Made during a marketing internship under Prof. Sameer Mathur

1. CRESCENT PURE

6. Peter Hooper founded crescent in 2008
Promoted at farmers’ markets , local food shows , pursuing local
retailers in Oregon , demand grew in Oregon
PDB’s revenues had increased to $120.5 million by 2012.
Non-Alcoholic Beverages offered the best proposition, hence PDB
acquired Crescent Pure in July of 2013
PDB management decided that Crescent’s retail price would be
$2.75, or 27% below the drink’s original selling price. PDB wanted
Crescent to reflect PDB’s pricing strategy in other product lines, which
was to deliver quality organic products at affordable prices.

7. Sarah Ryan , vice president of marketing, must decide on positioning
of Crescent Pure.

9.  Can occupy a unique
place as it contains
much less sugar, less
caffeine with all
organic and herbal
ingredients.
 Price is $2.99 per 8
once can where the
company can rise its
price point
 Consumer
response:viewed
“energy” as most
reasonable
characteristic
 Regular consumption of
energy drinks is
reduced due to health
risks.
 11% of people drink
less energy drinks due
to health risks.
 Some younger
consumers think that
crescent has less
energy than they hoped
 High competition from
other energy drinks
such as Fright , TORQ ,
Stellar, Razor

10.  42% of sports beverage
drinkers considered
drinks as “anytime
beverages” Sports
drinks are consumed
more often
 Price of $1-$2
 Consumer Response:
refreshing , healthy,
affordable , functional ,
fun and hydrating
 Government mandated guidelines to
remove sports drink from school vending
machines
 Crescent’s $2.75 price for 8 oz can is
higher than other competing sports drink
 Similar drinks in the market
 Market is $2.2 billion less than energy
drink market.

11. RYAN CONSIDERED THE POSITIONING OF
CRESCENT PURE AS AN ORGANIC BEVERAGE
:• Capitalize on the growth of organic food and
beverage industry over the past few years
• Ability to have a more premium price in this market
as the focus is on quality ingredients and target consumers
• Would alow for a much wider range of consumers
• By focussing on just health attributes PDB might
not reach all consumer needs
• More distributors and retailers would be necessary
• To satisfy consumer and reach their expectations a company much time

15. Certified organic, lower sugar quotient
Healthier sports and energy drink alternative
Herbal stimulants provide energy boost and mental focus functions
Environmentally-friendly packaging
Positive response in three States where already launched

16. •Higher price than most sports drinks on the shelf
•Little public awareness as a new brand
•Other possible competitors to arise in sports drink market in the near
future

17. •Growing sports drink market
•Emerging and booming diet and low-sugar sports drink
industry •Larger group of health-conscious consumers
•Considered as "anytime beverage", providing a wider
consumer base

18. THREATS
 Fierce industry competition
 Publics disapproval of new drink on the
market
 Potentially stricter government
regulation

20. 0%
10%
20%
30%
40%
50%
60%
Percentage of respondents who used one word
to describe energy or sports drink
Energy Sport
44%
36%
15%
3%2%
Demographics of Crescent Online
Consumers
Age group
18-24
25-34
35-44
45-54
55+
Demographics of Crescent
Online Consumers
Male Female

21. • Use third-party celebrity endorsers to help position Crescent Pure as a sports drink
and appeal to the younger generation
• Engage millennials through community outreach and university collaboration
• Combine efforts with favourable global brands to raise awareness of Crescent Pure
on a local and national level
• Increase exposure and establish affiliation with international sporting brand through
sponsorship to resonate with athletic consumers
• Receive extensive and favourable press coverage via traditional and social media

23. 1
2 3
4
5 MEDIA
OUTREACH

25. Created by Debapriya Basu, Jadavpur University, during a
marketing internship under Prof. Sameer Mathur, IIM Lucknow