Friday, September 27, 2019
Analysis of Coca-Cola Company Strategies Assignment
Analysis of Coca-Cola Company Strategies - Assignment Example The case analysis revealed that the strategies of Coca-Cola have been to focus on global marketing as well as on local manufacturing activities. On the other hand, the objective of the company has been to enhance the total volume of sales of the products, to amplify the share of ââ¬Ëprepared to drink-beverageââ¬â¢ sales and to enlarge economic value-added by enhancing economic profit (Badal, 2007). Through the case study, it can be analyzed that there has been rise in the bottle water consumption all over the globe which has proved to be quite favorable for various products of Coca-Cola such as ââ¬ËDasaniââ¬â¢ and ââ¬ËSmart Waterââ¬â¢. As per the data of Data monitor, it has been identified there has been rise in the soft-drink market in Asia-Pacific region by 4.1 percent in the year 2010. It is expected that there would be further rise in demand of soft-drink products to 23.3% by the end of the year 2015. It has further been expected that the demand of complementary food will escalate the consumption of drink. Therefore, it can be anticipated that greater number of people are most likely to purchase the products of Coca-Cola along with the complimentary food products. It has further been observed that the company has attained success in past performances with some innovative products such as Coke Zero. Hence if Coca-Cola creates such new products, then there is gr eater opportunity for business growth (Badal, 2007). One of the biggest threats to the company is increasing rivalry with other competitors. The biggest competitors of the company are PepsiCo, Kraft Foods as well as Unilever. Furthermore, the changing taste, as well as preferences of the company, can also be pose threat to the company. Most of the health advocates in present days tend to suggest people on declining the consumption of high fructose corn syrup which is a form of sugar contained by Coca-Cola products.
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