Forever Coca-Cola
At that time, customers were full of praise, striving for this "new formula" of Coca-Cola. Since then, Coca-Cola has become a popular beverage mixed with Coca-Cola syrup and carbonated water. And since 1894, it has been sold in bottles.
But it's two American lawyers who can really make Coca-Cola do its best. They noticed that ace, the boss of coca-cola company at that time? Jane Daoning's office put forward an innovative way of business cooperation, that is, the Coca-Cola Company sold them syrup, and their own investment companies and sales points mixed the syrup with water, bottled it and sold it. According to the requirements of Coca-Cola Company for production and quality assurance, Coca-Cola Company allowed them to use Coca-Cola's trademark to advertise. This special bottling system has since blossomed everywhere.
In p>1888, Asa Griggs Candler saw the delicious market prospect, bought its shares and mastered all its production and sales rights. Candler began to sell the stock solution for making drinks to other pharmacies, and also began to advertise on billboards in railway stations and town squares. In 191, the advertising budget had reached 1, US dollars. In 1899, Candler sold the first assembly franchise of this beverage for 1 dollar, because he believed that this beverage would be mainly sold in beverage machines in the future. Coca-Cola Company was established in 1892, and Candler was called "the father of Coca-Cola".
in 1919, Erntst-Woodruff bought Coca-Cola Company from Asa candler's heirs for $2.5 million. In 1923, his son Robert W．Woodruff, one of the most important figures in Coca-Cola's history, became the CEO of Coca-Cola. Woodruff began to work with the company's bottling franchisees to satisfy Coca-Cola whenever consumers want it. He urged bottlers to make drinks "readily available when needed" and stressed that if Coke could not be obtained immediately when consumers were thirsty, the market would be lost forever.
in 1929, Coca-Cola and its bottlers provided open-topped freezers to shops and gas stations at extremely low prices to sell bottled Coca-Cola. In 1937, the company launched the first coin-operated vending machine, and Woodruff launched an advertisement with the theme of lifestyle for Coca-Cola. The advertisement highlights the importance of the product in consumers' lives rather than the attributes of the product itself. The most famous advertising slogan of the product in the 192s and 193s was "The Pause That Refreshes". The company continued to own the original bottling line near Atlanta and began to buy back some poorly managed bottling franchises.
Woodruff has also started to develop the international business of Coca-Cola, mainly through export. Perhaps his most famous move is a decision to respond to General Eisenhower's call at the beginning of World War II and ensure that every soldier can get a bottle of Coca-Cola anywhere at a price of 5 cents, regardless of the cost. Coca-Cola's bottling plant, with the American army pushing to the whole world, gained an absolute dominant market share in Europe and Asian countries, and this dominant position remained until 1991.
In the years immediately after World War II, Coca-Cola left its nearest rival Pepsi-cola far behind, occupying nearly 7% of the cola market, and hundreds of small regional soft drink companies continued to produce various flavoring agents, occupying the remaining 3% of the market.
In 1954, the sales and profits of Coca-Cola declined for the first time since World War II. In 1955, the company replaced the bottle that had been used since 1916 and expanded its capacity to 12 ounces. In the late 195s, Coca-Cola introduced coke bottles with larger capacity, which could be sold in food stores. In 1961, Coca-Cola began to sell its canned drinks like bottled coke.
In p>1976, Paul Austin, CEO of Coca-Cola, pointed out in an article that the consumption of soft drinks in the United States was mature (saturated) and the largest sales growth of Coca-Cola would come from the international market. By 1982, sales in the international market accounted for 62% of all soft drinks produced by Coca-Cola.
in p>1981, when Robert Goizueta, a Cuban-born chemical engineer, was elected as the CEO of coca-cola, industry observers were surprised. Goizueta's first action after taking office was to issue a 12-word strategic statement, proposing that Coca-Cola Company should make significant changes and focus on the growth of the soft drink market in the United States.
Goizueta declares that the company will regard the brand name of Coca-Cola as a competitive asset and will no longer regard it as sacred and inviolable; The price discount strategy will be used only when it is necessary to maintain Coca-Cola's dominant position. In 1981, the industry price discount reached a new level of intensity. At the end of the year, nearly 5% of Coca-Cola and Pepsi were sold at a discount in food stores. That year's Nielsen audit showed that the cost of Coca-Cola in 192 ounces was slightly lower than that of Pepsi.
Goizueta also announced that it will raise the price of Coca-Cola syrup juice to fund the increasing advertising and promotion expenses. In order to cancel the fixed price of syrup, Coca-Cola Company revised the franchise agreement that had existed for 6 years, and agreed to sell concentrated products (saccharin-free) to some of its largest bottlers in exchange for the revised agreement.
In p>1982, Coca-Cola changed its advertising theme. Goizueta said: "With our new slogan' ‘Coke is it', we proudly show that we are the first; Our previous slogan' ‘Have a Coke and Smile' was very good, but we are in fierce competition. This slogan is like a folk song. The competitive momentum has shifted from Purchase,New York (the headquarters of PepsiCo) to Atlanta.
the p>Goizueta strategic plan also expands the corporate strategy of Coca-Cola. The company's private coffee and tea industries were sold, as were plastic manufacturing companies and liquor companies. In 1982, aware of the growth potential of the film and television industry and its synergy with marketing, Coca-Cola acquired Columbia Film Company in 1982. Goizueta said that Coca-Cola will become "a strong enterprise in both the beverage industry and the entertainment industry".
Coca-Cola has also made changes to the bottling network. The company encourages poor bottlers to sell their management rights and sell most of their bottling points through lever merger. Between 198 and 1984, 5% of Coca-Cola production was changed in franchise. Coca-Cola executives pointed out that the company played a certain role in the purchase, and in many cases, provided funds for potential buyers. The company sometimes holds a share in the newly licensed bottlers, but remember to maintain an independent bottling network. By 1985, Coca-Cola's bottling plant only produced 11% of its output.
For Coca-Cola's bottling network, this change has continued since Robert Goizketa in the early 198s. In the mid-198s, among the 35 franchisees of Coca-Cola, 15-2 offered to transfer their franchise rights. In 1986, Coca-Cola Company bought back its two largest franchise rights, which were owned by Beatrice and J．T．Lupton Company, a privately-owned bottler of Coca-Cola, accounting for 15% of the output of Coca-Cola in the United States and 4% of that of Dr．Pepper. The acquisition of these two companies has increased Coca-Cola's own bottling output from 11% to 38%.
these mergers culminated in the establishment of Coca-Cola Enterprise Group (CCE) and the sale of 51% shares to the public in November 1986. After CCE was founded, it re-negotiated with its suppliers and sales channels, consolidated the main markets, cut 2% of the labor force, and reduced costs through unified distribution and raw material procurement. In 1986 and 1987, the net selling price of each case of coke in CCE decreased by 2.5%. In 1989, CCE bought 2% more Sutuo than in 1986, and CCE's profit was unstable throughout the late 198s.
At the end of 198s, Coca-Cola Company suggested that its franchise agreement should be replaced by "Master Bottle Contract" to reduce the fixed syrup price and Coca-Cola trademark franchise fee. By the end of 1989, the new contract covered about 7% of Coca-Cola production in the United States. Between 1978 and 1989, bottlers under the new contract experienced an increase of about 6% in the price of Coca-Cola syrup.
Edit this paragraph of Coca-Cola transnational marketing
Coca-Cola has a particularly strong advantage in Europe, with a market share of 5%. In Japan, Coca-Cola controls 8% of its sales. In 199, the company's total profits accounted for 21% from Japan, 33% from Europe and 26% from other international markets.
Coca-Cola has used several strategies to develop its international market. In Taiwan Province, for example, a family bottling plant in Taiwan Province lacked funds, and Coca-Cola bought 49% of its shares and expanded its management and facilities. Coca-Cola improved its sales and marketing, increased advertising investment and promoted new capacity packaging. Promotional activities include baseball and basketball classes taught by American coaches, sponsorship of pop artists' concerts, and inviting chefs from Hilton Taipei to cook ten Chinese dishes with cola. Coca-Cola's market share in Taiwan Province increased from 6% in 1985 to 4% in 199, and the total share of 7-up and Pepsi was limited to 4%. In France, Coca-Cola withdrew a franchise agreement with poor management in 1989. By 199, sales in France had increased by 23%. In 199, a few days after the fall of the Berlin Wall, Coca-Cola transported soda from a new factory in Dunkirk to LeBerlin. In 1989, Coca-Cola sold its 49% stake in Columbia Film Company to Sony and reinvested the money in its overseas soft drink business. The CEO of Coca-Cola said that the company's "business in the 199s will contribute to the development of the world". Coca-Cola has set a target of 8%-1% growth rate in international sales, and intends to accelerate the growth of a small amount of profits in its overseas bottling joint venture.
editing the localized marketing strategy of Coca-Cola in China
As early as the beginning of this century, "Coca-Cola" has appeared in Asia, first produced in the Philippines, and shipped to China for sale, and sold in Shanghai and other cities. In 1927, Coca-Cola set up factories in Shanghai and Tianjin, and later it was produced in Qingdao and Guangzhou.
In p>1933, the Coca-Cola factory in Shanghai was the largest "Coca-Cola" factory outside the United States, and in 1948, it was the first factory outside the United States with an annual output of more than one million cases.
Coca-Cola returned to China in p>1979 and has invested 1.1 billion US dollars in China. After more than ten years of development, Coca-Cola Company has established 23 canned beverage factories in China, forming a production base and sales network that radiates across the country, with annual sales of nearly 1 billion yuan. In the recently released "1999 National Urban Consumer Survey", Coca-Cola once again topped the list of similar products, winning three laurels: market share, best brand and popularity.
despite such brilliant achievements, the mood of Coca-Cola Company today is quite different from that when it first entered the Chinese mainland market 2 years ago. In those years, foreign beverages entering the China market basically did not feel the pressure from China beverage enterprises. In the past ten years, there have been more than a dozen "Coke" beverage enterprises in various parts of China, and almost all of them disappeared silently. Nowadays, while Coca-Cola and Pepsi-Cola have gained considerable influence in the China market, they feel the intense competitive pressure from China beverage enterprises in recent years. The main reason is that the brands with national characteristics produced by the beverage industry enterprises in China have grown up through unremitting efforts. Last June, China Beverage Industry Association solemnly launched the "Top Ten" of China's beverage industry. These brand-name beverages are the best in China, covering the major categories of beverages in China, with high popularity and market share. For example, Jianlibao, Wahaha, Coconut Tree, Robust and Lulu, among the top ten beverages in China, are all representatives of China's national beverage industry who have won the title of well-known trademark in China.
Under the pressure of China's national beverage industry, the marketing strategy of Coca-Cola Company began to change and began its localization process in China market.
Coca-Cola Company has always attached importance to advertising, and its entry into the China market is no exception, and it invests tens of millions of yuan in advertising every year. However, Coca-Cola's advertising and brand positioning are strictly limited. In the past, it was controlled and planned by Atlanta headquarters. Consumers in China always see the bright red color and energetic shape of Coca-Cola, and Coca-Cola impresses consumers in China with the most typical American style and American personality. For more than ten years, the advertising campaign basically adopted the American TV advertising version with Chinese explanations, and this strategy was adopted until 1998.
With the vigorous development of national beverage brands in China, the marketing strategy of Coca-Cola changed significantly in 1999. Last year, its TV advertisement launched in China was filmed in China for the first time, designed by China advertising company for the first time, and invited China actors to shoot advertisements for the first time. Clearly gave up the American identity that has been consistent for many years. In order to gain more market share, Coca-Cola is making great strides.