Despite the fact that many small startup premium fruit drink companies stayed small or even disappeared during the period from 1972 to 1 993, Snapped was able to flourish. A large part of Snapped avoiding the fate of these other companies can be attributed to how successful it was in utilizing the four As of marketing, especially product and promotion. Of the four AS, the marketing mix typically starts with the product, which Is one area where Snapped separated Itself from competitors.
The reduce not only entails the physical unit but also, among other factors, Its package, warranty, after-sale service, brand name, company image, and value. Snapped prides itself on being 100% natural. Although the original product was a bottled apple drink, the company eventually added carbonated drinks; fruit-flavored iced teas; diet Juices; seltzers; an isotonic sports drink; and even a Vitamin Supreme to keep distributors occupied. Snapped is also well known for the noise the bottle caps make when one presses them.
Place, or dilutions, strategies are concerned with making products available when and where customers want them. Snapped has succeeded exceptionally well with small, predominantly family owned distributors servicing convenience chains; pizza stores; food service vendors; gasoline stations; and so- called mom-and-pop stores. As a result of new management, Snapped has expanded to supermarkets where they’ve sold their products In bulk and in larger sizes; however, the company has not seen the success In sales It had expected.
Promotion includes advertising, public relations, sales promotion, and personal selling. In the rumination arena, Snapped really separated itself from the rest of the competing companies. Snapper’s promotion was an offbeat blend of public relations and advertising. For the brand the company hired a spokes model, Wendy Kaufman, who had a brash New York attitude and eccentric personality. Wendy embodied the essential Snapped qualities: fun, genuine, personal and working from the bottom up approach, all characteristics easily relatable to customers.
Snapped also sponsored the radio programs of two highly outspoken men, Howard stern and Rush Lumbago, ho promoted Snapper’s various products on-air. Finally, price is what a buyer must give up in order to obtain a product. It is often the most flexible of the four As. Although not explicitly stated in the case study, I know from further research that Snapped isn’t significantly cheaper or more expensive than substitute products. The average sixteen-ounce bottle of Snapped Is $1. 50, which is comparable to what one would pay for an Arizona Iced tea or a bottle of Coca-Cola. A significant advantage was not gained in this area.
In order for Mike Weinstein to regain the level of success that Snapped once enjoyed, he needs to make a serious effort to return Snapped to its roots. First and foremost he needs to reestablish the public relations and advertising strategies the company once used. Weinstein should reach out to Howard Stern, Rush Lumbago, and Wendy Kaufman to again promote Snapper’s products. He needs to communicate to them how Instrumental they would be In returning Snapped to Its board,” then Weinstein needs to find suitable replacements that have similar rationalities to the aforementioned spokespersons.
In addition, because today’s society is so reliant on technology, he should advertise Snapped products through various social media. Secondly, Weinstein should focus much of his attention on the “cold channel. ” It has been reported that a high percentage of purchases are single bottles for immediate consumption. Snapped sales tend to take place while people are on the go, between here and there, such as while stopping for gas or driving on long trips.
Because of these specific points of sale, Snapped needs to be sold individually in restaurants, delicatessens, recreation centers and by street vendors. As a result, sales in “warm channels” can be reduced, which will cut the costs that go along with distributing products to supermarkets. Also, along the lines of distribution, a final initiative Weinstein should take is to make sure that Snapped drinks are always in stock in the places in which they are sold. It was reported that customers couldn’t find the flavors that they wanted in some stores.
This failure of catering to consumers’ tastes could have disastrous repercussions because at some point customers are going to stop wanting to buy a product if it’s constantly out of stock. Weinstein needs to make sure that the top ten selling flavors are always available for sale and phase out the poorly selling flavors if need be. However, customers should still be able to order those flavors not sold in stores through Snapper’s website. Making these three change will show consumers that Weinstein is making a conscious effort to return Snapped to its roots, roots that its consumers loved and, in turn, benefited the company.