Marketing Dr. Pepper to China

This research presents a plan to market the Dr. Pepper brand soft drink beverage in the People's Republic of China. Dr. Pepper is the second oldest commercial soft drink beverage marketed in the United States. Many persons had been experimenting with a variety of ingredients for almost one- hundred years, in an attempt to develop a satisfactory soft drink, when John Pemberton concocted a blend of kola nut, fruit syrup, and coca leaf extract in Columbus, Georgia in 1867 (Dietz, 1973, p. 15). Pemberton did not market his new formula at the time of its discovery. It was not until 1886, after he had moved to Atlanta, that he presented the product to the public.

Pemberton was a pharmacist, and his assistant at the pharmacy accidentally mixed his formula syrup with carbonated water. Prior to this accidental mixture, Pemberton had mixed his syrup with plain water. The accidental mixture of the syrup and carbonated water, however, became Coca-Cola, and the American soft drink industry was born. Soon thereafter, Dr. Pepper was introduced in Texas, and much later in 1903 Pepsi Cola was introduced in North Carolina (Dietz, 1973, p. 83).

In 1994, Dr. Pepper brand soft drink concentrates, extracts, and fountain syrups are manufactured by Dr. Pepper/Seven-Up Companies, Inc. to bottling companies that produce Dr. Pepper brand soft drink beverages (Glennon, 1994, p. 1538). The firm

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ined in Chinese agriculture, to the extent that minimum production quotas continue to be established, and must still be met. These quotas are designed to insure that basic food supplies continue to be available for Chinese cities. Under the responsibility system, however, each Chinese farm family is granted a small plot, which they are permitted to cultivate for their own benefit. The primary responsibility of each farm family, however, continues to be the fulfillment of its commune production quota. Once the family quota is met, however, all production from family plots may be sold on the open market, at prices established by the market. The goal of the responsibility system is an increase in incentive for farm families, which, it is hoped, will be translated into an overall increase in agricultural productivity. During the first 15 years of the plan, it has been well received by farm families, and overall agricultural production has increased significantly. Unfortunately, significant prices increases have also occurred in the open market, and this change was not widely welcomed by urban Chinese. The popular uprising in Beijing in 1989 and the government's crushing of that uprising before the te
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Approximate Word count = 5430
Approximate Pages = 22 (250 words per page)

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