Flavored Carbonated Beverages: A Case Study on Bisleri Pop


  • Aman Rao Department of Management, Brainware University, West Bengal 700125, India
  • Sriparna Guha Department of Management, Brainware University, West Bengal 700125, India https://orcid.org/0000-0003-3092-3722




Soft Drink, Bisleri Pop, Company’s Position, Descriptive Study


"Flavored carbonated beverages" are popularly known as "Soft Drinks" which typically contain carbonated water, a sweetener, and a flavouring agent. It may also contain caffeine, coloring, preservatives, and other ingredients. Soft drinks are the beverage of choice for millions of people, second only to water. The first marketed soft drinks in the Western world appeared in the 17th century, which were made of water and lemon juice sweetened with honey. There are no nutritionally beneficial components in soft drinks. Soft drinks mostly consist of filtered water and refined sugar. Bisleri International (Bisleri) re-entered the Indian soft drink market in February 2016 with the introduction of "Bisleri Pop." Bisleri, on the other hand, will face a number of hurdles in the coming days. To begin with, two multinational corporations (MNCs), Coca-Cola and PepsiCo, dominated the price and flavour pyramid in India's soft-drinks market. The case study of BISLERI POP, an Indian carbonated soft drink firm, focuses on some of the main problems, such as the company's competitive position, the strengths and weaknesses of its marketing strategies, consumer awareness, customer perception, cultural differences, and so on. This study was conducted using a descriptive research design. Google and other web sources were used to get primary data. In order to do a comparison analysis, information from Bisleri Pvt. Ltd. and other websites is used. Even though Bisleri Pop is one of the most well-known and respected bottled water brands in India, most people were not impressed by it.


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How to Cite

Rao, A. ., & Guha, S. . (2022). Flavored Carbonated Beverages: A Case Study on Bisleri Pop. Asia-Pacific Journal of Management and Technology (AJMT), 3(1), 38-45. https://doi.org/10.46977/apjmt.2022v03i01.005