Green and White Simple Bordered Marketing Report-4

MAY 2020

HALDI

BUSINESS PLAN

Report by:
Hassan Ayaz
Lucy McNamara
Evie Miles
Joe Lynskey
Lojean Nagulendran
Aaditya KC

HALDI

CONTENTS PAGE

Reflective
statements...............................................................................Page 3
Executive
Summary................................................................................Page 6
Finance..................................................................................Page 11
Marketing...............................................................................Page 17
Operations
mangement........................................................................... Page 41
Human Resources................................................................... Page 57
Team meetings.......................................................................Page 71
Curriculum
Vitae......................................................................................Page 84
References.............................................................................Page 94

Page 02

HALDI

MANAGING
DIRECTOR
LUCY
MCNAMARA

I chose to be managing director because the title and FINANCE DIRECTOR
responsibility included roles and duties, I believed I JOE LYNSKEY
could execute such as to motivate and keep people on
track. I feel as I have the personality trait so which would Communication is a big part of making a strong finance
complement to this role effectively. A managing director director. Because of this heavy focus on communication,
is responsible for the performance of the company and this drew me towards pursuing the of being finance
control the company's operations. In this role I have director for our health shot based business. In life I try
been challenged to think in new and innovating ways to be as communicative as possible, this helps me build
challenging my abilities. I believe I have managed this relations and work as a team if a problem arrives, I enjoy
well and that each member of HALDI is flexible and are working with others and be able to help them as much
strong, independent workers as well as excellent team as I can. A strong drive for work is also required. I knew
members, all the roles have complimented each other, this would be a challenge for me as I often prefer group
and everyone has noticeably clear goals which has made work, however I believe that with the help and
organisation easier. motivation of my team I have been able to establish
myself as an effective finance director.
I have found that I need to work in weeklong time
periods to make personal goals with targets to hit so I As a finance director I am responsible for accounts,
stay on track and on top of my work as I have found if I bookkeeping expenses and ensuring the business runs
do not make the goals, I end up with a big break and I smoothly economically. I need to have a strong will and
lose my momentum. Challenges I have faced throughout be able to speak my opinions on how I believe would
this project has been meeting up in person and benefit the businesses revenue and profit. I have had to
contacting each other. This has been challenging work closely with the operations director when first
because we only have the chances to meet up virtually setting up the business on expenses on ingredients and
and I feel I perform best with face-to-face contact. This tangible resources we would use. Being a finance
has made my job more difficult as the organisation has director is a specialist role which can often restrict me
been challenging as we have not been able to all come from working with others. However, I attempted to
together and collaborate on one document tackle this by inputting ideas for the other directors or
simultaneously which will be crucial closer to the allowing my colleagues to help me with discussions
deadline date. such as fundraising and growing the business.

Overall, I have gained valuable skills and adapted to
these uncertain times. I believe these skills will help me
later in life and this has been character building for
myself and my teammates.

Page 03

HALDI

MARKETING DIRECTOR
LOJEAN NAGULENDRAN

I chose to be a marketing director for this assignment as this is the industry I want to get in too as I would like to set my own digital
marketing agency soon. Having this role would challenge my abilities and teach me more about marketing which would benefit me
in the future. As a marketing director, my main goal is to be as creative as possible, including thinking freely. I like being very
proactive and like getting my ideas to my team as soon as I research them, this ensures I will achieve the best for myself and my
team.
One of my tasks as a marketing director is to research the demographic and find out more about our customers, I was able to do this
by an online questionnaire which was beneficial for us as we found out what the consumers wanted. Another task was to research
competitors who sold wellness shots in the Surrey/South London area and analyze them. I found the price, product variations, and
USP for the two competitors called B.Fresh and Turmeric and Co. Using these facts, we made our own USP such as donating some
of our profits to villages back in India where our ingredients are being produced. Primary and secondary research skills will help me
when I am setting my own businesses as I must research a lot before I invest my money into a new venture to avoid failures.

One of the difficulties for this assignment was motivation as it has been quite hard the past year with online learning because of the
pandemic. We overcame this by having regular zoom calls and updating each other on what we have done that week. The main
difficulties were communication through online and lack of motivation due to the day being very unorganized due to everything
being uncertain.

Overall, I enjoyed being the marketing director as it showed I do have a general interest in marketing, and the skills I acquired can
be used in the near future.

OPERATIONS
DIRECTOR
EVIE MILES

I chose operations manager as I wanted to challenge myself throughout this assignment. I have never experienced a role like this before
and I believed I would be well suited even if it was challenging my abilities. In my personal life I am very organised which is a key
personality trait of being an operational manager. I always put my all into any designated role I am given to achieve the best for myself
and the team I am working alongside, and I planned to do nothing less with this assignment.

Looking back overall I was successful and handled the pressures of being an operation manager extremely well. I believe I contributed
a large amount into the decision-making processes and ensured we kept organised and coordinated throughout the whole assignment.
There is huge importance with group projects that we stay organised and coordinated and I think I did a good job in implementing this
into the team structure. My knowledge within the business world has increased significantly throughout this process and I have learnt
some valuable skills and attributes to keep with me for later in life. Working remotely this has benefitted us in many ways mainly being
time management. Working remotely has enabled us to work faster and more efficiently. We can send information over to each other
within a click off a button whereas normally you would wait until your next meeting to discuss.

Looking back on our assignment we have faced many challenges, the main one being presented with a pandemic and not being able to
meet in person. I believe in a sense this helped us get more done and not wait util the meetings to do the wok however it also has made
it hard to communicate, have structure with our meetings and create adverts and pictures for the assignment as these all need to be
done together. This has pushed us to work more independently throughout this whole assignment and find different ways to research
and think of new and innovating businesses ideas which may be even linked to the current circumstances.

I think motivation has been a massive factor which has affected all the teammates throughout this assignment. In normal circumstances
we would have more structure and be able to do normal day activities which give us stricter deadlines however now it is hard to
complete an assignment to our best ability when we are in an uncertain position. I believe we have reacted as well as we could’ve and
have helped each other to keep to deadlines and helped others when they were falling behind. By having regular calls and keeping
each other up to date on our position within our research we have been able to work together to ensure we are creating the best
business plan possible within these circumstances.

Page 04

HALDI

HUMAN RESOURCES
DIRECTOR
HASSAN AYAZ

I believe I possess characteristics such as being able to provide the necessary drive to ensure the team is progressing in
the right direction whilst not losing momentum along the course. I ensured there was a plan of action for a workable and
realistic strategy so that each member could easily understand their priorities.
I consider myself as being the ‘gel’ of the team where I would help resolve any conflict and using my versatility, I could
identify what work required completion and aimed to accomplish those tasks to achieve collective success.
My weaknesses include trying to complete every task without help and not having the ability to ask for guidance on
tasks I experience difficulty with. I now understand having been reluctant in the past, this could result in the overall
failure of a group task which not only reflects upon myself but also effects my peers. I am self-ware of my weaknesses
and as I reflect back; I am actively working to rectify these problem areas.
When adversity presented itself, I would ensure that we could resolve the conflict in order to keep team morale high so
we could all work as a collective group instead of being divided which affects productivity levels and motivation.
The reason why I opted to become the Human Resources Director was because I feel as though I have the ability to
create a strong group synergy and in doing so, this creates an environment which leads to great results including high
levels of productivity and profitability as happy members equals healthy business.
At Haldi, I was responsible for devising the team culture, structure, roles and leadership as well as identifying aspects of
networking developments and the selling discussion. This required formulating a set of team rules which were signed
and agreed by all directors. Having a strong set of team rules was a representation of what Haldi was trying to achieve
and most definitely helped with boosting team morale as each member adopted a can-do attitude.
The fact that each member adhered to the team rules in the memorandum of association meant that the experience and
journey Haldi had throughout this process was a swift one, this was essentially due to the fact that each member of this
team constantly reminded themselves of the end vision and understood that the going will get tough, but our mantra of
‘tough times don’t last, tough people do!’ pulled us all through those difficult moments.
In my opinion Haldi stands for innovation, diversity, trustworthiness and quality. I am grateful to have been a part of such
an organisation.
Complexities such as a lack of clarity, communication and motivation within the group were factors due to the
unprecedented circumstances of the COVID-19 pandemic. Thereby this meant we had to devise innovative strategies
such as the creation of online platforms to tackle said factors i.e., communication and in doing so this allowed the group
to become stronger and gain a personal as well as professional relationship.

QUALITY ASSURANCE
AADITYA KC

A jack of all trades. Although we all have our individual roles and tasks, it is important to emphasise
collaboration to build fluidity and cohesion in our business plan. I float around and work with different team
members/ directors to put missing puzzle pieces together. As a creative individual, I bounced off various ideas
and suggestions in the hopes to guide everyone. From an early stage, I wasn’t hesitant in laying my thoughts on
the table, which included suggestions for company name, logo, product range and the various directions the
company can go in the future. Decision making between the group was made easier through a democratic
approach, where everyone had an equal say. I actively explored different resources throughout the project, to
acquire information about the health and wellbeing business industry, which was in addition to increase the
credibility of my work. Along with new knowledge, I wanted to utilise skills I have developed in the past while
being part of a successful young enterprise team such as organisation, planning, sourcing and logistics.

It has been challenging to be motivated and balance my work to studies as I have procrastinated and
continuously laid off my work to the side. However, the weekly zoom calls or meetings have pushed me to meet
deadlines and complete my tasks as my team members and I have set expectations for us to meet.

Page 05

HALDI

EXECUTIVE
SUMMARY

Name: ( Haldee ---> Haldi)

The change from haldee to haldi was simply for

aesthetic effects, we believed the shorter

spelling would look better on our bottles and for

branding.

HALDI (Lucy)

HALDI (Hassan, lucy)

HALDI - joe

HALDI (lojean)

HALDI (Evie, lojean)

HALDI (Evie, joe)

HALDI (Aadi) LOGO AND NAME

As a team we all came together to choose our

company's font.

The background behind our name is that Haldi

means Turmeric in Hindi. We will be using

turmeric in all our shots as the benefits vary from

digestive promotion, immunity boosting, diabetic

medicine and brain functioning. The name Haldi

comes from the direct translation for turmeric in

Punjabi, north India. (Prasad and Aggarwal,

2021) Our logo was designed to be simple but memorable. We chose

neutral colours to reflect the brand image we want to display

and the naturality of the ingredients included in all of the shots.

The yellow portrays the colour of turmeric, which is our base

ingredient, and the shape represents a water droplet which

promotes the idea of health and tranquillity.

We were conscious that as creators of the brand we may have

some group think or be biased towards our logo and font

preferences. To counter this, we made the decision to send a

survey to a selection of our potential market for their thoughts

and opinions on both. The team created a questionnaire which

included 5 agreed upon fonts and logos to gain an insight into

others' views and inform our judgement and final decision

making on this important factor.

As shown in our prototypes all ideas incorporated some sort of

nature aspect, this was very important to us as we wanted to

make it clear we are an eco- friendly, sustainable brand. The

logos are all very innocent and represent our brand image.

Page 06

HALDI

CURRENT POSITION

The three initial shots Haldi will be supplying
have been carefully curated for three different
health benefit purposes however, they have
one ingredient in common- haldi (turmeric).

Our product range:

Immunity & Protection Recovery & Energy Detox & Digestion
Turmeric, Kale, Spinach,
Ingredients: Beetroot, Chicory Root,

Turmeric, Apple, Carrot, Turmeric, Ginger, Orange, Black Pepper
Coconut Milk, Black Pepper Lemon, Apple Cider Vinegar,

Black Pepper

Nutritional Value:

Energy Per 60ml shot
Fat 28kcal
Of which saturates 0.14g
Carbohydrates 0.05g
Sugars 6.5g
Protein 4.3g
Salt 0.3g
0.04g

Storage:
Please consume within 3 days of opening.
Shelf life of 30 days when kept refrigerated

Page 07

HALDI

BOTTLES

Lifestyle, Shape and Size
Sustainable,
Affordable We wanted the bottle design to ultimately be both
aesthetically pleasing, functional and appealing to our
market sector.As a group we undertook primary
research into which bottles were easier to drink from,
maintained taste and also better to carry around.
(Steel, Glass, and/or Plastic Bottles: What is the best
choice?, 2021)

After researching we concluded that glass was the
most appropriate material for the bottle. The research
we reviewed (Ref) showed a general acceptance that
people's perceptions were that drinks tasted better
when consumed from a glass bottle. The downsides to
glass bottles are that they are more expensive and
breakable, however on reflection, we decided this was
the best option to maintain taste, whilst being
environmentally friendly, particularly if we used
recycled glass.A fter the team tested different bottle
shapes themselves, it was concluded that the shorter,
wider bottles were easier to drink from as the liquid
flowed in a smoother way and you did not have to tip
the bottle as high. In addition, they were also easier
to pack because of their shorter squared shape.

In considering the labelling of the bottle, the team
decided the main focus should be on the logo and
hence simplicity was key. Underneath the logo will be
the flavour name of the shot in the colour of the shot.

Page 08

HALDI

MARKETING MIX

4 P'S

Price
The price point of our health shots was something we discussed at length as this would ultimately dictate our
market. We wanted to present a high-end product with a mid-level price. Comparing existing health shots
and considering our mid-market focus, we decided upon a price of £2.00, if bought individually, with
discounts for subscriptions and time sensitive packages.
The proposed packages are:

10% discount off original price with subscriptions to newsletters one time offer.
1 month, 6-month packages for money off (TBD)
Weekly deliveries of 7 shots (TBD)

Product
The primary driver for our product was to provide a high quality, tasty, healthy product to those who are
interested in maintaining a healthy, balanced lifestyle. The product is designed to be taken daily, as the
cumulative health benefits of the ingredients are higher than drinking the shot intermittently.The product
itself will contain high quality ingredients from vetted suppliers. The primary ingredient is turmeric, as it
contains curcumin, which has many associated benefits (10 Proven Health Benefits of Turmeric and
Curcumin, 2021)
including:

Anti-inflammatory
Antioxidant
Boosting the levels of brain derived neurotrophic factor (BDNF) which assists neuron growth and has
been shown to fight degenerative processes in the brain.
Evidence is emerging that curcumin has beneficial effects on heart disease, improving the functioning of
endothelium It’s anti-inflammatory benefits also assist with heart function.

Curcumin is better absorbed with black pepper so many of the shots have this ingredient included also to aid
the effectiveness of the product. There will be core product shots, with limited edition shots being available
throughout the year. This will have advantages for the consumer and the team as we will be able to gauge the
market for additional products prior to mass production. All shots will be packaged in a recycled glass bottle
to reflect the philosophy that the organisation cares about and supports the environment.

Page 09

HALDI

MARKETING MIX
CONTINUED.

Place

The team would like Haldi to be available to a wide range of health-conscious consumers when

they need it. Considering this it was crucial to consider buying habits and availability.

To make Haldi readily available, when needed immediately, there are three distinct points of sale:

Health food markets

Health shops, in town centres

Cafes in central business districts (CBDs)

For ease and convenience, when planning, Haldi will also be available via:

Haldi’s online shop

Online health sites, such as iherb (https://uk.iherb.com/search?kw=shots) or holland and

BRANDBarrett..
Distribution by postage to a home or office address or pick upPfrOomStheITcloIsOestNstoIreN. G AND
Stalls at markets strategic plan of expanding to thTe oAtheRr pGartsEoTf theMwoArldRatKa laEteTr S  
We will launch in the UK, with a

stage.

Promotion
The marketing and promotion of Haldi will primarily focus on social media. Primarily, Instagram will
be our main platform for advertising as statistics illustrate that Instagram’s median engagement
rate is 1.22%. That’s 13.5x higher than Facebook posts and 27x higher than a Tweet. According to
adespresso (Gotter, Wilks, Caroppo and Murphy, 2021), in January 2020 there were 1 billion
active users on Instagram. Whilst this is lower than Facebook, at 2.8 billion, the engagement levels
are higher and it is recognised as a platform for advertising, with 2 million advertising accounts. In
addition, social media marketing is the most cost-effective way to reach a wider audience quickly.
We slowly build our influencer profile over time but our first promoters will be.....

People
The health shots will be available for everyone who feels like they need an immunity boost or get all
their vitamins in one go. Our target market will vary over all age groups however we are aiming to
have the biggest demographic in the ages of 15-35 due to our social media advertising which is a
limiting factor however we believe our reputation and market stalls will cover the other age groups.
No recruitment needed is needed as the team will remain the same until expansion is needed due
to high demand. At that point we will then add to the business plan with recruitment schemes to
find outstanding employees.

Page 10

HALDI

FINANCE

Start-up Discussion
Initially to start up the business each team member decided to invest £25.00 into the business
for a 15% share in the company. A 5% share of the company would be put into a charity savings
account which would then be donated to the chosen charity each month. Both a bank account
for the business and the charity savings for better flow of money in and out of the business. The
last 5% of the business would be offered in small investments on websites such as kickstarter
and gofundme. The implication of a business incubator would serve successful to the business
once it begins to expand outwards.

BRAND
SaHraaelleadsia’sFnodsraeelecstafismotraetceadstsahlaessbaenednecxopnesntdruitcutreeds.bDasueedtoonthperiiomrpraecset athrcehcTPoofroOAthneaRSvloircuIGasTlhEsaIusOrTrmouaNMnddeIinoANgn tRhGeKAENTDS  

physical and online markets our predicted sales may not be as accurate as we propose, we will
need to plan for this accordingly by prioritising health safe physical sales and better prepared
online sales and services. Within time, we expect the business to grow exponentially as our
marketing and organisational strategies improve through limited time offers and loyalty deals
for regular customers. Within the first year of the business being established, consistent sales
are not expected as marketing strategies will be experimented with and different forms of sale
will be used.

Physical Sales
The physical sales forecast is calculated for the average footfall per hour of the regions where the
product is expected to be sold and taking average percentage of people that would purchase the
Haldi products in order to create an estimate that we would be able to use as our realistic sales to
expect. We have chosen three areas with different demographics in order to find who our chosen
target market is, for this reason, we do not expect for all sales in the three locations to follow the same
pattern. With the coronavirus pandemic, we expect that physical sales will be severely hindered as a
lower percentage of people are likely to be having face to face purchases, for this reason, projected
physical sales will be expected to be lower than expected. Physical sales will consist of singular sales
only and no subscription-based sales as these will be online. The sales shown in the next page are an
analytical estimate from footfall and consumer data.

Page 11

HALDI

FINANCE CONTINUED.

Online Sales
Haldi products will be available to be purchased online in either singular or subscription-based orders.
These transactions will be done either through the website, our social media platforms or individual online
sales by the members of the team. With growing use of online transactions in midst of the coronavirus
pandemic, we expect our online sales to be larger than expected. We will need to prepare for this by
having a suitable website which will be able to hold more customers than usual. To estimate website and
online sales, a percentage of weekly social media activity will be taken as an average with a fluctuation of
30% for the pessimistic and optimistic views. Individual sales will be taken from the number of close
friends or family per team member that plan on purchasing the products. These sales are expected to be
less as Haldi’s main focus for online sales is to be on the website or Instagram.
Haldi’s partnership with Juice Bottles UK will need to be a carefully prepared partnership. If sales go
according to forecast and Haldi inures that they have the correct facilities to partner then the
partnership with Juice Bottles UK will be greatly beneficial. By the point of merging with Juice Bottles
UK haldi will have expected to have broken even. This prevents any significant previous costs from
following Haldi as it steps up and improves its notoriety in the UK juice and health scene.

Page 12

HALDI

SALES FORECAST

Page 13

HALDI

PROFIT MARGINS

As part of our statement, Haldi’s goal is to offer affordable health shots to a wide range pf consumer. For
this reason, we all consciously made the decision to place each health shot at the price of £2. This required
intense research of sourcing of product to ensure that we had suitable profit margins. All component costs
where priced if they were brought in bulk in the 500. We believed this would make for an accurate profit
margin when the business is first set up as components will not be brought in mass numbers yet.
With a limited number of products, we chose to calculate the profit margins for our components, this being
the ingredients, bottles and label prints. Packaging and posting costs where all included on the cost of the
components. As mentioned earlier in the business plan the cost for materials are expected to decrease as
the business grows and purchases the component in greater bulk. This will in turn result in an improved
profit margin as the business develops in time. To calculate the profit margins for both online and physical
sales, the total of realistic sales was used from the sales forecast was used.
Overall, all the profit margins were greater than 25% with the actual profit margins for the health shot itself
being 51.54% for the physical sales and 45.22% for the online sales. The profit margins where lower for the
online sales due to the extra addition of postage to clients which created a slightly higher total cost than
the physical sales.

Page 14

HALDI

BREAKEVEN
ANALYSIS

Haldi’s Breakeven spans over the course of 3.6 years. All individual health shots are planned to be sold at
£2 per health shot. Under this price includes all component costs and the packaging and posting costs.
However following economies of scale, greater purchases of products will result in a cheaper cost for the
consumer. Haldi predicts that as it gains notoriety in the surrounding area for the average sales for each
yearly quarter is estimated to increase by 25%.
Liability insurance has been included on the analysis as this will be the most core form of insurance that
Haldi will be able to operate at. This ensures that our clients are safe and protects the business if a
product we sold had the capabilities to hurt or harm. Fortunately, this insurance also protects employees
of haldi too from any injuries they may face whilst working for the company. To find the cost of liability
insurance a quote was retrieved off Hiscox.co.uk which valued a full liability quote to be at £26.68 which
is taken into account on the breakeven analysis.
Payrolls have been set at £50 per person per month. Haldi is going to be initially set as a small business
so payment schemes will vary with time as Haldi begins to increasingly grow. After breakeven, payrolls
will be allowed to be set to a greater amount however until this time payrolls will have to be closely
monitored.
The breakeven spreadsheet begins with the start-up costs of the business. This consists of tangible
assets to the business such as the physical sales stall, component cost, marketing and website costs.
These are the main setup costs that the business must pay in order to fully function. Setup costs are
intended to be singular payments for one-time components or services. Monthly costs are costs such as
components for the products and monthly payments such as the Guildford town centre stall area and
machinery. Monthly payments are planned to stay the same for each moth with every 4 months being
used to replace or maintain machinery at an added price of £19.99. With all the combined costs this
results in an average monthly cost of £584.92 with a starting cumulative profit and loss to be at £1468.07.

Page 15

HALDI

BREAKEVEN
ANALYSIS
CONTINUED.

Page 16

HALDI

SWOT ANALYSIS

Strength

Environmentally friendly and sustainable as we are using glass for the bottles which can be
recycled which means people will feel happier buying from us as it is environmentally friendly
An aspirational and strong team who always finishes before deadlines and comes up with good
ideas!
Strong branding as we are using social media and being ethical to create a strong brand
image.
We are selling online, vending machine and stall so we can customers from every direction
Ethical as we are supporting a Punjabi village in India

Weakness

Already established competitors with better branding, It is going to be hard to enter the health
industry as it is so huge.
we are young and inexperienced university students so it is going to be difficult to start up
with very little capital
culture and language barriers

Opportunities

Only a few Health and wellness companies in surrey /South London
Opportunity to help a village in India and treat Farmers really well by giving them financial
support.
The business started at surrey university so there is an opportunity to sell to students
considering how affordable it is. Furthermore, if the students are happy with it, they can
spread it around and we can leverage social media which can be a powerful marketing
method. We can also put posters around the uni and hand out leaflets to raise awareness

Threat

Need to pass the health and regulation tests for the wellness shots
Lack of capital.
Lack of knowledge and experience so competitors can use this as an advantage as they have
been in business longer than us.
Recession so people are less likely to spend money.

Page 17

HALDI

PESTLE ANALYSIS

Political
One political factor is a tax of up to 22p on glass and plastic bottles due to only ‘Just 43% of the 13
billion plastic bottles sold each year in the UK are currently recycled’(Telegraph.co.uk, 2018). This
would affect Haldi as we must pass on the tax to the consumers, which might be difficult as it is very
competitive or squeezes our profit margins. Due to the current pandemic, it is going to be difficult to
go to India and find a village due to how badly covid affected them. Furthermore, farmers might be
very ill, and this could affect Haldi’s supply chain as they will not be able to work. India has passed
over 20 million covid cases and it is affecting a lot of people in India (India Covid: Opposition calls
for full national lockdown, 2021).

Economic
Due to covid, many people lost their jobs, and this means that people would not have excess money
or would be reluctant to pay for luxuries. In addition, it was only recently locked down restrictions
eased down. It would be difficult to hold stocks and know when to order more as sales would not be
as consistent.
Consumer behavior will change due to the recession and businesses will find it difficult to operate as
revenue is not consistent. However, everything is slowly going back to normality and people are
starting their jobs again. This means people would be able to recover but many are still unemployed
so the expense would be low (Dan, 2021).

Social
Self-care and health are on the rise and as people find out how beneficial it is through educational
blog posts on social media and more people are choosing a healthy lifestyle. The demand for
wellness shots would increase and consider the business in a surrey area with a higher take-home
pay than another area. An article says the younger generation is willing to pay premium prices if
necessary to achieve their goals (Gustafson, 2017). More likely to have excess money which can be
used to buy luxuries such as wellness shots as surrey is a wealthy area.

Technological
The power of social media will help increase brand awareness for our wellness shot business and
later on use Facebook ads to lure more people to the website to increase sales, therefore more
revenue and easier to scale up.

Legal
To sell to the market, our wellness shots need to be examined and regulated to make sure it is safe
for the public from the FDA(Health, 2019).
In order to run a company, health and safety laws need to be passed to protect employees as 5333
died in 2019 alone (www.osha.gov, n.d.) and also protect consumers from the goods to avoid any
side effects.

Environmental
Using recyclable products such as glass bottles can help the environment very much as currently 5.25
trillion macro and micro pieces of plastic in the ocean (Condor Ferries, 2020). Using glass shots
would help minimize the amount of plastic in the ocean, saving the wildlife as we are recycling.

Page 18

HALDI

TARGET MARKET /
DEMOGRAPHICS

Demographic segmentation of surrey

Ethnic group
White-1,023,682
Asian-63,498
Black-12,430
Arab-4,101
Mixed/multiple-23,554
Other ethnic group-5,125

Surrey population

1,196,236

Gender

Males-587,530
Female-608,706

Age group The largest age group is 18-64 with 704,580 which is our target age
group for our wellness shot business, meaning that it would be easier for
0-17 year-263,760 us to sell as most of the population in surrey is that age group.
18-64 years-704,580
65+ years-227,896

Religion
Christian-711,110
Muslim-24,378
Hindu-15,018
Sikh-3,783
Jewish 3,055
Buddhist-6,019
Other religion-4,137
No religion 280,814

(www.citypopulation.de, n.d.)

Income
Average gross disposable household income for Surrey-£28,416
The average gross disposable household income for England is £19,988

(Anon, 2019)

The average gross disposable income for surrey is a lot higher
than any part of the UK so more left over income for luxury
goods.

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BEHAVIORAL
SEGMENTATION

Behavioral segmentation is a form of marketing segmentation that groups customers based on their past
actions, like spending habits, browsing habits, and brand engagements. We have to research what people
in surrey are like with their spending habits but looking at the average gross disposable income for surrey,
we know that it is high (£28,419) compared to a lot of other parts of England so therefore we know people
have more money to spend on luxuries(Mialki, 2018).
Psychographic segmentation

Psychographic segmentation is defined as a market segmentation technique where your
grouping customers based on their personalities and interests, including beliefs, hobbies, and
life goals.
Geographic segmentation
Geographic segmentation is a common strategy when you serve customers in a particular area, or
when your broad target audience has different preferences based on where they are located.
Grouping customers with regards to their physical location.
(ResearchGate, n.d.)

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PRIMARY RESEARCH

The main primary research for our wellness shots business is online questionnaires. Due to covid and
lockdown restrictions, it would be difficult to do more primary research such as focus groups and face
interviews. Having only done primary research resulted in having most of the 103 participants to be around 18
to 25 as they are university students. Furthermore, there is always a chance that some responses were rushed
so they will not be the best to use when studying our customers. This is why doing lots of different examples
of primary research is important so we have a more understanding of our customers. Looking at the Q2 we can
see that 63.5% are between 0-18 and 26.9%. Clearly shows the respondents are young adults even though we
are targeting older people too, we would need to know their views and understand them as well.

The name Haldi was the most popular out of the three and is the one we went for as we believe it looked the
best on a bottle. Name is important and as a group, we decided that we are going to use green as the brand
color, this gives a healthy brand image.

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CONTINUED...

In terms of flavors and benefits of wellness shots, almost 50% want a body detox and
30.4% want an immunity booster from taking the wellness shots. Gathering from this we
can expect to focus on these two as these are what the customers want. 43.4% chose
ginger shot and turmeric and green apple both with 21.2% which shows we need to
supply these.

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CONTINUED...

Looking at the two charts above, we can see that people are willing to have a
subscription and willing to have home delivery for wellness shots. Looking at Pestle and
the social aspect of it, we can see that health and self-care have risen in our society
with more people choosing the healthy lifestyle.32.4% are willing to spend £31-£40 a
week on wellness shots which shows how people are aware of the benefits of them. We
also have to be aware that some people might have rushed them and not have thought
of it too much when doing it.

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SECONDARY
RESEARCH

Secondary research is a method that involves using already existing data. This could include
research reports, news articles, and books. The positives of secondary research are that it is less
expensive and can be conducted more quickly as most of it is from previous information. This
means if we find the book, reports, or news on Wellness shots, researching would be very
beneficial for us. The negatives of secondary research are that it would be difficult to find
specific data that would be needed for our wellness shots business. Due to only doing
questionnaires for primary research as it is difficult to go out there and do various types of
primary research due to covid restrictions. We have to rely on secondary research to find out
more about the industry we going into from existing data.

As you can see shots offering energy and hydration among benefits are growing in popularity as
more people would like to be more healthy naturally. Consumers realize that being healthy is the
way forward and it is an industry that is going to grow a lot in the future. Haldi coming in at this
time would be very popular with the right execution and planning, starting from surrey and going
to other counties is the best option going forward.

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HALDI

CONTINUED

As the text says, due to covid-19 more people have 'preoccupied' with their health and wellbeing.
This shows that this industry is only going to grow in the next generations, this is positive for Haldi
as it would easier as 'health' was already a driving force in marketing tactics as most people would
give in if it benefits their health

(Hambleton, 2017).

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HALDI

COMPETITOR
ANALYSIS

Turmeric and Co

Unlike many other turmeric products, our unique formula was borne out of necessity, as a family
recipe over 15 years ago.
Turmeric root is an incredible ingredient boasting an impressive list of benefits; a root we have
studied for many years to understand and ensure we harness the power of this raw ingredient
without sacrificing any nutritional value.

During our product development stages, we worked closely with some of the UK's leading
nutritionists to perfect our powerful blend, using evidence-based amounts of carefully selected
fresh ingredients, each adding further benefits and aiding the increase of absorption.

Our powerful formula contains only raw and fresh turmeric root (35 grams), carefully extracted
and delivered in what we know to be a bioavailable form. The addition of raw piperine (an extract
of black pepper), which studies have shown can enhance the bioavailability of turmeric by up to
2,000%, combined with Flax Oil (a fat source) ensures maximum absorption, from every single
shot.
Real people. Real Experiences – client testimonials celebrities and sportsmen/women
The ingredient list used within our shots is especially unique to us as we maintain our core value
of producing an effective product that does not sacrifice its quality.

Ingredients such as fresh watermelon, the base ingredient used across our range of shots, is rich
in powerful polyphenols, low in sugar, and extremely high in essential nutrients - Much like the
fresh pineapple and pomegranate we also include. For this reason, we do not use any cheap
fillers such as apple or orange juice, as they are far higher in sugar and offer no benefit - Product
comparison link.

The Turmeric Co.’s unique processes and powerful list of active ingredients have made our range
of shots a firm favorite amongst elite athletes, top nutritionists, and people from all walks of life
throughout the UK, who understand the value of a daily shot of turmeric brings, within a
bioavailable form.

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(The Turmeric Co., 2021.)

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B-FRESH

“Philip Maddocks, a third-generation farmer born and bred in Shropshire, founded B.fresh in 2014. Philip’s
grandfather, Wilfred grew vegetables for the markets with 1 acre of land from the 1930s. Wilfred grew this
into a successful and respected farming enterprise which Philip’s father and now brother have continued in
the same spirit. Philip’s passion for salad and determination to drive new opportunities inspired him to create
B.fresh. His genuine love and respect of the land, desire to grow the very best products and passion for
innovation is at the heart of everything we do here at B.fresh.”
Three generations of the Maddocks family are British farmers based in Shropshire.
They partially produce their own crops and import ingredients that the British climate doesn’t allow them to
grow.

King Kale

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HALDI

Rocket Fuel

Ginger Fix

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Turmeric Immunity

Turmeric Energy

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Storage

Expansion opportunity from shots to juices to capture another growing industry and
cover a wider market

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FAQ'S

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(B.fresh, 2021)

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HALDI

Zinger shots

Zinger shots is a small wellness shots company with many different products but mainly focused on
wellness shots

(zinger.com, 2019)

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HALDI

We researched 3 different wellness shot companies: Zinger shots, Fresh and Turmeric, and Co
with Zinger shots being a smaller company than the other two. The start-up of Haldi will not
affect 'B.Fresh' and Tumeric and co' as they are already established with many customers so
they will not take consideration of us for now. Smaller wellness shot companies such as Zinger
shots and many others will take consideration of Haldi as we just entered the industry.
As members, we decided that we needed a strong USP and we thought being ethical is the
best thing going forward. We decided that we would support a Punjabi village in India as it
made sense due to the government's new farm laws which will ruin their livelihoods (Indian
farmers’ protests: Why they matter to British Indians, 2021). Being ethical by supporting them
financially will give us a strong brand image compared to our competitors, moreover, we
decided to use glass instead of plastic as we would like to recycle the glass which makes us
more sustainable creating a strong USP.
We also decided that having various selling channels is going to take our business further than
our competitors, we decided to have a market stall, sell online and also have vending machines
which would allow us to take customers in every direction and any place in surrey without it
being a hassle for them.
The finance director tried to make the price as low as possible being £2 per shot for Haldi
however our competitor Tumeric and co is £2.25, showing that we beat our competitor at price
however as they are a big established firm running for a number of years so they have the power
to increase the price due to strong branding.

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HALDI

SOCIAL MEDIA

Instagram is a great marketing tool for any business so we
decided that it is the best platform but soon to have a TikTok
page as well as that is also a good platform for business.
Instagram is beneficial for Haldi as we can add photos and
stories which is a way to interact with customers. Customers can
like, follow and direct message Haldi and interact with us to find
out any information.

Another tool is Instagram advertising which has different formats
such as photo ads, video ads, and carousel ads which are just
like photo ads but feature multiple photos that users can swipe
through(www.businessnewsdaily.com, n.d). These ads can help
Haldi as more people can visit the website and also increase
brand awareness. Instagram has a feature called 'shop' which
means the customers have the ability to purchase our wellness
shots through the platform. (Instagram for Business, n.d).

As we only started our Instagram page, we only have 56
followers to date, and looking at our insight most of them are
between 18-25 as most of them are university students which are
our fellow friends and family. As time goes on, we would like to
grow the page through brand awareness by advertising and
Tiktok.

(Haldi Company page)

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HALDI

MARKETING BUDGET

The marketing and Finance director decided that we are going to spend £100 a month on marketing and
advertising which equates to £25 per week.
We have decided that out of the £25 per week, we are going to spend £10 a week on social media
advertising on Instagram which is going to get customers to go on Haldi's website and we can do
retargeting advertising to persuade customers to purchase our wellness shots. Retargeting ads target people
who went on our website but did not purchase anything. Having our adverts constantly popping up on their
Instagram and Facebook pages will persuade them to buy our products and then be loyal customers from
there onwards.
We also decided that spending £10 a week on a social media influencer who is going to be Tatiana Suarez.
Having her promote Haldi is going to build brand awareness as her followers could potentially be customers
in the future. This could compound in the future due to mouth to mouth marketing having more customers
coming to our direction.
As we are a start-up, the major key is to increase awareness so we decided that the remaining £5 would go
to posters around campus and also leaflets that we can hand out. I think putting posters around campus is
very effective as thousands of students would be in and out of lectures every day so the chance of being
recognized is very high.
As time goes on, Haldi's revenue should increase meaning that our marketing budget would also go up so
we would have more to spend on effective advertising such as Facebook advertising. Having this done could
potentially scale up Haldi as social media marketing is one of the best forms of marketing as there are billions
around the world using social media and has the power for mass awareness.

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HALDI

MANUFACTURING
PROCESS

We will be taking on a made to assemble strategy when it comes to manufacturing our products. This
strategy is a hybrid of made to stock and made to order and bases their stocks on demand predictions
however doesn’t assemble until the order is placed (Reid & Sanders, 2015). As a company we believe this
is the best way to start off as. If we are prepared and can make rough predictions of our orders and which
ones are in more demand, we can get those ingredients in. However, to ensure freshness we will not juice
them until the order is confirmed and delivery is due within the following 24hours.
Before we start the physical manufacturing process of our businesses, we need to ensure we have all the
correct legal forms. This includes registering our new business. This needs to be done 28 days before
opening our business and it’s vital to sell online and at our market stall, our application cannot be rejected
but the local authorities put in place inspections to ensure the customers know the quality of the product
they will be purchasing (FoodStandardsAgency, 2018).

Once we are then registered, we will be given a visit by our local authorities which will inspect our
working areas and give us a Food Hygiene Rating out of 5. It is vital that we score highly on their rating
otherwise we will already be seen as a company to not consider trying to our potential customers
(GOV.UK, n.d).

The manufacturing process for our juice shots will include two main steps. This will be making the juices
and the packaging processes. The juicing process will include, purchasing the ingredients, weighing the
quantities out and producing the juice with a juicer. Currently we are planning to do this one by one by
hand however if our brand was able to expand enough, we may invest in other options regarding the
manufacturing stages. Once we have made the juices, we will then decant them into their correctly
labelled bottles. This will include doing a quality check on the product to ensure every item is the same
and meets our high standards.

Once the bottles are securely packaged into their cool bags; we will send off their package to the
customers via Royal Mail. We chose Royal Mail as we believe their delivery is done with care. Royal mail
offers both same day delivery and next day delivery. We will be using this as we need to ensure the juices
are kept cool and are in transit for a minimal time as possible. Fast delivery is required to ensure the juices
arrive in the best condition possible.

If the order is placed within Surrey and the surrounding areas, we will personally deliver these packages.
This will not only save delivery money for us but also help us to ensure our customers juices arrive on time
and safely. This delivery will be done using one of our cars which we have on campus.

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HALDI

SUPPLIERS & BACK UP

On the early stages of the company, we will be supplying all our ingredients from UK based
suppliers. The purpose behind this is due to us being able to have better communication with
suppliers, which makes them more reliable as we have a 'made to assemble' strategy
(Warrington, 2020). Additionally, the regulations in the UK are stricter, therefore there is higher
quality control of suppliers. This will also go hand in and with our key performance indicator to
reduce our carbon footprint by 10% by 2023. Most importantly, we will have the ability to place
smaller minimum order quantities, which will give us more freedom on how much fresh stock we
purchase without it going to waste.
Typically the back up suppliers are seen as more costlier and less convenient options to the
main supplier, which is only partially true in our case. We would like to in the future expand our
suppliers to Northern India, where we can source raw turmeric roots instead of powdered
turmeric from UK suppliers. This will only be possible when we have the opportunity to explore
economies of scale, therefore we have set this as our future supplier. Furthermore, we have
plans of working collaboratively with a turmeric producing village in Uttar Pradesh, India. The
relationship between Haldi and the village will be mutually beneficial and we aim to improve
infrastructure and livelihood of the residents by setting aside 10% of our profits for this.
In regards to packaging, we explored alternative 60ml plastic bottle suppliers in China. The
Alibaba quotation request feature suggested that our cost for bottles could be cut in half. The
reasoning behind having them as back up was due to their large minimum order quantity. We
have the option to use their services once we have met the 5000 shots per month threshold.
This is an example of our current costs using UK suppliers:

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HALDI

DETAILS AND
ANALYSIS OF
POTENTIAL MARKETS

We will start by having a stall in the weekly market along Guilford's high-street market which then
hopefully we will expand further afield in Surrey and surrounding areas. We believe it is best to start
off in one area so we can get an idea if having a market stall is a good idea and have a rough idea how
many people we are reaching compared to our online sales. We believe a market stall would be good
for our brand as it physically gets the word out there and some of our target audience may not use
social media, so it also reaches to that higher age bracket too which may not have knowledge or
access to online social media.

(Alamry,n.d) (Visit Surrey,n.d)

Guilford's population was 143,000 in 2014 however it has a yearly average increase of +1.29% which
would suggest that in 2021 Guilford's population would now be 156,338 (Population City, n.d). This
is large footfall with some being our target market. The younger end of our target market is less likely
to visit these stores however we will be heavily online, so they are more likely to reach us through
there.

Guildford's farmers market operates on normal hours on Fridays and Saturdays. the pitch we would
rent is £15 per metre which also includes rubbish clearance, electricity and water supply. There are
over 20 stalls varying in different products and services being sold so it will be unlikely that there will
be another health shot business at the same time. the market stall we are purchasing is a one off
purchase of £1299.00.

Guildford's average age range in 2019 was 41.1 years old (Plumplot,2019). This is within our target
market and is most likely who is going to be reaching our market stall. We also have to take in
account of Fridays market we might see either students or individuals who are within the older range
of our target market as many people will be at work, however on Saturday we will see much more of a
diverse age range.

The Guildford's market football changes each month. In the year 2019 December was the busiest time
for footfall with around 1870 thoundsand people reaching the market in one day (Mynt Image,2019).
The month with the lowest footfall was September with 719 hundred people at the market(Mynt
Image,2019). This will help us to choose which months may be best to rent a stall at the market and
which months will not be beneficial for our sales.

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HALDI

MARKET STALL
MOCK-UP

First impressions are made within the first 7 seconds of meeting or seeing something (Gibbons, 2018). These
seven seconds could be the difference between an individual becoming a customer of our business or
someone who doesn’t. Therefore, our market stall must be unique, eye-catching and inviting in many ways.
Our aim is for the public to be intrigued and excited about our businesses. If they don't have time to stop by
our market stall, we want to still have a long-lasting effect in their mind which potentially could lead to them
becoming a new customer.

Our market stall is going to have a fun and interactive twist to it. By using the strategy Guerrilla marketing it
will enable our stall to stand out from the rest. As a company we want our stall to be memorable for all the
right reasons. We will have a juicing bike. Smoothie companies have done these before at events which
have created a buzz, drawn attention to their stall and gets the public involved. However, as many other
smoothie and juice businesses have done this, we want to make ours different. When the customers have a
go on the bike, we will ask for them to write their email down, this will be optional, but it will have benefits
for both the customer and our business.

By writing their email down, we will increase the range of customers we can email and send out promotions
too. We will explain that by entering your email they will be entered into a weekly draw which will have juice
giveaway, vouchers for the business and many more exciting incentives. By doing this it will not only
increase our customer reach, but it will mean that customers may be more likely to purchase one of our
products if they have money off or a free trail. We will also send out weekly emails with updates and
promotions which will hopefully draw in customers.

Our partnership with Surrey Sports Park will feed into this marketing strategy of having a juice bike. Surrey
sports park will allow us to have one of their bikes to use at our market stalls. We will adapt this bike for it to
work as a juicing bike.

The overall look of our market stall is to be earthy tones neutrals. We will have fairy lights hanging from our
stall ceiling to create a more inviting and comforting look. We will be offering testers of our juices made by
the interactive bike so the public can try before they buy. We will have hanging blackboards which will have
the available juices, their ingredients, health benefits and prices. We believe our stall will have a fun and
lively tone but also get our messages across in a serious fashion. In a market street we believe our stall will
stand out from the others.

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HALDI COMPETITORS
(Pintrest, n.d) MARKET STALL

We believe by looking at our competitors branding and the
way in which they have succeeded in the market it will
inspire us and help us enter the market with a fresh look
whilst incorporating some of their designs.

A market stall which we were inspired by is Juicebox
London's. We think their stall looks inviting, fresh and has a
chilled vibe to it. However, our critics of their market stall is
the height of their stall is also made taller by adding fresh
produce adds to their stall. The individuals making the
juices behind the stall are not easily seen which might make
customers feel less at ease about chatting and getting to
know the businesses and order drinks. We will be using
certain elements from their stall in ours and add our unique
ideas and fresh logo to create an inviting look.

As a small business a market stall is extremely important
because in most cases this will be the first time the
customer has seen our brand. Our stall needs to use
commanding language to ensure our market stall is clear
and visible from a distance. If there is too much writing or
information on our signs or market stall it won't stand out to
the public, and they will not have enough time to read it
whist walking by (Paycorp, 2017).

Another factor which we need to ensure is that our layout is
intuitive. We need to ensure our layout of our stall is eye-
catching, neat and draws customers in. We will have a few
of our products on display however it is key not to
overcrowd the stalls front. Looking at Juicebox London's
market stall they have overcrowded the front by placing
thier produce there. This brings and bright and colourful
look to the stall however we think it overcrowds the stall
(Paycorp, 2017).

We will also be taking diverse payment methods. This
makes sure we are accessible to all customers which want
to purchase something from out stall. We will be accepting
card, apple pay. contactless, vouchers and cash (Paycorp,
2017).

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HALDI

DATA
ANALYSIS

Costs
Price of 60ml round squat PET juice bottles on DeliStore:
Comes in box of 130 bottles.
Example of prices:
130 bottles- £27.00- 21p per bottle
650 bottles- £121.50- 19p per bottle
Costs per unit (average price):
Bottle: 21p + Ingredients: 83p + Packaging & logistics: 35p
=£1.39
Costs per unit (average price) when producing 500 units:
Bottle: 21p + Ingredients: 79p + Packaging & logistics: 29p
=£1.29
Costs per unit (average price) when producing 1000 units:
Bottle: 19p + Ingredients: 71p + Packaging & logistics: 25p
=£1.15
Costs per unit (average price) when producing 5000 units:
Bottle: 17p + Ingredients: 66p + Packaging & logistics: 22p
=£1.05

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HALDI

STORAGE AND
LOGISTICS

Manufacturing and storing our juices within our own kitchen require preparation, time and the correct
documents to ensure are producing and storing them in a safe way. To ensure our place of work is
suitable to produce our drinks we will make sure we get a health and safety examination which
automatically happens when you register as a business. They will the decide if its suitable and the rank in
which we will stand at considering our place of work and the conditions it is kept in. They will continue to
make visits throughout the year to ensure we are keeping up a good standard for our businesses and
working environment.
We also will carry out risk assessments which will focus on hazard identification, hazard characterisation,
exposure assessment and risk characterisation (Agency, 2019). We will investigate allergy management
as is it extremely popular for individuals to be allergic to different ingredients which may be in our
kitchens and in the juices. We will ensure we provide the customers with as much allergy information as
possible and do our best to ensure there is no cross contamination throughout any park of the
manufacturing process. These are vital to be able to ensure we are a safe business to be running from
home.
As a beverage business which sources their ingredients from different suppliers at different times it is
important to have traceability of those ingredients. This is vital because if a product is to be recalled the
issue within the product can be traced easily (FoodStandardsAgency, 2018). We will need to keep
records of the suppliers which provide us with the ingredients and the businesses which also may supply
us with ingredients to ensure we are prepared for any recalls.
By making our juices from our kitchen this will massively reduce costs and the carbon footprint of our
products. It also will ensure we are able to respond to orders quickly and efficiently as we will never be
too far away from our workplace. Al lur ingredients will be stored at the correct temperature for that
ingredient to ensure freeness and the quality of the ingredient remains high. Most of our fresh produce
will be kept at 40 degrees or below.
After making the juices we will then store them into a fridge straight away ready to either be shipped out
of our customers to be taken to the local market with us. When being shipped to our customers and to the
market they will be in refrigerated bags to ensure they remain as fresh as possible.

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HALDI

OUR BOTTLE MOCK-
UP

Our vision as a brand is to have out bottle looking simple yet effective. We want it to be clear
for the customers and show the sleek brand which we aim to be. We have chosen to have the
inside visible, we believe this will lead to an increase in sales a customer is more likely to buy
something if they can see the colour and what's inside the bottle.
We will be sourcing our labels from Avery, an online print service. Our labels will be made from
a biodegradable material made from 100% recycled wastepaper. They are also vegan, durable
and freezer safe (Avery, 2021). We chose these labels as we wanted to keep with our brand
ethos of doing as much as we can for the environment, we believe these labels are the best
choice possible to ensure we have quality and that they are also eco-friendly.
We will be sourcing our bottles from Glass Bottles UK; we choose these because we believe
these give off the luxury feel we want to deliver at a reasonable price. They are made from high
quality glass with an aluminium cap which ensures there a secure lid on our shots to prevent
them from spilling whilst being transported. We also believe people are more likely to use our
return bottle service if they are glass opposed to plastic.
We wanted our label to represent our brand, be eye-catching and modern however give all the
necessary information needed for the customer. The information we will include on our label will
be, our brand name, the flavour of the shot, the ingredients, health benefits, barcode and best
before date. The rest of the information including our suppliers, how we have made them, and
allergens will be available via our website for the customers to access.

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HALDI

COMPETITORS
BOTTLES BRANDING

To enable us to achieve our desired brand image we have looked at some of
our main competitors and how they have deigned their juice shots. From this
we can analyse which elements we like and dislike from their packaging help
us to design ours.

We had a look at MOJU, Bfresh and The Turmeric Co. All of these have
different approaches on their packaging and style which they have realised
within their brand. It is important as a new business to look at competitors
branding to make sure yours stands out and to see what customers look for
when searching for a juice shot.

Branding is an important part of the businesses being successful. ‘Branding
can change how people perceive your brand, it can drive new business, and
increase brand value – but it can also do the opposite if done wrongly or not
at all’ (Dandu.R, 2015). Employees are also more likely to value working for a
well branded company, this will give us motivation to continue hard work
and show off our brand. It will improve the employee pride and satisfaction.

MOJU Juice
The elements which we liked from the MOJU juice bottle was the clear
branding. It is extremely eye-catching, and it is clear what the product is,
however, we disliked the clash in the colours of the juice and the label as we
thought this might be unclear if you were to glance at it in supermarket or
stall (MOJU, 2021).

The Turmeric Co
The Turmeric and Co have chosen to use bright and eye-catching colour for
their bottles. They also match the colour of the juice to the bottles label. We
disliked the fact that they cover most of the bottle up with their label. As a
customer I feel this would tempt me into choosing another brand over theirs
as I like to see the product I am buying.

Bfresh Juice
BFresh juice bottles give off a fun and quirky vibe to the brand. We liked the
bold neon pink writing and the clear brand name as we thought this way
eye-catching and modern. We looked at Bfresh bottles when designing our
branding of our bottles to inspire us however decided against having a
coloured label as we didn’t want it to clash with the colour of the juice.

(Moju,n.d)
(Planet Organic, N.D)
(B.Fresh,n.d)

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HALDI

VISION BOARD

By creating a mood board, we can look at different colours and textures which we want our brand to have
within and throughout it. It has given us inspiration seeing other brands display their ideas and seeing them
all together on this board.

(B.Fresh,n.d)
(Planet Organic,n.d)
(The Grocer, n.d)
(Today, 2019)
(Fruit Juice Focus, 2019)
(Trend Hunter, 2020)
(Pintrest,n.d)

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