YOFFIE tC Cola Wars Continue: Coke and Pepsi in the Twenty-First Century For over a century‚ Coca-Cola and Pepsi-Cola vied for “throat share” of the world’s beverage market. The most intense battles of the cola wars were fought over the $60-billion industry in the United States‚ where the average American consumed 53 gallons of carbonated soft drinks (CSD) per year. In a “carefully waged competitive struggle‚” from 1975 to 1995 both Coke and Pepsi achieved average annual growth of around
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COKE AND PEPSI LEARN TO COMPETE IN INDIA Brief Overview: * The case of Coke and Pepsi in India is a lesson that all marketers can observe‚ analyze and learn from‚ since it involves so many marketing aspects that are essential for all marketers to take into consideration * Pepsi entered into the Indian beverage market in July 1986 as a joint venture with two local partners‚ Voltas and Punjab Agro‚ forming “Pepsi Foods Ltd.” While Coca-Cola followed suit in 1990 with a joint venture
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their product. My Biology 141 class challenged people to do the Pepsi/Coke challenge to see if they were cable in distinguishing between Cola products Pepsi and Coke even if they had recently brushed their teeth or not. There were two hypotheses to test. The first one being that there is a difference between brushing your teeth and not brushing your teeth‚ within the last thirty minutes‚ in their ability to distinguish between Pepsi and Coke. The second one was that there is no difference between brushing
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when doing business in developing countries. Although Coke and Pepsi were prompt at addressing the accusations brought against them‚ they overlooked multiple issues when starting business in India. When starting a business in a foreign country‚ the first priority a company should have is to learn the native culture. This was Coke and Pepsi’s biggest mistake and was most likely the reason why the Indian population responded so hostilely. Coke and Pepsi’s problems in India were complicated by the
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Marketing Communication of Pepsi & Coca Cola in Pakistan! Muhammad Kashif Omer Malik 840310-P655 E-mail: m_04119_omer@hotmail.com Tutor: Leif Linnskog Date: 01 Sep 2008 Marketing Communication of Pepsi & Coca Cola in Pakistan 2008 Extracts Date Author 01 September 2008 Muhammad Kashif Omer Malik Qilah Lachman Sing‚ Ravi Road‚ Lahore‚ Pakistan. m_04119_omer@hotmail.com +923214912558 Master level thesis in Business Administration (15 ECTS) Marketing Communication of Pepsi and Coca Cola in Pakistan
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Case Study: Coke & Pepsi learn to compete in India Timing of entry into the Indian market brought different results for PepsiCo and Coca-Cola India. What benefits or disadvantages accrued as a result of earlier or later market entry? Coca-Cola (1990) Benefits: advantages as „Early-Follower“‚ possibility to use reliable market information that´s already existing take-over of standards position as international market leader Disadvantages: expert knowledge of competitors has to be overtaken
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Case Study: Coke and Pepsi in India: Coca-Cola controlled the Indian market until 1977‚ when the Janata Party beat the Congress Party of then Prime Minister Indira Gandhi. To punish Coca-Cola’s principal bottler‚ a Congress Party stalwart and longtime Gandhi supporter‚ the Janata government demanded that Coca-Cola transfer its syrup formula to an Indian subsidiary. Coca-Cola balked and withdrew from the country. India‚ now left without both Coca-Cola and Pepsi‚ became a protected market. In the
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CeCe Miyagawa Professor Preston Cameron SBU200 Society and Business October 15‚ 2014 Case Analysis – Case#16 Coke and Pepsi in India: Issues‚ Ethics‚ and Crisis Management Introduction This case delves into whether or not Pepsi and Coke are equal targets in India. It questions whether the companies are doing their ethical duties‚ as well as whether they are managing crises and stakeholders well. The Real Problem The real problem is whether or not these companies are doing their duties to their
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9 Calculating WACC Mullineaux Corporation has a target capital structure of 60 percent common stock‚ 5 percent preferred stock‚ and a 35 percent debt. Its cost of equity is 12.5 percent‚ the cost of preferred stock is 5.5 percent‚ and the cost of debt is 7.2 percent. The relevant tax rate is 35 percent. a. What is Mullineaux’s WACC? b. The company president has approached you about Mullineax’s capital structure. He wants to know why the company doesn’t use more preferred stock financing
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at 4.5% * JP Morgan has issued an estimate for Expected Market Return at 8.5% * Euribor is 2% * Before tax cost of debt = 5% * Tax rate = 30% Please calculate the weighted average cost of capital (WACC) for this firm. 2. You are now asked to calculate the WACC for a toothpaste manufacturer with the following data: * Average share price for last 6 months = €34/ share * Current year’s dividend = €3/ share * Applicable growth rate = 3% * Tax rate =
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