Topics: Jingle, Juice Pages: 2 (482 words) Published: December 14, 2009
The Florida-based Superjuice company prides itself for being an entity which creates juice drinks that doesn’t just have great quality but is affordable as well. These products are sold mostly to high school students and various restaurants in southeast America. Like most organizations, the management for Superjuice expects its employees to be punctual always, give their best in their work while still be able to follow the family-oriented and established rules and regulations in the company.

For nearly 20 years, Superjuice dominated the juice drinks market because of their company traditions that helped the employees generate great products. But recently, Superjuice is facing a great deal of challenge from its competitors that resulted in a decline of profits for the company that started 4 years ago. Although having a specific set of rules for a company is crucial for the performance of its employees, it is making it difficult for the other employees to venture out and try new things.

Like what Luisa de la Cruz realized after seeing the decline in profits, the problem of the company is not its products but its rigidity in their rules, which makes them shudder at the thought of CHANGE. This situation is indeed problematic because the rules set by the company in itself is impeding the growth of the employees and the development of Superjuice. Thus, in order for them to get a bigger share of profits from the market, there is an immediate need to modify e the company’s unbending rules. Changing the target market from teenagers to a different age range might also help the company if they really want to stick to their protocols. In line with that, they could also switch base from Florida to another state in America. Also, creating commercial gimmicks with catchy jingles for the audience to relate with might boost their sales in the future.

Revising the rules of the company might be the greatest alternative that the company could adapt and one that is...
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