Sse Cola Wars Group1.Ppt

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ColaWarsContinue:Coke & Pepsiinth 21stCentury HjortFanni 20597 GkanidouEftychia 40096 WeiqiangHan 70399 WhenrongZhang70407

Porter’sFiveForces SUPPLIERS Bargainingpower of suppliers ConcentrateProducers Threat of substitutes Threat of new entrants POTENTIAL ENTRANTS (otherColaConcentrateProducers) SUBSTITUTES (NonColaDrinks) Rivalry among existing firms Bargaining power of buyers BUYERS (Bottlers)

BargainigPowerofSuppliers Manysuppliers Suppliers’ productscanbesubstituted (sugar/aspartame) Nondifferentiatedproducts-easyforcompanytochangesuppliers

Bargainingpowerofbottlers Many & segmentedbuyers HighSwitchingCosts Limitedoperatingmargins Nopricingcontrol CCE/PBG

ThreatsofSubstitutes Samefunction (non-colarefreshments) PriceElasticity Newneeds (sportsdrinks) Internationalization (differentneeds/customs)

PotentialEntrants StrongCustomerLoyalties Limited Access toDistributionChannels StrongretaliationbyIncumbents

Coca-ColaVsPepsi TwoStrongCompetitors HighOperatingCosts SlowIndustryGrowth –MatureMarket Lackofdifferentiation (yetbranding)

Keysuccessfactors ,[object Object],Pricesensitive, seekproductconsistencyandvariety ,[object Object],Competeprimarilyondistributionchannels/ Intenseduetolackofdifferentiation & slowgrowth ,[object Object],CostefficiencythroughundercontrolBottlers, PackageandAdvertising, extensioninthebeveragemarket.

BottlingBusiness ConcentrateProducersandother Bargainingpower of suppliers Bottlers Threat of substitutes Threat of new entrants POTENTIAL ENTRANTS SUBSTITUTES Rivalry among existing firms Bargaining power of buyers BUYERS (Retailers)

Profitabilityofthebusiness Competitionhasdecreasedprices Balancingthemarket Extensiontoothermarkets (non-CSDsandinternational)

Themodelhelpsusto: Understandthestructureofthemarket Identifythemostsignificantforce Anticipatepotentialchangestowardsnon-CSDs Understandthestructureofthedifferentparticipants

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Q1. a) Assumption: Now that CPs and bottlers have vertically integrated themselves, they can no longer distinguish themselves as different services/products as they both now provide the exact same products/services. For instance, CPs now bottle in-house and bottlers now produce their own concentrates. To understand the soft drink industry’s attractiveness, now that the CPs and bottlers have vertically integrated, Michael Porter’s five forces has been utilized. Barriers to entry are now moderate because there is still no government regulation (ex: soda tax) to sway entrants from entering the highly profitable industry. However with vertical integration this leave less distribution channels (vending machines, fountains, restaurant partnerships, etc.) and shelf space for new entrants to capture. Additionally, in the past there was a highly skewed operating income margin for the concentrate producers versus the bottler, but now with vertical integration the operating income will be closer to 10-25% due to the CPs unable to pass off all costs to the bottlers, which will entice new entrants to enter. Intensity of rivalry among established companies will stay the same because the two large soda companies will still make up more than 70% of the market share. Vertically integrating the CPs and bottlers just means that Coke and Pepsi will now be able to save on some costs by only have one supplier for their entire product instead of a fragmented supply chain. Additionally, as prices of the product are fairly stable, a price war in the future is not likely. The bargaining power of buyers will now eliminate the CPs ability to pass on 50% of their costs thus making this force low. This integration will make the master bottling agreements ineffective and most likely prompt the creation of full production agreements with Coke and Pepsi. This will have no effect on the end consumers as advertising will not be affected nor will the current convenience change. The bargaining power of suppliers will be the most affected as this will increase. As the bottlers and CPs become vertically integrated they will fight for the same suppliers, which will give them the power to control the prices of the raw inputs as in the law of economics states, an increase in demand causes an increase in prices (all else held constant). Threat of substitutes will stay the same as what was considered a substitute before will continue to be a substitute in this industry (ex: water, tea, coffee, juice, etc.) IF THERE IS NO PRICE WAR, THEN RIVALRY SHOULD BE LOW OR MODERATE Overall the industry’s attractiveness will stay the same. The profitability of this industry will entice new entrants, but the high cost of capital to compete will fully integrated companies will deter most. The rivalry, buyers and substitutes will stay the same, with only the suppliers gaining an upper hand as their demand will increase. b) There are four weaknesses of Porter’s Five forces frameworks. ...

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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 Warsâ€¦\" 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.

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1. ColaWarsContinue:Coke & Pepsiinth 21stCentury HjortFanni 20597 GkanidouEftychia 40096 WeiqiangHan 70399 WhenrongZhang70407

2. Porter’sFiveForces SUPPLIERS Bargainingpower of suppliers ConcentrateProducers Threat of substitutes Threat of new entrants POTENTIAL ENTRANTS (otherColaConcentrateProducers) SUBSTITUTES (NonColaDrinks) Rivalry among existing firms Bargaining power of buyers BUYERS (Bottlers)

3. BargainigPowerofSuppliers Manysuppliers Suppliers’ productscanbesubstituted (sugar/aspartame) Nondifferentiatedproducts-easyforcompanytochangesuppliers

4. Bargainingpowerofbottlers Many & segmentedbuyers HighSwitchingCosts Limitedoperatingmargins Nopricingcontrol CCE/PBG

5. ThreatsofSubstitutes Samefunction (non-colarefreshments) PriceElasticity Newneeds (sportsdrinks) Internationalization (differentneeds/customs)

6. PotentialEntrants StrongCustomerLoyalties Limited Access toDistributionChannels StrongretaliationbyIncumbents

7. Coca-ColaVsPepsi TwoStrongCompetitors HighOperatingCosts SlowIndustryGrowth –MatureMarket Lackofdifferentiation (yetbranding)

8.

9. BottlingBusiness ConcentrateProducersandother Bargainingpower of suppliers Bottlers Threat of substitutes Threat of new entrants POTENTIAL ENTRANTS SUBSTITUTES Rivalry among existing firms Bargaining power of buyers BUYERS (Retailers)

10. Profitabilityofthebusiness Competitionhasdecreasedprices Balancingthemarket Extensiontoothermarkets (non-CSDsandinternational)

11. Themodelhelpsusto: Understandthestructureofthemarket Identifythemostsignificantforce Anticipatepotentialchangestowardsnon-CSDs Understandthestructureofthedifferentparticipants