The BOOST Drink company Essay Example

behind this trend and its potential consequences.

The company's growth in Brazil had temporarily slowed down due to market saturation, which was unanimously recognized. The BOOST drink, responsible for almost 80% of the revenue, had reached its maximum demand and started to plateau. Meanwhile, competitors were expanding their market share through marketing and advertising efforts. To become global leaders in the soft drink industry and ensure employee and customer satisfaction, the board proposed a three-phase plan: analyzing the current crisis situation, suggesting alternative ways to overcome obstacles, and identifying necessary resources for implementing the plan.

BOOST Drink company conducted a comprehensive analysis in 2006 to decipher the reasons behind their declining market share in the soft drink industry. Despite the global market for soft drinks set to touch around $370 billion in 2009 (Deichert, 2006), the company's presence had been dwindling over the past three to four years. To assess internal and external factors that affected their status both in the Brazilian and industry markets, they launched a company-wide campaign that solicited feedback from consumers and their workforce. The initiative culminated in a series of surveys focusing on their clientele's feedback on the quality of BOOST drinks compared to other energy drinks or soft drinks in general. While most participants acknowledged satisfaction with the beverage, the surveys suggested that reduced market share resulted from consumers consuming less without understanding why that was happening.

After analyzing customer response and market results, the analyst team found that Coca-cola's campaign revamp was directly related to the company's decline in local consumption. This indicated inadequate marketing and advertising efforts, leading to a reduction in market share in Brazil. Consequently, the BOOST

drink company brought in performance management experts to enhance productivity at all levels of the organization. The consultants developed an extensive internal questionnaire that focused heavily on the productivity of major processes at both the corporate and manufacturing plant levels.

Based on the obtained responses, analysts and consultants have inferred that refining certain portions of our processes could result in a 30% increase in productivity over six months. This increase is necessary to drive growth for the company.