To migrate Coca-Cola’s supply chain mindset, Scott Figura, Global Director of Productivity & Operational Excellence, developed a residential executive education program for top supply chain leaders with Georgia Tech’s Scheller College of Business. But Coke also needed to train over 8,000 supply chain managers and front-line employees across the globe. To reach these leaders, Figura invested in a virtual development solution rooted in ‘connected learning’— an expert-led virtual learning experience that is tied to relevant business challenges, integrated into real work, and engineers collaborative problem solving by groups of learners. In Coke’s case, virtual teams of leaders worked together on real supply-chain improvement projects, supported by frameworks and tools delivered online by subject matter experts and facilitators.
Great organizations like Cadbury, Colgate & Coca-Cola, are formed and exist because of the continuous efforts of people working in all the departments. They think of themselves in a fundamentally different way than mediocre enterprises. 1 According to Jerry McLaughlin, the co-founder and CEO of Branders.com, “Brand is the perception that someone holds in their head about you, your product, your service, your organization as a whole or your idea. Brand Building is a deliberate and skillful application of effort to create a desired perception in someone else‟s mind.” Thus positioning of a Brand should be done in the right manner to establish a clear visual identity in the market. Samuel Johnson described language as „the dress of thought” and linguistics forms the underlying bedrock of a Brand in forming its verbal brand identity through various global modes of communication. Francois-Henri Pinaulttoo considered Language as an important part of Branding and thus defined its role in creating the Literature of a Brand as, “Linguistics is a good way of defining the culture of a Brand.” To study the history of a Brand, one needs to go through its roots in the formation of the Brand Language and Brand Literature. This paper is an attempt to describe the role and importance of Brand Language, Literature and Content (Word Choice& Tone) in the making of the three companies‟ selected.
Figure 3 showed the addition of admixtures in excess concrete sometimes provides an unfavorable effect. Therefore, manufacturers tend to provide a maximum limit to its usage . In the case of added Coca-Cola at 0.2%, the compressive strength of the concrete was less than average at the observed 28 days because of the effect of sugar working in the concrete. This result is similar to research on the research conducted by Usman . In the case of added Coca-Cola 0.15% and PlactocreteRT@6 plus, the variations of compression strength were at 0.23% and 0.25%. It was shown that the compressive strength of the concrete compressive strength could be supplied above the strength design at the age of 28 days of concrete.
Alexander: Every project is challenging in its own way as we try to consistently surpass ourselves by developing the optimal concept each time. i’d say that, after the Coca-Cola hellenic offices in Athens, the latest project of the headquarters of Coca-Cola hellenic Ag in Switzerland is a great example of our work in concept design, architecture, interior design, branding and construction management. A project in a league of its own…
Proper distrıbtion is one of the most important pillars of a successful brand and its again shows that Coke has done a better job at distribution than Pepsi. The distribution efforts can also be attributed to the retail stores willingness and eagerness to keep Pepsi stocks but that is not the concern of the research for now we are observing that how availability affects the choice of Cola. As indicated by our model distribution is significant as shown by (.003) as availability of CocaCola increase the probability of its selection over Pepsi by almost 11%. This can be read as an advantage of Coke over Pepsi but it also shows that since the percentage is not a very high one Pepsi still can give CocaCola a fight by properly and actively engaging in distribution in the Turkish market.
The beverages sector in India has undergone significant transformation in the past 10 years. The carbonated and non carbonated drinks industry in India is to grow near about 45 per cent annually and would triple or four times in size by 2014. Customer preferences are more complex and even more important for retailers today than in past. The primary purpose of this paper is to find out which company is leading the market. This study is conducted between two global beverage companies’ Cocacola and PepsiCo. This research is done to identify the various factors that influence the consumer preference towards these drinks. This intercept survey would be conducted in Vijayawada and Guntur. To accommodate this purpose survey method has been used. The data has been collected from people of all age groups. The consumer preferences were identified by a structure questionnaire. Today’s market scenario is quite different from traditional one. People have become more educated and always look for quality products. Their taste and preference’s keep changing from time to time. This research is mainly targeted to the objective where we can have the idea that what are those factors a customer or a consumer looks before purchase of a carbonated beverage, and if we will have a clear picture regarding the need of the customers then we can bring changes or add new features to the product to satisfy their needs. The study will help the retailers and manufacturers of soft drinks to understand the underlying consumer preferences factors and which factor mostly like by the customers and help them to craft their marketing strategies. Profiling customers by their choice of preferences provide more meaningful ways to identify and understand various customer segments and marketing strategies.
In response to the changing needs and expectations of users, customers and stakeholders, a cross-functional and cross-geographical team developed a framework and management system model to replace our previous model known as The Coca-Cola Management System (TCCMS). The new KORE operating requirements focus on quality and sustainability to meet current and future stakeholder demands. Following the development of the new framework, a clear execution plan was created to inspire people within the organization to achieve The Coca-Cola Company’s 2020 Vision.
The Free Cash Flow to Equity for 2010 is $12,958 million. However, because Free Cash Flow to Equity for Coca-Cola for the period 2001 to 2010 is volatile, we use the average value of FCFE for the period from 2001 to 2010 of $4,995 million to estimate the future values of Free Cash Flow to Equity for the five year super-normal growth period assumed in the Table 2. Gardner, McGowan, and Moeller (2011) demonstrate how to calculate sustainable growth for Coca-Cola. Gardner, McGowan, and Moeller (2010) show how to calculate the beta and required rate of return for Coca-Cola and Harper, Jordan, McGowan, Revello (2010) show how to calculate beta for Dow Chemical Company.
years when the women working at CocaCola would not get sufficient opportunities to excel themselves, in 2014, CocaCola had made sure that the women working in this organization are able to apply their potential towards their job responsibilities for the purpose of higher improvement. In 2014, CocaCola had also put efforts in ensuring that the employees working in this organization are able to work in a more favourable working environment. Factors like employee discrimination, workplace security etc. have decreased compared to the previous year in 2014. In the final part of its sustainability report, CocaCola has put more attention towards factors like water stewardship, climate protection etc. The organization has tries to maintain water balance of the world and had worked to make sure that risk related to shortage of water reduces. CocaCola had also taken substantial steps towards making its packaging process sustainable. Recycling and renewal of packaging materials have been initiated in this year to reduce pollution. These activities of CocaCola have also been important to reduce the threats of climate change. Finally, in 2014 sustainability report, CocaCola had also mentioned that it had worked towards helping the farmers for ensuring a safe and sustainable agricultural environment.
There is generally a lot of litter that includes paper, plastic and glass which may result environmental degradation throughout the world. Many studies Coca cola’s Corporate Responsibility and Sustainability 2012/2013 (2014) Report, Munala and Moirongo, (2011); Hopewell, Dvorak and Kosior (2009); Ross and Evans (2003) have shed light on the menace caused by plastics in as far as solid waste management is concerned. Little research has been done to establish handling of glass bottles in waste management in general and on CocaCola Company’s success in recovering its glass bottle repackaging in particular in Kenya. CocaCola Company has set a target for recovery and recycling of their packaging for the year 2015. The company hopes to achieve efficiency in packaging material by 7% per liter, recover 50% of the equivalent bottles and cans and source 25% of the company’s polythene terephalate (PET) plastic from recycled or from renewable materials Coca-Cola Company Sustainability Review, (2010). Despite this focus, it seems the company has a lot to do in developing countries to attain this target. Consumers in possession of CocaCola Company glass can be turned away by retailers with glass CocaCola Company bottles because the bottle may be extremely dirty or cracked. What policies does the company have over the glass bottles and what do the retail managers know about these policies?
The authors report no conflicts of interest in relation to this work; specifically they have no affiliation and have received no payment from The Coca-Cola Company. Written informed consent was obtained from the patient for publication of this research and accompanying images.
Thirty discs of composite samples were made using polytetrafluoroethylene rings of 2 mm thickness and 20 mm diameter, in each composite group. Group I – Polofil NHT (30 specimens), Group II – Filtek Z350 (30 specimens), Group III – Tetric N-Ceram (30 specimens). The baseline colour measurement of 90 specimens were measured. All the 90 samples were not exposed to any beverages and were taken as the control group. Once the baseline values are obtained, the specimens were exposed to coffee, tea and cocacola with 10 samples from each group for each beverage. After seven days of exposure, the colour change was evaluated using the CIELAB ∆E measurement. Statistical analysis was done using ANOVA for inter group analysis and Tukey HSD for multiple comparisons.
Glass recycling can benefit the environment. The marketing and societal concepts emphasize on sustainability of the environment Kolter, Keller, Brady, Goodman, and Hansen (2009). The WWF (2012) and Friends of the Earth (2009) note that glass is recycled to reduce pollution and waste. In Coca cola’s Corporate Responsibility and Sustainability 2012/2013 (2014) Report and in a research done by CocaCola Company in Japan CocaCola Company 2009 Sustainability Report (2009), the company explains that its packages aim at meeting strict quality requirements and safety that would help them achieve quality delivery of products to their consumers as well as profitability. The company’s long-run objective is to reduce manufacturing costs and achieve distribution efficiency. According to the CocaCola Company 2009 Sustainability Report (2009) almost 5% of its packaging materials is derived from recycled or renewable materials and this contributes to reduction in business risk and negative environmental impact. Could the company also boost of high level success in recovering and/or recycling glass bottle as it has done in plastic bottles (put at 95% in Coca cola’s Corporate Responsibility and Sustainability 2012/2013 (2014) Report? Smye Holland Associates (2013) did a study to establish consumer response to
introduce new products that will appeal to a new market group. With the health and fitness trend vastly growing, Coca-Cola has the opportunity to enter and dominate the market. Coca-Cola has introduced products like coke zero and in 2014 Coca-Cola introduced a new drink, coke life which is made with real cane sugar and stevia sweetener. Also in 2014, Coca-Cola expanded its product portfolio by entering into the fluid milk market. According to the Forbes article, “Fairlife will contain 50% more protein and calcium, and 30% less sugar than ordinary milk, and contain no lactose” (Tefris Team). By tapping into the health and fitness trend Coca-Cola is able to expand and reach a new market segment, which therefore will help its goal of becoming a globally recognized brand.
Sourness / orange flavor). Sunfill is also present in other countries, either in the form of a fruit juice based drink, or in the powdered concentrate form in countries like Indonesia, Sri Lanka and Bangladesh. It has been developed using The Coca-Cola Company's expertise in the beverage business. Keeping in mind the affordability factor and the competition, Sunfill is available in three variants- Sunfill Regular, Sunfill Anand and Sunfill Tarang. Sunfill is great tasting, convenient and economical. Sunfill Regular priced at Rs. 2.50 per serve gives the consumer a world class product, which not only is very convenient, but also has a very attractive price. The product is available in single serve (23gms) & multi serve (200gms) and in 4 flavours- Orange, Lemon, Mango and Pineapple.
As technology led to a global economy, the retailers who sold Coca-Cola merged and evolved into international mega-chains. Such customers required a new approach. In response, many small and medium-size bottlers consolidated to better serve giant international customers. The Company encouraged and invested in a number of bottler consolidations to assure that its largest bottling partners would have capacity to lead the system in working with global retailers.
In a recent interview, I asked Diana Lopez, route manager at the Coca-Cola Bottling Company of Sylmar, California, several questions related to Coke’s forward looking strategy and how it plans to position itself in the market. She was especially enthusiastic about new products from the company like Powerade, a sports drink which is gaining in popularity. She related that Powerade and Dasani Water, Coke’s entry in that category, are doing very well in machine, convenience, and supermarket sales in southern California. When I asked about how Classic Coke was doing and whether Pepsi posed a challenge to its position, her answer was that “Coke has a very strong following, as it always has and [people tell her] that Coca-Cola’s taste is what sells the product. And small store owners tell me, especially in Latino neighborhoods that the Coke brand means quality to them.” 9 According to Ms. Lopez, Coca-Cola intends to build upon its success and popularity as the original cola drink which is “loved by consumers everywhere.” In the soft-beverage working group, we have indeed identified this feature,
Price Penetration is most appropriate in industries where standardization is important. The product that achieves high market penetration often becomes the industry standard, in regards to the new Coca-Cola beverage vessel, it is trying to create a standardization of how consumers use the beverage container. Coca-Cola are likely to receive stiff competition soon after introduction of the product, although the product that achieves high market penetration often becomes the industry standard and other products, even superior products, become
In 2012, four of the Company's Japanese bottling partners announced their intent to merge as Coca-Cola East Japan Bottling Company, Ltd. ("CCEJ"), a publicly traded entity, through a share exchange. The merger was completed effective July 1, 2013. The terms of the merger agreement included the issuance of new shares of one of the publicly traded bottlers in exchange for 100 percent of the outstanding shares of the remaining three bottlers according to an agreed upon share exchange ratio. As a result, the Company recorded a gain of $30 million during the three months ended September 27, 2013, based on the value of the shares the Company received on July 1, 2013. This gain partially offset a loss the Company recorded during the second quarter of 2013 for those investments in which the Company's carrying value was higher than the fair value of the shares expected to be received. In total, the Company recorded a net loss of $114 million during the nine months ended September 27, 2013, related to our investment in the entities that merged to form CCEJ.