Competitive Environment Analysis
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http://www.stepchangemarketing.com/ In this Slideshare presentation: 1. Competitive environment 2. Agenda 3. Spinning test 4. Competitor checklist 5. Your market 6. Narrow or wide definition 7. Defines competitors 8. Defines customers 9. Determining your position 10. Determining your strategy for growth 11. Your market 12. Most wanted man in the world? 13. First solo trans pacific crossing? 14. First man on the moon? 15. Highest mountain in Australia 16. Who remembers...? 17. Be a market leader in a small market 18. Some tools 19. SWOT Analysis 20. Strengths 21. Weaknesses 22. Opportunities 23. Threats 24. Competitive mapping 25. Direct competitors 26. Substitute/Alternate 27. Economic 28. GJC Competitive mapping 29. Innovative entrant modelling 30. Four entrants 31. Brands 32. Futures tunnel 33. Historical forces 34. Current impacts 35. Future considerations 36. Trends research 37. The future 38. Probable 39. Preferred 40. Possible 41. Binary Analysis 42. Where's the growth 43. New customers 44. Existing customers 45. Binary analysis 46. Market growth/brand share 47 - 54. Binary analysis cont... 55-73. Coca-cola vs. Pepsi 74. Competitive Environment
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Competitive Environment Analysis
- 1. Competitive Environment Marketplace, Competitors, Outside Threats and Trends Coraggio C1 1:30 - 4:15 Friday 12th Aug, 2011
- 2. Agenda 1:30 - 1:50 Stimulation Keynote (outside scope) 1:50 - 3:00 Working session covering Market place, Competitors, Outside Threats and Trends 3:00 - 3:15 Break 3:15 - 4:15 Stump the Strategist session. Your chewiest marketing challenge solved live in 9 minutes. Link to me on LinkedIn (Ashton Bishop) and you can download this presentation
- 3. WHICH WAY IS THE GIRL SPINNING?
- 4. Competitor Checklist Measure w hat’ s right, not just what’s Look for op e asy portunities , not just ev Use the rig idence ht tools Think broad ly, act narr owly - bring it ba ck to grow th Think 1000 days
- 5. YOUR MARKET? Defining your market is the most important business shaping decision you can make
- 6. YOUR MARKET? Narrow or wide definition Defining your market is the most important business shaping decision you can make
- 7. YOUR MARKET? Defines Narrow or wide competitors definition Defining your market is the most important business shaping decision you can make
- 8. YOUR MARKET? Defines Narrow or wide competitors Defines definition customers Defining your market is the most important business shaping decision you can make
- 9. YOUR MARKET? Defines Narrow or wide competitors Defines definition customers Defining your market is the most important business shaping decision you can make Determines your position in that category
- 10. YOUR MARKET? Defines Narrow or wide competitors Defines definition customers Defining your market is the most important business shaping decision you can make Determines your Determines your strategy for position in that growth category
- 11. YOUR MARKET?
- 12. YOUR MARKET? - Most wanted man in the world?
- 13. YOUR MARKET? - Most wanted man in - First solo trans-pacific air the world? crossing?
- 14. YOUR MARKET? - Most wanted man in - First solo trans-pacific air - First man on the world? crossing? the moon?
- 15. YOUR MARKET? - Most wanted man in - First solo trans-pacific air - First man on - Highest mountain in the world? crossing? the moon? Australia?
- 16. YOUR MARKET? - Most wanted man in - First solo trans-pacific air - First man on - Highest mountain in the world? crossing? the moon? Australia? Who remembers number 2?
- 17. YOUR MARKET? - Most wanted man in - First solo trans-pacific air - First man on - Highest mountain in the world? crossing? the moon? Australia? Who remembers number 2? BE A MARKET LEADER IN A SMALLER MARKET
- 18. SOME TOOLS
- 19. For a SWOT analysis, conduct one for yourself and one for key competitors.
- 20. STRENGTHS For a SWOT analysis, conduct one for yourself and one for key competitors.
- 21. STRENGTHS WEAKNESSES For a SWOT analysis, conduct one for yourself and one for key competitors.
- 22. STRENGTHS WEAKNESSES OPPORTUNITIES For a SWOT analysis, conduct one for yourself and one for key competitors.
- 23. STRENGTHS WEAKNESSES OPPORTUNITIES THREATS For a SWOT analysis, conduct one for yourself and one for key competitors.
- 24. COMPETITIVE MAPPING Noun = Name Verb = Action
- 25. COMPETITIVE MAPPING Direct Competitors same noun/verb Noun = Name Verb = Action
- 26. COMPETITIVE MAPPING Direct Competitors same noun/verb Alternative Substitute same noun/ different noun/ different verb same verb Noun = Name Verb = Action
- 27. COMPETITIVE MAPPING Direct Competitors same noun/verb Alternative Substitute same noun/ different noun/ different verb same verb Noun = Name Verb = Action Economic different noun/verb
- 28. GJC COMPETITIVE MAPPING Direct Competitors same noun/verb “Espresso Coffee” Starbucks McCafe Coffee Club Michel’s Local cafe Alternative Caffeine soft drink Substitute same noun/ Instant coffee Tea different noun/ different verb same verb Filtered coffee Easy Way “Quick Coffee” snacks “Caffeine Hit” “bubble drinks” soft drinks better lunch petrol cigarettes “Cash Noun = Name Takers” Verb = Action Economic different noun/verb
- 30. INNOVATIVE ENTRANT MODELLING ENTRANT 1 ENTRANT 2 ENTRANT 3 ENTRANT 4
- 31. INNOVATIVE ENTRANT MODELLING ENTRANT 1 ENTRANT 2 ENTRANT 3 ENTRANT 4
- 32. FUTURES TUNNEL
- 34. FUTURES TUNNEL Current impacts Historical forces
- 35. FUTURES TUNNEL Future considerations Current impacts Historical forces
- 36. Trends research What’s the future looking like?
- 37. The Future When working with a futurist they would generally ask you to look at 3 different futures.
- 38. PROBABLE What’s most likely to happen in the next 10 years? The Future When working with a futurist they would generally ask you to look at 3 different futures.
- 39. PROBABLE What’s most likely to happen in the next 10 years? The Future PR EF ER RE D What would we like to happen? And how can we help this eventuate? When working with a futurist they would generally ask you to look at 3 different futures.
- 40. PROBABLE What might happen in the next 10 years ? What’s most likely to happen in the next 10 years? The Future PR EF E ER S IBL RE POS D What would we like to happen? And how can we help this eventuate? When working with a futurist they would generally ask you to look at 3 different futures.
- 41. BINARY ANALYSIS How to make sure every $ you spend on marketing only works for you The Law of Selling by Dave Trott
- 42. BINARY ANALYSIS Where’s the growth? • Net sum game – More ads ≠ more money to spend You can only get: OR
- 43. BINARY ANALYSIS Where’s the growth? • Net sum game – More ads ≠ more money to spend You can only get: 1. New people to use your product – $ entering the category OR – $ switched from your competitor
- 44. BINARY ANALYSIS Where’s the growth? • Net sum game – More ads ≠ more money to spend You can only get: 1. New people to use 2. Existing customers your product – use more – $ entering the (frequency) category OR – pay more (up-sell, – $ switched from x-sell, premium) your competitor
- 45. BINARY ANALYSIS
- 46. BINARY ANALYSIS Market Growth Brand Share
- 47. BINARY ANALYSIS Market Growth Brand Share
- 48. BINARY ANALYSIS Market Growth Brand Share Current Users Triallists Current Users Triallists
- 49. BINARY ANALYSIS Market Growth Brand Share Current Users Triallists Current Users Triallists
- 50. BINARY ANALYSIS Market Growth Brand Share Current Users Triallists Current Users Triallists Branding U.S.P. Branding U.S.P. Branding U.S.P. Branding U.S.P.
- 51. BINARY ANALYSIS Market Leader should normally look to grow the market Market Growth Brand Share Current Users Triallists Current Users Triallists Branding U.S.P. Branding U.S.P. Branding U.S.P. Branding U.S.P.
- 52. BINARY ANALYSIS Market Leader should normally look to grow the market Market Growth Brand Share Current Users Triallists Current Users Triallists Branding U.S.P. Branding U.S.P. Branding U.S.P. Branding U.S.P. Will join the category from next most attractive alternative
- 53. BINARY ANALYSIS Market Leader should normally look to grow the market Market Growth Brand Share Current Users Triallists Current Users Triallists Branding U.S.P. Branding U.S.P. Branding U.S.P. Branding U.S.P. Will join the category Currently your from next most attractive competitors’ customers alternative
- 54. BINARY ANALYSIS Market Leader should normally look to grow the market Market Growth Brand Share Current Users Triallists Current Users Triallists Branding U.S.P. Branding U.S.P. Branding U.S.P. Branding U.S.P. Will join the category Currently your Be honest if no real USP from next most attractive competitors’ customers and make your alternative branding strong!
- 55. VS
- 56. MARKET GROWTH Current Users TRIALISTS U.S.P. Branding U.S.P. BRANDING
- 57. MARKET GROWTH Current Users TRIALISTS U.S.P. Branding U.S.P. BRANDING
- 59. MARKET GROWTH Current Users TRIALISTS U.S.P. Branding U.S.P. BRANDING
- 60. MARKET GROWTH Current Users TRIALISTS U.S.P. Branding U.S.P. BRANDING
- 61. BRAND SHARE Current Users TRIALISTS U.S.P. Branding U.S.P. BRANDING
- 62. BRAND SHARE Current Users TRIALISTS U.S.P. Branding U.S.P. BRANDING
- 63. BRAND SHARE Current Users TRIALISTS U.S.P. Branding U.S.P. BRANDING
- 65. BRAND SHARE Current Users TRIALISTS Branding U.S.P. BRANDING U.S.P.
- 66. BRAND SHARE Current Users TRIALISTS Branding U.S.P. BRANDING U.S.P.
- 67. BRAND SHARE Current Users TRIALISTS Branding U.S.P. BRANDING U.S.P.
- 68. BRAND SHARE Current Users TRIALISTS Branding U.S.P. BRANDING U.S.P.
- 70. MARKET GROWTH CURRENT TRIALISTS USERS U.S.P. BRANDING U.S.P. BRANDING
- 71. MARKET GROWTH CURRENT TRIALISTS USERS U.S.P. BRANDING U.S.P. BRANDING
- 72. MARKET GROWTH CURRENT TRIALISTS USERS U.S.P. BRANDING U.S.P. BRANDING
- 73. MARKET GROWTH CURRENT TRIALISTS USERS U.S.P. BRANDING U.S.P. BRANDING
- 74. C OMPE TITIVE EN VIRONMENT WHY YOU NEED IT OUR EXAMPLE: AND HOW TO USE IT COMPETITION IS CATEGORY: COACHED MARKETING SERVICES MAIN COMPETITORS: I N S P I R AT I O N GETTING TOUGHER! COMPETITOR PRIORITY STRENGTHS YOU WANT TO BE Established and entrenched relationships; MORE RELEVANT Traditional Creative Knowing your competitors' key strengths 1 opportunities to swim upstream, killer polish on Agencies (Do It For Me) and weaknesses is not only a great place production, breadth of production to learn and find business growth - it’s Reputation, inflated price-point is seen as an indicator TO A SMALLER Brand Consultants crucial in how you differentiate your 2 of quality and credibility through associations with big (Do It For Me) business. brands NUMBER OF PEOPLE Seminars, Speakers, Low price points, seen as experts often without real Without a differentiating factor there 3 Coaches (Do It With Me) experience, focused, high profile really is no reason for your customers In-house, Books, Digital to spend money with you, instead of with 4 Cost effective Support (Do It Yourself) your competitors. MASSAGE THERAPIST You’ll also want to have a look at the VS environment in which you’re operating in. Knowing what trends will impact your OUTSIDE THREATS: TRENDS SPORTS MASSAGE THERAPIST category, and what the threats are, can US/OS based effective online Increasing competition VS help future-proof your business. tutorials/webinars (Google) and pressure on margins PERFORMANCE ATHLETE Business coaches: Brad Sugars/ Rogen International Growing numbers of REHABILITATIVE MASSAGE small businesses RESOURCES & www.google.com/trends REFERENCES www.google.com/press/zeitgeist www.trendspotting.com www.trendwatching.com www.fastflip.googlelabs.com www.springwise.com
Editor's Notes
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- Clockwise is right hand side of brain - left handed, creative\nAnti-clockwise is left side of brain - rational, logical\n
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- Seems obvious - but often it isn’t if you’re a small player. \nYou need to think, you need to define your niche to stop yourself getting lost or swallowed up!\n
- Seems obvious - but often it isn’t if you’re a small player. \nYou need to think, you need to define your niche to stop yourself getting lost or swallowed up!\n
- Seems obvious - but often it isn’t if you’re a small player. \nYou need to think, you need to define your niche to stop yourself getting lost or swallowed up!\n
- Seems obvious - but often it isn’t if you’re a small player. \nYou need to think, you need to define your niche to stop yourself getting lost or swallowed up!\n
- Seems obvious - but often it isn’t if you’re a small player. \nYou need to think, you need to define your niche to stop yourself getting lost or swallowed up!\n
- Neil Armstrong\nBuzz Aldrin\nCharles Pete Conrad\n--------\nCharles Kingford Smith\nSecond? \n----\nMount Kosciuszko (2,228 m) — highest mountain in mainland Australia — New South Wales\nMount Kosciuszko 2228\nMount Townsend 2209\nMount Twynam 2195\nMawson Peak is a peak on Heard Island, an Australian territory in the Southern Ocean\nMawson Peak (2,745 m) — Highest peak in any state or territory of Australia\n
- Neil Armstrong\nBuzz Aldrin\nCharles Pete Conrad\n--------\nCharles Kingford Smith\nSecond? \n----\nMount Kosciuszko (2,228 m) — highest mountain in mainland Australia — New South Wales\nMount Kosciuszko 2228\nMount Townsend 2209\nMount Twynam 2195\nMawson Peak is a peak on Heard Island, an Australian territory in the Southern Ocean\nMawson Peak (2,745 m) — Highest peak in any state or territory of Australia\n
- Neil Armstrong\nBuzz Aldrin\nCharles Pete Conrad\n--------\nCharles Kingford Smith\nSecond? \n----\nMount Kosciuszko (2,228 m) — highest mountain in mainland Australia — New South Wales\nMount Kosciuszko 2228\nMount Townsend 2209\nMount Twynam 2195\nMawson Peak is a peak on Heard Island, an Australian territory in the Southern Ocean\nMawson Peak (2,745 m) — Highest peak in any state or territory of Australia\n
- Neil Armstrong\nBuzz Aldrin\nCharles Pete Conrad\n--------\nCharles Kingford Smith\nSecond? \n----\nMount Kosciuszko (2,228 m) — highest mountain in mainland Australia — New South Wales\nMount Kosciuszko 2228\nMount Townsend 2209\nMount Twynam 2195\nMawson Peak is a peak on Heard Island, an Australian territory in the Southern Ocean\nMawson Peak (2,745 m) — Highest peak in any state or territory of Australia\n
- Neil Armstrong\nBuzz Aldrin\nCharles Pete Conrad\n--------\nCharles Kingford Smith\nSecond? \n----\nMount Kosciuszko (2,228 m) — highest mountain in mainland Australia — New South Wales\nMount Kosciuszko 2228\nMount Townsend 2209\nMount Twynam 2195\nMawson Peak is a peak on Heard Island, an Australian territory in the Southern Ocean\nMawson Peak (2,745 m) — Highest peak in any state or territory of Australia\n
- Neil Armstrong\nBuzz Aldrin\nCharles Pete Conrad\n--------\nCharles Kingford Smith\nSecond? \n----\nMount Kosciuszko (2,228 m) — highest mountain in mainland Australia — New South Wales\nMount Kosciuszko 2228\nMount Townsend 2209\nMount Twynam 2195\nMawson Peak is a peak on Heard Island, an Australian territory in the Southern Ocean\nMawson Peak (2,745 m) — Highest peak in any state or territory of Australia\n
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- Often a brands strength or weakness only shows up in the light of a truly strong competitor. Thinking about what a truly innovative brand might do if they entered your market may give you a chance to pre-emptively defend against not only your current competitors but broader competitive set. How to use this tool is you pick an entrant, given their brand what would they do if they entered the market, does this give you any ideas or opportunities. Repeat for 4 entrants.\n\n
- Often a brands strength or weakness only shows up in the light of a truly strong competitor. Thinking about what a truly innovative brand might do if they entered your market may give you a chance to pre-emptively defend against not only your current competitors but broader competitive set. How to use this tool is you pick an entrant, given their brand what would they do if they entered the market, does this give you any ideas or opportunities. Repeat for 4 entrants.\n\n
- Often a brands strength or weakness only shows up in the light of a truly strong competitor. Thinking about what a truly innovative brand might do if they entered your market may give you a chance to pre-emptively defend against not only your current competitors but broader competitive set. How to use this tool is you pick an entrant, given their brand what would they do if they entered the market, does this give you any ideas or opportunities. Repeat for 4 entrants.\n\n
- Often a brands strength or weakness only shows up in the light of a truly strong competitor. Thinking about what a truly innovative brand might do if they entered your market may give you a chance to pre-emptively defend against not only your current competitors but broader competitive set. How to use this tool is you pick an entrant, given their brand what would they do if they entered the market, does this give you any ideas or opportunities. Repeat for 4 entrants.\n\n
- Often a brands strength or weakness only shows up in the light of a truly strong competitor. Thinking about what a truly innovative brand might do if they entered your market may give you a chance to pre-emptively defend against not only your current competitors but broader competitive set. How to use this tool is you pick an entrant, given their brand what would they do if they entered the market, does this give you any ideas or opportunities. Repeat for 4 entrants.\n\n
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- Only want to grow the market if you’re market leader. If a challenger grows the market they ‘give away’ a disproportionate share and strengthen the leader’s position. \n
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- 1. Coke started the cola boom with branding and rapidly grew the market. \n2. Pepsi came in and tried to do the same thing, but just drove Coke’s share\n3. Meanwhile Coke tried to attack Pepsi with ‘the real thing’ \n4. Pepsi changed tact and took Coke’s share with the ‘Pepsi challenge’ \n5. Coke then went back to growing the market with, ‘I want to but the world a coke’. As everyone had tried, they focused on current users. \n
- 1. Coke started the cola boom with branding and rapidly grew the market. \n2. Pepsi came in and tried to do the same thing, but just drove Coke’s share\n3. Meanwhile Coke tried to attack Pepsi with ‘the real thing’ \n4. Pepsi changed tact and took Coke’s share with the ‘Pepsi challenge’ \n5. Coke then went back to growing the market with, ‘I want to but the world a coke’. As everyone had tried, they focused on current users. \n
- 1. Coke started the cola boom with branding and rapidly grew the market. \n2. Pepsi came in and tried to do the same thing, but just drove Coke’s share\n3. Meanwhile Coke tried to attack Pepsi with ‘the real thing’ \n4. Pepsi changed tact and took Coke’s share with the ‘Pepsi challenge’ \n5. Coke then went back to growing the market with, ‘I want to but the world a coke’. As everyone had tried, they focused on current users. \n
- 1. Coke started the cola boom with branding and rapidly grew the market. \n2. Pepsi came in and tried to do the same thing, but just drove Coke’s share\n3. Meanwhile Coke tried to attack Pepsi with ‘the real thing’ \n4. Pepsi changed tact and took Coke’s share with the ‘Pepsi challenge’ \n5. Coke then went back to growing the market with, ‘I want to but the world a coke’. As everyone had tried, they focused on current users. \n
- 1. Coke started the cola boom with branding and rapidly grew the market. \n2. Pepsi came in and tried to do the same thing, but just drove Coke’s share\n3. Meanwhile Coke tried to attack Pepsi with ‘the real thing’ \n4. Pepsi changed tact and took Coke’s share with the ‘Pepsi challenge’ \n5. Coke then went back to growing the market with, ‘I want to but the world a coke’. As everyone had tried, they focused on current users. \n
- 1. Coke started the cola boom with branding and rapidly grew the market. \n2. Pepsi came in and tried to do the same thing, but just drove Coke’s share\n3. Meanwhile Coke tried to attack Pepsi with ‘the real thing’ \n4. Pepsi changed tact and took Coke’s share with the ‘Pepsi challenge’ \n5. Coke then went back to growing the market with, ‘I want to but the world a coke’. As everyone had tried, they focused on current users. \n
- 1. Coke started the cola boom with branding and rapidly grew the market. \n2. Pepsi came in and tried to do the same thing, but just drove Coke’s share\n3. Meanwhile Coke tried to attack Pepsi with ‘the real thing’ \n4. Pepsi changed tact and took Coke’s share with the ‘Pepsi challenge’ \n5. Coke then went back to growing the market with, ‘I want to but the world a coke’. As everyone had tried, they focused on current users. \n
- 1. Coke started the cola boom with branding and rapidly grew the market. \n2. Pepsi came in and tried to do the same thing, but just drove Coke’s share\n3. Meanwhile Coke tried to attack Pepsi with ‘the real thing’ \n4. Pepsi changed tact and took Coke’s share with the ‘Pepsi challenge’ \n5. Coke then went back to growing the market with, ‘I want to but the world a coke’. As everyone had tried, they focused on current users. \n
- 1. Coke started the cola boom with branding and rapidly grew the market. \n2. Pepsi came in and tried to do the same thing, but just drove Coke’s share\n3. Meanwhile Coke tried to attack Pepsi with ‘the real thing’ \n4. Pepsi changed tact and took Coke’s share with the ‘Pepsi challenge’ \n5. Coke then went back to growing the market with, ‘I want to but the world a coke’. As everyone had tried, they focused on current users. \n
- 1. Coke started the cola boom with branding and rapidly grew the market. \n2. Pepsi came in and tried to do the same thing, but just drove Coke’s share\n3. Meanwhile Coke tried to attack Pepsi with ‘the real thing’ \n4. Pepsi changed tact and took Coke’s share with the ‘Pepsi challenge’ \n5. Coke then went back to growing the market with, ‘I want to but the world a coke’. As everyone had tried, they focused on current users. \n
- 1. Coke started the cola boom with branding and rapidly grew the market. \n2. Pepsi came in and tried to do the same thing, but just drove Coke’s share\n3. Meanwhile Coke tried to attack Pepsi with ‘the real thing’ \n4. Pepsi changed tact and took Coke’s share with the ‘Pepsi challenge’ \n5. Coke then went back to growing the market with, ‘I want to but the world a coke’. As everyone had tried, they focused on current users. \n
- 1. Coke started the cola boom with branding and rapidly grew the market. \n2. Pepsi came in and tried to do the same thing, but just drove Coke’s share\n3. Meanwhile Coke tried to attack Pepsi with ‘the real thing’ \n4. Pepsi changed tact and took Coke’s share with the ‘Pepsi challenge’ \n5. Coke then went back to growing the market with, ‘I want to but the world a coke’. As everyone had tried, they focused on current users. \n
- 1. Coke started the cola boom with branding and rapidly grew the market. \n2. Pepsi came in and tried to do the same thing, but just drove Coke’s share\n3. Meanwhile Coke tried to attack Pepsi with ‘the real thing’ \n4. Pepsi changed tact and took Coke’s share with the ‘Pepsi challenge’ \n5. Coke then went back to growing the market with, ‘I want to but the world a coke’. As everyone had tried, they focused on current users. \n
- 1. Coke started the cola boom with branding and rapidly grew the market. \n2. Pepsi came in and tried to do the same thing, but just drove Coke’s share\n3. Meanwhile Coke tried to attack Pepsi with ‘the real thing’ \n4. Pepsi changed tact and took Coke’s share with the ‘Pepsi challenge’ \n5. Coke then went back to growing the market with, ‘I want to but the world a coke’. As everyone had tried, they focused on current users. \n
- 1. Coke started the cola boom with branding and rapidly grew the market. \n2. Pepsi came in and tried to do the same thing, but just drove Coke’s share\n3. Meanwhile Coke tried to attack Pepsi with ‘the real thing’ \n4. Pepsi changed tact and took Coke’s share with the ‘Pepsi challenge’ \n5. Coke then went back to growing the market with, ‘I want to but the world a coke’. As everyone had tried, they focused on current users. \n
- 1. Coke started the cola boom with branding and rapidly grew the market. \n2. Pepsi came in and tried to do the same thing, but just drove Coke’s share\n3. Meanwhile Coke tried to attack Pepsi with ‘the real thing’ \n4. Pepsi changed tact and took Coke’s share with the ‘Pepsi challenge’ \n5. Coke then went back to growing the market with, ‘I want to but the world a coke’. As everyone had tried, they focused on current users. \n
- 1. Coke started the cola boom with branding and rapidly grew the market. \n2. Pepsi came in and tried to do the same thing, but just drove Coke’s share\n3. Meanwhile Coke tried to attack Pepsi with ‘the real thing’ \n4. Pepsi changed tact and took Coke’s share with the ‘Pepsi challenge’ \n5. Coke then went back to growing the market with, ‘I want to but the world a coke’. As everyone had tried, they focused on current users. \n
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