Of course Snapple is still around, and it may yet prosper under its new masters. Sevinc Ulu Brittany Williams Many successful businessmen and women have concluded that the most successful acquirers are also the most disciplined. However, it's clear that Quaker significantly overestimated that growth potential. In addition inventory problems forced Quaker Oats to dump a large number of outdated Snapple cans and ingredients, as well as discontinued flavours. In defining a strategy for selling oatmeal, Kawalek had confronted fundamental questions faced by the company as a whole.
The other Quaker items in the employee cafeteria--the Gatorade and the granola bars and, until recently, the Snapple--cost the employees money. Quaker's game plan was to crack Snapple's ironclad distribution contracts--some had no expiration dates--by dangling the lure of Gatorade. This at the time would open up to a market that was not overly crowded as the one they are in. There are factors beyond economic analysis to take into account if the process of brand management is to cohere. Consumers are targeted, campaigns are planned, products are positioned and launched, waves of advertising are flighted, and then market research does the reconnaissance to say whether the missions were successful or not. The confidence was easily understood: Quaker had an impressive record in beverage marketing, having developed Gatorade into a powerhouse national brand by skillfully executing a plan drawn straight from the marketing textbooks. Was Quaker a victim of circumstance? In 1983, Quaker Oats Company purchased Gatorade sports drink which later acquired by PepsiCo in 2001.
In this way, Snapple was able to keep its overhead low and its payroll short. Furthermore, consumer interest in the oatmeal category was waning, and the relevance of a 125-year-old brand was in question. Also, they need a very good taste team so that they can actually get a good tasting beverage that has zero calories in it. Management also believed it could enhance shareholder value by prudently using leverage. All of these cultural differences were made worse by the lack of trust between the two sets of executives, managers and employees.
It then entered the iced tea market with a ready-to-drink product that helped it to capture a large share of that market. Snapple owned no factories--it contracted out to various manufacturers to produce the drink. Quaker went on to rebuild the facility incorporating the few areas of the structure that were not destroyed by fire. Aware that Snapple had grown beyond their limited expertise, Greenberg and his partners cast about for a new owner that could take the brand to the next level. Ebrahim Corporate Strategy, Spring 2012 May 1, 2012 Pauline Guittard Linn Gustafsson T. Ambrose had a task of guiding the company through what is essentially the initiation of formal, long range planning.
The coffee route could back fire also because it is something that Snapple is new to and people do not associate them with coffee. Kaufman's instantaneous rise from obscure shipping clerk to high-paid media darling is an amazing tale of propitious fate, as if the Pillsbury Doughboy had started out as an albino dwarf in the mailroom. Somebody thought to direct the trickle of fan mail Snapple was receiving to Kaufman. They didn't have the money to buy a big star. During the time when the market was becoming saturated for Snapple they needed something that would give them a competitive advantage in the market. Now called Prana Foods, it's a modest co-op jammed with cardboard boxes of carrots, jars of wheat germ, containers of hijiki, and organic berries in plastic bins.
Some processes are best entrusted to managers with cautious, prudent temperaments while others flourish in the hands of risk takers. Ebrahim Corporate Strategy, Spring 2012 May 1, 2012 Pauline Guittard Linn Gustafsson T. The Quaker plant sells cereal production byproducts to companies that use them to create fire logs, pellets and janks. This situation is often referred to as 'the perfect storm' and it happens fairly regularly in business. When the company was being built up, Quaker businessmen were known for their honesty is often considered a.
While 's French re-telling of the story featured fur slippers, it is believed to be an urban legend that vair fur was mistranslated as verre glass. Wild Oats growth rate was a steady 6 percent annually, while Whole Foods great at 21 percent during the same time period. The company was later sued because of the experiments. Initially Snapple had very little supermarket coverage. Because this product would essentially reduce cost and be healthier for the drink consumers.
The distributors would surrender big supermarkets and chain stores. It was just a brand, albeit a brand whose sales had doubled four years in a row, from 1989 to 1993. The company also had divisions in breakfast foods, pet foods, golden grains, convenience foods as well as international sales in Canada, Europe and Latin America. The managerial temperament makes itself known and felt in those small, almost unconscious, actions and decisions. Then go right back to the same thing, except not as authentic and fun as we were doing. We can write down positioning statements, but the Snapple trademark spills over the boundaries we put on it. During their obligatory get-to-know-our-client tour of Snapple's Long Island headquarters, agency head Richard Kirshenbaum ran across Wendy.