Cola Wars
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This document discusses the cola wars between Pepsi and Coca-Cola and analyzes the profitability and attractiveness of the concentrate and bottling industries. It finds that while the concentrate industry remains profitable due to its duopoly structure and low costs, the bottling industry's attractiveness varies over time and by region due to challenges like health debates, environmental issues, and changing industry dynamics. The cola wars had mixed effects, hurting profits initially but later spurring innovation and growth as prices rose after the price war ended.
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This document analyzes the soft drink industry, specifically Coca-Cola and PepsiCo, and discusses factors that contribute to the profitability of concentrate producers over bottlers. It examines Porter's five forces and determines that suppliers, buyers, substitutes and potential entrants do not greatly threaten the industry's profitability. While internal rivalry is intense between Coke and Pepsi, they primarily compete through advertising rather than lowering prices. The document concludes that vertical integration of concentrate producers into bottling may not be necessary, as bottlers already have incentives to cooperate, and contract amendments could ensure efficient investment in bottling infrastructure.
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The soft drink concentrate business is highly profitable due to low costs of production and barriers to entry. Concentrate producers require only $25-50 million for a plant that can serve the entire US market. They face little threat from new entrants due to patented formulas and brand equity built over decades of marketing. In contrast, bottlers face higher costs, more competition, and lower profits of around 35% due to factors like needing large capital investments for plants. However, Coke and Pepsi have been able to sustain profits through brand loyalty, expanding into new markets like juices, and leveraging their brand equity globally despite slowing carbonated drink demand.
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Cola Wars
Presentation on Cola Wars between Coke and Pepsi
(Presented in Marketing Planning and Implementation-1 Course at MDI Gurgaon)
P.S- Please feel free to share your views in comments.
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This document summarizes the history and competition between Coca-Cola and PepsiCo in the cola industry. It discusses how Coca-Cola was founded in 1886 and PepsiCo in 1893. Throughout the 20th century, the two companies grew significantly and became major competitors in the cola industry. The document also analyzes Porter's Five Forces model and how consolidation among bottlers impacted industry profits. It notes that Coca-Cola and PepsiCo have majority market share in the cola industry but face challenges from health trends moving consumers to non-carbonated drinks.
Cola wars
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Stage 1 (1950-1970) saw Pepsi target African Americans and younger consumers while Coke focused overseas. Pepsi doubled US consumers while Coke assumed saturation.
Stage 2 (1970-1990) saw both diversify into food while their market shares fluctuated between 30-40%. They imitated each other's ads and perceived brand differences.
Stage 3 (1990-2006) challenges included flat demand, obesity links to CSDs, and bottlers' profit pressures. Both shifted to non-CSD drinks and smaller packaging. Coke relied more on international markets while Pepsi was more aggressive in the US non-CSD market.
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This document analyzes the cola wars between Coca-Cola and Pepsi using Porter's five forces model. It discusses the industry background and key events in 1886 and 1893. It finds that supplier power and buyer power are low due to commoditized raw materials and franchise agreements weakening bottlers' bargaining power. The threat of substitutes is high given many low-cost alternatives and customer switching costs. New entry threats are low due to high costs but rivalry is strong. The document concludes that the substitutes force is changing most as health concerns reduce carbonated soft drink consumption.
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The Carbonated Soft Drink Industry: Challenges and Strategies
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Similar to Cola Wars
SSE ColaWars Group5
This document discusses the Coca Cola concentrate and bottling businesses using Porter's Five Forces analysis. It finds that the concentrate business has high barriers to entry due to costly R&D and manufacturing. Competition is intense between Coca Cola and Pepsi who dominate the duopoly market. For bottlers, barriers to entry are also high due to capital requirements and exclusive territories. Competition is more limited for bottlers linked to concentrate producers. Overall, both the concentrate producers and bottlers are profitable but to different extents, with concentrate producers adding more value through branding and recipes.
Coca cola presentation
The document analyzes Coca Cola using various frameworks including PESTEL, Porter's Five Forces, and an industry analysis. Under PESTEL, it notes factors like developing economies, inflation, nutrition concerns, and environmental monitoring affect Coca Cola's business. The industry is very competitive with success dependent on pricing, distribution, marketing, and brand portfolio. Porter's Five Forces analyzes the threat of new entrants as low due to brand strength, and supplier power as low while buyer power and threats of substitution are high given alternatives.
Sse Cola Wars Group2
The CSD (carbonated soft drink) industry is dominated by two major players, Coca-Cola and Pepsi, which have high brand identity and reputation. The industry has high barriers to entry due to large capital requirements and faces strong competition between the major brands. Threats of substitution are moderate as customers have many beverage options but low inclination to switch brands. Supplier power is weak due to many ingredient providers, while some large buyers have bargaining power over the brands. The bottling industry serving CSD brands also has high barriers to entry, concentration among a few major players, and threats of substitution from alternative packaging types. Both industries have potential challenges from market saturation and competitive strategies of the major brands.
Sse cola wars_group2b_2011
This document analyzes the Coca-Cola and PepsiCo concentrate producer and bottler industries using Porter's Five Forces framework. It finds that the concentrate producer industry exhibits a duopoly between Coca-Cola and PepsiCo, with high barriers to entry. The bottler industry has consolidated considerably and bottlers have weak bargaining power against concentrate producers. Both industries face challenges from stagnating carbonated soft drink consumption and increasing costs, driving both to diversify into new products and markets like Asia to maintain profitability.
SSE_ColaWars_Group4
This document discusses the cola wars between Coca-Cola and Pepsi and analyzes the major participants in the concentrate and bottling industries using Porter's Five Forces model. It identifies the key players as concentrate producers, bottlers, retailers, and suppliers. It then analyzes the industries using the five forces of supplier power, threat of entry, industry rivalry, substitute competition, and buyer power. Finally, it compares the economics and attractiveness of concentrate producers versus bottlers and discusses challenges facing the cola industry's repositioning.
Sse Cola Wars Group4
This document discusses the cola wars between Coca-Cola and Pepsi and analyzes the major participants in the concentrate and bottling industries using Porter's Five Forces model. It identifies the key players as concentrate producers, bottlers, retailers, and suppliers. It then analyzes the industries using the five forces of supplier power, threat of entry, industry rivalry, substitute competition, and buyer power. Finally, it compares the economics and attractiveness of concentrate producers versus bottlers and discusses challenges facing the cola industry's repositioning.
Sse cola wars_group2b_2011
This document analyzes the soft drink concentrate and bottling industries using Porter's Five Forces framework. It finds that the concentrate industry exhibits a duopoly between Coca-Cola and PepsiCo, with high barriers to entry. The bottling industry also has high consolidation and bottlers have limited choice of concentrate producers. While the carbonated soft drink market is declining, it still represents 40% of the soft drink market, and the big companies are focusing on value-added products and investing in growing markets like Asia to counter pressures in mature markets.
SSE_cola wars_group4b_2011
1) The Coca-Cola and Pepsi concentrate industries have high rivalry due to slow growth and two equally sized competitors fighting for leadership through branding and pricing. Entry barriers are also high.
2) The bottling industry has moderate rivalry between brands but low rivalry between bottlers of the same brand. Entry barriers are also low. Retailers have significant bargaining power over bottlers.
3) Both industries face challenges from increasing health concerns, a saturated carbonated soft drink market, and growing power of retailers.
Cola Wars Con
The document analyzes the cola wars between Coke and Pepsi using Porter's five forces model. It finds that the bargaining power of suppliers and substitutes is low due to the dominance of Coke and Pepsi in concentrate production and their diversification efforts. The bargaining power of buyers is also low as retailers need Coke and Pepsi products to meet consumer demand. Barriers to entry are high due to the strong brands and distribution relationships of Coke and Pepsi. Rivalry between the two companies is high as they compete for market share leadership. Challenges for the future include maintaining their brand images and exploring growth in new markets and product categories beyond carbonated soft drinks.
Sse cola wars_group#4a_2011
The concentrate industry is highly profitable and attractive due to relatively high bargaining power of suppliers and buyers, high barriers to entry for competitors, and low switching costs for consumers despite potential emotional costs to change brands. In contrast, the bottling industry has relatively low profitability and attractiveness due to high bargaining power of buyers, high barriers to entry, and high switching costs for retailers. The two major concentrate producers, Coca-Cola and Pepsi, control prices in both industries, with the concentrate market having low competition and the bottling industry facing high competition.
Sse cola wars_group5a_2011
This document analyzes the soft drink concentrate and bottling industries using Porter's Five Forces framework. It finds that the concentrate industry exhibits high rivalry between Coca-Cola and Pepsi, who together control over 75% of the US market. Suppliers and buyers have relatively low power. There are high barriers to entry. The bottling industry sees higher capital requirements and dependency on concentrate producers through exclusive contracts. The concentrate business is more profitable than bottling due to its duopoly structure and lower capital costs. Challenges facing the industry include health trends, environmental debates, and increasing international competition.
Coca cola company
Coca Cola Company was first invented in 1886 in Atlanta, Georgia. It is now the world's largest soft-drink company selling 1.7 billion servings everyday. Its mission is to refresh the world and create value. It has a 2020 vision to double revenues. As the largest publicly traded company, it faces issues like health concerns contributing to obesity and shifting tastes. Its resources include brand loyalty, distribution networks and financial position. It faces high competition from Pepsi and must adapt to changing consumer and industry trends.
Industry analysis of soft drinks industry
This document analyzes the soft drinks industry. It identifies the major companies in the industry, including PepsiCo, Coca-Cola, Parle Agro, Dabur, and Dr Pepper Snapple Group. It then discusses aspects of the industry such as its oligopolistic structure, barriers to entry, and relationships with suppliers, buyers, and substitutes. The analysis finds that high capital requirements and need for distribution networks create significant barriers to entry, while steady industry growth makes it an attractive one for investment.
Sse Cola Wars Group4
This document discusses the cola wars between Coca-Cola and Pepsi from the 20th century into the 21st century. It analyzes the soft drink industry using Porter's Five Forces model. The document outlines that while Coke and Pepsi saw major growth in the late 20th century, consumption began declining in the late 1990s. It also notes that as the cola wars continued into the 21st century, the companies faced challenges in modifying their bottling, pricing, and branding strategies to adapt to changes in the industry and rise of substitutes. Finally, it provides references used in the analysis.
Sse Cola Wars Group6
The document analyzes the profitability of the concentrate and bottling industries using Porter's five forces model. For the concentrate industry, rivalry among existing competitors is high due to fierce competition, while threats of new entrance and bargaining power of suppliers are low. This leads to medium overall competitiveness and profitability, though individual brands may not be profitable. For bottling, threats of new entrance and bargaining power of buyers are high, making the industry less profitable with intense competitive pressures and lower margins. Key challenges facing these industries today include powerful retailers, health trends reducing sugar drink demand, and opportunities in new markets globally and for alternative beverages.
Sse cola_wars_6a_2011
The document analyzes the competitive environment of the soft drink concentrate and bottling industries using Porter's Five Forces framework. It finds:
1) The threat of new entrants is high for concentrates due to low barriers but lower for bottlers due to capital requirements.
2) Rivalry is high in both industries as customers have many options.
3) Supplier power is low for concentrates but higher for bottlers who depend on concentrate producers.
4) The threat of substitutes is high given low switching costs and many alternative beverages.
5) Buyer power varies but is overall increasing with more information and retail consolidation.
Sse cola_wars_6a_2011
The document analyzes the competitive environment of the soft drink concentrate and bottling industries using Porter's Five Forces framework. It finds that:
1) The threat of new entrants is high for concentrates due to low barriers to entry, but lower for bottlers which require more capital.
2) Rivalry is high in both industries as many competitors battle for market share.
3) Supplier power is low for concentrates which have multiple suppliers, but higher for bottlers dependent on concentrate brands.
4) The threat of substitutes is high given many alternative beverages and new consumption methods.
5) Buyer power varies but is overall increasing with more retail and consumer options.
Sse colawars group7a_2011
The document analyzes and compares the CSD (carbonated soft drink) industry and bottler industry using Porter's Five Forces model. It finds that the CSD industry faces less threats from external forces like suppliers, buyers, and substitutes. This makes the CSD industry more attractive and profitable than the bottler industry, which faces greater threats from these external forces. Emerging issues like health concerns, environmental impacts, and saturated markets may pose future challenges to the profitability and competitiveness of both industries.
An industry analysis by Porters Five Forces reveals that the soft dr.pdf
An industry analysis by Porters Five Forces reveals that the soft drink industry has historically
been favorable for positive profitability, as exemplified by Pepsi and Cokes financial outcomes.
Soft drink industry is very profitable, more so for the concentrate producers than the bottler\'s.
This is surprising considering the fact that product sold is a commodity which can even be
produced easily. There are several reasons for this, using the five forces analysis we can clearly
demonstrate how each force contributes the profitability of the industry.
Threat of new entrants
Entering bottling, meanwhile, would require substantial capital investment, which would deter
entry.
although the CP industry is not very capital intensive, other barriers would prevent entry.
Through their DSD practices, these companies had intimate relationships with their retail
channels and would be able to defend their positions effectively through discounting or other
tactics.
It would be nearly impossible for either a new CP or a new bottler to enter the industry. New CPs
would need to overcome the tremendous marketing muscle and market presence of Coke, Pepsi,
and a few others, who had established brand names that were as much as a century old.
Companies that have a door to door distribution channel in place like snack companies could
choose to diversify into soda industry
Switching costs are low for consumers who risk very little by trying new brands or
Beverages
Barriers to entry are relatively high, though, with large advertising budgets and competitive
brand loyalty to big players like Coca-Cola and Pepsi
The drinks with high growth and high hype are non-carbonated beverages such as juice drinks,
sports drinks, tea-based drinks, dairy-based drinks, and especially bottled water
Bargaining power of buyers
through five principal channels: food stores, convenience and gas, fountain, vending, and mass
merchandisers (primary part of \"Other\" in \"Cola Wars…\" case)
Bottlers own a manufacturing and sales operation in an exclusive geographic territory, with
rights granted in perpetuity by the franchiser, subject to termination only in the event of default
by the bottler
1980 Soft Drink Interbrand Competition Act preserved the right of CPs to grant exclusive
territories to their bottlers, giving less bargaining power to Bottler\'s buyers because there is no
alternative supplier
Bottlers are locked into contracts that grant CPs the right to set prices and other terms of sale
Bottlers are allowed to handle the non-cola brands of other Cps at their discretion
Bottlers are also given freedom in choosing whether or not to carry new beverages introduced by
the CPs but cannot carry directly competitive brands
Competition for brand shelf space in retail channels gives some bargaining power back to buyers
Threat of substitute products
Through the early 1960s, soft drinks were synonymous with \"colas\" in the mind of consumers.
In the 1980s and 1990s Coffee, tea, water, juices.
Sse Cola Wars Group 10
The document analyzes Porter's five forces model for the concentrate industry. It finds that there is high rivalry between major concentrate producers like Coca-Cola due to balanced competition and low barriers to entry. This high competition leads to increased marketing costs and lower overall profit potential for firms in the industry. The profitability of concentrate producers is also impacted by having few suppliers and substitutes, strong buyer power of major retailers, and threat from new innovations like Red Bull entering the market.
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An industry analysis by Porters Five Forces reveals that the soft dr.pdf
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Cola Wars
- 1. The Cola Wars Zacharias Elinder 40094 Vanessa Meyer 40091 SofieKarlsson 40082 Kim Norlander 40088
- 2. The Pepsi/Coke supply chain Supplier Supplier Supplier Supplier Pepsi Coca Cola CCE IB Fountains PBG IB Fountains Supplier End-customers
- 3. Profitability/Attractiveness of Concentrate Industry 5 Forces Analysis 1. Suppliers: Low power, low cost, commodity ingredients, many suppliers 2. Substitutes: Mature market, new beverage trends 3. Buyers: Bottlers (low barging power) & fountains Low power. 4. New Entrants: Unequal access to bottlers (soft drink inter-competition act), economics of scale. 5. Competitors: Duopoly (Pepsi & Coke dominate the market)
- 5. Duopoly, few actors share the profit
- 7. The Bottling Industry Life Cycle: Rivalry over Time 1970: 2000 # of Industry players 1910: 370 2000: 300 Introduction Growth Maturity Decline Time Grant 2008
- 9. Operating Margins 9% (sell & delivery)Exclusive geo territory rights/ decision freedom Large role in trade/consumer promo DSD Relationship with Retailers Capital intensive = barrier to entry Franchise agreements CPI index= power of buyer (bottler) “Soft drink act”= barrier to new entrants Bottlers service soda fountains Bottlers buy vending machines Packaging represents 40% of COGS but has little power VS CP Metal cans as commodities= power of buyers (bottler & CPs) Patented “Skirt” Coke bottle= barrier to entry Diversified Product Portfolio (hot-fill and Water) raised capital requirements & Margins threat/barrier of new entrants Anchor bottle model (consolidation) increased power of supplier (CPs) Internationalization imitation strategies power of bottlers localized competition High Attractiveness Low/high Attractiveness Today’s Attractiveness
- 10. Challenges Today Health Debate (low cal skepticism/sugar) Environmental debates (use of water/ recycling) Change of brand meaning (Freedom VS Greedy Capitalism) Changing industry structure Soda streamers Diversified product portfolio growing localized competition International trends: cultural differences, political instabilities, ad restrictions, regulations, soda taxes
- 11. War effects on Industry Profitability Price war had negative effect on whole industry Ending price war and raising prices helped industry Competition forced innovation and growth Competition forced players to make trade-offs Bottler proliferation (internationally) gives opportunity to new concentrate entrants