Dr Pepper Snapple
Dr Pepper Snapple
External Analysis * Bargaining Power of suppliers – Medium
The switching cost to find other suppliers of commodities to produce beverage is not high, and those suppliers are not concentrated or differentiated. However, the recession significantly increased commodity prices, and DPS has very little power in affecting the prices they pay for these commodities. * Bargaining Power of buyers - Medium
Individual buyers do not put high pressure on DPS, but large buyers like Wal-Mart or Targets have greater buyer powers because of the large order quantity. * Rivalry Threat – High
The beverage manufacturing and bottling industry is highly competitive, major competitors including the Coca-Cola, Pepsi. DPS and its competitors all offer products in every major nonalcoholic beverage category that directly compete with one another. * Potential Entrants – Low
Brand recognition is incredibly important for the beverage industry, which set up a high entry barrier for new entrants. Large companies including DPS have very high operational efficiency, and it’s hard for new entrants to compete in this industry. * Substitute Products – High
The threat of substitutes is high. Due to the recession, consumers turned from flavored drinks and colas to less expensive alternatives, like water. An increased concern about health and wellness resulted in the increased sale of products richer in vitamins.
Current Business and Strategies
DPS is composed of more than 40 different businesses to make up a unified and independent organization, manufacturing soft drink concentrates and finished beverages.
The company management has established six specific strategies to compete in the market: * Build and enhance leading brands. * Focus on opportunities in high-growth and high-margin categories. * Increase presence in high-margin channels and packages. * Leverage the firm’s integrated business model. * Strengthen the firm’s distribution
External Analysis * Bargaining Power of suppliers – Medium
The switching cost to find other suppliers of commodities to produce beverage is not high, and those suppliers are not concentrated or differentiated. However, the recession significantly increased commodity prices, and DPS has very little power in affecting the prices they pay for these commodities. * Bargaining Power of buyers - Medium
Individual buyers do not put high pressure on DPS, but large buyers like Wal-Mart or Targets have greater buyer powers because of the large order quantity. * Rivalry Threat – High
The beverage manufacturing and bottling industry is highly competitive, major competitors including the Coca-Cola, Pepsi. DPS and its competitors all offer products in every major nonalcoholic beverage category that directly compete with one another. * Potential Entrants – Low
Brand recognition is incredibly important for the beverage industry, which set up a high entry barrier for new entrants. Large companies including DPS have very high operational efficiency, and it’s hard for new entrants to compete in this industry. * Substitute Products – High
The threat of substitutes is high. Due to the recession, consumers turned from flavored drinks and colas to less expensive alternatives, like water. An increased concern about health and wellness resulted in the increased sale of products richer in vitamins.
Current Business and Strategies
DPS is composed of more than 40 different businesses to make up a unified and independent organization, manufacturing soft drink concentrates and finished beverages.
The company management has established six specific strategies to compete in the market: * Build and enhance leading brands. * Focus on opportunities in high-growth and high-margin categories. * Increase presence in high-margin channels and packages. * Leverage the firm’s integrated business model. * Strengthen the firm’s distribution