An analysis of the key success factors that have contributed to Coca-Cola's dominance in the industry.
Written in 2009; 2,260 words; 9 sources; APA; $ 69.95
Paper Summary:
This study provides an analysis of the key success factors that have helped Coca-Cola achieve its industry dominance over the years. To this end, an assessment of Coca-Cola's vulnerabilities and a discussion of the impact of globalization on Coca-Cola are followed by an analysis of the company's major competitors. This background and overview of the company is followed by a discussion of what marketing strategy Coca-Cola should pursue based on existing environmental and competitive challenges. Current and future branding approaches are also analyzed, followed by several recommendations in the study's conclusion.
Outline:
Executive Summary
Review and Discussion
Recommendations
From the Paper:
"The Coca-Cola Company (hereinafter alternatively "Coke" or "the company") was established in 1886 and currently maintains its headquarters in Atlanta, Georgia (Coke, 2008). Today, the company manufactures, distributes and markets a wide range of nonalcoholic beverage concentrates and syrups on a global basis consisting primarily of sparking and still beverages (Coke). According to the company's corporate profile, "The company's sparkling beverages include nonalcoholic ready-to-drink beverages with carbonation, such as energy drinks, and carbonated waters and flavored waters. Its still beverages consist of nonalcoholic beverages without carbonation, including non-carbonated waters, flavored waters and enhanced waters, juices and juice drinks, teas, coffees, and sports drinks" (Coke, p. 3). In addition, the company markets a variety of fountain syrups, syrups, and concentrates (i.e., flavoring ingredients and sweeteners) (Coke). The company's nonalcoholic beverage products are marketed under the Coca-Cola, Diet Coke, Fanta, and Sprite brand names (Coke); the company also owns two mineral water brands in Denmark as well as a soft drink brand in Finland (Coke)."
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