The presentation is based on a case study. It involves the background check of coke and pepsi and discusses the pestiside residue problems in soft drinks.
Research Paper on PepsiCo's Future ChallengesBharat Bhushan
Research Paper on PepsiCo's Future Challenges, including SWOT Analysis.
This paper has identified possible future challenges which companies like PepsiCo can face.
This document provides an overview of the soft drink industry in India and the history and growth of Coca-Cola. It discusses the key players in the Indian soft drink market like Coca-Cola and PepsiCo. It outlines the major developments in the industry since the 1970s when Coca-Cola exited India and local brands like Campa-Cola and Thums Up grew popular. It then details Coca-Cola's return to India in 1990s and the increasing competition with PepsiCo. The document also summarizes Coca-Cola's history from its founding in 1886 to its global expansion and introduction of new products and packaging formats in the late 20th century that fueled its continued growth.
Coca-Cola has faced numerous controversies and allegations over its business practices in India since 1977. When the Indian government ordered Coca-Cola to reveal its secret formula that year, the company refused and left India. Upon returning in 1993, Coca-Cola took over popular Indian soft drink brands but was later accused of excessive water usage, toxic waste dumping, and selling drinks with pesticide levels above safety limits. While Coca-Cola denies wrongdoing, many Indian communities and environmental groups have continued to protest the company's operations.
This document provides an overview of the perpetual inventory system used by Coca-Cola Beverages Pakistan Limited (CCBPL). It begins with an introduction to CCBPL and discusses its products, competitors, vision, mission and values. It then provides definitions and explanations of perpetual inventory systems, including how they differ from periodic inventory systems by continuously updating inventory records. The document also describes how CCBPL implements perpetual inventory through bin cards, store ledgers, and continuous physical stock verification.
This document appears to be an internship report submitted by Anuradha Nayak to Ohio University in partial fulfillment of an MBA program. The report provides an overview of Hindustan Coca-Cola Beverages Private Limited (HCCBPL), the Indian bottling arm of The Coca-Cola Company. It discusses the history and operations of Coca-Cola and HCCBPL, including HCCBPL's organizational structure, manufacturing process, distribution network, products, and competitors. It also outlines a consumer perception study conducted by the author on the Minute Maid Pulpy Orange product recently launched in India.
This document is Shampa Maity's internship report submitted in fulfillment of her MBA program. It discusses her internship at Hindustan Coca-Cola Beverages Pvt Ltd in Jamshedpur, where she studied business opportunities in the industrial areas. Specifically, she visited various industries to understand their demand for beverages like Coca-Cola and analyze the potential for Coca-Cola's products and distribution networks in different institutional channels. Her findings can help the company design effective strategies and packages for different types of institutional customers.
Coke and Pepsi - Learn to Compete in IndiaParth Singh
This document discusses Coke and Pepsi's strategies for competing in the Indian market. It provides background on India's political environment and laws regarding foreign investment. Pepsi entered India in 1986 while Coke entered in 1993. Both companies localized their products and promotions to suit Indian tastes. The document analyzes some mistakes made by Coke, such as entering at a time that required selling 49% equity to Indians and later trying unsuccessfully to avoid this. Overall, Pepsi is assessed as having better marketing and a larger market share positioning it for longer term success in India over Coke.
Research Paper on PepsiCo's Future ChallengesBharat Bhushan
Research Paper on PepsiCo's Future Challenges, including SWOT Analysis.
This paper has identified possible future challenges which companies like PepsiCo can face.
This document provides an overview of the soft drink industry in India and the history and growth of Coca-Cola. It discusses the key players in the Indian soft drink market like Coca-Cola and PepsiCo. It outlines the major developments in the industry since the 1970s when Coca-Cola exited India and local brands like Campa-Cola and Thums Up grew popular. It then details Coca-Cola's return to India in 1990s and the increasing competition with PepsiCo. The document also summarizes Coca-Cola's history from its founding in 1886 to its global expansion and introduction of new products and packaging formats in the late 20th century that fueled its continued growth.
Coca-Cola has faced numerous controversies and allegations over its business practices in India since 1977. When the Indian government ordered Coca-Cola to reveal its secret formula that year, the company refused and left India. Upon returning in 1993, Coca-Cola took over popular Indian soft drink brands but was later accused of excessive water usage, toxic waste dumping, and selling drinks with pesticide levels above safety limits. While Coca-Cola denies wrongdoing, many Indian communities and environmental groups have continued to protest the company's operations.
This document provides an overview of the perpetual inventory system used by Coca-Cola Beverages Pakistan Limited (CCBPL). It begins with an introduction to CCBPL and discusses its products, competitors, vision, mission and values. It then provides definitions and explanations of perpetual inventory systems, including how they differ from periodic inventory systems by continuously updating inventory records. The document also describes how CCBPL implements perpetual inventory through bin cards, store ledgers, and continuous physical stock verification.
This document appears to be an internship report submitted by Anuradha Nayak to Ohio University in partial fulfillment of an MBA program. The report provides an overview of Hindustan Coca-Cola Beverages Private Limited (HCCBPL), the Indian bottling arm of The Coca-Cola Company. It discusses the history and operations of Coca-Cola and HCCBPL, including HCCBPL's organizational structure, manufacturing process, distribution network, products, and competitors. It also outlines a consumer perception study conducted by the author on the Minute Maid Pulpy Orange product recently launched in India.
This document is Shampa Maity's internship report submitted in fulfillment of her MBA program. It discusses her internship at Hindustan Coca-Cola Beverages Pvt Ltd in Jamshedpur, where she studied business opportunities in the industrial areas. Specifically, she visited various industries to understand their demand for beverages like Coca-Cola and analyze the potential for Coca-Cola's products and distribution networks in different institutional channels. Her findings can help the company design effective strategies and packages for different types of institutional customers.
Coke and Pepsi - Learn to Compete in IndiaParth Singh
This document discusses Coke and Pepsi's strategies for competing in the Indian market. It provides background on India's political environment and laws regarding foreign investment. Pepsi entered India in 1986 while Coke entered in 1993. Both companies localized their products and promotions to suit Indian tastes. The document analyzes some mistakes made by Coke, such as entering at a time that required selling 49% equity to Indians and later trying unsuccessfully to avoid this. Overall, Pepsi is assessed as having better marketing and a larger market share positioning it for longer term success in India over Coke.
About different segments of Vadilal, as well as their financial results- revenue earned, profit/loss, capital employed. Also, the future possibilities are told.
Brand Academy provides details brand analysis, research, article and insights for free.
Contact us :
brandsmentor@gmail.com
https://www.facebook.com/1stbrandsacademy
Sales Forecasting At Colgate Palmolive Pakistan Limited
Introduction
Colgate Palmolive Pakistan Limited is operated as a franchise of Colgate Palmolive Co. (US-based) by Lakson group companies.
Its located at Lakson square building no. 2 office near zainab market karachi.
It has been a major player in the health care sector through its valuable and innovative solutions particularly in the oral care, personal care, surface care and fabric care.
Company offerings are quite successful in generating brand loyalty and demand for the products, as it has been able to generate the increase in the net revenue and gross profit by 22.7% and 8.6% respectively.
Target increase in market share was clearly achieved in the YR2011 by attaining an increase of 1.42% in the net profit. Rs. 14,150 million was the annual net sales of YR11 with gross profit of Rs.4,161 million.
Focus of Our Report
Our report focuses mainly on the “Sales Forecasting”.
Our analysis and findings are focused to Colgate GRF (great regular flavor) brand’s forecasting techniques and issues related to the scope of Sales manager.
We have interviewed
National, Regional & Area managers of Karachi,
and some merchandisers in order attain trade insights and market norms regarding forecasting practices.
Estimation of Industry sales
Colgate GRF & its Competitors
Top of mind brand in this category is Colgate GRF as being market leader with 59% share
Whereas Medicam & Pepsodant are the direct competitor for Colgate GRF having 20% & 3% respectively
The 18% share is with other competitors like forhans etc.
Colgate GRF is a supreme profit generating factor and therefore termed as “Cash Cow” for CP Pakistan.
Market potential
Colgate tooth paste with all its brands like Herbal, Misvaak, Maxfresh, etc. that contains nearly 55% of the market share as of whole toothpaste category in YR2011.
Sales in volume were not shared.
Rs. 4161m(Sales of YR11) /0.55 (Colgates share in YR11)= Rs.7565m (Category sales in YR11)
20% of expected increase so expected total category sales would be Rs.7565 X 1.20 = Rs.9078m
Rs.9078m is the market potential.
Sales potential
Colgate aims to grab 58% to 60% of the market share by the end of June YR13.
For this some new brands are in pipeline of brand extension plan. The launch of Colgate Sensitive is part of launch and share boosting plan.
Sales potential is Rs.5266m to Rs.5447m
Annual Forecast table for Colgate GRF
YR12 expected sales of 150gms tube are 15% due to 2-3 brush pack schemes.
Stock keeping unit information
Colgate GRF is available in 130 different stock keeping units (SKUs) which are
50grams for Rs.40
75grams for Rs.58
100grams for Rs.72
150grams for Rs.100
200grams for Rs.125
Distributor margin is 5.5%
Retail Margin is 7%
Cadbury Dairy Milk chocolate was launched in the UK in 1905 and became very popular in India after its introduction in 1948. However, over time its target audience became limited to children. In the 1990s, Cadbury shifted its focus to appeal to both children and adults through campaigns showing the "kid in all of us". This helped boost sales. Later, Cadbury expanded rural distribution and introduced variants to strengthen its brand against growing competition. It also implemented stronger packaging after a 2003 worm infestation issue and hired Amitabh Bachchan as its ambassador to rebuild its image. Cadbury continues working to adapt to new challenges through creative branding.
Project Report on Alcohol & Beverage Industry with specific reference to King...AKSHAT MAHENDRA
This document provides an overview of the alcoholic beverage industry in India. It discusses the industry's role in economic development through direct sales, supplier impacts, induced impacts, and tax contributions. The document also examines trends in the industry such as the growing popularity of whisky, craft beer, and online alcohol sales. Finally, it outlines some roadblocks for the industry including developing an online presence, competing with other beverages, and working within regulations.
Coca Cola has operated globally for over 125 years, manufacturing and distributing over 500 beverage brands in over 200 countries. It focuses on refreshing customers and creating shared happiness and value. Key operations include sourcing raw materials, production, packaging, quality management, and inventory tracking. Coca Cola also engages in sustainability efforts, community outreach, and strategic partnerships. It aims to think globally but act locally through a network of bottling partners.
Coca-Cola entered the Chinese market in the 1920s and established several bottling plants before withdrawing in 1949. In 1978, China adopted an open door policy and Coca-Cola re-entered China in 1979, first using a franchise model and later transitioning to joint ventures. Coca-Cola has since grown its operations and market share in China through strategic marketing, product innovation, and adapting to Chinese culture and consumer preferences. However, the company also faces challenges from regulations, competition, and changing consumer trends in China.
Here are the key details about Cadbury's overall turnover:
- The total confectionery market in India is valued at approximately 41 billion Indian rupees.
- The total annual turnover in terms of tonnage produced is approximately 223,500 tons of confectionery.
- Urban areas account for approximately 73% of the total confectionery market share. Rural areas make up the remaining 27%.
- Given that over 50% of Indians live in rural areas, the rural market remains largely untapped relative to its potential. Tapping further into rural markets could provide significant growth opportunities for confectionery companies like Cadbury.
Analysis of Market Scenario (Hot Tea Stall) of Ispahani TEA and Competitors i...Hasan Bappy
This presentation analyzes the market scenario of Ispahani Tea and its competitors in Dhaka city tea stalls. It discusses Ispahani's company overview, product lines, distribution channels, findings from a survey of 150 tea stall owners regarding brand awareness, preferences, satisfaction levels, and expectations. Key findings include that tea stalls are aware of branded tea and prefer quality over price. Ispahani is the first choice but some switched due to quality issues. Recommendations include improving quality assurance, promotional campaigns, sales visits and relationships to increase availability perceptions.
The document provides information about United Spirits Limited (USL), which is India's largest spirits company and one of the top three spirits companies worldwide. It discusses USL's founders, mission, brands, marketing strategies, technology, distribution network and achievements. Specifically, it notes that USL was formed through mergers and acquisitions, has 140 brands including 19 "millionaire brands", a network of 74 distilleries and bottling units, 48 depots, and reaches over 64,000 retail outlets through its distribution. It also highlights USL's focus on innovation, quality and marketing to achieve sales of over 90 million cases in 2008-2009.
The project describes the sales and distribution network adopted by coca cola beverages in india. It mentions the problems which are faced by the company.
John Cadbury started Cadbury in 1861 in Birmingham, England. It is now the largest confectionery company in the world with over 70,000 employees. Cadbury began operations in India in 1948 and now has 5 manufacturing facilities and 5 sales offices. Cadbury Dairy Milk is considered the "gold standard" of chocolates in India, where Cadbury enjoys a market share of over 70%. The document discusses Cadbury's history, operations in India, vision, objectives, achievements, the 4Ps of marketing, market segmentation, SWOT analysis, and suggestions for the future.
This document provides information about Essence®, an ice cream company located in Mumbai, India. The company's mission is to offer tasty and nutritious ice cream products to improve quality of life. Essence® produces a range of fruit-flavored ice creams and sells family-sized and individual packaging options. The company sources milk from Gujarat and fruits from Maharashtra and Southern India. It markets its products through television, newspapers, and retail stores. Essence® anticipates highest sales in Mumbai and Ahmedabad and follows a seasonal sales forecast.
Project report of coca cola summer internshipSourab Kesar
The document discusses the Coca-Cola Company and its operations in India. It provides background on Coca-Cola being founded in 1886 and now operating in over 200 countries. In India, Coca-Cola operates through Hindustan Coca-Cola Beverages Private Limited and has a sophisticated production and distribution system to sell over 400 beverage brands. The document also covers the FMCG industry and beverage industry in India, segmentation of beverages, and Coca-Cola's values, vision, and organizational structure for its India operations.
This document provides an introduction and overview of Cadbury, the British confectionery company. It discusses how Cadbury started in 1824 when John Cadbury opened a shop in Birmingham selling tea, coffee and homemade drinking chocolate. By 1853, Cadbury became the confectioner to the British Crown. Today, Cadbury operates globally and is the third largest producer of soft drinks and fourth largest confectionery manufacturer in the world. The document outlines Cadbury's objectives, marketing department, popular products including Dairy Milk, Celebrations and more. It also discusses Cadbury's competitors, distribution network, promotions, and awards won for performance and quality.
Coca-Cola and Pepsi are the two largest beverage companies in the world that compete for market share. Both companies target the mass market globally using similar segmentation strategies including geographical, demographic, and psychographic segmentation. They utilize brand ambassadors and localized branding and advertising campaigns. While Coca-Cola is preferred by some for its stronger carbonation, Pepsi has a sweeter taste and appeals more to youth; however, consumer preference ultimately comes down to personal taste.
This document provides an organizational study of Brindavan Agro Industries Pvt. Ltd conducted from August to September 2012. It includes the background and objectives of the study which was conducted to fulfill an MBA degree requirement and gain experience in corporate policies and practices. The document then provides a detailed industry profile of Coca-Cola in India, describing its history, products, manufacturing process, social initiatives and consumer base. It concludes with an introduction to Brindavan Agro Industries, the company's promoters and future plans which include expanding into juice manufacturing, hotels, and online services.
This document provides information about Amul, an Indian dairy cooperative based in Gujarat. It discusses how Amul was founded by Dr. Verghese Kurien and is managed by the Gujarat Cooperative Milk Marketing Federation. The document also outlines Amul's role in India's "White Revolution" by making the country the world's largest producer of milk and milk products. It provides examples of Amul's market segmentation strategies for different products and customer groups.
Coca-Cola was introduced in India in 1993 after liberalization and has since captured 66% of the market share. It employs 6000 people directly and 125,000 indirectly. In 2003 and 2006, an NGO found Coca-Cola and Pepsi products to contain pesticide levels above the legal limit, while the companies denied the claims and said other foods also contained pesticides. The controversy led to a 20-21% drop in cola sales in India and ongoing debate around the companies' practices.
Coca-Cola has aggressively expanded into India, now one of its largest markets, through acquisitions and marketing. However, it has faced challenges from environmental groups accusing its plants of polluting water sources and products containing unsafe pesticide levels. While Coca-Cola denies wrongdoing and courts lifted bans, it continues to face opposition and was ordered to pay $47 million in damages. It aims to double sales in India by 2020 with $5 billion in additional investments, but faces competition from Pepsi in this growing market.
About different segments of Vadilal, as well as their financial results- revenue earned, profit/loss, capital employed. Also, the future possibilities are told.
Brand Academy provides details brand analysis, research, article and insights for free.
Contact us :
brandsmentor@gmail.com
https://www.facebook.com/1stbrandsacademy
Sales Forecasting At Colgate Palmolive Pakistan Limited
Introduction
Colgate Palmolive Pakistan Limited is operated as a franchise of Colgate Palmolive Co. (US-based) by Lakson group companies.
Its located at Lakson square building no. 2 office near zainab market karachi.
It has been a major player in the health care sector through its valuable and innovative solutions particularly in the oral care, personal care, surface care and fabric care.
Company offerings are quite successful in generating brand loyalty and demand for the products, as it has been able to generate the increase in the net revenue and gross profit by 22.7% and 8.6% respectively.
Target increase in market share was clearly achieved in the YR2011 by attaining an increase of 1.42% in the net profit. Rs. 14,150 million was the annual net sales of YR11 with gross profit of Rs.4,161 million.
Focus of Our Report
Our report focuses mainly on the “Sales Forecasting”.
Our analysis and findings are focused to Colgate GRF (great regular flavor) brand’s forecasting techniques and issues related to the scope of Sales manager.
We have interviewed
National, Regional & Area managers of Karachi,
and some merchandisers in order attain trade insights and market norms regarding forecasting practices.
Estimation of Industry sales
Colgate GRF & its Competitors
Top of mind brand in this category is Colgate GRF as being market leader with 59% share
Whereas Medicam & Pepsodant are the direct competitor for Colgate GRF having 20% & 3% respectively
The 18% share is with other competitors like forhans etc.
Colgate GRF is a supreme profit generating factor and therefore termed as “Cash Cow” for CP Pakistan.
Market potential
Colgate tooth paste with all its brands like Herbal, Misvaak, Maxfresh, etc. that contains nearly 55% of the market share as of whole toothpaste category in YR2011.
Sales in volume were not shared.
Rs. 4161m(Sales of YR11) /0.55 (Colgates share in YR11)= Rs.7565m (Category sales in YR11)
20% of expected increase so expected total category sales would be Rs.7565 X 1.20 = Rs.9078m
Rs.9078m is the market potential.
Sales potential
Colgate aims to grab 58% to 60% of the market share by the end of June YR13.
For this some new brands are in pipeline of brand extension plan. The launch of Colgate Sensitive is part of launch and share boosting plan.
Sales potential is Rs.5266m to Rs.5447m
Annual Forecast table for Colgate GRF
YR12 expected sales of 150gms tube are 15% due to 2-3 brush pack schemes.
Stock keeping unit information
Colgate GRF is available in 130 different stock keeping units (SKUs) which are
50grams for Rs.40
75grams for Rs.58
100grams for Rs.72
150grams for Rs.100
200grams for Rs.125
Distributor margin is 5.5%
Retail Margin is 7%
Cadbury Dairy Milk chocolate was launched in the UK in 1905 and became very popular in India after its introduction in 1948. However, over time its target audience became limited to children. In the 1990s, Cadbury shifted its focus to appeal to both children and adults through campaigns showing the "kid in all of us". This helped boost sales. Later, Cadbury expanded rural distribution and introduced variants to strengthen its brand against growing competition. It also implemented stronger packaging after a 2003 worm infestation issue and hired Amitabh Bachchan as its ambassador to rebuild its image. Cadbury continues working to adapt to new challenges through creative branding.
Project Report on Alcohol & Beverage Industry with specific reference to King...AKSHAT MAHENDRA
This document provides an overview of the alcoholic beverage industry in India. It discusses the industry's role in economic development through direct sales, supplier impacts, induced impacts, and tax contributions. The document also examines trends in the industry such as the growing popularity of whisky, craft beer, and online alcohol sales. Finally, it outlines some roadblocks for the industry including developing an online presence, competing with other beverages, and working within regulations.
Coca Cola has operated globally for over 125 years, manufacturing and distributing over 500 beverage brands in over 200 countries. It focuses on refreshing customers and creating shared happiness and value. Key operations include sourcing raw materials, production, packaging, quality management, and inventory tracking. Coca Cola also engages in sustainability efforts, community outreach, and strategic partnerships. It aims to think globally but act locally through a network of bottling partners.
Coca-Cola entered the Chinese market in the 1920s and established several bottling plants before withdrawing in 1949. In 1978, China adopted an open door policy and Coca-Cola re-entered China in 1979, first using a franchise model and later transitioning to joint ventures. Coca-Cola has since grown its operations and market share in China through strategic marketing, product innovation, and adapting to Chinese culture and consumer preferences. However, the company also faces challenges from regulations, competition, and changing consumer trends in China.
Here are the key details about Cadbury's overall turnover:
- The total confectionery market in India is valued at approximately 41 billion Indian rupees.
- The total annual turnover in terms of tonnage produced is approximately 223,500 tons of confectionery.
- Urban areas account for approximately 73% of the total confectionery market share. Rural areas make up the remaining 27%.
- Given that over 50% of Indians live in rural areas, the rural market remains largely untapped relative to its potential. Tapping further into rural markets could provide significant growth opportunities for confectionery companies like Cadbury.
Analysis of Market Scenario (Hot Tea Stall) of Ispahani TEA and Competitors i...Hasan Bappy
This presentation analyzes the market scenario of Ispahani Tea and its competitors in Dhaka city tea stalls. It discusses Ispahani's company overview, product lines, distribution channels, findings from a survey of 150 tea stall owners regarding brand awareness, preferences, satisfaction levels, and expectations. Key findings include that tea stalls are aware of branded tea and prefer quality over price. Ispahani is the first choice but some switched due to quality issues. Recommendations include improving quality assurance, promotional campaigns, sales visits and relationships to increase availability perceptions.
The document provides information about United Spirits Limited (USL), which is India's largest spirits company and one of the top three spirits companies worldwide. It discusses USL's founders, mission, brands, marketing strategies, technology, distribution network and achievements. Specifically, it notes that USL was formed through mergers and acquisitions, has 140 brands including 19 "millionaire brands", a network of 74 distilleries and bottling units, 48 depots, and reaches over 64,000 retail outlets through its distribution. It also highlights USL's focus on innovation, quality and marketing to achieve sales of over 90 million cases in 2008-2009.
The project describes the sales and distribution network adopted by coca cola beverages in india. It mentions the problems which are faced by the company.
John Cadbury started Cadbury in 1861 in Birmingham, England. It is now the largest confectionery company in the world with over 70,000 employees. Cadbury began operations in India in 1948 and now has 5 manufacturing facilities and 5 sales offices. Cadbury Dairy Milk is considered the "gold standard" of chocolates in India, where Cadbury enjoys a market share of over 70%. The document discusses Cadbury's history, operations in India, vision, objectives, achievements, the 4Ps of marketing, market segmentation, SWOT analysis, and suggestions for the future.
This document provides information about Essence®, an ice cream company located in Mumbai, India. The company's mission is to offer tasty and nutritious ice cream products to improve quality of life. Essence® produces a range of fruit-flavored ice creams and sells family-sized and individual packaging options. The company sources milk from Gujarat and fruits from Maharashtra and Southern India. It markets its products through television, newspapers, and retail stores. Essence® anticipates highest sales in Mumbai and Ahmedabad and follows a seasonal sales forecast.
Project report of coca cola summer internshipSourab Kesar
The document discusses the Coca-Cola Company and its operations in India. It provides background on Coca-Cola being founded in 1886 and now operating in over 200 countries. In India, Coca-Cola operates through Hindustan Coca-Cola Beverages Private Limited and has a sophisticated production and distribution system to sell over 400 beverage brands. The document also covers the FMCG industry and beverage industry in India, segmentation of beverages, and Coca-Cola's values, vision, and organizational structure for its India operations.
This document provides an introduction and overview of Cadbury, the British confectionery company. It discusses how Cadbury started in 1824 when John Cadbury opened a shop in Birmingham selling tea, coffee and homemade drinking chocolate. By 1853, Cadbury became the confectioner to the British Crown. Today, Cadbury operates globally and is the third largest producer of soft drinks and fourth largest confectionery manufacturer in the world. The document outlines Cadbury's objectives, marketing department, popular products including Dairy Milk, Celebrations and more. It also discusses Cadbury's competitors, distribution network, promotions, and awards won for performance and quality.
Coca-Cola and Pepsi are the two largest beverage companies in the world that compete for market share. Both companies target the mass market globally using similar segmentation strategies including geographical, demographic, and psychographic segmentation. They utilize brand ambassadors and localized branding and advertising campaigns. While Coca-Cola is preferred by some for its stronger carbonation, Pepsi has a sweeter taste and appeals more to youth; however, consumer preference ultimately comes down to personal taste.
This document provides an organizational study of Brindavan Agro Industries Pvt. Ltd conducted from August to September 2012. It includes the background and objectives of the study which was conducted to fulfill an MBA degree requirement and gain experience in corporate policies and practices. The document then provides a detailed industry profile of Coca-Cola in India, describing its history, products, manufacturing process, social initiatives and consumer base. It concludes with an introduction to Brindavan Agro Industries, the company's promoters and future plans which include expanding into juice manufacturing, hotels, and online services.
This document provides information about Amul, an Indian dairy cooperative based in Gujarat. It discusses how Amul was founded by Dr. Verghese Kurien and is managed by the Gujarat Cooperative Milk Marketing Federation. The document also outlines Amul's role in India's "White Revolution" by making the country the world's largest producer of milk and milk products. It provides examples of Amul's market segmentation strategies for different products and customer groups.
Coca-Cola was introduced in India in 1993 after liberalization and has since captured 66% of the market share. It employs 6000 people directly and 125,000 indirectly. In 2003 and 2006, an NGO found Coca-Cola and Pepsi products to contain pesticide levels above the legal limit, while the companies denied the claims and said other foods also contained pesticides. The controversy led to a 20-21% drop in cola sales in India and ongoing debate around the companies' practices.
Coca-Cola has aggressively expanded into India, now one of its largest markets, through acquisitions and marketing. However, it has faced challenges from environmental groups accusing its plants of polluting water sources and products containing unsafe pesticide levels. While Coca-Cola denies wrongdoing and courts lifted bans, it continues to face opposition and was ordered to pay $47 million in damages. It aims to double sales in India by 2020 with $5 billion in additional investments, but faces competition from Pepsi in this growing market.
Coca-Cola and Pepsi have faced numerous controversies in India regarding their business practices and products. Studies have found pesticide residues in their drinks exceeding safety limits. Both companies deny these findings. There have also been protests over the companies' exploitation of water resources and negative environmental impacts. Various state governments have taken actions like product bans in response to health and social concerns about cola companies. However, the companies continue to operate in India while facing ongoing opposition and calls for more regulation and transparency.
Coca-Cola Company: Allegations of Pesticides in Soft-Drinks in India Harshit Garg
The document discusses allegations by the Centre for Science and Environment (CSE) in India that Coca-Cola products sold in India contained pesticide levels above permissible limits. It provides background on Coca-Cola's history and operations in India. The CSE findings led some states and schools to ban Coca-Cola products. In response, Coca-Cola withdrew products from the market, appointed an independent committee to investigate, and assured customers of its commitment to product quality and safety standards.
This case study discusses a 2003 controversy where tests found soft drinks in India like Pepsi and Coke contained toxic pesticides above permissible limits. The Centre for Science and Environment found pesticides 16 and 9 times the EU limit in Pepsi and Coke. This was due to use of contaminated groundwater in manufacturing. While the companies denied the findings, later tests confirmed pesticides in samples. The controversy hurt sales and margins for the companies and led to new regulations requiring warning labels on products in India.
Coke and Pepsi in India Issues, Ethics, and Crisis ManagementTh.docxmary772
This document summarizes the issues faced by Coca-Cola and Pepsi in India beginning in 2003, when environmental groups alleged that their soft drinks contained dangerously high levels of pesticides. This led to bans in some states and declining sales. The companies initially denied the allegations but later improved their responses. Both companies increased transparency, addressed water usage concerns, and improved community initiatives. While protests continued, their sales gradually recovered as they adopted more aggressive public relations strategies to rebuild trust in India.
Coca-Cola is a brand name known throughout the entire world. It .docxmonicafrancis71118
Coca-Cola is a brand name known throughout the entire world. It covers 60 percent of the $1.6 billion soft drink market. In 2006–2007, Coca-Cola faced some difficult challenges in the region of Kerala, India. The company was accused of using water that contained pesticides in its bottling plants in Kerala. An environmental group, the Center for Science and Environment (CSE), found 57 bottles of Coke and Pepsi products from 12 Indian states that contained unsafe levels of pesticides.1
The Kerala minister of health, Karnataka R. Ashok, imposed a ban on the manufacture and sale of Coca-Cola products in the region. Coca-Cola then arranged to have its drinks tested in a British lab, and the report found that the amount of pesticides found in Pepsi and Coca-Cola drinks was harmless to the body.2 Coca-Cola then ran numerous ads to regain consumers’ confidence in its prod- ucts and brand. However, these efforts did not satisfy the environmental groups or the minister of health.
India’s Changing Marketplace
During the 1960s and 1970s, India’s economy faced many challenges, growing only an average of 3–3.5 percent per year. Numerous obstacles hindered foreign companies from investing in India, and many restrictions on economic activ- ity caused huge difficulties for Indian firms and a lack of interest among foreign investors. For many years the govern- ment had problems implementing reform and overcoming bureaucratic and political divisions. Business activity has traditionally been undervalued in India; leisure is typically given more value than work. Stemming from India’s colonial legacy, Indians are highly suspicious of foreign investors. Indeed, there have been a few well-publicized disputes between the Indian government and foreign investors.3
More recently, however, many Western companies are finding an easier time doing business in India.4 In 1991, political conditions had changed, many restrictions were eased, and economic reforms came into force. With more than 1 billion consumers, India has become an increasingly attractive market.5 From 2003–2006, foreign investment doubled to $6 billion. Imported goods have become a status symbol for the burgeoning middle class.6
Coca-Cola has been targeting India for potential growth, as Indians consume an average of 12 eight-ounce beverages per year. In comparison, Brazil consumers drink roughly 240 beverages per year on average. Despite the relatively low amount of beverages consumed by India on average, India has been one of Coke’s best emerging market plays.
During the January to March period of 2012, sales in India increased 20 percent. This compares very favorably with Coca-Cola’s other emerging market operations in China (9 percent growth over the same period) and Brazil (4 percent growth over the same period). As part of the investment plan, Coca-Cola plans to expand capacity at all 13 of its bottling plants, which should help expand the company’s distribution throughout the country. Coca-Cola is ai.
Coca-Cola India has won the prestigious Golden Peacock Award for Corporate Social Responsibility for three consecutive years, recognizing its community initiatives and efforts in water conservation. As one of India's largest beverage companies, Coca-Cola India implements a wide range of CSR programs focused on environmental protection, community development, education, health, and water conservation. However, the company also faces ongoing criticism over its business practices and their environmental and social impacts.
The document discusses Coca-Cola's history and operations in India. It describes how Coca-Cola was introduced in 1885 and now operates in most countries, selling over 12,500 drinks every second with $15 billion in annual profits. In India, Coca-Cola was kicked out in 1977 but returned in 1993, acquiring leading brands to gain a 66% market share. However, the company has also faced criticisms over unethical practices like excessive water usage, pollution from plants, and products containing pesticide levels above standards. The document examines both the positive impacts of Coca-Cola's investments and employment, and the negative health and environmental effects.
The document summarizes a crisis faced by Coca-Cola in India in 2003. A research group found that Coke products sold in India contained high levels of pesticides, exceeding global standards by 30-36 times. This led the Indian government to ban Coke products, and sales dropped significantly. Coca-Cola's objectives were to restore its reputation in India, win back customers, satisfy investors, and continue growing with India's population.
Coca Cola faced a crisis in 2003 when an environmental group accused them of selling drinks with toxic pesticide residues above global standards in India. This led the Indian government to ban Coke and Pepsi products temporarily. Coca Cola's stock price dropped as a result. The company responded by claiming the reports were invalid and conducting independent tests that found no detectable pesticide residues. However, the situation still posed a threat to Coca Cola's standing in India.
Redlands International Beverage Corporation entered the natural beverage market with hibiscus beverages. In 2003, the Centre for Science and Environment issued a report stating that 12 major cold drink brands sold in India contained pesticide residues above global standards. This led the Indian government to ban Coke and Pepsi products temporarily. Both companies conducted independent tests that showed no detectable pesticide residues. Coca-Cola is a global beverage company that has faced crises over the years, including this 2003 issue in India regarding alleged pesticide contamination of its drinks.
- Coca-Cola's operations in India have faced significant criticism and protests over draining groundwater resources and polluting water supplies. Several communities in India have experienced water shortages and pollution from Coke's extraction and dumping of waste.
- A report by TERI, which was funded by Coca-Cola, found that while some Coke plants met regulatory standards, most did not meet the company's own wastewater standards. It also said one plant should be relocated or shut down due to overexploitation of water resources. However, the report did not examine all plants and was criticized for failing to acknowledge the full impacts of Coke's operations.
The Coca-Cola Company is headquartered in Atlanta and sells products in over 200 countries. It produces over 3,000 beverage products and is involved in manufacturing, distribution, bottling and marketing of non-alcoholic concentrates. Coca-Cola was created in 1886 by John Pemberton and was named and trademarked by Frank Robinson. The company focuses on corporate social responsibility priorities of people, partners, portfolio, profit and planet. Coca-Cola India was established in 1993 and focuses on water conservation, energy reduction, sustainable packaging and community initiatives.
This case examines Coca-Cola's corporate social responsibility (CSR) strategy in India. While Coca-Cola India received awards for its CSR initiatives like water conservation projects, the company also faced severe criticism for allegedly depleting groundwater resources and negatively impacting local communities. Coca-Cola implemented initiatives to address issues like sustainable water use, but critics argued the company was "greenwashing" and had not actually changed its damaging operations. The case discusses the challenges Coca-Cola India faces in implementing its CSR strategy given the ongoing criticism against the company in India.
The document summarizes Coca-Cola's stakeholders and their stakes in the company, as well as the economic, legal, ethical, and philanthropic responsibilities Coca-Cola has to each stakeholder. It then discusses a crisis that occurred in India in 2003 when an environmental group found pesticide residues exceeding standards in Coca-Cola products, leading the government to ban the products. This caused Coca-Cola's stock to drop and sales in India to decline by 30-40%. Coca-Cola responded by attacking the credibility of the environmental group rather than taking responsibility, worsening the crisis.
- Coca-Cola was created in 1886 and has since become the world's largest beverage company, distributing over 400 brands globally. It established an early presence in India but left in 1977 due to regulations before returning in 1993.
- Studies in India found pesticide levels in Coca-Cola products to be 30 times higher than European limits, leading to protests, sales drops, and some regional bans on soft drinks. Coca-Cola denied the findings and opposed stricter pesticide standards.
- Other issues faced by Coca-Cola in India included protests over alleged water pollution from bottling plants and concerns about the impact of its operations.
In our "Public Relations" course at SFSU my group and I analyzed Coca-Cola's problems with the CSE in 2003 and came up with an alternative to handle the situation.
Coca Cola and Pepsi have faced challenges competing in India. Both companies initially struggled due to unexpected problems that demonstrated cultural differences between India and other markets. In the 1990s, Coca Cola withdrew from India for over a decade after a dispute with the government. Upon returning, both Coca Cola and Pepsi faced issues such as complaints about water depletion and contamination from their bottling plants, as well as concerns about pesticides in their drinks and having different product standards between India and other countries. Pepsi has strengths in its diverse product portfolio and strong brand recognition, but relies too heavily on markets in North and South America. Political, economic, social, technological, legal and environmental factors all impact the companies'
This document is a summer project report submitted by two students, Prashant Patel and Harsh Shah, to the S.K. Patel Institute of Management & Computer Studies in Gandhinagar, India in August 2013. The report examines brand awareness and sales of products by Hindustan Coca-Cola Beverages Pvt. Ltd. in Ahmedabad. It includes chapters on the introduction, research methodology, industry profile, and company profile. The industry profile section provides an overview of the history and major players in the Indian beverages industry, while the company profile focuses on the history of The Coca-Cola Company.
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2. COCA COLA IN INDIA
Coca-Cola was the
leading soft drink
brand in India until
1977 when it left
rather than reveal
its formula to the
government and
reduce its equity
stake.
After a 16-year
absence, Coca-Cola
returned to India in
1993. From 1993 to
2003, Coca-Cola
invested more than
US$1 billion in India,
making it one of
the country’s top
international investors.
In 2000, the
company launched
Kinley water brand.
In 2001, Shock
energy drink and
powdered
concentrate Sunfill
hit the market.
Coca-Cola India
achieved 39% volume
growth in 2002 while
the industry grew 23%
nationally and the
Company reached
breakeven
profitability in the
region for the first time
Encouraged by its 2002
performance,
Coca-Cola India
announced plans to
double its capacity at an
investment of $125
million
(Rs. 750 crore) between
September 2002 and
March 2003.
3. SUMMARY
CSE released the report that 12 major
cold drinks and bottled water contained
deadly cocktail pesticide.
Surpassing global standards by 30-36
times including lindane, DDT, malathion
and chlorpyrifos.
Indian govt banned Coke and Pepsi
products in India.
The Coca Cola sales declined.
Regulations on soft drinks in India were
weak and there were no standards to
define clean or potable water.
Coke and Pepsi attacked the credibility
of the CSE and their lab results, citing
regular testing at independent
laboratories, proving the safety of their
products.
4. Since August 5, 2003 the quality and safety of Coca-Cola and
PepsiCo products in India have been called into question by a
local NGO, the Centre for Science and Environment (CSE). The
basis of the allegations are tests conducted on products of Coca-
Cola and PepsiCo by CSE’s internal unaccredited laboratory, the
Pollution Monitoring Laboratory.
In India, as in the rest of the world, our plants use a multiple
barrier system to remove potential contaminants and unwanted
natural substances including iron, sulfur, heavy metals as well as
pesticides. Our products in India are safe and are tested
regularly to ensure that they meet the same rigorous standards
we maintain across the world.
The result of these allegations has been consumer confusion,
significant impact on the sale of a safe and high-quality product,
and the erosion of international investor confidence in the Indian
business sector. This situation calls for the development of
national sampling and testing protocols for soft drinks, an end to
sensationalizing unsubstantiated allegations, and co-operation
by all parties concerned in the interests of both Indian
consumers and companies with significant investments in the
Indian economy.
5. Do you think the soft drink companies exhibited ethical
behavior in selling soft drinks laced with such high levels of
pesticide in the Indian market?
The soft drink companies did not exhibited ethical behaviour in selling
soft drinks and bottled water laced with such high levels of pesticide in the
Indian market.
• There were lapses in Prevention of Food Alteration Act (PFA) regarding
carbonated drinks.
• Although CSE report showed that the soft drinks contain pesticides and
are harmful for human health, the lab results according to Coke were
declared safe and pesticide free.
• The companies lost their consumer base along with a sharp decline in their
sales.
• The behaviour was not ethical because it could affect the health of
millions of people and they took advantage of lenient policies, laws and
regulations in India.
6. Compare this with their stance in their respective home markets.
1. Like its parent, Coke India’s Corporate Social Responsibility (CSR) initiatives
were both community and environment-focused.
2. The Pollution Monitoring Laboratory tested two soft drink brands sold in the
US to see if they contained pesticides but they didn’t.
3. Stricter and better policies, laws and regulation in their respective home
markets.
7. Also analyze their subsequent actions on this issue after the
controversy became public knowledge. Has their response
been adequate?
There were full page news advertisements, which
directed customers to visit the company’s website to
view test results and safety protocol in great detail.
The companies launched independent campaigns to
reassure the public.
Coke and Pepsi denied the validity of CSE’s claims
and their lab results. The companies threatened legal
action.
Coke and Pepsi conducted a joint press conference
the very next day after CSE’s announcement.
Yes their
response has
been adequate.
Coca Cola
utilized the
mass media to
educate and
inform its
stakeholders.