Strategic Thinking and Idea Generation for Beverage Industry

The report aims at examining the generation of the new idea, which will be helping the beverage industry to bring in changes in the product offerings and the systems as per the market trends and the preferences of the customers.

Running head: STRATEGIC THINKING AND IDEA GENERATION
STRATEGIC THINKING AND IDEA GENERATION
Name of the student
Name of the university
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1STRATEGIC THINKING AND IDEA GENERATION
Executive summary
The report aims at examining the generation of the new idea, which will be helping the beverage
industry to bring in changes in the product offerings and the systems as per the market trends and
the preferences of the customers. The report will be making use of the business model canvas to
identify the varied prospects of the change in the products and the performance of the business
through the enumeration of the new idea. The purpose of the report is to understand the varied
aspects of the transition and the manner in which the new ideas affects the functioning of the
business in the markets.

2STRATEGIC THINKING AND IDEA GENERATION
Table of Contents
Introduction......................................................................................................................................3
Part A:..............................................................................................................................................3
Business idea...............................................................................................................................3
Evaluation of the business canvas model....................................................................................4
Critical success factors................................................................................................................5
Part B:..............................................................................................................................................7
Self reflection...............................................................................................................................7
Conclusion.......................................................................................................................................7
References........................................................................................................................................9
Appendix........................................................................................................................................11

3STRATEGIC THINKING AND IDEA GENERATION
Introduction
The changes that are planned by organizations depend on the identification of the
different ideas and the innovative approaches that helps businesses to maintain their
sustainability in the market. Generation of the ideas is dependent on the assessment of the
situation that is faced by the business in the respective markets- the issues and the backlogs of
the company that affects the smooth functioning of the business. Beverage industry is
considered as the business to evaluate the business model and thereby bring in changes in the
same through idea generation. The identification of the best idea is based on the divergent and
the convergent thinking procedures that are undertaken by enterprises to facilitate the innovation
that is required by the business.
The purpose of this report is to identify the different prospects of the business model and
the manner in which the idea that is generated for the business shall helps in facilitating a
sustainable approach in the competitive markets. The analysis of the future prospects of the
business and the generation of the idea to bring in the change will be helping the organizations in
the industry to maintain their sustainability depending on the needs of the customers in the
market.
Part A:
Business idea
The generation of the noble ideas helps in making improvements in structure of the
business. The identification of the business models and the manner in which it can be applied on
the business to bring in improvements in the systems and the performance is facilitated through

4STRATEGIC THINKING AND IDEA GENERATION
the generation of the innovative ideas. The beverage industry must take steps to introduce low
calorie drinks with real fruit extracts for the health conscious people (Sarooghi, Libaers &
Burkemper, 2015). According to a survey taken by Nielsen's Global Health and Wellness
Survey, some 49% of the respondents in the survey was found to be overweight while some 50%
or above are trying to lose weight through the consumption of healthy diet and regular exercises
(Garcia & Gluesing, 2013). Therefore, the beverage industry must take steps to develop the
healthy fruit drinks with low calorie and no added sugar contents to facilitate the needs of the
customers. This idea will be helping the businesses in the industry to develop drastically in the
market (Gioia, Nag & Corley, 2012). Generation of the business idea depends on the
identification of the changes that the business must undertake to succeed and sustain in the
competitive markets.
Evaluation of the business canvas model
The business canvas model of the beverage industry helps in identifying the different
prospects of progression in the business falling under the industry. It helps in the identification of
the key partners, key activities undertaken by the industry, value proposition and key
resources which helps in adhering to the change of the needs and the preferences of the
consumers. The business canvas also helps in identifying the segmentation and the cost that
might be incurred by the organizations falling under the industry. It helps the organization in
identifying the needs and the future prospects of the transition that is planned by the businesses
to make their progression in the market (Cameron & Green, 2015). The idea of the change
depends on the change in the trends in the market and the preferences of the customers, which
influences the trends in the market.

5STRATEGIC THINKING AND IDEA GENERATION
Identification of the market trends will be helping the organizations to develop drinks
based on the buying behavior of the customers in the operating markets. The market trend for the
beverage industry is influenced by the buying habits of the health conscious buyers, which
affected the functioning of the beverage industry in the market. Therefore, an idea of utilizing
solid fruit extracts in the drinks that are manufactured by the industry will be helping to improve
the market condition. On the other hand, the utilization of the dietary substances that helps in
improving the weight loss process, depending on the needs of the customers, will be facilitating
the growth of the industry in the international markets (Anderson, 2016). The identification of
the costs that will be incurred by the industry while undertaking the transition is facilitated
through the understanding of the business canvas model. It will be helping to judge and estimate
the current capabilities of the businesses to deal with the costs and workforce requirements to
cope up with the changes (Büschgens, Bausch & Balkin, 2013). The identification of the
capabilities of the business helps in maintaining the balance in the strategy formation and
implementation of the idea for bringing in transitions in the systems and performance of the
businesses in the market. Identification of the channels of distribution and the varied elements of
the transition depends on the preferences of the customers in the market.
Critical success factors
The critical success factors of the business depends on the identification of the varied
preferences of the customers in the market. The identification of the health conscious consumers
helps the organization in maximizing the outputs of the business, which is focused on the
detection of the varied customer preferences (Benn, Edwards & Williams, 2014). The
beverage industry has started changing the landscape through the change in the volumes where
the soft drinks categories are being obscured by the functional drinks that propose the value of

6STRATEGIC THINKING AND IDEA GENERATION
health and wellbeing to the customers. According to a survey, the consumption of the functional
beverages has experienced a steep growth by 29% between the years 2013-2017 (Battilana &
Casciaro, 2012). It has helped in the identification of the change in the market trends and the
preferences of the customers in the respective markets.
The identification of the needs of the customers will be helping the beverage industry to
bring in changes in the manufactured products as per the analysis of the needs of the customers
(Lozano, 2014). The idea of including a new range of functional drinks and fruit based drinks
facilitates the needs of the beverage industry to increase the product portfolio of the businesses.
It will be helping the organizations in the industry to maintain sustainability in the markets.
Enumeration of the capabilities of the businesses has helped the industry in bringing in the
required changes in the value that is proposed by the organization as per the assessment of the
needs of the customers. Evidences could be found in the different international markets where
the customer preferences have affected the growth and sustenance of companies in the market.
Calderón et al., (2012) stated that the evaluation of the Australian market helps in assessing the
various needs of the customers relating to the quality of the products. On the other hand,
Christian et al., (2012) stated that the UK market focuses more on the value that is created by the
product and the manner in which the product is beneficial for the health and wellbeing of the
people. Therefore, the beverage industry must take steps to focus more on the quality and the
market trend and preferences of the customers to develop the products (Deichmann & Stam,
2015). It will be helping the organizations in the industry to make continuous improvements and
maintain their sustenance in the competitive markets.

7STRATEGIC THINKING AND IDEA GENERATION
Part B:
Self reflection
The different aspects of the change in the performance of the industry are characterized
by the change in the tastes and preferences of the consumers in the market. The assessment and
the workshop have helped me in understanding the varied aspects of the change that are
undertaken by the beverage industry and the manner in which they assess the needs of the
customers. The decision making of the organizations falling under the industry is facilitated
through the understanding of the situation and the trends in the market. On the other hand, the
identification of the situation facilitates the idea generation of the industry through
brainstorming and fishbone models, which helps in bringing forth changes in the situation of
the business in the markets. It has helped me in understanding the different forms of change
through the enumeration of the issues that are hindering to the sustainability approach of the
business. The processes have helped me in understanding the manner in which the customer
demand and preferences influence the performance and the sustainability of the organizations in
the market.
Conclusion
Therefore, from the above analysis it can be stated that the identification of the needs of
the customers of the business helps the organizations in the industry to bring in changes as per
the capabilities of the sectors. On the other hand, the change helps in the the sustainable
expansion of the businesses on the market which reflects the progression of the businesses.
Generation of the new ideas or refining and reframing the old ideas will be helping the
organizations to make their progress, depending on the analysis of the change in the trends in the

8STRATEGIC THINKING AND IDEA GENERATION
market. The different element of the change that is initiated by the businesses is facilitated
through the definition of the customer needs and the customer segments. The beverage industry,
as per the report, must take steps to evaluate the needs and preferences of the customers and
thereby bring in changes in the product offering. It helps in improving the position of the
industry and the organizations in the international markets through mass acceptance of the
products that would be adhering to the needs of the customers.

9STRATEGIC THINKING AND IDEA GENERATION
References
Anderson, D. L. (2016). Organization development: The process of leading organizational
change. Sage Publications.
Battilana, J., & Casciaro, T. (2012). Change agents, networks, and institutions: A contingency
theory of organizational change. Academy of Management Journal, 55(2), 381-398.
Benn, S., Edwards, M., & Williams, T. (2014). Organizational change for corporate
sustainability. Routledge.
Büschgens, T., Bausch, A., & Balkin, D. B. (2013). Organizational culture and innovation: A
meta‐analytic review. Journal of product innovation management, 30(4), 763-781.
Calderón, D., Bernal, D. D., Huber, L. P., Malagón, M., & Vélez, V. N. (2012). A Chicana
feminist epistemology revisited: Cultivating ideas a generation later. Harvard
Educational Review, 82(4), 513-539.
Cameron, E., & Green, M. (2015). Making sense of change management: A complete guide to
the models, tools and techniques of organizational change. Kogan Page Publishers.
Christian, J. L., Daly, S. R., Yilmaz, S., Seifert, C., & Gonzalez, R. (2012). Design heuristics
support two modes of idea generation: Initiating ideas and transitioning among concepts.
Deichmann, D., & Stam, D. (2015). Leveraging transformational and transactional leadership to
cultivate the generation of organization-focused ideas. The Leadership Quarterly, 26(2),
204-219.

10STRATEGIC THINKING AND IDEA GENERATION
Garcia, D., & Gluesing, J. C. (2013). Qualitative research methods in international organizational
change research. Journal of Organizational Change Management, 26(2), 423-444.
Gioia, D. A., Nag, R., & Corley, K. G. (2012). Visionary ambiguity and strategic change: The
virtue of vagueness in launching major organizational change. Journal of Management
Inquiry, 21(4), 364-375.
Lozano, R. (2014). Creativity and organizational learning as means to foster
sustainability. Sustainable development, 22(3), 205-216.
Sarooghi, H., Libaers, D., & Burkemper, A. (2015). Examining the relationship between
creativity and innovation: A meta-analysis of organizational, cultural, and environmental
factors. Journal of business venturing, 30(5), 714-731.

11STRATEGIC THINKING AND IDEA GENERATION
Appendix
Key Partners
 Suppliers
 Investors
 Advertisers
 Associates
 Joint venture
Key Activities
 Purchase of
raw
materials
(Fruits and
the like) and
advanced
machinery
 Efficient
Supply
chain
management
 Consumer
service
through the
identificatio
n of the
needs of the
customers
Value Propositions
 Competitive
pricing
 Fruit based
healthy drink
with lower
calorie and no
sugar contents
 Operating in
Supermarkets
 Broad range
of promotions
to attain
customer
attention
Consumer Relationships
 Identification of
the culture and
the segmentation
of the customers
 Consumer
satisfaction
through the
usage of the real
fruit extracts for
manufacturing
the healthy
beverages for the
health conscious
customers
 Quality
management
 Reward
programs
 Personalization
Key Resources Channels Consumer Segments

12STRATEGIC THINKING AND IDEA GENERATION
 Brand
 Identification
of trends for
introducing
new products
which supports
the healthy diet
needs of the
consumers
 Ensuring
product
availability in
the market
 Serves more
than 24 million
consumers
every week
 Developing
trends and
generating
modern retail
model that are
 Mobile apps
 Departmental stores
 Websites
 Massive market
for health
conscious
customers
 Small businesses
 Households

13STRATEGIC THINKING AND IDEA GENERATION
followed by all
its stores
Cost Structures
 Cost of goods
 Rent
 Assets
 Offices
 Advertising and marketing
 Salaries
 Taxes
Revenue Streams
 Online sales
 Retail sales