Coca-Cola launched their new Mother Energy brand into the Indian market in 2006. The firmwas struggling to compete in the growing and now lucrative energy drink market against thedominant competitors of Red Bull and Blue Panda. Coke planned that Mother Energy wouldbe able to win a substantial market share, even though it was a late entrant Coke leveragedtheir retailer relationships and achieved a high level of retailer up-take for the new productalong with significant in-store promotion. The product itself was designed to appeal to theyouth culture. The packaging of the can resembled a tattoo and the brand name "Mother wasdesigned to sound tough However, the sales of Mother Energy were disappointing for Coca-Cola. Despite a good initial period of sales, the level of repeat sales was not as strong. Afterinvesting in market research to identify the consumer barriers, the company decided to relaunchand reposition the product in 2008. This followed a complete reinvention of the taste formula.Apparently the most significant issue with the target market was that the drink was not verytasty As part of the relaunch and repositioning, Coca-Cola had to shift the product from thetarget market's inept set and encourage them to re-trial the product. This required an open two-sided message approach, as highlighted in the following relaunch TV commercial The newcan, which doubled in size, carried the message "New Mother, Tastes Nothing Like the OldOne")Other than deciding to improve it's product, coke could have decided to withdraw the brand and introduce a new brand. outline the advantage and concern of each approach​