Dr Pepper & UP Inc: Squirt Brand Dr Pepper & Seven Up Inc: Squirt Brand Implementation Plan Proposed Schedule to increase market share for Year New Markets Added Cumulative Markets Cumulative Percentage of U. S. Market 2000 3 6 14.7 2005 5 11 15.9 2010 3 14 17.5 2015 4 18 20.1 As of 2000, Dr Pepper & Seven Up (DPSU), a subsidiary of Cadbury Schweppes, has the third largest share of the soft drinks market in the United States (Kerin & Peterson, 2012). However, since the company is intent on expanding its market share and growing its brand, it has to increase advertising efforts and capture the fastest growing segment of the market: the youth.
The proposed implementation plan presented above is designed to be effected every five years to allow the company to assess accurately the gains and losses made during that period (Kerin & Peterson, 2012). As it adds new markets in high-growth areas and incorporates more aggressive marketing, there is no doubt that DPSU will increase its market share to reflect its ambitions. However, Kate Cox and her team must also bear in mind that more marketing will not necessarily lead to greater market share and the success of the implementation plan.
The sustainable approach is to use clever marketing techniques that will establish the company as a leader in new markets, and reestablish it in markets that it used to dominate but were taken over by Coca-Cola or Pepsi. This will allow it to add new segments as well as protect them from the competition to ensure that it gains a firm foothold in target markets (Kerin & Peterson, 2012). By 2015, DPSU can achieve a 20.1 percent market share, up from 14.7 in 2000. Evaluation and Control The first, and perhaps most important aspect of evaluation and control, is sales.
DPSU has to continuously monitor its sales component to confirm whether or not it is achieving its targets and what measures it can take to improve on attained goals. Since sales is an accurate reflection of marketing efforts, successful implementation, and market share, the company should have a systematic method of acquiring accurate sales information and processing it to generate comprehensible and implementable reports (Kerin & Peterson, 2012). To facilitate this, sales representatives in new and target markets should submit progress reports on a monthly basis.
These reports should show the relationship between set and realized targets (e. g., differences between monthly sales and proposed sales goals. The second component of evaluation and control involves reconciliation of goals and results and the modification of strategies to match future goals. In this respect, Kate Cox and her team should organize regular meetings (on a weekly or monthly basis) in which current strategies will be evaluated to determine their success rates and approve any improvements. Kate can lead the team in developing new marketing, evaluation, and control tactics to improve the company understands of the market and compete directly with Pepsi and Coca-Cola (Kerin & Peterson, 2012).
In this respect, it is important that all members of the implementation team contribute to inspiring a holistic approach to evaluation and control. Current evidence shows that DPSU has a clear plan on how to grow its market share, but it needs to achieve a balance between its goals and capabilities by reconciling the two dimensions on a regular basis. Reference Kerin, R., & Peterson, R.
(2012). Product and service strategy and brand management. In Strategic marketing problems: cases and comments. (13th ed. ). Boston: Pearson.