Digital Business Report - OranginaSchweppes

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A look into the online strategy of OranginaSchweppes. Although Orangina-Schweppes products are nowadays sold all around the world, the group's main business and activities are still done in Europe. Orangina-Schweppes is the leader of the still fruit drinks market in Western Europe, and the 2nd player in the non-cola sparkling soft drinks market [1]. Between all the subsidiaries of the Orangina-Schweppes group, the French division is one of the most important since it represents with the Spanish one 75% [1] of the activities of the group. It is also the most interesting one in terms of digital business strategy.

Successful implementation of these digital marketing strategies can help:
1) Create significant online market exposure, another sentence; to increase the likelihood of being found,
2) Create strong incentives for new customers to come to Sportslink and make them feel 80% committed before even walk into the door
3) Maintain customer relationship.

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Digital Business Report - OranginaSchweppes

  1. 1. Continuous Assessment AssignmentDigital Business 12/12/11MT55124 Geraldine LavinMark Greene Omar FacharJames Dellinger Ran Zhang DeclarationWe the undersigned declare that the project material, which we now submit, is our own work. Any assistance received by way of borrowing from the work of others has been cited and acknowledged within the work. We make this declaration in the knowledge that a breach of the rules pertaining to project submission may carry serious consequences.We are aware that the project will not be accepted unless this form has been handed in along with the project. X X Sign Here Sign Here X Sign Here X Sign Here
  2. 2. MeCB/T Digital Business 12/12/11Table of ContentsPart A ......................................................................................................................................... 2 Intro ........................................................................................................................................ 2 North America ....................................................................................................................... 3 Asia ........................................................................................................................................ 3 Overview of the different business operations: ................................................................. 4 Sales model: Europe‟s B2C Model- Community Provider ................................................... 4 Europe .................................................................................................................................... 6 Orangina, the sparkling fruit drink leader .......................................................................... 7Part B ....................................................................................................................................... 11 Company description ........................................................................................................... 11 Weaknesses .......................................................................................................................... 11 Apply Schweppes‟s digital marketing strategy to Sportslink .............................................. 12Recommendations based on learning from Schweppes: .......................................................... 12 To increase visibility: ........................................................................................................... 12Conclusion ............................................................................................................................... 13Appendices:.............................................................................................................................. 15References: ............................................................................................................................... 16 Word Count: 2634 1
  3. 3. MeCB/T Digital Business 12/12/11 Schweppes- Inviting you to become part of their historyPart AIntroAlthough Orangina-Schweppes products are nowadays sold all around the world, the groupsmain business and activities are still done in Europe. Orangina-Schweppes is the leader of thestill fruit drinks market in Western Europe, and the 2nd player in the non-cola sparkling softdrinks market [1]. Between all the subsidiaries of the Orangina-Schweppes group, the Frenchdivision is one of the most important since it represents with the Spanish one 75% [1] of theactivities of the group. It is also the most interesting one in terms of digital business strategy. Did you know for instance that Schweppes, existing since 1783, is the oldest soft drink in the world? And that it became the official drink of the Royal Court of England by appointment of Queen Victoria in 1836? Or that 500 million consumers drink Orangina in 60 different countries? (http://www.oranginaschweppes.com/) 2
  4. 4. MeCB/T Digital Business 12/12/111 The three regions we are explaining are North America, Asia and finally Continental Europemainly focusing on France and Spain.North AmericaThe Dr.PepperSnapple group (DPS) owns the rights to Schweppes in the United States andCanada thanks to its 2008 spin out from Cadbury Schweppes Americas Beverages. DPS has amarket cap of roughly $8.11 billion and is the third largest drink business player in NorthAmerica. Schweppesavailability and distribution is fairly strong and can be found at mostgrocery stores and is quite popular at health food stores and among the urban American,„Whole Foods consumer‟ crowd andfrom personal experience in the Washington, DC market.Orangina has some brand identification issues in North America (outside of Quebec given itsstrong cultural affiliations with all things French.)Given the rise of Hansens Natural‟s juice beverages in North America over the past decadethere seems to be room for DPS to make a much stronger pitch to the American market inparticular. So the new French B2C E-Business model can be implemented to capitalise ofthis.But currently Schweppes branded products are considered premium bar mixers in theUnited States based upon the activities and recipes suggested athttp://www.schweppesusa.com/ and operate under a strict B2B Business model of selling tobusinesses e.g. pubs and restaurants and an E-Business Strategy of an information website .AsiaIndia,South Korea, Malaysia, Thailand, and Vietnamare the primary emerging marketsfor thisbrand although Orangina has already become available. The ownership of the brand and itsmarketing is different given the way the Cadbury divested of their beverage business to avariety of buyers. They use a B2B business model, where main profit comes frompartnerships with pubs but a move into Schweppes‟ new E-Business strategy of B2CCommunity provider and can be seen in India where Schweppes branded products arelicensed by Coca-Cola India. Orangina has a Facebook page specifically for the Indian1 One key note is the relationships in the beverage industry are complicated and diverse butwill be made clearer as this report explores the activities of a few of the brands that use to bepart of the old CadburySchweppes beverage group Orangina and Schweppes. 3
  5. 5. MeCB/T Digital Business 12/12/11market, but activity seems limited and almost zero marketing efforts online appear as theyonly seem to be beginning their new digital business strategy.Overview of the different business operations: Asia North America Europe •Former subsidiaries of •Owned by Dr. Pepper Snapple •orangina Schweppes uses Cadbury Schweppes Group Sagex3 ERP system for B2B •Formly use SAP ERP systems •Use HCL to intergrate siloes •CRM service with its own •But now Suntory use Fujitsu and legacy IT systems in 2010 dedicated website (orangina- Cloud hosting in New Zealand •More service centric schweppes-pro.fr) and Australia for its SAP ERP •Sales improvements with •builds organic ground up salesforce.coms CRM relations and campaigns systems •Also a storehouse for user •Uses JDA Planogram driven digital marketing Generator to reduce human content error, speed up processes for space management and supply chain control (See John Williams quote in Appdix 1) •DPSG leveraged in IBMs Congo to deliver deeper KPIs to improve efficiencies (See Apendix 2)Sales model: Europe’s B2C Model- Community Provider 2The Business to Consumer (B2C) sales model is strongest when it is in the hands ofOranginaSchweppes in France for the French and Spanish markets. As a traditional E-Business B2C model would involve simply setting up an online marketplace for their bricksand mortar traditional store, this provides online entertainment and marketing for theirconsumers. OranginaSchweppes have established themselves as a huge online presence,2 http://cobby86.typepad.com/.a/6a01310ff81279970c0147e10b67ff970b-800wi 4
  6. 6. MeCB/T Digital Business 12/12/11reaching out to a new market of the 15-35 year old, which actually drive this market and hold50% of sales in the soft drinks category [4]. B2C E-Business offers the advantages of • Increase productivity • Save time and money • Enhance reputation by projecting a bigger image of your organisation • Effectively put your presence before a giant number of prospects.This new E-Business strategy developed by Schweppes is far beyond its old methods and hasbrought a whole new style of marketing to the company. Schweppes‟ strategy is to use socialmedia sites as a platform to engage and interact with their consumers. Schweppes‟ Facebookprofiles have multiple pages for all its different regions and have proved a huge success. Over 110,000 likes and each page offer something to the consumer. An example of this can be seen in their „Schweppes appeal‟ tab where they offer to “improve your Schweppes appeal.”The impact of this new strategy has seen turnover in the last 4 years increase by 50% andvolume up 25% and regular market gains and the Orangina Brand experience the fastest 5
  7. 7. MeCB/T Digital Business 12/12/11growth rate across all consumer goods categories in 2009 in France. Conclusive results aboutthe impact of E-Business marketing from Schweppes.EuropeOrangina-Schweppes France is number one in the market of fruit drinks (drinks that have aminimum of 12% fruit composition) and the second in the soft drinks one. With more than600[1] million euros of turnover and 400[1] collaborators, the company produces anddistributes 11 brands in France. However, three brands distinguish themselves from the rest:Schweppes, Orangina and Oasis. These three brands represent more than 70% [1] of the salesand benefit from excellent brand awareness.The soft drinks market in France is very competitive and Orangina-Schweppes have to facethe strong competition of other big international beverage makers as Coca-Cola, PepsiCo andDANONE.The other challenge Orangina-Schweppes France has to face in the refreshing, non-alcoholicdrinks market is its particularity in terms of consumption pattern. French customers are forthe most part concerned by health issues and soft drinks suffer from a bad image due to theirsugar composition and their chemical components. Water is the main drink consumed whileeating, and fruit juices are the first choice of customers in terms of refreshing drinks.In order to face these challenges and increase its market share, Orangina-Schweppes made ofCommunication the main pillar of its development strategy. Thus, they increasedsignificantly the allocated budget. But more importantly, they invade digital platforms associal Medias like Facebook and twitter, video hosting services as YouTube and Dailymotion and the blogosphere.This new digital strategy has been applied to each of the three brands: Orangina, Schweppesand Oasis but not in the same way. A digital strategy is generally effective and matches the 6
  8. 8. MeCB/T Digital Business 12/12/11desired impact when it takes in consideration the target customers habits online, and offershim the appropriate content on the appropriate platform. Orangina-Schweppes understood itvery well and adopted three different strategies using different platforms and content types.The most effective of these three campaigns is definitely the Oasis one which has beenawarded best digital campaign and best social media campaign in 2011 in France.Orangina, the sparkling fruit drink leaderSchweppes-Orangina France decided to use digital platforms as an extension of the offlinemarketing operation. They provide exclusive branded content and offer the fans thepossibility to influence the next television and billboard ad. The channels that are being usedfor this campaign are Facebook, twitter and YouTube. The aim of this operation is to increasethe product community by interaction and exclusive content. The success of such anoperation cannot be easily measured but the viral impact have been achieved since more than4 million people have seen the Orangina videos on YouTube dedicated channel.Results: Target YouTube Facebook Twitter customers channel • young adults • 272,529 fans • 4,336,588 • 2,600 (15-25) views followersSchweppess target customers in France are adults (more than 25 years old). The Digitalcampaign for this brand is completely different from the one deployed for Orangina.Schweppes-Orangina France has decided to base its offline communication operation on the 7
  9. 9. MeCB/T Digital Business 12/12/11organization and sponsorship of events. Therefore in order to relay this campaign online andcreate high quality content that suits the targeted audience, the company decided to regularlyinvite bloggers. This strategy offered Schweppes an interesting exposure on several blogs.This digital operation is interesting because it offers the company the possibility to createhigh quality content indirectly. However the lack of control over the content may represent arisk.Results: Target YouTube Facebook Twitter Blogs customers channel •Adults •103.045 fans •592,386 views •561 followers •60 bloggers invited to last sponsered eventOasis is a still drink based on natural ingredients, made of spring water and fruits. Youngpeople 12-25 years old are the principal consumers of this soft drink. The digital strategydeveloped by the Orangina-Schweppes group for this product was part of a 360°communication operation that was lead on multiple platforms: TV, billboards, Internet,printed medias...The communication strategy of Oasis has always been based on funny cartoon-like fruitsrepresenting the 18 fruits used in the different Oasis drinks.In late 2009, the company decided to develop each of these characters and create exclusivecontent for each one of them. This operation was lead using Facebook Oasis (OasisForFun)page that reached 700,000 fans by the end of the year. 8
  10. 10. MeCB/T Digital Business 12/12/11In 2010, the company organized "Fruit of the year". This campaign first goal was to interactwith the products fans, entertain them and expand the community. The objective was to askFacebook users to vote for their favourite fruit, the winner becoming the next star of theOasis TV ad. This operation lasted 8 weeks and provided exclusive contents for each of thecandidates. The campaign was a real success since it gathered 15 million votes and brought300,000 new fans to the page. Facebook was the ideal platform for such an operation since itis the most developed social media for the 12-25 category of age. The operation was relayedthrough twitter for the older part of the target customers but all the interaction was conductedon Facebook.Nowadays, the Oasis fan page gathers more than 2 million fans and is the first French pageon Facebook. The digital strategy for Oasis remains the same: more and more brandedcontent and viral video. Oasis is now also present with a dedicated website and onsmartphones with exclusive games as "La chute"(the fall) that remained most downloadedfree application in the French apple app-store for two weeks. Finally similar operationswhere launched more recently like the election of the tree new flavours or the now happeningcrowdsourcing for the Christmas album of the Oasis fruit characters. 9
  11. 11. MeCB/T Digital Business 12/12/11 Target YouTube Facebook customers channel • Less than 18 • 2,012,723 • 11,151,301 years fans viewsThe results of these three digital strategies combined with the global marketing operationspeak for themselves. The company knew during the last 3 years a 10% increase [4] of theirsales volume in France. And the digital strategy of Orangina-Schweppes has been acclaimedand awarded multiple times.All in all, what the Orangina-Schweppes Digital marketing strategy teaches us is: Visibility and quality of execution are necessary for a digital strategy to be successful. 10
  12. 12. MeCB/T Digital Business 12/12/11 A judicious choice of platforms and content types is indispensable for a campaign to be effective. Quality of content is one of the key elements a digital campaign should be based on. Branded and viral contents are the current trends. Interaction is one of the keys to success. Integrating the digital strategy in a global 360° marketing campaign (online and offline) can be even more affective and faster.Part BCompany descriptionSportslink is a family sports and social club located in Santry, Dublin 9, Ireland. It wasformed in 1993 following the merger of the Public Services Sports and Recreational Complexlimited (PSSRC) and the Telecom Eireann Staff Sports Club Limited (Telesport). Thecompany offers a wide range of facilities including gym, swimming pool, all weather pitches,sports hall, indoor adventure area, members bar, conference rooms and restaurant etc. Thecompany has an annual turnover of €1.7million (2010) and has approximately 50 employeesworking in different departments. The main source of their revenue is family membershipsubscriptions, the rest are come from facilities hiring and events organising. Their missionstatement is “to offer members first class sports and social facilities through our highlytrained professional staff in a pleasant customer focused environment”.WeaknessesSportslink relies heavily on membership subscriptions however the reality is that thecompetition in Dublin (or North Dublin to be more specific) is very intense. They‟ve tried anumber of ways to promote themselves, for example, to issue free passes, to encourageexisting members to bring in new customers by giving them discount, and to advertise dealson groupon.ie. However these activities did not help Sportslink to gain sales. They did notfollow a strong digital marketing stagey, their website is badly organised and the onlyFacebook page was used for occasional activities announcing. Lack of digital marketingstrategies and implementations led to low consumer awareness and commitment, we feltthese are priority issues for Sportslink. 11
  13. 13. MeCB/T Digital Business 12/12/11Apply Schweppes’s digital marketing strategy to SportslinkBased on what we‟ve learned from Schweppes, we felt that their successful digital marketingstrategies can be applied to Sportslink to increase sales opportunities. Successfulimplementation of these digital marketing strategies can help Sportslink to:1) Create significant online market exposure, another sentence; to increase the likelihood ofbeing found,2) Create strong incentives for new customers to come to Sportslink and make them feel 80%committed before even walk into the door,3) Maintain customer relationship.Recommendations based on learning from Schweppes:To increase visibility: Local business listing: These lists are available on all search engines and it is very easy for a business to appear on them. On these lists the company can display it address, phone number, website and can appear directly on a map. Local directories and review sites: Yelp, YellowPages...These websites have a big audience, and are often used by consumers when looking for businesses in a specific area. Moreover these websites allow users to add reviews. When these reviews are good, it can enhance significantly the popularity and visibility of the business. Website: Websites are now affordable for any business. A website is a great tool to enhance the business‟s visibility online if well used. Sportslink has already built a web site. However the actual website does not follow the basic rules of web design, content 12
  14. 14. MeCB/T Digital Business 12/12/11 organisation and search engine optimization. Therefore it is indispensable to redesign and reorganise it. Social Medias: Social Medias has become an indispensable platform to invade to gain even more online visibility. Social media channel are free and easy to use. However some basic rules are indispensable to be followed in order to differentiate from competition. The Orangina-Schweppes brands presence is a good example of what should be done. Using the appropriate channels is indispensable. For Facebook, a good example of what a business Facebook page should look like is provided by the Orangina- Schweppes brands pages (welcome page, visual content (images, videos...). Sportslink current Facebook do no differentiate itself from other pages. Most of the information is published using text format. A good way of increasing visibility and viral effect of these posts would be to use visual formats as images or videos. Each platform must target a specific demographic as can be seen in the Schweppes example of using Facebook for the younger users and then incorporating a Twitter campaign to target the older more business minded people. This strategy would be effective for Sportslink Gym as they could use social media in multiple ways following Schweppes‟ example: o Create online discounts through Facebook for new members o Run campaigns on Facebook to encourage new users and existing users to return to the gym o Use twitter to keep members up to date on the gym and special offers as well as vacancies and events. Sponsor events Schweppes idea of Sponsor Events through twitter to offer members the opportunity to attend special events within the Sportslnk Gym, raising awareness and getting new members and current members alike back into the gym. Sponsored events like the Schweppes‟ Craig Parry Mercy Hospice Charity golf raising money for charity while raising the brand and company awareness which is crucial for a business like Sportslink Gym which relies on customer involvement and return custom.ConclusionLike Schweppes, Sportslink must create a strong brand image, which might include a vividcompany logo and use consistent themes throughout both company website and Facebookpage. A strong brand impression would quickly grab customer‟s attention. Select targetcustomers are also important for Sportslink. The company currently target families, which 13
  15. 15. MeCB/T Digital Business 12/12/11would include two adults and their children. We would suggest Sportslink to create differentsections and contents for different types of users, their information shown on the websiteand announced on Facebook and Twitter should use different words.What’s the key to B2C Community Provider? Constant updatedinformation. 14
  16. 16. MeCB/T Digital Business 12/12/11Appendices:Appendix 1:According to - John Williams, director, category management, Dr Pepper Snapple Group.“We‟ve really changed the game with our new space management model,” Williams said.“While our past process would take as many as 600 hours and require 10 people to support,we now have a fully automated process that takes two people and about 40 hours to generatean equivalent number of planograms. JDA‟s solution accounts for bottler and fixturecomplexities, scales to an unlimited planogram quantity and leaves no room for humanerror.”Appendix 2:According to IBM‟s case study of DPS‟s roll out:With nearly $6 billion in annual revenues, the company has approximately 20,000 employees,24 manufacturing facilities and more than 200 distribution centers across North America.This case study will focus on how Dr. Pepper leveraged IBM Cognos software to: Provide in-depth insight into production and operations. Gain access to information that was previously unavailable. Help identify manufacturing inefficiencies to reduce costs. Gain fact-based analytic and decision-making capabilities. Prioritize investments Drive continuous improvement across the organization.The result: Plant managers have unprecedented visibility into their operations so they canidentify production bottlenecks, resolve operational issues and optimize businessperformance. 15
  17. 17. MeCB/T Digital Business 12/12/11References:[1]Orangina Schweppes. "Company" Orangina Schweppes France. Orangina SchweppesFrance. Web. 10 Dec. 2011. <http://www.oranginaschweppes.fr/societe.html>.[2]GIRA Foodservice. "Soft drinks market - France 2010 - GIRA Foodservice" «GIRAFoodservice -Innovative European Foodservice Experts. The GIRA Research Institute. Web.11 Dec. 2011.<http://www.girafoodservice.com/publications/2011/67/marche_des_boissons_rafraichissantes_en_chd___france_2010.php>.[3]GIRA Foodservice. "Qualitative Studies of Consumer Behavior in France-- GIRAFoodservice."GIRA Foodservice -Innovative European Foodservice Experts. The GIRAResearch Institute. Web. 11 Dec. 2011. <http://www.girafoodservice.com/marche-restauration/etude-comportement-consommateur-chd.php>.[4] "An Interview with Hugues Pietrini and Patrick Mispolet, Orangina Schweppes,France." Bain & Company Homepage - Bain & Company. www.bain.com. Web. 10 Dec.2011. <http://www.bain.com/publications/articles/new-life-for-orangina-schweppes.aspx>.[5]Strategies Magasine. "Palmares Grand Prix Stratégies / Amaury Médias Du MarketingDigital 2011." Strategies - Marketing, Communication, Medias, Brands, AdvertisingMagasine. Stratégies - Marketing, Communication, Médias, Marques, Conseils, PublicitéMagasine. Web. 13 Dec. 2011. <http://www.strategies.fr/grands-prix/228/grand-prix-strategies-amaury-medias-du-marketing-digital-2011/palmares/2/>.Drinks Daily 2009. Suntory purchases Oranginaschweppes in 38 billion deal Available from:http://drinksdaily.com/2009/11/suntory-purchases-orangina-schweppes-in-38-billion-deal/[Accessed 11 December 2011]Court, D. and Elzinga, D. Mulder, S. and Vetvik, O. 2009. The Consumer Decision Journey.McKinsey Quarterly, Marketing & Sales Practice.Edelman, D. 2010. Branding in the Digital Age You‟re Spending Your Money in All the WrongPlaces Harvard Business Review.Gupta, S. and Armstrong, K. and Clayton, Z. 2011. Social Media. Harvard Business Review,Note. 510-095.Hoffman, D. Marek Fodor, M. 2010. Can You Measure the ROI of Your Social MediaMarketing?" MIT Sloan Management Review Vol. 52 No.1 16
  18. 18. MeCB/T Digital Business 12/12/11Mangolda, G. Faulds, D. 2009. Social media: The new hybrid element of the promotion mix.Business Horizons, Volume 52, Issue 4, pp. 357-365.McAfee, A. 2009. Shattering the Myths about Enterprise 2.0. November. Havard BusinessReview, 87 (11), pgs 1-6.O‟Reilly Radar 2011. For local news, TV is dominant but the Internet is our digital futureAvailable from:http://radar.oreilly.com/2011/09/pew-local-news-sources.html [Online] [Accessed24 October 2011].Tapscott, D., 2008. Grown Up Digital: How the Net Generation is Changing Your World.McGraw-Hill; First EditionOrangina 2011. oranginadance4life Available from:http://www.orangina.eu/en/oranginadance4life[Accessed 11 December 2011]Google Finance 2011. NYSE DPS stock information Available from:http://www.google.com/finance?q=NYSE%3ADPS[Accessed 11 December 2011]WN 2011. Orangina Indian Available from:http://wn.com/Orangina_Indian[Accessed 11 December 2011]“The new strategic brand management: creating and sustaining brand equity” Kapferer, J. p.162, Available from:http://books.google.ie/books?id=8PoItiB7bicC&pg=PA192&lpg=PA192&dq=orangina+consumption+statistics&source=bl&ots=ewWb5yxFRu&sig=R-y4YPnqFiLFo8XcMRaVQUUU59s&hl=en&ei=-NPkTpTwCYa4hAfTh6n9AQ&sa=X&oi=book_result&ct=result&redir_esc=y#v=onepage&q=orangina%20consumption%20statistics&f=false[Accessed 11 December 2011]OranginaSchweppes 2011. Activities Facts Available from:http://www.oranginaschweppes.com/html/en-activities_facts.html[Accessed 11 December 2011]Bain 2011. New Life for Orangina Schweppes Available from:http://www.bain.com/publications/articles/new-life-for-orangina-schweppes.aspx[Online] [Accessed 11 December 2011]Adweek 2010. Soft-drink consumption continues decline Available from:http://www.adweek.com/news/advertising-branding/soft-drink-consumption-continues-decline-107218 [Online] [Accessed 11 December 2011]Nationmater 2011. Food Statistics > Soft drink consumption (most recent) by country 17
  19. 19. MeCB/T Digital Business 12/12/11Available from: http://www.nationmaster.com/graph/foo_sof_dri_con-food-soft-drink-consumption[Online] [Accessed 11 December 2011]Suntory 2011. Suntory Beverage & Food Limited : Global Business Available from:http://www.suntory.com/business/food/global.html [Online] [Accessed 11 December 2011]Drinks Daily 2009. Suntory to sell soft drinks in Guangdong, China Available from:http://drinksdaily.com/2009/12/7884/[Online] [Accessed 11 December 2011]Pressdoc 2010. Schweppes launches Schweppes Profile App on Facebook Available from:[Online] [Accessed 11 December 2011]http://supersocial.pressdoc.com/12371-schweppes-facebook-profile-app[Online] [Accessed11 December 2011]Facebook 2011. Orangina International Available from:https://www.facebook.com/OranginaInternational?sk=info[Online] [Accessed 11 December2011]OranginaSchweppes 2010. Shake that Orangina Available from:http://www.shakethatorangina.com/[Online] [Accessed 11 December 2011]Facebook 2011. Schweppes on FacebookAvailable from:https://www.facebook.com/SchweppesFanPage [Online] [Accessed 11 December 2011]Facebook 2011. Schweppes on FacebookAvailablefrom:https://www.facebook.com/schweppes[Online] [Accessed 11 December 2011]Facebook 2011. Orangina on Facebook for the Indian marketAvailable from:https://www.facebook.com/pages/Orangina-India/163055226591[Online] [Accessed 11December 2011]Yahoo Answers 2006. Where can I buy Orangina drink in the United States? Available from:http://answers.yahoo.com/question/index?qid=20061110192536AANbzmD[Online][Accessed 11 December 2011]Jigsaw Technology 2010. Premium Liquor Distributor Increases Productivity & CustomerSatisfaction with Introduction of a Flexible e-Business SolutionAvailable from:http://www.jigsaw.com.au/articles/suntory-user-story.aspx[Online] [Accessed 11 December2011]CiviWeb 2011. VIE ACCOUNTING ASSISTANTAvailable from: 18
  20. 20. MeCB/T Digital Business 12/12/11http://www.civiweb.com/FR/offre/35672.aspx[Online] [Accessed 11 December 2011]FoodBev 2011. organisation suntoryAvailable from:http://www.foodbev.com/organisation/suntory[Online] [Accessed 11 December 2011]Edinn 2010. Orangina Schweppes member company Cítricos y Refrescantes buys edinnM2 and integrates with SA Available from: http://edinn.com/en/news/latest/orangina-schweppes-member-company-citricos-y-refrescantes-buys-edinn-m2-and-integrates-system.html[Online] [Accessed 11 December 2011]Sage (no date found). Beverage Manufacturer Completes Quick Implementation of SageERP X3 Available from:https://docs.google.com/viewer?a=v&q=cache:2GhxJ-wPeXsJ:www.acctech.biz/AccTech/wp-content/uploads/2011/08/Orangina_Beverages.pdf+&hl=en&pid=bl&srcid=ADGEESgSuVldcnN2iFJwdGSYmtPWn-yrsmXppkHlS_mmxFcjm64mz5ViX_c-J11mtrps2KKFGWZqAE2kvD7z_x5enxUHULsR7954XWLHmMHiDW_AaQsInknM4zvVYDmuj2gvc_MNhkYi&sig=AHIEtbSgWqHdQXL2FpMUn0_Zk6nM5Z6gyA [Online][Accessed 11 December 2011]HCL 2009. HCL Technologies Signs New Five-Year Deal with Dr Pepper Snapple Group toEnhance IT Services and SolutionsAvailable from:http://www.hcltech.com/media/press-releases/2009/06/30/[Online] [Accessed 11 December2011]TMCNET 2010. Dr Pepper Snapple Group Achieves 56% Annual ROI withSalesforce.comAvailable from:http://www.tmcnet.com/channels/crm-cloud-computing/articles/75377-dr-pepper-snapple-group-achieves-56-annual-roi.htm[Online] [Accessed 11 December 2011]http://www-01.ibm.com/ IBM 2009. Information to reporting to smarter operations:Performance management at Dr Pepper Snapple GroupAvailable from:http://www-01.ibm.com/software/success/cssdb.nsf/CS/SANS-7Y4MUD?OpenDocument&Site=default&cty=en_us[Online] [Accessed 11 December2011]JDA 2010. Dr Pepper Snapple Group Wins More Business and Transforms its CategoryManagement Process with JDA Planogram Generator Available from:http://www.jda.com/file_bin/CaseStudies/DrPepperSnappleGroup_CaseStudy.pdf[Online] [Accessed 11 December 2011] 19
  21. 21. MeCB/T Digital Business 12/12/11Dr Pepper Snapple Group (US) 2010. Dr Pepper Snapple Group (US) Available from:http://www.adbrands.net/us/drpeppersnapple_us.htm [Online] [Accessed 11 December2011]Forrester.com 2010. Case Study: Dr Pepper Snapple Group Partners With HCL To DriveGreater Service Centricity Available from:http://blogs.forrester.com/roy_wildeman/10-04-14-case_study_dr_pepper_snapple_group_partners_hcl_drive_greater_service_centricity[Online][Accessed 11 December 2011]ComputerWorld 2011. Fujitsu Cloud creates the right buzz for Frucor Available from:http://www.computerworld.com.au/article/373679/fujitsu_cloud_creates_right_buzz_frucor/[Online] [Accessed 11 December 2011] 20

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