The Coca Cola Company Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

IMD-5-0741 © 2008
Walsh, John; Woolfrey, Alyson

Working along with his senior management group, he developed the “manifesto for growth” which clearly stated sustainable increase in terms of planet, individuals, partners, portfolio and profit, providing ten-year objectives for each. In 2005, Muhtar Kent, a 28-year veteran of the Coca-Cola System, was made president and COO. When he took the reins of TCCC in July 2008, he was faced with an increasingly complicated and evolving environment: sensitive bottler relationships within the System, potentially dynamic growth in emerging markets, developing consumer tastes, altering shopper behavior, a retail landscape that was merging in ownership and innovating in formats, shifting competitive dynamics, and a growing portfolio of products, acquired firms and the partnerships.

TCCC, as a whole non-alcoholic beverage corporation, features a fresh set of challenges and an unclear destiny as it moved forth in the 21st century. Should TCCC innovate, and more generally, how could growth that is sustainable hasten? And, how would its adversaries – its old competitor Pepsico and the plethora of others with smaller scale and more -concentrated merchandise and/or geographical extent – address the same issues? Learning objectives: The objective of the case is to 1) illustrate all significant aspects of “The Coca-Cola System”, that is the relationship The CocaCola Company has with its network of bottlers; 2) outline The Coca-Cola Company’s historic achievement in sparkling drinks and its recent leading moves into non-sparkling types, 3) describe alternatives confronting The Coca-Cola Company are it strives for continued growth.

The Coca Cola Company case study solution

Subjects: Beverages; Franchising; Growth
Settings: Global; Beverages; 90,000 employees; $29B revenue; 2005-2008