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u‘ Good Financial Position, as shown in exhibit (3) : Ratio analysis.
u‘ Good profitability ratio despite the decrease in E/S from 2.57 to 2.162 as shown
in exhibit (4): common size Income statement.
u‘ ÷ompany is more stable in getting loans from institutions to keep tax saving.

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: Being a great place to work where people are inspired to be the best
they can be.



‘Bringing to the world a portfolio of quality beverage brands that
anticipate and satisfy people's desires and needs.
 ‘Nurturing a winning network of customers and suppliers, together
we create mutual, enduring value.
 : Being a responsible citizen that makes a difference by helping build
and support sustainable communities.‘‘

‘Maximizing long-term return to shareowners while being mindful of
our overall responsibilities.
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‘To refresh the world in body, mind and spirit‘‘
‘To inspire moments of optimism through our brands and our actions.‘‘
 ‘To create value and make a difference everywhere we engage.
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‘ ‘To be profitability leader in industry for every product line.
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Ê‘Meading brand value and a strong brand portfolio ÷oca-÷ola, Diet ÷oke,
Sprite and Fanta Marge investments in brand promotions sells its products in
more than 200 countries ÷ompany also owns bottled water production and
still beverage facilities as well as a facility that manufactures juice
concentrates.
Ê These three segments are Matin America, East, South Asia, and Pacific Rim
and Bottling investments.
Ê  Return on total assets increases over the period consistently 2005, 06, 07
15.47%, 16.55%, and 16.95% respectively.
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u Negative publicity in India
u Inventory turnover decreased by 13.29%
u  Return on equity decreased by 40.50%
u" Sluggish performance in North America
u* ÷oca-÷ola͛s performance in North America was far from robust
u+ ÷ollection form debtors decreased by 15.68%
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Ê Brand equity/image & recognition.
Ê Product distribution and worldwide network.
Ê  Solid financial performance.
Ê" ne of the world's most recognized brand.
Ê* Product diversification (water, juices, soft drinks, sport drinks, etc).
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u ÷ustomer concentration, particularly in the US (Wal-Mart accounts for
more of ÷oca ÷ola's business in the US).
u  A lot of loyal Pepsi customers are not enough loyal ÷oca ÷ola customers
u" Does not enjoy the number one position in India, Pakistan.
‘!

! Possible growing demand.
! Expansion ʹ Reaching all segments.
!  Globalization.
!" ÷atering to Health ÷onsciousness of People.
!* Bottled water growth.
!+ Acquisitions of smaller players.
‘¦ ‘
‘¦. Health Drinks ʹ Fruit Juice ÷ompanies.
¦ Key competitors (Pepsi, etc).
¦  ÷ommodity prices growth.
¦" Image perception in certain parts of the worldÀ
¦* Smaller, more nimble operators/players.

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‘Ê 
 At ÷oca ÷ola they're committed to achieving business and financial
success while leaving a positive imprint on society ʹ delivering what it call
Performance with Purpose.

 ÷oca-÷ola's mission is to be the world's premier consumer Products

÷ompany focused on convenient foods and beverages. it seek to produce
financial rewards to investors as it provide opportunities for growth and
enrichment to its employees, its business partners and the communities in
which it operate. And in everything it do, it strive for honesty, fairness and
integrity.
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 ÷oca cola ÷o responsibility is to continually improve all aspects of the
world in which we operate ʹ environment, social, economic ʹ creating a
better tomorrow than today."
‘ ÷oca-÷ola's vision is put into action through programs and a focus on
environmental stewardship, activities to benefit society, and a commitment to build
shareholder value by making ÷oca cola ÷o a truly sustainable company.
^‘ ‘Ê ‘&
 
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The SPA÷E matrix is a management tool used to analyze a company. It is
used to determine what type of a strategy a company should undertake. The
Strategic Position & Action Evaluation matrix or short a SPA÷E matrix is a
strategic management tool that focuses on strategy formulation especially
as related to the competitive position of an organization.
The SPA÷E matrix can be used as a basis for other analyses, such as the
SWT analysis, B÷G matrix model, industry analysis, or assessing strategic
alternatives (IE matrix).
The SPA÷E matrix calculates the importance of each of these dimensions and
places them on a ÷artesian graph with X and Y coordinates.
The following are a few model technical assumptions:
‘
‘‘
- By definition, the ÷A and IS values in the SPA÷E matrix are plotted
on the X axis. -÷A values can range from -1 to -6. - IS values can take
+1 to +6.
-The FS and ES dimensions of the model are plotted on the Y axis. -
ES values can be between -1 and -6. - FS values range from +1 to +6.
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