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Presentation p&g

Usman Rehmani
Usman Rehmani

The document outlines Procter & Gamble's vision, mission, values, and strategic analysis including a SWOT analysis, financial analysis, competitor analysis, and quantitative strategic planning matrix comparing joint ventures in Europe and Asia. It provides an overview of P&G's history and operations, identifies opportunities and threats, and evaluates strategic options for expanding internationally through joint ventures.

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Presented By: Usman Rehmani
Usman Rehmani
VISION STATEMENT Be, and be recognized as, the best consumer products and services company in the world. Usman Rehmani
MISSION STATEMENT We will provide products and services of superior quality and value that improve the lives of the world's consumers. As a result, consumers will reward us with leadership sales, profit and value creation, allowing our people, our shareholders, and the communities in which we live and work to prosper. We will provide branded products and services of superior quality and value that improve the lives of the world's consumers, now and for generations to come.
RECOMMENDED VISION & MISSION VISION P&Gs intent is to offer the highest quality consumer product goods at the least expensive price for the widest spectrum of customers in a convenient format. MISSION coca-cola will work with its suppliers and distributors to ensure that its products are recognized both in the market and on the supply side as contributory to a retail distributors bottom line.
VALUES Integrity Passion for Winning Leadership Trust Ownership
PRINCIPLES We Are Strategically Focused in Our Work. We Value Personal Mastery. We Seek to Be the Best. The Interests of the Company and the Individual Are Inseparable. We Are Externally Focused. Mutual Interdependency is a Way of Life
OBJECTIVES To build existing core businesses into stronger global leaders. To grow leading brands in big countries, winning customers. To develop fast-growing, higher-margin with global leadership potential. To regain growth momentum rate and leadership in Western Europe. To drive growth in key developing markets.
COMPANY OVERVIEW & HISTORY Procter and Gamble is actually the name of two persons William Procter and James Gamble immigrants from England & Ireland respectively. Procters business was candle making and Gambles business was soap making.
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History Of coca-cola In Pakistan coca-cola Pakistan, headquartered in Karachi, commenced operations in Pakistan in 1991. In 1994 coca-cola acquired a soap-manufacturing facility Hub, Baluchistan. In 2004, a PUR facility was set up to produce P&Gs water purifying technology. Today, the Hub plant is equipped with state-of-the- art manufacturing technologies and quality assurance processes and systems, reflecting the company's values of safe, hygienic and ethical manufacturing practices.
Presentation p&g
DISTRIBUTION CHANNEL coca-cola itself has no distribution channel rather they were initially distributing its products through International Brands Limited (IBL). In the 1940s, Abudawood became the exclusive distributor of coca-cola(coca-cola) brands throughout Saudi Arabia. In 1956, Abudawood and coca-cola established a joint-venture factory in Saudi Arabia (called Modern Industries Inc.). In the same year Abudawood started distribution of coca-cola products in Pakistan.
SOCIAL RESPONSIBILITY Pampers Hospital Education Program Safeguard School Education Program
SUSTAINABILITY AT coca-cola
FINANCIAL ANALYSIS
Balance Sheet 2010 During the previous 3 years P&Gs assets have diminished by 10%. While long term debt has been constant short term debt has decreased by 48%. coca-cola has an extremely low ratio of tangible assets to intangible assets.
June 2008 June 2009 June 2010 Total Assets 143992.00 134833.00 128172.00 Total Liabilities 74498.00 71734.00 67057.00 Total Equity 69494.00 63099.00 61115.00 Short Term Debt 13084.00 16320.00 8472.00 Long Term Debt 23581.00 20652.00 21360.00 Current Assets 24515.00 21905.00 18782.00 Intangible Assets 98837.00 93466.00 90146.00
Presentation p&g
Porters Five Forces
Continued.. faces very strong buyers power because retailers like Wal-Mart are able to negotiate for pricing with companies. limited supplier power because of the costs they incur when switching suppliers. low threat of new entrants because a huge capital amount is required. high threat of substitutes. high level of rivalry exists among existing firms.
PEST ANALYSIS Usman Rehmani
SWOT ANALYSIS (Opportunities and Threats) Usman Rehmani
Opportunities Developing markets. Niche markets. New products. To invest in the segment for children. To introduce food and beverages for Pakistani market. Emerging consumer market (China& India). Manufacturing facilities in China. Selling through internet.
Threats Uncertainty in pharmaceuticals business. Increase in prices of raw materials. Unilever is the biggest threat. Price competition around the world. Political disruption.
COMPETITORS Usman Rehmani
CPM coca-cola Kimberly- Johnson & Clark Johnson Critical Success Weight Rating Score Rating Score Rating Score Factors Advertising 0.20 4 0.80 1 0.20 3 0.60 Product Quality 0.10 4 0.40 4 0.40 3 0.30 Price Competitiveness 0.10 3 0.30 3 0.30 4 0.40 Management 0.10 3 0.30 4 0.40 3 0.30 Financial Position 0.15 3 0.45 4 0.60 3 0.45 Customer Loyalty 0.10 4 0.40 4 0.40 2 0.20 Global Expansion 0.20 2 0.40 4 0.80 2 0.40 Market Share 0.05 4 0.20 1 0.05 3 0.15 Total 1.00 3.25 3.15 2.80
EFE Matrix Key External Factors Weight Rating Weighted Score Opportunities 1. Global markets are a significant growth 0.15 1 0.15 market 1. Increased demand due to new health and 0.05 4 0.20 beauty needs. 1. Internet advertising growth. 0.05 1 0.05 1. coca-cola is a category killer. 0.14 4 0.60 1. Increasingly health conscious public. 0.10 3 0.30 Threats 1. Economic downturn. 0.10 3 0.30 1. Increased competition from rivals. 0.05 3 0.15 1. Lack of product acceptance. 0.05 2 0.10 1. Poor media exposure for new products. 0.10 4 0.40 1. High core commodity prices affecting 0.20 1 0.20 product cost. Total 1.00 2.45
Presentation p&g
SWOT ANALYSIS (Strengths and Weaknesses)
Strengths large scale operations. very strong brand name and leading market position. coca-cola has a huge customer base. innovations to sustain its customer base. Diversified product portfolio. Strong focus on research & development. Strong global presence (160countries).
Core Strengths Coca-cola focuses on five core strengths required to win in the consumer products industry.
Weaknesses less innovative than its major competitor Unilever. products have failed in certain geographic areas. For example, Oil of Olay failed in Pakistan, Camay failed here as well. Dependent on Wal-Mart stores for majority of its revenue. Production facilities in 43 countries while operations in more than 160 countries.
IFE Matrix Key Internal Factors Weight Rating Weighted Score Internal Strengths 1. Largest home consumer product goods manufacturer. 0.05 4 0.20 1. Innovative products format. 0.10 4 0.40 1. Increasing free cash flows. 0.05 3 0.15 1. Career development program. 0.15 4 0.60 1. Strong management team. 0.05 3 0.15 1. Strong logistics supply chains. 0.05 3 0.15 1. Discount pricing structures. 0.05 3 0.15 1. Long-range planning. 0.05 4 0.20 1. Reputation for quality. 0.05 3 0.15 1. Outperforming financial ratios 0.05 3 0.15 Internal Weaknesses 1. Many products are not personal care necessity. 0.04 2 0.08 1. Little unified brand focus. 0.05 2 0.10 1. Narrow margins. 0.05 2 0.10 1. High operating costs. 0.11 1 0.11 1. Uncertain joint marketing ventures. 0.10 1 0.10
TOWS MATRIX S- Strengths W- Weaknesses Innovative products. Lack of direct marketing. Professional management. Lack of new media marketing Diverse product lineup. channels. Plans for acquisitions. Dependence on few major product categories. O- Opportunities S-O Strategies W-O Strategies Expanding marketing strategies. Develop new products to target niche More focused marketing Undifferentiated rival products. markets. strategy. Consumer demand. Utilize managerial competencies for Liaison with good distributors Niche markets. aggressive marketing strategy to attain to increase online sales. competitive advantage. Utilize niche markets rather to Continue diversification to fulfill depend upon few product consumers demand. categories. T- Threats S-T Strategies W-T Strategies Price competition. Utilize buying volume to put pressure on Develop good partnership with Regulations. competitors. internet consumer product goods Rival competitors. Continue product diversification to distributors to increase sales. offset increased chances of competitor entry.
SPACE Matrix Financial Strength Ratings The companys original capital ratio is 7.23 percent which is 1.23 percentage points 1.0 over the generally required ratio of 6. 1.0 3.0 P&Gs return on assets is negative 8.7 compared to industry average of positive 8.0. 4.0 The companys net income is continually expanding. 9.0 The companys revenue increased 14 percent. Industry Strength Ratings Increasing market share provides geographic and product freedom. 4.0 2.0 More competition in global markets. 4.0 Kimberly-Clark provides a strong industry benchmark. 10.0 Environmental Stability Ratings High inflation rate in developing countries and political instability are big -4.0 hurdles for international business growth. -4.0 Merger and acquisitions are also difficult due to credit markets. -5.0 coca-cola get more of its revenue fr0m US market. -13.0 Competitive Advantage Ratings coca-cola focused on home consumer product goods for health and beauty. -2.0 coca-cola is a recognized category killer. -5.0 In addition of Kimberly-Clark, Johnson & Johnson is a trouble creating -2.0 competitor. -9.0
Conclusion: ES average is -13.0 歎 3= -4.33 IS average is +10.0 歎 3= +3.33 CA average is -9.0 歎 3= -3.00 FS average is +9.0 歎 4= +2.25 Directional vector coordinates: x-axis: -3.00 + (13.33) = 0.33 y-axis: -4.33 + (12.25) = -2.08 Outcome: coca-colashould pursue Competitive Strategies.
QSPM Chart QUANTITATIVE STRATEGIC PLANNING MATRIX Strategic Alternatives Key Factors Weight Joint Ventures in Joint Ventures in Europe Asia Opportunities AS TAS AS TAS 1. Europe is a potential growth market. 0.10 4 0.40 2 0.20 1. The US market continues to develop 0.15 4 0.60 3 0.45 new product categories. 1. Free market economies increasing in 0.10 2 0.20 4 0.40 Asia. 1. Demand for health & beauty products 0.05 - - - - is increasing. Threats 1. Competitor threats such as Kimberly-Clark. 0.10 3 0.30 4 0.40 1. Economic contraction in its main US market. 0.05 - - - - 1. Lack of defining product to attract continued 0.10 4 0.40 1 0.10 foot-traffic in the companys retail distributors. 1. Environmental issues with some home 0.05 - - - - consumer product goods products. 1. Low value of US dollar abroad. 0.15 4 0.60 2 0.30
Strengths 1. Profits rose 0.10 4 0.40 2 0.20 1. Strong management team 0.10 - - - - 1. New employee development programs. 0.10 4 0.40 2 0.20 1. Diversified product portfolio. 0.05 4 0.20 3 0.15 1. Performance driven management. 0.05 - - - - 1. Capacity utilization increased from 60% 0.15 3 0.45 4 0.60 to 80% for all manufacturing facilities. Weaknesses 1. Johnson & Johnsons troubles could be 0.05 - - - - contagious. 1. Restructuring costs could be significant if 0.05 - - - - the market requires. 1. International expansion suffers. 0.15 2 0.30 4 0.60 1. The company is slow in leveraging its 0.15 4 0.60 3 0.45 global operations due to current economic conditions. 1. Pre-tax profit margins are narrow. 0.05 - - - - Sum of Total Attractiveness Score 1.0 5.30 4.65
INTERNAL-EXTERNAL (IE) MATRIX
BOSTON CONSULTANT GROUP MATRIX
CONCLUSION coca-colais the worlds largest producer of household and personal products by revenue with net sales of $83503 million with its products reaching 4 billion people worldwide. Being in more competitive position coca-cola must continue to scan the environment for possible threats, whether through acquisition or Greenfield investments. coca-cola must continue to innovate because economies of scales allow coca-cola to spend much more than rivals on research and development.
coca-cola will also have to control its pricing and reduce outside vendors. coca-cola will want to continue its strong support and funding of its world class research and development in order to continue to provide innovative products to touch the lives of customers worldwide.
RECOMMENDATIONS coca-cola may have a series of strategies which can be more attractive to the company. Such series of alternatives may not result in an alternative internal rate of return (IRR) relative to the cost of the strategies. Hence, in such time of economic pressure it is recommended to do nothing and continue business as usual and even avoid organic expansion also.
Another recommendation is to expand organically. coca-cola has access to a greater number of developed and developing markets. The company has also product co-branding opportunities because of its size and volume of sales. Thus, coca-cola can opt to expand through organic growth by establishing another brand category that will target specifically the UK and European markets to increase companys continued growth.
Third suggestion is about acquisition that the company can acquire its primary competitor. Through such acquisition the established company can gain immediate sales capacity and market position without investing in substantial marketing effort. New products must be introduced which must be appropriately positioned relative to its competitors but this would involve thousands of dollars in terms of marketing. Usman Rehmani Conts no= 03007477593

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Presentation p&g

  • 1. Presented By: Usman Rehmani
  • 3. VISION STATEMENT Be, and be recognized as, the best consumer products and services company in the world. Usman Rehmani
  • 4. MISSION STATEMENT We will provide products and services of superior quality and value that improve the lives of the world's consumers. As a result, consumers will reward us with leadership sales, profit and value creation, allowing our people, our shareholders, and the communities in which we live and work to prosper. We will provide branded products and services of superior quality and value that improve the lives of the world's consumers, now and for generations to come.
  • 5. RECOMMENDED VISION & MISSION VISION P&Gs intent is to offer the highest quality consumer product goods at the least expensive price for the widest spectrum of customers in a convenient format. MISSION coca-cola will work with its suppliers and distributors to ensure that its products are recognized both in the market and on the supply side as contributory to a retail distributors bottom line.
  • 6. VALUES Integrity Passion for Winning Leadership Trust Ownership
  • 7. PRINCIPLES We Are Strategically Focused in Our Work. We Value Personal Mastery. We Seek to Be the Best. The Interests of the Company and the Individual Are Inseparable. We Are Externally Focused. Mutual Interdependency is a Way of Life
  • 8. OBJECTIVES To build existing core businesses into stronger global leaders. To grow leading brands in big countries, winning customers. To develop fast-growing, higher-margin with global leadership potential. To regain growth momentum rate and leadership in Western Europe. To drive growth in key developing markets.
  • 9. COMPANY OVERVIEW & HISTORY Procter and Gamble is actually the name of two persons William Procter and James Gamble immigrants from England & Ireland respectively. Procters business was candle making and Gambles business was soap making.
  • 16. History Of coca-cola In Pakistan coca-cola Pakistan, headquartered in Karachi, commenced operations in Pakistan in 1991. In 1994 coca-cola acquired a soap-manufacturing facility Hub, Baluchistan. In 2004, a PUR facility was set up to produce P&Gs water purifying technology. Today, the Hub plant is equipped with state-of-the- art manufacturing technologies and quality assurance processes and systems, reflecting the company's values of safe, hygienic and ethical manufacturing practices.
  • 18. DISTRIBUTION CHANNEL coca-cola itself has no distribution channel rather they were initially distributing its products through International Brands Limited (IBL). In the 1940s, Abudawood became the exclusive distributor of coca-cola(coca-cola) brands throughout Saudi Arabia. In 1956, Abudawood and coca-cola established a joint-venture factory in Saudi Arabia (called Modern Industries Inc.). In the same year Abudawood started distribution of coca-cola products in Pakistan.
  • 19. SOCIAL RESPONSIBILITY Pampers Hospital Education Program Safeguard School Education Program
  • 22. Balance Sheet 2010 During the previous 3 years P&Gs assets have diminished by 10%. While long term debt has been constant short term debt has decreased by 48%. coca-cola has an extremely low ratio of tangible assets to intangible assets.
  • 23. June 2008 June 2009 June 2010 Total Assets 143992.00 134833.00 128172.00 Total Liabilities 74498.00 71734.00 67057.00 Total Equity 69494.00 63099.00 61115.00 Short Term Debt 13084.00 16320.00 8472.00 Long Term Debt 23581.00 20652.00 21360.00 Current Assets 24515.00 21905.00 18782.00 Intangible Assets 98837.00 93466.00 90146.00
  • 26. Continued.. faces very strong buyers power because retailers like Wal-Mart are able to negotiate for pricing with companies. limited supplier power because of the costs they incur when switching suppliers. low threat of new entrants because a huge capital amount is required. high threat of substitutes. high level of rivalry exists among existing firms.
  • 27. PEST ANALYSIS Usman Rehmani
  • 28. SWOT ANALYSIS (Opportunities and Threats) Usman Rehmani
  • 29. Opportunities Developing markets. Niche markets. New products. To invest in the segment for children. To introduce food and beverages for Pakistani market. Emerging consumer market (China& India). Manufacturing facilities in China. Selling through internet.
  • 30. Threats Uncertainty in pharmaceuticals business. Increase in prices of raw materials. Unilever is the biggest threat. Price competition around the world. Political disruption.
  • 31. COMPETITORS Usman Rehmani
  • 32. CPM coca-cola Kimberly- Johnson & Clark Johnson Critical Success Weight Rating Score Rating Score Rating Score Factors Advertising 0.20 4 0.80 1 0.20 3 0.60 Product Quality 0.10 4 0.40 4 0.40 3 0.30 Price Competitiveness 0.10 3 0.30 3 0.30 4 0.40 Management 0.10 3 0.30 4 0.40 3 0.30 Financial Position 0.15 3 0.45 4 0.60 3 0.45 Customer Loyalty 0.10 4 0.40 4 0.40 2 0.20 Global Expansion 0.20 2 0.40 4 0.80 2 0.40 Market Share 0.05 4 0.20 1 0.05 3 0.15 Total 1.00 3.25 3.15 2.80
  • 33. EFE Matrix Key External Factors Weight Rating Weighted Score Opportunities 1. Global markets are a significant growth 0.15 1 0.15 market 1. Increased demand due to new health and 0.05 4 0.20 beauty needs. 1. Internet advertising growth. 0.05 1 0.05 1. coca-cola is a category killer. 0.14 4 0.60 1. Increasingly health conscious public. 0.10 3 0.30 Threats 1. Economic downturn. 0.10 3 0.30 1. Increased competition from rivals. 0.05 3 0.15 1. Lack of product acceptance. 0.05 2 0.10 1. Poor media exposure for new products. 0.10 4 0.40 1. High core commodity prices affecting 0.20 1 0.20 product cost. Total 1.00 2.45
  • 35. SWOT ANALYSIS (Strengths and Weaknesses)
  • 36. Strengths large scale operations. very strong brand name and leading market position. coca-cola has a huge customer base. innovations to sustain its customer base. Diversified product portfolio. Strong focus on research & development. Strong global presence (160countries).
  • 37. Core Strengths Coca-cola focuses on five core strengths required to win in the consumer products industry.
  • 38. Weaknesses less innovative than its major competitor Unilever. products have failed in certain geographic areas. For example, Oil of Olay failed in Pakistan, Camay failed here as well. Dependent on Wal-Mart stores for majority of its revenue. Production facilities in 43 countries while operations in more than 160 countries.
  • 39. IFE Matrix Key Internal Factors Weight Rating Weighted Score Internal Strengths 1. Largest home consumer product goods manufacturer. 0.05 4 0.20 1. Innovative products format. 0.10 4 0.40 1. Increasing free cash flows. 0.05 3 0.15 1. Career development program. 0.15 4 0.60 1. Strong management team. 0.05 3 0.15 1. Strong logistics supply chains. 0.05 3 0.15 1. Discount pricing structures. 0.05 3 0.15 1. Long-range planning. 0.05 4 0.20 1. Reputation for quality. 0.05 3 0.15 1. Outperforming financial ratios 0.05 3 0.15 Internal Weaknesses 1. Many products are not personal care necessity. 0.04 2 0.08 1. Little unified brand focus. 0.05 2 0.10 1. Narrow margins. 0.05 2 0.10 1. High operating costs. 0.11 1 0.11 1. Uncertain joint marketing ventures. 0.10 1 0.10
  • 40. TOWS MATRIX S- Strengths W- Weaknesses Innovative products. Lack of direct marketing. Professional management. Lack of new media marketing Diverse product lineup. channels. Plans for acquisitions. Dependence on few major product categories. O- Opportunities S-O Strategies W-O Strategies Expanding marketing strategies. Develop new products to target niche More focused marketing Undifferentiated rival products. markets. strategy. Consumer demand. Utilize managerial competencies for Liaison with good distributors Niche markets. aggressive marketing strategy to attain to increase online sales. competitive advantage. Utilize niche markets rather to Continue diversification to fulfill depend upon few product consumers demand. categories. T- Threats S-T Strategies W-T Strategies Price competition. Utilize buying volume to put pressure on Develop good partnership with Regulations. competitors. internet consumer product goods Rival competitors. Continue product diversification to distributors to increase sales. offset increased chances of competitor entry.
  • 41. SPACE Matrix Financial Strength Ratings The companys original capital ratio is 7.23 percent which is 1.23 percentage points 1.0 over the generally required ratio of 6. 1.0 3.0 P&Gs return on assets is negative 8.7 compared to industry average of positive 8.0. 4.0 The companys net income is continually expanding. 9.0 The companys revenue increased 14 percent. Industry Strength Ratings Increasing market share provides geographic and product freedom. 4.0 2.0 More competition in global markets. 4.0 Kimberly-Clark provides a strong industry benchmark. 10.0 Environmental Stability Ratings High inflation rate in developing countries and political instability are big -4.0 hurdles for international business growth. -4.0 Merger and acquisitions are also difficult due to credit markets. -5.0 coca-cola get more of its revenue fr0m US market. -13.0 Competitive Advantage Ratings coca-cola focused on home consumer product goods for health and beauty. -2.0 coca-cola is a recognized category killer. -5.0 In addition of Kimberly-Clark, Johnson & Johnson is a trouble creating -2.0 competitor. -9.0
  • 42. Conclusion: ES average is -13.0 歎 3= -4.33 IS average is +10.0 歎 3= +3.33 CA average is -9.0 歎 3= -3.00 FS average is +9.0 歎 4= +2.25 Directional vector coordinates: x-axis: -3.00 + (13.33) = 0.33 y-axis: -4.33 + (12.25) = -2.08 Outcome: coca-colashould pursue Competitive Strategies.
  • 43. QSPM Chart QUANTITATIVE STRATEGIC PLANNING MATRIX Strategic Alternatives Key Factors Weight Joint Ventures in Joint Ventures in Europe Asia Opportunities AS TAS AS TAS 1. Europe is a potential growth market. 0.10 4 0.40 2 0.20 1. The US market continues to develop 0.15 4 0.60 3 0.45 new product categories. 1. Free market economies increasing in 0.10 2 0.20 4 0.40 Asia. 1. Demand for health & beauty products 0.05 - - - - is increasing. Threats 1. Competitor threats such as Kimberly-Clark. 0.10 3 0.30 4 0.40 1. Economic contraction in its main US market. 0.05 - - - - 1. Lack of defining product to attract continued 0.10 4 0.40 1 0.10 foot-traffic in the companys retail distributors. 1. Environmental issues with some home 0.05 - - - - consumer product goods products. 1. Low value of US dollar abroad. 0.15 4 0.60 2 0.30
  • 44. Strengths 1. Profits rose 0.10 4 0.40 2 0.20 1. Strong management team 0.10 - - - - 1. New employee development programs. 0.10 4 0.40 2 0.20 1. Diversified product portfolio. 0.05 4 0.20 3 0.15 1. Performance driven management. 0.05 - - - - 1. Capacity utilization increased from 60% 0.15 3 0.45 4 0.60 to 80% for all manufacturing facilities. Weaknesses 1. Johnson & Johnsons troubles could be 0.05 - - - - contagious. 1. Restructuring costs could be significant if 0.05 - - - - the market requires. 1. International expansion suffers. 0.15 2 0.30 4 0.60 1. The company is slow in leveraging its 0.15 4 0.60 3 0.45 global operations due to current economic conditions. 1. Pre-tax profit margins are narrow. 0.05 - - - - Sum of Total Attractiveness Score 1.0 5.30 4.65
  • 47. CONCLUSION coca-colais the worlds largest producer of household and personal products by revenue with net sales of $83503 million with its products reaching 4 billion people worldwide. Being in more competitive position coca-cola must continue to scan the environment for possible threats, whether through acquisition or Greenfield investments. coca-cola must continue to innovate because economies of scales allow coca-cola to spend much more than rivals on research and development.
  • 48. coca-cola will also have to control its pricing and reduce outside vendors. coca-cola will want to continue its strong support and funding of its world class research and development in order to continue to provide innovative products to touch the lives of customers worldwide.
  • 49. RECOMMENDATIONS coca-cola may have a series of strategies which can be more attractive to the company. Such series of alternatives may not result in an alternative internal rate of return (IRR) relative to the cost of the strategies. Hence, in such time of economic pressure it is recommended to do nothing and continue business as usual and even avoid organic expansion also.
  • 50. Another recommendation is to expand organically. coca-cola has access to a greater number of developed and developing markets. The company has also product co-branding opportunities because of its size and volume of sales. Thus, coca-cola can opt to expand through organic growth by establishing another brand category that will target specifically the UK and European markets to increase companys continued growth.
  • 51. Third suggestion is about acquisition that the company can acquire its primary competitor. Through such acquisition the established company can gain immediate sales capacity and market position without investing in substantial marketing effort. New products must be introduced which must be appropriately positioned relative to its competitors but this would involve thousands of dollars in terms of marketing. Usman Rehmani Conts no= 03007477593