ColaWarsContinue:Coke & Pepsiinth 21stCentury<br />HjortFanni              20597<br />GkanidouEftychia  40096<br />Weiqian...
Porter’sFiveForces<br />SUPPLIERS<br />Bargainingpower   of suppliers<br />ConcentrateProducers<br />Threat of<br />substi...
BargainigPowerofSuppliers<br />Manysuppliers<br />Suppliers’ productscanbesubstituted (sugar/aspartame)<br />Nondifferenti...
Bargainingpowerofbottlers<br />Many & segmentedbuyers<br />HighSwitchingCosts<br />Limitedoperatingmargins<br />Nopricingc...
ThreatsofSubstitutes<br />Samefunction (non-colarefreshments)<br />PriceElasticity<br />Newneeds (sportsdrinks)<br />Inter...
PotentialEntrants<br />StrongCustomerLoyalties<br />Limited Access toDistributionChannels<br />StrongretaliationbyIncumben...
Coca-ColaVsPepsi<br />TwoStrongCompetitors<br />HighOperatingCosts<br />SlowIndustryGrowth –MatureMarket<br />Lackofdiffer...
Keysuccessfactors<br /><ul><li>Whatdocustomerswant?</li></ul>Pricesensitive, seekproductconsistencyandvariety<br /><ul><li...
BottlingBusiness<br />ConcentrateProducersandother<br />Bargainingpower   of suppliers<br />Bottlers<br />Threat of<br />s...
Profitabilityofthebusiness<br />Competitionhasdecreasedprices<br />Balancingthemarket<br />Extensiontoothermarkets (non-CS...
Themodelhelpsusto:<br />Understandthestructureofthemarket<br />Identifythemostsignificantforce<br />Anticipatepotentialcha...
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Sse Cola Wars Group1.Ppt

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Sse Cola Wars Group1.Ppt

  1. 1. ColaWarsContinue:Coke & Pepsiinth 21stCentury<br />HjortFanni 20597<br />GkanidouEftychia 40096<br />WeiqiangHan 70399<br />WhenrongZhang70407<br />
  2. 2. Porter’sFiveForces<br />SUPPLIERS<br />Bargainingpower of suppliers<br />ConcentrateProducers<br />Threat of<br />substitutes<br />Threat of<br />new entrants<br />POTENTIAL<br />ENTRANTS<br />(otherColaConcentrateProducers)<br />SUBSTITUTES (NonColaDrinks)<br />Rivalry among<br />existing firms<br />Bargaining power of buyers<br />BUYERS (Bottlers)<br />
  3. 3. BargainigPowerofSuppliers<br />Manysuppliers<br />Suppliers’ productscanbesubstituted (sugar/aspartame)<br />Nondifferentiatedproducts-easyforcompanytochangesuppliers<br />
  4. 4. Bargainingpowerofbottlers<br />Many & segmentedbuyers<br />HighSwitchingCosts<br />Limitedoperatingmargins<br />Nopricingcontrol<br />CCE/PBG <br />
  5. 5. ThreatsofSubstitutes<br />Samefunction (non-colarefreshments)<br />PriceElasticity<br />Newneeds (sportsdrinks)<br />Internationalization (differentneeds/customs)<br />
  6. 6. PotentialEntrants<br />StrongCustomerLoyalties<br />Limited Access toDistributionChannels<br />StrongretaliationbyIncumbents<br />
  7. 7. Coca-ColaVsPepsi<br />TwoStrongCompetitors<br />HighOperatingCosts<br />SlowIndustryGrowth –MatureMarket<br />Lackofdifferentiation (yetbranding)<br />
  8. 8. Keysuccessfactors<br /><ul><li>Whatdocustomerswant?</li></ul>Pricesensitive, seekproductconsistencyandvariety<br /><ul><li>Howdoes a firmsurvivecompetition?</li></ul>Competeprimarilyondistributionchannels/ Intenseduetolackofdifferentiation & slowgrowth<br /><ul><li>KeySuccessFactors</li></ul>CostefficiencythroughundercontrolBottlers, PackageandAdvertising, extensioninthebeveragemarket.<br />
  9. 9. BottlingBusiness<br />ConcentrateProducersandother<br />Bargainingpower of suppliers<br />Bottlers<br />Threat of<br />substitutes<br />Threat of<br />new entrants<br />POTENTIAL<br />ENTRANTS<br />SUBSTITUTES<br />Rivalry among<br />existing firms<br />Bargaining power of buyers<br />BUYERS (Retailers)<br />
  10. 10. Profitabilityofthebusiness<br />Competitionhasdecreasedprices<br />Balancingthemarket<br />Extensiontoothermarkets (non-CSDsandinternational)<br />
  11. 11. Themodelhelpsusto:<br />Understandthestructureofthemarket<br />Identifythemostsignificantforce<br />Anticipatepotentialchangestowardsnon-CSDs<br />Understandthestructureofthedifferentparticipants<br />

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