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Media Management 2304,[object Object],Group Assignment,[object Object],Cola Wars – Case StudyGrop 1a,[object Object],Ekaterina (40192@student.hhs.se), Niklas, Maria, Franziska,[object Object]
Concentrate Producer Industry,[object Object]
Is the concentrated industry profitable?,[object Object],Threat ,[object Object],of substitution,[object Object],Buy power ,[object Object],of Suppliers,[object Object],Competitors,[object Object],Buy Power of ,[object Object],Customers,[object Object],Threat of new entries ,[object Object]
Concentrate Producers’ Five Forces,[object Object],Raw Material Producer,[object Object],Suppliers not too differentiated,[object Object],Low to moderate cost of switching suppliers (vs. Long-term commitment),[object Object],Possible substitutes in the future (vs. original recipe) ,[object Object],Other suppliers (maintenance, factory equipment, …)  standard business product,[object Object],Buy power ,[object Object],of Suppliers,[object Object],LOW,[object Object]
Concentrate Producers’ Five Forces,[object Object],Threat ,[object Object],of substitution,[object Object],LOW,[object Object],Coke and Pepsi reduced the threat of substitutes by including them in their portfolio (tea, juice, water…),[object Object],Threat that fountain-buyers take on substitutes is reduced by fixing long-term contracts,[object Object]
Concentrate Producers’ Five Forces,[object Object],Fountain,[object Object],Few big accounts with rather high negotiation power,[object Object],Smaller accounts with low negotiation power ,[object Object],Bottlers,[object Object],Tied closely to CP’s,[object Object],Consolidation of Bottlers,[object Object],Close contact to retailers is their competitive advantage,[object Object],LOW  to MODERATE,[object Object],Buy Power of ,[object Object],Customers,[object Object]
CP’s Five Forces,[object Object],Becoming a CP requires a rather low investment and establishing supplier relationships is possible,[object Object],Competing with the big player’s rather impossible,[object Object], High risk of retaliation,[object Object],Threat of new entries ,[object Object],LOW,[object Object]
Is the concentrated industry profitable?,[object Object],Threat ,[object Object],of substitution,[object Object],LOW,[object Object],LOW,[object Object],Buy power ,[object Object],of suppliers,[object Object],Strong rivalry ,[object Object],among ,[object Object],competitors,[object Object],Buy Power of ,[object Object],Customers,[object Object],LOW  to MODERATE,[object Object],Threat of new entrants ,[object Object],LOW,[object Object]
Attractiveness of CP‘s Industry,[object Object],Size (of end market as products get pulled through the chain),[object Object],US = mass market,[object Object],Europe and Asia developed into strong markets alike,[object Object],Growth Potential,[object Object],Consumption is more level in mature markets,[object Object],Emerging markets options,[object Object],Forces,[object Object],Low threat of 5 forces,[object Object]
Bottling Industry,[object Object]
Bottlers’ Five Forces,[object Object],Concentrate Producer,[object Object],Duopoly,[object Object],Long-Term binding contracts,[object Object],1/3 of Bottlers’ cost,[object Object],Packaging Manufacturer,[object Object],Excess supply,[object Object],Consolidation of Bottlers,[object Object],Long-Term commitments (Quality),[object Object],½ of Bottlers’ Costs,[object Object],Sweetener Producer,[object Object],Undifferentiated product,[object Object],1/10 of Bottlers’ Cost,[object Object],HIGH,[object Object],MODERATE,[object Object],Buy power ,[object Object],of Suppliers,[object Object],LOW,[object Object]
Bottlers’ Five Forces,[object Object],Threat ,[object Object],of substitution,[object Object],MODERATE,[object Object],Fountain sales do not influence Bottlers’ volumes directly,[object Object],Direct concentrate delivery ( Soda Stream),[object Object],Environmental Awareness of Consumers,[object Object]
Bottlers’ Five Forces,[object Object],Supermarkets,[object Object],Consolidation of retailers and rise of power,[object Object],Large % of store‘s business,[object Object],Vending,[object Object],Invented by CP‘s and owend,[object Object],Convenience Stores,[object Object],Consumer Choice,[object Object],Some bargaining power of big chains,[object Object],Other Outlets,[object Object],MODERATE to HIGH,[object Object],Buy Power of ,[object Object],Customers,[object Object]
Bottlers’ Five Forces,[object Object],High investments needed,[object Object],Distribution Network is essential,[object Object],Only few independent Bottlers left,[object Object],Threat of new entries ,[object Object],LOW,[object Object]
Bottlers‘ Five Forces,[object Object],Threat ,[object Object],of substitution,[object Object],MODERATE,[object Object],MODERATE to HIGH,[object Object],Buy power ,[object Object],of suppliers,[object Object],Moderate rivalry ,[object Object],among ,[object Object],competitors,[object Object],Buy Power of ,[object Object],Customers,[object Object],MODERATE to HIGH,[object Object],Threat of new entries,[object Object],LOW,[object Object]
Attractiveness of Bottling Industry,[object Object],Size,[object Object],Limited geographical area,[object Object],Growth Potential,[object Object],Industry Consolidation ,[object Object],Forces,[object Object],Moderate to High threat of 5 forces,[object Object]
Concentrate vs Bottling Industry,[object Object],More flexibility for CP‘s (diversified buyers),[object Object],High dependency of bottlers on CP‘s,[object Object],Higher overall forces for Bottlers which shrinks the margin,[object Object],High margin for CP‘s as main player ,[object Object],Strong brand image of CP‘s,[object Object],BUT, attractivness of bottlers industry higher for new entrants as lower entry barriers,[object Object]
Current Challenges,[object Object],Slower growth of consumption in mature markets,[object Object],Financial crisis throughout various markets,[object Object],Rise of other beverages,[object Object],Win over emerging markets,[object Object],Rising power of retail conglomerates,[object Object],Build Strategy to Challenges,[object Object]
References,[object Object],Porter, ME, "What is Strategy",[object Object],Porter, ME, “The Five Competitive Forces that Shape Competitive Strategy”,[object Object],David B. Yoffie, ”Cola Wars Continue: Cola and Pepsi in the Twenty-First Century”,[object Object]
Question & Answers,[object Object]

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Sse cola wars_group1a_2011.ppt

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