...BRAND MANAGEMENT Case No. 3 SNAPPLE: REVITALIZING A BRAND INTRODUCTION In the 1990s, Snapple Corporation was one of the leading “New Age” beverage brands when the category was just beginning to take off. With the combination of a unique product, package design, and quirky advertising, the company grew form a regional underground favorite toa nationally recognized brand. Snapple’s rise in the beverage industry was crowned in 1994, when the Quaker Oats Company purchased Snapple for $1.7 billion. Quaker expected to make Snapple a major player in the industry, as it had done with GAatorade. However, the company was unable to capitalize on the brand’s previous success. In 1997, Quaker sold Snapple to Triarc Beverage Group for $300 million. Triarc faced a number of challenges, including reversing the sales slide, revamping the distribution system, and creating new products that will enable growth. Most importantly, Triarc had to find a way to reconnect the brand with its consumers. Triarc successfully resurrected the Snapple brand, and in 2000 sold Snapple to Cadbury Schweppes for $1.45 billion. Cadbury Schweppes then faced the challenge of maintaining Snapple’s brand strength in an increasingly competitive beverage environment. THE EMERGENCE OF SNAPPLE The roots of Snapple Corporation date back to 1972 in Brooklyn, New York when brothers-in-law, Leonard Marsh and Hyman Golden, left their window-washing business and teamed up with Marsh’s childhoAod friend and health...
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...Part I: Brand Inventory – Company View History and Corporate vision Inspired by authentic ingredients and the economic model of one local taqueria store in San-Francisco, Steve Ells began to open the first Chipotle store in 1993 at a former Dolly Madison ice cream location near University of Denver campus. The first Chipotle was a wide success. After two years since the first Chipotle opened, Steve added the second and third Chipotle locations. In 1996, Chipotle Denver area restaurant opened. Following the extraordinary successes, Chipotle was able to invite more outside investors to expand the scale of production to give way for the Chipotle’s openings outside of Colorado: Minneapolis, MN, Columbus and OH. After Steve visited some individual local farms, he found out pigs were raised in air-opening area as opposed to the way majority of pigs were raised. So he decided to dg pork and chicken naturally. Chipotle went public on New York Exchange in 2006. After that, Chipotle still kept focusing on providing the most authentic and healthy ingredients within each burrito. His vision is to serve 100% naturally raised beef in the near future. Moreover, Steve promoted to eliminate the antibiotics in ranching. From the year Chipotle opened until now, it has always been emphasizing on pursuing high-quality ingredients and cooking techniques to provide best eating experience for customers and fulfilling corporate social responsibilities. Driven by its main vision “Food with Integrity”...
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...Walt Disney Company vs. 21st Century Fox Founded in 1923 by Walt Disney, The Disney Company, and since 1986, The Walt Disney Company is approaching its 92nd year anniversary. While the length of a company's existence is not necessarily tied to a company’s success, it is difficult for a media company to have such a long history and not have some kind of cultural impact. In fact, The Walt Disney Company has not been immune to shifts in the executive positions, scandals, and economic downturns. Disney is an international brand and a household name. It is a cultural icon. With that said, it is a business, one capable of bad decisions and mistakes. Over the last year, not only did Disney shares reach all-time highs, but the company experienced resounding cross-platform success with its Frozen franchise, spurred excitement for the upcoming sequels to the original Star Wars trilogy, and readied the opening of the new Shanghai Disney Resort. Furthermore, the media conglomerate continues to perform at a high level, despite facing constant pressure in its film and broadcasting holdings. Disney creates, develops, produces, markets, and distributes content through an unrivaled range of media platforms. The company derives its revenues from five operating segments. Media Networks (43% of companywide business in fiscal 2014) includes ESPN, ABC, Disney Channel, among others, and generates sales from affiliate fees, ad sales, and the distribution of television programs. Parks and Resorts...
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...Sports Marketing Association - 6th Annual Conference July 17, 2008 Gold Coast, Australia. 1 Brand Strategy for Sporting Teams By Charlie Quirk Brand Strategist at Tait Sublercharlie.quirk@gmail.com 6 th Annual ConferenceJuly 16-20, 2008Book of PapersAbstract In the twenty first century, sporting teams around the world are experiencingunprecedented levels of fame due to technology like the Internet and satellite TV. Assuch, teams can no longer rely on mobilizing fan support and sponsorship capital intheir home market alone. In the same way corporations are guided by a compelling andoriginal idea that forms the basis for their brand strategy, so too must sporting teams.The purpose of this paper is to draw parallels between “conventional” brands like Appleand Disney, and to articulate what sporting teams can learn from those companies inthe management of their own brands. Brand Strategy For Sporting Teams By any definition, sporting teams today are big businesses. Harvard Professor StephenGreyser has observed that in recent times we have seen teams migrate from the sportspages to the business pages and, now sometimes, to the front page (Comeau, 2005).Like other large corporations, teams employ great numbers of people, generate profitsand losses, all the while seeking to achieve success against certain performancemetrics. And like other businesses, they have to perform well, remain financially viableand satisfy several stakeholders who have a financial interest in...
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...Name Business Prospects for The Seattle Mariners Institutional Affiliation May 27, 2016 Executive Summary The Seattle Mariners have been in the region since 1977 with the aim of entertaining and representing Seattle in the highest level of playing baseball. The present home of the Mariners is the Safeco Field in the SoDo area of Seattle. The team has won the league in 1995 and on 2001 the team set the league record winning the highest number of games for one season. The Mariners are one of the best-managed clubs returning profits even when the other big players are operating at a loss. Some of the reasons for its sustenance and success are attributed to firstly, the Nintendo group. The controlling owners bought the 55% stake when the company was experiencing difficulties in the maintenance of the former home necessitating a change of location. They brought the peace of mind and stability to the community. The other reason for the team's rise is because of the management that has made wise decisions regarding the present building and home of the Mariners. A SWOT analysis of the institution shows that the firm is in a good position to compete with other national league teams because it can increase its local support base as well as appeal to International market because of the presence of icons from other nations among the team members. The weaknesses are glaring but can be avoided by building a team that is very ambitious to win and reach levels that have not been reached...
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...of Professional Sports Major Leagues The 1990s and early 2000s was a period of substantial growth for professional sports at all levels. The number of teams in the Big 4 major leagues grew from 103 franchises in 1989 to 122 franchises by 2001. During that time, the National Hockey League (NHL) added eight expansion teams, Major League Baseball (MLB) added four, the National Football League (NFL) added three, and the National Basketball Association (NBA) added five teams. In addition, several new leagues were launched in the 1990s with aspirations of becoming prominent national properties, most notably Major League Soccer (MLS) and the Women's National Basketball Association (WNBA). By 2001, each of the Big 4 leagues had reached a saturation point, having established franchises in nearly every market capable of sustaining a major sports property. A few markets remain available for certain leagues. For example, Los Angeles has not had an NFL team since the Rams abandoned LA for a new stadium in St. Louis in 1995. While the NFL would love to have a franchise in the country’s 3rd largest television market, the lack of a modern, “NFL-ready” stadium has prevented a team from filling this attractive...
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...adidas AG (German pronunciation: [ˈadiˌdas]) is a German multinational corporation that designs and manufactures sports clothing and accessories based in Herzogenaurach, Bavaria, Germany. It is the holding company for the Adidas Group, which consists of the Reebok sportswear company, TaylorMade-Adidas golf company (including Ashworth), Rockport, and 9.1% of FC Bayern Munich. Besides sports footwear, Adidas also produces other products such as bags, shirts, watches, eyewear, and other sports- and clothing-related goods. Adidas is the largest sportswear manufacturer in Germany and Europe and the second biggest sportswear manufacturer in the world.[3] Adidas was founded in 1948 by Adolf Dassler, following the split of Gebrüder Dassler Schuhfabrik between him and his older brother Rudolf. Rudolf later established Puma, which was the early rival of Adidas. Registered in 1949, Adidas is currently based in Herzogenaurach, Germany. Puma is also based in Herzogenaurach. The company's clothing and shoe designs typically feature three parallel bars, and the same motif is incorporated into Adidas's current official logo.[4][5] The company revenue for 2012 was listed at €14.48 billion.[2] Gebrüder Dassler Schuhfabrik Christoph Von Wilhelm Dassler was a worker in a shoe factory, while his wife Pauline ran a small laundry in the Bavarian town of Herzogenaurach, 20 km (12.4 mi) from the city of Nuremberg. After leaving school, their son, Rudolf "Rudi" Dassler, joined his father at the shoe...
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...world, he had the respect (and some might say fear) of his rivals and colleagues and he had the beautiful wife and house. Bill had come from the tough streets of New York armed only with what many competitors called “cunning street smarts” and a propensity to bully and intimidate. He was lauded by the press as a pioneer in the “new economy” expanding his company into new exotic financial products and business lines as well as moving his firm into geographic locations not entered by foreigners before. However, that was all about to change as his life’s work began to crumble and fall all around him in the autumn of 2008. His days of enormous risk-taking and swaggering bravado was about to lead him and some 50,000 employees down a precipitous path to eventual destruction. “How had it come to this?” It was an unseasonably warm evening on the 5th of September 2008 when the lights of Bill Wrinkle’s midnight blue Mercedes lit up the forecourt of his expansive Greenwich, Connecticut home. Of all the palatial mansions that lined the treehugged streets of this part of the world, Bills was by far the most spectacular – a 12 bedroom oasis with tennis court, indoor squash court (which the talented player used almost daily), a 50metre infinity pool, and, enough land to host some of the more grander social gatherings of New Yorks financial elite, which his wife Kitty was famous for. This was now the furthest thought on the mind of one of Wall Street’s Kings, all those “friends” had now deserted...
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...successful franchises in Major League Baseball. But the idea for the book came well before I had good reason to write it—before I had a story to fall in love with. It began, really, with an innocent question: how did one of the poorest teams in baseball, the Oakland Athletics, win so many games? For more than a decade the people who run professional baseball have argued that the game was ceasing to be an athletic competition and becoming a financial one. The gap between rich and poor in baseball was far greater than in any other professional sport, and widening rapidly. At the opening of the 2002 season, the richest team, the New York Yankees, had a payroll of $126 million while the two poorest teams, the Oakland A's and the Tampa Bay Devil Rays, had payrolls of less than a third of that, about $40 million. A decade before, the highest payroll team, the New York Mets, had spent about $44 million on baseball players and the lowest payroll team, the Cleveland Indians, a bit more than $8 million. The raw disparities meant that only the rich teams could afford the best players. A poor team could afford only the maimed and the inept, and was almost certain to fail. Or so argued the people who ran baseball. And I was inclined to...
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...Acquisition of Quaker Oats John E. Gamble University of South Alabama In 2001, PepsiCo was the world’s fifth-largest food and beverage company, with such brands as Lay’s, Tostitos, Mountain Dew, Pepsi, Doritos, Aquafina, and Lipton contributing to revenues of approximately $26 billion. PepsiCo’s revenues had reached $31 billion in 1996, but a new corporate strategy embarked upon in 1997 slimmed the company’s portfolio from a collection of fast-food restaurants, snack foods, and beverages to a sharply focused lineup of convenience foods and beverages. Between 1997 and 1999, CEO Roger Enrico spun off Kentucky Fried Chicken (KFC), Taco Bell, and Pizza Hut as one independent, publicly traded company; created a stand-alone softdrink bottling business through an initial public offering; and entered additional snack and beverage categories with the acquisitions of Cracker Jack and Tropicana. Enrico’s focus on convenience foods and beverages placed PepsiCo in food and beverage categories that grew at twice the 2 percent industry growth rate and gave it a 2-to-1 market share lead over its nearest competitor in the convenience food and beverage industry. Roger Enrico and Quaker Oats Company’s CEO, Robert Morrison, jointly announced on December 4, 2000, that PepsiCo would acquire Quaker Oats. The move would combine PepsiCo’s 13 brands (with retail sales of more than $1 billion each) with Quaker’s market-leading Gatorade sports drinks and Quaker granola bars and hot breakfast products. The...
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... | | | | | |Robbie Johnson, Paul Vitale, Tim Lyons, Nathan Davis, and Laura Rusbarsky | | | Executive Summary Plan Overview: • We made sure to do the SWOT Analysis for BMW. Our strengths are our brand recognition and reputation for quality while our weaknesses are our high repair costs and vulnerability to currency fluctuation. Additionally, our opportunities are increased media attention on the 2012 Olympics and the BMW Championships golf tournament (both of which we sponsor) and our threats are the rising cost of fuel and the severe economic downturn. • We examined several trends affecting BMW and the car industry as a whole. Every automobile manufacturer must find ways to deal with increasingly demanding regulations on emissions and fuel economy from the EPA. Further, BMW’s customers care about being cutting edge, so we must find ways to thoughtfully integrate the latest technologies (navigation system, Bluetooth, HD radio)...
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...Annual report 2013 Looking forward to the future Dear Fellow Stockholder, move ahead of our peers. This unique culture allows us to attract and keep the best leaders and talent because it provides opportunities to grow and take on new challenges. That spirit will remain a cornerstone for us, to the benefit of our viewers, colleagues and investors. Shareholders of 21st Century Fox will see value driven by a commitment to bring consumers across the globe the very best stories in film and television, the greatest moments in sports, unrivaled TV news coverage, and an array of satellite products and services that deliver Rupert Murdoch, Chairman & Chief Executive Officer, 21st Century Fox the world like never before. Our potential to expand our franchises outside the U.S. is limitless, and, with many international markets still in their infancy, largely untapped. It is through this lens – dynamic content, global reach and entrepreneurial culture – that we view both the foundation and future of 21st Century Fox. While I’m not one to look back, the past 12 months have made me especially proud. At the same time, our prospects for the next 12 months and beyond are as bright as ever. The following review of our cable business, sports programming, broadcast network, film and television assets and satellite services is a snapshot of the strong foundation we have built over the years, which will serve us well as we focus on the opportunities that lie ahead. Business Segment Overview...
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...at local diners and fast-food establishments, skeptics had ridiculed the notion of $3 coffee as a yuppie fad. But the popularity of Starbucks’ Italianstyle coffees, espresso beverages, teas, pastries, and confections had made Starbucks one of the great retailing stories of recent history and the world’s biggest specialty coffee chain. In 2003, Starbucks made the Fortune 500, prompting Schultz to remark, “It would be arrogant to sit here and say that 10 years ago we thought we would be on the Fortune 500. But we dreamed from day one and we dreamed big.”1 Having positioned Starbucks as the dominant retailer, roaster, and brand of specialty coffees and coffee drinks in North America and spawned the creation of the specialty coffee industry, management’s long-term objective was now to establish Starbucks as the most recognized and respected brand in the world. New stores were being opened at the rate of roughly 32 per week in 2005, and management Copyright © 2006 by Amit J. Shah, Arthur A. Thompson, and Thomas F. Hawk. I expected to have 15,000 Starbucks stores open worldwide going into 2006. Believing that the scope of Starbucks’ long-term opportunity had been...
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...Larson−Wild−Chiappetta: Fundamental Accounting Principles, Seventeenth Edition 1. Accounting in Business Text © The McGraw−Hill Companies, 2004 “I love chocolate, and so I’m having fun making money”—Elise Macmillan (Evan Macmillan on right) 1 Accounting in Business A Look at This Chapter Accounting plays a crucial role in the information age. In this chapter, we discuss the importance of accounting to different types of organizations and describe its many users and uses. We explain that ethics are crucial to accounting. We also describe business transactions and how they are reflected in financial statements. A Look Ahead Chapter 2 further describes and analyzes business transactions. We explain the analysis and recording of transactions, the ledger and trial balance, and the double-entry system. More generally, Chapters 2 through 4 focus on accounting and analysis, and they illustrate (via the accounting cycle) how financial statements reflect business activities. Larson−Wild−Chiappetta: Fundamental Accounting Principles, Seventeenth Edition 1. Accounting in Business Text © The McGraw−Hill Companies, 2004 Learning Objectives CAP Conceptual Analytical Learning Objectives are organized by conceptual, analytical, and procedural. Procedural prepare basic financial P1 Identify andand explain how they statements interrelate. (p. 17) C1 Explain the purpose and importance of accounting in the information age. (p. 4) A1 Define...
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...1990s, the corporation had been plagued by a series of labor incidents and public relations nightmares: underage workers in Indonesian plants, allegations of coerced overtime in China, dangerous working conditions in Vietnam. For a while, the stories had been largely confined to labor circles and activist publications. By the time of Phuong’s death, however, labor conditions at Nike had hit the mainstream. Stories of reported abuse at Nike plants had been carried in publications such as Time and Business Week and students from major universities such as Duke and Brown had organized boycotts of Nike products. Even Doonesbury had joined the fray, with a series of cartoons that linked the company to underage 1 “Nike CEO Phil Knight Announces New Labor Initiatives,” PR Newswire, May 12, 1998. 2 Tim Larimer, “Sneaker Gulag: Are Asian Workers Really Exploited?” Time...
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