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Coca-Cola Co.
Presented by: Carter Vaillancourt, Megan Land, and Emily Michaud UMFK, 2013
Overview
1. Company Overview
A brief history about Coca Cola Existing Mission and Vision Statement Existing Objectives and Strategies New Mission and Vision Statement Industry Analysis Current Opportunities and Threats CPM Matrix EFE Matrix Organizational Structure Strengths and Weaknesses Financial Condition IFE Matrix
4. Strategy Formation
SWOT matrix Space Matrix BCG Matrix Grand Strategy Matrix Matrix Analysis QSPM Matrix
2. External Audit
Strategies
EPS/EBIT Projected Financials
6. Implementation
3. Internal Assessment
7. Evaluation
Balanced Score Card
8. Coca-Cola Update
In 1886 is when Atlanta pharmacist created the first Coca-Cola mixture out various ingredients, where he then put it up for sale for 5 cents a glass
Due to beverage companies copying CocaCola they began to manufacture the contour bottle in 1916 19051918
In 1943, during WWII General Eisenhower requested 10 bottle plants to be shipped to them overseas, which then created an overseas business.
In 1985, was the release of a new taste for Coca-Cola, the first change in formulation in 99 years. It wasnt long until they changed to their original
18861892 18931904
19411959 19191940 In the 1928 Olympics located in Amsterdam, CocaCola traveled with the team and began global expansion 19601981
19821890 19901999
1984 is when Joseph Biedenharn was hired to be the first to put the Coca Cola in bottles
After 70 years, Coca-Cola added new flavors: Fanta, originally developed in the 1940s and introduced in the 1950s; Sprite followed in 1961, with TAB in 1963 and Fresca in 1966
New beverages joined the Company's line-up, including Powerade sports drink, Qoo children's fruit drink and Dasani bottled water
Driving global beverage leadership Accelerate innovation Leverage our balanced geographic portfolio
External Audit
60
50
40
30
20
10
Opportunities
1) 2) 3) 4) 5) 6) 7) 8) 9) Spurring demand for energy drinks, especially in the US where estimates show about 2 billion. Approximately 85% of the companys unit case volume is delivered in recyclable bottles and cans, and the company targets to recover at least 50% of the equivalent bottles and cans sold worldwide. Bottled water drinking has increased 11%. European and China market show large potential to grow by an estimated amount of 7%. Has the option, but no obligation, to assist bottlers with promotional and marketing activities ($5 billion in 2010). 55 billion beverage servings are consumed worldwide each day Global beverage industry is expected to grow from a valued $1.4 trillion in 2008, to $1.6 trillion by 2013. India currently only consumes 11 8oz servings of Coca Cola per person per year. The non-alcoholic ready to drink(NARTD) beverage industry is expected to grow by 50 billion unit cases by 2020.
Threats
1)
2)
3) 4)
5) 6) 7) 8) 9)
Increasing preference for non carbonated healthy drinks. The Coca Cola soda saw a 5% volume declines respectively in the carbonated soda brands category. With rising obesity rates of 35.7% for adults and 17% for youth in the U.S. alone, health concerns may cause reduced consumption of sugar sweetened beverages, impacting profitability. Water is the main and most significant ingredient in beverages, quality and abundance of water is scarce worldwide, where 70% is used for agriculture and irrigation. With $24.5 billion in net operating revenue generated from international markets, and operating in over 200 countries, unstable economic conditions in foreign countries can dramatically decrease revenues. The primary beverage of Coca Cola is sparkling beverages, the most popular drinks consumed worldwide, in their respective order, are water, tea, and beer. Changes in currency rates. Coca-cola uses 74 functional currencies in 2010. In 2010 had approximately 18,600 associates represented by labor unions. PEP operating income and revenues both exceeded KO's by .85 Billion and 7.67 Billion respectively. They are strong competitors in the market PepsiCo dominated North America with sales of US $22billion,while Coca-Cola only had about US $7billion.
CPM
KO
Critical Success factors Weights 0.0 to 1.0 Advertising Product Quality Price Competitiveness Finanical Position Customer Loyalty Global Expansion Market Share Organization Structure 0.08 0.12 0.10 0.10 0.14 0.11 0.07 0.06 Rating 1 to 4 4 4 4 3 4 4 3 4 0.32 0.48 0.4 0.30 0.56 0.44 0.21 0.24 Weighted Score Rating 1 to 4 3 3 3 4 3 3 4 3 0.24 0.36 0.3 0.40 0.42 0.33 0.28 0.18
NSRGY
Weighted Score Rating 1 to 4 4 3 4 3 4 3 3 3
PEP
Weighted Score
Customer Service
Production Capacity Employee Dedication Totals
0.08
0.10 0.04 1.00
4
4 3
0.32
0.40 0.12
3
3 4
0.24
0.30 0.16
3
4 3
0.24
0.40 0.12
3.79
3.21
3.42
EFE
Key External Factors Opportunities This is spurring demand for energy drinks, especially in the US which according to the latest industry estimates is about 2 billion Approximately 85% of the companys unit case volume is delivered in recyclable bottles and cans, and the company targets to recover at least 50% of the equivalent bottles and cans sold worldwide Bottled water drinking has increased 11%. European and China market show large potential to grow, growing into these divisions more will help the revenue sales Has the option, but no obligation, to assist bottlers with promotional and marketing activities ($5 billion in 2010). 55 billion beverage servings are consumed worldwide each day Global beverage industry is expected to grow from a valued $1.4 trillion in 2008, to $1.6 trillion by 2013 India currently only consumes 11 8oz servings of KO per person per year The non-alcoholic ready to drink(NARTD) beverage industry is expected to grow by 50 billion unit cases by 2020 Threats Increasing preference for non carbonated healthy drinks. The Coca Cola soda saw a 5% volume declines respectively in the carbonated soda brands category With rising obesity rates of 35.7% for adults and 17% for youth in the U.S. alone, health concerns may cause reduced consumption of sugar sweetened beverages, impacting profitability. Water is the main and most significant ingredient in beverages, quality and abundance of water is scarce worldwide, where 70% is used for agriculture and irrigation With $24.5 billion in net operating revenue generated from international markets, and operating in over 200 countries, unstable economic conditions in foreign countries can dramatically decrease revenues The primary beverage of Coca Cola is sparkling beverages, the most popular drinks consumed worldwide, in their respective order, are water, tea, and beer Changes in currency rates. Coca-cola uses 74 functional currencies in 2010 In 2010 had approximately 18,600 associates represented by labor unions PEP operating income and revenues both exceeded KO's by .85 Billion and 7.67 Billion respectively. They are strong competitors in the market PepsiCo dominated North America with sales of US $22billion,while Coca-Cola only had about US $7billion Totals 0.06 4 0.24 Weights 0.0 to 1.0 Rating 1 to 4 Weighted Score
3 2 2 2 3 3 2 3
0.06
0.18
0.06
0.12
0.09
0.18
0.07
0.21
4 2 2 4 4
2.85
Internal Audit
Ratio Analysis
Ratio (2010)
Liquidity Ratios Current Quick Leverage Ratios 1.17 1.02 1.11 0.89 1.29 1.03
Coca-Cola
Pepsi Nestle
0.57
1.35 0.45 20.43 2.38 0.48
0.68
2.19 0.94 9.23 3.03 0.85
0.44
0.78 0.12 41.25 5.12 0.98
Inventory Turnover
Profitability Ratios Gross Profit Margin % EBT Margin % Net Profit Margin % Return on total assets % Return on Stockholder's equity %
13.25
63.86 40.56 33.63 19.42 38.09
17.15
54.05 14.23 10.93 11.7 33.27
13.84
58.21 34.69 31.2 27.56 49.17
Price-earnings ratio
Growth Ratios Sales Growth (5-years) Net Income Growth (5-years Average) Earnings per share Growth (5-year Average)
6.03
8.74% 19.37% 19.92%
15.35
12.18% 9.16%
5.43
3.80% 32.08%
10.35% 37.77%
Strengths
1) With revenues of $35,119,000 million, Coca-Cola is one of the largest beverage manufacturers globally. 2) Coca-Cola owns four of the worlds top five nonalcoholic sparkling beverage brands including Coca-Cola, Diet Coke, Sprite and Fanta. 3) Sold 25.5 billion cases of products in 2010 4) Accounted for 51% of U.S. unit case volume, and 50% of non-U.S. case volume for 2010 5) Has ownership interest in its bottling/distributing partners; 23% in Coca-Cola Hellenic, 32% in Coca-Cola FEMSA, and 30% in Coca-Cola Amatil. 6) Acquired Coca-Cola Enterprises, Inc., one of the major bottlers for Coca-Cola in North America which had $3.6 billion in revenues 7) In Eurasia and Africa, unit case volume increased 12% in 2010 8) Coca-Cola has more than 500 brands and 3,500 beverages and products. 9) Coca-Cola sells 1.7 Billion servings of beverages per day in over 200 countries. 10) Coca-Cola generated 9.5 billion in cash from operations in 2010, up 16% over 2009.
Weaknesses
1) 2) Weak performance in Europe achieving a 0% growth in 2010 Does not hold number 1 spot for either the water brand or the leading sports drink 3) Currently does not hold a snacks segment, where Pepsi Co. has a food division which creates for 60% of their total revenue. 4) Does not perform best in North America, only accounting for 31.7% in total revenue in 2010 5) Has a high number of current liabilities accounting for 18,508 million 6) Acquiring Coca-Cola Enterprises (CCE) resulted in assuming additional $7.9 billion in debt 7) Operating income for Europe operations decreased by $50 million in 2010 8) Interest expense increased $378 million mainly due to premiums paid on repurchasing long term debt 9) Common Stock Market Prices decreased between the first and second quarter in 2010 from $52.23 and $49.47 10) Other operating expenses grew to $5,959 million in 2010 from $5,699 million in 2009
IFE
Rating 1, 2, 3 or 4 3 or 4
Weighted Score
Internal Strengths With revenues of $35,119,000 million, Coca-Cola is one of the largest beverage manufacturers globally Coca-Cola owns four of the worlds top five nonalcoholic sparkling beverage brands including Coca-Cola, Diet Coke, Sprite and Fanta Sold 25.5 billion cases of products in 2010 Accounted for 51% of U.S. unit case volume, and 50% of non-U.S. case volume for 2010 Has ownership interest in its bottling/distributing partners; 23% in CocaCola Hellenic, 32% in Coca-Cola FEMSA, and 30% in Coca-Cola Amatil Acquired Coca-Cola Enterprises, Inc., one of the major bottlers for Coca-Cola in North America which had $3.6 billion in revenues In Eurasia and Africa, unit case volume increased 12% in 2010 Coca-Cola has more than 500 brands and 3,500 beverages and products Coca-Cola sells 1.7 Billion servings of beverages per day in over 200 countries Coca-Cola generated 8.5 billion in cash from operations in 2010, up 16% over 2009 Internal Weaknesses Weak performance in Europe achieving a 0% growth in 2010 Does not hold number 1 spot for either the water brand or the leading sports drink Currently does not hold a snacks segment, where Pepsi Co. has a food division which creates for 60% of their total revenue Does not perform best in North America, only accounting for 31.7% in total revenue in 2010 Has a high number of current liabilities accounting for 18,508 million Acquiring Coca-Cola Enterprises (CCE) resulted in assuming additional $7.9 billion in debt Operating income for Europe operations decreased by $50 million in 2010 Interest expense increased $378 million mainly due to premiums paid on repurchasing long term debt Common Stock Market Prices decreased between the first and second quarter in 2010 from $52.23 and $49.47 Other operating expenses grew to $5,959 million in 2010 from $ 5,699 million in 2009 Totals
4 4 3 3
0.05 0.09 0.04 0.06 0.05 0.06 1 or 2 0.02 0.06 0.07 0.03 0.02 0.07 0.03 0.03 0.02 0.02 1
3 4 3 4 3 3 1 2 1 1 2 1 1 2 2 2
0.15 0.36 0.12 0.24 0.15 0.18 0.02 0.12 0.07 0.03 0.04 0.07 0.03 0.06 0.04 0.04
2.71
Strategy Formation
SWOT Matrix
ST Strengths
1. Create a line of energy drinks to meet a growing demand of those products. (S8, S9, S10, O1, O9) 2. Increase marketing in Latin America. (S8, S9, S10, O6, O7, O9)
Opportunities WO
1. Increase sports drink product sales through sponsorship of collegiate sports. (W2, W4, O1, O6, O9) 2. Increase marketing in Europe. (W1, O4, O6) 3. Take advantage of the increasing demand for bottled water by creating flavored water drops. (W2, O3, O6, O9)
ST
1. Diversify beverage line by offering alcoholic beverages. (S1, S8, S9, T5)
2. Increase R&D spending to research production methods to ensure that we are utilizing resources in the most efficient manner. (S1, S10, T3)
WT
1.Create a lower calorie sports drink line to promote healthy drinking habits while still providing the essential electrolyte balance. (W2, W4, T1, T2) 2. Diversify products by entering the healthy snack/snack food market. (W3, T2)
Threats
Weaknesses
Space Matrix
Financial Strength 1 Cash Flow Price Earnings 2 Ratio 3 Earnings per Share 4 Working Capital 5 Liquidity 6 Net Income 7 Return on Assets Financial Strength Average Ratings 5.0 3.0 5.0 7.0 6.0 6.0 4.0 5.14 Industry Strength 1 Profit Potential 2 Financial Stability Resource 3 Utilization Productivity, Capacity 4 utilization 5 Market Entry 6 Growth Potential 7 Extent Leveraged Industry Strength Average Competitive Advantage 1 Market Share Product 2 Quality Customer 3 Loyalty Capacity 4 Utilization Technologically 5 Advanced Global 6 Expansion Product Life 7 Cycle Competitive Advantage Average Rating 6.0 7.0
6
FS
Aggressive
5
Conservative
Environmental Stability Rating Rate of 1 Inflation -5.0 Barriers to Enter 2 the Market -4.0 Competitive 3 pressure -2.0 Price 4 Elasticity -4.0 Demand 5 Variability -4.0 Price Range of Competing 6 Products -4.0 Ease of Exit from 7 Market -6.0 Environmental Stability Average -4.14
Rating
C -1.0 S
-3.0 -2.0 -2.0 -3.0 -1.0 -3.0
-6
-5
-4
-3
-2
-1 1 2 3 4 5
IS
Defensive
Competitive
ES
2.43 1.00
X Coordinate Y Coordinate
-2.14
BCG Matrix
Segments North America Pacific Revenue $11,205.00 $5,271.00 %rev 39.45% profit $1,520.00 %pft 15.31% Relative Market Share Industry Growth Rate (%) 1.00 4.40%
18.56%
$2,048.00
20.63%
1.00
5.60%
Europe
Latin America Eurasia & Africa Total
$5,249.00
$4,121.00 $2,556.00 $28,402.00
18.48%
14.51% 9.00% 100.00%
$2,976.00
$2,405.00 $980.00 $9,929.00
29.97%
24.22% 9.87% 100.00%
1.00
1.00 1.00
5.30%
6.00% 6.50%
BCG Continued
Quadrant II 1. Market development 2. Market penetration 3. Product development 4. Horizontal integration 5. Divestiture 6. Liquidation
Quadrant I 1. Market development 2. Market penetration 3. Product development 4. Forward integration 5. Backward integration 6. Horizontal integration 7. Related diversification
Matrix Analysis
Alternative Strategies IE SPACE GRAND BCG COUNT Forward Integration Backward Integration x x x x X X 3 3
x x x
x x x
X X X
3 3 3
x x x
x x
3 2 1
Strategy Evaluation
Integration Strategies We have integrated into many suppliers prior to 2010 We recently purchased CCE which helps integrate our bottling and marketing Product and Market Development We are highly established worldwide prior to 2010 Market Penetration We are currently in 200 different countries prior to 2010 Unrelated or Related Diversification We dont offer a food segment (Unrelated) None of our main competitors offer an alcoholic beverage (Related)
QSPM
Quantitative Strategic Planning Matrix-QSPM
Create a lower calorie sports drink line/ while still providing essential electrolyte balance.
Weigh t AS 1 to 4 0.06 0.04 0.04 0.04 0.05 0.06 0.05 0.04 0.05 4
Diversify Diversify beverage line products by by offering entering the alcoholic healthy beverages. snack/snack food market.
Key factors External Opportunities 1. There is spurring demand for energy drinks, especially in the US which according to the latest industry estimates is about 2 billion 2. Approximately 85% of the companys unit case volume is delivered in recyclable bottles and cans, and the company targets to recover at least 50% of the equivalent bottles and cans sold worldwide. 3. Bottled water drinking has increased 11%. 4. European and China market show large potential to grow, growing into these divisions more will help the revenue sales. 5. Has the option, but no obligation, to assist bottlers with promotional and marketing activities ($5 billion in 2010). 6. 55 billion beverage servings are consumed worldwide each day 7. Global beverage industry is expected to grow from a valued $1.4 trillion in 2008, to $1.6 trillion by 2013. 8. India currently only consumes 11 8oz servings of KO per person per year. 9. The non-alcoholic ready to drink(NARTD) beverage industry is expected to grow by 50 billion unit cases by 2020.
Threats
TAS
AS 1 to 4
TAS
AS 1 to 4
TAS
0.24
0.12
1. Increasing preference for non carbonated healthy drinks. The Coca Cola soda saw a 5% volume declines respectively in the carbonated soda brands category. 2. With rising obesity rates of 35.7% for adults and 17% for youth in the U.S. alone, health concerns may cause reduced consumption of sugar sweetened beverages, impacting profitability. 3. Water is the main and most significant ingredient in beverages, quality and abundance of water is scarce worldwide, where 70% is used for agriculture and irrigation. 4. With $24.5 billion in net operating revenue generated from international markets, and operating in over 200 countries, unstable economic conditions in foreign countries can dramatically decrease revenues. 5. The primary beverage of Coca Cola is sparkling beverages, the most popular drinks consumed worldwide, in their respective order, are water, tea, and beer. 6. Changes in currency rates. Coca-cola uses 74 functional currencies in 2010. 7. In 2010 had approximately 18,600 associates represented by labor unions 8. PEP operating income and revenues both exceeded KO's by .85 Billion and 7.67 Billion respectively. They are strong competitors in the market 9. PepsiCo dominated North America with sales of US $22billion,while Coca-Cola only had about US $7billion.
total should be 1.0
2 2 1
0.28
1 1
0.05 0.08
4 4
0.2 0.32
2 2
0.1 0.16
QSPM (2)
Create a lower calorie sports drink line/ while still providing essential electrolyte balance.
Strengt hs 1. With revenues of $35,119,000 million, Coca-Cola is one of the largest beverage manufacturers globally. 2. Coca-Cola owns four of the worlds top five nonalcoholic sparkling beverage brands including Coca -Cola, Diet Coke, Sprite and Fanta. 3. Sold 25.5 billion cases of products in 2010 4. Accounted for 51% of U.S. unit case volume, and 50% of non-U.S. case volume for 2010 5. Has ownership interest in its bottling/distributing partners; 23% in Coca-Cola Hellenic, 32% in Coca-Cola FEMSA, and 30% in Coca-Cola Amatil. 6. Acquired Coca-Cola Enterprises, Inc., one of the major bottlers for Coca-Cola in North America which had $3.6 billion in revenues 7. In Eurasia and Africa, unit case volume increased 12% in 2010 8. Coca-Cola has more than 500 brands and 3,500 beverages and products. 9. Coca-Cola sells 1.7 Billion servings of beverages per day in over 200 countries. 10. Coca-Cola generaged 8.5 billion in cash from operations in 2010, up 16% over 2009. Weaknesses 1. Weak performance in Europe achieving a 0% growth in 2010. 2. Does not hold number 1 spot for either the water brand or the leading sports drink. 3. Currently does not hold a snacks segment, where Pepsi Co. has a food division which creates for 60% of their total revenue. 4. Does not perform best in North America, only accounting for 31.7% in total revenue in 2010. 5. Has a high number of current liabilities accounting for 18,508 million 6. Acquiring Coca-Cola Enterprises (CCE) resulted in assuming additional $7.9 billion in debt 7. Operating income for Europe operations decreased by $50 million in 2010 8. Interest expense increased $378 million mainly due to premiums paid on repurchasing long term debt 9. Common Stock Market Prices decreased between the first and second quarter in 2010 from $52.23 and $49.47. 10. Other operating expenses grew to $5,959 million in 2010 from $ 5,699 million in 2009. total should be 1.0
1 2 2
0.28
2 2 3 3
3 3 2
0.24
4 3 2 3
2.28
2.25
2.82
Strategic Fit
Competitive Risks Pepsi Co. and Nestle currently have market share in the Food Industry Funding Aggressive Growth Market Capitalization of 190 billion Current Assets exceed current liabilities by over 3 billion Strong Brand Utilization Moving into the food industry and having very strong customer loyalty, customers will be drawn to new products
Kellogg Company
Currently located in 180 different countries Sales totaled 12.4 billion in 2010 Includes brands such as: Special K, Cheez-It, Pringles, Keebler, Austin, Famous Amos, and Townhouse Crackers Food Consumer Products Industry Kellogg's is ranked number 2, behind Pepsi Co. and ahead of General Mills
3-Year Goals
In 3 Years - Acquire ownership of Kellogg Company by the end of 2013 - Expand Healthy Food choices through acquisition
Year 1: Begin Acquisition Process with Kellogg Company Year 2: Attain Ownership of Kellogg Company Year 3: Begin Marketing and Sales with Kellogg Company
Strategic Implementation
9,755
EPS/EBIT
Assumptions
Capital Needed 6,000,000,000 EBIT Range $7 bil. - $15 bil. Interest Rate 4% Tax Rate 16% Stock Price (Dec. 31, 2010-year end) 30.86 Current Shares Outstanding (Basic) 2,308,000,000 CS Shares needed 194,426,442
EPS
1.99
2.84
4.26
EPS
2.08
3.00
4.54
EPS/EBIT Continued
Assumptions
Stock needed Debt needed Interest CS shares needed
90% Stock - 10% Debt Financing Recession Normal EBIT 7,000,000,000 10,000,000,000
Boom 15,000,000,000
Boom 15,000,000,000
7,000,000,000 10,000,000,000
Interest 24,000,000 24,000,000 24,000,000 EBT 6,976,000,000 9,976,000,000 14,976,000,000 Taxes 2,023,040,000 2,893,040,000 4,343,040,000 EAT 4,952,960,000 7,082,960,000 10,632,960,000 # of Shares 2,482,983,798 2,482,983,798 2,482,983,798 EPS 1.99 2.85 4.28
Interest 216,000,000 216,000,000 216,000,000 EBT 6,784,000,000 9,784,000,000 14,784,000,000 Taxes 1,967,360,000 2,837,360,000 4,287,360,000 EAT 4,816,640,000 6,946,640,000 10,496,640,000 # of Shares 2,327,442,644 2,327,442,644 2,327,442,644 EPS 2.07 2.98 4.51
Cash Used
Interest (estimate) Tax Rate Stock Price (Dec. 31, 2010 - year end) Additional Interest Dividends Paid $1.83 per share
4,000,000,000
4% 16% 30.86 240,000,000 4,223,640,000
Projected Income Statement (in millions) Total Revenue Cost of Revenue Gross Profit Operating Expenses Research and Development Selling General & Administrative Nonrecurring Others Total Operating Expenses Operating Income or Loss Income from Continuing Operations Total Other Income/Expense Net EBIT Interest Expense Income Before Tax Income Tax Expense Consolidated Net Income Less: Non-Controlling Interests Net Income
Basic EPS Diluted EPS Basic Average Shares Outstanding Diluted Average Shares Outstanding Dividends Per Share
2010 35,119 12,693 22,426 13,977 8,449 5,502 14,976 733 14,243 2,384 11,859 50 11,809
5.12 5.06 2,308 2,333 1.76
2011 52,784 15% increase, plus Kelloggs 12,397 21,324 % of revenue, plus Kelloggs 7,108 31,460 17,276 Add Kelloggs 3,299 14,184 6,052 10% increase 20,236 1,221 Add Kelloggs 248, add 240 from financing 19,015 3,042 16% tax rate 15,973 50 Same 15,923
6.90 6.82 2,308 2,333 1.83
Same Same
Goodwill
Intangible Assets Accumulated Amortization Other Assets Deferred Long-term Asset Charges Total Assets -
4,224
8,604
11,665
15,244 -
15,876
18,696 -
1,976 48,671
2,121 72,921
2,989 90,892
63.86
38.09
59.60
38.07
Strategic Evaluation
Balanced Scorecard
Area of Objectives Customers 1 Brand Identity 2 Satisfaction Employees 1 Employee Moral Measure or Target Time Expectation Primary Responsibility
Yearly Yearly
Yearly Yearly
2 Service Training # of seminars Operations 1 Diversify product line Acquire Kelloggs Company Business Ethics 1 Ethics Training # of ethics training sessions 2 Recycling Recycle 50% of total wastes Financial 1 Revenues Increase by 50% each year Better than 2 Ratio Analysis competitors/industry Avg.
Yearly Yearly
Yearly Yearly
Update
Update
Currently serving 3,500 products worldwide Global volume growth in the first quarter of 2013 was 4% On Earth Day Coca Cola donated more than 55,000 recycling bins to parks, schools, colleges, and homes in a 115 communities across the US 63,290,877 likes on Facebook Coca Cola Rewards program is now offered
Stock Performance