CRESCENT PURE

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.
Sarah Ryan , vice president of marketing, must decide on positioning
of Crescent Pure.
 Can occupy a unique  Regular consumption of
place as it contains energy drinks is
much less sugar, less reduced due to health
caffeine with all risks.
organic and herbal  11% of people drink
ingredients. less energy drinks due
 Price is $2.99 per 8 to health risks.
once can where the  Some younger
company can rise its consumers think that
price point crescent has less
 Consumer energy than they hoped
response:viewed  High competition from
“energy” as most other energy drinks
reasonable such as Fright , TORQ ,
characteristic Stellar, Razor
 42% of sports beverage  Government mandated guidelines to
drinkers considered remove sports drink from school vending
machines
drinks as “anytime  Crescent’s $2.75 price for 8 oz can is
beverages” Sports higher than other competing sports drink
drinks are consumed  Similar drinks in the market
more often  Market is $2.2 billion less than energy
 Price of $1-$2 drink market.
 Consumer Response:
refreshing , healthy,
affordable , functional ,
fun and hydrating
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
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
•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
•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
 THREATS

 Fierce industry competition

 Publics disapproval of new drink on the
market
 Potentially stricter government
regulation
 Demographics of Crescent Online
Consumers
Percentage of respondents who used one word
to describe energy or sports drink
60% Age group
3%2%
50% 15% 18-24

40% 25-34
44%
30% 35-44

20% 36% 45-54

10% 55+

0%

Energy Sport
Demographics of Crescent
Online Consumers

Male Female
• 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
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5 MEDIA
OUTREACH

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