HTM 4101 Strategic Management Cola Wars case study – Five forces analyses Concentrate producers: Bargaining power of buyers: Refer to the case‚ direct buyer is the bottler and indirect buyers are the end consumer and suppliers such as supermarkets and other outlets. Bargaining power of buyers for concentrate producers refers to the bargaining power of the bottlers. From the industry perspective‚ it is true that bottler could choose to switch their concentrate producers. Bargaining power
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and competition are ultimately responsible for industry profitability‚ an analysis of the five competitive forces offers an explanation for the success of the soft drink (CP) industry. The soft drink industry benefits from generally benign forces. Colas characterized the first 50+ years of the soft drink industry‚ with Coke and Pepsi accounting for the top brand names. While substitutes for soft drinks certainly exist‚ the major players in the CP industry have successfully shaped this competitive
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was spending less money and gaining market share‚ what were they doing right? Research is an essential step in advertising because money cannot be wasted‚ there are many other uses within the company which money could be used for. In order for Coca-Cola to improve the above stated problems and improve their marketing research‚ the company could do a number of things. When the flavor changed of Coke‚ many were upset about this‚ even though a study was done to determine if the change should happen.
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44 May–June 2008 chinabusinessreview.com COMMENTARY Jingzhou Tao and Edward Hillier A Tale of Two Companies The Danone-Wahaha dispute is a story of the relationship between two very different entities against a backdrop of incredible change. The dispute reveals many questions that China faces as it integrates into the world economy‚ such as what to do when rule of law leads to an unpopular result or harms a valued Chinese company. The players Group Danone SA‚ a Paris-based multinational
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Report: Key conflicts between Wahaha & Danon The main causes of conflict seem to derive from different attitudes towards key issues in the formation and operation of the joint venture‚ suggesting major differences in business culture and expectations as to how business should and is being conducted. The first and main problem described in the case study revolves around the ownership structure and the control over the JV. It seems that the Chinese Wahaha expectations were that their 49% of the
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III. Wahaha Versus Danone : a) The Joint-Venture : 1- Analysis of the conflict between Danone and Wahaha: In an interview with internet portal Sina quoted as saying‚ Zong Qinhou‚ boss of Wahaha Group‚ the first Chinese beverage producer Danone owns 51% of which‚ called the Chinese government "to enact rules to protect domestic companies from malicious acquisitions "‚ denouncing the takeover attempt of subsidiaries of his company by the French. Verbal attacks against Zong Danone
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Cola Wars Continue: Coke and Pepsi in 2010 Pepsi and Coke fought over the 74 billion CSD (carbonated soft drinks) industry. --> Nothing contribute as much to the success of Pepsi than Coke and vice-versa What had to be done to ensure sustainable growth and profitability? Economics of the U.S CSD Industry 1970 - consumption grew by an average of 3% per year --> increasing availability of CSD + intro of new diet and flavoured variety + Declining real prices --> CSD more affordable -->
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Q1. Why is the soft drink industry so profitable? OR Why is it not easy for new players to enter the industry? Already a mature market‚ coke & pepsi spent a lot of money‚ time & effort on all things e.g. networking‚ manufacturing Q2. Why CPs are more profitable than bottlers? The concentrate manufacturing process involved little capital investment in machinery‚ overhead‚ or labor. A typical concentrate manufacturing plant cost about $25 million to $50 million to build‚ and one plant could
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Cola Wars Continue: Coke and Pepsi in 2010 The software drink industry has been very profitable historically because the manufacturing process requires low cost of overhead. Although this is not the case for bottlers‚ the high volume and demand for CSD allow for the market to be very attractive to incumbents. Since the 1970s‚ the CSD industry has been enjoying an average growth every year of 3% for the last 30 year. Even at the lowest point in 2009‚ CSD sales compose of 87% of all beverage sales
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"Cola Wars Continue: Coke and Pepsi in 2010" Read and Apply: Michael E. Porter (2008)‚ “The Five Competitive Forces that Shape Strategy”‚ Harvard Business Review‚ (January 2008)‚ pp. 2-17 Assignment Questions (AQ) (a) Why has the soft drink industry been so profitable for concentrate producers? Compare the economics of the concentrate business to the bottling business: why is the profitability so different? [50% points] The soft drink industry has been extremely profitable for Concentrate
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