Innocent Drinks Company Marketing, Packaging And Price

Innocent Drinks Company: Marketing, Packaging and Price RESEARCH STUDY

Innocent Drinks is really a UK-based company that produces smoothies from fresh juices with the purpose of helping customers to feel healthier. The brand positions in a typical drinks sector and considers the methods to grow its profits. Despite the fact that some deceleration is evident, the company’s success was significant from the date of its establishment. Talking about the factors that led Innocent Drinks to 30 % of the marketplace share in the united kingdom, one should note online marketing strategy, packaging decisions, price, and founders’ commitment with their work.

To begin with, it must be emphasized that Innocent Drinks was founded by three friends, Reed, Wright, and Balon, who were able to organize large meetings before they made a decision to start a company. In keeping with among the course readings, they centered on 3 Rs, such as for example roles, relationships, and rewards (Wasserman, 2012).

In particular, each one of the team members had a particular role, while their relationships were built on transparency, mutual respect, and passion connected with developing a new brand. They clearly understood that the compensation will be fair and significant because the market analysis and the business enterprise plan were prepared thoroughly. Simultaneously, packaging decisions were well-elaborated to meet up customers’ needs pertaining to both quality and price.

While creating their business, the founders relied, to begin with, on the social purpose and the income to be earned, that is like the ideas supplied by Sabeti (2011). The mentioned author states that enterprise architecture ought to be made to meet these characteristics, thus making certain organizational issues are believed pivotal.

Yet another factor that made Innocent Drinks successful is its packaging decision linked to price. If they evaluated the only real competitor, PJ company, it became clear that it includes 330ml at £1.99. Subsequently, Innocent Drinks made a decision to produce 250ml bottles at a lesser price yet with a concentrate on high quality.

As mentioned by Anderson, Wouters, and Van Rossum (2010), the best price isn’t best since only value-based pricing motivates customers to get products. Finally, the marketing mix applied by the business contains the combination with traditional and guerilla methods combined with the promotion of healthy lifestyles. Currently, several growth options exist, all of which contains certain opportunities and risks.

The initial growth option could be specified because the expansion abroad in Europe. The preliminary analysis and testing project in Ireland showed that the expansion to Europe might bring relatively low revenues. Lerner and Sahlman (2012) declare that contemporary economic culture sets some significant opportunities which are linked to expansion issues. For instance, the identified author notes that information availability is crucial while introducing products on the brand new market.

In the event Innocent Drinks plans to utilize guerrilla marketing, it might be insufficient to attract customers and ensure further success. However, the truth that entrepreneurs often neglect to meet up with the interests of partners, suppliers, and the neighborhood market specifics must be considered (Lerner & Sahlman, 2012). Moreover, the overview of the given research study demonstrates that the business really wants to hire more employees to supply the influx of financial and human capital, that is in keeping with the suggestions of the mentioned scholars. Indeed, working environmental policies and remuneration amounts also needs to be adjusted to the degrees of new markets.

The choice of expanding to European markets targets such countries as France, holland, Sweden, and Denmark, especially large cities with a higher demand for eating and drinking outside. Fitting the ideas of Gulati and Desantola (2016), they recognize that resistance to discipline through the planning of the expansion is really a misleading tactic. Instead, it is very important consider operations, hire experts, and adjust the merchandise line and marketing to the neighborhood markets.

The reinforcement of cultural values and an obvious definition of the mission may also be understood by the founders of Innocent Drinks as paramount affairs. Following a approach to detailed planning and forecasting before accepting any opportunity, they ensure the chance of achieving greater success (Gulati & Desantola, 2016). It must be stressed that even though smoothie market in Europe appears to be represented only by way of a few amounts of competitors, it really is still crucial to get focused and culturally sustainable.

The next development option that’s available to Innocent Drinks identifies the expansion of america. The estimates show that is the priciest option because it requires the creation of a fresh supply chain, the seek out new partners, and the provision of a totally new online marketing strategy. In this connection, you can observe that Innocent Drinks’ CEOs fit the style of a lean strategy that implies flexibility and agility with regards to the decision-making process (Collins, 2016).

Actually, entrepreneurs should practice an opportunistic point, having the ability to rapidly change their plan of action if required by either internal or external conditions (“Choose your organization structure,”, n.d.). You’ll be able to state that within their discussions regarding the collection of one or another option, the founders know about the necessity to align the new notion of the prevailing management structure and employee interests.

The point that’s missed by the business is the opportunities supplied by modern technology. For instance, social networks such as for example Facebook or Twitter enable you to gain customers’ attention in both short- and long-term periods. The main element positive aspect of this type of method of marketing is that internet sites are available to all or any, and folks prefer spending a substantial amount of time searching for news and following a accounts they are thinking about (Giamanco & Gregoire, 2012).

Within their turn, Malhotra, Malhotra, and See (2013) clarify that companies ought to be specific, topical, and humorous to be able to create brand engagement in new markets. By sharing photos and sending event-related messages, Innocent Drinks might develop a common social cause affiliation, thus establishing fruitful relationships between your company and customers.

The 3rd option is linked to the extension of the company’s products, from smoothies and juices to drinks with yogurt, soups, and ice cream. This program is, probably, probably the most relevant among others because it directs further expansion predicated on paying more focus on the prevailing resources. The identified option fits the assumption proposed by Ulukaya (2013), who examines Chobani’s brand foundation.

The writer clarifies that the creator’s passion for yogurt and the purchase of the old factory were what that led him to success. Accordingly, if Innocent Drinks would also utilize the existing suppliers and manufacturers along with find some new and reliable ones, this program may bring significant benefits. By sticking with the mission of an organization, you’ll be able to attract investors and experienced managers. Nevertheless, the risks are serious because it is unclear how services will be viewed by customers and whether Innocent Drinks would have the ability to keep a high-quality of its products or not.

The free factors that the founders of the given company should think about are anticipated costs, product quality, and the upsurge in management attention. To begin with, to create a revolution in entrepreneurship in this instance, it is advisable to understand that there is absolutely no uniform formula, yet some roadmaps could be followed (Isenberg, 2010). It really is evident that three CEOs recognize that each one of the options could be accepted. Simultaneously, the expansion to the united states is a lot more cost-ineffective in comparison to two additional options. The entrepreneurial compass strategy ought to be considered as a measure that’s helpful in making an effective decision (Gans, Scott, & Stern, 2018).

Since Innocent Drinks is regarded as a high-quality brand that provides only fresh juices, this image ought to be preserved through the potential expansion. In the event customers lose their rely upon the business, the latter may incur essential costs. The final factor, the increased management attention, also needs to be considered since it identified perspective investments, attitudes of employees, and possible threats to success.

In the view of the critical analysis presented in the last parts of this paper, you can assume that the business founders would choose the option of expanding to Europe, primarily France, the Netherland, and Sweden. In accordance with Gilbert and Eyring (2015), the aforementioned presents fewer path-dependent risks in comparison to other variants. Specifically, the focus on the united states requires critical changes and investments pertaining to the contemporary supply chain and the vision of the idea of smoothies. In addition, the united states market is seen as a fierce competition in neuro-scientific fresh juices, that is another risk.

Are you aware that addition of services such as for example soups and ice cream, this program appears to be too risky aswell. Therefore, you can state with an increase of confidence that Innocent Drinks would expand to Europe because the next thing in its development. This type of decision will probably allow the company to earn much more and preserve quality simultaneously.

For me, leadership issues in the business are complicated since all three CEOs adhere to different alternatives while understanding advantages and disadvantages of every of these. Based on
the article of Schoemaker and Tetlock (2016), one may note that forecasting and judging regarding uncertain events were not implemented in this company, which caused various views of the founders. It might be better if they enhanced the prediction capability of the existing roles. As claimed by McKelvie and Minniti (2015), education, cultural perspective, and access to capital are essential factors for any entrepreneurship.

However, the business structure selected by the founders is appropriate as it contains a perfectly organized supply chain and partnership among three friends. Since their relationships are good, their cooperative contributions allowed preventing many threats (“Choose your business structure”, n.d.). The company’s nature may be identified as a for-benefit enterprise that aims at making customers healthier, which is consistent with Sabeti (2011). Ultimately, the potential for differing roles and launching new companies or dividing the existing one are evident. The critical and rational differentiation is likely to allow the founders to develop several options simultaneously.

References

Anderson, J. C., Wouters, M. J., & Van Rossum, W. (2010). Why the highest price isn’t the best price. MIT Sloan Management Review , 51 (2), 69-76.

Choose your business structure . (n.d.). Web.

Collins, D. (2016). Lean strategy: Start-ups need both agility and direction. Harvard Business Review , 94 (3), 63-68.

Gans, J., Scott, E. L., & Stern, S. (2018). Strategy for start-ups. Harvard Business Review , 96 (3), 44-51.

Giamanco, B., & Gregoire, K. (2012). Tweet me, friend me, make me buy. Harvard Business Review , 90 (7), 89-93.

Gilbert, C., & Eyring, M. (2015). Beating the ODDs when you launch a new venture. IEEE Engineering Management Review , 1 (43), 22-27.

Gulati, R., & Desantola, A. (2016). Start-ups that last: How to scale your business. Harvard Business Review , 94 (3), 54-61.

Isenberg, D. J. (2010). How to start an entrepreneurial revolution. Harvard Business Review , 88 (6), 40-50.

Lerner, J., & Sahlman, W. (2012). Reviving entrepreneurship. Harvard Business Review , 90 (3), 116-119.

Malhotra, A., Malhotra, C. K., & See, A. (2013). How to create brand engagement on Facebook. MIT Sloan Management Review , 54 (2), 18-20.

McKelvie, A., & Minniti, M. (2015). Understanding the environment for entrepreneurship tutorial, 1-6.

Sabeti, H. (2011). The for-benefit enterprise. Harvard Business Review , 89 (11), 98-104.

Schoemaker, P. J., & Tetlock, P. E. (2016). Superforecasting: How to upgrade your company’s judgment. Harvard Business Review , 94 , 72-78.

Ulukaya, H. (2013). Chobani’s founder on growing a start-up without outside investors. Harvard Business Review , 91 (10), 45-48.

Wasserman, N. (2012). Assembling the startup team , 1-5.

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