Why Do Steers Super Smoothies?

While the leading drinks in 2004 were espresso-based beverages with sales averaging $50,395 per store, drip-brewed coffee beverages – which Expresso Espresso does not offer – came in second at $33,336 per store. It is understandable that Todd insists on providing quality products, but refusing to add drip-coffee beverages to his menu is the equivalent of refusing to cater to his customers’ needs. Unlike any of the local competitors, Expresso Espresso and the eventual Starbucks are the only Mobile coffee shops that offer a drive-through service. The drive-through contributes to 40 percent of Expresso Espresso’s total revenues, so needless to say, it’s a very important contributor to the business. If Todd hopes to stand a chance against Starbucks, his biggest competition, he will need to add drip-coffee beverages to his menu. Otherwise, it will be just as easy for a customer to drive off 400 feet east to Starbucks and request a drip coffee there instead.

Since there are many stores, like McDonald’s and Starbucks that are also providing all kinds of healthy smoothies with a price that is similar to Jamba Juice’s, buyers actually will not face high switching costs. Therefore, low switching costs enhance the bargaining power of buyers.

It is known that most products go through a ‘product life cycle’, which sees all kinds of product will eventually go to the ‘decline’ stage. The marketing research discussed in the pervious part is vitally important to understand the changing wants and needs of customers. McDonald's constantly works to satisfy customers by developing new products to appeal them. For example, McDonald's introduced a variety of salads to appeal to the healthier conscious customers (Yahoo! Contributor Network, 2005), and recently, McDonald’s added a new product line named ‘great taste of America’ so as to attract young customers. (UK McDonald’s, 2012)

At first this miscellany is very attractive to the buyer but when the process of decision making begins, the real problem erupts. If she is not certain about what she wants to purchase, she will keep shuffling between packets and shelves to make a choice. Seeing the variety she may want to make the best possible choice out of the available options and she must make a choice in order to avoid being frozen in endless doubt. Thus the modern super market offers numerous more choices, ironically much less satisfaction. Due to this it has been observed that consumers tend to return to the products they normally buy, not paying attention to 75% of the other products which are also a good competition for price and quality (Schwartz, 2005:12).

The Affordable Blended Smoothie, Inc. will be producing a healthy non-alcoholic product. As more families and the society continue struggle to maintain healthy lifestyles, the new beverage comes at the right time in remedying the situation. The new energy drink will be suitable to all classes of people regardless of their age, educational level, income, gender, or ethnic affiliation. However, we will be able to employ targeted marketing where the marketing strategies for the company will be directed to rising middle class in Virginia (Wit, 2010).

First, the strengths are that the overall design, “the creation of the smoothie and juice names, and distribution, was done with multiple stores as the goal.” (Pg. 2) This business model differentiates them from the competition because instead of offering the same flavors, juice names, design, and distribution to all of the locations it is determined by a section of stores rather than the entire market. This tactic allows their business model to be targeted for a specific demographic depending on the external environment.

Analyze the “Happy Cows” campaign that was developed for the California Milk Advisory Board to promote Real California Cheese from an integrated marketing communications perspective. Why do you think the campaign has been so successful?

During the “Pepsi Challenge,” the person would prefer one product to the other. In the late 1990s, “Pepsi launched its most successful long-term strategy of the Cola Wars, Pepsi Stuff.” The Consumers were “invited” to “Drink Pepsi, Get Stuff” by using codes on cans and bottle caps to redeem points for free Pepsi lifestyle merchandise. The battle continues today “as they battle for brand supremacy…through advertisements, slogans, and celebrity endorsements.”

The juice bar concept was pretty new in Australia, and the way boost furnish this concept is also very new in the retailing industry. Boost is not about only appreciable taste and healthy juice or smoothie but this brand is all about overall experience for the customers when each time customers comes in their store and we are talking about experience includes tasty products, best service and lively employees who are there only for their customers and always smile when you enter the store, call you by your first name with their polite tone. (Grocer, May 3, 2008, Vol.231(7853), p.42)

As the CEO of Dippin’ Dots, I would like to focus on our current business tactic. Our competitive advantage is the capability to microencapsulate ice cream. As CEO, It is necessary that we centralize our competitive strategy solely on our innovation and experience thorough our technology. Microencapsulating is essential to our long-term success because no one in the market fully understands it more than we do. Yes, people have mimicked our brand but we know what goes into our brands original strategy more than our competitors. To enhance this experience further we will have Dippin’ Dots accessible to the cellular app store. We will bring Dippin’ Dots ice cream to the people. This will be more of a serviced based approach. Customers

The article stated that, “many East Coast baby boomers were wondering, “what’s a smoothie?” (Fox & Rushmore, 1999, p. 4). This statement not only indicated that people in the East Coast were not aware of this new juice trend, it also stated that “consumers’ demands and tastes can greatly change from one demographic to another” (Fox & Rushmore, 1999, p. 4); whereas allowing Juice Guys the opportunity to sell more than just juice and also resulting in Juice Guys indentifying between the ages of 18-35 to be their leading influential target market.

End users are those individuals walking in the company stores, ordering a smoothie and a cookie, paying the cashier and then telling her friend how wonderful the ambiance is. This buyer segment does not purchase large amounts of product at one time and likely chooses Jamba because of the quality of the ingredients. With no switching costs and a growing industry offering many options, patrons of smoothie cafés can freely purchase their delightful cool beverage anywhere. According to the U.S. Census Bureau the number of stores within the “snack and nonalcoholic beverage bars” industry grew from 36,036 in 2002 to 49,463 in 2007 [ (U.S. Census Bureau) ]. This trend means that Jamba Juice will have to increase customer loyalty to battle the increased competition.

“To bring smiles to families everywhere through the pleasure if its products made with dairy

Distribution for the brand is already exceptional; it is rare to see a vending machine or candy display without at least one variety of Skittles. The current method of distributing the product is a mixture of pull and push strategies. Retailers of candy demand Skittles because they know that consumers will purchase them often enough to move product and produce profit, while Wrigley actively offers the product to said retailers, using their already-present pull force to facilitate even wider distribution. The above analysis leads to the belief that changing the basic distribution strategy is unwise, yet

For 18 years running Steers has won the Leisure Options Award for the Best Burger and for 14 years running they have won an award for Best Chips.