...Case: Dr Pepper Snapple Group, Inc.: Energy Beverages Texas A&M Corpus Christi Marketing Management MKTG-5320 Case: Dr Pepper Snapple Group, Inc.: Energy Beverages Introduction Dr Pepper Snapple Group, Inc. decided in September of 2007 to explore the profitability of expanding into the energy beverage market. Dr Pepper Snapple Group, Inc. is a major competitor in the flavored carbonated soft drink (CSD) market, and also has a strong presence in the non-CSD market. The energy beverage market had an estimated $6.2 billion in retail dollar sales in 2006. The market grew at an average annual rate of 42.5 percent between 2001 and 2006, however, market industry experts estimated an average annual growth rate of 10.5 percent between 2007 and 2011. This slowing of growth was due to a number of factors: market maturity, an increase in price and packaging competition, and new entrants to the market in hybrid energy drinks, ready to drink energy teas, and energy colas. Analysis Strengths The strengths of Dr Pepper Snapple Group, Inc. include: * A network of bottling and distribution throughout the United State, Canada, and Mexico * Stable cash flows * Substantial portfolio of diverse and well known CSD and non-CSD brands with a position as the number one CSD company in the United State. * Dr Pepper Snapple Group, Inc. believes is holds a competitive advantage with its integrated business model * Strong customer relationships Opportunities ...
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...CASE #1 DR. PEPPER SNAPPLE GROUP, INC. ENERGY BEVERAGES DEFINITION OF THE PROBLEM: Dr. Pepper Snapple Group, Inc. is a major integrated brand owner, bottler, and distributor of non-alcoholic beverages in the United States, Mexico and Canada. Recently, Andrew Baker, brand manager for the company, has been tasked with formulating a marketing strategy to determine whether or not launching a new energy beverage would be profitable in 2008. To date, Dr. Pepper Snapple Group, Inc. is the only major domestic non-alcoholic beverage company in the U.S. that did not have an energy drink of its own. The decision to explore the energy beverage market is based on a business strategy that focused on the opportunities in high-growth and high-margin areas of opportunity. A primary concern facing this decision lies in the fact that the energy beverage industry is already established. The problem lies in whether or not it is worth their time and funds to explore a new product and venture into the energy beverage market. Alternatives Essentially, there are two basic alternatives to consider when evaluating this decision: (1) continue business as usual and don’t get involved with the energy beverage industry or (2) enter the energy beverage market. Evaluation of Alternatives In the first alternative, they’d continue to ride their juggernauts. Stick with their established brands and stay the course. It’s important to note...
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...Talisman Energy Inc. is facing are the risks that they will face coming into Iraq, and dealing with the Kurdistan Regional Government. Talisman Energy Inc. will have to deal with KRG not knowing how they will act with the money that Talisman Energy Inc. will give them. Analysis The first thing that worries Talisman Energy Inc. is that they don’t know if KRG will use the money on economic development or to buy weapons. If KRG uses the money to build the economy then this will make Talisman Energy Inc. look like they helping a good cause which will help bring up the value of their stocks and make them grow. But if KRG uses the money for illegal purposes such as buy weapons. This news will make Talisman Energy Inc. look like if they support violence in the Middle East, which will bring uproar in the region. This will also make Talisman Energy Inc. look like they support Saddam Hussein and his weapons of mass destruction. If it actually came to pass that KRG was found actually spending money on weapons of mass destruction. Talisman Energy Inc. stocks would drop significantly and ruin the reputation of Talisman Energy Inc. Although Baghdad gave complete autonomy to KRG, they might still need to overrule these purchases of weapons. For other international NGO communities they will need to come in to stop KRG from continuing to purchase weapons and will ask KRG to safely destroy these weapons. This scandal would really damage the reputation of Talisman Energy Inc. Krg charges...
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...1st, 2014 SUBJECT: The Legal System and ADR Analysis on Texas Energy Giants In the early part of January 2014, Energy Transfer Partners of Dallas filed a lawsuit against Enterprise Products Partners of Houston and Enbridge Inc. of Calgary Alberta (Curriden, 2014). Energy Transfer Partners of Dallas claims that Enterprise Products Partners broke a prior arrangement to building a pipeline from Houston to Oklahoma. Enterprise Products Partners believes the lawsuit has no merit because there was no true actual partnership or joint venture with Energy Transfer Partners. Energy Transfer Partners disagrees and argues that both Enterprise and Enbridge worked together to cut Energy Transfer Partners out of the pipeline deal illegally. Energy Transfer Partners of Dallas is seeking over one billion dollars in actual and punitive damages (Curriden, 2014). Enterprise Products Partners feels the lawsuit should be thrown out since there was no true agreement in their eyes with Energy Transfer Partners. This case differs than most business disputes since it is making it into a court room. It seems Energy Transfer Partners of Dallas is looking to bring into light how Enterprise Products Partners of Houston does business. Energy Transfer Partners feels they have a strong enough case to make it into the state court system to solve and collect from their broken partnership with Enterprise Products Partners. Energy Partners could have easily decided to take this dispute to a mediator...
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...1st, 2014 SUBJECT: The Legal System and ADR Analysis on Texas Energy Giants In the early part of January 2014, Energy Transfer Partners of Dallas filed a lawsuit against Enterprise Products Partners of Houston and Enbridge Inc. of Calgary Alberta (Curriden, 2014). Energy Transfer Partners of Dallas claims that Enterprise Products Partners broke a prior arrangement to building a pipeline from Houston to Oklahoma. Enterprise Products Partners believes the lawsuit has no merit because there was no true actual partnership or joint venture with Energy Transfer Partners. Energy Transfer Partners disagrees and argues that both Enterprise and Enbridge worked together to cut Energy Transfer Partners out of the pipeline deal illegally. Energy Transfer Partners of Dallas is seeking over one billion dollars in actual and punitive damages (Curriden, 2014). Enterprise Products Partners feels the lawsuit should be thrown out since there was no true agreement in their eyes with Energy Transfer Partners. This case differs than most business disputes since it is making it into a court room. It seems Energy Transfer Partners of Dallas is looking to bring into light how Enterprise Products Partners of Houston does business. Energy Transfer Partners feels they have a strong enough case to make it into the state court system to solve and collect from their broken partnership with Enterprise Products Partners. Energy Partners could have easily decided to take this dispute to a mediator...
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...MARKETING PROBLEM: Energy Beverages Dr. Pepper Snapple Group, Inc. Note by authors For analyzing of this case and solving this Marketing Problem, we used steps of Decision Making Process for a Marketing Problem known as „DECIDE“. In other words, we covered the case through following sections: 1. Defining the problem 2. Enumerating the decision factors 3. Considering relevant information 4. Identifying the best alternative 5. Developing a plan for implementing the chosen alternative 6. Evaluating the decision and the decision process 1. Defining the problem Andrew Barker, Marketing Executive of Dr. Pepper Snapple Group, Inc. only major nonalcoholic beverage company in USA launched Accelerade RTD brand. Launching such a product is not only creating a new brand, it is entering new segment of market, going from CSD (carbonated soft drinks) and producing ready to drink tea to new segment, segment of Functional Beverages. The market segment of Energy Beverages (Functional Beverages) is field of huge battle field of many competitors, and idea to enter it is under question mark. There are few questions to answer in order to solve this Marketing Problem: a) Shall Dr. Pepper Snapple Group, Inc. launch a new brand? b) If answer on question „a“ is yes, answer on the following questions: a. What should be the target market? b. How should brand be positioned? c. What kind of Marketing Channel should be used? d. What should...
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...MKT750 MARKETING MANAGEMENT CASE STUDY DR PEPPER SNAPPLE GROUP, INC. ENERGY BEVERAGE PREPARED BY: RAMSIS ANAK WILLIAM AGIM 2012402536 Strategic Issues and Problems Being the consultant of Dr Pepper Snapple Group, Inc. (DPSG), I am charged to assess whether or not a profitable market opportunity existed for a new energy beverage brand to be produced, marketed, and distributed by the company. The decision to explore a new energy beverage was made by senior company management of DPSG as part of a corporate business strategy to focus on opportunities in (1) High Growth and (2) High Margin beverage businesses. My tasks involve a number of important factors. I must assess the likelihood that DPSG Competitive environment will be liberal or conservative in its marketing of the new energy beverage. An important consideration is DPSG role in affecting this environment, given its strong presence in the CSD market and utilizing that strength to push the new energy beverage. Ultimately I must make a “go-no go” decision. A “go” decision requires a recommendation in the form of the new energy beverage, its target market, its price, and promotion. A “no go” decision must take into consideration Dr Pepper’s profit and growth position without the new energy beverage and measures to minimize their impact. The problem facing Dr Pepper’s is how to retain its present competitive position given an environmental threat (other energy beverage) while at the same time preserving...
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...Executive Summary: Midland Energy Resources, Inc. is a global energy company with a broad array of products and services. The company operates within three different operations including oil and gas exploration and production (E&P), refining and marketing (R&M), and petrochemicals. Midland has proven to be a very profitable company, with reported operating revenue of $248.5 billion and operating income of $42.2 billion. The company has been in business for over 120 years and employed more than 80,000 individuals. Janet Mortensen, the senior vice president of project finance for Midland Energy Resources, has been asked to calculate the weighted average cost of capital (WACC) for the company as a whole, as well as each of its three divisions as part of an annual budgeting process. Midland’s Three Divisions: Exploration & Production Oil exploration and production (E&P) is Midland’s most profitable business, and its net margin over the previous five years was among the highest in the industry. With oil prices at historic highs in early 2007, Midland anticipated heavy investment in acquisitions of promising properties, in development of its proved undeveloped reserves, and in expanding production. They also needed to account for competition from areas such as the Middle East, Central Asia, Russia, and West Africa. Refining and Marketing Midland had ownership interests in forty refineries around the world with distillation capacity of five million barrels a day. Measured by revenue...
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...Executive Summary: Midland Energy Resources, Inc. is a global energy company with a broad array of products and services. The company operates within three different operations including oil and gas exploration and production (E&P), refining and marketing (R&M), and petrochemicals. Midland has proven to be a very profitable company, with reported operating revenue of $248.5 billion and operating income of $42.2 billion. The company has been in business for over 120 years and employed more than 80,000 individuals. Janet Mortensen, the senior vice president of project finance for Midland Energy Resources, has been asked to calculate the weighted average cost of capital (WACC) for the company as a whole, as well as each of its three divisions as part of an annual budgeting process. Midland’s Three Divisions: Exploration & Production Oil exploration and production (E&P) is Midland’s most profitable business, and its net margin over the previous five years was among the highest in the industry. With oil prices at historic highs in early 2007, Midland anticipated heavy investment in acquisitions of promising properties, in development of its proved undeveloped reserves, and in expanding production. They also needed to account for competition from areas such as the Middle East, Central Asia, Russia, and West Africa. Refining and Marketing Midland had ownership interests in forty refineries around the world with distillation capacity of five million barrels a day....
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...Trinity Industries Trinity Industries Inc., today is a diversified industrial company providing various products and services to a multitude of different business sectors. The company as we know it today, began in 1933 when C.J. Bender founded Trinity Steel. Trinity Steel was a manufacturer of butane tanks. In 1958 Trinity Steel merged with Dallas Tank Company to form Trinity Industries. The first President and CEO of Trinity Industries was Ray Wallace, who worked for Trinity Steel at the time of the merge. From inception Trinity Industries has been driven to be at the top of the markets it operates in, and today this remains the goal. Trinity Industries Inc. Trinity Industries Inc. Trinity Industries is “divided” into five different business segments, the Rail Group, Railcar Leasing and Management Services Group, Construction Products Group, Energy Equipment Group and the Inland Barge Group. Each segment specializes in providing different products and services. Within each business segment Trinity owns and operates numerous businesses. Inland Barge Manufactures inland barges and fiberglass barge covers Inland Barge Manufactures inland barges and fiberglass barge covers Energy Equipment Manufactures multiple products including wind towers and utility steel structures Energy Equipment Manufactures multiple products including wind towers and utility steel structures Construction Products Manufactures highway products and other steel products Construction Products ...
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...MIS-302-08 Tesla Motors Inc. (Sustainability & CSR) Tesla Motors Inc. The corporation I chose to investigate is Tesla Motors Inc. My Dad is extremely into cars, especially high-end ones, and when he first caught news of Tesla it was all he could talk about for days; that’s what sparked my interest in this corporation. Tesla Motors Inc. is an American car company that designs, manufactures and sells its own electric vehicles. Not only do they sell cars but now they produce the “Powerwall” which is basically a system that uses solar panels to convert to usable energy for home appliances (Tesla). Tesla is a fairly new company, founded in 2003 and their headquarters are located in Palo Alto, California. The current CEO is Elon Musk who is also well known for being the founder of SpaceX and Co-Founder of PayPal. BY just glancing at their website, www.teslamotors.com, I was able to get a grasp on how innovative and socially/environmentally conscious this corporation really is. Within the past year Elon Musk made a huge step in advancing their corporate sustainability; the announcement of their 5 million square foot “GigaFactory”, which is supposed to be up an running by 2020 (Lavrinc). This Factory will produce enough energy for 500,000 Tesla cars and will run on renewable energy, ultimately making it a net zero energy Factory. Also the company has focused on developing more charging stations in convenant locations, which are free for Tesla Consumers to use. ...
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...Re: Dr Pepper Snapple Group, Inc. – Memo of Recommendation Strategic Issue Energy beverages in 2006 were the fourth largest nonalcoholic beverage category in the United Sates after carbonated soft drinks (CSD), bottled water, and sport drinks. Currently the company sells ready-to-drink tea, juice, juice drink, and mixer categories. The main issue is Dr Pepper Snapple sells four categories which are not among the top four. Therefore, they are missing out on a huge opportunity in the market. It would be in their best interest to penetrate the energy beverage market based on their current standing. Dr Pepper Snapple should enter into the energy beverage market with an all-natural, non-carbonated energy beverage. The Market and Competitors The energy beverage market is expected to grow at an average annual rate of 10.2% until 2011. It has slowed down recently due to the maturing of the market as well as new competitors to the market of hybrid energy beverages. Dr Pepper Snapple major competitors in the energy drink market are Red Bull North America, Hansen Natural Corporation, Pepsi-Cola, Rockstar Inc., and Coca-Cola. Each competitor is very power and influential in the drink, but each also have their own strengths and weaknesses. Every competitor struggles in this market due to brand loyalty, Dr Pepper Snapples most challenging obstacle to overcome. Competitors offer very similar product which provide consumers with an energy boost, mental alertness, refreshment, and...
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...Practice Case 1: Dr Pepper Snapple Group, Inc: Energy Beverages 1. How would you characterise the energy beverage category, competitors, consumers, channels, and DPSG’s category participation in late 2007? Energy Beverage Category: Energy drinks provide consumers with a boost of energy and they fall under the category of functional drinks. Functional drinks are non-alcoholic drinks which include ingredients such as herbs, vitamins, minerals, amino acids or other nutritional ingredients. Other functional drinks include sport drinks, teas, fruit drinks and enhanced water drink. DPSG participation → In the US and Canada, Dr Pepper Snapple Group participated primarily in the flavoured carbonated soft drink (CSD) market segment Competitor: The largest non-alcoholic beverage category, after carbonated soft drinks, sport drinks, and bottled water, but the fastest growing one. DPSG participation → their major competitors include Red Bull, Monster Energy, and Coca Cola. Consumers: Average US per capita consumption of energy beverage drinkers increased by 14% since 2004. Predominantly consumed by males aged between 12- 34 during the afternoon or morning. The reasons for consumption include energy boost, mental alertness and taste. Most limit their options to 1.4 different brands which sheds light on strong brand loyalty. DPSG participation → DPSG have an attractive positioning within a large, growing, and profitable market. Channels: Distribution channels include convenience...
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...nation-states and transnational entities from both an academic and practical perspective through the use of modern examples. The foundation help to facilitate the exploration and analysis of the interaction of transnational entities and nation-states as it pertains to the foreign policy objectives of each. Finally, we illuminate the consequences of these interactions and its effect on international politics. A nation can be roughly defined as group of people which share enough in common to consider themselves as part of a common group or community. The characteristics which bind members of a nation can vary greatly; anything from a common language and culture to a common history can form the bonds which bind people in a nation (Wikimedia Foundation, Inc., 2012). The Kurdish people, throughout the Middle East, but mainly residing...
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...MORGAN NORTH STANLEY RESEARCH AMERICA Morgan Stanley & Co. LLC Adam S. Parker, Ph.D Adam.Parker@morganstanley.com +1 212 761 1755 Brian T. Hayes, Ph.D Brian.T.Hayes@morganstanley.com Antonio Ortega Antonio.Ortega@morganstanley.com November 26, 2012 Adam J. Gould, CFA Adam.Gould@morganstanley.com US Equity Strategy The 2013 Playbook We are launching our 2013 US equity outlook today. We have been cautious on US equities for much of the last two years. Our concerns around US deficit / debt and the obvious borrowing from the future that occurs from unconventional policy, the European sovereign crisis, and slower growth in emerging markets generally remain, but the acuteness of these issues appears for now to be less sharp. Our 2013 year-end target calls for low-to-mid single digit upside (Exhibit 1) predicated on our view that 2014 corporate earnings are likely to modestly recover from our 2013 forecasted level, perhaps with profits troughing during the April 2013 earnings season. Our year-end 2013 S&P500 price target is 1434, and our bull and bear targets are 1733 and 1135 (Exhibit 1). Our EPS outlook for 2014 is $110.21, up from our 2013 forecast of $98.71, both well below consensus. Improving Michigan Confidence and tightening corporate spreads drive the relative improvement in our earnings outlook. Please see our Interactive Model: S&P500: 2013 Year-End Forecast, also published today, to play with key assumptions and change assumptions for EPS...
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