Research Project

MKT4002

A Marketing Audit on Innocent Smoothies

Research Project Supervisor – Simon Wragg

Connie Simons - 16407169

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Contents Page

Table of Contents
CONTENTS PAGE................................................................................................................................ 2
EXECUTIVE SUMMARY:...................................................................................................................... 3
1.0 INTRODUCTION:............................................................................................................................ 4
2.0 COMPANY BACKGROUND -......................................................................................................... 5
2.1 MISSION STATEMENT:................................................................................................................. 5
2.2 MARKET ANALYSIS...................................................................................................................... 5
3.0 MACROANALYSIS -....................................................................................................................... 6
3.1 POLITICAL FACTORS:.................................................................................................................. 6
3.2 ECONOMIC FACTORS:................................................................................................................. 8
3.3 SOCIAL FACTORS:........................................................................................................................ 9
3.4 TECHNOLOGICAL FACTORS:.................................................................................................... 11
3.5 LEGISLATIVE FACTORS:............................................................................................................ 11
3.6 ENVIRONMENTAL:...................................................................................................................... 12
4.0 MICROANALYSIS —.................................................................................................................... 13
4.1 THE COMPANY:........................................................................................................................... 13
4.2 SUPPLIERS:................................................................................................................................. 14
4.3 MARKETING INTERMEDIARIES:................................................................................................ 15
4.4 COMPETITORS:........................................................................................................................... 16
4.5 CUSTOMER:................................................................................................................................. 17
4.6 PUBLICS:...................................................................................................................................... 18
5.0 COMPETITIVE ANALYSIS:.......................................................................................................... 19
5.1 PERCEPTIONAL MAPPING:........................................................................................................ 21
5.2 ANALYSIS:................................................................................................................................... 22
6.0 SWOT ANALYSIS:........................................................................................................................ 23
7.0 STRATEGIC PRIORITIES -.......................................................................................................... 25
8.0 APPENDIX -.................................................................................................................................. 38

Executive Summary:

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The aim of this report is to gain a deeper understanding into the marketing
environment in which Innocent trade within, to be concluded with a set of strategic
priorities for the following fiscal year. The initial section of the report includes a
PESTLE analysis which has been undertaken to gain further insight into the
macroenvironment and the forces that impact Innocents overall proceedings, with
the key findings listed below:
 Political uncertainty regarding the UK’s Brexit deal could affect operating
costs
 Declining effects of Brexit on the UK economy may detriment productivity
growth
 The health and wellness trend continue to shape consumer demand
 Several new legislative determinants present a challenge in the market

Following on from the PESTLE analysis, an examination of the internal environment

has been provided which follows Kotler’s microenvironment framework, with a
summary of the key conclusions listed beneath:
 Coca-Cola gains the majority share in Innocent
 An increased level of competitors and supermarket own-brands pose as a
threat
 Marketing intermediaries provide a significant base to increase sales
 Public stakeholders raised speculation regarding the Coca-Cola takeover

The next section exhibits a competitive analysis whereby the findings produced
highlighted that Innocent trade within a highly competitive landscape, whereby the
brand’s two focal competitors (Tropicana and The Naked Juice Company) are
positioned closely to the brand. A SWOT analysis has then been conducted on the
basis of the information collected throughout the audit. The findings from the SWOT
analysis have been implemented to suggest Innocent’s strategic priorities for the
following year which incorporates the following strategies:
 The development of health and wellness marketing and NPD
 Mitigating the risk of Brexit
 Take advantage of developing technologies and shifting online consumer
habits

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1.0 Introduction:
The following marketing audit will be conducted on the Innocent drinks brand within
the UK soft drinks market, specifically concentrating on fruit juice, juice drinks and
smoothies. Within the report, theories, models and frameworks will be implemented
to provide a precise insight into the diverse factors that influence or drive Innocents
operations.

2.0 Company Background -

2.1 Mission Statement:

Founded in 1999 by university graduates Richard Reed, Jon Wright and Adam
Balon, Innocent drinks are a private-held company that engage in the production and
distribution of fruit-based drinks which has established itself as a leading UK and
European smoothie brand (Innocent drinks, 2019). The brand was inaugurated after
successfully testing the market at a London-based music festival, and now offer an
innovative product portfolio ranging from smoothies, children’s smoothies and juice
drinks, super juices, coconut waters and a dairy-free range (Marketline, 2019).

As a brand that takes full responsibility for the impact of business on society and the
environment, sustainability and ethical business practice remains a pivotal aspect of
Innocent’s brand identity (Brown and Grayson, 2008). With an aim to become “one of
the earth’s favourite little food companies,” Innocent’s core brand values are mirrored
within every aspect of the business, which is emulated within the firm’s mission
statement:

“To make drinks that make it easy to do yourself some good — and that doing so
should taste good too” (Innocent drinks, 2019).

2.2 Market Analysis:

A profound change in Innocent sought Coca-Cola heightening their 18% share in the
brands parent company, Fresh Trading Ltd, by an additional 58% in 2013 to gain
majority ownership of the Innocent smoothie brand (Sonne, 2010). As the sector
encountered new predicaments, Innocent newly adapted their brand positioning to

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hone on leading the evolution of health and wellness drinks (Roderick, 2017).
Simultaneously, the brand recently diversified their product range by advancing into
the dairy-alternative drinks market (Best, 2018). The diversification comes as UK
consumers are beginning to explore healthy and sustainable dairy substitutes — with
volumes ascending by almost 25% in 2017 (Fields, 2019).

In addition to acquiring over half of total sales by value alongside posting strong
growth throughout the past two years, the subsidiary of Coca-Cola also dominates
the smoothie market by attaining 52% of the overall smoothie market share (Caines,
2018).

Innocent drinks retain a turnover of more than £200 million per annum, and due to
their strong ethical credentials, the brand proceeds 10% of profits to non-
governmental organisation (NGO) charities in the countries whereby fruit is sourced
(MarketLine, 2019). Moreover, as an organisation that provides its products through
retailers, Innocent maintain an employee count of approximately 350 individuals both
in the UK and across Europe (Innocent Drinks, 2019).

3.0 Macroanalysis -

3.1 Political factors:

Succeeding the UK’s vote to leave the European Union in 2016, political uncertainty
remains a crucial factor concerning Innocent, alongside many other soft drink firms,
as the lack of clarity regarding the Brexit deal gives rise to a series of imminent
threats (Jones, 2019), which can be viewed in figure 1 below:

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Figure 1 — The expected impact of Brexit on UK businesses
Cited from: Bloom, N., Bunn, P., Chen, S., Mizen, P., Smietanka, P. and Thwaites, G. (2019). Brexit
Is Already Affecting UK Businesses — Here’s How. [online] Harvard Business Review. Available at:
https://hbr.org/2019/03/brexit-is-already-affecting-uk-businesses-heres-how

Assuming a no-deal “hard Brexit” occurs, firms may face inevitable pressure to
increase their pricing strategies as World Trade Organisation (WTO) tariffs will apply
to 90% of the UK’s exports to the EU with an average tariff of 4.3%, however, import
tariffs from the EU would equate to 5.7% (Sandford, 2019). This makes it difficult to
predict what will happen to product prices in a market that is reliant on imports
(Caines, 2018).

It also poses a significant risk to the availability of fresh resources for firms, as 84%
of fruit and 43% of vegetables were imported into the UK in 2017 alone at a cost of
£12-13 billion (Seferidi et al., 2019).

Companies will also have to mitigate the risk of delays to just-in-time supply chains,
as the transition of goods into the UK will be heavily disrupted by phytosanitary and
regulatory customs checks at ports (Hotten, 2018). Furthermore, an emerging issue
surrounding the Brexit movement arises around the financial uncertainty that it may
cause for firms as a result of lessened economic growth, increasing the risk of a fall
in product demand which leads to fewer opportunities to innovate within firms (Cole,
2019).

3.2 Economic factors:

Amid persisting uncertainty, the succeeding magnitude of impact to which Brexit will
serve on the UK’s economy remains uncertain (Nordberg, 2016). However,
economists have expressed indication that the present deadlock is inducing damage
to both businesses and the economy, and that the softest Brexit possible would best
serve the UK’s economic interests (Giles and Strauss, 2019).

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Displayed in figure 2 and 3 below, the immediate effect of the referendum saw the
value of the pound abundantly devalue by 10%, which remains volatile due to
continuous shifts in the state of affairs (The Telegraph, 2019).
Given the exchange rate devaluation, inflation substantially rose to its highest rate in
20 months at 0.6% in 2017, thus heavily exposing firms to foreign exchange risks
(Elliott, 2017). As a result, the weak currency instigated an increase in import prices
by 4.8% in 2017, further impacting organisations costs as tradable goods such as
food and drink encounter higher import exposure (Breinlich, 2017).

Figure 2 - Pound performance since the EU Figure 3 – The pounds performance since
referendum 2008

Both cited from: Cited from: Mustoe, H. (2019). How does Brexit affect the pound?.
[online] BBC News. Available at: https://www.bbc.com/news/business-46862790

The aforementioned factors largely contribute towards the UK’s disappointing Gross
domestic product (GDP) growth figure, which also descended to its lowest frequency
at 1.4% in 2018, dropping by 0.4% compared to the preceding year (The Telegraph,
2019) — which can be seen in figure 4 below:

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Figure 4 — Graph showing low GDP rates since 2012
Cited from: BBC News. (2019). UK economic growth slowest since 2012. [online] Available at:
https://www.bbc.com/news/business-47196387

To further highlight the declining effect of Brexit on the UK’s economy, business
investment was subdued in 2017 and fell for three consecutive quarters due to a lack
of confidence about the future deal agreement, which is likely to damage future
productivity growth in soft drink firms (Musaddique, 2017).

3.3 Social factors:

The health and wellness trend is continuing to shape consumer demand in the UK
with consumer attitudes regarding healthy lifestyle choices increasing, driven by
growing concern about rising levels of obesity subsequent to the sugar tax (Lee,
2018). As 63% of consumers are seeking to eat healthily and 53% of consumers are
actively limiting their sugar content (Parkes, 2017), understanding the growth of
consumer behaviour towards the health and wellness trend serves as a strength for
firms like Innocent, as they are able to build on previously formed brand images as
well as increasing market share in comparison to competitors (Wood, 2015).
Moreover, an opportunity for brands has arisen with an increasing trend in

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consumers producing fresh juices and smoothies at home, with 44% of 16-24-year-
olds consuming smoothies that they had freshly made within the last three months
(Caines, 2018).

A further factor that is anticipated to impact the industry manifests in the shifting
demographic of the ageing population within the UK, with the figure of over-55’s
projected to show significant above-average growth over the next 5 years which is
highlighted in figure 5 below, the influence represents a challenge in a market where
younger individuals are the vastest drinkers, particularly of fruit juice and smoothies
(Caines, 2018).

Figure 5 —Table showing trends in the age structure of the UK population

Cited from: Caines, R. (2018). Fruit Juice, Juice Drinks and Smoothies - UK - Market Drivers. [online]
Mintel. Available at: http://academic-mintel-com.ezproxy.northampton.ac.uk/display/934868/

One of the defining characteristics of the UK retail sector represents a decrease in

consumer spending power consequent to Brexit influences such as the weakening
pound and inflation, which surpasses consumer average wage growth (Carroll,
2018).

This presents a sizeable threat to brands as fruit juices and smoothies are likely to
be afflicted as they carry higher price points than many other soft drinks (Parkes,
2017), and the price elasticity estimate for soft drinks is —0.8 to —1.0, so firms are
like to face inevitable pressure to decrease their pricing strategies (Joy, 2016).

Conclusively, the expanding profile of veganism is reflected by the fact that 52% of
new product launches in the market were seen in 2017, which has largely increased
from 28% in 2014 (Mintel, 2017). As the UK is officially the global leader for vegan

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food and drink launches (Young, 2019), the trend allows for brands like Innocent to
opportunitise on the factor through innovation of drinks such as dairy alternatives.

3.4 Technological factors:

A substantial shift over past decades in the pace of technological advancements
offers new opportunities for firms within the sector, as constant streams of
innovations are challenging long-established models, markets and processes (Hinde,
2013).

A crucial integrant for brands like Innocent to note falls under the growth of online
retailing, which at present, continues unabated driven by its convenience factor
(Carroll, 2018). Giving concentration to 45% of consumers that engage in online
shopping (Caroll, 2019), the channel poses as an advantageous factor for
organisations that trade through premises-based retailers as it gives brands the
ability to swiftly expand in the market.

The result of prominent media coverage on the impact of plastic waste consists of
addressing sustainability from a production perspective, therefore, the drinks industry
has since made significant technological advancements to develop the packaging
sector (Marketline, 2018). The replacement of returnable glass packaging by the
refillable Polyethymene Terephthalate (PET) and recycling by depolymerisation
delivers lucrative opportunities for brands like Innocent which are heavily focused on
sustainable practise (Llanos and Benabidès, 2019).

A further strength for fruit and vegetable drink brands denotes the continuous
transformation within the agricultural industry through innovation (Newman, 2018).
New technologies to improve yields and enhance nutritional content of crops have
emerged which should be factors of interest for firms to enhance supply chains and
quality of product (Ridley and Hill, 2018).

3.5 Legislative factors:

As sugar content levels became heavily subject to media spotlight in 2014, combined
with consumers leading health concerns, the soft drinks industry is presently

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sustaining a challenging period as several new legislative determinants have directly
impacted the market (Roderick, 2017).

Most significantly, in a government scheme expected to raise taxes of £520 million to

fund schools sporting equipment, the soft drinks industry levy (SDIL) came into effect
in 2018, whereby if a products sugar content exceeds 8 grams per 100 millimetres,
firms are liable to a levy equivalent of 24 pence per litre (Burki, 2016). Albeit, fruit
juices and smoothies are exempt from the sugar tax which presents an opportunity
for healthy beverage brands growth, as share prices of leading competitors such as
PepsiCo and Britvic declined in response to the levy (Clifford, 2016). Similarly, May
2018 saw Public Health England (PHE) introduce a 5% sugar reduction target by
2021 for juice-based drinks, milk-based and flavoured milk substitute drinks (Caines,
2018).

Lastly, the government proposed that a vast majority of fruit juices are to be banned
from directly advertising towards children in a bid to abate child obesity rates
(Bodkin, 2018). In a proposal that includes advertisements on broadcast media, print
and social media, this poses a substantial risk to firms as soft drinks advertising
plays a vital role in creating brand value (Grocer, 2006).

3.6 Environmental:
Environmental factors remain important determinants for firms such as Innocent, due
to their reliance on natural ingredients as well as their general commitment to
sustainability.

A recent study has shown that the effects of climate change pose as a substantial
threat to global agricultural production, as the world’s supply of fruit and vegetables
could reduce in excess of a third by 2025 (The Independent, 2018). The measurable
effect of climate change on the environment is a danger to many corporations, as it
can severely disrupt supply chains and directly impact the quality of fresh resources
(The Economist, 2019). Global weather is also affecting crops in fruit-producing
countries, for example, Florida orange juice production was badly affected by
hurricane Irma and the EU apple harvest was down by 21% in 2017 (Caines, 2018).
In turn, this will affect the price of producing fruit juices, juice drinks and smoothies,
especially given as a large proportion of fruit is imported.

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As the spotlight on environmental impact will contribute towards a key driver of
change in the drink industry, research shows that consumers are increasingly
expanding mindfulness approaches on the different ecological issues which has
driven a movement in the way consumers approach every day habits (Singh, 2018).
The factor is a crucial strength for brands like Innocent that are aiding to inspire an
environmentally friendly revolution as a greater number of consumers in markets are
actively motivated to exercise their power and voice through the products they buy
(Nielsen, 2018).

4.0 Microanalysis —

4.1 The Company:

Preceding the aforementioned, Innocent drinks sold the majority share of the brand
to US conglomerate Coca-Cola in 2013 for an announced figure of £100 million after
experiencing difficulty during the 2008 global financial crisis, which presently values
Innocent at £320 million (Smale, 2018). Whilst the three founders remain on the
board of advisors, Innocent has developed since the deal with Coca-Cola through
focusing on increasing distribution both locally and internationally (Marketline, 2019),
alongside pushing for improved social and environmental standards whilst
supporting the activities of the Innocent foundation in same unique way (Innocent
Smoothies, 2019).

The injection of capital from Coca-Cola has enabled significant growth for the
subsidiary, as it has facilitated broad innovation and expansion to the brands product
portfolio such as the launch into pure juice in orange and apple flavours, which will
be of concern to market leader Tropicana (Marketline, 2019). Whilst the brand is
synonymous in the UK market for smoothies, Innocent drinks has diversified with
Coca-Cola’s business sights set on the growing trend for dairy-free beverages (Best,
2018).

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As the firm have been a driving force in increasing the popularity of smoothies after
being founded in 1999, Innocent has since become the top-ranking brand within the
industry whereby consumers associate the brand towards being an innovative firm
(Hopping, 2018), which is exhibited in figure 6 below:

Figure 6 — Top ranking brands in the drink sector, by agreement with “A brand that is innovative”
Cited from: Hopping, R. (2018). Brand Overview: Drink - UK - Innovative brands. [online] Mintel.
Available at: http://academic-mintel-com.ezproxy.northampton.ac.uk/display/894729/

The organisation is fully committed to social, ethical and environmental goals and
has therefore maintained fully recyclable packaging since 2003 containing a
minimum of 30% recycled plastic. Innocent is currently focusing on producing new
packaging formed by recycled plastic and plant-based bioplastic, in an attempt to
reduce the implementation of virgin oil-based plastics (Parkes, 2018). The above-
mentioned factors should give rise to the brand’s strong ethical image.

4.2 Suppliers:
Innocent source their fruit and vegetables from a diverse range of plantations, co-
operative groups, family farms and even from the Amazon rainforest (Innocent
Smoothies, 2019). The raw materials are sourced from valuable relationship-based
suppliers that protect both workers and the environment, which denotes as one of
the brands strengths due to the firm’s overall ethos and strategy (Snowden, 2013).

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Following the brands core values, Innocent maintain the important perspective to
work alongside suppliers to reduce the amount of energy, water and waste within the
supply chain (Innocent, 2019). In order to meet this commitment, Innocent is forming
a carbon neutral operations system by 2020 with an aim to minimise the total end-to-
end supply chain carbon footprint by 25% (Companies House, 2017).

The award-winning supply chain had been implemented by an Inovis Managed

service in a bid to boost logistical operations and support the aim to reinforce
Innocents global expansion as a subsidiary of Coca-Cola (Logistics Manager, 2008).
Albeit, Innocent’s underlying supply chain and operating model is encountering a
critical transformation to match consumer demand and heightened growth of 50%
since 2013 (Companies House, 2018). As a consequence of Brexit, Innocent may
have to mitigate pricing risks as the movement in the price of key materials could
negatively affect the profitability of the business. To control the risk in the movement
of fruit prices, Innocent will use purchase contracts to attain future supply
(Companies House, 2017).

4.3 Marketing Intermediaries:

Innocent smoothies secured several deals with main UK supermarket groups in 2008
which was assisted by the brands placement of billboard advertising nearby retail
head offices (Smale, 2018). The brands products are distributed via marketing
intermediaries that include Tesco, Sainsbury’s and The Co-operative, as well as
coffee shops such as Starbucks and through health cosmetic retailers like Boots
(O’Shea, n.d.). These marketing intermediaries provide Innocent with a significant
base to increase sales and consumer demand as well as factoring in the influence of
often higher profits as a result of less expense on advertising and promotion. An
example of this lies within Innocent’s partnership with the intermediary Starbucks,
which enabled the brand to develop new levels of visibility as the brand rapidly built
their relationship with UK consumers (Simmons, 2011).

However, the effects of Brexit factors such as currency movements and raw material
costs have attributed pressure towards Innocents operating margins which serves as
a threat towards the company (Companies House, 2018). Contributing towards the
threat, supermarket leaders have forewarned the treasury that in the case of a no-

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deal Brexit, weekly shopping costs could increase by as much as 12% (Oliver et al.,
2018). In order to mitigate the risk of the Brexit effects, Innocent aim to
counterbalance pressure through cost efficiencies which should counteract the
impact of increasing costs as a result of heightened supermarket costs (Campanies
House, 2017).

4.4 Competitors:
As the level of new competitors and supermarket own-brand drinks has elevated,
competitive risks have continued to increase within the soft drinks sector which is
heightened by the level of promotional activity and discount within the saturated
market (Companies House, 2018).

Although Innocent maintain as the market leader in the smoothie segment, with
regard to growth, Naked (PepsiCo) reported the fastest progression in the market
throughout 2018 which is shown in figure 7 below (Caines, 2018).

Figure 7 — UK retail sales of leading brands in the smoothie’s market, by value and volume
Caines, R. (2018). Fruit Juice, Juice Drinks and Smoothies - UK - Market Share. [online] Mintel.
Available at: http://academic-mintel-com.ezproxy.northampton.ac.uk/display/934872/?highlight#hit1

The threat of growth in Naked’s sales by value and volume is driven by consumers
inclination to purchase products that promote functional health benefits, as the
launch of their ‘Machine’ range appears have tapped into this interest which has
aided the brands growth of sales (Parkes, 2017).

Although the fruit juices sector experienced a decline in sales throughout 2017/18,
with Innocent’s demise being slightly more prominent, the fruit juice market leader

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Tropicana (PepsiCo) benefited from perpetual NPD, which penetrated the market
through limited edition ranges and stable product pricing (Parkes, 2017).

The proliferation of own-label products within the market underlines the challenge
Innocent face to constantly innovate given the nature of the product, as new product
development (NPD) can differentiate the uniqueness of a brand in comparison to
competitors (Caines, 2018). In spite of the fact that own-label brands under-
performed by volume, rising costs within supermarkets and a change in consumer
spending power has fuelled the segments growth. To offer a low-cost alternative to
healthy drinks, own-label brands reduced their package sizing to hit key price points
as a result of inflation in order to further drive demand for products (Caines, 2018).
Despite the growth in own-label competition, Innocent can capitalise on their
longevity towards being a highly associated innovative brand that offer consistent
high-quality beverages.

4.5 Customer:
In terms of Innocent’s consumers, penetration of fruit juices, smoothies and coconut
water remained similar to previous years at 81% which is presented in figure 8,
establishing that the overall consumption has been uninfluenced by concerns about
sugar content as differentiation supports sales, which is significant strength for the
brand (Caines, 2018).

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Figure 8 — Frequency of drinking fresh juice, juice drinks, smoothies and coconut water
Cited from: Caines, R. (2018). Fruit Juice, Juice Drinks and Smoothies - UK - Executive Summary.
[online] Mintel. Available at: http://academic-mintel-com.ezproxy.northampton.ac.uk/display/934854/

The brand provides products to a wide consumer base as the predominance of all
age groups consume these products, however, there is an evident decline in the
overall penetration by age. Whilst 96% of 16-24-year-olds consume soft drinks this
age demographic is the core user, however, this division declines to 72% of over-
55’s (Caines, 2018). The consumption of Innocent’s fruit juices, juice drinks and
smoothies is above average amongst parents with children aged 16 and under and
younger consumers in the 16-32 year-old age demographic (Caines, 2018). Although
the population of 20-34-year-olds is projected to decrease within the next 5 years, an
opportunity for Innocent lies within the strong growth in the number of 10-19-year-
olds which is likely to benefit the brands sales (Caines, 2018).

4.6 Publics:
As Coca-Cola raised their stake in Innocent drinks by an additional 58% in 2013 to
gain the majority share in Innocent, public stakeholders raised a great deal of
speculation regarding the takeover, trepidation began to ascend that Coca-Cola’s
values did not correspond to Innocent’s environmentally friendly beliefs (Northedge,
2009). In anticipation of the fears that the US global brand would tarnish Innocent’s
image and reputation, co-founder Richard Reed stated that Coca-Cola have been
highly supportive of the brand’s mission and are committed to protecting the brand
as well as the values it stands for (Evans, 2013).

Alongside this, with the heightened concern towards sugar content levels in drinks,
Innocent has faced increased misleading media coverage that fruit juices and
smoothies contain an unacceptably high levels of sugar which is a large threat
towards the brand (Boseley, 2016). To defer future negative PR and change the
perceptions of consumers affected by media coverage, Innocent spent a year
communicating with nutritionalists and research houses to build an evidence base
through channels such as social media about the net nutritionally positive benefits of

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its products (O'Reilly, 2014). The increase of negative media coverage surrounding
Innocent poses as a significant threat for the brand with an aim to become a global
healthy smoothie brand, however, Innocent need to leverage their healthy nutritional
benefits to consumers compared to competitors within the market to deviate the
effects.

5.0 Competitive analysis:

Competitive Analysis of Tropicana and Naked Juice Company
Company Tropicana Strength/ Naked Juice Strength/
(PepsiCo) Weakness Company Weakness
(PepsiCo)
Mission “Making the Strength “Naked Juice is a Strength
Statement goodness of the producer of
finest fruit accessible natural fruit juice
to everyone” drinks that
(Tropicana, 2018) revolves around
two core values:
sustainability and
good health”
(Navarro, 2013)

Product • Cereal enhanced Strength • “Half Naked” Strength

Offerings smoothies range — 50%
• Latest Juices — less sugar,
Fruit, vitamin and 100% juice
veg blends • Naked
• “Deliciously “Machines” —
different Limited To replenish
Edition” and recharge
• 50% less sugar • Fruit and
range Vegetable
• “On the go” fruit smoothies
juices • Naked Protein
• 100% pure fruit and Antibiotics
juices (deliciously — To satisfy
blended) and refuel
• Tropicana little • Cold pressed
bottles (children’s juice range
range) • Coconut water
• 100% pure range
squeezed orange
juices (Naked Juice,
2019)

(Tropicana, 2018)

Price range £1.40 — £3.50 Strength £2 — £3 Weakness

Marketing • Tesco Strength • Tesco Weakness

Intermediarie • Sainsbury’s • Sainsbury’s
s • Asda • Waitrose
• Waitrose • Ocado

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 • Morrisons • WHSmith
• Iceland • Costa Coffee
• Mcdonalds
• KFC
• Ocado (Naked Juice,
2019)

Market Share 18% (Caines, 2018) Strength 2% (Caines, Weakness

(2018) 2018)

Sales by £207 million (Caines, Strength £28 million Weakness

value and 2018) (Caines, 2018)
volume
(2018)

Key • Significantly higher Strength • Varies widely Strength

Demographi among younger with age but
c Groups people, with 45% of 25% of 16-34-
16-24-year-olds year-olds
consumer in the consumed in
last 12 months comparison to
2% of over-65’s
(Caines, 2018)

(Caines, 2018)

Brand Associated with Strength Delicious, pure, Strength

Associations consistent high ethical and
quality (Caines, different (Caines,
2018) 2018)
Figure 9 — Competitive Analysis of Tropicana and The Naked Juice Company

5.1 Perceptional Mapping:

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Figure 10 — Perceptional map exhibiting brand personalities — Macro image
Cited from: Caines, R. (2018). Fruit Juice, Juice Drinks and Smoothies - UK - Brand Research.
[online] Mintel. Available at: http://academic-mintel-com.ezproxy.northampton.ac.uk/display/934878/?
highlight#hit1

Figure 11 — Perceptional map exhibiting Brand personality — Micro image

Cited from: Caines, R. (2018). Fruit Juice, Juice Drinks and Smoothies - UK - Brand Research.
[online] Mintel. Available at: http://academic-mintel-com.ezproxy.northampton.ac.uk/display/934878/?
highlight#hit1

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Figure 12 — Perceptional map exhibiting the attitudes towards brands
Cited from: Caines, R. (2018). Fruit Juice, Juice Drinks and Smoothies - UK - Brand Research.
[online] Mintel. Available at: http://academic-mintel-com.ezproxy.northampton.ac.uk/display/934878/?
highlight#hit1

5.2 Analysis:
From the information presented above, the findings produced highlight that Innocent
trade within a highly competitive landscape whereby the brand’s two focal
competitors are strategically positioned close to Innocent within the market. Innocent
remains as the market leader within the industry due to its heritage and positions
itself as a strongly ethical brand that makes it easy to do consumers good.

Alongside Innocent, Tropicana is established as the fruit juice market leader within
the segment due to the brands higher market share of 18% compared to Innocent’s
9%. Tropicana is strategically positioned as a brand that offers high quality products
with a significantly lower price point which can be seen in figure 9, this factor is likely
to influence the rise in the brand’s position as consumers are continually searching
for a lower-price alternative to premium price brands like Innocent that offer the
same nutritional benefits. The threat that Tropicana holds as the market leader in
caparison to Innocent lies within the fact that the two brands target the same
consumer demographic and offer similar products, however, Tropicana could also be

21
seen as distant competitor as the brand has little exposure to the smoothie market. A
recommended competitive strategy for Innocent would be too diverse into a market
follower of Tropicana by reducing the price point of products. In order to hold
Innocents relatively high market share, the brand could closely follow the market
leader by reducing the size of Innocent’s products to allow the brand to reduce
pricing accordingly.

In terms of the Naked Juice company, the brand can be classified into a market
challenger positioning strategy as a direct competitor to Innocent. Although the brand
retains a predominantly smaller market share of 2% within the smoothie segment,
Naked has risen as a challenger to Innocent because of the similarities in product
offerings. To begin with, Naked’s brand personality is positioned closely to Innocent’s
which can be viewed in figure 10 and 11, this factor denotes the similarities between
the two brand’s mission statements which both focus on providing natural fruit drinks
that revolve around sustainability and healthy lifestyle choices. On top of this, Naked
obtain slightly higher associations towards being an innovative brand in the market
which can be seen in figure 12, this is direct threat to Innocent as the brand reported
fastest sales progression throughout last year. A recommended strategy for Innocent
to strategically attack Naked would be to further focus on differentiation and NPD of
limited-edition beverages, by doing this, Innocent should be able to growth away
from the relatively small competitor.

6.0 SWOT analysis:

STRENGTHS WEAKNESSES

• Leading UK and European smoothie • Public stakeholders raised a great deal of

brand with a high 52% market share trepidation concerning Innocent’s merge with
Coca-Cola (Northedge, 2018)
(Caines, 2018).
• Innocent is a highly environmentally
brand with consumers beginning to
comprehend effects on the
environment (Brown and Grayson,
2008)
• The investment of Coca-Cola has
aided significant growth for Innocent
(Marketline, 2019)

22
 • Award-winning supply chain
• Innocent is forming a carbon neutral
supply chain system (Companies
House, 2017)
• Innocent has the leading brand within
the market with associations towards
being innovative (Hopping, 2018)

OPPORTUNITIES THREATS

• The increase in health and wellness trend
within the UK market consumer base (Lee,
2018
• Expanding profiles of veganism amongst
consumers (Mintel, 2017)
• Technological advancements and the
increase in online shopping offers new
opportunities for firms (Hinde, 2013)
• Focus on new product packaging formed by • Shift in the ageing population within the UK
recycled plastic and plant-based plastic will
increase Innocent’s ethical brand image
(Parkes, 2018)
• Increasing trend in consumers producing
fresh juices and smoothies at home
(Caines, 2018)
• Sales of Innocent unaffected by sugar-tax • Innocent faced misleading media coverage in
concerns (Caines, 2018)
• Strong growth in the number of 10-19-year-
olds is likely to benefit Innocent’s sales
(Caines, 2018)
• High import tariffs (Sandford, 2019)
• The availability and quality of fresh fruit and
vegetables likely to be hit by import delays
(Seferidi et al., 2019).
• Disruption to supply chains expected to
heavily affect Innocent (Hotten, 2018)
• The UK’s economy is at risk due to Brexit
(Nordberg, 2016)
(Caines, 2018)
• New legislative factors such as the sugar tax
(Roderick, 2017)
• Climate change poses a significant threat to
agricultural production (The Independent,
2018)
correspondence to sugar levels (Boseley,
2016)
• Threat from heightened level of own-brand
competition market with high exposure to
promotional activity and discounts
(Companies House, 2018)
• Increased sales of competitors such as
Naked with investment from market leader
PepsiCo (Caines, 2018)
• Tropicana take the market lead with shares of
fruit juices (Caines, 2018)

7.0 Strategic Priorities -

The development of health and wellness marketing and NPD:

Based on the information taken from Innocent’s current situation and SWOT
analysis, several strategic priorities have been identified for the next fiscal year. In
23
order to leverage the brands market share and association towards being an
innovative organisation, Innocent should further capitalise on the investment from
Coca-Cola to focus on continuous new product development (NPD) specifically
within the smoothie segment. The brand should shift their attention to releasing
limited edition beverages that focus on the promotion of functional health benefits
which corresponds to the rising trend in health and wellness consumer behaviour. To
promote the new products, Innocent should introduce consumers to new fruit and
vegetable blends through the use of in-store sampling through their wide range of
marketing intermediaries to increase drive. As well as in-store sampling, Innocent
could add value to their products by giving more details on the sourcing and variety
of their raw materials in fun and creative methods. To opportunities on the increasing
number of consumers producing smoothies at home, a recommendation would be to
demonstrate smoothie recipes in-store to increase expose to the brand.

Alongside this, Innocent could penetrate the veganism market alongside their dairy-
alternative range by further tapping sector, as the rise of vegan consumer profiles is
set to increase, Innocent should aim to gain competitive advantage within the
segment. Regarding the opportunity triggered by sugar-tax concerns, a further
strategic priority for Innocent could be to release a children’s range of
vitamin/probiotic smoothies that contain a minimal amount of sugar. In relation, the
above-mentioned strategic priority should defer misleading media coverage
surrounding the brand which corresponds to sugar levels.

Mitigating the risk of Brexit:

To respond to the threats following the Brexit referendum, a strategic priority for
Innocent could be to shift the bottling of their products to a manufacturer in Europe.
By doing this, Innocent could deflect the risk that fresh fruit and vegetables are likely
to be hit by import delays, therefore damaging the quality and freshness. By
manufacturing smoothies and juice drinks in Europe, this will maintain the freshness
of products that consumers demand, as well as lowering the operating costs for
Innocent, as the brand shouldn’t be affected by the price of importing fruit. Beside
this, with Innocent using purchase contracts to ensure future supply of fruit and

24
vegetables, the brand will be lowering the overall likelihood that Brexit will largely
affect the Innocent brand.

Take advantage of developing technologies and shifting online consumer habits:

An additional strategic priority for Innocent is to take advantage of the developing

technologies and shifts in consumer habits such as online shopping. As the increase
of online retailing continues unabated driven by its convenience factor, a suggested
strategic priority is to push the growth of purchasing Innocent through marketing
intermediaries by partnering with stores to offer online discount schemes. By
focusing on and integrating in-store and online discounts, Innocent will be able to
reach a much larger market and increasing sales by volume.

To conclude, a final strategic priority is to take advantage of new technologies within

the packaging sector. Although Innocent have already begun innovating in this area
and are ahead of the game compared to other firms, the brand should examine the
different new replacement packaging options to further increase their ethical brand
values.

25
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8.0 Appendix -

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