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Tag Archives: Pepsi

Packaging can shape a buying decision.

How much do you think a package affects your buying decisions?

In 2009, Pepsi changed Tropicana’s packaging. It was disastrous. Within 2 months, sales plunged 20% and they quickly switched back to their traditional orange with a straw.

Some consumers said the new design looked too generic. Others thought the new package was ugly and made it difficult to distinguish among Tropicana’s different juices and from other brands. In letters and emails, juice drinkers expressed anger and called the change “stupid.”

The old (left) and new (right) Tropicana containers

Packaging impacts sales

For beauty and personal care products, consumers said it was not the aesthetics that mattered. Instead, according to surveys taken after the Great Recession began, they cared most about getting that last drop out of a jar, a tube, or a bottle.

I thought the following info about how much we leave behind in containers was fascinating. (From WSJ.com)

Depending on the Container, We Might Leave A Lot Behind

The result? We are seeing “airless pumps” that empty 98% of the bottle.  The Container Store sells a tube squeezer (Squeeze Ease). Luxury beauty cream makers are including a spatula for scraping residue.

Our bottom line? Thinking of the 4 basic competitive market structures–perfect competition, monopolistic competition, oligopoly and monopoly–packaging counts when firms need to distinguish their products. That means packaging will matter most for businesses that compete in monopolistically competitive markets (that have many relatively small firms like supermarkets and dress stores) and oligopolistic markets (that have a few large firms like soda and cereal makers).

Sources and Resources: The source of many of my facts, this WSJ article, “Why We Crave the Last Drop,” is a good read but it is gated. Also interesting, this academic paper looked at packaging and this NY Times column discussed the Tropicana fiasco.

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In the Indian Cola market, Coke is #3, Pepsi is #2 and Thums Up is #1.

Thums Up?

More orangy and fizzy than Coke, Thums Up was created by local businessmen when Coke left India in 1977.  Coke exited with Pepsi because a new law mandated that they would have to give up 60% ownership to local firms. Also, Coke probably did not want to share its secret formula with a new partner.

Fast forward to the 1990s when India was more welcoming to multinationals. Hoping to re-establish market share, Coca-Cola bought Thums Up and has never been able to surpass its popularity with Coke.

Talking about India, The Economist conveys its contrasts. #4 among the 15 largest retail grocery and food markets when looking at total revenue, India is at the bottom at $324 for annual per capita food spending. (France, at $4740 is at the top.) This takes us to the challenge that a retailer like Coke has when straddling India’s 3-tiered market: the top has European and American tastes, the middle is beginning to demand worldwide brands and the bottom has minimal purchasing power.

For articles about Thums Up, FT and the economic times provide considerable information while The Economist has a lengthy description of the challenges facing retailers Procter & Gamble and Unilever in India. For the ad my source was here and my grocery and food revenue facts came from here. Also, looking at jute, econlife focuses on India’s license raj but the same ideas relate to Coca-Cola’s departure.

 

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Composed of 6 Democrats and 6 Republicans, the congressional super committee is supposed to create a deficit reduction plan. If they do not propose the plan or if Congress does not approve their plan, then automatic cuts are triggered. The automatic cuts include policies that each party opposes.

As talks unfold, the Republicans could wind up with either:

  1. Continued tax cuts and less spending
  2. Compromise on deficit reduction
  3. Automatic cuts

Meanwhile, the Democrats could wind up with either:

  1. Continued entitlement spending and tax increases
  2. Compromise on deficit reduction
  3. Automatic cuts

#1 is best for each one but tough to achieve. #2 is the compromise. #3 is the disaster.

The Economic Lesson

Sounds like the super committee is facing the prisoners’ dilemma.

Imagine for a moment 2 prisoners who were just arrested. Interrogated by police in separate rooms, each prisoner wants to minimize jail time. The problem is that each one’s fate depends on what the other prisoner does. And, neither knows the other’s strategy.

  1. The best alternative is to confess, incriminate the other prisoner and get a suspended sentence but that works only if the other prisoner remains silent.
  2. Another alternative is to remain silent and get a brief jail term. But then both need to say nothing.
  3. Finally, if both confess, then they each receive a very long jail term.

Like the super committee, #1 is best for each one but tough to achieve. #2 is the compromise. #3 is the disaster.

An example of economic game theory, the prisoners’ dilemma involves strategizing against a second party that has the power to affect the consequences of your decisions.

Game theory has been called the economics of cooperation (or non-cooperation). Whether looking at disarmament negotiations, Pepsi and Coke or Democrats and Republicans, the basic strategic patterns are similar. John Nash won a Nobel Prize for his research about Game Theory.

Here, NPR Planet Money called the super committee negotiations a game of chicken.

An Economic Question: How might Coke’s and Pepsi’s decisions resemble the prisoners’ dilemma?

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The Sugary Beverage Debate

Pepsi has discovered that “fun for you” (chips and soda) increases revenue more than “good for you” (oatmeal, fruit juice, Gatorade). According to the WSJ, with Pepsi losing market share to Coke, they will focus more advertising dollars on “fun for you.” During 2010, Coke’s soda advertising cost close to $253 million while Pepsi spent almost $154 million.

The WSJ tells us that Pepsi’s CEO, Indra Nooyi cares about “good for you” and believes the consumer wants healthier products. Add to this soda taxes in most states that are supposed to encourage us to eat healthier foods. Or, new federal calorie labeling requisites. Or soaring obesity and diabetes numbers. Bloomberg Radio recently reported that big-and-tall men’s sizes are now being emphasized more by clothing retailers.  What to do?

Coke has 42% of the beverage market, Pepsi, 29.3%, and Dr. Pepper Snapple, 16.7%.

The Economic Lesson

Duopoly. When 2 large firms dominate a market with close to 80% of all sales, we can call them a duopoly. One economist has suggested that when deciding whether a duopoly is harmful to consumers and rivals, we should consider innovation, prices and profits.

Some current and past duopolies:

  • Fedex and UPS
  • Coke and Pepsi
  • Home Depot and Lowes
  • Kodak and Fuji Film
  • Gillette and Wilkinson Sword

An Economic Question: As a duopoly, do Coke and Pepsi have too much power? Explain.

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Diet Coke just pushed Pepsi out of the #2 spot in soda sales.

Other soda facts…

As reported by Beverage-Digest, Coke (17%) remains the most popular carbonated soft drink with Diet Coke (9.9%) next and then Pepsi (9.5%) and Mt. Dew (6.8%). The number next to each brand is its market share. Fanta, a Coca-Cola brand, is last among the top ten names.

As for each firm’s market share, Coca-Cola is at 42%, PepsiCo, 29.3%, Dr. Pepper Snapple 16.7% and Cott Corp., 4.8%. Among the “premium priced energy drinks,” Red Bull is first with a .8% share of the market.

Total sales of carbonated drinks indicate that we are drinking less soda. Our consumption of the top three brands, Coke, Diet Coke and Pepsi declined. However, sales of Diet Mountain Dew and Diet Dr. Pepper were up. Similarly, we are buying more Dr. Pepper, Mt. Dew and Sprite.

Should Pepsi have had a super bowl ad?

The Economic Lesson

Competing in an oligopolistic market, it is crucial for Coca-Cola, PepsiCo and Dr. Pepper Snapple to achieve product differentiation through non-price competition. An oligopoly is a market that typically has several large, mass producing dominant firms and many customers. Market entry and exit are difficult.

 

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