CASE STUDIES Innocent Drinks Case Study Capitalizing on the health trend in the smoothie category Reference Code: CSCM0309 Publication Date: April 2010 DATAMONITOR VIEW CATALYST Innocent Drinks has achieved unparalleled success in the UK as the foremost player in the smoothies sector. This case study looks at the smoothies category in detail and assesses the company’s achievements as it copes with recession‚ competition and takeovers. SUMMARY • The smoothies category in the UK has been
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Developing strategic thinking as a core competency Ingrid Bonn Graduate School of Management‚ Griffith University‚ Queensland‚ Australia Keywords Strategic planning‚ Core competences‚ Management development Introduction My research interest in strategic thinking started in 1993 when I interviewed 35 senior executives for a longitudinal study on the changes in strategic planning and strategic management in large organisations between 1982 and 1993. These senior executives were responsible
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Reed Richard‚ 38 is the co founder of Innocent Drinks‚ the brand of smoothies and vegetable pots that has grown its turnover from £400‚000 to £165m in 12 years – a phenomenal achievement that Reed says has been made possible from “good decisions‚ hard work and a huge dose of serendipity”. After studying Geography at Cambridge University‚ Reed went on to work for an advertising agency as an account manager. The three founders of Innocent Drinks - Adam Balon‚ Jon Wright and of course‚ Richard
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1.Introduction Following a 30% downturn in the UK smoothies market and a significant decline in market share‚ Innocent have commissioned a report evaluating the UK smoothie market that recommends a marketing plan for the Smoothies product range in the UK for the next two years. The objective of this report is to inform Innocent of the status of the current climate‚ and propose options to grow sales and market share. 2. Methodology This report is compiled primarily from secondary research. Quantitative
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The Innocent Drinks Design Culture Discuss and illustrate the extent to which a ‘design culture’ in an organisation can give it competitive advantage. I. Introduction In 21st century‚ the organizations are entering a brand new era full of opportuni-ties and innovations‚ and great changes have taken place in companies’ attitude to-wards some traditional practices. Design has become an essential issue. As the writer in “Designing the 21st century” observed: Throughout the industrialized
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The innocent marketing story Marketing & brand stuff We believe that 95% of our marketing is in the bottle and like to let the drinks do all the talking. We’re very big on keeping the main thing‚ the main thing and try to be as innocent as we can in everything we do. So that means‚ quite simply‚ being natural‚ honest and making business decisions that we can all be proud of. We work hard to keep our brand fresh‚ just like our drinks. From changing our labels every few months‚ to putting nice little
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13 Procurement 13 Maintaining Growth 14 Conclusion 17 Glossary of Terms 18 References 19 Bibliography 20 Appendix A – Innocent Annual Report 2007 22 Appendix B – Innocent Facts and Figures 23 Appendix C – Dec 2008 Financial Report 24 Introduction The purpose of this report is to assess Innocent Drinks‚ a UK based company who operate within the soft drink FMCG industry. This case study was derived from seeking the answer to how the organisation has achieved the growth‚ and how this
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SWOTS ANALYSIS OF INNOCENT DRINKS: Internal: Strengths: * Owners are 3 young men experienced with management consulting and advertising‚ which is crucial when starting a business. Thus by having this fundamental skills‚ they have an advantage in starting their business as compared to someone who does not have the knowledge of business. * Have aims and objectives. * High ambition‚ motivation and excellent personal caliber. This allows them to fulfill their mission and vision‚
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and Adam Balon founded the innocent drinks in 1998. All the three were in their respective fields of work and working for different companies after they graduated in 1994. Reed worked for an advertising agency‚ while Balon and Wright worked for different management consultants. The three friends always had an idea about starting a company of their own and in 1998 they founded the innocent drinks after an intense market research and testing their product. THE EARLY INNOCENT Reed‚ Balon and Wright organised
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Innocent Drinks (“Innocent”) should start the European expansion because it has the largest growth potential and best leverages the core competencies of the company. The structure of the chilled drink business in Europe‚ especially for smoothies seems to be an oligopoly. A few large players take the lion’s share of the market. As such‚ Innocent has the potential to achieve similar market share as in the UK by expanding to new European markets and using its strengths in dynamic marketing‚ branding
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