Market Segmentation Of Kwality Walls Cornetto HUL had entered the ice-cream market through acquisitions of approximately 150

crores. It acquired Dollops from Cadburys in 1993 while it bought Kwality and Milkfood in 1995. Since Amul has entered into the ice-cream market, Walls has lost a huge market share to Amul. To again gain the lost market share, HUL has modified their market segmentation. On the basis of Density, it has segmented Indian market into Urban and rural area. It has decided to focus only on the urban segment specifically the top 6 metros of India. Over the years, it has expanded to the top 30 cities. The philosophy behind this decision is that the top 30 cities has 70% of total ice-cream consumers in India, i.e. the 30:70 principle. Kwality walls just want to increase the consumption of ice-creams in the markets in which they are present rather than entering into new market. HUL has also segmented the market based on demographics into three categories: Kids, Teenagers and Families. Cornetto as a brand Is targeted at teenagers while Paddle pop is for kids while red tub is for families. This kind of segmentation has allowed to create more consumption opportunity for different segments. For e.g. teenage hangouts for promotion of Cornetto. This segmentation also allows pricing based differentiation for the three segments. Paddle pop is sold at Rs.5 to Rs. 10, Cornetto for youth is priced between Rs. 20 and Rs. 30 while the family pack ice-creams are priced between Rs. 160 and Rs. 210. Thus Kwality walls has products across all price spectrum. Behavioural based segmentation is also done by HUL for its ice-cream market. Eating occasions are identified and shares of ice-cream consumption among them are estimated to scope the opportunity. The occasions and their respective shares are given by a study carried out by Cencydium. 1) Celebration and Enjoyment (15.7%) 2) Social Connection (11.2%) 3) Feel Good and Care (11.0%) 4) Uncomplicated Unwind and Escape (8.7%) 5) Responsible and Convenience (12.8%) 6) Active Self-Care and Energy. (12.9%) 7) Confidence and Status (9.7%) 8) Sensory Journey (18.0%) Another method of segmentation adopted is based on the purchase behavior. It can be classified into 3 segmentsImpulse purchase, Family consumption and in-parlour sale. HUL wants to capture market share across the entire icecream pyramid and hence to capture the niche artisanal ice-cream segment of in-parlour sale has its Swirl parlours at the upper end. Swirl chain was started in 2004-05. The parlour creates mixes like Cornetto Swirl which tie in with the mother brand of Cornetto. The focus of the parlour is experience, visibility and the power of the brand like Cornetto. Competitor Targets: Market Leader Amul has a great emotional connection with Indian consumers and its ice-cream, according to 2009 data, is available in more than 70000 stores across India. The target is to raise the no. of stores to 100000 by the end of 2010. The growth target for the year is 20% while the market has grown at 15% per annum in last five years. Vadilal is the third largest player after Amul and Kwality Walls and has also very aggressive growth plans. According to 2009 figures, it is planning to expand its capacity by 40% by raising an amount of 50 crores and spreading out to new geographies. They have spent double the amount on advertising and has made new launches, accessible prices, better availability and awareness regarding their product in 2009 which has helped them to grow by almost 40%. Mother Dairy is making its presence felt in the eastern and western parts of the country in last few years after its stronghold in northern India. The strength of Mother Dairy is its 4000 pushcarts on the streets. Almost 50% of the customers are impulse buyers and this has been exploited by mother dairy effectively. The target of mother dairy is to continue leveraging on its strength and it plans to grow its pushcarts by 25%.

A Marketing Research On The Segmentation, Targeting And Position Of Different Brands In Marriott International
Market Overview As the fast expansion in economy of Asia-Pacific, the hospitality industry has a bright perspective in this region. Especially in China, we can say that the hospitality industry during the past 30 years is a prime example of how the nation's economy has also sharply developed (Ding Qingfen, 2008). In recent years many big hotel chains coming to aware that seizing the market in Asia-Pacific is pretty important for their development. Marriott International is one of them. Since 1989, Marriott International has grown from one property in Asia-Pacific to over eighty properties. Over the past 16 years, Marriott has expanded its resort portfolio to include 15 resorts across the region. And in China since 1989, Marriott has grown from one property in Hong Kong to 32 hotels throughout the country (Marriott International, Inc. Corporate Headquarters, 2008). Market Segments For the hospitality industry today, customers dont just need a place to stay and to eat; people choose a hotel for more complex reasons like the location, hotel category and services provided. Given that the needs and wants became more and more unique, the target marketing for all hotel chains became micromarketing. Its not only a local marketing for hotels have to adjust in different location and cultural, but also an individual marketing for they provide tailoring services to special guests and VIPs. For segmenting the consumer markets, we have to involve the geographic segmentation and behavioural segmentation. Hotels normally segment their markets by region and then by other means like behavior. So we need to use multistage segmentation. TARGETING After analyzing the market opportunities, the company has to evaluate the segment attractiveness and company fit. The market Asia-Pacific did develop but obviously not all the segments are profitable. The main reason which makes the industry increase could be described as the Asia-Pacific became more and more western. The hotel developing trends turns to the guest who demands the international hotels which have better service, higher theology of facilities and delightful amenities. Add that many developing countries change their policy to foreign investors to a better climate, China joined WTO is an example of this. The big hotel chains have good chance to develop their middleluxury market segments. As Marriott already entered the market over 16 years, we believe it obtained many resources to develop itself in these middle-luxury segments. Segmentation Strategy As the hospitality marketing is micromarketing, and the Marriott hotel group is a big chain, this company used differentiated marketing to target the market segments. It has 4 different brands in Asia-Pacific: The Marriott, JW Marriott, Renaissance and Courtyard. They targeting in different segments: The Marriott is an all-service hotel and resorts brand for the achievement guest who seeking for inspiring performance. JW Marriott Hotels & Resorts is Marriott Hotels & Resorts' luxury brand extension. The target guest also is achievement people but demand a higher level of personal service. Renaissance Hotels & Resorts targets the Enjoyment Guestguests who cherish the life well-lived which means the Tech-savvy consumers like Gen X and Y. Courtyard is a brand designed to meet the needs of business travelers who desired a high-quality lodging experience along with the basic needs they valued most in a hotel, at moderate pricing. To sum up the hotel chain chooses to cover the Asia-Pacific market by the segment strategy as the following chart: POSITIONING Product and branding strategy

Marriott's brands are leaders in their respective segments and enjoy a high level of customer and owner preference. Around the world, each Marriott hotel distinguishes itself with exceptional amenities, individualized attention to guests, and careful reflection of local surroundings. While individually distinctive, Marriott hotels also reap substantial collective advantages from being a part of the world's lodging leader. The hotels outpace the competition because they draw strength from Marriott's global portfolio, premium collection of brands, vast knowledge of consumer preferences, and three-quarters of a century's best practices. Collectively, the Marriott family of brands forms a powerful allianceone that allows Marriott and owners and franchisees to effectively capitalize on profitable business opportunities, a diverse lodging portfolio, and economies of scale. Marriott Hotels & Resorts Brand differentiation Its a flagship brand of quality-tier, full-service hotels & resorts and provides consistent, dependable, and genuinely caring experiences to guests on their terms. The Marriott brand has become synonymous with exceptional quality, service, and value, which has lead to consistent growth in Marriott properties throughout the Asia-Pacific region. As the brand continues to expand worldwide, the strategy to achieve an even greater brand preference is centered on the brand positioning of Inspired Performance and the goal to win over Achievement Guests with experiences that reflect and respond to their priorities. By combining this experiential strategy with the brand's unwavering commitment to operational excellence, Marriott Hotels & Resorts will continue to solidify its leadership position as an industry innovator. Brand Positioning: Inspiring Performance Target Guest: Marriott Hotels and Resorts focuses on the Achievement Guest, individuals who are driven to perform, who thrive in excellence, whether it's for their company, their family or their own sense of accomplishment. Brand Pillars: The three brand pillars provide the foundation for the services, features, and amenities our hotels provide to inspire the Achievement guest. Achieve: The professional, performance-driven side of our guests and hotels, for example, large, well-lit ergonomic work-desks that pivot to enable the guest to create a conducive environment in their rooms. Revive: Purposeful luxury and more personal elements of the guest's stay, for example, aromatherapy bath products, connectivity panels on a high-definition TV to enable guests to connect personal entertainment devices such as iPods, and 300-thread count sheets. Culture: Warm, friendly, sincere service built on our Spirit to Serve and providing a refreshingly human touch in today's hectic world. Marriott Hotels & Resorts Product and service differentiation Features include: Complimentary in-room fitness kits Work space thats as smart as it can be Express Check-in & Video Checkout Multifeatured phones with data ports & voice mail Lightweight desk on casters Ergonomic chair Bright, even light from no-glare lamps Electrical outlets at the base of the lamps Personal-care products, hair dryers, irons & ironing boards Business centers for faxing, printing, making copies & express shipments Hosted events in ballrooms & meeting rooms Meeting-service professionals Pool, whirlpool & fitness center Spacious rooms Luxury bedding: down comforters, cotton-rich linens, fluffy feather pillows In-room pay movies, free HBO, ESPN & CNN The finest meals (without leaving the hotel) Marriott's restart breakfast

Marriott's replenish room service, available late at night In-room coffee with morning newspaper Concierge or Executive Level room upgrades with complimentary continental breakfast, afternoon snacks & honor bar The New Guest Room: Marriott Hotels and Resorts newly designed room includes the signature bed from Marriott including full-sized headboards, quilted top mattresses, upgraded down blankets (some locations), oversized down comforters, 300-thread-count linens and down and feather pillows-amenities that help the Achievement Guest revive to perform at their peak the next day. The artwork in the room reflects the local environment. Some hotels will offer a flat-panel, high definition television that serves as more than just a televisionit's a monitor for laptops and the builtin split-screen capability allows guest to work and watch their favorite program at the same time. Well-lit desks with large work space, task lighting, ergonomic seating, high-speed internet access, and connectivity panels for iPods, Blackberries, and other personal entertainment devices support the guests' need to achieve their business goals. Courtyard by Marriott Brand Differentiation Moderately priced lodging brand "Designed by business travelers for business travelers." This lodging brand has recently increased its number of downtown locations, often through conversions of historical buildings. Courtyard by Marriott was created by Marriott in the early 1980s to meet the needs of business travelers in the United States travelers who desired a high-quality lodging experience along with the basic needs they valued most in a hotel, at moderate pricing. Now a global brand, Courtyard is redefining the moderate tier in other parts of the world by reinventing product and service offerings based on guests' needs. Courtyard is the brand guests trust to consistently create a business traveler's oasis on the road, and place guests of all types in command of their travel experiences. Recognizing that guests' needs vary by country, Courtyard is growing rapidly in international markets by building on its core heritageunderstanding the distinct needs of business travellers and designing a hotel that combines hallmark services with flexible, customized options. Thus, Courtyard is a global brand, developed to meet regional customs and lifestyles while still consistently satisfying customer needs. Courtyard by Marriott Product and service differentiation Courtyard by Marriott delivers the services, products, and amenities most valued by business travelers, while maintaining a selective service strategy to drive a positive economic impact on the bottom line. Courtyard is quickly redefining the moderate tier segment in the Asia-Pacific regionenabling guests to enjoy a superior guest experience at a price point providing good value for their money. Features include: Large work desk with no-glare lighting & an ergonomic chair Fax, copy & print at the front desk and in some public areas One or more small meeting rooms with audiovisual service available Fresh, modern design & dcor King-size beds with thicker, more comfortable mattresses Rich new linens & fluffier pillows The Marketa new feature in Courtyard hotels, offering 24-hour food, snacks & refreshments, including beer & wine in many locations Inviting outdoor spaces with seating to relax & unwind TV with a wide selection of channels, including HBO In-room movies Cozy lounge with big-screen TV Bountiful breakfast served daily with a complete selection of hot & cold items, including cooked-to-order eggs, Belgian waffles & French toast Convenient dining options on-site or nearby, including take-out taxi (available at most locations) Swimming pool & whirlpool Exercise room Electronic locks & double-locking mechanism on each door In-room smoke detector & sprinklers Newspaper delivered daily

Complimentary in-room coffee & tea Iron & ironing board Hair dryer Guest laundry The Restaurant: In the Asia-Pacific region, Courtyard hotels feature a restaurant designed to reflect local architecture and menu items. The restaurant is open for three meals a day. In some Asian markets, an additional specialty restaurant serving lunch and dinner is a desirable feature. Based on local need, guests may have the dining option of 24-hour room service. The Lobby: The lobby responds to the guest's most important needsto work, relax, and socialize in a conducive environment. Courtyard hotels are well known for creating enabling spacessuch as an area where guests can check email, or where they might meet casually with colleaguesallowing for multipurpose use throughout the day. Meeting rooms, swimming pools, whirlpools, and exercise rooms are available at most locations. The Guest Room: The Courtyard product focus is the guest rooma revitalizing sanctuarywhich features distinctly defined areas for sleeping, relaxing, working, and grooming. The Courtyard guest room demonstrates an understanding of the travelers need for a business travelers oasis on the road, a soothing ambiance that offers comfort, while enabling productivity and connectivity. Pricing The Marriott group uses the same price adjustment strategies as follow: Reduce prices to reward customer responses. For example, they provide special offers in the Marriott Rewards to the members of the hotel: |Benefits |Platinum 75 nights or 7 events |Gold 50 nights or 5 |Silver 10 nights or 2 | | | |events |events | |48-Hour Guaranteed Availability* | | | | |Guaranteed Platinum Arrival Gift* | | | | |Dedicated Platinum Reservation Line | | | | |Guaranteed Room Type | | | | |Room Upgrade* | | | | |Guaranteed Lounge Access/Free Continental Breakfast*** | | | | |Free Local Phone/Fax | | | | |Exclusive Offers | | | | |Bonus on Marriott Rewards Base Points |30% |25% |20% | |Elite Only Rewards | | | | |Elite Reservation Line | | | | |Exclusive Guest Services Line | | | | |Ultimate Reservation Guarantee | | | | |Priority Late Checkout* | | | | |Weekend Discount** | | | | |Check-Cashing Privileges |up to $500 |up to $500 |up to $200 | |Marriott Gift Shop Discount*** | | | | Adjust prices in international markets. For example, a single room costs about $230 in a Marriott hotel which has around 600 rooms in Indianapolis, but it just costs $120 in a similar hotel of the same brand and same level in Beijing. Promotion High-impact campaigns and communications are targeted to specific customer segments with the goal of generating room nights, increasing revenue and brand awareness, and capturing demand and market share. The Marriott TV advertise shows an understanding of the diversity and extraordinary of the service. Giving the concept of the great force by the brand, this advertise not only promote the Marriott hotel but also benefit the whole company.

The Courtyard TV advertises is more compact. It shows a kind of lifestyle which belongs to most of business travelers and emphasizes the special convenience facilities provided. The message Its a new stay highlight the new efficient experiences it delivers to the guest. Marketing Channels Marriott International builds partnerships and establishes alliances with leading international airlines, financial services companies, and other consumer brands that provide Marriott with access to new customers, new communication channels and opportunities for new product and service development. Marriott's Global Sales Organization (GSO) manages an impressive, established account portfolio and grows share by reaching deeper into existing accounts to identify previously unmet demand. In recognition of Marriott's success in the Asia-Pacific region, Marriott has customized Marriott.com for specific markets. For example, Marriott.com is now available in Japanese, Chinese and Korean. CONCLUSION After analyzing all the aspects of the marketing segmentation, targeting and positioning of the company, we can get the conclusion that this company is fully aware of the marketing situation and is quite successful at applying various marketing strategies and tools.

Segmentation Targeting Positioning Of Sport Car

Using a product or service of your choice; illustrate the process of STP. Mass marketing Examples, ware rare? Segmentation- (in few sentences) > Segmentation is needed to find own segment, niche, and opportunity > Segmentation is needed to locate the best target group. > Formulated best marketing decision Targeting- (in few sentences) 3 main approach (HF5415 B8) Concentrated Differentiated Undifferentiated (Mass Marketing) Positioning- (in few sentences) Is established brand name in consumer mind Helps build the brand image Creates cogent reason why target market should buy a product. Product Choice, specification and reason why? (Product is: SPORT CAR) Not for every one Need for STP ( not mass marketing product) High importance for brand building SEGMANTATION OF THE MARKET FOR SPORT CAR Geographical Segmentation Helps located area with the wealthiest consumers that may afford sport car. Helps located area with the smallest competitors influence. Helps estimate transportation cost. Demographics Segmentation - helps build three dimensional picture of consumer. Sex- more appropriate for target consumer is man then a woman. Age- mature man between 26-37 years old. May be also teenagers (boys) from wealthy families although it is prapobly small market. Race- shouldnt be a contradiction. However may be difficult to convince Asian consumers to e.g. European brand. Income- High income and financial stability. Family status- bachelor or family man owner of other car. Behavioural Segmentation Occasion- Potential consumers are not strongly occasion sensitive but they may wait for after year sale to buy cheaper cars from last year series. User Status- in case of sport cars market can be distinguish few user statuses: non user, ex user, potential users, first time users and very rare but potentially strong brand building potential: regular user. Marketers should be concerned on potential users, first time users and also ex users keeping in mind that is much harder to convinced again ex users then attracted potential users. Usage rate - 3 different: light, medium and heavy. Is difficult to distinguish in which rate are sports car consumers, but is safe to assume that even wealthy consumers are buy one car per 6 years. This is why all consumers are light users. Buyers- Readiness storage- In case of sport car is good to assume that all consumers are well aware of the product and they are motivated not only by brand reputation but also by technical performance. TARGETING OF A SEGMENT Concentrated Targeting: Marketing mix is suitable for one particular segment. (Single segment concentration) Marketing Mix: PRODUCT: high quality, respectful brand, life time guarantee. PRICE: High price PROMOTION: Advertising, public relation, personal sale. PLACE: car salons.

 Segment: wealthy successful man with high ambitions. Differentiated Targeting: If sport cars are sold in more than one option these options can stimulus changes in marketing mix to target different segment. E.G if car manufacture wants focus on teenagers market or woman market then marketing mix will have to change and it will affect all 4 Ps. (Market Specialisation) POSITIONING- strongly related to brand building. Points of Difference. Sport car manufactory need to build attributes and benefits that consumer will be strongly related to the brand. In case of sport car that can be mix of quality and luxury as well as high performance of engine . Points of Parity Category points of parity. Sport Car brand can offer lifelong guarantees luxury as much comfortable as Lexus and engine performance as much high as Ferrari. Competitive points of parity. If brand will be able to offer all advantages of own marketing mix in lower price or in more suitable conditions then competitors then it should be win strong and perhaps unbeatable competitive position. Positioning maps High price

*A Low Quality High quality

*B Low price Brand in consumer mind is locate on the A point. In consumer perception firm is characterise by high price and high quality. If firm is inspirited to move to B point need to reduce price. That can be achieved by cost reduction. It is passable by cost leadership. However that strategy can also lead to reduced in quality (at least in customer perception). If firm however is willing to improve quality level and price for product, the differentiation strategy is most approvable .

Consumer Behavior Chocolate Taste Test

Marketing research develops an understanding of the target demographic and aids in the success of a product or service. Consumer perception is arguably the most essential factor in the sale of a product. The consumer chooses their purchase based on a combination of observations that have developed into their opinion of a product. By manipulating the consumer perception through advertising and other marketing techniques, the product can increase market share. Our experiment measures the effects marketing and taste on brand preference and perception of our subjects in regards to various brands of pure milk chocolate. Chocolate has become a staple in the childhood of young Americans. For as long as children can choose what they eat, chocolates and sweets have been the favorable options. Therefore, brand preferences have been chosen years ago and brand loyalty has been established at an early age. We have put this brand loyalty to the test by offering a blind chocolate-tasting experiment. By conducting this blind taste-test, our subjects will choose their favorite chocolates based purely on taste, eliminating the marketer-driven factors such as advertising and brand value. The subjects will have no knowledge of which chocolate theyre taste, resulting in an even playing field for the different brands. Without the factors of advertising, brand value and other marketer-driven variables, chocolate preference can truly be chosen based on taste alone. This experiment will help us determine the effects of these factors by comparing the preferences of taste with prior brand preferences. Our hypothesis of this blind taste-test was developed through our evaluation of marketer-driven factors. We believe the chocolate-tasting experiment will result in a discrepancy between the subjects favorite brand of chocolate and their choice of best tasting chocolate. This discrepancy will prove the effects of marketer-driven factors to have a direct relationship with brand preference. We believe that subjects will subjectively chose Hersheys as theyre favorite brand before the taste-test because Hersheys is predominantly known as a classic brand of American chocolate and its name and packaging is extremely recognizable. Because Hersheys is such a traditional brand of chocolate to eat or bake with, subjects may be favorable towards this brand simply because of habitual, routine decisions and customs theyve adapted to. Following the taste test, we hypothesize the overall favorite will be a chocolate consumers are generally unaware of or oblivious to and may not be quickly associated with chocolate purchase decisions. Our hypothesis elaborates on the fact that the subject will ultimately choose the best tasting chocolate regardless of their original brand preference. In order to successfully complete a blind taste test study, we had to go through various steps and procedures to ensure accurate and qualitative results. First we purchased 5 different brands of pure milk chocolate, all generally of popular brand recognition and similar price point (all under $2.50 for a large sized bar). The five brands we selected were: Lindt, Hershey, Dove, Ghiradelli, and Cadbury. Assigning each chocolate a letter, A though E, we divided the chocolate onto different plates so that each brand was unidentifiable to the testee after it was broken up. After asking 20 friends to consent to participating in our study, we asked the participants to try each brand of chocolate without telling them the identity of the brands. After trying each brand, participants were instructed to evaluate the chocolate on the survey provided, have a sip of water in order to cleanse their pallet, and continue to the next brand, repeating the procedure of taste, analyze, cleanse, until all 5 brands had been tested. In addition to their analysis of each individual brand of chocolate, participants were asked to circle their favorite overall chocolate (A-E), as well as their favorite brand of chocolate and any factors instigating their purchase decisions when buying chocolate. A copy of the survey we provided is pictured below: The participants were surveyed on a numeric scale-value basis on several dimensions including richness, sweetness, after-taste, and overall satisfaction. In analyzing these factors, we concluded that these characteristics would be perceived positive, therefore, designated low numbers as negative and high numbers as positive. After charting the total responses, we could clearly evaluate the chocolates based on the values they received from the survey. The graphs we developed on Excel after inputting the data are pictured below: Chocolate A (Lindt): Chocolate B (Dove): Chocolate B (Dove) Cont: Chocolate C (Cadbury): Chocolate D (Hersheys): On the attributes previously mentioned; Lindt received mostly 4s and 5s, Dove all 3s, Cadbury 2s and 3s, Hersheys 4s and 5s, and Ghiradelli mostly 2s and 3s. In addition, we asked participants which their favorite

chocolate was from the study and were given the following results; Lindt with 60% of the vote, Hersheys with 30%, Dove with 10%, and Cadbury and Ghiradelli with no favorite votes. Based on this cumulative data, we were able to form supported conclusions and ranked the milk chocolate brands: 1. Lindt 2. Hersheys 3. Dove 4. Ghiradelli 5. Cadbury In concluding Lindt was the most-liked chocolate, we further analyzed the results and observed that Lindt ranked highest on after-taste and richness with 5s in each, ranked highest (in a tie with Hersheys) on overall satisfaction with a 4, and also had the highest calcium content consisting of 10%. Lindt was also one of the most expensive chocolate brands of the 5, showing a potential correlation between price and quality. As the results transpired, it became apparent that what provoked favoritism among the chocolates truly was the factor of taste. With an absence of marketing inundation to influence the opinions of our participants, the subjects were able to impartially analyze their options and form their own judgments based solely on personal reactions. Our study provided confirmation of the influence marketing and routine-decision buying has on consumer perception since participants had written their favorite brand of chocolate to be Hersheys yet, when voting on taste alone, chose Lindt. Since the traditional chocolate consumers generally perceive as their favorite proved not to have the highest ratings on the taste-test, marketers can capitalize on possibly steering away from tradition (i.e. Hersheys chocolate) and moving towards a finer chocolate (i.e. Lindt) with a new flavor and modern taste. Another way marketers can utilize our findings is emphasizing the high calcium content of Lindt chocolate in relation to fellow competitors. Lindt describes itself on its packaging as the Finest Creamy Smooth Milk Chocolate and has an image of a milk glass being poured on its front. Advertisers for Lindt can therefore stress the benefits of calcium and how the high calcium content of Lindt has been proven to enhance the creaminess and overall taste of the chocolate. In a general taste test experiment, many limitations can arise. The most common factors that can keep our results from being thoroughly generalized are the sample size and overall type of people we had participate in our experiment. Individual taste typically varies depending on age. In our experiment, the only age group we tested ranged from 18 to 22 years old. This affects our results dramatically because college students taste buds can differ a lot from the elderly populations. A second factor that can alter our results would be the different ethnic backgrounds of our participants. Most ethnic backgrounds are custom to different flavors and seasonings, which in turn, can affect preferences when choosing the most-liked chocolate. In our experiment we had mostly white/Caucasian individuals participating. To get a better result, we should have had a more diverse group of ethnic backgrounds participating. Overall, this proves it may be better to examine a large number of participants consisting of persons of diverse backgrounds, and possibly also varying in health statuses, education levels, and ages, so that any differential effects of such factors can be shown better in the results. Some specific limitations to our milk chocolate taste test experiment were the limited selection of the five brands our group chose to use. These limitations prevented us from evaluating every single brand in the milk chocolate category, and resulted in conclusions only reflective of the types of chocolate we objectively chose. To reach findings that can be more generalized for the entire milk chocolate category, we would have to use a broader and more representative sample of milk chocolate brands. Ultimately, our group did the best job possible in utilizing the resources we had available to complete an accurate taste-test experiment and form veritable conclusions on milk-chocolate preferences and consumer perceptions.