ORGANISATIONS THEORY AND PRACTICE PROJECT WORKSHEET 1 – 2012 THE COCA COLA COMPANY l Porter's Five Forces Model 1. Competitive Rivalry within an Industry Coke has nearly 50% share of the global carbonated soft-drink industry and over 80% in many markets. The market share of other competitors is too low to encourage any price wars. Cola-Cola gets one of its competitive advantages through the well-known global trade marks by achieving the premium prices. It means Cola-Cola have something
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Exercise 6 Solution Chapter 6 Elasticity: The Responsiveness of Demand and Supply ` 1) Price elasticity of demand measures A) how responsive suppliers are to price changes. B) how responsive sales are to changes in the price of a related good. C) how responsive quantity demanded is to a change in price. D) how responsive sales are to a change in buyers' incomes. Answer: C 2) If the percentage increase in price is 15 percent and the value of the price elasticity of
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Coca-Cola India On August 20, 2003 Sanjiv Gupta, President and CEO of Coca-Cola India, sat in his office contemplating the events of the last two weeks and debating his next move. Sales had dropped by 30-40%1 in only two weeks on the heels of a 75% five-year growth trajectory and 25-30%2 year-to-date growth. Many leading clubs, retailers, restaurants, and college campuses across the country had stopped selling Coca-Cola3 and only six weeks into his new role as CEO, Gupta was embroiled in a crisis
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MANAGERIAL RESPONSE TO THREATS Threat of new entrants Barriers to entry: It is very common that the existing company in a industry will set the barrier to the new entrants. Because these new entrants might become the strong potential competitors in the future and take away large profit from the existing company. For these new entrants, they will carry out pretty attractive competition and use better financial strength to seize current and potential market. These moves will lower the benefits of
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Coca-Cola India On August 20, 2003 Sanjiv Gupta, President and CEO of Coca-Cola India, sat in his office contemplating the events of the last two weeks and debating his next move. Sales had dropped by 30-40% 1 in only two weeks on the heels of a 75% five-year growth trajectory and 25-30% 2 year-to-date growth. Many leading clubs, retailers, restaurants, and college campuses across the country had stopped selling Coca-Cola 3 and only six weeks into his new role as CEO, Gupta was embroiled in a crisis
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price versus that of the Western world for the same services. 5. Imposing that tax only reduced the consumers ability to purchase a yachts thus the demand for them went down which results in the decrease of production and lastly job in that industry. 6. What you might be able to infer from the “Dusty Archives” is that responsiveness increases overall productivity and growth. * An increase in the gap of living standards will result in a change of price in services and the demand- This will
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Cola Wars Continue: Coke and Pepsi in the Twenty-First CenturyI. Case issue: Implications of strategic rivalry on cola industrys structure and performance (See Exhibits 1 & 2 for analysis) A. Implications on structure of cola industry 1. Bottlers have been consolidated by concentrate producers (CP), placing smaller CPs at the mercy of Pepsi and Coca-Colas distribution systems (See Exhibit 3) a. Making it tougher for smaller CPs like Cott Corporation to compete and leaving them open to the threat
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Project The Flint Water Crisis The Flint water crisis is a drinking water contamination issue in Flint, Michigan that started in April 2014. After Flint changed its water source from treated Detroit Water and Sewerage Department water to the Flint River, its drinking water had a series of problems with lead contamination, creating a serious public health danger. One rumor is said that the reason for the change in water source was because that in mid-2014 the Detroit Water and Sewerage Department
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Strategic Direction Mission: * To refresh the world... * To inspire moments of optimism and happiness... * To create value and make a difference. Vision Our vision serves as the framework for our Roadmap and guides every aspect of our business by describing what we need to accomplish in order to continue achieving sustainable, quality growth. * People: Be a great place to work where people are inspired to be the best they can be. * Portfolio: Bring to the world a portfolio
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