2. Coca-cola
Market Leadership:- Coca-Cola is the largest bottler
of Coca-Cola trademark beverages in the world in
terms of total sales volume, with operations in Mexico,
Argentina, Brazil and etc…
Strong brand portfolio: a one-stop shop for its
retailers by offering a complete beverage portfolio -
including carbonated soft drinks, bottled water,
juices, orangeades, isotonics, teas, energy drinks,
milk, coffee and even beer in some markets such as
Brazil.

3. To refresh the world
To inspire moments of optimism and
happiness
To create value and make a difference
Coca Cola’s mission
statement

4. Now they are moving from :
 “Creative Excellence” to
 “Content Excellence”

5.  This part consider both the internal and
external influence on coca cola marketing
planning.
 The macro environment is analyzed using the
PESTEL framework.

6. Political Factors:
 Coca cola operates globally and their
performance is influenced by the political
stability and instability of these
countries.
Economic factors
 High inflation in any of the countries will
cause the price of coca cola to raise and
consumption of coca cola may fall.

7. Social factors
 Consumers in the different countries will
have different taste and perception about
coca cola.
Technological factors
 The current environment is technological
driven and the need for dynamic
innovation.
 Coca cola has got competent research and
development team who discover new
technologies to improve productivity.

8. Environmental
 Coca cola’s operations results in
environmental footprints. They aim at
reducing them in their areas of operations
to gain brand image.
 Coca cola plant relies heavily on electricity
for production. They generate alternative
power to reduce this reliance.
Legal factors
 Coca cola is given the copy right to operate
and is the only company that can produce
and sell coca cola in all countries.
 Several countries have laws regulating how
companies should operate and coca cola is a
law abiding corporate citizen.

9.  The micro-environment can be analyzed using
porter’s five forces.
 These forces determines the attractiveness of
cold drinks industry.
 Threats of new entry.
 This appears to be very low in this industry as there is
exclusivity of right for coca cola to operate in some
geographical locations.
 Ti is also capital intensive and require huge investment.
This serves as a barrier to entry.
 Brand loyalty from customers serves as a barrier to entry.
 Economy of scale and scope also serve as a barrier to
entry.

10.  Threat of substitutes
 Fruits and vegetable juices are closed substitutes for the
industry.
 For health concerns, many choose to consume organic
fruit juice.
 Bargaining power of suppliers
 This also appears to be weak as suppliers’ products(e.g.
sugar) are basic commodities and ingredients.
 Coca cola buys in bulk and rather has power over
suppliers.
 Bargaining power of customers(B2B)
 This appears to strong as customers are mainly large
supermarkets and retailer. They have the power to
negotiate price down to reduce coca cola profitability .

11. Competitive rivalry
 There are currently three major players
in the cold drink industry.
 Coca cola
 Pepsi cola
 Cadbury Schweppes
 Coca cola has got dominant position.
 There are currently growing markets and
niches that can be exploited so
competition is not so keen.

12. Men
 The experienced employees of coca
cola will help in introducing the new
product.
Money
 The new product development will
require finance for developing and
launching it. Coca cola is financially
sound.

13. Markets
 Coca cola has experiences to market the
product to target customers, market
exist and can be reached.
Make-ups
 The culture influences how coca cola
considers this new ideas and opinions.
the culture at coca cola encourages new
ideas for growth.

14. Management
 Management are experienced and
successful in launching new products.
Machine
 Coca cola own plant & equipment and
franchisees.
Materials
 Good relationship with suppliers.

15.  Transforming our commercial models to focus on our
customers’ value potential and using a value-based
segmentation approach to capture the industry’s value
potential,
 Implementing multi-segmentation strategies in our major
markets to target distinct market clusters divided by
consumption occasion, competitive intensity and
socioeconomic levels;
 Implementing well-planned product, packaging and
pricing strategies through different distribution channels;
 Driving product innovation along our different product
categories and
 Achieving the full operating potential of our commercial
models and processes to drive operational efficiencies
throughout our company.

16.  LOW COST-HIGH VOLUME STRATEGY
• Industry estimates for the January to September
2012 period indicate that the top 2 soft drinks brands are
from the Coca-Cola stable. But brand Coke, the world's
most consumed soft drink, doesn't figure amongst those
top 2.
• Coca-Cola is now counting on the 'meals' campaign
to ramp up volumes of its global flagship cola, which
languishes at No 4 in the pecking order. The top 2 are
Thums Up and lemon-lime flavored Sprite, both brands
from the Coca-Cola India stable; global rival PepsiCo is
at No 3.

17.  The price of Coke concentrate has been consciously kept
lower than that of Thums Up to spur bottling of the global
cola, confirms a top official within its bottling business who did
not want to be named.
 This summer, the company had dropped the price of Coke in
200 ml returnable glass bottles to Rs 8 from Rs 10 in big
markets like Mumbai, Tamil Nadu, Gujarat and Karnataka; the
prices of other soft drinks in the Coca-Cola stable were not
tinkered with.
 "Bringing the price down to Rs 8 for glass bottles is
unprofitable. But the company wants volume gains for
Coke, even if the bottling business' profits are
compromised,"
 the beverage maker has only mentioned growth numbers of
only brand Coke. "If brand Coke does well, it is perceived
by headquarters as The Coca-Cola Company is doing
well... it reflects on shareholder sentiment as well,"

19. Brand Mapping