Gender and Diversity Special Target Groups and New Markets

Green Marketing: RITTER SPORT BIO as an example of a conventional companys foray into the organic market

Case Study Current Issues in Marketing

International Marketing Management (M.A.) Berlin School of Economics and Law

Isabel Hillenbrand Matriculation Number 281476 Kathleen Ix Matriculation Number 282006

Berlin, 1 February 2010

Table of contents

List of figures 1. Introduction 2. Theoretical basis of green marketing 3. Case study: RITTER SPORT BIO 3.1 Overview of the German organic chocolate market 3.2 The company: Alfred Ritter GmbH & Co. KG 3.3 Concept of the green product launch 3.4 Marketing mix 3.4.1 Product 3.4.2 Price 3.4.3 Distribution 3.4.4 Communication 3.5 Evaluation of the green product launch 3.5.1 Rsum of the company 3.5.2 Feedback of the consumers 4. Conclusion Bibliography Appendix

III 1 2 4 4 5 5 7 7 9 9 10 12 12 13 15 IV XI

II

List of figures

Figure 1

Revenues German organic confectionary market 2006-2008

Figure 2

RITTER SPORT BIO range

Figure 3

The German state-controlled eco-label Bio-Siegel

Figure 4

RITTER SPORT BIO packaging versus RITTER SPORT conventional packaging RITTER SPORT BIO fair stand

Figure 5

10

Figure 6

RITTER SPORT and RITTER SPORT BIO advertisements

11

Figure 7

RITTER SPORT BIO website

12

Figure 8

trnd project blog RITTER SPORT BIO

13

III

1. Introduction
Todays consumer markets are characterized by a growing diversity in four major demographic fields: lifestyle diversity, ethnic diversity, income diversity and age diversity. In consequence, the variety in consumers needs, wants, and resources is increasing as well. Mass market and segment marketing are increasingly less appropriate approaches for an effective and efficient dealing with the fragmented markets. Instead, customer-centric marketing is on the advance to become the dominant marketing approach in the 21st century, characterized by an effort to understand and satisfy the needs, wants, and resources of the individual consumer. The overall objective of customer-centric marketing is a maximization of the output-input ratio and the enhancement of customer loyalty and of the share of wallet (cp. Sheth/Sisodia/Sharma, 2000, pp. 55-59). The major challenge lies in an appropriate segmentation of the diverse markets to avoid overmarketing in certain segments or undermarketing and mismarketing in others respectively. Successful companies therefore possess an in-depth understanding of their target group (cp. Sheth/Sisodia/Sharma, 2000, p. 65). The following paper deals with a major consumer trend that has arisen particularly out of an increasing diversity in lifestyle green consumerism. The growing concern about the environment is displayed in a changed buying behaviour as consumers increasingly prefer to buy environmentally friendly products (cp. Finisterra do Pao/Barata Raposo/Leal Filho, 2008, p. 17). In 2008, the purchasing power of the German ecologically conscious consumers was estimated at least 200 billion euros per annum and is about to further gain momentum (cp. Schulz, 2008, p. 27). As this change in consumption habits is of far-reaching relevance, more and more conventional companies are entering the green market. The following case study looks at the German chocolate producer Alfred Ritter GmbH & Co. KG who launched its first organic chocolate bars under the name RITTER SPORT BIO in April 2008. This paper aims at presenting the success story of an originally conventional manufacturer going green by looking at predefined critical success factors for green marketing.

2. Theoretical basis of green marketing

Although the demographic profile of the green consumer can be commonly depicted as educated urban women with a mid- to high-income, these demographic particularities lack the explanatory power of psychographic characteristics. In consequence, marketers should focus on psychographic variables for deriving appropriate green marketing measures (cp.

Straughan/Roberts, 1999, pp. 561-563). Green consumerism is driven by two types of motives by self-centred motives such as health concerns as well as by the concern for more far-reaching issues such as environmental matters or global social inequity (cp. Finisterra do Pao/Barata Raposo/Leal Filho, 2008, p. 20). The resulting demand for environment-friendly products has led to the emergence of a new marketing philosophy, known as green marketing. Green marketing generally involves the production of "green" products sold to "green" consumers. It can be defined as the holistic management process responsible for identifying, anticipating, and satisfying the needs of customers and society, in a profitable and sustainable way (cp. Peattie/Charter, 1997, p. 392). Yet, green marketing efforts are primarily managerial strategies to increase sales (cp. Kilbourne, 1998, p. 642). The present chapter will present key factors for a sustainable success of green marketing strategies and activities. First, product benefits should satisfy both subjective and environmental needs as consumers are likely to be attracted to products that can both save money, be safer for children and demonstrate the sustainable actions for the environment. As green products are commonly perceived as inferior in quality, ensuring an equal or higher performance compared to conventional products will help to boost green product sales (cp. Pickett-Baker/Ozaki, 2008, pp. 291-293). As green consumers are willing to pay a premium for products targeted at their specific needs, companies generally price their green offers higher than their conventional ones. Moreover, the augmented price also serves as an indicator of the additional (ecological) products benefits (cp. Mahenc, 2007, pp. 462-463). However, taking into consideration that green consumers judge prices in a more sensitive way than others, companies have to pay attention that the pricing of their green offer is perceived as justified and fair (cp. Shrum/McCarty/Lowrey, 1995, p. 80). 2

In case of a holistic dedication of a company to a green conduct, the distribution process has to be oriented on green issues such as socially and environment-friendly procurement, logistics and recycling activities as well (cp. Sbihi/Eglese, 2007, pp. 112-113). Communication activities for green products or services should convince the individual that his or her pro-environmental actions will be effective in fighting environmental problems and show how other people benefit from the purchase decision (cp. Straughan/Roberts, 1999, p. 563). In order to overcome the gap between pro-environmental values and an actual purchase, communication strategies should be both clear and persuasive. In doing so, companies will succeed in making their product easily identifiable as green as well as in achieving an attitude formation and thus a behavioural response (cp. PickettBaker/Ozaki, 2008, p. 287; Hartmann/Apaolaza-Ibez, 2009, p. 731). Since print and online media can convey detailed information, these two channels mark the obvious choice in order to meet the information-seeking behaviour of the green consumer (cp. Shrum/McCarty/Lowrey, 1995, p. 81). In view of the sensitivity and the scepticism of green consumers towards dishonest claims, the communication message has to establish trust and credibility by successfully conveying care and empathy for the environment, competence and expertise, openness and honesty as well as dedication and commitment (cp. Langeland, 1999, p. 84; Shrum/McCarty/Lowrey, 1995, p. 71). In consequence, green advertising should not be limited to a cognitive approach, but should also include a greater emotional appeal (cp. Pickett-Baker/Ozaki, 2008, p. 292). Due to the tendency of green consumers to be well-educated and information-seekers, advertisements should deliver substantive informative environmental claims (cp. Langeland, 1999, p. 83; Hartmann/Apaolaza-Ibez, 2009, pp. 731-732). The additional displaying of pleasant nature scenery further influences the effectiveness of green advertising in a positive way as the consumers exposure to virtual nature leads to psychological benefits such as pleasure or stress reduction (cp. Hartmann/Apaolaza-Ibez, 2009, pp. 731-732).

3. Case study: RITTER SPORT BIO

3.1 Overview of the German organic chocolate market
In recent years, consumers demand for organic and fair-trade chocolate has seen an impressive growth as people are increasingly concerned about the safety of their food as well as about other social, ethical and environmental issues (cp. ICCO, 2008, p. 23). Revenues German Organic Confectionary Revenues Organic Confectionary Food Retailing/2006 - 2008 Food Retailing 2006-2008
Organic Organic Organic Organic Organic sugar total sugar total chocolate pastry chocolate salty snacks

Organic pastry Organic salty snacks

Fig. 1 Revenues German organic confectionary market 2006-2008 (cp. AgroMilagro, 2009, p. 5, own illustration)

From January to September 2008, revenues of organic chocolate in Germany increased by 37 percent, compared to the same period of time in the previous year (cp. AgroMilagro, 2009, p. 5). Despite this impressive growth rate, organic chocolate is still a niche segment as it holds a share of only one percent of the total chocolate market (cp. Menhard, 2009, p. 17). Until recently, organic chocolate was mainly offered by smaller manufacturers in minor quantities (cp. Koch, 2008). In April 2008, RITTER SPORT was the first volume chocolate manufacturer to launch an organic product range. Within one year, the company quickly became the market leader, holding a market share of about 30 percent in 2009 (cp. company interview, see appendix). A key challenge the organic chocolate industry is facing is the scarcity of organic

raw material, especially cacao, as the worldwide increasing demand far outpaces the supply (cp. Smegg, 2008b).

3.2 The company: Alfred Ritter GmbH & Co. KG

RITTER SPORT can look back on almost 100 years of history. The family-owned company was founded in 1912 and both its headquarters and production facilities are still located in Waldenbuch in the south of Germany. Today, RITTER SPORT products are sold in about 90 countries and generated annual revenues of 296 million euros in 2008. The 800 employees are led by the companys third generation, Alfred T. Ritter and his sister Marli Hoppe-Ritter. The brand RITTER SPORT enjoys a high level of consumer trust and sympathy. In its home market Germany, it holds a distribution level of 100 percent in food retail stores and an aided brand awareness of 99 percent (cp. RITTER SPORT, 2009a; 2009b). RITTER SPORTs portfolio of chocolate bars comprises in total 43 products. The consumer can choose from 25 different flavours and six different sizes, such as the traditional 100g bar or the recently launched 250g big bar (cp. RITTER SPORT, 2009c). RITTER SPORT is positioned as a high quality volume manufacturer pursuing a medium price strategy. The company notably values and strives for a social approach towards its employees, corporate citizenship as well as sustainable economic activity for years. For example, RITTER SPORT has been involved in the protection of tropical rain forests and the support of small cacao farmers in Nicaragua since 1990 (cp. RITTER SPORT, 2009d). Moreover, the company operates a highlyefficient combined heating and power station for saving energy and reducing carbon dioxide emission. In 1997, Alfred T. Ritter was granted with the award ko-Manager des Jahres for his long-term investments in ecological businesses, such as Paradigma, a company committed to ecological and efficient heating systems (cp. WWF, 2006; Paradigma, 2009).

3.3 Concept of the green product launch

In April 2008, RITTER SPORT launched its first organic product range in its German-speaking key markets Germany, Austria and Switzerland (cp. company interview, see appendix). The range originally comprised four flavours, Raisins 5

Cashew, Almond Slivers, Milk Chocolate 35% and Fine Extra Dark Chocolate 60% and was complemented by the launch of Macadamia in March 2009 (cp. RITTER SPORT, 2009e; RITTER SPORT, 2009f).

Fig. 2 RITTER SPORT BIO range (cp. RITTER SPORT, 2009g)

RITTER SPORT conducted several qualitative and quantitative market research studies prior to the launch in order to test the products perceived sensory characteristics. However, RITTER SPORT did not test consumers values and expectations regarding organic chocolate. The defined key target group are women aged between 25 and 40, who can be described as organic-affine consumers. RITTER SPORT explains this target group focus with the fact that women tend to be more conscious about what they eat and are thus more likely to purchase organic products (cp. company interview, see appendix). RITTER SPORT views the launch of its BIO range as a consequent continuation of its quality strategy and thus not as simply following a trend (cp. Smegg, 2008a). Moreover, the company regards organic chocolate and hence high-value ingredients as an opportunity to overcome the price wars that are typical in the confectionary industry (cp. Menhard, 2009, p. 17). Along with the quality strategy, RITTER SPORT has pursued a long-term approach for the organic product launch. Since 1990, the company has invested about 3 million euros in the cultivation of organic cacao in Nicaragua. In 1990, when green consumption was not a relevant consumer trend yet, the project was mainly intended to learn about the cultivation of RITTER SPORTs key ingredient cacao (cp. Koch, 2007). In 2000, the concrete plan to launch an organic chocolate came up for the first time. The first smaller quantities of organic cacao could be exported to Germany in 6

2002. After that, the production as well as the quality of the organic cacao were constantly increased, leading to a massive extension of the trade relations with Nicaragua. In 2006, RITTER SPORT started to plan the product launch and thus the overall marketing mix of its first organic range. RITTER SPORT explains this rather long time to market with the (partly unexpected) challenge to find highquality cacao beans that meet the superior quality standards of RITTER SPORT (cp. company interview, see appendix). Today, the production of organic chocolate still accounts for only a share of about 1 percent of the total chocolate bar production (cp. Smegg, 2008b). However, RITTER SPORT aims for a continuous extension in the coming years (cp. Koch, 2008b). In view of the scarcity of organic cacao, Ritter Sport has already established a competitive advantage by means of its long-running investments in Nicaragua. These investments have enabled RITTER SPORT to close long-term contracts with the local farmers which will eventually secure higher volumes of the valuable raw material in the future (cp. Koch, 2007; RITTER SPORT, 2009h).

3.4 Marketing mix

3.4.1 Product The RITTER SPORT BIO range contains 99 percent certified organic ingredients (cp. RITTER SPORT, 2009h). The products are therefore certified with the statecontrolled Bio-Siegel, which is assigned to products that contain at least 95 percent certified organic ingredients (cp. Homborg, 2010).

Fig. 3 The German state-controlled eco label Bio-Siegel (cp. Bundesanstalt fr Landwirtschaft und Ernhrung, 2009)

This eco-label marks products and food that were produced and controlled according to the EC regulations for organic farming. Amongst others, the BioSiegel guarantees that organic farming does not employ genetic modification, uses much less additives compared to conventional products, protects the earth, 7

the water and the air as well as the diversity of species (cp. Bundesanstalt fr Landwirtschaft und Ernhrung, 2009). The ingredients focus of the BIO range was put on nuts, which were found to be highly popular among organic-affine consumers (cp. company interview, see appendix). Regarding the distinct product benefits, RITTER SPORT aims to intensify the flavour of both the organic cacao and the additional organic ingredients by carefully selecting the raw material and by processing it in an optimal manner, for instance by a finer milling of the chocolate mixture. As a result, RITTER SPORT promises to deliver a fine mouth-melting chocolate as well as a distinct creaminess leading to a unique unfolding richness in flavour (cp. RITTER SPORT, 2009i). In the context of the market research studies conducted prior to the launch, RITTER SPORT found out that women prefer smaller chocolate bar sizes. As a result, the manufacturer launched the BIO chocolate bars with a volume of 65g, marking an alternative to the regular RITTER SPORT 100g bars (cp. company interview, see appendix). Regarding the packaging, each flavour has its distinct two-shaded colour code. On the left hand side of the front, the flavour-specific ingredients are highlighted, whereas on the right hand side a profile of a chocolate piece is displayed. Compared to the packaging of the non-organic chocolate bars, RITTER SPORT thus clearly aims to highlight the products (organic) ingredients. Moreover, the packaging shows the Bio-Siegel on both the front and the back side.

RITTER SPORT BIO 65g

(cp. RITTER SPORT, 2009c)

RITTER SPORT 100g

Fig. 4 RITTER SPORT BIO packaging versus RITTER SPORT conventional packaging

In 1991, RITTER SPORT started to use fully recyclable Polypropylen material for all of its packaging instead of the conventional composite material (cp. RITTER SPORT, 2009j). This lightweight material allows the company to reduce material wastage by about 1000t per annum (cp. RITTER SPORT, 2009k).

3.4.2 Price With a recommended retail price of 0.99 euro for a 65g bar, RITTER SPORTs BIO range is positioned above the conventional RITTER SPORT 100g bars customers have to pay a premium of 14 Cent for 35 grams less of chocolate (cp. company interview, see appendix). However, RITTER SPORT did not decide on this higher price positioning out of self-interest motives of profit increase, but due to the fact that organic ingredients are scarce and have to meet RITTER SPORTs general over-average quality requirements and are therefore coupled with a considerably higher purchasing price for the company compared to conventional raw materials. In this matter, RITTER SPORT reckons on its customers willingness to pay more for the benefit of organically grown ingredients resulting in a (subjectively) better taste and health benefits as well as for the superior quality level RITTER SPORT is known for as Alfred T. Ritter uses to say, Quality doesnt come cheap! (cp. company interview, see appendix; RITTER SPORT, 2009l). RITTER SPORT BIOs relative price positioning of 1.52 euro for 100g is also above competitive organic chocolate bars: Sarotti and Viviani, for example, offer their 100g bar for 1.49 euro and Fllhorn even for 0.99 euro (cp. Viviani 2010; Schokolade Blog, 2008a; Schokolade Blog, 2008b).

3.4.3 Distribution RITTER SPORTs BIO range holds a current distribution level of about 50 percent, which is still below the distribution level of the regular RITTER SPORT range of 100 percent. Overall, RITTER SPORT strives for the same intensive distribution as for its conventional range, aiming to achieve a listing in the few but very big food retailers in Germany, such as Edeka or Rewe. However, the company excludes a listing at discounter outlets. One challenge is the listing of its

organic chocolate in organic supermarkets as they tend to list small-sized organic manufacturers only (cp. company interview, see appendix). RITTER SPORT aspires to attain energy efficiency for its machinery as well as for the factories heating and cooling. In addition to the companys energy-saving block heating station, it obtains the remaining energy from ecological friendly and nuclear-free electricity generation (cp. Friedrich, 2003). Moreover, by successfully participating in the Eco Management and Audit Scheme, RITTER SPORT was the first confectionary manufacturer to organise environmental protection on an operational level in the scope of a comprehensive management system (cp. RITTER SPORT, 2009j). Concerning the procurement of its organic ingredients, RITTER SPORT complies with the key criteria of fair trade, as the company pays its farmers generally a premium of up to 50 percent over the world market price (cp. company interview, see appendix). However, RITTER SPORT has not applied for the official Fairtrade seal yet as the regulations imposed by the organisation TransFair, who assigns the seal, are perceived as too strict. For example, RITTER SPORT prefers to purchase milk powder from regional manufacturers and not from the world market at higher prices as required by TransFair (cp. Koch, 2008a). Finally, the premium purchase price ensures enhanced living conditions of the farmers as well as sustainable farming methods. Latter have a positive impact on the protection of the rain forest, as they decrease the motivation for tropical deforestation (cp. Koch, 2007; RITTER SPORT, 2009h).

3.4.4 Communication RITTER SPORT BIOs pre-launch

communications started with the companys appearance at the international confectionary fair ISM in Cologne, Germany in January 2008 when RITTER SPORT presented its organic product range to the public for the first time (cp. RITTER SPORT, 2008).
Fig. 5 RITTER SPORT BIO fair stand (cp. Abseits, 2008)

10

Since 2007, RITTER SPORT has created a huge awareness with its RITTER SPORT Freunde campaign conveying the companys revamped branding via print and TV advertising and large-size billboards in German train stations as well as a specific campaign website and corresponding social media activities (cp. RITTER SPORT, 2008). When launching RITTER SPORT BIO in April 2008, the company decided not to accompany the launch by a further extensive campaign, but to limit the offline communication on advertisements in selected sophisticated women magazines such as Brigitte or FR SIE and POS material like posters or displays. The concept and design of the BIO communication tools follow the RITTER SPORT Freunde campaign in idea and layout and are only adapted in terms of the specific claim, the green font colour and the display of the Bio-Siegel. The decision not to invest in comprehensive communication efforts was based on the inherently high product costs of the BIO range as well as on the fear of waste coverage due to the specificity of the target segment compared to RITTER SPORTs traditional broad customer group (cp. company interview, see appendix).

Fig. 6 RITTER SPORT and RITTER SPORT BIO advertisements (cp. RITTER SPORT, 2010)

Visiting the corporate website, customers find detailed information about the RITTER SPORT products such as its nutritional values as well as facts and pictures illustrating the quality chocolates manufacturing process (cp. RITTER SPORT, 2009m). RITTER SPORT BIOs sub-website provides even more background details on the organic high-quality ingredients accompanied by 11

corresponding appealing natural imagery such as close-ups of nuts or cacao plants (cp. RITTER SPORT, 2009n; company interview, see appendix). Moreover, customers find a Biolexikon with in-depth information about the sources of the raw materials, the Bio-Siegel and organic farming as well as RITTER SPORTs long-time cooperation in Nicaragua. As a special feature, RITTER SPORT has prepared the information about the procurement and the processing of the chocolates organic ingredients in the form of an entertaining demonstrative video (cp. RITTER SPORT, 2009g). In addition, the BIO website offers a video interview with RITTER SPORTs CEO Alfred T. Ritter about the organic product range as well as about the companys dedication to sustainability (cp. RITTER SPORT, 2009l). Finally, the advertising of RITTER SPORT BIOs awards attests and underlines the superior quality of the products (cp. RITTER SPORT, 2009o). RITTER SPORT BIOs online communication does not include any social media activities, for instance on RITTER SPORTs Facebook profile or Twitter blog, but banner ads on Utopia, a green German internet platform, or the Brigitte website (cp. company interview, see appendix).

Fig. 7 RITTER SPORT BIO website (cp. RITTER SPORT, 2009g; RITTER SPORT, 2009n)

3.5 Evaluation of the green product launch

3.5.1 Rsum of the company Being an owner-managed, non-public company and therefore not publishing quarterly reports, short-term returns are not of top priority for RITTER SPORT (cp. Koch, 2008b). On this account, the company is enabled to evaluate the success of its BIO range on a long-term basis, striving for a constant expansion of volumes to ensure a profitability of the segment in the long run (cp. company interview, see appendix). However, RITTER SPORT judges the launch of its BIO 12

range already today as successful and has good reason to be satisfied, looking at its market leader position in the German organic chocolate bar market with a market share of about 30 percent (cp. RITTER SPORT, 2009p). Moreover, all of its BIO products are ranked under Germanys 10 top-selling organic chocolates and have already attained a 50 percent coverage of the German food retail market (cp. company interview, see appendix; Handelsblatt, 2009). The promising start as well as the outstanding test results and awards RITTER SPORTs BIO range obtained so far have encouraged the company to launch its fifth flavour, Macadamia, in March 2009 and to intend to further extend the BIO segment in the next years, also with regard to the expected growth dynamic of the German organic food market (cp. Koch, 2008b; RITTER SPORT, 2009p).

3.5.2 Feedback of the consumers From September to November 2009, a cooperation between

RITTER SPORT and the German viral marketing platform trnd allowed 2,500 trnd partners to test the five RITTER SPORT BIO flavours with their family, friends and colleagues, to evaluate the products and also to state

suggestions for improvement (cp. trnd, 2009a).

Fig. 8 trnd project blog RITTER SPORT BIO (cp. trnd, 2009)

Comments on trnds project blog as well as on consumer rating platforms such as dooyoo, Ciao or Yopi reveal that RITTER SPORT BIO generally appeals to the mass market consumer with a potential affinity towards organic food. The natural, stimulating smell and the distinct taste of the organic chocolate are very well received with Macadamia as the favourite flavour. However, as taste is always of subjective nature, the less sweet flavour of the organic bars is also a reason for others to stick to RITTER SPORTs conventional offer. Moreover, the colourful packaging is commonly judged as appealing and suitable for the product, also due to its recyclability. The more health-conscious testers, 13

however, miss the nutrition facts on the packaging which RITTER SPORT does not indicate yet due to the limited space and considering the definition of one portion as too difficult (cp. trnd, 2009b; trnd 2009c; Ciao, 2009; dooyoo, 2009; Yopi, 2009; Hedewig-Mohr, 2008). In many cases, the (higher) price despite the smaller product size is viewed as a drawback and also as an obstacle to a regular purchasing of the RITTER SPORT BIO especially for those, who would purchase the organic alternative for taste reasons only and do not attach a great value to health and environmental benefits. Moreover, although appreciating the fact that RITTER SPORT BIO is available in conventional supermarkets instead of organic grocery stores, customers criticise the limited distribution of RITTER SPORT BIO compared to RITTER SPORTs conventional products. Another drawback for completely switching to RITTER SPORTs organic offer is the limited number of BIO flavours, comprising mainly classical ones such as Milk Chocolate or nutty flavours such as Raisins Cashew or Macadamia up to now, which do not apply to every taste (cp. trnd, 2009b; trnd 2009c; Ciao, 2009; dooyoo, 2009; Yopi, 2009). Truly green consumers, on the other hand, also value RITTER SPORT BIOs potential to support organic foods foray into the mass market and like the intensive and more natural taste of RITTER SPORT BIO, but obviously have more sophisticated demands towards organic chocolate: When purchasing chocolate, an indulgence product, the importance of environmental benefits generally outpaces the health aspect in view of the awareness and resentment about cacao farmers abject poverty and child labour. Green consumers thus miss the Fairtrade seal various traditional organic chocolate producers such as Naturata or Rapunzel come up with and which they consider more important for chocolate products than the Bio-Siegel (cp. focus group interview, see appendix; Lippki, 2009). Apart from that, they appreciate RITTER SPORTs dedication to social and ecological matters as well as its sustainable approach throughout the value chain, but feel insufficiently informed some even did not know about the companys organic range. As being accustomed to purchasing high-priced organic bars, RITTER SPORT BIOs premium price appears generally acceptable and justified to the green customer group. 14

Due to the strong resemblance to its conventional advertising approach, RITTER SPORT BIOs print appearance tends to lack an immediate identification of the products as being organic as well as credibility with green customers. The ranges website is generally perceived as modern, appealing and positively rich in facts about ecological and organic matters. However, due to a rather complicated navigation, the retrieval of the desired information proves to be rather difficult (cp. focus group interview, see appendix).

4. Conclusion
With its decision to launch an organic product range, RITTER SPORT has risen to the great challenge of adapting its conventional procurement, production and marketing approach to the demanding requirements of health and sustainability. Despite the presently still low share of organic food in Germany and the comparatively low organic affinity of an indulgence product such as chocolate, RITTER SPORT BIOs start proved to be promising: Whereas other organic ranges of conventional companies such as funny-frisch Bio Chips from Intersnack flopped, RITTER SPORT BIO has quickly gained a foothold in the green market and even became market leader within one year (cp. Handelsblatt, 2009). The reasons for RITTER SPORT BIOs success are various: First, RITTER SPORT BIO provides both (subjective) personal benefits such as high-quality organic ingredients and a superior taste as well as more far-reaching environmental benefits by ensuring a sustainable organic farming and fair conditions for its farmers. Furthermore, the companys long-time sustainable approach to its procurement and distribution as well as to its economic activities in general make RITTER SPORTs launch of an organic product more consequential and credible than other companys short-term jumping on the current eco-trend, especially for the well-informed green customer. In this regard, the companys comprehensive and appealingly designed website with in-depth facts about RITTER SPORTs wide-ranging commitment to social and ecological matters represents a good way to inform and educate the surpassingly interested and online-affine green target group (cp. Nikisch, 2008, p. 39).

15

Nonetheless, RITTER SPORT BIO also shows room for improvement in several respects: In the first instance, RITTER SPORT initiated the launch of the organic range rather out of company-internal motives such as its established cooporation with Nicaraguan farmers but largely disregarded the gaining of a deeper understanding of the target groups values and its expectations towards organic chocolate prior to the launch. However, a better knowledge of the organic-affine customer would enable RITTER SPORT to target the BIO consumers in a more purposeful way. Moreover, as RITTER SPORT already obtains most of its raw material from fair trade, the company should consider the acquisition of the Fairtrade seal resulting in being perceived as more serious and truly responsible by the organic-affine clientele. The final shortcoming refers to the fact that consumers prove to be insufficiently aware of RITTER SPORTs organic offer as well as its long-term CSR commitment. In this respect, the company has to strive for an increase of both the distribution level of the BIO range and the respective communication efforts. A comprehensive image campaign transparently conveying the companys dedication to sustainable economic management and the consequent offer of organic products, for instance by impressively showing the sustainable raw material production in Nicaragua, would help to tackle this issue and would also correspond to and emphasize the companys general superior-quality approach. In view of the pro-activity and the high involvement of organic-affine customers, RITTER SPORT should also strive for a more direct and interactive communication with its BIO customers (cp. Nikisch, 2008, pp. 3739). While the corporation with trnd in fall 2009 already represented a commendable step, the mutual benefit of a dialogue with the target group could be further augmented with the help of social media activities such as a product blog the company already initiated for the launch of RITTER SPORT Olympia in 2009. Concluding, RITTER SPORT should proceed exploiting the growing potential of the (German) market for organic food and strengthen its market leader position by a continuous extension of its organic production and offering. In view of the scarcity of high-quality organic cacao and the prospective number of followers in the market, RITTER SPORTs early move and its long-term investments in the field of sustainable farming will represent a significant competitive edge today and particularly in the years to come. 16

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ICCO (International Cocoa Organization) (2008): Annual Report 2006/07, URL: http://www.icco.org/pdf/An_report/anrep0607english.pdf [16 January 2010]

Kilbourne, W. E. (1998): Green Marketing: A Theoretical Perspective, Journal of Marketing Management, 14, pp. 641-655.

Koch, H. (2007): Grne Schokolade (23 November 2007), URL: http://www.spiegel.de/wirtschaft/0,1518,518786,00.html [19 January 2010]

Koch, H. (2008a): Bio-Revolution erfasst den Schokoladenmarkt (6 April 2008), URL: http://www.spiegel.de/wirtschaft/0,1518,544977,00.html [19 January 2009]

Koch, H. (2008b): Wir haben die unteren Lohngruppen abgeschafft (25 November 2008), URL: http://www.spiegel.de/wirtschaft/0,1518,591158,00.html [19 January 2010]

Langeland, L. (1999): On Communicating the Complexity of a Green Message Part 2: The Vigilant Market, Greener Management International, 25 (Spring), pp. 81-90.

Lippki, V. (2009): Die mit den Briefbomben on: Utopia (2 September 2009), URL: http://www.utopia.de/magazin/utopistin-vera-lippki-alias-loewenzahn-diemit-den-briefbomben [22 January 2010]

Mahenc, P. (2007): Are green products over-priced?, Environmental & Resource Economics, 38 (4), pp. 461-473.

Menhard, E. (2009): Die Ritter der Bio-Nuss in: Markt & Medien, Issue August 2009, p. 17.

Nikisch, P. (2008): Sprechen mit den Lohas in: PR REPORT, Issue November 2008, pp. 37-39.

Paradigma (2009): Homepage, URL: http://www.paradigma.de/de/Solaranlagen/Pelletsheizungen/Gasheizungen/ [20 January 2010]

Peattie, K./Charter, M. (1997): Green marketing, in: McDonagh, P./Prothero, A. (Editors), Green Management, New York, 1997, pp. 388-412.

Pickett-Baker, J./Ozaki, R. (2008): Pro-environmental products: marketing influence on consumer purchase decision, Journal of Consumer Marketing, 25 (5), pp. 281-293.

RITTER SPORT (2008): RITTER SPORT wieder auf Wachstumskurs Marktanteile im In- und Ausland weiter gewachsen, URL: http://www.rittersport.de/#/de_DE/press/article/presse_wachstumskurs/ [20 January 2010]

RITTER SPORT (2009a): Familienunternehmen Unser Leitbild, URL: http://www.ritter-sport.de/#/de_DE/company/mission/ [17 January 2010]

RITTER SPORT (2009b): Familienunternehmen Daten und Fakten, URL: http://www.ritter-sport.de/#/de_DE/company/facts/ [17 January 2010] VI

RITTER SPORT (2009c): Standardsortiment, URL: http://shop.rittersport.de/index.php?cat=c1_Standardsortiment.html [17 January 2010]

RITTER SPORT (2009d): Unser Engagement, URL: http://www.rittersport.de/#/de_DE/company/engagement/ [18 January 2010]

RITTER SPORT (2009e): Geschichte, URL: http://www.rittersport.de/#/de_DE/company/history/ [18 January 2010]

RITTER SPORT (2009f): Der erste quadratische Bio-Juwel (2 March 2009), URL: http://www.ritter-sport.de/#/de_DE/company/news/news_bio_macadamia/ [18 January 2010]

RITTER SPORT (2009g): Neu. BIO von RITTER SPORT, URL http://www.ritter-sport.de/#/de_DE/bio/ [18 January 2010]

RITTER SPORT (2009h): Unser Engagement in Nicaragua - Die KakaoKooperation. http://www.ritter-sport.de/#/de_DE/quality/article/bio_nicaragua/ [19 January 2010]

RITTER SPORT (2009i): Bio-Schokoladenmasse Massenweise Bio-Zutaten, URL: http://www.ritter-sport.de/#/de_DE/quality/article/bio_schokoladenmasse/ [19 January 2010]

RITTER SPORT (2009j): Innovation Schwaben sind passionierte Erfinder, URL: http://www.ritter-sport.de/#/de_DE/quality/article/innovation/ [20 January 2010]

RITTER SPORT (2009k): Alfred Ritter Ein Name mit Tradition, URL: http://www.ritter-sport.de/#/de_DE/quality/article/alfred/ [20 January 2010]

RITTER SPORT (2009l): Interview mit Alfred T. Ritter, URL: http://rittersport.de/#/de_DE/quality/article/bio_interview/ [20 January 2010]

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RITTER SPORT (2009m): Produkte, URL: http://rittersport.de/#/de_DE/treadmill/ [20 January 2010]

RITTER SPORT (2009n): Produkte BIO 65g, URL: http://www.rittersport.de/#/de_DE/bio/products/ [20 January 2010]

RITTER SPORT (2009o): Die RITTER SPORT BIO-Schokoladen Ausgezeichnete Qualitt., URL: http://rittersport.de/#/de_DE/quality/article/bio_test/ [20 January 2010]

RITTER SPORT (2009p): RITTER SPORT verbessert Betriebsergebnis (March 2009), URL: http://rittersport.de/#/de_DE/press/article/presse_rittersport_umsatzzuwachs/ [20 January 2010]

Schokolade Blog (2008a), Fllhorn Feine Bitter Orange (4 March 2008), URL: http://www.schokolade-blog.de/fuellhorn-feine-bitter-orange [18 January 2010]

Schokolade Blog (2008b), Sarotti Bio Schokolade (26 January 2008), URL: http://www.schokolade-blog.de/sarotti-bio-schokolade-zartbitter-mit-70-kakao [18 January 2010]

Sbihi, A./Eglese, R. W. (2007): Combinatorial Optimization and Green Logistics, A Quarterly Journal of Operations Research, 5 (2), pp. 99-116.

Schulz, W. F. (2008): Megatrend Nachhaltigkeit. Marktpotenziale von LOHAS & Co., Universitt Hohenheim, Vortrag im Rahmen der Jahrestagung des Umweltausschusses des Vereins fr Sozialpolitik, 25 April 2008, Hohenheim

Sheth, J. N./Sisodia, R. S./Sharma, A. (2000): The Antecedents and Consequences of Customer-Centric Marketing, Journal of the Academy of Marketing Science, 28 (1), pp. 55-66.

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Shrum, L. J./McCarty, J.A./Lowrey, T. M. (1995): Buyer Characteristics of the Green Consumer and Their Implications for Advertising Strategy, Journal of Advertising, 24 (2), pp. 71-82.

Straughan, Robert D./Roberts, J. A. (1999): Environmental segmentation alternatives: a look at green consumer behavior in the new millennium, in: Journal of Consumer Marketing, 16 (6), pp. 558-575.

Smegg, A. (2008a): Swaren-Hersteller drngen in den Bio-Markt (30 January 2008), URL: http://www.sueddeutsche.de/wirtschaft/719/431470/text/ [19 January 2010]

Smegg, A. (2008b): Ritter erfllt sich seine Vision der Bio-Schokolade (3 April 2008), URL: http://www.welt.de/welt_print/article1865654/Ritter_erfuellt_sich_seine_Vision_ der_Bio_Schokolade.html [19 January 2010]

trnd (2009a): Projektinfos RITTER SPORT BIO, URL: http://ritter-sportbio.trnd.com/projektinfos/ [19 January 2010]

trnd (2009b): Projektblog RITTER SPORT BIO (September 2009), URL: http://ritter-sport-bio.trnd.com/2009/09/ [19 January 2010]

trnd (2009c): Projektblog RITTER SPORT BIO (Oktober 2009), URL: http://ritter-sport-bio.trnd.com/2009/10/ [19 January 2010]

Viviani (2010): Produktsortiment Tafeln, URL: http://vivani.de/shop/index.php?cat=c1_Tafeln.html [18 January 2010]

WWF (2006): "komanager des Jahres" von WWF und Capital (22 November 2006), URL: http://www.wwf.de/fileadmin/fmwwf/pdf_neu/Oekomanager06_Gewinner.pdf [19 January 2010]

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Yopi (2009), RITTER SPORT BIO, URL: http://www.yopi.de/index.php?template=search_result&search_mode=basic&log= 1&search_string=RITTER+SPORT+BIO&cat_id= [16 January 2010]

Appendix

Key questions of the case study based on critical success factors of green marketing
1. Market research Did the company do an in-depth market segmentation in order to truly understand needs and wants of the target group before the launch? 2. Product/service features Do the products/services key features have a positive effect on either health, the environment or both? 3. Product/service performance Is the (perceived) performance of the green product/service better or worse in comparison to the companys conventional products? 4. Product/service benefits Does the product satisfy both personal demands for performance or safety et al. and environmental needs? 5. Price How is the product/service price positioning compared to the companys conventional and competitive products? Is the price perceived as fair by the consumers? 6. Distribution Does the company succeed in establishing environmentally friendly and sustainable procurement and distribution systems? 7. Communication strategy a. Is the media selection appropriate for successfully accessing and attracting the green consumer? Is the amount of information delivered sufficient? b. Are the communication measures intensive and persuasive in order to overcome the consumers gap between pro-environmental values and actions? c. Does the communication support an easy identification of the XI

product/service as being green? d. Does the advertisement show both informative environmental claims and natural images in order to induce both a cognitive and an emotional appeal? 8. Communication of credibility, reliability and trustworthiness Is the companys behaviour perceived as credible, reliable and sustainable by successfully establishing and communicating a. b. c. d. care and empathy for the environment competence and expertise openness and honesty dedication and commitment?

9. Evaluation of the green product/service launch Has the green product/service overall succeeded in a. b. satisfying the customers? meeting the financial/sales objectives?

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Company Interview
Documentation of the interview with Ms. P. Fix (Press Relations Officer, Alfred Ritter GmbH & Co. KG) Berlin, 21 January 2010

Did RITTER SPORT conduct an in-depth market research prior to the launch of the BIO range? Yes, of course. We do market research studies for all of our products. We only launch products that are well perceived by our surveyed consumers and meet certain benchmarks.

Which benchmarks? Sorry, but that is confidential.

How would you define the target group for the RITTER SPORT BIO range? Would you describe them as rather pro-active green consumers? No, we rather target green-affine consumers. If we would target green consumers acting very strong according to their green values, they would not find our products in their preferred green shopping locations, such as special green supermarkets. We are a volume manufacturer and have difficulties to launch our products other than in conventional super markets.

What is the age of your target group? Between 25 and 40 years.

How would you describe your product strategy? First of all, we have a clear competitive advantage with our unique chocolate fillings, which is a general unique selling proposition of RITTER SPORT chocolate. But in particular our ingredients are special, as our processed organic raw materials are very hard to get. There are also always certain difficulties attached to the organic ingredients, such as preservability. Moreover, in the course

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of our market research studies we found that nuts are especially popular among organic-affine consumers, an ingredient we obviously focused on.

How would you describe your distribution strategy? As already mentioned, we find it difficult to have our products listed in organic supermarkets. They usually dont list any volume manufacturers like us.

Would you evaluate the launch of the BIO range as a success? Yes! Despite the distribution level of 50 percent in the German food retail market we are very proud of, we have to say that the organic segment is still very small, quasi a niche. However, as we plan to expand our BIO portfolio, you can see that we definitely evaluate the launch as a success.

Is the organic range already profitable? Profitability is not the key point for us. We are a volume manufacturer. So we hope to realize a continuous increase of organic chocolate sales in terms of volume. Overall, we simply aim to increase the total quantity, so that the organic range achieves profitability in the long term.

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Documentation of the interview with Mr. T. Seeger (Executive Press Relations Officer, Alfred Ritter GmbH & Co. KG) Berlin, 27 January 2010

Did you launch the BIO range in Germany only? No, we launched the range in all our German-speaking markets,

What is RITTER SPORT BIOs market position today? We are the market leader, holding a market share of 30 percent.

And who is your key competitor? Sarotti, who already launched an organic chocolate range in 2006? No, Sarotti is not a key competitor for us as it is not a volume manufacturer as we are. We actually dont really have any big competitors. All our competitors are small-sized manufacturers.

So you hold a unique position in the organic chocolate market among volume manufacturers? Yes, we do.

What is the share of the BIO line within the total RITTER SPORT production? Its still rather small, only about 1 percent.

Your colleague stated that you conducted some market research studies prior to the launch. Can you give us some details about these studies? No, sorry, I cant. That is confidential.

Did you test only the product itself or did you also research values and expectations concerning organic products among the surveyed people? Well, RITTER SPORT chocolate is a product people consume because they want to indulge themselves. The challenge we faced was that people usually connect organic food with less enjoyment. As we aim to offer a high level of product XV

enjoyment also for our BIO range, we put the research focus clearly on the products enjoyment potential and sensory factors.

So you tested the products prior to the launch? Yes.

But you did not test values or expectations regarding organic or green issues? No, we didnt.

What is the profile of your conventional target group and what is the profile of the consumer you target with the BIO products? Well, as we have a very broad portfolio, RITTER SPORT is clearly for everyone and of every age. However, concerning our organic range, it is rather aimed at women as they tend to be more conscious about what they eat. Also, we found in our market research studies that they prefer smaller sizes for their RITTER SPORT chocolate bars, which is why we launched a 65g bar for our BIO products.

Do you address your existent consumers with the new range or do you aim to win new organic-oriented consumers? Of course, we are always happy to win new consumers!

When did RITTER SPORT have the concrete idea to launch an organic product range? This was around the turn of the millennium.

And when did you start with the actual preparations for the product launch and the marketing mix? Around 2006.

How is the RITTER SPORT BIO positioned in terms of price, also compared to your conventional chocolate range? For RITTER SPORT BIO, a 65g bar, we recommend a retail price of 0.99 euro, for our conventional 100g bars a retail price of 0.85 euro. XVI

Which reasons does RITTER SPORT state for this price difference? We have to sell our BIO products at a higher price due to the considerably higher purchasing price of high-quality organic ingredients a result of the scarcity of the organic raw material compared to our conventional ingredients. We hope that our clients value RITTER SPORT BIOs superior benefits and quality as well as the distinct taste and therefore accept the premium.

Do pay a price premium only for the cacao farmers in Nicaragua, or also for the farmers in Ecuador, Peru and the Dominican Republic who also produce the organic cacao? We only found information regarding the Nicaraguan farmers. Well, you find mainly information about the situation in Nicaragua, because there is the focus of our special commitment we pursue since the project Cacaonica was initiated, in 1990. But in general, RITTER SPORT is always looking for the best quality available, which is why we are willing to pay the famers a price premium so that they are motivated to grow high-quality cacao.

So not only the farmers in Nicaragua get a price premium above the world market price? No, every farmers we have trade relations with.

What is the distribution level for the BIO range? Its around 50 percent.

Regarding your distribution strategy, do you have any selected key accounts? No. In Germany, there are only a few but very big supermarket chains. So we try to get RITTER SPORT BIO listed in all of their outlets. However, we do not approach discounters.

What was/is your communication strategy for RITTER SPORT BIO? Due to the inherently high product costs of the BIO range as a result of the expensive raw material and the necessary adaptions of the production process as well as due to the fear of waste coverage because of the limited size of the

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organic-affine target group, we decided to keep the communication efforts for RITTER SPORT BIO rather low. With regard to offline measures, we run advertisements in selected sophisticated women magazines such as Brigitte or FR SIE for several weeks and provided some POS material such as posters or displays. Referring to the online communication, we created a specific product website as part of our revamped web presence which was launched shortly before the BIO launch. This RITTER SPORT BIO sub-website provides a lot of details about the organic products, the production process and several background information about our ecological commitment. Thereby, we aim at giving our interested customers a good insight into our activities.

What about social media involvement? At the moment, we do not run any social media activities for BIO. However, what we did were banner ads on relevant websites such as Utopia.de or Brigitte.de, for example for our RITTER SPORT BIO Organic angel or pleasure lout? online sweepstake we run during the last months.

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Focus group interview

Documentation of the qualitative discussion with ten green consumers (selected relevant statements) Berlin, 24 January 2010

Introduction Which is your primary intention when buying organic food, chocolate in particular? Are you motivated by self-interest health reasons, by the desire to do something good for the environment or based on both concerns? Both. Might be both, but fair trade is definitely a very relevant criterion for me. For me, when it comes to organic chocolate, environmental concerns are dominant. When buying other food, health benefits are of course very important, but I expect that chocolate is not a healthy product anyways.

RITTER SPORT, commonly known as a producer of conventional chocolate products, offers a RITTER SPORT BIO range comprising five flavours (Raisins Cashew, Almond Slivers, Milk Chocolate 35% and Fine Extra Dark Chocolate 60%) made of organic ingredients since April 2008. Although being a mass market company, RITTER SPORT has a long tradition of ecological and social commitment, e.g. supporting fair and sustainable farming in Nicaragua or investing in renewable energies. Were you aware of RITTER SPORTs BIO range? I might have seen it once. No. I was aware that RITTER SPORT is somehow dedicated to sustainability, but havent known about their organic range so far.

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Do you appreciate RITTER SPORT to make a foray into the organic market? Why or why not? Yes, definitely. Its a good sign that green food is becoming more and more popular. If it is not just greenwashing, of course. Companies in general should take more responsibility for their consumers, the workers in the production and the effect of their products on the environment. RITTER SPORTs organic range is a good step, but there is of course more to be done. Yes, I do and I hope that many more conventional companies will follow. Yes, I think its a good move. I like the fact that organic food becomes more and more cheaper and easier available, that I can buy it at my supermarket and not only in special grocery stores.

Have you ever tried RITTER SPORT BIO? No, never.

Product You have now the possibility to try both RITTER SPORT BIO milk chocolate and the traditional RITTER SPORT milk chocolate. How do you assess the taste of the organic bar in comparison to the conventional bar? I really like the organic bar it is more smooth melting and less sweet. I definitely taste a difference. Yes, I also like the taste of the BIO one, the natural flavour Im used from other bars from traditionally organic brands such as Alnatura, Rapunzel or Naturata. The organic bar definitely tastes more intense, more like cacao and less like sugar. It is really delicious. For me, there is not too much of a difference but yes, the flavour of the organic bar is somewhat stronger.

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After testing both bars, would you ascribe a higher quality to the organic product than to the conventional one? Yes, I would because of the more intense flavour. Somewhat, yes.

Would you assess RITTER SPORT BIO as easily identifiable as an organic product? Yes I would, because of to the Bio-Siegel. At first sight, not really. The two-coloured packaging which looks different to RITTER SPORTs conventional bars was the first thing to catch my eye, but I wouldnt have assumed that it is an organic product. From my point of view, the Bio-Siegel has to be larger to be more striking.

RITTER SPORT BIO does not have a Fairtrade seal yet many traditional organic chocolate manufacturers come up with. Would you appreciate it if RITTER SPORT obtained a Fairtrade seal as well or is that irrelevant to you? Definitely. I am used to the Fairtrade seal from many organic brands I buy and I would really appreciate if RITTER SPORT BIO would come up with it as well. For me, it would be sign of a 100 percent dedication to sustainability and also increase the companys credibility and popularity as a provider of organic products. Of course, for me it would be even more relevant than the Bio-Siegel. After all you hear about the often miserable conditions of cacao production, I really value if a company is committed to fair trade and it is also an important criterion for my buying decision. Yes, just recently, I have read about child labour on cacao farms. Therefore I think fair trade is a very crucial point.

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Price RITTER SPORT BIOs 65g bars are priced at 0.99 Euros, whereas the conventional RITTER SPORT 100g bars are available for 0,85 Euros. Bearing in mind the organic ingredients and having tasted both bars, do you agree to the higher price of RITTER SPORT BIO, is it justified in your eyes? Totally, it is still below 1 euro and I think thats totally acceptable for an organic product. I would pay it, as you really taste a difference. I think so, but I would like to learn more about the reasons for the price difference. A price of 99 Cents for an organic chocolate bar is definitely okay, I have seen much higher prices in organic grocery stores.

Distribution RITTER SPORT pursues a sustainable approach throughout its entire value chain. Is that of importance or is that irrelevant to you? Of course I appreciate that RITTER SPORT apparently has a more comprehensive approach to sustainability than just the production of the ingredients. I havent known that up to now, but it is definitely a good thing that they do it. I think thats very commendable. Why dont they communicate this fact more, maybe on the packaging? I havent heard about this fact either.

Communication Here you see a copy of RITTER SPORTs print advertisment for BIO. Does it appeal to you? Do you think it is well suited for a green product? In general, I like it. However, I wouldnt realize at first sight that it is an ad for a new, organic bar as it looks very much like RITTER SPORTs common communication, except for the Bio-Siegel on the upper edge. Yes, me too. Its a bit too mass-market in my eyes.

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You are right. Maybe they could focus more on the organic ingredients and provide additional information, for example about the production.

Now we take a look at RITTER SPORT BIOs website. How do you evaluate the brands web presence? Are you able to (easily) find the information you are looking for? I like the amount of information I find on the website. I really get a good insight in what they do and learn more about facts I havent been aware of. The video about the sourcing of the ingredients is very entertaining as well. They really did a good job with this website, the bright colours and the design in general are very appealing. However, navigation is rather hard and finding the information Im looking for, the nutrition facts for example, somewhat timeconsuming. They should improve this aspect, maybe with a fixed navigation bar. In general, I like the appearance of the website, it looks very fresh and modern. However, the amount of information might be even a bit too high. They could focus a bit more in this respect as I hardly have the time to read through all the different articles. I also find the navigation a bit confusing, not very logical in my eyes. I am also positively surprised by the modern look, very in line with their other communication measures. Although appreciating the idea of the Biolexikon, it proves to be different from what I expected more a collection of articles than a real encyclopaedia. But nevertheless, I like the information they provide, really interesting facts.

RITTER SPORT is dedicated for social and economical responsible activities for years. Have you been aware of that? If yes, would you assess the companys commitment as credible? No, I havent so far. Possibly I guess Ive heard or read it once, but have no clue to which extend or what they do in detail respectively. So its hard to judge their credibility. But in general, I have a trustworthy impression of the company.

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I knew that the company is committed to sustainability and really appreciate that. I also would like to find out more details on their activities to be actually able to judge the credibility of their efforts. But from what I have learnt about them yet, I would evaluate them as trustworthy, also due to their long tradition and their general approach and advertising.

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