Crescent pure
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Created by Aayush Saha, SRCC Delhi, during a marketing internship under Prof. Sameer Mathur, IIM Lucknow
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Crescent pure
PDB acquired Crescent Pure to expand into the functional beverage market. Sarah Ryan must choose between marketing Crescent Pure as an energy drink or sports drink. While energy drinks have strong growth, health concerns exist. Sports drinks attract a wider audience but the market is dominated by top brands. Ryan finds a third option is to market as an organic beverage, leveraging Crescent Pure's advantage over energy and sports drinks. A break-even analysis shows marketing as organic would earn a small profit in the first year.
Crescent pure
Crescent Pure was an organic, non-alcoholic beverage that was acquired by Portland Drake Beverages in 2013. It contained natural energy-enhancing ingredients like guarana, ginseng, and green tea, as well as lime, lemon, and cane sugar. The beverage was packaged in tall, silver cans and was gaining popularity due to its natural ingredients and taste. Portland Drake saw potential in Crescent Pure to expand its organic product lines. The energy drink market was growing and opportunities existed for healthier options made with purer ingredients.
Crescent Pure
The document discusses a company called PDB's plans to acquire and reposition the drink Crescent. Crescent is a non-alcoholic, organic beverage that provides an energy boost without the high sugar levels of typical energy drinks. PDB believes Crescent can be positioned as a healthier sports drink alternative. The document outlines PDB's marketing strategies, which include using celebrity endorsements and sponsorship to raise awareness of Crescent among younger consumers and position it as a healthier lifestyle choice. It also discusses conducting market research to determine the optimal positioning and pricing for Crescent.
Crescent pure
Crescent Pure is a functional beverage launched by Peter Hooper to provide a healthier alternative to energy and sports drinks. It was later acquired by Portland Drake Beverages, an organic beverage manufacturer. Market research showed that positioning Crescent as an energy drink would reinforce existing perceptions but highlight health risks, while positioning it as a sports drink could attract more female customers but require a higher price. The marketing director, Sarah Ryan, recommends positioning Crescent as a broad organic beverage to appeal to its diverse target audience.
Crescent pure - Case Study
Crescent Pure was a non-alcoholic beverage founded in 2008 and acquired by Portland Dark Beverages in 2013. It contained energy-enhancing, hydrating, and organic ingredients. Michael Booth, the CEO of PDB, was analyzing options to position Crescent Pure either as an energy drink or sports drink. Positioning it as an energy drink offered larger market share but also faced more competition and negative publicity regarding health risks. Positioning it as a sports drink faced a smaller market but was seen as more refreshing and healthy. Through market insights and break even analysis, Booth evaluated highlighting Crescent Pure's healthy and organic roots as a potential strategy.
Food Institute Top Trends
Top food and beverage sector trends that influenced the U.S. marketplace in 2013. Lessons for future planning for food and drink companies, consumers, academics and more. All compiled from The Food Institute this past year and available in our annual publication.
3. research
1. The target audience for the sports drink is teenagers aged 16-20, with an equal split between males and females.
2. Research found the audience cares about drink taste, container design, and health factors like sugar content.
3. Interviews revealed the audience is willing to pay £1-2 for an energy drink and prefers healthier alternatives.
4. Common features of successful sports drink ads include product images, logos, celebrity endorsements, and messaging about performance benefits.
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Starbucks is entering the fast-growing kombucha category with a new line of organic products under its Evolution Fresh brand.
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Crescent pure
PDB acquired Crescent Pure to expand into the functional beverage market. Sarah Ryan must choose between marketing Crescent Pure as an energy drink or sports drink. While energy drinks have strong growth, health concerns exist. Sports drinks attract a wider audience but the market is dominated by top brands. Ryan finds a third option is to market as an organic beverage, leveraging Crescent Pure's advantage over energy and sports drinks. A break-even analysis shows marketing as organic would earn a small profit in the first year.
Crescent pure
Crescent Pure was an organic, non-alcoholic beverage that was acquired by Portland Drake Beverages in 2013. It contained natural energy-enhancing ingredients like guarana, ginseng, and green tea, as well as lime, lemon, and cane sugar. The beverage was packaged in tall, silver cans and was gaining popularity due to its natural ingredients and taste. Portland Drake saw potential in Crescent Pure to expand its organic product lines. The energy drink market was growing and opportunities existed for healthier options made with purer ingredients.
Crescent Pure
The document discusses a company called PDB's plans to acquire and reposition the drink Crescent. Crescent is a non-alcoholic, organic beverage that provides an energy boost without the high sugar levels of typical energy drinks. PDB believes Crescent can be positioned as a healthier sports drink alternative. The document outlines PDB's marketing strategies, which include using celebrity endorsements and sponsorship to raise awareness of Crescent among younger consumers and position it as a healthier lifestyle choice. It also discusses conducting market research to determine the optimal positioning and pricing for Crescent.
Crescent pure
Crescent Pure is a functional beverage launched by Peter Hooper to provide a healthier alternative to energy and sports drinks. It was later acquired by Portland Drake Beverages, an organic beverage manufacturer. Market research showed that positioning Crescent as an energy drink would reinforce existing perceptions but highlight health risks, while positioning it as a sports drink could attract more female customers but require a higher price. The marketing director, Sarah Ryan, recommends positioning Crescent as a broad organic beverage to appeal to its diverse target audience.
Crescent pure - Case Study
Crescent Pure was a non-alcoholic beverage founded in 2008 and acquired by Portland Dark Beverages in 2013. It contained energy-enhancing, hydrating, and organic ingredients. Michael Booth, the CEO of PDB, was analyzing options to position Crescent Pure either as an energy drink or sports drink. Positioning it as an energy drink offered larger market share but also faced more competition and negative publicity regarding health risks. Positioning it as a sports drink faced a smaller market but was seen as more refreshing and healthy. Through market insights and break even analysis, Booth evaluated highlighting Crescent Pure's healthy and organic roots as a potential strategy.
Food Institute Top Trends
Top food and beverage sector trends that influenced the U.S. marketplace in 2013. Lessons for future planning for food and drink companies, consumers, academics and more. All compiled from The Food Institute this past year and available in our annual publication.
3. research
1. The target audience for the sports drink is teenagers aged 16-20, with an equal split between males and females.
2. Research found the audience cares about drink taste, container design, and health factors like sugar content.
3. Interviews revealed the audience is willing to pay £1-2 for an energy drink and prefers healthier alternatives.
4. Common features of successful sports drink ads include product images, logos, celebrity endorsements, and messaging about performance benefits.
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Starbucks is entering the fast-growing kombucha category with a new line of organic products under its Evolution Fresh brand.
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SoBe V water sales have been stagnant in the UK. The brand has poor awareness due to minimal advertising. Market research found the branding is inconsistent and the product is not prominently displayed in stores. Most people surveyed had never seen or heard of SoBe V water before. A proposal is made to increase the marketing budget to £1 million and target print ads, social media, and indirect marketing through healthcare providers to raise awareness of the product's health benefits and build a following among health-conscious consumers, especially youth. The campaign aims to position SoBe V water as part of a lifestyle transformation.
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This document outlines a marketing plan to double sales of SoBe V-Water by focusing on establishing it as a natural and healthy brand. It recommends a two-pronged approach using broad supermarket and TV advertising to drive volume sales while also using grassroots influencer marketing to health bloggers to build the natural positioning. Key elements of the plan include sampling at fitness events, partnering with lifestyle brands, targeted outdoor ads, and refreshing product design to further emphasize the natural credentials. The goal is to gain traction along the entire customer journey from initial awareness to advocacy through impactful engagement and activation tactics.
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This document discusses a marketing plan to introduce SoBe Water to the UK market to meet sales growth targets. It identifies the need to increase brand positioning and product awareness to boost sales. The plan outlines three pillars - awareness, activation, and in-store experience - to communicate how SoBe Water can fit into people's lives through natural flavors, low calories, and portraying the brand as honest. The goal is to position SoBe Water as a natural beverage choice through various media, partnerships, and properly locating it in stores alongside other bottled waters.
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This document discusses a marketing plan for SoBe V Water to help establish the brand's identity and give consumers a reason to try its products. It proposes developing "Flavor Stories" that describe the exotic ingredients, geography and culture behind each flavor. This will help consumers see the drinks as more than just bottled water by portraying them as food stories from around the world. The plan involves familiarizing the target audience with the brand and its flavors through social media, sustainability initiatives and tastings at gyms and supermarkets to create a connection between the flavors and consumers' lifestyles.
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Sales of SoBe V Water are stagnant at 2 million units per year due to a lack of brand investment. Retailers are pressuring the company to boost sales through a national marketing campaign. The document proposes increasing current customer consumption rather than trying to attract new customers, as changing behavior is difficult. It suggests targeting the 20% of customers who drink SoBe 20 times per year through a campaign centered around a "your natural well-being" message delivered through TV ads, outdoor print, and promotions at yoga/pilates studios to drive repeat purchases.
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Crescent pure
The document discusses positioning options for the organic beverage Crescent Pure, which was recently acquired by Portland Drake Beverages. It analyzes positioning the drink as an energy drink, sports drink, or organic drink. Demographic data and perceptual maps of consumers are presented. The recommendation is to position Crescent as an organic drink due to the growing market, lack of competition, and health-conscious consumer base. A breakeven analysis is also included.
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The document outlines a marketing campaign for SoBe V-Water aimed at increasing trial and awareness of the brand. It identifies two key audiences: Olivia, who prioritizes health, and Anna, a health-conscious mom. Currently, people are unfamiliar with SoBe and don't have a reason to try it. The campaign's big idea is "Living Better Never Tasted So Good" and will position SoBe as the tastiest healthy beverage. It will use a traveling "Fueling Station" to sample the product and an interactive game to educate consumers on the brand's nutritional benefits in order to change perceptions from indifference to preference over competitors.
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To increase annual sales by 2 million units, the document proposes targeting both heavy and light existing users as well as pursuing new customers. It suggests positioning the beverage as an essential part of an exercise routine by emphasizing its benefits for pre- and post-workout hydration. The idea is to increase consumption frequency through marketing campaigns that establish the product's importance for maximizing exercise results and changing consumer beliefs about hydration. The implementation plan outlines communicating these messages through mass media and providing free digital resources to support the new brand positioning.
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Crescent pure
This power point presentation was created by Nishant Kakkar, IIT Delhi to fulfill the requirements of a marketing management internship under Prof. Sameer Mathur, IIM Lucknow.
Crescent pure Harvard case
Michael Booth, CEO of PDB, assigned Sarah Ryan the task of recommending how to position Crescent Pure over the next 6 weeks. Ryan was to analyze positioning Crescent Pure as either an energy drink or sports drink. As an energy drink, Crescent Pure faces significant competition but could leverage its organic certification and lower caffeine/sugar. However, energy drinks are facing health scrutiny. As a sports drink, Crescent Pure could target the growing low-sugar market but would have difficulty competing against established brands. Ryan was to advise on the benefits and drawbacks of each option and provide a final recommendation to Booth.
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Crescent pure ppt.
Crescent Pure is an organic energy drink acquired by PDB in 2013. Sarah Ryans must finalize the product positioning strategy for Crescent Pure in a few weeks. There are two viable positioning options - as an energy drink or a sports drink. After analyzing customer segmentation data, market growth trends, pricing strategies, and product differentiation opportunities for both options, an energy drink positioning is recommended. It attracts a larger customer base and market, is better aligned with PDB's pricing approach, and allows Crescent to differentiate itself as a healthy organic alternative in a category with negative publicity around artificial ingredients.
Crescent pure
The VP of marketing for PDB is deciding how to position Crescent Pure. There are two options - as an energy drink or sports drink. Market research shows the energy drink market is larger and growing faster. While sports drinks have less competition, their market is smaller. Perceptual maps also indicate Crescent could gain market share by positioning as a healthier energy drink. After analyzing customer segments, differentiation strategies, and perceptual maps, the document recommends positioning Crescent as an energy drink to target the larger, faster growing market.
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SoBe V water sales have been stagnant in the UK. The brand has poor awareness due to minimal advertising. Market research found the branding is inconsistent and the product is not prominently displayed in stores. Most people surveyed had never seen or heard of SoBe V water before. A proposal is made to increase the marketing budget to £1 million and target print ads, social media, and indirect marketing through healthcare providers to raise awareness of the product's health benefits and build a following among health-conscious consumers, especially youth. The campaign aims to position SoBe V water as part of a lifestyle transformation.
Apsotw so be deck mb and jh
This document outlines a marketing plan to double sales of SoBe V-Water by focusing on establishing it as a natural and healthy brand. It recommends a two-pronged approach using broad supermarket and TV advertising to drive volume sales while also using grassroots influencer marketing to health bloggers to build the natural positioning. Key elements of the plan include sampling at fitness events, partnering with lifestyle brands, targeted outdoor ads, and refreshing product design to further emphasize the natural credentials. The goal is to gain traction along the entire customer journey from initial awareness to advocacy through impactful engagement and activation tactics.
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This document discusses a marketing plan to introduce SoBe Water to the UK market to meet sales growth targets. It identifies the need to increase brand positioning and product awareness to boost sales. The plan outlines three pillars - awareness, activation, and in-store experience - to communicate how SoBe Water can fit into people's lives through natural flavors, low calories, and portraying the brand as honest. The goal is to position SoBe Water as a natural beverage choice through various media, partnerships, and properly locating it in stores alongside other bottled waters.
So be deck so (1)
This document discusses a marketing plan for SoBe V Water to help establish the brand's identity and give consumers a reason to try its products. It proposes developing "Flavor Stories" that describe the exotic ingredients, geography and culture behind each flavor. This will help consumers see the drinks as more than just bottled water by portraying them as food stories from around the world. The plan involves familiarizing the target audience with the brand and its flavors through social media, sustainability initiatives and tastings at gyms and supermarkets to create a connection between the flavors and consumers' lifestyles.
Jay reid
Sales of SoBe V Water are stagnant at 2 million units per year due to a lack of brand investment. Retailers are pressuring the company to boost sales through a national marketing campaign. The document proposes increasing current customer consumption rather than trying to attract new customers, as changing behavior is difficult. It suggests targeting the 20% of customers who drink SoBe 20 times per year through a campaign centered around a "your natural well-being" message delivered through TV ads, outdoor print, and promotions at yoga/pilates studios to drive repeat purchases.
Marketing 448 Presentation
The document proposes expanding Vitamin Water into Brazil by licensing it to FEMSA, the second largest Coca-Cola bottler. It recommends focusing on Brazil's largest cities and marketing to middle-to-upper class teenagers and young adults pursuing healthy, active lifestyles. Vitamin Water would be priced competitively and distributed widely using FEMSA's network, while positioning it as a fun, tasty, healthy alternative and using celebrity endorsements in advertising. The strategy aims to make Vitamin Water Brazil's top functional beverage brand.
Crescent pure
The document discusses positioning options for the organic beverage Crescent Pure, which was recently acquired by Portland Drake Beverages. It analyzes positioning the drink as an energy drink, sports drink, or organic drink. Demographic data and perceptual maps of consumers are presented. The recommendation is to position Crescent as an organic drink due to the growing market, lack of competition, and health-conscious consumer base. A breakeven analysis is also included.
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The document outlines a marketing campaign for SoBe V-Water aimed at increasing trial and awareness of the brand. It identifies two key audiences: Olivia, who prioritizes health, and Anna, a health-conscious mom. Currently, people are unfamiliar with SoBe and don't have a reason to try it. The campaign's big idea is "Living Better Never Tasted So Good" and will position SoBe as the tastiest healthy beverage. It will use a traveling "Fueling Station" to sample the product and an interactive game to educate consumers on the brand's nutritional benefits in order to change perceptions from indifference to preference over competitors.
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The document discusses energy drinks, smoothies, and the potential for a hybrid energy and smoothie drink. It provides background on energy drinks, noting they contain caffeine and provide mental and physical stimulation. Smoothies are described as thick blended beverages usually made with fruits or vegetables and a liquid like fruit juice. The document cites statistics showing many people in the UK consume smoothies and energy drinks daily, with the potential market opportunity for a new hybrid drink combining elements of both.
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To increase annual sales by 2 million units, the document proposes targeting both heavy and light existing users as well as pursuing new customers. It suggests positioning the beverage as an essential part of an exercise routine by emphasizing its benefits for pre- and post-workout hydration. The idea is to increase consumption frequency through marketing campaigns that establish the product's importance for maximizing exercise results and changing consumer beliefs about hydration. The implementation plan outlines communicating these messages through mass media and providing free digital resources to support the new brand positioning.
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The document provides a market analysis and strategic recommendations for launching a new beverage brand called Hank's Infusions. It analyzes the target demographic of adults aged 25-34, especially women, and Hispanic consumers. It recommends a product positioning focused on individuality. Suggested strategies include sampling at local events, print and online advertising, and expanding distribution initially in Philadelphia across supermarkets, convenience stores, and restaurants to appeal to health-conscious and unique consumers.
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Crescent pure
This power point presentation was created by Nishant Kakkar, IIT Delhi to fulfill the requirements of a marketing management internship under Prof. Sameer Mathur, IIM Lucknow.
Crescent pure Harvard case
Michael Booth, CEO of PDB, assigned Sarah Ryan the task of recommending how to position Crescent Pure over the next 6 weeks. Ryan was to analyze positioning Crescent Pure as either an energy drink or sports drink. As an energy drink, Crescent Pure faces significant competition but could leverage its organic certification and lower caffeine/sugar. However, energy drinks are facing health scrutiny. As a sports drink, Crescent Pure could target the growing low-sugar market but would have difficulty competing against established brands. Ryan was to advise on the benefits and drawbacks of each option and provide a final recommendation to Booth.
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Crescent pure ppt.
Crescent Pure is an organic energy drink acquired by PDB in 2013. Sarah Ryans must finalize the product positioning strategy for Crescent Pure in a few weeks. There are two viable positioning options - as an energy drink or a sports drink. After analyzing customer segmentation data, market growth trends, pricing strategies, and product differentiation opportunities for both options, an energy drink positioning is recommended. It attracts a larger customer base and market, is better aligned with PDB's pricing approach, and allows Crescent to differentiate itself as a healthy organic alternative in a category with negative publicity around artificial ingredients.
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The document discusses positioning a new organic drink called Crescent Pure. It should not be positioned as a sports drink due to stiff competition and lower hydration. Positioning it as an energy drink may not appeal to teens due to lower caffeine. The best option is to position it as an "Organic+Energy" drink to target both adults and the fast growing energy drink market. The price should be increased to $2.99 to improve perceptions of quality. Break-even analysis shows the company will profit with sales of over 1,42,046 cases per year.
HBS Case Analysis : Crescent Pure
PDB acquired Crescent Pure to expand its organic product lines. Crescent Pure is a functional beverage combining organic energy-enhancing and hydrating ingredients. It provides the caffeine of coffee but with 70% less sugar than sports and energy drinks. PDB launched Crescent Pure in three western states and planned further advertising investments. The VP of marketing must decide whether to position Crescent Pure as a sports drink, energy drink, or organic drink. Market analysis showed growth in low-sugar sports and energy drinks as well as the organic drink movement in the launch region. Customer surveys found Crescent Pure appeals as a healthy alternative with good taste and mild energy. The presentation recommends positioning Crescent Pure as an organic drink to target both health
Presentation for new investors april 12 2010
- David Glasser, founder and CEO of Simple Ideas, presented to potential new investors about the company's children's juice brand First Juice.
- First Juice focuses on being the healthiest juice for children under 6 with organic fruits and vegetables, low sugar, and unique flavors. It has gained market share against competitors.
- Research shows First Juice is seen as the healthiest brand but faces challenges with awareness, availability, and price sensitivity from new mothers. The presentation outlined plans to expand distribution and launch new products to pursue older children and international markets.
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Crescent pure
PDB acquired Crescent Pure to expand its organic product line. Sarah Ryan must choose a positioning strategy for Crescent Pure's launch in 3 markets. The options are energy drink, sports drink, or organic drink. Consumer research shows perceptions of energy drinks as unhealthy while sports drinks are seen as low-energy. An analysis of the markets finds opportunity in the growing energy drink and organic drink segments. Ryan recommends positioning Crescent Pure as an organic energy drink to leverage its reputation and avoid competition, which is supported by a break-even analysis showing profits will exceed PDB's $750,000 goal.
Business research project
Undertook a Business Research project in the second year of my undergraduate degree on the topic- Comparative Analysis between Pepsi and Coca Cola on the basis of various physical and chemical aspects.
Pepsi Next Case Study Introduction Pepsi Next was la.docx
Pepsi Next Case Study
Introduction
Pepsi Next was launched by PepsiCo into the US market in February 2012 and has since been
rolled out to various international markets (for instance, it was launched in Australia in September
2012).
The new product is described as a mid-calorie cola beverage, having a mix of sugar and artificial
sweeteners, designed to deliver a full cola taste with reduced calories. While filling the market gap
between full sugar and diet soft drinks, PepsiCo has indicated that its prime target market is lapsed
cola drinkers (giving them a reason to return to the product category).
PepsiCo, which owns range of high-profile beverage brands in addition to its flagship brand Pepsi,
appear to be highly committed to Pepsi Next providing it with strong launch and management
support. In fact, according to PepsiCo themselves, this is their most significant product launch for
several years.
About PepsiCo
PepsiCo is the second largest food and beverage company in the world, with revenues now in
excess of $60 billion. The corporation has 22 brands that achieve retail sales in excess of $1 billion
each. As a result of their brand diversification, around half of PepsiCo’s revenue is generated from
their food lines, such as Frito-Lay (snack food) and Quaker Oats.
In addition, they have progressively expanded internationally and now access over 80% of the
world’s population. Their international (non-US) markets account for almost 50% of their total
revenues and they still see significant growth potential from these markets, on the basis that per
capita consumption of snacks and beverages in other countries is well below US market levels. As
a result, PepsiCo has achieved solid growth is many international markets. While their US
beverage sales fell by 2% in 2011, this has been more than offset by double-digit sales increases
in Europe, Asia, the Middle East and Africa.
In terms of their overall strategic approach, PepsiCo (as highlighted on their website) see
themselves as innovative and adaptive, as stated in the following website quote:
“Pepsi is constantly on the lookout for ways to ensure their consumers get the products they want,
when they want them and where they want them.”
P E P S I C O B R A N D S T R A T E G Y
In their Annual Report, PepsiCo has structured their brands around three related themes, as
highlighted in the following table. This brand structure gives some insight into the role of their
brands and how they see their brand portfolio developing in the future.
Emphasis of Brand Key Brands
Fun-for-you Pepsi, Mountain Dew, 7-Up, Lays, Doritos, Cheetos, Red Rock
Better-for-you Pepsi Max, Diet Pepsi, Lays (oven baked), Quaker bars
Good-for-you Tropicana, Quaker Oats, Gatorade, Nut Harvest
(Note: The various terms, ‘Fun-for-you’ and so on are PepsiCo’s terminology, not the author’s.)
As you can see from PepsiCo’s classification of their b ...
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Basic Management Concepts., “Management is the art of getting things done thr...
The managers achieve organizational objectives by getting work from
others and not performing in the tasks themselves.
Management is an art and science of getting work done through people.
It is the process of giving direction and controlling the various activities
of the people to achieve the objectives of an organization Management is a universal process in all organized, social and economic activities. Wherever
there is human activity there is management.
Management is a vital aspect of the economic life of man, which is an organized group activity. A
central directing and controlling agency is indispensable for a business concern. The productive
resources –material, labour, capital etc. are entrusted to the organizing skill, administrative ability
and enterprising initiative of the management. Thus, management provides leadership to a
business enterprise. Without able managers and effective managerial leadership the resources of
production remain merely resources and never become production. Management occupies such an
important place in the modern world that the welfare of the people and the destiny of the country
are very much influenced by it.
1.2 MEANING OF MANAGEMENT
Management is a technique of extracting work from others in an integrated and co-ordinated
manner for realizing the specific objectives through productive use of material resources.
Mobilising the physical, human and financial resources and planning their utilization for business
operations in such a manner as to reach the defined goals can be benefited to as management.
1.3 DEFINITION OF MANAGEMENT
Management may be defined in many different ways. Many eminent authors on the subject have
defined the term "management". Some of these definitions are reproduced below:
In the words of George R Terry - "Management is a distinct process consisting of planning,
organising, actuating and controlling performed to determine and accomplish the objectives by the
use of people and resources".
According to James L Lundy - "Management is principally the task of planning, co¬ordinating,
motivating and controlling the efforts of others towards a specific objective",
In the words of Henry Fayol - "To manage is to forecast and to plan, to organise, to command, to
co-ordinate and to control".
According to Peter F Drucker - "Management is a multipurpose organ that manages a business and
manages managers and manages worker and work".
In the words of J.N. Schulze - "Management is the force which leads, guides and directs an
organisation in the accomplishment of a pre-determined object".
In the words of Koontz and O'Donnel - "Management is defined as the creation and maintenance
of an internal environment in an enterprise where individuals working together in groups can
perform efficiently and effectively towards the attainment of group goals".
According to Ordway Tead - "Management is the process and agency which directs and guides the
operations of an organisation in realising of established aim
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Crescent pure
- 2. SITUATION
- 3. With consumer demand for organic food and beverage products rising, PDB’s revenues had increased to $120.5 million by 2012.
- 4. In late 2012, Michael Booth, CEO of PDB Beverages, noticed his adult sons drinking Crescent
- 5. PDB executives knew that some of the country’s largest national beverage companies planned to launch all-natural versions of their own sports and energy drinks in the second half of 2015, and wanted to beat them to market.
- 6. PDB acquired Crescent in July 2013; the drink’s combination of energy-enhancing, hydrating, and all-organic ingredients made it a natural extension for PDB’s existing organic product lines.
- 7. However, production capacity constraints prevented PDB from launching the drink nationally until early 2015. Problem
- 8. As a result, PDB planned to embark on a “soft launch” of Crescent in three western states (California, Oregon, and Washington) in January 2014. PDB projected that these three states represented 15% of national functional beverage demand. Cock ‘n Bull(the picture in the background) is a product of PDB
- 9. QUESTIONS
- 10. What position? Problem No single position, yet
- 11. Decision To do a mix of positions? In case a single position, would it not miss out on lucrative customer segments? Sarah is assigned with the job to decide the product’s position. She writes a letter to Matt Levor on July 20, 2013
- 12. Evaluation Levor writes to Sarah summarizing his thoughts on August 9, 2013 Roughly everybody was satisfied with its taste, healthy image and price
- 13. HYPOTHESIS
- 14. This would mean that it’ll be marketed as not only an energy drink but also a sports drink. Reason being that it usually depends on the customers on how they attach value to a beverage, even after it’s marketed by keeping in mind a particular set of people. To position Crescent as an ‘organic beverage’
- 15. Eg. Thums Up is marketed as a drink for people(adults) who are adventurous. But at the same time teenagers too are seen enjoying it because of its taste. So Thums Up also caters to an audience which it doesn’t really want to in the first place.
- 16. Similarly, crescent would not only pander directly to energy and sports drink consumers at the same time, but also be a gateway to indirectly appeal to teenagers as an added customer base because they often in pursuit of feeling like an ‘adult’ try beverages which are associated with adults.
- 17. Because it’s a natural and a healthy drink, people will respond to it well and different groups of buyers(more diverse than Thums Up), will be attracted to it, especially when the product has been loosely defined as a ‘healthy drink’.
- 18. PROOF AND ACTION To market it as an organic beverage
- 19. Crescent fulfills maximum description stated below Proof
- 20. Crescent easily caters to a wide variety of the demographic
- 21. There isn’t a huge difference between the perception of crescent as an Energy or sports drink
- 22. Action How to present the product: • In a tin can. So that appeals to the younger people • Campaigns should try and include as many people from different parts of the demographics as possible • Convince that Crescent isn’t a threat to health
- 23. ALTERNATIVE
- 24. Market it as a sports drink Widely regarded as ‘functional’, the drink can easily be placed as a sports drink.
- 25. SUMMARY • To position Crescent as an ‘organic beverage’ • For all ages • Make its packaging innovative • Alternative - market it as a sports drink
- 26. Disclaimer Created by Aayush Saha, SRCC Delhi, during a marketing internship under Prof. Sameer Mathur, IIM Lucknow