Corporate Strategy of Coca Cola: Introduction
The international soft drinks market is never complete without mentioning the leading player, Coca-Cola. Over time, it has created a solid corporate brand name, strong product brands, and consequentially substantial brand equity through various products across many markets.
Since its inception, the company has undergone various phases and stages and has been a leading player in the market. Big companies tend to have a defined growth and expansion strategy but not abstract visions and pathways that today’s entrepreneurs prefer, as John and Williams (2006) warn. The authors say big multinational corporations have a clearly defined corporate strategy. They say that a good corporate strategy involves three stages: assessment of self and environment, designing a practical vision, and finally, aligning policies and strategies to realize the set vision. Any organization took up the corporate strategy. Therefore, it gives the company a general direction and guidance in the long and short term.
Coca-Cola has emerged as a brand name to reckon with globally. Its growth into the international market tops years and hours of strategic planning (John & Williams, 2006). It is an impressive company in the eyes of many business people and a formidable role model for upcoming organizations. This paper discusses the corporate strategy of Coca-cola taking into point what John considers to be an effective corporate strategy, dwelling on assessing the business environment (internal and external) and capabilities, envisioning a realistic vision of the company in the industry, and formulation and implementation of policies to achieve that.
Company history
The company started as a fountain soft drinks outlet in 1896 in Atlanta, Georgia, under Dr. John Styth Pemberton in a pharmacy store. In these early days, the owner could only sell an average of nine glasses a day, with one going for five cents, making total annual revenues of $50.
The invention of bottling technology gave the industry a boost as it could operate in a broader area. Bottling of the drink did not develop as an idea of Pemberton but from other entrepreneurs who noticed the potential of the soft drink and the efficiency in bottling (Hays, 2005). By 1909, nearly 400 bottlers across the US were supplementing the fountains. Ten years on, there were over a thousand bottlers in the US alone. In 1900 the company made an entry into the British market.
Fountains were more popular in both markets than bottles. However, in the late 1920s, the case had reversed, and bottle sales were higher than fountain sales. It marked the popularity and dominance of bottles up to today.
Today the company has made alliances with many bottlers across the globe and thus has managed to operate in over 200 countries worldwide. In the US, the company enjoys 44.3% as of 2002, represented in the market by popular brands such as Coke Classic, Coke Diet, Fanta, and Sprite, among many others. The company has also ventured into the non-carbonated soft drink industry in the mineral water segment under the Dasani brand.
Coca Cola Strategy: Company and Industry Overview
Today, the company engages in cutthroat competition with the other dominant players in the industry. The company operates as a bottler in some international markets and a carbonated drink maker in concentrate manufacturing and sale. The company has a substantial share of the $60 billion US market, where an ordinary American is estimated to consume 53 gallons of carbonated soft drinks annually (Yoffie, 2004).
This market has formed the battleground for the Giant Company with one of its main competitors Pepsi. The level of competition is so high that it has been a subject of study and research by many business analysts. Fortunately, the Carbonated Soft Drink (CSD) market has been growing steadily, allowing the rivalry between the two companies to continue. Both Pepsi and Coca-Cola, for example, registered double digits growth between 1975 and 1995. Although one might contribute to shrinking the market of the other, their competition has been viewed as a contributor to their growth. A former Pepsi CEO, Roger Enrico, once said, as quoted by Yoffie (2004).
“The warfare must be perceived as a continuing battle without blood. Without Coke, Pepsi would have a tough time being an original and lively competitor. The more successful they are, the sharper we have to be. If Coca-Cola Company did not exist, we would pray for someone to invent them. And on the other side of the fence, I am sure the folks at Coke would say nothing contributes as much to the present-day success of the Coca Cola Company than …. Pepsi”.
The 21st century has seen a decline in the consumption of CSDs in America and the global market. This has been mainly due to decreasing consumer power, as inflation and employment reduce consumers’ real income and disposable income. Increased technological innovation and competition have seen the company re-strategizing in terms of pricing and management in pursuit of the company’s goals and mission.
Business Strategy: Coca Cola Brand Portfolio
Unknown to many, Coca-Cola owns over 400 brands in the global market spanning from carbonated to non-carbonated drinks. As the most famous brand in the world, Coke, other products with the same name have been developed. This is what Mikel (2007) labels as a product line extension. For Coke, there is Cherry Coke, Coke Diet, and others. In the case of Fanta, there is Fanta Orange, Fanta Blackcurrant, Passion, etc. The company’s other popular brands include Mello Yello, Qoo, Lift Apfel, Kapo, Barq’s KMX, etc. According to the company’s analysis by brand, Coca-Cola spent $1.9 billion in 2006 for marketing all its brands, making it the highest spender in marketing initiatives globally.
Mission statement
According to the official company website, the company’s mission is expressed in three parts:
- To refresh the world – in mind, body, and spirit,
- To inspire moments of optimism – through our brands and actions, and
- To create value and make a difference – everywhere we engage.
The Coca-Cola Company Vision
To achieve our Mission, we have developed a set of goals, which we will work with our bottlers to deliver:
- Profit: Maximizing the return to shareowners while being mindful of our overall responsibilities.
- People: Being a great workplace where people are inspired to be the best they can be.
- Portfolio: Bringing to the world a portfolio of beverage brands that anticipate and satisfy people’s desires and needs.
- Partners: Nurturing a winning network of partners and building mutual loyalty.
- Planet: Being a responsible global citizen that makes a difference.
The Coca-Cola Company Values
The shared values that we are guided by are:
- Leadership
- Passion
- Integrity
- Accountability
- Collaboration
- Innovation
- Quality
Strategic fit
According to Drucker (2007), the strategic fit is the matching of an organization’s mission statements to its internal structure and external environment, strategic alliances, and mergers and acquisitions, and looking at how they have played a role in achieving the company’s set goals, mission, and vision. To achieve the stated vision, the company prides itself on having one of the strongest brand names globally in the soft drinks market. It has been created through excellent marketing, product promotions, and other marketing tricks. For instance, the company shares its marketing expenditure with the appointed bottlers in different markets. This way, brand awareness is enhanced globally, creating strong brand equity that subsidizes future marketing expenditure.
In its marketing efforts, the company has developed an image in the eyes of the consumers that any Coca-Cola branded drink can refresh you when you are tired or in a low mood. The most current television adverts with the catchphrase “brrrr moments” shows how reenergizing the drink is driving away the low moments and bringing vitality. The advert features a young man in one case who, after taking a sip of the drink, breaks into a “brrrr” sound shaking his body. In the same advert, a parrot shakes its wings off upon sipping a Coke. While this may be just one advert for one of the product brands, it creates a long-lasting impression on the consumer’s mind. In other adverts, the same notion is maintained.
The other notable was the Fanta advert featuring the catchphrase “Baamboocha.” While the word might have no meaning and place in the language world, Coca-Cola brought it to life by creating different meanings in their adverts, which could only be understood after consuming the product (Pendergrast, 2000). It creates a level of curiosity in the uninitiated into the market and consumers of the product to really understand what is happening. It makes the person not consuming the product feel left out.
In terms of another initiative far away from their products, Coca-Cola has been sponsoring soccer and other sports in Europe, Africa, and America, among many other regions. In the soccer promotions, the company attempts to incorporate a theme affecting the given society, trying to bring optimism in life and other areas.
Recent performance
The company has been faring well in the last few years, although health concerns, according to the management, have threatened the company. Recent findings show that fizzy drinks weaken the vertebral structure, and brittle bones have eroded a small fraction of the market. Fortunately, a wide product range, including Dasani water, has done great wonders as the company taps into the market lost in the CSD market. In the 2007 financial year, the company reported total revenue of over $28.5 billion compared to the previous year, which saw revenues of just $24 billion globally. The rise in revenue can only be attributed to inflation as profits have been falling. In 2006 according to the New York Times, the company recorded a 22% fall in profits. Coca-Cola said net income for the third quarter, which ended on Sept. 26, rose to $1.89 billion, or 81 cents a share, from $1.65 billion, or 71 cents a share, a year earlier. The international market registered a 14% increase as of October this year.
Revenue rose 9 percent to $8.39 billion as sales by volume increased 5%. Volume fell 2 percent in North America but rose 7 percent internationally. Based in Atlanta, Coke said it was on track for its productivity initiatives to deliver $400 million to $500 million in annual savings by the end of 2011.
Coca-Cola has continued to form alliances with bottlers across the globe. As a concentrate producer and brand owner, the company has convinced many bottlers to exclusively take up their contracts where the terms of the agreement restrict the bottlers from handling the competing product. One of the best examples is the Coca-Cola enterprise which handles 81% of all the bottling for Coca-Cola in the US alone.
Coca Cola Business Strategy: PESTLE Analysis
This is a management analysis tool that is an acronym for political, economic, socio-cultural, technological, legal, and environmental factors that affect the company.
Political
Its international presence exposes the company to varying political climates, which the company must follow. It affects the company’s harmony and uniformity in management in different markets. It may threaten the company because its management structures will have to configure to fit the requirements of that political region.
Its share in foreign markets has led to politicians being concerned about taxation and reinvestment in their domestic markets (countries).
Another general political issue is political instability in given regions. For example, the skirmishes that rocked Kenya at the beginning of this year saw six Coca-Cola distributors’ warehouses vandalized. The same case was reported in Cameroon, where political disturbances interrupted the company’s distribution and marketing activities.
Economic factors
The current credit crunch has reduced the company’s market share relatively.
The global high energy prices have increased production costs.
Socio-cultural factors
More health-conscious individuals are shunning these conventional fizzy drinks for more natural products in a fashion euphoria sweeping many industries globally.
The company’s brand presence for long in the global market does not significantly change, which seems to be a new marketing idea in recent times.
Technological factors
Technological innovations have enabled some companies to have foregone bottling and sell CSD contrite directly to consumers.
Legal factors
The company must abide by legal issues concerning contracts with bottlers and advertising agencies.
The company has to abide by competition laws in different regions and markets.
Environmental factors
Environmentalists are lobbying against the use of plastic containers and bottles.
The use of plastic in packaging calls for a more involving and costly environmental policy.
Corporate Strategy of Coca Cola: Five forces analysis
Mikel (2007) describes this as the ultimate litmus test of a company’s profitability.
The Threat of New Entrants
Economies of scale and the high capital investments required for starting a new company mean that Coca-Cola is relatively protected against new entrants in the market. Yoffie (2004) says that the cost of laying out a new typical concentrate manufacturing plant lies between $25 and $50, where such a plant could effectively serve the US market. Such money is not available to the everyday investor who could think of the CSD market. The relationship between the company and its competitors, in this case, Pepsi Inc, has been accepted, and the market already shared out. As earlier said, the competition between Coca-Cola and Pepsi Inc builds the two companies. The franchise relationship with distributors/bottlers to lock them to their services and make them unavailable to competitors has shielded its market share, over 50% globally, from predation (Richard et al., 2008).
Power of Buyers
Current low incomes for the public have forced the company to increase their prices in a small margin other than the appropriate one due to inflation and increased cost of production resulting from high energy prices.
In the case of bottlers being buyers of their company’s concentrate, Coca-Cola realizes that the benefits extended to the bottlers and distributors lock them to their contracts; hence they have very little bargaining power. In fact, bottlers must consult and receive the company’s approval in pricing the products.
Power of Suppliers
The company has integrated forward by installing vending machines.
The market is segmented into regions and countries since the economic conditions of these markets vary.
Threat of Substitutes
The threat of product substitution is high due to conventional beverages such as non-bottled water (tap water), milk, and alcoholic beverages.
Again, harsh economic times have seen the substitution of expenditure on leisure beverages for more pressing needs that vary from household to household.
Competitive Rivalry
The company has created an entry barrier through high investment budgets and strategic alliances, but competition between Coca-Cola and other companies still exists. Other competitors in the market are sprouting up with their eyes trained on imitating the company’s product. This resulted in registering the curved Coke bottle shape and the characteristic curled ribbon as trademarks (Yoffie, 2004).
Life Cycle
Coca-Cola is more than 110 years old. From the humble beginning since its inception, the company has continuously shown growth in all areas to emerge as the most recognized brand worldwide. Management experts predict that the growth phase is not eternal as companies go through various stages mainly signified by growth and, finally, a decline in performance the same way as living things (Mikel, 2007). Sustained growth is only possible when proper management strategies are used.
Growth through collaboration, as is characteristic of Coca-Cola, is identifiable through the use of teams, a diminution incorporates staff, matrix-type structures, the simplification of prescribed systems, an increase in conferences and educational programs, and more refined information systems in gathering data and facilitating management (Mikel, 2007). While Mikel (2007) does not formally outline a crisis for this prolonged growth phase, he argues any given corporation in this phase will eventually succumb to failure as around the psychological saturation of associates and allies who grow emotionally and physically dis-configured as to feel no longer favored by existing relationships with a mother company such as Coca-Cola. They, therefore, tend to favor establishing their own units and severe relationships.
Organization Structure
The company has its headquarters in Atlanta, Georgia. As a concentrate producer, the company enters into franchised contracts with bottlers in different regions across the globe (Pendergrast, 2000). The bottler receives the concentrate from Coca-Cola and does the brewing on their premises. The contract with the bottlers also covers distribution and marketing initiatives in individual markets. In the retail marketing of fountains, franchised bottlers have no involvement, but the retailing is done through identified outlets and stores. This retailing is only possible in developed countries where the social setting favors fountain vending and bottled products.
Coca Cola Corporate Strategy: SWOT analysis
Strengths
- Strong brand name and brand equity
- Heritage of quality products and an effective and involving role in corporate social responsibility
- Good environmental record.
- Strategic alliances with bottlers and distributors
- Substantial financial and personnel resources;
- Broad product portfolio cutting across any markets
- International presence in many countries
- Consistent brand line extension
Weaknesses
- A broad product portfolio denies the company specialization
- Multinational operations threaten harmony in an organization and add an extra cost to running regional offices.
- The company needs to convert increased marketing expenditure into complete market dominance.
- The tight association with bottling franchisers links the failures of bottlers in specific markets to the mother company.
Opportunities
- They are changing lifestyles where mineral water bottles have become an accessory among the fashion-savvy.
- It increased income levels in developing markets such as India and China.
Threats
- Environmental concerns that threaten the use of plastic packaging;
- The increased cost of production;
- High inflation rates lead to high pricing of products hence a fall in demand;
- Competition from other players in the industry;
- Political instability in various markets and regions.
Future strategy
Core Competences
Mikel (2007) says that companies set to conquer the future must build on what they have now instead of banking on their expected competencies in the future that cannot be guaranteed. For Coca-Cola, there are clearly identifiable core competencies of the company that if the company focuses on, then the future will be easy to conquer.
Future strategy
Some of the processes within the company are facing challenges due to changing lifestyles and evolving cultures. The company has made the correct attempts to innovate new products through the same marketing strategies. This has led to low product differentiation among consumers. Therefore, it is appropriate that the company adopts a strategy that will seek full vertical integration. It will increase the trust in the quality that consumers have in the products.
As earlier said, the incompetence of bottlers is and might, in the future, cost the company some market share. Though the company provides quality guideline measures to the distributors, it may be hard to enhance such directives as the bottlers possess considerable powers over the company. This is because there are relatively few bottling companies due to the high cost of installation of production lines. Yoffie (2004) says that a small bottling plant would require over $75 million as of 1998 estimates. The US market alone would require around 100 such plants.
Correcting these figures to the present shows that it is quite costly to set up plants; hence the cost restriction limits competition among bottlers; hence they yield high power on other companies seeking their services with few alternatives. With such thoughts in their mind, they hold the company at ransom. However, if vertical integration were adopted that sought to buy out these bottling companies, then the company would be fully responsible for the quality of its products. Thus, the future of the company lies in owning the bottling companies.
Appendix
Table 1. The Top 10 Soft Drinks Brands in the US in 2007 (Source: Beverage Digest)
Table 2. The Top 10 Bottled Water Brands in the US by wholesale sales in 2003 (Source: Beverage Marketing Corporation)
The Top 10 Soft Drinks Manufacturers in the US in 2007 (Source: Beverage Digest).
Table 3. The Top 14 Non-Alcoholic Beverage Companies in 2003 by worldwide revenues
References
Pendergrast, P. (2000), For God, country and Coca-cola: The Definitive History of theGreat American Soft Drink and the Company that makes it, (New York, Basic books)
Hays, C. (2005), The Real Thing: Truth and Power at the Coca-Cola Company, (New York, Random House) Yoffie, (2004) The Cola war Continues: Pepsi and Coke in the 21st century, (Harvard business school)
Richard, L. et al (2008), Global marketing, (London, Penguin)
Mikel, L. (2007), Marketing and management basics, (Birmingham, Soul) “Coca-cola rises 14% on international sales” Atlanta business chronicle, 2008
Max, V. (2008), “Management across oceans” International Journal of Cross Cultural Management, Vol 232, No. 4
John, H. and Williams, C. (2006), Modern Corporate strategies, (London, Prentice Hall) Coca-cola company report. Web.
International brands.