instance, it launched two segments of popsicle ice creams that set the brand apart from
its competitors.
The national chain takes into account
that marketing is crucial for the acquisition of
new customers and the retention of existing
ones. However, Artisani’s marketing efforts
are primarily targeting national customers.
Almost all of its shops are in fancy neighborhoods around Lisbon and not in principal tourist areas. Efforts to attracting foreign consumers are feeble to non-existent, leaving lots of
room for its rivals in the tourist market.
Nevertheless, since its aim is to expand
nationwide, Artisani poses a considerable
competitive threat for growing Portuguese ice
cream providers, such as Santini. Furthermore, its strategic alliances with Portuguese
milk and water suppliers as well as its inter-
connectedness in the Portuguese market, provide Artisani with significant value creation
potential. Its commitment to differentiation is
mirrored in its production of ice creams for
consumers with health problems, in its reference for 100% natural and national ingredients as well as in its diversified product offerings.
But, given its low brand recall and topof-mind rates, Artisani’s current efforts for
differentiation are simply not sufficient to present a clear alternative to other traditional ice
cream parlors like Santini. This will seriously
undermine the company’s ability to grow. In
order to be more different, Artisani needs to
be more aggressive in marketing its core competences to nationals as well as internationals.
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