Marketing Plan for TigerPower Energy Drink

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Executive summary

The TigerPower energy drink marketing, to secure funds and labor toaid with the company’s status and direction has created this 4-yearmarketing plan. The product was launched three years ago, and sincethen, the company has experienced remarkable growth. The company aimsto target youths aged 15-25 years as the primary target, and adultsaged 25-60 years as the secondary target. There are also plans ofextending the product market to the international market. The maincompetitors have been identified to be Red Bull, Hansen corporation,Pepsi Cola and Coca Cola. SWOT analysis has been conducted, and aperformance analysis of four metrics, website visitors, increases inmarket share, customer value and new product adoption rate. Themarketing environment has been receptive to the company’s highquality product. Over the next five years, the company looks toimprove its distribution and offer new customized products forspecial customers. As such, the paper will provide a marketing planfor the company drawn on the contexts available and the performancegoals of the company.

Marketing plan for TigerPower energy drink


TigerPower was founded 2 years ago by businessman John Wesley. Thefounder has a degree in food and nutrition and has worked in theenergy drink industry for 15 years. He first operated a small energydrink factory in New York, before selling it to the Coca-Colaindustry. The marketing environment for TigerPower comes withoverwhelming opportunities. However, there are certain challengesthat the Company believes it can comfortably meet. The energy drinkbusiness is dominated by large companies such as Red Bull, Hansencorporation, Pepsi Cola and Coca cola. These are biggest competitorsfor the company as per the moment. The table below shows thecompetitor analysis of the energy drinks.

Table1: Competitor analysis



Red bull


Hansen Natural Corporation


Pepsi cola




All other brands


The dominant economic forces in the energy drink sector are themarket size, growth rate and overall profitability (Deichert,Ellenbecker, Klehr, Pesarchick &amp Zirgler, 2006 Berthon, Pitt,Plangger, &amp Shapiro, 2012). Over time, the market size of theindustry has been changing. As per the present, the soft drinkmarket, under which energy drinks fall, has a share of about 46.8%.Berthon et al (2012) and Terpstra, Foley, &amp Sarathy (2012 assertthat people have criticized the growth rate because of the marketsaturation of new drinks. While projecting into the future, with theobserved solid growth in consumption, the global market is expectedto slightly decelerate, which will be a reflection of marker pricestagnation.

According to studies, political and legal environment of energydrinks is of moderate impact (PESTEL, 2014 Berthon et al, 2012).There is pressure on caffeine and taurine rates in the energy drinks,as some brands have been accused of using unregulated concentrationsof the same. There are also related health concerns from governmentsacross the world. The business environment is low significantlyaffected by implementation of restrictive laws. The technologicalenvironment is of low impact, with the main concern being internetand social media advertisement. Now, the technological innovationsare not significant enough to impact the energy drink industry

The social structural environment has a high impact for the energydrink industry. Given that the workplace is one of the places wheremost energy drinks are consumed, the company will target states withhigh employment rates. The social health concerns also affect theselling of energy drinks, and the team shall work to erase any doubtsabout the health dimension of the energy drink.

Primaryand secondary targets

The primary target market for TigerPower will be young male adults,aged from 14 to 25 years old, mainly those active in high school andcollege sports. This demographic represents young people who needconstant excitement, rejuvenation and adventure. Given that they areactive in physical activities, it is expected that this product willmotivate them. In the energy drink, players who are goingprofessional have been sponsored by the leading energy drink brands(Kolah, 2012 Fournier &amp Avery, 2011). The company will look toventure into the same. This means that the company will be engagedwith high schools and colleges, in an effort to define the consumerbase and win gain a competitive advantage.

Thesecondary market will be the older customers, those who are aged 30to 60 years. This is an age group, which also needs revitalization,albeit in lower measures. They include individuals who are at thepeaks of their careers, and the experienced workers, such aslong-range truck drivers and miners. These people come from alllifestyles, and they have different purchasing powers. They mainlydwell in suburban and rural areas. The education levels amongst thisdemographic is also varying hence focus shall be put on the mannerthe product will be advertised to them.

Positioningstrategy statement:

“TigerPoweris a sure revitalization of the physical and mental fatigueaccumulated during intense activities. The drink will ensure thatyour overall performance, competition and concentration are boosted”.

Objectivesof advertisement

  • To pass the message of TigerPower’s performance amongst athletes and other physically active people

  • To create a brand that is identifiable with the youth.

  • To attract and maintain a wide fan base of the secondary target market, and to deliver the promise of performance

  • To pass the negative message of abuse of alcoholic drinks


Channels– the product will be sold to distributors who will stock theretailers. Schools can make special orders direct from the company’smain distributor.

Community– the company shall treat consumers as individuals. There shall beone-on-one communication with selected customers to have feedback andsuggestions.

Competition– The main competitors have been identified as Red Bull, HansenCorporation, Pepsi Cola and Coca cola.

Context– There are currently no limitations due to political issues, legalmatters, trade regulations and taxation laws.


TigerPower’s most important decisions of marketing plan design aresetting of performance goals relative to the annual budget. Fournier&amp Avery (2011) and Boone &amp Kurtz (2013) assert that anymarketing plan requires structured goals consistent with theavailable budget to ensure that a company achieves its target. Thethreshold for the product is 50% to 75% per annualized plan. Thecompany shall strive to strike a balance between setting sufficientlyrigorous targets that satisfy shareholders and have realistic goals,which are achievable by the executive team. The company,additionally, considers the volatility of performance and thepossible impact unpredictable events in the market. The results ofthe considerations if the range of performance for the followingmetrics: website visitors, increases in market share, customer valueand new product adoption rate. While looking at the performanceadvantages, the narrow ranges may cause volatile payouts, while broadranges are too volatile. Below are the values for the averageperformance advantages for the four metrics.

Performance analysis



50th percentile


75th percentile


website visitors






increases in market share






customer value






new product adoption rate






Qualitative marketing objectives




Focus groups

  • 5-10 people

  • Online groups via internet

  • Moderator for questioning target markets

  • Spawning of new ideas

  • Group interaction stimulates new reactions

  • Artificial performance mentality

Quantitative marketing objectives

Telephone surveys

  • Generation of random probability samples

  • 5-11 average interview lengths

  • Increases product performance awareness

  • Low relative cost

  • Critical in monitoring customers satisfaction



  • The founder of TigerPower has the knowledge and has worked in the energy industry for a while, hence understands the target and the products

  • The product has achieved distribution in a number of markets so far, and has been accepted widely.

  • The company has no debt hence, its financial aspects are clean.

  • Since the product is produced by a single manufacturer, top quality is assured.


  • The product has identified loyal customers hence, the customer base growth is assured.

  • The market has gaps, which fortunately the company has identified and is prepared to fill. Such include customization of labels and cans.

  • The product has a chance of expanding its base beyond boundaries and going international.


  • Very strong competitors

  • Limited number of consumers

  • Limited cash flow

  • Single manufacturer limits production capacity.


  • The consumers may get tired of the concept.

  • The leading competitors may get even stronger.

  • Laws and regulations regarding energy drinks

  • Unpredictable economic trends


Berthon, P. R., Pitt, L. F., Plangger, K., &amp Shapiro, D. (2012).Marketing meets Web 2.0, social media, and creative consumers:Implications for international marketing strategy. Business Horizons,55(3), 261-271.

Boone, L., &amp Kurtz, D. (2013).&nbspContemporary marketing.Cengage Learning.

Deichert, M., Ellenbecker, M., Klehr, E., Pesarchick, L . &ampZiegler, K. (2006). Industry Analysis: Soft Drinks. StrategicManagement in a Global Context.

Fournier, S., &amp Avery, J. (2011). The uninvited brand.&nbspBusinessHorizons,54(3), 193-207.

Kolah, A. (2012). Essential law for marketers. New York, NY:Routledge.

PESTEL. (2014). The general environment of the energy drinkindustry (PESTEL analysis). Retrieved on 26 November 2014 from:

Terpstra, V., Foley, J., &amp Sarathy, R. (2012).&nbspInternationalmarketing. Naper Press.