gain the same social respect. （2）India has many political and legal issues with foreign investors. Indian law to some extent is ambiguous when handling the lawsuits with foreign investors,which may have been the reason causing problems for Coke’s operations in India。 （3) Both countries may have different ways of doing businesses. Foreign investors should consider the fact that every culture is different and they need their own practices (polycentric), if Coke still thinks its American style of
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WORKING PAPER No.186 KARMA COLA - COKE IN INDIA By Y.L.R. Moorthi Kevin Lane Keller April 2002 Please address all correspondence to: Y.L.R. Moorthi (Assoc. Prof. (Marketing) Visiting Professor (Tuck School) Indian Institute of Management Bangalore - 560076, India Email: YLR.Moorthi@.Dartmouth.edu (tUl June 1,2002) or ylrm@iimb.ernet.in Kevin Lane Keller E.B. Osborn Professor of Marketing Amos Tuck School of Business Dartmouth College 100 Tuck Hall Hanover, NH 03755-9011 Ph: 603-646-0393
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Coca-Cola in India Coca-Cola is a brand name known throughout the entire world. It covers 60 percent of the $1.6 billion soft drink market. In 2006–2007, Coca-Cola faced some difficult challenges in the region of Kerala, India. The company was accused of using water that contained pesticides in its bottling plants in Kerala. An environmental group, the Center for Science and Environment (CSE), found 57 bottles of Coke and Pepsi products from 12 Indian states that contained unsafe levels of
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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
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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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MEMORANDUM TO: Sanjiv Gupta FROM: Jeremy King CC: Christopher Cowan DATE: 08/07/03 SUBJECT: Coca-Cola India On August 5th, 2003 the Center for Science and Environment (CSE) issued a press release titled “Hard Truths about Soft Drinks”. Tests conducted by CSE at the Pollution Monitoring Laboratory (PML) found concerning amounts of pesticide residue in all twelve major brands of cold beverages sold in and around Delhi. Behind Tokyo, Delhi is the second largest agglomeration in the world
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Coca-Cola India Teaching Notes Introduction The Coca-Cola India case offers students a unique opportunity to look inside a crisis for one of the world’s most important brands as it occurs inside a developing nation. The case focuses specifically on issues related to brand, reputation, and Corporate Social Responsibility (CSR), and the intersection of all three. History reveals that companies with the strongest brands, most proactive policies of social responsibility, and deepest relationships
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VISHAL KUMAR | PGDM | February 22, 2014 VISHAL KUMAR | PGDM | February 22, 2014 COCA COLA AN INTEGRATED MARKETING COMMUNICATION PROJECT COCA COLA AN INTEGRATED MARKETING COMMUNICATION PROJECT CONTENTS: 1. INTRODUCTION ………………………………………………………………….2 2. HISTORY …………………………………………………………………………..3 3. COCA COLA IN INDIA……………………………………………………………7 4. MARKETING STRATEGY………………………………………………………..12 4. THE ADVERTISING CAMPAIGN………………………………………………..13 6. SERGIO ZYMAN…………………………………………………………………..17 7. COCA
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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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20, 2003 Sanjiv Gupta only six week in his new role as CEO of Coke India found himself in a contemplating event of sale drop 30-40% in two weeks. This crisis for the company took place just after the momentum gained from a highly successful two-year marketing campaign that had given Coca-Cola market leadership over Pepsi. This scenario takes back to august 5th when The Center for Science and Environment (CSE), an activist group in India focused on environmental sustainability issues press release
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