Word: brandings
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Despite its scale, Cadbury has been hobbled by decisions made years, even decades ago that have hampered its ability to compete globally. For instance, Cadbury doesn't control its own chocolate brand in the U.S., having sold those rights to Hershey in 1988 under a 25-year agreement that only Hershey can terminate. The idea at the time was that Hershey had the distribution power Cadbury was lacking to compete with Mars and Nestlé. But losing control of your own brand's destiny in a major market doesn't look smart today...
...Goldman Sachs analyst Judy Hong describes as a "potential Achilles' heel." According to Hong, "there is an inherent conflict of interest because Pepper's distribution platforms are also its largest competitors'," and as an example, she cites Pepsi's Sierra Mist displacing 7Up as the No. 2 lemon-lime brand, behind Sprite, in part because Pepsi Bottling stopped distributing...
...that it turns heads, inspires envy and justifies a stratospheric price. In this case $112,500. And clearly, the R8 seals the deal. Notes Jay Nagley, managing director of car consultancy Spyder Automotive: "Italian styling with German quality and engineering. What's not to like? It's a great brand builder...
...with a deft marketing campaign, will raise the company's profile in the competitive U.S. premium-car segment, where it hopes to double sales of all models by 2015 to around 200,000. "I would almost describe every one of those R8s as a mobile billboard for the Audi brand," says Johan de Nysschen, head of Audi's U.S. operations...
Designing a car to be priced higher than its German rivals was an exercise in brand positioning, says De Nysschen. "We think we found a sweet spot in the market." Bentley--which, like Audi, is part of the Volkswagen Group--successfully exploited a similar luxury-market niche when it positioned itself between supercostly Rolls-Royce and the sedans and coupes of BMW and Mercedes...