Super Group's Competitiveness In The Hot Drink Industry

• Continual improvement to the quality of its product by offering value-added initiatives such as:

• Product Range: Superdrug offers its customers an average of over 10,000 products (Michael Page, 2006). Moreover, its own-brand products account for over a quarter of total sales, which adds to its strength. However, it diversifies into other product areas vis-à-vis in-store pharmacies (225 to date), in-store fine fragrance counters (240 to date), Vitamins and non-prescriptive medicinal products, Baby toiletries, food and accessories, Hosiery Drinks and snacks, Photographic processing and film accessories Newspapers and magazines (400 stores) Household accessories (Superdrug.com,

They have focused on building brand recognition and profitability by growing the business gaining assets to grow the company and products for greater customer satisfaction (About GMCR, 2004-2009). GMCR’s strategy to incorporate current large brands, such as Tully’s, Diedrich, and Keurig has helped to expand their customer base and satisfaction as well as the markets for their products (Phillips, 2011). Their focus on increasing their market shares in other companies will facilitate their expansion into new geographical markets and promote the brand. GMCR’s partnership with Keurig creates a larger consumer choice and the addition of agreements to create portion packs for the Keurig with companies such as Starbucks, Dunkin Donuts, and Newman’s Own helps set them apart from the competition (Invest in the Markets, 2011).

Molson Coors is a thriving international brewing company that has nine Signature Brew drinks and 123 Special Brew drinks that ranges from non-alcoholic to alcoholic (Molson Coors Brewing Company, 2016b). They have multiple markets around the world which contributes to the success of the company in the brewing industry. This report analyzes Molson Coors’ internal and external environments which determines their position in the brewing industry. It also discusses strategies the company uses in order to be successful in their industry. Molson Coors shares the industry with its main competitors but has its own uniqueness that makes its business stand out. Molson Coors is a successful business that presents opportunities for economic growth.

Product Innovation – Innovation of new products had failed many times and MTI has lost reputation with Wall Street. This process had been placed on the backburner and when the CEO came on board there were only six products in the pipeline. Therefore, to be successful in the future, MTI needs to invest more in R&D and focus on delivering new products.

Food’s super bands become part of our lives. They are spread everywhere around us. When we say super bands, we absolutely refer to brands like Coca Cola, McDonald’s, Starbucks, etc. Those are the most successful and famous brands in the globe.

STRENGTHEN THE PIPELINE To be one of the fastest and most productive companies in the industry through continuous improvement in our research and development (R&D), coupled with externalisation to broaden our research base and further strengthen our pipeline of new products.

TI is aware that its customers depend on the company to assist them innovate and get to market first. The company, therefore, drive toward

Founded in 1985, Starbucks is one of the largest coffeehouse companies in the world with over 16,000 stores in 50 countries. This report evaluates major internal and external factors affecting Starbucks using various analytical techniques. Based on the Starbucks brand in UK, it identifies suitable marketing strategies for Starbucks to expand its business in the UK market within the next two years. In line with the chosen marketing strategies, recommendations for the marketing mix are discussed.

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.

Distribution – to make certain they are getting the latest most innovative products to customers quickly

The company aims at ensuring that they are recognized as a leading company in its industry and rise above the noise in the market that is caused by competition.

It pay specific attention to deals made with the government, establishing a good relation. And also he investment in quality products.

the introduction of new products. With its steady drive for improvement and consistently high quality,

Gain large contracts with research facilities and OEM manufacturers to gain sales and market share.