Coca-cola thus, in 1985, decided to introduce a new formula (unpopularly called New Coke) in-order to drive up sales. This led to such a decline in sales for Coke and a subsequent increase in sales for Pepsi that Pepsi celebrated the 10th year anniversary of “New” Coke in 1995. Let us do a retrospective analysis of what Market Segmentation research may have been done that led Coca-cola to implement the “New” Coke. Analysis of Segmentation Strategy: What actually happened: A major segment of Coke was Baby Boomers. Coca-cola believed that as this segment aged, it would move on to healthier diet drinks and hence they needed to look into the “full-calorie” young segment.
At the end of 2011, PepsiCo’s working capital was ($713) million, while Coca-Cola’s working capital was $1,214 million. This indicates that Coca-Cola had enough short-term assets to cover its short-term debt, while PepsiCo did not. PepsiCo is not working as efficiently as Coca-Cola is, causing slower collection. (c) What is the most significant difference in the asset structure of the two companies? What causes this difference?
How does their accounting for inventories affect comparability between the two companies? (d) Which company changed its accounting policies during 2009 which affected the consistency of the financial results from the previous year? What were these changes? SOLUTION (a) Coca-Cola indicates its business is nonalcoholic beverages, principally soft drinks, but also a variety of noncarbonated beverages. It notes that it is the world’s largest manufacturer, distributor, and marketer of concentrates and syrups to produce nonalcoholic beverages.
1. Why was it important for Coke to reposition the brand away from being a "diet" brand and towards a mainstream "aspirational" perception? Pepsi Max, Coke Zero’s biggest competitor, was heavily discounted and as a result Coke Zero was up to 58% more expensive. Considering that 75% of cola is sold on price promotions, Coke Zero needed something to justify the price premium to be able to successfully compete. Coke Zero’s communication strategy was taste-led in a category which was already suffering from the stigma of perceived bad taste.
Brita Band - Case What challenges face the Brita Brand? Brita’s brand awareness in the late 1990s stood at 70% until the introduction of a faucet mounted-filter (FM) by PUR. FM filter system screwed onto the tap itself and also eliminated certain illness causing bugs compared to the Brita pour-through system (PT). Although Brita joined the FM category it only achieved 35% share in this category compared with PUR’s 65%. In addition to it some additional challenges faced by the Brita brand were: * Bottled water consumption was growing at a tremendous pace which was the main cause of the Brita brand’s volume decline.
HISTORY OF COCA COLA A transnational corporation (TNC) is a large business organisation that has a home base in one country, and operates partially owned or wholly owned businesses in other countries. Some TNC companies include Coca- Cola, Toyota, McDonalds, Nike and Vodafone. Coca- Cola is the number one manufacturer of soft drinks in the world. Coca-Cola is a carbonated soft drink sold in stores, restaurants, and vending machines in more than 200 countries. It was invented in the late 19th century by John Pemberton, but was bought out by businessman Asa Griggs Candler, and at the beginning it was originally intended as a patent medicine.
Of all the competitors, acquiring Red Dragon seems to be the most likely investment. Finally, it should also be mentioned Private Labeled Soups, that have been increasing their sales by 5% over the past several years as retailers decrease Brannigans’ shelf space by 3% yearly in order to provide extra space for their own private labeled products. Company: Brannigan is a food centennial company. Although being a cash cow, representing 40% of total sales, its soups division experienced a decrease in profits, sales and market share which need to be reversed through a new marketing strategy. Even though the division has several other products such as Dry Soups, Healthier
Notwithstanding increasing dividends and a moderately stable share price, the home improvement retail industry remains to struggle due to the fragmentary world wide economic complications. Throughout 2009 Home Depot recorded expenses as much higher as well as the drop in sales. While Home Depot the company is very strong, the drop in sales and net earnings brought fourth some restraints until the economy shows signs of improvement. With this in mind The Home Depot, Inc. initiated strategies in the fiscal year 2008, to help minimize losses while maintaining a strong customer base. Which in turn may have the company to increase their credit programs for consumers with the intention to increase sales.
In the USA’s market, the development of the alternative beverages was hit by the lingering economic downturn. Between 2008 and 2009, sales of sports drinks declined by 12.3%, sales of flavored and vitamin-enhanced waters declined by 12.5%. And in 2009, segment sales exceeded sales in 2008 by only 0.2%. The forecasts of the dollar value and volume sales of the U.S. market for alternative beverages showed that although the alternative beverages industry was hit by the economic, the dollar value and volume will keep going up in next few years. Alternative beverages competed on the basis of differentiation from traditional drinks such as carbonated soft drinks or fruit juices and were also positioned within their respective segments on the basis of differentiation.
The launching of a new retail concept in the midst of the then gloomy economic environment was certainly risky. Amid other high end beauty marketers struggling during this economic downturn, CVS was poised to try and lure away some of their clientele. Named Beauty 360, the first stores were launched in 2008. This study will analyze the factors and decisions CVS made in deciding to enter this market, and, if these choices proved practical. Introduction CVS Pharmacy is the second largest pharmacy chain in the United States with over 7,000 stores in 41 states and $86 billion in revenue (Prior, 2008).