Objectives 8 Budgeting 8 Strategy 9-10 Execution 10-11 Evaluation 11-12 References 12 ------------------------------------------------- Executive Summary The Kool-Aid brand has faded as the market has become flooded with various choices of sodas, waters, energy drinks, packaged and powdered sports drinks, and a myriad of other options. Our goal is to bring back this brand which was once at the heart of teen popular culture. We will focus on bringing two new products to the Kool-Aid lineup: sugar-free
The Kool-Aid brand has been successful in marketing in a competitive industry. Our goal is to identify the brand evolution. Kool-Aid adopted a new image with new flavors to attract its target market: the youngest and to be able to sell their product better than its competitors. But, the target market is not only the youth people; the company focus its products to many other factors as the sports population. This paper explains the history of the product and evolution through the history and how
Pricing Strategy and Channel Distribution Pricing Strategy and Channel Distribution Determine and discuss a pricing strategy (Penetration or Skimming). The pricing strategy for Crystal Light Kicks will eventually be in line with current pricing of other Crystal Light products as the Crystal Light brand is already in existence. Current Crystal Light pricing is at a suggested retail price of $2.56 oz for a 1.4 oz package ($3.54) that includes 10 on the go packets and $1.25 oz for a
Director; Jane Houston, General Counsel; Matt Conrad, Advertising and Marketing Director; Michael Mudd, Obesity Strategy Director From: Alex Murray, Communication Director Subject: Advertising campaigns led to increase in child obesity In response to critic about targeting children under 12 in advertising unhealthy food which lead to the increase of childhood obesity, Kraft announced not to advertise products like Kool-Aid beverages, Oreo and Chips Ahoy cookies to children under 12 last month
more accessible. For the company to remain successful in the long-term, though, they must ensure that they constantly restrategize and energize their products to suit the needs of the customers, to expand sales capabilities, and to ensure new marketing strategies (kraftfoodgroup.com). The core values that guide Kraft are intangible, but have tangible outcomes if used in an organization manner: to inspire trust, to have employees act like owners, to keep it simple, to be open and inclusive, to be truthful
called to sell what we called “SENSATIONAL CUPS”. The cost of food back in the 70’s and 80’s was not as high as it is now. I realized I was being taught entrepreneurship. Sometimes we have to use what we got to get what we want and EVERY HOUSEHOLD had KOOL-AID! In my research I learned Sensational Cups had different names. Some referred to them as Freeze Cups, Frozen Cup, Hucklebuck, Cold cup, and Huck- a- Buck to name a few. During the summertime this cold ice cup was a kids best friend. They were sold
GM Saturn Case Study Ron Rubinstein Strategic Marketing Management course NYU SCPS Fall 2005 Key Issues  How (whether) to revive a faltering brand after impressive initial success in early 90s.  How to regain competitive advantage after loss of momentum, and failure of initial business strategies to sustain long-term sales growth.  How to penetrate wider demographics (younger, male)  How (whether) to penetrate foreign market Key findings: Environmental/General
Dietrich Mateschitizin was quoted in the case study, he says that “if we don’t create the market, it doesn’t exists,” this quote parallels with Red Bull as a whole. Starting in the 1980s Red Bull used abstract marketing strategies involving differentiation, “word of mouth”, and buzz marketing to popularize the product instead of using a traditional approach by launching their product and waiting to integrate it into mainstream media. Red Bull thrusted itself into communicating with its customers and
when I simply cannot decide between sweetened iced tea, and unsweetened iced tea, but offering me a third option (that is most similar to one of the sweetened levels for example, ¼ sweet tea mixed with ¾ unsweet) to aid my decision making process has been a well-documented marketing strategy for years. Introducing a “decoy” (or dominated alternative) helps consumers narrow their focus on the simpler choice. However, choosing sweet tea may involve giving up the fewer-calorie-healthier-for-me option found
when I simply cannot decide between sweetened iced tea, and unsweetened iced tea, but offering me a third option (that is most similar to one of the sweetened levels for example, ¼ sweet tea mixed with ¾ unsweet) to aid my decision making process has been a well-documented marketing strategy for years. Introducing a “decoy” (or dominated alternative) helps consumers narrow their focus on the simpler choice. However, choosing sweet tea may involve giving up the fewer-calorie-healthier-for-me option found