Client Name

Mondelez International

Faculty Advisor

Dr. Umair Choksy

SBS Thought Leadership Areas

Entrepreneurship and Innovation

SBS Thought Leadership Area Justification

Our project aims to come up with innovative solutions to make Tang a future fit portfolio in Pakistan since it is currently only significantly consumed during Ramadan in the summer months. With Ramadan moving to winter months, there is a risk of Tang’s consumption declining. Hence, our project focuses on innovation and creativity to market the product differently and come up with newer format diversification for Tang.

Aligned SDGs

GOAL 3: Good Health and Well-being

Aligned SDGs Justification

Tang isn’t currently considered a healthy drink. However, our project has aimed to come up with modifications in the product to cater to prevailing deficiencies leading to better health and well-being.

NDA

No

Abstract

This Experiential Learning Project (ELP), conducted in collaboration with Mondelez Pakistan, aimed to develop a strategic roadmap for repositioning Tang—an iconic powdered beverage—into a future-ready, year-round lifestyle brand. Although Tang holds a commanding 66% share of the powdered beverage (PB) category, its relevance within the broader non-carbonated beverage (NCB) market remains constrained, primarily due to its highly seasonal usage peaking during Ramadan and summer months. As shifting consumer habits, rising health consciousness, and convenience-driven preferences reshape the beverage industry, Tang faces the imperative to evolve. To address this, the project pursued four primary objectives: (1) to analyze emerging consumer trends and evolving beverage behaviors, (2) to evaluate Tang’s positioning relative to RTD (ready-to-drink) and LC (liquid concentrate) competitors, (3) to identify market gaps and unmet needs in the Pakistani beverage space, and (4) to propose innovation-led strategies that ensure Tang's long-term relevance and growth. The research design employed a mixed-methods approach, including in-depth retail audits, household interviews, a Gen Z focus group, and a nationwide survey of 122 respondents. Strategic analysis was grounded in Aaker’s Brand Equity Model and Kantar’s Meaningful–Different–Salient (MDS) Framework, which revealed that while Tang enjoys high emotional equity and recall, it suffers from limited year-round salience, convenience gaps, and health-related skepticism. Findings culminated in four core strategic recommendations: (i) Format Diversification, advocating portable RTD formats and “shake-and-drink” sachets; (ii) Occasion-Based Marketing, aimed at embedding Tang into everyday consumption moments beyond Ramadan; (iii) Communication Refresh, repositioning Tang through youthful, occasion-rich digital storytelling; and (iv) Health-Forward Product Line, proposing the introduction of Tang Hydrate (with electrolytes) and Tang Immunity (fortified with Vitamin C/Zinc) to cater to rising wellness demands. The project aligns with UN SDGs on health (SDG 3) and innovation (SDG 9), offering a roadmap that embraces consumer-centric design, agile innovation, and inclusive branding. Limitations include operational complexities in launching new formats and the need to reframe health messaging without alienating loyal users. Nevertheless, the proposed strategy represents a compelling shift from Tang’s legacy positioning toward a diversified, functional, and culturally embedded portfolio—transforming it into a modern beverage that resonates with Pakistan’s next generation of consumers.

Document Type

Restricted Access

Document Name for Citation

Experiential Learning Project

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