Huaca Pucllana Dresses up with Coca-Cola! a VIP Event Was Held at the Huaca Pucllana, Which Is a Great Adobe and Clay Pyramid, Popular Historical Monument in Lima

For internal use only Bienvenido! Summary

Welcome to Perú, land of Transandina Facts millenary tradition and culture, 04 land of the Incas who built Transandina Franchise Unit Overview Macchu Picchu, and home to Positive Macroeconomic Context within the one of the best cuisines in the world. Region Competitive landscape becoming more Peru has been enjoying a sustained economic growth for the past 10 dynamic and challenging years, and this growth has allowed for renewed optimism and the emergence of a new buoyant middle class. The Coca-Cola Company

Coca-Cola has been a part of in Peru Peruvians since its arrival on New 08 Year’s Eve 1936, it is one of the Favorable Operating Context most admired companies and Infrastructure Mapping loved brands in the country, and recognized for being a responsible citizen. NAB´s Figures The business, like the country, has 13 grown in the past years, and is ready to take the next step, with state of Industry Structure the art bottling plants which offer KO Portfolio Performance increased production capacity, a new execution model and solid plans 2014 Business Priorities for growth. | Summary 3

Market Execution @ Traditionals 18 The Execution Model Our Picture of Success Assets expansion Shopper Marketing Route to Market Long Range Plan

Market Execution @ Modern Channel 25 The Execution Model Our Picture of Success Key Accounts Management

Business Life 29 Key Initiatives 4 Transandina Facts | Transandina Franchise Unit Overview

VENEZUELA

COLOMBIA POPULATION TERRITORY

ECUADOR BRASIL • 52.4 MM inhabitants • 2.983MM km2 • 1/3 of the population living in • Diverse Ecosystems: Amazon rural areas Jungle, Andes Mountains, De- • GDP Per Cap: US$ 4.1M serts and Coasts • Young Population, 50% under • Agriculture, Mining and Natural the age of 30 and an average age Gas are the Main Resources, Peru of 28. & Bolivia together own largest gas reserve in Latin America

CHILE ARGENTINA

OVERVIEW SYSTEM PROFILE FY 2013

Inhabitants: 31.2 MM Bottler Since: 1999 PERU GDP Per Cap: US$6,603 KO Vol: 275 MM UC Area: 1.3 MM km2 KO SOM w/SSD’s: 69.6% KO SOM w/NARDT: 56% Per Caps: 211 Bot 8oz

Inhabitants: 11.0 MM Bottler Since: 1995 BOLIVIA GDP Per Cap: US$2,455 KO Vol: 123 MM UC Area: 1.1 MM km2 KO SOM w/SSD’s: 68.0% KO SOM w/NARDT: 60% Per Caps: 268 Bot 8oz

Inhabitants: 6.8 MM Bottler Since: 2005 PARAGUAY GDP Per Cap: US$4,401 KO Vol: 61 MM UC Area: 407M km2 KO SOM w/SSD’s: 60.5% KO SOM w/NARDT: 57% Per Caps: 216 Bot 8oz

Inhabitants: 3.4 MM Bottler Since: 2005 URUGUAY GDP Per Cap: US$16,539 KO Vol: 46 MM UC Area: 176M km2 KO SOM w/SSD’s: 60.6% KO SOM w/NARDT: 36% Per Caps: 325 Bot 8oz | Transandina Facts 5 Positive Macroeconomic Context within the Region

Private Consumption 2014-2016 Growth

PERU 4.5% Growth Political issues impacting Busi- Stable growth, lower than past moderation & weak ness & Consumers’ confidence. years. politic leadership New International context mod- Social Inclusion & poverty erating Peru’s growth. reduction as part of presidential agenda.

BOLIVIA 4.4% Economic Strong economic policy, with net In practice strong economic ties stability, reserves @ 53% of GDP. prevent actions. but unpredictable Government interventionism ris- Presidential elections (2014) with business environment ing (anti-American & Chilean). Morales as favorite.

PARAGUAY 4.6% Restrained private Strong agro-economy depend- New President Cartes to restore consumption, in line ence driving growth volatility. economic growth and international relationships, but posing with economic activity Brazil’s Real depreciation fuelling border challenges. challenges within the party.

URUGUAY 4.4% Stable growth with Strong fundamentals & foreign Argentina’s inflation as a threat inflation challenges investing support Peso apprecia- to our stills exports model. tion. Inflation to slowdown from Presidential elections (2014) 8% to 6%. challenging for Mujica. 6 Transandina Facts | Competitive landscape becoming more dynamic and challenging

Strong Competition focused in Stills New Competitive Dynamics

• Started operations in late 2013 22% SOM w/NARTD, driven by Cielo. • Present in 3 main cities with focus AJE Volume mix by brand in Santa Cruz, currently importing 8 15 20 products from Peru 18 22 20 • 3rd Party Distribution System 22 24 27 • Categories: SSDs, Water, Sports, Juices & Juice Drinks 41 30 33 • -15% Price Gap vs. TCCC 2007 2010 2013

Cifrut Kola Real Cielo

Sporade Other

Distribution challenges with AMBEV

Pepsico relaunch has not brought Plain Water as main challenger to SSDs dynamism to market 9% 10% +5.8pp 28.5

8% 8% 22.7

Nov ‘11 Nov ‘12 Nov ‘13

SOM PCI w/NARTD 2008 2013 SOM PCI w/SSDs SOM Danone w/NARTD

• After re-launching 2 years ago, PCI has stabilized • Danone capturing +6pp in NARTDs (5 years) driv- with minimal SOM gains en mainly by Plain Water • Expansion beyond Modern Channel & outside • Flavored Water still an under-developed business Asunción has captured share mainly from other • Acquired MILOTUR (Nativa Water players (Niko &Pulp) #2, SOM 15% and NIX SSD B-brand, SOM 6%) • Plans to enter Beer market, importing from ARG ↘ Launched as a tactic action under Teens Campaign “Efervescencia” from August to September 2013. “Coca-Cola Names” activation PET 500ml labels was complemented with a strong BTL and digital support: 153M BTL contacts to print customized bottles, 100M contacts through Facebook App to visualize customized names in our digital OOH. From the business perspective, results were excellent: volume grew +22% vs. PY, capturing +1 Pts in SOM. 8 The Coca-Cola Company in Peru |

Machu Pichu, one of the 7 wonders of the world, is located in the city of Cusco

Lake Titicaca, South America´s largest lake at 3821 meters above sea level, is the highest navigable lake on earth

Top Culinary Destination | The Coca-Cola Company in Peru 9 Favorable operating context

MACROECONOMIC INFORMATION SOCIOECONOMIC INFORMATION

Consumer Inflation NSE Distribution

6.7 2005 2013 NSE A 4.7 1.3% 1.9% 3.9 3.5 NSE B 2.9 2.6 5.7% 9.4% 2.1 1.5 1.1 NSE C 0.2 16.8% 23.1% NSE D 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 26.5% 27.1% NSE E 49.7% 38.4%

Foreign Investment BB US$

13.6 12.2 Inhabitants 8.4 8.2 6.9 6.4 5.4 3.4 2.5 URBAN 1.5 MM AREA 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 7.8 households 78% RURAL Gross Domestic Product % vs. PY AREA

9.8% 8.9% 8.8% 22% 7.7% 6.8% 6.9% 6.3% 5.0% 5.0% 2 of 3 households are located 0.9% in urban areas

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 10 The Coca-Cola Company in Peru | Infrastructure Mapping

TRUJILLO Products: SSD’s & Water Lines: 6 IQUITOS Capacity: 116.4 MM UC per year Products: SSD’s & Water DISTANCE FROM LIMA 570 km Lines: 2 Capacity: 10.4 MM UC per year

DISTANCE FROM LIMA 1,009 km

LIMA Rimac Products: SSD’s, Water, Stills, Energy & Sports Drinks Lines: 6 Capacity: 74.9 MM UC per year

Callao Products: SSD’s Lines: 6 Capacity: 116.3 MM UC per year

Frutos (Zarate) Products: Water, Nectars, Stills & Sport Drinks Lines: 10 AREQUIPA Capacity: 93.3 MM UC per year Products: SSD’s & Water 6 Lines: CUSCO Capacity: 66.7 MM UC per year SSD’s & Water DISTANCE 1,030 km Products: FROM LIMA Lines: 2 Capacity: 19.1 MM UC per year

DISTANCE FROM LIMA 1,165 km | The Coca-Cola Company in Peru 11 Infrastructure Mapping

INVESTING FOR THE FUTURE

Products Pucusana SSD’s, Water, Stills, Energy & Sports Drinks Lines Capacity 165.9

Investment US$ 200 MM

Completion November 2014 Un paso más hacia la botella del futuro. Hecha hasta con 30% de material de origen vegetal. 100% reciclable.

conoce más en www.coca-cola.com.pe

↘Plant Bottle was launched in October 2013 with a complete IMC. Special events targeting media and key influencers generated aproximately US$ 50,000 in free publicity. | NAB’s Figures 13 KO participating in 71% of volume & 77% of value

NAB’s INDUSTRY MM UC MM UC

UC MIX SOM PRICE MM VAR VS PY KO VAR VS PY INDEX (PTS) (PTS) SSD's Reg 296.5 -2.8 55% 69.2% 1.1 100 Plain Water 105.0 4.4 19% 35.5% 0.3 45 Dairy 30.0 7.0 6% - - 192 Juice Stills 24.9 3.2 5% - - 76 Juice Nectars 23.2 -8.0 4% 52.1% 2.4 124 Bulk Water 22.1 6.5 4% 54.8% -2.5 30 Sports Drink 20.4 -5.6 4% 26.8% 4.5 125 Tea RTD 7.9 83.8 1% - - 95 Flavored Water 4.8 1.7 1% 81.5% 2.6 104 SSD's 0-Cal 4.4 3.1 1% 89.1% 3.1 130 Energy Drink 0.3 -30.5 0% 4.5% -9.0 801

SOM KO

Pack & Price Architecture Package Mix i.e. LIMA LOW SEL NARTD KO LIMA LOW SEL SS OW 25% ENTRY FREQUENCY UPSIZE SS OW 34% SS REF 9% SS REF 10% MS OW MS OW MS REF 19% MS REF 16% 41% 47%

192 ML 400 ML 330 ML 500 ML 625 ML RGB RGB RGB RGB RGB

SOLES 0.50 1.00 1.20 1.50 1.80 Channel Mix & SOM US$ 0.18 0.36 0.43 0.54 0.64 M&P OP SS S&H 100% 8.6% 10.7% 90% 13.8% 7% 52.2% 7% 80% 7% 70% 23% 3% 16% 4% 30% 60% 7.5% 2.1% 8.1% 50% 10.7% 40% 30% 55.1% RGB 1.0 L PET 1.5L RP 2.5L 53.9% 41.6% 20% 38.7% SOLES 2.5 4.0 4.5 10% US$ 0.9 1.43 1.61 0% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

TCCC AMBEV AÑAÑOS MILLER OTHER 14 NAB’s Figures |

PORTFOLIO

# of SOM (UC) SOM (TX) SOM (Val) SSD’s SKUs 2013 vs PY 2013 vs PY 2013 vs PY

20 25.0% 0.5 26.8% 0.3 25.1% 0.3

18 28.5% 0.6 32.4% 0.7 29.0% 0.1

23 7.3% 0.4 7.2% 0.6 8.5% 0.8

16 4.2% flat 4.2% -0.1 4.7% 0.5

5 0.2% 0.2 0.3% 0.2 0.1% 0.1

13 2.9% -0.6 2.6% -0.6 2.7% -0.5

Zero Cal. 12 1.4% 0.1 2.0% 0.1 1.6% 0.1

Total SSD's 113 69.6% 1.2 75.5% 1.2 71.6% 1.5 | NAB’s Figures 15

PORTFOLIO

# of SOM (UC) SOM (TX) SOM (Val) Stills SKUs 2013 vs PY 2013 vs PY 2013 vs PY

20 52.1% 2.4 55.0% 3.1 52.9% 1.6

12 37.7% 0.2 38.5% 1.3 35.4% 0.3

8 81.5% 2.5 86.4% 4.2 85.4% 6.3

10 22.3% 0.3 22.1% 1.0 23.1% 0.1

2 4.6% 4.2 4.0% 3.6 4.6% 4.2

2 4.5% -9.0 4.1% -7.6 4.9% -8.8

Total Stills 54 34.4% 1.6 36.3% 2.6 35.5% 1.9 16 Business Priorities | 2014 Business Priorities

LEAD A HEALTHY & ENSURE QUALITY ROBUST GROWTH OF LEADERSHIP SPARKLING SOFT IN STILLS DRINKS CATEGORY ↘ Win in Plain Water ↘ Promote Category Trust & Isotonics ↘ Focus on Core Sparkling brands (lead by Coca-Cola and Inca Kola) ↘ Develop Multi Serve Returnables Portfolio

ACCELERATE BOTTLER CAPABILITY DVELOPMENT ↘ Be our customer´s preferred EXPAND partner in all key channels SINGLE SERVE ↘ Win at the point of sale ↘ Ensure Entry Pack massive presence ↘ Build the Habit across key targets

GROW INFRASTRUCTURE TO MEET FUTURE CONSUMER DEMANDS 17

GROW INFRASTRUCTURE TO MEET FUTURE CONSUMER DEMANDS

↘Early in 2013 the 8Oz NRGB Coca-Cola iconic bottle was introduced, aiming to offer Peruvian consumers the great taste and experience of an ice-cold Coca-Cola, targeting to develop leisure at home ocassion. 18 Market Execution @ Traditionals |

The Execution Model | Market Execution @ Traditionals 19

Aspiring for a “Design to Execution’’ process The Execution Model integrated under a single platform

KNOW

LEARN AND T

UNDERS MEASURE SEGMENT

A DESIGN C N T I A O EXECUTE L N P

Current Focus on main enablers to assure our Design Execution Process:

IT Developments Data Base Commercial Structure & Management Routines Capabilities

 Segmenting our Customers

We maintained our segmentation process Deﬁning our execution strategies and resour- based on leadership and collaboration. ces allocation by cluster.

OC DEV C A E A S L TEG SIO O INCREASE P ORIEN & SOVI TP SP S eadership L EFFICIENCY INCREASE TP TX TXS.

Collaboration

Establishing a dynamic Collaboration …maintaining our model, but simplifying Matrix to match a constant changing our market strategy: 2 clusters segmented industry… by NARTD investment. MIX PDV MIX PDV MIX VOL

26% 8% 24% 9% 69% S/. 200 S/. 450 54% 12% 48% 19% 31% 2010 2014

Segmentation model is updated on an annual basis, and allows us to: 1 DEFINE OUR 2 FOCUS OUR 3 DESIGN OUR PICTURE INVESTMENTS ROUTE TO OF SUCCESS MARKET 20 Market Execution @ Traditionals | The Execution Model

1 DEFINE OUR PICTURE OF SUCCESS

Securing 3 pillars to continuously A SKUs Prioritization develop occasions at the Point of Sale. B Market Assets C Shopper Marketing

A SKUs Prioritization: better matching market potential and Point of Sale reality The deﬁned portfolio was not aligned with the real store outlays levels

Dierent realities, not only by SEL but also by investment capacity

Weekly Avg Investment Avg SKUs Handled by Month Min WEEKLY outlay to fulﬁll Picture of Success: S/370 31 SKUs S/280 S/200 S/100 16 SKUs

We migrated from … to a strategic Picture of Success a Picture of Success by SEL & Store Potential deﬁned by SEL... (4 Pictures of Success by Potential & SEL, (2 Pictures of Success - HIGH & LOW SEL) Low Sel Low Sel Adjusting our Portfolio by: High Sel High Sel • Matching POS investment to potential (# of SKUs) • Maintaining Competitiveness and covering max occasions. • Executing Strategic Priorities by SEL • Looking and executing at Competition’s PARETO. 2013 2014 | Market Execution @ Traditionals 21

B Market Assets: even though we have maintained a strong investment Plan over the last years, we still have massive potential in executing assets introduction…

CDE Execution Executed 84 US$MM But only 40 CDE / 10M Pop Themes over 5 yrs. PY 90 US$MM Cov. Per UY 78 PE 78 ›84 US$MM Biggest RDIC CAGR + 36% 10M Pop CAGR + 65% ›29 36 40 investment in the 30 72 25 SLBU: 43 54 19 24 28 10 15 8 15 18 2 5 + US$ 6MM

‘09 ‘10 ‘11 ‘12 ‘13 ‘14 ‘08 ‘09 ‘10 ‘11 ‘12 ‘13 ‘14 ‘20 ‘09 ‘10 ‘11 ‘12 ‘13 ‘14 Acum. Investment Acum. Investment Meals standard Activation Model: 12.6% Coverage in TP/SP

Execution Theme Kit defined per Strategic Occasion + Strategic Occasion defined per Point of Sale clusters = Mapping of Execution Theme investment potential and opportunity

Meals as core occasion.

MEALS KIT IC Stills Store Value Promo Rack Coverage Table Rack Front Activation intensity Wall Cube Kit

FULL 3.2%

MID 6.2%

STANDARD 3.2%

We migrated from … to a strategic Picture of Success BASIC 43.1% a Picture of Success by SEL & Store Potential deﬁned by SEL... (4 Pictures of Success by Potential & SEL, Comp. Pareto Comp. (2 Pictures of Success - High SS MIX POS High SS HIGH & LOW SEL) with high act. level POS Low Sel Low Sel FULL Adjusting our Portfolio by: ACTIVATION DESTINATION High Sel High Sel • Value Wall • Matching POS investment to potential • Rack NBs (# of SKUs) TRANSITION • Maintaining Competitiveness and • Poster Frame • Stopper covering max occasions. • Permanent material IMPULSE • Promo Cube • Executing Strategic Priorities by SEL • Table and Chairs • Looking and executing at Competition’s PARETO. 2013 2014 22 Market Execution @ Traditionals |

C Shopper Marketing: We complement our execution through a Shopper Marketing process which allow us to maintain continuous communication of key ocassions at the Point of Sale:

 Hot Spots  Possible elements  Priorities by campaign, to be activated aligned with the number of elements to be activated by commercial dynamic

1. Storefront 2. Socializing and Snacking 3. Entrance 4. Beverages Sector 5. KO CDE 6. Client CDE 7. Counter

3 Covering most important Hot 1 Spots at the Point of Sale, 2 thru a different layout designed 4 by commercial dynamic:

1 2 3 4 Outside Inside Inside Outside Frugos Display CC/IK Aquarius Coca-Cola Nutri Defensas Entry Pack New Flavor Consumer 125 ml Promotion | Market Execution @ Traditionals 23

2 FOCUS OUR INVESTMENTS Ad-hoc execution plans in competitors stronghold

Through our segmentation survey, we have identiﬁed Point of Sales LASER PLAN: Focus on 10% of Competitor’s Pareto with High potential- KO NABs share D&Bs of Wallet.

Promotions Ad-hoc Share of Wallet execution Competitors Pareto Value Tracking Relationship 48% 71% Routines Programs

Commercial Figures

Clients in main cities Representing a 4MM UC Opportunity 17M (Lima/Arequipa/Trujillo)

3 DESIGN OUR ROUTE TO MARKET Evolving RTM as our LRP ASPIRATION….. Consolidating the basics our IMMEDIATE PRIORITY!

 Assure Right Number of  Execution Capabilities  Compensation Schemes FOS • Curricula and JD re-designed • Secure compensation level @ in- • Minimize FOS rotation levels • Hiring process established dustry standards • Secure right level of FOS bench • Establish training platform • Evolve variable Compensation • Minimize impact of high season leveraging CCC Schemes in line with Picture of Success & RED

3 years experience working with new commercial figures→ Migrating to DIRECT DISTRIBUTION as key enablers of our RTM evolution

Commercial Figures 2016 vision Supervisor territory Account Developer 70% under Sales Rep Prospector Direct distribution Tell Sell Merchandiser 24 Market Execution @ Traditionals | Supported by our Execution & Commercial Tools:

COVERAGE 12 main cities

Point of Sale We have started our migration 22M from basic commercial tools with limited information and multime- dia management… Volume Coverage 23%

NEW Field Supplier: IPSOS ...to a high-tech tool, Operating system and field tools updated with in order to facilitate RED@Global standards commercial and executional routines Clear execution dashboards and routines defined by hierarchy on the street.

ISI: Point of Sale management platform:

• Picture of Success design: Assets, SKUs prioritization, planograms and shopper materials by Point of Sale & Channel. • Investment level & Break Even Point by Picture of Success. • Internal Picture of Success approval and communication process. • Opportunity mapping: constant support to Sales Force on the street. • Define &automate executional dashboards established by hierarchy. • Interfaces with commercial and execution tools: RED & @migo. | Market Execution @ Modern Channel 25 Modern Channel Execution Model

Communication with consumption ocassion

Meals at Immediate Other Novelties home consumption Breakfast consumptions communication

Leads: Leads: Product Launch Coca-Cola Trade Mark Coca-Cola Trade Mark Frugos Aquarius, San Luis, Powerade Special Events Focus: Multipacks Multi Serve Focus: Multipacks Single Serve Promotions

Includes SSD’s ﬂavors Includes SSD’s ﬂavors, & Inca Kola Inca Kola & Stills

Interior Activation

In Store media ENTRANCE In store media with with novelty’s Meals communication communication.

Connection point CENTRAL Connection point with close to the entrance ISLES Meals communication with novelty’s communication.

SSD’s sector: PRIMARY SSD’s sector: At Single Serve Juices Sector: Header Primary Sector shelf At shelf edgings BEVERAGES Header with Meals shelves, immediate with breakfast with communication with novelty`s SECTOR communication consumption communications. by brand. communication. communication.

Connection points in Connection points grocery and meals in bakery, dairy, fruits Connection points in sectors. fruits and vegetables ADJACENCIES Coolers with meals and vegetables sectors with breakfast sectors with communi- communication in cation by brand. bakery. communication.

In front of cashier lines: Coolers at check out isle gondola headers with immediate CHECK OUT with coolers with meals consumption communication. Multi communication. serve load. Single Serve load. 26 Market Execution @ Modern Channel | Optimal Execution Scenario

DAIRY SECTOR BAKERY SECTOR ADJACENCIES ADJACENCIES

VEGETABLE & Flavored FRUITS SECTOR Water ADJACENCIES

Plain MEAT SECTOR Juices Water RTD ADJACENCIES

CENTRAL ISLE

BEVERAGES SECTOR GROCERY SECTOR ADJACENCIES SSDs

CENTRAL ISLE COLD DRINK EQUIPMENTS CHECK OUT

ENTRANCE

Entrance • Doors • Alarms • Parking lot communication • Trolleys Communication priorities: 1º Meals at home, 2º Novelties

Central Isles • Experiential OBM: Communication of meals at home • OBM activated under Meals at Home pataform adjacent to beverages sector • OBM activitated with Novelty’s communication

Beverages Sector SSD’s Primary gondola: ﬁrst position • Header: Meals at home communication Secundary support by brand • Immediate Consumption activates under Leisure at home plataform RTD Juices Primary gondola • Header: Breakfast communication • Shelf eding/Movies/Stoppers: Frugos communication Plain Water Primary gondola • Shelf edging/Movies/Stoppers: San Luis communication Flavored Water Primary gondola • Shelf eding/Movies/Stoppers: Aquarius communication Isotonic Primary gondola • Shelf eding/Movies/Stoppers: Powerade communication

Cold drink equipment • Header: Meals at homn communication • Ending: brandcommunication

Adjacencies Bakery Sector • Rack with breakfast communication • Cooler with Meals at home communication Dairy Sector • Gondola header with breakfast communication Grocery Sector • Rack with Meals Home communication Meat Sector • Charcoal Rack with Meals at Home communication

Check Out • Fast line CDE with annexed connection points with Immediate Consumption communication (Single Serve Load) • Cold drink equipment in front of fast line CDE with Meals at Home communication (Multi Serve Load) | Market Execution @ Modern Channel 27 Key Accounts Management

 On Premise Channel took advantage of Peru’s economic expansion

↘ QSR CAGR 20% 10 years: +13 pts Aggressive growth of the Informal Eating Out Index 7%

2001 2010

 Different chains strengthening their presence through…

New Franchisees & International Players Accelerated Geographical Expansion

OUTLETS FROM TO 102 897 IN 2000 IN 2013

 Currently representing... 36 260 20 KEY MM 8 MM US$ ACCOUNTS ANNUAL VISITS MM KO SYSTEM ANNUAL UC’S REVENUES 28 Market Execution @ Modern Channel |

KO Brands as 1st beverage option at QSR’s

Consumer preference (%)

43% 39% 36% 34%

36% 42% 40% 38%

7% 6% 6% 8%

In 2012 we closed a great partnership with the biggest franchisee group in Peru - Delosi

 Gain SOM by recruiting Yum Brands! and BK  KO Volume Performance (PepsiCo´s partners for the last 10 years)

2010 2013 +30% + 8.8 pts DELOSI BRANDS

74% 83%

KO SOM KO SOM 2011 2012 2013

Implications of this new partnership for KO system 2 25 CONNECTIONS MM MM 6 5 TRANSACTIONS MM MM UC’s per year YOUNG TEENS per year Adults | Business Life 29

The presidential couple receives the FIFA World Cup Upon arrival, the Cup was carried to the Government Palace, where the Peruvian President Ollanta Humala and his wife, welcomed the Trophy with great joy.

Great expectations in Bolivia During the previous days, Bolivians were with great expectations for the arrival of the aircraft with de World Cup. This Trophy visited the presidential palace, where Evo Morales, The President of Bolivia held it with passion.

Huaca Pucllana dresses up with Coca-Cola! A VIP event was held at the Huaca Pucllana, which is a great adobe and clay pyramid, popular historical monument in Lima. Mr. Zogbi, Mr. Odriozola and Francisco Boza, the President of the Peruvian Sport Institute welcomed the Trophy there.

One big step toward the bottle of the future: PlantBottle Coca-Cola presented PlantBottle packaging. It is the new plastic bottle made from 30% plant materials and 100% recyclable and represents an important milestone in the evolution towards the future since the company introduced the first PET plastic container back in 1978.