The Energy Bar Industry
The Energy Bar Industry
1. Conduct a thorough analysis of this category’s customer, competitors, market, and environment from the perspective of PowerBar. What are the key strategic questions? What additional information would you like to obtain? How would you obtain it? What are the threats and opportunities? In particular address the following issues:
a. How is the market segmented? What are the key customer motivations and unmet needs? What are the similarities and differences among the segments? How might a company link customer motivations to value propositions?
The market for PowerBar’s was once segmented to only athletes, is now also segmented towards a much larger segment. This segment now includes on the go and health conscious individuals looking for a snack or a quick meal replacement. The customer is looking for something that’s healthy, inexpensive, and tastes good. The other part of the market is still the “athlete” that is looking for a quick boost in energy.
There were and still are constant unmet needs. For instance, taste is a huge problem with energy bars in general. It’s a constant struggle to create the need with a good taste and variety at a reasonable price that provides the health benefit each individual is looking for. Both segments are looking for a benefit for themselves. At the same time they are both health cautious and as long as PowerBar is meeting their needs they will both listen.
Another unmet need is the shift to organic products. What has PowerBar done to attract this cliental? What is the need for an organic energy bar?
Customers are motivated by quality, value, and product benefit to themselves. How is PowerBar differentiating itself from the 100’s of energy/health bars in the market? b. Identify the competitors. Who are the most direct competitors? The indirect competitors? Substitute products? What are the strategic groups?
Clif bar is a direct competitor of PowerBar. Another
1. Conduct a thorough analysis of this category’s customer, competitors, market, and environment from the perspective of PowerBar. What are the key strategic questions? What additional information would you like to obtain? How would you obtain it? What are the threats and opportunities? In particular address the following issues:
a. How is the market segmented? What are the key customer motivations and unmet needs? What are the similarities and differences among the segments? How might a company link customer motivations to value propositions?
The market for PowerBar’s was once segmented to only athletes, is now also segmented towards a much larger segment. This segment now includes on the go and health conscious individuals looking for a snack or a quick meal replacement. The customer is looking for something that’s healthy, inexpensive, and tastes good. The other part of the market is still the “athlete” that is looking for a quick boost in energy.
There were and still are constant unmet needs. For instance, taste is a huge problem with energy bars in general. It’s a constant struggle to create the need with a good taste and variety at a reasonable price that provides the health benefit each individual is looking for. Both segments are looking for a benefit for themselves. At the same time they are both health cautious and as long as PowerBar is meeting their needs they will both listen.
Another unmet need is the shift to organic products. What has PowerBar done to attract this cliental? What is the need for an organic energy bar?
Customers are motivated by quality, value, and product benefit to themselves. How is PowerBar differentiating itself from the 100’s of energy/health bars in the market? b. Identify the competitors. Who are the most direct competitors? The indirect competitors? Substitute products? What are the strategic groups?
Clif bar is a direct competitor of PowerBar. Another