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Techsonic

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Issue:

Business

 

Written by:

Dolly S

 

Date added:

July 28, 2014

 

Level:

University

 

Grade:

A

 

No of pages / words:

3 / 796

 

Was viewed:

7713 times

 

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Did Quaker make an error in buying Snapple or did they manage it badly? Roll forward to 1998. What can Triarc’s managers learn from Quaker’s experience? What can they apply from their own experience? Is the Snapple target market “anyone with lips?” Is it ok that Snapple “ends up meaning lots of different things to lots of different people?” What are the riskis and rewards of leaving “what the brand stands for” open to consumers’ interpretations rather than a strong positioning on it? And what does it mean to say that Snapple is a fashion brand? Identify the three highest [priority initiatives you would start tomorrow if you were in Mike Weinstein’s shoes...
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Justify them. The Snapple Case Analysis Case Problem Statement The Snapple brand created in 1972 by Arnie Greenberg, Leonard Marsh and Hyman Golden had been built from nothing to sales of $674 million per year by 1994. At the time, Quaker was seeking to grow its beverage business which only consisted of the Gatorade brand...
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General issues of this essay:
My Strategies As Ceo Of Quaker To Save Snapple Penzoil Quaker State QUAKER OATS AND SNAPPLE Quaker oats Quaker's Overall Strategies And Snapple's Strategies Sales Techniques Techsonic Industries Inc. Humminbird New Products Techsonic Applying Quantitative Marketing Techniques to the Internet A Bought Lesson Learned Quaker Steel Sales Promotion Techniques The Relationships Between Quaker, The Company, And Semiotics Green Laws Boost Clean-up Iindustry techsonic
 

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