Description
In this such a brief illustration regarding how to generate business idea learning for entrepreneurship.
than soft drinks at the time.
Its bottled water had about
160 calories, the same as a
regular Pepsi. How could
that beit was water! It
turned out that to sweeten
and colour its water,
Clearly Canadian was using
essentially the same artificial
flavours, sweeteners, and
preservatives that the soft
drink companies were us-
ing. Customers quickly
bailed and found more le-
gitimate alternatives, like
Snapple, which came out at
about the same time. The
company has since reformu-
lated its ingredients and its
healthier alternative to soft
drinks than it once was, but
it`s never gained much trac-
tion in the flavoured bottled
water wellness category.
If a new product or service
seems like the perfect op-
tion to solve a problem or
capitalize on an environ-
mental trend, but its cus-
tomers find out it can`t
deliver on its promises, they
will quickly jump ship. This
is what happened to Clearly
Canadian, one of the first
bottled drinks to position
itself in the wellness cate-
gory.
Clearly Canadian intro-
duced a line of fruit-
flavoured bottled water in
the early 1990s. Its efforts
were clearly an attempt to
jump on an environmental
trendan increased inter-
est in wellness. It positioned
its drinks as a healthy alter-
native to soft drinks such as
Coke, Pepsi, and Mountain
Dew. Its bottles, labels, and
packaging all supported the
nation that the drinks were
pure and fresh. Canadian
fruits, which have a fresh
and robust flavour, were
the basic for the six flavours
in the initial Clearly Cana-
dian line. Its Canadian ori-
gins invoked images of clean
lakes, pristine mountain
ranges, rushing streams, and
grassy plains. It was easy for
someone to assume that
they were doing their body
a favour by buying and
drinking a Clearly Canadian
beverage.
But as Clearly Canadian`s
drinks spread, consumers
started reading the fine
print on the labels. It turned
out that Clearly Canadian
drinks weren`t any healthier
Clearly Canadian: What Happens When You Dont Deliver on Your Promises
The message from this
firm`s experience is simple
yet powerfulit takes
more than talk and savvy
marketing to capitalize on
an environmental trend,
solve a problem, of fill a gap
in the marketplace. A com-
pany has to actually deliver
on one of those promises
to be successful.
Dimensions of opportunity:
· attractive,
· timely,
· durable,
· anchored in a prod-
uct that created
value for its user.
1. Evaluate Clearly Canadian s ini-
tial fruit-flavored bottled water on
all four dimensions of an opportu-
nity*.
2. When you pick up a drink that s
clearly marketed as a healthy alter-
native to soda and sugared drinks,
do you read the label to see if the
drink is truly healthier than the al-
ternatives? If it isn t, do you feel
deceived by the marketing?
3. How can a start-up that has good
intentions make sure that its product
is truly meeting the need that it was
designed to meet?
QUESTIONS FOR
CRITICAL THINKING:
WORKSHOP: Learning for entrepreneurship
QUESTIONS FOR CRITICAL THINKING
What Went Wrong?
Source: Bruce R. Barri nger - R. Duane Irel and: Entrepreneurshi p. Successful l y Launc hi ng New Ventures , 2010 Pearson Educati on, p. 78
2. How to generate business idea?
EPC, 6TH- 9TH J UNE 2012
2ND I NTERNATI ONAL
SUMMER SCHOOL
doc_263878396.pdf
In this such a brief illustration regarding how to generate business idea learning for entrepreneurship.
than soft drinks at the time.
Its bottled water had about
160 calories, the same as a
regular Pepsi. How could
that beit was water! It
turned out that to sweeten
and colour its water,
Clearly Canadian was using
essentially the same artificial
flavours, sweeteners, and
preservatives that the soft
drink companies were us-
ing. Customers quickly
bailed and found more le-
gitimate alternatives, like
Snapple, which came out at
about the same time. The
company has since reformu-
lated its ingredients and its
healthier alternative to soft
drinks than it once was, but
it`s never gained much trac-
tion in the flavoured bottled
water wellness category.
If a new product or service
seems like the perfect op-
tion to solve a problem or
capitalize on an environ-
mental trend, but its cus-
tomers find out it can`t
deliver on its promises, they
will quickly jump ship. This
is what happened to Clearly
Canadian, one of the first
bottled drinks to position
itself in the wellness cate-
gory.
Clearly Canadian intro-
duced a line of fruit-
flavoured bottled water in
the early 1990s. Its efforts
were clearly an attempt to
jump on an environmental
trendan increased inter-
est in wellness. It positioned
its drinks as a healthy alter-
native to soft drinks such as
Coke, Pepsi, and Mountain
Dew. Its bottles, labels, and
packaging all supported the
nation that the drinks were
pure and fresh. Canadian
fruits, which have a fresh
and robust flavour, were
the basic for the six flavours
in the initial Clearly Cana-
dian line. Its Canadian ori-
gins invoked images of clean
lakes, pristine mountain
ranges, rushing streams, and
grassy plains. It was easy for
someone to assume that
they were doing their body
a favour by buying and
drinking a Clearly Canadian
beverage.
But as Clearly Canadian`s
drinks spread, consumers
started reading the fine
print on the labels. It turned
out that Clearly Canadian
drinks weren`t any healthier
Clearly Canadian: What Happens When You Dont Deliver on Your Promises
The message from this
firm`s experience is simple
yet powerfulit takes
more than talk and savvy
marketing to capitalize on
an environmental trend,
solve a problem, of fill a gap
in the marketplace. A com-
pany has to actually deliver
on one of those promises
to be successful.
Dimensions of opportunity:
· attractive,
· timely,
· durable,
· anchored in a prod-
uct that created
value for its user.
1. Evaluate Clearly Canadian s ini-
tial fruit-flavored bottled water on
all four dimensions of an opportu-
nity*.
2. When you pick up a drink that s
clearly marketed as a healthy alter-
native to soda and sugared drinks,
do you read the label to see if the
drink is truly healthier than the al-
ternatives? If it isn t, do you feel
deceived by the marketing?
3. How can a start-up that has good
intentions make sure that its product
is truly meeting the need that it was
designed to meet?
QUESTIONS FOR
CRITICAL THINKING:
WORKSHOP: Learning for entrepreneurship
QUESTIONS FOR CRITICAL THINKING
What Went Wrong?
Source: Bruce R. Barri nger - R. Duane Irel and: Entrepreneurshi p. Successful l y Launc hi ng New Ventures , 2010 Pearson Educati on, p. 78
2. How to generate business idea?
EPC, 6TH- 9TH J UNE 2012
2ND I NTERNATI ONAL
SUMMER SCHOOL
doc_263878396.pdf