Sse cola wars_group8b_2011
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A Porter-analysis of concentrates and bottles within the soda industry.
![The Soda Drink Network (dynamic) ,[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
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Sse cola wars_group8b_2011
- 1. Coca Cola Wars - An analysis of the soda drink industry in the twenty-first century Course 2304 Media Management By Group 8b; Dr. Robin Teigland Charles Florman Lindeberg, chafl@kth.se Karin Rimbäck. 21405@live.hhs.se Johanna Sjöblom, 21183@live.hhs.se Carl Waldenor, 21370@live.hhs.se
- 4. Supermarkets
- 7. Low risk of forward integrationLowinfluence on the market
- 9. Number of buyers compared to sellers are high (300 vs. 2 big)
- 10. High threat of suppliers to forward integrate
- 11. Low threat of buyers to backward integrate
- 12. Indirect buyers – i.e. Supermarkets, Vending machines
- 14. High profit margin in most cases
- 15. However, the strong brands leads to a Pull strategy that lowers the indirect buyers’ influence1.MEDIATE influence on the market 1. Barbara de Lollis, USA Today
- 17. Access to distribution channels – interlocked activities2
- 19. Product differentiation and strong brandsLOW threat 2. Porter, 1996
- 21. The Concentrate Producers’ diversification and expansion of product portfolio substitutes less of a threat for existing actors.MEDIATEinfluence on the market
- 23. Buyers switching costs between the largest CSD brands are lowHIGHrivalry
- 24. Concentrate Industry - Summary Suppliers LOW Influence HIGH rivalry Substitues MEDIATE Influence Threat of entry LOW Influence Buyers MEDIATE Influence
- 26. Margins very low – not attractive
- 28. Brand identity low
- 29. Some big retailer chains have much bargaining power (e.g. Wal-mart)
- 30. Shelf space; low power
- 31. Pepsi & CC (biggest customers) negotiate with can & sweetener suppliers
- 32. Bottlers have relationships with several suppliers
- 35. Challenges The consumers are getting more health conscious The consumers wants a wide variety of products
- 36. The Coke war The war has made both Coca Cola and Pepsi more profitable.3 3. David B. Yoffie, 2004
Hinweis der Redaktion
- The threat from other beverages such as bottled water, tea, coffee, energy drinks e.g. was considered to be increasingly high 10-15 years ago. However, looking at the threats for Coca Cola and Pepsi, they responded by expanding their offerings; Coke in alliance with Nestea and aquisitions as Minute Maid Pepsi with their internal product innovation of Orange Slice.- The Concentrate Producers’ vigorous diversification and expansion of product portfolio substitutes less of a threat relatively to previous years.
- Revenues in this industry are very concentrated , if you look at Exhibit 3, one could conclude that Coca Cola company and Pepsi Cola together with theirassociated bottlers, command 75,5% of the market in 2000. Adding in the next tier of soft drinkcompanies, the top six controlled 89% of the market. You could go as far as describing the market as a duopoly with Coke and Pepsi, resulting in positive economic profits for them two. To be sure, therewas tough competition between Coke and Pepsi for market share, and this occasionally hampered profitability.For example, price wars resulted in weak brand loyalty and eroded margins for both companies in the 1980s.The Pepsi Challenge, meanwhile, affected market share without hampering per case profitability, as Pepsi wasable to compete on attributes other than price.
- Which makes the consumers turn to non carbonated products. Both coke and Pepsi has vigorously expanded their portfoliosAnd they are getting used to having a wide variety of products like lemon-lime, juice, bottled water and coffee. All of these has taken both sales and shelf space from coke and pepsi. But these new non-cola, non carbs offers growth potential today The non-carborated drinks stands for the growth today
- The war has made “Cola” the dominating soft drink which benefits both companies.