NON-ALCOHOLOIC BEVERAGE COMPANY PORTFOLIO
Table of Contents
Note #1 (Company Parameters)4
Note #2 (Equipment & Inventory)5
Note #3 (Personnel, Business Expenses, & Financial Matters)7
Note # 4 (Websites - Data & Statistics)9
Note # 5 (Market Research)10
A guide to the non-alcoholic beverage industry10
Industry overview10
Dominant carbonates category10
Major companies10
Understanding consumer craving for soft drinks11
What’s a soft drink made of?11
Stimulants in soft drinks11
Ingredient facts12
Understanding the value chain of the soft drink industry12
Industry Partners12
Bottling and distribution network13
Distribution: Third-party products13
Pricing power13
Key indicators of the non-alcoholic beverage industry14
Factors influencing sector growth14
Consumption expenditure14
Disposable income and consumer confidence14
Understanding the soft drink industry’s key markets15
Income bracket15
Hispanics16
Millennials16
Teens16
The role of branding and advertising in the soft drink industry17
The importance of advertising17
Global brands17
Strong individual brand portfolios17
Investing in brands18
Why the soft drink industry is dominated by Coke and Pepsi18
A rivalry for the ages19
Threat from new entrants19
Significant investments19
Why growth is sluggish in the non-alcoholic beverage industry20
Falling demand20
Key indicator—per capita consumption20
Health concerns21
The soda tax21
In challenging times, soft drinks makers optimize and thrive21
Productivity measures21
Cost-cutting initiatives22
Soft drink industry now looking to still beverages to boost sales22
Social pressures forcing change23
Ready-to-drink beverages23
International growth opportunities for the soft drink industry24
Beyond borders24
Growth prospects25
Positive trends25
Competition outside the domestic market25
Strategic deals in the soft drink industry26
Industry alliances26
Recent Pepsi and Coca-Cola deals26
Other deal-making in the sector27
Investing in soft drink companies with ETFs27
Packaged investing27
Consumer staple ETFs28
Note # 6 (History & Industry Data/Forecasting & Technology)29
Cognitive health appeals to all demographics29
Omega-3s popular ingredient for brain health29
Mental energy30
Focus on claims32
2016 New Product Development Outlook for beverages32
Organic named top trend for new beverages in new year32
Buzzing about flavors33
Creating success35
Natural influence35
Sharing the work36
2016 expectations38
Beverage Industry launches new app39
Introductory video shows how to use Bev Industry Mobile39
(The NAB Company Portfolio will have lists of things that the BUS599 students would be able to sort through to conduct a SWOT Analysis and to apply to appropriate sections of the NAB Business Plan.)
Note #1 (Company Parameters)
This is the compilation of Data, Notes, and Information that have been put together to create a Business Plan, along with Pro-forma Financial Statements, for a start-up company in the non-alcoholic beverage industry.
The goal of my business ...
NAB Company Portfolio BUS599.docxNON-ALCOHOLOIC BEVERAGE COMPA.docxroushhsiu
NAB Company Portfolio BUS599.docx
NON-ALCOHOLOIC BEVERAGE COMPANY PORTFOLIO
Table of Contents
Note #1 (Company Parameters)4
Note #2 (Equipment & Inventory)5
Note #3 (Personnel, Business Expenses, & Financial Matters)7
Note # 4 (Websites - Data & Statistics)9
Note # 5 (Market Research)10
A guide to the non-alcoholic beverage industry10
Industry overview10
Dominant carbonates category10
Major companies10
Understanding consumer craving for soft drinks11
What’s a soft drink made of?11
Stimulants in soft drinks11
Ingredient facts12
Understanding the value chain of the soft drink industry12
Industry Partners12
Bottling and distribution network13
Distribution: Third-party products13
Pricing power13
Key indicators of the non-alcoholic beverage industry14
Factors influencing sector growth14
Consumption expenditure14
Disposable income and consumer confidence14
Understanding the soft drink industry’s key markets15
Income bracket15
Hispanics16
Millennials16
Teens16
The role of branding and advertising in the soft drink industry17
The importance of advertising17
Global brands17
Strong individual brand portfolios17
Investing in brands18
Why the soft drink industry is dominated by Coke and Pepsi18
A rivalry for the ages19
Threat from new entrants19
Significant investments19
Why growth is sluggish in the non-alcoholic beverage industry20
Falling demand20
Key indicator—per capita consumption20
Health concerns21
The soda tax21
In challenging times, soft drinks makers optimize and thrive21
Productivity measures21
Cost-cutting initiatives22
Soft drink industry now looking to still beverages to boost sales22
Social pressures forcing change23
Ready-to-drink beverages23
International growth opportunities for the soft drink industry24
Beyond borders24
Growth prospects25
Positive trends25
Competition outside the domestic market25
Strategic deals in the soft drink industry26
Industry alliances26
Recent Pepsi and Coca-Cola deals26
Other deal-making in the sector27
Investing in soft drink companies with ETFs27
Packaged investing27
Consumer staple ETFs28
Note # 6 (History & Industry Data/Forecasting & Technology)29
Cognitive health appeals to all demographics29
Omega-3s popular ingredient for brain health29
Mental energy30
Focus on claims32
2016 New Product Development Outlook for beverages32
Organic named top trend for new beverages in new year32
Buzzing about flavors33
Creating success35
Natural influence35
Sharing the work36
2016 expectations38
Beverage Industry launches new app39
Introductory video shows how to use Bev Industry Mobile39
(The NAB Company Portfolio will have lists of things that the BUS599 students would be able to sort through to conduct a SWOT Analysis and to apply to appropriate sections of the NAB Business Plan.)
Note #1 (Company Parameters)
This is the compilation of Data, Notes, and Information that have been put together to create a Business Plan, along with Pro-forma Financial Statements, for a start-up company in the non-alcoholic beverage i ...
NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO (The NAB Company .docxkanepbyrne80830
NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO
(The NAB Company Portfolio will have lists of things that the BUS599 students would be able to sort
through to conduct a SWOT Analysis and to apply to appropriate sections of the NAB Business Plan. )
Note #1:
This is the compilation of Data, Notes, and Information that have been put together to create a
Business Plan for a start-up company in the non-alcoholic beverage industry.
The goal of my business plan is twofold:
1. To help identify and outline all the issues I will need to address in starting this company.
2. To present to funders to help raise money to finance this company.
NAB Background:
Melinda Cates has been selling her NAB at County Fairs for the past 7 years for $2 a bottle. She
sells an average of 10 Cardboard cartons each weekend a County Fair is open. From her
calculations, it takes $.56 to make a bottle of NAB when she calculates all the NAB ingredients
and the cost of the bottle and cap. Her rich uncle, Bill, just died and left her a small monetary
inheritance. However, since he so enjoyed her home-made NAB, he also left her equipment to
start a small NAB business.
Melinda and I have been close, trusted friends for years. She found out that I just earned my
MBA from Strayer University, and she asked me to help her get her NAB business up and
running.
I have agreed to put together a NAB Business Plan, and I have agreed to be the CEO/President of
the company for at least the next five years.
NAB Today:
Parameters for New Company
Here are the parameters in which I must work.
The business is a start-up: We are not yet in operation. We already have a “recipe” for a
beverage, but we are not yet making sales at any significant level.
Product: the only barrier is that it must be a non-alcoholic beverage (NAB). It is up to me
to decide upon what type of non-alcoholic beverage I intend to make and market. It can
be sold in individual sizes or wholesale.
Market size. I will start marketing and selling the NAB in my geographical area within a
100 mile radius from my home address.
Business size. I can grow the NAB business to any size in excess of one million dollars in
revenue by year two. In other words, this cannot be intended to be a one- or two-person
micro-business.
I intend to raise money. I will be looking for funding, and I have already started with
friends and family money. But at some point I will need funds from outside investors,
either angels or venture capitalists, depending on how much I project I need to raise or
receive from a group of individual investors on kickstarter.
I intend to have employees and develop my own organizational hierarchy.
NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO
I do not need to raise money for my personal financial support for the first six months. In
other words, I do not need to take a salary/draw for myself for six months of projections.
I am assuming I can live off.
BUSINESS 599 NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIOTable of C.docxdewhirstichabod
This document provides an overview and compilation of data, notes, and information to create a business plan for a start-up non-alcoholic beverage company. It includes sections on company parameters, equipment and inventory, personnel and expenses, and background market research on the non-alcoholic beverage industry. The market research sections provide an introduction to the industry, including that it is dominated by carbonated soft drinks and major companies like Coke and Pepsi. It also discusses consumer trends, international growth opportunities, and strategic deals within the industry.
BUSINESS 599 NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIOTable of C.docxjasoninnes20
BUSINESS 599: NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO
Table of Contents
SECTION ONE: YOUR NON-ALCOHOLIC BEVERAGE COMPANY
1. Company Parameters 4
2. Equipment & Inventory 5
3. Personnel, Business Expenses & Financial Matters 7
4. Websites for Reference and Statistics, Updated 9
SECTION TWO: BACKGROUND ON NAB INDUSTRY & MARKET RESEARCH – ORIGINAL AS OF 2016
1. A Guide to the Non-Alcoholic Beverage Industry 10
a. Industry Overview
b. Dominant carbonates category
c. Major companies
2. Understanding Consumer Craving for Soft Drinks 11
a. What’s a soft drink made of?
b. Stimulants in soft drinks
c. Ingredient facts
3. Understanding the Value Chain of the Soft Drink Industry 12
a. Bottling and distribution network
b. Distribution: third-party products
c. Pricing power
4. Key Indicators of the Non-Alcoholic Beverage Industry 14
a. Factors influencing sector growth
b. Consumption expenditure
c. Disposable income and consumer confidence
5. Understanding the Soft Drink Industry’s Key Markets 15
a. Income bracket
b. Hispanics
c. Millennials
d. Teens
6. The Role of Branding & Advertising in the Soft Drink Industry 17
a. The importance of advertising
b. Global brands
c. Strong individual brand portfolios
d. Investing in brands
7. Why the Soft Drink Industry is Dominated by Coke and Pepsi 18
a. A rivalry for the ages
b. Threat from new entrants
c. Signficant investments
8. Why Growth is Sluggish in the Non-Alcoholic Beverage Industry 20
a. Falling demand
b. Key indicator-per capita consumption
c. Health concerns
d. The soda tax
9. In Challenging Times, Soft Drinks Makers Optimize and Thrive 21
a. Productivity measures
b. Cost-cutting initiatives
10. Soft Drink Industry Now Looking to Still Beverages to Boost Sales 22
a. Social pressures forcing change
b. Ready-to-drink beverages
11. International Growth Opportunities for the Soft Drink Industry 24
a. Beyond borders
b. Growth prospects
c. Positive trends
d. Competition outside the domestic market
12. Strategic Deals in the Soft Drink Industry 26
a. Industry alliances
b. Recent Pepsi and Coca-Cola deals
c. Other deal making in the sector
13. Investing in Soft Drink Companies with ETFs 27
a. Packaged investing
b. Consumer staple ETFs
SECTION THREE: HISTORY & INDUSTRY DATA/FORECASTING & TECHNOLOGY – AS OF 2016
1. American Beverage Association 29
2. Cognitive health appeals to all demographics 29
a. Omega-3s popular ingredient for brain health
b. Mental energy
c. Focus on claims
3. 2016 New Product Development Outlook for Beverages 32
a. Organic named top trend for new beverages in new year
b. Buzzing about flavors
c. Creating success
d. Natural influence
e. Sharing the Work
f. 2016 Expectations
g. Beverage industry launches new app
SECTION FOUR: UPDATED MARKET RESEARCH AND INDUSTRY DATA ON NAB INDUSTRY
1. Five Major Trends for the Non-Alcoholic Beverage Industry in 2 ...
This marketing plan summary provides an overview of 32 Degrees, a proposed gelato and bakery shop. Key points include:
- 32 Degrees will offer homemade gelato, baked goods, and booking services for events from its location in uptown Minneapolis.
- The plan analyzes industry trends showing growth in specialty eateries and ice cream shops. It also compares 32 Degrees' products and services to its main competitor.
- Management will consist of a manager with a degree in management and an assistant manager. The plan projects first year sales of $35,000 based on the defined market area.
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.
This marketing plan outlines strategies for Coca-Cola to introduce a new bubble tea product called "Bubble Buzz." The plan examines the market research and competitive landscape. It establishes the mission to maximize shareholder value and the goals of empowering women, conserving water, and promoting wellbeing. The marketing strategies include television, newspaper, and documentary advertisements with a budget of $11 million. The target market is Generation Y consumers and their parents. If successful, the plan forecasts 7.3% sales growth and $243,029 in profits over 4 years by satisfying demand for ready-to-drink bubble tea.
A Continuation of Assignment #1 & 2You are the VP of Operation.docxransayo
A Continuation of Assignment #1 & 2
You are the VP of Operations for your company and own all of your company’s operations/supply chain (R&D, Planning, Procurement, Manufacturing, Inventory Control, Warehousing/ Distribution/ Transportation, and Customer Service). You are now 5 years into the 5-10 year Strategic Management Process and the company has delivered on a number of the Corporate level Objectives and Goals. The changes that impact you follow:
· Your company acquired a cracker brand 2 years ago and the company you bought it from has been producing the product for you. You have one more year left on the original manufacturing contract, but they have already informed you that they are increasing their pricing at the end of that year to a level that you are not willing to pay. You have decided to search for other options.
· The new 10 oz chicken noodle soup has sold better than anticipated (our original forecast was not very good) and we are now at 80% of our capacity within our existing facilities.
· The forecast for all domestic products for the next 5-10 years shows a slow, but sure increase of about 2%/year.
· Sales in China have exploded and the forecasted for the next 5-10 years there is 10%/year growth.
· You have been successful at reducing Costs of Goods Sold (COGS) by 7%, but you still have 3% more to accomplish.
· Your inventory is averaging 4 turns/year and your boss views this as an opportunity.
· Aggregate top line sales have grown by 7% since the original strategic plan with another 3% expected over the next 5 years. Your boss is asking you to make sure your supply chain/operations organization play a role in this sales growth.
· The production and quality problems you were experiencing have been resolved by way of total quality team work.
· Your most recent problems are:
· That your perfect order % (on-time, complete and billed accurately) has dropped from an acceptable 99% to an unacceptable 90%, dissatisfying many of your larger customers
· The performance of your two biggest suppliers have slipped as they are missing delivery dates and times
It is your responsibility to determine how your supply chain/operations organization will handle all of the above issues.
There are no formatting requirements. Your assignment is to explain in 3 pages (or less):
1. How you would go about dealing with the changes, new opportunities and issues above
You do not necessarily have to solve the new opportunities and problems, but instead just tell me how you would go about it. Any insight into how you would solve the new opportunities and problems will add positive points to your grade though.
You will be graded on the completeness, accuracy, quality of your response and how well you convince me that you understand the subject matter. There are numerous concepts to take into consideration here and I would not expect anyone to be able to identify all of them, let alone combine them into a 3 page response. So you will be graded on how.
NAB Company Portfolio BUS599.docxNON-ALCOHOLOIC BEVERAGE COMPA.docxroushhsiu
NAB Company Portfolio BUS599.docx
NON-ALCOHOLOIC BEVERAGE COMPANY PORTFOLIO
Table of Contents
Note #1 (Company Parameters)4
Note #2 (Equipment & Inventory)5
Note #3 (Personnel, Business Expenses, & Financial Matters)7
Note # 4 (Websites - Data & Statistics)9
Note # 5 (Market Research)10
A guide to the non-alcoholic beverage industry10
Industry overview10
Dominant carbonates category10
Major companies10
Understanding consumer craving for soft drinks11
What’s a soft drink made of?11
Stimulants in soft drinks11
Ingredient facts12
Understanding the value chain of the soft drink industry12
Industry Partners12
Bottling and distribution network13
Distribution: Third-party products13
Pricing power13
Key indicators of the non-alcoholic beverage industry14
Factors influencing sector growth14
Consumption expenditure14
Disposable income and consumer confidence14
Understanding the soft drink industry’s key markets15
Income bracket15
Hispanics16
Millennials16
Teens16
The role of branding and advertising in the soft drink industry17
The importance of advertising17
Global brands17
Strong individual brand portfolios17
Investing in brands18
Why the soft drink industry is dominated by Coke and Pepsi18
A rivalry for the ages19
Threat from new entrants19
Significant investments19
Why growth is sluggish in the non-alcoholic beverage industry20
Falling demand20
Key indicator—per capita consumption20
Health concerns21
The soda tax21
In challenging times, soft drinks makers optimize and thrive21
Productivity measures21
Cost-cutting initiatives22
Soft drink industry now looking to still beverages to boost sales22
Social pressures forcing change23
Ready-to-drink beverages23
International growth opportunities for the soft drink industry24
Beyond borders24
Growth prospects25
Positive trends25
Competition outside the domestic market25
Strategic deals in the soft drink industry26
Industry alliances26
Recent Pepsi and Coca-Cola deals26
Other deal-making in the sector27
Investing in soft drink companies with ETFs27
Packaged investing27
Consumer staple ETFs28
Note # 6 (History & Industry Data/Forecasting & Technology)29
Cognitive health appeals to all demographics29
Omega-3s popular ingredient for brain health29
Mental energy30
Focus on claims32
2016 New Product Development Outlook for beverages32
Organic named top trend for new beverages in new year32
Buzzing about flavors33
Creating success35
Natural influence35
Sharing the work36
2016 expectations38
Beverage Industry launches new app39
Introductory video shows how to use Bev Industry Mobile39
(The NAB Company Portfolio will have lists of things that the BUS599 students would be able to sort through to conduct a SWOT Analysis and to apply to appropriate sections of the NAB Business Plan.)
Note #1 (Company Parameters)
This is the compilation of Data, Notes, and Information that have been put together to create a Business Plan, along with Pro-forma Financial Statements, for a start-up company in the non-alcoholic beverage i ...
NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO (The NAB Company .docxkanepbyrne80830
NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO
(The NAB Company Portfolio will have lists of things that the BUS599 students would be able to sort
through to conduct a SWOT Analysis and to apply to appropriate sections of the NAB Business Plan. )
Note #1:
This is the compilation of Data, Notes, and Information that have been put together to create a
Business Plan for a start-up company in the non-alcoholic beverage industry.
The goal of my business plan is twofold:
1. To help identify and outline all the issues I will need to address in starting this company.
2. To present to funders to help raise money to finance this company.
NAB Background:
Melinda Cates has been selling her NAB at County Fairs for the past 7 years for $2 a bottle. She
sells an average of 10 Cardboard cartons each weekend a County Fair is open. From her
calculations, it takes $.56 to make a bottle of NAB when she calculates all the NAB ingredients
and the cost of the bottle and cap. Her rich uncle, Bill, just died and left her a small monetary
inheritance. However, since he so enjoyed her home-made NAB, he also left her equipment to
start a small NAB business.
Melinda and I have been close, trusted friends for years. She found out that I just earned my
MBA from Strayer University, and she asked me to help her get her NAB business up and
running.
I have agreed to put together a NAB Business Plan, and I have agreed to be the CEO/President of
the company for at least the next five years.
NAB Today:
Parameters for New Company
Here are the parameters in which I must work.
The business is a start-up: We are not yet in operation. We already have a “recipe” for a
beverage, but we are not yet making sales at any significant level.
Product: the only barrier is that it must be a non-alcoholic beverage (NAB). It is up to me
to decide upon what type of non-alcoholic beverage I intend to make and market. It can
be sold in individual sizes or wholesale.
Market size. I will start marketing and selling the NAB in my geographical area within a
100 mile radius from my home address.
Business size. I can grow the NAB business to any size in excess of one million dollars in
revenue by year two. In other words, this cannot be intended to be a one- or two-person
micro-business.
I intend to raise money. I will be looking for funding, and I have already started with
friends and family money. But at some point I will need funds from outside investors,
either angels or venture capitalists, depending on how much I project I need to raise or
receive from a group of individual investors on kickstarter.
I intend to have employees and develop my own organizational hierarchy.
NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO
I do not need to raise money for my personal financial support for the first six months. In
other words, I do not need to take a salary/draw for myself for six months of projections.
I am assuming I can live off.
BUSINESS 599 NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIOTable of C.docxdewhirstichabod
This document provides an overview and compilation of data, notes, and information to create a business plan for a start-up non-alcoholic beverage company. It includes sections on company parameters, equipment and inventory, personnel and expenses, and background market research on the non-alcoholic beverage industry. The market research sections provide an introduction to the industry, including that it is dominated by carbonated soft drinks and major companies like Coke and Pepsi. It also discusses consumer trends, international growth opportunities, and strategic deals within the industry.
BUSINESS 599 NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIOTable of C.docxjasoninnes20
BUSINESS 599: NON-ALCOHOLIC BEVERAGE COMPANY PORTFOLIO
Table of Contents
SECTION ONE: YOUR NON-ALCOHOLIC BEVERAGE COMPANY
1. Company Parameters 4
2. Equipment & Inventory 5
3. Personnel, Business Expenses & Financial Matters 7
4. Websites for Reference and Statistics, Updated 9
SECTION TWO: BACKGROUND ON NAB INDUSTRY & MARKET RESEARCH – ORIGINAL AS OF 2016
1. A Guide to the Non-Alcoholic Beverage Industry 10
a. Industry Overview
b. Dominant carbonates category
c. Major companies
2. Understanding Consumer Craving for Soft Drinks 11
a. What’s a soft drink made of?
b. Stimulants in soft drinks
c. Ingredient facts
3. Understanding the Value Chain of the Soft Drink Industry 12
a. Bottling and distribution network
b. Distribution: third-party products
c. Pricing power
4. Key Indicators of the Non-Alcoholic Beverage Industry 14
a. Factors influencing sector growth
b. Consumption expenditure
c. Disposable income and consumer confidence
5. Understanding the Soft Drink Industry’s Key Markets 15
a. Income bracket
b. Hispanics
c. Millennials
d. Teens
6. The Role of Branding & Advertising in the Soft Drink Industry 17
a. The importance of advertising
b. Global brands
c. Strong individual brand portfolios
d. Investing in brands
7. Why the Soft Drink Industry is Dominated by Coke and Pepsi 18
a. A rivalry for the ages
b. Threat from new entrants
c. Signficant investments
8. Why Growth is Sluggish in the Non-Alcoholic Beverage Industry 20
a. Falling demand
b. Key indicator-per capita consumption
c. Health concerns
d. The soda tax
9. In Challenging Times, Soft Drinks Makers Optimize and Thrive 21
a. Productivity measures
b. Cost-cutting initiatives
10. Soft Drink Industry Now Looking to Still Beverages to Boost Sales 22
a. Social pressures forcing change
b. Ready-to-drink beverages
11. International Growth Opportunities for the Soft Drink Industry 24
a. Beyond borders
b. Growth prospects
c. Positive trends
d. Competition outside the domestic market
12. Strategic Deals in the Soft Drink Industry 26
a. Industry alliances
b. Recent Pepsi and Coca-Cola deals
c. Other deal making in the sector
13. Investing in Soft Drink Companies with ETFs 27
a. Packaged investing
b. Consumer staple ETFs
SECTION THREE: HISTORY & INDUSTRY DATA/FORECASTING & TECHNOLOGY – AS OF 2016
1. American Beverage Association 29
2. Cognitive health appeals to all demographics 29
a. Omega-3s popular ingredient for brain health
b. Mental energy
c. Focus on claims
3. 2016 New Product Development Outlook for Beverages 32
a. Organic named top trend for new beverages in new year
b. Buzzing about flavors
c. Creating success
d. Natural influence
e. Sharing the Work
f. 2016 Expectations
g. Beverage industry launches new app
SECTION FOUR: UPDATED MARKET RESEARCH AND INDUSTRY DATA ON NAB INDUSTRY
1. Five Major Trends for the Non-Alcoholic Beverage Industry in 2 ...
This marketing plan summary provides an overview of 32 Degrees, a proposed gelato and bakery shop. Key points include:
- 32 Degrees will offer homemade gelato, baked goods, and booking services for events from its location in uptown Minneapolis.
- The plan analyzes industry trends showing growth in specialty eateries and ice cream shops. It also compares 32 Degrees' products and services to its main competitor.
- Management will consist of a manager with a degree in management and an assistant manager. The plan projects first year sales of $35,000 based on the defined market area.
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.
This marketing plan outlines strategies for Coca-Cola to introduce a new bubble tea product called "Bubble Buzz." The plan examines the market research and competitive landscape. It establishes the mission to maximize shareholder value and the goals of empowering women, conserving water, and promoting wellbeing. The marketing strategies include television, newspaper, and documentary advertisements with a budget of $11 million. The target market is Generation Y consumers and their parents. If successful, the plan forecasts 7.3% sales growth and $243,029 in profits over 4 years by satisfying demand for ready-to-drink bubble tea.
A Continuation of Assignment #1 & 2You are the VP of Operation.docxransayo
A Continuation of Assignment #1 & 2
You are the VP of Operations for your company and own all of your company’s operations/supply chain (R&D, Planning, Procurement, Manufacturing, Inventory Control, Warehousing/ Distribution/ Transportation, and Customer Service). You are now 5 years into the 5-10 year Strategic Management Process and the company has delivered on a number of the Corporate level Objectives and Goals. The changes that impact you follow:
· Your company acquired a cracker brand 2 years ago and the company you bought it from has been producing the product for you. You have one more year left on the original manufacturing contract, but they have already informed you that they are increasing their pricing at the end of that year to a level that you are not willing to pay. You have decided to search for other options.
· The new 10 oz chicken noodle soup has sold better than anticipated (our original forecast was not very good) and we are now at 80% of our capacity within our existing facilities.
· The forecast for all domestic products for the next 5-10 years shows a slow, but sure increase of about 2%/year.
· Sales in China have exploded and the forecasted for the next 5-10 years there is 10%/year growth.
· You have been successful at reducing Costs of Goods Sold (COGS) by 7%, but you still have 3% more to accomplish.
· Your inventory is averaging 4 turns/year and your boss views this as an opportunity.
· Aggregate top line sales have grown by 7% since the original strategic plan with another 3% expected over the next 5 years. Your boss is asking you to make sure your supply chain/operations organization play a role in this sales growth.
· The production and quality problems you were experiencing have been resolved by way of total quality team work.
· Your most recent problems are:
· That your perfect order % (on-time, complete and billed accurately) has dropped from an acceptable 99% to an unacceptable 90%, dissatisfying many of your larger customers
· The performance of your two biggest suppliers have slipped as they are missing delivery dates and times
It is your responsibility to determine how your supply chain/operations organization will handle all of the above issues.
There are no formatting requirements. Your assignment is to explain in 3 pages (or less):
1. How you would go about dealing with the changes, new opportunities and issues above
You do not necessarily have to solve the new opportunities and problems, but instead just tell me how you would go about it. Any insight into how you would solve the new opportunities and problems will add positive points to your grade though.
You will be graded on the completeness, accuracy, quality of your response and how well you convince me that you understand the subject matter. There are numerous concepts to take into consideration here and I would not expect anyone to be able to identify all of them, let alone combine them into a 3 page response. So you will be graded on how.
Assignment 1 Company Description and SWOT AnalysisDue Week 3 .docxtrippettjettie
Assignment 1: Company Description and SWOT Analysis
Due Week 3 and worth 100 points
In this assignment, you will conduct a SWOT (Strength, Weakness, Opportunity, and Threat) analysis for the type of beverage you have selected, and for your company overall. As you work on the assignment, consider why you have chosen one type of non-alcoholic beverage over another and the reasons for that choice. As you complete your SWOT analysis, be sure to include external factors such as industry / market trends and competition, and internal factors such as your capabilities or abilities to reach certain market segments.
Write a three to five (3-5) page paper, in which you:
Create your revised NAB company name and explain its significance.
Develop your revised company’s Mission Statement and provide a rationale for its components.
Hints: Use the Statement of Mission template on pp. 72-73 on the course textbook: Successful Business Plan to aid your development. Click here for help accessing a specific page number in your eBook.
Extracting appropriate information from the NAB company portfolio, where applicable. You should fill in other required items in the template using your personal preferences.
Describe the trends in the non-alcoholic beverage industry, especially the specific type of beverage category you have chosen. Justify at least three (3) reasons why you have chosen this type of non-alcoholic beverage.
Hints: Research and outline beverage industry trends. Consider the size and growth rate of the industry overall and the specific beverage type you have chosen. Use the worksheet in the course text (p. 88 | Past and Future Growth of Your Industry) to help you project the future growth rate. Consider the use of industry associations and search engines to find reliable, recent data.
Choose one (1) strategic position from the course text (pp. 142–143) that you believe is the best strategic position for your company. Explain the approach you will use to implement this strategic position in order to distinguish your beverage from other non-alcoholic beverages.
Provide an overview of your company’s distribution channels. Explain the manner in which your product will reach end users. Provide a rationale for your chosen method.
Hints: For example, will you sell your beverage in grocery stores, restaurants, or sports venues? If so, describe the types of resellers and distributors who will sell to resellers and fulfill their orders. If you are attempting to sell direct-to-consumers, such as online via a monthly subscription, how will you manage warehousing / fulfillment / shipping?
Outline at least three (3) types of risks (including any regulatory risks) that your business faces. Describe your company’s plan to mitigate such risk.
Hints: You may refer to the types of risk listed in the course text (pp. 148–149) as well as any risks not listed in the text. Regulation weighs more heavily on beverage and food businesses than many other types of companies, so ...
Team C Glow Intl Bev1023 Noanim Condensed Speakersnotesravenpaige
Glow International Beverage seeks $350,000 in outside investment to launch premium flavoring packets for juice and wine. The packets contain combinations of cracked and ground spices and plant essential oils. The plan projects first profit in year 1 and over $2.5 million in net annual profit by year 5, representing a 77.12% annualized return for investors. The founders will focus on sales and distribution in the first two years, adding production and administrative employees as needed.
Non‐Alcoholic BeverageBusiness Plan Financials WorksheetGuidan.docxhenrymartin15260
Non‐Alcoholic Beverage
Business Plan Financials Worksheet
Guidance
Below is guidance for data to enter into cells of each of the separate Excel
worksheets of the overall Business Plan Financials.
Please note: Many of the cells in the Business Plan Financials (BPF) are already prepopulated
with suggested/default values. Use the default numbers unless otherwise
indicated.
Only cells with BLUE text can be entered/changed. The cells in black will be filled in
automatically, based on your setup assumptions, or will be carried over from
numbers you entered earlier on other worksheets.
We suggest working in order – as every cell you complete will carry over to all other
applicable Excel worksheets (for example, if you enter a figure in the Staff Budget,
that figure will carry over to your Income Statement and Cash Flow Statement).
You are encouraged to work through the guide at your convenience. Review
the Course Guide for specific due dates on specified worksheets.
Worksheet #1 ‐ Set Up and Assumptions
Line 9: the month the semester starts
Line 12: enter the year the term starts
Line 15: Two (students can write over this to include up to 10 lines)
Line 18: they will sell 100% on credit
Line 21: 30 days (that’s the default now in BPFs)
Line 43: $40,000 (assuming Melinda is putting in half her inheritance)
Line 49 $0
Worksheet #2 ‐ Sales Projections
Each student must determine this for their business—speculate on how your
company will grow and how much you will sell.
Worksheet #3 ‐ Inventory
Line 7: Ingredients
Line 8: Bottles/caps
Line 9: Labels
Line 10: Cartons
Repeat these four lines for each product line.
Worksheet #3 ‐ Inventory
Line 7: Ingredients
Line 8: Bottles/caps
Line 9: Labels
Line 10: Cartons
Repeat these four lines for each product line.
Worksheet #3 ‐ Inventory
Line 7: Ingredients
Line 8: Bottles/caps
Line 9: Labels
Line 10: Cartons
Repeat these four lines for each product line.
Worksheet #3 ‐ Inventory
Line 7: Ingredients
Line 8: Bottles/caps
Line 9: Labels
Line 10: Cartons
Repeat these four lines for each product line.
Worksheet #4 ‐ Capital Expenditures
(Note: This applies only to purchased equipment, not leased equipment.)
Facilities section:
Students are not purchasing facilities
Equipment section:
Line 18: used panel van $10,000
Line 19: used panel van $10,000
Line 20: used panel van $10,000
Line 21: used panel van $10,000
Years of service for each van: 4
Salvage value of each van: $2000
Computer Hardware/Software:
Line 40: Apple MacIntosh $1,200
Line 41: Apple MacIntosh $1,200
Line 42: Apple MacIntosh $1,200
Years of service for each computer: 4
Salvage value of each: $100
Line 43: Graphics software $750
Worksheet #5 ‐ Staffing Budget
Line 6: Six months into the business and going forward for the rest of the year, add
2 for the number of salaried employees
Line 7: Six months into the business and going forward for the rest of the year,
$2000
Line 27: Six months into the business and going forward f.
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.
STAKEHOLDERS AND NEW PRODUCT DEVELOPMENT FOR COCA - COLAStak.docxdessiechisomjj4
STAKEHOLDERS AND NEW PRODUCT DEVELOPMENT FOR COCA - COLA
Stakeholders and New Product Development for Coca - Cola
ShaRon Jones
South University
Strategic Marketing | MBA6011 S01
Octoberber 2015
Professor: Matula
STAKE HOLDERS AND THEIR INVOLVEMENT
There is a story inside of every bottle that leaves the Coca-Cola bottling plant. The most important stakeholders of our organization, the consumer continues to be the driving force behind these stories. Along with the community, our bottlers, suppliers, partners and nonprofit organizations, and the countless others that share a stake in the organization we have formed a bond that is beneficial to us all. Coca – Cola has relied on them for their valued opinions and insights for the shaping of the sustainability reporting process. Stakeholders are proactively engaged in this yearly accountability tool. In the past, Coca – Cola has engaged the input from internal stakeholders (our employees) as well as external stakeholders (the community). Namely an organization known as Ceres, which is an organization of investors that have formed a coalition to help companies stay up to date with the challenges of sustainability reporting.
http://www.coca-colacompany.com/sustainabilityreport/our-reporting/stakeholder-engagement.html
STAKEHOLDER INPUT IN NEW PRODUCT DEVELOPMENT AND SUCCESS
Coca – Cola created the Golden Triangle partnership to enhance stakeholder involvement work that includes key input from the public, private and civil society sectors. The recognition and embracement of ideas forms collaborative partnerships that achieve a greater collective impact than would be possible by any one organization or sector working in isolation. The Golden Triangle partnership became an integral part of the Coca – Cola business strategy, and when managed well, became a powerful tool for sustainable business growth and progress that was highlighted in their annual sustainability reporting.
http://www.coca-colacompany.com/sustainability/stakeholder-engagement
STRATEGIES USED BY KEY STAKEHOLDERS IN CONTRIBUTION OF NEW PRODUCT AND COMMUNTY DEVELOPMENT
In August of 2015, the first-ever Coca-Cola bottling plant in Laos officially opened for business. This bottling plant located in the Saithani District of the Vientiane province produces Fanta, Coca-Cola, and Sprite beverages along with other popular Coca Cola sparkling brands with a distinct possibility of additional production lines for new beverage products in development at a later date. Before the opening of the Laos plant, Thailand was the major supplier of Coca, Cola products to this area.
“With the establishment of this plant, the Coca – Cola brand proudly manufactures and distributes beverages locally in each of the 10 ASEAN (Association of Southeast Asian Nations) member countries, providing tangible economic benefit to the communities served in that area. This profitable relationship has produced an economic growth annually of 5 percent. This boost in .
Starbucks is recommended as a buy based on its strong financial position and future growth prospects. Starbucks has shown increasing revenues, profit margins, and returns on equity in recent years. A discounted cash flow valuation estimates the stock's fair value at $70.94, above the current price. Starbucks maintains a loyal customer base and is well positioned to benefit from expanding internationally and introducing new products and services. While competition and commodity price fluctuations pose risks, Starbucks' brand strength and innovative strategies are expected to support continued profitable growth.
New product lunch - "Coco fresh drinking water"lia borsha
This document outlines a business plan for a coconut water product called CoCo Fresh Drinking Water. It includes details about the product such as ingredients, packaging, and pricing. It then covers marketing segmentation of target customers, a SWOT analysis, and marketing mix strategies. The document also discusses human resource management issues and provides financial projections for sales, costs, profits, and breakeven analysis over the first five years of business.
The document presents an analysis of Coca-Cola's segmentation model in Patna, India. It finds that 76% of outlets are sufficiently activated while 24% are not. It also finds that 67% of outlets follow Coca-Cola's brand order while 37% do not. The main problems identified are a lack of pure visi-coolers, activation issues, and insufficient stocking units in outlets. The document recommends regularly visiting outlets to ensure activation elements and brand order are followed as well as increasing stock levels.
Marketin Plan of Crystal Cola 2016 - written by Hussain HashimyHussain Hashimy
This document provides a marketing plan for Crystal Cola over 14 pages. It includes an executive summary, product overview, SWOT and PEST analyses, marketing strategy and objectives, target marketing and positioning, the marketing mix of 4Ps, marketing budget, and plans for review, evaluation, control and contingency. The goal is to develop an understanding of how Crystal Cola is marketed and distributed in the market through various analyses.
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.
This document summarizes the key points from an article in the AFFLINK quarterly publication. It discusses the proposed changes to overtime rules by the Department of Labor that would dramatically increase the salary threshold for exempt employees from $23,660 to $50,440 annually. This could require many employees currently classified as exempt to be reclassified as non-exempt and eligible for overtime pay. It also notes some of the compliance challenges and financial risks businesses may face with the new rules.
ORGANIZATION DEVELOPMENT IMPLEMENTED IN STARBUCKSIndiran K
Starbucks has implemented various organization development initiatives to become more environmentally sustainable and socially responsible. Some key initiatives include committing to source coffee ethically and reduce environmental impact through initiatives like using 25% less energy by 2015 in company stores. However, Starbucks faces challenges meeting some of its aggressive sustainability goals due to issues like infrastructure limitations. Starbucks' social responsibility efforts also provide opportunities like attracting employees who share its values and enhancing its brand image with consumers.
Starbucks Corporation is one the renowned American coffee shop and coffee chain. It was
established in 1971, Washington. In 2017, the company has 27,339 outlets worldwide.
Starbucks sells coffee, smoothies, tea, baked items and sandwiches. Kevin Johnson is CEO &
Howard Schultz is the executive board of Starbucks. Approximately 200,000 employees are
working under Starbucks. This corporation has a lot of collaboration with different
organizations like PepsiCo, Tata, Stanley team, Ban.do, Disney X etc. They are also
collaborated with different NGOs & Governments
Starbucks has become a very popular coffee shop worldwide .They also believe that the
relationships with external stakeholders are very important & it can be implemented by
focusing on the commitments. As a large corporation they believe that it„s their duty to
improve the society, environment and the world. For instance, they always say that they are
working together with the farmers and suppliers to bring a more sustainable approach in case
of high-quality coffee production, contributing positively to local communities, minimizing
environmental hazards & protecting customers, partners & stakeholders rights.
Customer Service in Distribution Network of Pepsico under Varun Beverages Ltd...NITESH RANJAN
The document is a summer project report on customer service in the distribution network of PepsiCo under Varun Beverages in Agartala Region. It provides an overview of PepsiCo as a company, including its mission, vision and guiding principles. It also outlines the objectives, methodology, literature review and data collection process for the project. The project aims to understand customer service in the distribution network and factors affecting it. It collects primary and secondary data through questionnaires and analyzes the findings, concluding that PepsiCo is losing market share due to unsatisfactory services compared to competitors like Coca Cola. It provides recommendations to improve areas like signage, sales processes, complaint handling and awareness policies.
This document provides background information on Coca-Cola and analyzes the company's financial ratios for fiscal years 2014 and 2015. It first discusses Coca-Cola's history, products, mission, vision, and values. It then calculates and analyzes the company's liquidity, activity, coverage, and profitability ratios for the two years. Key findings include that Coca-Cola's liquidity and coverage ratios improved from 2014 to 2015 while profitability ratios declined slightly. The document concludes that Coca-Cola's financial position remains strong overall.
Strategic management project report finallllllllllllllllllllsaad ali
This document contains an analysis of Coca-Cola's strategic management. It includes an industry profile of the beverage industry in Pakistan, Coca-Cola's company profile, mission and vision statements, an analysis of Coca-Cola's micro-environment using Porter's five forces model, a SWOT analysis, and several strategic planning matrices to evaluate Coca-Cola's strategies and position relative to competitors like Pepsi. The document provides an overview of Coca-Cola's business and strategies in Pakistan.
This document provides an executive summary of Coca-Cola Company. It introduces Coca-Cola and discusses its mission statement, history, major brands, management structure, market share globally and in Pakistan. It also covers Coca-Cola's production process, competitors like Multan Beverages Limited, problems faced around distribution, investment, brand awareness and fake bottling. Finally, it presents a SWOT analysis of Coca-Cola's strengths in popularity and financing, weaknesses in brand awareness of some products, opportunities in advertising less popular brands, and threats from health concerns and competition from Pepsi.
1. Primary sources2. Secondary sources3. La Malinche4. Bacon’s.docxvannagoforth
1. Primary sources
2. Secondary sources
3. La Malinche
4. Bacon’s rebellion
5. Robert Carter III
6. Mesoamerica
7. Middle Passage
8. Indentured servitude
9. The Jefferson-Hemings Controversy
10. Triangular trade
11. Saint Dominique Revolt
12. Syncretism
13. Olaudah Equiano
14. Christopher Columbus
15. Columbian Moment
16. Hernan Cortes
17. Florentine Codex
18. Master Narrative of American History
19. Reconquista
20. The Paradox of Slavery
21. Indian Removal Act 1830
22. Trail of Tears
23. Treaty of Guadalupe Hidalgo
24. Niños Heroes (Heroic Children)
25. Antonio López de Santa Anna y Pérez de Lebrón
26. The Royal Africa Company
27. John Locke
28. St. Patrick’s Battalion
29. Chilam Balam
30. Popol Vuh
31. El requerimiento (The Requirement)
32. Manifest Destiny
33. Moses and Stephen F. Austin
34. Colonialism
35. Colonial Legacy
.
1. Prepare an outline, an introduction, and a summary.docxvannagoforth
The document instructs the reader to prepare a 4 page double spaced report on an attached article, including an outline, introduction, and summary, and to prepare 4 PowerPoint slides summarizing the report.
1. Normative moral philosophy typically focuses on the determining t.docxvannagoforth
According to Aristotle, virtues are traits of character that are good for a person to have and that are developed through habitual actions over time. Acting virtuously leads to morally correct actions. The document discusses Aristotle's view of virtue ethics and how it differs from normative moral philosophy by focusing on the character of the moral agent rather than just determining the right action. It asks how virtue ethics would analyze two different medical ethical dilemmas.
1. Paper should be 5-pages min. + 1 page works cited2. Should have.docxvannagoforth
1. Paper should be 5-pages min. + 1 page works cited
2. Should have at least 10 annotated sources (copy article onto word, highlight main point, write a few sentences about how it'll help you in writing the paper at the bottom of page)
3
. Should have an INTRO, NARRATION, ARGUMENTS, REFUTATION, CONCUSION
4. Use in-text citations and have organized mla format works cited page
SAMPLE OUTLINE
Research Paper Outline
Title: Rebellious Libya
Thesis: The United States should not get involved with Libya’s conflicts.
I.
Introduction:
A.
Start with the question, what is war? Explain briefly.
B.
Talk about the wars of the United States.
C.
What were the outcomes of some of those wars?
II.
Narration:
A.
Give some background on Libya.
B.
Explain how Col. Muammar Gaddafi became the leader of Libya
C.
Talk about why the citizens of Libya want to overthrow Gaddafi.
D.
Explain why the people feel that the United States should get involved in Libya’s conflicts.
III.
Partition:
A.
Thesis: I believe that the United States should not get involve with Libya’s conflicts.
B.
Essay Map.
1.
Cost of war.
2.
Using money in other Departments other defense.
3.
Killing innocent civilians and soldiers.
4.
Helping unknown rebels
5.
Involvement of foreign wars
IV.
Arguments:
A.
The cost of war is rising by the minute. The Obama Administration proposed a budget of $553 billion dollars for the department.
B.
Instead of spending all that money on war, we should be investing that money on health care and education.
C.
This conflict has caused the lives of many innocent civilians. NATO openly admitted to have killed innocent civilians, due to misguidance.
D.
The rebels fighting against Gaddafi are in need of military supplies. I don’t think that it is a good idea to help unknown rebels. We helped the Afghanistan rebels when they were fighting Russia. After they were victorious, they later became the “Taliban” and used those weapons to attack the US.
E.
Getting involved in foreign wars is not a good idea. The US has been involved in many foreign wars lately. These wars have been in foreign countries where Islam is the prominent religion. Libya is one of these countries. The involvement of the US in these places, builds a bad reputation worldwide and among the Muslim community.
V.
Refutation:
A.
Gaddafi’s actions against the civilians of Libya are totally wrong. Killing your own people is bad and therefore, we should help the rebels overthrow him.
B.
Gaddafi has been in power for many years. In fact, he holds the record for most years in power in a single country. This type of power can potentially lead to corruption and mistreatment of civilians.
C.
The people of Libya deserve to have democracy. They should have the right to elect their own leader.
D.
If Al Qaeda is threatening NATO and Libyan mercenaries then we should help them fight terrorism.
VI.
Conclusion:
A.
Summarize my arguments.
B.
State why we should not get involve with Libya’s conf.
1. Name and describe the three steps of the looking-glass self.2.docxvannagoforth
1. Name and describe the three steps of the 'looking-glass self'.
2. List and describe the three stages in George Mead's model of human development.
3. Piaget developed a four-stage process to explain how children develop reasoning skills. List each and give an example of one of the stages.
4. Briefly summarize the three elements of Freud's theory of personality and explain why sociologist have negative reactions to his analysis.
5. How does the mass media reinforce society's expectations of gender?
.
More Related Content
Similar to NON-ALCOHOLOIC BEVERAGE COMPANY PORTFOLIOTable of ContentsNo.docx
Assignment 1 Company Description and SWOT AnalysisDue Week 3 .docxtrippettjettie
Assignment 1: Company Description and SWOT Analysis
Due Week 3 and worth 100 points
In this assignment, you will conduct a SWOT (Strength, Weakness, Opportunity, and Threat) analysis for the type of beverage you have selected, and for your company overall. As you work on the assignment, consider why you have chosen one type of non-alcoholic beverage over another and the reasons for that choice. As you complete your SWOT analysis, be sure to include external factors such as industry / market trends and competition, and internal factors such as your capabilities or abilities to reach certain market segments.
Write a three to five (3-5) page paper, in which you:
Create your revised NAB company name and explain its significance.
Develop your revised company’s Mission Statement and provide a rationale for its components.
Hints: Use the Statement of Mission template on pp. 72-73 on the course textbook: Successful Business Plan to aid your development. Click here for help accessing a specific page number in your eBook.
Extracting appropriate information from the NAB company portfolio, where applicable. You should fill in other required items in the template using your personal preferences.
Describe the trends in the non-alcoholic beverage industry, especially the specific type of beverage category you have chosen. Justify at least three (3) reasons why you have chosen this type of non-alcoholic beverage.
Hints: Research and outline beverage industry trends. Consider the size and growth rate of the industry overall and the specific beverage type you have chosen. Use the worksheet in the course text (p. 88 | Past and Future Growth of Your Industry) to help you project the future growth rate. Consider the use of industry associations and search engines to find reliable, recent data.
Choose one (1) strategic position from the course text (pp. 142–143) that you believe is the best strategic position for your company. Explain the approach you will use to implement this strategic position in order to distinguish your beverage from other non-alcoholic beverages.
Provide an overview of your company’s distribution channels. Explain the manner in which your product will reach end users. Provide a rationale for your chosen method.
Hints: For example, will you sell your beverage in grocery stores, restaurants, or sports venues? If so, describe the types of resellers and distributors who will sell to resellers and fulfill their orders. If you are attempting to sell direct-to-consumers, such as online via a monthly subscription, how will you manage warehousing / fulfillment / shipping?
Outline at least three (3) types of risks (including any regulatory risks) that your business faces. Describe your company’s plan to mitigate such risk.
Hints: You may refer to the types of risk listed in the course text (pp. 148–149) as well as any risks not listed in the text. Regulation weighs more heavily on beverage and food businesses than many other types of companies, so ...
Team C Glow Intl Bev1023 Noanim Condensed Speakersnotesravenpaige
Glow International Beverage seeks $350,000 in outside investment to launch premium flavoring packets for juice and wine. The packets contain combinations of cracked and ground spices and plant essential oils. The plan projects first profit in year 1 and over $2.5 million in net annual profit by year 5, representing a 77.12% annualized return for investors. The founders will focus on sales and distribution in the first two years, adding production and administrative employees as needed.
Non‐Alcoholic BeverageBusiness Plan Financials WorksheetGuidan.docxhenrymartin15260
Non‐Alcoholic Beverage
Business Plan Financials Worksheet
Guidance
Below is guidance for data to enter into cells of each of the separate Excel
worksheets of the overall Business Plan Financials.
Please note: Many of the cells in the Business Plan Financials (BPF) are already prepopulated
with suggested/default values. Use the default numbers unless otherwise
indicated.
Only cells with BLUE text can be entered/changed. The cells in black will be filled in
automatically, based on your setup assumptions, or will be carried over from
numbers you entered earlier on other worksheets.
We suggest working in order – as every cell you complete will carry over to all other
applicable Excel worksheets (for example, if you enter a figure in the Staff Budget,
that figure will carry over to your Income Statement and Cash Flow Statement).
You are encouraged to work through the guide at your convenience. Review
the Course Guide for specific due dates on specified worksheets.
Worksheet #1 ‐ Set Up and Assumptions
Line 9: the month the semester starts
Line 12: enter the year the term starts
Line 15: Two (students can write over this to include up to 10 lines)
Line 18: they will sell 100% on credit
Line 21: 30 days (that’s the default now in BPFs)
Line 43: $40,000 (assuming Melinda is putting in half her inheritance)
Line 49 $0
Worksheet #2 ‐ Sales Projections
Each student must determine this for their business—speculate on how your
company will grow and how much you will sell.
Worksheet #3 ‐ Inventory
Line 7: Ingredients
Line 8: Bottles/caps
Line 9: Labels
Line 10: Cartons
Repeat these four lines for each product line.
Worksheet #3 ‐ Inventory
Line 7: Ingredients
Line 8: Bottles/caps
Line 9: Labels
Line 10: Cartons
Repeat these four lines for each product line.
Worksheet #3 ‐ Inventory
Line 7: Ingredients
Line 8: Bottles/caps
Line 9: Labels
Line 10: Cartons
Repeat these four lines for each product line.
Worksheet #3 ‐ Inventory
Line 7: Ingredients
Line 8: Bottles/caps
Line 9: Labels
Line 10: Cartons
Repeat these four lines for each product line.
Worksheet #4 ‐ Capital Expenditures
(Note: This applies only to purchased equipment, not leased equipment.)
Facilities section:
Students are not purchasing facilities
Equipment section:
Line 18: used panel van $10,000
Line 19: used panel van $10,000
Line 20: used panel van $10,000
Line 21: used panel van $10,000
Years of service for each van: 4
Salvage value of each van: $2000
Computer Hardware/Software:
Line 40: Apple MacIntosh $1,200
Line 41: Apple MacIntosh $1,200
Line 42: Apple MacIntosh $1,200
Years of service for each computer: 4
Salvage value of each: $100
Line 43: Graphics software $750
Worksheet #5 ‐ Staffing Budget
Line 6: Six months into the business and going forward for the rest of the year, add
2 for the number of salaried employees
Line 7: Six months into the business and going forward for the rest of the year,
$2000
Line 27: Six months into the business and going forward f.
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.
STAKEHOLDERS AND NEW PRODUCT DEVELOPMENT FOR COCA - COLAStak.docxdessiechisomjj4
STAKEHOLDERS AND NEW PRODUCT DEVELOPMENT FOR COCA - COLA
Stakeholders and New Product Development for Coca - Cola
ShaRon Jones
South University
Strategic Marketing | MBA6011 S01
Octoberber 2015
Professor: Matula
STAKE HOLDERS AND THEIR INVOLVEMENT
There is a story inside of every bottle that leaves the Coca-Cola bottling plant. The most important stakeholders of our organization, the consumer continues to be the driving force behind these stories. Along with the community, our bottlers, suppliers, partners and nonprofit organizations, and the countless others that share a stake in the organization we have formed a bond that is beneficial to us all. Coca – Cola has relied on them for their valued opinions and insights for the shaping of the sustainability reporting process. Stakeholders are proactively engaged in this yearly accountability tool. In the past, Coca – Cola has engaged the input from internal stakeholders (our employees) as well as external stakeholders (the community). Namely an organization known as Ceres, which is an organization of investors that have formed a coalition to help companies stay up to date with the challenges of sustainability reporting.
http://www.coca-colacompany.com/sustainabilityreport/our-reporting/stakeholder-engagement.html
STAKEHOLDER INPUT IN NEW PRODUCT DEVELOPMENT AND SUCCESS
Coca – Cola created the Golden Triangle partnership to enhance stakeholder involvement work that includes key input from the public, private and civil society sectors. The recognition and embracement of ideas forms collaborative partnerships that achieve a greater collective impact than would be possible by any one organization or sector working in isolation. The Golden Triangle partnership became an integral part of the Coca – Cola business strategy, and when managed well, became a powerful tool for sustainable business growth and progress that was highlighted in their annual sustainability reporting.
http://www.coca-colacompany.com/sustainability/stakeholder-engagement
STRATEGIES USED BY KEY STAKEHOLDERS IN CONTRIBUTION OF NEW PRODUCT AND COMMUNTY DEVELOPMENT
In August of 2015, the first-ever Coca-Cola bottling plant in Laos officially opened for business. This bottling plant located in the Saithani District of the Vientiane province produces Fanta, Coca-Cola, and Sprite beverages along with other popular Coca Cola sparkling brands with a distinct possibility of additional production lines for new beverage products in development at a later date. Before the opening of the Laos plant, Thailand was the major supplier of Coca, Cola products to this area.
“With the establishment of this plant, the Coca – Cola brand proudly manufactures and distributes beverages locally in each of the 10 ASEAN (Association of Southeast Asian Nations) member countries, providing tangible economic benefit to the communities served in that area. This profitable relationship has produced an economic growth annually of 5 percent. This boost in .
Starbucks is recommended as a buy based on its strong financial position and future growth prospects. Starbucks has shown increasing revenues, profit margins, and returns on equity in recent years. A discounted cash flow valuation estimates the stock's fair value at $70.94, above the current price. Starbucks maintains a loyal customer base and is well positioned to benefit from expanding internationally and introducing new products and services. While competition and commodity price fluctuations pose risks, Starbucks' brand strength and innovative strategies are expected to support continued profitable growth.
New product lunch - "Coco fresh drinking water"lia borsha
This document outlines a business plan for a coconut water product called CoCo Fresh Drinking Water. It includes details about the product such as ingredients, packaging, and pricing. It then covers marketing segmentation of target customers, a SWOT analysis, and marketing mix strategies. The document also discusses human resource management issues and provides financial projections for sales, costs, profits, and breakeven analysis over the first five years of business.
The document presents an analysis of Coca-Cola's segmentation model in Patna, India. It finds that 76% of outlets are sufficiently activated while 24% are not. It also finds that 67% of outlets follow Coca-Cola's brand order while 37% do not. The main problems identified are a lack of pure visi-coolers, activation issues, and insufficient stocking units in outlets. The document recommends regularly visiting outlets to ensure activation elements and brand order are followed as well as increasing stock levels.
Marketin Plan of Crystal Cola 2016 - written by Hussain HashimyHussain Hashimy
This document provides a marketing plan for Crystal Cola over 14 pages. It includes an executive summary, product overview, SWOT and PEST analyses, marketing strategy and objectives, target marketing and positioning, the marketing mix of 4Ps, marketing budget, and plans for review, evaluation, control and contingency. The goal is to develop an understanding of how Crystal Cola is marketed and distributed in the market through various analyses.
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.
This document summarizes the key points from an article in the AFFLINK quarterly publication. It discusses the proposed changes to overtime rules by the Department of Labor that would dramatically increase the salary threshold for exempt employees from $23,660 to $50,440 annually. This could require many employees currently classified as exempt to be reclassified as non-exempt and eligible for overtime pay. It also notes some of the compliance challenges and financial risks businesses may face with the new rules.
ORGANIZATION DEVELOPMENT IMPLEMENTED IN STARBUCKSIndiran K
Starbucks has implemented various organization development initiatives to become more environmentally sustainable and socially responsible. Some key initiatives include committing to source coffee ethically and reduce environmental impact through initiatives like using 25% less energy by 2015 in company stores. However, Starbucks faces challenges meeting some of its aggressive sustainability goals due to issues like infrastructure limitations. Starbucks' social responsibility efforts also provide opportunities like attracting employees who share its values and enhancing its brand image with consumers.
Starbucks Corporation is one the renowned American coffee shop and coffee chain. It was
established in 1971, Washington. In 2017, the company has 27,339 outlets worldwide.
Starbucks sells coffee, smoothies, tea, baked items and sandwiches. Kevin Johnson is CEO &
Howard Schultz is the executive board of Starbucks. Approximately 200,000 employees are
working under Starbucks. This corporation has a lot of collaboration with different
organizations like PepsiCo, Tata, Stanley team, Ban.do, Disney X etc. They are also
collaborated with different NGOs & Governments
Starbucks has become a very popular coffee shop worldwide .They also believe that the
relationships with external stakeholders are very important & it can be implemented by
focusing on the commitments. As a large corporation they believe that it„s their duty to
improve the society, environment and the world. For instance, they always say that they are
working together with the farmers and suppliers to bring a more sustainable approach in case
of high-quality coffee production, contributing positively to local communities, minimizing
environmental hazards & protecting customers, partners & stakeholders rights.
Customer Service in Distribution Network of Pepsico under Varun Beverages Ltd...NITESH RANJAN
The document is a summer project report on customer service in the distribution network of PepsiCo under Varun Beverages in Agartala Region. It provides an overview of PepsiCo as a company, including its mission, vision and guiding principles. It also outlines the objectives, methodology, literature review and data collection process for the project. The project aims to understand customer service in the distribution network and factors affecting it. It collects primary and secondary data through questionnaires and analyzes the findings, concluding that PepsiCo is losing market share due to unsatisfactory services compared to competitors like Coca Cola. It provides recommendations to improve areas like signage, sales processes, complaint handling and awareness policies.
This document provides background information on Coca-Cola and analyzes the company's financial ratios for fiscal years 2014 and 2015. It first discusses Coca-Cola's history, products, mission, vision, and values. It then calculates and analyzes the company's liquidity, activity, coverage, and profitability ratios for the two years. Key findings include that Coca-Cola's liquidity and coverage ratios improved from 2014 to 2015 while profitability ratios declined slightly. The document concludes that Coca-Cola's financial position remains strong overall.
Strategic management project report finallllllllllllllllllllsaad ali
This document contains an analysis of Coca-Cola's strategic management. It includes an industry profile of the beverage industry in Pakistan, Coca-Cola's company profile, mission and vision statements, an analysis of Coca-Cola's micro-environment using Porter's five forces model, a SWOT analysis, and several strategic planning matrices to evaluate Coca-Cola's strategies and position relative to competitors like Pepsi. The document provides an overview of Coca-Cola's business and strategies in Pakistan.
This document provides an executive summary of Coca-Cola Company. It introduces Coca-Cola and discusses its mission statement, history, major brands, management structure, market share globally and in Pakistan. It also covers Coca-Cola's production process, competitors like Multan Beverages Limited, problems faced around distribution, investment, brand awareness and fake bottling. Finally, it presents a SWOT analysis of Coca-Cola's strengths in popularity and financing, weaknesses in brand awareness of some products, opportunities in advertising less popular brands, and threats from health concerns and competition from Pepsi.
Similar to NON-ALCOHOLOIC BEVERAGE COMPANY PORTFOLIOTable of ContentsNo.docx (17)
1. Primary sources2. Secondary sources3. La Malinche4. Bacon’s.docxvannagoforth
1. Primary sources
2. Secondary sources
3. La Malinche
4. Bacon’s rebellion
5. Robert Carter III
6. Mesoamerica
7. Middle Passage
8. Indentured servitude
9. The Jefferson-Hemings Controversy
10. Triangular trade
11. Saint Dominique Revolt
12. Syncretism
13. Olaudah Equiano
14. Christopher Columbus
15. Columbian Moment
16. Hernan Cortes
17. Florentine Codex
18. Master Narrative of American History
19. Reconquista
20. The Paradox of Slavery
21. Indian Removal Act 1830
22. Trail of Tears
23. Treaty of Guadalupe Hidalgo
24. Niños Heroes (Heroic Children)
25. Antonio López de Santa Anna y Pérez de Lebrón
26. The Royal Africa Company
27. John Locke
28. St. Patrick’s Battalion
29. Chilam Balam
30. Popol Vuh
31. El requerimiento (The Requirement)
32. Manifest Destiny
33. Moses and Stephen F. Austin
34. Colonialism
35. Colonial Legacy
.
1. Prepare an outline, an introduction, and a summary.docxvannagoforth
The document instructs the reader to prepare a 4 page double spaced report on an attached article, including an outline, introduction, and summary, and to prepare 4 PowerPoint slides summarizing the report.
1. Normative moral philosophy typically focuses on the determining t.docxvannagoforth
According to Aristotle, virtues are traits of character that are good for a person to have and that are developed through habitual actions over time. Acting virtuously leads to morally correct actions. The document discusses Aristotle's view of virtue ethics and how it differs from normative moral philosophy by focusing on the character of the moral agent rather than just determining the right action. It asks how virtue ethics would analyze two different medical ethical dilemmas.
1. Paper should be 5-pages min. + 1 page works cited2. Should have.docxvannagoforth
1. Paper should be 5-pages min. + 1 page works cited
2. Should have at least 10 annotated sources (copy article onto word, highlight main point, write a few sentences about how it'll help you in writing the paper at the bottom of page)
3
. Should have an INTRO, NARRATION, ARGUMENTS, REFUTATION, CONCUSION
4. Use in-text citations and have organized mla format works cited page
SAMPLE OUTLINE
Research Paper Outline
Title: Rebellious Libya
Thesis: The United States should not get involved with Libya’s conflicts.
I.
Introduction:
A.
Start with the question, what is war? Explain briefly.
B.
Talk about the wars of the United States.
C.
What were the outcomes of some of those wars?
II.
Narration:
A.
Give some background on Libya.
B.
Explain how Col. Muammar Gaddafi became the leader of Libya
C.
Talk about why the citizens of Libya want to overthrow Gaddafi.
D.
Explain why the people feel that the United States should get involved in Libya’s conflicts.
III.
Partition:
A.
Thesis: I believe that the United States should not get involve with Libya’s conflicts.
B.
Essay Map.
1.
Cost of war.
2.
Using money in other Departments other defense.
3.
Killing innocent civilians and soldiers.
4.
Helping unknown rebels
5.
Involvement of foreign wars
IV.
Arguments:
A.
The cost of war is rising by the minute. The Obama Administration proposed a budget of $553 billion dollars for the department.
B.
Instead of spending all that money on war, we should be investing that money on health care and education.
C.
This conflict has caused the lives of many innocent civilians. NATO openly admitted to have killed innocent civilians, due to misguidance.
D.
The rebels fighting against Gaddafi are in need of military supplies. I don’t think that it is a good idea to help unknown rebels. We helped the Afghanistan rebels when they were fighting Russia. After they were victorious, they later became the “Taliban” and used those weapons to attack the US.
E.
Getting involved in foreign wars is not a good idea. The US has been involved in many foreign wars lately. These wars have been in foreign countries where Islam is the prominent religion. Libya is one of these countries. The involvement of the US in these places, builds a bad reputation worldwide and among the Muslim community.
V.
Refutation:
A.
Gaddafi’s actions against the civilians of Libya are totally wrong. Killing your own people is bad and therefore, we should help the rebels overthrow him.
B.
Gaddafi has been in power for many years. In fact, he holds the record for most years in power in a single country. This type of power can potentially lead to corruption and mistreatment of civilians.
C.
The people of Libya deserve to have democracy. They should have the right to elect their own leader.
D.
If Al Qaeda is threatening NATO and Libyan mercenaries then we should help them fight terrorism.
VI.
Conclusion:
A.
Summarize my arguments.
B.
State why we should not get involve with Libya’s conf.
1. Name and describe the three steps of the looking-glass self.2.docxvannagoforth
1. Name and describe the three steps of the 'looking-glass self'.
2. List and describe the three stages in George Mead's model of human development.
3. Piaget developed a four-stage process to explain how children develop reasoning skills. List each and give an example of one of the stages.
4. Briefly summarize the three elements of Freud's theory of personality and explain why sociologist have negative reactions to his analysis.
5. How does the mass media reinforce society's expectations of gender?
.
1. Provide an example of a business or specific person(s) that effec.docxvannagoforth
1. Provide an example of a business or specific person(s) that effectively use social media. What tools does the business or person use? How do they apply the tools effectively? Describe areas of improvement.
This assignment has to be 4 pages long, then it needs a cover page and reference page however that can not be a part of the four pages. So it would be 6 pages if you count the cover page and reference page!
.
1. Mexico and Guatemala. Research the political and economic situati.docxvannagoforth
1. Mexico and Guatemala. Research the political and economic situation of these countries and write about their peculiar circumstances.
2. Honduras, El Salvador and Panama. Research the political and economic situation of these countries and write about their peculiar circumstances.
3. Costa Rica and Nicaragua. Research the ecological and political situation of these countries and write about their peculiar circumstances.
4. Colombia and Ecuador. Research about the truths and myths about this two countries and write about your impressions on these stereotypes.
.
1. Many scholars have set some standards to judge a system for taxat.docxvannagoforth
1. Many scholars have set some standards to judge a system for taxation for its validity. How can you decide if a tax is good or bad?
You can consider these five following principles for your Discussion. What do these issues mean? How do you think they matter?
Adequacy Equity Exportability Neutrality Simplicity
What other tax revenue systems could you consider? How do you think they would be better or worse?
2. What role do taxes play in political issues?
3. What is your opinion of a flat tax as some politicians have proposed?
.
1. List and (in 1-2 sentences) describe the 4 interlocking factors t.docxvannagoforth
1. List and (in 1-2 sentences) describe the 4 interlocking factors that led to the ourbreak of world war 1
2. Explain the difference between and authoritarian regime and a totalitarian regime.
3. List and (in 1-2 sentences) describe the 5 factors that led to the ourbreak of world war 2.
.
1. Please explain how the Constitution provides for a system of sepa.docxvannagoforth
1. Please explain how the Constitution provides for a system of separation of powers and checks and balances. Provide a fully developed essay of at least 500 words, and cite sources used.
2. Describe how a bill becomes a law at the national level, in a fully developed essay of at least 500 words. Support your work with cited sources, references to Lecture Notes, or URLs where you obtained your information.
.
1. Please watch the following The Diving Bell & The Butterfly, Amel.docxvannagoforth
1. Please watch the following: The Diving Bell & The Butterfly, Amelie, The Lookout, A Single Man, Her, Little Children, and An Education and
Please respond to the films. In particular, respond to how the film develops the identity of a single character for an audience, and which you responded to (either the characters themselves or the way the film constructed the character) the most, or the least please , 10 sentence min and no plagiariasm also it has to be
followowed exactly whats written here.
PS: please dont waste my time if you will do a messy assigment, just dont send me a msg.
.
1. Most sociologists interpret social life from one of the three maj.docxvannagoforth
1. Most sociologists interpret social life from one of the three major theoretical frameworks/perspectives (conflict theory, functionalism, symbolic interactionism). Describe the major points of each one. List at least one sociologist who has been identified with each of these three theories.
2. What is the difference between basic sociology and applied sociology?
3. List and describe the eight steps of the scientific research model.
4. Discuss the importance of ethics in social research. Define what is meant by ethics.
.
1. Members of one species cannot successfully interbreed and produc.docxvannagoforth
1. Members of one species cannot successfully interbreed and produce fertile offspring with members of other species. This idea is known as
a. reproductive success.
b. punctuated evolution.
c. adaptive radiation.
d. the biological species concept.
e. geographic isolation.
2. The origin of new species, the extinction of species, and the evolution of major new features of living things are all changes that result from
a. macroevolution.
b. fitness.
c. speciation.
d. the biological species concept.
e. convergent evolution.
3. Which is a barrier that can contribute to reproductive isolation?
a. timing
b. behavior
c. habitat
d. incompatible reproductive structures
e. all of the above
4. Which of the following statements is false?
a. Horses and donkeys are separate species.
b. Two mules can mate and produce fertile offspring.
c. A horse and a donkey can mate and produce offspring.
d. Two donkeys can mate and produce fertile offspring.
e. Two horses can mate and produce fertile offspring.
5. The evolution of the penguin’s wing from a wing suited for flying to a “flipper-wing” used for swimming is an example of
a. refinement of existing adaptations.
b. reproductive isolation.
c. adaptation of existing structures to new functions.
d. inheritance of acquired characteristics.
e. the biological species concept.
6. Which of the following have been preserved as fossils?
a. dinosaur footprints
b. insects preserved in amber
c. petrified plant remains
d. animal bones
e. all of the above
7. The mass extinctions that included the dinosaurs took place during which period?
a. Cambrian (543–510 million years ago)
b. Devonian (409–363 million years ago)
c. Carboniferous (363–290 million years ago)
d. Jurassic (206–144 million years ago)
e. Cretaceous (144–65 million years ago)
8. The development of the complex, camera-like eye of a mammal is an example of
a. refinement of existing adaptations.
b. reproductive isolation.
c. adaptation of existing structures to new functions.
d. inheritance of acquired characteristics.
e. the biological species concept.
9. Which of the following statements is true?
a. Carbon-14 dating is useful for studying the age of early dinosaur fossils.
b. Carbon-14 has a half-life of 5,730 years.
c. Uranium-238 has a very short half-life.
d. Uranium-238 is present in all organisms.
e. Carbon-12 is not found in living plants.
10. Which of the following provides the best explanation for why Australia has so many organisms unique to that continent?
a. punctuated equilibrium
b. the biological species concept
c. convergent evolution
d. continental drift
e. cladistics
11. Scientists think that a meteor that fell in ____________________ may have led to the extinction of the dinosaurs.
a. Australia
b. the Yucatán peninsula
c. The Galápagos Islands
d. Pangaea
e. India
12. The great diversit.
1. Of the three chemical bonds discussed in class, which of them is .docxvannagoforth
1. Of the three chemical bonds discussed in class, which of them is simultaneously the weakest and most important for life on this planet as we know it?
2.Carbohydrates are very important sources of energy for life. Plants and arthropods also use carbohydrates as components of structures that are very important for their existence. Provide the names of the two most important carbohydrate based structures (one for plants and one for arthropods) and the carbohydrate components that are used to form them.
3._____________ _____________ are joined by ______________ bonds to form proteins.
4.Proteins can be used for several functions. Provide examples of structural and metabolic functions of proteins.
5.Describe the phosholipid bilayer of the plasma membrane. Why is this bilayer important for the formation of cells and the sequestration of chemical reactions within the cell?
.
1. Look at your diagrams for hydrogen, lithium, and sodium. What do .docxvannagoforth
1. Look at your diagrams for hydrogen, lithium, and sodium. What do they all have in common? What group are these elements in on the periodic table?
2. Look at your diagrams for fluorine and chlorine. What do they have in common?
Picture is in the link. Put answers on the word document and re-submit
.
1. Name the following molecules2. Sketch the following molecules.docxvannagoforth
1. Name the following molecules:
2. Sketch the following molecules:
3-cyclohexenone
4-ethyl 2,2,5-trimethyl 3-hexanone
ethyl butyrate
pentanoic acid
2-chloro 4-methyl 2,5-heptadienal
3,4-dichloro 4-ethyl octanal
p-chloro phenol
3-bromo 2-chloro 4-methyl hexane
3-cyclopropyl 1,2-cyclopentanediol
methyl phenyl ether
3,5-dimethyl 2-heptene-4,5-diol
3. Give two different uses for ethanol.
4. Name two categories of organic compounds (alkanes, aldehydes…) that have very strong characteristic odours.
.
1. List the horizontal and vertical levels of systems that exist in .docxvannagoforth
1. List the horizontal and vertical levels of systems that exist in organizations.
2.
Describe at least five steps involved in systems integration
3.
What is the role of ERP systems in system integration?
4. Why do you think functional silos are not appropriate for today's organization? Discuss your answer from organizational and technical perspectives.
5. Pick an organization that you know of or where you are/were working and provide examples of logical and physical integration issues that were faced by the organization when they broke the functional silos and moved to integrated systems.
.
1. Kemal Ataturk carried out policies that distanced the new Turkish.docxvannagoforth
1. Kemal Ataturk carried out policies that distanced the new Turkish republic of the 1920s from the Ottoman past. Why? What specific policies did Ataturk pursue? 2. Why many Arabs felt betrayed by the British (and the French) after the First World War? 3. Discuss at least three features of patrimonial leadership. List three or more Middle Eastern states where such type of political leadership persists 4. Describe the key processes (both internal and external) that initiated political and economic disintegration of the Ottoman Empire in the nineteenth century. 5. European military superiority in the late eighteenth century prompted Ottoman rulers to respond with what specific political measures? 6. The Zionist political movement originated in Europe rather than in the Middle East. Explain why and how. 7. After the Second World War, several Arab countries went through the process of transition from constitutional monarchies to republics. Identify three such countries and describe the course of events that brought about this transition. 8. How is religious Zionism different from secular Zionism? What is the relevance of this difference for the creation of the state of Israel? Has the relative influence of the two remained stable since the creation of the Israeli state? 9. What was the principle source of political legitimacy of the Ottoman Empire? 10. While most Ottoman European provinces, riding the tide of the nineteenth century nationalism, sought and won independence from Istanbul, Ottoman Arab provinces maintained their political loyalty to the Ottomans. What explains this difference between Arab and European provinces? 11. Social and political forces in favor of a constitutional reform in Iran (1905-1911) were markedly different from the groups that promoted constitutional limitations on executive powers of the sultan in the Ottoman Empire prior to the First World War? Explain this difference. 12. What are some of the key features of Arab socialisms? Which Arab leaders adopted socialist ideology? Which Arab leaders were opposed to it? 13. After the First World War, the new Middle Eastern protectorates (e.g., Syria, Lebanon, Iraq) were expected to develop into modern secular states. What specific policies did France and Britain try to implement? How successful have theses policies been? 14. The 1967 war was a watershed event for all major actors in the Middle East. Explain the consequences of the war for domestic politics in Israel and Egypt respectively.
.
1. If we consider a gallon of gas as having 100 units of energy, and.docxvannagoforth
1. If we consider a gallon of gas as having 100 units of energy, and 25 of those units are used to move the car, what law of thermodynamics accounts for the other 75 units of energy? (Points : 2)
the first law
the second law
2. Which of these is not a component of a molecule of adenosine triphosphate (ATP)? (Points : 3)
adenosine
phosphate
deoxyribose sugar
ribose sugar
3. Glycolysis is a sequence of ______ chemical reactions. (Points : 3)
nine
six
five
ten
4. Exergonic reactions produce products with a ___ energy level than that of the initial reactants. (Points : 3)
lower
higher
the same
5. When chemical X is reduced, which of these expressions would be an accurate representation of its reduced state? (Points : 3)
XO
XH
X
HX
6. Most enzymes are which kind of organic compound? (Points : 3)
carbohydrates
lipids
proteins
none of the above
7. The area on an enzyme where the substrate attaches is called the: (Points : 3)
active site
allosteric site
anabolic site
inactive site
8. Which of the following creatures would not be an autotroph? (Points : 3)
cactus
cyanobacteria
fish
palm tree
9. The process by which most of the world's autotrophs make their food is known as: (Points : 3)
glycolysis
photosynthesis
chemosynthesis
herbivory
10. Plants are the only organisms that use ATP for the transfer and storage of energy. (Points : 2)
True
False
11. The colors of light in the visible range (from longest wavelength to shortest) are: (Points : 3)
ROYGBIV
VIBGYOR
GRBIYV
ROYROGERS
12. Chlorophyll is a green pigment because it absorbs only the green part of the visible light spectrum. (Points : 2)
True
False
13. The photosynthetic pigment that is essential for the process to occur is: (Points : 3)
chlorophyll a
chlorophyll b
beta carotene
xanthocyanin
14. A photosystem is: (Points : 3)
a collection of hydrogen-pumping proteins
a series of electron-accepting proteins arranged in the thylakoid membrane
a collection of photosynthetic pigments arranged in a thylakoid membrane
found only in prokaryotic organisms
15. Which of these molecules is NOT a product of the Electron Transport System? (Points : 3)
ATP
Water
Pyruvate
NAD+
16. The dark reactions require all of these chemicals to proceed except: (Points : 3)
ATP
NADPH
carbon dioxide
oxygen
17. The structural unit of photosynthesis, where the photosystems are located, are called: (Points : 3)
chlorophylls
eukaryotes
stroma
thylakoids
18. Which of the following does NOT occur during the light independent process? (Points : 3)
CO2 is used to form carbohydrates
NADPH converts to NADP
ADP converts to ATP
ATP converts to ADP
19. The production of ATP that occurs in the presence of oxygen is called: (Points : 3)
aerobic respiration
anaerobic respiration
chemiosmosis
photosynthesis
20. The first stable chemical formed by the Calvin Cycle is: (Points :.
1. In 200-250 words, analyze the basic issues of human biology as th.docxvannagoforth
1. In 200-250 words, analyze the basic issues of human biology as they relate to chronic conditions and describe the interaction between disability, disease, and behavior. Examine and discuss the impact of biological health or illness on social, psychological, and physical problems from the micro, mezzo, and macro perspectives. Choose a chronic condition from those provided in your text and consider how you might feel, think, and behave differently if the condition were affecting you versus if the condition were affecting a stranger. How might you think differently about this chronic condition if it were affecting someone close to you, your neighbor, or someone in your community? Please include at least two supporting scholarly resources.
2.Our stage of life, intellectual/cognitive abilities, and sociocultural position in life, affect our perspectives and resultant behaviors about a number of conditions including cancer. Consider the information provided in the
“Introduction to the Miller Family”
document. Both Ella and Elías have been diagnosed with cancer. Ella has been fighting cancer with complementary and alternative methods with some success for many years. Elías, her grandson, is 10 years old and has recently been diagnosed with leukemia but has not yet begun treatment. Putting yourself in either Ella or Elías’s place, what might your perspective on your cancer be? Integrate how the stage of life, cognitive abilities, and sociocultural position of your chosen person impacts her/his perspective on his/her individual disease.
.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
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Communicating effectively and consistently with students can help them feel at ease during their learning experience and provide the instructor with a communication trail to track the course's progress. This workshop will take you through constructing an engaging course container to facilitate effective communication.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
NON-ALCOHOLOIC BEVERAGE COMPANY PORTFOLIOTable of ContentsNo.docx
1. NON-ALCOHOLOIC BEVERAGE COMPANY PORTFOLIO
Table of Contents
Note #1 (Company Parameters)4
Note #2 (Equipment & Inventory)5
Note #3 (Personnel, Business Expenses, & Financial Matters)7
Note # 4 (Websites - Data & Statistics)9
Note # 5 (Market Research)10
A guide to the non-alcoholic beverage industry10
Industry overview10
Dominant carbonates category10
Major companies10
Understanding consumer craving for soft drinks11
What’s a soft drink made of?11
Stimulants in soft drinks11
Ingredient facts12
Understanding the value chain of the soft drink industry12
Industry Partners12
Bottling and distribution network13
Distribution: Third-party products13
Pricing power13
Key indicators of the non-alcoholic beverage industry14
Factors influencing sector growth14
Consumption expenditure14
Disposable income and consumer confidence14
Understanding the soft drink industry’s key markets15
Income bracket15
Hispanics16
Millennials16
Teens16
The role of branding and advertising in the soft drink
industry17
The importance of advertising17
Global brands17
2. Strong individual brand portfolios17
Investing in brands18
Why the soft drink industry is dominated by Coke and Pepsi18
A rivalry for the ages19
Threat from new entrants19
Significant investments19
Why growth is sluggish in the non-alcoholic beverage
industry20
Falling demand20
Key indicator—per capita consumption20
Health concerns21
The soda tax21
In challenging times, soft drinks makers optimize and thrive21
Productivity measures21
Cost-cutting initiatives22
Soft drink industry now looking to still beverages to boost
sales22
Social pressures forcing change23
Ready-to-drink beverages23
International growth opportunities for the soft drink industry24
Beyond borders24
Growth prospects25
Positive trends25
Competition outside the domestic market25
Strategic deals in the soft drink industry26
Industry alliances26
Recent Pepsi and Coca-Cola deals26
Other deal-making in the sector27
Investing in soft drink companies with ETFs27
Packaged investing27
Consumer staple ETFs28
Note # 6 (History & Industry Data/Forecasting &
Technology)29
Cognitive health appeals to all demographics29
Omega-3s popular ingredient for brain health29
Mental energy30
3. Focus on claims32
2016 New Product Development Outlook for beverages32
Organic named top trend for new beverages in new year32
Buzzing about flavors33
Creating success35
Natural influence35
Sharing the work36
2016 expectations38
Beverage Industry launches new app39
Introductory video shows how to use Bev Industry Mobile39
(The NAB Company Portfolio will have lists of things that the
BUS599 students would be able to sort through to conduct a
SWOT Analysis and to apply to appropriate sections of the NAB
Business Plan.)
Note #1 (Company Parameters)
This is the compilation of Data, Notes, and Information that
have been put together to create a Business Plan, along with
Pro-forma Financial Statements, for a start-up company in the
non-alcoholic beverage industry.
The goal of my business plan is twofold:
1 To help identify and outline all the issues I will need to
address in starting this company.
2 To present to funders to help raise money to finance this
company.
NAB Background:
Melinda Cates has been selling her NAB at County Fairs for the
past 7 years for $2 a bottle. She sells an average of 10
Cardboard cartons each weekend a County Fair is open. From
her calculations, it takes $.56 to make a bottle of NAB when she
calculates all the NAB ingredients and the cost of the bottle and
cap. Her rich uncle, Bill, just died and left her a small
monetary inheritance. However, since he so enjoyed her
homemade NAB, he also left her equipment to start a small
NAB business. Additionally, her uncle left her a facility that
4. will allow growth to start the business. It has the potential for
expansion in order to meet larger sales goals for the future.
Melinda and I have been close, trusted friends for years. She
knew I attended Strayer University and earned my MBA; so I
agreed to assist her get the business up and running. I have
agreed to put together a NAB Business Plan, and I have agreed
to be the CEO/President of the company for at least the next
five years.
NAB Today:
Parameters for New Company
Here are the parameters in which I must work.
-up: We are not yet in operation. We
already have a “recipe” for a beverage, but we are not yet
making sales at any significant level.
-alcoholic
beverage (NAB). It is up to me to decide upon what type of
non-alcoholic beverage I intend to make and market. It can be
sold in individual sizes or wholesale.
my geographical area within a 100-mile radius from my home
address.
ss to any size in
excess of one million dollars in revenue by year two. In other
words, this cannot be intended to be a one- or two-person
micro-business.
have already started with friends and family money. However,
at some point, I will need funds from outside investors, either
angels or venture capitalists, depending on how much I project,
I need to raise or receive from a group of individual investors
on Kickstarter.
employees and develop my own
organizational hierarchy.
support for the first six months. In other words, I do not need
to draw a salary for myself for the first six months of
5. projections. Annual salary will be $55,002 1st year; adjusted to
$110,004 2nd year; finally adjusted to $165,008 for all
remaining years in position.
Note #2 (Equipment & Inventory)
The NAB Financial Worksheets will need to have the value of
this equipment and inventory included.
Some of the items we currently own:
Owned Equipment:
Two (2) NAB Mixer Beverage Filling Machines (mixes up to
200 gallons each) – $28,500 each (value in current $)
The Mixer Beverage Filling machine is a rinsing, filling, and
capping (3-in-1) Monobloc machine, imported from Italy.
Because it is equipped with constant temperature controlling
system, it can be applied to fill hot or cold fruit juice, tea and
other beverage into 16 oz. bottles. It is suitable for normal
temperature filling or hot filling 16 oz. bottles. It is one of the
most advanced filling machine at present.
Two (2) Accutek AccuSnap Capper Bottling machines (for
capping bottles) - $9,600 each (value in current $) See Auto
AccuSnap Capper, below.
Four (4) Vehicles (used panel vans) – $10,000 each (value in
current $)
Three (3) Computers (Apple Macintosh) - $1,200 each (value in
current t $)
Graphic Software -$$750 (value in current $)
6. Leased Equipment:
Labeling machinery - $450/month (in current $)
Printers - $550/month (in current $)
Current Inventory:
Glass Bottles (16 oz.), 24,000 - $33,000 (value in current $)
Labels, 24,000 - $840 (value in current $)
Metal caps, 24,000 - $300 (value in current $)
Cardboard Cartons (holds 48 bottles), 500 - $500 (value in
current $)
NAB-ingredients, enough to make 24,000 bottles - $600 (value
in current $)
NOTES on EQUIPMEENT
Accutek AccuSnap Capper - are continuous motion machines
that replace the tedious work of manually pressing and/or
placing snap caps. Accutek AccuSnap Cappers prevent costly
spills by removing human error from this process. This
machine can also help prevent repetitious motion injuries and
strains to your workforce that can result when manually placing
snap caps. Accutek AccuSnap Cappers systems are available in
three different styles, Belt, Roller, and Plunger in order to offer
solutions to a variety of snap cap types. Milk jugs, dropper
inserts, lip balm caps, over caps, “top hat” seals, twist cap with
ratcheted rip seal, bar top caps, and a variety of other cap
applications are all within the capabilities of Accutek AccuSnap
Capper. Each machine is designed to accommodate a wide
variety of container types. A variety of gripper belt options is
available to stabilize different types of containers.
The Accutek AccuSnap Capper features an Accutek centrifugal
bowl or cap elevator orientated arm. With an automated
delivery device, the Accutek AccuSnap Capper can reach speeds
up to 120 CPM.
7. SnapCap007
Dimensions -
Height: 94” (238 cm)
Width: 24” (61 cm)
Length: 32” (91.4 cm)
Weight -
800 lbs. (363 kg)
Speed -
Up to 120 CPM
Cap Size -
Min: 10mm / Max: 660mm
Electrical -
110V AC 20 Amp (220 available)
Air Requirements -
120 PSI @ 2 CFM
Note #3 (Personnel, Business Expenses, & Financial Matters)
Personnel Requirements and Family Financial Investment
Personnel
Current Personnel:
Myself (Student Name Here): Fulltime CEO/President; no salary
for the first six months
Stephen Job: Part Time (20 hrs/week) Computer
Expert/Assistant: $10/hr
Melinda Cates: NAB Creator & Master Mixer (owns the patent
on the NAB): has $40,000 inheritance
(Volunteer) Ian Glass: Retired PepsiCo plant production line
foreman. Ian recently retired with 35 years of loyal PepsiCo
service in every position from janitor to production line
foreman, and he and his wife moved into your neighborhood.
He is tickled that you have asked him to help develop a plan to
get the NAB Company’s production line going. He said he
could help organize and sit on the planning committee as a non-
paid member until the NAB Company can hire its own
Production Line Foreman. He hinted that he retired from
PepsiCo with an annual salary of $55,000, but he says that is
8. just the starting salary that large companies pay their foremen
who are in an apprenticeship program. He does not think the
NAB Company will have to pay top dollar for someone who has
the willingness to join the NAB Company as a start up!
(Paid Consultant) Mary Cates, JD: Melinda’s sister who was a
senior executive with the Federal Trade Commission from 2001-
2012. She left the FTC after a significant 30 year career with
the federal government in which she lead the research and
support of numerous federal court findings against companies
that violated consumer deception and unfair practices laws. She
would enjoy serving on the initial company-planning group to
make sure her sister’s recipe is successfully shared within the
state!
Future Personnel:
Production Line Foreman (Note: in order to meet goals of
creating a $1 M revenue company by year two; you will need
more than one shift of employees.)
Projection Line Workforce - (see note above)
Maintenance Workforce (see note above)
Business Expenses:
- Marketing
- Paid services (professional in nature)
- Telephone/fax
- Business Insurance
- Office Supplies
- Mailings and postage
- Printing services
- Inventory purchases
Capital Expenditures:
- Additional equipment purchases to meet production goals
9. - Additional computer equipment
Facilities:
Need monthly estimates for the following areas:
- Building maintenance costs
- Utilities:
- Water/Sewer
- Gas
- Electricity
- Trash removal
Financial Matters:
Family Financial Investment:
Collected $20,000 from friends and relatives who would like to
either have their seed money returned by the end of this
calendar year at no interest or by the end of the second year of
operation with 5% interest.
(If you chose, the early payoff you must adjusted your BPF on
worksheet 8 to read 12 months and 0% interest, so that you are
not paying loan payments automatically. If you chose to pay
back over 24 months than the original instructions on the BPF
Worksheet Guidance.)
Financial Decisions:
- Employee raises
- Owner draw
- Taxes
- Investors
- Sales (local, regional, national, or global)
Note # 4 (Websites - Data & Statistics)
Here are some websites for your continued used in reviewing
statistics and data on the beverage (non-alcoholic) industry:
11. LRBs). In the US, LRBs lead food and beverage retail sales. In
this series, we’ll focus on the soft drink or LRB market.
Dominant carbonates category
The global soft drink market is led by carbonated soft drinks (or
CSDs), which had a market size of $337.8 billion in 2013. In
the same year, CSDs were followed by bottled water, with a
market size of $189.1 billion, and juice, with a market size of
$146.2 billion. In a later part of this series, we’ll discuss why
CSDs have been losing popularity, and why sales of other
beverages, including juices and ready-to-drink tea, are
increasing.
Major companies
The non-alcoholic beverage market is a highly competitive
industry that includes two behemoths —The Coca-Cola
Company (KO) and PepsiCo, Inc. (PEP). Collectively, these
companies hold about 70% of the US CSD market. Dr Pepper
Snapple Group, Inc. (DPS), Monster Beverage Corporation
(MNST), and Cott Corporation (COT) are some other key
players in the CSD market.
Many international markets are also dominated by Coca-Cola
and PepsiCo, but include other companies such as Groupe
Danone, Nestle SA, and Suntory Holdings Limited.
Non-alcoholic beverage manufacturers, like Coca-Cola and
PepsiCo, are part of the consumer staple sector. You can invest
in these companies through the Consumer Staples Select Sector
SPDR ETF (XLP).
Understanding consumer craving for soft drinks
By Sharon Bailey • Nov 20, 2014 12:08 pm EST
What’s a soft drink made of?
Soft drinks contain water, nutritive or non-nutritive sweeteners,
and syrups. The primary nutritive sweetener used in the US is
high-fructose corn syrup (or HFCS), a form of sugar.
Internationally, sucrose is the main nutritive sweetener used in
soft drinks. Soft drink makers also use non-nutritive or artificial
sweeteners such as aspartame, acesulfame potassium, saccharin,
12. cyclamate, and sucralose. So what drives a person to consume a
soft drink?
Stimulants in soft drinks
People crave soft drinks because they contain two stimulants—
sugar and caffeine. Also, the water in soft drinks hydrates. Soft
drinks contain considerable amounts of sugar, which is a form
of carbohydrate. Consumption of excess sugar releases a
hormone called dopamine, which induces pleasure in the brain.
Caffeine, another key ingredient, stimulates the nervous system,
and helps you to stay awake or restores alertness. With its
slightly bitter taste, caffeine’s also used to enhance the flavor
of carbonated soft drinks.
Ingredient facts
The Coca-Cola Company (KO) and PepsiCo, Inc. (PEP) are the
leading soft drink manufacturers. A 12-fluid ounce can of Coca-
Cola contains 39 grams of sugar and around 34 milligrams of
caffeine. A 12-fluid ounce can of Pepsi contains 41 grams of
sugar and 38 milligrams of caffeine. A 12-fluid ounce can of Dr
Pepper, made by Dr Pepper Snapple Group (DPS), contains 40
grams of sugar and 41 milligrams of caffeine. Energy drinks
made by leading companies such as Monster Beverage
Corporation (MNST) contain higher amounts of caffeine.
Despite the considerable demand for soft drinks across the
globe, these drinks are facing severe criticism for the ill-effects
of high sugar content.
Beverages come under the consumer staple sector.
The Consumer Staples Select Sector SPDR ETF (XLP) is one
way to invest in soft drinks companies.
Understanding the value chain of the soft drink industry
By Sharon Bailey • Nov 20, 2014 12:08 pm EST
Industry Partners
Soft drinks constitute a major part of the US food and beverage
industry. Syrup or concentrate producers and bottlers play a
vital role in the value chain of the soft drink industry.
13. Bottling and distribution network
Companies in the soft drink industry reach the end market in
two ways. One way is by selling finished products, made at
company-owned bottling facilities, to distributors and retailers.
Another, is by selling beverage concentrates and syrups to
authorized bottling partners, who then make the final product by
combining the concentrates with still or carbonated water,
sweeteners, and other ingredients. The bottlers then package the
product in containers and sell these beverages to distributors or
directly to retailers.
Also, both bottling partners and companies manufacture
fountain syrups and sell them to fountain retailers. Fountain
retailers include restaurants and convenience stores,
which produce beverages for immediate consumption.
Distribution: Third-party products
The extensive reach of The Coca-Cola Company (KO) and
PepsiCo, Inc. (PEP) allows them to produce or distribute third-
party brands. For instance, Coca-Cola is licensed to produce and
distribute certain brands of Dr Pepper Snapple Group, Inc.
(DPS) and Monster Beverage Corporation (MNST). PepsiCo
sells Lipton and Starbucks brands under partnerships with
Unilever and Starbucks, respectively.
Pricing power
Coca-Cola and PepsiCo’s wide distribution network gives them
significant pricing power. Carbonated soft drinks have similar
prices due to the intense competition in the industry. Often, soft
drink companies extend lower prices under promotional offers.
In recent times, such promotional offers have been used to boost
volumes of the carbonated soft drinks. That’s because they’re
under pressure due to rising health concerns and competition
from healthy substitutes such as tea, energy drinks, and water.
The non-alcoholic beverage industry is part of the consumer
staples sector. You can invest in this sector through the
Consumer Staples Select Sector SPDR ETF (XLP), which has
notable holdings in Coca-Cola and PepsiCo.
Key indicators of the non-alcoholic beverage industry
14. By Sharon Bailey • Nov 20, 2014 12:09 pm EST
Factors influencing sector growth
The non-alcoholic beverage industry falls under the consumer
staples category (XLP), which is non-cyclical in nature
compared to the consumer discretionary sector. In this part of
the series, we’ll look at the factors that impact the growth of the
non-alcoholic beverage industry.
Consumption expenditure
The Bureau of Economic Analysis (or BEA) releases the
personal income and outlays monthly reports that indicate
changes in individuals’ personal incomes, savings, and
expenditures.
US consumption spending accounts for over two-thirds of the
country’s gross domestic product (or GDP). The US real
personal consumption expenditure for non-durable goods
measures consumer spending on non-durable goods, such as
food and beverages, on an inflation-adjusted basis.
Disposable income and consumer confidence
Consumption expenditure depends on disposable income, which
is measured as personal income less personal current taxes.
People tend to spend more with a rise in their disposable
income. Increase in consumer confidence also increases
consumption expenditure. In the US, the Conference Board and
the University of Michigan each provide monthly reports on the
consumer confidence index, which indicates the degree of
optimism about the state of the economy as reflected in
consumer spending and saving activities.
According to market-intelligence firm Euromonitor
International, consumer-expenditure growth in emerging
markets has surpassed that in developed markets every year
since 2000, and is expected to continue doing so.
A favorable trend in consumer spending on non-durable goods
is a positive indicator for the non-alcoholic beverage industry.
It’s also good for the performance of exchange-traded funds (or
ETFs) that invest in the consumer staple sector. The Consumer
15. Staples Select Sector SPDR ETF (XLP) has holdings in the
major soft drink companies like The Coca-Cola Company (KO),
PepsiCo, Inc. (PEP), Dr. Pepper Snapple Group, Inc. (DPS), and
Monster Beverage Corporation (MNST).
Understanding the soft drink industry’s key markets
By Sharon Bailey • Nov 20, 2014 12:09 pm EST
Income bracket
The growing population and rise of the middle class,
particularly in emerging markets, are key growth drivers for
non-alcoholic beverage companies. Market intelligence firm
Euromonitor International estimates the middle class around the
world will include 1.5 billion households by 2020, a 25% rise
over 2012.
Hispanics
Many companies are innovating products and investing in
marketing campaigns that target fast-growing population
segments, such as the Hispanic community in the US. Hispanics
include people of Cuban, Mexican, Puerto Rican, Southern or
Central American descent. People of other Spanish cultures or
origins, regardless of race, are also considered Hispanic.
Nielsen estimates that by 2015, Hispanics will have $1.5 trillion
in buying power, reflecting a significant 50% rise from 2010.
Millennials
“Millennial” refers to the generation of people who were born
between 1981 and 1996. According to Nielson, there are 77
million Millennials in the US, representing 24% of the US
population. Millennials make extensive use of social media and
mobile devices, and have more product awareness.
Major companies in the soft drink industry, including The Coca-
Cola Company (KO), PepsiCo, Inc. (PEP), Dr Pepper Snapple
Group (DPS), and Monster Beverage Corporation (MNST), are
focusing their marketing strategies on this influential
demographic group.
Teens
16. The teen population is a core demographic for the soft drink
industry. At the 2014 Consumer Analyst Group of Europe
conference, Coca-Cola reflected on the importance of the 3.5
billion people who are in their teens and early 20s.
Soft drink companies are part of the consumer staples sector.
Investors can access this sector through the Consumer Staples
Select Sector SPDR ETF (XLP).
The role of branding and advertising in the soft drink industry
By Sharon Bailey • Nov 20, 2014 12:09 pm EST
The importance of advertising
The soft drink industry is marked by severe competition and
declining demand for carbonates. Major companies in the
industry sustain positions in this adverse scenario on the
strength of company and product branding and advertising
strategies.
Global brands
The industry includes companies that enjoy huge popularity all
over the globe. Brand consultancy Interbrand ranked The Coca-
Cola Company (KO) as the world’s third-most valuable brand,
with a value of $81.6 billion. Coca-Cola’s closest competitor
PepsiCo, Inc. (PEP) ranked 24th, with a brand value of $19.1
billion.
Strong individual brand portfolios
Coca-Cola and PepsiCo own impressive brands that generate
more than a billion dollars each in revenues.
· Coca-Cola: The company owns more than 500 brands, and
features 17 brands that generate more than one billion dollars
each in revenues, including Coca-Cola, Diet Coke, Powerade,
Aquarius, Bonqua, Dasani, Fanta, Schweppes, and Minute Maid.
· PepsiCo: The company’s massive brand portfolio includes 22
brands generating revenues of more than one billion dollars
each. Some of its better-known labels are Pepsi, Mountain Dew,
Gatorade, Mirinda, Aquafina, and Lipton.
Investing in brands
Soft drink makers continually invest in branding. In 2013,
17. Coca-Cola and PepsiCo spent $3.3 billion and $3.9 billion,
respectively, on advertising and marketing activities.
The success of Coca-Cola’s Share a Coke campaign is a perfect
example of the importance attached to marketing in this
industry. The Share a Coke campaign was first rolled out in
Australia in 2011 and then extended to more than 50 countries.
The campaign allowed fans to put their names or those of their
family and friends right on the front of Coca-Cola bottles
or cans, effectively personalizing the product.
The campaign increased the volume of the CocaCola brand’s
sales. In 2013, it generated 5% and 1% full-year volume growth
in Germany and the Northwest Europe and Nordics region,
respectively.
Peers in the industry such as Dr Pepper Snapple Group, Inc.
(DPS) and Monster Beverage Corporation (MNST) also focus
intently on marketing. Dr Pepper Snapple, the third-largest
company in the US soft drink market, spent $486 million on
advertising in 2013. Monster, a leading player in energy drinks,
incurred $181.8 million in advertising expenses.
Soft drinks come under the consumer staple sector. You can
access this sector through the Consumer Staples Select Sector
SPDR ETF (XLP).
Why the soft drink industry is dominated by Coke and Pepsi
By Sharon Bailey • Nov 20, 2014 12:09 pm EST
A rivalry for the ages
The Coca-Cola Company (KO) and PepsiCo, Inc. (PEP) have
dominated the non-alcoholic beverage industry for ages. Coca-
Cola is the world’s largest non-alcoholic beverage company
with more than 500 brands, including 17 brands that
generate more than a billion dollars each in revenue. PepsiCo
owns leading brands across its snack foods and beverage
portfolio, including 22 brands that generate more than a billion
dollars each in revenue. According to Beverage Digest,
the companies have a combined share of about 70% of the US
carbonated soft drink (or CSD) market.
18. Both companies have a wide geographic presence in more than
200 countries. The rivalry between these two
companies, popularly called the cola wars, is legendary. Both
have spent huge sums of money on mutually targeted
advertisements over decades.
Threat from new entrants
The industry does not face any major threats from new entrants
because Coca-Cola and PepsiCo each have an extensive bottling
and distribution network and huge economies of scale. For
example, Coca-Cola has about 250 bottling partners and 900
plants worldwide. It would be difficult for a new entity to make
the substantial capital investments required to compete with
these firms. Dr. Pepper Snapple Group, Inc. (DPS) has
seen impressive growth in the US CSD market, yet it lacks the
international presence of these giants.
Significant investments
Coca-Cola and PepsiCo spend enormous amounts of money on
innovation, advertising and marketing, and on strengthening
their distribution network. Since 2010, Coca-Cola and its
bottling partners have invested more than $50 billion in new
facilities, distribution infrastructure, equipment, and retail
customer activations. PepsiCo spent 5.9% of 2013 net revenue
on advertising and marketing.
Other companies in the non-alcoholic beverage industry include
Cott Corporation (COT) and Mondelez International Inc.
(MDLZ). You can also invest in the non-alcoholic beverage
sector through the Consumer Staples Select Sector SPDR ETF
(XLP) that has notable holdings in Coca-Cola and PepsiCo.
In the next part of this series, we’ll look at the reasons for
disappointing growth in the non-alcoholic beverage industry.
Why growth is sluggish in the non-alcoholic beverage industry
By Sharon Bailey • Nov 20, 2014 12:09 pm EST
Falling demand
The non-alcoholic beverage industry is facing challenges.
Carbonated beverage volumes are falling, primarily in
19. developed markets. Beverage Digest indicates a 3% fall in 2013
overall carbonated soft drink (or CSD) volumes in the US,
making it the ninth straight year in which demand has declined.
Previously, US CSD volumes declined by 1.2% and 1% in 2012
and 2011, respectively.
Key indicator—per capita consumption
The per capita CSD consumption in the US fell to about 675 8-
ounce servings per person in 2013, from 701 8-ounce servings
in 2012. Reduced consumption reflects the declining volumes
and a slower rate of US population growth.
One of the reasons for the continued decline in soft drink
volumes over the past few years is weak consumer spending,
caused by adverse macroeconomic conditions, especially in the
US and Europe.
Health concerns
Another major reason is the shift in consumer preferences
toward healthier products. Carbonated soft drink makers have
faced severe criticism from health officials, governments, and
communities alike for the ill-effects of high sugar content,
artificial sweeteners, and other harmful ingredients in their
products, including those in diet soda variants. Consumers are
also more conscious of the health risks associated with soft
drinks such as obesity and nutritional deficiencies, especially in
youth. As a result, they’re opting for other beverages that are
non-carbonated and have fewer calories.
The World Health Organization suggests that sugar should
account for only 5% of total energy intake per day. That’s
around 25 grams of sugar per day for an adult of normal body
mass index. Health officials feel that this percentage should be
even lower for a better quality of life. A single soda can
contains around 40 grams of sugar.
The soda tax
Mexico, which has the highest rates of obesity in the world, has
imposed a 10% tax on sugary beverages to discourage the
consumption of these drinks. There is a strong possibility
20. that many other countries will introduce a soda tax to
reduce sugar consumption through carbonated drinks.
In the next part of this series, we’ll discuss how soft drink
makers including The Coca-Cola Company (KO), PepsiCo, Inc.
(PEP), Dr Pepper Snapple Group, Inc. (DPS), and Monster
Beverage Corporation (MNST) are sustaining business under
such challenging conditions. Coca-Cola and PepsiCo are part of
the Consumer Staples Select Sector SPDR ETF (XLP).
In challenging times, soft drinks makers optimize and thrive
By Sharon Bailey • Nov 20, 2014 12:09 pm EST
Productivity measures
Companies in the soft drink industry are taking several
initiatives to streamline operations and cut costs. These
measures are needed to offset declining volumes in the
carbonated drinks category and the challenging business
conditions apparent in Europe, North America, and other key
markets.
Cost-cutting initiatives
Significant optimization measures allow soft drink companies
to make it through challenging times. The Coca-Cola Company
(KO) is streamlining its operations and restructuring its global
supply chain. In North America, the company’s optimizing its
manufacturing footprint. It recently announced plans to expand
its productivity program, through which it aims to save $1
billion by 2016, $2 billion by 2017, and $3 billion by 2019. The
company intends to reinvest these savings in brand-building
initiatives, mainly media spending.
PepsiCo, Inc. (PEP) is on track to achieve $1 billion in savings
globally in 2014. It’s cutting costs across procurement, research
and development, and other functions. The company recently
extended its $1 billion annual productivity savings target
through 2019. PepsiCo is focusing on enhancing its operations
through automation, including automated packaging, case
picking, and forklift transportation.
Another major US soft drink maker, Dr Pepper Snapple Group,
21. Inc. (DPS), commenced its rapid continuous improvement
program in 2011 and achieved $169 million in cash productivity
over the 2011 to 2013 period.
These measures are helping companies protect margins in
adverse market conditions. The soft drink industry also includes
Monster Beverage Corporation (MNST) and Mondelez
International, Inc. (MDLZ). You can also invest in this industry
through the Consumer Staples Select Sector SPDR ETF (XLP).
Soft drink industry now looking to still beverages to boost sales
By Sharon Bailey • Nov 20, 2014 12:09 pm EST
Social pressures forcing change
The carbonated soft drinks (or CSD) category of the soft drink
industry has witnessed declining volumes in the past few years.
Mainly, this is due to challenging conditions in developed
markets and increased health awareness among consumers about
the side-effects of sugar and other ingredients present in
carbonated drinks.
Soft drink makers are facing severe pressure from civil society
groups and governments to reduce the calories in soft drinks. In
the September 2014 Clinton Global Initiative, the three largest
US soda companies—The Coca-Cola Company (KO), PepsiCo,
Inc. (PEP), and the Dr Pepper Snapple Group, Inc. (DPS)—
pledged to reduce the number of sugary drink calories that
Americans consume by 20% over the next decade. To achieve
this target, the three big players plan to expand low-calorie
product portfolios, introduce smaller portion containers, and
educate consumers about healthier alternatives.
The change in consumer preferences has provided a new
opportunity for CSD manufacturers to grow into the still
beverages, or the non-carbonated category of the ready-to-drink
market.
Ready-to-drink beverages
The non-alcoholic, ready-to-drink (or NARTD) market is
projected to grow at a compounded annual growth rate of 5%
between 2014 and 2017. A large proportion of this growth will
22. come from emerging economies. Since 2010, NARTD retail
value has increased by $135 billion and Euromonitor
International estimates this category will grow by more than
$200 billion by 2020.
In the first half of 2014, ready-to-drink tea and coffee, sports
and energy drinks, and bottled water recorded strong growth.
Coca-Cola and PepsiCo have a strong presence across these
categories and are investing heavily for further portfolio
expansion. Other companies including Dr Pepper Snapple and
Monster Beverage Corporation (MNST) are also investing in
product development in these categories in an attempt to cater
to changing consumer tastes.
This new focus on healthier and nutritious products based on
changing consumer preferences and increasing health
consciousness will be a key growth driver for the non-alcoholic
beverage industry.
The Consumer Staples Select Sector SPDR ETF (XLP) provides
an attractive avenue to invest in soft drink companies.
International growth opportunities for the soft drink industry
By Sharon Bailey • Nov 20, 2014 12:09 pm EST
Beyond borders
The soft drink industry is looking for growth beyond developed
markets like the US, where the reach of carbonated soft drinks
has reached a saturation point. The Coca-Cola Company (KO)
derived 58% of its 2013 revenues internationally. PepsiCo, Inc.
(PEP), which is a leading food and beverage company,
generated 49% of its revenues outside the US.
Growth prospects
The per capita consumption in a region measures the average
number of 8-ounce servings consumed each year. For Coca-
Cola, per capita consumption in 2012 was 745 in Mexico
and 401 in the US, as the chart above shows. But per capita
consumption was comparatively low in countries such as China
and India, indicating that in many countries, soft drinks are not
23. consumed as widely as in the domestic market.
Companies including PepsiCo and Coca-Cola are focusing on
these growth regions to increase per capita consumption by
investing in manufacturing and distribution networks, as well as
advertising.
Positive trends
Growing populations and better standards of living in emerging
markets will drive demand for beverages. Rising health
awareness among consumers across the globe is moving them
toward better options including ready-to-drink tea, bottled
water, and low-calorie products.
The long-term prospects for growth in emerging economies are
promising. In the short-term, however, there might be certain
impediments such as lower-than-expected consumer spending
growth in countries such as China.
Competition outside the domestic market
Coca-Cola and PepsiCo compete with local niche players and
private labels in developing markets. For instance, in China,
Hangzhou Wahaha Group Co., Ltd., Hebei Yangyuan Zhihui
Beverage Co., Ltd., and Guangdong Jiaduobao Beverage & Food
Co., Ltd. are some of the key players in the soft drink market.
Other soft drink manufacturers such as Monster Beverage
Corporation (MNST) and Mondelez International, Inc. (MDLZ)
are also looking for international growth opportunities.
An alternative way to invest in the soft drink industry is
through the Consumer Staples Select Sector SPDR ETF (XLP).
Strategic deals in the soft drink industry
By Sharon Bailey • Nov 20, 2014 12:10 pm EST
Industry alliances
Major companies in the soft drink industry are looking for
strategic deals to expand product portfolios or to strengthen
distribution networks. These alliances will help companies
offset declining demand for carbonated soft drinks.
Recent Pepsi and Coca-Cola deals
In 2014, The Coca-Cola Company (KO) announced a long-term
24. partnership with Keurig Green Mountain, Inc. (GMCR). The
deal will allow people to enjoy ice-cold CocaCola beverages at
home with the soon-to-be-released Keurig Cold machine.
In August 2014, Coca-Cola announced the purchase of a 16.7%
stake in Monster Beverage Corporation (MNST). The $2.15
billion deal will help both companies leverage their respective
strengths—Coca-Cola’s bottling system and Monster Beverage’s
position as a global energy player.
Under the terms of the partnership, Coca-Cola will transfer
ownership of its energy business, including drinks such as Full
Throttle, Burn, and Relentless, to Monster Beverage. Monster
Beverage will transfer its non-energy business, including drinks
such as Hansen’s Natural Sodas, Peace Tea, Hubert’s
Lemonade, and Hansen’s Juice Products, to Coca-Cola.
In October 2014, PepsiCo, Inc. (PEP) and home carbonation
maker Sodastream International entered into a short-term
agreement to test a limited number of PepsiCo flavors for
SodaStream machines.
Other deal-making in the sector
In 2014, Dr Pepper Snapple Group, Inc. (DPS) acquired Davis
Beverage Group and Davis Bottling Co. to enhance its
distribution network.
In November 2014, Cott Corporation (COT) announced the $1.5
billion acquisition of DSS Group, Inc., parent company of DS
Services of America, Inc., a leading water and coffee direct-to-
consumer services provider in the US. With this acquisition,
Cott, a leading producer of private-label soft drinks, juices,
sparkling water, and energy drinks, will expand into growing
markets. Examples of growing markets include water and coffee
home-and-office delivery services, water filtration services, and
retail services.
The soft drink industry is part of the consumer staples sector.
You can invest in the soft drink industry with the Consumer
Staples Select Sector SPDR ETF (XLP), which has notable
holdings in Coca-Cola and PepsiCo.
Investing in soft drink companies with ETFs
25. By Sharon Bailey • Nov 20, 2014 12:10 pm EST
Packaged investing
Exchange-traded funds (or ETFs) are capital market instruments
that are designed to track an index, a commodity, or a basket of
assets. Soft drink companies come under the consumer staples
sector. There are many consumer staples sector ETFs that help
investors access stocks in the soft drink industry.
Consumer staple ETFs
Consumer staple ETFs provide exposure to companies that
produce essentials, including food, beverages, tobacco, and
household items. The above chart shows the exposure of some
of the consumer staples ETFs to beverage companies, both
alcoholic and non-alcoholic.
The Consumer Staples Select Sector SPDR Fund (XLP) tracks
the S&P Consumer Staples Select Sector Index. The Vanguard
Consumer Staples ETF (VDC) tracks the MSCI US Investable
Market Consumer Staples 25/50 Index. Assets under
management of the XLP and the VDC are $9.64 billion and
$2.35 billion, respectively, as of November 17, 2014. The
expense ratios for the XLP and the VDC are 0.16% and 0.14%,
respectively.
Both the XLP and the VDC have The Coca-Cola Company (KO)
and PepsiCo, Inc. (PEP) in their top ten holdings. Coca-Cola
and PepsiCo are the dominant companies in the soft drink
industry and together, hold 70% of the US carbonated soft drink
market share.
The First Trust Consumer Staples AlphaDEX Fund (FXG),
using the StrataQuant Consumer Staples Index as its benchmark,
selects stocks from the Russell 1000 Index. The FXG has $2.11
billion in assets under management and has an expense ratio of
0.70%. Monster Beverage Corporation (MNST), a leading
energy drinks maker, features in the top ten holdings of the
FXG.
Dr Pepper Snapple Group, Inc. (DPS), the third-largest soft
drink company in the US, is also a part of the XLP, the VDC,
26. and the FXG ETFs.
ETFs are an efficient way to gain diversified exposure to
various sectors and broad markets. To learn more, you can read
Market Realists Macro ETF analysis
(http://marketrealist.com/analysis/etf-analysis/) page.Note # 6
(History & Industry Data/Forecasting & Technology)
The non-alcoholic beverage industry plays an important role in
the U.S. economy. Our industry has a direct economic impact of
more than $169 billion, provides nearly 240,000 jobs and helps
to support hundreds of thousands more that depend, in part, on
beverage sales for their livelihoods. Beverage companies and
their employees, and the firms and employees indirectly
employed by the industry, provide significant tax revenues -
$13.6 billion at the state level and $22.9 billion at the federal
level. In addition, the beverage companies that produce and
distribute non-alcoholic beverages in the U.S. and those they
directly employ contribute nearly $1.6 billion to charitable
causes in communities across the nation.
The American Beverage Association (ABA) is the trade
association that represents America's non-alcoholic beverage
industry. ABA was founded in 1919 as the American Bottlers
of Carbonated Beverages, and renamed the National Soft Drink
Association in 1966. Today the ABA represents hundreds of
beverage producers, distributors, franchise companies and
support industries. Together, they bring to market hundreds of
brands, flavors and packages, including regular and diet soft
drinks, bottled water and water beverages, 100 percent juice and
juice drinks, sports drinks, energy drinks and ready-to-drink
teas.
ABA provides a neutral forum in which members convene to
discuss common issues while maintaining their tradition of
27. spirited competition in the American marketplace. The
Association also serves as liaison between the industry,
government and the public, and provides a unified voice in
legislative and regulatory matters. As the national voice for the
non-alcoholic refreshment beverage industry, the American
Beverage Association staff of legislative, scientific, technical,
regulatory, legal and communications experts effectively
represent members' interests.
Cognitive health appeals to all demographics
Omega-3s popular ingredient for brain health
By Jamie Popp (Feb 2015)
An estimated 5.2 million Americans suffer from Alzheimer’s
disease, and although the majority are older than 65, younger-
onset Alzheimer’s impacted 200,000 people last year, according
to the Alzheimer’s Association, Chicago. Furthermore, total
payments in 2014 for all individuals with Alzheimer’s disease
and other dementias were estimated at $214 billion, the
association adds.
Increasingly, attention is being put on brain health and
preventative measures such as diet and exercise in line with
consumers, particularly baby boomers, expressing concerns
about memory loss and dementia. However, ingredients that
help consumers maintain their cognitive abilities are emerging
to help all age groups to support brain development, focus and
more.
“Cognitive health applies to all ages, as newborns and children
develop cognition early, [middle-aged people] count on it for
their careers, and the older generation strives for maintenance
for as long as possible,” says Volker Berl, founder and chief
executive officer at Oceans Omega, Montvale, N.J. “Consumers
are naturally interested in maximizing intake of the right
ingredients to maintain cognition for a lifetime, supporting
memory, alertness, attention, mood and focus.”
Many ingredients are associated with cognitive health, but
28. omega-3 DHA has the strongest body of scientific support,
according to Berl. But vitamin D; coenzyme Q10;
phosphatidylserine; magnesium; resveratrol; pycnogenol;
vitamin E; and botanicals such as ashwagandha, ginkgo biloba,
vinpocetine, ginseng and curcumin also are considerations, he
adds.
Oceans Omega offers a range of stable omega-3 ingredients that
are water soluble and clear because of its stabilization
technology and sustainable sources of omega-3s from ingredient
partners such as DSM Nutritional Products, Kaiseraugst,
Switzerland, and Nutegrity, Irvine, Calif. OTEC 300LDHA
delivers life’sDHA from DSM, a fish free, vegetarian and
sustainable source of DHA from algae, the company says. OTEC
250CL-K delivers OmegaActiv from Nutegrity, a pure,
sustainable, vertically integrated source of omega-3s from
menhaden that contains a balanced level of omega-3s DHA,
EPA and DPA, according to the company.
Used in clear beverages and liquid nutritionals, OTEC
ingredients increase shelf life for finished products at ambient
temperatures, the company says. They also are compatible with
most beverage processing conditions such as hot fill, cold fill,
carbonation and pasteurization, according to the company.
Mental energy
Nutegrity closely follows the advent of brain health and the
focus of today’s consumers on products that provide a memory
boost or afternoon edge.
“The [brain health] category is interesting to us because of
aging baby boomers and challenges from cognitive function, but
millennials and their brains are hardwired to go fast, and they
are looking for some type of edge,” says Matt Phillips, chief
commercial officer at Nutegrity.
The focus is not only on memory and improved cognitive
function, but also on general brain health as well as
antioxidants and anti-inflammation specific to brain
inflammation in relation to diseases, he says.
Nutegrity, a division of Omega Protein Corp., Houston, focuses
29. its primary business in fishing and omega-3s, Phillips says.
From a beverage standpoint, milk companies can use omega-3s
in their formulations, but the company also produces dairy
protein as well as a line of nutraceuticals.
“Most of the work we’re doing is focused on antioxidants and
higher concentrations of omega-3s,” Phillips says. ”At one time,
most companies were doing product development and spending
time on ingredients, and now they are looking to ingredient
suppliers to … come to the table with a turnkey solution.”
Focus formulas and energy drinks openly tout the cognitive
benefits of the ingredients to appeal to a wide audience, but the
claims have to be backed by scientific evidence or beverages
risk being pulled from store shelves. As a result, many
companies dedicate considerable time substantiating new and
existing claims and discovering ways to use their ingredients
based on findings in clinical trials.
Oceans Omega closely follows studies related to adolescents
and brain health. For example, to determine the effects of algal
DHA supplementation on reading and behavior in healthy
school-aged children, researchers conducted the
Docosahexaenoic Acid Oxford Learning and Behavior (DOLAB)
Trial and reported that supplementation with 600 mg each day
with algal DHA for 16 weeks improved reading and behavior in
healthy school-aged children, aged 7 to 9 years old, with low
reading scores.
“We work on educating the end producer,” says Karen Todd,
director of global brand marketing at New York City-based
Kyowa Hakko U.S.A. Inc. The company’s Cognizin product
features citicoline, which increases cellular synthesis and
energy, she says. Ingredients such as Cognizin are associated
with boosting brain energy, supporting mitochondrial health,
and boosting levels of ATP, according to the company’s
research. This ingredient also is associated with increased focus
and concentration as well as memory storage and recall.
“We do clinical studies on raw materials [with healthy
subjects], and results of that help us identify what levels are
30. appropriate to make claims,” Todd says. “The producer and
finished product company do their pre-market test, but they’re
looking at the science behind it to support their claims from the
start.”
Kyowa Hakko is replicating clinical trials done with
millennials, pre-menopausal women and baby boomers with
more targeted groups including adolescents and athletes.
Futureceuticals, Momence, Ill., also sees the value of clinical
trials and is in the midst of several that involve its ingredients
including CoffeeBerry coffee fruit, a line of powders and
concentrates of the fruit of the coffee plant, including the bean.
“We consider demographics when we’re choosing outcomes to
focus on for our claims,” says Brad Evers, vice president of
business development. “In the case of CoffeeBerry coffee fruit
extract, we discovered that it has a unique capacity to increase
serum levels of brain-derived neurotropic factor (BDNF), which
is a key neuro-protein involved in cognition, mood and other
key neuro-processes. We chose to focus on cognition and mood,
given the enormous public interest in cognitive and mental
health at all age levels. Baby boomers frequently cite cognitive
health as their No. 1 concern, and younger people are motivated
to take action now to help ensure a higher quality of life as they
age.”
Major research facilities around the globe are focusing on
BDNF, and Futureceuticals has two studies that indicate that
coffee fruit stimulates the body to produce BDNF, which is
something brewed coffee does not do, according to the
company.
“Our research on our coffee fruit products is at the forefront of
new discoveries for cognitive health,” Evers says. “CoffeeBerry
meets the demand for functional beverage ingredients that are
natural and offer a value proposition.”
Focus on claims
Regulations as well as the flavor of the ingredients in their
natural state can have an impact on beverages designed to
improve memory and focus or reduce the impact of aging on the
31. brain.
“The biggest trend with cognitive ingredients is really attention
given to caffeine and energy drinks by the Food and Drug
Administration (FDA) and [the decision to] crack down on
amounts,” Kyowa Hakko’s Todd says. “Cognizin is a non-
stimulant without negative side effects. Energy drinks use
Cognizin [as a replacement for caffeine], and many companies
are looking to reformulate and include it at the efficacious
dose.”
But special treatment is required for cognitive ingredients to be
beverage compatible, shelf stable, soluble and taste free.
“Antioxidant beverages, focus beverages, and general brain-
health and protein beverage ingredients are bitter, and
[beverage-makers] have to figure out a way to mask [them],”
Nutegrity’s Phillips says. “Another big challenge is solubility,
and we’re finding ways through agglomeration or other
techniques to make them suspend in a liquid.”
Oceans Omega is able to counteract the instability and protect
them from oxidizing with new technologies, but aftertaste still
is a challenge.
“Polyunsaturated fatty acids have the propensity to oxidize
quickly and develop very repugnant odor and taste offnotes,”
Berl says. “Many [omega-3] products still have a fishy or
marine aftertaste, and their manufacturing requires an increased
complexity in processing and handling these sensitive
ingredients in the production processes.”
Certain nutrients also just don’t mix well, according to Russ
Hazen, North American premix innovation manager for
Fortitech Inc., Schenectady, N.Y.
“Certain iron compounds can have unfavorable effects on
product quality and consumer acceptance by increasing the
oxidation of polyunsaturated fatty acids,” Hazen says. “On the
other hand, inclusion of suitable amounts of antioxidants, like
vitamin E, is important to protect polyunsaturated fatty acids
from oxidation. In liquid beverages, adverse interactions
between calcium and phosphorus can be tricky and can result in
32. unsightly mineral precipitation products under certain
conditions”
When bitterness is a factor, masking agents can address this
issue as well, according to Kyowa Hakko’s Todd.
Futureceuticals, however, will provide its bitter CoffeeBerry
products and extracts as-is because the more natural state is
preferred by its customers, Evers says.
2016 New Product Development Outlook for beverages
Organic named top trend for new beverages in new year
By Jessica Jacobsen (Jan 2016)
This past year, Americans finally got a chance to see whether
any the 2015 references in “Back to the Future Part II” would
come true. Although the Chicago Cubs attempted to make the
World Series prediction a reality, they fell short. However, in
business, prognostication is less about fantasizing about the
future and more about anticipating how your products and
services can benefit, or even shape, the future. In Beverage
Industry’s New Product Development Outlook 2015 Study,
respondents helped to shed light on what they think will be the
latest product attribute trends, flavors and much more in 2016.
According to survey-takers, “organic” will be the latest trend in
the new year. With only 10 percent of respondents listing it as a
low need/interest, the remaining 90 percent indicated its
prevalence. The trend led all other product attribute interests
with 38 percent of survey-takers listing it as a latest trend. This
is vast change from last year’s study where it came in at No. 8
and only 18 percent listed it as a latest trend.
Maintaining its No. 2 status, “natural” had only 4 percent of
respondents list the product attribute interest as a low
need/interest while 34 percent named it as a latest trend.
“High protein,” last year’s No. 1 product attribute interest, fell
to No. 18 with only 6 percent indicating it as a latest trend.
Also falling down
the list was “convenience.” Last year’s No. 4 product attribute
interest, which fell to No. 9 in this year’s survey, “convenience”
33. only had 4 percent name it as a low need/interest; however, 66
percent listed convenience as a high need/interest. Only 12
percent named it as a latest trend.
In addition to “high protein,” “vitamin, mineral fortified” (No.
10 last year) and “probiotic/prebiotic” (No. 6 last year) fell out
of the Top 10 this year. Replacing these product attribute
interests were “country of origin labeling” (No. 6), “ethnic”
(No. 8) and “cognitive health” (No. 10).
Buzzing about flavors
When developing new products, many note that taste is king.
With flavor playing such a vital role, this attribute can garner a
lot of attention.
Different from previous years, this year’s survey asked
respondents whether they used berry flavors in 2015, which
flavors and how many. The same question framework was asked
for non-fruit flavors and fruit flavors. Last year, survey-takers
only were asked which flavors they used in their new products.
For berry flavors used in 2015, three-quarters of respondents
indicated that these flavors were part of their new product
releases. On average, 3.3 berry flavors were used by each
company. The most popular berry flavor was raspberry with
nearly three-quarters of survey-takers listing it. Strawberry
came in second with 55 percent naming the berry flavor, and
half of respondents used cranberry in their formulations in
2015.
Additional berry flavors listed were blueberry (42 percent),
blackberry (39 percent), berry (37 percent) and acai (21
percent). No respondents named maqui berry, while 11 percent
selected “other” for berry flavor options.
For non-fruit flavors, three-quarters of survey-takers stated that
their companies utilized these flavor options in 2015 with an
average of 4.2 non-fruit flavors used by each company.
Fifty percent of responding companies selected chocolate and
vanilla as top selections. Cinnamon and mint also were popular
non-fruit flavors in 2015 as each was used by 45 percent of
survey-takers. Rounding out the Top 5 was coffee with 42
34. percent.
Tea flavors also were notable choices with green tea (39
percent), tea – other (39 percent) and black tea (29 percent)
listed by survey-takers. Also receiving double-digit responses
were hibiscus (21 percent), root beer (21 percent) and cola (16
percent). Aloe, the only single-digit response, garnered a 3
percent response. Sixteen percent of respondents selected
“other” for their non-fruit flavors used in 2015.
For fruit flavors used in 2015, 86 percent of respondents noted
these were part of their formulations. An average of eight fruit
flavors were used by each company. With more than half of
respondents indicating use, lemon (56 percent), mango (56
percent) and cherry (53 percent) were the top selections. Apple
and orange rounded out the Top 5 with each having 57 percent
naming the fruit flavor.
Pineapple also was a popular choice in 2015, with 44 percent of
survey-takers listing the flavor. Lime, peach and pomegranate
each were named by 42 percent of respondents while 40 percent
indicated they used coconut in 2015.
Not utilized as frequently in 2015 were dragon fruit (7 percent),
papaya (7 percent) and apricot (2 percent).
When it comes to the top sellers in 2015, it looks as though fruit
and berry flavors were the most popular in 2015. According to
respondents, 20 percent indicated that raspberry was a top-
selling flavor in 2015 followed by cherry and orange, each with
16 percent. Apple and blueberry rounded out the Top 5 with 14
percent each.
In comparison to last year’s survey, chocolate was the No. 1
top-seller for 2014 with 29 percent followed by vanilla (24
percent), mango (22 percent), green tea (13 percent) and
raspberry (13 percent). This year, chocolate just cracked the
Top 20 with 9 percent of respondents naming it a top-seller in
2015. This was a six-way tie with black tea, coffee, ginger, lime
and root beer, which each were named by 9 percent of survey-
takers.
Green tea took the biggest fall as only 7 percent of respondents
35. named it as a top-seller in 2015.
On the upward trend was cherry. The No. 2 top-selling flavor
used in 2015, the fruit flavor barely cracked the Top 20 last
year. Tea – other flavors also were more successful in 2015 vs.
2014. With 14 percent of respondents naming it a top-seller, tea
– other made the Top 10 in 2015. However, only 4 percent of
survey-takers listed it as a top-selling flavor in 2014.
Transitioning into the new year, fruit flavors are topping the list
of the anticipated top-selling flavors for 2016. Raspberry once
again leads all with 30 percent of respondents expecting this
will be a top seller next year. Lemon and pomegranate tied for
No. 2 with each having 20 percent of survey-takers naming
these fruit flavors.
In contrast to last year’s survey, in which the Top 3 anticipated
top-selling flavors all were non-fruit flavors: chocolate (29
percent), coffee (22 percent) and vanilla (20 percent). This year,
the first non-fruit flavor listed was tea – other, which was in a
three-way tie with strawberry and mango for No. 4 as each had
18 percent of survey-takers name them.
Chocolate remained in the Top 10, but only 16 percent of
respondents named it as an anticipated top-seller. Vanilla
dropped six percentage points with only 14 percent of survey-
takers expecting it to be a top-seller in 2016. Coffee, however,
had larger drop as only 6 percent listed it in this year’s survey.
Both making large gains this year are blueberry and cherry.
Each was named by 7 percent last year as an anticipated top-
seller for 2015; however, that increased to 16 percent for 2016.
Creating success
Strategizing for the new calendar year, respondents to Beverage
Industry’s survey suggest that new alcohol releases will be
common for new product development in 2016.
More than half of survey-takers (56 percent) stated that their
respective companies most likely will develop new wine, beer
and spirit products. Water, juice was the next area listed with 40
percent of respondents naming these categories.
This is nearly double from last year’s survey in which wine,
36. beer and spirits tied for No. 4 with water, juice with each
having only 24 percent of respondents naming them.
Last year, dairy-based drinks/alternatives were listed as the
most likely area of new beverage development with 42 percent
of survey-takers naming this area. This year, it came in last with
only 15 percent indicating possible product development for the
category. Sports/energy drinks and coffee, tea also experienced
drops
in comparison with the 2014 survey. This year, 19 percent of
respondents named sports/energy drinks as an area of new
beverage development (36 percent in 2014), while 17 percent of
survey-takers listed coffee, tea (33 percent in 2014).
New product idea generation also experienced an opposite
response compared with last year’s survey. Three-quarters of
respondents indicated that customer demand was a source for
new products while 68 percent listed consumer trends. In
contrast, more than three-quarters of respondents named
consumer trends followed by customer demand in the 2014
survey.
However, one of the larger changes was in research and
development (R&D) departments. Last year, this idea source
was No. 3 with 62 percent of respondents listing it. For this
year’s respondents, it was less influential as only 42 percent
named it.
Other sources that topped the R&D department were in-house
through teams and meetings
(56 percent), marketing and sales (54 percent), chief executive
officer/upper management (46 percent) and consumer
research/testing (44 percent).
Natural influence
As consumer preferences continue to evolve, beverage-makers
are tasked with meeting their needs and demands.
When it comes to flavors for 2016, an average of 83 percent of
respondents note they will be using natural flavors in their
formulations while a mean of 17 percent will use artificial
flavors. Among those who are planning to use natural flavors,
37. half of survey-takers note that this is an increase from the
previous year. Some of the top reasons for the increase were
consumer demand, health reasons and market research.
These numbers are a slight shift from last year’s survey in
which an average of 70 percent of respondents indicated they
would use natural-flavor in 2015 with a mean of 30 percent
planning to use artificial flavors. The increase among natural
flavor users last year, however, was similar to this year as 47
percent noted it was an increase. The reasons for the increase
were slightly different with cleaner label, consumer demand,
better quality and taste, and industry trends listed by
respondents.
Natural colors also continue as a popular attribute for new
product development. An average of 80 percent of respondents
plan to use natural colors in their new beverages for 2016 with a
mean of 20 percent using artificial colors in their new
formulations. This is up from last year’s results as an average of
70 percent planned to use natural colors in 2015 with a mean of
30 percent using artificial colors.
In this year’s survey, 38 percent of those who indicated that
they will use natural colors in their new products noted that this
is an increase. Among the top reasons listed for the increase
were consumer demand, trend in market and health reasons.
In comparison with the 2014 survey, 43 percent of respondents
who indicated that they planned to use natural colors stated that
this was an increase. Top reasons remained similar with
consumer demand, clean label and industry trends as the reasons
named.
Sharing the work
Company size among survey-takers seems to continue to
represent entrepreneurial operations.
The mean and median of the number of employees for this
year’s survey are 501 and 23 employees, respectively. This is
slightly different from last year when survey-takers reported a
mean of 201 employees and a median of 63 employees. Going
back even further, this year’s employee mean and median still is
38. significantly smaller than results from the 2013 survey in which
the numbers were 1,278 and 180 employees for the mean and
median, respectively.
Similar to last year’s survey, the smaller operations resulted in
a more intimate setting for R&D teams. Nearly three-quarters of
respondents indicated that they have fewer than 10 employees
involved in the new-product-development process with a median
of four employees involved. Last year, 82 percent of
respondents noted having fewer than 10 employees working on
new product development; however, the median of four
employees being involved was consistent.
Although beverage manufacturers have dedicated teams for their
new product development, they still outsource a portion of the
process. One-third of respondents indicated that they outsource
a portion of the work (up from 29 percent last year).
Among those who outsource part of the process, market research
is outsourced by more than half (53 percent) followed by
prototype development (47 percent) and concept/product testing
(41 percent).
This is a notable shift from last year’s responses in which
prototype development was the No. 1 outsourced process with
62 percent naming it. It was followed by concept and product
testing (46 percent) and market research (38 percent).
Although team approach still is noted by a majority of
respondents (82 percent), it is down from last year’s survey in
which 93 percent noted this development approach.
Among those who indicated using a team approach in this year’s
survey, sales/marketing (80 percent) and upper management (78
percent) were the departments involved. Other areas noted by
respondents were production (56 percent), R&D (49 percent)
and customers (44 percent).
Although sales/marketing was ranked No. 1 by last year’s
survey-takers, R&D was No. 2 with 79 percent listing it. Upper
management was No. 3 at 62 percent.
Among respondents who noted upper management involvement,
100 percent stated that the chief executive officer was included
39. in that process compared with 88 percent in 2014. When noting
the roles of chief executive officers, 41 percent said
leader/decision-maker followed by oversees/advisory/guidance,
which was listed by a quarter of survey-takers. Last year,
slightly more than a quarter noted oversees/advisory/guidance
as the chief executive officer’s role. Slightly more than a
quarter of 2014 survey-takers also listed team member.
Beverage-makers also continue to get input from their supplier
partners. Slightly less than half of respondents indicated that
they involve their suppliers in the new product development
process. This is down from last year in which 58 percent noted
supplier involvement.
Among those who work with their suppliers, three-quarters of
survey-takers note involvement with samples followed by
provide raw materials/ingredients (71 percent) and technical
support/expertise (67 percent).
Inception/idea stage through completion and beginning stage
through completion were the two most-noted stages in which
suppliers were involved at 38 and 46 percent, respectively. Only
17 percent indicated involving suppliers after formulation
through completion, while no respondents added supplier input
in the final stages.
However, the length of time to develop a new product seems to
be moving at a faster pace as 8.2 months was the average
product development timeframe, with a quarter of respondents
noting this was faster than previous years. Last year, mean
product development timeframe from inception to launch was 11
months with less than one-third indicating that was faster than
in the past.
All of these processes might keep beverage-makers busy, but
that is not holding them back. On average, 21 new products
were developed in 2015 with approximately 12 being released in
market, an average of 55 percent of developed products were
released. Of those released, an average of nearly two were
considered successful in 2015, which equates to a 7 percent
average of successful products developed and a 13 percent
40. average of successful products of those released.
In comparison, a mean of 24 products were developed in 2014
with an average of nine that were released, a 38 percent average
of products released of those developed. Among those, a mean
of five products were considered successful in 2014. This
equated to a 21 percent average of successful products of those
developed and a 56 percent average of successful products
of those released.
2016 expectations
As beverage-makers usher in the new year, new product
development is on many minds.
Half of respondents indicated that they plan to launch more
products into the marketplace in 2016 compared with 2015.
Among those who expect to see an increase of new product
launches, the average percentage increase of product launches is
57 percent.
Last year’s respondents had slightly more than half note
intentions to launch more products in 2015 than 2014; however,
the average percentage increase only was 38 percent.
Planning remains split as half of survey-takers have a definitive
new-product-development plan; however, assessment has a
slightly higher uptick with 60 percent of respondents who have
post-launch assessments. In comparison, 60 percent had
definitive plans and 76 percent had post-launch assessments in
the 2014 survey.
One area that continues to show strong variances among survey-
takers is total cost to develop new products. With a recorded
minimum of $100 and maximum of $2 million, 41 percent of
new products fall in the $1,000-$19,000 range. The median total
cost came to $17,500. This is strong contrast to last year’s
survey in which the recorded minimum was $50 with the
maximum at $1.5 million, with the median total cost at $37,500.
When it came to R&D budgets, respondents this year also
stipulated a lower price tag as only 32 percent planned to
increase their budget compared with 44 percent last year. BI
Beverage Industry’s New Product Development survey was
41. conducted by BNP Media’s Market Research Division. The
online survey was conducted between Oct. 22 and Nov. 6, 2015,
and included a systematic random sample of the domestic
circulation of Beverage Industry.
Of the respondents, 34 percent process beer, 28 percent process
coffee and tea, 26 percent process juice and juice-type drinks,
22 percent process water, 22 percent process wine, 20 percent
process spirits, 16 percent process energy drinks, 12 percent
process dairy-based drinks, 12 percent process carbonated soft
drinks and 8 percent process sports drinks.
Seventy percent of respondents were from companies with less
than $10 million in annual revenue. Another 8 percent of
respondents also were from companies with revenue between
$10 million and $50 million. A total of 2 percent were from
companies in the mid-size range of $50 million to less than
$100 million. Ten percent were from companies with revenue
between $100 million to less than $500 million. In the $500
million to less than $1 billion range were 2 percent of
respondents. Representing the large-size range of more than $1
billion in company revenue were 8 percent of respondents.
Males accounted for 72 percent of the respondents, and the
average age equated to 44. For industry experience, 2 percent
had less than one year; 14 percent indicated one to three years;
36 percent reported four to 10 years; 22 percent said 11-20
years; 20 percent listed 21-30 years; and 6 percent had 31-40
years of experience.
Regionally, 32 percent said they currently live in the South, 24
percent indicated the Midwest, 20 percent listed the Northeast,
20 percent reported living in the Western portion of the United
States and 4 percent stated they reside in U.S. territories.
Beverage Industry launches new app
Introductory video shows how to use Bev Industry Mobile
By Jessica Jacobson (March 14, 2014)
According to statistics portal Statista Inc., an estimated 140
million Americans are smartphone users, up from 121.4 million
42. in 2012. The research firm anticipates this number will continue
to grow and eclipse the 200 million mark by 2017.
Although the popularity of smartphones is not breaking news, it
always leads to interesting conversations. One area that seems
to be standard with smartphone owners is the use of mobile
applications (apps). Even if you don’t have a smartphone, the
app world might be impacting you without you knowing it. Last
year, for instance, I attended a wedding in which the bride and
groom met through a dating app.
Mobilestatistics.com reports that the total app downloads for
Android devices lead all devices with 50 billion, followed
closely by Apple devices with 48 billion and Blackberry devices
at 3 billion. Windows Marketplace download statistics are not
available yet, it reports.
With those kinds of statistics, it’s no surprise that beverage
brands are developing their own apps in order to reach
consumers. This past fall, Seagram’s Gin, a brand of Pernod
Ricard USA, launched its new Ginsider mobile app, which
allows consumers to scan Seagram’s Peach and Pineapple
Twisted Gin bottles to reveal exclusive videos and share them
with friends through social media. And recently, as part of its
“There’s Power in Every Game” campaign centered around the
2014 FIFA World Cup, The Coca-Cola Co.’s Powerade brand
teamed up with fitness app Endomondo to invite consumers to
participate in a series of challenges for the chance to win prizes,
including tickets to the FIFA World Cup tournament in Brazil.
And now, Beverage Industry is following suit. I’m pleased to
announce that Beverage Industry has launched Bev Industry
Mobile for iOS and Android-based phones and tablets. Now, all
the content and news that you enjoy in Beverage Industry and at
bevindustry.com can be viewed on your mobile devices through
Bev Industry Mobile.
You can log on to bevindustry.com/apps to download the app
for iPhone, iPad or Android devices. For Apple users, the app is
compatible with iOS 5.1 and later, and Android owners require
version 4.0 or later. If your device has neither of these, don’t
43. worry; we have developed mobile.bevindustry.com, a mobile
website. This page can be saved on your device as an HTML5
app.
In order to help you navigate all of the features, Managing
Editor Stephanie Cernivec also filmed a how-to video, which
can be viewed on our BevIndustry TV portal or on our YouTube
Channel, youtube.com/beverageindustry.
And if you have more questions, visit
bevindustry.com/mobilehelp, which contains a list of frequently
asked questions as well as a mobile support contact icon that is
located on the right-hand side of the page.
I hope you enjoy Bev Industry Mobile, and please feel free to
share your feedback by sending me an email at
[email protected].
Happy mobile apping!
Updated 2/26/2016 1
NON-ALCOHOLOIC BEVERAGE COMPANY
Business Plan Financials Worksheet Guidance
Below is guidance for data entry into cells of each of the
separate Excel worksheets of the overall Business Plan
Financials. This is the base pro-forma financial statements for
your business. Please note: Many of the cells in the Business
Plan Financials (BPF) are already prepopulated with
suggested/default values. Use the default numbers unless
otherwise indicated.
Only cells with BLUE text can be changed. The cells in black
will be filled in automatically, based on your setup assumptions,
or will be carried over from numbers you entered earlier on
other worksheets. Work in order – as every cell you complete
will carry over to all other applicable Excel worksheets (for
example, if you enter a figure in the Staff Budget, that figure
will carry over to your Income Statement and Cash Flow
44. Statement).
You are encouraged to work through the guide as early as
possible. (Review the Course Guide for specific due dates on
specified worksheets; as assignments are due throughout the
course.)
Worksheet #1 - Set Up and Assumptions
Line 9: the month the academic quarter starts
Line 12: enter the year the academic quarter starts
Line 15: Two (students can choose the number of product lines
to include up to 10 lines)
Line 18: they will sell 55% on credit
Line 21: 30 days (standard default; however, can be adjusted as
needed)
Line 43: $16,500 (estimate of net sales after six month of
weekend sales)
Line 49: 1.00% (Dodd-Frank Act of 2011 allows businesses to
receive interests on business accounts, per the agreement of the
financial institution [range 0 to 1.50%])
Worksheet #2 - Sales Projections
Each student must determine this for their business—speculate
on how your company will grow and how much you will sell.
Reflect this in/from your Operations Plan
Worksheet #3 – Inventory
Line 7: Ingredients
Line 8: Bottles/caps
45. Line 9: Labels
Line 10: Cartons
Repeat these four lines for each product line.
Worksheet #4 - Capital Expenditures
(Note: This applies to purchased equipment, not leased
equipment.)
Facilities section: Students are not purchasing facilities (facility
is already provided)
Equipment section: Capital Purchases should be additional
expenses that each student might decide to purchase. (Note –
after the first year of business)
Current vans and other equipment should be captured in Line 23
as part of “Other Assets” on the Balance Sheet, Worksheet 11.
Computer Hardware/Software Section: Capital Purchases
should be additional expenses that each student might decide to
purchase.
Current computer hardware/software should be captured as part
of “Other Assets” on the balance sheet, along with equipment
mentioned above.
Worksheet #5 - Staffing Budget
Account for every paid employee using the appropriate Lines
for the six categories of employees (Management,
Administrative/Support, Sales/Marketing,
Operations/Production, Other, Part-Time/Hourly) and when
their employment will commence in accordance with the
Operations Plan and Management Plan.
46. (See Note # 1 and Note #3 of the NAB Company Portfolio for
additional details)
Worksheet #6 - Marketing Budget
This is submitted with Assignment 2: Marketing Plan
Worksheet #7: Professional Services
Line 6: $2,000
Line 7: $1,500
Line 9: $2,000
Line 11: Mary Cates, JD $10,000 (first year only)
Worksheet #8 - Cap Investment
Equity Capital Investments:
Line 6: Melinda Cates $40,000
Line 7: Glass Bottles $3,000
Line 8: Metal Caps $300
Line 9: Cardboard Cartons $500
Line 10: NAB Ingredients $600
Line 11: Labels $840
Loans:
Line 24: Friends and Family $20,000; the loan period is 24; the
interest rate is 5% [immediate decision is needed, before
proceeding to other sections]
(Note: Early pay off within 12 months @ 0% interest could
apply; however if early payoff is not chosen 5% interest at 24
47. months will automatically apply.) (See Note #3)
Add projections of other funds they intend to raise
Worksheet #9 - Income Statement
Line 20: $1,000
*Note the Leased equipment in the NAB Company Portfolio.
(See Note #2)
The Income Statement is submitted with Assignment 3 Part 2:
Business Plan – Draft
Worksheet #11 - Balance Sheet
This will automatically populate from other completed
worksheets. (See Worksheet # 4 above)
Updated 2/26/2016
1
1
Research on the target market aims to understand the reasons
that will make the client buy services. This includes the
geographic, lifestyle, psychographic, purchasing pattern, and
buying sensitivities of the local and international market.
Customer behavior includes the societal, cultural as well as
personal factors which influences their demand for our
products. Primary research will be carried out to study the
clients directly. This company will aim to penetrate the market
to generate more customers and establish a strong foundation
for itself, Harris, J. L., Schwartz, M. B., Brownell, K. D.,
Javadizadeh, J., & Weinberg, M. (2011).
Secondary research will be carried to study what other
researchers have found about the clients. Service provision
48. records will also be taken into account. Information from the
website and the blogs will also be used to gather more
information about the market, Heckman, M. A., Sherry, K., &
De Mejia, E. G. (2010).
The company will target mainly the local and the international
market because they are the main consumers for the locally
produced goods. Almost all the locals do not have supply of
drinks and even if they have them then they do not have enough
supply hence they will need to buy our products.
Most of the business managers and the workers are another
group of large consumers of our brands since they will be
needing adequate supply of the products that require addition
from time to time. Many do not have a reliable supply on
standby and will have to buy our brands by just dialing our
number and giving the directions or order the brands on our
platform. Most of the customers for the company will be coming
from major towns in the country.
Reference
Heckman, M. A., Sherry, K., & De Mejia, E. G. (2010). Energy
drinks: an assessment of their market size, consumer
demographics, ingredient profile, functionality, and regulations
in the United States. Comprehensive Reviews in food science
and food safety, 9(3), 303-317.
Harris, J. L., Schwartz, M. B., Brownell, K. D., Javadizadeh, J.,
& Weinberg, M. (2011). Evaluating sugary drink nutrition and
marketing to youth. New Haven, CT: Yale Rudd Center for
Food Policy and Obesity.
SWEET BLEND 6
Company Description and SWOT Analysis
49. Alita Heckstall
Assignment 1 Bus 599 Strategic Management
Dr. Andrea Banto
Strayer University
July 27, 2019
Non-Alcoholic Beverage (NAB) Company and its significance
The Non-Alcoholic Beverage (NAB) Company’s name is Sweet
Blend. I chose the name Sweet Blend for our company because
the mission of our company is to produce the most nutritious
and fresh fruit juices which meets the current market standards
and the needs of the needs of our target customers, taste and
preference. The company aims to bridge the gap in the market
by producing the most nutritious and the healthiest juice
around. The non-alcoholic beverage company name that best
fits our description here is the Sweet Blend as we seek to
produce the sweetest and most nutritious fresh drink in the state
and across the borders.
The mission of the company is to produce a juice that meets the
health needs of the population. The company seeks to improve
the health of the people by providing them with a juice that will
fulfill their nutritional needs. There are two primary
components of this mission statement. The first component of
the mission statement is the nourishment needs of the people.
The mission statement captures the nourishment needs of the
50. people and seeks to address them through the fruit juice. The
second component of this mission statement is the fact that the
fruit juice is being customized to meet the specific nutrition
requirements of the population.
There exists several trends in the Non-Alcoholic Beverage
(NAB) industry and this includes the choice and preference of
the people to get healthy and nutritious drinks. This generally
means most of the population is looking forward to having
naturally produced fresh and nutritious fruit juices. People
nowadays are trying to shift away from carbonated drinks and
live a healthier lifestyle and this is opportunity where we come
in now to meet the needs of the people (Rayner, Wood,
Lawrence, Mhurchu, Albert, Barquera & L'abbé, 2013).
Reasons for choosing the soft drink is among them that wish to
produce healthier drink and to fulfil the healthy needs and goals
of the people. The company also aims to produce the most
affordable and the sweetest drink in the state.
Sweet Blend’s Strategic Position
The strategic positioning is very crucial for determining how
any business is competing fairly against its competitors in the
industry and the extent to which it is serving the needs of its
customers. The positioning strategy that our company is
developing is very important in the attaining prosperity of our
product in the market. For our nutritious fresh fruit juice to
succeed in this dynamic market, the company finds it crucial to
choose the most strategic position which will in the short run
deliver the best results as desired. The company will capitalize
on product differentiation by producing unique brands
The fundamental reason for this approach is that it uses an
already available distribution channels such as the wholesalers
which makes it cheap for the company to spend small amounts
of resources in the establishment of the distribution channel for
its products.
Potential risks the company may face several potential risks do
exist that the business is facing and they may possibly affect the
market performance of our company. Therefore, this makes it
51. very necessary for our Sweet Blend company to ensure that it
does a research on the desired quality standards as required and
perform the most appropriate adjustments according to the
demand of the market. Another threat for Sweet Blend is high
cost operations. A quick check at the costs of production shows
an upward increase which will affect the profitability of our
company. It is emerging that the costs of fruits and labor are
skyrocketing at a shocking pace (Mhurchu, Vandevijvere,
Waterlander, Thornton, Kelly, Cameron & INFORMAS, 2013).
SWOT Analysis Strengths
Sweet Blend Company has accumulated sufficient resources to
invest in the production of the fresh fruit drink. The employees
will be given the opportunity of coming up with creative ways
of improving the company’s products and services in order to
obtain more and loyal customers. The company’s services and
products are always meant to attain customer satisfaction for the
company's success. There are also motivations that encourage
the staff members to do best at work.
Weaknesses
The company is limited to invest and focus on the products as
well as services that significantly attract clients and keeps them
to come back. The customers are very specific on the type and
quality services and products that they always crave for, and in
case of its absence, it would lead to the company losing a
significant number of loyal customers, Storey (2010).
Opportunities
The company is welcoming partnership requests from interested
investors who have seen the potential of the company that
reflects outstanding performance if it is financially stable and
the management comes up with a well-written marketing plan
that can be easily implemented and blends well with the
company’s goals and objectives. The company’s products are
unique, and the value will increase due to the excellent branding
to be implemented. A new market is also greatly considered
whereby the company’s products are yet to be tested in a new
environment by opening new stores to obtain more clients and
52. expand its market, Storey (2010).
Threats
The company will be faced with intense competition from other
companies that offer some of the same products. The numerous
successful marketing companies make it difficult for the
company to pursue a complete and successful marketing
strategy for the business, and also other companies in the
similar field may apply better and advanced marketing
strategies than that of the company to sell their products,
improve their services, and increase their client base, Dana
(2012).
Reference
Ni Mhurchu, C., Vandevijvere, S., Waterlander, W., Thornton,
L. E., Kelly, B., Cameron, A. J., ... & INFORMAS. (2013).
Monitoring the availability of healthy and unhealthy foods and
non‐alcoholic beverages in community and consumer retail food
environments globally. obesity reviews, 14, 108-119.
Dana, B. G. (2012). SWOT analysis to improve quality
management production. Procedia-Social and Behavioral
Sciences, 62, 319-324.
53. Rayner, M., Wood, A., Lawrence, M., Mhurchu, C. N., Albert,
J., Barquera, S., ... & L'abbé, M. (2013). Monitoring the
health‐related labelling of foods and non‐alcoholic beverages in
retail settings. obesity reviews, 14, 70-81.
Barringer, B. R. (2015). Entrepreneurship: Successfully
launching new ventures. Pearson Education India.
Storey, M. (2010). The shifting beverage landscape. Physiology
& behavior, 100(1), 10-14.
2
Marketing Vehicles
Name
Course
Date
Marketing Vehicles
Sweet Blend plans to use a variety of means to inform the
target community about their products as well as persuade them
to choose the Sweet Blend experience. The promotion strategy
would be necessary for making our customers see the
uniqueness in our products. According to Jahanyan, and
54. Mahmood (2015), promotion is the communication arm of
marketing and can be done through advertisements, social media
availability, public relations among other methods.
Sweet Blend plans to use an advertisement to promote her
brand of products. The company shall mount billboards in
strategic places with pictures of some products offered by the
company and text about the location of the restaurant. The
company will also make advertisements on most visited
websites in San Francisco informing the public about the Sweet
Blend experience. In addition to ads, Sweet Blend will have
social media accounts through Facebook, Instagram which will
serve as communication to the customers about products and
offers, Stead, & Hastings (2018).
Another channel of marketing its products is the internet. It will
use celebrities for marketing itself on the internet. Additionally,
this business uses high-quality services to lure their clients to
them. For instance, they offer free delivery services to their
clients near our stores, which helps them have many loyal
customers. The company will also offer the service of Sweet
Blend experience which comes in splendid treatments of service
men and the cool places in towns to enjoy the drink.
Additionally, Sweet Blend offers a cool place for relaxing after
a tiring journey with cool music and limited noise
Reference
Jahanyan, S., & Mahmood Salehi, M. (2015). Extracting
Components of Internet Marketing Mix: A Mixed Methods
Design. Management Research in Iran, 19(3), 61-81.
Stead, M., & Hastings, G. (2018). Advertising in the social
marketing mix: getting the balance right. In Social Marketing
(pp. 29-43). Psychology Press.
Assignment 2: Marketing Plan
55. Due Week 5 and worth 100 points
This assignment consists of two sections: a marketing plan
(Word document) and Marketing Budget (Excel
document) Note: You must submit both sections as separate
files for the completion of this assignment.
For the first 6 months your company is in business—to give you
time to perfect your product and to learn from actual
customers—you will start marketing and selling in your own
community, a radius of 25 miles from where you live.
For most non-alcoholic beverages, marketing (as opposed to the
actual product itself) is key to success. Cola drinks, for
example, are fairly undifferentiated, as are many energy drinks,
juices, bottled water, and the like. Companies producing these
types of beverages differentiate themselves and attract market
share through marketing and brand awareness—both of which
are critical to success.
Section 1: Marketing Plan and Sales Strategy (MS Word or
equivalent)
Write the 3–5-page marketing plan and sales strategy section of
your business plan in which you do the following:
1. Define your company’s target market.
a. Analyze the types of consumers who will be drinking your
beverage in demographic terms (i.e., age, education level,
income, gender, ethnic group, etc.). Outline the demographic
information for your company specified on the worksheet in the
course text (p. 107 | Demographic Description).
b. Support your analysis with actual data on the size of the
demographic groups in your local community (nearby zip
codes).
2. Hints: At American FactFinder (http://factfinder.census.gov),
you will find demographic information on potential consumers
in your area. If you are selling through other businesses (such
as grocery stores), indicate the number of those businesses in
your local area. You will find information about such
56. businesses in your local area at County Business Patterns
(http://www.census.gov/econ/cbp/). Check Chapter 2
of Successful Business Plan for more research sources.
· Assess your company’s market competition.
. Use the factors listed in the course text graphic (p. 123
| Assess the Competition) to assess your company’s market
competition.
. Defend your plan to differentiate yourself from the
competition using the information detailed on the worksheet in
the text (p. 131 | Market Share Distribution).
· Hints: Every business faces competition, and the non-alcoholic
beverage market is an especially crowded market.
· Hints: For example, in the soft drink market, it is intimidating
to try to compete against Coke and Pepsi. Newcomers in mature
markets typically must pursue niche markets or even create new
market categories, as Red Bull did with energy drinks.
3. Clarify your company’s message using the information
provided on the worksheet in the text (p. 160 | The Five F’s).
Create a marketing slogan/tagline for your product.
·
1. Hints: Before you choose your marketing vehicles, you must
determine the message you want to convey through those
vehicles.
· Identify the marketing vehicles you plan to use to build your
company’s brand. Justify the key reasons why they will be
effective.
· Hints: If you plan to use online marketing tactics, refer to the
worksheet in the text (p. 171 | Online Marketing Tactics) to aid
your response. Remember that even if you’re selling through
grocery stores, you need to build your brand and social media is
a major part of that in regard to beverages. Some of the
marketing tactics that beverage companies use include sampling
in grocery stores, building a following on social media,
sponsoring events, and exhibiting at trade shows attended by
retailers. You will use a combination of these tactics. For
example, if you decide to give out samples in grocery stores,
57. promote your sampling on your social media networks and those
of the grocery store.
· Hints: If you are planning to distribute through resellers,
describe how you plan to reach them, for example, through
industry trade shows or by establishing your own sales
force. For information on trade shows, visit the Trade Show
News Network (http://www.tsnn.com). You can exhibit or
network at these shows.
· Format your assignment according to these formatting
requirements:
a. Cite the resources you have used to complete the
exercise. Note: There is no minimum requirement for the
number of resources used in the exercise.
b. The paper must be typed, double-spaced, using Times New
Roman font (size 12), with 1-inch margins on all sides;
references must follow APA format. Check with your professor
for any additional instructions.
c. Include a cover page containing the title of the assignment,
the student’s name, the professor’s name, the course title, and
the date. The cover page and the reference page are not included
in the required page length.
Section 2: Marketing Budget (MS Excel worksheets template)
Section 2 uses the “Business Plan Financials” MS Excel
template (see: Required Course Files in Week 1). Use the
Business Plan Financials Guide (see: Required Course Files in
Week 1) to support your development of the marketing budget.
6. Complete the “Marketing Budget” worksheet for your
company.
Note: Complete the Setup tab first based on the instructions
located in the Business Plan Financials Guide (document you
also downloaded from PlanningShop). Only the setup tab and
marketing tab should be completed for this assignment.
·
·
1. Hints: The goal of the marketing budget is to help you
determine how much it will cost you to reach your market and
58. achieve your sales goals.
1. Hints: When filling out the “Marketing Budget” worksheet in
the Excel spreadsheet, do the following:
2. Begin in the current year and complete a marketing budget
for the first year of your business. The information you enter in
the marketing budget spreadsheet will flow through to your
“Income Statement” in the “Business Plan Financials.”
2. Leave the number at zero (0) for any marketing vehicles you
do not intend to use.
2. Remember that all marketing activities involve costs. If
social media represents a significant portion of your marketing,
assume you will incur costs of advertising and these should be
reflected on your budget. Even if a social media site charges
nothing to use it, you will need to use company resources to
manage the site, pay someone to execute your social media
marketing campaigns, and most likely pay for ads on that site.
2. Do not leave the “Marketing Budget” blank assuming you
will not have any marketing costs.
2. Do not complete all the rows; only fill in the costs for the
marketing vehicles you will actually use. These must match the
content you describe in Question 4 Word portion of this
assignment.
The specific course learning outcome associated with this
assignment is:
· Create a marketing plan that identifies a target market, market
competition, a company message, and marketing vehicles for a
company.