This paper will first analyze the success of Snapple from 1972-1993 under original ownership. Secondly, it will investigate Quaker from 1994-1997 determining if they made an error in purchasing the company, or if the owners managed it poorly. Third, how the Snapple brand compared to the competition will be addressed...
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Third, how the Snapple brand compared to the competition will be addressed. Finally, three high priority initiatives Mike Weinstein and Triarc should implement to save Snapple will be identified. From start-up to 1993 From 1972-1987 Snapple grew slowly, outsourcing its production and distribution across New York and the east coast...
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Snapple Case Analysis Quaker executives hoped that Snapple would provide the same type of benefits as their highly successful Gatorade brand had done in previous years. They expected to achieve these benefits by applying the marketing expertise used for Gatorade, but they failed to understand some important differences in the markets, distribution channels, and customer attitudes for the two types of beverages...	3 / 752
Snapple There is a vital interplay between the challenge a brand faces and the culture of the corporation that owns it. When brand and culture fall out of alignment, both brand and corporate owner are likely to suffer...	2 / 486
Snapple Case Analysis that bought and sold troubled assets ? Had beverage assets like Mistic and Royal Crown Cola ? Bought Snapple for $300 m to take the advantage of the brand value that Snapple enjoyed PROPOSED MARKETING STRATEGY FOR SNAPPLE ? The brand and its message is interpreted differently regionally from fashion forward in New York to health conscious in St...	2 / 554
Quaker's Overall Strategies And Snapple's Strategies However, in terms of brand identity the two drinks couldn’t have been further apart. Seems Quaker Oats simply didn’t understand what the Snapple identity was all about which caused brand confusion resulting the diminishing of the customer loyalty...	2 / 511