Case Analysis, Quaker Oats
Quaker Oats- Gatorade/Snapple
Background
Quaker Oats acquired the Gatorade brand in 1983 but the sports drink actually was developed in 1965 for the University of Florida Gators. At the time of the acquisition Gatorade sales were about $100 million. But the most notoriously known sports drink would grow in sales to over $1.1 billion worldwide by 1994. Gatorade wasn’t the only division produced by Quaker Oats. 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. However, Gatorade was still the largest producing division for the Quaker company. Despite holding 77 percent of the $1.2 billion in U.S. sports beverage category management still pushed to increase market share in foreign countries. The company’s profit margins took a hit with the expense of underwriting Gatorade’s entry into new country markets. Quaker looking for new ventures to strengthen their position in producing/marketing beverage substitutions for soft drinks found acquiring the Snapple brand to be their answer.
External Environmental Analysis
In 1994, Quaker Oats had a solid footing in the food and beverage company ranking twelfth largest with worldwide sales of $6 billion and operating 54 manufacturing plants in 16 states and 13 foreign countries along with sales offices in 21 states and 18 foreign countries. Almost one third of the corporate revenue came from sales outside of the United States. With the acquisition of Snapple Quaker Oats were entering the health drink market that had much competition. Multiple companies had similar drinks and some even had tea just like Snapple. They would have to find some type of competitive advantage to continue to help them continue to grow as a brand.
Internal Environmental Analysis
Quaker’s top management was committed to achieving real earnings growth of 7 percent and providing total shareholder returns that
Background
Quaker Oats acquired the Gatorade brand in 1983 but the sports drink actually was developed in 1965 for the University of Florida Gators. At the time of the acquisition Gatorade sales were about $100 million. But the most notoriously known sports drink would grow in sales to over $1.1 billion worldwide by 1994. Gatorade wasn’t the only division produced by Quaker Oats. 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. However, Gatorade was still the largest producing division for the Quaker company. Despite holding 77 percent of the $1.2 billion in U.S. sports beverage category management still pushed to increase market share in foreign countries. The company’s profit margins took a hit with the expense of underwriting Gatorade’s entry into new country markets. Quaker looking for new ventures to strengthen their position in producing/marketing beverage substitutions for soft drinks found acquiring the Snapple brand to be their answer.
External Environmental Analysis
In 1994, Quaker Oats had a solid footing in the food and beverage company ranking twelfth largest with worldwide sales of $6 billion and operating 54 manufacturing plants in 16 states and 13 foreign countries along with sales offices in 21 states and 18 foreign countries. Almost one third of the corporate revenue came from sales outside of the United States. With the acquisition of Snapple Quaker Oats were entering the health drink market that had much competition. Multiple companies had similar drinks and some even had tea just like Snapple. They would have to find some type of competitive advantage to continue to help them continue to grow as a brand.
Internal Environmental Analysis
Quaker’s top management was committed to achieving real earnings growth of 7 percent and providing total shareholder returns that