Coca Cola Strategic Management Final Project SWOT Analysis

COCA COLA
FINAL
PROJECT OF
STRATEGIC
MANAGEMENT
Phase 1 – Introduction, Phase 2 –
External Analysis of Coca Cola Beverages
Pakistan, Phase 3 – Internal Analysis:
Organizational Perspective, Phase 4 – Gap
Analysis & Recommendations
COCA COLA COMPANY

COCA COLA FINAL PROJECT OF STRATEGIC MANAGEMENT
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Table of Contents
1 Phase 1 – Introduction .................................................................................................. 4
1.1 Introduction of a Company ................................................................................... 4
1.1.1 Brief History.................................................................................................... 4
1.1.2 International / National Introduction............................................................... 6
1.2 COCA COLA BEVERAGES PAKISTAN LIMITED ......................................... 7
1.2.1 Vision, Mission, Core Values, Goals.............................................................. 9
1.2.2 Nature of Business ........................................................................................ 12
1.2.3 Type of Ownership........................................................................................ 12
1.2.4 Identify Key Players and Roles..................................................................... 12
1.2.5 Organizational Hierarchy.............................................................................. 21
1.2.6 Location(s) of Facility................................................................................... 24
1.2.7 Number of Technical Employees.................................................................. 25
1.2.8 Products / Services (single product).............................................................. 27
2 Phase 2 – EXTERNAL ANALYSIS OF COCA COLA BEVERAGES PAKISTAN
31
2.1 Natural Environment:.......................................................................................... 31
2.1.1 Natural Resource Coca Cola need................................................................. 31
2.1.2 Present and Future needs of Natural Resources............................................ 31
2.1.3 International Arrangement of Water ............................................................. 34
2.1.4 Issues they face during arranging and managing .......................................... 36
2.2 Task Environment: Porter’s 5 Forces Model ...................................................... 38
2.2.1 When (situation), Why (objective / reasons), How (process), who
(participants), Issues faced.................................................................................................... 38
2.2.2 In what format they collected the data of Porter’s Analysis ......................... 38
2.2.3 What benefits they get from conducting PORTER’s Analysis..................... 38
2.3 Societal Environment: PESTEL Analysis........................................................... 60
3 Phase 3 – Internal Analysis: Organizational Perspective ........................................... 65
3.1 Vision / Mission / Core Values (discuss separately)........................................... 65

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3.1.1 Vision ............................................................................................................ 65
3.1.2 Mission.......................................................................................................... 66
3.1.3 Core Values................................................................................................... 67
3.2 Organizational Policies ....................................................................................... 68
3.2.1 CLIMATE CHANGE POLICY.................................................................... 68
3.2.2 CODE OF BUSINESS CONDUCT(INTEGRITY IN THE COMPANY)... 69
3.2.3 GUIDANCE FROM CORE COMPLIANCE OFFICER ............................. 70
3.2.4 ENVIRONMENTAL POLICY..................................................................... 74
3.2.5 HUMAN RIGHTS POLICY......................................................................... 75
3.2.6 POST-CONSUMER PACKAGING WASTE MANAGEMENT POLICY
STATEMENT....................................................................................................................... 77
3.3 Organizational Culture........................................................................................ 78
3.3.1 How Policies and Core Values are helping in developing culture in their
organization (examples)........................................................................................................ 78
3.3.2 What Factors are Influencing their culture and How.................................... 79
3.3.3 Through what method(s) keep the culture alive............................................ 81
3.4 Organizational Structure ..................................................................................... 81
3.4.1 Degree to which organizational design elements exit in company structure 81
3.5 Core competencies .............................................................................................. 83
3.5.1 What are the company-wide core competencies........................................... 83
3.5.2 Which and How capabilities are linked with each core competency............ 83
3.5.3 Which and How resources are linked with each capabilities........................ 83
3.5.4 On the basis of market analysis (Phase 2), evaluate each core competency
through 4 Criteria Matrix...................................................................................................... 84
3.6 Coca - Cola Porter's Value Chain Analysis......................................................... 85
3.6.1 Inbound Logistics.......................................................................................... 85
3.6.2 Operations ..................................................................................................... 85
3.6.3 Outbound Logistics ....................................................................................... 86
3.6.4 Sales and Marketing...................................................................................... 86
3.6.5 Service........................................................................................................... 86
3.7 Strategic Objectives............................................................................................. 87

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3.7.1 WE FOCUSED ON DRIVING REVENUE AND PROFIT GROWTH ...... 89
3.7.2 WE INVESTED IN OUR BRANDS AND BUSINESS............................... 89
3.7.3 WE BECAME MORE EFFICIENT ............................................................. 90
3.7.4 WE SIMPLIFIED OUR COMPANY ........................................................... 90
3.8 Current Strategies (to achieve above objective) (combination of strategies / single
strategy for each objective)....................................................................................................... 91
3.8.1 Corporate Level Strategies............................................................................ 91
3.8.2 Business level strategies................................................................................ 92
3.8.3 Functional level strategies............................................................................. 93
3.8.4 Financial Strategies ....................................................................................... 94
3.9 Identify Rival Firms: PepsiCo............................................................................. 96
3.9.1 PepsiCo’s Strengths (Internal Strategic Factors) .......................................... 96
3.9.2 PepsiCo’s Weaknesses (Internal Strategic Factors)...................................... 97
3.9.3 Opportunities for PepsiCo (External Strategic Factors)................................ 97
3.9.4 Threats Facing PepsiCo (External Strategic Factors) ................................... 97
3.9.5 Objectives of PepsiCo................................................................................... 98
3.9.6 PepsiCo’s Generic Strategies ........................................................................ 98
3.10 SWOT Analysis................................................................................................. 100
4 Phase 4 – Gap Analysis & Recommendations ......................................................... 102
4.1 External Analysis.............................................................................................. 102
4.2 Internal Analysis............................................................................................... 110

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1 Phase 1 – Introduction
1.1 Introduction of a Company
1.1.1 Brief History
Coca-Cola originated as a soda fountain beverage in 1886 selling for five cents a glass.
Early growth was impressive, but it was only when a strong bottling system developed that
Coca-Cola became the world-famous brand it is today.
As a part of its drive to enhance the quality, availability, and image of Coca-Cola
products, The Coca-Cola Company established a new Company in Pakistan in 1996, by the
name of “Coca-Cola Beverages Pakistan Limited” (CCBPL or Company).
CCBPL is a part of Coca-Cola İçecek which is sixth largest KO bottler in the World. It
has a presence in ten countries including Turkey, Kazakhstan, Kyrgyzstan, Azerbaijan, Jordan,
Iraq, Turkmenistan, Tajikistan, Syria, and Pakistan. CCI has 48% shares of CCBPL with
Management Control.
CCBPL started the process of acquiring and investing in locally franchised bottling
operations. This process was completed in 2006 and, thereafter, all manufacturing and selling
rights of Coca-Cola products are now with CCBPL.
CCBPL has 6 plants and 13 warehouses throughout the country and serves a population
of more than 170 million with a production capacity of 111 million physical cases. CCBPL is
a significant player in the growth of Pakistan’s economy since it is one of the country’s top
foreign direct investments in FMCG (Fast Moving Consumer Goods) business and is one of
the major tax paying beverages companies of Pakistan.

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Type Cola
Manufacturer The Coca-Cola Company
Country of origin United States
Introduced May 8, 1886; 130 years ago,
Color Caramel E-150d
Flavor Cola
Variants
New Coke (discontinued)
Diet Coke
Caffeine-Free
Diet Coke Caffeine-Free
Zero
Cherry
Lemon (discontinued)
Vanilla
Lime
Raspberry (discontinued)
Black Cherry Vanilla (discontinued)
Blāk (discontinued)
Citra
Orange
Life
C2 (discontinued)
Related products
Pepsi
Irn-Bru
RC Cola
Afri-Cola
Postobón
Inca Kola
Kola Real
Cavan Cola
Website www.coca-colacompany.com

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1.1.2 International / National Introduction
Coca-Cola (often referred to simply as Coke) is an American carbonated soft drink
produced by The Coca-Cola Company in Atlanta, Georgia, United States. Originally intended
as a patent medicine, it was invented in the late 19th century by John Pemberton. Coca-Cola
was bought out by businessman Asa Griggs Candler, whose marketing tactics led Coke to its
dominance of the world soft-drink market throughout the 20th century. The drink's name refers
to two of its original ingredients, which were kola nuts (a source of caffeine) and coca leaves.
The current formula of Coca-Cola remains a trade secret, although a variety of reported recipes
and experimental recreations have been published.
The Coca-Cola Company produces concentrate, which is then sold to licensed Coca-
Cola bottlers throughout the world. The bottlers, who hold exclusive territory contracts with
the company, produce the finished product in cans and bottles from the concentrate, in
combination with filtered water and sweeteners. A typical 12 oz. (355 ml) can contains 38g of
sugar (usually in the form of high fructose corn syrup). The bottlers then sell, distribute and
merchandise Coca-Cola to retail stores, restaurants and vending machines throughout the
world. The Coca-Cola Company also sells concentrate for soda fountains of major restaurants
and food service distributors.
The Coca-Cola Company has on occasion introduced other cola drinks under the Coke
name. The most common of these is Diet Coke, with others including Caffeine-Free, Diet Coke
Caffeine-Free, Cherry, Zero, Vanilla and special versions with lemon, lime and coffee. Based
on Interbrand's best global brand study of 2015, Coca-Cola was the world's third most valuable
brand. In 2013, Coke products were sold in over 200 countries worldwide, with consumers
downing more than 1.8 billion company beverage servings each day.

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1.2 COCA COLA BEVERAGES PAKISTAN LIMITED
Coca-Cola established its facilities in Pakistan in 1953. It operates locally within
Pakistan. Its products are produced locally, thus providing employment to hundreds of
Pakistani residents. The company focuses its marketing and advertising specifically to
Pakistani tastes and cultures. Coca-Cola Beverages Pakistan Limited’s (CCBPL) major
shareholder is Turkey’s Coca-Cola Icecek (CCI). CCI is currently bottling and distributing
alcohol-free beverages in Pakistan along with 9 other countries.
With Coca-Cola’s introduction, the following products of the company came along:
Fanta
1965
Sprite
1972
Diet Coke
2001
Fanta Lemon
2001
Besides these, Sprite Zero, Rani Float and Kinley Bottled water are also in company’s
product portfolio. The company’s bottling plant is located in Pakistan in different regions,
including Karachi and Islamabad. Its local office is also engaged in the marketing and
advertising activities related to its products across Pakistan.
After arriving in Pakistan, Coca-Cola was bottles and distributed via independent
franchisees. In 1996, Coca-Cola took the initiate to consolidate and acquire all the bottling
plants and operate hem under the company’s own supervision. This process of acquisition was
completed in 2006 and CCBPL became the only organisation responsible to bottle and
distribute Coca-Cola products across Pakistan. CCBPL ensures that quality products are

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delivered to its customers. This includes investment in the market, customer development,
timely order and cash collections. By 2013, CCBPL has 6 bottling plants and 13 warehouses
operating across Pakistan thereby serving its 180 million population via its vast distributors
and retailers.

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1.2.1 Vision, Mission, Core Values, Goals
Vision Statement
Be the outstanding beverage company leading the market, inspiring
people, adding value through excellence.
Mission Statement
Build a sustainable and profitable business through refreshing
consumers, partnering with customers, delivering superior value to
shareholders and being trusted by communities.

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Core Values
Our Core Values underlie everything we do. We live by them for two
reasons; they are good and right in themselves, worthy of adherence even at
the risk of loss of profit-making opportunities, and they epitomize our
Company’s integrity, which we believe will produce value for our stakeholders
over the long term.
1. Accountability We act with high sense of responsibility and hold ourselves
accountable.
2. Passion We put our hearts and mind into what we do.
3. Integrity We are open, honest, ethical and we trust and respect each other
4. Teamwork We collaborate for our collective success

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COCA COLA GOALS
1. People and Organizational Leadership
2. Build a highly capable organization and be the employer of choice
3. Commercial Leadership
4. Profitably deliver superior value to consumers & customers at the
optimal cost to serve
5. Supply Chain
6. To be the best in class consumer demand fulfillment organization that
exceeds customer expectations highest in quality, lowest in cost, in a
sustainable, socially responsible manner
7. Operational Excellence
8. Create a culture of Operational Excellence to support continuous
improvement of our business process and systems
9. Sustainability
10. Ensure the long-term viability of our business by being proactive and
innovative in protecting the environment and be recognized as one of
the most responsible corporate citizens by all stakeholders

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1.2.2 Nature of Business
The Coca-Cola Company is an American historical multinational beverage corporation
and manufacturer, retailer, and marketer of nonalcoholic beverage concentrates and syrups,
which is headquartered in Atlanta, Georgia.
1.2.3 Type of Ownership
Coca Cola Operates as PUBLIC LIMITED COMPANY within Pakistan.
1.2.4 Identify Key Players and Roles
1.2.4.1General Manager
RIZWAN ULLAH KHAN
Pakistan & Afghanistan Region
Rizwan Ullah Khan is currently the General Manager of
The Coca-Cola Export Corporation, Pakistan & Afghanistan, a
position he has held since September 2005. He joined the Company
in 1996 and served in several different business functions during
his early career, including Operations, Marketing, Customer
Services and Public Affairs and Communications (PA&C).
Over the years Mr. Khan has steered the transformation of
Coca-Cola Pakistan into one of the leading socially responsible
organizations in the country, by forging strong partnerships with
local communities, NGOs and government agencies. Under his
leadership, the Company has carried out several successful
interventions in the fields of education, environment preservation and
water stewardship, livelihood creation, women empowerment and youth development.
Rizwan Ullah Khan was a key catalyst in the formation of the American Business Forum,
an association of leading US organizations in Pakistan, which he currently also heads as its
President. Mr. Khan holds a degree in Management from Hiram College, Ohio, USA. He is married
with three children and lives in Lahore with his family.

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1.2.4.2Director, Public Affairs & Communications
FAHAD QADIR
Pakistan& Afghanistan Region
Fahad Qadir is currently working as Region Public
Affairs & Communications Director for Pakistan &
Afghanistan Region, based at the head office in Lahore.
Pakistan. He has been with the Company for nearly 6 years
and leads stakeholder engagement on an ongoing basis with
the government, media, social groups (NGOs) and others. He
also manages the corporate & brand PR strategy and the
company's CSR programmer.
Before joining Coca-Cola, Fahad was working with the
prestigious Lahore University of Management Sciences
(LUMS) as Senior Marketing Office, primarily looking after
marketing of University programs in Central and South Asian
countries. Earlier to this, he worked with the Din Media Group,
responsible for devising strategies for new products and Group’s communication.

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1.2.4.3LEGAL COUNSEL
HASAN SHAMEEM
Hasan joined The Coca-Cola Company just recently
this year as the legal counsellor and he is responsible to
maintain Company’s compliance with local and international
laws, policies and to safeguard legal claims made by The
Coca-Cola Company in Pakistan & Afghanistan
region. He graduated from University of Bristol in 2007 after
completion of degree in LLB, and worked as legal counsellor
in food and telecommunications industry for around 7 years.
After his previous experience with the top-notch food
and telecommunications companies, he always wanted to
work for an organisation that could still prove to be a
milestone in my professional career, and Coca-Cola has
proven to be the ideal place to nurture his professional
outlook towards legal affairs. He is as an integral part of The
Company today, considering the extensive and crucial parameters of legal affairs entailed in its
operations. He is the firefighter of The Company. His work needs attention to detail and there is
no room for mistakes. To maintain such a decorum, Hasan makes sure that he doesn't panic and
always think logically to resolve matters.

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1.2.4.4Region Finance Manager
KALEEM FAZAL
Kaleem Fazal joined the Company in 2003 as a
Financial Analyst for the Pakistan office. Over the course of
11 years, Mr. Fazal has been an instrumental part of the
finance team for the MENA region. He was Budgeting and
Reporting Manager based in Middle East where he was
looking after 24 countries and 25 bottlers.
Kaleem is currently the Region Finance Manager for
Pakistan & Afghanistan. During his career, he has been
involved in multifarious responsibilities principally focusing
on sustainable system profit growth, value chain analysis,
profitability analysis, marketing analysis and development of
new categories (juices and energy).
He has played a pivotal role for tax lobbying which
resulted in system savings of $16m in 2011, $32m in 2012 and
$15m in 2013. Prior to his experience at Coca-Cola, Kaleem worked with Honda Fort and PwC
Pakistan.

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1.2.4.5Technical Services Manager
QASIM MAHMOOD
Qasim joined the Company in 1999 as
Quality Programs Manager covering Pakistan,
Iran and Turkmenistan and moved to QA
Manager for Southern Eurasia BU and reached
Senior QEOSH Manager for Pakistan&
Afghanistan.
During his QSE career, Qasim was
involved in several other technical functions
because of the job demand. He handled
commercialization, packaging, CDE and
launched OE in Pakistan. He was a leading
member in the team that established the business
in Afghanistan and he contributed a lot to building
the capabilities of toll fillers in Pakistan. He also contributed to starting the HF juice and packaged
water businesses in Pakistan & SE from QSE as well as manufacturing angles.
Prior to his experience at Coca-Cola, Qasim has worked in the industry of pulp & paper,
polyester & soda ash and petroleum& gas sector covering R&D, plant operations and projects.
Qasim holds a double degree in Chemical Engineering & MBA.

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1.2.4.6Director, Franchise & Commercial & Corporate Leadership
RAZA AHMED
Raza Ahmed has been part of the Coca-Cola
System for more than eleven years. Raza joined as
Business Planning & Treasury Manager, Coca-Cola
Beverage Pakistan Limited (CCBPL) and later was
also overlooking sales.
As a career broadening assignment, Raza was
moved to TCCEC, PAR, where he was primarily
responsible for driving volume and business growth,
developing and leveraging operational capabilities in
Pakistan & Afghanistan, driving commercial and
franchise leadership initiative and supporting
marketing in developing and executing marketing
plans. Raza has played an instrumental role in
driving TCCEC’s volume and sales and managing to
reach 207 MUC in FY 2013.
Raza has a vast experience in marketing, IT and
Engineering. Raza holds a degree from University of New Jersey in Industrial Engineering.

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1.2.4.7HR-Strategic Business Partner
FAISAL HASHMI
Faisal Hashmi joined Coca-Cola System in 2000, as
Country HRD / IR Manager at CCBPL, he had successfully
managed smooth Employees & Industrial Relations
including close interaction with local unions and IUF as
well.
Currently, as HR-Strategic Business Partner Faisal
looks after the HR function for both TCCEC as well as CPS
and supports Afghanistan bottler’s HR function.
Faisal is playing an integral role in developing KO
associates through various trainings, feedback and
mentoring. He is also responsible of inculcating a great
work environment, during 2013 TCCEC, PB won “4th
Global HR Excellence Award” organized by Global Media
Links, Pakistan.
Under Faisal’s leadership, Pakistan has managed to maintain a consistent EIS Engagement
Score > 80 at TCCEC Region Office and > 95 at CPS Plant. Prior to working with the Coca-Cola
system, Faisal worked with Intercontinental Hotels & Kentucky Fried Chicken. Faisal holds a MS
Degree in Human Resource Management and Commerce Degree major in Finance.

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1.2.4.8Director Marketing
ALI AKBAR
Syed Ali Akbar joined TCCEC, PAR
in August 2012 as Marketing Director. Ali has
played a pivotal role in thought leadership of
our campaigns. Under his vision, TCCEC, PB
won the Best Show in Class, Marketing
Excellence Award. Ali is primarily responsible
for innovative marketing campaigns, driving
brand love score and launching new beverage
products.
Ali has a vast experience in marketing.
He was the Vice President, Marketing &
Global Business Unit at Engro Foods Limited
and Vice President of Engro Corporation
Limited. Where he was primarily responsible
for marketing and business development aspects of
the Company.
Prior to Engro, Ali has worked with Coca-Cola Company, British American
Tobacco and Unilever Best Foods, on various business development and brand building
assignments.

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1.2.4.9Senior Quality Environment Occupational Safety & Health (QEOSH) Manager
ATIQUE KHAWAJA
TCCEC Pakistan & Afghanistan in 2014
Atique’s last 3 years’ assignment
as National QA Manger was with our
bottling partner, CCBPL in Pakistan.
Under his leadership and the efforts of
CCBPL Team, the highest ever Product &
Package Q.I. and Lowest Ever Consumer
Complaints in CCBPL history were
achieved. In addition, Atique introduced
to Quality Management of RGB &
Fountain categories in processes and
feedback mechanism.
Before CCBPL; Atique was the factory manager of Najran Mineral Water Co. in
Saudi Arabia for 4 years and ended his job there with a remarkable promotion to General
Manager Position. He built his Saudi success on another 4 years of experience with Nestle
S.A. in Pakistan where he started as Industrial Engineer and was promoted to Industrial
Performance Manager. His Nestle experience involved manufacturing, SAP modules and
staff training.
All the above was built on 11 years of work in QA & SRA with The Coca-Cola
Company, SWA Region. Atique is a qualified TCCC Auditor and has trained over 200
manufacturing & Quality Assurance staff.

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1.2.5 Organizational Hierarchy
1. What type of organizational structure does Coca-Cola have?
The Coca-Cola Company has a Separate International Division Structure
because its international staffs operate separately and in isolation from head office. It
has various divisions in all continents around the world with presidents that control
each continental division. Coca-Cola has 5 continental divisions.
 Eurasia & Africa Group
 Europe Group
 Latin America Group
 North America Group
 Pacific Group
Each Continental division has vice presidents that control sub-divisions based on regions
or countries. This structure is efficient for Coca-Cola since it is a very large company.
World
Eurasia
& Africa
Pakistan
North
America
Europe Pacific Latin
America

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2. How do they operate?
Coca-Cola is as an ethnocentric MNC because its domestic operations are very
like its international operations. Regardless of the country or region, Coca-Cola
operates the same way and sells the same brand and type of soft drink. The company
has tight control over its operations from head office.
Country Manager
GM (SBU)
Karachi
Multan
RYK
GM (CBU)
Lahore
Gujranwala
Faisalabad
RawalPindi
Peshawar

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1.2.6 Location(s) of Facility
Want to know more about your local Coca-Cola beverage and service
provider?

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1.2.7 Number of Technical Employees
Employees as of December 31, 2015 and 2014, Coca Cola Company had approximately
123,200 and 129,200 employees, respectively, of which approximately 3,300 and 3,800,
respectively, were employed by consolidated variable interest entities (“VIEs”). The decrease
in the total number of employees in 2015 was primarily due to the refranchising of certain
territories that were previously managed by CCR to certain of the Company’s unconsolidated
bottling partners. As of December 31, 2015, and 2014, Coca Cola Company had approximately
8,000 and 15,000 employees, respectively, located in the Pakistan, of which approximately
500 were employed by consolidated VIEs in both years. Our Company, through its divisions
and subsidiaries, is a party to numerous collective bargaining agreements. As of December 31,
2015, approximately 7,000 employees, excluding seasonal hires, in North America were
covered by collective bargaining agreements. These agreements typically have terms of three
years to five years. We currently expect that we will be able to renegotiate such agreements on
satisfactory terms when they expire. The Company believes that its relations with its
employees are generally satisfactory.

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1.1.1.1 Department Wise

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1.1.1.2 Total Employees (Gender Wise)
1.2.8 Products / Services
(single product)
1.2.8.1Intro
The Coca-Cola
Company is the world’s largest
beverage company. Coca-Cola Company own or license and market more than 500 non-alcoholic
beverage brands, primarily sparkling beverages but also a variety of still beverages such as waters,
enhanced waters, juices and juice drinks, ready-to-drink teas and coffees, and energy and sports
drinks. Coca-Cola Company own and market four of the world’s top five non-alcoholic sparkling
beverage brands: Coca-Cola, Diet Coke, Fanta and Sprite. Finished beverage products bearing our
trademarks, sold in the United States since 1886, are now sold in more than 200 countries. Coca-
Cola Company make branded beverage products available to consumers throughout the world
through our network of Company-owned or -controlled bottling and distribution operations as well
as independent bottling partners, distributors, wholesalers and retailers — the world’s largest
beverage distribution system. Beverages bearing trademarks owned by or licensed to us account
for more than 1.9 billion of the approximately 58 billion servings of all beverages consumed
worldwide every day. Coca-Cola Company believe their success depends on their ability to
connect with consumers by providing them with a wide variety of options to meet their desires,
needs and lifestyles. Coca-Cola Company success further depends on the ability of their people to
execute effectively, every day. Coca-Cola Company goal is to use their Company’s assets — their
brands, financial strength, unrivalled distribution system, global reach, and the talent and strong
commitment of their management and associates — to become more competitive and to accelerate
growth in a manner that creates value for their shareowners. Coca-Cola Company were
incorporated in September 1919 under the laws of the State of Delaware and succeeded to the
business of a Georgia corporation with the same name that had been organized in 1892.
The company has the widest portfolio in beverage industry comprising of 3300 products.
Beverages are divided into diet category, 100% fruit juices, fruit drinks, water, energy drinks, tea

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and coffee etc. As per Nielson’s data, Coca cola is the No.1 brand in sparkling beverages, juice,
and retail packaged water in 2010. Coca cola has its market presence around 200 countries.
Coca Cola Beverages Pakistan has a very narrow product range. It has the following brands
in Pakistan.
 Coca Cola
These products are sold in the market in different sizes of bottles. These sizes are available
for all its products.
 250ml
 250 ml (Non-Returnable)
 300ml
 1 liter
 5-liter pet
1.2.8.2Segmentation:
Coca cola servers its products using mass marketing technique, which obviously falls
in undifferentiated marketing, and undifferentiated marketing means no segmentation, but
there are minor factors on which we can say that the coke segments its products and then
targets the customers somehow. These factors are as follows.
1. Geographic Segmentation:
 Internationally:
Coke segments its products country wise and region wise, here the most
important thing is the taste and the quality, it varies according to the taste and
the income level of the people in that country, and i.e. Third world counties are
given low quality taste.
 Climatic:
In coke marketing, main idea is to serve it cold, so we can say that, they
focus more on hot areas of the world, i.e. middle east etc. and there sale increase
in summer.
 Locally:

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In Pakistan the coke segments more in urban and suburban areas as
compare to rural.
2. Demographic Segmentation:
 Age:
Internationally coke has segments the small children introducing tastes
like vanilla, lime and cherry, they focus children from 4-12. Coke specifically
target more young people than older.
 Family type:
Coke introduces its economy pack, and that’s how they focus family
and groups.
 Income:
Coke segments different income levels by packaging. Like for small
income people it has small returnable glass bottle, for middle people it has non-
returnable bottle and for higher income people it has coke tin.
3. Psychographics Segmentation:
All psychographics variables the social class, lifestyle, occupation, level of
education and personality, coke segments everyone, but again it’s there packaging
which is different for different consumers.
4. Behavioral Segmentation
 Occasions:
Thanks to the Coca-Cola Company for the warm welcome of Ramadan
that has become an identity of the culture of Pakistan. Over the year the
welcome of Ramadan has taken on mega proportions. Then coca cola has also
made our Eid festivals very special by giving us special discounts on these
prestigious occasions. Coca-Cola has special pricing strategies for thes3e
occasions. They also run special advertising campaigns to make these occasions
more special.
1.2.8.3Pricing
Due to the availability of wide range products the pricing is done per the market and
geographic segment. Each sub-brand of coca cola has different pricing strategy. Their pricing
strategy is based on the competitors pricing; Pepsi is the direct competitor to coke. Beverage

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market is said to be an oligopoly market (few sellers and large buyers), hence they form into cartel
contract to ensure a mutual balance in pricing between the sellers.
1.2.8.4Distribution / Retailing
Coca Cola is the world’s most favorite brand and is available all over the world. The
distribution system of coca cola follows the FMCG distribution pattern. The effective distribution
network of coke has almost eroded the small and middle level players in the market. In Pakistan,
they have captured even the rural market by extensive distribution.
1.2.8.5Marketing
Coca Cola adopts various advertising and promotional strategies to create an increased
demand in the market by associating with life style and behavior and mainly targeting value based
advertising. You are more likely to see a coke ad individualized for a festival or in with a general
positive message.
Coca-Cola uses the concept of aggressive advertising to promote its products. Thus,
advertising is the most important marketing tool for the company as it must cater mass consumer
markets. They mainly do national advertising. Company introduces different themes and
concepts to sell their product and advertises mainly in electronic media and out of home
advertising. These advertisements build brand image and create awareness. Big names of Indian
film industry mainly become the brand ambassadors of the Company. Throughout the years, the
slogans of the Coca-Cola have been memorable. For E.g. Thanda MATLAB Cola-Cola Jo chaho
ho jae Cola-Cola enjoy Coca-Cola-Piyo sir utha ke Brrrrrrr!!!

31
2 Phase 2 – EXTERNAL ANALYSIS OF COCA COLA BEVERAGES
PAKISTAN
2.1 Natural Environment:
2.1.1 Natural Resource Coca Cola need
Coca Cola identify WATER and NATURAL AIR as their most used resources in the
production process.
2.1.2 Present and Future needs of Natural Resources
2.1.2.1Water Stewardship Program National Arrangement & Management of Water
Coca-Cola Pakistan, believe that water is critical not just for survival but for overall
well-being of our global ecosystems and economies. Being a big consumer of water, it is our
duty to protect water resources. Coca-Cola Pakistan maintains a vast Corporate Social
Responsibility Portfolio, with special focus towards community building and water
stewardship, where projects are designed in a way to deliver exponential benefits by integrating
the ‘Me, We, World’ framework; individuals, communities and environment. Therefore, it’s
our mission to give back the equivalent of all the water that we use to communities and nature,
and we will continue to do so after we meet the 100 percent water replenishment goal.
In 2007 The Coca-Cola Company announced its Water Replenishment Goal which
focuses on being water neutral by the year 2020. 209 water stewardship projects were initiated
in a total of 61 countries. Pakistan remains one of these 61 countries, successfully supporting
towards water replenishment goals. The 2020 water replenishment goal involves returning
water to the environment and communities, as per the total volume of water used annually. In
2014 The Coca-Cola system consumed 300 billion liters of water to produce 160 billion liters
of beverages, and we successfully replenished 160 billion liters of water worldwide, based on
our 209 watershed projects. Supporting this goal, Coca-Cola Pakistan has been able to
replenish 782 million liters of groundwater since 2008 just through a single project with WWF
Pakistan in Ayubia National Park. This marks as the epitome of our success towards water
stewardship.
Coca-Cola is able to give back the amount of water equivalent to what it uses in its
finished beverages and their production through replenishment projects, increasing water use
efficiency in its plants, and returning water to watersheds and municipalities through
wastewater treatment. Part of meeting its replenishment goal is engaging in diverse, locally
focused community water projects. Each project works toward set objectives such as providing
or improving access to safe water and sanitation, protecting watersheds, supporting water
conservation and raising awareness on critical local water issues.

32
Although Coca-Cola Pakistan serves nationwide, but every project needs a clear target
area and timeframe for specific deliverables. Our water replenishment projects are focused
majorly in provinces of KPK, Sindh and Punjab. Apart from Ayubia National Park, to name
few other projects we are serving in Gilgit, Karachi coastal areas like Kakapir and Soomer
village, and also Lahore Bedian.
To review our water stewardship and agriculture sustainability projects, take a look at
the info graphic:

33

34
2.1.3 International Arrangement of Water
2.1.3.1Goal
By 2020, improve water efficiency in manufacturing operations by 25 percent
compared with a 2010 baseline.
2.1.3.2Progress:
On track. In 2015, we improved our water efficiency 2.5 percent, marking the first time
the Coca-Cola system has achieved a water-use ratio less than 2.0. This is a total improvement
of 12 percent since 2010 and 27 percent since 2004 when we started reporting efficiency
progress as a global system.
COCA COLA’s system wide
water efficiency has improved for 13
consecutive years. When they started
this journey in 2004, they were using
2.7 liters of water to make 1 liter of
product. That means that 1 liter of
water is in the product and another
1.7 liters is used in the manufacturing
process, mostly for keeping
equipment clean. Today, they’re
using 1.98 liters of water to make 1
liter of product and we’re working to
reduce it to 1.7 liters of water per liter of product (a 25 percent improvement) by 2020. But
what does that mean?
In 2015, we used about 300.19 billion liters of water to produce approximately 151.1
billion liters of product (e.g., Coca-Cola, Diet Coke and Coke Zero) that we sold to consumers
in more than 200 countries and territories around the world. That means 151.1 billion liters of
water goes into our products and to consumers. And we used 149.09 billion liters of water in
our manufacturing process to make that 151.1 billion liters of product in our operations.1 so,
that’s the definition of water efficiency – how much water it takes to make our product.
Our 2020 goal is aggressive. The good news is that we’re on track to meet our goal,
and in many parts of the world, we’re ahead of schedule. In fact, in the United States, Mexico,
South Pacific, Western Europe, and Turkey, we have bottling plants that are already using 1.7
liters of water, or less, to make a liter of product. Some are operating at as low as 1.4 liters of
water per liter of product. Our progress on water efficiency places us among the leading
companies in the beverage industry according to a recent benchmarking report by the Beverage
Industry Environmental Roundtable.

35
2.1.3.3Understanding Our Water Footprint
The key driver in improving our water efficiency is reducing or removing water use in
our manufacturing processes. Over the years we’ve made significant investments in new
technologies and operating procedures that replace or reduce water use in our manufacturing
operations. In order to expand on such improvements, we need to understand where water is
used and where we have opportunities for improvement.
Water foot printing—an approach to assess the total volume of water used to produce
a product—is helping us extend our view of how we use water across our manufacturing
processes and supply chain. Our studies have shown that around 80 percent of the total water
footprint of our products comes from our agricultural ingredient supply chain. As a founding
partner of the Water Footprint Network, we have worked with WWF, The Nature Conservancy
and others to assess the water embedded in our products, packaging and ingredients so we can
better understand the implications for our business, and work to reduce impacts.
In collaboration with The Nature Conservancy, we issued a report, Product Water
Footprint Assessments: Practical Application in Corporate Water Stewardship, exploring the
utility and practical application of the water footprint methodology for understanding our water
use throughout the value chain, and for identifying the impacts of that use and associated
response actions.
Water footprint studies were conducted related to the following Coca-Cola products
and ingredients:
Coca-Cola in a 0.5-liter PET bottle produced in the Netherlands;
Beet sugar supplied to Coca-Cola Europe’s bottling plants; and
Orange juice produced for the North American market.
The largest portion of the product water footprints assessed as part of these studies
came from the field, not the factory, which demonstrated significant opportunity to engage
more directly with our agricultural ingredient suppliers in advancing sustainable water use.
Guided in part by these assessments, to date, we have focused studies on the “blue,” green”
and “grey” water footprints of sugar beets, orange juice and Coca-Cola to help us pinpoint
potential sustainability impacts in specific growing regions.
Addressing the quantity of water used to grow our product ingredients is not enough,
we also need to address the impact of that use as well. Understanding impact is important,
because large water footprints can be sustainable in water-rich areas, while very small water
footprints might compromise sustainability in places where water is scarce. Gaining a clear
understanding of impacts makes good environmental sense and provides us with better
guidance for prioritizing areas of concern. Coca-Cola Europe has proposed a methodology for
water footprint sustainability assessments that considers impacts as well as water quantity.
Read more about it. Also, please see the section below and refer to the Sustainable Agriculture
section of our Sustainability Report for more details on our efforts with suppliers.

36
2.1.4 Issues they face during arranging and managing
Greater efficiency in water use does not mean making less product. To the contrary,
they intend to reduce their water use ratio—the amount of water we use per liter of product
produced—while growing our business. Their goal, set in 2008, was to improve water
efficiency system wide by 20 percent by 2012, compared with a 2004 baseline. Despite an
expanding product portfolio and increased production levels, they have achieved that goal.
In 2011, they used 293.3 billion liters of water to make 135 billion liters of product, giving
them a water use ratio of 2.16 liters per liter of product.
We are not stopping there. We are developing a new goal for further improving our
water efficiency between now and 2020.
Looking across their system, their data show that the highest water use ratios are often
in developing markets, where water risks may be higher. One main reason: In developing
markets, refillable glass bottles make up a large percentage of their unit case volume, and
cleaning returned bottles demands more water. Even in those markets, their bottling plants
typically draw a small percentage of water from local water sources, and each plant’s source
water protection plan helps mitigate any threats to local water supplies.

37

38
2.2 Task Environment: Porter’s 5 Forces Model
2.2.1 When (situation), Why (objective / reasons), How (process), who (participants),
Issues faced
Porter’s Five Forces Analysis was required by Coca Cola Beverages Limited Pakistan
when the company decided to launch 250ml pet bottles instead of the glass bottle for the First Time
in Pakistan. Moreover, coca cola used porter’s analysis before starting their water stewardship
program in order to reduce the water wastage. The Objective of the Porter’s Analysis was to
determine the success of the new Pet bottles. Participants include customers of Coke from different
segments, key players of CCPBL and employees.
2.2.2 In what format they collected the data of Porter’s Analysis
The company collected the data in the form of questionnaires, sampling data and personal
interviews with the customers. The major issues which CCPL faced was related to the high cost of
obtaining the data and of time.
2.2.3 What benefits they get from conducting PORTER’s Analysis
The benefits of Porter are uncertain as yet because Coca Cola is to launch their Pet Bottles
in the Market of Pakistan.
Porters 5
Forces Model
Discuss Effect
Positive Negative
Competitive
Rivalry
Profit Margin: There is low Profit
margin in the soft drink
industry because the
switching cost is very low.
The customers that are not
too much brand conscious
of coca cola can easily
switch to Pepsi Cola, Al
though the taste of Coca
Cola is Unique but still if
we conduct a blind survey
by presenting the
contestants with a variety
of cola drinks then it is
hardly possible that
As there is
low profit margin
in the beverage
industry, so coca
cola has to focus on
its quality and try
to improve it
further to compete
with other
beverage brands in
the market.
Continuous efforts
are required for the
competition. Due
to low profit

39
Industry
growth rate and
potential:
consumers will be able to
differentiate the taste of
coca cola.
Coca Cola has a
vast global presence. It is
easily available in more
than 200 countries.
Because of sound and
consistent growth of Coca
Cola in local industry and
in the international market,
the soft drink industry is
highly attractive for the
investors to invest.
margin new
entrants can easily
enter in the market.
In case of Pakistan,
we see local
beverage brands
appearing in the
market like
Gourmet Cola and
Cola Next
launched by
Meezan Masala,
these local brands
are offering soft
drinks to the
consumers with
similar prices as
Coca Cola.

40
Diversity of
competitors:
Fixed Cost:
The major
competitor of coca cola is
Pepsi. Pepsi cola is also
offering a wide range of
beverage products. Coca
Cola always focuses on
promoting its brand by
sponsoring outdoor events
and activities. E.g. coke
studio. There are also
other brands of soft drinks
in the market Like Dr.
Pepper and Starbucks etc.
Coca Cola has a
significant market share.
The fixed costs are a high
proportion of total costs for
a firm in the soft drink
industry. The coca cola has
high fixed cost of
warehouses, labor, the cost
of production and
distribution. It spends too
Due to the
highest Fixed cost
of coca cola and
Economies of
Scale that coca
cola is enjoying,
the new entrants
can’t compete on
prices.
Product
diversification of
Pepsi The close
Competitor of coca
cola i.e. Pepsi also
offers Cheetos,
Kurkure, Wavy
and Lays but coca
cola does not. Coca
cola only offers
soft drinks. Coca
Cola should focus
on its product
diversification.
Also the indirect
competitors of coca
cola are Star
Bucks, Tropicana
and Dr. Pepper etc.
that are offering
coffee, tea, bottled
water, and Vitamin
water and the
health conscious
people in the west
prefer those
products over coca
cola. These indirect
competitors are
stealing the market
share of coca cola
by offering healthy
products to its
customers.

41
Close
Competitors:
Existing
brand
identity:
much on its advertising
and promotional activities.
The close
competitor of coca cola is
Pepsi. In fact Pepsi is a
thorn in the flesh of Coca
Cola. Pepsi derives its 70%
revenue from the North
and South America while
the coca cola derives only
30% of its revenue from
America. It indicates that
coca cola has not yet
maximized the potential
revenue outside the
America.
Coca Cola is not a
soft drink it’s a brand. The
brand valuation of coca cola
is $79.2 billion. Inter Brand
i.e. a Global Brand Agency
awarded coca cola with the
highest brand equity award
in the year 2011. Coca Cola
has fantastic market
strategies. Because of the
good taste of coca cola and
Fanta the customers are
loyal and they don’t like to
change their brand easily.
A former
CEO of coca
cola once
declared that “If
every asset we
own, every
building, and
every piece of
equipment were
destroyed in a
terrible natural
disaster, we
would be able to
borrow all the
money to
replace it very
quickly because
of the value of
our brand…
The brand is
more valuable
than the totality
Coca cola
has a sluggish
performance in the
North America
because Pepsi has a
monopoly there.

42
Switching
costs:
High are the
exit barriers
Entry barriers are
relatively low for the
beverage industry .There is
no consumer switching
cost and zero capital
requirements. There is an
increasing amount of new
brands appearing in the
market with similar prices
than Coke products.
There is basically
no price war between Pepsi
and Coca Cola because
their prices are almost
same. They basically
compete on advertising
and differentiation. Pepsi
Targets youth and coca
cola is for all ages.
Exit barriers are high for
bottlers with expensive
equipment, moderate for
concentrate producers.
Advertising budgets are
high and customers are
influenced by brand
perceptions.
of all these
assets.”
Coca cola
being an
international
brand can spend a
huge amount of
money on its
advertising but
local brands are
unable to
advertise their soft
drinks to a great
extent as coca cola
does.
Low
switching cost
affects the
customer retention
and customer
loyalty. It also
allows the new
entrants to enter in
the market.

43
Porters 5
Forces Model
Discuss Effect
Positive Negative
Bargaining
Power of
Suppliers
Substitutes
for your
suppliers’
products
High
switching
cost to use
another
supplier
Low Pressure
The soft drink
products have standard
raw material ingredients
which could not have any
alternative to use as an
actual ingredient. Each
firm has a different
formula, color, and flavor
for their beverage. No two
products are typically
exactly alike.
It is fairly easy for
coca cola to become a
supplier within the
industry and thus it would
not find it difficult if it
wanted to enter. If another
supplier does the same job
but is cheaper, the firm can
switch without much issue.
Coca cola has a capacity
for backward and forward
integration
No, the supplier
has no bargaining power
over price. There is low
switching cost of the raw
material. Raw material is
easily accessible. So the
manufacturer can easily
It will help
the company in
lowering its cost
of production and
it also helps in
improving its
efficiency to a
greater extent.
Improved
efficiency, cost
cutting, time
saving, and
elimination of
intermediaries and
no chances of

44
shift from one supplier to
another.
disputes with the
supplier of input.
Porters 5
Forces Model
Discuss Effect
Positive Negative
Threat Of
New Entrants
Loyalty of
the end users
Medium to low
pressure
Coca-Cola and its
rivals do have special
licensing deals, including
having their products sold in
fast food chains and different
distribution deals. Both Pepsi
and Coca-Cola dominate the
beverage industry due to co-
branding it is impossible to
enter in the beverage industry
for a new company.
Coca-Cola enjoys
high customer loyalty,
because of their high brand
equity. Therefore new
competitors find it almost
difficult to counterpart this
loyalty. Coca-Cola is seen not
only as a beverage but also as
This is a
positive effect
because this will
keep the
competition at the
minimum and
ultimately, it will
lead to maintained
profitability.
The loyalty
of the users have
very positive
effect on the sales
of the coca cola the
users are in the
habit of drinking
coke only and they
The
loyalty of the
users cannot have
any negative
effect.

45
Difficulty in
switching cost as
customer
Seed capital
to enter this
industry
a brand. It has held a very
significant market share for a
decade of times and loyal
customers are not very likely
to try a new brand.
There is no consumer
switching cost. There is an
increasing amount of brands
appearing in the market
having similar prices than
Coke products. The soft drink
industry is fully saturated.
The seed capital
required to enter this industry
is a huge amount and energy.
To compete with coke and
Pepsi is not an easy task.
Capital requirements for
producing, promoting, and
establishing a new soft drink
traditionally have been
viewed as extremely high.
According to industry experts,
won’t welcome
any new company.
As the
switching cost is
low so users
remains with the
brand they use.
The seed
capital required is
very huge so it is
positive for coke
as the new comers
will hesitate to
start the business
in beverages
industry due to
Due to low
switching cost the
users can switch
to the new brand
or product.
Well for
new comer it has
negative effect
that he/she
requires a huge
amount of capital
to start the
business.

46
Government
rules
this makes the likelihood of
potential entry by new players
quite low A lot of capital is
needed to enter this industry
and compete with coke
because there are large capital
costs needed for
manufacturing. Bottling,
distribution, and storage could
be contracted out, but it would
likely increase costs in the
long run and weaken the
supply chain.
If we talk about the
government of Pakistan than
they give tax relief and other
facilities to international
brands when they want to
enter Pakistan. So this is
threat for coke. There are
licenses, insurances, and other
difficult qualifications
required in this industry.
Companies must get FDA
approval to sell their product,
have licenses to produce and
large capital
requirement.
The
governmental
rules of Pakistan
are favorable for
coke as well as for
entrants because
Pakistan promotes
the international
brands to invest
In
Pakistan.
The
negative thing is
the licenses etc.
that needs to be
made. And they
are difficult to get.

47
Difficulty in
Skill acquiring
distribute internationally, and
insurance to cover potential
lawsuits, accidents, or faulty
product.
There is a substantial
knowledge and skill barrier
in terms of being able to
develop soft drinks that could
successfully compete with
industry leaders such as Coca
Cola. Due to technological
barriers it is almost
impossible for the other
companies to compete
successfully with Coca-Cola
that has vast global presence
New entrants lack in skills as
compared to the established
market leader like Coca-
Cola. For example
GOURMET in Pakistan
launched its gourmet cola to
satisfy the customer needs as
coca cola is the market it
leader in the industry. It has a
large number of loyal
customers that not prefer
gourmet cola, cola next.
Obviously
the positive effect
is this that the new
entrants are not
that powerful and
they also do not
have the required
skills to compete
with coke.
If
competitors do
not have the
potential and
skills then the
coke won’t have
any negative
effect on it.

48
Economies
of scale
Strong,
established cost
advantages
Amrat cola and shandy cola
tried to enter in beverage
industry but could not
successful due to coca-colas
international brand image.
Experience in this industry
does help firms to lower costs
and improve performance.
The major brands run on
economies of scale, and have
experienced the highs and
low of the industry and
overcome them. New
entrants can learn from the
first entrant’s history but do
not have firsthand
experience.
Existing firms have
cost and performance
advantage in this industry.
This is because existing firms
have already purchased large
capital expenditures and have
economies of scale. They also
have direct supply and
The coke
has economies of
scale due to their
experience but the
entrant will not
have the
economies of scale
and this is good for
coke.
Coca-Cola
can earn more
profit due to this
advantage and the
new entrants
It has a
negative for the
new entrants only.
It do not
have any negative
effect on the coca
cola.

49
Strong,
established brands.
distribution channels setup.
But for new entrants it is
difficult as they have no
experience to handle the cost
of production and other
matters as well. Coca-Cola
enjoys strong cost advantages.
Coca-Cola is seen not
only as a beverage but also as
a brand. It has held a very
significant market share for a
long time and loyal customers
are not very likely to try a new
brand. The coca cola is major
soft drink that have well-
known brand identities, with
the exception of generic
brands and this Brand
identities define coca cola‘s
flavor.
The coca cola has
already offered Retailers
cannot avail this
advantage.
Coca cola
has a brand image
and coke enjoys
the benefit of this.
The new
entrants are faced
with this difficulty
as they are do not
have any brand
image and they
are faced with the
price and brand
competition from
the existing firms.

50
Limited or
restrained access to
distribution
significant margins of 15-
20% on soft drinks for the
shelf space. These margins
are quite significant for their
bottom-line. This makes it
tough for the new entrants to
convince retailers to carry
substitute their new products
for Coke and Pepsi. New
entrants also fear retaliation as
Coca Cola will not allow them
to enter. There is backward
integration in Coca-Cola
therefore new entrants cannot
locate bottlers to distribute
soft drinks. A new comer to
the industry would face
difficulty in assessing
distribution channels. The
coke already control the main
distribution channels, such as
big supermarkets, gas
stations, and restaurants. They
have low costs, competitive
pricing, and strong business
relationships.
The new
entrants are also
faced with limited
access to
distribution the
distributors do not
entertain the
entrants as they are
already doing
work with the
brands like coca
cola.
It only has
the negative effect
on the new
entrants and not
on the existing
ones.

51
Porters 5
Forces Model
Discuss Effect
Positive Negative
Bargaining
Power of Customer
Moderate pressure
The individual buyer no
pressure on Coca-Cola. Large
retailers, like Wal-Mart, metro,
hyper star have bargaining
power because of the large
order quantity, but the
bargaining power is lessened
because of the end consumer
brand loyalty. The customer
buy from local brands like
gourmet cola due to low price
but there exist a difference in
the quality, taste of these
products. When it comes to the
bottled beverages market,
buyers have a fair amount of
bargaining power, and this
affects Coca-Cola's bottom line
directly. Coca-Cola does not
sell directly to its end users.
They deal with distribution
companies that service fast food
chains, vending machine
companies, college campuses
and grocery stores. Demand
leads the purchases, but coca
cola also has to keep an eye on
what that end price will be.
Coca cola
do not directly
deals with the
individual
customer so in this
scenario it is
positive that it
donor deals with
the bargaining of
the customer.
The
negative is
impact is the
dealing with the
retailers and the
wholesalers as
the have the
bargaining power
and coca cola has
to listen to them
as they are the
people who
delivers the coke
to the customers.

52
How large
are your buyers’
company?
How many
companies are there
for the buyer to
choose from?
There is no switching cost
because people also buy from
Pepsi.
The buyers company of
coca cola are large enough. The
big store and different fast food
industries buy from coca cola.
Coca cola’s buyers includes
Hyperstar, Alfatteh, Metro,
Macro and different fast food
companies like McDonald’s,
Hardees etc. coca cola’s
customers include large
international chains of retailers
and restaurants and small
independent businesses.
In Pakistan buyer do not
have much choice to choose.
There are very few brands to
choose. There is Pepsi, Cola
Next and Gourmet cola. Other
The
positive thing is
that coca cola has a
huge amount
customers which
purchases the coke
in bulk and coke
does not need to go
to the individual
customers and they
earn more from
these customers.
As in
Pakistan there are
less number of
brands of colas so
buyers do not have
The
negative effect is
that as coca cola
has these huge
customers if they
blackout and
donor take coke
from Coca-Cola
then coca cola
will face loss.
Like if mc
Donald’s stops
buying from coke
than coca cola
will face loss.
Pepsi is
the strong
competitor for
coca cola and
buyer can shift.

53
Are the
buyers buying a
huge volume?
Do you
depend only on a
few buyers to
sustain your sales?
soft drinks are marinda and dew
but they are not colas.
Yes obviously, the
buyers are buying in huge
amounts. The daily sales of Mc
Donald’s on average is 75.21
million per day so they have to
arrange Coca-Cola accordingly
and they buy coca cola in huge
amount. Same is the case with
other buyers.
Coca cola do not depend
on few buyers only. They have
a lot of buyers to sustain their
sales.
many choices. And
in this case the
sales volume of
coca cola rises.
It has the
positive effect as
the buyers buy in
huge amount of
coke.
They have
many buyers so
they want have any
kind of problem
and this is positive.
It has a
negative impact
as there is no
switching costs.
And buyer can
easily shift to the
other product.
But some
wholesalers like
Alfatteh they also
purchases from
competitors.

54
How hard is
it for the buyers to
switch and use a
competing product?
Are the
buyers purchasing
from you as well as
your competitors?
There is no switching
cost in the beverage industry
that customer can easily switch.
Coca- Cola does enjoy brand
loyalty, this usually extends to
refusal to drink another cola but
not a refusal to consume another
beverage altogether. The profit
potential to that industry rises
and it makes an industry
attractive in that way. It is not
hard for the buyers to switch to
another brand and it’s not
difficult for the buyers to use
competing products. For
example Al-Fatah store, hyper-
star purchase soft drinks in a
bulk quantity but they also
purchase another brand of soft
drinks like Pepsi , next cola etc.
Yes the buyers’
purchases from Coca-Cola as
well as other brands. For
example retailers Al-Fatah
store, hyper-star purchase soft
drinks in a bulk quantity but
Some
buyers purchases
only from coca cola
like McDonald’s so
it is positive.
Switching
costs are low for
a buyer, then
dissatisfaction of
a product will
lead to loss of
business as the
buyer will be able
to find an
alternate with
minimum hassle
and
inconvenience.

55
Do the
buyers have the
capacity to enter
your business and
produce the goods
themselves?
they also purchase another
brand of soft drinks like Pepsi
etc. But in fast food chain
industries, vending machines,
college etc. these buyers only
purchase one brand like in Pizza
hut, KFC, Hardees only
purchase Pepsi in that way they
increases the sales of Pepsi
while McDonalds’ only buy the
Coca-Cola.
Yes the buyers have the
capacity to enter in the business
and produce the goods
themselves like McDonalds’
produces the Coca-Cola itself.
Same in the case of Hardees,
Fat-burger, and Pizza-hut they
can produce Coca-Cola itself in
that way these buyers have the
capacity to enter in the business.

56
Porters 5
Forces Model
Discuss Effect
Positive Negative
Threat of
Substitutes
Medium to High
pressure
There are many kinds
of energy drink s/soda/juice
products in the market. Coca-
Cola doesn’t really have an
entirely unique flavor. In a
blind taste test, people can’t
tell the difference between
Coca-Cola and Pepsi. There
is no switching cost in the
beverage industry that
customer can easily switch.
Indirect competitors of coca
cola is star bucks coffee, they
advertise their product as
healthier than the soft drinks.
In developed countries the
health conscious people
prefer the health alternatives
beverages. Fox example Dr
pepper providing the unique
flavors as compared to the
coca cola that provides only
carbonated beverages.

57
Close
substitutes
available
Perceived
quality of the
substitutes
As a product, most
people cannot differentiate
the taste from other similar
cola products. So for many, it
is a substitutable product. The
rising awareness of cola
products and their negative
impact on health have led to
other beverages such as water
and juices becoming more
potential in market. Fox
example Dr Pepper providing
the unique flavors as
compared to the coca cola
that provides only carbonated
beverages.
These substitutes
provides the best quality of
their products like star bucks
coffee, water and juices,
increasing number of sports
and health based drinks in
developed countries. The
quality of products improves
through R&D and continuous
quality improvement
programs.
Because of
availability of
close substitutes
of soft drinks in
the market
customer gain
advantage over
Coca-Cola. Other
substitute
provides unique
flavors as well as
quality products.
Proper
quality insurance
programs have a
positive impact on
Coca-Cola
industry. In that
way new
innovations are
required for the
customer
attention.
Availability
of close substitutes
in Coca-Cola
industry affects
their sales volume
and hence the sales
decreases.
According
to perceived
quality of
substitute’s star-
bucks provides the
best quality to their
customers. It has a
negative impact on
Coca-Cola
industry. Sales
decline people

58
Buyer
inclination to
substitute
Switching
costs
Availability
of substitute
Customer can easily
switch to other substitute so
in that case buyer propensity
to substitute is high.
There is switching
costs. As health conscious
people switches to another
brands like fresh juices
energy drinks etc.
There are many kinds
of energy drinks/soda/juice
products in the market. Coca-
Cola doesn’t really have an
entirely unique flavor.
Health
conscious people
prefer substitutes
in developed
countries so that it
has a positive
impact on health
rather than
purchasing
carbonated
products.
move from one
brand to another.
Coca-Cola
offer carbonated
beverages that
cause obesity. In
the developed
countries the health
conscious people
prefer substitutes.
It will
decrease the sales
of Coca-Cola.
There are
many substitutes
and health
conscious people
prefers tea and

59
Indirect substitutes of coca
cola is star bucks coffee, they
advertise their product as
healthier than the soft drinks.
In developed countries the
health conscious people
prefer the health alternatives
beverages.
coffee more than
coke.

60
2.3 Societal Environment: PESTEL Analysis
PESTEL Discuss Effects
Political
Factors
Positive Negative
Political Instability
and Strikes
Consumer Laws
CCBPL claims to have
warehouses that stores cokes
suffice to meet the demand in
case of series of strikes and
political disruption for 1-3
months.
In the early years of the
company, Coca-Cola was
effected by that political
decision in which U.S
Government asked them to
remove one ingredient from
their actual formula.
Coca-Cola has been
also effected in the turkey and
India by political decisions
when Israeli attacks on Gaza in
2014, then Turkey, and more
than 100 hotels in Mumbai,
stop selling products of Coca
Cola Company because these
countries said that the attacks
of Israel on Gaza is because of
its economic power. So they
should stop selling products of
those brands which contribute
to the Israeli economy and
Coca-Cola brand is one of
them who directly contribute to
Israeli economy. So here Coca-
It has
positive effect on
coke because of that
political decision
coke has more
customers because
after removing that
ingredient customer
became more loyal
with coke. Now they
trust on coke and
considered it as
health conscious
beverage.
It has
negative impact
on coke.
It has
negative impact
on coke.

61
Cola brand is effected by the
political decisions of Turkey.
PESTEL Discuss Effects
ECONOMIC
FECTORS
Positive Negative
The global economic
and financial crisis of 2007 –
2009 is a relevant example of
an economic factor that greatly
impacted the majority of
businesses around the globe.
However, the crisis has
impacted Coca Cola to a lesser
extent compared to many other
businesses. Its operating
margin remained at industry-
front 22% despite the crisis,
although dividend yield was
reduced to 2.6%
Arguably, fluctuations
in exchange rate is the most
significant economic factor
that has adversely impacted
Coca Cola performance in
recent years. For example, due
to severe currency devaluation
in Venezuela, Coca Cola’s
reported profits in this market
has to be reduced by 55% in the
fourth quarter of 2014 and
there are similar instances in
other parts of the world
No doubt
coke was
effected lesser
by that recession
but it was
effected by
economic factors
in a negative
way.
Change
in exchange rate
effect coke in a
negative way
because of this
change prices of
coke also effects
and this lead to
the decrease in
profitability of
coke.

62
PESTEL Discuss Effect
Social
Factors
Positive Negative
1. Healthy Lifestyle
Concerns
Media today, is fostering
interest in healthy lifestyles. That
has strongly influenced the sales
within non-alcoholic beverage
sector as many customers switch to
mineral water bottles and fresh
juices. In this regard, CCBPL has
successfully come up with the
products such as Coca-Cola Light or
Zero that addresses the healthy diet
concerns.
Also, as the baby boomers
are aging, they are getting more
conscious and more concerned about
diet choices that will influence their
life expectancy. This contributes to
the increasing demand for healthier
drinks on the non-alcoholic
beverage sector.
It has a
positive impact
on customers
because
customer known
that this
beverages brand
is health
conscious.
It has a
negative impact
on coke because
the sale of
company is
decreasing so
company should
revise their
policies and
strategies.
2. Adaption and
cultural
borrowing
Adaption plays a significant
role in capturing the international
markets. And willingness to adapt is
a crucial attitude. The company
realizes that these differences exist
and tries to understand and cope with
them in a proper manner. The
advertisement campaigns focus on
relationships, family events and
gatherings, festive occasions like
Eid and music.
I has
positive impact
on customers
because coke
realizes the need
of their
customers on
their religious
and cultural
occasion and it
advertise according
to occasion like on
Eid and 14-Aug.
Pakistan
is an Islamic
country and it has
some religious
believes. In Islam
music is not
allowed so coke is
destroying the
Islamic values of
Pakistan attracting
the youngsters
through its musical
campaigns.

63
PESTEL Discuss Effect
Technologic
Factors
Positive Negative
3. Coke’s Marketing,
Advertising, and
Promotional
Programs
The most evolving media
for promoting the company’s
products are through the TV,
websites, and social media.
CCBPL possess mind-blowing
strategy to effectively promote
their products through these
channels that enhances its sales. It
is reported that Coke Studio
Session 8 raised the company’s
sales by 42%.
It has a
positive impact
on coke because
after the Coke
Studio Session 8
raised the
company’s sales
by 42%.
4. Access to the
Internet
With the ease to access
internet, social media has become
a great mean to provide huge
growth in consumer awareness,
brand identity, promotions and
direct-to-consumer
Communication.
I has
positive impact
on customers
because it has
cheapest way of
advertisement
instead of
electronic
media.
It has
on negative
impact on
company
policies because
those people
who are not
using internet
cant aware
brand identity.
5.
Packaging design As the cans and plastic
bottles were introduced, the sales
volume increased with a great
margin for the company because of
the ease in carrying and disposing
the containers.
It has a
positive impact
on customer
because they
design their
bottle according
to situation. E.g.:
On 14
Aug they design
their packaging
according to our
national flag
color.
New
Equipment
Because the technology is
continuously advancing, new
equipment is constantly being
introduced by CCBPL. Because of
these new technologies, Coca-
Cola's production volume has
It has
impact on
customer
because they use
innovative
technology.

64
increased sharply compared to that
of a few years ago.
Reduced
Cost of Production
With the up gradation of
technology and high levels of
automation in manufacturing,
volume production is being done
that has reduced the cost of
production.
It has
positive impact
on Coke.

65
3 Phase 3 – Internal Analysis: Organizational Perspective
3.1 Vision / Mission / Core Values (discuss separately)
3.1.1 Vision
“To become a market leader in ready to drink segment while
adding best-in-class value to all stakeholders.”
3.1.1.1When, how (Process), Who (Develop & Participate), Issues faced
The vision of Coca Cola Beverages continuously revises with the achievement of
their vision after 5 to 10 years.
The process of making a vision statement at CCBPL include the following steps
1) The company’s country head and top management meet up as per the
achievement of the previous mission and monitor the internal and external
company’s documentations.
2) After monitoring and evaluating the current company’s documentation, the
top management give their suggestions and feedback on what they have
evaluated from the company’s documentation and each member of the top
management proposes their own vision statement.
3) The company’s officials meet and proposes their own vision statement and
the office staff compile them in the form of minutes of meetings and merge
the document.
4) The company’s officials conduct internal and external analysis to revise
mission and vision statements and with then the consent of all members of the
top management the best mission statement is chosen.
The issues that CCBL faced when devising vision statement often include biases of
data gathering and biases of the data in documentations. The data evaluated is then verified
and then evaluated to account for in the vision statement.

66
3.1.2 Mission
“Coca-Cola Pakistan exists to refresh the consumers, inspire
moments of optimism through our brands and actions as well as
benefit all stakeholders, which we will do with highest social
responsibility and with uncompromising commitment towards
quality of our products and integrity in our operations”
3.1.2.1When, how (Process), Who (Develop & Participate), Issues faced
The same procedure and processes are followed to produce as they are followed for
vision statement. The company considers mission statement as an expansion of vision and
take into consideration certain factors to produce mission which include the following;
1) Technology
2) Brand image
3) Philosophy
4) Ethical and sustainability considerations
5) Customers and External Stakeholders
6) Internal Stakeholders
7) Competitive advantage and core competencies

67
3.1.3 Core Values
“Our Core Values underlie everything we do. We live by them
for two reasons; they are good and right in themselves, worthy of
adherence even at the risk of loss of profit-making opportunities, and
they epitomize our Company’s integrity, which we believe will
produce value for our stakeholders over the long term.”
• Accountability: We act with high sense of responsibility
and hold ourselves accountable.
• Integrity: We are open, honest, ethical and we trust and
respect each other
• Teamwork: We collaborate for our collective success
• Passion: We put our hearts and mind into what we do.

68
3.1.3.1How they are aligned (Vision / Mission / Core Values)
As per the company’s officials, the mission is the expansion of the vision after
consider certain factors which are discussed above and core values are based on the original
vision set by the company after every 5 to 10 years. All three of them are completely and
work towards the achievement of same goals and objectives. The Managerial staff at coca
cola as least effected by the mission and vision outlined initially by the coca cola. Based on
the mission statement, coca cola trying to increase the use of technology and reducing the
non-managerial staff. They are also cutting costs by reducing the number of people in the
company, keeping only the specialized staff and by paying more the company gives them
more tasks.
3.2 Organizational Policies
Organizational policies are guidelines that outline and guide actions within a business or
agency. The exact types of policies will vary depending on the nature of the organization and can
include policies such as directions, laws, principles, rules or regulations.A policy is a guiding
principle used to set direction in an organization. A procedure is a series of steps to be followed
as a consistent and repetitive approach to accomplish an end result.
3.2.1 CLIMATE CHANGE POLICY
Climate Change Policy Statement Coca-Cola Hellenic strives to limit its impacts on
climate change and to carry out all its business activities in a sustainable manner. We believe
that industry has a key role to play in finding sustainable solutions to today’s climate
challenges. The direct greenhouse gas emissions from Coca-Cola Hellenic operations result
mostly from the use of energy in bottling plants and fleet. Indirect emissions stem from raw
materials (ingredients and packaging) and cold drink equipment. In accordance with our
Environmental Policy, we will: • Reduce the energy used in our operations. • Implement
alternative or renewable energy technologies such as combined heat and power plants and solar
panels, where practical to provide additional sustainable energy for our facilities. Engage with
stakeholders to combat climate change. Work with suppliers to reduce the carbon embedded
in packaging materials, the carbon footprint of our cold drink equipment and ingredient
suppliers to minimise their carbon impacts. • Set targets to reduce our supply chain carbon
emissions • Report our greenhouse gas emissions, targets, results and activities openly and in
accordance with the Greenhouse Gas Protocol. As Chief Executive Officer I am committed to
this Climate Change Policy Statement which is owned and endorsed by the Corporate Social
Responsibility Committee of the Board of Directors. Responsibility for the successful
implementation of this program belongs with every Coca-Cola Hellenic employee at each level
and function in the organization.

69
3.2.2 CODE OF BUSINESS CONDUCT(INTEGRITY IN THE COMPANY)
This Code of Business Conduct is designed to help all of us to live up to the values that
make Coca-Cola Hellenic one of the most successful and respected organizations in the world.
These values include:
• Authenticity
• Performing as one
• Excellence
• Caring for our people
• Learning
• Winning with customers
The Code sets out the Company’s commitment to conducting business in accordance
with our values, all applicable laws and regulations and industry standards. It provides
guidance on what is expected of each of us and references other Company policies and
guidelines. Failure to comply with the Code or any Company policy is treated very seriously
and may result in disciplinary action, up to and including dismissal. Some situations may seem
ambiguous. Exercise caution when you hear yourself or someone else say “It has always been
done this way,” “Everybody does it,” “Maybe just this once,” “No one will ever know” or “It
will not matter in the end.” These are signs to stop, think through the situation and seek
guidance. Most importantly, do not ignore your instincts. Ultimately, you are responsible for
your own actions. If you are still uncertain, ask for guidance. The Code Triesto capture many
of the situations that employees will encounter, but cannot address every circumstance. You
can seek help from your Code Compliance Officers or higher level management. You are also
required to report violations, and suspected violations, of the Code. This include situations
where others ask you to violate the Code. There will never be reprisals for making any reports,
and every effort will be made to maintain confidentiality. Managers must lead by example, and
act as role models for others. As a manager, you should:
• Ensure that the people you supervise understand their responsibilities under the
Code and other Company policies.
• Take opportunities to discuss the Code and reinforce the importance of ethics
and compliance with employees.
• Create an environment where employees feel comfortable raising concerns.
• Consider conduct in relation to the Code and other Company policies when
evaluating employees.
• Never encourage or direct employees to achieve business results at the expense
of ethical conduct or compliance with the Code or the law.
• Always act to stop violations of the Code or the law by those you supervise.

70
3.2.3 GUIDANCE FROM CORE COMPLIANCE OFFICER
 Country Employees: Your Code Compliance Officers are your General Manager
and your Country Legal Director. However, for questions relating to potential
bribery or corruption, your Code Compliance Officer is your Country Legal
Director only.
 Country Function Heads and Regional Managers: Your Code Compliance Officers
are your General Manager and Region Legal Director. However, for questions
relating to potential bribery or corruption, your Code Compliance Officer is your
Region Legal Director only.
 General Managers and Group Function Employees: Your Code Compliance Officer
is the Chief Compliance Officer, including for questions relating to potential
bribery or corruption.
 Chief Executive Officer: Your Code Compliance Officer is the Audit Committee.
However, for questions relating to potential bribery or corruption, your Code
Compliance Officer is the General Counsel.
 Other Operating Committee Members: Your Code Compliance Officers are the
Chief Executive Officer and the General Counsel. However, for questions relating
to potential bribery or corruption, your Code Compliance Officer is the General
Counsel.
 If you are uncertain as to who you should contact or are unable to reach your Code
Compliance Officers, you should contact your General Manager or Function Head
for further guidance.
Under the Code, certain actions require prior written approval. Where approval is
required, both Code Compliance Officers must approve (if you have more than one
applicable Code Compliance Officer). For recurring or ongoing actions, this approval
should be renewed annually, or anytime there is a change in either the situation or any of
your Code Compliance Officers. Copies of these approvals should be submitted by each
Code Compliance Officer to and maintained by the appropriate legal department, and made
available to auditors or investigators if required.
You have several options for raising issues and concerns. Whether seeking advice
or speaking out, you can always go to your manager. If you prefer, you can contact any of
the following:
• Your Code Compliance Officers
• Your General Manager
• Your Function Head
• Your Country Legal Director
• Your Region Legal Director
• The Chief Compliance Officer

71
• Financial, accounting or auditing matters should be reported to the Head of
Internal Audit or to the Chairman of the Audit Committee.
• Suspected Code violations of a serious nature, such as those involving high levels
of management, significant monies, financial misstatement, or alleged criminal activities
should be reported to the General Counsel, Group CFO or Head of Internal Audit
immediately.
Investigations and Disciplinary Actions the Company takes all reports of possible
misconduct seriously. We will investigate the matter confidentially, make a determination
whether the Code or the law has been violated, and take appropriate corrective action. If
you become involved in a Code investigation, cooperate fully and answer all questions
completely and honestly. For each Code violation, discipline is determined based on the
nature of the violation, mitigating and aggravating factors, and the precedent for discipline
(or range of discipline). Discipline for Code violations has a broad range, including but not
limited to one or any combination of the following: a letter of reprimand, final written
warning, suspension without pay, demotion, loss or reduction of bonus or option awards,
and separation. The Company has a position of zero tolerance for theft of Company assets,
including but not limited to cash, product and time. In addition, we may seek
reimbursement for losses or recovery of damages by a civil suit or refer the matter to local
authorities for criminal procedures. Any disciplinary action will be taken in accordance
with applicable laws and collective bargaining agreements. Violations of this Code are not
the only basis for disciplinary action.
The Company has additional policies and procedures governing conduct that may have
their own disciplinary consequences.
1. No Retaliation
The Company values the help of employees who identify potential problems that
we need to address. Any retaliation against an employee who raises an issue honestly is a
violation of the Code. That an employee has raised a concern honestly, or participated in
an investigation, cannot be the basis for any adverse employment action, including
separation, demotion, , loss of benefits, threats, harassment or discrimination. If you work
with someone who has raised a concern or provided information in an investigation, you
should continue to treat the person with courtesy and respect. If you believe someone has
retaliated against you, report the matter to your Code Compliance Officers or the General
Counsel.
2. Working With Each Other
Within our Company we promote equality of opportunity. Selection and reward are
based on merit without regard to race, color, religion, sex, sexual orientation, citizenship
status, national origin or disability. We will comply with all applicable laws relating to
employment practices and expect all of our employees to treat each other with dignity and
respect.

72
3. Product Quality
Our customers choose us because we provide a consistently superior product and
service. Ensuring that our products are of the highest quality is critical to our success. We
must each be aware of and follow Company policies and procedures that protect the quality
of our products. In addition, we expect our suppliers to ensure the quality and safety of the
products and services they provide to us. For this reason, we choose suppliers who share
our values and who deliver superior products and services.
4. Health & Safety
Health and safety is a critical value of the Company. We always comply with
applicable and Safety health and safety rules and regulations. In addition, we consistently
promote safe operating practices and avoid undue risk to our colleagues and our
communities. We require all employees to follow safe work practices in the interest of their
own safety as well as that of fellow employees. Safety is the responsibility of each and
every employee. Employees can prevent injury to themselves and their co-workers by
always following safe work practices and reporting any unsafe conditions you observe.
Many employees go beyond these basic responsibilities by participating on safety
committees, giving management input on safety policies and procedures, helping conduct
safety inspections or assisting with accident investigations.
5. Intellectual Property
Our Company’s intellectual property, whether licensed or owned, is among its most
valuable assets. We therefore must protect our Company’s intellectual property rights.
Intellectual property refers to anything we create on Company time, at the Company’s
expense or within the scope of our job duties. The Company owns the rights to anything
we create through our work with the Company to the full extent permitted by law,
regardless of whether this property is patentable or able to be protected by copyright, trade
secret or trademark. Examples of intellectual property include copyrights, patents,
trademarks, trade secrets, design rights, logos, software programs, business processes and
delivery or production methods.
6. Technology
Company computer systems and equipment are meant for company use, and for
use in accordance with the Company Information Protection Policy. For example, they
should never be used for outside businesses, illegal activities, gambling or pornography.
You may not download or store illegal or inappropriate content or programs from the
Internet on your Company computer. Always use licensed software in accordance with the
terms of the relevant licensing agreement, which is available from your Country BSS
department. Copies of software may be made only as specified in the relevant licensing
agreement. You must not sell, transfer or otherwise make available to any unauthorized
person any software products or related documentation licensed to or owned by the
Company. In addition, lack of diligence by an individual can lead to a breach of our

73
information security affecting the whole company. Everyone who uses Company digital
systems – employees, contractors, consultants and other people with temporary access–
must ensure that these resources are used appropriately and in line with the Company’s
Information Protection Policy. You are required to:
• Never share your username or password.
• Ensure you do not access, download, create or forward email, documents or
images that may cause offence or distress to other persons.
• Ensure you do not install or use hardware or software on any Company system
that has not been specifically approved by the information technology team.
• Never send information to anyone who contacts you claiming to be a Company
employee but asks for information to be sent to a non-Coca-Cola Hellenic email address.
You should also notify your information technology team.
• Always save important data on the network-based drives for reasons of data
security and data recovery.
7. Nonpublic Information
Many of us have access to confidential, nonpublic information through the work
we do. Nonpublic information is any information that has not been disclosed or made
available to the general public. It is your obligation to safeguard the Company’s nonpublic
information. Unless it is necessary as part of your work responsibilities, you may not share
this information with anyone outside the Company, including your family members and
friends. This information is Company property and you may not disclose it to others even
after you leave the Company. You should also limit the sharing of Company nonpublic
information within the Company to those of your colleagues who need to know such
information for business purposes. Do not disclose nonpublic information to anyone
outside the Company, except when disclosure is legally mandated or is required for
business purposes and appropriate steps have been taken to prevent misuse of the
information.
• Disclosing nonpublic information to others, including family and friends, is a
violation of the Code and may violate the law.
• Be mindful of unintentional disclosure of nonpublic information through
conversation or use of documents in public places, or the transmission of unencrypted
digital data (USB sticks, CDs/DVDs, email attachments) outside the Company.
• Just as the Company values and protects its own nonpublic information, we
respect the nonpublic information of other companies. Never accept, solicit or divulge
nonpublic information of another company, including customers. See page 33 below under
the heading “Competitive intelligence.” • Records should be retained or discarded in
accordance with the Company’s record retention policies. In the case of actual or

74
threatened litigation or governmental investigation, you must consult with the Group Legal
Department for instructions on how to handle any relevant records.
3.2.4 ENVIRONMENTAL POLICY
Coca-Cola Hellenic is committed to conducting all its business activities responsibly
with due regard to environmental impact and sustainable performance. The Company believes
that the environment is everybody’s responsibility and all employees are accountable for
environmental performance. Coca-Cola Hellenic seeks to achieve steady improvement in
meeting its environmental standards while working to minimize any negative impact on the
local and global environment as the Company grows its business. To reach these targets, Coca-
Cola Hellenic:
• Conducts operations in compliance with all applicable laws and regulations and
applies its high internal environmental standards.
• Implements and certifies the internationally recognized environmental
management system, ISO 14001, in all of its operations to ensure accountability
and continuous improvement.
• Includes environmental strategies and objectives in its business planning
process to ensure that management of environmental impact remains an integral
part of its operations.
• Identifies environmental aspects, sets environmental goals, monitors results and
audits processes in order to assess its performance against internal and external
environmental standards.
• Identifies and implements ways to improve the efficiency with which the
Company uses materials and resources, prevents pollution, minimizes
emissions, and recycles waste.
• Commits to conserve watersheds by saving water and treating wastewater.
• Commits to protecting the climate by reducing energy use and coolant
emissions.
• Plays a leading role within the beverage industry in promoting sustainable
packaging by light weighting, recycling beverage containers and using recycled
content in its packages.
• *Encourages and equips its employees to identify and act upon opportunities to
improve environmental performance and waste management in the areas where
they work.
• Partners with stakeholders in seeking and developing solutions to those
environmental problems on which the Company can make an effective and
lasting contribution.
• Communicates its environmental requirements and performance to
stakeholders. The responsibility for overseeing the implementation of this
policy lies with the Corporate Social Responsibility Committee of the Board of
Directors. As Chief Executive Officer I am committed to the Coca-Cola
Hellenic Environmental Policy.

Coca Cola Strategic Management Final Project SWOT Analysis

Coca Cola Strategic Management Final Project SWOT Analysis

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Coca Cola Strategic Management Final Project SWOT Analysis