1. Coca-Cola vs Pepsi Media Management 2304 Alexandra Drissner, Johan Ericsson, EmelieLevall, Charlotta Storckenfeldt 21373@student.hhs.se

3. Porter‘sfiveforces – concentrateindustry

4. Porter‘sfiveforces – bottler‘sindustry

6. Concentrate industry is the industry that produces concentrates for carbonated soft drinks (only producer no service provider)

7. Bottling industry is the industry that fills concentrates, which might also include DSD (producer and service provider)

9. Concentrateindustry

11. Dimension of competition is based on price (premium) but even more on branding High rivalryamongexistingfirms

13. Expected retaliation of existing players high Low threat of entry

16. High switching costs for bottlers  Medium threat of substitutes

18. No product differentiation

19. Low switching costs

20. Few or no substitutes

21. Little threat of forward integrationLow supplier strength

22. Bottlingindustry

24. Franchise agreements forces each area to have several bottlers (higher concentration than needed?) High rivalry between different brand bottlers and low rivalry between same brand bottlers.

26. Capital intense industry

27. Difficult to get retailer shelf space

28. Coke/Pepsipolicy of exclusiveterritories Low threat of newentrants.

31. Fountains  Threat of substitutesdiffersbetweenrestaurants (high) and retailers (low)

33. Substitutes associated with switching costs.

34. High threat of forward integration  High supplierstrength

35. Packaging

36. High share of bottler’s total cost

37. No differentiation  Low to mediumsupplierstrength Low supplier strength

39. Non-CSDbeverages of growingimportancebutadjustments of bottlingfacilitiesrequires high investments

40. Power of retailersincreasing

41. Health issues

43. Reducedprofitabilitybecause of:

44. high advertisingspendings

45. Increasedprofitabilitybecause of:

46. consolidation of bottlers