Strategic Marketing 3 March With Solution 2 3 4 5 
Strategic Marketing | 2014 - 2015
Crescent Pure
Group assignment
Group 26
Caixia Zhang
0512912
Ibrahim Emsallak
102704
Seppe Van Den Brande
101836
Skoulas Marios
0514293
Terence van Dijk
0099647
Professors:
Dr. Birgit WAUTERS
Prof. Kim WILLEMS
05.03.2015
Table of content
1. Given that Crescent is PDB’s first entry in the US sport and/or energy beverage market, what must PDB do in regard to Crescent’s pending launch? 3
2. What factors should influence the positioning of Crescent? (textbook chapter 7-8-9) 9
2.1 Crescent pure as Sports Drink 9
3. How is the market segmented? At what segment should Crescent be targeted? Fout! Bladwijzer niet gedefinieerd.
4. What are the pros and cons of positioning Crescent as an energy drink, a sports drink, or a healthy organic beverage? Fout! Bladwijzer niet gedefinieerd.
5. Position Crescent Pure in the two perceptual mappings given in Exhibit 1 and 2. Also place the brands ‘RedBull’, ‘Monster’, ‘Nalu’, ‘Gatorade’ and ‘Aquarius’ and the maps. Fout! Bladwijzer niet gedefinieerd.
1. Given that Crescent is PDB’s first entry in the US sport and/or energy beverage market, what must PDB do in regard to Crescent’s pending launch?
Portland Drake beverages acquired Crescent in July 2013. The short-term goal of PDB is to out roll in three cities, because capacity limits prevent national roll out until early 2015. They want to expand their trusted and popular suite of organic products and grow into beverage through acquisition. To reach this goal, a well figured and planned strategy needs to be developed.
The PDB Company needs to choose one of the following actions in regards to its branding strategy:
To strategically position Crescent Pure as an Energy Drink
To strategically position Crescent Pure as a sport drink
Product Life Cycle
Porter 5 force's
2. What factors should influence the positioning of Crescent?
In order to enter the market the V.P. of marketing for Portland drake Beverages (PDB) has to make a
Crescent Pure
Group assignment
Group 26
Caixia Zhang
0512912
Ibrahim Emsallak
102704
Seppe Van Den Brande
101836
Skoulas Marios
0514293
Terence van Dijk
0099647
Professors:
Dr. Birgit WAUTERS
Prof. Kim WILLEMS
05.03.2015
Table of content
1. Given that Crescent is PDB’s first entry in the US sport and/or energy beverage market, what must PDB do in regard to Crescent’s pending launch? 3
2. What factors should influence the positioning of Crescent? (textbook chapter 7-8-9) 9
2.1 Crescent pure as Sports Drink 9
3. How is the market segmented? At what segment should Crescent be targeted? Fout! Bladwijzer niet gedefinieerd.
4. What are the pros and cons of positioning Crescent as an energy drink, a sports drink, or a healthy organic beverage? Fout! Bladwijzer niet gedefinieerd.
5. Position Crescent Pure in the two perceptual mappings given in Exhibit 1 and 2. Also place the brands ‘RedBull’, ‘Monster’, ‘Nalu’, ‘Gatorade’ and ‘Aquarius’ and the maps. Fout! Bladwijzer niet gedefinieerd.
1. Given that Crescent is PDB’s first entry in the US sport and/or energy beverage market, what must PDB do in regard to Crescent’s pending launch?
Portland Drake beverages acquired Crescent in July 2013. The short-term goal of PDB is to out roll in three cities, because capacity limits prevent national roll out until early 2015. They want to expand their trusted and popular suite of organic products and grow into beverage through acquisition. To reach this goal, a well figured and planned strategy needs to be developed.
The PDB Company needs to choose one of the following actions in regards to its branding strategy:
To strategically position Crescent Pure as an Energy Drink
To strategically position Crescent Pure as a sport drink
Product Life Cycle
Porter 5 force's
2. What factors should influence the positioning of Crescent?
In order to enter the market the V.P. of marketing for Portland drake Beverages (PDB) has to make a
Bibliography: Aaker, D. A., & McLoughlin, D. (2009). Strategic market management: global perspectives. John Wiley & Sons. DiMingo, E. (1988). The fine art of positioning. The Journal of Business Strategy, 9(2), 34-39. Treacy, M., & Wiersema, F. (1993). Customer intimacy and other value disciplines. Harvard business review, 71(1), 84-93.