Quaker badly managed Snapple when it acquired the brand. It was wrong for Quaker to sell Snapple the same way as they sold Gatorade. Before the acquisition, Gatorade was positioned as a "lifestyle" brand and Snapple as a "fashion" brand (p.6). However, Quaker tried to increase Snapple's sales by transitioning its imagery from the edge to the mainstream, from fashion to lifestyle (p.6).
[...] Initially, Snapple came as a non-soda beverage whose characteristics were authentic, fun and personal (p.13). Moreover, Snapple's effective cold sales channels and product spokesperson played an important role in its glory years from 1987, achieving $ 516 million sales in 1993 (p.4). In the meantime, Snapple's good positioning earned 30%-40% market share at that time (p.4). However, when Quaker marketed Snapple the same way as Gatorade, a sports drink that was with specific benefits, Snapple ended up being vaguely positioned and unable to benefit from Quaker's package experience, supply chain expertise and modern information system capability (p.5). [...]
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