Dr Pepper Snapple History

The histories of Dr. Pepper and Mr. Pibb have a lot of unique facts and it is one way that they differ. Dr. Pepper started in 1885 in the Texas town of Waco. It is the oldest major soft

Snapple was created in 1972 in Brooklyn when Mash, Golden, and Greenberg decided to start a business. In 1978 they created an apple pop that was making a “snap” sound when people were opening it, what inspired the creators to give such name to their drink. They bought the rights for a name for a high price of $500. By 1991 Snapple became a nationally recognized brand.

The third-largest company in the U.S. is Dr. Pepper/ Seven Up, Inc. (DPSU) which consists of 14.7% market share. It is the most famous brands are Dr. Pepper and Seven Up among the Soft Drink Brands. It has been Squirting the market by this company since 1995. The Unit Sales Volume Squirt is $39 million to $54.6 million from the year 1990 to the year 2000.

     PepsiCo. Incorporated and The Coca-Cola Company are the two largest and oldest archrivals in the carbonated soft drink (CSD) industry. Coca-Cola was invented and first marketed in 1886, followed by Pepsi Cola in 1898. Coca-Cola was named after the coca leaves and kola nuts John Pemberton used to make it, and Pepsi Cola after the beneficial effects its creator, Caleb Bradham, claimed it had on dyspepsia. The rivalry between the soda giants, also known as the "Cola Wars", began in the 1960’s when Coca-Cola's dominance was being increasingly challenged by Pepsi Cola. The competitive environment between the rivals was intense and well-publicized, forcing both companies to continuously establish and

While the origin of the name remains a mystery, Dr Pepper's rise to fame is well-known and a ideal example of the perfect American Dream in the success of a product. After the initial creation of Dr Pepper, Charles Alderton stepped aside to focus on his pharmacy work. He then handed over his creation to Morrison and a beverage chemist named Robert S. Lazenby (History of Dr Pepper). In 1891, Morrison and Lazenby formed Artesian Mfg. & Bottling Company in Waco. Eventually, the firm became Dr Pepper Company (History of Dr Pepper).

Created, manufactured, and sold as a unique flavor, Dr. Pepper is the oldest in soft drinks in American history.  Charles Alderton, the creator of Dr. Pepper, invented his own beverage flavor in the small city of Waco, Texas in the year of 1885.

Competition within the carbonated drink categories, as well as other categories such as water and sport drinks.

1. How would you characterize the energy beverage category, competitors, consumers, channels, and DPSG’s category participation in late 2007?

Coca-Cola Company history originated in 1886 when the “curiosity of an Atlanta pharmacist, Dr. John S. Pemberton, led him to create a distinctive tasting soft drink that could be sold at soda fountains” (Coca Cola History, 2013, para. 1). He generated flavored syrup, took it to his

Cadbury Schweppes Americas Beverages is a an integrated business company of PLC-Dr Pepper/Seven Up, Inc; Snapple Beverage Group; and Mott’s. The integration of the three business units had a special significance for Hawaiian Punch. By 1999, Cadbury Schweppes/PLC acquired all rights to Hawaiian Punch from Proctor & Gamble. Since the acquisition, Dr Pepper/Seven Up, Inc., the third largest soft drink manufacturer in the United States, distributed the brand through its bottler network in the carbonated soft drink aisle or location of the supermarkets and other retail outlets. Hawaiian Punch was the only brand marketed by Cadbury Schweppes that employed two distinct and separate manufacturing, sales, and distribution

The soft drink industry in the United States is a highly profitably, but competitive market. In 2000 alone, consumers on average drank 53 gallons of soft drinks per person a year. There are three major companies that hold the majority of sales in the carbonated soft drink industry in the United States. They are the Coca Cola Company with 44.1% market share, followed by The Pepsi-Cola Company with 31.4% market share, and Dr. Pepper/Seven Up, Inc. with 14.7% market share. Each company respectively has numerous brands that it sales. These top brands account for almost 73% of soft drink sales in the United States. Dr. Pepper/Seven Up, Inc. owns two of the top ten

A slow growing market is a great way to characterize the energy beverage category in late 2007. This industry was increasing in profits still but was not increasing in profits as quickly due to factors such as market maturity, increasing in prices, competition and new hybrid products (Kerin & Peterson, 2010). The market was still very small but was dominated by Red Bull due to it being one of the first energy drinks, which caused it to dictate the market and have more of an advantage than the other energy beverages. So in late 2007 the market for energy drinks was still

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

Various kinds of subsidiary brands such as Fanta, Minute Maid, Sprite, DASAI, Diet Coke, Coca-Cola Zero and others (The Coca Cola Company, 2013).

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