Snapple: Diagnostic Disorders
Matthew Crawford
Professor Tong
MKTG 129 Section 01
Brief Case Study
Case Study # 3: Snapple
I. Diagnostic symptoms
The most critical and diagnostic facts in this case primarily revolve around Snapple’s overall image as perceived by consumers. The image is what built this brand into a success and later pushed it into decline.
Five most diagnostic/alarming symptoms: 1. Mismanagement of established image. (Deighton, 2003:5). • Quaker intended on making the Snapple brand into big business in a short amount of time much like it did with the Gatorade brand. • A major issue of this was customers perceiving Snapple as being “sold out” which is a major hit to the image of a company in a more specialized market. • …show more content…
5. Decline of overall annual sales. (Deighton, 2003:6, 14-16). • Main issue across the board. Seems to be mostly attributed to the uncontrollable alteration of the Snapple brand image in many ways. • New competitor AriZona seemed to take away some of the niche market as it was deemed “new”
II. Problem Statement The change in Snapple’s perceived image appears to be the main cause in its overall sales decline. The wholesome ideals and real life, down to earth, quirky feel that Snapple built itself with seemed to dissipate after Quakers acquisition. This loss of image appeared to turn its normal consumer base away quickly.
III. Alternatives 1. Retain what works, drop the rest. • Consumers bought Snapple in a 16 oz bottle during its rise and mostly during its decline even with other sizes were offered. This is a good indication that it was working and should be kept. Other sizes that did not sell or were almost unshipable to many markets should be dropped. • The same should also be considered for flavors. Keep the top selling and wean out the bottom …show more content…
Bring back the old image. • The original image of a small company Snapple had is what brought it to being a successful brand and should be valued as such by not going too big too fast. • Bring back Wendy Kaufman, people seemed to enjoy and relate to her. She also added to the quirkiness. • More community events such as the Snapple convention. Brought about attention and the unique closeness one can feel with a brand. This brings about customer loyalty. 3. Bring in the new while building on the old. Go healthy. • Organic and all natural foods are becoming higher in demand and provide a fantastic opportunity for Snapple to go back to its roots and offer a healthful alternative to sweet drinks. • Snapple still calls itself natural but does not currently offer organic or other alternative green friendly approaches to the beverage industry. This would be a good way to build the image back.
IV. Solution Snapple should reanimate its old image by bringing back its spokesperson, conventions and small company feel while offering a healthy alternative drink.
V. Implementation Immediate actions can be taken to solve Snapple’s current
Professor Tong
MKTG 129 Section 01
Brief Case Study
Case Study # 3: Snapple
I. Diagnostic symptoms
The most critical and diagnostic facts in this case primarily revolve around Snapple’s overall image as perceived by consumers. The image is what built this brand into a success and later pushed it into decline.
Five most diagnostic/alarming symptoms: 1. Mismanagement of established image. (Deighton, 2003:5). • Quaker intended on making the Snapple brand into big business in a short amount of time much like it did with the Gatorade brand. • A major issue of this was customers perceiving Snapple as being “sold out” which is a major hit to the image of a company in a more specialized market. • …show more content…
5. Decline of overall annual sales. (Deighton, 2003:6, 14-16). • Main issue across the board. Seems to be mostly attributed to the uncontrollable alteration of the Snapple brand image in many ways. • New competitor AriZona seemed to take away some of the niche market as it was deemed “new”
II. Problem Statement The change in Snapple’s perceived image appears to be the main cause in its overall sales decline. The wholesome ideals and real life, down to earth, quirky feel that Snapple built itself with seemed to dissipate after Quakers acquisition. This loss of image appeared to turn its normal consumer base away quickly.
III. Alternatives 1. Retain what works, drop the rest. • Consumers bought Snapple in a 16 oz bottle during its rise and mostly during its decline even with other sizes were offered. This is a good indication that it was working and should be kept. Other sizes that did not sell or were almost unshipable to many markets should be dropped. • The same should also be considered for flavors. Keep the top selling and wean out the bottom …show more content…
Bring back the old image. • The original image of a small company Snapple had is what brought it to being a successful brand and should be valued as such by not going too big too fast. • Bring back Wendy Kaufman, people seemed to enjoy and relate to her. She also added to the quirkiness. • More community events such as the Snapple convention. Brought about attention and the unique closeness one can feel with a brand. This brings about customer loyalty. 3. Bring in the new while building on the old. Go healthy. • Organic and all natural foods are becoming higher in demand and provide a fantastic opportunity for Snapple to go back to its roots and offer a healthful alternative to sweet drinks. • Snapple still calls itself natural but does not currently offer organic or other alternative green friendly approaches to the beverage industry. This would be a good way to build the image back.
IV. Solution Snapple should reanimate its old image by bringing back its spokesperson, conventions and small company feel while offering a healthy alternative drink.
V. Implementation Immediate actions can be taken to solve Snapple’s current