Snapple 's Brand Image And Sources Of Brand Equity

The company now known as Dr Pepper Snapple Group was originally started in 1885 by a young pharmacist named, Charles Alderton, in Waco, TX. According to the Dr Pepper Snapple Group, Dr Pepper is the oldest soft drink in the United States. One of the legends state that the soft drink was named after Dr. Charles T. Pepper, an old Friend of the “Morrison’s Old Corner Drug Store,” owner, Wade Morrison where Mr. Alderton worked. Some say Morrison was thankful to Dr. Pepper for allowing him to marry one of his

Dr Pepper has come a long way from Morrison's Old Corner Drug Store in Waco, Texas back in 1885. According to the Dr Pepper Museum website, under “History of Dr Pepper”, the inventor was Charles Alderton, who was a young pharmacist working in the drug store. In his spare time, he had a hobby of mixing carbonated beverages for customers. Apparently, he

The SWOT Analysis shows that Dr Pepper/Snapple Group is the 3rd largest soda/drink brand in the United States behind Pepsi and Coca-Cola. They have many opportunities to expand upon their brand. Acquiring other drink companies under their brand would be the most beneficial to reach a more diverse market. Doing so will cater to a larger variety of people that might not have bought one of their products otherwise. The threats are obvious. They have competitors such as Coca-Cola and Pepsi that have

Once Quakers took control of snapple they made many mistakes that caused Snapples value to decrease by $1.4B. A lot of these mistakes can be contributed to the fact that they tried to use identical 4 P methods for Snapple and Gatorade. Quakers belived since these methods worked so greatly for Gatordade that they would also work for snapple. In terms of product and price they tried to introduce snapple in a bigger size. Quakers tried to get consumers to buy the more profitable size of Snapple which was 32 and 64 ounces. They believed since these sizes worked so well for gatorade they would also work for Snapple. However, Quakers didn’t take into account that people drink Gatorade when they are extremely thirsty from things such as exercise so they need

Define what is meant by "brand equity" and discuss what a company can do to maintain brand equity.

The industry is predominantly led by three companies; Coca Cola, Pepsi, and Dr. Pepper Snapple Group (also commonly referred to as RC or 7 UP by consumers). Each of these companies has strong players in multiple beverage categories. Furthermore, there is numerous other store, local, and regional owned brands depending on where you are. This creates a high number of substitute products throughout the beverage industry in all its categories. For example, in a typical carbonated soft drink aisle at Walmart you might find up to nine different brands of each beverage flavor. Interestingly, at Walmart each brand will tend to have a different price point. However, if you go to Target you may only find three brands per flavor and typically they are priced in line with one another. The high number of available substitutes often leads to a pricing war. When companies compete on price, often the consumer wins. The result of interpreting that competition is a learned behavior by consumers to be sensitive to temporary promotional pricing. Ultimately, the high number of available substitutes makes the beverage industry elastic in short bursts throughout the

Dr Pepper Snapple Group, Inc. decided in September of 2007 to explore the profitability of expanding into the energy beverage market. Dr Pepper Snapple Group, Inc. is a major competitor in the flavored carbonated soft drink (CSD) market, and also has a strong presence in the non-CSD market. The energy beverage market had an estimated $6.2 billion in retail dollar sales in 2006. The market grew at an average annual rate of 42.5 percent between 2001 and 2006, however, market industry experts estimated an average annual growth rate of 10.5 percent

Snapple’s Kiwi Strawberry press and blow bottle holds 16 fl oz. Engineers ran initial testing to prevent the bottles from banging together during the hot-fill process and while being palletized. The glass bottle includes a polypropylene pressure sensitive label with transparent pink ink to match the color of the beverage. The steel lug closure includes a tamper-evident polyvinyl chloride shrink band. The “S” on the front was created using embossing. I believe Snapple’s sophisticated labeling and graphics is effective, as well as the use of glass to enhance the image of their product and preserves the taste.

Specific target audience: In the 1990’s, Starbuck primarily targeted towards the affluent, well-educated, white-collar patrons (skewed female).

Kotler and Keller (2012, pp. 271-272) maintain that there are three main sets of brand equity drivers:

_1. HOW WOULD YOU CHARACTERIZE THE ENERGY BEVERAGE CATEGORY, COMPETITORS, CHANNELS, AND DPSG'S CATEGORY PARTICIPATION IN LATE 2007?_

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.

Quaker wanted to expand their footprint in the beverage industry and add Snapple to create the most innovative distribution system in the industry. They expected the following benefits:

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