here is the case study

QUESTIONS 1. Conduct a SWOT analysis for Awake Chocolate. Use the information from the case at the end of Chapters 1 and 2, along with your own research on the internal and external environments facing the company 2. Adam Devemo was quoted as saying: "We are trying to expand the footprint of Awake as much as we can to make sure that when we bring new products, we're reaching new consumers. Using the Ansoff matris, describe which type of marketing strategy this approach is supporting 3. It is clear that Awake Chocolate has a very aggressive marketing strategy. Create a short pitch for a more conservative approach to marketing strategy than the one Awake currently undertakes. CENTER CHO CO VAKE SLATE QUESTIONS 1. Conduct a SWOT analysis for Awake Chocolate. Use the information from the case at the end of Chapters 1 and 2, along with your own research on the internal and external environments facing the company. 2. Adam Deremo was quoted as saying: "We are trying to expand the footprint of Awake as much as we can to make sure that when we bring new products, we're reaching new consumers." Using the Ansoff matrix, describe which type of marketing strategy this approach is supporting. 3. It is clear that Awake Chocolate has a very aggressive marketing strategy. Create a short pitch for a more conservative approach to marketing strategy than the one Awake currently undertakes. WUT BUTTER Marketing Strategy with Energy With the founders of Awake having emerged from careers in consumer goods such as Pepsico, there is a keen awareness of the need to continually innovate. While the business adage "innovate or die" might seem a little extreme, it is not far from the truth for companies that decide to rest on past success instead of looking around and seeing what is going on around them (see: Blockbuster Video) Much of what Awake tries to achieve around its marketing strategy is the creation of two things: new products and new customers. While the company is not actively moving away from a loyal customer, the leaders believe in the importance of creating an infrastructure of innovation that will continually push the company to create a new product and then seek out the consumer segment that they believe will gain the most value from consuming this particular product, Awake cofounder Adam Deremo noted that by bringing more new products to market, we have more reason to go out and talk with our customers on a more frequent basis than we ever had before. This "excuse" for customer engagement is a great way to not only assess new product ideas but also get the name of the brand in front of consumers on a more consistent basis. And once again, the backbone of marketing (needs) is front and centre in Awake's approach to its marketing strategy. One of the most misunderstood aspects of marketing surrounds the concept of strategy. Often companies, journalists, and even business students will assume that marketing strategy is all about tactical concepts such as creating great content or developing an advertisement. For Awake, the ability to come up with "new" is central to its strategic aspirations. Deremo asserted: "Having a more robust innovation pipeline, and bringing new products to market more frequently, I think is a good marketing strategy. It meets consumer needs." And as new Awake products arrive on store shelves, the focus is squarely on creating something incremental that builds upon what is already available to consumers. Awake listens to customer feedback and shifts gears whenever necessary. In recalling a recent new product introduction, Adam Deremo described how a shift in consumer preferences shifted what the company offered: "The ways we can make it better is: one, the format. So we launched in a full-size bar that had 200 calories with between 20 and 30 grams of sugar. We subsequently brought out a format that was a third its size and less than 100 calories per serving and fewer than 9 grams of sugar. Consumers seem to value that." If you go looking for Awake Chocolate on store shelves, you will not only find the original chocolate bar that started it all on Dragon's Den. You will find a number of new innovations, including different sizes and flavours, but also different formats like bite-sized snacks and granola. And there are no signs of Awake stopping anytime soon. The company continues to come up with new ideas, test markets, and concept assessments. The cupboards of Awake's product ideas are far from bare, as Deremo stated: "At this point in the lifetime of the brand, we have the deepest innovation pipeline that we have ever had." For competitors in the market, including the larger more established brands like Quaker and KitKat, this pipeline should be a concern. The company is still small enough to be nimble and make adjustments on the fly that would be challenging for large multinationals And the company's plan is to make sure its marketing strategy never has the company standing still. **It's about maximizing consumer reach. In simple terms, the more dissimilar you can make your next project, the more likely you are to reach a new consumer." Deremo's makes it clear that the beaten path is of no interest for Awake. There are simply too many ideas based on continually evolving consumer needs. And for that reason, Awake has a marketing strategy with real energy OTTOTIT