Crescent Pure-Case Study

2. Recommendation
 Introduction
 Companies associated
 Financial Strategy
 Target Markets
 Positioning Strategies
 Recommendation

6. Most participants knew the prices of competitive
options and figured that due to Crescent’s organic
and energy ingredients, the price would be above
$3.00. Most were happily surprised, but some
questioned PDB’s ability to deliver quality
organic ingredients at $2.75, making it affordable
or the masses!

8. Crescent Pure compared to other beverages
 Low calorie beverage
 70% less sugar compared to other energy and
sports drinks
 Caffeine content as less as a cup of coffee
 Organic product at affordable price

9. The largest group of consumers were males
between ages 18 and 34.

10.  Certified, organic, lower sugar
quotient
Herbal stimulants provide mental
boost.
Environmentally friendly packaging
Healthier beverage alternative
 Higher price than most sports
drink on the shelf.
 Little public awareness as anew
brand
 Other competitors to arrive in
future
 Growing sports drink market.
 Emerging and booming diet.
 Larger group of health conscious
consumers.
 Considered as “anytime beverage”
giving it a wider consumer base.
 Fierce industry competition
 Potentially stricter
government regulation
 Public’s disapproval of new
drinks in market

11. Goals:
 To establish awareness and familiarity
of crescent pure with NYC
 To position Crescent pure as a
healthier beverage alternative
 To encourage the current millennial
generation to adopt a healthier regime
and mindset

13. To craft a good and comprehensive
positioning strategy

14. As energy drink
As sports drink
Organic drink

15. Positioning as Energy Drink
 It contains less
sugar than
competing energy
drinks (about 70%)
 The caffeine in
the product is
obtained from
natural herbal
stimulates
Market is growing
for energy drinks
• Regular consumption of
health drinks has fallen due
to negative media attention
for health risks.
• Some consumers think
that Crescent has less
energy than they had
hoped.
• Competitors- 85%. Not
much wiggle room for new.

16. Positioning as Sports Drink
 42% of sports drinks
are considered any
time beverages
 New diet and low-
sugar sports drinks
were growth areas for
the industry
 Wider consumer
base than energy
drinks
• Lesser market growth at 9%
• Smaller market size $6.3 billion
• Concern regarding rising
childhood obesity rates resulted
in government-mandated
guidelines to remove high-calorie
sugary drinks and snacks,
including sports drink

18. Positioning as Organic Drink
 Growing market for
products with natural
and organic
ingredients.
 Target a wider
consumer base.
 Focus on quality
ingredients.
Consumers are willing
to pay more thus.
• Sole focus on health- lose
out other consumer
segments.
• More distributors and
retailers required.

19. Perpetual map: Nutrition v/s Taste

20. According to me:
1. People of this generation are more heath conscious, thus they would
prefer an organic product more irrespective of it’s price
2. This will differentiate it from others as no other company has come
up with such an idea
3. Crescent is mainly famous among the younger generation, but this
strategy can help it reach all irrespective of their ages
4. If they could focus all their attention on healthy drinks, and push it into
the market before other major corporations released their drinks,
crescent could have leverage and become successful.

21. Thus, Crescent Pure as an organic
drink will be more successful
compared to energy or sports drink.

22. This presentation has been done by Trishita Majumder,
Jadavpur University during a marketing internship
programme under Prof. Sameer Mathur, IIM Lucknow