Kool Aid : An Example Of The American Dream Coming True

Kool-Aid, a brand that offers flavored drink mix owned by Kraft Foods is part of the soft drink industry. Three main players control the soft drink industry and they are Coke (42.8%), Pepsi (31.1%), and Dr. Pepper Snapple Group (15%). First of all, a soft drink is defined as any drink that contains water, but not alcohol. This includes soda, juice/punch, energy drink, tea, sports drink, and water. There are more than a thousand different soft drinks in the U.S. market, and among the one thousand variety of drinks, the three main players offer about 400 of them (40%). Since the three dominant brands pretty much control the market, most of the small players compete by offering inexpensive drinks that are often only sold in particular retail chain such as Sam’s Choice and Shasta Beverages. They also compete in the newer category of soft drinks such as tea and energy

One of the advantages that Kool-Aid has over the dominant players is its portability and easiness of distribution. Since Kool-Aid was invented for the purpose of reducing shipping cost and comes in small packets or tubes, it is extremely cheap to ship compared to the bottled and canned drinks that most of the soft drink companies are offering. It also does not take up space and therefore reduces space and cost for the retail stores to display Kool-Aid in the store. The distribution advantage is there, so Kool-Aid’s main focus should be creating demand and to be on consumers’ consideration set in order to compete with the dominant players in the juice/punch category. However, multinationals such as Coke and Pepsi are also very profitable in the concentration category by selling their products through fast food chains and convenient stores, which allow them to be profitable in both as bottlers and concentration producers. In order to compete with companies like Coke and Pepsi, Kool-Aid needs to offer “ready to drink” products that are bottled or

This assignment reviews the background, analysis of the marketing environment, SWOT analysis, segmentation, targeting and positioning strategies, and the marketing mix (4Ps) of Nestlé. At the end of this assignment we will discuss some recommendations for Nestlé.

Our branding strategy is to enter the market by carving a new niche of protein-enriched energizing sports drinks. Our objective is to educate consumers about the new drink, as well as to make a profit and gain market share in the industry. We hope that by

Dr. Pepper/Seven Up, Inc. is the company which produces the brand Squirt. “Squirt is a caffeine-free, low sodium carbonated soft drink brand with a distinctive blend of grapefruit juices that gives it a tangy, fresh citrus taste. Squirt is the best selling carbonated grapefruit soft drink brand in the U.S.” (Kerin and Peterson, 2010) Kate Cox, the brand manager responsible for Squirt believes that market targeting and product positioning are key elements in Squirt’s advertising and promotional plan development. This case study will provide a summary and analysis of Dr. Pepper/Seven Up, Inc.’s options and the examination into the company’s strengths, weaknesses, threats, and opportunities.

Technical Resources – Kraft Food’s ingredients are definitely a standalone production within the Kraft family. A subsidiary to the Kraft Foods Group and a leading company itself with revenue in excess of $19 billion, the Kraft Food Ingredients are well positioned to meet consumer ingredient needs. They are a leader in amongst ingredients suppliers; their overall focus is in research and development, marketing, operations, culinary, manufacturing, sales & customer service and finance. (KFI)

The case focuses on Kellogg’s Special K brand and considers how the marketing of this has changed over time. Marketing is not static – it must be developed as market conditions and customer expectations change.

For any product to be successfully marketed the company must first understand the environment in which they will be marketing their product. Companies must market their products in a way that draws in consumers to purchase them. The energy drink industry was able to do this by making people feel that they need this product in order to make it through their busy schedules. They not only marketed the product to college students, young parents, busy professionals, but also to athletes. This paper will talk about how the energy drink industry was able to adapt to their environment and market their product throughout economic changes and lifestyles using core competencies.

McDonald’s is a globally known fast food company that aims particularly to young audience hence all their commercials are mainly about happy meals with toys for children. The impact of television advertising for children, especially for food companies, have impacted them emotionally, and affected their health and dietary habits. This has been a concern for three reasons: children watch too many hours of television, commercials are continuously repeated, and children lack to distinguish commercials from program content. Advertising on television and on the internet are the most effective ways to reach the directed audience for food companies. Market researchers have found that package design, typefaces, pictures, and content are most likely to catch the attention of the children audience (Collins 31). Food companies view school children as an exceptional marketing economy. Food companies mainly put their logos on items children often use such as, toys, games, clothing, and school supplies. Advertising on television and on the internet

When launching into this industry the new product needs to be admired by consumers, retailers and wholesalers. The advertising campaign must be able to convince merchants and retailers to stock the new brand. With the existence of Coca Cola, Pepsi and Cadbury Schweppes the new brand will have to compete for shelf space. These top competitors have already established a strong image in the customer’s mind. Merchants or retailers will acquire many risks in dedicating shelf space to the new brand. Therefore, the new brand or product must be able to provide compensation for space.

The aim of this project is to evaluate the marketing strategy of Cadbury 's Dairy Milk.

Successful marketing requires identifying, analysing, and understanding individuals of a target market, and then catering to them through specialized advertising and promotion methods. Fayemelle’s target audience are people aspiring to live a healthier lifestyle, without depriving themselves of delicious indulgences such as cupcakes. These people are very health cautious, however, they are not afraid to have cheat days, or find ways to make the foods they love more healthy and enjoyable. While ‘health-cautious’ people may be a broad choice for a target audience, it is also a market that can easily be segmented for more effective marketing efforts. For example, while as a company, Fayemelle’s would prefer to profit from all demographics groups, they have have chosen one group that it feels will benefit most from the services offered through Fayemelle’s products. The ideal age for an individual Fayemelle’s markets towards is around 25-50 years old, as this age group is typically more concerned with the condition of their health as they age. In addition, one is able to stretch the criteria of a health-cautious even more by establishing the types of foods they like to eat. Common choices are fat-free, organic, gluten-free, or low carbs. Fayemelle’s is able to incorporate the needs and wants of this demographic through its Ditch the Sweets Cupcakes. In addition to the cupcakes’ low sugar, Fayemelle’s also offers a flour-free variety to appeal to those wishing to eat

very specic advertising campaigns from Coca-Cola in dierent time periods we explore the relation

In 1989 Cadbury Schwepps, PLC was one of the world’s largest multinational firms. Worldwide beverage sales were at 60%, with Cadbury Schwepps, the maker of Crush Orange, being 3rd largest behind Coke and Pepsi. This status occurred through strategic focus on the brand and a broad expansion of products including club sodas, seltzer and ginger ale. The positioning of crush in from 1987-1989 was geared toward a market of teens, age 13-29. This comes from the results listed in Exhibit 13. The market share for this time period was 14% in 1987 and saw a decline in 1989 to 8%. The entrance of competitor’s products, Mandarin Orange Slice and Minute Maid Orange would be the cause of this decline, with Coke and Pepsi Co entering the market. According to Exhibit 6, in 1989 Crush would lead the case volume sales for regular soft drinks at 71.3%, however they were behind Mandarin Orange Slice and Minute Maid Orange in the diet category. To boost positioning my recommendation would be to focus on the three major industry structures, concentrate producers, bottlers and retail outlets. The Orange Crush product should be geared to families. According to the case study, the majority of supermarket sales were married women with teen age children. That being established, producing an

This broad positioning was designed to enable growth into a variety of market segments. Red Bull´s advertising did not specify any consumption occasions, which further facilitated an elastic positioning. 2.3 Marketing concept applied to the first launches • • For the launch in California, US, Mateschnitz hired students to drive around in liveried Minis with a Red Bull can on the roof to promote the drink1. Red Bull created strategic programmes to attract post-secondary students by providing those free cases of drink and convincing them to give parties and targeting club goers by stocking Red Bull at night clubs. The company promoted the Red Bull brand directly to Generation Y, people born after 1981 who were believed to be cynical to traditional marketing strategies. Recruiting of “student brand managers” who would be used to promote Red Bull on university campuses. The first marketing trials failed. The respondents did not like the taste, colour or the “stimulates mind and body” concept. Mateschnitz used this “failed” trials to be basis for their marketing strategy. In this he meant that Red Bull was not selling a beverage but selling a “´way of life”. “Red Bull will give you wiiiiings…..” Red Bull needed to be enjoyed in the right context, where an energy boost was needed. One effective brand builder was a rumour circulated that the taurine used in the