COCA-COLA: CASE STUDY
1. Analyze Coca-Cola and its business strategy using the value chain and competitive forces models.

2. What is the relationship of collaboration and knowledge management to Coca-Cola’s business strategy?

3. How is Coca-Cola using knowledge management systems to execute its business model and business strategy?

4. Why is Coca-Cola’s relationship with its bottlers so important? What is Coke doing to improve its ability to collaborate with its bottlers?

5. What are Coca-Cola’s prospects for success in the future? Will information systems make a difference? Why or why not?

Question-1:
Analyze Coca-Cola and its business strategy using the value chain and competitive forces models.

Answer:
Firm Level
A value chain is a chain of activities for a firm operating in a specific industry. The business unit is the appropriate level for construction of a value chain, not the divisional level or corporate level. Products pass through all activities of the chain in order, and at each activity the product gains some value. The chain of activities gives the products more added value than the sum of the independent activity's value.

Activities
The value chain categorizes the generic value-adding activities of an organization. The & quot; primary activities & quot; include: inbound logistics, operations (production), outbound logistics, marketing and sales (demand), and services (maintenance).

Coca –Cola is doing their business throughout the whole world in an established market. There is a pure competition market in that industry. They are providing their company all these primary values.

The & quot; support activities & quot; include: administrative infrastructure management, human resource management, technology (R&D), and procurement. The costs and value drivers are identified for each value activity.

The most important