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soft drink and confectionery marketer. In 1989 they had worldwide sales of $4.6 billion,
produced from 110 countries. Their headquarters is located in London, England and their
worldwide headquarters are located in Stamford, Connecticut. Schweppes the world’s first
soft-drink maker and was started by a Swiss national Jacob Schweppes in 1789, producing
artificial mineral water. In 1960 they diversified into food products. Cadbury was a major
British candy maker started by John Cadbury who started by making coca in Birmingham,
England in the 1830’s. In half a century they expanded their presence all over England and
eventually all over the world. In 1969 Schweppes merged with Cadbury in the year 1989 and
Cadbury Schweppes was one of the world’s largest multinational firms and was ranked 457 th
in the business week’s global1000. Beverages accounted for 60%of their worldwide sales and
confectionery items accounted for 40% of their worldwide sales. In Jan 1990 the marketing
executives at Cadbury Beverages, began the challenging task of re launching the Crush
brands which was purchased from Procter & Gamble in Oct 1989.
INDUSTRY ANALYSIS
Soft drinks are gradually overtaking hot drinks as the biggest beverage sector in the
world, with consumption rising by around 5% a year according to a recent report from Zenith
International. But while the US remains the biggest market for now, Asia is likely to be the
main driver of sales growth in the future. To understand the soft drink industry, one must first
look at the beverage industry as a whole. In recent years, the beverage industry has been
6 faced with new opportunities and challenges. Changing consumer demands and preferences
require new ways of maintaining current customers and attracting new ones. Amid ever-
increasing competition, beverage companies must intensely court customers, offer high-
staying nimble enough to exploit new markets by launching new products. In this
opportunities. The major competitors for the soft drink industry are Coke, Pepsi, and Dr.
Pepper. Revenues are extremely concentrated in this industry, with Coke and Pepsi, together
with their associated bottlers. In fact, one could characterize the soft drink market as an
oligopoly, or even a duopoly between Coke and Pepsi, resulting in positive economic profits.
To be sure, there was tough competition between Coke and Pepsi for market share, and this
drink industry. The S&P Industry Survey has shown the soft drink industry profit margin to
be on a steady incline over in 1980’s were near 14%, while as of year-end 1995 the projected
growth would be over 20% and expected to flatten a bit. This flattening effect may be an
indication that fixed costs are on the rise due to expansion of the industry.
In order to survive in this environment, companies must consider the market trends that
will likely shape the industry over the next few years. Market trends for the soft drink
wellness drinks.
• Fierce competition
the United States: concentrate producers, bottlers, and retailers. The concentrate producers’
and bottlers’ roles and margins of are different for regular and diet drinks. There are
approximately 40 concentrate manufacturers in the US, but only three of them (Coca-Cola,
PepsiCo, and Dr. Pepper/7Up) account for 82% of industry sales. In the United States there
are around 1,000 bottlers they may be either owned by concentrate producers, or franchised.
Franchised bottlers are usually given the exclusivity rights for a certain territory, but they
cannot sell a directly competitive brand. Concerning retailers, those are supermarkets (40
percent of carbonated soft drink industry sales), convenience stores and small retail outlets,
vending machines, and fountain service. And supermarkets are claimed to be crucial in the
company’s distribution net. The environmental trend that is consumption behavior, buying
Consumption behavior: Concerning consumption behavior, the soft drink buyers seem to be
promotions, in-store displays Eg: End-of-aisle displays and other promotions in the place of
sale Eg: shelf tags. Also, it appears that the purchase of soft drinks (mostly in supermarkets,
accounting for 40% of carbonated soft drink industry sales) is often unplanned. The Per
capita consumption in the East South Central states of Kentucky, Tennessee, Alabama, and
Mississippi was highest in the US in 1989. The US customers drink more soft drinks than tap
water, the average American consumes 46.7 gallons of carbonated soft drinks per year (in
1989 compared to the 23 gallons in 1969). The typical customer purchasing soft drinks is a
married woman with children under 18 years of age living at home. 1980s was a decade of
6 inflation and unemployment was rising. It was a common culture in US to drink soft drinks
instead of water.
INTERNAL ANALYSIS
crash during October 1987 and continued to go about its business and continued its pursuit of
the U.S. soft drink market by acquiring Crush International from Procter & Gamble for $220
million. Cadbury Beverages controlled a 3.4% market share in the United States. In a sense,
the takeover speculation surrounding Cadbury Beverages was a tribute to its success over the
last decade. Cadbury Beverages increased its share of U.S. soft drink sales almost fivefold
and improved its financial situation significantly. But perhaps the most interesting aspect of
Cadbury Beverages was the fact that it remained a family-run business even though it had
Exhibit 1
From the above we can see that it appears to be a positive correlation between marketing
coverage and marketing share, which means that if the market coverage increases, the
6
corresponding market share increases too.
category as well as within the soft drink industry, we employed the SWOT analysis scheme.
The major strengths, weaknesses, opportunities and threats are presented below:
STRENGTHS WEAKNESSES
♦ Financial performance ♦ Low market share and low market coverage
♦ Established Customer Franchises ♦ Limited bottler networks
♦ Crush brand has high name awareness with ♦ Under developed diet segment
consumers ♦ Limitative advertising
♦ 4th largest marketer in the US ♦ Risky positioning: Cannibalization with
Sunkist
♦ Leading positioning in orange category
OPPORTUNITIES THREATS
♦ International development in long term ♦ Huge competition
♦ Increase in sales for diet soft drink ♦ Competitors heavy advertising expenses
♦ Increase of consumption ♦ Unplanned soft drink purchase
1. Immediate efforts were needed to rejuvenate the bottling network for the crush soft
drink brand.
2. Had to sought out through and figure out what the crush brand equity is how the
3. New advertising and promotion program for crush had to be developed, including
possession of the Crush soft drink brand) let to the fall of sales of Crush. P&G’s decision to
test the distribution system for selling crush through warehouses rather than bottlers. This
action, which centralized bottling in the hands of a limited no of bottlers that shipped product
to warehouses for subsequent delivery to supermarkets and other retail outlets, had let many
in the crush bottler network to question their future role with Crush. An outgrowth of this
action was that Crush had the lowest market coverage of orange category sales potential
among major competitors. Therefore when Cadbury Beverages Inc. acquired the Crush brand
from P & G they had to first set right the bottling network to capture back the market.
There were some positioning issues and the effect of the first positioning issue were, since the
company already marketed Sunkist, questions arose concerning the likely cannibalization of
Sunkist sales if a clearly differentiated position for Orange Crush in the market place was not
developed successfully. The second positioning issue were relative emphasis on regular and
diet Crush with respect to Mandarin Orange. The third positioning issue was that viable
positions had to be considered that did not run contrary to previous positioning and would
The bottlers were the main reason for promotion. But the sales came
advertising and promotion program for the successful and effective re launch of the crush
brand. Therefore they needed to set objectives for advertising and promotion and also
communicate that to the advertising agency that would represent the Crush Brand. The types
prepared. Thus the promotional strategy adopted by should give them which give them a
competitive advantage and pave way for them to become a market leader in the extremely
competitive market for the specific product line. Analyze the brand and brand equity which it
had when it was the product of P&G and develop a base positioning. The impact of adopting
wrong distribution strategy by P&G led to lowering the market coverage of the Crush Brand
compared to its major competitors in its orange category i.e., Sunkist, Madarin Orange Slice
YEAR
BRAND 1985 1986 1987 1988 1989
CRUSH 81% 81% 78% 78% 62%
Case Study Report on: Cadbury Beverages |
SUNKIST 95% 83% 70% 86% 91%
MANDRAIN ORANGE SLICE 10% 68% 87% 88% 88%
MINUTE MAID ORANGE 10% 60% 87% 88% 88%
Due to lack of effective and efficient advertising and promotion, the market share of the
Crush Brand gradually decreased over the years compared to its competitors as illustrated
below:
Table showing Orange carbonated soft drink brand market shares, 1985-1989(rounded)
Table 3
YEAR
BRAND 1985 1986 1987 1988 1989
SUNKIST 32% 20% 13% 13% 14%
MANDARIN ORANGE SLICE NA 16 22 21 21
MINUTE MAID ORANGE NA 8 14 13 14
6 CRUSH 22 18 14 11 8
TOTAL TOP FOUR BRANDS 54 62 63 58 57
OTHERS 46 38 37 42 43
reputation the marketing department of the firm had to find ways to resolve the issues as its
impact was clearly felt by the company as sales volume went down. The market share was
showing decreasing trend because of less promotions and advertisements given by Cadbury
beverages. If this exceeds, the brand image of Cadbury beverages will be affected. So, the
other products like Sunkist, Hires sales will also be affected. And so they should spent more
in promotional activities and advertisement. The effect of the issue was so influential that,
even though the orange flavour was one of the most preferred flavours by the US consumers,
the market share of Crush had reduced by 14% within a period of just five years i.e. 1985 to
1989 and the market coverage also reduced by 19%. Demise in any of the marketing
activities will result in the competitors’ quick response to the fall by taking over the market
position enjoyed by the product. Sunkist had 14% market share in the 1989 and 91% market
coverage in the same year, whereas Crush had only 8% market share and 62% market
coverage in the year 1989 (much lower than that of its competitors) till it was acquired by the
Cadbury firm. The reason for it was that the issues the product faced. Thus if one product of
the firm ( Cadbury Beverages Inc.) in this case the Crush acquired by the firm, fails it will
affect the reputation of the firm and ultimately the sales of the firm’s other products.
The short term ramification for the issue is that the sales of the Crush brand of soft drink will
trim down and the long term consequence is that the product will go out of market and which
6 Definition:
on the soft drinks market. As a result, the main issue need to be tackled is to rebuild a
The re launch of crush brand soft drink was the most serious issue in this case as the
sales of crush brand soft drinks were declining due to the removal of bottler network. So it
might affect the sales and brand image of other soft drink products owned by Cadbury
beverages. The following recommendations will help to successfully re launch the crush soft
RECOMMENDATIONS:
In soft drink industry bottlers, one among three participants in the production and
distribution of carbonated soft drinks in the US, usually take the lead in developing
trade promotions to retail outlets and local consumer promotion. They are also
responsible for selling and servicing retail accounts, including the placement and
store shelves with their brands. This is reason why P & G’s test of a new distribution
system for selling Crush through warehouses rather than through bottlers failed. So re
trade relation with 136 new bottlers will increase the potential market coverage of
Crush can give additional advertising and promotional support to bottlers as expected
by them. Usually the concentrate producers and bottlers will split the advertising costs
50-50. Now at the phase of re launch the concentrate producers can take the major
share of the advertising and promotion expenses and reduce the burden of these
expenses for bottler network. For example, if 1 million dollar were spent for
television brand advertising $700,000 would be paid by the concentrate producers and
$300,000 would be paid by brand’s bottlers. It will enhance the trade relations
Crush has to enter into a deal with big bottler group of Pepsi which will help to
EQUITY:
The firm has to give relative emphasis on regular and diet Crush. They should make
the case volume as 50% - 50% for regular Vs diet crush as Industry trend data indicate
that sales of diets drinks accounted for a large portion of the overall growth of
carbonated soft during sales in the 1980s. More over the major competitors Mandarin
Orange slice and Minute Maid Orange had attracted the diet segment of orange
drinkers. This will increase in pre tax cash profit per case by app 20%.
6
The ability to respond with agility to changing customer and consumer demands is
6
essential, and it must be accomplished via the introduction of new products and formats that
are successfully planned and executed. This represents the largest single opportunity to drive
profitable growth. So Crush can introduce new flavours such Tropical Punch and Peach
Case Study Report on: Cadbury Beverages |
which would give them a competitive advantage over the big players of the market. The
product has 46% of brand loyalty therefore there is no risk in achieving the sales target.
Crush can go for graphic and digital print on their labels which have a strategic
“Return five empty cans of Crush and take a T-shirt back home”
To prove as an eco friendly company, crush will recycle these cans to produce new ones. This
will result in saving 95% energy consumption and will also reduce the emissions by 95%.
PROGRAM:
The crush consumer promotion has to be changed. Buy two get one free offer should
be given at point of purchase rather than the present strategy adopted by them i.e.
asking the consumers to fill and submit the coupons through mails. It would be a
promotion to and through bottlers to retail outlets. But crush had not spent a lot in
orange and mandarin orange slice (i.e.) it accounted for 84 % of all advertising
Concentrate Producers’ Advertising Expenditures for Broadcast and Print Media for
$ % $ % $ % $ % $ %
MOS 17,80 60.3 32,08 62.7 29,55 67.5 15,00 41.2 11,38 43.8
9 0 6 1 8
Sunkist 7,176 24.3 4,013 7.8 911 2.1 1,719 4.7 2,302 8.9
Crush 4,371 14.8 7,155 14.0 4,297 9.8 6,841 18.8 2,020 7.8
MMO 174 0.6 7,952 15.5 9,027 20.6 12,81 35.3 10,46 39.5
1 3
Total 29,53 100. 51,20 100. 43,79 100. 36,37 100. 26,00 100.0
1 0 0 0 0 0 3 0 7
Therefore in order to compete with soft drink manufacturing giants like Pepsi and Coke, they
need to spend more on advertising and promotions. The advertising trend also favors our
recommendation because the total expenditure for print(outdoor, magazines and newspapers)
and broadcast media (network, spot, syndicated, and cable TV and network radio) declined
each year. As the market in question is very responsive to advertising and promotion, we
need to take it into consideration and implement in parallel to the push strategy the pull
strategy
Crush should use magazines and television as the major advertising media as to
ensure its widespread reach among the product’s target market i.e. women with
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children and teens.
case of promoting diet crush and regular crush can promoted as an energizer and as a
singles and couples (above 24 years old), living in big cities (where Crush is well-
known), and associating its consumption with healthy, natural, dynamic lifestyle).
This would enable a strategy that would be more consistent with the consumption
CONCLUSION
We should avoid direct competition with Coca-Cola & Pepsi Co; it could bring on a
price war. No frontal attack means that Cadbury remains a niche marketer. We avoid
cannibalization with Sunkist in positioning the Crush brand name on the family with children
at home segment. As far as diet Crush is concerned, we reposition it as a healthy and rich in
vitamins, energetic drink for young people living in big cities. We also adopted an eco-
friendly strategy in promoting the product. Finally, we have no choice but to increase
advertising & promotion expenditures in order to re launch Crush brand successfully in the
market.