Practice of management of coca cola

The Practice of Management
of Coca-Cola

Company Introduction
Planning
Organizing and Developing the Organization
Leading and Motivating the Human Organization
Controlling, Improving and Innovating
Findings and Conclusion
Outline

Short History
Industry and Industry Standing
Major Competitors
Top Management Team
Product line and major brands
Company Introduction

CompanyIntroduction
is the one of the world’s largest
beverage company and is also the leading producing and
marketing of soft drinks. The company has many brands that
have been sold across different countries around the globe.
The company has been operating since 1886 where it was
one of the few who have produced syrup concentrated
drinks. Moreover, the company was able to lead the market
for a very long time and is still growing and capable of
dominating the market.

1886
Coca Cola
BORN
1891
Coca Cola’s first
BOTTLING
In a drug store occurred
Georgia by John Pemberton Asa Griggs Candler

Coca-Cola was made for the cure of
headache
and other
illnesses

Sales for the first year were only
$50

Only 9
servings of the soft drink were
sold
each day

1899
The first bottling
was done
AGREEMENT
1909
400 Coca-Cola plants
were operating
BOTTLING

1912
The company opened in the
PHILIPPINES
1960
New
BRANDSwere Introduced

1985 2000
Attempts to renew the
FORMULA
Most valuable brand in the
WORLD

Industry and
Industry Standing

Commercial Beverage
Industry:
Standing:
3rd Best Company Worldwide
Best Company in the
Beverage Industry Worldwide

COCA COLA BUSINESS MODEL
BUSINESS MODEL
COCA-COLA

Global Competitors
•PepsiCo Inc.
•Dr Pepper
•Suntory
•Unilever,
•Groupe Danone,
•Kraft Foods Inc.,
•Nestlé S.A. and others.

Comparison of Financial Performance

Coca-Cola Pepsi Dr. Pepper Snapple
Coca-Cola Pepsi Dr. Pepper
Diet Coke Mountain Dew 7-UP
Fanta Sierra Mist Schweppes
Sprite Mug Root Beer A&W Root Beer
Barq's Diet Pepsi Sunkist
Product Line vs. Competitors

Muhtar Kent
● Currently the Chairman
of Board of Directors
● Served the company as
the Chairman and CEO
in 2009-2017
James Quincey
● Formerly the president
of the coca cola
company’s europe
group.
● The president and CEO
of the company.

Francisco Crespo Benítez
● Senior Vice President and
Chief Growth Officer of The
Coca-Cola Company.
● Previously served as the
President of The Coca-Cola
Company’s Mexico business
unit.
● In this role, Crespo led the
company’s operations across
its second-largest global
market.
J. Alexander M.
Douglas, Jr.
● President of Coca-Cola
North America.
● Former Senior Vice
President and Global Chief
Customer Officer.

Irial Finan
● Executive vice president of The
Coca-Cola Company and president
of Bottling Investments Group
(“BIG”).
● He has responsibility for
operations with more than $15
billion in revenues and more than
45,000 employees.
Bernhard Goepelt
● Senior Vice President, General
Counsel and Chief Legal Counsel of
The Coca-Cola Company.
● He was the Associate general
counsel of global marketing,
commercial leadership and strategy
of atlanta and also managed the
administration of legal division

Robert Long
Chief Innovation Officer of
● In this role, he leads work
to accelerate the growth of
the company’s consumer-
centric brand portfolio with
hundreds of new products and
continued innovation.
Jennifer Mann
Chief People Officer, as well
as Chief of Staff for The
Coca-Cola Company’s President
and CEO, James Quincey.
● Mann accelerated the global
expansion and led its
development across the Coca-
Cola system.

Barry Simpson
● Chief Information Officer of
● In his role, Simpson oversees
all of the company’s global
information technology
strategy, services and
operations.
Craig Williams
President of the McDonald's
Division of The Coca-Cola
Company.
● He leads a global organization
that is responsible for
building the strategic alliance
with McDonald's in over 35,000
restaurants in more than 100
countries.

Kathy N. Waller
● Executive Vice President,
Chief Financial Officer
and President, Enabling
Services of The Coca-Cola
Company.
● In this role, Waller is
responsible for
overseeing the company’s
key strategic governance.
Beatriz Perez
● Chief Public Affairs,
Communications and Sustainability
Officer for The Coca-Cola Company.
● Aligns a diverse portfolio of work
against critical business
objectives to support brands,
communities, consumers and partners
worldwide. Oversees the Company’s
sports and entertainment assets
such as olympics and FIFA.

Business Performance Highlights

TOTAL CURRENT ASSET: $ 34 Billion
TOTAL LONG-TERM ASSET: $87 Billion
TOTAL ASSET: $ 127 Billion

Number of worldwide Coke employees
150,900

Revenue Performance:
Period
Ending:
12/31/2016 12/31/2015 12/31/2014 12/31/2013
Total
Revenue:
$41,863,000 $44,294,000 $45,998,000 $46,854,000
Cost of
Revenue:
$16,465,000 $17,482,000 $17,889,000 $18,421,000
Gross Profit: $25,398,000 $26,812,000 $28,109,000 $28,433,000

Coca-Cola Company FY 2014 Revenues By Business Segments
• Of the total $45.9 billion revenues, Coca-Cola Company generated
• $17.5 billion revenues, 38% of the total, from the concentrate business
• $28.5 billion revenues, 62% of the total from the finished product business
Coca-Cola Company Business Segments Revenues
and Revenue Share- FY

Planning
Strategic Direction
Mission Vision Values
Philosophy, Principles
SWOT Analysis
Key Issues and Challenges
Goals, Strategies and Objectives

Strategic Alignment
Our Strategy
The Group Strategy is our blueprint for success. It
positions us to capture growth and deliver long-term
value. We know that our markets will continue to
change. We are confident in our ability to navigate this
changing environment, with the three pillars of our
Group Strategy as our foundation.
This approach is anchored in a strategy defined by three
pillars:

L E AD
Strengthening category
leadership position:
- Leading brands in each
major NARTD category in
each market
- Up-weighted levels of
innovative marketing
continually strengthen
brand equity
- Evolving portfolio that
adapts to changing
consumer preference

Step change in productivity
and in-market execution:
- World-class customer
servicing capability
- Route-to-market that
provides customer
diversification and real
competitive advantage
- Effective leverage of our
large-scale, low-cost
manufacturing, sales and
distribution capability

P A RT N E R
Better alignment with The Coca-Cola
Company and our partners
- Shared vision of success and aligned
objectives
- Joint plans for growing system
profitability
- Balanced share of risk and rewards

5 Strategic Actions
FOCUS ON DRIVING
REVENUE AND PROFIT
GROWTH
INVEST IN OUR
BRANDS AND
BUSINESS
BECOME
MORE
EFFICIENT
SIMPLIFY
OUR
COMPANY
REFOCUS ON OUR
CORE BUSINESS
MODEL
http://www.coca-
colacompany.com/stories/five-strategic-actions
https://www.ccamatil.com/en/our-
company/our-strategy

FOCUS ON DRIVING REVENUE AND PROFIT GROWTH
In emerging markets, we focused primarily on increasing
volume, keeping our beverages affordable and strengthening the
foundation of our future success.
We used segmented
revenue growth strategies
across our business in a
way that varied by market
type. And we aligned our
employee incentives
accordingly.
In developing markets, we struck a balance between volume
and pricing. In developed markets, we relied more on price/mix
and improving profitability by offering more small packages and
more premium packages like glass and aluminium bottles.

Healthy businesses require
continuous investment. We made a choice
to invest in more and better marketing for
our brands, increasing both the quantity and
quality of our advertising. We increased
spending on media advertising by more than
$250 million, and we used these funds to
share stronger, more impactful ads.
As we took steps to rebuild our growth
momentum, we knew we needed to invest in more
and better marketing while also increasing our
financial flexibility. To these ends, we increased our
efficiency and productivity while reducing costs.
INVEST IN OUR BRANDS AND BUSINESS
BECOME MORE EFFICIENT

We looked hard at our operating structure
and identified areas where we could be faster,
smarter and more efficient. We removed a layer of
functional management and connected our regional
business units directly to headquarters. We
streamlined a number of important internal processes
and removed roadblocks and barriers that inhibited
us from being as effective and responsive as we
knew we could be.
Portfolio includes more than 500 brands,
including sparkling beverages, juices and juice drinks,
coffee, tea, sports drinks, water, value-added dairy,
energy and enhanced hydration drinks. Among these
brands are 20 that generate more than a billion dollars in
annual retail sales.
SIMPLIFY OUR COMPANY
REFOCUSED ON OUR CORE BUSINESS MODEL

Mission:
To refresh the world.
To create value and make a difference.
To inspire moments of optimism and happiness.

Vision:
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 of quality
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.
Planet: Be a responsible citizen that makes a
difference by helping build and support
sustainable communities.
Profit: Maximize long-term return to shareowners
while being mindful of our overall responsibilities.
Productivity: Be a highly effective, lean and fast-
moving organization.

Values:
Leadership: The courage to shape a better future
Collaboration: Leverage collective genius
Integrity: Be real
Accountability: If it is to be, it's up to me
Passion: Committed in heart and mind
Diversity: As inclusive as our brands
Quality: What we do, we do well

Focus on the market:
•Focus on needs of our
consumers, customers
and franchise partners
•Get out into the market
and listen, observe and
learn
•Possess a world view
•Focus on execution in
the marketplace every
day
•Be insatiably curious
Work smart:
•Act with urgency
•Remain responsive to
change
•Have the courage to
change course when
needed
•Remain constructively
discontent
•Work efficiently
Act like owners:
•Be accountable for our
actions and inactions
•Steward system assets
and focus on building
value
•Reward our people for
taking risks and finding
better ways to solve
problems
•Learn from our
outcomes -- what
worked and what didn’t
Philosophy:

We have and continue to focus on all three of the components that must be
put in place in a corporate context under the Principles:
•A policy commitment to meet the responsibility to respect human rights;
•A due diligence process to identify, prevent, mitigate and be accountable for human
rights abuses; and
•Processes to enable the remediation of any adverse human rights impacts the
Company causes or to which it contributes.
Principle:

HR PHILOSOPHY
The Coca-Cola Company values
its employee as its best asset.
Organizing Human resources at Coca Cola Company
Management at Coca Cola Company focuses on
the acquisition and retention of highly skilled and
knowledgeable employees so that it can maintain
its top position in the market.
It also provides for the security of employment to
the workers so that they may not be distracted by
the uncertainties of their future.

Organizing the Coca Cola Human Resources:
Human resources at Coca Cola is organized by the
HR department
 Make a team who works under department
head.
 Arranging and structuring work to accomplish
organizational goals.
Top - Downward Communication:
 In Coca Cola, the flow of information is
downward.
 Top management makes the decisions.
 All the necessary information is passes through
the head of department to the group members.
HR PHILOSOPHY

Human Resources Division/Department at Coca Cola
HR PHILOSOPHY
Coca Cola considers human resources as a key department. A
responsibility of Human Resource department is to provide a
method of employee recruitment and retention that produce
maximum employee satisfaction and performance on the job.
Coca Cola place great emphasis on people development so
that people and organization perform at maximum capacity in
a highly effective manner.

 Increasing in the salaries of the
employees
 Increments
 By filling the little need
 Personal grooming of the
employee
 And some functions are
arranged for the employees
and their families children
come and enjoy this is another
way to motivating the
employees
HR PHILOSOPHY
Coca Cola motivates the employees in various ways like:

• According to the Coca Cola Corporate Social
Responsibility Report (2016) the CSR program of the
company is the following:.
• It has broadened the product portfolio with products
that are not fattening and it has reduced the amount of
calories in its beverages by 88% according to school
beverage guidelines. It has also supported Michelle
Obama's campaign ("Let's Move") with the initiative
Clear on Calories.
CSR PHILOSOPHY
• With respect to the axis of Packaging Recycling, the company introduced
PlantBottle which is a "fully recyclable PET bottle made from a blend of
petroleum - based materials and up to 30 per cent of plant-based
materials (Coca Cola CSR 2010). Coca Cola has also managed to achieve
high recycling rates of its bottles (99 per cent in Europe and 92 per cent in
North America).
• Regarding Water Stewardship, the company strives to improve the
efficiency of water use. It has improved the use of water by 3.5 per cent
from 2008. It current average water use ration to make one litre of its
products is 1.67 litres.

In its previous CSR programs, Coca Cola has created special programs to attract, retain and develop
the skills and abilities of employees. These programs enable employees to properly exploit their potential while
developing leadership skills and talents needed by the company in all sectors and in all countries. Its current CSR
program promotes employees equality regarding diverse cultures.
CSR PHILOSOPHY
• According to the first Employee
Engagement Survey, Coca Cola
has improved the levels of its
employee engagement whereas
on the Corporate Equality Index
of the Human Rights Campaign
it has received a 100 per cent
score.
• Finally, with regard to energy and climate, the company co-signed
the Copenhagen Communique. It was a supportive action to the
global agreement on climate change. For the second year in the row,
it has reduced company carbon footprint.

CSR Objectives:
CSR PHILOSOPHY
Coca cola enterprises have taken a value chain approach in considering our most significant
impacts. To this end, where stated, our value chain data goes beyond our own operations.
For our own operations, unless otherwise indicated,
data in this report covers all operations owned or
controlled by CCE, including our administrative
offices in the United States and Bulgaria.
Our carbon footprint is calculated in accordance
with the WRI/WBCSD Greenhouse Gas Protocol and
we use an operational consolidation approach to
determine organizational boundaries. The water use
data in this report refers to our production facilities,
where we have the greatest operational water use.
All financial data in this report is in US dollars,
unless otherwise stated.

As a global business, our ability to understand, embrace
and operate in a multicultural world -- both in the
marketplace and in the workplace -- is critical to our
sustainability.
SUSTAINABILITY PHILOSOPHY

• Deliver for Today – demonstrating best
practice across all of our commitments.
• Lead the Industry – in areas where we
believe we can make the biggest
difference: – Energy and Climate Change
– Sustainable Packaging and Recycling
• Innovate for the Future – driving new
opportunities for innovation, thought
leadership, collaboration and partnership.
STRATEGIC PRIORITIES
O u r S u s t a i n a b i l i t y P l a n i n c l u d e s t h r e e s t r a t e g i c p r i o r i t i e s :

• The Coca-Cola Company is committed to creating
more long-term sustainable value for everyone
connected to our business and the communities we
proudly serve across more than 200 countries and
territories.
• Our work on sustainable business practices not
only helps to improve the lives of individuals and families
across the Coca-Cola system, it also helps to strengthen
the connections between our brands and the people
who reach for them more than 1.9 billion times a day.
This is fundamentally important to us as we know our
business thrives and grows best when our local
communities are also thriving and growing.

Today, our primary sustainability focus is
on the “Three Ws” of women, water and
well-being. Women, often pillars of the
communities we serve, tend to invest strongly
in their families and neighborhoods. However,
they remain at an economic disadvantage in
almost every part of the globe. That’s why we
made a commitment to an initiative called
5by20™—with a goal to help enable 5
million women entrepreneurs across our
global value chain by 2020. As of year-end
2015, we had helped to enable the economic
empowerment of more than 1.2 million
business woman with programs in the form
of training, mentoring, micro-loans and more.

• Water, the primary ingredient in
our products, is essential to the
sustainability of our business. In 2015,
we achieved our goal of replenishing
100 percent of the water we use in
our finished beverages as calculated
using generally accepted scientific
methods and with the assistance of
independent, reputable partners like
Deloitte, The Nature Conservancy and
LimnoTech.
But reaching 100 percent replenishment doesn’t mean our work is done and as
our business grows, we will continue to maintain our stewardship of this
valuable resource.

• In 2015, we also joined with partners in
advance of the COP21 conference to sign the Food
and Beverage Leadership Statement on Climate
Change. Moreover, we continue to seek new ways
to increase supply-chain sustainability and reduce
our overall carbon footprint. In 2015, we placed in
market more than 490,000 HFC-free beverage
coolers, bringing our total to 1.8 million.
As for well-being, we are taking a holistic
view of what it means to make a positive
difference in the world. This effort begins with
the role of our brands and the value we create
for those linked to our business, including our
associates, retail and restaurant customers,
bottling partners, suppliers and many others.
Our work doesn’t stop there.

• Beyond our sustainability commitments,
we support the United Nations Global Compact,
advancing its principles through our actions and
our relationships. We believe in creating value
and engaging across local, regional and national
governments, NGOs, educational institutions,
and our local communities.
• In 2015, we took action to engage more
transparently with groups and individuals
concerned about obesity. We’re also concerned
about the growing challenge of
noncommunicable diseases.

STRENGTHS of Coca Cola
1.Brand Equity – Interbrand in
2014 awarded Coca cola with
the highest brand equity
award. Coca cola with its vast
global presence and
unique brand identity is
definitely one of the costliest
brands with the highest
brand equity.
2.Company valuation – One of the
most valuable companies in the
world, Coca cola is valued around
79.2 billion dollars. This valuation
includes the brand value, the
numerous factories and assets
spread out across the world and
the complete operations cost and
profit of Coca cola.

3.Vast global presence – Coca cola is present in
200 countries across the world. Chances are, any
country that you go to, you will find coca cola
present in that market. This vast global presence
of coca cola has also contributed to the building
of the mammoth brand name.
4.Largest market share – There are only 2 Big
competitors in the beverage segment – Pepsi and
Coca cola. Out of these 2, coca cola is the clear
winner and hence has the largest market share.
Amongst all beverages, Coke, Thums up, Sprite,
Diet coke, Fanta, Limca and Maaza are the
growth drivers for Coca Cola.

5.Fantastic marketing strategies – Coca cola
unlike Pepsi always tries to win peoples heart.
Where Pepsi’s target is continuously changing,
and is targeted towards youngsters, Coca cola
targets people of all ages. The targeting is also
done by celebrities who are well liked – for
example – Amitabh Bacchan, Sachin tendulkar,
Aishwarya Rai, Aamir Khan etc
6. Distribution network – Coca cola has the
largest distribution network because of the demand
in the market for its products. On the other hand,
due to this successful distribution network, Coca
cola has been able to command such a high market
presence.

7. Customer Loyalty –
With such strong
products, it is natural that
Coca cola has a lot
of customer loyalty. The
products mentioned
above like Coca cola and
Fanta have a huge fan
following. People will
prefer these soft drinks
over others. Because of
the good taste of Coca
cola, finding substitutes
becomes difficult for the
customer.

1.Competition with Pepsi – Pepsi is a thorn in the
flesh for Coca cola. Coca cola would have been
the clear market leader had it not been for Pepsi.
The competition in these two brands is immense
and we don’t think Pepsi will give up so easily.
2.Product Diversification is low – Where Pepsi has
made a smart move and diversified into the
snacks segment with products like Lays and
Kurkure, Coca cola is missing from that segment.
The segment is also a good revenue driver for
Pepsi and had Coca cola been present in this
segment, these products would have been an
additional revenue driver for the company.
WEAKNESSES of Coca Cola

3. Absence in health beverages –The
business environment is changing and
people are taking measures to ensure
that they are not obese. Carbonated
beverages are one of the major
reasons for fat intake and Coca cola
is the largest manufacturer of
Carbonated beverages. The inference
is that the consumption of beverages
in developed countries continues to
go down as people will prefer a
healthy alternative.

4.Water management – Coca cola has
faced flak in the past due to its water
management issues. Several groups have
raised lawsuits in the name of Coca cola
because of their vast consumption of
water even in water scarce regions. At
the same time, people have also blamed
Coca cola for mixing pesticides in the
water to clear contaminants. Thus water
management needs to be better for
Coca cola.

OPPORTUNITIES of Coca Cola
2.Developing nations – Although developed
nations have a high presence of Coca cola,
these countries are slowly moving towards
healthy beverages. However developing
countries are still being introduced to the
delight of carbonated drinks and soft
drinks. Thus the higher consumption in
developing environment’s can be a good
opportunity to capitalize for Coca cola.
1.Diversification – Diversification in the
health and food business will improve the
offerings of Coca cola to their customers.
This will also ensure that they get better
revenue from existing customers by cross
selling their products. The supply chain
which is distributing their beverages can
also distribute these snacks thereby sharing
the load of Supply chain costs.

3.Packaged drinking water – With hygiene
becoming a major factor in the consumption of
water, Packaged drinking water has found its
way into peoples mind. Coca cola has a presence
in the packed drinking water segment though
Kinley. Although Kinleys expansion is slow as of
now, Kinley has a huge potential of expansion.
Thus Coca cola as a company should focus on
the expansion of Kinley as a brand and take it up
to Bisleri ‘s level of trust.

4.Supply chain improvement –
Supply chain can be a major cost
sink hole with the transportation
costs always rising. Coca cola’s
complete business is based on
transportation and distribution.
There will always be possible
improvements in this area. Thus
Coca cola should keep strict
watch on its Supply chain and
keep improving to bring the cost
down.
5.Market the lesser selling products -
In the product portfolio of Coca cola,
there are several products which have
not found acceptance in the market.
Coca Cola needs to concentrate on
the marketing of these products as
well. It is understood that Coca cola
has made several expenses to launch
these products.

1.Raw material sourcing – Water is the only
threat to Coca cola. The weakness of Coca cola
was the suspected use of pesticides or vast
consumption of water. However, the threat here
is that water scarcity is on the rise. With the
climate changing, and regions of various
countries facing scarcity of water, sooner or later
someone might raise fingers on beverage
companies. Thus, Water sourcing is an axe which
can fall anytime on the head of Coca cola. If
water is limited or rationed, Coca cola can
experience a major downfall in their revenue and
capacity of distribution. The same can affect its
arch rival Pepsi as well.
THREATS of Coca Cola

2.Indirect competitors – Coffee chains like
Starbucks, Café coffee day, Costa coffee
are on the rise. These chains offer a
healthy competition to Coca colas
carbonated drinks. They might not be a big
competition for Coke, but they do give a
dent to its beverage market. Similarly,
health drinks like Real and Tropicana as
well as energy drinks like Red bull and
Gatorade are stealing away the market
share indirectly.
THREATS of Coca Cola

New Demographics
• More people are becoming health conscious
• They see coca-cola as equivalent to sugar = obesity
• Prefer non-carbonated drink
KEY ISSUES & CHALLENGES

Divestiture
• After years of snail-paced progress, the beverage giant is now racing to sell
off its US manufacturing and distribution operations by next year so it can
focus on its much more profitable concentrate-making business.
• This wholesale divestment push wasn’t exactly what Coke had in mind
when it acquired its largest bottler for $12.3 billion ($16bn) six years ago.
KEY ISSUES & CHALLENGES

Goals, Strategies and Objectives
Financial
Marketplace
Workplace
Community

REVENUE GOALS
Maintaining its long-term high single-digit EPS
growth target while adjusting its net revenue target
to mid single-digit growth and replacing its
operating income metric with profit before tax.
In the upcoming years is how the company
Rebalances away from carbonated drinks.
Globally, Coca-Cola has been missing its own 3% to 4% annual volume growth target for two years.
Slowdown and Decline
GOALS
Going forward, the Company will have a profit
before tax target of 6% to 8%.

SHIFT FROM A SPARKLING DOMINANT DRINK TOWARDS HEALTHIER DRINKS

Expanding its current successful
productivity program by targeting
annualized savings of $3 billion per
year by 2019. This productivity
program will focus on four key areas:
PROFITABILITY GOALS
• Restructuring the Company’s global supply
chain, including manufacturing in North
America;
• Implementing zero-based budgeting
across the organization;
• Streamlining and simplifying its operating
model; and
• Driving increased discipline and efficiency
in direct marketing investments.
Doubling the current value
of the company by 2020.

EFFICIENCY GOALS
Streamlining and simplifying its
operating model to speed decision
making and enhance local market focus.
These organizational changes, along with
the previously announced changes being
made to long-term incentive metrics, will
empower employees and link line-of-sight
accountability to business results.

EFFICIENCY GOALS
Refocusing on its core business model of
building the world’s greatest beverage
brands and leading an unmatched global
system of strong local bottling partners.
This will include refranchising the majority of
Company-owned North American bottling
territories by the end of 2017 and a substantial
portion of the remaining territories no later than
2020.

GROWTH GOALS
Strategically targeting brand and growth investments that
leverage its global strengths.
This includes previously announced plans to improve the quantity
and quality of marketing, as well as making future investments
that will target markets and categories where brands remain
underfunded relative to the opportunity. The Company has a
disciplined strategy for incremental investments, prioritizing
spending in markets where the Coca-Cola system has the right
price/package architecture and execution capabilities in place. We
will also continue to grow investments in our still beverages while
leveraging our new partnership model.

GROWTH GOALS
Focusing on driving revenue and profit growth across
markets while providing local operations with a clear
line of sight and aligned compensation targets.
Beginning in 2015, revenue growth will be added as a metric
in the Company’s incentive plans. The Company will adjust the
relative importance of volume and price/mix in each market in
order to drive the right behavior for each market type.

MARKET SHARE GOALS
Coca-Cola has a high market share,
competitor pressure has forced
customer sensitivity to price to be fairly
high, sales volume is, of course, high
and the profit margin is fairly low as
the Coca-Cola products are fast moving
consumer goods. This point to
penetration strategy.
Penetration pricing means the setting
of lower rather than high prices to
achieve potentially dominant market
share.

Coca-Cola and PepsiCo are both looking
for new ways reverse declining sales.
Though Coca-Cola grew its sparkling soft
drink revenue last quarter, by volume,
global soft drink sales fell by 1 percent for
the company.
Ultimately,, the product's success will likely
come down to taste. While Coke has had
success with low-calorie and calorie free
brands like Coke Zero and Diet Coke,
when the company introduced the
reformulated “New Coke” in 1985, it
resulted in an epic brand identity crisis and
ultimate sales flop.
MARKET SHARE GOALS

NEW PRODUCTS
New beverages include the Gold
Peak line of premium ready-to-drink
(RTD) tea lattes and coffees in the first
quarter of 2017. The company has
also announced a line of Dunkin
Donuts branded ice coffee beverages.
The source cites Coca-Cola's
strategy as offering the correct size
package at the correct price, essentially
creating a segmented price approach.
This will hopefully serve a
wider variety of beverage occasions.

Much of Coca Cola’s development activity over recent years has revolved
around reformulation to reduce levels of added sugar in its traditional range
of products in response to market, regulatory and healthy lobby demands
NEW PRODUCTS

NEW MARKETS
Identifying Growth in Developing Markets
Coca-Cola’s third strategy for growth has
been focusing on penetrating more
developing markets.
This is prudent because international
countries are expected to take more and
more of the global beverage market share
over the next few years. By focusing on the
fastest-growing markets, Coca-Cola should
drive sales, improving investor returns.
While developing markets have market-
oriented economies, they generally have
lower disposable income per capita than
our established markets. In addition, these
countries can be exposed to periods of
economic volatility.

We will execute our strategy by focusing on
OBPPC (Occasion, Brand, Package, Price
and Channel) implementation, operational
efficiency and tight cost control.
We see amazing growth opportunities for
all of our drink products and we are
committed to maximising opportunities.
We plan to add exciting, new products,
flavours and packaging in both future and
immediate consumption channels.
NEW MARKETS
The foundation of this plan lies in supporting route-to-market systems and
increasing the availability of coolers and other cold drink equipment. Such a
strategy will also enable us to develop our presence in emerging markets.

As soda sales slow in the US, Coca-
Cola is looking elsewhere for
customers.
One of the major regions of focus:
Africa.
Coke said in 2014 it would invest $17
billion in the continent from 2010 to
2020, a figure that tripled the
amount spent in the previous decade.
NEW MARKETS
In late January, the company announced its biggest overseas acquisition since
2012: A 40% stake in Nigeria’s largest juice marker, TGI Group’s Chi Ltd, which
sells beverage brands such as Chivita 100% and Chi Ice Tea, with plans to buy the
rest within the next three years.

CUSTOMER GOALS
Customer preference is a core value of our
business. For us, it means building true
partnerships that create sustainable value and
profitable growth for both our business and
our customers, across all key channels.
Our customers include hypermarkets,
supermarkets, discounters, kiosks, petrol
stations, cinemas, leisure parks, hotels,
restaurants and cafés, among others.
By finding new ways to win together in the marketplace, we aim to be the preferred supplier to
all of our customers. To achieve this, we’ve adopted a comprehensive set of initiatives designed
to build collaborative customer relationships and ensure excellent execution.

COMPETITION GOALS
Our blueprint for ensuring ongoing
consumer relevance and excellence in
the marketplace focuses on five core
principles:
•Availability
Placing our products within easy
reach of consumers in the right package,
in the right location, at the right time
•Affordability
Offering a wide variety of desirable,
premium quality products, in packages
appropriate for the occasion, at the right
price

• Acceptability
Supplying an extensive and growing range of
products that meet the highest quality standards in each
country, enhancing their acceptability to
consumers. Our experience in quality control, customer
service and efficient distribution, combined with a
detailed understanding of consumer needs and access
to the most effective communications channels, allows
us to reach out to customers and consumers in each of
our markets and meet their demands
COMPETITION GOALS

• Activation
Motivating consumers to choose our products by improving
product availability and attractiveness at the point of purchase and
by building brand strength in our local markets.
• Attitude
How our sales representatives and people behave every day
with our customers as they focus on meeting their needs – we
want to be their supplier of choice. For key retail customers, we’ve
also introduced the idea of joint value creation, built on the
understanding that soft drinks offer significant growth not only
for us, but for them too.
COMPETITION GOALS

 People and Organizational
Leadership: Build a highly capable
organization and be the employer
of choice.
 Commercial Leadership: Profitably
deliver superior value to consumers
& customers at the optimal cost to
serve.
 Supply Chain: To be the best in
class consumer demand fulfillment
organization that exceeds customer
expectations highest in quality,
lowest in cost, in a sustainable,
socially responsible manner.
WORKPLACE

 Operational Excellence: Create
a culture of Operational
Excellence to support
continuous improvement of
our business process and
systems.
 Sustainability: Ensure the long
term viability of our business
by being proactive and
innovative in protecting the
environment and be
recognized as one of the most
responsible corporate citizens
by all stakeholders.
WORKPLACE

The Coca-Cola Company is
committed to giving back 1 percent
of its prior year’s operating income
annually. This commitment is made
through The Coca-Cola Foundation
and company donations.
SUSTAINABILITY GOALS
In 2015, The Coca-Cola Company
and The Coca-Cola Foundation gave
back more than $117 million to
directly benefit nearly 300
organizations across more than 70
countries and territories.

Priority Areas
•Women: economic
empowerment and
entrepreneurship
•Water: access to clean water,
water conservation and
recycling
•Well-Being: education, youth
development and other
community and civic
initiatives

Water Stewardship
We support initiatives that provide
access to clean water and sanitation,
watershed protection in water-
stressed regions, the utilization of
water for production and or multiple
use systems that do more than
provide clean drinking water, and
education and awareness programs
that promote water conservation
within communities and industry.

Well-being
We support initiatives that
strengthen and enrich
communities, including
education, youth development
and other community and civic
initiatives.

Education
We are supportive of programs that offer
scholarships, school drop-out prevention
projects, access to educational
programming, and other educational
initiatives deemed critical by our local
business units.
Locally-Designated Priorities
We also respond to critical local initiatives
related to HIV/AIDS education and
prevention and malaria in Africa and Latin
America, youth development initiatives in
Europe and diversity initiatives in the United
States.

Community Recycling
We support initiatives to
increase liter abatement efforts,
advance recovery and reuse,
increase community recycling
awareness, and offers support
for research and innovation.

Organizing
Organizational Structure
Traditional or Inverted Pyramid
Talent Management
Talent Development
Talent Retention

 In Coca Cola, the flow of
information is downward.
 Top management makes the
decisions.
 All the necessary information
is passes through the head
of department to the group
members.
Traditional or Inverted Pyramid
Top - Downward Communication:

Attracting the Right Employees
The Coca-Cola Company's extraordinary heritage, our leading brands and the
global scale of what we do;
The challenge of meaningful work - our unique global system offers constant
opportunities to develop world-class skills and a truly international career;
A unique culture where people convert their passion into action;
The kind of competitive compensation you would expect from a world leader.

The Coca-Cola Company is a place
where you can make a positive mark on
the world. Whether through our
sustainability initiatives, human rights
work or the ripple economic impact
each person creates by simply doing
their job well, there are endless
opportunities to build shareholder value
and make an impactful contribution to
many communities.
Ability to make a difference

A career at The Coca-Cola Company is truly a
one-of-a-kind experience. It's more than
working for the global beverage leader; it's an
opportunity to be a part of something that
impacts the world.
Every person has the opportunity to create a
long and successful career with The Coca-
Cola Company. With operations in over +200
countries, and full catalog of development
programs, the growth opportunities with this
Company are boundless.
Ability to grow

What do we expect from employees
The ability to contribute, to make a difference and
have a tangible impact - turning your passion into
action;
Creative and fresh thinking in your work and your
life, regardless of your role;
A spirit of collaboration - you thrive when you
work with a diverse range of people with different
views, perspectives and priorities;
A pragmatic and commercial mindset that
understands the challenge of sustainability.

Selection Process
Selection Process
- Interview
- Group exercises
- Presentations
- Psychometric Tests
- Role Play/ Situational Exercises

● Peak Performance, our ongoing individual performance management
process & rewards
● Coca-Cola University ( CCU), our virtual global university representing a
one-stop shop for all learning and capability building activities across The
Coca-Cola Company
● Assessment and Development Forums
Development programs

Functional Development to
enhance and build job
knowledge, skills, and
competencies within a
department or functional area
Short-term Assignments to
expose associates to work that
is different from what they do
on a daily basis. This could be a
short-term assignment in
another country or market or a
project based assignment in an
associate's home country.

Growing from Within
We have a strong
tradition of growing people
who have demonstrated the
ability to deliver excellent
results in different ways. The
success of The Coca-Cola
Company depends on every
employee in the
organization.

Being part of a diverse team
We believe our company should be as diverse
as the markets we serve and as inclusive as
our brands. This diversity allows us to
understand and connect to the needs of our
consumers and our customers everywhere
we operate and to continue to innovate in
everything we do.
At Coca-Cola you have the opportunity to
work on teams with people who have
different backgrounds and ideas and who
work in offices across the globe.

One-of-a-kind experience
Coca-Cola expands beyond the limits
of your office. We have aa strong
association of brand to events. Coca-
Cola continues to support events
such as the Olympic Games and the
World Cup. Select positions directly
attend and influence these
happenings making your place in
The Coca-Cola Company fresh and
well-rounded.

One Company. One Team. One Passion.

One Company
Enjoy an environment where ideas are free to find their way, support is close at hand
and pride inspires us to grow. Each day we're developing meaningful and accelerated
learning opportunities and anticipating the skills and resources we will need to meet
our future demands
Talent Retention

One Team
Our job is to refresh the
world, and it requires the
vision, innovation, and
passion of every single one
of them. Each day the
relationships you build will
help you succeed not only
in your job, but in your
career as well.
Talent Retention

One Passion
We do our best to spread the joy
of The Coca-Cola Company. We
believe in fostering a workplace
that embraces all of our people's
unique abilities. We're committed
to supporting our communities.
And, we're dedicated to
preserving and protecting our
planet.
Talent Retention

Accessibility to more than just a Company
● Brand Activations
● Ambassadorship
● Active "healthy living" activations beyond your job
Talent Retention

Rewarding environment
Elements of our Total Rewards programs:
● Base salary
● Annual incentives
● Long-term incentives
Talent Retention
●Benefits: our total benefits package is highly
regarded and is designed to meet employees'
basic and life-changing benefits needs. As
market dynamics evolve, the Company
regularly assesses our benefits programs to
ensure employees receive those benefits they
value and are provided with diverse options
that address the issues of individuals and
families and promote healthy lifestyles.

Career Areas
- Supply Chain Function
- Manufacturing
- Technical Function
- Marketing
- Sales and Account Management
- Customer & Commercial Leaders
- Aviation
Talent Retention
-Business Management
-Finance
-Public Affairs & Communications
-Human Resources
-Legal
-Information Technology
-Business/ Administrative Services

Recruitment Process
Job Analysis and Designing
Job analysis is the procedure for determining the
duties and skill requirements of a job and the kind of
person who should be hired for it. It consists of two
products one is job description and the second id job
specification.
1. Job description: a list of job duties,
responsibilities, reporting relationship,
working conditions, and supervisory
responsibilities.
2. Job specification: a list of a job’s human
requirements that is requisites education,
skills, personality, and other products of job
analysis.
Talent Retention

Based on this, Coca-Cola Company’s HR department will be able to assess the performance
standard, human behaviour, and other capabilities of those hiring based on the gauge that the
job description and job specification provides.
Talent Retention
Recruitment Process

Skills Training: involves soft-
skills such as presentation,
selling, and public speaking.
Technical Training: practical
training
Leadership Training: learning of
skills of future managers
Functional Training: includes
diplomas or degrees in
respective fields
Training Roadmap

Orientation
Training Roadmap
After hiring the suitable employee
informal orientation is given, there is no such
kind of formal orientation program is
available at Coca Cola. As there is no such
kind of rocket science in this organization, so
they don`t need any formal orientation
program. They verbally tell about the
organization and employee duties and
responsibilities that he or she have to
perform at the job. They also tell the
employees about the do`s and don’ts and
what kind of dress code and behavior is
required at the job.

Training & Development
Training Roadmap
There is formal training and development are given to the employees,
even they provide formal couching train their employees that how to
handle mistakes and solve problems, they provided formal induction
buddy, formal necessary training and necessary rules and regulations
guidelines to their employees. When the manager points out some
mistake of the employee while performing his or her duties, immediately
manager corrects them and guide his or her employee that how he or she
should have to perform the task.

Training Roadmap
Coca cola owns its own training
center for employees. It also owns a
university known is Coca cola
University. Employees are given
change to diversify their skills in this
learning center. Suppose an
employee is masters in Mechanical
engineering, but he is goo in
marketing so CCBPL is having
capability to diversify and enhance
the skills of its employee according
through its learning center in Lahore.

Training Roadmap
Employee Development
Career progression at CCBPL is based on potential. They carefully
analyze abilities through experience, performance ratings,
qualifications and competencies and in of strive for excellence, they
ensure that your potential is put to its best and most efficient use in
our various department

Leading
Leadership and Motivation Philosophy
Organizational Culture management
Leading for competitive advantage
Value Processes
Key Relationships
LEADING
Leadership and Motivation
Philosophy
Organizational Culture
management
- Type of Corporate Culture
People Motivation Philosophy
Leading for competitive
advantage
- Using Bateman and Snell
Key Success Drivers for
Competitive Advantages
- Value Processes Key
Relationships

Coca-Cola understands that capturing
new opportunities is going to require
both vision and execution across the
company and its wonderful system of
bottling partners. That's where the
company’s vision which they call Vision
2020 comes into play.
Leadership Style
It's a look at where the company and its bottling partners need to be heading in
the future. The vision is centered on capturing unprecedented opportunities
emerging in future within the global non-alcoholic beverage industry.

The CEO stated, “my job is to create
a climate of success for our people
and inspire them to achieve the
vision we have created for our
business. That's really the true
essence of leadership”.
-James Quincey

At the end of the day, it all comes down to
execution. For The Coca-Cola Company, execution
involves focusing on three core capabilities of:
 Consumer marketing - which generates that
bond and emotional connection with
consumers.
 Commercial leadership - which involves all the
strategic actions taken with over 20 million
retail customers who sell Coca-Cola brands
around the world each day.
 And franchise leadership - which is working
with its 300 bottling partners around the world
to create greater system alignment (Shetty,
2011).

Management Styles
A management style is an overall
method of leadership used by the
manager. The success that the
management team at Coca-Cola has in
motivating its employees to meet their
objectives is based on the management
style they adopt. There are three main
management styles democratic,
autocratic and the laissez-faire style.
The Coca-Cola Company uses the
following management styles, but each
one in different departments. There are
three main types of management styles
used in businesses:

The authoritarian leadership
style or autocratic leader
keeps strict, close control over
the followers by keeping close
regulation of the policies and
procedures given to the
followers.
On the factory floor at Coca-
Cola, there is an autocratic
system of management
where the employees are
controlled by the managers
and follow their procedures.
Autocratic

Democratic style is the management
style that Coca-Cola adopts. In this
management style individuals and
teams are given responsibilities and
decisions to make, usually within a
given framework. If anything wrong
happens then the individuals and
teams are then held responsible for
the decisions that are chosen.
Democratic
With this type of management style it allows the manager to feel comfortable with other people in
the organization making some of the decisions. This type of management is good as it makes the
employees happy and productivity is high. This is a very good method because employee's
thoughts and suggestions are listened to by the business Feedbacks from managers at Coca-Cola’s
bottling system across the globe provide vital information that is incorporated in their strategies.

Laissez-faire management style
The Coca-Cola Company has a
culture that is run in the laissez-faire
style meaning the ‘hands off’
approach. The laissez faire style is
sometimes described as the "hands
off" leadership style because the
leader delegates tasks to their
followers, while providing little or no
direction to the followers.

Consultative democratic
Coca-Cola applies consultative management
style to the company more as there can be less
conflict for what the final decision is. The
advantage of this is that it helps to motivate
staff as they are aware that they have a say in
the company to some extent. The
disadvantages of this that the process is very
time consuming and effort will be needed by a
manager to do this.

Consultative democratic
The world's premier marketer and beverage industry leader for more than 118 years, Coca-
Cola are focused on the strategic workplace programs that help assure the success of their
commitment to embracing the similarities and differences of the people, cultures and ideas.
The strategies Coca-Cola uses to achieve these objectives include the use of certain
mechanisms that facilitate such communication to take place. These mechanisms include the
use of Diversity Advisory Council and Employee Forums

This is where all members have a
defined job or role to carry out.
Role culture is normally split up
into a number of functions that
are organized in a hierarchical
way.
Role culture is the culture
that Coca-Cola adopts.

Coca-Cola would divide themselves into
various functions like accounts, marketing
and production. These also have hierarchical
ordering of office examples of these are
production director, production managers,
supervisors, technicians, operatives etc.
This type of culture works by logic and
rationality. Role culture is mainly used in
large organization. In this culture position in
the main source of power and rules and
procedures are the main source of influence.

Organizing is the second management function. The following
steps are taken by the Coca-Cola Company in organizing their
goals and objectives:
Departmentalization
Work Specialization
Delegation and Accountability
Resource Allocation
Organizing the Human Resources

On the basis of functional
approach the Coca-Cola Company
is divided into different
departments. Grouping of
employees is done on the basis of
their common skills and work
activities. Such kind of approach
helps the company in solving their
problems and it also make the less
the need of training the employees
specially.
Departmentalization

The general manger is head of all the
departments all the department have
to report to the general manager in
the Coca-Cola Company. There are
five major departments in the
company which are as follow:
Production Department
Industrial Relations Department
Sales and Marketing Department
Human Capital Department
Finance Department
Departmentalization

Work Specialization
There is a high percentage of work
specialization in the Coca-Cola Company
because every manager is appointed in
the function in which he is expert so
there is no boredom or monotony. All
the promotions of the employees are
based on their performances. No
favoritism is allowed in the company
(The Coca-Cola Company, 2014).

Delegation and Accountability
There is a high percentage of
delegation in the company. The
work is done with proper authority
and responsibility. Every manager is
made accountable for the actions
of his subordinates.
All the subordinates are guided very keenly by their
respective managers at the time of accomplishing
some goal. Keeping the delegation process on the
other side the managers also motivate their
subordinates to boost up their energy and make
them more effective by using different methods.

Resource Allocation
When the issue of resource allocation
comes into action the Coca-Cola
Company has given the authority to
managers to use the resources of the
company where ever and whenever
they are needed. Only they are
required to get the approval from the
manager if those assets belong to his
department. The resources can be
capital, labor, machinery or anything
else (The Coca-Cola Company,
2014).

The company does the recruitment process
when there is a position empty and the
recruitment is always done on permanent
basis in Coca-Cola Company.
Recruitment is done when the manger needs the
employee under him and he send the request to
the general manager and after the approval of the
general manager the request is sent to the Human
Resource Department.

In Coca-Cola firstly all the vacancies are
announced within the organization so that if
there is someone who can fulfill the
requirements can get him/herself promoted
or can refer someone of his relative to join if
he is capable of that job.
If there are no suitable persons than the
company searches its bank where there are
huge amount of application of the applicants.
If there also they find no person suitable for
the job then at last they give the
advertisement in the newspaper etc.

Beside from promotion strategy the Coca-
Cola Company also uses the compensation
strategy to motivate the employee; Coca-
Cola is paying industrial average in
compensation. Not only this different
campaigns and competitions between the
employees itself are also used to motivate
the employees.
Motivation
Coca-Cola Company gives high attention to
the motivation of the employees. Promotions
of hardworking employees are a part of the
company’s policy. Promotions of employees are
done on the performance basis which is a great
motivation for the employee that higher his
performance there is more chance of his
promotion.

Motivation
Managers play a very important role in the motivation of the employees in Coca-Cola
Company. They help them in all their problems either they are personnel or professional. They
give them feedback on their performance which makes the employee feel good. Working
environment and a challenging milestone are a major factor in employee motivation in the
company (The Coca-Cola Company, 2014).

Communication
There is an open environment
in the Coca-Cola Company
which allows the employees to
communicate with each other
and it allows the information to
flow inside the company and
discourages the barriers
between members to share
information.

Communication
Before making the decisions
the top level managers
discuss it with the middle
level managers and before
decision making it is shared
till the end of the hierarchy.
The Coca-Cola Company
allows the employees that
anyone of them can meet
the general manager if
he/she is facing any kind of
difficulty. Interdepartmental communication is done in the form of formal
and informal manners. To get the feedback of the employees and
get the view of the employee about the manager the grapevine is
used.

Corporate Culture
The top management of the Coca-Cola tries to follow the prescribed
culture of the organization. Coca-Cola has formal and documented
values that are communicated to all the employees. The top level
manager acts as role models to make sure that the rules and regulations
are been applied in the company and closely administrator review their
employee’s behavior.

Leading
Value-Processes-Key Relationships

Marketing investments are designed to enhance
consumer awareness of and increase consumer
preference for Coca-Cola brands. This produces long-
term growth in unit case volume, per capita
consumption and the company’s share of worldwide
nonalcoholic beverage sales. Through relationships with
bottling partners and those who sell Coca-Cola products
in the marketplace, the company creates and
implements integrated marketing programs, both
globally and locally, that are designed to heighten
consumer awareness of and product appeal for brands.
Consumer Marketing

The Coca-Cola system has millions of customers around the
world who sell or serve their products directly to consumers.
The company focuses on enhancing value for these customers
and providing solutions to grow their beverage businesses.
Coca-Cola’s approach includes understanding each
customer's business and needs, whether that customer is a
sophisticated retailer in a developed market or a kiosk owner
in an emerging market. We focus on ensuring that our
customers have the right product and package offerings and
the right promotional tools to deliver enhanced value to
themselves and the Company.
Commercial Leadership

The Coca-Cola Company must continue to
improve its franchise leadership capabilities
to give the company and its bottling partners
the ability to grow together through shared
values, aligned incentives and a sense of
urgency and flexibility that supports
consumers' always changing needs and
tastes. The financial health and success of
bottling partners are critical components of
the Company's success. The company works
with the bottling partners to identify system
requirements that enable them to quickly
achieve scale and efficiencies, and the
company shares best practices throughout
the bottling system.
Franchise Leadership

Leading for competitive
advantage
- Using Bateman and Snell
Key Success Drivers for
Competitive Advantages
- Value Processes Key
Relationships

Controlling
Behavioral Control
Performance Management
Quality Control

Behavioral Control
The Coca-Cola Company is
committed to good corporate
governance, which promotes
the long-term interests of
shareowners, strengthens
Board and management
accountability and helps build
public trust in the Company.
The Board
• Elected by the shareowners to oversee their interests in the long-term health
and overall success of the business
• Serves as the ultimate decision making body of the company, except for those
matters shared with the shareowners
• Selects and oversees the members of the senior management.

Behavioral Control
• Board Mission and Director
Responsibilities
• Board Leadership
• Director Qualifications
• Director Term and Tenure
• Determination of Independence
• Committees of the Board
• Director access to officers,
employees and information
Corporate Governance Guidelines

Behavioral Control
Board Mission and Director Responsibilities
a. The core responsibility of the Directors is to
exercise their business judgment to act in
what they reasonably believe to be in the
best interests of the Company and its
shareowners.
b. Directors will also, as appropriate, take into
consideration the interests of other
stakeholders, including employees and the
members of communities in which the
Company operates.
c. Directors should devote the time and effort
necessary to fulfill their responsibilities.

Behavioral Control
Board Leadership
a. If the individual elected as Chairman
of the Board is the Chief Executive
Officer, or if the Chairman of the
Board is not independent, the
Board believes that a Lead
Independent Director should be
appointed to help ensure robust
independent leadership on the
Board.

Behavioral Control
Director Qualifications
a. Directors may be
nominated by the Board
or by shareowners in
accordance with the By
Laws.

Behavioral Control
Director Term and Tenure
a. Directors are elected for a term
of one year. Term limits may
cause the loss of experience
and expertise important to the
optimal operation of the
Board.

Behavioral Control
Determination of Independence
a. To be considered "independent" for
purposes of the Director qualification
standards
i. the Director must meet the bright-line
independence standards under the
NYSE listing standards, and
ii. the Board must affirmatively
determine that the Director otherwise
has no material relationship with the
Company

Behavioral Control
Committees of the Board
a. Each of the standing
Committees has its own
charter, which sets forth the
responsibilities of the
Committee, the
qualifications and procedures
of the Committee and how
the Committee will report to
the Board.

Behavioral Control
Director access to officers,
employees and information
a. The Directors should use
their judgment to ensure
that any such contact is
not disruptive to the
business operations of the
Company.

• Director orientation and
continuing education
• Annual performance
evaluation of the chairman of
the board and the chief
executive officer
• Management Succession
• Annual board performance
evaluation
• Director Compensation
• Board Interaction with
outside Interested Parties
Behavioral Control

Creating an Ethical Culture
Coca-cola aims to lead by example and to learn from experience. They set
high standards for their people at all levels and strive to consistently meet
them. Their sound business principles and practices foster our strong,
innovative and collaborative culture, which is committed to ethical behavior,
accountability and transparency.
Behavioral Control

The core of the ethics and compliance program at The
Coca-Cola Company is their Code of Business Conduct.
The Code guides their business conduct, requiring
honesty and integrity in all matters. All of their associates
and directors are required to read and understand the
Code and follow its precepts in the workplace and larger
community.
Behavioral Control
Ethics & Compliance

Acting with Integrity Around the Globe
● This code helps their people do the right
thing and play by the rules wherever they
operate around the world.
● This code is consistent with their Company
Values.
Behavioral Control
Code of Business Conduct

• This is a method of evaluating the
behavior of employees in the work spot,
normally including both the qualitative
and quantitative aspect of job
performance.
• Coca Cola performance management
appraisal is done annually. The company
makes sure that their employees follow
the company’s mission, vision and values,
especially the board members. This
annual assessment focuses more on what
the board could improve on.
Appraisal System

Rewards of Coca Cola
• Yearly Basis
- Employee salary increment
- Grade jump
- Designation change
- Annual Incentive Plan (AIP)
- Personal Progress Report (PPR)
• Monthly Basis
- Initiative
- Monthly turn hall
• Quarterly Basis
- Employee of the quarter
- Sales Dangle context

Controlling
Behavioral Control
Quality Control
CONTROLLING
Behavioral Control
- Good governance
- Creating an ethical
culture
Performance
Management
- Performance
management appraisal
system
Quality Control
- Quality Management
System
ISO Certifications
Six Sigma practice
- Green lifecycle
- Eco-label

Integrated Management System
Our goal is to provide safe, refreshing
and high-quality beverages to our
consumers all around the world be that is
what they deserve. We follow strict product
and ingredient standard designed to ensure
the safety and quality of our products.
Coca-Cola Operating Requirements
(KORE) promotes the highest standards in
product safety and quality, occupational
safety and health, and environmental
standards across the Coca-Cola system by
outlining clear requirements for the policies,
specifications and programs that guide our
operations. Compliance is monitored
system-wide to further support the integrity
of our products.

Coca-Cola Operating Requirements:
• Integrates business and quality objectives
and aligns them with consistent metrics to
monitor performance;
• Integrates preventive action as a
management tool with more rigorous
demands when introducing new products
and services;
• Incorporates Hazard Analysis and Critical
Control Points (HACCP) into our system
standards;
• Manages risk in our Company, bottling
operations and across our supply chain; and
• Defines problem-solving methods and tools
to drive consistent quality with
improvements.
Integrated Management System

• ISO 9001 quality
- This standard is based on a number of quality
management principles including a strong
customer focus, the motivation and
implication of top management, the process
approach and continual improvement. helps
ensure that customers get consistent, good
quality products and services, which in turn
brings many business benefits.
• ISO 14001 environmental
- is intended for use by an organization seeking
to manage its environmental responsibilities
in a systematic manner that contributes to
the environmental pillar of sustainability.
ISO Certifications

• ISO 22000 food safety
- to ensure the safety of the global
food supply chain.
• ISO 26000 guidance on social
responsibility
- provides guidance on how
businesses and organizations can
operate in a socially responsible
way. This means acting in an ethical
and transparent way that
contributes to the health and
welfare of society.
ISO Certifications

• Focus on life-cycle has helped us
sustain the use of high value
recyclable and reusable materials
• Materials are 100 percent
recyclable
• E3 is a sustainable design effort,
which focuses on improving
efficiency, life-cycle effectiveness
and eco-innovation.
Green Lifecycle

• Designed to improve impact resistance, and reduce weight and cost.
• 40 percent stronger, 20 percent lighter and 10 percent less expensive
than traditional contour bottles.
• The use of this has eliminated 52,000 metric tons of glass -- resulting
in a CO2 reduction of 26,000 tons or the equivalent of planting 8,000
acres of trees.
Ultra Glass contour bottle

• Continued the innovative lightweighting of our
packaging that has proven to save costs, materials and
resources.
• In 2010 we saved $90 million by reducing packaging
waste
• Here is a snapshot of our efforts from around the world:
- We launched a 10.5-gram Damla 500-ml PET bottle
in Turkey.
- Our operations in the Philippines reduced the use of
glass material by 20 percent through the continued
rollout of Ultra Glass.
- We avoided $5 million in costs by rolling out the
1881 short-height closure on large polyethylene
terephthalate, better known as PET, bottles in North
America..
More Efficient Packaging

PlantBottle Basics
- PlantBottle packaging uses materials that are up to
30% plants-based. In essence, we are trading fossil
fuels for plant-based material without sacrificing
performance or recyclability.
- At Coca-Cola, sustainable packaging innovation is in
our DNA
Behavioral Control

A PlantBottle PET bottle feels
like traditional PET plastic, it's
the same weight as traditional
PET plastic, it works just like
traditional PET plastic, and it's
recyclable just like traditional
PET plastic -- because it is PET
plastic.
Identifying PlantBottle

Our sustainable packaging
goal is to reduce our
environmental footprint by
reducing our material use,
increasing recycling, using
more recycled and
renewable material in our
packaging, and advancing
innovative technologies.
Sustainable Packaging Strategy

Road to 2020
In 2009 The Coca-Cola Company, along with its bottling partners,
outlined their 2020 Vision – a single document that holds a shared
ambition with specific goals for the business through the year 2020.
Global Marketing and Commercial Leadership is responsible for
ensuring the brands are always interesting, viable, relevant and
available in the marketplace to deliver on that Vision. In 2013 Coca-
Cola will use three principles to fuel its growth and deliver on those
stated ambitions: Innovation, Creativity and Focus. We asked Joseph
Tripodi, EVP and Chief Marketing and Commercial Officer to
elaborate on those three principles.

Practice of management of coca cola

Practice of management of coca cola

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