Snapple Case Study

Snapple was a brand that just wanted to have fun and the team at Triarc understand this and embodied it. The Triarc team took many steps to undo the damage Quakers had done to Snapple. Triarc discountined the hated 32 and 64 ounce snapple. Unlike Quakers Triarc was not scared to introduce new products to the market. Quakers saw new products as a risk while Triarc saw them as an opportunity. Triarc knew when they introduced a new product to the market their development cost would be covered or at least almost fully covered so they were not scared to introduce new products even if they werent a success. In light of this Triarc rehired Wendy Kaufman and introduced a new line of products called Wendys tropical inspiration. This give-it-a-go approach paid off again in the future when Triarc introduced an extension of Snapple called Elements which in just a few months had grown to contribute 15% of Snapples total sales. Through these many techniques Triarc won back the trust of Snapples old distributors and helped bring back Snapple to its forme

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

Based on the revised costs and profitability estimates, what action should Sippican’s management team take to improve company’s profitability?

This gain value and addresses a key decisive achievement factor in the industry (Grant,2010). As position is important to offer convenience and a deep assortment, An extra unique intangible resource would be their brand representation and customer loyalty, this is vital since it can attract or attract consumers and it could be necessary to build the brand image .

As concluded in the case, there is a significant potential in focusing on customer’s needs, the third C in the triangle of Company, Competitor and Customer. In doing so, SCTP can build customer-based brand equity (Keller, 2001). Keller (2001) provides a four steps-model to build a strong brand that customers like to relate to.

The image that Snapple has is somewhat like the luxury good for the average person- a Porsche for the poor. It defines itself as new age and quirky. It has some similarities with Red Bull in that it created a product category and did it their own way but it is less edgy and geared more to mainstream America. It has a quirky and a bit of a rebellious everyman vibe. It equity comes from being a

United Beverages’ CEO is debating with his department heads on the course of action the company is going to take in the future. Their flagship product, GangBuster, has been highly successful for the past 5 years. However, they have been thinking of entering the market for Energy Drinks for kids. Paul Diaz also comes up with a revolutionary idea of the dual-drink, having two separate flavored drinks in a bottle and being able to mix both flavors. Due to the limited resources of United Beverages, they have two weeks to decide whether to expand their portfolio or not?

In the ever changing world of customer needs and expectations Dr Pepper-Snapple was faced with an increased customer focus on energy drinks. This area, when exploited correctly, is a high growth and high margin beverage business. In early September 2007, Andrew Baker had his marching orders. He emerged out a long discussion about entering the energy drink business and off he went.

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.

Branding has been effectively used as a strategic tool for marketing by innocent smoothies and that helps the company to maintain its share in the market or in keeping its competitive position. Innocent has developed its brand image by providing excellent satisfaction, by being genuine, healthy and socially responsible in the eyes of their consumers and once the image is developed, they were able to attract the customers. It is because of brand and its perceived value that consumers are loyal and committed to the Innocent products and they do not look for any substitutes (Ginden, 1993). Customers also perceive it less risky in buying a brand product with which they are emotionally attached. It is more important for products like innocent drinks which the customers have to consume and which has direct impact on their health and body.

Suggest key actions that management should take in order to confront these circumstances. Provide a rationale for your response. (Hint: Your firm’s price must cover average variable costs in the short run and average total costs in the long run to continue operations.)

Brand equity and positioning are integral parts of any marketing campaign. Any product or service needs to provide value to its customers in order to be successful. A personal interview and research reveal information about the Quaker Oats brand, how it created equity and its position in the market. Having a solid foundation and keeping up with changes in trends and society are the keys to a successful brand.

Propose a new brand positioning strategy for Omega. How does this new strategy take into account the brand’s current PODs & POPs and existing customer brand knowledge? (25 points).

The success the Snapple Beverage Company had achieved by the early 1990s drew the attention of the Quaker Oats Company which bought it in 1994 for $1.7 billion, and planned on maximizing the professedly unequivocal synergies between the “funky” iced tea brand and their established Gatorade brand. Despite Quaker’s efforts and ambition, which some might classify as hubris, the company’s decision to acquire Snapple is often regarded as a clamorous example of a merger and acquisition disaster. This paper analyzes Quaker’s failures using the 4 P’s framework, and proposes an action plan for Triarc’s turn-around of the Snapple brand, tailoring it to a modern market setting.

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).