T-1.8.

1_v3

Details of Assessment
Term and Year T321 Time allowed 6 Weeks
Assessment No 1 Assessment Weighting 100%
Assessment Type INDIVIDUAL PROJECT REPORT: Strategic Marketing Plan
Due Date Week 8 Room Online Learning
Details of Subject
Qualification BSB61315 Advanced Diploma of Marketing and Communication
Subject Name Marketing Plan
Details of Unit(s) of competency
BSBMKG609 Develop a marketing plan
Unit Code (s) and
Names BSBMGT616 Develop and implement strategic plans

Details of Student
Student Name
College Student ID

Student Declaration: I declare that the work submitted is my

own and has not been copied or plagiarised from any person Student’s
or source. I acknowledge that I understand the requirements Signature: ____________________
to complete the assessment tasks. I am also aware of my
right to appeal. The feedback session schedule and Date: _____/_____/_________
reassessment procedure were explained to me.

Details of Assessor
Assessor’s Name Wilson Del Rosario

Assessment Outcome
Assessment
Competent Not Yet Competent Marks / 100
Result
Feedback to Student
Progressive feedback to students, identifying gaps in competency and comments on positive
improvements:

Assessor Declaration: I declare that I have conducted

a fair, valid, reliable and flexible assessment with this
student. Assessor’s
Signature: ___________________
Student attended the feedback session.
Student did not attend the feedback session. Date: _____/_____/________

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Purpose of the Assessment

The purpose of this assessment is to assess the Competent (C) Not Yet Competent
student in the following learning outcomes: (NYC)

BSBMKG609
1.1 Evaluate marketing opportunity options that
address organisational objectives and evaluate their
risks and returns in the selection process
1.2 Develop marketing strategies that address
strengths and opportunities within the organisation’s
projected capabilities and resources
1.3 Develop strategies which increase resources or
organisational expertise where gaps exist between
current capability and marketing objectives
1.4 Develop feasible marketing strategies and
communicate reasons that justifies their selection
1.5 Ensure strategies align with organisation’s
strategic direction
1.6 Develop a marketing performance review
strategy, incorporating appropriate marketing metrics
to review the organisational performance against
marketing objectives
2.1 Detail tactics to implement each marketing
strategy in terms of scheduling, costing,
accountabilities and persons responsible
2.2 Identify coordination and monitoring mechanisms
for scheduled activities
2.3 Ensure tactics are achievable within
organisation’s projected capabilities and budget
2.4 Ensure tactics meet legal & ethical requirements
2.5 Ensure tactics provide for ongoing review of
performance against objectives and budgets and
allow marketing targets to be adjusted if necessary
3.1 Ensure marketing plan meets organisational, as
well as marketing, objectives and incorporates
marketing approaches and a strategic marketing mix
3.2 Ensure marketing plan contains a rationale for
objectives and information that supports the choice
of strategies and tactics
3.3 Present marketing plan for approval in the
required format and timeframe
3.4 Adjust marketing plan in response to feedback
from key stakeholders and disseminate for
implementation within the required timeframe
BSBMGT616
1.1 Check with stakeholders that organisational
vision and mission are still held to be current and are
supported
1.2 Make any changes or refinements to vision or
mission statement as required
1.3 Review or develop organisational values to
support the vision and mission statement
1.4 Gain support for strategic planning process from
all relevant stakeholders
2.1 Determine information requirements and
undertake or commission research to deliver
relevant information

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2.2 Analyse political, economic, social, and

technological developments in a global context
2.3 Seek advice from appropriate experts wherever
necessary
2.4 Identify and consider strengths and weaknesses
of existing and potential competitors and allies
2.5 Analyse organisation’s strengths, weaknesses,
opportunities and threats
2.6 Consider cooperative ventures that are
supported by risk and cost benefit analyses, are
consistent with the organisational vision, mission and
values and provide for due diligence
2.7 Check that analysis of internal and external
environment is consistent with the perspectives of
other informed people
3.1 Document relevant research and background for
inclusion in the strategic plan
3.2 Formulate strategic objectives and strategies
needed for the future
3.3 Detail each strategy with an assigned priority, a
timeframe, responsible parties and measurable
performance indicators
3.4 Circulate strategic plan for comment, support
and endorsement
4.1 Communicate strategic plan to all parties
4.2 Brief people with a specific role in relation to
strategies
4.3 Use performance indicators to monitor progress
in implementing plan
4.4 Make necessary refinements to plan
4.5 Evaluate achievement at agreed milestones
4.6 Review effectiveness of plan and consider
methods for improving strategic planning processes
Assessment/evidence gathering conditions

Each assessment component is recorded as either Competent (C) or Not Yet Competent (NYC). A student
can only achieve competence when all assessment components listed under “Purpose of the assessment”
section are recorded as competent. Your trainer will give you feedback after the completion of each
assessment. A student who is assessed as NYC (Not Yet Competent) is eligible for re-assessment.
Resources required for this Assessment

• Computer with access to internet

• Weekly eLearning notes relevant to the tasks/questions
Instructions for Students
Please read the following instructions carefully
• This assessment has to be completed In class At home
• The assessment is to be completed according to the instructions given by your assessor.
• Feedback on each task will be provided to enable you to determine how your work could be improved.
You will be provided with feedback on your work within two weeks of the assessment due date. All other
feedback will be provided by the end of the term.
• Should you not answer the questions correctly, you will be given feedback on the results and your gaps
in knowledge. You will be given another opportunity to demonstrate your knowledge and skills to be
deemed competent for this unit of competency.
• If you are not sure about any aspects of this assessment, please ask for clarification from your
assessor.
• Please refer to the College re-assessment for more information (Student Handbook).

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ASSESSMENT BRIEF AND INSTRUCTIONS

Organisation:
Coca-Cola Amatil (https://www.ccamatil.com/en) is a beverage organisation which has the Australia
region’s favourite brands. The organisation is one of the largest bottlers and distributors of non-
alcoholic and alcoholic ready-to-drink beverages in the Asia Pacific, and one of the world’s largest
bottlers of The Coca-Cola Company range. With around 14,000 employees working in Australia,
Indonesia, New Zealand, Fiji, Papua New Guinea and Samoa, the company work as one team to
deliver the best every day for beverage consumers, customers, business partners, the communities
and to the shareholders who all benefit from their success. The organisation has a rich history that
details their origin and purpose of doing business in the region.

The organisation work together across a diverse group of businesses, across six countries, and
thanks to the world-class manufacturing and sales capabilities, together with its unrivalled
relationships, reach and execution, it attempts to delight millions of consumers everywhere and every
day with its leading range of ready-to-drink non-alcoholic and alcoholic beverages, coffee and ready-
to-eat food snacks.

As both brand partner and brand owner, the organisation operates across a dynamic mix of markets –
all of them different, each of them unique. The company do this safely and responsibly, bringing to
life its exceptional range of globally renowned brands and local favourites for all occasions.

The organisation and brand is international in terms of presence but local at heart. Firmly invested in
local economies and the communities where it operates, the company’s focus is on building portfolios
defined by relevance and choice.

The company several entities but work as one, igniting ideas and innovation across their businesses.
Through this it has driven unparalleled levels of shared value for its partners and customers. With
access to around 270 million consumers through more than 700,000 active customers, the company’s
focus is on today and tomorrow, as it leads, executes and partners to grow and deliver sustainable
shareholder returns.

The company’s product range includes carbonated soft drinks, spring water, sports and energy drinks,
fruit juices, iced tea, flavoured milk, coffee, tea, beer, cider, spirits and SPC Ardmona and Goulburn
Valley packaged ready-to-eat fruit and vegetable snacks and products.

The company is proud of its Australian heritage and the track record of creating and realising
possibilities. It never stood still, constantly evolving and adapting to changing markets, consumer

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tastes and technology for over a century. And, as the pace of change continues to accelerate, the
management see each day as another opportunity to advance the next chapter in the Amatil story.

In all that it does, the firm believes it have passion for its individual businesses and pride in being part
of the greater Amatil story. Together this fuels the pursuit of a shared vision: to create millions of
moments of happiness and possibilities every day. To learn and gather facts on the vision and values
of the organisation please visit https://www.ccamatil.com/en/our-company/our-vision-and-values

History
Coca-Cola Amatil has a proud history as a local manufacturer, with a focus on food and beverage
products, across the six countries in which we currently operate, pushing boundaries, blazing trails
and creating possibilities, for more than 100 years.

Beginning life in 1904, as British Tobacco Company Limited, the company began diversifying early
with the purchase of a printing company in 1909. By 1960, with our strong printing capabilities, it
expanded into packaging before a move into the Australian food and beverage industry in 1963. It
was during the second World War that thousands of Australians had been introduced to a great new
drink by American troops. Of course, that drink was Coca-Cola and by 1965, the brand was a
household name. It was then that the face and path of the company changed forever, with the
purchase of Coca-Cola Bottlers Pty Ltd in Perth.

In 1977, after more than fifty years trading as British Tobacco, the company became Allied
Manufacturing and Trade Industries Limited—or AMATIL Limited, for short. The change of name
ushered in a new era for the business. Sensing opportunities beyond the Australian shores, during the
late 1970s and early 1980s, we acquired snack foods and Coca-Cola bottling franchises in Europe.
Between 1986 and 1989 it acquired further Coca-Cola franchises across Australia as well as the
Pacific franchises in Fiji and Wellington along with the Ecks and Deep Spring mineral water brands.

In recognising the focus was on beverages and snack foods the company cast aside other interests,
including tobacco. Subsequently, the Coca-Cola Company became a major shareholder and the
company became Coca-Cola Amatil. The company’s entry into South East Asia followed soon after
with the formation, in 1991, of two strategic joint ventures in Indonesia, and the acquisition of the two
major Coca-Cola bottling operations in Papua New Guinea. Over the next decade the firm would
further consolidate this position in Indonesia, expanding our operations in Australia, Fiji and New
Zealand. As the 90’s came to a close the company split the organisation into two entities, demerging
the European interests and creating a new listed European bottler, Coca-Cola Beverages Plc.

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In the decade that followed the company also undertook a series of acquisitions in the Australian and
New Zealand food and beverage markets, securing many of the wonderful brands it has today.
Including Neverfail Springwater, Peats Ridge Springs, Baker Halls, SPC Ardmona and Grinders
Coffee.

The company also acquired the Northern Territory Coca-Cola franchise in 2004, positioning us as the
sole licensee of Coca-Cola products in Australia.

Fearless in it’s pursuit of new opportunities, in 2006 and 2007, the company added alcohol to its
portfolio with premium beers, spirits and Alcohol Ready-to-Drink beverages, commencing its
relationship with the company that would later become Beam Suntory. In 2010 the company focussed
attention on businesses closer to home, investing in building state of the art facilities at Northmead
and Eastern Creek, cementing its place as a leader in beverage packaging and manufacturing. It
acquired Paradise Beverages (Fiji) Limited in 2012, closely followed by the establishment of its
Australian Beer Company in 2013 – a partnership with the Casella family.

Today the company is one of the Asia-Pacific's largest bottlers and distributors of alcoholic and non-
alcoholic ready-to-drink beverages, and one of the world's largest bottlers of The Coca-Cola Company
range. The heritage is long and rich, filled with moments of success and of challenge, and as the pace
of change continues to accelerate, the organisation see each day as another opportunity to write the
next chapter in the Amatil story. This is how it became the Coca-Cola Amatil today and how it will
shape the Coca-Cola Amatil of tomorrow, a company that truly believes in possibilities! To watch,
learn and gather facts on the history of the organisation please visit
https://www.youtube.com/watch?v=QFKsFgS6SMc&feature=youtu.be.

Marketing and Financial Performance

The company’s marketing efforts are not different to other soft-drink manufacturers but as the leader
of the soft drink industry the organisation does take pride in developing new and innovative marketing
strategies. The organisation’s marketing and financial performance data can be accessed from the
current annual report that has been published in their website at https://www.ccamatil.com/-
/media/Cca/Corporate/Files/Annual-Reports/2017/CCA181-Annual-Report-2016-low-resolution.ashx.
The annual report also provides useful insights to details of their products and services, shareholder
and investors’ information, leadership team, and corporate governance.

Organisational Strategy
The Group Strategy is our blueprint for success. It positions the company to capture growth and
deliver long-term value. The company is aware that the markets will continue to change. Due to that
reason the firm has opted for navigating the changing environment with the three pillars of Group
Strategy as its foundation.

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This approach is anchored in a strategy defined by three pillars:

LEAD: Strengthening category leadership position
- Leading brands in each major NARTD category in each market
- Up-weighted levels of innovative marketing continually strengthen brand equity
- Evolving portfolio that adapts to changing consumer preference

EXECUTE: Step change in productivity and in-market execution

- World-class customer servicing capability
- Route-to-market that provides customer diversification and real competitive advantage
- Effective leverage of our large-scale, low-cost manufacturing, sales and distribution capability

PARTNER: Better alignment with The Coca-Cola Company and our partners
- Shared vision of success and aligned objectives
- Joint plans for growing system profitability
-Balanced share of risk and rewards

To watch, learn and gather facts on their strategies please refer to the YOUTUBE video at
https://www.youtube.com/watch?v=MNlCG4L3lZU

Note: You may select your own organisation in the assessment tasks, subject to
agreement with the assessor.

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PART I – STRATEGIC MARKETING PLAN (80%)

Context & Situation:

You are the newly appointed Sydney Metro Marketing Manager of Coca-Cola Amatil (or your chosen
organisation). There had been some additional competitors in the market recently and your
organisation is struggling to cope up with the marketing efforts of those competitors. Your senior
manager has requested you to analyse the current market conditions, analyse the competitors and
their marketing efforts, analyse the competitors’ strategies and eventually develop a marketing plan
that also includes some strategic marketing directions for the next two years.

As part of your research you may have to access organisational information such as mission, vision,
policies & procedures, organisation history, products and services, annual report, customer charter,
strategic direction, employment relations, business performance, and scope of business from the
organisation’s official website and other relevant areas linked in the organisation details. You will also
have to analyse other (relevant) competitors’ using information from internet research.

Instructions on Submission Requirements:

± You are required to use the template attached in APPENDIX and follow the table of table
contents to develop a strategic marketing plan for the organisation. You are to follow the
exact layout of the template and complete all the sections of the template for this
organisation’s Strategic Marketing Plan.
± The template attached in APPENDIX includes a table of contents, the instructions on each
task requirements, and the marking weights.
± All sources are referenced consistently and comprehensively using the recommended
referencing system as prescribed in the subject description/outline.
± Overall presentation is professional including spell and grammar checked judicious use of
headings, font size, layout etc
± A marking criteria table (to be completed by the assessor) is also attached for your reference
to get idea on the weights for each requirements of the plan.
± Submit softcopy on due date. Check eLearning for submission instructions and deadline.

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PART II – PRESENTATION OF STRATEGIC MARKETING PLAN (20%)

In this part, you are required to prepare a PowerPoint Presentation on your strategic and marketing
plan and discuss the critical issues such as organisational details, marketing analysis and strategies.
You are also to create a feedback form for your senior manager (Assessor) to provide critiques on the
strategic marketing plan. This should be attached to your final submission. You can have a
brainstorming session within your class to generate ideas.

• Prepare for a 15-minute oral report with PowerPoint Presentation using 15-20 slides.
• Marking weights for the presentation is within the marking criteria table.
• You are also required to attach the presentation slides at the very end of the report.

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MARKING CRITERIA FOR THE PLAN (for trainer use only)

The assessor is required to use the marking rubric below to assess the learner performance in each task as mentioned.

PART I – STRATEGIC MARKETING PLAN

MARK MARK
TASK DETAILS
ALLOCATED RECEIVED

1. Executive Summary 2

2. Introduction 2

3. Situation Analysis 12

4. SWOT Analysis 8

5. Evaluation of Alternative Strategies 16

6. Mission Statement and Objectives 5

7. Recommended Strategy 10

8. Economic Evaluation 10

9. Implementation and Control 11

10. Feedback Form 4

TOTAL 80

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PART II – PRESENTATION STRATEGIC MARKETING PLAN

MARK MARK
CATEGORY ASSESSING CRITERIA
ALLOCATED RECEIVED
Was there an attractive introduction, lay out
of the problem and establishment of a 2
framework for the rest of the presentation?
Does the presentation contain accurate
Content 2
information?
Was the material relevant to the overall
2
message/purpose?
Was there adequate points made in the
presentation which highlighted the 2
importance of the topic
Was there an obvious conclusion
2
summarizing the presentation.
Did the speaker maintain good eye contact
with the audience and did he/she maintain
2
effective body language (e.g., gestures,
moving around, etc.)?
Presentation Did the speaker use a clear, audible voice? 2
Did the speaker demonstrate good
language skills and use of appropriate 2
pronunciation?
Were the visual aids well prepared,
2
informative, effective, and non-distracting?
Was the length of presentation within the
2
assigned time limits?

TOTAL 20

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PROJECT REPORT

Table of Contents
1 Executive Summary (2 marks) .................................................................................. 13
Coca-Cola Amatil is currently focusing on expanding its new long-term partnership
with local supporters in order to bring the advancement to local consumers. It will
break down the association's external environment, competitors, and SWOT
analysis. A simplified national system for product composition and labelling to
ensure that a product created anywhere in Australia may be marketed lawfully
across the country............................................................................................................ 13
2 Introduction (2 marks) ............................................................................................... 13
3 Situation Analysis (12 marks) ................................................................................... 15
3.1 Business Environment (3 marks)............................................................................... 15
3.2 Market Analysis (3 marks) ......................................................................................... 16
3.3 Competitor Analysis (3 marks) .................................................................................. 18
3.4 Organisation Assets and Skills (3 marks) .................................................................. 19
4 SWOT Analysis (8 marks) .......................................................................................... 21
5 Evaluation of Alternative Strategies (16 marks) ...................................................... 24
5.1 Marketing Opportunity Options (4 marks) .................................................................. 24
5.2 Alternative Target Market, Positioning and Marketing Mix Strategies (4 marks) ... 24
5.3 Alternative Generic Strategies (4 marks) ................................................................... 26
5.4 Preferred Strategy (4 marks) ..................................................................................... 26
6 Objectives (5 marks) .................................................................................................. 28
7 Recommended Strategy (10 marks) ......................................................................... 28
8 Economic Evaluation (10 marks) .............................................................................. 30
8.1 Planning Assumptions (3 marks) ............................................................................... 30
8.2 Forecast Sales, Market Share, Costs and Profit (4 marks) ........................................ 30
8.3 Sensitivity Analysis (3 marks) ............................................................................... 30
9 Implementation and Control (11 marks) ................................................................... 31
Task 10 Feedback Form (4 marks)................................................................................... 35
References ........................................................................................................................ 37
Appendices ....................................................................................................................... 38

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PLAN CREATED BY: Natalia Edge

1 Executive Summary (2 marks)

CCA is committed to making food and beverages in Australia, especially regional Australia,
utilising local ingredients and employing local people whenever feasible. However, we, like
our rivals, confront a variety of operational problems, including growing input costs, currency
rates, consumer support for local innovation, an increased regulatory load, and an increase
in business costs driven by the environmental and social agenda, to name a few.

Coca-Cola Amatil is currently focusing on expanding its new long-term partnership with local
supporters in order to bring the advancement to local consumers. It will break down the
association's external environment, competitors, and SWOT analysis. A simplified national
system for product composition and labelling to ensure that a product created anywhere in
Australia may be marketed lawfully across the country.
Proper analysis of the input costs that would come from proposed additional regulation of
food and beverage labels, as well as an evidence-based approach to essential inclusions
that recognises the importance of health and nutrition policy and education.

Support for eliminating state payroll taxes in the manufacturing sector, especially in the food
and beverage industry. Stricter customs regulations to verify that imported products comply
with Australia's food labelling requirements.

Bottler's Agreements regulate our relationship with The Coca-Cola Company in each of our
territories, laying out the relative rights and duties of Coca-Cola Amatil and The Coca-Cola
Company. These contracts are normally ten years long and have been continuously
renewed. Our Bottler's Agreements grant us exclusive rights to make, package, market, and
distribute The Coca-Cola Company's relevant branded products in a certain country. Our
agreements include commitments related to The Coca-Cola Company's production and
marketing needs.

2 Introduction (2 marks)

Coca-Cola Amatil is a beverage company with some of Australia's most well-known brands.
It has figured out the effective restriction in Australia based on high-level assembling and
dealing ability (Wilson, 2017). Currently, the group is focused on developing a new long-term
partnership with neighbourhood supporters in order to promote the development to
neighbouring buyers. The growing awareness of health issues among Australians is

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generating new interest in Coca-product Cola's selection. It is

critical to broaden the organization's distinctions with other competitors. The preferred
systems for the association and continued conduction of the procedure will also be broken
out in this report.

VISION

EVERY DAY WE CREATE MILLIONS OF MOMENTS OF HAPPINESS AND

POSSIBILITIES.

Everything we do is guided by our vision. It brings us all together and concentrates our
efforts. It represents the size of our company and the millions of individuals we have direct
and indirect contact with. It's about what we do daily and the opportunities we're opening for
the future.

Our mission is every day we create millions of moments of happiness and possibilities.

Our vision is:

✓ For people, we delight with an exceptional portfolio of brands, always within arm’s
reach; we build unrivalled shared value and generate growth.
✓ In our communities, we make a distinctive and positive contribution to the world we
live in.
✓ With our partners, built on common purpose and mutual loyalty
✓ For our shareholders, we deliver maximising long-term return, while being mindful of
our overall responsibilities.

HISTORY

CCA is one of the leading makers and distributors of ready-to-drink non-alcoholic drinks in
the Asia-Pacific area, employing around 14,000 people directly and indirectly in six
countries: Australia, New Zealand, Indonesia, Papua New Guinea, Fiji, and Samoa.
With over 700,000 active customers across six regions, CCA has access to around 270
million people (Coca-Cola Amatil, 2015). Coca-Cola Amatil's headquarters are located in
North Sydney, Australia.

Coca-Cola Amatil has a long history as a local manufacturer in the six countries where we
presently operate, focusing on food and beverage products and pushing limits to create new
possibilities.

Began as the British Tobacco Company Limited in 1904, we began diversifying early on with
the purchase of a printing firm in 1909. We moved into packaging in 1960, thanks to our
superior printing capabilities, before moving into the Australian food and beverage business
in 1963. Thousands of Australians were exposed to a significant deal of information
throughout WWII. American military have developed a new drink. That drink, of course, was
Coca-Cola, and by 1965, the brand had become a household name, a well-known brand
with the arrival of the new CEO, our company's face and direction were irrevocably altered.

After more than fifty years as British Tobacco, we changed our name to Allied Manufacturing
and Trade Industries Limited—or simply AMATIL Limited—in 1977. The company's new

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name signalled the start of a new era. We bought snack food and
Coca-Cola bottling franchises in Europe during the late 1970s and early 1980s, seeing
prospects outside our borders.
We purchased more Coca-Cola franchises across Australia, as well as Pacific franchises in
Fiji and Wellington, as well as the Ecks and Deep Spring mineral water brands, between
1986 and 1989.
We set aside our other interests, such as tobacco, after we realised our concentrate was on
beverages and snack foods.

Our foray into Southeast Asia was swiftly followed by the development of two strategic joint
ventures in Indonesia in 1991, as well as the acquisition of two big Coca-Cola bottling
facilities in Papua New Guinea. We would consolidate our position in Indonesia during the
next decade, increasing our activities in Australia, Fiji, and New Zealand.
As the 1990s came to a close, we split the company in two, demerging our European
holdings and forming Coca-Cola Beverages Plc, a new publicly traded European bottler.

In the decade that followed we undertook a series of acquisitions in the Australian and New
Zealand food and beverage markets, securing many of the wonderful brands we have today.
Including Neverfail Springwater, Peats Ridge Springs, Baker Halls, SPC Ardmona and
Grinders Coffee. We also acquired the Northern Territory Coca-Cola franchise in 2004,
positioning us as the sole licensee of Coca-Cola products in Australia. Fearless in our
pursuit of new opportunities, in 2006 and 2007, we added alcohol to our portfolio with
premium beers, spirits and Alcohol Ready-to-Drink beverages, commencing our relationship
with the company that would later become Beam Suntory.

We concentrated our efforts in 2010 on businesses closer to home, investing in state-of-the-

art facilities in Northmead and Eastern Creek, securing our position as a leader in beverage
packaging and manufacturing.

We are now one of the major bottlers and distributors of alcoholic and non-alcoholic ready-
to-drink beverages in Asia-Pacific, as well as one of the largest bottlers of The Coca-Cola
Company's portfolio in the globe. Our history is long and rich, filled with triumphs and
setbacks, and as the speed of change quickens, we see each day as a new opportunity to
create the next chapter in the Coca-Cola Amatil storey.

3 Situation Analysis (12 marks)

3.1 Business Environment (3 marks)

FINANCIAL FACTORS
Australia's economy is steadily improving, and it is one of Asia's wealthiest countries.
With a long period of financial expansion, the global economy has basically recovered from
the global slump of 2009. Australia has a high level of intensity in the area of innovation and
high value-added manufactured goods. Its divisions of industry, innovation, and science, as
well as administration, particularly in the financial sector, and protection, have encompassed
60 percent of the GDP. With respect to the absolute populace figures, the per individual
incomes have arrived at US$193.15. (Brand-Mille, and Barclay, 2017).

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POLITICAL AND LEGAL

In terms of political aspects, the Food and Drug Administration oversees non-cocktail in
Australia. The Australian Beverages Council is the main group that deals with non-cocktail
manufacturers, and it routinely earns $5 billion (Armfield, Spencer, Roberts-Thomson, and
Plastow, 2013). According to the Organization for Economic Cooperation and Development,
Australia is the fifth-heaviest country on the planet, which can lead to life-threatening
conditions including diabetes and heart disease.

SOCIAL FACTORS
Furthermore, according to ABS data, children consume 16 percent more sugar-enhanced
beverages than adults (Hattersley, Isaacs, and Burch, 2013).
Furthermore, because of the government's sugar restriction, organisations are obligated to
implement adjustments. The Australian Medical Association has pushed for a sugar tax, and
the World Health Organization emphasises that lowering sugar content is an excellent way
to control weight and prevent diabetes.

TECHNOLOGICAL FACTORS
Coca-Cola's deals have been pushed by innovation. For example, in the past, people had to
take jars or plastic jugs and put them in a container. The great productivity of creativity has
been ensured by the sophisticated offices. With the advent of the internet and media
transmission technology, it has had massive ramifications for brand communication and
promotion.

3.2 Market Analysis (3 marks)

Coca-Cola Amatil, Settle Australia, PepsiCo, Schweppes Australia, Bundaberg Australia,

and Asahi Holdings control most of the soda market in Australia.

Around 115,000 customers are served by the Coca-Cola Amatil division, which delivers,
sells, and appropriates 25 non-cocktail brands. Aside from Coca-Cola, we have Sprite,
Fanta, Lift, Kirks, Deep Spring, Mount Franklin, Pump, Powerade, Barista Bros, Fuze Tea,
Keri Juice Blenders, Monster, and Mother in our inventory.
The Coca-Cola Amatil group is headquartered in Sydney and has manufacturing and
distribution centres all around the country.

From football finals to the corner store, the Coca-Cola Amatil organisation adjusts
contributions to all of our clients, delivering a fantastic experience and bargains to their
doors. Coca-Cola Amatil, Nestle Australia, PepsiCo, Schweppes Australia, Bundaberg
Australia, and Asahi Holdings are some of the companies that dominate the Australian soda
pops market.

Because the Coca-Cola Amatil company wants to enter a market that wants more
substantial beverages, the first and new sodas should not only be free of harmful
ingredients, but they should also contain ingredients that successfully enhance physical and
mental health. In 2019, 19% of the juice items as of now adjust to that market pattern and
dispatched items with those functionalities.

There is genuine desire in plant-based, high-quality, sugar-free sugar fixes and flavours.
Authentic ingredients and techniques are preferred over knockoffs. Sodas made with plant

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extracts and straight squeezes made with few and simple

ingredients are hot right now. If delicate drinks are manufactured ethically, economically, and
in accordance with moral ideals, they rise on the recognition scale.

Market characteristics

Prices
- The majority of income is generated in the United States, with a market income of
US$248,552 in 2020. The market income in Australia is US$ 12,019 million (see to
realistic 1 in the reference section).

- From 2020 to 2023, the cost per unit forecasts for carbonated and non-carbonated drinks
in Australian dollars are as follows: $2.69 to $3.08; $4.64 to $4.85 (allude to realistic 2 in
index);

- In 2020, the total amount of soda pop consumed per person will be 139 litres (allude to
realistic 3 in index);

- The Australian Medical Association, along with other organisations, is pushing for a
sugar tax in Australia, as well as other changes like as restricting advertising to children
and making the health star system mandatory. According to the World Health
Organization, the cost should be at least 20%. Despite this, the Coalition, Labor, and
significant cross-benchers have all stated that an expense is unnecessary; - The public
authority has a 5% tax on specific juices and explicit organic items, such as frozen,
mandarin, and cranberry.

Conveyance channels
Our organisation sells to packaging and canning businesses, as well as merchants,
wellspring wholesalers, and select wellspring retailers. These are then delivered to retail
stores, milk bars and corner stores, cafés, gas stations, and newsstands. Distribute it to
wholesalers, retailers, corner stores, cafés, petrol stations, and customers. We use an
escalated distribution technique in which company items are sold in a variety of locations
such as retail stores, small shops, cafés, petrol stations, schools, newsagents, sports and
entertainment venues, and candy machines.

Target Market Behaviour

How is the market segmented?

Our company's market is divided into two key segments: the first includes health-conscious
young clientele, aged 20 to 30, who prefer to drink energy and fruity flavoured beverages but
are not fans of carbonated beverages.
Nonetheless, the next section is made up of customers who like carbonated sodas. Because
everybody can drink soda pops, no age or sex distinctions can be made regarding this
gathering. As a result, the market is divided into carbonated beverage lovers and non-
believers.

Potential target market segment(s) for the product/service

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Male and female, between the ages of 25 and 35, from any race.
These people are usually well-educated and have a good understanding of the world and its
recent changes.
Similarly, they are an asset in terms of solid and superior utilitarian item choices. Pay may
vary in general. Likewise, incorporate Guardians and non-guardians, married and single.

Consumer/customer purchasing behaviour

Customers who are concerned about their health and who are planning to achieve the ideal
lifestyle of being happy, healthy, and balanced. Individuals who are looking for products that
will not only not harm them, but will also help them improve their health and well-being.
Individuals who are at a point in their lives where their health is a priority and they are still
young enough to take care of themselves.
Customers with diverse proclivities, such as vegetarians, vegans, those on special diets or
with restrictions, or even those who are simply looking for a better quality of life. A shopper
with a different mindset. These purchasers oftentimes go to the rec centre or even only for a
walk or a pursue previously or work, just to keep their body moving. They stress over the
thing their children are devouring and how any item may influence their life and wellbeing.

3.3 Competitor Analysis (3 marks)

Coca-Cola has a 43 percent market share in the beverage industry. PepsiCo, Schweppes,
Nudie Foods Australia, Kirks, Bundaberg, Golden Circle, Saxbys, and Heinz are just a few of
Coca-main Cola's competitors. In the refreshment industry, these competitors compete
against one another.

Woolworths and Coles control 80% of the store industry's market share, and they can lower
Coca-Cola Amital's benefit while improving high-quality preparation for customers, luring
them away from the producers (Ashley, 2017). Coca-Cola has been forced to reduce costs
due to price cuts by competitors such as PepsiCo.

As a business, you are constantly confronted with several pressing circumstances. For
Coca-Cola Amital, the three most pressing elements are: competition in Australian general
shops, value demands from big competitors such as PepsiCo, and ultimately marks claimed
by retail chains.

Rivalry in Australian grocery stores, where Woolworths and Coles divisions control 80% of
the market, has hampered benefits for the organisation, which will continue to test Coca-
Cola Amital due to the clout the stores wield. Below is the competitor analysis of PepsiCo.,
Coca-Cola’s biggest competitor.

Strengths

• Pepsi is one of the most well-known and well-known food and beverage companies in the
world.
• One of the most diverse product portfolios on the market.
• Well-known subsidiary brands such as Frito Lay, Gatorade, Pepsi, Quaker, Tropicana,
and Yum! Brands, to name a few.

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• A reliable and efficient supply chain network that ensures

that all products are available even in the most remote locations.
• PepsiCo. has a global footprint, with almost 200 nations represented.
• Tie-ups, sponsorships with global sports events, music concerts, etc has been a
stronghold of PepsiCo.
• A workforce of approximately 300,000 workers.
• The Pepsi Refresh Project, which invests in new ideas or companies that can benefit
society.
• One of Pepsi's strengths is excellent branding and advertising with global celebrity as
brand ambassadors.
• CSR through the PepsiCo Foundation, which focuses on education, health, water
conservation, and education, among other things.

Weaknesses

• Cases against products have been exaggerated, resulting in a negative impact on brand
image.
• Coca-Cola's strong competition in the aerated drinks category leads to high brand
switching.

Opportunities

• PepsiCo can expand its growth and market share in developing countries.
• PepsiCo can develop Yum! Brands restaurants in underserved countries and regions,
such as tier 2 cities.
• Enhancing its brand image by participating in more CSR initiatives that assist the
community.
• Expansion of product portfolio by acquiring other brands.

Threats

• Increased public awareness of health issues may have an impact on the market for
aerated beverages and snacks.
• PepsiCo faces fierce competition from competing brands in every section of its business.
• Consumer purchasing power is decreased because of inflation, economic stagnation, and
instability.
• Adherence to various government regulations in various countries.

3.4 Organisation Assets and Skills (3 marks)

Coca-Cola Amatil Limited creates, markets, and distributes non-alcoholic beverages and
drinks. The organization's operations are divided into three groups:

Non-alcoholic beverages:
In Australia, New Zealand, Fiji, Samoa, Indonesia, and Papua New Guinea, the Non-
Alcoholic Beverages division is responsible for assembling and dispersing Coca-Cola
reserved, permitted commodities. The following brands are part of the company's product
portfolio:

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Shimmering Non-Alcoholic and Energy Drinks - Brands include: Coca-Cola assortments, Lift,
Sprite, Fanta, Kirks, Deep Spring, Appletiser, Cascade, Monster and Mother.

Still Non-Alcoholic - Water, juice, low-calorie beverages and milk drinks - Brands include:
Barista Bros, Rokeby Farms, Nutri Boost, Keri, Zico Coconut Water, Fuze Tea, Pump, Mount
Franklin, Neverfail, Nestea, Frestea, Fruitbox, Impressed, Mojo, Powerade and Glaceau
Vitamin Water.

Coffee and Liquor:

The Coffee and Alcohol segment licences, manufactures, and markets drinks in Australia as
well as throughout the Asia-Pacific region through Paradise Beverages in Fiji and Samoa.
The Grinders espresso shop is also included in this section.

Hot Beverages - Grinders Coffee, Roaster and provider of Grinders marked espresso mixes
and merchant and retailer of espresso gear, Romanza espresso, Simplicitea, and Temple
Tea Co.

Cocktails – Premium spirits brands incorporate Jim Beam, Canadian Club, Makers Mark,
The Macallan, The Famous Grouse, Bols, Harveys Bristol Cream, Teachers, Galliano,
Bounty Rum and Fiji Rum. Brew and juice brands incorporate Yenda, Coors, Blue Moon,
Vonu Premium Lager, Miller, Feral, Fiji Bitter, Fiji Gold, Rekorderlig Cider and Magners.

Services
The Corporate and Services division oversees the gathering's corporate office, support
administrations, and Property Division, as well as keeping track of Amatil X speculation.
The Amatil X stage aims to identify and grow development opportunities outside of the
business hub.

Total assets of Coca-Cola from 2006 until 2021. The sum of all assets on a company's
balance sheet is known as total assets.

• Coca-Cola’s total assets for the quarter ending March 31, 2021 were $89.993B, a 4.3%
• decline year-over-year.
• Coca-Cola’s total assets for 2020 were $87.296B, a 1.06% increase from 2019.
• Coca-Cola’s total assets for 2019 were $86.381B, a 3.8% increase from 2018.
• Coca-Cola’s total assets for 2018 were $83.216B, a 5.3% decline from 2017.

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4 SWOT Analysis (8 marks)

Strengths

• Excellent Results in New Markets – Coca-Cola Amatil Limited has developed competence
in entering and succeeding in new markets. The expansion has allowed the company to
diversify its revenue streams and reduce economic cycle risk in the markets it serves.

• High free cash flow — Coca-Cola Amatil Limited has strong free cash flows, which allow
the company to develop into new projects with resources on hand.

• Successful track record of integrating complementary firms through mergers and

acquisitions. In recent years, it has effectively integrated a number of technology
businesses to streamline operations and develop a trustworthy supply chain.

• High customer satisfaction - the company has been able to attain a high level of customer
satisfaction among current customers and good brand equity among potential consumers
thanks to its specialised customer relationship management department.

• Automation of activities has improved the consistency of Coca-Cola Amatil Limited's

goods and allowed the corporation to scale up and down in response to market demand.

• Strong Brand Portfolio – Coca-Cola Amatil Limited has worked hard to establish a strong
brand portfolio throughout the years. This is highlighted in Coca-Cola Amatil Limited's
SWOT analysis. This brand portfolio can be extremely useful if the organization wants to
expand into new product categories.

• Reliable suppliers – It has a strong base of reliable supplier of raw material thus enabling
the company to overcome any supply chain bottlenecks.

Weaknesses

• Investment in R&D is lower than that of the industry's fastest-growing companies. Despite
spending more on research and development than the industry average, Coca-Cola
Amatil Limited has been unable to compete in terms of innovation with the industry's
leading firms. It appears to be a well-established company eager to release products with
market-proven characteristics.

• Because the company was unable to meet the challenges posed by new entrants into the
industry, it lost minor market share in specialist sectors. To address these issues, Coca-
Cola Amatil Limited will need to develop an internal feedback structure that includes direct
feedback from the sales staff on the ground.

• In comparison to its competitors, it is not very adept at estimating product demand,

resulting in a higher proportion of missed chances. One of the reasons why Coca-Cola

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Amatil Limited's days inventory is so high in comparison to its

competitors is because the company isn't particularly adept at estimating demand,
therefore it ends up maintaining more inventory in-house and in channels.

• There are some gaps in the company's product line. This scarcity of options may allow a
new competitor to get a foothold in the market.

• Coca-Cola has a high attrition rate in its workforce when compared to other companies in
the business and have to spend a lot more compare to its competitors on training and
development of its employees.

• Integration of companies with distinct work cultures has not been very successful. As
previously said, while Coca-Cola Amatil Limited is adept at integrating small businesses, it
has had some failures when it comes to merging businesses with distinct work cultures.

• The product's marketing leaves a lot to be desired. Even if the product is a sales success,
its positioning and unique selling proposition are not well defined, which could lead to
competitor attacks in this segment.

Opportunities

• Cheaper inflation rate – A low inflation rate stabilises the market and allows Coca-Cola
Amatil Limited to offer credit at a lower interest rate to its clients.

• New environmental policies – The new possibilities will level the playing field for all
industry participants. It is a fantastic chance for Coca-Cola Amatil Limited to capitalise on
its technological edge and earn market share in a new product category.

• After years of recession and a poor growth rate in the sector, Coca-Cola Amatil Limited
sees an opportunity to gain new customers and expand its market share as the economy
improves.

• Decreasing the cost of transportation due to lower shipping prices can also bring down
the cost of Coca-Cola Amatil Limited's products, giving the company an opportunity to
either boost its profitability or pass on the benefits to customers to gain market share.

• Opening up new markets as a result of a government agreement – Coca-Cola Amatil

Limited has been given the opportunity to enter a new emerging market as a result of the
adoption of a new technology standard and a government free trade agreement.

• The new tax reforms have the potential to have a substantial impact on company
practises and to provide new opportunities for established businesses like Coca-Cola
Amatil Limited to boost their profitability.

• Government green drive also opens an opportunity for procurement of Coca-Cola Amatil
Limited products by the state as well as federal government contractors.

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Threats

• Because liability laws vary by country, Coca-Cola Amatil Limited may be subject to a
variety of liability claims if regulations in those markets change.

• New environmental restrictions enacted as part of the Paris Agreement (2016) could put
some established product categories in jeopardy.

• Shortages of competent workers in certain worldwide areas provide a challenge to Coca-

Cola Amatil Limited's ability to maintain consistent profit growth in certain markets.

• There is no consistent supply of innovative products – The company has developed

various products over the years, but they are frequently in response to the development
of other players.

• Supply of new products is irregular, resulting in high and low swings in sales numbers
over time, while the growing power of local distributors poses a threat in others, since the
competition pays larger margins to local distributors.

• The demand for highly profitable products is seasonal, and any unforeseen event during
the peak season could have a short- to medium-term impact on the company's
profitability.

• Given the diverse regulations and constant fluctuations in product standards in those
areas, the corporation may face lawsuits in numerous markets.

Coca-Cola Amatil Limited, being one of the leading companies in its field, possesses a
number of characteristics that enable it to thrive in the marketplace. These characteristics
allow it not only secure a slice of the pie in existing business sectors, but also infiltrate new
business sectors.

The growing focus on health among Australians has sparked renewed interest in Coca-
product Cola's portfolio (Andini and Simatupang, 2014). To address the heftiness difficulties,
the arrangements and related regulars are seeking a complete reduction in the sugar level of
the drink. With the opportunities, it is advantageous for the company to expand its brand
influence on other health and green product development. It has a good reputation in the
international community, and it is critical to maintain the distance between themselves and
their competitors.

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5 Evaluation of Alternative Strategies (16 marks)

This is the section in the Report that will clearly demonstrate your knowledge of theory and
concepts and ability to apply them in an international business context. You should
complete a brief but effective evaluation marketing opportunity options, alternative target
market, positioning and marketing mix strategies and alternative generic strategies.

5.1 Marketing Opportunity Options (4 marks)

The primary target market is non-alcoholic clients looking for higher-quality drinks. Coca-
Cola Amatil's product profiles can include diet cola and prepared cuisine with cola that is
innovative in appearance, such as Coca-Cola salad and low-sugar sandwich.

According to the Australian Beverages Council, each 100ml drink should have 10% less
sugar in 2020 and 20% less in 2020. It also gives the public authority the ability to conduct
the sugar evaluation. It has created a massive amount of room for the organisation. The new
products will be distributed via traditional distributors such as stores and supermarkets. It
can also build an online food store for people to get Coca-Cola salads and sandwiches with
minimal sugar content. In this case, the separation approach is used to widen the gap
between competing candidates.

5.2 Alternative Target Market, Positioning and Marketing Mix Strategies

(4 marks)

Market segmentation

Geographic
Primary: Australians living in the towns
Secondary: Australians individuals living in the urban areas

Geographic segmentation calls for dividing the market into different geographical units such
as regions, cities, or neighbourhood. Coca-Cola Amtil has a countrywide network of product
distribution but the company segments more in urban and suburban areas as compared to
rural areas.

Demographic
Primary: 28 years old or + and stable income.
Secondary: Between 25 to 35 years old.

The market is segmented into groups based on criteria such as age, family life cycle,
occupation, education, religion, race, generation, nationality, and social class in
demographic segmentation. Coca-Cola Amatil's most preferred base for distinguishing their

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client groupings is demographic characteristics. The rationale for

this is that customer desires, preferences, and usage rates are frequently linked to
demographic factors.

Behavioural
Primary: Are cautious and pleasant to the local area, changing the perspectives to family in
a constructive outcome.
Secondary: Creative, open to change.

Coca-Cola Amatil buyers are classified into groups based on their knowledge of, attitude
toward, use of, or response to a product in behavioural segmentation. Many marketers
believe that the ideal beginning grounds for the creation of market segments are behavioural
variables such as occasions, benefits, user status, usage rate, loyalty status, buyer
readiness stage, and attitude.

Lifestyle
Primary: Alcohol quitters.
Secondary: Chasing healthier lifestyle. Quitting alcohol.

Coca-Cola Amatil customers are split into several groups based on their lifestyle,
personality, and values in psychographic segmentation. People in the same demographic
group can have extremely varied psychographic profiles, thus the Coca-Cola Company
created and manufactured products to fit their personalities.

For the primary group, it will use the centre process to help those who want to quit drinking.
For them, the diet cola will be a key alternative.

• Products – Low sugar products

• Price – A touch more expensive than regular Coca-Cola products, but less expensive
than alcohol.

• Place – Supermarkets, such as Coles, Aldi and Woollies and online shopping stores.

• Promotion – Discounts during special promotions or deals through social medias.

The separation process will be applied to persons who require a healthy eating routine in the
secondary group. They will have a substantial choice between the diet cola and a creative
meal of mixed greens.

• Products – Low sugar products

• Price – A touch more expensive than regular salads and Cola products

• Place – Supermarkets, such as Coles, Aldi and Woollies and online shopping stores.

• Promotion – Discounts during special promotions or deals through social medias.

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5.3 Alternative Generic Strategies (4 marks)

The separation technique is vital to the directed market in terms of traditional operations.
They are aimed for those who must insist on a healthy eating pattern.
Coca-Cola has a few opportunities in its industry because of the enmity among competitors,
as well as the truly big share of the delicate drink market. However, it has a number of
profitable brands that it should continue to explore and pursue, and it is critical to expand the
diversified hole with many competitors. The organization's most visible division has been the
marking. It will take the development in the items to focus on the new portions.

It is, in some ways, the best way to broaden the contrasts with other competitors. Coca-cola,
as a showcase pioneer, can give a novel item profile that will pique the purchasers' interest.
Buyers may compare the brand to the competition at the item level.

Coca-Cola Amatil's most common generic strategy is cost leadership. This is a strategy used
by a number of major global brands that are market leaders. Cost leadership is a very
effective technique for helping firms achieve market share and appeal quickly. Everyone
wants to save money on any purchase.

Coca-Cola Amatil occasionally employs discounts and promotional efforts to boost sales and
popularity. However, the brand's and its products' sales have remained high due to the
affordability of its items. As a result, the advantages of cost leadership are obvious. It helps
achieve higher sales, build a large customer base and also gain recognition. Coca Cola
Amatil spends a lot on marketing and promotion but still if its products’ prices were not as
affordable, its sales would have been lower. While cost leadership is the main generic
strategy sued by Coca Cola Amatil it has also used differentiation to gain an advantage over
the competitors. It has introduced a number of healthy products including health drinks and
juices that are aimed at the health conscious customers.

5.4 Preferred Strategy (4 marks)

Market Entry Strategy

Foreign Direct Investment (FDI)

FDI which means investment in manufacturing and service facilities in a foreign country with
an intention to engage actively in managing them-is another facet of the increasing
integration of national economies. The most significant investment in the foreign market is
direct investment, in which a firm invests in a new manufacturing facility in a foreign country
in order to develop their local product and control the pricing of raw materials. HP, for
example, invests directly in a number of important markets throughout the world, including
India. (According to Kotler and Armstrong). In general, foreign direct investment can assist a
company in forging stronger relationships with the government, consumers, and local
suppliers, while also improving its image in the target country by creating jobs. Also the
foreign direct investment have the disadvantages like government changing , falling markets,
frankly speaking the company have no chose but can build the effective operations to accept
this.

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Network models (alliances and joint ventures) Alliances

An operate joint venture is an agreement for the partners to collaborate but does not involve
any equity investment. For the competitive nature of the business, more options are
presented to clients in the market; however, how the firm can fulfil the customers' multi-
choice of produce is an ineffective issue for the company management. However, the
"marketing partnership" will be the foremost option for increasing consumer value. For
example, if two companies form an alliance, their retailers must treat their customers as well,
because they may not be in the same industry or market. As a result, two companies forming
an alliance can assist their sales channels, plan and implement cooperative advertising
campaigns. (Georgson2008, Keller, aperia)

Joint ventures

Joint ventures is “the participation of two or more companies in an enterprise in which each
party contributes assets, owns the new entity to some degree, and share risk.”(Hollensen
2004). Joint ventures are an important strategy for companies developing their global
business. Prior to FDI (Kotabe Helsen), most companies chose to form partnerships with
local companies to assist them in entering new markets. Because most local companies
have a majority market share in their industry, it is easy and quick for foreign companies to
introduce products and expand their service networks in new markets.

Positioning Strategy

Coca-Cola Amatil's positioning strategy has enabled them to create a proper image of
themselves in the minds of their clients as the only "Real One." They created their
positioning strategy to provide a clear image of the things they give to their customers. They
clearly established a picture of that targeted market segment and appropriately described
their items as part of their positioning strategy once they had selected which market sector
they intended to target and compete in. They underlined their distinct and unique features in
relation to their competing brands through their positioning strategy, emphasising their
originality.

Marketing Mix Strategy

While designing product strategy first thing to analyse target customers and then design
product. What are the needs and demands of your target customers?

You'll know what product mix to use after analysing the needs of the target market. The
product mix is a combination of product concepts such as breadth, length, depth, and
consistency. In product strategy, all four concepts must be considered. A longer product line
with similar products may create competition within the product line, resulting in a drop in
revenue, whereas a shorter product line may limit customers' options, causing them to
switch to another company.

In order to keep clients, careful product line strategies should be established.

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6 Objectives (5 marks)

In order to create an appealing marketing plan, we must first sketch out all feasible
marketing objectives in order to reach each corporate aim. Our company's objectives are
quite clear and explicit, and they include the following:

✓ Increase ingesting of the product.

✓ Offering products at maximum outlets, more suitably to be present universally at
each store in all part of the world.
✓ To finance more on research and development.
✓ Ensure safety and health of the customers by investing more on natural sweeteners.
✓ Providing the customers, an exact figure of what they are consuming in each of their
serving.
✓ Low Caloric product formation to meet the global health needs.

And to make near to a perfect marketing plan one must need to do thorough marketing
research regarding:

• Company: Research should be done about the business. (nature, needs, profitability
etc.)
• Customers: Research must be done of the target market. (needs, preferences,
behaviours)
• Competitors: It is always important to know that who your competitors are. (market
nature, operational norms, internal and external market factors etc.)

7 Recommended Strategy (10 marks)

A well-thought-out marketing strategy will aid CCA in achieving the company's objectives
and establishing a strong brand for their items. A solid marketing strategy will enable them to
target their products and services to the individuals who are most likely to purchase them. It
usually entails coming up with one or two strong concepts to help create awareness and sell
your products.

Making the most of the marketing investment, keeping the marketing focused, and
measuring and improving the sales outcomes may all be accomplished by developing a
marketing strategy that covers the components outlined below.

Identify your broad business goals before defining a set of marketing goals to support them
when developing your marketing strategy. Your business goals might include:

• increasing awareness of your products and services

• selling more products from a certain supplier

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• reaching a new customer segment.

When setting goals it's critical to be as targeted as possible so you can effectively measure
the outcomes against what you set out to achieve. A simple criteria for goal-setting is the
SMART method.

Once the business goals are set, the following approach should provide synergy to the
overall strategy to be implemented for optimal results.

• Stating and knowing the marketing goals.

• Research the market
• Profiling potential customers
• Profiling competitors
• Developing strategies to support marketing goals
• Use of 7Ps of marketing

Immediate Strategy

For customers, the eating regimen cola and innovative dish of mixed greens will be a key
selection.

Products – Low sugar products + slight package to be delivered

Consider the features and benefits the product offers. Consider the unique selling points.
What makes the product/service different from everyone else's? Consider what potential
spin-off products or services might be.

Price – $15 each

After you've created a product plan, it's time to think about price.

Price refers to the monetary value of your product and services, as well as the amount of
money and value you will charge your clients for them.

Because target market needs and market competitiveness must be taken into account,
developing a pricing strategy is critical.

Price should be competitive with competitors while also being close to customer
expectations.

Place – Supermarket, such as Coles, Aldi and Woollies and online shopping stores.

To find out where your ideal customer is buying from, it's worth doing some market research.

Communications Strategy – Customers can arrange for the serving of mixed greens online
without involving anybody else. Staff will be dispatched from the shop to keep up with the
sales for the disconnected products.

Competition – It has the potential to be appealing as an innovative product in this market.

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8 Economic Evaluation (10 marks)

8.1 Planning Assumptions (3 marks)

It is estimated that the goods will generate 10% of the pie and that it will be able to sell 100
sets on a constant basis in Sydney. It will, however, take into account the city's
transportation work.

8.2 Forecast Sales, Market Share, Costs and Profit (4 marks)

Year Sales Market Share Profit

1st Year $ 5,000,000 10% 5%
2nd Year $ 10,000,000 15% 15%
3rd Year $ 20,000,000 20% 25%

8.3 Sensitivity Analysis (3 marks)

If the showcasing budget may be increased to $3000 per month, it is necessary to sell more
than 200 servings of mixed greens to cover the additional showcasing expenditures.
Furthermore, increasing the $1000 may result in an increase in sales of 100 arrangements of
the things, and increasing the $3000 may result in more than 300 to boost profits.

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9 Implementation and Control (11 marks)

9.1 Strategy and Tactics Table (5 marks)

Marketing Tactics employed Justification Legal/Ethica Personnel

Strategy l responsibilities and
(capacity requirement accountabilities
and budget) s

Product Consider the features $100,000 Code of Product Service Manager

and benefits you offer. practice
The plan must Intellectual Marketing Chief is
Consider your unique demonstrate Property Law – responsible for analysing
selling points. What how the Trademarks, the report, item layout,
makes your company's patents, and special correspondence,
product/service different product fits the copyright and authorising
from everyone else's? needs of its modifications to the scope
intended of the project.
Consider what potential customers and
spin-off products or how it differs Marketing Organizer is
services might be. from its conscious of modifying the
competitors in procedure's execution with
Make plans for a new other administrations
meeting those
packaging model. (money, activities, HR).
goals.
Develop promotional
materials (messages
and images) to promote
the new item packaging
while considering the
effects of the test on the
customer.

Pricing of product Price is a critical part of The marketing The competition Accounting and Marketing
your marketing mix. strategy also and consumer
involves price Act 2010 Marketing and accounting
Choosing the right price plans for the are the two departments
for your products or products. that set the price of a
services will help product or service, and the
maximise profits and Marketers must two collaborate to enable
build strong determine if the upper management make
relationships with your product will be its ultimate decision.
customers. sold as a Marketing determines
premium item or what price to charge in
By pricing effectively, as a low-cost order to increase sales,
you'll also avoid the alternative. while accounting
serious financial calculates what price to
consequences that can Customers

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occur if you price too low frequently base charge in order to fulfil
(not enough profit), or product quality profit targets.
too high (not enough selections on
sales). price, thus
marketers must
be aware of the
product's pricing
plan when they
construct their
message.

Place Whether it's a retail Because The competition Marketing Department

store, online shop or on
social media, 'place'
refers to the channels
and locations for
distributing your product,
related information and
support services.
This is how you'll
position your product in
the marketplace – it's
the location where a
product can be
purchased.
Often referred to as the
distribution channel, this
can include any physical
store as well as online
virtual stores
distribution and consumer
channels dictate Act 2010 It's vital that your
where, when, marketing department
and how utilise their knowledge and
customers will analysis of your
purchase the company's customers to
goods, the make recommendations
marketing plan for how and where your
typically product should be sold.
includes a
Maybe they think an
section on
ecommerce site is better
placement and
than a physical store, or
distribution
vice versa. Alternatively,
methods.
they may be able to
provide insight into which
places, both domestically
and internationally, would
be the most viable for
selling your goods.

Being in the right

location can be a
deciding factor in
whether a customer buy

Promotion How do you promote The marketing The competition Marketing Department
and market your plan's promotion and consumer
business now (or intend section answers Act 2010 It's vital that your
to)? the question of marketing department
which channels utilise their knowledge and
Regardless of how good the marketers analysis of your
your business is, if you will employ to company's customers to
don't promote it and tell deliver the make recommendations
people you exist, it's product's for how and where your
unlikely you will make message. product should be sold.
many sales.
Because each Maybe they think an
Promotion is about channel has its ecommerce site is better
attracting the right own set of than a physical store, or
people to use and reuse expenses, vice versa. Alternatively,
timing, and they may be able to

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your business. demographics, provide insight into which

marketers must places, both domestically
There are a number of choose which and internationally, would
techniques to use and options will be the most viable for
they can be combined in deliver the selling your goods.
various ways to create message to the
the most cost-effective most receptive
strategy for your needs, audience.
including online,
branding, public The software
relations and company may
advertising. opt to advertise
its most recent
release via
Internet banner
ads, adverts on
technical TV and
radio shows, or
full-page glossy
ads in computer
magazines.

9.2 Coordinating and Monitoring Activities (3 marks)

• Biweekly face-to-face meetings with the advertising team to review progress,

survey findings, and any suggestions for improving marketing strategies.
• Monthly face-to-face meetings between the showcasing board, the tasks
board, the item and improvement executives, the deals executives, and the
money board to plan item advancement and advancement exercises.
• Weekly checking and progress reports, created by the promoting expert and
sent via email to the showcasing board, give an account of the improvement
of advertising methodologies as well as results (item improvement progress,
deals variety, execution of showcasing efforts).

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9.3 Gantt Chart (3 marks)

TIMELINE
Marketing Tactics 1 2 3 4 5 6 7 8 9

Conduct an exploratory
statistical survey to determine
tendencies for real bundling and
item features.

Creating the new bundling for

the item

Create promotional materials to

promote the new item.

Promote limited time campaigns

Consider the aftereffects of the

buyer study while promoting
limited-time campaigns on major
channels.

Conduct exploratory statistical

surveys to identify item
requirements, preferences, and
differences, and create findings
reports.

Create a visual identity and item

packaging that takes into
account the customer's reaction
to the study.

Publicize unique missions on

appropriate stations, taking into
account the buyer's
assessment.

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Task 10 Feedback Form (4 marks)

Scenario: You have finished and presented the marketing plan in front of your
organisation and relevant stakeholders. Before the implementation phase begins,
you need to check-up with the stakeholders for a general feedback for the plan.

Create a feedback form to send to the various stakeholders to evaluate the

marketing plan. The form should also include:

• Organisation name and logo

• Brief recap on the contents of the presentation
• Area for general feedback and critiques for the overall plan
• Space for critiques
• Recommendations for amendments

FEEDBACK FORM
Name:

Designation:

Consider the recently announced Coca-Cola Amati marketing plan as a starting point
for answering the questions below, which introduced two focal procedures to centre
advertising efforts to animate the achievement of authoritative goals.

1. How would you determine whether these systems achieve Coca-Cola Amatil's hierarchical
goals? Is it fair to assume they've been adjusted? Legitimize if possible.

2. How would you assess the rationality (financial, operational, business, and, more
importantly, crucial) of these procedures? Are they implementable in terms of assets and,
more importantly, market setting? Legitimize on the odd chance that it's possible.

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3. Do you see these strategies as having remarkable business potential in daily terms? Do
you believe they use and present undertakings with medium and long-term results in mind?
Legitimize if possible.

4. Do you think these methods could be improved in any way to add more significant
business, essential, operational, strategic, or monetary potential?

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References

• Statista. 2021. Soft Drinks - Australia | Statista Market Forecast. [online] Available at: [Accessed 13
May 2021]. Anwar, R. and Capko, J., 2021. Nine Steps to a Strategic Marketing Plan. [online]
Aafp.org. Available at: [Accessed 13 May 2021].
• Andini, R. A., & Simatupang, T. M. (2014). A process simulation of inventory planning and control
for Minute Maid Pulpy at Coca-Cola. International Journal of Logistics Systems and Management,
17(1), 66-82.
• Ashley, R. (2017). Coca-Cola Amalfi: Insights from the company monitor. Equity, 31(6), 16.
BrandMiller, J. C., & Barclay, A. W. (2017).
• Declining consumption of added sugars and sugar-sweetened beverages in Australia: a challenge
for obesity prevention, 2. The American Journal of Clinical Nutrition, 105(4), 854-863.
• Coca-Cola Amalfi - https://www.ccamatil.com/au
• https://www.ccamatil.com/-/media/Cca/Corporate/Files/Annual-Reports/2019/2018-Annual-
Report.ashx
• https://ninjaoutreach.com/coca-cola-marketing-plan/
• https://economictimes.indiatimes.com/definition/markets
• https://www.marketingtutor.net/what-is-a-market/
• https://www.slideshare.net/Theshubhamkakkar/marketing-presentation-on-coca-cola-35553862

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Appendices
Situation analysis research material can be included here, as well as company related
material, product brochures, market research briefs, project proposal copy.

Attach PowerPoint Presentation slides here.

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