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Coke and Pepsi Learn to Compete in India BRIEF SUMMARY OF CASE:
This is a detailed and comprehensive case describing the market entry of two global consumer product companies, PepsiCo and Coca-Cola Corporation into a Big Emerging Market (BEM), India. It traces the history of the challenges encountered by these two companies in the developing country environment of India from the late 1980s to the present time. Emphasis is placed on lessons learned by the two companies as they adjust to competing in an unfamiliar and rapidly-changing environment. Key themes include:
- The effects of the changing political scene resulting in the imposition of a non-standard domestication policy on foreign direct investors.
- The need for foreign companies to adapt their marketing and competitive strategies to suit conditions in the Indian marketplace.
- And the role of ‘globalization’ policies across the marketing mix variables, but particularly in the case of promotional strategies.

Answers to Questions:

Q1. The political environment in India has proven to be critical to company performance for both PepsiCo and Coca-Cola India. What specific aspects of the political environment have played key roles? Could these effects have been anticipated prior to market entry? If not, could developments in the political arena have been handled better by each company?
A1. The political environment of India has had a very significant impact in the way foreign businesses operate in the country. Both companies benefited from the opening up of the market in the early 1990’s and the relaxation of prior restrictive trade policies and rules foreign direct investment. The cap on the equity stake has been gradually lowered over the years, giving greater flexibility to foreign companies in terms of operation and profitability.
The ouster of

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