OverviewFirstly, the analysis of the internal environment, general environment and industrial environment is discussed, followed by the identification of the problems faced by Ribena and suggestions on ways she could have handled the situation to avoid legal and reputational damage. GSK is the parent company of Ribena, which is headquartered in the United Kingdom (GSK, 2004). In 2003, Ribena in the United Kingdom faced public embarrassment and legal action for Ribena Toothkind. A year later, a similar incident occurred in New Zealand and the company suffered irreparable damage to its reputation. In 2012, GSK said it would focus more on its core portfolio and evaluated options for Ribena, a nutritional health product, to ensure growth. In 2013, GSK announced that it had sold it to Suntroy, a Japanese soft drink company (GSK press release, 2013). The Abell Framework This framework helps define the business in which Ribena operates by answering three questions: Who is satisfied?, What does it mean to be satisfied? and How are customer needs met? (Abell, 1980, p.7). Who is satisfied? Ribena, since its launch in the 1930s, targeted British children deprived of fresh fruit in their diet, such as oranges. What does it mean to be satisfied? After World War II, customers' needs were for healthy food and nutrition that children were deprived of in the food they ate. How are customer needs met? these are Ribena's distinctive skills (Abell, 1980, p.7). Ribena offered its customer segment a "healthy" drink containing four times more vitamin C than oranges, which subsequently became iconic and gained acceptance from mothers around the world. Internal environmentResource-based modelThis model assumes that every organization is unique...... middle of paper ......T., Watson, J., Kouame, D., Prakasan, S. and Edosomwan, S. (2011) The History of Social Media and its Impact on Business, Journal of Applied Management and Entrepreneurship, volume 16 number 3 p.79-91Tchankova, L. (2002) Risk identification - basic step of risk management, Environmental Management and Health, volume 13 number 3, p. 290-297Verreynne, M. and Schibbye, T. (2005) Where and how do innovative companies find new business opportunities? An exploratory study of New Zealand businesses, The Emergence of Entrepreneurial Economics, Research on technology innovation, Management and Policy, Volume 9, p. 141-163 Williams, C. (1997) Intel's Pentium chip crisis: an ethical analysis, IEEE Transactions on Professional Communication, Volume 40 Number 1, p. 13-19World Bank, 2014 Population growth (annual %), retrieved from http://data.worldbank.org/indicator/SP.POP.GROW