innocent smoothies: Europe’s favourite smoothie brand considers expanding into the Russian soft drinks market. Richard‚ Jon and Adam‚ the three co- founders of innocent were sitting in the board room at innocent’s headquarters Fruit Towers discussing the international expansion they could achieve thanks to the injection of cash from and global experience of the Coca Cola Company . With the goal of becoming the biggest small drinks company in the world‚ they are currently operating in 15 European
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Innocent Drinks is a UK-based company founded in 1999 whose primary business is producing smoothies and flavoured spring water‚ sold in supermarkets‚ coffee shops and various other outlets nationally as well as in Ireland‚ Netherlands‚ Belgium‚ Germany‚ France‚ Austria‚ Denmark and Switzerland. Innocent has a 75% share of the £169m UK smoothie market[citation needed] and the company sells two million smoothies per week.[3] Innocent is 58% owned by The Coca-Cola Company. Contents [hide]
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Entfin II: Case Analysis – Innocent Drinks (9-805-031) Case Analysis: Innocent Drinks Entfin II: Case Analysis – Innocent Drinks (9-805-031) TABLE OF CONTENTS Table of contents ............................................................................................................. II 1 2 3 4 Background information about Innocent Drinks .....................................................1 Background information about the beverage industry ................................
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The Innocent Drinks Case Study The Present Innocent Drinks was founded in 1998 by a group of people that‚ first and foremost‚ wanted to work together. The specific idea rose from that desire‚ and the way that the 3 founders of Innocent Drinks work together is a key aspect to understand how the company’s decision making process works‚ and how the company got to where it is. After 6 years of existence‚ Innocent Drinks is at a crossroad. The three founders of the company need to choose if they are
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Me (Richard Reed) and my 2 friends (Adam Balon‚ Jonathan Wright)‚ we have built a prosperous and fast-growing business‚ based on our beliefs of providing healthier and natural food – pure fruit smoothie drinks to the community‚ in a sustainable way by lowering down our company’s and all stakeholders’ impact in the environment and by bridging the gaps all over the world‚ taking in consideration social and environmental causes. Since our company has grown very fast‚ we want to maintain the company’s
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Emily Eudall CB1256019 Assignment Task 7.8 Macro-Environment Assessment of Innocent Drinks Contents: 1. Introduction 1.1 Innocent Drinks – Company Overview 2. Macro Audit of Innocent Drinks 3. The Economic Impact – What can Innocent Drinks do to minimise this impact? 4. What could happen to Innocent Drinks if it did nothing about this economic issue? 5. Conclusion 6. Reference 7. Bibliography 1. Introduction The purpose of this report is to analyse the Macro-Environment of an organisation
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“Innocent drinks” is company that selling famous drinks in The United Kingdom which started by 3 Cambridge students in 1999. This is a drink that makes with 100 percent pure and natural fruit juice. Smoothies are the primary product of “Innocent drinks” and people are aware of it due to its healthy image. The company provides different product range and the distribution of channels covered most of the supermarkets‚ coffee shops and etc. For every year “Innocent drinks” will donate 10 percent of their
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CASE STUDIES Innocent Drinks Case Study Capitalizing on the health trend in the smoothie category Reference Code: CSCM0309 Publication Date: April 2010 DATAMONITOR VIEW CATALYST Innocent Drinks has achieved unparalleled success in the UK as the foremost player in the smoothies sector. This case study looks at the smoothies category in detail and assesses the company’s achievements as it copes with recession‚ competition and takeovers. SUMMARY • The smoothies category in the UK has been
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Innocent Drinks: seven strategy lessons from the setbacks of Europe’s biggest smoothie maker Innocent Innocent Innocent the collapse of its sales. Innocent is payin g for its failur e to innovate and differentiat e – and as a result its retail is down as much price as 30%-40% in many retail outlets. When the recession ends there is a dange it won’t be able r to get its prices back up again. sacrificing marg It is in to maintain volume – and the expensive ingre with dients found in smoothies
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Developing strategic thinking as a core competency Ingrid Bonn Graduate School of Management‚ Griffith University‚ Queensland‚ Australia Keywords Strategic planning‚ Core competences‚ Management development Introduction My research interest in strategic thinking started in 1993 when I interviewed 35 senior executives for a longitudinal study on the changes in strategic planning and strategic management in large organisations between 1982 and 1993. These senior executives were responsible
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