How does a mature company develop new growth markets, assuming it has products that are new? That was the challenge confronting The Coca-Cola Company and its international system of bottlers in the 2000s when demand for its core line of carbonated soft drinks flattened. The Australian bottler, Amatil, pinned its hopes on energy drinks, a fast-development, youth-oriented group that was incarcerating headlines and share away from customary goods. To wrest management from the upstart brand that originated them, Amatil was targeting the retail circumstance where young people congregate and formed their preference, in pubs, clubs, healthclubs, and sporting events.
This international case investigates the challenges encountered when a mature firm with appreciable supply assets, well-honed systems, and operating procedures that are entrenched attempts to sell into an underserved retail channel with requirements quite unlike those of the mainstream buyers of the company. Does it bring market interest? How does it develop new courses-to-market without undercutting delivery value and the cost efficiencies that have earned it dominant position elsewhere? These are only some of the questions that Amatil direction was determined to solve.
PUBLICATION DATE: December 01, 2009 PRODUCT #: KEL449-HCB-ENG
This is just an excerpt. This case is about ORGANIZATIONAL DEVELOPMENT
Related Case Solutions & Analyses:
Todd Krasnow: From Startup to Corporate and Back
Note on the Asset Management Industry
Sierra Capital Partners
Oriole Furniture Inc. A
Tork Corporation: Competitive Cost Analysis
Running Head: Ben & Jerry Case Analysis
Integrated Project Delivery at Autodesk, Inc. (B)
Procter & Gamble: Improving Consumer Value Through Process Redesign, Spanish Version
AWESOME SHOES, INC.
Shanghai Baolong Automotive Corporation
