Proposed Strategy We feel the strategy that Gardenburger proposed is not viable. We think Gardenburger should stay in their current market targeting the cultural creatives. Since Gardenburgers's goal is to expand the current market, the company's goal should be focusing on developing brand preference within this demographic and increasing their market share of the veggie patty market. Why Stick with Cultural Creatives? Gardenburger aligns well with the lifestyles and habits of the cultural creatives as opposed to the health modifiers. Targeting this market thoroughly is a better option than spreading resources thin and targeting an entirely new market. In order to accomplish switching to health modifiers, the company would need an entirely new marketing campaign, would need to change their channels of distribution, and would be focusing on a demographic that the product does not fit well within. Product Alignment with Customer Values As cultural creatives "are concerned with self-actualization, spirituality, and self expression,  we felt they would be more apt to trying a meat alternative than the health modifiers. This category is concerned with environmental issues and sustainability - "the livestock industry is one of the largest contributors to environmental degradation worldwide, and modern practices of raising animals for food contributes on a "massive scale" to air and water pollution, land degradation, climate change, and loss of biodiversity.  Gardenburger thus would decrease the consumption of meat and can play on the morals of these potential customers within the cultural creative demographic.  Gardenburger can use cause-related marketing to charge a premium price, which the cultural creatives are more likely to pay for than the health modifiers. Viability Considering the viability of the growth strategies, we believe it would be viable to brand the veggie burger category instead of trying to brand the meat altern