p. 5). Nonetheless, Brimi seems to have satisfied this requirement, because it has in the past been awarded two quality management standards and one hygiene certificate; meaning that, it is a leader in the production of quality foods, and almost by default, it meets the EU food quality standards.
Economic
The UK is considered by the World Bank as a high income country (Tribe 2005). The country has excellent infrastructure, a wide industrial base, established service sector and a huge consumer purchasing power (Great Britain: Department for Environment, Food and Rural Affairs 2011, p. 5).
The strong consumer purchasing power is beneficial in the sustainability of the demand for Brimi’s products. Moreover, the company can adopt a high-end marketing strategy in the UK market and it will succeed. This means that the company can still be able to make huge profits from little sales because it will still be able to sustain product demand due to high prices.
Brimi has a close association with the UK, because they are both part of the wider European Union economic block (Panke 2010, p. 1). This economic provision has a significant economic implication, because there is no trade barrier, or restriction for companies within the two countries to trade with one another.
This economic provision is also advantageous to Brimi because it can easily operate within UK. without much interference from the UK government. In the UK, taxation is favorable to international companies because taxation is normally done in the currency of the home country (where the international company hails from) (Panke 2010, p. 1).
This economic provision means that, Brimi will have to pay tax using the Euro (which is its home currency). However, UK uses the pound for local trading and if currency is converted, there is a fee of 5% to 10% charged in such transactions (McKernan 2005). This is a disadvantage to Brimi because it may have to incur such transaction costs if it operates in the UK.
Its profitability in this market is therefore likely to be significantly dented. To maintain a high profit level, the company may have to increase its product costs, but this may have a resultant effect on the demand of its products (like competitors gaining a competitive advantage, based on the price differentials). Alternatively, the company may decide to retain its profits in pounds to avoid incurring any currency conversion costs.
The UK exchange rates (when converting the Euro to pounds) have also shown some strong tendencies of being unstable, especially with the motions of the global economic crunch and the speculative debt burden in the European Union (McNair 2009). This unstable exchange rate poses as a disadvantage to Brimi because it is difficult to undertake proper financial planning due to the unstable exchange rates.
More so, this is one economic factor it has no control over. However, the unstable UK currency poses a small advantage to Brimi, because, with a decrease in the value of the Euro, exporting becomes very easy for the company and Brimi can lower its costs to make its products more attractive to UK consumers. However, if it still maintains its current prices, it can easily realize increased profit margins.
The nature of UK’s economy is highly characteristic of an import-dependent nation, considering much of its food is imported from other countries (Panke 2010, p. 1). This fact supports the acceptance of Brimi’s food products, considering it is a foreign company with foreign products.
The acceptability of UK’s consumers to Brimi’s products are therefore bound to be favorable to the company. However, due to the economic crisis prevailing in the country, and decreased consumer spending, there is an eminent threat on the demand of high quality foods (which Brimi’s products fall under) because there is a stronger focus on prices as opposed to quality. This factor poses a threat to the long-term sustainability of high premium purchases, hence decreasing the chances of Brimi realizing increased profits.
Social
Though Italy and the UK are both European countries, there is a slight difference in culture and other social elements. For example, there is a language difference in both countries, because Italian language is spoken in Italy while English is spoken in the UK. This language difference has a profound impact on the launch of Brimi’s products in the UK because it will imply that, the company has to repackage its products in English, to be appealing to the UK consumers.
The product packaging styles between the two countries however show elements of similarities in consumer adaptation and acceptance. For instance, most of Brimi’s products are packaged in blocks, and UK consumers are known to accept such packaged goods (Blythe 2008).
It will be evidenced in subsequent sections of this study that the international marketing strategy to be adopted by Brimi can be supported by a product packing and distribution strategy (from one location) because UK consumers are not known to demand excessively fresh products (when comparatively analyzed with Italian consumers). Therefore, an export strategy may easily work (Moschandreas 2000).
Compared to Italy, the UK is not known to be health-conscience when it comes to the purchase of consumable goods (Moschandreas 2000). However, in the recent past, there have been increased campaigns to make more UK consumers aware of the benefits of a healthy diet, and this trend is likely to pick up soon.
As a result, there are more UK consumers buying food products which have lower calorie content, highly organic and highly functional (Moschandreas 2000). Nonetheless, these products are sold at a premium. Since Brimi’s products are healthy foods, it may be easy for the company to enjoy a higher sales margin because it can highlight the “low calorie” content of its food and the high organic nature of its products to command higher prices.
UK consumers have also adopted a trend whereby any consumable goods in the country (especially imports) ought to have a label indicating the origin of the product. This consumer demand has been necessitated by the increased awareness in global economic practices which were necessitated by the increase in child slavery practices and unfair labor policies (Moschandreas 2000). Consumers in the UK are therefore more aware of such economic practices and would not want to encourage the consumption of such goods.
This increased consumer demand is likely to boost the sales of Brimi’s products because they originate from Italy and the labor practices of the country is largely acceptable. Moreover, high quality raw materials, especially regarding dairy products, are known to originate from the same place. In fact, since Italy is known to produce high quality goods, it is easy for the company to demand a higher price for its goods because they are justified to do so.
Technology
The UK is known to have a strong use of technology in most of its operations (Havard 2002, p. 4). With regards to the production and distribution of Brimi’s products across its UK market, technology will have a strong impact on such a strategy because Brimi engages in the production and sale of perishable goods.
UK’s infrastructure and technological advancement is deemed among the highest in the world, and therefore, high-tech technology can be easily used in the sale and distribution of the company’s products across the UK (Kensett 1990). Since subsequent sections of this study explores the strategy of direct exporting as a viable alternative for Brimi in its venture into the UK market, it is important to note that, technology will greatly reduce the distance of distribution and sale of Brimi’s products from Italy to the UK.
Furthermore, since both countries are not very far from one other (geographically), high technological advancement (including airport and transport infrastructure and equipment) can make it possible to transport goods from Italy to the UK within a day, ready for sale.
Market Entry Strategy
Entry into foreign markets can be a tricky issue. This is true because many researchers have established that, various entry strategies vary with different circumstances (Agarwal 1992, p. 1). The choice of entry strategy greatly affects the success of a new product in a new market.
Though a company may achieve tremendous levels of success in a home market, the same level of success is not guaranteed in a new market because the company has to deal with new factors such as culture and similar socioeconomic factors. For instance, though Walt Disney had achieved exemplary success in its Florida, California and Tokyo establishments, it found it difficult trying to expand into the European market because it had to deal with new cultural and nationalistic elements (Hollensen 2010).
Brimi’s situation is not any different because it is venturing into a new market and though it has achieved tremendous levels of success in its primary markets, the same level of success is not guaranteed in the UK. Nonetheless, the country is faced with four market entry strategies: exporting, joint venture, licensing and foreign direct investments (Hollensen 2010).
According to the normative decision theory, the choice of a market entry strategy is normally influenced by the trade-off between the risks of undertaking the foreign venture and the expected returns (Rapoport 1989, p. 7). In other words, it is very important for a company to choose a market entry strategy which poses the lowest risk and yet poses the highest returns.
Also, a firm’s resources in undertaking a specific market entry strategy is also to be factored before choosing a specific market entry strategy (but another factor of an almost similar importance is a firm’s willingness to control its operations in the foreign market). These factors withstanding, it is important to acknowledge that, the correct choice of a market entry strategy is subject to the best compromise to be obtained if a firm’s resources and its desire for control are established (Evans 1999).
Analyzing the existing international market entry options for Brimi, we can establish that, the sole venture market entry strategy is characterized by high risk and high returns, but it also gives the company a high degree of control over the firm’s activities in the UK market. A joint venture strategy would depend on a firm’s investment in the venture because it can be a high risk, high return venture if Brimi’s investment in the UK is characterized by high equity.
The opposite can also be true, whereby, Brimi’s investment in the UK market is characterized by low equity investments and therefore, the company receives low returns. The licensing strategy is however a low risk, low return investment where the company lacks a strong control over its foreign market activities.
Considering the dynamics of the UK market, this study proposes an export market strategy. Exporting is the production of goods from Italy and selling them to the UK market (DIANE Publishing Company 1994, p. 1). Though this market entry strategy is traditional, it is possibly the best way Brimi can venture into the UK market.
This market entry strategy is justified by the fact that, Brimi enjoys immense ownership advantages over it new market (UK) in the sense that, the company has important assets and skills in the production of its Mozerella brand, such that, the economic benefits of its UK venture is highly likely to surpass the economic cost of venturing into the new market.
Brimi’s market power is further reflected by its strength in overseas operations and its history of dealing with competitors in the Italian market. The company’s products have been sold in several locations across Europe and indeed the world. This multinational experience is bound to be invaluable in its UK expansion plans.
Moreover, the company has managed to create a strong strategic product differentiation strategy that has seen the company receive global acclamation in the production of its products (in reference to the ISO certifications). Considering the company has this strong asset power, research has affirmed that, it is not advisable for such a company to share this knowledge in a new market because it will lose its competitive advantage (Hird 1986, p. 151).
In other words, it may be easy for competitors to steal the company’s production formula and use it to run a parallel company to provide the same services as Brimi, thereby jeopardizing its long-term prospects of profitability.
In reference to this claim, Van de Ven and Poole (1989) affirm that, “This risk is especially relevant for international transactions because inter-organizational infrastructures are often poorly developed, likely to change frequently and likely to change across international boundaries” (p. 31). These scholars therefore affirm that, if a company has such high-caliber skills, it is important to safeguard them.
Other research studies done by Anderson and Coughlan (1987) also affirm that, if a company has achieved a higher level of product differentiation, it is highly recommended that they safeguard their secret. Since Brimi falls in the category of such companies, it is important for the company to safeguard its product differentiation secret, and there is no better way to do so than through a direct export strategy.
Moreover, exporting is the most economical way Brimi can venture into the UK market, considering it does not have to make any direct investments to the European nation (Craig and Douglas 2005). Considering Italy and the UK operate within the UE economic block, it becomes very easy for Brimi to export its goods from Italy to the UK because there are no customer barriers (which are normally deemed to be a barrier to direct exporting by increasing the cost of imports) (Agusti 2008, p. 10).
The direct export strategy is supported by the comparative advantage theory which acknowledges that, countries can derive a lot of benefits by trading with one another, without any trade restrictions (Maneschi 1998).
The theory further states that, it is possible for two countries to gain from one another through international trade, even though one country maybe less efficient than the other in the production of export goods (Madura 2008, p. 6). In the context of this study, there is an obvious difference in the production of Mozarella in Italy and the UK because Italy already has a well established infrastructure for the production of such a product. However, the UK does not have this advantage.
Nonetheless, the comparative advantage theory identifies that, both countries can easily benefit from one another through direct exports (Samli 2001). Since the comparative advantage theory proposes that, countries can effectively gain from one another through direct exports, it however also notes that, barriers to trade such as trade costs (like custom duties, heavy taxation and the likes) can easily erode the benefits derived from foreign direct investments (Daly 2010, p. 355).
However, factoring the nature of the trading infrastructure between Italy and the UK, there are no trade barriers, and therefore both countries can sufficiently enjoy the benefits of free trade.In this regard, only marketing costs will be realized with the direct export strategy.
However, the practicality of this strategy involves the input of four parties in the supply chain system: exporters, importers, transport agents and the government (Doole 2008).
There are two types of export strategies: direct and indirect exports. However, for Brimi company, the best strategy to use will be the direct exports strategy because the company’s expansion into the UK market is primarily motivated by its international expansion strategy, aimed at conquering new markets, considering the limited expansion opportunities characteristic of its local Italian market (as mentioned in earlier sections of this study, the Italian market is flooded by substitute products which have been developed by replicating Brimi’s strategy, therefore offering very minimal opportunities for growth).
With such slim expansion opportunities, it is prudent for the company to capitalize on its economies of scale, from Italy and then export the produce to its new markets. This strategy will give the company a strong sense of control over its distribution strategy and therefore the operations or supply of its products will be firmly within its control.
Through this strategy, the UK market will be regarded as an extension of existing Brimi markets. Since the UK and Italy are part of the European Union economic block, it becomes feasible to produce goods in large quantities because protectionist policies cannot be introduced because of the liberalization of the UK market and its free trade policies.
The export strategy is applicable to Brimi’s case because it poses a trade advantage (after factoring the benefits of currency valuation between the Euro and the pound). Considering there is a significant decline of the Euro (in value), Brimi is bound to increase its profitability because it will be paid in pounds, while its expenses will be quantified in Euros.
It would however be an unwise decision to adopt another foreign market entry strategy, like foreign direct investments, because this would mean the company has to set up new investments in the host nation (to be incurred in pounds), thereby significantly increasing the costs of investments or new operations.
The strategy of directly exporting goods to the host country will be a feasible idea because Brimi will have control over the entire operations of the expansion strategy (from the selection of company representatives to the selection of new foreign markets). In this manner, they can easily retract from the UK market if their products fail, simply by decreasing the production of the products from the original market (Italy).
In this regard, the company will not suffer heavy financial losses (when compared to a case where the company set up a new plant in UK for the manufacture of its products). The foreign direct investment strategy will also be useful in obtaining feedback from the new customers because the strategy will be primarily based on sales and marketing, which is a good contact point between the company and the consumers.
Moreover, since the company has endured periods where its food processing formula was stolen by rival companies in Italy, it may be easy for the company to protect its trademark and patents if it engages in direct exportation because it is easy for the company to have control over these intangible properties.
Also, since the direct export strategy will be primarily based on a marketing strategy, it will be easier for the company to make more profits because a lot of emphasis will be based on sales, which dictate the company’s revenues, hence increased profitability.
International Marketing Mix Strategy
When launching a new product in a foreign market, it is often a common company dilemma, if to retain its home market international mix or alter the market mix strategy (Learn Marketing 2010).
Researchers have often proposed that, for a company to develop a successful marketing mix strategy, it ought to factor the cultural make up of the host population; the target consumer behavior; purchasing power and the likes (Ghauri and Cateora 2005). This fact is reinforced by previous assertions made by other scholars, proposing that a company is bound to sell more products if it factors the dynamics of the target market.
Often, global companies have adopted the “think global act local strategy” but for Brimi, this study proposes a “think global act global strategy” (Keegan and Green 2005).
This strategy is motivated by the fact that, Europe is quickly becoming one social block, emanating from the formation of the European Union block, and therefore there is bound to be no significant differences in consumer tastes and preferences between Italy and UK.
Though there may be some substantial differences in consumer spending habits and dietary patterns, tailoring Brimi’s products to suit the local UK market is not bound to add much value to the company’s products, but it definitely increases the costs of production, thereby reducing the company’s profit levels. Redesigning the product is therefore bound to weaken the global brand.
There are companies which have over the years adopted a global strategy over almost all their target markets and have successfully achieved their desired objectives (and still enjoy good sales). Such brands include Coca Cola, MTV, Nike (and the likes), and they share appalling similarities with Brimi’s Mozzarella brand because the company’s brand has received global commendation regarding its quality and value content (as evidenced by the ISO certifications).
Changing the product’s design or make-up for the UK market is therefore likely to weaken this product strength, and equally likely to affect the strength of the brand’s product differentiation strategy.
Moreover, the nature of today’s global market is that, consumers are increasingly adapting to a common culture inspired by the internet, globalization, television (and the likes) and therefore, the gap between consumers’ tastes and preferences among various nations (and more so, Italy and UK) are increasingly narrowing.
The launch of Brimi’s products in the UK market will therefore be aimed at targeting the same type of consumers as those evidenced in Italy. Since this target market selection is in effect, it would be fruitless trying to change the company’s product components to suit the local UK market.
From the above analyses, this study proposes that, Brimi should adopt a standardized international marketing mix strategy because the Mozarella brand already commands a strong brand following across Europe. Modifying the product would act against the company’s interest especially if it intends to conquer new markets.
However, the product differentiation strategy is most preferable because the launch of Brimi’s products will be undertaken through a direct export strategy. This fact implies that, products will be manufactured in one location and distributed to several others. The standardization strategy will therefore be complementary to this strategy because it is easy to standardize a product if it is produced in one location as opposed to if it is produced in several locations (Transtutors 2011, p. 1).
Promotion
Though the international marketing mix to be adopted by Brimi will be a standardized marketing mix, the promotional strategy to be adopted will not be of a standardized nature. An adapted promotional strategy will be preferable for Brimi because of the differences in language between the UK and Italian markets.
Italians speaks Italian while UK consumers speak English. Promotional materials for UK consumers will therefore be designed using English language. The common mediums of product promotion will be television and online media. The two communication mediums have a strong penetration in the UK, with television and online communications having a penetration rate of more than 90% (Ghauri and Cateora 2005).
Pricing
Determining a pricing strategy for a foreign market is not a simple thing. Several factors such as fixed costs, variable costs, competition, company objectives, positioning strategies and willingness of target group to pay for the desired price have to be factored in the pricing strategy. Brimi’s pricing strategy should however be similar to its pricing strategy in Italy, except for a substantial increment in product pricing, emanating from the transport and distribution costs associated with availing its products in the UK market.
Place
Brimi’s place strategy will be designed to cater for the needs of the distribution and sales of the company’s products (Obringer 2011). Brimi’s place strategy will be a dual strategy where its products will be availed in every high-end restaurant or any market deemed viable for the company’s products.
The second strategy will be centered on creating a demand for the product because it was not available in the UK market. This strategy will however need to be implemented with the assistance of strategic partnerships with existing restaurants. The latter strategy will ensure the company increases its profit margins because it allows for a high price strategy. Since Brimi’s products are of high quality, they will be majorly availed in high-end restaurants to preserve its image.
Product
With regards to the product strategies of the marketing mix, Brimi should maintain all aspects of its product’s strategy, such as, quality, design, features and branding; like that evidenced in its Italian market. In this manner, it will be able to remain authentic to its brand differentiation qualities, so that, it does not weaken its brand in any manner (Learn Marketing 2011).
These factors withstanding, the Brimi product brand will be aimed at high-end UK consumers, and the core benefit will be exemplary product quality. The brand will be positioned in the high-end market by offering quality products to the UK consumers and its main differentiating factor will be the high product quality and exemplary exotic taste (when compared to competitor products).
Information to be Availed
There is supposed to be more information to be availed in the formulation of a comprehensive marketing plan, based on Dunning’s (cited Letto-Gillies 2005) assertion that, the international entry strategy for a foreign firm ought to be based on its ownership advantages, location advantages and international advantages.
Though some of these elements have already been discussed in this study, it is however difficult to determine how these elements interact with one another for Brimi (in the formulation of an international market entry strategy). It is very important to determine the relationship between these elements because it is not only enough to analyze these elements in isolation because an interaction of these elements may possibly expose a different motivational factor of the company’s international marketing strategy.
For instance, research studies have established that, companies which have a low level of firm ownership, are bound to refrain from adopting any international expansionary plans or undertake low-risk market entry strategies, such as, direct exports (which has been identified as the preferable market strategy for Brim) (Czinkota 2007, p. 300). Nonetheless, these companies are known to be highly attracted to lucrative markets, but often they adopt the joint venture or licensing strategies (Rialp 2006).
From this analysis, we see that, it is very important to understand a firms’ ownership and location advantages because collectively, these factors are bound to affect a firm’s behavior and more so, its international market entry strategy. The relationship among the three elements described above should therefore be further studied to develop the best international market strategy for Brimi.
More information should also be sought in determining Brimi’s financial capabilities and its resource base to determine its capability of undertaking other market entry strategies like acquiring an existing food processing firm in the UK as a market entry strategy (Mühlbacher 2006).
The direct export strategy has been chosen because it poses the lowest risk in international market ventures, while providing the highest returns (but such a strategy has been chosen under the assumption that, Brimi lacks adequate resources to undertake a riskier strategy).
Another factor of an almost similar magnitude is Brimi’s desire to control its foreign market activities because the direct export strategy has been chosen under the assumption that, it would be more beneficial for the company to adopt an international market strategy that gives the company immense control over its foreign operations.
Conclusion and Recommendations
This study recommends a direct export strategy to be adopted by Brimi because the company enjoys a strong brand following of its core brands in most of its primary markets. Moreover, the company has a strong brand differentiation strategy which should be safeguarded at all levels of the production process.
The best way to protect the company’s brand secret is to adopt a direct export strategy because the risk of company secrets in producing the best Mozarella will be safeguarded in this manner. This strategy is complemented by the minimal distance in geographical distance between Italy and UK, which can be further decreased by technological input. In this regard, it is possible to avail fresh produce to the UK market, thereby preserving the product’s taste.
This study also acknowledges that, the direct export strategy will be of high benefit to Brimi because Italy and the UK are part of the European Union economic block and therefore, there is no possibility of the company incurring import or export tariffs which will further erode their profit margins.
This economic union greatly complements the direct export strategy. With regards to the company’s international mix strategy, the product, place, and pricing strategies will significantly resemble the original marketing mix strategy used in Italy, but the promotional strategy will be different, considering the language differences between Italy and the UK. These international marketing strategies pose the best prospects for Brimi to succeed in the UK market.
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