Coca Cola Case Study

Introduction

The purpose of this paper is to present a strategic marketing plan to identify and
evaluate new business opportunities for Coca Cola Amatil, a leading beverage
manufacturer based in Australia. The analysis will begin with a brief background of
the company including company mission statement and business objectives. It will
be followed by a comprehensive market analysis examining the corporation’s market
competitiveness and structure, market size, projected growth trends, competitors,
influencing environmental factors and target market. The paper will then analyze the
anticipated new opportunity and would go on to formulate a marketing strategy which
will seek to explore various significant aspects relating to optimum utilization of the
new business prospect. Break-Even analysis will also be presented of the projected
product along with an account of the changes in the business operations that may be
made for incorporating the business requirements for the new product.

Coca Cola Amatil: Background

Coca Cola Amatil is one of Australia’s leading and oldest business corporations,
which was established in 1989 as a result of a grand re-organization of Amatil
Limited. The multinational business is mainly based on manufacturing and
distributing alcohol-free beverages and snack foods. With its headquarters in
Australia, the company also operates in New Zealand, Indonesia, South Korea,
Papua New Guinea, Fiji and is the largest producer of Coca Cola trademarked
products with primary focus on Asia-Pacific region (About Coca Cola, n.d.). The
company besides producing its own products, manufacture, market and sell the
trademarked products of Coca Cola Company across its targeted region.

Mission

 To refresh and revitalize the world in mind, body and spirit.

 To inspire through our activities and brands, moments of Positivity and
hopefulness.
 To build value and make a difference wherever we participate (Curd, n.d.).
Objectives

Coca Cola Company seeks to introduce quality in every aspect of the business. The
firm aims to:

 Serve as a workplace where individuals are inspired to give in their best.

 Create and introduce a range of beverage brands that satisfies customers’
wishes and needs.
 Develop a strong and efficient network of customers and suppliers to enhance
value.
  Optimize enduring returns to shareowners while being attentive of our overall
responsibilities as a corporate citizen.
 Be a highly operative, efficient and fast-growing organization (Mission, n.d.).
 
 

Market Analysis

Market Background

According to the council of Australian Food Technology association and Institute of

Food Science and Technology (1988, p. 333), the Australian non-alcoholic
beverages industry has been growing steadily, with 2.3 percent increase in overall
production in the year 2000 which amounts to 2.25 billion liters. However, in the
recent years, sales of customary carbonated soft drinks have dropped as more and
more customers become health conscious and move away from high-calorie sugary
drinks. Soft Carbonated drinks and other alcohol free beverages manufacturers have
also sensed the effects of intensifying competition from private-label soft drink
makers. Nevertheless, sales of greater value energy and sports drinks have driven
profit generation in the industry.

The Soft Drink and Beverage manufacturing industry is primarily concentrated in the
eastern Australian states, close to the foremost population centres, according to Soft
Drink market research report published in IBIS World (2012). New South Wales
alone has 34.6% of such establishments, while Victoria is home to 11.5% and
Queensland to 20.5%. The report shows that Victoria’s share of total beverage
producing firms has declined over the past few years because of enhanced
investment in facilities in other regions of the country. Meanwhile, South Australia’s
market share has been growing, as has N.S.W’s share.

Market Size

Coca Cola Amatil is the leading and largest provider of alcohol-free beverages and
Coca Cola trademark products as it covers a huge market segment. The annual
revenue at present is $3 Billion and according to the estimates, the yearly profit is
expected to increase by 1.8 percent. (See Appendix 1).The market conditions for soft
drink companies in Australia are encouraging and it still has a huge potential to grow
more. The market if considered in the realm of retail sales industry, has reached an
estimated value of $239.5 billion in 2011, representing a rise of 1.3 percent from
2010 (IBIS World, 2011).

Market Growth

Today, Australia is commercially assisted by both outsized multi-plant companies

and by persistent dynamic and robust regional bottlers that are innovative and
manufacturing products for both the domestic and foreign markets. A forceful and
ever changing alcohol-free beverages industry is crucial for both our economic and
social well-being as it provides the extensive range of liquid refreshment that meet
people’s nutritive needs and social occasion. At present, the beverage industry
produces a remarkable wide collection of beverages, from the traditional carbonated
soft drinks and fruit juices to sports, energy and other formulated beverages, and a
booming bottled water market (Australian beverages, 2004).

On the other hand, the rapid and stable growth of the retail trade is because of the
strong position of the Australian dollar and encouraging employment conditions. This
economic stability has reduced the cost of retail goods that are imported. Hence
improved employment and economic conditions has led to better purchasing power
and positive consumer behavior (IBIS World, 2011).

Key Competitors

Since now Coca Cola Amatil manufactures a number of beverages other than cola
such as lemon drinks (sprite), bottled water (Mount Franklin) and Orange drinks
(Fanta). The company faces competition from tea and coffee offerings by Nestea
and from smoothies and juices produced by companies like Boost. Other key
competitors include Monster Beverage Corp, Goodman Fielder Ltd and Metcash Ltd.

Environmental Factors

 Internal Rivalry
There is an intense rivalry among the top market players; Coca Cola, Nestle and
Pepsi which comprises of a strong concentration of approximately 43 percent of the
market. However, the rest of the market is quite fragmented. There is a considerable
degree of rivalry among these competitors because they operate internationally with
a wide network of bottlers (San Francisco Chronicle, 2012).

 Consumer Buying Power

Because of the absence of influential supermarket chains in CCA’s markets like Fiji,
Papua New Guinea and Indonesia, the buying power is considerably low.
Meanwhile, in markets like Australia and New Zealand that has sturdy supermarket
chains like Coles, Woolworths, Progressive and Foodstuff, the buying power of
consumers is comparatively high.

 Supplier Power
Apparently, the supplier power seems to be absent because almost all of the inputs
are supplies and are readily available. Yet, a vital issue that needs to be monitored
and evaluated in the mounting commodity prices of necessary production inputs
such as sugar and packaging supplies like aluminum. CCA possesses the essential
evading strategies well in place to combat increasing commodity prices. This
stabilizes the supplier power that input suppliers and packaging manufacturers might
have in the industry.

 Effect of Climate Events

The recent floods in the Queensland and Victoria had significant negative effects on
the food prices and agriculture supply system. Further destruction caused by
Cyclone Yasi led to inflation and rise in interest rates had a strong impact on retail
spending (IBIS World, 2011). After experiencing harsh economic circumstances, the
Confectionary and Soft drink industry regained strength owing mainly to better
employment and currency condition.

Target Markets

As a manufacturer and distributor of a diverse range of non-alcoholic beverages,

Coca Cola Amatil operates in different markets. The company functions in consumer
market as such beverages are purchased and sold there. Additionally, the
corporation also operates in intermediate markets as its offerings are distributed by
means of retailers such as supermarkets. Being the producer of mass market
products such as fruit juices, smoothies and soft drinks, CCA also engages in mass-
market, and at the same time, in niche markets because it also manufactures niches
products like energy drinks (Rees, 2004, p.1).

Evaluating New Marketing Opportunities

Coca Cola Amatil has experienced years of consistent growth and profit since its
inception. At present, the company sells over one billion servings every day (See
Appendix 2), however, CCA is also aware of 47 billion servings that are sold by other
competitors and it seeks to make optimum use of potential opportunities in the
market.

Introducing New Brand

The prospect of introducing a new flavored cola brand is highly appealing and with
right marketing strategy, such an innovation will create value and will bring fruitful
results in terms of revenue growth. The new product will offer a unique drinking
experience to consumers and is expected to enhance brand loyalty. The new drink
will be a bottled flavored bubble tea, a creative blend that would give the fizz of Cola
and taste of flavored tea. Such an innovative offering will present itself as a healthy,
funky and unusual substitute for other soft drinks and would appeal to the health-
conscious population segment, which previously proved to be a tough market
segment to target.

Marketing Strategy for the New Product

Product Development

The new bottled beverage will have a playful, modern and funky branding and its
brand personality will be characterized by healthy, unique and energizing drink. The
new drink will have a strong brand equity and consumer base owing to the existing
widespread brand power of Coca Cola and other popular CCA’s products.

Product Positioning
Since this innovative drink will be one of its kinds in the market, a strong and well-
designed marketing campaign is expected to result in big sales. The positioning
strategy will be based on quick and wide-scale distribution activities since the
product is prone to imitation. CCA will be marketing an existing brand with modified
taste and features. The brand will be positioned as a functional, revitalizing and
healthy soft drink so that it can attract health conscious consumers.

Market Penetration and Development

The introduction of new product would be a source of market pull because it would
give a competitive advantage to the company as CCA will be able to target new
markets (diet conscious population segment) and will serve the corporation’s need
for doing green business. Innovative and attractive non-alcoholic flavored drink will
give the company a significant control over its prices.

Promotion Strategy

The product will be promoted on the grounds of three factors; the demand for the
product, potential substitutes and product lifecycle. The promotional activities will
fundamentally be based on creating awareness and desire among the targeted
consumers through employing different means of advertising and marketing such as
electronic media, online advertising, newspapers, billboards, sponsoring matches
and events, and direct selling. The focus will be on launching the product as a
healthy, energizing and refreshing drink that will offer a unique drinking experience.

Industry Codes of Practice

The company will take into account the following codes of practices while formulating
its marketing strategy for the new product.

ADMA Direct Marketing Code of Practice

            According to the ADMA code, the member company must not indulge in
any deceptive or false claims while carrying out its marketing functions and every
piece of information regarding the product must be validated with given evidences.
Therefore CCA will have to validate its health and nutrition claims by making public
its green tea base and other dietary aspects. Also the marketing campaign which will
include various modes of mass communication should be free from stereotypical
messages and false claims (ADMA, 2005).

Free TV Australia – Commercial Television Industry Code of Practice

CCA will have to carefully consider and abide by the provisions in the Commercial
television industry code of practice while making use of Television advertising. The
advertisements will have to be made keeping in view the standards of broadcasting
as set by the code. The marketing messages displayed on television should not
offend any culture, race of gender, should not provoke negative feelings against any
other person, group, nationality or ethnicity. Besides this, CCA will need to follow the
commercial time buying procedures as provided in the clauses 1.16, 1.17 and 1.18
of the code (Free TV, 2010).

Australian E-Commerce Best Practices Model

            The model provides that the marketing content should be original and
distinguishable from other material and businesses should be able to support their
marketing claims with authentic evidences. In case of personal selling and email
advertising, company has to comply to the regulations presented in Spam Act 2003
(Australian govt. treasury dept., 2006). It will be the focus of CCA’s marketing efforts
that the advertising material disseminated and the message is appealing, original
and free from any illegal or deceptive element.

Trade Practices Act

            Coca Cola Amatil would need to establish relationships with suppliers,

competitors, retailers, wholesalers and customers in light of the provisions made in
the Act. The Trade Practices Act requires adequate steps to ensure consumer
protection and promote fair trading.

Break Even Analysis

Below given is the break-even analysis of a single unit of the proposed product.

Selling Price of one unit= $8.5

Fixed Cost = $3.5

Variable Cost = $1.5

Total Cost = $ 5

Sales revenue per unit = $3.5

Break-Even Point = Fixed Cost / Contribution margin

Contribution Margin = Sales revenue – Variable Cost

=  3.5 – 1.5

= 2$

Break Even Price = 3.5 / 2

= 1.75 $ per unit.

Appendix: 1
Revenue generation from 2006 to expected profit in 2013 and 2014.

Appendix: 2

References

About Coca Cola Amatil. (n.d.). Retrieved May 10, 2012, from,
http://www.afrbiz.com.au/companies/coca-cola.html

Australian Direct Marketing Association. (2005). Direct marketing code of practice.

Retrieved

May 11, 2012, from,

www.accc.gov.au

Australian Government Treasury department. (2006). The Australian guidelines for

electronic c

ommerce. Retrieved May 11, 2012, from,

www.archive.treasury.gov.au/

Daniel Rees. (2004). Coca-Cola Amatil: Marketing. Business studies update. Vol. 4

(2), pg. 1-8.

Council of Australian Food Technology association & Institute of Food Science and
Technology. (1988). Food Australia : Official journal of CAFTA and AIFST. North
Sydney, Australia : Council of Australian Food Technology Associations.

Curd, M. (n.d.). Marketing plan: Coca Cola in 2015. Retrieved May 10, 2012, from,

www.nice-cuppa-tea.co.uk/marketingplan.pdf

Free TV Australia. (2010). 2010 commerical television code of practice. Retrieved

May 11,

2012, from,

http://www.freetv.com.au/content_common/pg-code-of-practice.seo

Mission, vision and values. (n.d.). Retrieved 10 May 2012, from,

http://www.thecoca-colacompany.com/ourcompany/mission_vision_values.html

Soft Drink Manufacturing in Australia: Market Research Report. (2012). Retrieved

May 10,

2012, from,

http://www.ibisworld.com.au/industry/default.aspx?indid=1859

San Francisco Chronicle. (2012). Confectionery and Soft Drink Wholesaling in

Australia

Industry Market Research Report Now Updated by IBISWorld. [press release].

Retrieved
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http://www.sfgate.com/cgi-bin/article.cgi?f=/g/a/2012/04/26/prweb9444961.DTL