Abstract In this paper the author takes a close look at the Coca-Cola Corporation. The author looks at the management and how Douglas Daft came to the helm with his new philosophy of thinking "local", rather than global management. The author examines what has happened to Coca-Cola over the last few years in various countries and how this has effected its reputation. The author them moves on to discuss Coca-Cola's relationship with its bottlers, trade unions and profit margins. Finally the author looks at how Coca-Cola has re-established itself in China, creating a new business model and its wars with competitors.
From the paper:
?Coke's overwhelming success in the U.S. is in large part due to its bottlers. Daft's decentralization strategy reassigns much of the work performed by 29,000 laid-off employees to the ?anchor bottlers? (for marketing and sales) and to sub-contractors (for plant and office maintenance) resulting in fewer direct employees worldwide. This strategy allows the company to concentrate its efforts on garnering market share while not having to take responsibility for global industrial relations. The anchor bottlers, Coca-Cola Enterprises and Cola-Cola Amatil, actually have more employees than Coca-Cola Company (CCC). The company relies on them to bottle and distribute the lion's share of its products.?
Abstract This paper discusses how the lessons of strategic management in managing change can be seen in the case of a soft drink bottler who tried to cut corners and did not recognize the importance of multidisciplinary strategic management in such a situation. It looks at how the company was implementing a major ERP solution and how, even though the project was completed, there was significant loss of system functionality and personnel. After sinking millions of dollars in purchasing the software, the soft drink maker tried to cut corners during implementation in relying too heavily on its already overworked employees instead of taking advice from the consultants. The paper attempts to show how an analysis of this case reveals important lessons about multidisciplinary strategic management during periods of managing change.
From the Paper "Having an effective communications framework would enable the leadership to make a case for change (cited in Culpan, 1989). The role of the mid managers will be to address those issues which are considered to be important by the employees. In this respect, the HR managers should be involved as the change agents so that they will be able to continue to serve their responsibilities as the employee champion in the new organization structure as a result of the change. The most important leadership issues to be considered should be the alignment between the interests of the top management and those of the employees. By involving HR managers, this objective might be met. The potential problem might be strategic alignment of HR as it might not be involved in the current process of strategic planning (cited in Ganesh, 1997)."
Abstract This paper answers various questions regarding the marketing position of Pepsi Blue. It answers the following questions: Why has Pepsi Blue been conceived? What new benefit(s) does Pepsi Blue provide to consumers around the world; to Pepsi regional bottlers? How well have the new identity and logo been tested for the global market? Why did they use Bahrain as the test market? Would another country have been a better choice? What objections might Pepsi's local, independent bottlers around the world have to the proposed global rollout of Pepsi Blue? What should Pepsi do to local, independent bottlers around the world who oppose the Pepsi Blue product
From the Paper "The Pepsi Blue program was conceived as a marketing campaign. Its goal was to help rejuvenate the Pepsi image by associating Pepsi with the color blue in contrast with its long time competitor Coca-Cola's use of the color red in its marketing and advertising campaigns. The color blue was intended as another way to distinguish between Coke and Pepsi. Consumers around the world benefit to the extent that they feel they have a clear and distinct choice between Pepsi's product offerings and those of its competitors ..."
Tags: Pepsi Bule case study, Pepsi, new commission and ad campaign
Abstract This paper discusses the carbonated beverage industry. It specifically evaluates the industry through the perspectives of the Coca-Cola Company and PepsiCo. The paper views PepsiCo's strategies, product diversification and expansion into other industries. It then looks at Coca-Cola's over-reliance on a single product to generate revenues as well as its dependence on its distribution contracts.
Table of Contents:
Abstract
Strategy and Value Creation
Economies of Scale in Advertising
Profitability of Concentrate Producers v. Bottlers Concentrate Producers v. Bottlers Carbonated Beverage Industry Consolidation
Challenges & Opportunities in the Industry
Future Sustainability & Recommendations
Conference Activity
From the Paper "Coca-Cola and PepsiCo certainly face difficulties in an increasingly global and competitive market. Maintaining profitability will be more difficult for Coca-Cola because, while it has diversified its product line, it is still substantially dependent on sales of Coke Classic through the traditional distribution channels. Conversely, PepsiCo will find it easier to maintain and even increase profitability because it established a growth strategy based on diversification of brands and products across several industries and thus it is not solely dependent upon the carbonated beverage industry to drive profits. The recommended strategy for Coca-Cola is for the company to reduce the product image of its primary brand, Coke Classic, as somewhat unhealthy and to begin to market itself as a purveyor of health-conscious beverages with a newly re-branded line of fruit drinks. PepsiCo's forward strategy should be to continue to diversify its product line and to develop healthy snacks to complement its line of juice drinks and water products."
Abstract This paper analyzes the operation of the Coca-Cola Company in Japan through subsidiaries and bottlers in terms of market share and methods of operation as well as prospects for the future.
Abstract This report attempts to answer some key questions being asked by the top management for a small Swiss bottling company called Interdrinks. This report therefore focuses on some of the company's key decision areas, which include marketing segmentation, organizational positioning, product and service policies, sales force and sales initiatives, product pricing, distribution opportunities, organizational communications, and much more.
From the Paper "In February of 1998, Helmut Fehring, who was the Managing Director of Interdrinks Company met with his national sales manager, Antoine Jeanneau. The two discussed the company's sales force performance and other crucial industry trends. The main idea of the meeting was to try to comprehend whether or not there was a problem in relation to productivity for the company's sales force. The Managing Director was of the opinion that his field force was not meeting his expectations based on the fact that the sales force was costing the company too much money for the amount of sales they were producing. The national sales manager did not concur and felt that the team was performing at or near the upper limits of their potential and also stressed the fact that he felt they were one of the best performing sales teams in the local industry."
Abstract This paper presents a firm analysis of the Coca-Cola Company operating in Brazil and compares it to a major, indigenous bottler. The paper examines the analysis in the context of marketing, political and economical challenges, and problems being experience by Coca-Cola in Brazil. Further, the paper provides a detailed SWOT analysis on the company, as well as appropriate financial details and ratios. The financial evaluation includes foreign sales to total sales, foreign assets to total assets, foreign employees to total employees, and foreign equity to total equity.
From the Paper "Significant investors accounted for by the equity method are Coca-cola enterprises Inc. is the world's largest bottler of the Company's beverage products and ownership in this company is approx. 37 percent with Net Sales to Coca-Cola Enterprises in 2003 being the approximate amount of $4.7 billion. In 2003, Coca-Cola FEMSA's net sales of beverage products were approximately $3.2 billion. The Latin American market therefore accounts for nearly 70 percent of all sales for the Coca-Cola Company. "Brazilian operations posted an 8% volume growth. Evidence of Brazil's economic recovery is the fact that approximately 30 percent of our incremental volume growth came from single serve packages." Reported in the third quarter was that: "Year-to-date the Brazilian operations are generating as much operating cash flow as Argentina and Venezuela operations, underscoring its growth potential." It was stated that: "In Brazil very specifically after spending the last sixteen months trying to build a new business model with the relationship with the other Coca-Cola bottlers and the Coca-Cola company, and by the way this is a model that I think has been successful. Coca-Cola has a 36.5% share of the soft drink market." Reported Feb 4 2004 Comtex news Coca-Cola has closed 2003 with an increase of 1.5% market share hitting the record of 33.5% stake in the Brazilian market."
Abstract The American soft drink industry has had an exceptional history; few industries can match its consistent record of profitable growth. The industry is also one of continual change and evolution. The paper shows that its competitive climate requires bottlers and franchise companies to respond with speed and boldness to competitive challenges, technological developments and changing consumer tastes. The pace of the industry has quickened over the last decade, making the challenge of managing and planning for future profitable growth even more demanding.
From the Paper "The increasing volume on different components of production costs can be quantified. Direct labor costs, for instance, are determined by the line speed, the number of lines per plant, and the types of lines. A canning line requires the least direct labor; a returnable bottling line the most. The mix of lines within a plant determines the total direct labor cost per case. To increase volume in a plant, management would first run the lines more hours per day, either by adding another shift or by adding overtime. The usual path to increasing production capacity itself is to upgrade a line to increase its output by acquiring faster components or perhaps replacing the old line with an entirely new, faster line."
