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Supplement
-
Reference no. 9B11A025
Subject category: Marketing
Published by: Ivey Publishing
Originally published in: 2011
Version: 2011-07-25
Length: 6 pages
Data source: Field research

Abstract

This is part of a case series. By 2010, the entrepreneur's revived Pop Shoppe brand was holding second place in the premium carbonated soft drink market. This level of market penetration was a bit unexpected, and the entrepreneur began contemplating his next move. The entrepreneur wanted to grow the brand larger, in hopes of selling out and moving on to other business ventures that had captured his interest. He had watched as other small drink brands had been bought up by larger firms, and thought that the Pop Shoppe should be attractive to another company looking to expand its portfolio. Concerned that he might have taken the brand as far as it could go in its home market, the entrepreneur considered other avenues for growth. With a solid footing in the Canadian market, he began to wonder if the Pop Shoppe could find a similar level of success in the United States. His drive to grow the brand in hopes of acquisition made the larger US market seem like an appealing option, however, it had many potential risks as well. Although the Pop Shoppe had made successful re-entry into the Canadian market, the US market was far more competitive. He wanted to grow the company large enough to attract a potential buyer and move on, but he did not want to jeopardize his Canadian success by investing too much into a US gamble.
Location:
Industry:
Size:
Small
Other setting(s):
2010

About

Abstract

This is part of a case series. By 2010, the entrepreneur's revived Pop Shoppe brand was holding second place in the premium carbonated soft drink market. This level of market penetration was a bit unexpected, and the entrepreneur began contemplating his next move. The entrepreneur wanted to grow the brand larger, in hopes of selling out and moving on to other business ventures that had captured his interest. He had watched as other small drink brands had been bought up by larger firms, and thought that the Pop Shoppe should be attractive to another company looking to expand its portfolio. Concerned that he might have taken the brand as far as it could go in its home market, the entrepreneur considered other avenues for growth. With a solid footing in the Canadian market, he began to wonder if the Pop Shoppe could find a similar level of success in the United States. His drive to grow the brand in hopes of acquisition made the larger US market seem like an appealing option, however, it had many potential risks as well. Although the Pop Shoppe had made successful re-entry into the Canadian market, the US market was far more competitive. He wanted to grow the company large enough to attract a potential buyer and move on, but he did not want to jeopardize his Canadian success by investing too much into a US gamble.

Settings

Location:
Industry:
Size:
Small
Other setting(s):
2010

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