Coca Cola Was the Purchase of Parley Brands
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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. -
Coca-Cola FEMSA, S.A.B. De C.V
As filed with the Securities and Exchange Commission on June 25, 2007 UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 FORM 20-F ANNUAL REPORT PURSUANT TO SECTION 13 OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended December 31, 2006 Commission file number 1-12260 Coca-Cola FEMSA, S.A.B. de C.V. (Exact name of registrant as specified in its charter) Not Applicable (Translation of registrant’s name into English) United Mexican States (Jurisdiction of incorporation or organization) Guillermo González Camarena No. 600 Centro de Ciudad Santa Fé 01210 México, D.F., México (Address of principal executive offices) Securities registered or to be registered pursuant to Section 12(b) of the Act: Title of Each Class Name of Each Exchange on Which Registered American Depositary Shares, each representing 10 Series L Shares, without par value ................................................. New York Stock Exchange, Inc. Series L Shares, without par value............................................................. New York Stock Exchange, Inc. (not for trading, for listing purposes only) Securities registered or to be registered pursuant to Section 12(g) of the Act: None Securities for which there is a reporting obligation pursuant to Section 15(d) of the Act: None The number of outstanding shares of each class of capital or common stock as of December 31, 2006 was: 992,078,519 Series A Shares, without par value 583,545,678 Series D Shares, without par value 270,906,004 Series L Shares, without par value Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. -
Cocktails Boozy Pitcher Boozy Coffee Coffee / Tea Bar SWEATER
SWEATER WEATHER SIPS FALL 20 20 Cocktails Coffee / Tea Bar Ridiculous Thoughts 11 Macadamia milk +1 / Oat milk +1 / add CBD oil +2 / tequila, fresh pressed beets, curacao, lime Bailey’s Almande +5 / add shot of Bourbon +5 **Can be served hot or iced Spice up your Life 9 vodka, coffee liquor, cinnamon, nutmeg, Espresso Double 3 clove, macadamia milk Cortado Double 3.5 Coffee** 12 oz / 16 oz 3 / 4 Cran-berry the Hatchet 9 Latte** 12 oz / 16 oz 4 / 5 vodka, cranberry, pink peppercorn. orange, lime add vanilla, caramel, or mocha +.50 Baby One More Time 10 tequila, apple, cinnamon, ginger 24k Golden Latte** 7 espresso, turmeric, ginger, cinnamon, Dangerously In Love 10 maple, pollen bourbon, apple cider, ginger, cinnamon The Orchard 8 espresso, apple, cinnamon, caramel Landslide 11 Buffalo Trace, walnut, coffee liquor, Basic Witches Brew** 7 aquafaba, mole bitters espresso, cinnamon, ginger, clove, nutmeg, all-spice, almond whip Unbreak my Heart 11 gin, honey, lemon, all-spice, orange Chica Cherry Cola-Brew 6 cold brew, black cherry, cola, ice Together Again 11 cachaca, spiced pear, lime, mint, raw sugar, soda Chai Tea Latte** 5 Dona Brooklyn Chai, choice of milk Islands in the Stream 11 Dirty Chai** 7 gin, rosemary, lime, soda, Natures Rhythm CBD Matcha Latte** 5 organic Matchaful matcha, choice of milk Naked Lunch 7 fresh mint tea, honey, orange blossom, CBD oil Boozy Pitcher serves 4 Hot Tea / Iced Tea 4 Green, Black, Passion, Peach, or Wild Sweet Orange Sleep to Dream 32 bourbon, apple, ginger, cinnamon, soda Boozy Coffee Happy Camper 12 -
Notes on the Financial Statements
he South African Breweries Limited is a holding Tcompany invested in and taking management responsibility for a portfolio of businesses, principally engaged in meeting mass market consumer needs mainly in the Southern African region. Beer is the major profit contributor, but an important balance is provided by signifisant interests in other beverages, retailing, hotels and the manufacture of selected consumer goods, together with strategic investments in businesses which complement the mainstream interests. T A Then Charles Glass sold his Castle Lager from V V a wagon to thirsty diggers during the late 19th Century Witwatersrand golds trike, he paved the way for the birth of SAB. Early Randlords persuaded Glass to part with his brewery and with venture capital raised through a London quotation, The South African Breweries Limited was registered in 1895. With the added impetus of a ISE listing in 1897, the new brewing company showed steady growth, buying hotels and other licensed outlets to expand the distribution network. The second stage of SAWs development started in the 1960's with a move into wines and spirits and the moulding of its hotel investments into a regenerated industry. By the 1970's, however, legal constraints made it imperative for SAB to broaden its investment base away from liquor. Due to SAWs affinity with a broad spectrum of consumers, the third stage of SAWs evolution involved the acquisition of significant mass market manufacturing and retailing investments and the inclusion of soft drinks and fruit juices in the Group's range of beverages. The contents arc listed on the inside back cover. -
Paula Tatiana Payares Leiva1
LA TRANSNACIONALIZACIÓN DE CONSUMO VISTA A TRAVÉS DE LA FUSIÓN DE EMPRESAS. CASO COCA COLA-INCA KOLA Elaborado por: Paula Tatiana Payares Leiva1 Dirigido por: Carolina Garzón Medina. “Cuando todo parezca ir en tu contra, recuerda que el avión despega contra el viento” - Henry Ford. Resumen Inca-Kola, según Ballén y Alza (2018) la bebida gasificada más consumida y amada de Perú, representa la identidad nacional y se ha convertido en el lovemark en este mercado, es por esta razón que su popularidad la ha llevado a superar marcas como Coca Cola. El objetivo del ensayo está orientado a reflexionar sobre el papel de la transnacionalización del consumo visto a través de dos marcas: Inca Kola y Coca Cola, a través de las estrategias de fusiones corporativas. Las conclusiones principales a las que se llegó se orientan en comprender que Inca Kola es considerada la bebida nacional debido al trabajo realizado por el equipo de marketing de Lindley, quienes se enfocaron en la construcción de marca a través de la publicidad lo que generó un impacto social positivo en los consumidores peruanos. 1 Estudiante de la facultad de Mercadeo de la Universidad Santo Tomas, aspirante al título de Profesional en Mercadeo Palabras clave: Coca Cola, Inca-Kola, marca, bebida gasificada, Perú, identidad nacional. Inca-Kola es una gaseosa originaria de Perú, inicio gracias a la Corporación J. R. Lindley, que según Silva Y Lucero. (2015) “es una empresa familiar, fundada en 1910 y quien comercializa Inca-Kola desde 1935, fue creada por Joseph Robinson Lindley” (p 2). Las gaseosas Inca Kola tienen un sabor dulce puesto que están realizadas a base de una infusión de una hierba llamada luisa y su color es amarillo ya que representa el oro nacional, usualmente esta bebida se encuentra en envases de vidrio, plástico y en latas desechables. -
Le Cas Du Marché Des Colas Philippe Robert-Demontrond, Anne Joyeau and Christine Bougeard-Delfosse
Document generated on 09/28/2021 4:33 a.m. Management international Gestiòn Internacional International Management La sphère marchande comme outil de résistance à la mondialisation : le cas du marché des colas Philippe Robert-Demontrond, Anne Joyeau and Christine Bougeard-Delfosse Volume 14, Number 4, Summer 2010 Article abstract Day after day, the world is becoming more and more globalized. Financial URI: https://id.erudit.org/iderudit/044659ar movements, transports, means of communication facilitate the emergence of DOI: https://doi.org/10.7202/044659ar this phenomenon. Nevertheless, globalization is not without consequences on the local populations who perceive this evolution as a threat for their identity See table of contents and their culture. Through the creation or resurgence of an offer of foodstuffs, and more particularly through a world and plethoric offer of local colas, the consumer is showing resistance and refuses to standardize his consumption. Publisher(s) The commercial success of those altercolas cannot be denied and many dimensions are bound to their consumption. HEC Montréal et Université Paris Dauphine ISSN 1206-1697 (print) 1918-9222 (digital) Explore this journal Cite this article Robert-Demontrond, P., Joyeau, A. & Bougeard-Delfosse, C. (2010). La sphère marchande comme outil de résistance à la mondialisation : le cas du marché des colas. Management international / Gestiòn Internacional / International Management, 14(4), 55–68. https://doi.org/10.7202/044659ar Tous droits réservés © Management international / International This document is protected by copyright law. Use of the services of Érudit Management / Gestión Internacional, 2010 (including reproduction) is subject to its terms and conditions, which can be viewed online. -
Lecture8b [Compatibility Mode]
Lecture8. Product Management and Pursuit of Brands 第10 章 品牌追求轨迹 Economic development • Consumer behavior is influenced by economic development – Consumers in highly developed countries tend to demand extra performance attributes in their products • Price not a factor due to high income level – Consumers in less developed countries, value basic features as more important • Price remains a factor due to lower income level –Cars: no air-conditioning, power steering, power windows, radios and DVD players . • Product quality and reliability are more important 1 Consumer Demands and Product attributes • There are cultural differences that affect consumer needs. – Differ in social structure, language, religion and education – Impact of tradition and local customs: alcohol – Although some tastes and preferences becoming cosmopolitan • China is a developing country (middle income) with several distinctive market segments compared with a developed economy with a majority middle class. • Thus, there are heterogeneous needs and wants – Different products and features: basic features to multi-functions – Targeted marketing with a unique product or a wide mix • As income grows and the gap widens, different need segments have emerged: – Working/salary class: basic features and good price/value – Upper class: quality, brand, and luxury items – Mass marketing with a uniform product is no longer effective. – Creating needs for product variety and upgrades Integrating R&D, marketing and production • High failure rate ratio – Between 33 % and 60% of new products fail to earn adequate profits • Reasons for failure: – Limited product demand – Failure to adequately commercialize product – Inability to manufacture product cost-effectively – R&D generally lower among Chinese firms, but some domestic firms have better understanding of local customers: Lenovo vs. -
All Products Are Pareve Unless Indicated D=Dairy Or M=Meat
New to All products are pareve unless indicated D=Dairy or M=Meat. Due to limited space, this list contains only products manufactured by companies and/or plants certified within the last three months. Brands listed directly beneath one another indicate that the product list immediately below is identical for all brands. PR ODUCTS ARE CERTIF I E D ONLY WH EN BEARING TH E SYMBOL Compiled by Zeh a va Ful d a 4c Seltzer Citrus Mist Green Tea Cappuccino French Vanilla Iced Tonic Water Golden Cola Champagne Green Tea W/ginseng & Plum Juice Tea Mix ........................................D Tropical Punch Wild Cherry Seltzer Green Tea W/honey & Ginseng Cappuccino Mix-coffee Flavor..........D Vanilla Cream Soda Green Tea With Ginseng & Asia Plum Cappuccino Mix-mocha Flavor........D Wildberry Seltzer American Dry Green Tea With Ginseng And Honey Iced Tea Mix-decaffeinated Yellow Lightning Club Soda Green Tea With Honey (64oz) Iced Tea Mix-lemon Flavor Green Tea With Honey And Ginseng Anderson Erickson Iced Tea Mix-peach Flavor Adirondack Clear ‘n’ Natural Honey Lemon Premium Tea Blue Raspberry Fruit Bowl................D Iced Tea Mix-raspberry Flavor Blackberry Soda Kahlua Iced Coffee ..........................D Lite Egg Nog....................................D Iced Tea Mix-sugar Free Cherry Soda Latte Supreme..................................D Lemonade Flavor Drink Mix Cranberry Soda Lemon Iced Tea Diet Cranberry Soda Anytime Drink Crystals Lemon Tea A & W Diet Loganberry Soda Lemonade W/10% Real Lemon Juice Cream Soda Diet Raspberry Lime Soda -
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. -
Nutrition Facts
UPDATED 11/26/19 nutrition facts NUTRITION FACTS* SERVING SIZE SATURATED CHOLESTEROL CARBOHY- DIETARY FIBER INGREDIENT CALORIES TOTAL FAT (G) TRANS FAT (G) SODIUM (MG) SUGARS (G) PROTEIN (G) (OZ)** FAT (G) (MG) DRATES (G) (G) Traditional 7 489 4 0.5 0 0 800 94 3 5 17 Gluten Free 6 360 6 0 0 0 840 78 3 9 3 DOUGH Classic Tomato 1.5 30 0.5 0 0 0 120 3 < 1 1 < 1 Spicy Tomato 1.5 30 0.5 0 0 0 120 3 < 1 1 < 1 Basil Pesto 1.5 135 10 2 0 < 5 180 1 1 2 2 SAUCE Garlic Ricotta 1.5 68 4 2 0 15 200 3 0 1 4 Mushroom Truffle 1.5 60 3 1 0 10 110 2 0 0 1 Blue Cheese 0.5 50 4 2.5 0 12 190 <1 0 0 6 Daiya Vegan Mozzarella 2 90 6 2 0 0 280 7 1 0 1 Fresh Mozzarella 1.67 130 10 6 0 25 140 0 0 0 12 Goat Cheese 1 80 6 4 0 25 80 3 0 1 5 CHEESE Parmesan Cheese 0.5 50 4 3 0 15 240 0 0 0 6 Shredded Mozzarella 2 90 6 4 0 20 210 1 0 0 6 Arugula 0.5 0 0 0 0 0 0 0 0 0 0 Banana Pepper 1 5 0 0 0 0 280 1 1 0 0 Basil 0.5 0 0 0 0 0 0 0 0 0 0 Broccoli 1 10 0 0 0 0 5 2 1 1 1 Grilled Onion 2 30 1 0 0 0 130 5 1 2 1 Jalapeño Pepper 1 5 0 0 0 0 0 1 0 0 0 Kalamata Olive 1 80 7 0 0 0 460 4 0 0 0 Kale 0.25 3 <1 <1 0 0 3 <1 0 0 <1 Mushroom 1 5 0 0 0 0 1 1 0 1 1 Pickled Red Onion 1 10 0 0 0 0 170 2 0 less than 1 0 FRUITS & VEGETABLES Pineapple 3 20 0 0 0 0 0 6 3 3 0 Roasted Red Pepper 1 10 0 0 0 0 135 2 0 1 0 Spicy Chickpea 2 60 2 0 0 0 140 8 3 0 3 Spinach 1 0 0 0 0 0 25 1 1 0 1 Tater Tot 2 101 5 1 0 0 223 12 1 <1 1 Tomato 1 5 0 0 0 0 0 0 0 0 0 Bacon 1 120 8 4 0 40 1,000 0 0 0 12 Beef Meatball 2 60 3 1.5 0 10 250 2 2 0 6 Chicken 2 90 4 1 0 40 170 0 0 0 11 Italian Sausage 2 50 3 1 0 -
PRODUCTS and SERVICES Rrrrrrrrrrrrrrrrrrrrc HAPTER OVERVIEW
rrrrrrrrrrrrrrr GLOBAL PRODUCT POLICY 11 DECISIONS II: MARKETING PRODUCTS AND SERVICES rrrrrrrrrrrrrrrrrrrrC HAPTER OVERVIEW 1. GLOBAL BRANDING STRATEGIES 2. MANAGEMENT OF MULTINATIONAL PRODUCT LINES 3. PRODUCT PIRACY 4. COUNTRY-OF-ORIGIN (COO) EFFECTS 5. GLOBAL MARKETING OF SERVICES The detergent division of the German company Henkel has long been committed to a strategy of strong local brands. In Europe Henkel varies its laundry detergent strategy to address regional variations in laundry practices. Southern Europeans traditionally washed their clothes with lower temperatures than their northern counterparts. They prefer less powerful detergents, often used in combination with bleach. Northern Europeans favor powerful detergents and mostly dislike bleach in their laundry. Packaging preferences also differ. People in Northern Europe like compact products, while Southern consumers favor large boxes. To cope with all these variations, Henkel customizes its brand portfolio, positioning, and the product formulations. Henkel’s flagship brand is Persil. However, Henkel did not own the Persil brand name in France1; it offered a similar product under the brand name Le Chat (‘‘The Cat’’). The position- ing was also tweaked in different countries. For instance, Persil’s whiteness positioning in Germany was replicated for Le Chat in France. In the Netherlands, Persil was positioned as an eco-friendly product. In Italy and Spain, Henkel had not introduced Persil for historical reasons. In Italy, consumers had a strong preference for blue detergents with a stain-fighting capability. This did not fit Persil’s core value proposi- tion (‘‘whiteness with care’’). Instead, Henkel entered Italy with Dixan, a performance brand. Henkel also entered Spain, another performance-oriented market, by acquiring Wipp, a strong local brand.2 Global Perspective 11-1 discusses further how Henkel deals with the challenges in the global market place. -
CASE 1 3Coke and Pepsi Learn to Compete in India
CASE 13 Coke and Pepsi Learn to Compete in India THE BEVERAGE BATTLEFIELD had to resort to using a costly imported substitute, estergum, or they had to fi nance their own R&D in order to fi nd a substitute In 2007, the President and CEO of Coca-Cola asserted that Coke ingredient. Many failed and quickly withdrew from the industry. has had a rather rough run in India; but now it seems to be getting Competing with the segment of carbonated soft drinks is an- its positioning right. Similarly, PepsiCo’s Asia chief asserted that other beverage segment composed of noncarbonated fruit drinks. India is the beverage battlefi eld for this decade and beyond. These are a growth industry because Indian consumers perceive Even though the government had opened its doors wide to for- fruit drinks to be natural, healthy, and tasty. The leading brand has eign companies, the experience of the world’s two giant soft drinks traditionally been Parle’s Frooti, a mango-fl avored drink, which companies in India during the 1990s and the beginning of the new was also exported to franchisees in the United States, Britain, Por- millennium was not a happy one. Both companies experienced a tugal, Spain, and Mauritius. range of unexpected problems and diffi cult situations that led them to recognize that competing in India requires special knowledge, skills, and local expertise. In many ways, Coke and Pepsi manag- OPENING INDIAN MARKET ers had to learn the hard way that “what works here” does not In 1991, India experienced an economic crisis of exceptional se- always “work there.” “The environment in India is challenging, but verity, triggered by the rise in imported oil prices following the we’re learning how to crack it,” says an industry leader.