Case 3 Essay

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STRAMAN V24 CASE 3 – Competition in Energy Drinks, Sport drinks, and Vitamin-Enhanced Beverages. Castillo, Stephen Lee, Blizzeth Uy, Janneal 1. What are the strategically relevant components of the global and U.S. beverage industry macro-environment? How do the economic characteristics of the alternative beverage segment of the industry differ from that of other beverage categories? Explain. Answer: The strategically relevant components of the global and U.S. beverage industry macro-environment are: Global beverage companies such as Coca Cola and PepsiCo have relied on alternative beverages to sustain in volume growth in mature markets where consumers were reducing their consumption of carbonated soft drinks. Coca-Cola, PepsiCo, and other beverage companies have made various attempts at increasing the size of the market for alternative beverages by extending existing product lines and developing altogether new products internationally. The primary concern of most producers of alternative beverages was how to best improve their competitive standing in the market place. The global beverage industry was projected to grow from $1.58 trillion in 2009 to nearly $1.78 trillion in 2014. Industry growth was expected to result from steady growth in the purchasing power of consumers in developing countries. Industry analysts believed that annual sales would continue to decline for carbonated soft drinks as consumers develop a new preference for alternative beverages. Consumers who are engaged in sports, fitness, or other strenuous activity, and who want to increase their vitamin intake preferably buy alternative beverage segment. Demand for alternative beverages is expected to grow worldwide as consumer purchasing power increase. Alternative beverages competed on the basis of differentiation from traditional drinks such as carbonated soft drinks or fruit juices

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