**Company background**

Dala Foods Nigeria limited was incorporated as a food processing company with an initial share capital of N400,000 by a visionary and innovative entrepreneur late Alhaji Safiyanu Madugu who served as the Chairman. The Company is wholly owned by Nigerians and it is located in the North Western State of Kano, Nigeria. It started operation in a rented apartment in 1980 with staff strength of 35 members. Today, it employs 135 people in its permanent site at Sharada industrial estate in Kano State with a capital base of over N 100 million and reaching N 250 million turn over annually.

Dala Foods has a well-equipped laboratory manned by qualified and experienced Food Scientist, Technologist, and other laboratory attendants. Its flagship brand, Dala city teabag, is a house hold name in Kano, a state with a total population above nine million (9 m) people, and it has been competing with both local and foreign brands for the past 32 years.

The tea market in Northern Nigeria and Kano in particular is very attractive and viable due to stable demand and high population growth. People in the area always want to drink tea or *shayi* in Hausa language anytime of the day. This opportunity is what attracted local and foreign brands such as Lipton (local and imported), Top tea, Tiger tea, Highland tea, Akbar, and Tea king to the Nigerian market. Another opportunity is the affordability of tea to the mass market. With your N5or N10 you can get one or two tea bags to quench your thirst for a beverage drink.

**Product deletion strategy**: Whenever a product is not performing and is not patronized by customers, it is a good candidate for deletion, i.e., deciding to remove or phase out the product from the market. The strategy for deletion can be instant or gradual depending on the fate of the product in the market. If it is consuming money without bringing any return, instant deletion is recommended. But if the product is still bringing some revenue to the company, it can be allowed to die gradually in order to harvest the remaining cash inflows. Alternatively, that product can be withdrawn from its existing market and introduced in another market to

To illustrate and validate the foregoing theoretical discussion, a practical product development and management case study is presented here. This is from an earlier published research

**Dala Foods Nigeria Limited: Effective Product Development and Management in Foods** 

"Dala Foods Nigeria limited is a resilient indigenous food processing company which was incorporated in 1979 and started operation in 1980. Its proactive product development strategy enables it to introduce and manage five unique brands of instant food drinks namely Dala city tea, instant *Kunu*, Diet *Kunu*, dried *Fura*, and *Bisk i* (local couscous). It is this innovative drive that made DALA to be recognized both locally and internationally through many awards that the company won for itself and the country. The fact that the company was and is still able to survive and prosper in the hard business environment of Nigeria shows that agribusinesses have something to learn from this indefatigable company hence the case study.

Dala Foods Nigeria limited was incorporated as a food processing company with an initial share capital of N400,000 by a visionary and innovative entrepreneur late Alhaji Safiyanu Madugu who served as the Chairman. The Company is wholly owned by Nigerians and it is located in the North Western State of Kano, Nigeria. It started operation in a rented apartment in 1980 with staff strength of 35 members. Today, it employs 135 people in its permanent site at Sharada industrial estate in Kano State with a capital base of over N 100 million and reach-

Dala Foods has a well-equipped laboratory manned by qualified and experienced Food Scientist, Technologist, and other laboratory attendants. Its flagship brand, Dala city teabag, is a house hold name in Kano, a state with a total population above nine million (9 m) people,

The tea market in Northern Nigeria and Kano in particular is very attractive and viable due to stable demand and high population growth. People in the area always want to drink tea

and it has been competing with both local and foreign brands for the past 32 years.

start its new life cycle.

conducted by the author of this chapter.

28 Product Lifecycle Management - Terminology and Applications

**Processing (Agribusiness) Firm**

**4. Case study**

**Introduction**

**Company background**

ing N 250 million turn over annually.

The market performance of city tea bag is very encouraging. The brand name of Dala city tea emanated from the famous Dala hill in the ancient city of Kano so, it is a well-known brand which made it easier for people to pronounce and remember. But the company did not relent; it launched Dala city tea with aggressive promotion through radio and Television Jingles. In addition, the company sponsored a popular TV Indian film show in the night. Little wonder then that the brand got massive acceptance and from 1980 to 1989 the sales and market share of Dala city grew steadily. Due to population growth and better disposable income, the demand for tea increased and from 1990 to 1999 down to 2010 the sales of Dala city tea made a significant move upward. Dala city tea brand can be considered to be in the growth maturity stage because the company is yet to meet the growing demand of tea in Kano in spite of the increased influx of foreign tea brands.

Following the success of Dala tea, the company introduced instant *Kunun Tsamiya* to the market in 2001. Immediately, the sales of *Kunun Tsamiya*, a Hausa term for Tamarind millet gruel, started to grow and it follows the same trend and even better than that of Dala tea. This is because of the unique nature of the product, and unlike city tea, *Kunun tsamiya* has no identified competitor in the market apart from local unhygienic products from informal businesses that are inherently insignificant. Another key characteristic of Dala's *Kunun tsamiya* is it brings succor to housewives from the chore of dehusking, winnowing, and grinding of millet in the process of making local *Kunun tsamiya*. This process takes more than 5 h to finish in the traditional method, but with instant *Kunu*, the difficulty has been reduced to just 5–10 min! That is why at present, Dala Foods could not adequately meet the demand of the product. This brand is apparently in the introductory stage but moving into its growth stage.

Similarly, the company introduced Diet *Kunu* to serve the market segment of those with diabetics. This is quite innovative and timely because of the sizeable number of diabetic patients in Kano who are largely old and incidentally, consumers of traditional *Kunu*. Diet Kunu is its infancy stage but its demand is increasing due to the rise in the number of diabetic patients in the region. In general, we can confidently say that instant *Kunu* is swimming in blue ocean waters as the only brand of its type in Nigeria presently. Other brands produced and marketed by the company are Instant *Fura* (cooked ground millet) and instant Biski (local couscous). All these brands are adapted household names of some traditional food and beverages that are difficult to prepare but made easy courtesy of Dala Foods.

Moreover, Dala Foods produces another food product called Action Meal – a food supplement for malnourish patients formulated by Institute of Human Virology, Nigeria (IHVN) and processed from Maize, Soya beans and Groundnut on contracts for other global organizations. The company has benefited from those contract productions in form of increased sales turnover and revenue, gaining more experience in other grains processing and availability of readymade market niche (malnourished children) and easy access to foreign market through donor organizations. Similarly, Dala foods will have the opportunity for free promotion of its corporate identity in all areas served by donor organizations in form of humanitarian aid to malnourished children. All the above products are registered and certified by the National Agency for Foods Drugs Administration and Control (NAFDAC) and Standard Organization of Nigeria (SON).

aggressive promotion and marketing strategies. Similarly, the company has painstakingly developed and maintains a set of activities to effectively get its product to market such as account management, order taking, delivery, payment and in-store merchandizing. Using his vast experience as an erudite merchant, the late chairman of the company Alhaji Safiyanu Madugu took some strategic steps to build a powerful and profitable route to the market, a feat that is being religiously implemented by his heirs today. This strategy apparently works due to a well-developed program based on succession plan, which is reviewed from time to time with cognizance of the original plan in mind. The route to market (RTM) model combines the benefits of direct customer relationships with the cost advantage of outsourcing to

Product Development and Management Strategies http://dx.doi.org/10.5772/intechopen.80345 31

Other steps cover effective management of the distribution network within Kano and outside the state as well as developing a compelling retail value proposition to achieve a win-win solution that drive increased volume, improved efficiency, and outlet loyalty. The distribution network for convenience products like food and beverages in Northern Nigeria is intensive, that is from the company to the distributor, retailer, on to the final consumer. This is done with a view to make the products readily available and accessible to the target market. However, this channel may likely change in the near future, when the company starts exporting its products to the neighboring West African countries like Niger, Cameroon, Chad, Togo, and Ghana. To achieve this, Dala Foods intends to use indirect export, first, through domesticbased export merchants and reliable export management companies. As the operation grows further, we will do it directly by establishing a home-based export unit to market the products, or export sales representative to sell the products in foreign country or by appointing a

Furthermore, the company has absolute control of the production process. It is pertinent to note here that the production process of *Kunu*, *Fura*, and *Biski* was pioneered by the company as it was the only entity that started to produce these products using such technology, so there is absolute control which gives it advantage over others and makes it difficult for others to enter the market without the permission of the company, thus creating a strong entry barrier. Another critical success factor is the availability of raw material because all the materials are wholly sourced locally. The main raw materials include fresh tea leaves, millet, ginger, cloves, and pepper; all in natural form with no additives or artificial preservatives. This provides the company with competitive advantage of making product easily available, qualitative, and affordable.

In a nutshell, Dala Foods Nigeria owes its success to its key role in supporting the local agricultural produce through its proactive product development, limited line product manage-

From the foregoing discussion, it is hoped that the chapter has provided a clear basis for proper understanding of product development and management toward improved and sustainable

achieve distribution economies.

reputable but reliable distributor based in the host country.

ment strategy, and strategic market niche operations" [15].

Source: Adopted from [15].

**5. Conclusion**

In all these brands, the company followed the new product development process discussed earlier in this chapter, but albeit not as comprehensive as it should be. This is because the staff that carried out the tasks lacked the required skills and experience as at then. However, Dala Foods is able to succeed in this regard because of its innovative drive and pioneer status. It is this innovative drive that made the Company to win many awards for itself and the country such as the Quality certificate from SON in 1988, Gold medal in 1989 as one of the best product exhibited in Leipzig International Trade Fair, a Global Food Industry award in 2008 from the International Union of Food, Science and Technology (IUFoST) and the Nigeria50 Awards as a fast growing company in 2013 by the Tony Elumelu Foundation. This is by no means a small achievement by any standard.

Some Pictures of Dala Foods Brands. All these brands have pioneer status. Dala Foods is an indigenous firm. Source: [14]*.*

#### **Key success factors**

The success story of Dala food can be attributed to its ability to practice and maintain its mission and core value: "To produce clean, cheap, and quality products that meet our customers need." This is achieved through developing locally relevant, quality products that are not only affordable but also scalable. The company was also able to create a strong value proposition for its products at the right price points through a combination of product re-engineering, smaller pack sizes, and low-cost operating models.

Another driver of the company's success was its effective brand building strategy. Getting brands into consumers initial consideration set is very important in emerging markets such as Africa than elsewhere. With this knowledge, Dala Food vigorously built its city tea, instant *Kunun tsamiya*, *Biski* and *Fura* to acquire an indelible position in the consumers mind through aggressive promotion and marketing strategies. Similarly, the company has painstakingly developed and maintains a set of activities to effectively get its product to market such as account management, order taking, delivery, payment and in-store merchandizing. Using his vast experience as an erudite merchant, the late chairman of the company Alhaji Safiyanu Madugu took some strategic steps to build a powerful and profitable route to the market, a feat that is being religiously implemented by his heirs today. This strategy apparently works due to a well-developed program based on succession plan, which is reviewed from time to time with cognizance of the original plan in mind. The route to market (RTM) model combines the benefits of direct customer relationships with the cost advantage of outsourcing to achieve distribution economies.

Other steps cover effective management of the distribution network within Kano and outside the state as well as developing a compelling retail value proposition to achieve a win-win solution that drive increased volume, improved efficiency, and outlet loyalty. The distribution network for convenience products like food and beverages in Northern Nigeria is intensive, that is from the company to the distributor, retailer, on to the final consumer. This is done with a view to make the products readily available and accessible to the target market. However, this channel may likely change in the near future, when the company starts exporting its products to the neighboring West African countries like Niger, Cameroon, Chad, Togo, and Ghana. To achieve this, Dala Foods intends to use indirect export, first, through domesticbased export merchants and reliable export management companies. As the operation grows further, we will do it directly by establishing a home-based export unit to market the products, or export sales representative to sell the products in foreign country or by appointing a reputable but reliable distributor based in the host country.

Furthermore, the company has absolute control of the production process. It is pertinent to note here that the production process of *Kunu*, *Fura*, and *Biski* was pioneered by the company as it was the only entity that started to produce these products using such technology, so there is absolute control which gives it advantage over others and makes it difficult for others to enter the market without the permission of the company, thus creating a strong entry barrier. Another critical success factor is the availability of raw material because all the materials are wholly sourced locally. The main raw materials include fresh tea leaves, millet, ginger, cloves, and pepper; all in natural form with no additives or artificial preservatives. This provides the company with competitive advantage of making product easily available, qualitative, and affordable.

In a nutshell, Dala Foods Nigeria owes its success to its key role in supporting the local agricultural produce through its proactive product development, limited line product management strategy, and strategic market niche operations" [15].

Source: Adopted from [15].
