DR PEPPER SNAPPLE GROUP, INC. ENERGY BEVERAGES

Topics: Coca-Cola, Energy drink, PepsiCo Pages: 3 (892 words) Published: October 8, 2013

Case 1: DR PEPPER SNAPPLE GROUP, INC. ENERGY BEVERAGES
Business Overview:
The Dr Pepper Snapple Group, Inc. (DPS) was incorporate in Delaware in 2007. The company was spun-off from Cadbury Schweppes, the British company and public on May, 2008. Being one of big beverage companies, DPS is major integrated brand owner, bottler, and distribution of nonalcoholic beverage in the United State, Canada and Mexico and the Caribbean In the United State, the company’s net sales is 89%. The company participates in both the flavored carbonated soft drink (CSD) and non-CSD market segment. The CSD’s key brands are Dr Pepper, 7UP, Sunkist, A&W. The non-CSD’s key brands are Snapple, Mott’s, Hawaiin Punch, Clamato. In Canada, the net sales is 4%. The firm participates in both CSD and non-CSD market segment as the United State market. In Mexico and Caribben, the net sales is 7%. The company participates in carbonated mineral water, flavored CSD, bottled water, and vegetable juice categories. Some key brands include Penafiel, Clamato, and Agufiel. SWOT analysis:

1. Internal factors:
Strengths: DPS holds the outstanding strengths more than other competitors in the beverage market about management, marketing, manufacturing and finance. Management:
Experienced executive management team: the company is managed by the diverse skills management team with more than 20 years of experiences in food and beverage industry, so thus can support operating strategies. Marketing: 4P-1C

Products- Strong portfolio of leading, consumer-preference brands: the company owns a diverse portfolio of well-known CSD and non-CSD brands. According to ACNielsen, the company is the #1 flavored CSD, Dr Pepper is #2 and Snapple is a leading ready-to-drink tea in the United State market. Place (Distribution) - Integrated business model: the company’s integration of brand ownership, bottling and distribution gives the company inherently more control over the value chain and therefore make a competitive...
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