Cola Wars have continues till date. This presentation presents an analysis of the case Cola wars continues in 2006.
Find out what we have to say about the classic case of competition.
Coca Cola Financial Analysis Final Project for Financial Accounting, St. Thomas MBA program. Group projected included Leanna Privette, Robin Toal, and April Vassau.
Marketing failures tells us how even the most brilliant marketers commit mistakes which can turn into major failures for brands. The first deck on marketing failures describes what is sometimes known as the "Biggest Marketing Blunder of All Times". Hard to believe that it comes from one of the best marketers of current time, Coca-Cola. How the introduction of New Coke after abandoning its century-old beverage backfired and what led to that decision are some of the points dicussed.
Cola Wars have continues till date. This presentation presents an analysis of the case Cola wars continues in 2006.
Find out what we have to say about the classic case of competition.
Coca Cola Financial Analysis Final Project for Financial Accounting, St. Thomas MBA program. Group projected included Leanna Privette, Robin Toal, and April Vassau.
Marketing failures tells us how even the most brilliant marketers commit mistakes which can turn into major failures for brands. The first deck on marketing failures describes what is sometimes known as the "Biggest Marketing Blunder of All Times". Hard to believe that it comes from one of the best marketers of current time, Coca-Cola. How the introduction of New Coke after abandoning its century-old beverage backfired and what led to that decision are some of the points dicussed.
Presentation on Cola Wars between Coke and Pepsi
(Presented in Marketing Planning and Implementation-1 Course at MDI Gurgaon)
P.S- Please feel free to share your views in comments.
Compared Financial ratios and statements. Evaluated capital structure, fund flow and working capital flow. Forecasted financials of the next 3 years. Calculated the market Beta and WACC.
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.
Corporate Social Responsibility Case Study: Coca Cola IndiaAsma Muhamad
Discover a case study of Coca Cola India in which how they turns their corporate social irresponsibility/issue into corporate social responsibility that give benefits to parties around where Coca Cola India operates their factories.
Presentation on Cola Wars between Coke and Pepsi
(Presented in Marketing Planning and Implementation-1 Course at MDI Gurgaon)
P.S- Please feel free to share your views in comments.
Compared Financial ratios and statements. Evaluated capital structure, fund flow and working capital flow. Forecasted financials of the next 3 years. Calculated the market Beta and WACC.
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.
Corporate Social Responsibility Case Study: Coca Cola IndiaAsma Muhamad
Discover a case study of Coca Cola India in which how they turns their corporate social irresponsibility/issue into corporate social responsibility that give benefits to parties around where Coca Cola India operates their factories.
Public Relations and Media - Concepts & Cases
This book basically contains articles from leading journals & magzines written by experts.
Pramod Rao, Srikant S Wawge, Kalyani Gohokar are the editors of this book.
Presentation of largest FMCG in the world.The Coca-Cola Company is an American multinational beverage corporation headquartered in Atlanta, Georgia. The Coca-Cola Company has interests in the manufacturing, retailing and marketing of nonalcoholic beverage concentrates and syrups.
Online Video Collaboration for Manufacturing Industry - Summary ReportAbhizar Bootwala
Large companies with project teams spread over several countries and multiple time zones are increasingly turning to videoconferencing to connect geographically dispersed groups. Companies are realizing that flying employees from one location to the next not only chalks up travel costs, but also decreases productivity and leads to team exhaustion.
Of course, videoconferencing isn’t a complete replacement for face-to-face meetings. Companies that are leading the way in videoconferencing report those periodic in-person visits are still necessary and they caution that videoconferencing is most effective if team members already have an existing relationship. There’s no doubt personal videoconferencing tools can enhance remote employees’ communication and productivity. Video ties together disparate and often isolated workers by letting physical, visual nuances shine through.
Online Video Collaboration for Manufacturing Industry - Full ReportAbhizar Bootwala
Large companies with project teams spread over several countries and multiple time zones are increasingly turning to videoconferencing to connect geographically dispersed groups. Companies are realizing that flying employees from one location to the next not only chalks up travel costs, but also decreases productivity and leads to team exhaustion.
Of course, videoconferencing isn’t a complete replacement for face-to-face meetings. Companies that are leading the way in videoconferencing report those periodic in-person visits are still necessary and they caution that videoconferencing is most effective if team members already have an existing relationship. There’s no doubt personal videoconferencing tools can enhance remote employees’ communication and productivity. Video ties together disparate and often isolated workers by letting physical, visual nuances shine through.
Opening a Hotel in Khajurao: A Business Simulation ProjectAbhizar Bootwala
A Project Simulation on opening a 5 Star Hotel In one of India’s most visited tourist destination Khajuraho
• Environmental scanning - PEST Analysis
• STP (Segmentation, Targeting & Positioning) Analysis
• Designing the Hotel Layout
• Designing a blue print for overnight stay
• Marketing & Promotion Strategies
• Applying the 7 P's to the Project
Australia & New Zealand Foreign Trade & Relationship with IndiaAbhizar Bootwala
Australia & New Zealand: Demographics, Socio-Economic Parameters, Culture, Macro Economic Overview, Major Industries & Industrial cities, Major Exports & Imports, Currency History, Trade Relations with India, Economic & Political Issues, Free Trade Agreements and Foreign & Trade Policy
Academic Project Summarized Below:
• Concept of Energy Drinks
• Profile of Red Bull as a pioneer in energy drinks
• Energy Drink market in India
• Created and conducted an online survey and captured responses of 100 respondents and conducted Secondary research to determine the following objectives:
- To understand and identify the energy drink market in India
- To understand consumer preference and their consuming habits
- To analyze the market opportunities and drawbacks
• Analysis & Recommendations
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
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LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
3. The Company..
• Pharmacist, John Styth Pemberton first introduced the refreshing taste of
Coca-Cola in Atlanta, Georgia in 1886.
Pemberton concocted a caramel-coloured syrup in a brass kettle in his
backyard. He first "distributed" the new product by carrying Coca-Cola in a
jug down the street to Jacobs Pharmacy.
• Initially sold as a patent medicine for 5 cents a glass.
• Pemberton claimed that it cured diseases such as headache, impotence,
and morphine addiction.
5. The yester years..
• 1886 - Sales of Coca-Cola averaged nine drinks per day.
• 1887 - Businessman Asa Griggs Candler acquires stake in the company
and in 1888 incorporates it as the Coca Cola company.
• 1893 - In January "Coca-Cola" was registered in the U.S. Patent office.
• 1917 - 3 Million Coke's sold per day.
• 1919 - Buy-over of Coca-Cola to business-man Asa Griggs Candler for $
25 million.
• 1925 - 6 Million Coke's sold per day.
• 1927 - The first Coca-Cola Radio advertisement.
• 1929 - Coca-Cola was made available through vending machines.
• 1950 – First television Advertisement.
• 1977 - The Coca-Cola contour bottle was patented.
• 1978 - Two litre plastic bottles introduced.
6. • 1982 - Diet Coke was introduced in July targeting health conscious
consumers.
• 1993 - Coca-Cola exceeds sales of 10 Billion cases worldwide.
• 1993 - Advertising slogan -"Always Coca-Cola".
• 1995 – Coke consumed aboard the Space Shuttle Discovery
• 1907-1948
The Coca-Cola expands its bottling operations in:
Hawaii, Philippines, France, Belgium, Bermuda, Colombia, Honduras, Italy,
Mexico, Haiti and Burma, China, Guatemala, Holland, Spain, Venezuela,
Morocco, Germany, Australia, Scotland and many more.
7. Prologue:
• 1999 - Coca-Cola Enterprises has one of their worst public relations
nightmare in its 113 year history.
• 8th June, 1999 - Students in Bornem, Belgium noticed that the coke they
had purchased had a bad smell. School administrators called the Coca-
Cola Enterprises (CCE) plant that morning to complain.
• CCE is a European bottler owned 40% by Coca-Cola with plants in
Antewerp, Dunkirk & Ghent.
• At the same in the town of Belsele, city officials called and complained of
bad smelling coke from vending machines
• Now Coca-Cola realized that a crisis was occurring.
8. • 14th
June, 1999 - Luc Van den Bossche bans sales of all Coca-Cola
soft drinks from the three plants Antwerp, Dunkirk, and Ghent.
CCE withdraws15 million cans and bottles.
• Coca-Cola, Coca-Cola Light, Sprite, Nestea, Aquarius lemon, orange, and grapefruit,
Bon Aqua, Kinley Tonic and Lilt.
• However continues to mishandle the situation by not giving clear information
to the public and health officials. They declared that there was no real
problem and all bottles with codes DU, DV and DW had been removed.
• Despite this 38 more students became ill.
• CCE later realises that list was incomplete and that all cans stamped with
the code DX and DP should have been removed.
• Problems continue. France officials complained that incorrect information
was being provided by CCE.
9. • With additional problems being reported in France, Coca-Cola finally put
its public relations damage control into action.
• 24th
June, 1999 – Belgian health authorities end a 10 day ban on Coke
products.
• 25th
June, 1999 - CCE holds a news conference in Brussels denying that the
drinks posed any health risk.
• Douglas Ivester CEO and Chairman said that production would resume
immediately and that he expected Coca-Cola products to be back in Belgian
stores within two weeks. He also offered to pay medical costs if anyone fell
ill.
• Damage had already been done.
• Information was delayed and often misleading.
• People in Europe lost confidence in Coca-Cola products.
• At least 100 people became legitimately sick.
10. Predicament:
• Coca-Cola's financial performance suffered a major setback due to the
Belgian crisis.
• Negatve impact on Coca-Cola's overall second-quarter net income in the
fiscal year 1999, coming down by 21% to $942 million.
• Entire operation of destroying recalled products cost CCE $103 million
• 5% decline in the bottler's revenues.
• 6% decline in cash operating profit.
11. SWOT Fragmentation
Strengths:
• Strong brand recognition across the globe.
• Coca-Cola is the second most recognizable phrase after “Ok”.
• Company valued at $ 67000 Million in 2006.
• It has become a part of the World culture. Emotional attachment with the brand.
• Owns 4 of the top 5 soft drink brands in the world: Coca-Cola, Diet coke, Sprite
and Fanta.
• Largest manufacturer, distributor and marketer of non-alcoholic beverages.
• Operations supported by strong infrastructure owning 32 beverage concentrate
and syrup manufacturing plants. Also now manufactures juice concentrate.
• Aggressive branding and advertizing resulted in re-building a powerful image of
the company
12. Weaknesses:
• The proposition demonstrated the gap in capabilities of the company
officials as they issued statements contradicting one another.
• An apology to consumers came more than a week after the first public
reports that people had fallen ill. It was not until June 18,10 days after the
first schoolboy became dizzy and nauseated after drinking a Coke that top
company officials arrived in Belgium. And when Coke did begin to respond,
it tried to minimize the reports of illness.
• Also the company officials initially viewed the contamination to be a minor
problem clearly proving the lack of foresight.
• Being addicted to Coca-Cola also is a health problem, and has other side-
effects on teeth which is an issue for health care.
13. • Sheer carelessness, chaos, panic caused an incomplete transmission of
recall codes further worsening the case.
• All of these un-coordinated and disarrayed activities led to the ban on sales
of all of Coke’s products. The situation had worsened to the extent that the
health minister of France was quoted saying that “That a company so
expert in advertising and marketing should be so poor in
communicating on this matter is astonishing.”
• This definitely had an evident effect on the sales numbers and the revenue
of the company.
14. Opportunity:
• Coca-Cola’s bottling system also allows the company to take advantage of
the infinite growth opportunities around the world.
• The incident of the European children gave Coca-Cola the opportunity to
develop a system that will quickly respond to crisis.
• This incident also gave the company an opportunity to look into other
avenues of solutions and not to just rely on the first instinct.
• These opportunities improves the brand image and also will help increase
the affection for the company in the hearts of the people.
15. Threats:
• Such a crisis also has the competitors on their heels de-faming the brand
name as is evident with the advertisement campaigns amidst the cola wars.
• The consumers can easily switch to other beverages with little cost or
consequences.
• With Coca-Cola not responding neither quickly nor with its senior most
spokesperson it definitely threatened the company’s image as 74% of the
sales revenue was being generated from the European nations.
• Such an incident can also result in the withdrawal and even severing of
support from the co-branding partners where a good amount of revenue is
generated by means of sponsorship and partnership.
• With the company taking such a weak stand for the issue its also faced
dejection from the political and the legislative fronts of the locale.
16. Synopsis:
• The planning and implementation process of the SWOT analysis of the
problem clearly highlights the importance of a crisis management plan so
that major areas of vulnerability can be identified and therefore addressed.
• Response time is critical in minimizing damage to image and/or brand
image.
• Contingency planning is crucial to ultimate success in dealing with
opportunities and threats to companies.
• Moreover, because factors of impact vary from country to country and
culture to culture, it is very important that response plans are developed for
each location and include input from local management and public officials.
• We must understand that Perception does become Reality. In this case,
the company’s silence as they attempted to identify the source of the
problem led to a loss of public confidence.
• The longer the management delays a response, the more the opportunity
for permanent damage to the psychological bond that connects the
consumer to company image and reputation.
17. • The crisis management was more complicated in Coke’s crisis as the
bottler’s were not owned directly by the parent company.
• Thus the company needs some way to bring members of its top corporate
management together with other decision makers and other information
providers so that a response can be made public quickly.
• It took CCE an entire week to get Douglas Ivester, Coke’s CEO to Europe.
In a crisis of such a magnitude, the public looks for the No. 1 person to be
doing something significant.
• So while we do not know what Coke’s crisis management process was, it
appears not to have moved speedily.
• It is also important that the company have evolved a culture that in a crisis
like this will put foremost on the table the health of the customer.
• In coke’s instance the company had information about people who had
become ill weeks prior to these incidents. They should have released that
information. Instead they chose to not disclose the same thinking that it was
irrelevant.
• Even though you feel the information is irrelevant, one should get it out –
because that allows people who may think it is relevant to go through
whatever process they want to go through.
18. • It is imperative that the local personnel who have built a rapport and
credibility with the local customers and political units be included as a visible
part of the immediate response plan. In our case, there was a recent
change in the political leadership in Belgium, and the necessary rapport
between the company and the government had not been established.
• Another important consideration in critical incidents such as this is the
preservation of brand image. Thus nostalgic memories, product, confidence
of the people in the company and other such intangibles must be
maintained to preserve and protect the company and its long term position
in the market.