Studieretningsopgave – Virksomhedsøkonomi/ Markedskommunikation
Studieretningsopgave – Virksomhedsøkonomi/ Markedskommunikation
Januar 2012
Michelle Birk Karlsson
EUC Nordvest
Højere Handels Eksamen
T-25
Vejleder: Dennis Jakobsen

Januar 2012
Michelle Birk Karlsson
EUC Nordvest
Højere Handels Eksamen
T-25
Vejleder: Dennis Jakobsen

Problemformulering

Lav et kort virksomhedsportræt af Coca Cola og redegør for deres CSR politik herunder: * Vision * Mission * Værdier

Lav en analyse af virksomhedens CSR og dens praktiske anvendelse af CSR.

Vurder på baggrund af analysen om der er sammenhold mellem deres CSR politik og deres praktiske anvendelse af CSR, samt Coca Colas fremtidige strategiske muligheder.

Abstract
This paper investigates how much and in which ways Coca Cola Enterprises uses CSR. The importance of CSR has grown over the last couple of years, and with the major brand Coca Cola has, it is of great importance to Coca Cola Enterprises. With Porter’s Five Forces I have analyzed the competition on the market, and which advantages it gives Coca Cola Enterprises when they use CSR. I have also used Porter’s generic strategies and through analysis I figured out which strategy Coca Cola Enterprises use. Coca Cola Enterprises uses the strategy called differentiation. This strategy is making customers prefer your product, and giving it a special value to the customers. CSR is about taking responsibility, and Coca Cola Enterprises does that. They do that in many ways for example with sustainable bottles and cans. The result shows that Coca Cola Enterprises uses CSR a lot. Through the analysis I have come forward to that Coca Cola Enterprises especially uses CSR in their marketing. This paper also shows that Coca Cola Enterprises has many strategic opportunities in the future, for example they can expand their customer service department.

Indholdsfortegnelse Problemformulering 1 Abstract 2 1. Indledning 5 2. Redegørelse 6
2.1 Virksomhedsportræt 6
2.2 CSR politik 6
2.3 Vision, mission og værdier 8 3. Analyse 8
3.1 Porters five forces 8 3.1.1Leverandører: 9 3.1.2 Kunder: 9 3.1.3 Potentielle indtrængere: 10 3.1.4 Substituerende produkter: 10 3.1.5 Konkurrencesituationen i branchen: 10
3.2 Porters generiske strategier 11 4. Vurdering 12 5. Konklusion 13 Kildeoversigt 15
Bøger 15
Internetsider 15
Illustrationer 15 Bilag 16
Bilag 1 16
Bilag 2 16
Bilag 3 17
Bilag 4 18
Bilag 5 19
Bilag 6 20
Bilag 7 20
Bilag 8 21
Bilag 9 21

1. Indledning Folk er blevet mere bevidste på verden omkring dem, og derfor har CSR i de seneste år fået en voksende betydning, det er for mange blevet vigtigt at producenten af de produkter de køber, gør noget for samfundet, også selvom det ikke giver profit for virksomheden. Det er derfor vigtigt at især store virksomheder anderkender dette, og derefter formår at udnytte den fordel det kan give dem at benytte sig af CSR.
Derfor har jeg valgt at redegøre for Coca Colas CSR politik, og derefter analysere deres praktiske anvendelse af CSR. For at afgrænse opgave vil jeg tage udgangspunkt i Coca Cola Enterprises som er Coca Cola tapperiet i Storbritannien, i stedet for The Coca Cola Company. Da Coca Cola Enterprises er et af de tapperier der især har fokus på CSR er det meget oplagt at vælge at analysere dette tapperi, fremfor det danske tapperi. Da Coca Cola er en af verdens største virksomheder, og har verdens mest kendte brand, kan de få en stor fordel ud af at benytte sig af CSR, da dette ofte kaster et positivt lys på virksomheden.
I forhold til analyse vil jeg benytte mig af Porters Five Forces da denne model giver mig et overblik over konkurrencen på markedet, og ud fra dette vil det være muligt at vurdere om det overhovedet kan betale sig for Coca Cola Enterprises at bruge mange penge på CSR. I analysen vil jeg også kigge på Porters generiske strategier, for at kunne bestemme hvilken Coca Cola Enterprises benytter sig af, og hvilke fordele og ulemper der er ved denne, og om CSR er en del af deres konkurrencestrategi.
Til slut i opgaven vil jeg vurdere om der er sammenhæng mellem Coca Cola Enterprises’ CSR politik og deres praktiske anvendelse af CSR. Jeg vil også vurdere hvilke strategiske muligheder Coca Cola Enterprises har fremover.
2. Redegørelse
2.1 Virksomhedsportræt

Coca Cola bliver grundlagt i 1887 af Asa G. Candler. De har det mest kendte brand i verden. Coca Cola har afdelinger og samarbejdspartenere i stort set alle lande, og tilsammen arbejder der 600.000 for denne store virksomhed. Coca Colas produkter kan købes i mere end 200 lande. Coca Cola Enterprises er den tredje største selvstændige Coca Cola tapperi. Coca Cola Enterprises er også det eneste tapperi der har licens til at tappe Coca Colas produkter i Belgien, kontinentale Frankrig, Storbritannien, Luxembourg, Monaco, Holland, Norge og Sverige. Coca Cola Enterprises beskæftiger omkring 4500 medarbejdere i Storbritannien. Coca Cola Enterprises har besluttet sig for at minimere de miljømæssige konsekvensker af deres produkter og aktiviteter. De har særligt fokus på bæredygtig emballage, og genanvendelse, samt energi og klima beskyttelse. Coca Cola Enterprises’ produktion er ISO 14 001 certificeret.

2.2 CSR politik

Coca Cola Enterprises’ CSR politik hedder ”Commitment 2020”, denne har de lavet ud fra The Coca Cola Companys ”Live Positively”. CSR politikken har syv hovedpunkter, som minder meget om de syv hovedpunkter der er i ”Live Positively”, men Coca Cola Enterprises har valgt at sætte sit eget præg på CSR politikken.
”Energy conservation/climate change: Reduce the overall carbon footprint of our business operations by an absolute 15% by 2020, as compared to our 2007 baseline.

Water stewardship: Establish a water-sustainable operation by protecting our water sources, minimising our water use and replenishing the amount of water used in our beverages.

Sustainable packaging/recycling: Reduce the impact of our packaging: maximise our use of renewable, reusable and recyclable resources and recover the equivalent of 100% of our packaging.

Product portfolio: Provide refreshing beverages for every lifestyle and occasion, while helping consumers make informed beverage choices.

Community: Make a positive social, economic and environmental contribution to the communities in which we operate.

Active healthy living: Support active healthy living through physical activity programmes, nutrition education and by providing a wide choice of products.

Workplace: Create a culture where diversity is valued, every employee is a respected member of the team and our workforce is a reflection of the communities in which we operate.”
Overstående tekst er Coca Cola Enterprises’ CSR politik. I CSR politikken er der især fokus på mennesker og bæredygtighed. Coca Cola Enterprises ønsker at være en endnu mere ansvarlig virksomhed og dette vil de blandt andet gøre ved at gøre en positiv forskel i de samfund de arbejder i. De vil også hjælpe deres kunder med at tage informerede valg når de køber læskedrikke, dette vil de gøre gennem en produktportefølje.

2.3 Vision, mission og værdier
Coca Cola Enterprises har som mange andre virksomheder selvfølgelig en vision, en mission, og nogle værdier. Deres vision er at være den bedste sælger af læskedrikke samt at være det bedste firma indenfor kundeservice. Deres mission er ” To refresh the world, to inspire moments of optimism and happiness, to create value and make a difference.”. Deres værdier er ansvarlighed, at være kundeminded og at være et team.
3. Analyse
3.1 Porters five forces
Porters five forces bruges til at analyse konkurrence på et marked. I forhold til Coca Cola og deres brug af CSR vil jeg bruge Porters five forces til at analyse hvilke fordele det giver Coca Cola at benytte sig af CSR, og hvilke ulemper det giver dem.

Ud fra billedet ovenover kan man se hvilke punkter der indgår i Porters five forces. Jeg vil tage punkterne et efter et og analyse hvordan situation ser ud for Coca Cola Enterprises.

3.1.1Leverandører: Coca Cola Enterprises har mange forskellige leverandører. De søger altid efter de leverandører der har den højeste kvalitet til den laveste pris. Coca Cola Enterprises har generelt mange krav til deres leverandører. For en virksomhed som Coca Cola Enterprises er det af største betydning af de leverandører de har den højeste kvalitet. Deres leverandører skal ikke have kapacitetsbegrænsninger, da Coca Cola Enterprises bruger mange råvarer i løbet af en dag, men samtidig har deres leverandører også en fordel da leverance bliver bestilt i god tid, og ikke en dag før det skal leveres. Da Coca Cola Enterprises er en stor virksomhed, har de også mange muligheder for at udskifte deres leverandører, derfor har deres leverandører en relativt lav forhandlingsstyrke. Men jo større en leverandør er, jo højere forhandlingsstyrke vil de have, da der vil være nogle leverandører hvor det ville være meget vanskeligt for Coca Cola Enterprises hvis de mister dem.

3.1.2 Kunder: Coca Cola Enterprises har mange forskellige slags kunder, alt fra tankstationer, til restauranter. Da Coca Cola er et meget kendt brand er mange butikker villige til at betale ekstra for at have dette mærke i deres butik, fremfor et lidt billigere mærke som for eksempel Pepsi. Også Coca Cola Enterprises små kunder har en relativ lav forhandlingsstyrke, da der er mange kunder for en så stor virksomhed. De større kunder som Coca Cola Enterprises har, har en højere forhandlingsstyrke da det kan have konsekvenser for Coca Cola Enterprises hvis de mister dem, derfor vil de strække sig længere for at beholde dem.
3.1.3 Potentielle indtrængere: Det er meget svært som ny virksomhed at komme ind på markedet for læskedrikke. Mange kunder er meget loyale overfor de eksisterende mærker på markedet, og det skaber vanskeligheder for nye virksomheder. Det ville højst sandsynligt være meget kapitalkrævende at etablere sig på markedet, og man kan drage stor fordel af stordrift, derfor er der alt i alt høje indgangsbarrierer.

3.1.4 Substituerende produkter: Da der er mange forskellige læskedrikke på markedet, er der automatisk også mange substituerende produkter. Men for Coca Cola Enterprises’ kunder kan miste hvis de ikke længere sælge Coca Cola. Derfor har det ikke den store betydning for Coca Cola Enterprises at der er mange substituerende produkter. Men da Coca Cola ligger i den dyre ende af prisskalaen vil mange vælge et billigere mærke som følge af finanskrisen.

3.1.5 Konkurrencesituationen i branchen: Læskedrikke branchen er en branche med få store udbydere. Det er også et marked hvor væksten er minimal. Og et marked hvor Coca Cola har den største markedsandel. Lige efter Coca Cola følger Pepsi.

Leverandørernes forhandlingsstyrke | Lav Middel Høj | Kundernes forhandlingsstyrke | Lav Middel Høj | Trussel fra potentielle indtrængere | Lav Middel Høj | Trussel fra substituerende produkter | Lav Middel Høj | Konkurrenceintensiteten i branchen | Lav Middel Høj | Branchens attraktivitet | Lav Middel Høj |

Man kan ud fra ovenstående diagram se at konkurrencen på markedet ikke er så stor, men det er et meget attraktivt marked for Coca Cola Enterprises. Man kan ud fra dette også se at Coca Cola Enterprises står meget stærkt på markedet. Ved brugen af CSR kan Coca Cola Enterprises styrke deres position på markedet da det vil gøre dem mere attraktiv for kunderne at de gør noget godt for samfundet.

3.2 Porters generiske strategier Porters generiske strategier omfatter 4 konkurrencestrategier. Hver enkelte af dem beskriver en overordnet måde som virksomheden kan bruge til at konkurrere med de andre virksomheder på markedet.
Ud fra Coca Cola Enterprises markedsføring og brug af CSR kan man se at de benytte sig af konkurrencestrategien differentiering. Når en virksomhed ønsker at satse på differentiering forsøger de at få deres produkt til at have mere ”værdi” for kunderne. Dette gør Coca Cola Enterprises blandt andet gennem deres CSR, for eksempel ved at lave bæredygtig emballage. Coca Cola Enterprises forsøger at skabe et unikt produkt for deres kunder ved at vise at de tager ansvar for den forurening de er skyld i, samtidig med at de prøver at forbedre det. Når man benytter sig at differentiering ønsker man samtidig med at man har et unikt produkt at henvende sig til hele markedet. Coca Cola Enterprises forsøger med et meget bredt sortiment at ramme så mange målgrupper som muligt. Deres sortiment indeholder alt fra sodavand til juice og vand. Dette gør det muligt for alle at finde noget de kan lide og ønsker at drikke.
Det er en fordel for Coca Cola Enterprises at benytte sig af differentiering da det kunderne skaber præferencer for deres produkter, og dette gør at de vil vælge deres produkt fremfor et billigere mærke. Det er også en fordel for dem at benytte sig af differentiering fordi man har mulighed for at satse på en meget større målgruppe, og det giver større indtjeningsmuligheder. Det kan være en ulempe for Coca Cola Enterprises at benytte sig af differentiering da man kan satse for bredt og derved ikke ramme nogle overhovedet gennem ens markedsføring.
CSR er en integreret del af deres konkurrencestrategi, da de benytter sig af CSR til at differentiere sig fra konkurrenterne. Det skaber en præference for Coca Colas brand at de benytter sig af CSR, og især Coca Cola Enterprises får udnyttet denne præference til fulde da de benytter sig utroligt meget af CSR, og sørger for at det synligt for deres kunder.
4. Vurdering

Jeg vil mene at der er sammenhæng mellem Coca Cola Enterprises CSR politik og deres praktiske anvendelse af CSR. Blandt andet bruger de bæredygtig emballage som er et af hovedpunkterne i deres CSR politik. Coca Cola Enterprises bruger især CSR til at skabe præferencer for deres produkter. Dette kan man se gennem deres konkurrencestrategi, hvor de benytter sig af differentiering. Gennem CSR styrker de deres brand, og herved skaber de et ”unikt” produkt for deres kunder.
Coca Cola Enterprises har flere forskellige strategiske muligheder fremover. En af dem er at udvide kundeservice afdeling da det er deres vision at være det bedste firma indenfor kundeservice. En anden er at udvide produktudviklingsafdelingen, da det er en del at deres mission at de vil forfriske verden, for at sikre at de rammer alle segmenter er de nødt til at sørger for at der er et bredt udvalg til alle deres kunder, og potentielle kunder. En strategisk mulighed kunne også være at benytte CSR mere i deres markedsføring, da det er en del af deres mission at skabe værdi og gøre en forskel, og det gør en virksomhed som Coca Cola Enterprises gennem CSR, da de gennem CSR kan tage ansvar og gøre en væsentlig forskel i forhold til miljø og samfundet omkring dem.
5. Konklusion

Jeg har gennem min opgave redegjort for Coca Cola Enterprises CSR politik. Coca Cola Enterprises har meget stor fokus på deres anvendelse af CSR, og da Coca Cola har et af verdens mest kendte brands er det en stor fordel for dem at benytte sig så meget af CSR.
Jeg har analyseret konkurrence på markedet med Porters Five Forces, gennem denne analyse er jeg kommet frem til at konkurrence på læskedrikke markedet er middel, og at det kan betale sig for Coca Cola Enterprises at benytte sig af CSR da det skaber en præference for virksomheden i forhold til kunderne. Herefter har jeg analyseret mig frem til at Coca Cola Enterprises benytter sig af konkurrencestrategien differentiering. Dette skaber også præferencer for virksomheden, da de har et ”unikt” produkt. De benytter CSR som en del af deres konkurrencestrategi, da det kan skabe større præferencer for deres produkter, hvis de viser at de tager ansvar for verden omkring dem.
I min vurdering er jeg nået frem til at der er sammenhæng mellem Coca Cola Enterprises CSR politik og deres praktiske anvendelse af CSR. Jeg er også nået frem til at Coca Cola Enterprises har flere forskellige strategriske muligheder i fremtiden. De kan blandt andet udvide kundeserviceafdeling, eller udvide produktudviklingsafdeling, eller benytte sig mere af CSR i deres markedsføring, alle disse ting hjælper virksomheden med at opfylde deres vision, mission eller værdier.
Anslag med mellemrum: 14.968

Kildeoversigt
Bøger
Bang, Knud Erik, Henrik Frølich, Jeanette Hassing, Marianne Poulsen og Gitte Størup; Virksomhedsøkonomi A2, Systime, 2011
Internetsider
Ukendt, http://www.cokecce.co.uk/products.aspx, læst 22/1 2012
Ukendt, http://www.britishsoftdrinks.com/PDF/2011%20soft%20drinks%20report.pdf, læst 22/1 2012
Ukendt, http://www.cokecce.co.uk/open-more-business/customers.aspx, læst 22/1 2012
Ukendt, http://www.cokecce.co.uk/open-more-business/suppliers/prospective-suppliers.aspx , læst 22/1 2012
Ukendt, http://www.cokecce.co.uk/open-more-business/suppliers.aspx, læst 22/1 2012
Ukendt, http://www.thecoca-colacompany.com/ourcompany/mission_vision_values.html , læst 22/1 2012
Ukendt, http://www.cokecce.co.uk/about-us/our-vision-and-values.aspx , læst 22/1 2012
Ukendt, http://www.cokecce.co.uk/media/65415/coke_gb_crs_report_2010-11(1).pdf , læst 22/1 2012
Ukendt, http://www.cokecce.co.uk/about-us/about-coca-cola-enterprises.aspx , læst 22/1 1012

Illustrationer
Ukendt, http://vob.systime.dk/fileadmin/indhold/ISBNXXXXXXXXXXXXX/Kapitel_17/17-3.png, fundet 22/1 2012
Ukendt, http://www.facebook.com/cocacola , fundet 22/1 2012(forsideillustration)

Bilag
Bilag 1
Products
CocaCola Enterprises Ltd is responsible for manufacturing, selling and distributing a wide range of soft drinks across Great Britain. We do this for brands owned by The CocaCola Company and for other premium brand owners too.

We are proud of our brand portfolio we offer our consumers a complete choice of soft drinks for every occasion. We make 95 per cent of our products in GB, a fact we are proud to put on our cans and bottles.
Our products are grouped into seven sectors, based on consumer need. To explore our product portfolio use the right and left arrows below.

Bilag 2
SOFT DRINKS
INDUSTRY
WELCOMES
RESPONSIBILITY
DEAL INITIATIVE
The coalition government elected in May 2010 brought with it a new approach to public health, and in particular policy on obesity. Rather than seeking to impose changes on the composition of food and drink, the plan is to encourage companies to make their own changes in line with what their businesses can reasonably achieve, through what have been named Responsibility Deals.
This approach has been welcomed by BSDA.
Jill Ardagh, BSDA Director General, said:
“The soft drinks industry has proved over the years that a responsible approach by industry is the right way to deal with issues of public concern. For example, people thinking about the issue of obesity should note how the soft drinks product range has changed radically. The proportion of the market made up of drinks with no added sugar is now 60 per cent, up from only 30 per cent 20 years ago.

“This has been achieved without regulation.
Instead, it was a combination of product innovation, clear nutritional information, and a focus on the needs of the consumer that delivered. A responsible approach by industry works.”
BSDA published a Responsibility Report to illustrate the industry’s wide-ranging actions to improve and extend choice of sustainably produced and responsibly marketed drinks.

Bilag 3
Customers
We do everything we can to keep all our customers satisfied.

As a local business, selling global soft drink brands, we know that satified customers are the key to our success.
Our sales teams work hard to look after a wide variety of customers at national and local levels, including:
Retailers from large multiple supermarkets to corner shops, newsagents and petrol forecourts
Other organisations schools, colleges, hospitals, workplaces, pubs, clubs, restaurants, cafes and cinemas
Wholesalers supplying independent stores and other outlets
The Open More Business report looks in more detail at the five most important environments where our customers sell soft drinks: * Superstore foodhall * Neighbourhood * Fuel * Bars, Pubs & Clubs * Canteen
These five key environments (from a total of 16) are estimated to deliver 69% of the £1.4 billion category opportunity identified in Open More Business.
Bilag 4
Prospective suppliers
We are constantly searching for suppliers that meet our highest quality standards.
Our Procurement Division leads the process of seeking eligible suppliers, sharing the business goals and requirements, requesting proposals and awarding business.
What do we look for?
When choosing eligible suppliers, we seek to satisfy a range of criteria, including: * sound business practices * ethical criteria * environmental management
We are committed to increasing opportunities for minority and womenowned firms.
We also look for the best combination of the following business factors: * low total cost of ownership * single point of communication * high quality of goods and services * delivery that exceeds our needs * continuous investment in innovation and growth.
The CocaCola Company has codified our expectations into the Supplier Guiding Principles program, and we are partners in this programme. We fully enforce these principles, which are incorporated into CCE Code of Business Conduct, supplier contracts, as well as training.
Any questions?
Please direct all communication related to supplier selection, as well as discussions about commercial terms such as pricing and terms and conditions, to our Procurement representatives. Before contacting us, please be sure to review the Frequently Asked Questions (FAQs) in this section of the website.

Bilag 5
Suppliers
CocaCola Enterprises recognises the crucial role diversity plays in our relationships with customers, employees, and suppliers, especially in today's global environment.

We provide procurement opportunities to diverse businesses, including those that are owned and operated by minorities, women, veterans, gays and lesbians. We partner with such businesses committed to providing new technology, innovation, and competitively priced, high quality products and services.
CocaCola Enterprises sources and provides equal access to procurement opportunities for businesses that are at least 51% owned, managed and controlled by minorities, women, veteran or gay and lesbian entrepreneurs. Strengthening and utilizing diverse firms contributes to the economic growth and expansion of our local communities, while also providing a competitive business advantage by enhancing our supply chain.
CocaCola Enterprises' strategic priorities are to: grow the value of our existing brands and expand our product portfolio; transform our gotomarket model and improve our efficiency and effectiveness; and attract, develop, and retain a highly-talented and diverse workforce. By identifying diverse businesses and developing meaningful business relationships, we have made and will continue to make significant progress towards achieving these priorities.
Diversity and inclusion are essential components of our corporate strategy and we expect our suppliers and our employees in North America and Europe to exhibit a high level of performance towards achieving this objective. Each and every one of us has the responsibility of supporting Supplier Diversity and creating a winning and inclusive culture at CocaCola Enterprises.
John F. Brock
Chairman and Chief Executive Officer

Bilag 6
Our Mission
Our Roadmap starts with our mission, which is enduring. It declares our purpose as a company and serves as the standard against which we weigh our actions and decisions. * To refresh the world... * To inspire moments of optimism and happiness... * To create value and make a difference
Bilag 7
Our Vision and Values
The CocaCola Enterprises vision is to be the best beverage sales and customer service company.
Our operating framework defines what being the best means for CCE, and outlines the strategic priorities that will help us become the best so we can drive consistent, longterm, profitable growth.
Our Strategic Priorities * Grow value of existing brands and expand our product portfolio responsibly * Transform our gotomarket model to improve efficiency and effectiveness * Attract, develop and retain a highly talented and diverse workforce
Our Values
At CCE, we ACT with passion and purpose in everything we do: * Accountable: We do what we say we will do * Customerfocused: We succeed only when we exceed the expectations of our customers * Teamdriven: We win as a team, and do it the right way
Bilag 8
Energy and Climate Protection: We aim to grow our business but not our carbon emissions.
Water Stewardship: To return safely to nature an amount of water equivalent to that which we use in all our beverages and their production.
Sustainable Packaging: At The Coca-Cola Company, we envisage a world in which our packaging is no longer seen as waste, but as a valuable resource for the future.
Beverage Benefi ts: Quenching every thirst and need. Providing and tailoring beverages for every lifestyle, life stage and life occasion – all based on individual needs. Quality you can trust all the time.
Community: We are a global company with local roots in every community where we do business. We are committed to the needs of our communities with a wide range of programmes.
Active Healthy Living: Helping to increase physical activity levels to enhance health. Our goal is to raise the standards of physical fi tness globally, through encouragement, partnership and grassroots programmes.
Workplace: To foster open environments, as diverse as the markets we serve. Where workplace rights are respected and people are inspired to create superior results and make a positive difference.
Energy conservation/climate change: Reduce the overall carbon footprint of our business operations by an absolute 15% by 2020, as compared to our 2007 baseline.
Water stewardship: Establish a water-sustainable operation by protecting our water sources, minimising our water use and replenishing the amount of water used in our beverages.
Sustainable packaging/recycling: Reduce the impact of our packaging: maximise our use of renewable, reusable and recyclable resources and recover the equivalent of 100% of our packaging.
Product portfolio: Provide refreshing beverages for every lifestyle and occasion, while helping consumers make informed beverage choices.
Community: Make a positive social, economic and environmental contribution to the communities in which we operate.
Active healthy living: Support active healthy living through physical activity programmes, nutrition education and by providing a wide choice of products.
Workplace: Create a culture where diversity is valued, every employee is a respected member of the team and our workforce is a refl ection of the communities in which we operate.
Bilag 9
About CocaCola Enterprises
CocaCola Enterprises, Inc. is the world's thirdlargest independent CocaCola bottler. CCE is the sole licensed bottler for products of The Coca-Cola Company (TCCC) in Belgium, continental France, Great Britain, Luxembourg, Monaco, the Netherlands, Norway, and Sweden.
In Great Britain (GB) CocaCola Enterprises Ltd (CCE) employs around 4,500 people across England, Scotland and Wales at manufacturing sites, regional offices and depots.
CCE is committed to minimising the environmental impact of its products and operations, with a particular focus on sustainable packaging and recycling, water stewardship, and energy and climate protection.
CCE's manufacturing sites meet ISO14001 certification, the highest international standard for environmental management. CCE has reduced its energy usage ratio across manufacturing operations in GB by 21% since 2001 and more than 99% of waste at its sites is now recovered or recycled.
All of CCE's glass bottles are 100% recyclable and contain an average of 30% recycled materials; all plastic bottles are made from PET (polyethylene teraphthalate) and are 100% recyclable; and all CCE cans used in GB are made from 100% recyclable aluminium and contain around 50% recycled aluminium.
CCE calculates and publishes the CO2 emissions resulting from the manufacture and distribution of all its brands, and in 2007 CCE partnered with the Carbon Trust to measure all greenhouse gas emissions embodied within selected products in the portfolio.
CCE makes, sells and delivers the following products in GB for The CocaCola Company (TCCC): CocaCola, diet Coke, Coke Zero, Fanta, Dr Pepper, Sprite, Schweppes, Schweppes Abbey Well, glacéau, Relentless, Powerade, Oasis and 5 Alive. CCE in GB also makes, sells or delivers Monster, Appletiser, Ocean Spray and CapriSun on behalf of other brand owners.
CCE has the largest share of soft drinks in the UK with ongoing brand and product innovation continuing to reinforce this position of leadership within the category. CocaCola is the UK's number one selling soft drink and remains one of the most innovative brands in the world today.

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[ 1 ]. http://www.cokecce.co.uk/about-us/about-coca-cola-enterprises.aspx
[ 2 ]. http://www.cokecce.co.uk/media/65415/coke_gb_crs_report_2010-11(1).pdf
[ 3 ]. http://www.thecoca-colacompany.com/ourcompany/mission_vision_values.html
[ 4 ]. http://www.cokecce.co.uk/about-us/our-vision-and-values.aspx
[ 5 ]. Bang, Frølich, Hassing, Poulsen og Størup, Virksomhedsøkonomi A2 s. 405-412
[ 6 ]. http://vob.systime.dk/fileadmin/indhold/ISBNXXXXXXXXXXXXX/Kapitel_17/17-3.png
[ 7 ]. http://www.cokecce.co.uk/open-more-business/suppliers/prospective-suppliers.aspx
[ 8 ]. http://www.cokecce.co.uk/open-more-business/suppliers.aspx
[ 9 ]. http://www.cokecce.co.uk/open-more-business/customers.aspx
[ 10 ]. http://www.britishsoftdrinks.com/PDF/2011%20soft%20drinks%20report.pdf
[ 11 ]. Bang, Frølich, Hassing, Poulsen og Størup, op.cit, s. 412-417
[ 12 ]. http://www.cokecce.co.uk/products.aspx