The document discusses trends in the global flavors industry. Some key points:
- Flavor plays an important role in product positioning, targeting audiences, and adding value beyond taste.
- Emerging markets will drive volume growth while developed markets see more innovation.
- Consolidation has created large flavor companies that can drive advances.
- Flavors can support health and wellness positioning by appearing natural or supporting functional ingredients.
- Flavors help target specific customer groups, seasons, or occasions to improve authenticity and appeal.
- Flavor selection impacts the taste experience through premium image, novelty, nostalgia, or escapism.
- The industry delivers contrasting flavor themes to satisfy
The document analyzes the strengths, weaknesses, opportunities, and threats facing Coca-Cola, the world's largest producer of soft drinks. It finds that while Coca-Cola has a strong global presence and financial resources, it remains reliant on carbonated drinks and faces challenges from health concerns about sugar. The document recommends Coca-Cola focus on expanding in emerging markets like India and China and growing its portfolio of non-carbonated drinks.
The document discusses several dominant trends driving change in the beverage industry: consumers are looking for more sustainable packaging, functional and convenient beverage formats, and healthier product offerings. To meet these demands, beverage manufacturers are expanding their product lines, incorporating more recycled materials in packaging, and investing in new equipment and automation. The COVID-19 pandemic also disrupted supply chains and material sourcing. Overall, beverage companies are adapting products and modernizing operations to satisfy changing consumer preferences.
Coca-Cola's SWOT analysis identifies reputable branding and global recognition as strengths, but weaknesses include a lack of cultural knowledge in India and issues with water exploitation and public health. Opportunities exist in India's growing market and reduced trade barriers, but threats include regulatory challenges regarding resource use and increasing health consciousness among Indian consumers. The document recommends Coca-Cola improve cultural understanding, social responsibility, government relations, and responsiveness to customers in order to expand in India.
Coca-Cola, the product that has given the world its best-known taste was born in Atlanta, Georgia, on May 8, 1886. Coca-Cola Company is the world’s leading manufacturer, marketer and distributor of non-alcoholic beverage concentrates and syrups, used to produce nearly 400 beverage brands. It sells beverage concentrates and syrups to bottling and canning operators, distributors, fountain retailers and fountain wholesalers. The Company’s beverage products comprises of bottled and canned soft drinks as well as concentrates, syrups and not-ready-to-drink powder products. In addition to this, it also produces and markets sports drinks, tea and coffee. The Coca-Cola Company began building its global network in the 1920s
This 3 sentence summary provides the key details from the business plan document:
The document outlines a business plan for Coke Drink, which is a beverage company that produces and distributes soft drinks including their flagship product, Coke. The plan discusses the company's management, marketing strategies, operations, finances, and goals to maximize growth in global markets and increase market share. The main competitor identified is Pepsi.
This document provides a marketing plan for a new 100% organic juice beverage called BURST! that is being developed by Coca-Cola. It begins by reviewing Coca-Cola's mission, objectives, current brands/products, and general marketing strategies. It then analyzes Coca-Cola's competitive environment and market shares. A SWOT analysis is presented for Coca-Cola. The document finds that Coca-Cola needs more organic and healthy beverage options. It conducted consumer research and determined there is demand for a product that is natural, organic, and provides vitamins/minerals. The marketing plan proposes developing BURST!, a 100% organic juice drink, to meet this need and opportunity.
The document provides an overview and analysis of The Coca-Cola Company. It discusses the company's history and objectives to achieve growth through expanding its portfolio, partnerships, and management. It then performs a SWOT analysis, identifying strengths such as brand recognition, and weaknesses like a focus on carbonated drinks. Opportunities include growing demand for bottled water and healthy products, while threats include changes in consumer preferences toward healthier substitutions.
The document analyzes the strengths, weaknesses, opportunities, and threats facing Coca-Cola, the world's largest producer of soft drinks. It finds that while Coca-Cola has a strong global presence and financial resources, it remains reliant on carbonated drinks and faces challenges from health concerns about sugar. The document recommends Coca-Cola focus on expanding in emerging markets like India and China and growing its portfolio of non-carbonated drinks.
The document discusses several dominant trends driving change in the beverage industry: consumers are looking for more sustainable packaging, functional and convenient beverage formats, and healthier product offerings. To meet these demands, beverage manufacturers are expanding their product lines, incorporating more recycled materials in packaging, and investing in new equipment and automation. The COVID-19 pandemic also disrupted supply chains and material sourcing. Overall, beverage companies are adapting products and modernizing operations to satisfy changing consumer preferences.
Coca-Cola's SWOT analysis identifies reputable branding and global recognition as strengths, but weaknesses include a lack of cultural knowledge in India and issues with water exploitation and public health. Opportunities exist in India's growing market and reduced trade barriers, but threats include regulatory challenges regarding resource use and increasing health consciousness among Indian consumers. The document recommends Coca-Cola improve cultural understanding, social responsibility, government relations, and responsiveness to customers in order to expand in India.
Coca-Cola, the product that has given the world its best-known taste was born in Atlanta, Georgia, on May 8, 1886. Coca-Cola Company is the world’s leading manufacturer, marketer and distributor of non-alcoholic beverage concentrates and syrups, used to produce nearly 400 beverage brands. It sells beverage concentrates and syrups to bottling and canning operators, distributors, fountain retailers and fountain wholesalers. The Company’s beverage products comprises of bottled and canned soft drinks as well as concentrates, syrups and not-ready-to-drink powder products. In addition to this, it also produces and markets sports drinks, tea and coffee. The Coca-Cola Company began building its global network in the 1920s
This 3 sentence summary provides the key details from the business plan document:
The document outlines a business plan for Coke Drink, which is a beverage company that produces and distributes soft drinks including their flagship product, Coke. The plan discusses the company's management, marketing strategies, operations, finances, and goals to maximize growth in global markets and increase market share. The main competitor identified is Pepsi.
This document provides a marketing plan for a new 100% organic juice beverage called BURST! that is being developed by Coca-Cola. It begins by reviewing Coca-Cola's mission, objectives, current brands/products, and general marketing strategies. It then analyzes Coca-Cola's competitive environment and market shares. A SWOT analysis is presented for Coca-Cola. The document finds that Coca-Cola needs more organic and healthy beverage options. It conducted consumer research and determined there is demand for a product that is natural, organic, and provides vitamins/minerals. The marketing plan proposes developing BURST!, a 100% organic juice drink, to meet this need and opportunity.
The document provides an overview and analysis of The Coca-Cola Company. It discusses the company's history and objectives to achieve growth through expanding its portfolio, partnerships, and management. It then performs a SWOT analysis, identifying strengths such as brand recognition, and weaknesses like a focus on carbonated drinks. Opportunities include growing demand for bottled water and healthy products, while threats include changes in consumer preferences toward healthier substitutions.
This document analyzes the marketing environment of Coca-Cola in Vietnam. It examines both the macroenvironment, including economic, natural, technological, political, and cultural factors, as well as the microenvironment comprising the company itself, suppliers, marketing intermediaries, customers, competitors, and publics. Some key points are that economic instability can impact sales while technological advances allow for more environmentally friendly packaging. Coca-Cola faces competition from Pepsi in Vietnam and must consider public opinion to protect its reputation.
The objective of the project was to identify, for audit planning purposes, the risk factors of Coca Cola company of the beverage industry. The project gave us hands-on experience with the procedures and techniques used in the audit engagement to audit planning phase.
- PepsiCo reported $65 billion in revenue in 2013, with organic revenue growth of 5% and operating margins of 15%.
- PepsiCo has a balanced portfolio across snacks and beverages, with leading positions globally in salty snacks and being the #2 player globally in beverages.
- PepsiCo has over 20 billion-dollar brands and over 40 brands between $250 million and $1 billion in revenue.
This marketing plan summarizes Coca-Cola's objectives for 2015 which are to increase market share, brand awareness, and connections with consumers globally. It reviews Coca-Cola's financials, product portfolio, competitors, distribution channels, and marketing strategies. The plan's key marketing strategies are to position Coca-Cola as the top beverage company through packaging innovation, affordable pricing to boost market penetration, and a promotional mix including television, magazine, and outdoor advertisements. The objective is to sustain growth in mature markets while expanding into emerging markets.
The document discusses considerations for Dr Pepper Snapple Group's potential entry into the US energy beverage market in 2008, including an analysis of the market, competitors, potential target consumers, product line and positioning options, marketing channels, pricing, and promotional strategies. Key decisions center around choosing a target demographic, product attributes like package size and flavors, a differentiating positioning, and an advertising approach.
This document contains a marketing plan for a new ready-to-drink bubble tea product called "Bubble Buzz" to be launched by The Coca-Cola Company. It includes an analysis of the industry, target market, competition, and customer. A marketing strategy is proposed focusing on product design, pricing, placement, and promotional activities. The objectives are to create awareness of the new product, gain market share in the functional drinks segment, and make Coca-Cola the market leader in that segment.
Coca-Cola is the largest bottler of its own branded beverages globally in terms of sales volume. It has a strong brand portfolio including carbonated drinks, water, juices, energy drinks, coffee, and beer. Its mission is to refresh the world and inspire optimism. It is moving from creative to content excellence. A PESTEL analysis shows that Coca-Cola is influenced by various political, economic, social, technological, environmental, and legal factors in different countries. Porter's five forces analysis indicates threats from substitutes and powerful customers, but low threat of new entry and competitive rivalry between the major players. Coca-Cola aims to focus on customer value, implement segmentation strategies, drive innovation, and achieve operational
Coca Cola conducted a SWOT analysis that identified their strengths as being the world's leading brand with the largest market share and most extensive distribution network due to strong customer loyalty. Opportunities exist to diversify into non-carbonated drinks, open new outlets in areas with low market share, and target youth. Weaknesses include negative publicity, reliance on carbonated drinks, lack of presence in snacks/food, and declining market share. Threats come from strong competition with Pepsico, increasing health consciousness reducing soda consumption, and more beverage choices.
Coca-Cola is pursuing a low-cost, high-volume strategy to boost sales of its flagship Coke brand in India. It has lowered the price of Coke concentrate for bottlers and the price of 200ml Coke bottles to Rs. 8, while keeping prices of other brands like Thums Up and Sprite the same. This makes Coke bottling unprofitable but is aimed at increasing Coke's volumes in India. Coca-Cola's global headquarters focuses on the performance of the Coke brand specifically, so growing Coke volumes is important to how Coca-Cola is perceived globally despite the strategy compromising bottlers' profits locally.
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.
Describe the Political and Macro environment impact on Cocacola. cover the macro factors that has direct impact on brand and describe the tools that exits to marketers to analyze and over come the same situation.
Group presentation mkt dr pepper and snapplenoriz07
The case study examines Dr Pepper Snapple Group's decision to enter the energy drink market. Key considerations included developing a protein-enhanced drink to differentiate it from competitors' offerings. The marketing plan proposed a natural formulation priced at $2.00 and distributed through supermarkets and convenience stores with promotional support on social media and sponsorships. While brand loyalty poses a challenge, diversifying into the high-growth energy segment could generate profits if the new product is successfully differentiated.
This marketing plan document outlines Coca-Cola's strategy for marketing a new innovative beverage packaging in 2015. It provides background on Coca-Cola as the largest manufacturer and marketer of non-alcoholic beverages worldwide. It then performs a SWOT analysis, identifying strengths such as brand recognition, weaknesses such as health concerns, opportunities such as new product introductions, and threats such as substitutes and changing consumer preferences. It also analyzes the political, economic, social and technological factors impacting Coca-Cola through a PEST analysis. The overall purpose is to develop a plan to market a new concept for beverage packaging that will help Coca-Cola continue growing its brand in the future.
The Coca-Cola Company is one of the largest beverage companies in the world. It has a market share of around 26% globally and operates in over 200 countries. In 2013, it reported revenues of $46.85 billion and profits of $9.01 billion with 146,200 employees. Some of its main competitors include PepsiCo, Dr Pepper Snapple Group, and Nestle. Coca-Cola has maintained its position as the largest beverage company through strong marketing, a vast distribution network, and high customer loyalty to its brands. However, it also faces challenges from changing consumer preferences toward healthier options and increasing competition.
This document provides information about Coca-Cola, including its history, leadership, mission, values, financial details, and competitive strategies. Coca-Cola was founded in 1886 in Georgia and is now the largest beverage company in the world. The company aims to refresh the world and create value through its portfolio of brands. It focuses on having a great workplace and building sustainable communities. Coca-Cola has a strong brand but also faces threats from changing consumer preferences and competition from PepsiCo. The company plans to double its revenue by 2020 through market penetration and related diversification.
This document provides an overview and analysis of Coca-Cola. It discusses the company's history beginning in 1886, products, vision, mission, objectives, PEST analysis, Porter's 5 forces, SWOT analysis, corporate strategy, business strategy, life cycle, and BCG matrix. Recommendations are made to focus on product differentiation, avoid negative health effects, expand into non-carbonated drinks and snacks, pursue vertical integration, and broaden distribution channels.
Coca Cola Audit Presentation: Planning the AuditHayden Fein
Coca-Cola is a global beverage company founded in 1886 headquartered in Atlanta, Georgia. It manufactures and distributes over 500 brands of non-alcoholic drinks in over 200 countries. As the world's largest beverage company, Coca-Cola generates revenue through concentrate sales to bottlers and finished product sales to distributors and retailers. It faces risks from changing consumer preferences, increased competition, and health concerns about obesity.
This document provides a summary of Pepsi's strategy in the carbonated soft drink market. It analyzes the industry forces, including the threat of new entrants, bargaining power of buyers and suppliers, availability of substitutes, and rivalry between existing competitors. It discusses Pepsi's pricing strategies, opportunities for developing complements, efforts at product differentiation, and potential areas for cooperation with chief rival Coca-Cola. The document recommends that Pepsi focus on developing complements through its Frito Lay and Quaker brands, make a bigger push in the fountain drink segment, and jointly with Coke de-escalate new product introductions and advertising attacks in developing overseas markets.
Coca-Cola’s Marketing Challenges in Brazil: The Tubainas WarTARIQ KHAN
Coca-Cola's market share in Brazil was 50% in 2003. While its profits and market share declined in recent years, it maintained strengths such as a large manufacturing and commercial fleet presence. However, it faced challenges from competitors like Ambev and private label brands that captured over 33% of the market. Coca-Cola analyzed its financial performance and implemented strategies like lowering prices and regaining distribution to improve profitability and market share in Brazil, which was a key overseas market. It created an internal factor evaluation matrix to assess strengths and weaknesses as it worked to make its Brazilian subsidiary the largest overseas operation.
iMedia Brand Summit - My Coke Rewards OverviewMichael La Kier
Coca-Cola has transitioned to blurring the lines between online advertiser and publisher by developing its own content and experiences for consumers through programs like My Coke Rewards. This required significant internal reorganization, new technology, and partnerships. It allows Coca-Cola to directly engage consumers, generate valuable media exposure for brands, and increase marketing productivity and brand health through integrated brand experiences. Other companies are also moving in this direction by developing their own online content and platforms.
The document discusses Gross Margin Return on Inventory Investment (GMROII), a metric that measures profitability and productivity of inventory. It explains that GMROII considers both margin percentage and inventory turns to evaluate categories. Walmart uses GMROII to make strategic buying decisions and aims for higher GMROII categories like carbonated soft drinks. The Global Account Team will provide GMROII training and tools to help sellers understand and improve their GMROII performance.
This document analyzes the marketing environment of Coca-Cola in Vietnam. It examines both the macroenvironment, including economic, natural, technological, political, and cultural factors, as well as the microenvironment comprising the company itself, suppliers, marketing intermediaries, customers, competitors, and publics. Some key points are that economic instability can impact sales while technological advances allow for more environmentally friendly packaging. Coca-Cola faces competition from Pepsi in Vietnam and must consider public opinion to protect its reputation.
The objective of the project was to identify, for audit planning purposes, the risk factors of Coca Cola company of the beverage industry. The project gave us hands-on experience with the procedures and techniques used in the audit engagement to audit planning phase.
- PepsiCo reported $65 billion in revenue in 2013, with organic revenue growth of 5% and operating margins of 15%.
- PepsiCo has a balanced portfolio across snacks and beverages, with leading positions globally in salty snacks and being the #2 player globally in beverages.
- PepsiCo has over 20 billion-dollar brands and over 40 brands between $250 million and $1 billion in revenue.
This marketing plan summarizes Coca-Cola's objectives for 2015 which are to increase market share, brand awareness, and connections with consumers globally. It reviews Coca-Cola's financials, product portfolio, competitors, distribution channels, and marketing strategies. The plan's key marketing strategies are to position Coca-Cola as the top beverage company through packaging innovation, affordable pricing to boost market penetration, and a promotional mix including television, magazine, and outdoor advertisements. The objective is to sustain growth in mature markets while expanding into emerging markets.
The document discusses considerations for Dr Pepper Snapple Group's potential entry into the US energy beverage market in 2008, including an analysis of the market, competitors, potential target consumers, product line and positioning options, marketing channels, pricing, and promotional strategies. Key decisions center around choosing a target demographic, product attributes like package size and flavors, a differentiating positioning, and an advertising approach.
This document contains a marketing plan for a new ready-to-drink bubble tea product called "Bubble Buzz" to be launched by The Coca-Cola Company. It includes an analysis of the industry, target market, competition, and customer. A marketing strategy is proposed focusing on product design, pricing, placement, and promotional activities. The objectives are to create awareness of the new product, gain market share in the functional drinks segment, and make Coca-Cola the market leader in that segment.
Coca-Cola is the largest bottler of its own branded beverages globally in terms of sales volume. It has a strong brand portfolio including carbonated drinks, water, juices, energy drinks, coffee, and beer. Its mission is to refresh the world and inspire optimism. It is moving from creative to content excellence. A PESTEL analysis shows that Coca-Cola is influenced by various political, economic, social, technological, environmental, and legal factors in different countries. Porter's five forces analysis indicates threats from substitutes and powerful customers, but low threat of new entry and competitive rivalry between the major players. Coca-Cola aims to focus on customer value, implement segmentation strategies, drive innovation, and achieve operational
Coca Cola conducted a SWOT analysis that identified their strengths as being the world's leading brand with the largest market share and most extensive distribution network due to strong customer loyalty. Opportunities exist to diversify into non-carbonated drinks, open new outlets in areas with low market share, and target youth. Weaknesses include negative publicity, reliance on carbonated drinks, lack of presence in snacks/food, and declining market share. Threats come from strong competition with Pepsico, increasing health consciousness reducing soda consumption, and more beverage choices.
Coca-Cola is pursuing a low-cost, high-volume strategy to boost sales of its flagship Coke brand in India. It has lowered the price of Coke concentrate for bottlers and the price of 200ml Coke bottles to Rs. 8, while keeping prices of other brands like Thums Up and Sprite the same. This makes Coke bottling unprofitable but is aimed at increasing Coke's volumes in India. Coca-Cola's global headquarters focuses on the performance of the Coke brand specifically, so growing Coke volumes is important to how Coca-Cola is perceived globally despite the strategy compromising bottlers' profits locally.
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.
Describe the Political and Macro environment impact on Cocacola. cover the macro factors that has direct impact on brand and describe the tools that exits to marketers to analyze and over come the same situation.
Group presentation mkt dr pepper and snapplenoriz07
The case study examines Dr Pepper Snapple Group's decision to enter the energy drink market. Key considerations included developing a protein-enhanced drink to differentiate it from competitors' offerings. The marketing plan proposed a natural formulation priced at $2.00 and distributed through supermarkets and convenience stores with promotional support on social media and sponsorships. While brand loyalty poses a challenge, diversifying into the high-growth energy segment could generate profits if the new product is successfully differentiated.
This marketing plan document outlines Coca-Cola's strategy for marketing a new innovative beverage packaging in 2015. It provides background on Coca-Cola as the largest manufacturer and marketer of non-alcoholic beverages worldwide. It then performs a SWOT analysis, identifying strengths such as brand recognition, weaknesses such as health concerns, opportunities such as new product introductions, and threats such as substitutes and changing consumer preferences. It also analyzes the political, economic, social and technological factors impacting Coca-Cola through a PEST analysis. The overall purpose is to develop a plan to market a new concept for beverage packaging that will help Coca-Cola continue growing its brand in the future.
The Coca-Cola Company is one of the largest beverage companies in the world. It has a market share of around 26% globally and operates in over 200 countries. In 2013, it reported revenues of $46.85 billion and profits of $9.01 billion with 146,200 employees. Some of its main competitors include PepsiCo, Dr Pepper Snapple Group, and Nestle. Coca-Cola has maintained its position as the largest beverage company through strong marketing, a vast distribution network, and high customer loyalty to its brands. However, it also faces challenges from changing consumer preferences toward healthier options and increasing competition.
This document provides information about Coca-Cola, including its history, leadership, mission, values, financial details, and competitive strategies. Coca-Cola was founded in 1886 in Georgia and is now the largest beverage company in the world. The company aims to refresh the world and create value through its portfolio of brands. It focuses on having a great workplace and building sustainable communities. Coca-Cola has a strong brand but also faces threats from changing consumer preferences and competition from PepsiCo. The company plans to double its revenue by 2020 through market penetration and related diversification.
This document provides an overview and analysis of Coca-Cola. It discusses the company's history beginning in 1886, products, vision, mission, objectives, PEST analysis, Porter's 5 forces, SWOT analysis, corporate strategy, business strategy, life cycle, and BCG matrix. Recommendations are made to focus on product differentiation, avoid negative health effects, expand into non-carbonated drinks and snacks, pursue vertical integration, and broaden distribution channels.
Coca Cola Audit Presentation: Planning the AuditHayden Fein
Coca-Cola is a global beverage company founded in 1886 headquartered in Atlanta, Georgia. It manufactures and distributes over 500 brands of non-alcoholic drinks in over 200 countries. As the world's largest beverage company, Coca-Cola generates revenue through concentrate sales to bottlers and finished product sales to distributors and retailers. It faces risks from changing consumer preferences, increased competition, and health concerns about obesity.
This document provides a summary of Pepsi's strategy in the carbonated soft drink market. It analyzes the industry forces, including the threat of new entrants, bargaining power of buyers and suppliers, availability of substitutes, and rivalry between existing competitors. It discusses Pepsi's pricing strategies, opportunities for developing complements, efforts at product differentiation, and potential areas for cooperation with chief rival Coca-Cola. The document recommends that Pepsi focus on developing complements through its Frito Lay and Quaker brands, make a bigger push in the fountain drink segment, and jointly with Coke de-escalate new product introductions and advertising attacks in developing overseas markets.
Coca-Cola’s Marketing Challenges in Brazil: The Tubainas WarTARIQ KHAN
Coca-Cola's market share in Brazil was 50% in 2003. While its profits and market share declined in recent years, it maintained strengths such as a large manufacturing and commercial fleet presence. However, it faced challenges from competitors like Ambev and private label brands that captured over 33% of the market. Coca-Cola analyzed its financial performance and implemented strategies like lowering prices and regaining distribution to improve profitability and market share in Brazil, which was a key overseas market. It created an internal factor evaluation matrix to assess strengths and weaknesses as it worked to make its Brazilian subsidiary the largest overseas operation.
iMedia Brand Summit - My Coke Rewards OverviewMichael La Kier
Coca-Cola has transitioned to blurring the lines between online advertiser and publisher by developing its own content and experiences for consumers through programs like My Coke Rewards. This required significant internal reorganization, new technology, and partnerships. It allows Coca-Cola to directly engage consumers, generate valuable media exposure for brands, and increase marketing productivity and brand health through integrated brand experiences. Other companies are also moving in this direction by developing their own online content and platforms.
The document discusses Gross Margin Return on Inventory Investment (GMROII), a metric that measures profitability and productivity of inventory. It explains that GMROII considers both margin percentage and inventory turns to evaluate categories. Walmart uses GMROII to make strategic buying decisions and aims for higher GMROII categories like carbonated soft drinks. The Global Account Team will provide GMROII training and tools to help sellers understand and improve their GMROII performance.
Shelf savvy thinking vol xv building our brands in-storeNormaAlcazar
This document discusses Coca-Cola's in-store branding strategies over time to develop their brands. It shows how their focus has evolved from establishing refreshment fundamentals to building anchor occasions to expanding daily habits as the category has developed. Two core message themes that have helped establish the Coca-Cola brand are "ice cold refreshment" and "invitation." The document promotes using Coca-Cola's Design Machine tool to efficiently build their brands in store.
Intro to shelf savvy marketing shelf savvy tool booksNormaAlcazar
This document introduces shelf-savvy marketing tools from Coca-Cola. It explains that shelf-savvy marketing converts shoppers to buyers by transforming insights into value at the shelf. To become shelf-savvy marketers, teams should understand brands and shoppers, activate holistically to create value for all stakeholders, and balance brand love with brand value. The document outlines tools and habits that marketers can use to prioritize opportunities, create differentiated offerings, optimize the retail experience, and measure their impact at capturing brand value.
Intro to obppc architecture shelf savvy tool booksNormaAlcazar
OBPPC defines the optimal brands, packages, prices, and channels to meet consumer needs for each consumption occasion. It aims to increase sales volume and value by segmenting offerings. Good OBPPC incorporates three principles: 1) defining distinct package roles like entry, upsize, upscale to meet objectives, 2) capturing unique needs of shoppers in different channels, and 3) differentiating the offering across retail channels and customers. Developing an effective OBPPC strategy starts by identifying high-potential opportunities and incorporating packaging roles, shopper segmentation, and channel differentiation.
The Importance of Branding for Credit Unions in a Marketing Driven World - Lessons Learned from Coca-Cola. Presented by Michael La Kier, May 2006 at the Georgia Credit Union Affiliates (GCUA) Annual Convention.
Customizing the In-Store Experience to Meet Shopper PreferenceMichael La Kier
The document discusses customizing the in-store experience to meet shopper preferences. It covers understanding shoppers and their behaviors, such as trip missions and shopping pace, to inform store design and merchandising strategies. Placement of product categories and elements can be tailored to fulfill different roles in driving traffic, loyalty, and basket size based on a brand's promise. Understanding navigation patterns and trip missions helps determine optimal product placement to engage shoppers.
Shelf savvy thinking vol xvi marketplace executionNormaAlcazar
The document discusses evolving Coca-Cola's marketing approach, called DNA 3.0, to take a more holistic view of marketplace execution. It focuses on simplifying language, providing a portfolio perspective, balancing art and science, and integrating bottlers and customers. It overhauls the marketplace execution process to no longer distinguish above and below the line marketing and focus on holistic retail activation and customer experiences. The new approach aims to inspire excellence across how consumers and shoppers experience brands everywhere through collaboration.
Category Management is becoming increasingly important for companies to drive growth and profitability. There are three major trends transforming the consumer packaged goods ecosystem: growing retailer power, the importance of shopper marketing, and harnessing insights from big data. Category Management addresses these trends by ensuring companies understand customers and shoppers at the category level. To master Category Management, companies must progress along a maturity curve with investments in people, processes, and tools. This will allow them to better understand shoppers, customize assortments for retailers, and generate insights from large and diverse data sources.
Category management is a retailing concept that breaks products into discrete groups ("categories") and manages each as a strategic business unit. It has become more important as stores have grown larger and offerings more complex. The document outlines the category management process, beginning with defining categories and their roles. It describes evaluating categories to find strengths and weaknesses. Key steps are setting sales and margin targets for each category and segment, then defining strategies and specific actions around assortment, price, promotion and exposure. Regular execution includes category reviews, testing, roll-outs and monitoring to drive goals over time.
A free version of Wal-Mart Stores, Inc. SWOT analysis 2017. To get the full presentation buy the SWOT here: https://www.strategicmanagementinsight.com/swot-analyses/walmart-swot-analysis.html
A free version of The Coca Cola Company SWOT analysis 2017. To get the full presentation buy the SWOT here: https://www.strategicmanagementinsight.com/swot-analyses/coca-cola-swot-analysis.html
Coke's 'fans first' approach in social communitiesiStrategy
A presentation by Michael Donnelly,
Group Director of Worldwide Interactive Marketing for Coca-Cola, created for the iStrategy2010 conference. @MichaelDonnelly
This presentation outlines Coke's 'fans first' approach in social communities.
The document provides information about a case study on Coca-Cola including objectives, company overview, vision, mission, values, external environment analysis, industry analysis, company analysis, strategies, competitors, and strategic formulation. It discusses Coca-Cola's history, products, financials, growth strategies, and comparison to competitor Pepsi. The document analyzes Coca-Cola's strengths, weaknesses, opportunities, threats and positions products in the BCG matrix.
The document discusses how shopper behavior is changing due to time constraints and lifestyle changes. It analyzes different shopper need states and how retailers can adapt merchandising and store layout to satisfy these evolving needs. Key insights include that cleanliness, selection, and convenience are very important to shoppers. The beverage category can be organized into different consumer need states that retailers should clearly message to drive shopper conversion.
This document provides an advocacy playbook and reference manual for the California Center for Public Health Advocacy (CCPHA). It includes sample advocacy campaign materials like FAQs, op-eds, and social media posts focused on a proposed "SB X" bill that would require health warning labels on sugar-sweetened beverages. It also outlines traditional and online media strategies and lists potential partner and opposing organizations related to issues like menu labeling and sweetened beverage taxes. The playbook aims to help CCPHA advocate for public health policies through effective messaging and coalition building.
Obesity is the third greatest social burden driven by human beings, after smoking and war, violence and terrorism. And while sugar consumption is far from the only cause of this, it is increasingly in the spotlight.
Tap into Success in the Lucrative Cold Pressed Juice Business: A Plethora of ...priyankapuri0018
When considering beverages, there has been a notable transition in the global market towards healthier options, and the juice industry is leading this transformation. In this blog post, we will explore the dynamic terrain of the juice market, analyzing its scale, major participants, and future possibilities. Furthermore, we will investigate opportunities within the juice industry and the prospective outlook for the juice market.
Unveiling Zest: Exploring North America's Juice Market Marvelpriyankapuri0018
In the ever-evolving beverage industry, the Fruit and Vegetable Juice Market stands out as a lively symphony of flavors and health-conscious options. Join us on a rejuvenating exploration, as we delve into trends, market size, and key statistics that influence the Juice Market, Juice Industry, and Juice Sector.
This document provides an overview of the soft drink industry supply chain and its major players. It discusses how the industry is made up of syrup producers like Coca-Cola and PepsiCo that manufacture flavoring syrups and concentrates, and bottlers that blend the syrups with other ingredients and package the drinks. It also covers the distribution channels that get the drinks to consumers, as well as marketing and the major product segments. The largest segment is carbonated soft drinks, while the leading brands are Coca-Cola, Pepsi, and Gatorade. Supermarkets are the major sales channel for these drinks.
This document provides an overview of PepsiCo, including its history, leadership, financial performance, competitors, and marketing strategies. Some key points:
- PepsiCo was formed in 1965 through the merger of Pepsi-Cola and Frito-Lay and has since expanded its portfolio through acquisitions of brands like Tropicana and Gatorade.
- It is the second largest food and beverage company globally and generates over $43 billion in annual revenue.
- Indra Nooyi has served as CEO since 2006 and has led the company's expansion beyond soft drinks into snacks and other foods.
- The document discusses PepsiCo's marketing environment and strategies, including a SWOT
Scientists and public health groups are increasing pressure on food and beverage companies to reduce added sugars in products due to links between sugar consumption and health problems like obesity, diabetes and cancer. This poses challenges for companies who rely on sugar for taste and sales. While companies are making some reductions, critics argue it is not enough and governments may impose taxes or regulations to force further changes in eating habits. Finding a substitute for sugar without compromising taste remains difficult and is a major focus of industry research spending.
The document analyzes Mexico's implementation of an IEPS tax on sugar-sweetened beverages to address high rates of obesity and diabetes. It summarizes arguments for and against the tax, noting that while sugar intake contributes to obesity, other factors like inactivity are also involved. It outlines the strategy developed by health authorities to reduce consumption through fiscal and educational measures like prohibiting unhealthy foods in schools. The proposal to Congress included a 1 peso per liter tax on sugar-sweetened beverages to potentially lower disease rates by diminishing negative health impacts and treatment costs.
- Functional beverages play an important role in people's health and hydration. The market has grown rapidly over the past decade, especially in North America, with more specific choices tailored to individual needs.
- The global functional beverage market was valued at $500 billion in 2014, with Europe accounting for the largest portion. Fortified beverages make up an estimated $60 billion of the non-alcoholic beverage market.
- Advancements in product development and technology allow beverage manufacturers to react faster to consumer demands and add more nutrients through taste masking and microencapsulation. Functional beverages are popular in different cultures and regions in diverse forms.
Don't mention the S word: A fresh perspective on sugar from The Value EngineersSean Davey
Sugar is the topic FMCG marketers can't seem to avoid at the moment - from World Health Organization and UK SACN reports. to That Sugar Film and Jamie Oliver's Sugar Rush. This short SlideShare gives a bit of context to the current debate, and building on that offers some starter-for-ten questions which brands should be exploring.
Framing the Berkeley Soda Tax around Children’s HealthJSI
Presented by JSI's Clancey Bateman and Sara Soka at the 2015 Childhood Obesity Conference, this poster provides the key messages and dissemination strategies used during Berkeley’s sugary drink tax campaign and
makes recommendations for framing sugary drink initiatives.
Perspective T h e N EW ENGL A N D JOU R NA L o f M ED.docxkarlhennesey
Perspective
T h e N EW ENGL A N D JOU R NA L o f M EDICI N E
april 30, 2009
1n engl j med 10.1056/nejmp0902392
The obesity epidemic has in-spired calls for public health
measures to prevent diet-related
diseases. One controversial idea is
now the subject of public debate:
food taxes.
Forty states already have small
taxes on sugared beverages and
snack foods, but in the past year,
Maine and New York have pro-
posed large taxes on sugared bev-
erages, and similar discussions
have begun in other states. The
size of the taxes, their potential
for generating revenue and reduc-
ing consumption, and vigorous
opposition by the beverage indus-
try have resulted in substantial
controversy. Because excess con-
sumption of unhealthful foods
underlies many leading causes of
death, food taxes at local, state,
and national levels are likely to
remain part of political and pub-
lic health discourse.
Sugar-sweetened beverages
(soda sweetened with sugar, corn
syrup, or other caloric sweeteners
and other carbonated and uncar-
bonated drinks, such as sports
and energy drinks) may be the
single largest driver of the obe-
sity epidemic. A recent meta-
analysis found that the intake of
sugared beverages is associated
with increased body weight, poor
nutrition, and displacement of
more healthful beverages; in-
creasing consumption increases
risk for obesity and diabetes; the
strongest effects are seen in stud-
ies with the best methods (e.g.,
longitudinal and interventional
vs. correlational studies); and in-
terventional studies show that re-
duced intake of soft drinks im-
proves health.1 Studies that do not
support a relationship between
consumption of sugared bever-
ages and health outcomes tend to
be conducted by authors support-
ed by the beverage industry.2
Sugared beverages are market-
ed extensively to children and
adolescents, and in the mid-1990s,
children’s intake of sugared bev-
erages surpassed that of milk. In
the past decade, per capita intake
of calories from sugar-sweetened
beverages has increased by nearly
30% (see bar graph)3; beverages
now account for 10 to 15% of the
calories consumed by children
and adolescents. For each extra
can or glass of sugared beverage
Ounces of Prevention — The Public Policy Case for Taxes
on Sugared Beverages
Kelly D. Brownell, Ph.D., and Thomas R. Frieden, M.D., M.P.H.
Sugar, rum, and tobacco are commodities which
are nowhere necessaries of life, which are become
objects of almost universal consumption, and which
are therefore extremely proper subjects of taxation.
Adam Smith, The Wealth of Nations, 1776
P E R S P E C T I V E
2 n engl j med 10.1056/nejmp0902392
consumed per day, the likelihood
of a child’s becoming obese in-
creases by 60%.4
Taxes on tobacco products have
been highly effective in reducing
consumption, and data indicate
that higher prices also reduce
soda consumption. A review con-
ducted by Yale University’s
Rudd Center ...
This document provides an integrated marketing communications plan for the Ministry of Health and Social Services of Quebec to reduce sugary drink consumption among teenagers. It begins with an executive summary that outlines targeting parents of children aged 5-18 with marketing. It then performs external and internal analyses, including of competitors like Coke and Red Bull. Consumer analysis finds that people want more information on health effects. The plan proposes targeting this group with advertising concepts based on visual metaphors. Advertising will occur in the Berri-UQAM metro station and Coup de Pouce magazine. Social media influencer Marilou Bourdon will promote the campaign. The budget is $120,000 CAD with evaluation planned to measure effectiveness.
Up to 20% of the global population avoids gluten for medical or non-medical reasons. The gluten-free market is valued at over $10 billion in the US alone and is growing rapidly due to increased consumer demand. While originally driven by those with celiac disease or gluten intolerance, many consumers now avoid gluten for perceived health or weight loss benefits despite a lack of evidence. Food and beverage companies have launched over 9,500 new gluten-free products globally since 2008 to meet this demand, focusing on convenient, healthy options. Further innovation in functional beverages and supplements could help companies expand into new markets and appeal to broader health-conscious audiences.
Health & Wellness 2014 Snapshot (Look for the 2015 Update by Schieber Research)Hamutal Schieber
Market and consumer trends in the health & wellness sphere, particularly relevant to F&B/ Retail companies.
For the 2015 report http://www.slideshare.net/hamutalewin/2015-consumer-trends-in-fb-insights-from-sial-paris
The pursuit of sugar reduction products is triggered by
multiple push factors. Globally, ASEAN has the second highest
incidence of diabetic populations. The implementation of
sugar tax by governments in some of the ASEAN countries
also pushes the reduction of sugar.
This document discusses soft drinks as a risk factor for heart disease in obese women. It reviews two peer-reviewed articles that found associations between soft drink consumption and risks of cardiovascular disease and stroke. Currently, interventions aimed at reducing soft drink consumption include taxes on sugary drinks and bans on selling soft drinks in schools. An alternative intervention discussed is a proposed ban on large-sized sodas in New York City, which aims to educate the public on sugar and calorie contents in sugary drinks. Reducing soft drink intake could help lower obesity rates and medical costs related to diet-related diseases.
Low income populations (i.e., those living on $2-13 USD/day) in developing countries are disproportionately vulnerable to what is affordable, accessible and aspirational, and are increasingly incorporating available “unhealthy foods” (high in fat,sugar, salt, and calories with little nutritional value) into their diets. While changing food markets may bring potential benefits including improved food safety, security, and product diversity, overconsumption of these unhealthy foods leads to a burden of health and financial impacts, including obesity, hypertension, diabetes, loss of productivity and absenteeism for these low income individuals, their families and the broader societies in which they live.
Similar to The slow growth of carbonates across the world has opened the door for new beverages and brands (20)
The slow growth of carbonates across the world has opened the door for new beverages and brands
1. The slow growth of carbonates across the world has opened the door for new
beverages and brands. As consumers expand their soft drink expectations beyond
hydration, seeking new refreshing flavours and functional benefits, enhanced
waters, such as carbonated, flavoured and functional water and sports drinks,
stand to benefit.
Soft drink products more varied to meet consumer demand
The decline of carbonates across many developed markets and the increasing
penchant for regionally relevant soft drinks in emerging markets have opened the
door to a wide variety of soft drinks to grow. The ability to create drinks that
hydrate, refresh and provide a function has become an important growth driver.
Enhanced waters are positioned for successful growth
Carbonated, flavoured and functional bottled waters, along with sports drinks, are
unique in that they benefit from the healthy hydration provided by still bottled
water, while offering refreshment and/or function. These products feature a wide
range of flavours and formulations, allowing them to be produced and marketed to
meet the latest consumer trends.
Types and positioning of enhanced waters vary region by region
Strong consumption of enhanced waters in the US, Eastern and Western Europe,
Asia Pacific and Latin America further demonstrates the importance of this
category, but the popularity of each type of enhanced water, as well as the way
they are positioned, varies with each region’s consumer needs
Successful products can be marketed for multiple consumption occasions
Danone’s Aquadrinks division underscores the potential of enhanced waters in
many international markets. The ability for these enhanced waters to appeal to
consumers seeking healthier beverages, new flavours and functionality has been
key in broadening appeal and expanding use occasions.
Growth remains a long-term but profitable prospect
While the five year forecasts demonstrate decent growth, a long-term strategy to
focus on this area of soft drinks from major beverage manufacturers could boost
enhanced waters into a key growth category over the next decade.
2. EXECUTIVE SUMMARY
Health and wellness trend continues affecting soft drinks industry
2013’s performance was good in general terms; however, this year showed
increasing trends in health and wellness concerns within consumers giving more
careful thought to their purchasing decisions. Soft drinks industry shows that
health and wellness concerns benefitted categories like RTD tea, which had the
strongest growth during 2013, reinforcing the fact that consumers tend to
consume what they believe has more health benefits or at least is less harmful to
health.
Mexico’s government acts directly on soft drinks to combat obesity and
diabetes rates
The biggest event in the soft drinks industry during 2013 was the proposed new
tax that President Enrique Peña Nieto passed to the Mexican Congress in February
2012 targeting all sugar-sweetened beverages in an effort to reduce the ratio of
obesity and diabetes type 2 in the country, where 7 out of 10 adults are
overweight and 15% of the population above 20 years old have diabetes Type 2.
The proposed tax was approved by the Congress and by the Mexican Senate in
November of 2012, thus was to start levying the tax in January 2014.
Three major companies strongly lead competitive environment
The competitive environment in Mexico’s soft drinks industry is strongly
concentrated in three major companies Coca-Cola de México, Danone de México
and Pepsi-Cola Mexicana. These three account for the highest volume shares in
soft drinks by engaging in strong media efforts, having excellent distribution
networks and offering products that are perceived as high quality and/or well
priced. Therefore these company’s brands remain very popular amongst
consumers of all segments and ages in Mexico.
Off-trade channel is still the preferred channel to buy soft drinks
The off-trade channel still accounts for the bulk of soft drinks volume sales. Soft
drinks in Mexico are a very rooted custom amongst the Mexican population, and
the preferred channels from which to purchase them are the modern and
traditional trade channels where consumers can interact more with the potential
brands before deciding what to get. Moreover, an increasing price war amongst
many soft drinks categories makes consumers wait until the point of purchase to
decide on what to purchase.
Soft drinks expected to stabilise despite new tax on sugar-sweetened
beverages
Soft drinks is expected to have a good performance over the forecast period
despite the new tax imposed on sugar-sweetened beverages which account for the
majority of volume sales within the soft drinks category. Companies are expected
3. to invest efforts in manufacturing products that widen the soft drinks portfolio with
lesser priced options that do not contain sugar. This effort will help the category’s
growth despite the increasing prices of sugarised beverages.
4. November 7, 2014
The Backlash Against Sugar: The Facts
Analyst Insight by Gina Westbrook - Director, Strategy Briefings
Our new Strategy Briefing, The Sugar Backlash and its Effects on Global Consumer
Markets considers the impacts of this change on consumer behaviour; global ingredients
markets; consumer markets such as packaged foods, soft drinks and health and wellness;
company strategy and legislation. It's worth looking at current thinking on the pros and
cons of sugar to contextualise the research.
The demonisation of sugar
Sugar has endured a tide of negative public opinion as the amount of scientific research
linking the rise in sugar intake with obesity has increased. Governments are becoming
increasingly concerned about the rising cost of illnesses such as type 2 diabetes and cancer,
which have risen alongside weight gain. As fat is receding as the main culprit, recent media
coverage and public discussion are now laying the blame for the growth of obesity and
other health risks principally on sugary foods and drinks.
Sugar is now seen as a health risk by most, and as toxic as tobacco by some. This is leading
to the introduction of a raft of voluntary and legal measures to help control intake. The new
attitude is driving changes in consumption trends, including a conscious effort by
consumers to either reduce their intake of sweet foods and drinks, or eschew sugar
completely. Meanwhile, manufacturers are being forced to tackle the problem in various
ways, including gradually reducing the content of their products, using alternative types of
sweetener, or downsizing portions.
5. In emerging markets, the picture is – for now – quite different. Although educated, urban
consumers in markets such as China and India are becoming more health-conscious and
aware of the dangers of eating too much junk food and sugary drinks, for many of the
expanding middle classes, consumption of processed and branded food products – some of
which are very high in sugar content – is seen as a marker of affluence and therefore
desirable.
Fact versus opinion; the facts about sugar
In the media, sugar appears to have taken over from fat as public enemy number one.
Hardly a day goes past without a report on its negative effects. The question is, to what
extent is sugar (rather than substances such as saturated fats, salt or carbohydrates) the
cause of obesity, and how serious is the problem?
The scientific community and food and drink industries are divided in their opinions,
although some facts are undeniable. These include the following:
While not proven to be the principal cause of obesity, overconsumption of sugar is
contributing to the obesity problem, which in turn is leading to increased rates of
type 2 diabetes, heart disease and other health problems.
Eating too much sugar is the most important dietary factor in the development of
dental decay.
Refined sugars represent “empty” calories, with zero nutritional value.
Many soft drinks contain extremely high levels of sugar. For example, a can of
regular 7-Up contains 35g of sugar (equivalent to eight teaspoons).
Many savoury foods also have high levels of “hidden sugars”, such as ketchup,
pasta sauces, soups and ready meals.
Sugar can be said to be addictive in the sense that it releases dopamine in the brain,
a sensation akin to being rewarded. Increasing numbers of scientists are comparing
sugar to drugs that create a dependency, similar to alcohol and nicotine.
Arguments of the anti-sugar lobby
One of the first people to bring the adverse impact of fructose to the attention of the public
was Dr Robert Lustig, a childhood obesity specialist and author of the book “Fat Chance”.
In 2009, Lustig delivered a lecture called “Sugar: The Bitter Truth”, which had received 5.1
million views on YouTube by October 2014. In this (as well in as other highly publicised
articles, such as “The Toxic Truth About Sugar”, published in the journal Nature in 2012),
Lustig describes fructose as a “poison” which helps the body retain fat and therefore causes
obesity and type 2 diabetes.
6. Fructose and fructose-rich sugars (in particular HFCS) are generally considered to be more
detrimental to health than glucose and glucose-containing sugars. Currently, the Food and
Drug Administration (FDA) approves the use of HFCS with a maximum of 55% fructose
(although some types of HFCS, such as those used in certain types of bread, are only 42%
fructose and 58% glucose). However, sucrose (table sugar) is split 50-50 between glucose
and fructose, and conventional corn syrup is 100% glucose.
Once consumed, sucrose hydrolyses into fructose and glucose. Fructose and glucose hold
the same calorific values but it is thought that the two sugars are processed differently in
the body, causing different responses on ingestion.
Glucose (the body’s preferred source of energy) is metabolised within the gastrointestinal
tract, entering the bloodstream almost immediately. This causes blood sugars to rise and in
response the body releases insulin to help normalise blood sugar levels. Glucose molecules
bind to the insulin and are transported to cells that need extra energy. Any unused glucose
is deposited in fat cells, stored as fat.
Fructose is, however, poorly absorbed from the gastrointestinal tract and is almost entirely
metabolised by the liver. When too much fructose enters the liver, the liver cannot always
process it fast enough for the body to use it as sugar, so instead it is converted into glycerol,
a key component of triglycerides. A high level of free triglycerides in the blood is a key risk
factor for heart disease. The condition “fatty liver” is said to affect 70 million people in the
US.
Meanwhile, the rapidly absorbed glucose triggers strong spikes in insulin, the body’s main
fat storage hormone. Insulin resistance has been found to cause weight gain, lethargy,
difficulty concentrating, high blood pressure and, eventually, type 2 diabetes. Some studies
also suggest that insulin resistance could be a contributory factor in cancers and dementia.
The anti-sugar lobby believes that sugar is a much bigger problem than fat, as its
consumption releases dopamine in the brain, a sensation akin to being rewarded. Increasing
numbers of scientists are comparing sugar to drugs that create a dependency, similar to
alcohol and nicotine. In the book “Why Diets Fail (Because You’re Addicted to Sugar)”,
Nicole M Avena PhD and John R Talbott explain how sugar creates a repetitive craving.
An article published by the UK’s Daily Mail in September 2014 claimed that new research
has found sugar to be even worse for blood pressure than salt. The study, by scientists from
New York and Kansas, which was published in an article in the American Journal of
Cardiology, found that high sugar levels affect a key area of the brain (the hypothalamus)
that causes the heart rate to quicken and blood pressure to rise. Higher levels of insulin
caused by overconsumption of sugar may also speed up the heart rate.
Arguments of the sugar lobby
The sugar industry maintains that fears over fructose consumption are exaggerated and that
sugar should not be singled out as the main culprit in the obesity crisis. Sugar, they say, has
been consumed in natural forms for thousands of years and has not been proven to be
7. harmful. Indeed, according to the British Dietetic Association (BDA), while added sugar is
not necessary for a healthy diet, it is harmless in moderation.
The Corn Refiners’ Association claims that studies of sweeteners tend to focus on the
consumption of pure fructose. It states that in reality, fructose and glucose are consumed
together, which aids in satiety.
According to the American Beverage Association (ABA), US consumers are already
consuming 37% fewer calories in sugar from soft drinks than in 2000, and the overall
average number of calories per beverage serving is down by 23% since 1998. Therefore,
they maintain, sugary drinks cannot be the cause of growing obesity.
Obesity has also been linked with saturated fats and carbohydrates, as well as to sedentary
lifestyles. In fact, obesity rates have continued to climb, despite the fact that sugar
consumption in some markets (such as the UK) has fallen over the past decade. The sugar
industry believes that singling sugar out could harm wider health messages about achieving
a balanced diet.
The food industry argues that sugar is an essential component of processed foods because it
helps make products more palatable, providing texture and acting as a preservative. There
is no one ingredient that can replicate all of the functions of sugar in every product.
One argument against replacing fructose with zero-calorie sweeteners is that the brain
cannot be fooled into thinking sweeteners provide the body with energy. Therefore,
consumption of zero-calorie sweeteners can lead to higher sugar consumption later.
Summary: Arguments For and Against Sugar Reduction
For Against
Refined sugars have zero nutritional value and
are only of benefit if high amounts of energy
are needed quickly.
Sugar has been consumed in natural forms
throughout history and is harmless in
moderation.
Studies have linked high levels of fructose
with the growing problems of obesity, type 2
diabetes and heart disease.
Sugar is not solely responsible for the rise
in obesity – saturated fats, carbohydrates,
protein and sedentary lifestyles are also
contributory factors.
Too much sugar could lead to insulin
resistance, a precursor to type 2 diabetes which
can cause weight gain, lethargy, difficulty
concentrating and high blood pressure.
When fructose and glucose are consumed
together, they are said to aid satiety.
Sugar is addictive in that it releases dopamine
in the brain, a sensation akin to being
rewarded.
Sugar is an essential component of
processed foods as it helps make products
more palatable, providing texture and acting
as a preservative.
Sugar is a major cause of tooth decay
Zero-calorie sweeteners are not an effective
replacement for sugar as they do not fool
8. the brain into thinking they are providing
the body with energy.
Source: Euromonitor International
For much more
This opinion piece lays out the background to the trends which have been identified by
Euromonitor International’s Strategy Briefing team in The Sugar Backlash and its Effects
on Global Consumer Markets.
Strategy Briefings offer unique insight into emerging trends world-wide. Aimed squarely at
strategists and planners, they draw on Euromonitor International’s vast information
resources to give top line insight across markets and within consumer segments.
- See more at: http://blog.euromonitor.com/2014/11/the-backlash-against-sugar-the-
facts.html#sthash.wCgEjLO7.dpuf
wistiaEmbed = Wistia.embed("fckr7s7hbu"); PepsiCo has recently launched two new products:
Pepsi True and Caleb's Kola. These are designed to take advantage of the mid-calorie soda trend,
paritally sweetened with stevia, and the craft soda trend. Both of these launches, in terms of their
marketing and distribution, are relatively experimental so it remains to be seen how these
products will perform. - See more at: http://blog.euromonitor.com/2014/10/analysing-pepsis-
new-product-launches.html#sthash.vVZieQbZ.dpuf
Share a Cole
Returnable Glass Bottles on the raise
9. Flavour is an essential tool for food and drinks producers, not only in delivering
palatability but also in positioning a product or targeting a specific audience. This
report assesses global flavour trends, looking at market sizes and segmentation,
and explores some of the themes impacting flavour development. Specific analysis
is also included on flavour trends in soft drinks, alcoholic drinks, dairy/ice cream,
confectionery and snacks, as these are among the most innovative categories.
More than just taste
Flavour is far more than just a way to alter taste. Specific flavour types can also
serve a variety of marketing roles, helping to position products, to target specific
demographics and to add excitement or value to finished foods and drinks.
Different regions deliver on volume or innovation
Although emerging markets are forecast to drive overall volume growth in
flavours, it is the developed markets that offer the best prospects for innovation
and New Product Development.
Consolidating industry creates flavour giants
Ongoing consolidation in the international flavours industry has created several
flavour giants with the financial wherewithal to continue driving advances.
Different contributions to health and wellness
Flavour is often used to enhance a health and wellness positioning. This can be
done by giving a more natural or organic positioning, by supporting the specific
health benefits and by adjusting taste to help incorporate functional ingredients.
Targeting customers through flavour
Flavour is also used to help direct products to the right customers. It can increase
appeal to specific consumer groups (eg age, ethnicities and genders), target
specific seasons or occasions, or improve authenticity for more discerning
customers.
The taste experience
The taste experience is another key factor in flavour choice. Specific flavours can
help add a more premium image to a product, increase the fun or novelty factor,
add a sense of nostalgia or deliver a feeling of escapism.
Contrasting themes to satisfy all demands
10. Different consumers seek different things from their flavour choices, so there are
some clear contrasts in the key themes, e.g. local vs exotic. However, in some
cases, these contrasts can start to merge, e.g. permissible (healthy) indulgence.
Naturals: both a threat and opportunity
Natural flavours are in significant demand, while growing use of flavouring
foodstuffs in place of flavour compounds could also pose a threat in the future.
65% of the anticipated US$100 bn growth in soft drinks over 2012-2018 is set to
come from categories perceived as natural: bottled water, RTD tea and juice. All
the same, demand for functionality is accelerating, with energy drinks taking share
from carbonates. Emerging markets, generating 95% of growth, have been the
global bright spot. As soft drinks consumption in developed markets reaches a
plateau and carbonates face a decline, will we enter what one might call the post-
carbonates world?
Emerging markets expected to deliver 95% of soft drinks
growth
As off-trade soft drinks consumption in developed markets reached plateau,
emerging markets are expected to deliver 95% of the anticipated US$100 billion
growth in value terms between 2013 and 2018.
49% of soft drinks are healthy soft drinks
Off-trade value sales of HW soft drinks reached an impressive 49% share of global
soft drinks in 2013. General wellbeing, energy boosting and weight management
are key growth platforms.
Carbonates in decline in developed markets - imagine the post-carbonates
world
Whilst the 2013-2018 forecasts are for positive but low growth for carbonates,
developed markets will see a decline. Looking beyond the forecasts, the health
concerns associated with carbonates in developed markets will spread to emerging
economies, necessitating a greater focus on building healthy soft drinks brands,
creating an opportunity for start-up businesses.
Functionality adds value and sought after product differentiation
65% of anticipated absolute growth of soft drinks is predicted to come from three
categories perceived as natural: bottled water, RTD tea and juice. At the same
time, the demand for functionality is accelerating, with energy drinks continuing to
take share from carbonates.
11. Power of regional players
Regional players are becoming hugely important, as their knowledge of local
consumers and their specific health needs, ability to offer lower unit prices and
deeply penetrate retail channels are key to winning strategies.
Multi-brand strategy key to success
The ability to establish a multi-brand strategy, based on a tailored offering in
developed markets as well as big multi-national or regional brands in emerging
markets, is likely to be the key to success for the glob
TCCC has made significant changes in its bottling operations, which is highlighted
in its re-franchising in the NA bottling operations and the birth of the new CCE in
WE. Coca-Cola FEMSA’s string of acquisitions has expanded its territories and
production capability. All bottlers are facing the challenge of the growth in diversity
of drinks, meaning portfolios are becoming increasingly complex. Operational
efficiency and expansion into foodservice are important strategies.
Actively refranchising
TCCC actively refranchised its global bottling operations with the establishment of
CCR in North America and independent bottler CCE in Western Europe.
US regional bottlers
While CCR may give TCCC better control over its brands and a better focus on
marketing, the use of regional independent bottlers is likely to maximise local
expertise.
Health and wellness challenge and opportunities
Consumer demand for healthy products is growing, while the sluggishness in sales
of cola carbonates represents a challenge for all bottlers. Bottlers are exploring
natural sweeteners for some key brands. Juice, RTD tea and bottled water show a
broad appeal in many markets.
Coca-Cola Hellenic gets listing in London and NY
Hellenic’s diverse geographic spread represents a strength, and its listing on
international stock exchanges will allow it to gain exposure in international capital
markets to fund further growth. Hellenic needs to look to develop a natural mineral
water brand in Russia to capture the boom.
Coca-Cola FEMSA acquisitive mood
Together with its parent company, Coca-Cola FEMSA appeared to be the most
active acquirer among its peers. The Filipino bottler acquisition marked a milestone
12. of going beyond Latin America. Its parent’s expansion in the foodservice and retail
sector demonstrated the manufacturers’ ambition to control beverage supply chain
in foodservice.
Developing own brands
Faced with consumer switching to still beverages, some bottlers might feel TCCC’s
NPD in still beverages is insufficient to offset the sluggishness in carbonates. In
some instances, bottlers could be a little bolder in developing their own still brands
and co-operating with other companies for more robust growth to all players.
TCCC has made significant changes in its bottling operations, which is highlighted
in its re-franchising in the NA bottling operations and the birth of the new CCE in
WE. Coca-Cola FEMSA’s string of acquisitions has expanded its territories and
production capability. All bottlers are facing the challenge of the growth in diversity
of drinks, meaning portfolios are becoming increasingly complex. Operational
efficiency and expansion into foodservice are important strategies.
Actively refranchising
TCCC actively refranchised its global bottling operations with the establishment of
CCR in North America and independent bottler CCE in Western Europe.
US regional bottlers
While CCR may give TCCC better control over its brands and a better focus on
marketing, the use of regional independent bottlers is likely to maximise local
expertise.
Health and wellness challenge and opportunities
Consumer demand for healthy products is growing, while the sluggishness in sales
of cola carbonates represents a challenge for all bottlers. Bottlers are exploring
natural sweeteners for some key brands. Juice, RTD tea and bottled water show a
broad appeal in many markets.
Coca-Cola Hellenic gets listing in London and NY
Hellenic’s diverse geographic spread represents a strength, and its listing on
international stock exchanges will allow it to gain exposure in international capital
markets to fund further growth. Hellenic needs to look to develop a natural mineral
water brand in Russia to capture the boom.
Coca-Cola FEMSA acquisitive mood
13. Together with its parent company, Coca-Cola FEMSA appeared to be the most
active acquirer among its peers. The Filipino bottler acquisition marked a milestone
of going beyond Latin America. Its parent’s expansion in the foodservice and retail
sector demonstrated the manufacturers’ ambition to control beverage supply chain
in foodservice.
Developing own brands
Faced with consumer switching to still beverages, some bottlers might feel TCCC’s
NPD in still beverages is insufficient to offset the sluggishness in carbonates. In
some instances, bottlers could be a little bolder in developing their own still brands
and co-operating with other companies for more robust growth