...on “Battling over Bottled Water” Case Background Nestle Company has operated a plant in Michigan, which manage by Brendan O’Rourke. Currently, they are producing Ice Mountain bottled-water. To add to this, Nestle wants to increase the amount of water pump so that they can create a bigger market of bottled-water. However, Michigan Citizens for Water Conservation (MCWC), a Mecosta local resident group, worry that the over pumping groundwater will have an effect towards the environment, and consequently, they wanted to stop the Ice Mountain bottled-water plant. Therefore, the main issues for Nestle can be summarized as listed below: • The Nestle company pumps groundwater, but the ownership of groundwater is controversial. However, there were many arguments regarding Nestle pumping the water from the spring, yet a MCWC’s (Michigan Citizens for Water Conservation) lawyer – Jim Olson agree and explain it under the doctrine of reasonable use which states” the owners of a stream can use its water as long as it’s in connection with their land”. In addition, David K. Ladd argues that the water that was put in the product is no longer water; it is considered a food and is regulated by the Food and Drug Administration. • In 2003, Nestle was ordered by Michigan state court judge – Lawrence Root to turn off the pumps due to Michigan climate began to change. In addition, a year after Jennifer M. Granholm (the new governor for Michigan, who stopped the expansion of new bottled-water plants)...
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...Competition between firms that have developed brands or labels for their products in order to distinguish them from other brands sold in the same market segment. Nevertheless branded products compete with each other, but normally to a lesser degree. Coca-Cola and Pepsi are two companies that share such a competition; they have been battling each other for more than a century. It's a legendary brand rivalry. Read more: http://www.businessinsider.com/coca-cola-vs-pepsi-timeline-2013-1?op=1#ixzz2NHwdKlQR Born in the Carolinas in 1898, Pepsi-Cola has a long and rich history. The drink is the invention of Caleb Bradham, a pharmacist and drugstore owner in New Bern, North Carolina. The summer of 1898, as usual, was hot and humid in New Bern, North Carolina. So, young pharmacist Caleb Bradham began experimenting with combinations of spices, juices, and syrups trying to create a refreshing new drink to serve his customers. He succeeded beyond all expectations because he invented the beverage known around the world as Pepsi-Cola. Caleb Bradham knew that to keep people returning to his pharmacy, he would have to turn it into a gathering place. He did so by concocting his own special beverage, a soft drink. His creation, a unique mixture of kola nut extract, vanilla and rareoils, became so popular his customers named it "Brad's Drink." Caleb decided to rename it "Pepsi-Cola," and advertised his new soft drink. People responded, and sales of Pepsi-Cola started to grow, convincing him...
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...This report will focus on the comparison of financial conditions, especially their profits statements between Coca-Cola and Pepsi Co. for their stakeholders, like consumers, shareholders, managers, investors, and employees, creditors and lenders. The two soft-drink giants have been battling for bigger shares of the globe's thirst for more than a century. "Coke or Pepsi" has been debated endlessly, with ads such as the Pepsi Challenge campaign in the 1970s fueling the rivalry. And both sides in this epic consumer battle have had hits (Diet Coke and Pepsi One) and misses (New Coke and Crystal Pepsi) The Coca-Cola Company is the largest manufacturer, distributor and marketer of nonalcoholic beverage concentrates and syrups in the world. It is assessed as the most valuable brand in the world that owns or licenses more than 400 brands, and its products are sold in more than 200 countries. However, PepsiCo, as one of Coca-Cola’s toughest competitors, is also very competitive in the nonalcoholic beverage market. It is the second-largest food and beverage company in the world. This is quite evident of PepsiCo’s gross profit margin of 57.5% and sales for 2010 of $43.23 billion in 2010, compared to Coco-cola’s gross profit margin of 68.4%.and sales of $30.99 billion. (Investing in Coco-cola or Pepsi for Stock Gains) Based on your analysis, determine which company is better able to pay current liabilities (debt). Explain your rationale. The current ratio measures the company’s...
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...Marketing Plan Guide Marco A. Lugo August 08, 2014 Principles of Marketing MKT230 A04 Professor Samantha Bietsch Marketing Planning Guide Section 1 – The Environment (Module 1) * Introduction to Marketing * The Marketing Mix Product – The Waters Bottling Company will be providing three different packaging options for our consumers. 1. 1 Gallon Containers – * This product will serve consumers looking for the best water to bring home or on all day events without the hassle and environmental impact of 11 bottles per gallon of water. 2. 16.9oz Bottles – * This option provides consumers with a sufficient amount of water for about one hour of vigorous outdoor activity. This is also the size that most single flavor packages make. This could provide an opportunity to offer our own flavor additive later or easily partner with a flavor additive company 3. 12oz Bottles – * This is size that is both most widely produced and purchased. We can sell these in cases or as individuals Price – To establish our pricing there will be several things we will need to take into consideration. 1. We must know what the market can bear – * What is the price range that consumers are currently paying for comparable products? * According to our company specs of our product, where do we fall in the quality range of our competitors and what is that price range? * What is our total overhead...
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...was discussing how she is overwhelmed with the amount of admissions that they have on the medical unit. This was caused from the exacerbation of emphysema and asthma because of the neighborhood forest fires. The entire unit of staff were feeling tired and morale was decreased lately. Pat, nurse manager for the medical unit also commented on how the staff morale was down and the emergency department was always calling for beds that were already filled. More patients needed beds than the hospital had available. Administration was also implementing mandatory overtime of the staff to ensure that they had adequate staffing to provide care to the increase in patient acuity. In the Neighborhood Newspaper, it discussed how the firefighters were battling the...
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...Running Head: Emergency Preparedness and Response Emergency Preparedness and Response Michelle Gage NURS408 Epidemiology: Global and Public Health Emergency Preparedness and Response Emergency preparedness is a key factor in helping with disasters and emergent issues that happen around the world. Emergency preparedness requires attention not just to specific types of hazards but also to steps that increase preparedness for any type of hazard (Centers for Disease Control and Prevention, 2010). It is important that all the population be aware of what to do in an event or who to contact if they notice a particular event about to happen or happening. In the pre-event preparation stage, much training, information, and safety are critical to minimizing deaths and injuries that occur from emergencies. One type of situation that could occur and cause chaos is a neighborhood forest fire. Numerous people could respond to this event to aid in the public’s needs and to help prevent further complications or exacerbations of medical problems. In the Neighborhood News it was a focus on the forest fire that was still occurring near this town. Kate, RN was discussing how she is overwhelmed with the amount of admissions that they have on the medical unit. This was caused from the exacerbation of emphysema and asthma because of the neighborhood forest fires. The entire unit of staff were feeling tired and morale was decreased lately. Pat, nurse manager for the medical...
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...business school legend for many years. However, thanks to a series of strategic acquisitions and market entry moves internationally, PepsiCo as a company has finally overtaken Coke in overall market share and performance: “PEPSICO...has raced ahead of...Coke in overall growth rates. PepsiCo earnings last year surged 18% to $4.2 billion on revenues of $29.3 billion, up 8.5%...Coke's 11.5% earnings growth to...4.4% revenue growth to $22 billion for 2004” (Steiner, 2005, para.2). It could be said that PepsiCo has lost the cola battle but won the overall war with its archrival Coca-Cola Company. PepsiCo has done this by becoming a snack food and beverage Company with operations in more than 200 countries worldwide, over 143,000 employees both national and international and over $4 billion in revenues (PepsiCo, 2004, p.4). Increasingly, PepsiCo, as most other large MNCs have done, is relying on overseas expansion to fuel its future growth and earnings. External Factors PepsiCo’s strategic sights are set on international expansion. Steiner points out that Pepsi International became Pepsi’s largest division in 2004 and this trend is likely to continue (2005, para.3). Although the United States and more broadly, North America, is the world’s largest snack market, its growth is relatively flat (Flannery, 2004, para.4). These two...
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...but a new corporate strategy embarked upon in 1997 slimmed the company’s portfolio from a collection of fast-food restaurants, snack foods, and beverages to a sharply focused lineup of convenience foods and beverages. Between 1997 and 1999, CEO Roger Enrico spun off Kentucky Fried Chicken (KFC), Taco Bell, and Pizza Hut as one independent, publicly traded company; created a stand-alone softdrink bottling business through an initial public offering; and entered additional snack and beverage categories with the acquisitions of Cracker Jack and Tropicana. Enrico’s focus on convenience foods and beverages placed PepsiCo in food and beverage categories that grew at twice the 2 percent industry growth rate and gave it a 2-to-1 market share lead over its nearest competitor in the convenience food and beverage industry. Roger Enrico and Quaker Oats Company’s CEO, Robert Morrison, jointly announced on December 4, 2000, that PepsiCo would acquire Quaker Oats. The move would combine PepsiCo’s 13 brands (with retail sales of more than $1 billion each) with Quaker’s market-leading Gatorade sports drinks and Quaker granola bars and hot breakfast products. The merger was approved by the U.S. Federal Trade Commission in August 2001 and gave PepsiCo a platform to continue to lead the food and beverage industry not only in revenue growth but also in...
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...Global Wine War 2009: New World versus Old “We have the people, expertise, technology and commitment to gain global preeminence for Australian wine by 2025. It will come by anticipating the market, influencing consumer demand, and building on our strategy of sustainable growth.” — Sam Toley, CEO of Australian Wine and Brandy Corporation. “By phasing out the buyback of excess wine and increasing incentives for farmers to uproot their vines, the EC reforms will only bring in the New World’s agro-industry model. We need to protect the age-old European model built on traditional vineyards.” — Jean-Louis Piton, Copa-Cogeca Farmers Association. In 2009, these two views reflected some of the very different sentiments unleashed by the fierce competitive battle raging between traditional wine makers and some new industry players as they fought for a share of the $230 billion global wine market. Many Old World wine producers—France, Italy, and Spain, for example—found themselves constrained by embedded wine-making traditions, restrictive industry regulations, and complex national and European Community legislation. This provided an opportunity for New World wine companies—from Australia, the United States, and Chile, for instance—to challenge the more established Old World producers by introducing innovations at every stage of the value chain. In the Beginning1 Grape growing and wine making have been human preoccupations at least since the times when ancient Egyptians and Greeks...
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...characterized by high technological level, pressure irrigation systems, automatic and controlled mechanization and high quality seeds and plants. Israel meets most of its food requirements through domestic production to produce over 5 million tons of field crops, 1.15 billion liters of milk, 1.6 billion eggs and 1.2 billion flowers for export (Ministry of Agriculture, 2006). The total area of arable land is 377,300 hectares with 78% under cultivation. Water scarcity is the main limiting factor in Israeli agriculture and the country depends on irrigation to increase its crop yields; about 50% of the land is irrigated. Of the 1,129 million cubic meters (MCM) of water used by agriculture per year, some 30% of agricultural water is treated wastewater (TWW) for drip irrigation of orchards and non-food crops, while another 16% is saline water. The Ministry of Agriculture and Rural Development’s is a key driver of plans supporting sustainable development and reducing environmental hazards stemming from agriculture, while on the other hand, positioning agriculture as an environmentally friendly solution for treated sewage. Along with other government bodies, the Ministry is dedicated to increasing the efficient use of water and treated wastewater and promoting water...
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...9-910-405 AUGUST 13, 2009 CHRISTOPHER A. BARTLETT Global Wine War 2009: New World versus Old “We have the people, expertise, technology and commitment to gain global preeminence for Australian wine by 2025. It will come by anticipating the market, influencing consumer demand, and building on our strategy of sustainable growth.” — Sam Toley, CEO of Australian Wine and Brandy Corporation. “By phasing out the buyback of excess wine and increasing incentives for farmers to uproot their vines, the EC reforms will only bring in the New World’s agro-industry model. We need to protect the age-old European model built on traditional vineyards.” — Jean-Louis Piton, Copa-Cogeca Farmers Association. In 2009, these two views reflected some of the very different sentiments unleashed by the fierce competitive battle raging between traditional wine makers and some new industry players as they fought for a share of the $230 billion global wine market. Many Old World wine producers—France, Italy, and Spain, for example—found themselves constrained by embedded wine-making traditions, restrictive industry regulations, and complex national and European Community legislation. This provided an opportunity for New World wine companies—from Australia, the United States, and Chile, for instance—to challenge the more established Old World producers by introducing innovations at every stage of the value chain. In the Beginning1 Grape growing and wine making have been human preoccupations at least since...
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...Strategies to Fight Low-Cost Rivals * Nirmalya Kumar From the December 2006 Issue * Strategies to Fight Low-Cost Rivals Strategy & Execution HBR Article Executive Summary Reprint: R0612F Companies find it challenging and yet strangely reassuring to take on opponents whose strategies, strengths, and weaknesses resemble their own. Their obsession with familiar rivals, however, has blinded them to threats from disruptive, low-cost competitors. Successful price warriors, such as the German retailer Aldi, are changing the nature of competition by employing several tactics: focusing on just one or a few consumer segments, delivering the basic product or providing one benefit better than rivals do, and backing low prices with superefficient operations. Ignoring cut-price rivals is a mistake because they eventually force companies to vacate entire market segments. Price wars are not the answer, either: Slashing prices usually lowers profits for incumbents without driving the low-cost entrants out of business. Companies take various approaches to competing against cut-price players. Some differentiate their products—a strategy that works only in certain circumstances. Others launch low-cost businesses of their own, as many airlines did in the 1990s—a so-called dual strategy that succeeds only if companies can generate synergies between the existing businesses and the new ventures, as the financial service providers HSBC and ING did. Without synergies, corporations...
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...Required Report - public distribution Date: 6/27/2005 GAIN Report Number: CH5407 CH5407 China, Peoples Republic of HRI Food Service Sector Mainland China HRI Annual Report 2005 Approved by: LaVerne E. Brabant U.S. Embassy Prepared by: China Food & Agricultural Service, ATO Beijing Report Highlights: China's food service sector continues its eye-popping growth, expanding faster than GDP as newly prosperous urban residents continue to spend disposable income on eating out. Young white-collar workers are developing a taste for western food, and Chinese restaurants are developing a new top tier. Catering for weddings and other events is a new growing sector. The high-end market is spreading beyond the three major cities of Beijing, Shanghai and Guangzhou. Distribution has become more efficient and professional in major cities, but remains problematic elsewhere. Education and training in the use of new products is needed all along the value chain. Competition from other nations and domestic substitution is fierce. Includes PSD Changes: No Includes Trade Matrix: Yes Annual Report Beijing ATO [CH4] [CH] Table of Contents Part I. MARKET SUMMARY 3 A. Market Overview 3 B. Market Drivers 4 C. SWOT Analysis for US Food Products 6 Part II: ROAD MAP FOR MARKET ENTRY 6 A. Market Structure 6 1. Target Population 6 2. Distribution 7 B. Entry Strategy 9 1. Overview 9 2. Marketing, Sales and Education 10 3. Establishing...
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...PROJECT REPORT On MARKETING STRATEGIES OF COCA COLA Submitted By – Name : Pinak Paul MANAV RACHNA INTERNATIONAL UNIVERSITY ACKNOWLEDGEMENTS I am sincerely thankful to Miss Kanupriya (Project Faculty Guide), under whose guidance I have successfully completed this project and time spent with her had been a great learning experience. I think her constant encouragement, warm responses and for filling every gap with valuable ideas has made this project successful. She made it possible for me to put all my theoretical knowledge to work out on the topic: “MARKETING STRATEGIES OF COCA COLA. A mammoth project of this nature calls for intellectual nourishment, professional help and encouragement from many people. We are highly thankful to all of them for their help and encouragement. We wish to acknowledge our great debt to all of them whose ideas and contribution influenced me to complete the project work. TABLE OF CONTENT 1. TITLE PAGE 2. ACKNOWLEDGEMENT 3. INTRODUCTION 4. INDUSTRY PROFILE 5. COMPANY PROFILE 6. PORTER'S FIVE FORCES 7. PEST ANALYSIS 8. RESEARCH OBJECTIVES & METHODOLOGY 9. REVIEW OF LITERATURE 10. PRIMARY FINDINGS & ANALYSIS 11. CONCLUSION & RECOMMENDATION 12. BIBLIOGRAPHY 13. ANNEXURE INTRODUCTION This project is focused on studying the various marketing strategies of Coca-Cola and the scenario of Indian soft drink industry in the 1990’s. Coca-Cola Co., the global soft...
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...chapter 2 “ The External Environment and Organizational Culture The essence of a business is outside itself. ” A Look Ahead — Peter Drucker LEARNING OBJECTIVES After studying Chapter 2, you will be able to: CHAPTER OUTLINE The Macroenvironment Laws and Regulations The Economy Technology Demographics Social Issues and the Natural Environment The Competitive Environment Competitors New Entrants Substitutes and Complements Suppliers Customers Environmental Analysis Environmental Scanning Scenario Development Forecasting Benchmarking Responding to the Environment Adapting to the Environment: Changing Yourself Influencing Your Environment Changing the Environment You Are In Choosing a Response Approach Culture and the Internal Environment of Organizations Diagnosing Culture Managing Culture LO 1 Describe how environmental forces influence organizations and how organizations can influence their environments. p. 48 Distinguish between the macroenvironment and the competitive environment. p. 48 Explain why managers and organizations should attend to economic and social developments. p. 50 Identify elements of the competitive environment. p. 55 Summarize how organizations respond to environmental uncertainty. p. 63 Define elements of an organization’s culture. p. 72 Discuss how an organization’s culture affects its response to its external environment. p. 72 LO 2 LO 3 LO 4 LO 5 LO 6 LO 7 Management Close-Up HOW CAN LARRY BLANFORD KEEP GREEN...
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