Internal SWOTKey: Find organizational strengths and match them to
environmental opportunities.
Current Current
INTERNAL FACTORS (COMPANY) Management was able strategize a(COMPANY)
STRENGTHS way to
Management
• • Management decision to rely
efficiently penetrate the Japanese market by
effectively taking culture, local connections and
industry trends into account.
- CCJC offers a wide range of products in the beverage
industry including soda, juices and coffee. The company
commands 90% of the cola market and around 60% of
Offerings (products/services) the none-cola carbonated market
• The CCJC was able to internalize Japanese culture
when making marketing decisions, thus were able to
target
the local market effectively in terms of advertising and
direct marketing approaches.
- Employees of the company were able to
cultivate positive relationships with local
Marketing (price, promotion, dist.)
distributers and bottlers and gain good
understanding of the market environment in
-Japan.
CCJC dominates the cola and noncola carbonated
markets. In addition, the Japanese market accounts
for 21.5% of Coca-Cola’s global profits—the
Personnel highest of all individual markets.
- Bottlers are local independent corporations and
materials are all sourced locally. This increased local
economic activity and established a positive
relationship between CCJC and local businesses.
- CCJC is constantly researching to improve current
Finance
products and to introduce successful new products
like the Georgia coffee into the Japanese market.
WEAKNESSES
on local businesses and
connections makes it difficult
for the company to unify
production and processes.
- CCJC only commands 10% of
the remaining beverage market. It
also doesn’t currently offer tea
products, which is growing in
popularity in Japan
• Since the CCJC unifies all
marketing strategies, there might
be a lack of diversification and
targeting of different areas in
Japan.
- The CCJC’s emphasis on monitoring
all aspects of production, marketing and
distribution, employees are working on a
large variety of jobs, which can create
dissonance within the company.
- CCJC only has 10% of the remaining
drink market.
- Bottlers are starting to diversify.
None CCJC products were
accounting for 20-40% of total sales
of some bottlers.
- There can be a lag in response time
towards some research efforts. For
example, even though they had the
technology, it took the CCJC five
years to decide to enter the coffee
 SWOT Analysis – External

EXTERNAL FACTORS FUTURE (MARKET) OPPORTUNITIES* FUTURE (MARKET) THREATS

Social: The people in a society, their values,
beliefs and behaviors (includes demographics). - Tea is an important part of Japanese
market and an increasing number of
people are drinking canned, ready-to-go
tea in Japan.
- The CCJC work with various local
Competitive: All the organizations that could
organizations to manufacture and market their
create value for/pose a threat to the organization.products.
- Consumers might be unwilling to
purchase a new tea product since the
market is already so saturated with
local tea brands.
- The beverage industry has a lot of
competition with over 8,000 products in
the market and several well established
beverage companies.

- CCJC is continuously improving its current - CCJC needs to continuously keep up

products and looking for new product with product research and technology in
opportunities. The company is also updating order to remain competitive in the
Technological: Scientific knowledge, innovationsvending machine tech in order to better marketplace.
and inventions that result from research. distribute products.

- The Japanese economy experienced a boom in
the 1980s, which increased consumer spending.
The beverage industry was thus pushed to
Economic: Business cycles, consumer income, grow.
spending patterns, industry/market trends. • The Japanese government implemented trade
deregulation policies, which has allowed the
CCJC to expand as it pleased.
- Japanese consumers are still careful when
spending money, which impacts the general
sales of CCJC.
- Coca-Cola was initially prohibited from
expanding to locations outside of Tokyo,
which severely limited its market in the
country initially.

Political/Legal: Laws, regulations and political

- CCJC was able to effectively utilize the • Over use of natural resources like coffee
pressures affecting marketers.
natural resources at its disposal. For beans, citrus and tea might negatively
example, by introducing HI-C, a fruit juice impact the environment.
based beverage line, CCJC was able to help
avert a crisis for local citrus farmers as well
as generate revenue for itself.
Natural: The natural resources available to or
affected by the organization.