Coke Case Study

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How has Coke’s environment changed over time? How has Coke attempted to deal with its environment? The Coca-Cola Co. started in 1886 as a company that was focused on bottling their soda and selling it to the local market. What would become of this once-local business was of unbelievable proportions. In the 1980s, then-CEO Roberto Goizueta built a global heavyweight by investing in emerging markets like Europe, Russia, and Southeast Asia. With headquarters in Atlanta, Georgia, Coke touted their product as “Georgia coffee:” it seemed as if consumers needed their daily fix of Coke. At its start, Coke was a small bottler that handled its own marketing, bottling, and concentrate operations on their own. As they began growing into a globally recognized company under Goizueta, that became almost impossible to do. Goizueta consolidated their bottling network into 10 anchor bottlers, which became “the most powerful distribution channel on earth.” After Goizueta’s death, M. Douglas Ivester became CEO, and the company began a string of problems. Multiple foreign lawsuits, accusations of unfair trade practices, bottlenecking internal ideas at the company’s Atlanta headquarters, and health scares seemed to mar a good deal of Ivester’s time at Coke. On top of these issues, internal communications amongst the layers upon layers of management became an impediment to keeping up with the ever-changing landscape of consumer demands. It took Coke, on average, 3-months to get a new product from launch to shelves, which led to them losing market share. Increasing competition and economic crises didn’t help, either. Ivester’s predecessor – Douglas Daft – took over in 1999. Whereas Ivester was too involved in the mundane issues at Coke – “he was directly involved in everything from employee benefits to corporate aircraft” – Daft did not get bogged down in those types of issues.

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