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Abstract
This paper ventures to create a marketing strategy for Monster Energy drinks. To achieve this, the paper conducts a SWOT analysis that reveals the various attributes of the brand. Some of its strengths include attractive and innovative design, a broad variety of products, and a huge online presence among its fans. Its weaknesses include its narrow niche since it is mostly associated with extreme sports. However, this creates a base for its opportunities which are other niches such as non-sport lovers, production of zero sugar varieties, seeking endorsements by health organizations, and partnering with other bigger firms. The brand also has some threats such as death allegations and its aggressive design. Monster energy drinks have also employed a great marketing mix. These marketing mix aspects are its availability in most markets all over the globe, its fair prices concerning quantities offered, the various varieties of the product offered, and its strategic promotion among its target group. The firm uses sports events where it has huge amounts of support. The merits of management plans, operation plans, and budgets have also been discussed. However, the paper also acknowledges the limitation of these tools.
Keywords: market, sport, group, energy, promotion, endorsement, brand and management
Executive Summary
This paper conducts a SWOT analysis and uses its outcome to determine how various strategic tools of organizational management such as appropriate management plans, operation plans, contingency plans, and budgets can impact its operations.

The management plan is viewed as the main tool that can be used to oversee all organizational activity and ensure that everything adheres to the set plan. Where the resources of the firm cannot afford to employ a manager, work schedules should be used to keep up with the progress of execution of tasks in the business. Operation plans are critical in ensuring that production related activities occur in an efficient way that enhances the performance of the firm. On the other hand, the role of a budget is to anticipate and govern various finance processes that occur during the firm’s operations. However, the paper acknowledges that plans rarely translate into practice accurately, and thus, the need for a contingency plan. The contingency plan is created based on an evaluation that analyzes a firm’s processes, and thus, determines what aspects of its operations are most likely to go wrong and solutions to remedy the situation if they do go wrong. The paper also discusses the limitations of the various strategic tools discussed such as budgeting. One of the key limitations discussed is the inaccuracy of budgets in application since they take the assumption that there will be no errors. Another limitation discussed is the high cost required in the budget creation process which may not translate to as much value as the firm may anticipate. Besides, this makes budgeting, a loss-incurring process in some of the small and medium-sized firms. However, for large organizations, budgeting is an essential process since the cost incurred during the process may be affordable to them due to their vast resources. In addition to that, the absence of a budget could result in misappropriations that could be more expensive than the budgeting cost.