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Cool Burst


Instead of being recognized for their creativity and innovative ideas, they were disciplined. This set a precedent for the entire company: If you think outside the box, you will be punished. .
             CoolBurst had a successful method for producing their product and distributing it to their clientele. However, they had lost touch with one fundamental element of their business. They are not in the juice business, per se. They are in the business to appease peoples" thirst, exhilarate taste buds, and evoke a sought-after image to the customer. They had lost sight of that. .
             Recommendations.
             The solution to CoolBurst's problem can be found by an observance discussed in our class lecture. Herbert Kelleher, former CEO of Southwest Airlines, demonstrated the attitudes and ideologies CoolBurst must implement to compete in the business. Herbert Kelleher realized that Southwest Airlines was more than a transportation business. At a time when many airline companies had a very homogenous appeal, Herb chose to take risks, thus differentiating Southwest Airlines from its competitors. Although some of the ideas may have seemed very extravagant or impractical at first, upon development they proved to be very attractive to the customers. The philosophies Southwest Airlines adopted enabled them to become very successful in the airline industry. .
             CoolBurst needed to implement a similar approach. By thoroughly understanding their competition, they can begin to understand what target market they have failed to capture and why. They can learn from their mistakes. .
             New distribution networks can be created. By having a presence in locations where they previously had not, they will now be a choice available to the customer. New flavors can be tested through existing vendors. Based on the popularity of the drinks, they can have them on stock in their new areas of distribution. Consumers will begin to alter their perception of CoolBurst.


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