Snapple

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

Gatorade is a flagship brand of PepsiCo and has a commanding 75% market share of the sports nutrition beverage marketplace globally, being sold into 80 different countries according to the latest PepsiCo annual report published in late 2011. Gatorade's success in branding and product marketing has actually expanded the global market for sports nutrition beverages during the late 1990s and into the 21rst century. Recently however the company has faced many channels including product line extensions of the last decade which failed to deliver strong results (Pollack, 1997) and a more critical analysis of their ingredients as many of their beverages are sold in public schools (Tallon, 2009). Despite these challenges however, Gatorade continues to experience strong market share and growth. The intent of this analysis is to evaluate and provide recommendations for each of the four areas of the marketing mix including product, price, promotion and place or distribution.

Snapple is positioned as a premium brand. The premium product that is “available to anyone”. Being so in 1993, the price is still remains a luxury. With the purchase of Snapple, Cadbury became a leader in non-carbonated premium New Age beverage. (Plus, as was discussed during the lecture, a product can’t set the price smaller than the whole company, so there is no way that Snapple will have not a premium price being a part of Cadbury).

As the US national debt nears $20 trillion, government programs are being looked to be cut, one of those being the SNAP program. SNAP is a federal program which offers nutrition assistance to low income families, by use of food-stamps, while also providing economic benefits to communities (“Supplemental”). SNAP is the largest program in domestic hunger safety (“Supplemental”), the Food and Nutrition Service (FNS) works with nutrition educators, faith based organizations, and neighborhood organizations to help those eligible for the SNAP program make informed decisions about applying (“Supplemental”). The FNS also works with the retail community and State partners to improve the program’s integrity and administration (“Supplemental”). The SNAP

Federal policy changes of requirements and calculations of benefit level have played a significant role in the rate changes of SNAP take-up over time. In 1978, the rate of SNAP participation among eligible households was 37.8%, a 5.2% increase in participation from 1976. This increase corresponds with the 1977 SNAP policy changes and federal standardizations across states.

The Government tries to tell people what that they can and cannot do when it comes to food stamps. This is not fair to the people who use SNAP Assistance clearly telling people what they can and cannot buy with SNAP Assistance is nonchalant. The United States government should not be able to tell people what they could buy with their SNAP because it is unconstitutionalize. SNAP Assistance is a government controlled program that helps low-income Americans put food on the table, providing benefits that are timely targeted,and temporary. SNAP beneficiaries receive what looks like a debit card, with which they pay in supermarkets. Ways you can get food stamps are; Current food stamp programs have little work required as a condition of assistance, encouraging the relatively well off the system and those in head to remain in poverty The Nutrition Assistance Program is targeted at our

I called to Sheavon, she stated did not understand why she received a denial notice sating she is OVI for SNAP with the income of $6500.00.

Twenty-seven individuals were surveyed to determine for how many months do they use SnapChat in comparison to their age and if there is a relationship between age and usage of social media apps such as SnapChat. A Pearson’s analysis revealed a moderate negative correlation, r= -.38. Age does have a relation with the number months individuals used SnapChat, as confidence level in our testing is .049, which is lower than 0.05. The results are reported in Exhibit 1.

According to Exhibit 5, from 1985-1989, Orange crushes’ market share decreased from 22% (1985) to 8% (1989), this data shows that prior to the entrance of Coca Cola’s Slice and Pepsi’s Minute Maid, Orange Crush had more of the market share which at the time, they were positioned toward groups between the ages of 13-40. Since 1985, Crush repositioned itself to target individuals between the ages of 12-17.

Gatorade has emerged as the global leader in sports nutrition beverages by continually managing their brand to signify high energy, athletic excellence combine with one of the most efficient new product development and introduced processes in the beverage industry. As a result of being able to consistently synchronize these many components of their business so well, Gatorade today holds a 75% market share in the sports nutrition market globally today. Gatorade is owned by PepsiCo, which has made it possible for the company to sell in 80 countries today. Gatorade relies heavily on the PepsiCo distribution and retail network globally. Gatorades' revolutionary approach to managing branding for beverages has served to increase the total market size for this product category globally (Huang, Sarigöllü, 2012). Despite the continued widespread adoption of Gatorade as a healthy energy drink, the company has encountered resistance to its brand and the ingredients used for creating the many variations of Gatorade energy drinks (Tallon, 2009). Despite these setbacks the Gatorade brand continues to experience exceptional growth and stability over time.

Marketing executives at Cadbury Beverages, Inc. want to re-launch the following brands: Crush, Hires, and Sun-Drop soft drinks. However, Cadbury has seen several challenges arise in the eve of their next attempt to lead the market. Senior marketing executives decided to focus generally on the Crush brand of fruit flavored carbonated beverages. The key issues that were foreseen by Cadbury executives were the rejuvenation of the bottling network, figuring out brand equity, and develop new positioning. Lastly, there are numerous opportunities available for Crush to take advantage of that which

By 1990s Snapple emerged as a nationally recognized brand.. With the combination of a unique product and package design and colorful advertising the company achieved nationally recognized brand. Later Snapple went through several management system and owners.

The strategy was to integrate Snapple’s entrepreneurial culture but manage the brand with a corporate perspective. This included cutting ties with Snapple’s eccentric spokespeople and transitioning the brand from fashion to mainstream and lifestyle. Also, Snapple’s distributors should only supply cold channels (with Snapple and Gatorade) whereas Quaker would integrate Snapple in its distribution to warm channels.

From 1972-1993 Snapple Fruit Juice Company flourished while many startup premium fruit drinks struggled and, in many cases, failed. In fact, most of Snapple's successful competitors during this time were sold to larger distribution companies allowing Snapple to create a Brand image and distribution alliance for the "smaller guy." They were a cult classic, promoted by loud, brash promoters like Howard Stern and Rush Limbaugh who had huge followings of independent, "stick-it-to-the-man" listeners. Snapple also created the legend of Wendy Kaufman, a former truck dispatcher and employee of Snapple. She was an instant success with the kind of style and attitude that matched Snapple's independent image. As the product began

Other key marketing mix failures that affected Snapple in the Quaker era fall under the promotion and product umbrellas. Quaker did not follow regular advertising schedules, ceased Snapple’s partnership with Wendy Kaufman, and beside reducing the numbers of flavors available, was also unable to introduce new ones quickly enough. The started selling the product in larger sizes (32 and 64 ounces bottle), but this initiative was another flop: bottles of that size were suitable for Gatorade, not for a leisure beverage like Snapple, customers simply would not buy it. These choices elicited negative response in consumers who stopped perceiving Snapple as a funky and fashionable brand; the beverage’s healthy reputation was damaged too. It is rather clear that Quaker’s executives did not fully understand the Snapple brand and erroneously modified its marketing mix. This failure resulted in the rise of a deleterious discrepancy between the experiential value and benefits customers were used to and expected form Snapple, and the brand’s altered nature. In synthesis, Quaker tried to transplant a marketing mix and execution strategy to a recipient who was not suitable for it, and Snapple, its distributors, and its customers ultimately suffered from