In year 2003, the FEMSA Corporation -a Mexican association- attained 100% of the shares of the biggest franchise of the Coca-Cola system in Latin America (PANAMCO), and positioned itself at the lead of the sales of carbonated beverages and soft drinks in various countries of South America, comprising Colombia, which had been fraught with armed groups since the 1970s. This case investigates how Coca-Cola FEMSA included dissimilar initiatives in its sustainability strategy, aimed at supporting the process of peaceful demobilization that will be carried out by the Alta Consejeria para la Reintegracion (ACR, High-Council for Reintegration) of the Colombian Government.
As part of the disarmament process, the ACR offered the demobilized combatants (former combatants that had decided to lay down their arms peacefully and turn themselves in to the proper authorities) different alternatives for social reintegration, including financing for beginning fresh corporations and connections with organizations that will supply jobs, among other things, which were also shared with the business sector to see how it may help support the procedure. By August 2011, Coca-Cola FEMSA had already been collaborating with the Colombian Government for a little over three years, and had diversified its initiatives to support not only the former combatants, but also the soldiers, victims and general people affected by the battle.
Despite these multiple efforts, however, the actual impact of the company's actions on the solution of the problem of reintegrating more than 50,000 demobilized combatants was still negligible.
Therefore, the ACR requested greater commitment from the company in the form of a massive effort to broadcast the initiatives, in an attempt to inspire and boost the number of participating firms.
PUBLICATION DATE: October 15, 2012 PRODUCT #: SKS094-HCB-SPA
This is just an excerpt. This case is about STRATEGY & EXECUTION
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