Coca Cola Finance Report - This report gives a detailed analysis of Coca Cola's financial performance. The report also gives insights for future shareholders.
financial analysis of PepsiCo and Coca Cola114 2017 aditisalgaonkar
The document analyzes and compares the financial performance of PepsiCo and Coca Cola from 2014-2016 using ratio analysis. It finds that both companies need to improve their current and liquid ratios to meet short-term obligations. While PepsiCo has higher debt levels, Coca Cola has a stronger financial position with higher proprietary ratios. Coca Cola also has better profitability as evidenced by higher gross and operating profit ratios, indicating better cost control. In summary, the document conducts a financial analysis of PepsiCo and Coca Cola over three years to evaluate their profitability, solvency, and resource utilization.
This document provides an introduction to analyzing the financial statements of companies. It discusses the meaning of financial statement analysis and the objectives of analyzing statements to evaluate a company's performance, profitability, debt capacity, and return. It outlines the different users of financial statement analysis, both internal and external stakeholders. Finally, it discusses various methods that can be used to analyze statements, including comparative statements, common size statements, trend analysis, and ratio analysis.
This paper presents the financial statement analysis of PepsiCo and Coca-Cola. The paper presents a description of the companies and an analysis of the firms’ performance using profitability ratios.
The objective of the project was to identify, for audit planning purposes, the risk factors of Coca Cola company of the beverage industry. The project gave us hands-on experience with the procedures and techniques used in the audit engagement to audit planning phase.
This document analyzes Coca-Cola's financial statements and business strategies. It begins with an analysis of Coca-Cola's governance, including details about the CEO, board of directors, and executive compensation. It then discusses Porter's Five Forces analysis of the soda industry, finding rivalry to be high but threats of new entrants and substitutes to be medium. The document also analyzes Coca-Cola's income statements, balance sheets, profitability, and forecasts growth.
Financial ratio analysis of pepsico and coco colaharanadhreddy2
The document analyzes and compares the financial performance of PepsiCo and Coca-Cola from 2014-2016 using ratio analysis. It finds that both companies need to improve their current and liquid ratios to meet ideal levels. PepsiCo has higher debt ratios, indicating greater reliance on creditors than own funds, while Coca-Cola has stronger proprietary ratios. PepsiCo also has higher inventory turnover but lower gross and operating profit margins than Coca-Cola. Overall, the document concludes that Coca-Cola's financial position is stronger with better cost control and profitability, while PepsiCo needs to reduce debt reliance and improve liquidity.
The document provides an overview of The Coca-Cola Company including its mission, vision, values, operating segments, competitors such as PepsiCo, financial ratios, risks, and a meeting agenda assigning topics to group members.
A financial analysis for Coca-Cola:
company profile, financial statement, liquidity ratio, current ratio, cash ratio, quick ratio, profitability, efficiency, short term activity, long term activity, solvency, DuPont analysis and historical enterprise value (HEV).
Done By Elie Obeid and Isabelle Khalil
financial analysis of PepsiCo and Coca Cola114 2017 aditisalgaonkar
The document analyzes and compares the financial performance of PepsiCo and Coca Cola from 2014-2016 using ratio analysis. It finds that both companies need to improve their current and liquid ratios to meet short-term obligations. While PepsiCo has higher debt levels, Coca Cola has a stronger financial position with higher proprietary ratios. Coca Cola also has better profitability as evidenced by higher gross and operating profit ratios, indicating better cost control. In summary, the document conducts a financial analysis of PepsiCo and Coca Cola over three years to evaluate their profitability, solvency, and resource utilization.
This document provides an introduction to analyzing the financial statements of companies. It discusses the meaning of financial statement analysis and the objectives of analyzing statements to evaluate a company's performance, profitability, debt capacity, and return. It outlines the different users of financial statement analysis, both internal and external stakeholders. Finally, it discusses various methods that can be used to analyze statements, including comparative statements, common size statements, trend analysis, and ratio analysis.
This paper presents the financial statement analysis of PepsiCo and Coca-Cola. The paper presents a description of the companies and an analysis of the firms’ performance using profitability ratios.
The objective of the project was to identify, for audit planning purposes, the risk factors of Coca Cola company of the beverage industry. The project gave us hands-on experience with the procedures and techniques used in the audit engagement to audit planning phase.
This document analyzes Coca-Cola's financial statements and business strategies. It begins with an analysis of Coca-Cola's governance, including details about the CEO, board of directors, and executive compensation. It then discusses Porter's Five Forces analysis of the soda industry, finding rivalry to be high but threats of new entrants and substitutes to be medium. The document also analyzes Coca-Cola's income statements, balance sheets, profitability, and forecasts growth.
Financial ratio analysis of pepsico and coco colaharanadhreddy2
The document analyzes and compares the financial performance of PepsiCo and Coca-Cola from 2014-2016 using ratio analysis. It finds that both companies need to improve their current and liquid ratios to meet ideal levels. PepsiCo has higher debt ratios, indicating greater reliance on creditors than own funds, while Coca-Cola has stronger proprietary ratios. PepsiCo also has higher inventory turnover but lower gross and operating profit margins than Coca-Cola. Overall, the document concludes that Coca-Cola's financial position is stronger with better cost control and profitability, while PepsiCo needs to reduce debt reliance and improve liquidity.
The document provides an overview of The Coca-Cola Company including its mission, vision, values, operating segments, competitors such as PepsiCo, financial ratios, risks, and a meeting agenda assigning topics to group members.
A financial analysis for Coca-Cola:
company profile, financial statement, liquidity ratio, current ratio, cash ratio, quick ratio, profitability, efficiency, short term activity, long term activity, solvency, DuPont analysis and historical enterprise value (HEV).
Done By Elie Obeid and Isabelle Khalil
Coca Cola Audit Presentation: Planning the AuditHayden Fein
Coca-Cola is a global beverage company founded in 1886 headquartered in Atlanta, Georgia. It manufactures and distributes over 500 brands of non-alcoholic drinks in over 200 countries. As the world's largest beverage company, Coca-Cola generates revenue through concentrate sales to bottlers and finished product sales to distributors and retailers. It faces risks from changing consumer preferences, increased competition, and health concerns about obesity.
Caleb Bradham created Pepsi-Cola in the late 1890s in North Carolina. PepsiCo was formed in 1961 through the merger of Pepsi-Cola and Frito-Lay. PepsiCo's goal is to continue innovating, meeting customer demands, and enhancing consumer experiences globally. Its mission is to provide delicious, affordable foods and beverages while helping people lead healthier lives. PepsiCo generates strong cash flows from global snacks and beverages and rewards shareholders through growing dividend payouts and share repurchases.
This document analyzes the financial performance of Coca-Cola India through ratio analysis from 2009-2012. It calculates key ratios such as current ratio, quick ratio, account receivable turnover ratio, inventory turnover ratio, and gross profit ratio. The analysis finds that Coca-Cola's liquidity and receivables collection improved over this period while inventory turnover fluctuated. Gross profit ratio increased each year from 2010-2012. Overall, the analysis concludes Coca-Cola India has good liquidity and profitability but could improve profit margins further.
This document provides an introduction and history of PepsiCo from its founding in 1893 to present day. It then outlines the contents of a financial analysis report on PepsiCo, which includes chapters on financial ratio analysis, the DuPont system of analysis, growth rates, beta coefficients, free cash flow, and valuation. The introduction describes PepsiCo's origins as Brad's Drink, its name changes and growth over the early 1900s, bankruptcy in the 1920s, and subsequent ownership changes. The document provides context for the upcoming financial analysis.
Brian Kelley, CEO of Keurig Green Mountain, discussed the company's outlook and priorities at the CAGNY Conference on February 19, 2015. The company expects mid-single digit non-GAAP EPS growth in fiscal year 2015 despite negative impacts from foreign exchange rates and equity transactions. Keurig's priorities are to successfully launch the Keurig Cold system, continue investing in innovation, improve growth of the Keurig hot system, and begin global expansion of the Keurig system.
The document compares Coke and Pepsi from 2000 to 2005. It discusses key facts about each company's management, sales, mistakes made, focus on carbonated vs. non-carbonated drinks, and marketing campaigns during this period. Pepsi focused on acquiring brands like Tropicana and Gatorade under CEO Roger Enrico, while Coke struggled after raising syrup prices and focusing only on carbonated drinks until a new CEO shifted strategy in 2000.
Topic 8: The Business and Financial Performance of an Organization over a thr...Academic Mania
Oxford Brookes (OBU) ACCA Applied Accounting RAP Thesis on Topic 8 ‘The Business and Financial Performance of an Organization over a three year period.’
accounting ratios and interpretation, Pepsi vs coca cola, Priyesh Chheda
The document compares financial ratios for Coca-Cola and PepsiCo over 5 years. It analyzes liquidity, solvency, profitability, and turnover ratios. The summary shows that Coca-Cola generally has stronger ratios, such as higher net profit and lower debt-equity. However, PepsiCo performs better in some areas like return on capital employed and operating expense ratio. Overall, the document concludes that while Coca-Cola outperforms currently, PepsiCo has been consistent in its ratios over time and has potential to become more competitive.
Dunkin' Brands relies almost entirely on its franchisees to generate revenue through royalty fees. In the first three quarters of 2014, franchisee sales totaled $7.2 billion, generating $355 million in royalty revenue for Dunkin' Brands. While Dunkin' Brands has lower costs than competitors due to its franchise model, it also takes on significant debt and has less ability to influence sales growth than vertically integrated brands. Dunkin' Brands aims to grow through expanding its franchisee base rather than raising fees.
1) Campbell Soup Company's President and CEO outlined changes underway at the company including reorganizing into three new business divisions and implementing a cost-reduction program.
2) The company is reorganizing into the Americas Simple Meals and Beverages division, Global Biscuits and Snacks division, and Packaged Fresh division to better align with growth strategies.
3) Campbell aims to reduce costs by $200 million annually over three years through initiatives like zero-based budgeting, headcount reductions, and examining all spending categories.
Nestle Pakistan Ltd is a subsidiary of Swiss company Nestle S.A., operating in Pakistan since 1988. The document analyzes Nestle's financial statements over 2007-2011 to evaluate its earnings potential and financial condition for a long-term equity investment. Ratio, trend, and common size analyses show generally good profitability, efficiency, and growth, though some liquidity and leverage risks exist. Overall, the author recommends investing in Nestle due to its leading market position and expected continued strong performance.
The document provides information about Umer Khalid khokhar's final project for his class MCOM (A) submitted on 20.1.2012 to Sir sarwer. It includes an executive summary analyzing Nestle Pakistan's financial position and performance through ratio analysis. The auditor's reports from 2008-2012 for Nestle Pakistan were unqualified, indicating the financial statements were prepared according to accounting standards and accurately reflected the company's financial records. The project examines Nestle Pakistan's liquidity, assets utilization, capital structure, profitability, and market value ratios to evaluate the company's financial health and make recommendations.
This document provides an overview of Coca-Cola HBC Baltics' sustainability report for 2017. It discusses the company's operations in Estonia, Latvia, and Lithuania, including production facilities, product quality initiatives, employee training programs, environmental stewardship efforts, and community investment activities. The General Manager's statement expresses optimism about the business unit's ability to address new challenges through flexible strategies that consider local priorities and conditions.
Gregg Engles, Chairman and CEO of WhiteWave Foods, presented at the CAGNY2014 conference. He discussed WhiteWave's mission of changing the way the world eats for the better through convenient, flavorful, nutritious, and responsibly produced food and beverage options. Engles provided an overview of WhiteWave's financial performance, brands, growth strategies, and recent acquisitions. He highlighted the company's focus on innovation, brand building, and expanding into new categories and geographies.
The document discusses Monsanto's third-quarter 2008 financial results. Key points include:
- Net sales increased 26% to $3.6 billion and net income increased 42% to $811 million compared to third quarter 2007.
- Earnings per share on an ongoing basis increased 41% to $1.45 per share.
- The company expects earnings per share growth of approximately 70% for 2008.
- Monsanto targets continued 1-2 point market share gains for its corn and soybean brands in key countries in 2009.
The document provides an analysis of the financial ratios of Coca-Cola and Pepsi over recent years. It finds that Coca-Cola has stronger liquidity ratios than Pepsi but needs improvement in its leverage ratios. While Coca-Cola's interest coverage is better than Pepsi's, it still requires enhancing. Coca-Cola is strong in gross profit margin but weaker than Pepsi in other profitability ratios such as net profit margin and return on equity. Overall, the document concludes that Coca-Cola needs to improve certain financial aspects to better compete with Pepsi.
This document provides an analysis of the annual reports of Starbucks, Dunkin' Brands, and Panera Bread. It begins with an introduction stating that the purpose is to evaluate the financial performance and condition of the companies. Ratios will be used to analyze aspects of the companies' finances. The document recommends investing in Starbucks as it is more secure and offers fair investor returns. The analysis will then compare ratios of the three food industry companies and conclude with an overall recommendation.
The document analyzes the strengths, weaknesses, opportunities, and threats facing Coca-Cola, the world's largest producer of soft drinks. It finds that while Coca-Cola has a strong global presence and financial resources, it remains reliant on carbonated drinks and faces challenges from health concerns about sugar. The document recommends Coca-Cola focus on expanding in emerging markets like India and China and growing its portfolio of non-carbonated drinks.
Transforming Darden - The Starboard Value Paper on Olive Garden EtcNeil Kimberley
This document outlines a plan to transform Darden Restaurants by improving operations, separating real estate assets, spinning off specialty brands, and implementing a franchising program. The author believes these initiatives could increase annual EBITDA by $215-326 million and increase Darden's share price to $67-86 by improving margins, realizing real estate value, and separating undervalued brands. A key step is improving Olive Garden's performance through a renewed focus on operations and customer experience.
This document outlines a presentation on Canadian Tire Corporation. It provides background on Canadian Tire's business segments and employee programs. It describes the organization's culture of striving for improvement, employee development, and flexible benefits. The presentation structure includes sections on organization structure, strategies and challenges, SWOT analysis, financial reports, and conclusions. It also lists references used in creating the presentation.
ValueFirst is an established enterprise mobility solutions company that provides end-to-end business communication solutions like SMS, voice, USSD, and WAP. It has a presence in India and several other countries. ValueFirst offers enterprise messaging solutions, voice solutions, mobile applications, mobile marketing, M-commerce, and operator/consumer value-added services to meet various business communication needs.
dMT-SPC dry protective coatings contain special components that create and maintain an optimal coefficient of friction between surfaces. The coatings are used on supporting trunnions and rings of kilns, dryers, mills and other rotating drum equipment to reduce wear. Different types of SPC blocks are inserted into applicators and mounted against trunnions, rings, tyres and thrust rollers to apply the coatings. Case studies show the SPC coatings provide maintenance-free operation.
Coca Cola Audit Presentation: Planning the AuditHayden Fein
Coca-Cola is a global beverage company founded in 1886 headquartered in Atlanta, Georgia. It manufactures and distributes over 500 brands of non-alcoholic drinks in over 200 countries. As the world's largest beverage company, Coca-Cola generates revenue through concentrate sales to bottlers and finished product sales to distributors and retailers. It faces risks from changing consumer preferences, increased competition, and health concerns about obesity.
Caleb Bradham created Pepsi-Cola in the late 1890s in North Carolina. PepsiCo was formed in 1961 through the merger of Pepsi-Cola and Frito-Lay. PepsiCo's goal is to continue innovating, meeting customer demands, and enhancing consumer experiences globally. Its mission is to provide delicious, affordable foods and beverages while helping people lead healthier lives. PepsiCo generates strong cash flows from global snacks and beverages and rewards shareholders through growing dividend payouts and share repurchases.
This document analyzes the financial performance of Coca-Cola India through ratio analysis from 2009-2012. It calculates key ratios such as current ratio, quick ratio, account receivable turnover ratio, inventory turnover ratio, and gross profit ratio. The analysis finds that Coca-Cola's liquidity and receivables collection improved over this period while inventory turnover fluctuated. Gross profit ratio increased each year from 2010-2012. Overall, the analysis concludes Coca-Cola India has good liquidity and profitability but could improve profit margins further.
This document provides an introduction and history of PepsiCo from its founding in 1893 to present day. It then outlines the contents of a financial analysis report on PepsiCo, which includes chapters on financial ratio analysis, the DuPont system of analysis, growth rates, beta coefficients, free cash flow, and valuation. The introduction describes PepsiCo's origins as Brad's Drink, its name changes and growth over the early 1900s, bankruptcy in the 1920s, and subsequent ownership changes. The document provides context for the upcoming financial analysis.
Brian Kelley, CEO of Keurig Green Mountain, discussed the company's outlook and priorities at the CAGNY Conference on February 19, 2015. The company expects mid-single digit non-GAAP EPS growth in fiscal year 2015 despite negative impacts from foreign exchange rates and equity transactions. Keurig's priorities are to successfully launch the Keurig Cold system, continue investing in innovation, improve growth of the Keurig hot system, and begin global expansion of the Keurig system.
The document compares Coke and Pepsi from 2000 to 2005. It discusses key facts about each company's management, sales, mistakes made, focus on carbonated vs. non-carbonated drinks, and marketing campaigns during this period. Pepsi focused on acquiring brands like Tropicana and Gatorade under CEO Roger Enrico, while Coke struggled after raising syrup prices and focusing only on carbonated drinks until a new CEO shifted strategy in 2000.
Topic 8: The Business and Financial Performance of an Organization over a thr...Academic Mania
Oxford Brookes (OBU) ACCA Applied Accounting RAP Thesis on Topic 8 ‘The Business and Financial Performance of an Organization over a three year period.’
accounting ratios and interpretation, Pepsi vs coca cola, Priyesh Chheda
The document compares financial ratios for Coca-Cola and PepsiCo over 5 years. It analyzes liquidity, solvency, profitability, and turnover ratios. The summary shows that Coca-Cola generally has stronger ratios, such as higher net profit and lower debt-equity. However, PepsiCo performs better in some areas like return on capital employed and operating expense ratio. Overall, the document concludes that while Coca-Cola outperforms currently, PepsiCo has been consistent in its ratios over time and has potential to become more competitive.
Dunkin' Brands relies almost entirely on its franchisees to generate revenue through royalty fees. In the first three quarters of 2014, franchisee sales totaled $7.2 billion, generating $355 million in royalty revenue for Dunkin' Brands. While Dunkin' Brands has lower costs than competitors due to its franchise model, it also takes on significant debt and has less ability to influence sales growth than vertically integrated brands. Dunkin' Brands aims to grow through expanding its franchisee base rather than raising fees.
1) Campbell Soup Company's President and CEO outlined changes underway at the company including reorganizing into three new business divisions and implementing a cost-reduction program.
2) The company is reorganizing into the Americas Simple Meals and Beverages division, Global Biscuits and Snacks division, and Packaged Fresh division to better align with growth strategies.
3) Campbell aims to reduce costs by $200 million annually over three years through initiatives like zero-based budgeting, headcount reductions, and examining all spending categories.
Nestle Pakistan Ltd is a subsidiary of Swiss company Nestle S.A., operating in Pakistan since 1988. The document analyzes Nestle's financial statements over 2007-2011 to evaluate its earnings potential and financial condition for a long-term equity investment. Ratio, trend, and common size analyses show generally good profitability, efficiency, and growth, though some liquidity and leverage risks exist. Overall, the author recommends investing in Nestle due to its leading market position and expected continued strong performance.
The document provides information about Umer Khalid khokhar's final project for his class MCOM (A) submitted on 20.1.2012 to Sir sarwer. It includes an executive summary analyzing Nestle Pakistan's financial position and performance through ratio analysis. The auditor's reports from 2008-2012 for Nestle Pakistan were unqualified, indicating the financial statements were prepared according to accounting standards and accurately reflected the company's financial records. The project examines Nestle Pakistan's liquidity, assets utilization, capital structure, profitability, and market value ratios to evaluate the company's financial health and make recommendations.
This document provides an overview of Coca-Cola HBC Baltics' sustainability report for 2017. It discusses the company's operations in Estonia, Latvia, and Lithuania, including production facilities, product quality initiatives, employee training programs, environmental stewardship efforts, and community investment activities. The General Manager's statement expresses optimism about the business unit's ability to address new challenges through flexible strategies that consider local priorities and conditions.
Gregg Engles, Chairman and CEO of WhiteWave Foods, presented at the CAGNY2014 conference. He discussed WhiteWave's mission of changing the way the world eats for the better through convenient, flavorful, nutritious, and responsibly produced food and beverage options. Engles provided an overview of WhiteWave's financial performance, brands, growth strategies, and recent acquisitions. He highlighted the company's focus on innovation, brand building, and expanding into new categories and geographies.
The document discusses Monsanto's third-quarter 2008 financial results. Key points include:
- Net sales increased 26% to $3.6 billion and net income increased 42% to $811 million compared to third quarter 2007.
- Earnings per share on an ongoing basis increased 41% to $1.45 per share.
- The company expects earnings per share growth of approximately 70% for 2008.
- Monsanto targets continued 1-2 point market share gains for its corn and soybean brands in key countries in 2009.
The document provides an analysis of the financial ratios of Coca-Cola and Pepsi over recent years. It finds that Coca-Cola has stronger liquidity ratios than Pepsi but needs improvement in its leverage ratios. While Coca-Cola's interest coverage is better than Pepsi's, it still requires enhancing. Coca-Cola is strong in gross profit margin but weaker than Pepsi in other profitability ratios such as net profit margin and return on equity. Overall, the document concludes that Coca-Cola needs to improve certain financial aspects to better compete with Pepsi.
This document provides an analysis of the annual reports of Starbucks, Dunkin' Brands, and Panera Bread. It begins with an introduction stating that the purpose is to evaluate the financial performance and condition of the companies. Ratios will be used to analyze aspects of the companies' finances. The document recommends investing in Starbucks as it is more secure and offers fair investor returns. The analysis will then compare ratios of the three food industry companies and conclude with an overall recommendation.
The document analyzes the strengths, weaknesses, opportunities, and threats facing Coca-Cola, the world's largest producer of soft drinks. It finds that while Coca-Cola has a strong global presence and financial resources, it remains reliant on carbonated drinks and faces challenges from health concerns about sugar. The document recommends Coca-Cola focus on expanding in emerging markets like India and China and growing its portfolio of non-carbonated drinks.
Transforming Darden - The Starboard Value Paper on Olive Garden EtcNeil Kimberley
This document outlines a plan to transform Darden Restaurants by improving operations, separating real estate assets, spinning off specialty brands, and implementing a franchising program. The author believes these initiatives could increase annual EBITDA by $215-326 million and increase Darden's share price to $67-86 by improving margins, realizing real estate value, and separating undervalued brands. A key step is improving Olive Garden's performance through a renewed focus on operations and customer experience.
This document outlines a presentation on Canadian Tire Corporation. It provides background on Canadian Tire's business segments and employee programs. It describes the organization's culture of striving for improvement, employee development, and flexible benefits. The presentation structure includes sections on organization structure, strategies and challenges, SWOT analysis, financial reports, and conclusions. It also lists references used in creating the presentation.
ValueFirst is an established enterprise mobility solutions company that provides end-to-end business communication solutions like SMS, voice, USSD, and WAP. It has a presence in India and several other countries. ValueFirst offers enterprise messaging solutions, voice solutions, mobile applications, mobile marketing, M-commerce, and operator/consumer value-added services to meet various business communication needs.
dMT-SPC dry protective coatings contain special components that create and maintain an optimal coefficient of friction between surfaces. The coatings are used on supporting trunnions and rings of kilns, dryers, mills and other rotating drum equipment to reduce wear. Different types of SPC blocks are inserted into applicators and mounted against trunnions, rings, tyres and thrust rollers to apply the coatings. Case studies show the SPC coatings provide maintenance-free operation.
This document summarizes a presentation on breast cancer management. It includes information on lactational breast abscess, abscess drainage procedures, names mentioned in breast surgery history, types of breast cancer, age and cancer risk, sensitivity of mammography by age, hormones affecting the breast, age distribution of breast cancer patients at a hospital from 2009-2010, incidence and mortality rates of breast cancer in the UK, hormonal therapy options, neoadjuvant vs adjuvant treatment, management of the axilla, sentinel lymph node biopsy procedure, heart irradiation from treatment, lumpectomy vs mastectomy, 20-year follow up data from a randomized breast cancer treatment trial, factors considered in treatment planning, tumor grading, immunohistochemistry markers, educating health
Edición digital del periódico Reporte Energía de publicación quincenal. Para más información acceda a reporteenergia.com o escríbanos a info@reporteenergia.com
This document proposes strategic investments for Kubera Palace in Macau, including Kubera Palace hotel expansion, World Series Speed Baccarat tournament, online gaming platform, and Wynn golf course. It analyzes each opportunity, providing internal and external drivers, required investments, discount rates, NPVs, and ROIs. A finance section evaluates resource requirements and an implementation time table is presented for the Kubera Palace expansion.
Standards are important for both designers and customers. Designers must be aware of all relevant standards for the product and locations it will be used. Standards cover safety, quality, interchangeability and can be mandatory by law or contract. They provide guidelines for areas like performance, dimensions and best practices to facilitate design. Identifying applicable standards is an essential early task for designers.
Social Media and 2010 Olympic Winter GamesAshley Spilak
The document summarizes the Province of British Columbia's social media strategy for the 2010 Winter Olympics. The goals were to create engaging content to promote pride in BC and the Games, provide real-time information across multiple platforms, and build an online community for people to share their stories. The approach involved around-the-clock posting efforts during the Olympics. The strategy was successful in attracting over 100,000 website visits and thousands of social media followers who engaged with content like photos and videos from across the province. Lessons learned included sharing timely information, letting the community tell their own stories, being genuine, and using an editorial calendar.
This document discusses methods for estimating costs for new product development. It describes developing cost estimates to build a business plan. There are two elements of a costing system - a cost accumulation system to track actual costs, and cost objectives like products that costs are attributed to. Direct costs like materials can be directly attributed to products, while indirect costs like overhead must be attributed to products through "cost drivers" like number of components or production time required. Accounting for all costs is important to determine a product's profitability.
El resumen analiza los ingresos de ventas por regiones en el primer trimestre de 2011, mostrando los ingresos de enero, febrero y marzo, así como el promedio para cada región. La región Este obtuvo el promedio más bajo de S/ 3,016 mientras que la región Oeste obtuvo el promedio más alto de S/ 7,321. El total de ingresos para el primer trimestre fue de S/ 21,009.67.
This document provides an overview of library resources and services for a class on biochemistry. It outlines six class objectives related to using library databases and resources. It then provides a quick tour of the library's services, including its large collection size, databases, study rooms, and branch libraries. Next, it details various services like remote access, printing, and interlibrary loans. It explains how to locate books, journals, and articles using the catalog and databases. It also defines peer-reviewed articles and different types of research sources like primary, secondary and tertiary. Finally, it covers how to formulate database searches using Boolean logic and conduct citation searches.
This document outlines potential digital strategies for an international trade and investment organization to engage businesses online and leverage social media. It discusses 4 main strategies: 1) Building brand reputation through social media engagement. 2) Increasing mobile access. 3) Effectively engaging businesses online through platforms like LinkedIn and blogs. 4) Promoting open government and transparency through sharing information online. The organization aims to increase its brand profile, make connections with businesses, and take advantage of digital opportunities through a thoughtful social media presence.
Introducing A Branded Cell Phone To Vietnamsedagokoglu
The document proposes developing a cell phone designed for Vietnam's agricultural sector to increase productivity and connectivity. It would target coffee producers and be marketed as AgriComm, emphasizing support for businesses and sustainability. The phone would have durable design, applications for crop/weather updates, and distribution through existing manufacturers and sales teams with a focus on customer service.
This document discusses krea.in, an online platform that recruits panelists for market research. It segments panelists by specialty, including cardiology and oncology. It recruits key opinion leaders, physicians, nurses, pharmacists, HIV patients, and LGBT individuals. The document lists the number of panelists in various Indian cities. It notes features such as disease-based segmentation, custom recruitment, transparency, fast turnaround times, and filtering of inactive or duplicate panelist entries. Maps show the cities covered in New Delhi, Mumbai, and Chennai regions.
This document provides a 3 paragraph summary of a marketing strategy report for The Coca Cola Company. The summary discusses the company background, noting it was founded in 1886 and has become a global icon. It also briefly outlines the report contents, including environmental analysis, customer segmentation, competitive analysis using SWOT and Porter's Five Forces, and strategic approaches. The summary concludes by stating the report examines Coca Cola's various marketing techniques that have made it one of the best known brands worldwide.
Coca-Cola’s Marketing Challenges in Brazil: The Tubainas WarTARIQ KHAN
Coca-Cola's market share in Brazil was 50% in 2003. While its profits and market share declined in recent years, it maintained strengths such as a large manufacturing and commercial fleet presence. However, it faced challenges from competitors like Ambev and private label brands that captured over 33% of the market. Coca-Cola analyzed its financial performance and implemented strategies like lowering prices and regaining distribution to improve profitability and market share in Brazil, which was a key overseas market. It created an internal factor evaluation matrix to assess strengths and weaknesses as it worked to make its Brazilian subsidiary the largest overseas operation.
Running head STRATEGIG MANAGEMENT AND COMPETITIVENESS STRATEGY.docxjeanettehully
Running head: STRATEGIG MANAGEMENT AND COMPETITIVENESS STRATEGY
1
STRATEGIG MANAGEMENT AND COMPETITIVENESS STRATEGY
6
Strategic Management and Competitiveness Strategy
The world of business is constantly changing. New trends are emerging every day, and it is up to a director to consider the company's influence on these trends and how they would maintain productivity. The implementation of technology by so many business activities and globalization are two of the biggest adjustments that took place in the 21st century (Coca-Cola, 2012). In an attempt to improve their overall efficiency and effectiveness, many businesses have proceeded to embrace technology. In order to increase their client base and productivity, companies have globalized their activities. Therefore, it is wise for every director to place his / her organization strategically to maintain a competitive edge. This paper analyzes how market trends have influenced Coca-Cola's activities, such as globalization and technological shifts.
Globalization
Coca-Cola is perhaps the world's best-known brand. Coca-Cola had a much more global perspective of its activities since its creation. The creators sought to serve the world's most distant customers. Globalization attempts started in the 1920s, and then by 1970, the organization worked under its title in more than 100 nations with more than 20 labels. The organization boosted its revenues by globalizing its activities. The portfolio of the firm has also greatly increased as it has obtained other manufacturing companies of bottling and fountain sodas in the nations where it conducts business. Globalization has, on the downside, expanded the number of Coca-Cola rivals. Therefore, it is the duty of the organization to develop a strategic plan about how to deal with each and every competitor (Coca-Cola, 2012). Globalization has indeed entrusted Coca-Cola with social responsibility and guaranteeing that the social welfare of the communities where it works worldwide is enhanced.
Technology
Technology has also enhanced the productivity of most Coca Cola businesses, particularly in the manufacturing and distribution fields. The company continues to explore opportunities to supplement its human capital in more strategic ways. However, the automation of its manufacturing lines was encountered with much criticism because it resulted in the loss of several jobs.
With the growth of larger and faster non-trucks, container ships, commercial aircraft, and railways, brand transport became more effective and expense-effective. Coca-Cola was capable of producing and deliver stuff faster and further to segments of the market that were unattainable prior to these advancements in transportation (Coca-Cola, 2012). Additionally, technological advances became the main driver underneath the speed and efficiency with which information was available. Suppliers and warehouses have been able to monitor inventory levels and complete order deliveries more efficien ...
Brand Extention plan for Innocent Smoothies into Innocent beauty.Rebecca Holland
This document provides a marketing plan for Innocent to extend their brand from drinks into the beauty sector with a new product line called Innocent Beauty. It analyzes the macroenvironment, competitive landscape, and internal factors. The plan suggests a 3-year proposal to launch Innocent Beauty in January 2017 and gain market share in the UK organic superfood beauty market by December 2019. Understanding consumer behavior and trends is key to correctly positioning the brand and ensuring the success of the new product line.
Coca-Cola and Pepsi have competed intensely for over a century to gain market share in the global soft drink industry. The cola wars between 1975 and the mid-1990s saw both companies achieve average annual revenue growth of around 10% as worldwide carbonated soft drink consumption rose steadily. While Americans drank more soda than any other beverage, the cola segment maintained dominance within the carbonated soft drink category, although its market share dropped from 71% in 1990 to 55% in 2009. Coca-Cola and Pepsi compete at various levels, from brand management to incentivizing employees, in order to develop innovative marketing strategies and technologies to offer consumers greater choice.
The Coca-Cola Company (herein known as Coke) possesses one of the most recognized brands on the planet. It sits firmly atop Business Weeks annual list of top-100 global brands by dollar value ($67.3 billion), beating out the likes of Microsoft, IBM and General Electric.2 It is through this brand recognition that the company has been able established itself as an icon of Americanism as it spreads its cult image to the rest of the world.Coke and its catalogue of close to 400 brands, founded in 1886 by Civil War veteran and Atlanta pharmacist John Pemberton are found in 200 countries.
The company’s 2004 annual revenue of $21.9 billion places it among the top two industry leaders along with longtime rival PepsiCo (2004 annual revenue $29.2 billion). Coke paints itself as a wonderful corporation that produces amazing life enhancing products for the whole world to enjoy. In reality, however, the corporation is concerned with one thing, profit, and will stop at nothing to achieve this goal through universal expansion. Coke is an aggressive corporation that will jump at any opportunity to flog its products in its continuous push for global domination of the beverage industry. Examples from their dealings with the Nazis in Germany to shameless marketing to school children in the United States, to their theft of scarce water resources in India and questionable labour management, show how Coke is not the clean generous and healthy corporation it claims to be. The company has proven, however, that the power of its brand recognition along with its constant aggressive marketing, public relations and advertising campaigns succeed in shielding their reputation from the spotlight. Flying in the face of these cries of innocence this profile shows that Coke carries considerable reputational risk putting them in a vulnerable position to w
Case Study Of The Coca Cola Company And Coca-Cola FEMASharon Lee
The Coca-Cola Company was founded in Atlanta, Georgia in the United States and has expanded globally through partnerships with bottling operations around the world. In 1912, Coca-Cola established its first bottling industry in the Philippines. The Coca-Cola FEMSA plant in Canlubang, Philippines was established in 2014 and uses advanced bottling technology. It manufactures beverages like Coke and Sprite in PET bottles. Testing products for bacteria like E. coli is important to ensure water quality since water is a primary ingredient. The case study examines Coca-Cola's history, operations, and quality control measures.
Project on marketing strategies of coca colaProjects Kart
The document discusses marketing strategies and financial performance of Coca-Cola. It provides details about Coca-Cola's history, management structure, market share, revenues, expenses, dividends, products, and geographic sales breakdown. Coca-Cola enjoys the largest market share in the soft drink industry at around 59% globally. In 2010, the company reported revenues of $20 billion and net income of nearly $4 billion, with sales growing in both domestic and international markets. Coca-Cola has a wide range of branded products and experienced 4% volume growth worldwide in 2010.
The document provides an analysis of The Coca-Cola Company. It discusses the consumer staples sector and finds it to be relatively stable with minimal losses. It then analyzes the beverage industry, focusing on soda, juice, and bottled water production. It provides an overview of Coca-Cola's qualitative strategy including their Content 2020 marketing initiative. Finally, it presents quantitative analysis of Coca-Cola's financials and technical stock information to make a recommendation.
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Watch the "Western New York Beacon Community: Improving Health Through Health Technology" video on the healthit.gov website.
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Coca Cola’s Internal Environmental Analysis 2
COCA-COLA INTERNAL ENVIRONMENTAL ANALYSIS
Coca cola’s Core Competencies
Coca-Cola is truly a worldwide company, the company’s products are consumed and recognized globally. The coke company structures and organizes itself in the way that reflects the fact. At the same time, the Company aims at satisfying particular regional market needs in a sensitive manner and the company’s structure is supposed to reflect it too. Hence, the Coke Company has to build an organizational structure that will be flexible enough to meet all these requirements.
The world’s top four soft drinks are marketed by the Coca-Cola Company, since it is the world’s largest company that produces beverages thus it is the leading producer and markets of the soft drinks. The organizational success of the Coke Company is based on the following factors:
The company produces a unique and recognized brand: When considering the world’s recognized trademarks around the globe, Coca-Cola is among the one which are most recognized.
Quality: Coca-Cola consistently offers their customers with the products of high quality.
Marketing: Creative and innovative marketing programs are always delivered worldwide by the Coca-Cola company (Bruce, 2006).
Availability Globally: All the Coca-Cola products are bottled and distributed globally.
Ongoing innovation: Coca-Cola Company has provided their customers continually with the new product for example, Coca-Cola vanilla that was launched in 2002.
Coca-Cola has an organizational structure that is designed to meet the aims, they make use if the combining the decision making flexibility, and the best ideas are shared across the coke organization, they experience a control from the center with all the appropriate level of management. The company enhance the employees’ development by building flexible structures which greatly encourages the employees to work in teamwork. Example is the invention and development of new product such as Coca-Cola vanilla which brought together the different of teams of employees with various specialism.
The Coca-Cola Company has also set an organizational strategy that ensures better utilization of the resources available within the organization. The Coke Company also aim at becoming the world’s largest world’s provider of the branded beverages products thud delivering a profitable and consistent growth in order to have the product of the highest quality and processes.
Being among the major and popular global beverage companies with a lot of brands available in the stores and .
The document summarizes a company report by Companyprofilesandconferences.com about Coca-Cola Hellenic Bottling Company S.A. The report provides in-depth information on the company's operations, products, financial performance, mergers and acquisitions, and competitive analysis. Some key points are that Coca-Cola Hellenic is a leading beverage manufacturer in Europe, produces and distributes products of The Coca-Cola Company, and operates in 28 countries with 71 plants and 299 filling lines. The full report contains detailed sections covering the company's business, products, financial analysis, SWOT analysis, and more.
The document provides an economic analysis of the Kohinoor Chemical Company Limited (KCCL), one of the largest soap manufacturers in Bangladesh. It summarizes KCCL's financial performance from 2010-2013, showing annual sales increases and profit growth. It then analyzes KCCL's market structure, managerial decision making, demand and supply of soap, and develops demand and supply curves based on 2012-2013 sales data. The analysis finds market equilibrium for KCCL's soap at a price of 25 taka per unit and quantity of 8.6 million units based on where quantity demanded equals quantity supplied.
The document discusses various strategic management tools used by Coca-Cola including a value chain analysis, Porter's five forces analysis, BCG matrix, product mix/Ansoff matrix, and environmental threats and opportunities profile. It provides details of Coca-Cola's primary and support activities in the value chain. It then analyzes Coca-Cola using Porter's five forces framework, identifying the threat of substitutes and competitive rivalry as medium to high pressures.
Coca-Cola is the largest beverage company in the world with a market share of 49%. It has a strong brand and large market presence globally as well as in Pakistan. The document discusses Coca-Cola's history, products, market share by region, strategic planning, SWOT analysis, and competitive advantage. It notes that Coca-Cola has the strongest brand value internationally and is the dominant player in the beverage industry, but faces threats from local competitors in Pakistan and increasing health consciousness.
The document provides an overview of the Coca-Cola Company and its products, financials, and competitors. It details Coca-Cola's revenue, workforce size, advertising spending, and packaging mix from 2007-2021. It also discusses the brand values of Coca-Cola and other soft drink brands worldwide in 2021. Additionally, it compares Coca-Cola's performance to competitors like PepsiCo and Keurig Dr Pepper by outlining their net revenues from 2007-2021.
This document is a case study analysis of Tesco PLC that was submitted as a university course assignment. It includes:
1) An analysis of Tesco's external environment using PESTLE and Porter's Five Forces frameworks. Threat of new entrants and rivalry among competitors are identified as influential forces.
2) An examination of Tesco's internal resources, capabilities, and core competencies. Economies of scale and financial control are highlighted.
3) A discussion of two recent issues - a horsemeat scandal and accusations of hiring cheap foreign labor - that impacted Tesco's reputation and corporate social responsibility.
4) A strategic analysis of Tesco's business-level and corporate strategies,
WEEK 8 ASSIGNMENT 3 1
WEEK 8 ASSIGNMENT 3 9Week 8 Assignment 3
Student’s Full Name
BUS499 Business Administration Capstone
Professor’s Name
Date
Week 8 Assignment 3
Coca-cola being a leading organization in the beverage industry contributes largely to the sales of soft drinks globally. With today’s stiff competition, organizations need strategies to gain competitive advantage. This paper will analyze Coca-Cola in regards to its business-level strategies, corporate-level strategies, competitive environment, and market cycles. Business-Level Strategies
A business-level strategy is concerned with the position of organizations in a given industry while considering factors comparison to the competition (Schermerhorn & Bachrach, 2010). Coca-Cola's business-level strategy is a differentiation strategy. This strategy is based on offering product that is unique hence an organization ends up acquiring a greater market share and defending the higher pricing of products. Therefore, this strategy differentiates an organization from its competitors. Coca-Cola uses a differentiation strategy for it to remain unique. With the high competition that it is facing, this strategy separates Coca-Cola from its competitors. With this strategy, Coca-Cola has been able to develop products that are unique and valued by its customers. For instance, most of the consumers opted for healthy drinks as compared to flavored drinks and this had a negative impact on Coca-Cola. The taste and preferences of customers keep on changing and hence an organization has to develop ways that will help it remain relevant in the market. Coca-Cola, therefore, developed Coca-Cola Zero Sugar which was branded and marketed as a healthy drink but a version of the original sugar-sweetened. The production of this product was for it to remain relevant and continue to be successful even with the transition of consumer’s tastes and preferences. This indicates that Coca-Cola has a unique capacity that is used for customization of its products and services to ensure that the wants and the needs of the target market are met. For instance, Coca-Cola provides Diet Coke and vitamin to the old consumers who are health conscious. It also meets the needs and expectations of its young customers through the provision of cherry and vanilla coke.
Coca-Cola management invests a lot of time and money in research and development. The main aim is to acquire an understanding of the different market segments about customer’s age, income, and lifestyle. This information is then used in marketing for the products right and achieving the right development. Coca-Cola packaging has remained unique as compared to its competitors and hence it has been able to remain adaptable in different market sections (Schermerhorn & Bachrach, 2010). With its functional packaging, it has been able to make its products appear different in the form of its sizes and forms. Coca-Cola has achieved the production of cans and bottles based on.
Coca-Cola is one of the most well-known brands globally and the largest beverage company in the world. It operates in over 200 countries with over 84,000 suppliers, generating over 70% of its income from non-US sources. Through strategic advertising campaigns featuring memorable slogans and songs, along with sponsoring major sporting events, Coca-Cola has grown into a multi-billion dollar business over the past century, though its global expansion was not without challenges from countries banning its products. The company has succeeded through customizing products to meet local needs and tastes in different markets.
Chair speak report -PEPSICO(Dupont analysis with coke)Akshara S
This document provides information about PepsiCo and the beverage industry. It discusses PepsiCo's CEO, Indra Nooyi, and provides an industry profile that describes the beverage industry and dominant economic factors like market size and growth rate. It also analyzes the financial statements of major companies like PepsiCo, Coca-Cola, and Cadbury Schweppes and notes trends in the industry like increasing globalization and changing consumer preferences.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
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IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
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Forrester’s Digital Transformation Framework
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Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Top 10 Free Accounting and Bookkeeping Apps for Small BusinessesYourLegal Accounting
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2. 1
Table of Contents
Introduction ................................................................................................................................1
Description of Organisation and Products.............................................................................1
Industry, Economic Outlook and Competition ...........................................................................2
Competition ............................................................................................................................2
Industry Performance.............................................................................................................4
Economic Outlook..................................................................................................................5
Implication for Coca Cola HBC ..............................................................................................5
Rivalry in the Market ..............................................................................................................7
External Environment Analysis ..............................................................................................8
Key Implication .....................................................................................................................10
Accounting and Financial analysis ..........................................................................................11
Profitability Assessment.......................................................................................................11
Liquidity Ratios .....................................................................................................................12
Efficiency Ratios...................................................................................................................14
Gearing Ratio .......................................................................................................................15
Share Valuation Performance .................................................................................................16
DCF Valuation ........................................................................................................................1
Investor Importance Ratios........................................................................................................2
Investor Ratios Assessment ..................................................................................................2
Risk Assessment....................................................................................................................3
Corporate Governance...........................................................................................................4
Conclusion .................................................................................................................................4
References.................................................................................................................................4
Appendix – I...............................................................................................................................7
3. 2
List of Figures
Table 1: Competitors of Coca Cola HBC and Competitors.......................................................3
Table 2: PEST Analysis .............................................................................................................9
Table 3: Projections of Income..................................................................................................1
Table 4: DCF Method.................................................................................................................1
Table 5: Industry Comparison....................................................................................................3
Figure 1: Report Areas of Focus ...............................................................................................2
Figure 2: Coca Cola HCN and Competitors Stock Market Performance..................................3
Figure 3: Value and Volume of UK Beverage Industry - Current Trends .................................4
Figure 4: Value and Volume of the UK Beverage Industry- Forecast.......................................4
Figure 5: External Environment Analysis ..................................................................................6
Figure 6: Porter’s Analysis.........................................................................................................8
Figure 7: Increase in Costs........................................................................................................9
Figure 8: Skills Shortage..........................................................................................................10
Figure 9: Profitability Ratios.....................................................................................................12
Figure 10: Liquidity Ratios .......................................................................................................13
Figure 11: Efficiency Ratio.......................................................................................................14
Figure 12: Gearing Ratio .........................................................................................................15
Figure 13: EPS growth...............................................................................................................2
4. 1
Introduction
Description of Organisation and Products
Company Coca Cola HBC
Stock Exchange London Stock Exchange, FTSE 100
Sector / Sub-sector Beverage industry
Market capitalisation £ 4842.53 million
Share price as of April, 2nd
2015
53.21
Report’s date April, 5th 2015
Source: Bloomberg (2015)
According to Coca Cola HBC (2015), since most of Coca Cola’s products are manufactured
and sold for specific bottling partners, the organisation adopts a sustained subsidiary and
partnership approach. The Coca Cola Enterprise sells the concentrated product to authorised
bottling and canning operations who exclusively deal with the Coca Cola product. The focus
of this report is on one such partner of Coca Cola.
The focus of this report is on Coca-Cola HBC AG. This organisation is listed on the London
Stock exchange as (LSE: CCH). It also has a secondary listing at Athens Exchange (ATHEX:
EEE). The organisation is part of the FTSE 100 index and is an industry leader in the UK
beverage companies list. The organisation was listed as a key constituent of the 2014, Dow
Jones Sustainability Index (DJSI) (Coca Cola HBC, 2015). Coca Cola HBC (AG) is the key
bottler and vendor of the Coca Cola products in Europe and Africa. The Coca-Cola HBC is a
company which is formed as a result of a merger between Coca Cola Beverages Ltd and
Hellenic Bottling Company. The organisation is listed in LSE as its main market but this shift
only occurred in 2012.
The organisation markets all products of Coca-Cola including Coca Cola,Coca Cola Light,
Coca Cola Zero, Fanta, Sprite, all water related brands of Coca Cola and juices including
Minute Maid and Iced Tea. The organisation operates its business through three primary
segments including the established market segment, developing countries, and emerging
countries.
Reilly and Brown (2011) contend that understand the competitive position of an organisation
along with its financial and historical performance is important in determining the effectiveness
of its portfolio management process. Furthermore, Grant (2010) also reports that the
assessment of organisation’s strategy, its financial position, risk management and corporate
governance help glean information on the market value and performance of the organisation.
The following figure shows the key areas of focus needed in this report.
5. 2
Figure 1: Report Areas of Focus
Source: Author (2015)
Therefore, this research will consider many of these attributes to arrive at clear implications
on the future of the organisation’s performance.
Industry, Economic Outlook and Competition
According to Grant (2010), a key factor that needs to be examined is comprehension of the
economic and industrial context of the organisation. The assessment of the economic
environment helps provide views on market outlook and market share of the product.
Competition
The top competitors of Coca Cola HBC include Hansen Beverage Company, Danone and
PepsiCo at a global level. The following figure presents a comparison of the performance of
Coca Cola HBC against that of Pepsi Co and the FTSE 100 index. It is seen that in
comparison,to the FTSE100 index and Pepsico performance, CocaCola HBC has performed
less effectively.
Market
Environment
Macro
Environment
Industry
Environment
Internal
Environment
Financial
performance
Risks and CSR
Financial
Valuation
6. 3
Figure 2: Coca Cola HCN and Competitors Stock Market Performance
Source: FT (2015),
The following table presents a comparison of Coca Cola HBC with Pepsico and Britvic Plc
along with the industry average. In comparison to other industries listed on the London Stock
Exchange, Coca Cola HBC has a higher market capitalisation and net income.
Table 1: Competitors of Coca Cola HBC and Competitors
Market
Cap
Net
Income
Mil Mil
Coca
Cola
HBC
4,842 294
PepsiCo 1,37,806 6,513
Britvic
PLC
(GBP)
1,860 89
Industry
Average
22,210 974
Source: Morningstar (2015)
7. 4
Industry Performance
The value of the UK beverage industry can be seen from the following figure. It is evident that
overall the industry has grown by 0.9% CAGR in the period 2009-2013. In the same period,
the volume growth of the industry was at 1.5%. The forecast of UK beverage industry
performance shows higher growth compared to existing values with a 1.6% CAGR for 2013-
2018 in terms of value and 1.7% growth during the same period in terms of volume. The
following figure present key highlights of this performance.
Figure 3: Value and Volume of UK Beverage Industry - Current Trends
Source: Marketline (2014)
Figure 4: Value and Volume of the UK Beverage Industry- Forecast
-0.50%
0.00%
0.50%
1.00%
1.50%
2.00%
2.50%
0.00%
0.50%
1.00%
1.50%
2.00%
2.50%
3.00%
2010 2011 2012 2013
Value and Volume of UK BeverageIndustry -
CurrentTrends
Volume Value
8. 5
Source: Marketline (2014)
Economic Outlook
In general, the economic outlook for the organisation is positive given the recovery of the
global economy and the increase in sale of beverages as observed below.
Recovery of the global economy: According to Keynote (2014), the growth of UK economy is
moderate with an expected average improvement by 1.7% in 2013 in the UK. The global
economy has shown sustained growth during this period. For instance, in the UK the rate of
inflation fell by 0.2% in 2013 increasing household disposable income.
Increase in Sale of Beverages: According to Marketline (2014), the UK beverage market had
a total revenue of $84.6 billion in 2013. Furthermore, from 2009-2013, there was a 0.9%
growth in the market. During the same period, the increase in sale of beverages was higher
in the French and the German markets with a 1.2% and a 1.3% growth respectively.
Implication for Coca Cola HBC
From the above assessment of the general competition it is seen that the organisation in
general is performing better than its competitors listed on the LSE. The economic outlook for
the global beverage industry is optimal along with positive growth in market performance of
the industry. Therefore, the general outlook for Coca Cola HBC from this segment is positive.
0.00%
0.50%
1.00%
1.50%
2.00%
2.50%
0.00%
0.50%
1.00%
1.50%
2.00%
2.50%
2013 2014 2015 2016 2017 2018
Value and Volume of the UK
Beverage Industry- Forecast
Value Volume
9. 6
External Environment Analysis
According to Grant (2010), to understand the true market position of the organisation and its
related strategy an examination of the external environment position of the organisation in
terms of competitive structure of the industry and the political, environmental, economic,
social, technological and legal factors is important. The key factors which are to be examined
in the case of Coca Cola is presented below.
Figure 5: External Environment Analysis
Specific Environment
Industry-Competitors
Organization
Substitute
Products
Bargaining
Power of
Suppliers
Bargaining
Power of
Buyers
Potential
Entrants
Current
Rivalry
Technological
Economic
Political-
Legal
Demographic
Sociocultural
General
Environment
10. 7
Source:
Rivalry in the Market
The purpose of the following table is to present a comparative analysis of the five forces which
impact the operations of Coca Cola HBC.
Worldwide buyer power is high given the limited costs linked to switching. The
globalisation of markets has resulted in shift in consumer tastes and requirements
(Euromonitor, 2014). Therefore, buyer power is considered to be
Supplier power assessment shows that in most countries Coca Cola HBC adopts a
tiered supply system where the product is bottled and in some cases franchised or
promoted by subsidiaries (Marketline, 2014). Therefore, there is significant vertical
integration. Therefore, supplier power is considered to be
Threat of new entrants is moderately less given the large scale integration of
incumbents in the market and high economies of scale by Coca Cola HBC and Coca
Cola Enterprises. This along with brand recognition is a key factor impacting choice.
Therefore, threat of new entrants is considered to be
Threat of substitutes is seen as many consumers would like to shift away from the
drinking of soft drinks given its low health and nutritional value. However since Coca
Cola HBC produces both soft drinks and other fruit juices and water, the threat of
substitutes is considered to be
Threat of competitors is moderately high given that Coca Cola HBC operates in
competitor with other Coca Cola Partners and its own subsidiaries along with
competition from Pepsico and Bretvit Plc in the industry. Therefore, competitive rivalry
is considered to be
The detailed assessment of Porter’s Five Forces is given below.
11. 8
Figure 6: Porter’s Analysis
Source:
External Environment Analysis
The following table presents a detailed assessmentofthe environmental performance of Coca
Cola HCN.
Competition from
otherbottling
partners of Coca
Cola.
Competition from
external companies
like Pepsico. .
Competitive
Rivalry- High
Economies of scale is
high
Brand recognitionfor
Coca Cola HCN is high
given consumer
knowledge of Coca
Cola as a product.
Threat of New
Entry – Low
Consumer
preferencesfor
alternatives to
softdrinks with more
healthyoptions
(BSDA, 2013)
Integrationof Coca
Cola HCN production
of softdrinks with
otherproducts
Threat of
Substitutes – Low
Labour intensive
production
Increase in cost of
production(BSDA,
2013).
Tieredsupplychain
with goodintegration
Supplier Power -
Low
Minimal lack of
switching with
multiple options to
customers
(Euromonitor, 2014).
Safetyof foodand
food content are few
concerns
(Waldeimer, 2014)
Consumerchanging
preferencesfor
beverages
(Euromonitor, 2014)
Consumer purchase
of soft drink
alterntatives
(Euromonitor, 2014)
Buyer Power -High
12. 9
Table 2: PEST Analysis
PEST Analysis
Cost of Production and Labour Supply Problems (Economic): Allegra (2013) reports that
there is an expected increase in cost of labour and associated supply of labour. This can
negatively impact supplier and operator costs including that of Coca Cola HCN. The report which
examined food and beverage owners concluded that apart from cost of labour there was a 60%
identification of skills gap as seen in the figure below.
Population Age (Social): KPMG (2013) reports that there is an increase in the percentage of
ageing population in Europe. For instance, the report identifies that by 2030 the number of people
who are older than 65 are expected to be 15.5 million in the UK. Therefore, as a player in the
beverage market, meeting the needs of such customers is important.
Health Conscious Customers (Social): The focus on health nature of food is a key area of
concern for Coca Cola HBC. As Hingley et al. (2010) report, the rise in number of UK customers
who look for healthy component of food, it is important for the Coca Cola company to consider
alternatives to its soft drinks.
Sustainability is the name of the game (Environmental): Mintu-Wimsatt and Lozada (2013)
reports that consumers are looking for food products sourced ethically and therefore a focus on
consumer preferences for environmental sustenance is important.
Online Focus (Technology): Smithers (2013) reports that technology innovation including mobile
application and social media focus is important to show that the company understands the needs
of its customers.
Labelling (Political and Legal): Amendments to food labelling legislation which requires detailed
constituents with a focus on reducing intake of excessive sugar (Tarbella, 2015).
Source: Coca Cola HBC (2013)
Figure 7: Increase in Costs
13. 10
Source: Allegra (2013)
Figure 8: Skills Shortage
Source: Allegra (2013)
Key Implication
From the Porter’s five force analysis it is seen that the buyer preferences are the key threat
that the organisation faces. This is supported by the PESTLE analysis. However, the threat
from new entrants is low along with threats of substitutes given the diverse product portfolio.
Furthermore, it is important to acknowledge that the organisation should look at technology
advancement, environmental concerns and social needs. Therefore Coca Cola CCN should
look for positive attributes which may contribute to success of the firm in the external
environment.
0% 10% 20% 30% 40% 50% 60%
Significantly increase
Increase
About the same
Decrease
Significantly decrease
Don't know
Views on Increasein Costs
Views on Increase in Costs
0% 5% 10% 15% 20% 25% 30% 35%
Significantly increase
Increase
About the same
Decrease
Significantly decrease
Don't know
Skills Shortage
Skills Shortage
14. 11
Accounting and Financial analysis
According to Arnold (2008), an examination of the financial data of the organisation from
previous years is important. This helps in comparing the effective performance of the
organisation with that of its competitors and thereby permit an analysis of the associated
strength and weaknesses of the current financial position of the company. The different ratios
which are examined in this report and their relevance is given in the following figure. It is
important to understand that while ratio analysis provides some positive inputs it is also just
historical performance of the organisation. Appendix I gives the formulae of the ratios used in
this report. Appendix II presents the detailed ratios of Coca Cola HCN.
Profitability Assessment
Gross margin: According to Brigham and Erdhardt (2013), the assessment of gross
margin of the organisation presents a comparative analysis of the revenue of the
organisation after deducting the costs linked to good and service production. The
purpose of measuring gross margin is to determine the percentage of sales retained
by the organisation. From the following figure, it is clear that the the gross profit margin
for Coca Cola HBC has increased from 11.97% to 13.52%. A gradual growth from the
drop in 2012 is seen. The fall in 2012 can be attributed to the shift in Coca Cola HCN
from the US market to the UK market.
Operating margin: According to Arnold (2008), the operating margin helps determine
the ratio of operating profit to the sales of the organisation. The operating margin
considers the income to the organisation before tax is made. The operating profit of
the organisation increased from 6.33% in 2013 to 6.86% in 2014. The increase in
operating profits is marginal as the organisation had lower net sales revenue driven by
lower sales volume in countries like Russia. Furthermore, as Coca Cola HCN (2013)
reports, the organisation also faced higher costs of raw material and absolute and
unfavourable currency fluctuations which caused only a moderate increase in
operating margin.
Return on Equity: The assessment of ROE helps determine the profit that the
organisation made as a share of the shareholder equity (Arnold, 2008). . The return on
equity of the organisation increased from 7.54% in 2013 to 10.54% in 2014.
Return on Capital Employed (ROCE): ROCE provides an assessment of the profits
made by the organisation by determining the efficiency with which the organisation has
used its capital (Arnold, 2008). The ROCE of Coca Cola HCN increased from 8.58%
in 2013 to 10.92% in 2014.
15. 12
Figure 9: Profitability Ratios
Source: FT (2015), Morningstar (2015) and Coca Cola HBC (2013)
Key Implications: The drop in profitability of Coca Cola in 2012 can be linked to a fall in
European market due to the crisis. For instance, Coca Cola HBC (2013) reports that
under optimistic conditions, in 2013 despite the fall in operational volume the
organisation was able to improve its overall operating profit through efficient
management of operating expenses and more importantly leveraging the scale and
footprint of the organisation’s performance. Furthermore, the organisation was also
able to leverage their performance by investing and expanding subsidiary operations
in emerging markets.
Liquidity Ratios
Current Ratio (x): The assessmentofliquidity shows the ability of the organisation to meet
its immediate and long term obligations (Brigham and Ehrhardt, 2013). The assessment
of the quick ratio and the current ratio as seen in the following figure for CCN is effective
in understanding current liquidity position. The liquidity of the organisation has dropped
moderately from 1.03 in 2013 to 0.928 in 2014. Furthermore, the cash ratio of the
organisation also fell from 0.36 in 2013 to 0.31 in 2014.
0.00%
5.00%
10.00%
15.00%
Gross
Margin
Operating
Margin
Net
Margin
Return of
Equity
Return on
Net
Assets
Return on
Capital
Employed
RATIO%
RESULTS
Profitability Ratios
2010
2011
2012
2013
2014
16. 13
Figure 10: Liquidity Ratios
Source: FT (2015), Morningstar (2015) and Coca Cola HBC (2013)
Key Implications: According to Coca Cola HBC (2013) annual report, innovations and
technology development are vital in understanding the growth of the organisation.
Brigham and Houston (2011) also reports that investments in key sectors is more
important. Given the possibility of change in environmental conditions and possible
fluctuations in exchange rates along with high competitive rivalry as observedfromthe
PEST and Porter’s analysis, this report contends that having positive equity is
important. Therefore, positive liquidity ratios present key results.
C U R R EN T R ATIO QU I C K R ATIO C AS H R ATI O
0.938538206 0.703422272
0.153117061
1.054419254 0.82015398
0.242321354
0.882148306 0.67605626
0.214281355
1.039448359 0.831808382
0.363971077
0.938617912 0.749989801 0.315501134
2010 2011 2012 2013 2014
17. 14
Efficiency Ratios
Asset Turnover ratio: The asset turnover ratio identifies how effectively the organisation
is able to deploy its assets to bring positive improvements in performance. It is considered
as the overall sales or revenue generated for every one dollar of the asset spent. The
efficiency of the organisation in terms of asset turnover has remained moderately the same
across 2013 and 2014 at 0.94.
Stock Turnover Ratio: The stock turnover identifies the ability of the organisation to reduce
its inventory and thereby is a key indicator of operational efficiency (Brigham and Houston,
2011). The stock turnover on the other hand has reduced from 14.89 in 2013 to 14.07 in
2014. This is linked to improvement in overall efficiency of operations.
Figure 11: Efficiency Ratio
Source: FT (2015), Morningstar (2015) and Coca Cola HBC (2013)
Key Implications: Coca Cola HBC (2013) reports that consolidation of assets has taken
place over the years which may account for the more or less steady asset turnover
ratios. The organisation was able to consolidate some factories into emerging markets
like Poland and expand their businesses into newer sites to meet their requirements.
The launch of the may also have impacted the asset turnover ratio. Furthermore, the
0 2 4 6 8 10 12 14 16
Asset Turnover Ratio
Stock Turnover Ratio
0.941073181
12.83530131
0.942127506
13.5990345
0.971668608
14.59486725
0.944906087
14.8988764
0.946387575
14.07178316
2014 2013 2012 2011 2010
18. 15
annual report also shows that Belarus as an economy showed a 100% net inflation
therefore reduction of assets in this section may have contributed to asset
consolidation. The organisation has been able to leverage cloud technology in an
effective manner for infrastructure optimisation which helps in lowering costs of
additional operations.
Gearing Ratio
Net gearing ratios: Gearings is a term used to understand the efficiency of leverage
performance. The Gearings ratio helps understand the degree to which the organisation
is able to maintain its capital structure (i.e debt to equity ratio).
Interest Cover: Interest cover ratio provides an assessment of the ability of the
organisation to pay the interest on its debt. A low interest cover indicates signs of financial
trouble as the organisation will be unable to borrow if needed (Arnold, 2008).
The gearings has reduced from 0.75 in 2013 to 0.67 which is good. At the same time the
interest coverage of the organisation has increased from 4.88 in 2013 to 7.01.
Figure 12: Gearing Ratio
Source: FT (2015), Morningstar (2015) and Coca Cola HBC (2013)
Net gearing Interest coverage ratio
2010 0.700537518 9.014916193
2011 0.826040612 5.816146881
2012 0.672308437 5.282354541
2013 0.755368728 4.883059253
2014 0.677870044 7.014044944
0
1
2
3
4
5
6
7
8
9
10
Gearing Ratio
19. 16
Keyimplications: The netdebtof Coca Cola HBC is aimed at maintaining less than 45%
of overall debt. The organisation has 13.3% of its debt in dollars and 63.4% of its debt
in Euro. The organisation has its debt in two distinct portfolios including short term
debt and long term debt with clear policies for both debt. Furthermore, the overall
expenditure on new investments in R&D has also increased significantly. Given the fall
in gearingsand an associated rise in investment,this reportconcludes that more loans
for R&D developments can be made as only 18% of the investments are made by the
customers directly.
Share Valuation Performance
To examine the share valuation and performance firstly a projected income was presented.
20. 1
Table 3: Projections of Income
Projections
2015 2016 2017 2018 2019
Average five year
performance
(2010-2014)
Assumption 31-Dec-15 31-Dec-16 31-Dec-17 31-Dec-18 31-Dec-19
96% Assuming
average increase
with 2 % growth
5,341.23 5,661.71 6,058.03 6,542.67 7,066.08
95% Assuming
average
5,060.35 5,363.97 5,739.44 6,198.60 6,694.49
11% Assuming
average
640.95 679.41 726.96 785.12 847.93
71% Assuming Same 280.89 297.74 318.58 344.07 371.60
Assuming Same
as EBIT
280.89 297.74 318.58 344.07 371.60
Assumin nil - - - - -
-75.33 Assume average -75.33 -75.33 -75.33 -75.33 -75.33
Assume same
interest coverage
ratio
-40.05 -42.45 -45.42 -49.05 -52.98
165.51 179.96 197.83 219.68 243.28
Same as last
year
27.18 29.55 32.48 36.07 39.95
138.33 150.41 165.35 183.61 203.34
- - - - -
138.33 150.41 165.35 183.61 203.34
Same as last
year
60.53 65.82 72.36 80.35 88.98
- - - - -
77.80 84.59 92.99 103.26 114.36
21. 1
DCF Valuation
According to Reilly and Brown (2011), the valuation of shares involves the use of financial and
accounting data. The need for valuation is to identify the sale of shares by one person to
another, to identify future trends for mergers or acquisitions or for purchase of large amount
of shares in private companies.
This research uses the DCF valuation approach to identify the attractiveness of investment
opportunities linked to a particular investment. The use of the DCF method involves the use
of future cash flow projections and discounts to identify present value. The use of the DCF
method in this report calculates NRR as the 1/PE ratio. It is seen that if thereis assumptions
of no increase in average EPS growth in the last seven years the share price valuation of
18.49 can be arrived at.
The following table presents the valuation of shares.
Table 4: DCF Method
1. DCF Method
in MN
Profits for the
future
Amt Discounted at
NRR
DCF
2015
77.80 0.96 74.48
2016
84.59 0.92 77.53
2017
92.99 0.88 81.60
2018
103.26 0.84 86.75
2019
114.36 0.80 91.97
Perpetual value
7,863 0.80 6,323.68
Total
6,736.00
Shares
outstanding 364.37
Value per share
18.49
NRR is 1/PE Ratio i.e 25%
Current PE Ratio
22
NRR 4.45% 4.454343
Growth 3.0% (Assuming
seven
year EPS
22. 2
growth
average)
Key Implications: From the above table it is clear that the organisation is expected to
have a positive valuation in the next five years. The presence of a positive five year
performance in terms of financial ratios as well as future forecasts of valuation shows
that the organisation has a positive future growth.
Investor Importance Ratios
Investor Ratios Assessment
According to Brigham and Houston (2011), the EPS growth of the organisation has been
negative over the last three years has been negative. However, 25.35% growth in 2015 is
clear.
Figure 13: EPS growth
Source: Morningstar (2015)
The above table compares the performance of Coca Cola HBC with that of its competitors. It
is seen that the P/E ratio of Coca Cola HBC is higher than that of its LSE listed competitor at
2011 2012 2013 2014
-25.47
-12.17
-9.19
25.35
EPS GROWTH
23. 3
20.7. It is also seen that the growth of Coca Cola HBC in terms of five year revenue is at 5.6%
which is higher than the industry average of 3.2%. Similarly the debt equity ratio of Coca Cola
is at 0.6 when compared to Britvic Plc which has 6.5. Therefore, performance is better.
Table 5: Industry Comparison
P/E Dividend 5-Yr Rev Med Oper. Interest D/E
Yield% CAGR% Margin% Coverage
Coca Cola
HBC
21.9 2.1 5.6 5.6 6.2 0.6
PepsiCo 22.9 2.7 9.1 14.4 10.6 1.4
Britvic PLC
(GBP)
20.7 2.8 6.6 8.6 5.7 6.5
Industry
Average
— — 3.2 10.7 23.2 —
Risk Assessment
Liquidity risk, Exchange risk and Credit risk are the three important risks that the organisation
faces.
According to Coca Cola HBC (2013), the liquidity risk of the organisation is a factor
that should be considered given the wide range of countries which the organisation
operates. It is clear that the organisation is able to manage its liquidity risks based on
sufficient funds that it has a strict capital structure
Another key risk that the organisation faces is the foreign exchange risk where
changes in exchange currency rates between the Euro and US dollar along with
currencies in non-Euro territories is faced. To overcome this risk, the exposure that the
organisation has is high especially when the raw material is purchased from a foreign
market where there is no operation (Coca Cola HBC, 2013).
Finally, the credit risk faced by the organisation needs to be examined to ensure that
if the counterparties are unable to perform their obligations then the group should be
24. 4
able to bear the losses. To reduce the impact of the risk proper assessment of credit
rating of the parties is carried out and credit limits are set (Coca Cola HSB, 2013).
Corporate Governance
According to Bauer et al. (2004) the portfolio management of the organisation and the investor
performance also requires a detailed assessment of how the organisation is able to maintain
its code of governance. The governance structure is a bit different at Coca Cola HBC. For
instance, the remuneration committee which is independent and non-executive does not
decide the compensation of the organisation. The organisation follows European rules where
the entire board gets together to decide remuneration. This is a negative factor which may
have impact on the organisation’s view in the industry (Coca Cola HBC, 2013).
Key Implication: The organisation has performed well in the market with a moderately high
P/E and is part of the FTSE index. However, the recovery in EPS performance is found to be
recent. Furthermore, the organisation also has low debt/equity and has good interest cover.
The risks of the organisation are understood and are often focused on to help reduce impact.
Furthermore, the governance is slowly changing from a Euro structure to the UK structure
which needs to be examined in detail by investors.
Conclusion
The organisation has performed moderately well in the market with a marginally high P/E ratio.
Furthermore, it is argued that the organisation has shown a moderate increase in price since
the recession recovery in 2013. The financial position of the organisation is effective and most
importantly the organisation has a positive five year share valuation. However, this report also
cautions that changes in economic climate, recent shift to the LSE without complete following
of UK code of conduct in corporate governance and possible negative growth in emerging
markets of Eastern Europe makes it important to hold the stock. Therefore, this report
recommends holding the stocks of Coca Cola.
References
25. 5
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fcsi_taste_of_the_fu.pdf [Accessed 4 April. 2015].
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Bauer, R., Guenster, N. and Otten, R. (2004). Empirical Evidence on Corporate Governance
in Europe: The Effect on Stock Returns, Firm Value, and Performance (Digest Summary).
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2015].
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colahellenic.com/~/media/Files/C/CCHBC/reports-and-presentations/2013_Coca-
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2015].
26. 6
FT (2015). Coca Cola HBC AG. [online] Available at:
http://markets.ft.com/research/Markets/Tearsheets/Summary?s=CCH:LSE [Accessed 2 April.
2015].
Grant, R. M. (2010). Contemporary Strategy Analysis: Text and Cases. 7th ed. Wiley,
Chichester.
Hingley, M., Lindgreen, A. and Beverland, M. (2010). Network Innovation in U.K. Ethnic Fresh
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[Accessed 4 April. 2015].
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[Accessed 4 April. 2015].
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/how-will-demographic-trends-in-the-uk-affect-the-retail-sector.aspx [Accessed3 April . 2015].
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http://www.meggitt.com/about-us [Accessed 2 April. 2015].
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Morningstar (2015). Coca-Cola HBC AG CCH. [online], Available
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00144feabdc0.html#axzz3UipVplRH [Accessed 5 April. 2015].
28. 8
Profitability Ratios
1 Gross Margin Gross Profit/Net Sales
2 Operating Margin Operating Profit/Net Sales
3 Net Margin Net Profit/Net Sales
4 Return on Equity Net Income/Equity
5 Return on Net Assets Net Income/(Fixed Assets+Working
capital)
6 Return on Capital
Employed
EBIT/Capital Employed
Appendix II
Calculated ratios
29. 9
Ratio Result
2010 2011 2012 2013 2014
Profitability Ratios
Gross Margin 10.22% 8.16% 6.84% 11.97% 13.52%
Operating Margin 10.11% 7.99% 6.68% 6.33% 6.86%
Net Margin 6.37% 3.89% 2.75% 3.22% 4.52%
Return on Equity 14.21% 9.10% 6.43% 7.45% 10.54%
Return on Net Assets 5.99% 3.67% 2.67% 3.04% 4.28%
Return on Capital Employed 13.27% 10.38% 9.53% 8.58% 10.92%
Liquidity Ratios 2010 2011 2012 2013 2014
Current Ratio 0.93853
8
1.05441
9
0.88214
8
1.03944
8
0.93861
8
Quick ratio 0.70342
2
0.82015
4
0.67605
6
0.83180
8
0.74999
Cash Ratio 0.15311
7
0.24232
1
0.21428
1
0.36397
1
0.31550
1
Efficiency Ratio 2010 2011 2012 2013 2014
Average Collection Period 60.3189
3
59.0636
9
53.1695
7
51.3249
5
53.4926
3
Average Payment Period 120.949
7
109.437
1
120.939
1
116.013
9
130.344
3
Efficiency ratio 2010 2011 2012 2013 2014
Asset Turnover Ratio 0.94107
3
0.94212
8
0.97166
9
0.94490
6
0.94638
8
Stock Turnover Ratio 12.8353 13.5990
3
14.5948
7
14.8988
8
14.0717
8
Gearing Ratio 2010 2011 2012 2013 2014
Net gearing 0.70053
8
0.82604
1
0.67230
8
0.75536
9
0.67787