DOCSLIB.ORG

Beverages 2014 to Access the Full Report, Contact [email protected]

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Beverages 2014 to Access the Full Report, Contact Membership@L2thinktank.Com EXCERPT FROM THE DIGITAL IQ INDEX®: BEVERAGES 2014 TO ACCESS THE FULL REPORT, CONTACT [email protected] DIGITAL IQ INDEX® BEVERAGES September 29, 2014 EXCERPT FROM THE DIGITAL IQ INDEX®: BEVERAGES 2014 TO ACCESS THE FULL REPORT, CONTACT [email protected] DIGITAL IQ INDEX® BEVERAGES Fizzle Beverages: Annual Per Capita Consumption by Category The “sugar water” business is going from bad to worse. U.S., 1987–2013 In 1998, the average American drank more than 50 gallons of soda per year.1 Fifteen years later, consumption 50 is down nearly 20 percent—with “diet” drinks declining 42.2 faster than any other beverage category due to increased 40 Soft Drinks scrutiny of aspartame and other artificial sweeteners.2 Although cola conglomerates have attempted triage by 30 launching anti-obesity campaigns, testing stevia-based GALLONS PER CAPITA Bottled Water 22.1 reformulations (e.g., Coca-Cola Life, Pepsi NEXT), and 20 20.1 doubling down on marketing expenditures—nothing can Beer 3,4 stem the tide. Last April, Coca-Cola announced its 10 Juices first global dip in soda volume since 1999, signaling the 6.9 4.3 5 spread of the disease beyond the United States. 0 Sports Drinks 1990 2000 2010 Source: Beverages Digest, July 2014. Too Little, Too Late? As reality sets in, beverage titans are slowly rethinking business Beverages: Change in Per Capital Consumption by Category fundamentals. In 2007, Coca-Cola embarked on a diversification U.S., 2003–2013 binge (e.g., Glacéau, Honest Tea, Zico)—culminating in a $2 billion investment in Monster Energy last August.6,7 In 2013, the company Sports Drinks reversed course by selling costly distribution operations it acquired +40% Bottled as recently as 2010.8 In September, Coca-Cola experimented with its Water first exclusive distribution deal with Amazon (see page 48). Although Wine Distilled Spirits such investments signal a positive shift away from denial, analysts +20% Tea 1. “Soda Losing Its Grip on America,” Jim Avilia & Serena Marshall, ABC News, April 2, 2014. 2. “Diet Sodas’ Glass Is Half Empty,” Mike Esterl, The Wall Street Journal, December 8, 2013. 3. “Pepsi and Coke’s new cola war challenger? Zevia.” Phil Wahba, Fortune, June 27, 2014. 4. “Coca-Cola Maintains Marketing Spend Amid Sluggish Demand,” Natalie Zmuda, Ad Age, July 22, 2014. 0% 5. “Coke Under Pressure as Sales Abroad Weaken,” Mike Esterl, The Wall Street Journal, July 30, 2014. Coffee 6. “Coke Confronts Its Big Fat Problem,” Claire Suddath & Duane Stanford, Bloomberg Beer Businessweek, July 31, 2014. Milk 7. “Coke to Buy Stake in Monster Beverage for $2.15 Billion,” David Gelles, The New York Times, -20% August 14, 2014. Juices Soft Powdered 8. “Coca-Cola to return some distribution to U.S. franchisers,” Martinne Geller, Reuters, April 16, 2013. Drinks Drinks Source: Beverage Information Group, July 2014. September 29, 2014 2 © L2 Inc., 2014 Circulation of the report violates copyright, trademark and intellectual property laws. EXCERPT FROM THE DIGITAL IQ INDEX®: BEVERAGES 2014 TO ACCESS THE FULL REPORT, CONTACT [email protected] DIGITAL IQ INDEX® BEVERAGES are asking if they are too little, too late.9 Representing only $1 in every $100 dollars spent in supermarkets, online Beverages: Online Grocery Sales grocery remains in its infancy.10 However, future winners U.S., 2009–2018E ■ Annual Revenue ■ Annual Change and losers on Amazon Fresh, Walmart Grocery, and Google Shopping Express are being determined now. Four of the $12,000 +14% 10 top-selling soda brands (Mountain Dew, Dr Pepper, Diet $10,000 +10% Pepsi, and Diet Mountain Dew) are not present among the $8,000 +6% 20 best-selling soft drinks on Amazon—displaced by Zevia, IN MILLIONS $6,000 Fever Tree, and Hansen’s.11 +2% $4,000 With food and beverages products demonstrating the lowest $2,000 -2% customer loyalty of any category measured (approximately $0 -6% 40 percent of buyers identify as “not loyal”), it is imperative that 2009 2010 2011 2012 2013 2014E 2015E 2016E 2017E 2018E beverage brands reassess their online visibility and explore how 2013 Size 2008–2013 CAGR 2013–2018E CAGR 12 digital properties reward frequent buyers. Online $6.5 Billion +3% +9.2% Offline $574 Billion +1.5% +0.7% Digital IQ = Shareholder Value Source: IBISWorld. This study attempts to quantify the digital competence of 54 beverage brands in the U.S. market. Our aim is to provide a robust tool to diagnose digital strengths and weaknesses, Beverages: Online vs. Offline Grocery Product Segmentation helping managers achieve greater return on incremental U.S., 2013 investment. Like the medium we are assessing, our approach is dynamic. Please reach out with comments that improve our methodology and findings. $ Regards, Beverages Fruits and Meat, Fish, Dairy Other Food Frozen Delivery Other L2 (Including Vegetables and Poultry Products Items Foods Charges Nonfood Alcohol) Items 5% 5% Online $6.5 Billion 9% 15% 14% 11% 11% 30% 2% 0% 9. “Coke, Pepsi...These guys aren’t cracking beverage innovation,” Ben Bouckley, Offline 19% 8% 12% 32% 11% 15% Beverage Daily, May 16, 2014. $574 Billion 10. “How E-Commerce Is Finally Disrupting The $600 Billion-A-Year Grocery Industry,” Cooper Smith, Business Insider, September 10, 2014. Source: IBISWorld. 11. “Special Issue: U.S. Beverage Results for 2013,” Beverage-Digest, March 31, 2014. 12. “84 Percent of Global Respondents More Likely to Visit Retailers That Offer a Loyalty Program,” Press Release, Nielsen, November 12, 2013. September 29, 2014 3 © L2 Inc., 2014 Circulation of the report violates copyright, trademark and intellectual property laws. EXCERPT FROM THE DIGITAL IQ INDEX®: BEVERAGES 2014 TO ACCESS THE FULL REPORT, CONTACT [email protected] DIGITAL IQ INDEX® BEVERAGES GENIUS GENIUS GIFTED AVERAGE Red Bull Bud Light RANK BRAND DIGITAL IQ GIFTED RANK BRAND DIGITAL IQ RANK BRAND DIGITAL IQ Coca-Cola Budweiser Gatorade Pepsi Monster Energy 1 151 3 139 10 115 Mountain Dew Heineken Red Bull The Coca-Cola Co. The Coca-Cola Co. Diet Coke Samuel Adams Sprite Lipton Stella Artois 2 143 4 138 11 113 Dr Pepper AVERAGE Anheuser-Busch InBev Anheuser-Busch InBev The Boston Beer Co. Coca-Cola Zero Rockstar Powerade Coors Light Corona Extra 5 11 113 Miller Lite 137 Sierra Nevada Shock Top PepsiCo The Coca-Cola Co. 5-Hour Energy Snapple Guinness Michelob Ultra Vitamin Water 6 131 13 112 NOS Vitacoco PepsiCo Unilever Group Zico CHALLENGED Fanta 7-Up Arizona 7 129 13 112 Schweppes Fuze Nestea Monster Beverage Corp. Anheuser-Busch InBev FEEBLE Amstel Busch SoBe 8 128 15 111 Sierra Mist Hoegaarden Leffe PepsiCo Dr Pepper Snapple Group Natural Shasta Keystone Light AMP Canada Dry 9 127 16 109 Foster’s Modelo Heineken The Coca-Cola Co. Beck’s Kronenbourg Miller Genuine Draft Full Throttle September 29, 2014 4 © L2 Inc., 2014 Circulation of the report violates copyright, trademark and intellectual property laws. EXCERPT FROM THE DIGITAL IQ INDEX®: BEVERAGES 2014 TO ACCESS THE FULL REPORT, CONTACT [email protected] DIGITAL IQ INDEX® BEVERAGES GENIUS AVERAGE CHALLENGED Red Bull Bud Light RANK BRAND DIGITAL IQ GIFTED RANK BRAND DIGITAL IQ RANK BRAND DIGITAL IQ Coca-Cola Budweiser Gatorade Pepsi Monster Energy 17 108 24 95 29 91 Mountain Dew Heineken Rockstar Living Essentials The Coca-Cola Co. Diet Coke Samuel Adams Sprite Lipton Stella Artois 18 106 24 95 32 89 Dr Pepper AVERAGE The Coca-Cola Co. Dr Pepper Snapple Group The Coca-Cola Co. Coca-Cola Zero Rockstar Powerade Coors Light Corona Extra 19 105 33 Miller Lite 26 93 88 Sierra Nevada Shock Top Molson Coors Brewing Co. Diageo Dr Pepper Snapple Group 5-Hour Energy Snapple Guinness Michelob Ultra Vitamin Water 20 99 27 92 34 85 NOS Vitacoco Zico Constellation Brands Anheuser-Busch InBev AriZona Beverage Co. CHALLENGED Fanta 7-Up Arizona 20 99 27 92 35 81 Schweppes Fuze Nestea SABMiller The Coca-Cola Co. Suntory Holdings FEEBLE Amstel Busch SoBe 22 98 29 91 36 79 Sierra Mist Hoegaarden Leffe Sierra Nevada Brewing Co. The Coca-Cola Co. The Coca-Cola Co. Natural Shasta Keystone Light AMP Canada Dry 23 96 29 91 37 72 Foster’s Modelo Anheuser-Busch InBev Nestlé Beck’s All Market Kronenbourg Miller Genuine Draft Full Throttle September 29, 2014 5 © L2 Inc., 2014 Circulation of the report violates copyright, trademark and intellectual property laws. EXCERPT FROM THE DIGITAL IQ INDEX®: BEVERAGES 2014 TO ACCESS THE FULL REPORT, CONTACT [email protected] DIGITAL IQ INDEX® BEVERAGES GENIUS FEEBLE Red Bull Bud Light GIFTED RANK BRAND DIGITAL IQ RANK BRAND DIGITAL IQ RANK BRAND DIGITAL IQ Coca-Cola Budweiser Gatorade Pepsi Monster Energy 38 67 45 56 51 49 Mountain Dew Heineken Heineken National Beverage Corp. Carlsberg Group Diet Coke Samuel Adams Sprite Lipton Stella Artois 38 67 46 53 53 42 Dr Pepper AVERAGE Anheuser-Busch InBev Molson Coors Brewing Co. SABMiller Coca-Cola Zero Rockstar Powerade Coors Light Corona Extra 47 54 Miller Lite 38 67 52 17 Sierra Nevada Shock Top PepsiCo PepsiCo The Coca-Cola Co. 5-Hour Energy Snapple Guinness Michelob Ultra Vitamin Water 41 63 48 51 NOS Vitacoco Zico PepsiCo Dr Pepper Snapple Group CHALLENGED Fanta 7-Up Arizona 42 61 49 50 Schweppes Fuze Nestea Anheuser-Busch InBev SABMiller FEEBLE Amstel Busch SoBe 43 49 50 Sierra Mist 57 Hoegaarden Leffe Anheuser-Busch InBev Constellation Brands Natural Shasta Keystone Light AMP Canada Dry 43 57 51 49 Foster’s Modelo Anheuser-Busch InBev Beck’s Anheuser-Busch InBev Kronenbourg Miller Genuine Draft Full Throttle September 29, 2014 6 © L2 Inc., 2014 Circulation of the report violates copyright, trademark and intellectual
Load more

Recommended publications
  • Keurig to Acquire Dr Pepper Snapple for $18.7Bn in Cash
    Find our latest analyses and trade ideas on bsic.it Coffee and Soda: Keurig to acquire Dr Pepper Snapple for $18.7bn in cash Dr Pepper Snapple Group (NYSE:DPS) – market cap as of 17/02/2018: $28.78bn Introduction On January 29, 2018, Keurig Green Mountain, the coffee group owned by JAB Holding, announced the acquisition of soda maker Dr Pepper Snapple Group. Under the terms of the reverse takeover, Keurig will pay $103.75 per share in a special cash dividend to Dr Pepper shareholders, who will also retain 13 percent of the combined company. The deal will pay $18.7bn in cash to shareholders in total and create a massive beverage distribution network in the U.S. About Dr Pepper Snapple Group Incorporated in 2007 and headquartered in Plano (Texas), Dr Pepper Snapple Group, Inc. manufactures and distributes non-alcoholic beverages in the United States, Mexico and the Caribbean, and Canada. The company operates through three segments: Beverage Concentrates, Packaged Beverages, and Latin America Beverages. It offers flavored carbonated soft drinks (CSDs) and non-carbonated beverages (NCBs), including ready-to-drink teas, juices, juice drinks, mineral and coconut water, and mixers, as well as manufactures and sells Mott's apple sauces. The company sells its flavored CSD products primarily under the Dr Pepper, Canada Dry, Peñafiel, Squirt, 7UP, Crush, A&W, Sunkist soda, Schweppes, RC Cola, Big Red, Vernors, Venom, IBC, Diet Rite, and Sun Drop; and NCB products primarily under the Snapple, Hawaiian Punch, Mott's, FIJI, Clamato, Bai, Yoo- Hoo, Deja Blue, ReaLemon, AriZona tea, Vita Coco, BODYARMOR, Mr & Mrs T mixers, Nantucket Nectars, Garden Cocktail, Mistic, and Rose's brand names.
    [Show full text]
  • Dr Pepper Snapple Group Transforms Its Category Management Process
    Case study Allocation and Space Dr Pepper Snapple Group Transforms Its Category Management Process On the category management improvement “Our space methodology paired with Blue Yonder’s space planning capability optimizes days of supply and increases inventory turns on an item-by-item basis, which results in a reduction in excess inventory and a boost in cash 99% flow for the retailer. We can also reset our retail customers’ planograms improved accuracy twice a year or more, which many of our competitors just can’t handle.” - Director, Category Management, Dr Pepper Snapple Group Challenges • Dr Pepper Snapple Group (DPS) is one of North America’s leading refreshment beverage companies. The company sells its diverse and 15x popular soft drinks to top franchise businesses like Coca-Cola, Pepsi and reduction in labor hours other independent bottling companies throughout North America. With to maintain and update category management a core competency, the beverage company’s space, planograms assortment and speed-to-insight capabilities are continuously evolving. • DPS was challenged to mass produce store-specific planograms on a large scale to meet the changing needs of their retail customers without draining their time and resources. • The company’s goals were to improve the accuracy rate, increase efficiency, boost retail partnerships without increasing headcount and reducing excess inventory to achieve increased cash flow. On speeding up planogram production The Category Manager stated, “In order to increase our retail partnerships and categories without increasing headcount, we implemented proven solutions that would support our new approach to space management and help us speed up the planogram creation process.” The Blue Yonder solution automated the large-scale production of Blue Yonder’s expertise optimized, store-specific planograms, increasing Dr Pepper Snapple Group’s accuracy rate to 99 percent.
    [Show full text]
  • Dr Pepper Snapple Group, Inc. – Name/Symbol/Cusip Change Futures Symbol: Dps1d New Symbol: Kdp1d Date: 7/10/18
    #43331 DATE: JULY 9, 2018 SUBJECT: DR PEPPER SNAPPLE GROUP, INC. – NAME/SYMBOL/CUSIP CHANGE FUTURES SYMBOL: DPS1D NEW SYMBOL: KDP1D DATE: 7/10/18 The Options Clearing Corporation (OCC) has been informed that Dr Pepper Snapple Group, Inc. (DPS) will change its name, trading symbol and CUSIP to Keurig Dr Pepper Inc. (KDP), CUSIP 49271V100. As a result, futures symbol DPS1D will also change to KDP1D effective at the opening of business on July 10, 2018. All other terms will not change. Clearing Member input to OCC must use the new futures symbol KDP1D commencing July 10, 2018. DATE: July 10, 2018 FUTURES SYMBOL: DPS1D changes to KDP1D UNDERLYING SECURITY: DPS changes to KDP MULTIPLIER: 100 (e.g. 1 equals $100) NUMBER OF CONTRACTS: Unchanged DELIVERABLE PER CONTRACT: 100 Keurig Dr Pepper Inc. (KDP) Common Shares CUSIP: (New) 49271V100 DISCLAIMER This Information Memo provides an unofficial summary of the terms of corporate events affecting listed options or futures prepared for the convenience of market participants. OCC accepts no responsibility for the accuracy or completeness of the summary, particularly for information which may be relevant to investment decisions. Option or futures investors should independently ascertain and evaluate all information concerning this corporate event(s). The determination to adjust options and the nature of any adjustment is made by a panel of The OCC Securities Committee pursuant to OCC By-Laws, Article VI, Sections 11 and 11A. The adjustment panel is comprised of representatives from OCC and each exchange which trades the affected option. The determination to adjust futures and the nature of any adjustment is made by OCC pursuant to OCC By- Laws, Article XII, Sections 3, 4, or 4A, as applicable.
    [Show full text]
  • Coca-Cola La Historia Negra De Las Aguas Negras
    Coca-Cola La historia negra de las aguas negras Gustavo Castro Soto CIEPAC COCA-COLA LA HISTORIA NEGRA DE LAS AGUAS NEGRAS (Primera Parte) La Compañía Coca-Cola y algunos de sus directivos, desde tiempo atrás, han sido acusados de estar involucrados en evasión de impuestos, fraudes, asesinatos, torturas, amenazas y chantajes a trabajadores, sindicalistas, gobiernos y empresas. Se les ha acusado también de aliarse incluso con ejércitos y grupos paramilitares en Sudamérica. Amnistía Internacional y otras organizaciones de Derechos Humanos a nivel mundial han seguido de cerca estos casos. Desde hace más de 100 años la Compañía Coca-Cola incide sobre la realidad de los campesinos e indígenas cañeros ya sea comprando o dejando de comprar azúcar de caña con el fin de sustituir el dulce por alta fructuosa proveniente del maíz transgénico de los Estados Unidos. Sí, los refrescos de la marca Coca-Cola son transgénicos así como cualquier industria que usa alta fructuosa. ¿Se ha fijado usted en los ingredientes que se especifican en los empaques de los productos industrializados? La Coca-Cola también ha incidido en la vida de los productores de coca; es responsable también de la falta de agua en algunos lugares o de los cambios en las políticas públicas para privatizar el vital líquido o quedarse con los mantos freáticos. Incide en la economía de muchos países; en la industria del vidrio y del plástico y en otros componentes de su fórmula. Además de la economía y la política, ha incidido directamente en trastocar las culturas, desde Chamula en Chiapas hasta Japón o China, pasando por Rusia.
    [Show full text]
  • The Cola Wars
    Journal of Business Case Studies – March/April 2009 Volume 5, Number 2 Brands As Ideological Symbols: The Cola Wars Praveen Aggarwal, University of Minnesota Duluth, USA Kjell Knudsen, University of Minnesota Duluth, USA Ahmed Maamoun, University of Minnesota Duluth, USA ABSTRACT The Coca-Cola Company is the undisputed global leader in the cola industry. Despite its size and marketing savvy, the company has faced a barrage of competition from new companies in the Middle East and some parts of Europe. These companies have tried to create a niche for themselves by tapping into the anti-U.S. sentiment that prevails among a section of population in these markets. We review three such competitors, Zam Zam Cola, Mecca Cola, and Qibla Cola and their strategies for challenging the global giant. Keywords: Cola Wars, Anti-U.S. sentiment, Beverages industry. THE COCA-COLA COMPANY ith sales and operations in over 200 countries, The Coca-Cola Company is the worlds’ largest producer and marketer of nonalcoholic beverage concentrates in the world. While Coca-Cola W beverages have been sold in the United States since 1886, the company has made significant advances in its global reach and dominance in the last few decades. Of the roughly 50 billion beverage servings consumed worldwide on any given day. The Coca-Cola Company serves 1.3 billion of those servings. In terms of worldwide sales of nonalcoholic beverages, the company claimed a 10% market share in 2004, while employing approximately 50,000 people. As of 2004, the company divided its global operations into six segments or “operating groups”: • North America • Africa • Asia • Europe, Eurasia and Middle East • Latin America • Corporate The relative size and contributions of these segments are given in Table 1.
    [Show full text]
  • Strategic Analysis of the Coca-Cola Company
    STRATEGIC ANALYSIS OF THE COCA-COLA COMPANY Dinesh Puravankara B Sc (Dairy Technology) Gujarat Agricultural UniversityJ 991 M Sc (Dairy Chemistry) Gujarat Agricultural University, 1994 PROJECT SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF MASTER OF BUSINESS ADMINISTRATION In the Faculty of Business Administration Executive MBA O Dinesh Puravankara 2007 SIMON FRASER UNIVERSITY Summer 2007 All rights reserved. This work may not be reproduced in whole or in part, by photocopy or other means, without permission of the author APPROVAL Name: Dinesh Puravankara Degree: Master of Business Administration Title of Project: Strategic Analysis of The Coca-Cola Company. Supervisory Committee: Mark Wexler Senior Supervisor Professor Neil R. Abramson Supervisor Associate Professor Date Approved: SIMON FRASER UNIVEliSITY LIBRARY Declaration of Partial Copyright Licence The author, whose copyright is declared on the title page of this work, has granted to Simon Fraser University the right to lend this thesis, project or extended essay to users of the Simon Fraser University Library, and to make partial or single copies only for such users or in response to a request from the library of any other university, or other educational institution, on its own behalf or for one of its users. The author has further granted permission to Simon Fraser University to keep or make a digital copy for use in its circulating collection (currently available to the public at the "lnstitutional Repository" link of the SFU Library website <www.lib.sfu.ca> at: ~http:llir.lib.sfu.calhandle/l8921112>)and, without changing the content, to translate the thesislproject or extended essays, if technically possible, to any medium or format for the purpose of preservation of the digital work.
    [Show full text]
  • Introducing Keurig Dr Pepper
    Introducing Keurig Dr Pepper Investor Presentation Creating a New Challenger In the Beverage Industry Highly Confidential January 2018 Forward Looking Statements Certain statements contained herein are “forward-looking statements” within the meaning of applicable securities laws and regulations. These forward-looking statements can generally be identified by the use of words such as “anticipate,” “expect,” “believe,” “could,” “estimate,” “feel,” “forecast,” “intend,” “may,” “plan,” “potential,” “project,” “should,” “will,” “would,” and similar words, phrases or expressions and variations or negatives of these words, although not all forward-looking statements contain these identifying words. Forward-looking statements by their nature address matters that are, to different degrees, uncertain, such as statements regarding the estimated or anticipated future results of the combined company following the proposed merger, the anticipated benefits of the proposed merger, including estimated synergies, the expected timing of completion of the proposed merger and related transactions and other statements that are not historical facts. These statements are based on the current expectations of Keurig Green Mountain Parent Holdings Corp. and Dr Pepper Snapple Group, Inc. management and are not predictions of actual performance. These forward-looking statements are subject to a number of risks and uncertainties regarding the combined company’s business and the proposed merger and actual results may differ materially. These risks and uncertainties
    [Show full text]
  • 1 BAB I PENDAHULUAN A. Latar Belakang Masalah Pesatnya
    BAB I PENDAHULUAN A. Latar Belakang Masalah Pesatnya perkembangan media cetak dan elektronik memunculkan persaingan di industri saat ini. Perusahaan berkompetisi untuk mempertahankan brand position di benak konsumen dengan menciptakan standarisasi mutu maupun peningkatan kualitas pelayanan melalui strategi promosi. Banyak cara yang dilakukan oleh perusahaan agar brand – nya dapat merebut hati masyarakat. Beberapa brand yang telah memiliki nama besar tentunya memiliki cara untuk bertahan agar tidak digeser oleh kompetitor dan meraih posisi terbaik. Keseluruhan prestasi yang diraih oleh sebuah brand besar pun tidak dapat diraih secara instan melainkan perlu melalui tahapan dalam kurun waktu yang juga tidak singkat. Posisi sebuah produk ditentukan juga dari bagaimana perusahaan mengimplementasikan perencanaan dengan baik dan tepat sasaran. Brand position diraih melalui proses perencanaan yang matang dengan menghasilkan suatu keputusan untuk memperkuat posisi merek. Advertising campaign merupakan salah satu faktor esensial dalam menunjukkan eksistensi suatu produk, bukan hanya sekedar kualitas produk tetapi bagaimana cara mengkomunikasikan kepada masyarakat agar diterima dan memperoleh tempat di tengah persaingan. 1 Advertising campaign muncul tidak serta merta dengan sendirinya, melainkan terdapat beberapa hal yang perlu dipertimbangkan, karena tujuannya adalah mengkomunikasikan merek. Merumuskan komunikasi untuk mencapai tanggapan yang diinginkan akan menuntut pemecahan tiga masalah: 1, apa yang harus dikatakan (strategi pesan), 2, bagaimana mengatakannya (strategi kreatif) dan 3, siapa yang harus mengatakannya (sumber pesan) (Kotler, 2007 : 214). Sebagai bagian dari strategi kreatif dalam Integrated Marketing Communication (IMC), advertising campaign dirancang melalui berbagai riset sebelum akhirnya diimplementasikan. Berbagai riset yang dilakukan antara lain riset konsumen yang mencakup target market dan riset kompetisi yakni apa saja yang dilakukan oleh kompetitor terutama kompetitor utama.
    [Show full text]
  • Non-GMO Project Verified Products
    Non-GMO Project Verified Products Schaumburg Store, Midwest Region Whole Foods Market, as a part of its mission to offer food in its most natural state, has created a Non-GMO Project Verified Product shopping list. Developed in partnership with the Non-GMO Project, a non-profit organization dedicated to allowing consumers to make informed choices and to ensuring sustained availability of non-GMO options, this shopping list highlights products that have been reviewed and verified by an independent third party to ensure that food production follows rigorous best practices for GMO avoidance. We hope that this proves to be a valuable shopping tool for you! Products that have been verified have the easy -to-recognize seal featured at the top of this shopping list. Unfortunately, due to cross-contamination and pollen drift, very few products in the U.S. are completely free of GMOs. The Non-GMO Project standard is a process-based standard that avoids the intentional use of GMO ingredients by providing suppliers with procedures and best practices for minimizing the presence of GMO ingredients. Thank you for shopping Whole Foods Market and your support of the Non-GMO Project! Baby & Child Products Earth's Best (Cont'd) Multi-Grain Cereal Oats, Spelt And Barley Blend Dr. Bronner's Mild Liquid Baby Soap Prunes First Stage Mild Liquid Baby Soap - 32 oz. Apple Cinnamon Oatmeal Third Stage Mild Liquid Baby Soap Organic Peach Mango Baby Food Puree Mild Baby Bar Soap Organic Peach Banana Blueberry Puree Dr. Bronner's Magic HAPPYBABY Pouches Baby Unscented
    [Show full text]
  • Coca-Cola's Future Growth Strategy
    University of Nebraska at Omaha DigitalCommons@UNO Theses/Capstones/Creative Projects University Honors Program 12-2018 COCA-COLA’S FUTURE GROWTH STRATEGY: DIVERSIFICATION? Arshia Alahi [email protected] Erin Bass Follow this and additional works at: https://digitalcommons.unomaha.edu/ university_honors_program Part of the Business Administration, Management, and Operations Commons Recommended Citation Alahi, Arshia and Bass, Erin, "COCA-COLA’S FUTURE GROWTH STRATEGY: DIVERSIFICATION?" (2018). Theses/Capstones/ Creative Projects. 33. https://digitalcommons.unomaha.edu/university_honors_program/33 This Dissertation/Thesis is brought to you for free and open access by the University Honors Program at DigitalCommons@UNO. It has been accepted for inclusion in Theses/Capstones/Creative Projects by an authorized administrator of DigitalCommons@UNO. For more information, please contact [email protected]. Case study on Coca-Cola Diversification Strategy, 2018 COCA-COLA’S FUTURE GROWTH STRATEGY: DIVERSIFICATION? Arshia Alahi, Erin Bass (Advisor) University of Nebraska Omaha, Fall 2018 COCA-COLA’S FUTURE GROWTH STRATEGY: DIVERSIFICATION? The year 1886 was the birth year of the world renowned, mega-cap company Coca-Cola Co. it all began when a pharmacist named John Pemberton was experimenting with carbonated beverages and created a medicinal drink to sell to drug storesi. The first ever Coca Cola was made with cocaine and wine, but later the cocaine was substituted out with the Kola nut to bypass the alcohol restriction in 1885. Due to the use of the Kola Nut in the syrup mixture, Frank M Robinson, the first Marketer of Coca Cola coined the name Coca Colaii, which quickly started to gain popularity. In fact the word Coca-Cola is the second most used and understood word after the word “Okay” worldwideiii.
    [Show full text]
  • DR PEPPER SNAPPLE GROUP ANNUAL REPORT DPS at a Glance
    DR PEPPER SNAPPLE GROUP ANNUAL REPORT DPS at a Glance NORTH AMERICA’S LEADING FLAVORED BEVERAGE COMPANY More than 50 brands of juices, teas and carbonated soft drinks with a heritage of more than 200 years NINE OF OUR 12 LEADING BRANDS ARE NO. 1 IN THEIR FLAVOR CATEGORIES Named Company of the Year in 2010 by Beverage World magazine CEO LARRY D. YOUNG NAMED 2010 BEVERAGE EXECUTIVE OF THE YEAR BY BEVERAGE INDUSTRY MAGAZINE OUR VISION: Be the Best Beverage Business in the Americas STOCK PRICE PERFORMANCE PRIMARY SOURCES & USES OF CASH VS. S&P 500 TWO-YEAR CUMULATIVE TOTAL ’09–’10 JAN ’10 MAR JUN SEP DEC ’10 $3.4B $3.3B 40% DPS Pepsi/Coke 30% Share Repurchases S&P Licensing Agreements 20% Dividends Net Repayment 10% of Credit Facility Operations & Notes 0% Capital Spending -10% SOURCES USES 2010 FINANCIAL SNAPSHOT (MILLIONS, EXCEPT EARNINGS PER SHARE) CONTENTS 2010 $5,636 NET SALES +2% 2009 $5,531 $ 1, 3 21 SEGMENT +1% Letter to Stockholders 1 OPERATING PROFIT $ 1, 310 Build Our Brands 4 $2.40 DILUTED EARNINGS +22% PER SHARE* $1.97 Grow Per Caps 7 Rapid Continuous Improvement 10 *2010 diluted earnings per share (EPS) excludes a loss on early extinguishment of debt and certain tax-related items, which totaled Innovation Spotlight 23 cents per share. 2009 diluted EPS excludes a net gain on certain 12 distribution agreement changes and tax-related items, which totaled 20 cents per share. See page 13 for a detailed reconciliation of the Stockholder Information 12 7 excluded items and the rationale for the exclusion.
    [Show full text]
  • Chapter I: Introduction
    CHAPTER I: INTRODUCTION The Coca-Cola Company is the world’s largest beverage company. Along with Coca-Cola, recognized as the world’s most-valuable brand, the Company markets four of the world’s top five soft drink brands, including Diet Coke, Fanta and Sprite and a wide range of other beverages, including water, juices and juice drinks, tea, coffee and sports drinks. Through one of the world’s largest beverage distribution system, consumers in more than 200 countries enjoy The Coca-Cola Company’s beverages at a rate exceeding 1.6 billion servings each day. Coca-Cola in India is the country’s leading beverage Company with an unmatched portfolio of beverages. The Company manufactures and markets leading beverage brands like Coca- Cola, Thums Up, Fanta, Fanta Apple, Limca, Sprite, Maaza, Minute Maid, Burn, Kinley and Georgia range of tea coffee, Nestea and Fanta Fun Taste. One of the early investors in India, the Coca-Cola system provides direct and indirect employment to more than 1, 50,000 people. The Coca-Cola System in India has more than 1 million retailers and our business has a multiplier effect on employment and earning opportunities. Coca-Cola in India is the largest domestic buyer of sugar and one of the top buyers of mango pulp. The Coca-Cola System in India business also positively impacts industries like Glass, Plastics, Resin Manufacturers, Sugar, Automobiles, White Goods Manufacturers, Banking etc. The Coca-Cola Company has always placed high value on good citizenship. At the heart of business is a mission statement called the Coca-Cola Promise - “The Coca-Cola Company exists to benefit and refresh everyone that it touches.” This basic proposition entails that the Company’s business should refresh the markets, protect, preserve and enhance the environment and strengthen the community.
    [Show full text]