Coca-Cola, the product that has given the world its best-known taste was born in Atlanta, Georgia, on May 8, 1886. Coca-Cola Company is the world’s leading manufacturer, marketer and distributor of non-alcoholic beverage concentrates and syrups, used to produce nearly 400 beverage brands. It sells beverage concentrates and syrups to bottling and canning operators, distributors, fountain retailers and fountain wholesalers. The Company’s beverage products comprises of bottled and canned soft drinks as well as concentrates, syrups and not-ready-to-drink powder products. In addition to this, it also produces and markets sports drinks, tea and coffee. The Coca-Cola Company began building its global network in the 1920s

1. Strategic Management Case Study
Coca-Cola Company
Submitted to:
Sir. Rao Majid Shamshad
Submitted by:
Wasim Abbas (3051)
MBA 5th
(Evening)
Session (2013-2017)
+923114402000
Wasimabbas369@gmail.com
Department of Management Sciences
University of Education
Okara Campus

2. Strategic Management Case Study Coca-Cola Co.
Summary:
Coca-Cola, the product that has given the world its best-known taste was born in Atlanta, Georgia,
on May 8, 1886. Coca-Cola Company is the world’sleading manufacturer, marketer and distributor
of non-alcoholic beverageconcentrates and syrups, used to produce nearly 400 beverage brands. It
sells beverage concentrates and syrups to bottling and canning operators, distributors,fountain
retailers and fountain wholesalers. The Company’s beverage productscomprises of bottled and
canned soft drinks as well as concentrates, syrups andnot-ready-to-drink powder products. In
addition to this, it also produces andmarkets sports drinks, tea and coffee. The Coca-Cola Company
began building itsglobal network in the 1920s. Now operating in more than 200 countries and
producing nearly 400 brands, the Coca-Cola system has successfully applied asimple formula on a
global scale: “Provide a moment of refreshment for a smallamount of money- a billion times a
day.” The Coca-Cola Company and its network of bottlers comprise the mostsophisticated and
pervasive production and distribution system in the world. Morethan anything, that system is
dedicated to people working long and hard to sell the products manufactured by the Company. This
unique worldwide system has madeThe Coca-Cola Company the world’s premier soft-drink
enterprise. From Bostonto Beijing, from Montreal to Moscow, Coca-Cola, more than any other
consumer product, has brought pleasure to thirsty consumers around the globe. For morethan 115
years, Coca-Cola has created a special moment of pleasure for hundredsof millions of people every
day.The Company aims at increasing shareowner value over time. Itaccomplishes this by working
with its business partners to deliver satisfaction andvalue to consumers through a worldwide system
of superior brands and services,thus increasing brand equity on a global basis. They aim at
managing their business well with people who are strongly committed to the Company values
andculture and providing an appropriately controlled environment, to meet businessgoals and
objectives. The associates of this Company jointly take responsibility toensure compliance with the
framework of policies and protect the Company’sassets and resources whilst limiting business risks.
The coca cola is responsiblefor the mfg. distribution & sales of product across the country.
Existing Vision Statement
Our vision serves as a framework for our Roadmap and guides every aspect of our business by
describing what we need to accomplish in order to continue achieving sustainable, quality growth.
• People: Be a great place to work where people are inspired to be the best they can be.
• Portfolio: Bring to the world a portfolio beverage brands that anticipate and satisfy people’s
desires and needs.
• Partners: Nurture a winning network of customers and suppliers, together we create mutual,
enduring value.

3. • Planet: Be a responsible citizen that makes a difference by helping build and support
sustainable communities.
• Profit: Maximize long-term return to shareholders while being mindful of our overall
responsibilities.
• Productivity: be a highly effective, lean and fast-moving organization
Existing Mission Statement
Our Roadmap starts without mission, which is enduring. It declares our purpose as a company and
serves as the standard against which we weigh our actions and decisions.
 To refresh the world
 To inspire moments of optimism and happiness
 To create value and make a difference.
Existing Growth Strategy
 Driving global beverage leadership
 Accelerate innovation
 Leverage our balanced geographic portfolio
 Proposed Vision Statement
 Coca-Cola’s vision is to inspire moments of happiness while refreshing the world.
Proposed Vision Statement:
Coca-Cola’s vision is to inspire moments of happiness while refreshing the world.
Proposed Mission Statement
With six main operating segments in North America, Latin America, Europe, Eurasia, Africa(
bottling Investment) the Pacific and bottling investments, Coca-Cola is dedicated to being a highly
effective refreshments and fast-moving organization.
 Our mission is to bring consumers quality refreshments that anticipate and satisfy their
desires and needs.
 As a company we strive to be responsible citizens by helping to rebuild and support
sustainable communities, while maximizing long-term return to shareowners.
 Through modern technology and inspiring employees to be the best they can be we know
we can continue to provide the best products on the market.

4. Strategies:
Forward Integration:
Gaining ownership or increased control over distributors or retailers.
Backward Integration:
Seeking ownership or increased control of a firm’s suppliers.
Horizontal Integration:
Seeking ownership or increased control over competitors.
Market Penetration:
Seeking increased market share for present products or services in present markets through greater
marketing effort.
Market Development:
Introducing present products or services into new geographic area.
Product Development:
Seeking increased sales by improving present products or services or developing new ones.
Related Diversification:
Adding new but related products or services.
Unrelated Diversification:
Adding new, unrelated products or services.
Retrenchment:
Regrouping through cost and asset reduction to reverse declining sales and profit.
Divestiture:
Selling a division or part of an organization.
Liquidation:
Selling all of a company’s assets, in parts, for their tangible worth.

5. Opportunity
1) Spurring demand for energy drinks, especially in the US where estimates show about 2
billion.
2) Approximately 85% of the company’s unit case volume is delivered in recyclable bottles
and cans, and the company targets to recover at least 50% of the equivalent bottles and cans
sold worldwide.
3) Bottled water drinking has increased 11%.
4) European and China market show large potential to grow by an estimated amount of 7%.
5) Has the option, but no obligation, to assist bottlers with promotional and marketing
activities ($5 billion in 2010).
6) 55 billion beverage servings are consumed worldwide each day
7) Global beverage industry is expected to grow from a valued $1.4 trillion in 2008, to $1.6
trillion by 2013.
8) India currently only consumes 11 8oz servings of Coca Cola per person per year.
9) The non-alcoholic ready to drink (NARTD) beverage industry is expected to grow by 50
billion unit cases by 2020.
Threats
1) Increasing preference for non carbonated healthy drinks. The Coca Cola soda saw a 5%
volume declines respectively in the carbonated soda brands category.
2) With rising obesity rates of 35.7% for adults and 17% for youth in the U.S. alone, health
concerns may cause reduced consumption of sugar sweetened beverages, impacting
profitability.
3) Water is the main and most significant ingredient in beverages, quality and abundance of
water is scarce worldwide, where 70% is used for agriculture and irrigation.
4) With $24.5 billion in net operating revenue generated from international markets, and
operating in over 200 countries, unstable economic conditions in foreign countries can
dramatically decrease revenues.
5) The primary beverage of Coca Cola is sparkling beverages, the most popular drinks
consumed worldwide, in their respective order, are water, tea, and beer.
6) Changes in currency rates. Coca-cola uses 74 functional currencies in 2010.

6. 7) In 2010 had approximately 18,600 associates represented by labor unions.
8) PEP operating income and revenues both exceeded KO's by .85 Billion and 7.67 Billion
respectively. They are strong competitors in the market
9) PepsiCo dominated North America with sales of US $22billion, while Coca-Cola only had
about US $7billion.
Strengths
1) With revenues of $35,119,000 million, Coca-Cola is one of the largest beverage
manufacturers globally.
2) Coca-Cola owns four of the world’s top five nonalcoholic sparkling beverage brands
including Coca-Cola, Diet Coke, Sprite and Fanta.
3) Sold 25.5 billion cases of products in 2010
4) Accounted for 51% of U.S. unit case volume, and 50% of non-U.S. case volume for 2010
5) Has ownership interest in its bottling/distributing partners; 23% in Coca-Cola Hellenic, 32%
in Coca-Cola FEMSA, and 30% in Coca-Cola Amatil.
6) Acquired Coca-Cola Enterprises, Inc., one of the major bottlers for Coca-Cola in North
America which had $3.6 billion in revenues.
7) In Eurasia and Africa, unit case volume increased 12% in 2010.
8) Coca-Cola has more than 500 brands and 3,500 beverages and products.
9) Coca-Cola sells 1.7 Billion servings of beverages per day in over 200 countries.
10) Coca-Cola generated 9.5 billion in cash from operations in 2010, up 16% over 2009.
Weaknesses
1) Weak performance in Europe achieving a 0% growth in 2010.
2) Does not hold number 1 spot for either the water brand or the leading sports drink.
3) Currently does not hold a snacks segment, where Pepsi Co. has a food division which
creates for 60% of their total revenue.
4) Does not perform best in North America, only accounting for 31.7% in total revenue in
2010.
5) Has a high number of current liabilities accounting for 18,508 million.

7. 6) Acquiring Coca-Cola Enterprises (CCE) resulted in assuming additional $7.9 billion in
debt.
7) Operating income for Europe operations decreased by $50 million in 2010.
8) Interest expense increased $378 million mainly due to premiums paid on repurchasing long
term debt.
9) Common Stock Market Prices decreased between the first and second quarter in 2010 from
$52.23 and $49.47.
10) Other operating expenses grew to $5,959 million in 2010 from $5,699 million in 2009.
Stage One:
External Factor Evaluation (EFE) Matrix:
Key External Factors Weights Rating Weighted Score
0.0 to 1.0 1 to 4
Opportunities
This is spurring demand for energy drinks,
especially in the US which according to the latest
industry estimates is about 2 billion. 0.06 4 0.24
Approximately 85% of the company’s unit case
volume is delivered in recyclable bottles and cans,
and the company targets to recover at least 50% of
the equivalent bottles and cans sold worldwide. 0.04 3 0.12
Bottled water drinking has increased 11%. 0.04 2 0.08
European and China market show large potential to
grow, growing into these divisions more will help
the revenue sales. 0.04 2 0.08
Has the option, but no obligation, to assist bottlers
with promotional and marketing activities ($5
billion in 2010). 0.05 2 0.1
55 billion beverage servings are consumed
worldwide each day. 0.06 3 0.18

8. Global beverage industry is expected to grow from a
valued $1.4 trillion in 2008, to $1.6 trillion by 2013. 0.05 3 0.15
India currently only consumes 11 8oz servings of
KO per person per year. 0.04 2 0.08
The non-alcoholic ready to drink(NARTD) beverage
industry is expected to grow by 50 billion unit cases
by 2020. 0.05 3 0.15
Threats 0
Increasing preference for non carbonated healthy
drinks. The Coca Cola soda saw a 5% volume
declines respectively in the carbonated soda brands
category. 0.06 3 0.18
With rising obesity rates of 35.7% for adults and
17% for youth in the U.S. alone, health concerns
may cause reduced consumption of sugar sweetened
beverages, impacting profitability. 0.06 2 0.12
Water is the main and most significant ingredient in
beverages, quality and abundance of water is scarce
worldwide, where 70% is used for agriculture and
irrigation. 0.09 2 0.18
With $24.5 billion in net operating revenue
generated from international markets, and operating
in over 200 countries, unstable economic conditions
in foreign countries can dramatically decrease
revenues. 0.07 3 0.21
The primary beverage of Coca Cola is sparkling
beverages, the most popular drinks consumed
worldwide, in their respective order, are water, tea,
and beer. 0.07 4 0.28
Changes in currency rates. Coca-cola uses 74
functional currencies in 2010. 0.04 2 0.08
In 2010 had approximately 18,600 associates
represented by labor unions. 0.05 2 0.1

9. PEP operating income and revenues both exceeded
KO's by .85 Billion and 7.67 Billion respectively.
They are strong competitors in the market. 0.05 4 0.2
PepsiCo dominated North America with sales of US
$22billion,while Coca-Cola only had about US
$7billion. 0.08 4 0.32
Totals 1 2.85

10. Key Internal Factors Weights Rating Weighted Score
0.0 to
1.0
1, 2, 3 or
4
Internal Strengths 3 or 4
With revenues of $35,119,000 million, Coca-Cola is
one of the largest beverage manufacturers globally. 0.07 4 0.28
Coca-Cola owns four of the world’s top five
nonalcoholic sparkling beverage brands including
Coca-Cola, Diet Coke, Sprite and Fanta. 0.08 4 0.32
Sold 25.5 billion cases of products in 2010. 0.07 3 0.21
Accounted for 51% of U.S. unit case volume, and
50% of non-U.S. case volume for 2010. 0.06 3 0.18
Has ownership interest in its bottling/distributing
partners; 23% in Coca-Cola Hellenic, 32% in Coca-
Cola FEMSA, and 30% in Coca-Cola Amatil. 0.05 3 0.15
Acquired Coca-Cola Enterprises, Inc., one of the
major bottlers for Coca-Cola in North America which
had $3.6 billion in revenues. 0.09 4 0.36
In Eurasia and Africa, unit case volume increased
12% in 2010. 0.04 3 0.12
Coca-Cola has more than 500 brands and 3,500
beverages and products. 0.06 4 0.24
Coca-Cola sells 1.7 Billion servings of beverages per
day in over 200 countries. 0.05 3 0.15
Coca-Cola generated 8.5 billion in cash from
operations in 2010, up 16% over 2009. 0.06 3 0.18
Internal Weaknesses 1 or 2
Weak performance in Europe achieving a 0% growth
in 2010. 0.02 1 0.02

11. Does not hold number 1 spot for either the water
brand or the leading sports drink. 0.06 2 0.12
Currently does not hold a snacks segment, where
Pepsi Co. has a food division which creates for 60%
of their total revenue. 0.07 1 0.07
Does not perform best in North America, only
accounting for 31.7% in total revenue in 2010. 0.03 1 0.03
Has a high number of current liabilities accounting for
18,508 million. 0.02 2 0.04
Acquiring Coca-Cola Enterprises (CCE) resulted in
assuming additional $7.9 billion in debt. 0.07 1 0.07
Operating income for Europe operations decreased by
$50 million in 2010. 0.03 1 0.03
Interest expense increased $378 million mainly due to
premiums paid on repurchasing long term debt. 0.03 2 0.06
Common Stock Market Prices decreased between the
first and second quarter in 2010 from $52.23 and
$49.47. 0.02 2 0.04
Other operating expenses grew to $5,959 million in
2010 from $ 5,699 million in 2009. 0.02 2 0.04
Totals 1 2.71

12. Compatative Profile Matrix CPM
Coke Dr PEP PEP
Critical
Success
factors Weights Rating
Weighted
Score Rating
Weighted
Score Rating
Weighted
Score
0.0 to
1.0 1 to 4 1 to 4 1 to 4
Advertising 0.08 4 0.32 3 0.24 4 0.32
Product Quality 0.12 4 0.48 3 0.36 3 0.36
Price
Competitiveness 0.1 4 0.4 3 0.3 4 0.4
Finanical
Position 0.1 3 0.3 4 0.4 3 0.3
Customer
Loyalty 0.14 4 0.56 3 0.42 4 0.56
Global
Expansion 0.11 4 0.44 3 0.33 3 0.33
Market Share 0.07 3 0.21 4 0.28 3 0.21
Organization
Structure 0.06 4 0.24 3 0.18 3 0.18
Customer
Service 0.08 4 0.32 3 0.24 3 0.24
Production
Capacity 0.1 4 0.4 3 0.3 4 0.4
Employee
Dedication 0.04 3 0.12 4 0.16 3 0.12
Totals 1 3.79 3.21 3.42

13. Stage Two:
SWOT Matrix:
Strengths
1. With revenues of
$35,119,000 million,
Coca-Cola is one of
the largest beverage
manufacturers
globally.
2. Coca-Cola owns four
of the world’s top five
nonalcoholic sparkling
beverage brands
including Coca-Cola,
Diet Coke, Sprite and
Fanta.
3. Sold 25.5 billion cases
of products in 2010
4. Accounted for 51% of
U.S. unit case volume,
and 50% of non-U.S.
case volume for 2010
5. Has ownership interest
in its
bottling/distributing
partners; 23% in Coca-
Cola Hellenic, 32% in
Coca-Cola FEMSA,
and 30% in Coca-Cola
Amatil.
6. Acquired Coca-Cola
Enterprises, Inc., one
of the major bottlers
for Coca-Cola in North
America which had
$3.6 billion in
revenues.
7. In Eurasia and Africa,
unit case volume
increased 12% in 2010.
8. Coca-Cola has more
than 500 brands and
3,500 beverages and
Weakness
1. Weak performance in
Europe achieving a 0%
growth in 2010.
2. Does not hold number
1 spot for either the
water brand or the
leading sports drink.
3. Currently does not
hold a snacks segment,
where Pepsi Co. has a
food division which
creates for 60% of
their total revenue.
4. Does not perform best
in North America, only
accounting for 31.7%
in total revenue in
2010.
5. Has a high number of
current liabilities
accounting for 18,508
million.
6. Acquiring Coca-Cola
Enterprises (CCE)
resulted in assuming
additional $7.9 billion
in debt.
7. Operating income for
Europe operations
decreased by $50
million in 2010.
8. Interest expense
increased $378 million
mainly due to
premiums paid on
repurchasing long term
debt.
9. Common Stock Market
Prices decreased
between the first and

14. products.
9. Coca-Cola sells 1.7
Billion servings of
beverages per day in
over 200 countries.
10. Coca-Cola generated
9.5 billion in cash from
operations in 2010, up
16% over 2009.
second quarter in 2010
from $52.23 and
$49.47.
10. Other operating
expenses grew to
$5,959 million in 2010
from $5,699
million in 2009.
Opportunity
1. This is spurring
demand for energy
drinks, especially in
the US which
according to the latest
industry estimates is
about 2 billion.
2. Approximately 85% of
the company’s unit
case volume is
delivered in recyclable
bottles and cans, and
the company targets to
recover at least 50% of
the equivalent bottles
and cans sold
worldwide.
3. Bottled water drinking
has increased 11%.
4. European and China
market show large
potential to grow,
growing into these
divisions more will
help the revenue sales.
5. Has the option, but no
obligation, to assist
bottlers with
promotional and
marketing activities
($5 billion in 2010).
6. 55 billion beverage
servings are consumed
worldwide each day.
SO:
1. Create a line of
energy drinks to meet
a growing demand of
those products. (S8,
S9, S10, O1, O9)
2. Increase marketing in
Latin America. (S8,
S9, S10, O6, O7, O9)
WO:
1. Increase sports drink
product sales through
sponsorship of
collegiate sports.
(W2, W4, O1, O6,
O9)
2. Increase marketing in
Europe. (W1, O4, O6)
3. Take advantage of
the increasing
demand for bottled
water by creating
flavored water drops.
(W2, O3, O6, O9)

15. 7. Global beverage
industry is expected to
grow from a valued
$1.4 trillion in 2008, to
$1.6 trillion by 2013.
8. India currently only
consumes 11 8oz
servings of KO per
person per year.
9. The non-alcoholic
ready to
drink(NARTD)
beverage industry is
expected to grow by 50
billion unit cases by
2020.
Threats:
1. Increasing preference
for non carbonated
healthy drinks. The
Coca Cola soda saw a
5% volume declines
respectively in the
carbonated soda brands
category.
2. With rising obesity
rates of 35.7% for
adults and 17% for
youth in the U.S.
alone, health concerns
may cause reduced
consumption of sugar
sweetened beverages,
impacting profitability.
3. Water is the main and
most significant
ingredient in
beverages, quality and
abundance of water is
scarce worldwide,
where 70% is used for
agriculture and
irrigation.
4. With $24.5 billion in
net operating revenue
generated from
ST:
1. Diversify beverage
line by offering
alcoholic beverages.
(S1, S8, S9, T5)
2. Increase R&D
spending to research
production methods
to ensure that we are
utilizing resources in
the most efficient
manner. (S1, S10, T3)
WT:
1. Create a lower
calorie sports drink
line to promote
healthy drinking
habits while still
providing the
essential electrolyte
balance. (W2, W4,
T1, T2)
2. Diversify products by
entering the healthy
snack/snack food
market. (W3, T2)

16. international markets,
and operating in over
200 countries, unstable
economic conditions in
foreign countries can
dramatically decrease
revenues.
5. The primary beverage
of Coca Cola is
sparkling beverages,
the most popular
drinks consumed
worldwide, in their
respective order, are
water, tea, and beer.
6. Changes in currency
rates. Coca-cola uses
74 functional
currencies in 2010.
7. In 2010 had
approximately 18,600
associates represented
by labor unions.
8. PEP operating income
and revenues both
exceeded KO's by .85
Billion and 7.67
Billion respectively.
They are strong
competitors in the
market.
9. PepsiCo dominated
North America with
sales of US
$22billion,while Coca-
Cola only had about
US $7billion.

17. Strategy Position and Action Evaluation (SPACE) Matrix:

18. BostonConsulting Group (BCG) Matrix:
Segments Revenue %rev profit %pft
Relative Market
Share
Industry Growth
Rate (%)
North America $11,205.00 39.45% $1,520.00 15.31% 1.00 4.40%
Pacific $5,271.00 18.56% $2,048.00 20.63% 1.00 5.60%
Europe $5,249.00 18.48% $2,976.00 29.97% 1.00 5.30%
Latin America $4,121.00 14.51% $2,405.00 24.22% 1.00 6.00%
Eurasia & Africa $2,556.00 9.00% $980.00 9.87% 1.00 6.50%
Total $28,402.00 100.00%$9,929.00 100.00% 5.54% AVG

19. BCG Matrix:
RMS
0.1 H 0.5 M 0.0 L
+20 Star
H
 Itegration(both)
 Market Penetration
 Market Development
 Product Development
Question Mark
0 M Cash Cow
-20 L
Dog

20. Internal External Matrix (IE)

21. Grand Strategy Matrix:
RMG
Quadrant II
1. Market development
2. Market penetration
3. Product development
4. Horizontal integration
5. Divestiture
6. Liquidation
WCP
Quadrant I
1. Market development
2. Market penetration
3. Product development
4. Forward integration
5. Backward integration
6. Horizontal integration
7. Relateddiversification
SCP
Quadrant III
1. Retrenchment
2. Relateddiversification
3. Unrelated diversification
4. Divestiture
5. Liquidation
Quadrant IV
1. Relateddiversification
2. Unrelated diversification
3. Joint ventures
SMG