StylesCoca-Cola launched their new Mother Energy brand into the Indian market in 2006. The firm wasstruggling to compete in the growing and now lucrative energy drink market against the dominantcompetitors of Red Bull and Blue Panda Coke planned that Mother Energy would be able to win asubstantial market share, even though it was a late entrant. Coke leveraged their retailer relationshipsand achieved a high level of retailer up-take for the new product along with significant in-storepromotion. The product itself was designed to appeal to the youth culture. The packaging of the canresembled a tattoo and the brand name "Mother" was designed to sound tough. However, the sales ofMother Energy were disappointing for Coca-Cola. Despite a good initial period of sales, the level ofrepeat sales was not as strong. After investing in market research to identify the consumer barriers, thecompany decided to relaunch and reposition the product in 2008.This followed a complete reinventionof the taste formula. Apparently the most significant issue with the target market was that the drinkwas not very tasty As part of the relaunch and repositioning, Coca-Cola had to shift the product fromthe target 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 new can,which doubled in size. carried the message “New Mother, Tastes Nothing Like the Old One".QUESTIONS1. Other than deciding to improve its product, Coke could have decided to withdraw the brand andintroduce a nesv brand. Outline the advantages and concerns of each approach.​