1. PROJECT ON
“IMPACT OF GREEN PROCESS IN THE COCA-COLA
COMPANY”
FOR
“HINDUSTAN COCA-COLA BEVERAGES PVT. LTD ( RANCHI)”
SUBMITTED BY:
MILI VERMA
INSTITUTE OF SCIENCE AND MANAGEMENT,
PUNDAG, RANCHI.
2. COMPANY PROFILE
Coca-cola was introduced by John Syth Pemberton, a
pharmacist in 1886, Atlanta, Georgia.
He concocted caramel-colored syrup in a three legged
brass kettle in his backyard.
He distributed the product by carrying it in a jug to
Jacob’s pharmacy and sold it to the customers for 5 cent
at the soda fountain.
Carbonated water was teamed up with new syrup that
was proclaimed to be delicious and refreshing.
3. By the year 1886, the sale of Coca-Cola increased to nine drinks
per day. Dr. Pemberton was unaware of potentiality of the
beverage that he created.
Prior to his death in 1888, he sold his remaining interest of
Coca-Cola to Asa G. Candler, an entrepreneur from Atlanta.
By 1891, Candler occupied the full rights of Coca-Cola. Candler
with his brother John S. Candler, Frank M. Robinson and other
two associates formed a Georgia corporation named “The Coca-
Cola” company.
Frank M. Robinson, Dr. Pemberton’s partner and book-
keeper, suggested the name and penned “Coca-Cola” that is
famous today worldwide.
CONT....
4. VISION :
To make every Indian’s first choice of refreshment available
within easy reach.
MISSION :
To build a consumer driven customer, form profitable, sustainable
and solidly responsible business in India.
7. HISTORY
The Coca-Cola Company re-entered India through its wholly
owned subsidiary, Coca-Cola India Private Limited and re-launched
Coca-Cola in 1993 after the opening up of the Indian economy to
foreign investments in 1991.
Since then its operations have grown rapidly through a model
that supports bottling operations, both company owned as well as
locally owned and includes over 7,000 Indian distributors and
more than 1.7 million retailers. Today, its brands are the leading
brands in most beverage segments.
In India, the Coca-Cola system comprises of a wholly owned
subsidiary of The Coca-Cola Company namely Coca-Cola India Pvt.
Ltd which manufactures and sells concentrate and beverage bases,
a Company-owned bottling entity, namely, Hindustan Coca-Cola
8. CONT…..
Beverages Pvt. Ltd, thirteen authorized bottling partners of The Coca-
Cola Company, who are authorized to prepare, package, sell and
distribute beverages under certain specified trademarks of The Coca-
Cola Company; and an extensive distribution system comprising of
our customers, distributors and retailers.
Coca-Cola India Private Limited sells concentrate and beverage
bases to authorized bottlers who are authorized to use these to
produce the required portfolio of beverages. These authorized
bottlers independently develop local markets and distribute
beverages to grocers, small retailers, supermarkets, restaurants and
numerous other businesses. In turn, these customers make our
beverages available to consumers across India.
9. PRODUCTS OF COCA-COLA IN INDIA
Coca-Cola offers more than 500 brands over 200 countries. The
available products are listed below in their brand order:
•Coca Cola
•Diet coke
•Fanta
•Sprite
11. ORGANISATIONAL STRUCTURE OF HCCBPL IN SALES
HEAD OF DEPARTMENT
AND SALES
SALES MANAGER
AREA SALES
MANAGER
SALES TEAM LEADER
MARKET DEVELOPER/
MARKET DEVELOPER
EXECUTIVE
ZONAL VICE
PRESIDENT
12. COMPETITORS OF HCCBPL
The competitors to the products of the company mainly lie in the non-
alcoholic beverages consisting of juice and soft drinks. Its main
competitor in respect of all beverages is The PepsiCo Company. Other
competitors are classified on the basis of sparkling, still beverages and
water.
PESICO COCA-COLA
SPARKLING PRODUCTS SPARKLING PRODUCTS
Pepsi
7UP, Mountain Dew
Nimbooz
Mirinda
Coke, Thums Up
Sprite
Limca
Fanta
13. CONT….
STILL BEVERAGES STILL BEVERAGES
Slice Mazza
JUICE SEGMENT JUICE SEGMENT
Tropicana Minute Maid Pulpy Orange
And its diff flavours.
WATER SEGMENT WATER SEGMENT
Aquafina Kinley, Bonaqua
15. RED( Right Execution Daily) :
RED stands for Right Execution Daily. It is a survey method for the
company to find out what position they occupy in the market.
Hindustan Coca-Cola Beverages Pvt. Ltd is working on this parameter
since Feb 2006.
The Coca-Cola Company believes that their success depends on
their ability to connect with the consumers by providing them a wide
variety of choices to meet their needs, wants and demands and the
change in their lifestyle.
BREAK-UP OF RED SCORE:
•Visi cooler part – 20
•Availability part – 70
•Activation part – 10
100
16. Cooler Standards
Prime Position 2
Brand Order(COLT-J) 4
Pack Order(2 shelf IC pack) 4
SOVI in Outlets 10
Total Sales 20
Availability Standards
Brand Pack E&D 2 General
Trade
Coca-Cola IC 30 20
FC 10
Maaza IC 15 10
FC 5
Sprite IC 10 5
FC 5
Fanta/Thums Up IC 10 5
FC 5
(KO+3)/Limca IC 5 3
FC 2
Total Availability 70 70
17. Activation Standard
E&D 2 General Trade
Price communication (min
3SKU prices to be
displayed)
5
External or Internal
Activation
10 5
Total Activation 10 10
18. PROJECT
“IMPACT OF GREEN PROCESS IN THE COCA-COLA COMPANY”
GREEN - GROW BY EXCELLENCE EXECUTION
INTRODUCED IN – Jan 2012
OBJECTIVE – As mentioned in the Project.
19. INTRODUCTION
Green was introduced on January 2012. GREEN stands for Grow by Excellence
Execution. It is a kind of survey method in which the company comes to know the
internal factors which contribute to the sale of the product.
Before introduction of the GREEN process there were certain major issues which
were not put into proper consideration due to which the company had to face many
problems.
Earlier it was very difficult to find out whether the outlets are working or functioning
properly or not. Cooler missing became the major concern of the top management
which exerted pressure on the employees on various levels.
It was also noticed that there was only volume growth i.e. only numeric growth but
no range selling. Certain products were left untouched i.e. they were not brought into
the LIME LIGHT. Scenario was such, there was demand only for Thums Up and Sprite.
To capture and monitor whole market GREEN was introduced.
20. OBJECTIVES
• To analyse the market
• To find the reason behind low productivity
• To check the market share of the products
• To. find out whether the products which are less in demand in the
market are promoted or not
• Cooler tracking
• To track range selling
• To track active outlets
21. Criteria of GREEN and its Break-Up
PJP Compliance 5
Call Productivity 5
Unscheduled Call 5
SGA/ Cooler Bill cut 50
Average SKU Billed 25
Unique GCC Billed 10
Total 100
6 CRITERIAS OF GREEN AND THEIR BREAK-UP:
22. EXPLANATION OF EACH CRITERIA:
•PJP Compliance – It refers to the no of outlets present in the PJP has
to be visited. PJP stands for Permanent Journey Plan.
•Call productivity - In this criteria there should be atleast 1 case order
from each outlet mentioned in the PJP.
•Unscheduled Call – In this criteria the outlets to be visited are those
outlets which are not mentioned in the PJP and accounts to 5% of the
mentioned PJP.
•SGA/ Cooler billcut - In this criteria billcut is done of the whole
month which includes 1 case order of Coca-Cola without which
billing cannot be done. It is only then it is added in the billcut. If
cooler billcut is less than 95% then penalty of 10 no is charged i.e.
10 no is been deducted from the overall GREEN score.
23. •Average SKU Billed – It consists of various range of products to be
sold which includes volume ranging from the minimum to the
maximum available volume of that product.
•Unique GCC Billed – In this criteria there should be atleast I case
order of any Coca-Cola product and should be billed in a monthly
basis.
IMPACT OF EACH CRITERIA IN THE COCA-COLA COMPANY:
•PJP Compliance – Outlet visit increased
Proper attention to each outlet
In touch with the retailer.
•Call Productivity – Helps to check out the active outlets
Numeric Distribution increased
Increase in volume
•Unscheduled Call – Helps in attaining urgent order
Relationship with the retailer
24. •SGA/Cooler billcut – Helps in tracking of SGAs i.e. coolers
Checks whether the cooler outlets are being billed or not.
Sale of Coke.
• Average SKU Billed – Increased range selling
All products are equally promoted.
Increase sales.
•Unique GCC Billed – To check whether the outlet is present in the
Market
To keep the record of each outlet with the help of
GCC code.
Helps in tracking market share.
CONT….
25. SWOT ANALYSIS
STRENGHT:
•Increase sales and productivity
• Improve market presence.
•Helps in tracking of SGA
•.Identifies active outlet
.
•Helps in sale of coca-cola
.
•Improves productivity by covering range of products – Range
selling
•Increase sale volume
26. WEAKNESS:
•Difficult to maintain- This means that all the criteria are set
with a target and it becomes difficult for the MD’s to achieve
them fully.
•Degrade scoring can effect MD’s incentive
.
•In off season it becomes difficult to convince the retailer which
affects sale.
•Lengthy process.
CONT….
27. OPPURTUNITIES:
•Helps in getting incentive to MD;s
•.Positive presence can be created in market with help of
green process.
•Helps in creating new HE- If the retailer at the next door is
satisfied then if becomes easy to convince the neighboring
shopkeeper.
•Green score helps in promotion of MD’s
•Helps in maintaining goodwill in front of seniors as well as in
market too.
CONT….
28. THREATS:
•Can stop incentives of MD’s.
•Decrease of sale.
•Number of missing SGA can increase.
•.MD's can be transferred from their respective place - Non-
performing MD can be transferred according to the management
decision.
•Negative image can be formed regarding companies service.
•Difficulty can be observed in opening new HE.
CONT….
29. FINDINGS
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Are you aware of
the break up of
GREEN?
Minimum SKU
proposed for 1
bill?
When 10 points is
deducted as
penalty?
Are you aware of
the formula for
average no. of
SKU per invoice?
100% 100% 100% 100%
80%
100% 100%
70%
MDE MD
Impact of GREEN on MD’s and MDE’s:
10%
25%
50%
15%
Carrier Path Sales Volume Incentives Achieve Target
30. Over all Comparison of all the criteria and changes in market
before and after introduction of GREEN for the last 3 years
CONT….
40%
54.16%
70%
year- 2011 year 2012 year- 2013
From the above graph it is clear that there has been certain degree of
changes in the overall working and functional area in The Coca-Cola
Company after introduction of GREEN Process in 2012
31. RESEARCH METHODOLOGY
RESEARCH DESIGN
•Market visit with the MD’s to get acquainted with the work done in
the market.
•Sources of data collection:
•Primary Source
•Secondary Source
•PRIMARY SOURCE- Primary sources of data collection were:
Personal Observation
Personal interview of MD’s
Personal interview of STLS
Questionnaire filled by MDs
•SECONDARY SOURCES – Secondary sources of data collection were:
Sale Presenter
Green score of MD’s and Web.
32. CONCLUSION
•Coca-Cola is the leading soft drink brand and its leading brands are
Thums Up, Sprite and Maaza.
•Prime position of Visi-Cooler outside the outlet plays an important
role in selection of soft drink by the consumer.
•New strategies are adopted for certain unpopularised products.
•The parameters RED and GREEN are an effective method to mark the
performance of the company in the market as well as internally.
•SGA is an important asset to the company and a key source to
generate sale.
•Incentive on each criteria of GREEN motivates the people to work
hard
33. RECOMMENDATIONS
•The concept of GREEN should be clear to all the employees of every
department and each level.
•Focus on every criteria is important for the overall growth in respect of
sales, market share and market growth.
•GREEN should be implemented in rural areas too, if not fully than at
least to keep a track of market properly.
• More attention should be given to the small outlets.
•Other than coke, other products with less demand should also be
considered for the promotional strategy.
•Apart from providing commission to the H.V.O outlets, their targets
should also be increased.
