Snapple and Aqualisa Hints Snapple hints given during lecture. 1. Understand the Snapple customer(s). 2. Product development is important. a. how does Snapple identify new products? b. how does Snapple decide how much to produce? 3. Don’t forget to read the ethnographic research in the back of the case. Snapple Discussion Questions This is an interesting case on how entrepreneurs can make $1.7B‚ how a major firm can lose $1.3B‚ and how a well-trained manager can be a hero. Pay
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Snapple Case Study Despite the fact that many small startup premium fruit drink companies stayed small or even disappeared during the period from 1972 to 1993‚ Snapple was able to flourish. A large part of Snapple avoiding the fate of these other companies can be attributed to how successful it was in utilizing the four Ps of marketing‚ especially product and promotion. Of the four Ps‚ the marketing mix typically starts with the product‚ which is one area where Snapple separated itself from
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From 1972 to 1993‚ why did Snapple flourish when so many small start-up premium fruit drinks stayed small or disappeared? * Premium pricing allowed the company to introduce a variety of products‚ many of which were unsuccessful‚ while still remaining profitable * Hired a professional management team that used focus groups to improve label design‚ increased the advertising budget‚ and intensified the independent distributor system throughout the East Coast * Successful advertising and
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Case Analysis: Snapple Steals Share I. Point of View This case study examines the critical decisions to be made by Arnold Greenberg‚ Chief Operating Officer (COO) of Snapple. The point of view of the latter was chosen since his role is increasingly important to the company’s ability to execute its strategy. The chief operating officer’s main concern is to come up with strategies that will drive operational excellence and high performance in the operation of the business. His
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Plan Contingency Plan References Appendix Situation Analysis a.) Company Analysis: Snapple was created in 1972 by three friends‚ Leonard Marsh‚ Hyman Golden‚ and Arnold Greenburg. They started out as a small business called Unadulterated Food Products‚ Inc. selling all natural juices with unique flavor combinations. The company started selling carbonated apple juice in which they called “Snapple”. One one flavor that went viral and sold successfully well was Lemon Iced Tea. Snapple’s
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Snapple Case Study: What were the key decisions that contributed to Snapple’s early success in the period 1972-1986? • First‚ Snapple offered a broad line of beverage products accompanied with 100% Natural that appealed to young‚ health conscious New York professionals in the 1980s. • Second‚ Snapple’s proximity to New York City proved to be beneficial for marketing its products. Exposure to the media and celebrities helped the local company gain national attention. • Third‚ outsourcing the
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SNAPPLE CASE Table of Contents Question 1 ......................................................................................................................... 3 Figure1. Stages of managerial approach towards market. ..............................................................................3 Question 2 ......................................................................................................................... 4 Question 3 .
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University of Santo Tomas "SNAPPLE: REVITALIZING A BRAND" In partial fulfillment of the academic requirement for the course BA31 Brand Management Submitted by: Bandian‚ Alvin Co Ting‚ Annie May W. Fernandez‚ Anthony C. Francisco‚ Mary Abelaine J. Lee‚ Marvin John C. 4M5 Submitted to: Eric G. Pasquin‚ MBA Course Lecturer September 24‚ 2013 THE MAIN PARTS OF A CASE STUDY I. Background Information Snapple Corporation was established way back to 1972 in Brooklyn‚ New York when
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129 Section 01 Brief Case Study Case Study # 3: Snapple I. Diagnostic symptoms The most critical and diagnostic facts in this case primarily revolve around Snapple’s overall image as perceived by consumers. The image is what built this brand into a success and later pushed it into decline. Five most diagnostic/alarming symptoms: 1. Mismanagement of established image. (Deighton‚ 2003:5). • Quaker intended on making the Snapple brand into big business in a short amount of time
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C A S E N E T ® Paramount Communications Inc.–1993 Steven N. Kaplan University Of Chicago A t the end of August 1993‚ Sumner Redstone‚ Chairman of the Board of Directors of Viacom‚ sat back and wondered what to do about Paramount Communications. He had been pursuing the acquisition of Paramount for some time but seemed to have reached a road block. Beginning in 1989‚ Redstone and Martin S. Davis‚ Chairman of the Board and Chief Executive Officer of Paramount‚ had held
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