A Summer Internship Project Report

On

“A STUDY ON AVAILABILITY OF VARIOUS

COCA-COLA PRODUCTS AT RETAILER LEVEL
IN EAST ZONE OF AHMEDABAD”
In partial fulfilment of the requirements of Summer Internship in the Post Graduate Diploma
Program of N.R. Institute of Business Management

N. R. Institute of Business Management (NRIBM-PGDM)

Under the guidance of

Dr. Jasmin Padiya (Associate Professor)

Prof. Deepa Khatwani (Assistant Professor)

Submitted by

Sachin Joshi
R.No. - 1722
Batch -2017-2019

I
 NR Institute of Business Management- PGDM
Opp, Law Garden, Ellisbridge , Ahmedabad – 380006, India
Phone : 26447636 Fax: 26445958
Website: www.nribm.org

CERTIFICATE
This is to certify that Mr. Sachin Joshi Roll No. 1722 student of NR Institute of Business
Management- PGDM have successfully completed his Summer Internship Project on “A
Study On Availability Of Various Coca Cola Products At Retailer Level In East Zone Of
Ahmedabad” in partial fulfillment for the requirements of the PGDM programme.

This is their original work and has not been submitted elsewhere.

_________________ Dr. Jasmin Padiya

Dr. Hitesh Ruparel (Associate professor)

Director Prof. Deepa Khatwani

(Assistant Professor)

(Name of Internal Guide)

II & Designation
 PREFACE
In summer the consumption of soft drinks is more due to hot weather in this time chilled
weather is needed everywhere and everybody irrespective of age difference. In the market
peoples not only need water, but they want some taste too. Here comes the need of soft drinks:
it has become an essential part of market as people like it in addition to the bottles, now days
packages of soft drinks i.e. Tin cans, Pet packs of i.e. Litters canisters and dispensers are
introduced to enhance the impact in sales.

The Post Graduate Diploma curriculum is designed in such a way that student can grasp
maximum knowledge and can get practical exposure to the corporate world in minimum
possible time. Business schools of today realize the importance of practical knowledge over
the theoretical base.

The research report is necessary for the partial fulfilment of Post graduate’s curriculum and it
provides an opportunity to the student in understanding the industry with special emphasis on
the development of skills in analysing and interpreting practical problems through the
application of management theories and techniques. It is a new platform of learning through
practical experience, which incorporates survey and comparative analysis. It gives the learner
an opportunity to relate the theory with the practice, to test the validity and applicability of his
classroom learning against real life business situations.

III
 Acknowledgement
Co-operation and building up of moral are the essence of success. These are two factors that
go a long way in achieving it. It is a Herculean task, which lacks these two determinants of
success. It was an opportunity and great pleasure for me to be in such an environment and
having interaction with concerned people.

I express my hearty respect and thanks to Mr. Satpal Chawala for his informative and detailed
guidance for the completing and evaluating of this project.

Dr. Jasmin Padiya and Prof. Deepa Khatwani, Faculty of PGDM Program Ahmedabad, who
is in the role of my Faculty Guide, left no stone unturned in guiding me along the course of my
Summer Training Project work.

I am grateful to them those given me this opportunity to work on such type of project, without
their support, it is not possible for me to complete the project.

Finally, to my parents, for all the take and care with which they overwhelmed me through these
long months of creation.

I sincerely hope that my first venue in this field is appreciated. Offering thanks.

Sachin Joshi

Ahmedabad

IV
 Executive Summary
This report has been prepared with a specific purpose in mind. It outlines the history and current
scenario of the Coca-Cola Company globally and locally. The first part of the study takes us
through the present state of affairs of the beverage industry and Coca-Cola Company globally.

The report contains a brief introduction of Coca Cola Company and Coca-Cola India and a
detailed view of the tasks, which have been undertaken to analyze the market of Coca-Cola i.e.
I have performed Competitive, PESTLE and SWOT analysis of Coca-Cola India in order to
identify areas of potential growth for Coca-Cola.

The main objective of this project report is to analyze the range selling of the various coca cola
products with special focus on RGB in Ahmedabad (East). The study also aims to perform
Market Analysis of Coca-Cola Company and find out the different factors which is effecting
to the retailers to keep various stock keeping units and returnable glass bottles Apart from these
objectives this study is also conducted to understand the retailer’s preferences towards various
beverage companies.

The study is conducted through primary and secondary data and the sample size is 150
respondents. Time budget of the study is 2 months. This project will help the company to
increase the stock keeping units and the study is also focused on the availability of stock so as
to increase the sales growth of the company.

Hypothesis test is conducted in the research project, chi-square test and one sample test are
conducted to show the relationship between keeping stock of coca cola and importance level
of reasons and the significance of beverages sales of the outlet and type of outlet.

Some of the major findings from the study are as Profit margin and customer’s demand is the
most important reason why the retailers prefer to keep coca cola products. Majority of the
outlets wants more schemes so as to get more profit. Sharing pack is the most preferred segment
in coca cola followed by single serve and multi serve.750ml size of SKU is the most preferred
range of the outlets in east zone of Ahmedabad followed by 200ml.

Some suggestions for the company which I have observed from the study are as, Company
could provide various schemes on less selling SKUs so as to increase the must selling brand
flavours. Eat and Drink outlets are having more beverages sales as compared to Convenient
and Grocery so company should tie up with restaurants and hotels and provide special discount
on food to the customers.

V
 Table of Contents

Chapter Topics Page

No no.
1 Introduction to Industry 1

A brief insight- the FMCG industry in India

The FMCG sector consists of the following categories:
 Personal Care
 Household Care
 Branded and Packaged foods and beverages
 Spirits and Tobacco

BEVERAGE INDUSTRY IN INDIA 3

 Market size and growth
 Market Composition
 PESTEL analysis of beverage Industry
 Major Players in Beverages Industry
 Porter’s FIVE FORCES MODEL

COMPANY PROFILE 15
 Fact sheet of the company
 History
 Manifesto for growth
 Mission
 Vision for sustainable growth

HINDUSTAN COCA-COLA BEVERAGESPRIVATE 19

LIMITED (HCCBPL)

VI
  About the Company
 SWOT Analysis of COCA-COLA
 Product Profile

2 LITERATURE REVIEW 36

3 RESEARCH METHODOLOGY 42

 Objectives of the Study

 Sampling unit
 Sample size
 Sampling Technique
 Data Collection Instrument
 Primary Data
 Secondary Data
 Research Instruments
 Time Budget
 Scope of Study
 Beneficiaries of study

4 DATA PRESENTATION, ANALYSIS AND 44

INTERPRETATION

 Charts & Tables

 Hypothesis testing
 Interpretation

5 FINDINGS 80

6 RECOMMENDATIONS 81

7 CONCLUSION 82

BIBLIOGRAPHY 83

ANNEXURE ( QUESTIONNAIRE) 85

VII
Index of Tables and Graph

Table Particulars Page

no no.

1 Stock of Coca Cola 44

2 Importance level of reasons of keeping Coca Cola’s stock 45

3 Reasons for keeping stock of coca cola 46
4 Most preferred segment of Coca Cola product line 47
5 Most selling size of SKU of Coca Cola 48
6 Reason of selecting particular size of SKU 49

7 Preference of SKUs for Particular brands of the Coca Cola company 50

8 Availability of RGB 51

9 Issues while selling RGB 52

10 Challenges retailers face while selling RGB 53

11 Most preferred brand in RGB 54

12 Reaction of retailers towards RGB 55

13 200ml RGB replacement with 200ml PET bottle 56

14 Worthiness of rate of 200ml bottle which is available at Rs.14 57

15 Beverage sales of the outlet per day (in Cases) 58

16 Type of outlet 59

VIII
Chapter 1

Industry Profile

1.1 A BRIEF INSIGHT- THE FMCG INDUSTRY IN INDIA

Fast Moving Consumer Goods (FMCG), also known as Consumer Packaged Goods (CPG) are
products that have a quick turnover and relatively lows cost. Consumers generally put less
thought into the purchase of FMCG than they do for other products. The Indian FMCG industry
witnessed significant changes through the 1990s. Many players had been facing severe
problems on account of increased competition from small and regional players and from slow
growth across its various
product categories. As a
result, most of the companies
were forced to revamp their
product, marketing,
distribution and customer
service strategies to
strengthen their position in the
market. By the turn of the 20th
century, the face of the Indian
FMCG industry had changed significantly. With the liberalization and growth of the Indian
economy, the Indian customer witnessed an increasing exposure to new domestic and foreign
products through different media, such as television and the Internet. Apart from this, social
changes such as increase in the number of nuclear families and the growing number of working
couples resulting in increased spending power also contributed to the increase in the Indian
consumers' personal consumption. The realization of the customer's growing awareness and
the need to meet changing requirements and preferences on account of changing lifestyles
required the FMCG producing companies to formulate customer-centric strategies. These
changes had a positive impact, leading to the rapid growth in the FMCG industry. Increased
availability of retail space, rapid urbanization, and qualified manpower also boosted the growth
of the organized retailing sector. HLL led the way in revolutionizing the product, market,
distribution and service formats of the FMCG industry by focusing on rural markets, direct
distribution, creating new product, distribution and service formats.

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The FMCG sector also received a boost by government led initiatives in the 2003 budget such
as the setting up of excise free zones in various parts of the country that witnessed firms moving
away from outsourcing to manufacturing by investing in the zones. Though the absolute profit
made on FMCG products is relatively small, they generally sell in large numbers and so the
cumulative profit on such products can be large. Unlike some industries, such as automobiles,
computers, and airlines, FMCG does not suffer from mass layoffs every time the economy
starts to dip. A person may put off buying a car but he will not put off having his dinner. Unlike
other economy sectors, FMCG share float in a steady manner irrespective of global market dip,
because they generally satisfy rather fundamental, as opposed to luxurious needs.

1.2 The FMCG sector consists of the following categories:

Personal Care
-Oral care, Hair care, Wash (Soaps), Cosmetics and Toiletries, Deodorants and Perfumes, Paper
products (Tissues, Diapers, Sanitary products) and Shoe care; the major players being;
Hindustan Lever Limited, Godrej Soaps, Colgate, Marico, Dabur and Procter & Gamble.
Household Care
- Fabric wash (Laundry soaps and synthetic detergents), Household cleaners
(Dish/Utensil/Floor/Toilet cleaners), Air fresheners, Insecticides and Mosquito repellents,
Metal polish and Furniture polish; the major players being; Hindustan Lever Limited, Nirma
and Ricket Colman.

Branded and Packaged foods and beverages

- Health beverages, Soft drinks, Staples/Cereals, Bakery products (Biscuits, Breads, Cakes),
Snack foods, Chocolates, Ice-creams, Tea, Coffee, Processed fruits, Processed vegetables,
Processed meat, Branded flour, Bottled water, Branded rice, Branded sugar, Juices; the major
players being; Hindustan Lever Limited, Nestle, Coca-Cola, Cadbury, Pepsi and Dabur.
Spirits and Tobacco
; The major players being; ITC, Godfrey, Philips and UB

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1.3 BEVERAGE INDUSTRY IN INDIA
In India, beverages form an important part of the lives of people. It is an industry, in which the
players constantly innovate, in order to come up with better products to gain more consumers
and satisfy the existing consumers.

BEVERAGES

NON-
ALCOHOLIC
ALCOHOLIC

COFFEE, TONIC
FRUIT JUICE COLA
TEE WATER

3
BEVERAGES IN INDIA

The beverage industry is vast and there various ways of segmenting it, so as to cater the right
product to the right person. The different ways of segmenting it are as follows:
 Alcoholic, non-alcoholic and sports beverages.

 Natural and Synthetic beverages.

 In-home consumption and out of home on premises consumption.

 Age wise segmentation i.e. beverages for kids, for adults and for senior citizens.

 Segmentation based on the amount of consumption i.e. high levels of consumption and
low levels of consumption.

If the behavioural patterns of consumers in India are closely noticed, it could be observed that
consumers perceive beverages in two different ways i.e. beverages are a luxury and that
beverages have to be consumed occasionally. These two perceptions are the biggest challenges
faced by the beverage industry. In order to leverage the beverage industry, it is important to
address this issue so as to encourage regular consumption as well as and to make the industry
more affordable.
Four strong strategic elements to increase consumption of the products of the beverage industry
in India are:

 The quality and the consistency of beverages needs to be enhanced so that consumers
are satisfied and they enjoy consuming beverages.

 The credibility and trust needs to be built so that there is a very strong and safe feeling
that the consumers have while consuming the beverages.

 Consumer education is a must to bring out benefits of beverage consumption whether

in terms of health, taste, relaxation, stimulation, refreshment, well-being or prestige
relevant to the category.

 Communication should be relevant and trendy so that consumers are able to find an
appeal to go out, purchase and consume.

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  The beverage market has still to achieve greater penetration and also a wider spread of
distribution. It is important to look at the entire beverage market, as a big opportunity,
for brand and sales growth in turn to add up to the overall growth of the food and
beverage industry in the economy.

1.4 Market size and growth

According to research conducted by IMAGES Group – the publisher of Progressive Grocer

India – for The India Food Report 2016, the market for beverages in India is close to Rs 195,000
crore and is growing at 20–23 per cent. This growth rate will take the category at three-and-a-
half times of its present size by 2020. All constituting segments are witnessing a growth at a
healthy range of 20–25 per cent, which is the highest among all food groups. This growth can
be attributed to the fact that the market for beverages is getting more segmented and niche than
ever before. The expanding products range is majorly fueled by the food processing sector and
with the growth of the sector, the category is bound to carry forward the acceleration.

 Revenue in the "Food & Beverages" segment amounts to US$392m in 2018.

 Revenue is expected to show an annual growth rate (CAGR 2018-2022) of 22.8%
resulting in a market volume of US$890m in 2022.

1.5 Market Composition

The category can be divided into four broad segments – tea and coffee, occupying the largest
market share; juices and flavoured drinks; packaged drinking and flavoured water; and other
non-alcoholic drinks including soft drinks, cocoa, chocolate, etc. The lion’s share of tea and
coffee in the category confirms that it is still ruled by traditional beverages. India may be the
country with strong holds in tea and coffee in specific areas but combined together, they hold
a commanding section of the whole market.

Another traditional segment having a significant share is juices along with other canned and
bottled beverage options. In spite of large financial muscle powers and unparalleled distribution
advantage, the global beverage giants are able to hold just 5 per cent share in the category.
Content-wise, the products in this segment are synthetic and this could be the reason why they
will continue to remain a second option among traditional consumers.

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1.6 PESTEL ANALYSIS OF BEVERAGE INDUSTRY

PESTLE stands for Political, Economic, Social, Technological, Legal and Environmental. It
is a tool that helps the organizations for making strategies and to know the EXTERNAL
environment in which the organization is working and is going to work in the future.
Coca-Cola beverage, which is the leading manufacturer and distributor of non-alcoholic drinks
also need to undergo this PESTLE analysis to know about the external environment (especially
their competitors and the opportunities available) in order to keep pace with the fast growing
economy.

Political Analysis
Political factors are how far a government intervenes in the operations of the company. The
political factors may include tax policy, trade restrictions, environmental policy, laws imposed
on the recruiting labours, amount of permitted goods by the government and the service
provided by the government. Globally, Coca-Cola beverages being a non-alcoholic industry
falls under the FDA (Food and Drug Administration), it is an agency in the United States
Department of Health and Human Services. Its headquarters is in USA and it has started
opening offices in foreign countries as well. The job of the FDA is to check and certify whether
the ingredients used in the manufacturing of Coca-Cola products in the particular country is
meeting to the standards or not. In Coca-Cola the company takes all the necessary steps to
analyse thoroughly before introducing any ingredients in its products and get prior approval
from the FDA. The company also has to take into consideration of the regulation imposed by
FDA on plastic bottled products.
Apart from FDA the other political factors includes tax policies and accounting standards. The
accounting standards used by the company changes from time to time which have a significant
role in the reported results.
The company also is subjected to income tax policies according to the jurisdiction of various
countries. In addition to this, the company is also subjected to import and excise duties for
distribution of the products in the countries where it does not have the outsourcing units.
Moreover, if there is any unrest or changes in the government and any kind of protest by the
political activists may decline the demand for the products. Also the situations like the unsure

6
conditions prevailing in Iraq and escalation of the terrorist activities in these areas could affect
the international market of our product. It creates an inability for the company to penetrate in
the markets of such countries.

Economic Factors
The economic factors analyse the potential areas where the firm can grow and expand. It
includes the economic growth of the country, interest rates, exchange rates, inflation rates,
wage rates and unemployment in the country.
The company first analyses the economic condition of the country before venturing into that
country. When there is an economic growth in the country, the purchasing power among people
increases. It gives the company or the marketer a good chance to market the product. Coca-
Cola, in the past identified this correctly and rightly started its distribution across various
countries. The net operating profits for the company outside US stands at around 72%. Along
with this the company uses 63 various types of currencies other than US Dollar. Hence there is
a definite impact in the revenues due to the fluctuating foreign currency exchange rates. A
strong and weak currency tends to affect the exporting of the products globally.
Interest rates are the rate which is imposed on the company for the money they have borrowed
from government. When there is an increase in the interest rates, it may deter the company in
further investment as the cost for borrowing is higher. Coca-Cola uses derivative financial
instruments to cope up with the fluctuating interest rates. Inflation and wage rate go hand in
hand, when there is an increase in the inflation the employee demand for a higher wage rate to
cope up with the cost of living.
This comes as additional cost for the company which cannot be reflected in the price of the
final product as the competition and risk in this segment is higher. This is a threat in the external
environment faced by the company.

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Social Factors
Social factors are mainly the culture aspects and attitude, health consciousness among people,
population growth with age distribution, emphasis on safety. The company cannot change the
social factors but the company has to adjust itself to the changing society. The company adapts
various management strategies to adapt to these social trends.
Coca-Cola which is a B2C company, is directly related to the customer, so social changes are
the most important factors to consider. Each and every country has a unique culture and attitude
among the people. It is very important to know about the culture before marketing in a
particular country. Coca-Cola has about 3300+ products in their stable, when entering into a
country it does not introduce all the products. It introduces minimum number of products
according to the culture of the country and the attitude of the people.
Consumers and government are becoming increasingly aware of the public health
consequences, mainly obesity which is the second social factor in the soft drinks industry. It
inspired the company to venture into the areas of Diet coke and zero calorie soft drinks. The
problem of obesity is taken seriously among the youngsters who like to maintain a good
physique. Hence coke introduced dietary products for those youngsters who can enjoy coke
with zero calories. In one of the study it is said that “Consumer from the age groups 37 to 55
are also increasingly concerned with nutrition”. Since many are aware, they are concerned with
the longevity of their lives. This will affect the demand of the company in the existing product
and also is an opportunity to venture into new health and energy drinks industry.
Population growth rate and the age distribution is another social factor to be considered. It is
very important because non-alcoholic markets have most of its share from the children and
youngsters. Adults used to celebrate mostly with alcohol. The age distribution of the country
becomes important for the success of the product in a country.

Technological Factors
Technology plays a varied role in the soft drinks industry. The manufacturing and distribution
of the products is relatively a Low-Tech business, although the creation of a new product with
the perfect blend and taste is a science (an art in itself).
Technological contributions are most important in packaging. The company rely on their
bottling partners for a significant portion of their business. Nearly 83% of the worldwide 18
unit case volume is manufactured and distributed by their bottling partners in whom the
company does not have controlling power. Hence it is necessary for the company to maintain

8
a cordial relation with their bottling partners. If the company do not give ample support in
pricing, marketing and advertising then the bottling industry while increase their short term
profits, may become detrimental to the company.

The advancement in technology in the company has led to: Introduction of new ways for the
availability of Coca-Cola, it introduced general vending machines all over the world. In
products it led to the development of new products like Cherry Coke, Diet Coke etc. The
technical advancement in the bottling industries include, introduction of recyclable and non-
refillable bottles, introduction of cans which are trendy, stylish and popular among the
youngsters.

Legal Factors
The legal factors include discrimination law, customer law, antitrust law, employment law and
health and safety law. In Coca-Cola the business is subjected to various laws and regulation in
the numerous countries in which they do the business, the laws include competition, product
safety, advertising and labelling, container deposits, environment protection, and labor
practices.
In the US the products of the company is subjected to various acts like Federal Food, Drug and
Cosmetic Act, the Federal Trade Commission Act, Occupation Safety and Health Act, various
environment related acts and regulations, the production, distribution, sale and advertising of
all the products are subjected to various laws and regulations. Changes in these laws could
result in increased costs and capital expenditures, which affects the company profitability and
also the production and distribution of the products.
Various jurisdictions may adopt significant regulations in the additional product labelling and
warning of certain chemical content or perceived health consequences. These requirements if
become applicable in the future the company must be ready to accept and have necessary
changes in hand for the same.

Environment Factors
These factors include the environment such as the weather conditions and the seasons in which
people prefer to buy cool beverages. Also the company must follow the environmental issues
related to the product manufacturing, packaging and distributing in various countries.

9
It must adhere to the norms and market the product accordingly. Usage of renewable plastic in the
PET bottles is followed by the company strictly.

1.7 Major Players in Beverages Industry

Coca-Cola is one of the most respected brands in the world and it has long warded off the
competition with the use of a strong distribution strategy and equally strong marketing
messages. Coca-Cola has over a period of time used positive marketing to the best of its
advantage and has rarely been involved in negative marketing (which Pepsi does frequently).

1) Pepsi

Without a doubt one of the strongest coca cola competitors is Pepsi. One of the reasons these
brands fight tooth and nail is because both of them are very strong in their distribution and have
excellent marketing and sales policies. As a result, you will find that the maximum market
share is of these 2 brands – be it any country.

We love the rivalry between Coke and Pepsi so much, that we wrote an article on the top ads
showing the rivalry between Coke and Pepsi.

2) Nescafe

Some people love tea and others love Coffee. The USA itself is a major coffee drinking nation
and so are many others. And in Coffee, the one brand which has the top mindshare is Nescafe.
Nescafe is without a doubt a very strong coca cola competitor because of its superb taste and
fantastic distribution.

Nescafe is a product from the brand Nestle. Nestle is known for various brands like Maggi,
cerelac, various breakfast cereals and whatnot. As a result, Nescafe has a distribution setup
which is even larger then Coca-Cola because of the simple reason that Nescafe is also sold in
medical shops besides being sold in groceries or other markets.

10
3) Red Bull

Red Bull gives you wings, quite literally!! Red Bull is one of the strongest growing energy
drink/sports drink and is amongst the strongest direct coca cola competitors in terms of brand
valuation. The popularity of Red Bull is because of a wide adoption in the pub culture where
Red Bull can be mixed in various drinks. Its taste is stronger and loved by Red Bull drinkers.

4) Gatorade

Gatorade uses Science to come up with its various formulae and targets mainly sports and
athletes for its drink. It has various nutrients, each of which can be applied to different sports
activities – such as drinking before the game, drinking within the game or drinking after it.
Calories, proteins, and various nutritional value facts are included in the packaging of
the product so that the athlete has a complete knowledge of what he is drinking.

Gatorade is the 4th highest ranked brand in the soft drink market and hence is a competitor for
coca cola especially in the calorie conscious and energy desiring sports market. If you want to
be lean and fit, it is much more likely that you will opt for Gatorade instead of something like
Coke or Pepsi.

5) Dr Pepper (Dr Pepper Snapple)

The 5th coca cola competitor is another one in this list which is not from the house of Coca-
Cola or Pepsi. Dr Pepper Snapple Group has a combination of some well-known brands such
as 7 up and RC Cola. Amongst these, the flagship product which is the strongest coca cola
competitor is Dr Pepper itself.

Dr Pepper comes in various flavors and in fact, is known and loved for its unique taste. The
brand is distributed in many countries but has a major market penetration in the US, from where
it derives its brand valuation. It is also known for its smart marketing and use of slogans, due
to which it has survived and thrived for long against the likes of Coca-Cola and Pepsi.

11
1.8 Porter’s Five Forces Model

Porter’s five forces model, named after its developer Michael E Porter, is a strategic analysis
tool that helps to analyze some critical forces affecting the level of competition in an industry.
This model has acquired great popularity and fame over time and is used widely across the
business world for evaluating the profitability and attractiveness of various industries. The five
forces that this model evaluates are a part of every industry and every market. Managers can
form strategies based on an analysis of these forces to increase the profitability of their
business. This is a Five Forces analysis of the soda giant Coca Cola. Coca Cola is the leading
brand in beverages sector and has a global presence. Its only major competitor is Pepsi.

1. Bargaining Power of Buyers

When it comes to the bottled beverages market, buyers have a fair amount of bargaining power,
and this affects Coca-Cola's bottom line directly. Coca-Cola does not sell directly to its end
users. Instead, it mostly deals with distribution companies that service fast food chains for
fountain services, vending machine companies, college campuses and grocery stores. Demand
leads the purchases, but Coca-Cola also has to keep an eye on what that end price will be.
Ultimately, Coca-Cola has to sell its products to distribution networks and other customers at
prices low enough that they can sell to the end user at a price that keeps them coming back.

New Entrant
to the
Industry
(Medium)

Bargaining
Rival
Power of Substitutes
Competitors
Buyers (High)
(High)
(High)

Bargaining
Power of
Suppliers
(Medium)

12
Moreover, Coca-Cola's pricing is also somewhat consistent with each outlet. After all,
McDonald's does not sell a Coke for 99 cents one day and $1.03 the next. As Coca-Cola's cost
of goods sold (COGS) fluctuates due to materials, transportation or manpower, either the
beverage company or those companies to which it distributes have to absorb the changes in
price.

2. Bargaining Power of Suppliers

This leads to the final competitive force: Coca-Cola’s suppliers. As big as the beverage
company is, and as many contracts as it likely has with its suppliers securing pricing, suppliers
still have some power, and some of it may be out of their hands. After all, sugar is a commodity;
like other commodities, its price varies over time and with availability. A few natural disasters
could affect sugar cane harvests and impact Coca-Cola's raw materials costs. Thanks to
contracts the company likely has in place, the effect would be minimal unless those disasters
occurred repeatedly over the course of several years.

3. Rival Competitors

When you think of Coca-Cola and competitors, Pepsi is probably one of the first rivals to come
to mind, and rightfully so. The two companies have been in competition with each other since
the late 19th century. They have very similar ingredients in their marquee products and some
very similar offerings: Coke and Pepsi. The two companies also have similar non-soda
interests, such as orange juice and bottled water. Pepsi also owns Doritos, Quaker Oats and
Rice-A-Roni, which changes the way it competes. Most notably, if trends go against soda and
bottled drinks, Pepsi may be able to hedge its bets with its other lines. Coca-Cola does not have
the same opportunity. Coca-Cola also competes directly against the Dr. Pepper Snapple Group.
While Dr. Pepper Snapple does not have a cola, it does feature some big brands in the soft
drink and juice markets, including its namesakes Dr. Pepper and Snapple as well as A&W Root
Beer and Sunkist. In some ways, not having a cola could work to the Dr. Pepper Snapple
Group's advantage. As popular as Coca-Cola is, a trend towards beverages with less caffeine
could leave its sales in that product line depressed. As consumer trends shift, Coca-Cola could
be left vulnerable, but the beverage company does have a loyal following. The risk in this area
is moderate.

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4. New Entrant to the Industry

New entrants to the beverage industry are another possibility. While companies such as Coca-
Cola and its rivals do have special licensing deals, including having their products sold in fast
food chains, and different distribution deals, another company could gain a foothold if it hit
into the trends at the right time. Granted, it would have to have a very positive and very viral
image or spend a fortune to create the type of brand recognition Coca-Cola enjoys, but it is not
impossible.

Moreover, as consumers move towards healthier options, it would not necessarily have to be a
single new entrant that causes a problem for the beverage behemoth. Several new entrants to
the industry at once could fragment it to the point that it affects Coca-Cola’s bottom line. As
smaller companies attempt to enter the beverage market, this threat becomes more of a
possibility. It may not be very likely, but anyone investing in Coca-Cola should at least keep
an eye on the competitive landscape.

5. Substitutes

Similarly, Coca-Cola also has to contend with what buyers could purchase instead of its
products. For instance, customers could start drinking coffee instead of Coke. If the rise of
Starbucks has shown anything, it is that people really do love coffee in the right environment
and with the right flavourings. Coca-Cola does have a stake in Green Mountain Coffee
Roasters, the maker of Keurig, possibly for just this reason.

Buyers could also choose beverages such as freshly made smoothies or fresh-pressed juices
instead of Coca-Cola's bottled beverages. As more people become health-conscious, the threat
of a trend forming in which buyers substitute a different drink for Coca-Cola products becomes
more of a possibility. Again, Coca-Cola is popular the world over, but investors need to make
sure they are aware of the competitive landscape in which the company operates if they are
going to make informed decisions about whether to invest and how long to hold on to their
investments if they do.

14
1.9 COMPANY PROFILE

The Coca Cola Company

Coca-Cola, the product that has given the world its best-known taste was born in Atlanta,
Georgia, on May 8, 1886. Coca-Cola Company is the world’s leading manufacturer, marketer
and distributor of non-alcoholic beverage concentrates and syrups, used to produce nearly
400beverage brands. It sells beverage concentrates and syrups to bottling and canning
operators, distributors, fountain retailers and fountain wholesalers. The Company’s beverage
products comprises of
bottled and canned soft
drinks as well as
concentrates, syrups and
not-ready-to-drink powder
products. In addition to this,
it also produces and
markets sports drinks, tea
and coffee. The Coca-Cola
Company began building its
global network in the
1920s. Now operating in
more than 200 countries and producing nearly 400 brands, the Coca-Cola system has
successfully applied a simple formula on a global scale: Provide a moment of refreshment for
a small amount of money- a billion times a day. The Coca-Cola Company and its network of
bottlers comprise the most sophisticated and pervasive production and distribution system in
the world. More than anything, that system is dedicated to people working long and hard to sell
the products manufactured by the Company. This unique worldwide system has made The
Coca-Cola Company the world’s premier soft-drink enterprise. From Boston to Beijing, from
Montreal to Moscow, Coca-Cola, more than any other consumer product, has brought pleasure
to thirsty consumers around the globe. For more than115 years, Coca-Cola has created a special
moment of pleasure for hundreds of millions of people every day. The Company aims at
increasing shareowner value over time. It accomplishes this by working with its business
partners to deliver satisfaction and value to consumers through a world-wide system of superior
brands and services, thus increasing brand equity on a global basis.

15
They aim at managing their business well with people who are strongly committed to the
Company values and culture and providing an appropriately controlled environment, to meet
business goals and objectives. The associates of this Company jointly take responsibility to
ensure compliance with the framework of policies and protect the Company’s assets and
resources whilst limiting business risks.

1.10 Fact sheet of the company

 Established: 1886
 Ranking: We own 4th of the world’s top 5 non-alcoholic sparkling beverage brands:
Coca-Cola, Diet Coke, Sprite and Fanta
 Company Associates: 90,500 worldwide (as of December 31, 2007)
 Operational Reach: 200+ countries
 Consumer Servings (per day): 1.5 billion
 Beverage Variety: We offer more than 2,800 products including diet and regular
sparkling beverages, and still beverages such as 100 percent juices, juice drinks, waters,
sports and energy drinks, teas and coffees, and milk-and soy-based beverages.
 New York Stock Exchange Ticker Symbol: KO

16
1.11 HISTORY
Coca-Cola was first introduced by John Syth Pemberton, a pharmacist, in the year 1886
in Atlanta, Georgia when he concocted caramel-coloured syrup in a three-legged brass kettle
in his backyard. He first distributed the product by carrying it in a jug down the street to Jacobs
Pharmacy and customers bought the drink for five cents at the soda fountain. Carbonated water
was teamed with the new syrup, whether by accident or otherwise, producing a drink that was
proclaimed delicious and refreshing, a theme that continues to echo today wherever Coca-Cola
is enjoyed.
Dr. Pemberton’s partner and book-keeper, Frank M. Robinson, suggested the name and
penned Coca-Cola in the unique flowing script that is famous worldwide even today. He
suggested that the two Cs would look well in advertising. The first newspaper ad for Coca-
Cola soon appeared in The Atlanta Journal, inviting thirsty citizens to try the new and popular
soda fountain drink. Hand-painted oil cloth signs reading Coca-Cola appeared on store
awnings, with the suggestions Drink added to inform passers-by that the new beverage was for
soda fountain refreshment. By the year 1886, sales of Coca-Cola averaged nine drinks per day.
The first year, Dr.Pemberton sold 25 gallons of syrup, shipped in bright red wooden kegs. Red
has been a distinctive colour associated with the soft drink ever since. For his efforts, Dr.
Pemberton grossed$50 and spent $73.96 on advertising. Dr. Pemberton never realized the
potential of the beverage he created. He gradually sold portions of his business to various
partners and, just prior to his death in 1888, sold his remaining interest in Coca-Cola to As a
G. Candler, an entrepreneur from Atlanta. By the year 1891, Mr. Candler proceeded to buy
additional right sand acquire complete ownership and control of the Coca-Cola business.
Within four years, his merchandising flair had helped expand consumption of Coca-Cola to
every state and territory after which he liquidated his pharmaceutical business and focused his
full attention on the soft drink. With his brother, John S. Candler, John Pemberton’s former
partner Frank Robinson and two other associates, Mr. Candler formed a Georgia corporation
named the Coca-Cola Company. The trademark Coca-Cola, used in the marketplace since
1886, was registered in the United States Patent Office on January 31, 1893.
The business continued to grow, and in 1894, the first syrup manufacturing plant
outside Atlanta was opened in Dallas, Texas. Others were opened in Chicago, Illinois, and Los
Angeles, California, the following year. In 1895, three years after The Coca-Cola Company’s
incorporation, Mr. Candler announced in his annual report to share owners that Coca-Cola is

17
now drunk in every state and territory in the United States. As demand for Coca-Cola increased,
the Company quickly outgrew its facilities. A new building erected in 1898 was the first
headquarters building devoted exclusively to the production of syrup and the management of
the business. In the year 1919, the Coca-Cola Company was sold to a group of investors for
$25 million. Robert W. Woodruff became the President of the Company in the year 1923 and
his more than sixty years of leadership took the business to unsurpassed heights of commercial
success, making Coca-Cola one of the most recognized and valued brands around the world.

1.12 MANIFESTO FOR GROWTH

 VALUES: Coca-Cola is guided by shared values that both the employees as
individuals and the Company will live by; the values being:
 LEADERSHIP: The courage to shape a better future
 PASSION: Committed in heart and mind
 INTEGRITY: Be real
 ACCOUNTABILITY: If it is to be, it’s up to me
 COLLABORATION: Leverage collective genius
 INNOVATION: Seek, imagine, create, delight
 QUALITY: What we do, we do well

1.13 MISSION
 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.

1.14 VISION FOR SUSTAINABLE GROWTH

 PROFIT: Maximizing return to shareowners while being mindful of our overall
responsibilities.
 PEOPLE: Being a great place to work where people are inspired to be the best they can
be.
 PORTFOLIO: Bringing to the world a portfolio of beverage brands that anticipate and
satisfy peoples Desires and needs.
 PARTNERS: Nurturing a winning network of partners and building mutual loyalty.
 PLANET: Being a responsible global citizen that makes a difference.

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1.15 HINDUSTAN COCA-COLA BEVERAGESPRIVATE LIMITED (HCCBPL)

Coca-Cola was the leading soft drink brand in India until 1977, when it left rather than reveal
its formula to the Government and reduce its equity stake as required under the Foreign
Regulation Act (FERA) which governed the operations of foreign companies in India. Coca-
Cola re-entered the Indian market on 26th October 1993 after a gap of 16 years, with its launch
in Agra. An agreement with the Parle Group gave the Company instant ownership of the top
soft drink brands of the nation. With access to 53 of Parle’s plants and a well set bottling
network, an excellent base for rapid introduction of the Company’s International brands was
formed. The Coca-Cola Company acquired soft drink brands like Thumps Up, Gold spot,
Limca, Maaza, which were floated by Parle, as these products had achieved a strong consumer
base and formed a strong brand image in Indian market during the re-entry of Coca-Cola in
1993.Thus these products became a part of range of products of the Coca-Cola Company. In
the new liberalized and deregulated environment in 1993, Coca-Cola made its re-entry into
India through its 100% owned subsidiary, HCCBPL, the Indian bottling arm of the Coca-Cola
Company. However, this was based on numerous commitments and stipulations which the
Company agreed to implement in due course. One such major commitment was that, the
Hindustan Coca-Cola Holdings would divest 49% of its shareholding in favour of
resident shareholders by June 2002.Coca-Cola is made up of 7000 local employees, 500
managers, over 60 manufacturing locations, 27 Company Owned Bottling Operations (COBO),

17 Franchisee Owned Bottling Operations (FOBO) and a network of 29 Contract Packers that
facilitate the manufacture process of a range of products for the company. It also has a
supporting distribution network consisting of 700,000retail outlets and 8000 distributors.
Almost all goods and services required to cater to the Indian

19
Market are made locally, with help of technology and skills within the Company. The
complexity of the Indian market is reflected in the distribution fleet which includes different
modes of distribution, from 10-tonne trucks to open-bay three wheelers that can navigate
through narrow alleyways of Indian cities and trademarked tricycles and pushcarts.
Think local, act local, is the mantra that Coca-Cola follows, with punch lines like Life ho to
aisi for Urban India and Thanda Matlab Coca-Cola for Rural India. This resulted in a
37%growth rate in rural India visa-vie 24% growth seen in urban India. Between 2001 and
2003, the per capita consumption of cold drinks doubled due to the launch of the new packaging
of 200 ml returnable glass bottles which were made available at a price of Rs.5 per bottle. This
new market accounted for over 80% of India’s new Coca-Cola drinkers. At Coca-Cola, they
have a long standing belief that everyone who touches their business should benefit, thereby
inducing them to uphold these values, enabling the Company to achieve success, recognition
and loyalty worldwide.

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1.16 SWOT ANALYSIS OF COCA-COLA

21
SWOT ANALYSIS OF COCA-COLA

Coca cola is a brand which is present in households, shops, hotels, offices, etc. You name it,
and the place would have heard of Coca cola. Coca cola has many products in its arsenal. Here
is the SWOT analysis of Coca cola.

Strengths

1. Brand Equity – Inter brand in 2011 awarded Coca cola with the highest brand equity award.
Coca cola with its vast global presence and unique brand identity is definitely one of the
costliest brands with the highest brand equity.

2. Company valuation – One of the most valuable companies in the world, Coca cola is
valued around 79.2 billion dollars. This valuation includes the brand value, the numerous
factories and assets spread out across the world and the complete operations cost and profit of
Coca cola.

3. Vast global presence – Coca cola is present in 200 countries across the world. Chances are,
any country that you go to, you will find coca cola present in that market. This vast global
presence of coca cola has also contributed to the building of the mammoth brand name.

4. Largest market share – There are only 2 big competitors in the beverage segment – Pepsi
and Coca cola. Out of these 2, coca cola is the clear winner and hence has the largest market
share. Amongst all beverages, Coke, Thums up, Sprite, Diet coke, Fanta, Limca and Maaza
are the growth drivers for Coca Cola.

5. Fantastic marketing strategies – Coca cola unlike Pepsi always tries to win peoples heart.
Where Pepsi’s target is continuously changing, and is targeted towards youngsters, Coca cola
targets people of all ages. The targeting is also done by celebrities who are well liked – for
example – Amitabh Bacchan, Sachin Tendulkar, Aishwarya Rai, Aamir Khan Etc.

22
6. Customer Loyalty – With such strong products, it is natural that Coca cola has a lot of
customer loyalty. The products mentioned above like Coca cola and Fanta have a huge fan
following. People will prefer these soft drinks over others. Because of the good taste of Coca
cola, finding substitutes becomes difficult for the customer.

7. Distribution network – Coca cola has the largest distribution network because of the
demand in the market for its products. On the other hand, due to this successful distribution
network, Coca cola has been able to command such a high market presence.

Weaknesses

1. Competition with Pepsi – Pepsi is a thorn in the flesh for Coca cola. Coca cola would have
been the clear market leader had it not been for Pepsi. The competition in these two brands is
immense and we don’t think Pepsi will give up so easily.

2. Product Diversification is low – Where Pepsi has made a smart move and diversified into
the snacks segment with products like Lays and Kurkure, Coca cola is missing from that
segment. The segment is also a good revenue driver for Pepsi and had Coca cola been present
in this segment, these products would have been an additional revenue driver for the company.

3. Absence in health beverages – If you watch the news, you would know that obesity is a
major problem affecting people nowadays. The business environment is changing and people
are taking measures to ensure that they are not obese. Carbonated beverages are one of the
major reasons for fat intake and Coca cola is the largest manufacturer of carbonated beverages.
The inference is that the consumption of beverages in developed countries might go down as
people will prefer a healthy alternative.

4. Water management – Coca cola has faced flak in the past due to its water management
issues. Several groups have raised lawsuits in the name of Coca cola because of their vast
consumption of water even in water scarce regions. At the same time, people have also blamed
Coca cola for mixing pesticides in the water to clear contaminants. Thus water management
needs to be better for Coca cola.

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Opportunities

1. Diversification – Diversification in the health and food business will improve the offerings
of Coca cola to their customers. This will also ensure that they get better revenue from existing
customers by cross selling their products. The supply chain which is distributing their
beverages can also distribute these snacks thereby sharing the load of Supply chain costs.

2. Developing nations – Although developed nations have a high presence of Coca cola, these
countries are slowly moving towards healthy beverages. However developing countries are
still being introduced to the delight of carbonated drinks and soft drinks. Countries like India
which are developing and have a hot summer, find the consumption of cold drinks almost
doubled during summers. Thus the higher consumption in developing environments can be a
good opportunity to capitalize for Coca cola.

3. Packaged drinking water – With hygiene becoming a major factor in the consumption of
water, packaged drinking water has found its way into people’s mind. Coca cola has a Presence
in the packed drinking water segment though Kinley. Although Kinley’s expansion is slow as
of now, Kinley has a huge potential of expansion. Thus Coca cola as a company should focus
on the expansion of Kinley as a brand and take it up to Bisleri‘s level of trust.

4. Supply chain improvement – Supply chain can be a major cost sink hole with the
transportation costs always rising. Coca cola’s complete business is based on transportation
and distribution. There will always be possible improvements in this area. Thus Coca cola
should keep strict watch on its Supply chain and keep improving to bring the cost down.

5. Market the lesser selling products – In the product portfolio of Coca cola, there are several
products which have not found acceptance in the market. Coca Cola needs to concentrate on
the marketing of these products as well. It is understood that Coca cola has made several
expenses to launch these products. Thus, the marketing and subsequent rise of sale of these
products will help revenue of Coca cola.

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Threats

1. Raw material sourcing – Water is the only threat to Coca cola. The weakness of Coca cola
was the suspected use of pesticides or vast consumption of water. However, the threat here is
that water scarcity is on the rise. With the climate changing, and regions of various countries
facing scarcity of water, sooner or later someone might raise fingers on beverage companies.
Thus, Water sourcing is an axe which can fall anytime on the head of Coca cola. If water is
limited or rationed, Coca cola can experience a major downfall in their revenue and capacity
of distribution. The same can affect its arch rival Pepsi as well.

1. Indirect competitors – Coffee chains like Starbucks, Café coffee day, Costa coffee
are on the rise. These chains offer a healthy competition to Coca colas carbonated
drinks. They might not be a big competition for Coke, but they do give a dent to its
beverage market. Similarly, health drinks like Real and Tropicana as well as energy
drinks like Red bull and Gatorade are stealing away the market share indirectly.

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1.17 PRODUCT PROFILE

Coca Cola:

It was launched in the year 1886. It is the flagship brand of the largest manufacturer, marketer
and distributor of non-alcoholic beverages in the
world. The biggest-selling soft drink in history,
and the best-known product in the world. It is also
considered as the World’s most valuable brand.
From a humble beginning in the ye ar 1886, it is
now the flagship brand of the largest
manufacturer, marketer and distributor of non-
alcoholic beverages in the world. The word
'Coca-Cola' itself is even thought to be the second
most widely understood word in the world after ‘OK’!

Coca-Cola’s advertising campaigns “Jo Chaho Ho Jaye” & “Life Ho Toh Aise” were very
popular & had entered youths vocabulary. In 2002.Coca-Cola launched its iconic campaign
“Thanda Matlab Coca-Cola” which sky rocketed the brand to make it India’s favourite soft
drink brand.

Variety:

Cans: 330ml
RGB: 200ml, 300ml,
PET: 500ml, 600ml, 1250ml, 1500ml, 2000ml, 2250ml
Fountain glass: Various sizes

26
Diet coke:

Diet coke contains plenty of taste but no calories. Diet coke is also known as Coke light in
some countries. It was launched in 1982 in
America has become the third largest soft
drink. Diet Coke, also known as Coca-
Cola light in some markets, is a sugar- and
calorie-free soft drink. It was first
introduced in the United States on August
9, 1982, as the first new brand since 1886
to use the Coca-Cola Trademark. Today,
Diet Coke/Coca-Cola light is one of the largest and most successful brands of The Coca-Cola
Company, available in more than 150 markets around the world.

Variety:

PET: 600ml

Can: 300ml, 330ml

27
Thums Up:
Originally introduced in 1977. ThumsUp was
acquired by the Coca Coal Company in 1993.
Thums-Up is a leading sparkling soft drink and
most trusted brand in India.
Thums-up was acquired by Coca Cola Company in
1993. It is similar in flavour to other colas but has a
unique taste reminiscent of betel nut and is
promoted as a masculine and a bold drink.

Variety:

Cans: 300ml, 330ml

RGB: 200ml, 300ml

PET: 500ml, 600ml, 1250ml, 1500ml, 2000ml, 2250ml

28
Sprite:

Since its inception is 1999, Sprite has not only

established itself as a brand which successfully
boasts it's 'cut-thru' perspective with an
authentic, edgy, irreverent, urban and straight
forward style, but has also achieved status of an
undisputed youth 'badge' brand. Today Sprite is
the most preferred and fastest growing soft
drink in India and has become the second
largest soft drink in 2009, aiming for the No.1
spot.

Variety:

Cans: 300ml, 330ml

RGB: 200ml, 300ml, 330ml

PET: 500ml, 600ml, 1250ml, 1500ml, 2000ml, 2250ml

29
Fanta:

Fanta entered the Indian market in the year 1993.

Perceived as a fun youth brand. Fanta stands for its
vibrant colour, tempting taste and tingling bubbles.
'Fanta' is the soft drink with the vibrant taste of real
fruit flavours. 'Fanta' became only the second drink
- after 'Coca-Cola' itself - to be marketed by
The Coca Cola Company, but was soon available
in many different countries. Originally only orange
flavoured, 'Fanta' is now produced in 70 different
varieties worldwide, with flavours often derived
from the native fruits of the region where it is being sold. Coca Cola has recently launched the
Fanta Apple flavour.

Variety:

Cans: 300ml, 330ml

RGB: 200ml, 300ml, 330ml

PET: 500ml, 600ml, 1250ml, 1500ml, 2000ml, 2250ml

Fountain glass: Various sizes

30
Limca:

It was launched in 1971; Limca has remained unchallenged as the

No.1 Sparkling Drink in the Cloudy lemon Segment. The success
formula is the sharp fizz and lemon bite combined with the single
minded proposition of the brand as the provider of "Freshness".

Variety:

Cans: 300ml, 330ml

RGB: 200ml, 300ml, 330ml

PET: 500ml, 600ml, 1250ml, 1500ml, 2000ml, 2250ml

Fountain glass: Various sizes

31
Maaza:

It was introduced in the year 1970.

Universally loved for its taste, colour,
thickness and wholesome properties.
Maaza is the mango lover’s first choice. In
India introduced in 1976. Here was a drink
that offered the same real taste of fruit
juices and was available throughout the
year. In 1993, Maaza was acquired by
Coca- Cola India. Maaza currently
dominates the fruit drink category.

Mango drinks currently account for 90% of the fruit juice market in India. Maaza currently
dominates the fruit drink category and competes with Pepsi's Slice Brand of mango drink and
Frooti, manufactured by Parle Agro. While Frooti was sold in small cartons, Maaza and Slice
were initially sold in returnable bottles. However, all brands are also now available in small
cartons and large PET bottles.

Variety:

RGB: 200ml, 250ml

PET: 600ml, 1.2lt

Pocket pack: 200ml

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Minute maid Pulpy Orange:

The history of the Minute Maid brand goes as far

back as 1945 when the Florida Food Corporation
developed orange juice powder. They branded it
Minute Maid, a name connoting the convenience
and the ease of preparation (In a minute).
Launched in 2009.

Variety:

PET: 400ml, 1lt, 1.25lt

Minute maid Nimbu Fresh:

It was launched first in South of India in January

2010. Minute Maid Nimbu Fresh started refreshing
the whole India by April 2010.

Variety:
PET: 400ml
RGB: 200ml
Tetra pack: 200m

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Kinley Water:

Kinley water comes with the

assurance of safety from The Coca-
Cola Company. That is why we
introduced Kinley with reverse
osmosis along with the latest technol
ogy to ensure purity of our product.
Because we believe that right to pure,
safe drinking water is fundamental.

Variety:

PET: 500ml, 1000ml, 2lt, 20lt, 25lt

Kinley Soda:

Launched in 2002 Kinley soda is today’s

no. 1 national soda brand.

Variety:
PET: 500ml

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2.10 Bottlers:

In general, The Coca-Cola Company (TCCC) and/or subsidiaries only produces (or produce)
syrup concentrate which is then sold to various bottlers throughout the world who hold a Coca-
Cola franchise. Coca-Cola bottlers, who hold territorially exclusive contracts with the
company, produce finished product in cans and bottles from the concentrate in combination
with filtered water and sweeteners.
The bottlers then sell, distribute and merchandise the resulting Coca-Cola product to retail
stores, vending machines, restaurants and food service distributors.
One notable exception to this general relationship between TCCC and bottlers is fountain
syrups in the United States, where TCCC bypasses bottlers and is responsible for the
manufacture and sale of fountain syrups directly to authorized fountain wholesalers and some
fountain retailers.
In 2005, The Coca-Cola Company had equity positions in 51 unconsolidated bottling, canning
and distribution operations which produced approximately 58% of volume. Significant
investees include:
36% of Coca-Cola Enterprises which produces (by population) for 78% of USA, 98% of
Canada and 100% of Great Britain (but not Northern Ireland), continental France and the
Netherlands, Luxembourg, Belgium and Monaco.

35
CHAPTER- 2

Literature Review

(KPMG, 2018) Retail value chains the future of supply chain data, the study suggests that
Shoppers, consumers and regulators are demanding ever more transparent product and value
chain information. They want it in a digital format underpinned by data, in real time and at
more granular levels. It will become imperative the information is correct and consistent
throughout the many sources of access available to consumer. FMCG and retail supply chains
are being impacted by dynamic product ranges, increasing demanding consumers, an onerous
regulatory environment, and the adoption of transformative technologies – all in the face of
increased competition and value chains are required to be more agile and efficient, increasing
levels of data needs to be shared with the entire value chain to drive business decisions,
particularly forecasting and demand planning.

(FATIMA, BISARIA, & PRAKASH, 2017) In this review article, research articles published
in various peer reviewed journals are read and classified five main areas which are responsible
for moving the field forward. The article highlights the key insight from every area and
suggests issues which are further needed to be explored. It also introduce emerging areas in
retailing. It is expected to motivate retailers and academicians to conduct additional future
research in these and other related areas. Even after so many years of emergence of
sophisticated retail landscape, purchase decisions of customers are driven by their needs. In
spite of that, introduction of new business models and advancement of technology has
contributed significantly in creating a different shopping experience for the customers.
Therefore, it is important to build an understanding of those areas in retailing where
innovations are changing the game. In present times acceptance of the concept of Omni
channel retailing among customers have broaden their horizon for different goods and
services. Also, they are exposed to deeper information about variety of goods and services.
This has given retailers chance to connect to their customers by providing targeted information
in order to create deep customer involvement. Technology here plays a great role as it is useful
to retailers as well as customers. Retailers can target the appropriate customers and customers
can make a smart decision by keeping themselves updated about different goods and services.
But the ground reality is that every decision by the customer do not involve such a detailed
decision process. Sometimes, customers decides quickly and their decisions are influenced by
the merchandise assortment and visual merchandising.

(mishra, 2017) Indian retail environment can be broken into two sectors: organized and
unorganized sectors. Organized retailing covers supermarkets, hyper-markets and malls.
Organized malls are professionally managed and offer a variety of services and products under
one roof, whereas the unorganized retail sector consists of small retail stores which have small
store area and are usually family owned. The Indian retail landscape has been dominated by
small retailers and most Indians prefer to do their household shopping from such outlets. The

36
consumers prefer them due to a multitude of factors such locational convenience, credit
facilities, easy return and refund facilities, personalized attention, friendly attitude of the
retailer, and sales and service assistance. The small retailers have high flexibility in designing
their marketing mix.

(Joshi & Yadav, 2017) Brand extension is an important strategy to utilize the credibility of
the brand and to minimize the advertising costs. The strategy is used in various industries these
days but fast moving consumer goods (FMCG) is such an industry which lie closer to a
consumer, hence the immediate effect of any strategy can be properly viewed in this industry.
The study is an attempt to provide a framework to examine the effects of brand extension
strategy on parent brand equity. It is based on two real FMCG brands of Indian market and
their brand extensions. The findings indicate that brand extensions do affect parent brand
equity. Therefore, extensions should be introduced in such a manner that they help to
strengthen parent brand equity.

(Rashid, 2016) The use of brand extension strategies has been a subject of interest, both within
academic circles and the business world. Brand extensions are the new products introduced
under an existing brand name or a new entrant in a different category from the parent brand.
Brand extension involves utilizing and applying the established core brand name to new
products to obtain the equity of the original core brand and also to capture new and unexplored
market segments. Extended brand both far and near with core brand are considered beneficial
for core brand due to more profitability. Generally, it is assumed that recognized brand requires
low cost and expenses of introduction such as advertising cost and sales promotions. Nielsen
(1999) suggests that fast moving consumer goods have more failure rate of extension which is
approximately 80%. Elements of brand extension provide insights of that may help to reduce
the chances of failure of brand extension. These elements provide way to evaluate the attitude
of consumers about extended brand and to know about their choices.

(Dastane, 2016) The research aims to study the effect of sales promotion on the purchase
quantity and recommend sales promotional means and methods that could improve sales for
retail sector in Malaysia. The impact of coupons, bonus packages, premiums, free samples and
price discount is measured on purchase quantity of Malaysian retail consumers. Empirical data
is gathered from 150 respondents using self-administered questionnaire and analysed using
correlation and regression analysis to examine the relationship between variables. The findings
of the study reveal that all independent variables influences purchase quantity positively and
significantly while free samples and price discounts are most influential factors for Malaysian
market. Sales promotion refers to every incentive used by a seller to stimulate the trade and/or
consumers to purchase a brand and to persuade the transaction force to insistently trade it Sales
promotion has been explained as one of the mainly effectual apparatus subsequent to
advertising and boosts sales volume. This implies that as more is purchased, amount consumed
by consumers will finally boost and it possibly will lead to a raise in brand exchange between
consumers.

37
(Kim, 2014) This study explores the effect of store environment on customer’s internal
evaluations and behaviour toward single-brand apparel retailers. With the abundance of
retailers selling similar products, customers choose one retailer over another, driven by their
desire to receive unique shopping experiences and products. In such a competitive situation,
the retail store must define what is distinctive and special about its offerings to better compete
with other stores. In an effort to differentiate themselves from others in terms of product
offerings, retailers have introduced private brands which are exclusive to the retailers. These
private brands directly compete with other private brands and major national brands in that
product category. A store-as-a-brand strategy, particularly in the apparel sector, is one of the
most important recent developments in the US retail industry and has been adopted by several
apparel retailers who sell only their own private brands. Such retailers are called single-brand
apparel (SBA) retailers and are the focus of this study. SBA retailers have developed a unique
image through their merchandise and marketing efforts such as the planned manipulation of
the store atmosphere and creation of distinctive shopping experiences for customers. These
retailers try to create a holistic image from the store atmosphere and the products in order to
prevent any confusion in the customer’s minds that might result from the lack of fit between
the store image and product image.

(Saha, April 2014) The cost of introducing an entirely new brand is often very high,
accompanied by risk of failure of new brands in an overcrowded market. These factors
encourage firms to resort to brand extensions especially in the FMCG segment, to exploit the
existing brand equity of the parent brand. Brand extension strategy is a very widely used
mechanism in brand management. This strategy is extensively used in the FMCG (Fast
Moving Consumer Goods) segment. Brand Extension involves utilizing and applying the
established core brand name to new products to obtain the equity of the original core brand
and also to capture new and unexplored market segments.

(Blessy, 2013): This project is all about measuring the retailer satisfaction of after-sales-
service of Pepsi products. For the past two years every company is trying to satisfy its
customers. The emphasis is on ways of retaining customers, than on attracting new customers.
It is not easy to attract new customers then to retain old customers. So, companies are trying
to focus on this aspect of customer satisfaction. The sale of product end with the sale
transaction but it is the point at which the original marketing concept starts. The market has to
see that whether the consumer is satisfied with that particular product/service or not. The post
purchase behaviour is important for a marketer. If there is any cognitive dissonance in the
minds of the customers then that is enough to lose a customer. Keeping this in mind, the
companies are giving more importance to customer satisfaction. This project work has been
done to find out whether a retailer is satisfied or dissatisfied, also to measure the level of the
retailer satisfaction and provide this feedback to the company. The first phase of the project
involves preparing a structured questionnaire, in order to measure the level of retailer
satisfaction.

38
 (Zahir, 2013) A decision on store-locations is one of the most important strategic decisions
the retailer has to make for its long term success .An estimation of the market area in which
the store is located is a crucial strategic tool in order to enable retailers to attract customers
attention and then to the stores since convenience stores have the most direct contact with
customers Good locations allows ready access, attract large numbers of customers, and
increase the potential sales of retail outlets. In the extremely competitive retail environment,
even slight differences in location can have a significant impact on the market share and
profitability.

(Kushwaha, september, 2012) Brand extension is a marketing strategy in which new products
are introduced in relation to a successful brand. Various experts have defined brand extensions
differently though, these definitions look quite similar. Kotler and Armstrong (2002) defined
brand extension as using a successful brand name to launch new or modified products in a new
category. Verma (2002) also defined brand extension as using an existing brand name to
launch a product in a different category. Firms use brand extensions to influence consumers’
brand choices. Brand extension is a part of the marketing strategy to break the entry barriers
between product categories through the carryover of a brand’s reputation.

(Madhukar Nagare, 2011): A retail stock out can be defined as temporary unavailability of
a normally sold product on the designated shelf space (and sales floor) at the time of purchase.
Retail stock out adversely affects the revenue of both retailers and manufacturers and erodes
customer loyalty to stores and brands. Unfortunately, stock out rates remained stubbornly high
and stable over decades and the worldwide average level of o stock out in FMCG is about
8.3% (Gruen and Corsten, 2002); even online merchants face the similar problem.
Furthermore, managing stock out problem is rather becoming more difficult due to product
proliferation along with limited shelf space, frequent promotions, scrambled merchandising
and shorter product life cycles.

(Ishwar Kumar, 2010) This study examines the cognitive influences of atmospherics on
customer value, store image and intentions in an emerging market condition. Atmospherics or
the retail environment consisting of physical designs, social ambience, emotional cues,
olfactory and tactile characteristics influences the consumers' subjective interaction with the
environmental stimuli. These environmental stimuli can affect consumers' cognitive process
altering value perception and shopping behaviour in one of the earliest literature on retail
atmospherics, stated that environmental dispositions in and around a retail store can evoke
perceptions about store image and patronage intention results indicate that store atmosphere
influences emotional states such as pleasure, arousal, dominance, and submissiveness and
consequently blocks or elevate the consumers mood and shopping motive.

39
(Sanjaya S. Gaur:Richa Agrawal, 2006) A retail store experience significantly differs from
a nonretail store experience in terms of customers negotiating their way through the store,
finding the merchandise they want, interacting with several store personnel along the way, and
returning the merchandise, all of which influence customer’s perceptions of service quality.
The uniqueness of the services offered by a retailer makes it mandatory that care be taken
while selecting and using scales for measuring service quality in retail store context. Though
the absence of alternate measures of service quality in a retail environment has often meant
that SERVQUAL be used for this purpose; researchers (Finn and Lamb 1991) have cautioned
that care must be taken when applying SERVQUAL in retail setting. Given below is the review
and discussion of some of the instances where SERVQUAL has been applied in a retail
context.

(Kumar, 2005) Claimed few key observations about power and role accorded to it in the
relationship marketing literature that has become increasingly popular over the past decade.
Fundamentally, the article states that the relationship marketing view sees power as alien to
effective relationships, as negating cooperation, and as the antithesis of trust. In other words,
power in a relationship is ‘‘only viewed in a negative sense’’. Or, alternatively, power is
viewed as not important enough to include in relationship marketing models because firms
have moved from transactional exchanges to relational exchange. It is contended by the
relationship marketing literature that as adversarial and arms-length dealings have been
replaced by close partnerships and long-term commitments, power (especially power
imbalance) has no place in these latter type of relationships.

(Wets, November 2003) In this study, we measure complementary effects of retail promotions
for a large number of product pairs. For this, we make use of market basket analysis. We argue
that failing to take these cross effects into consideration, may lead retail managers to severely
underestimate the impact of promotional efforts. Moreover, we provide guidelines for
optimizing promotional strategies. To this end, we introduce lift, a measure for the strength of
a complementary relationship, as a moderator in explaining the variation in complementary
effects of retail promotions across product pairs. We show that the stronger the complementary
relationship (higher lift), the stronger is the cross impact of retail promotions. On the contrary,
in case of simultaneously promoting two complementary products, larger promotional impact
is seen when weaker product pairs (lower lift) are considered.

(Lam, 2001) This paper reviews previous studies about the store environmental effects on
shopping behaviours with an aim of identifying issues for future research. Many retailers
acknowledge the importance of store environment as a tool for market differentiation. Store
environment, the physical surroundings of a store, is made up of many elements, including
music, lighting, layout, directional signage and human elements, and can also be divided into
external environment and internal environment (that is, exterior and interior of a store). The
effects of store environmental elements could be complex. While many of these elements

40
influence shoppers’ behaviour through their effects on shoppers’ emotion, cognition and
physiological state, some of these elements could elicit more direct response from shoppers
with very little impact on their thinking, feeling or body comfort.

(Kumar, The Power of Trust in Manufacturer-Retailer Relationships, 1996) Industries

as diverse as pharmaceuticals, consumer packaged goods, hardware, apparel, and furniture,
the balance of power between manufacturers and retailers is shifting. Thanks to the rise of
specialty superstores, the formation of buying alliances, and a consolidating wave of mergers
and acquisitions, a relative handful of retailers often now control access to enormous numbers
of consumers. Manufacturers that had dominated their retailers are now finding that mega
retailers hold the upper hand. In Europe, for example, the sales of each of the top six food
retailers exceed the individual sales of all food manufacturers, with the exception of Nestlé
and Unilever. And in the United States, Wal-Mart Stores’ revenues are three times those of
Procter & Gamble Company. This shift raises some important questions. Although powerful
companies can, and often do, use their strength to wring concessions from their vulnerable
counterparts, is the use of fear or intimidation the most effective way to manage such
relationships? Or does trust produce greater benefits? And if trust is more beneficial to both
sides, what policies and procedures help breed it?

(Padmanabhan, Rishikesh, Chandirasekaran, & Ganeshkumar, 1996) According to the

study the brand is not just a name, term, sign or symbol of a product, but the extremely
priceless asset of that company. A robust brand always helps in increasing the customer loyalty
of the company which will eventually result in higher profits for the company. The commonly
accepted fact in the market is that acquiring new customers is relatively more complex than
retaining the available pool of customers. Strategies are inevitable for organisations which are
planning to rope for success and launching new products in the market irrespective of
consumer durables or non-durables. The usage of brand extension, to be precise "using
established brand names for launching new products", is increasingly popular and influence
on new product starters.

(Lodish, 1994) In the last ten years, products have proliferated in every category of consumer
goods and services, and the deluge shows few signs of letting up. Most companies are pursuing
product-expansion strategies—in particular, line extensions—full steam ahead. The authors
see several reasons why companies rely on line extensions as part of their marketing strategies:
managers perceive extensions as a low-cost, low-risk way to meet the needs of various
customer segments; line extensions can satisfy consumers’ desires by providing a wide variety
of goods under a single brand; and managers often use extensions as a short-term competitive
weapon to increase a brand’s control over limited shelf space. But for all the perceived
benefits, the authors warn, the costs of wanton line extensions are dangerously high. Line
extensions rarely expand category demand, and retailers can’t provide more shelf space to a
category just because there are more products.

41
CHAPTER-3

RESEARCH METHODOLOGY

3.1 Objectives of the Study

 To study the availability of Coca Cola products in retailer level at east Ahmedabad

 To analyse the effect of schemes on retailers.

 To identify the most preferred SKUs of soft drink of the retailers.

 Study of the reasons for keeping various size of SKU in outlets.

 To know the most preferred brand of coca cola in various outlets in east Ahmedabad.

 Study on challenges faced by retailers in selling returnable glass bottles.

 To suggest strategies to increase availability of Coca-Cola products at retailers level.

3.2 Sampling unit: owners of the outlets/shopkeepers selling soft drinks in Ahmedabad.

3.3 Sample size: 150 respondents.

3.4 Sampling Technique: Non probability Convenience Sampling

3.5 Data Collection Instrument: The data accomplished this research work had been
collected through both primary as well as secondary sources.

Primary Data: The primary data is collected using survey as a mode of data collection. To
conduct survey separate sets of structured questionnaire was prepared for client respondents.

Secondary Data: The secondary is collected from Books, Journals, company’s website,
Magazines, Websites, Retailers review.

3.6 Research Instrument: Research instrument are the measurement tools used to obtain
information on the topic of the research. The research instrument used in this study is
Questionnaire. It serves four basic purposes:

(1) To collect the appropriate data,

(2) Make data comparable and amenable to analysis,
(3) Minimize bias in formulating and asking question.
(4) To make questions engaging and varied.

42
3.7 Time Budget: 2 months

3.8 Scope of Study

 The project is to study range selling in various outlets in east Ahmedabad.

 The project will help the company to increase the stock keeping units(SKU)
 Availability of products.
 Sales growth.
 Increase market penetration.

3.9 Beneficiaries of study

 The study will help to improve the route productivity.

 This study will also help to the company to know about their new concepts position in
the market.
 This study on range selling will help the company in selling the various coca cola SKUs
which will eventually generate revenue for the business.
 This study is helpful to find out the sales trends of the Coke products and its effect on
consumers value and satisfaction.

43
CHAPTER-4

DATA PRESENTATION, ANALYSIS AND INTERPRETATION

Table -4.1 Availability of coca cola products

Frequency Percent Valid Percent Cumulative Percent

Yes 150 100.0 100.0 100.0

Interpretation:

From the above table it is shown that out of 150 respondents 100% keeps stock of coca cola
which means products of coca cola are most preferred in east zone of Ahmedabad.

44
Table-4.2 Importance level of reasons of keeping Coca Cola’s stock

Profit margin Schemes Availability of stock Customer's demand

Most important 137 85 102 147

Important 12 64 41 2

Can't say _ _ 4

Not important 1 1 2 1

Not at all important _ _ 1 _

Weighted average 4.9 4.5 4.6 5

Chart-4.2 Importance level of reasons of keeping Coca Cola’s stock

160
140
120
100
80
60 Customers demand
40 Availability of stock
20 Schemes
Profit margin
0
Most Important Can't say Not Not at all
important important important

Profit margin Schemes Availability of stock Customers demand

Interpretation:

 Among all four reasons Customer demand has the highest weighted average of 5
followed by Profit margin with 4.9, which means customer demand and profit margin
are the reasons which induce the retailers to keep stock of coca cola.

45
2- If yes, then which are the reasons from the following?

Table-4.3 Profit Margin

Frequency Percent

Not important 1 .7
Important 12 8.0

Most important 137 91.3

Total 150 100.0

Chart- 4.3 Profit Margin

1% 8%

91%

Not important Important Most important

Interpretation:
 The above chart shows the status of profit margin.Out of 150 respondents 91% (i.e.
137) said that profit margin is the most important reason for them.
 8% (i.e. 12) said profit margin is important reason.

46
Table-4.4 Schemes

Frequency Percent

Not important 1 .7
Important 64 42.7

Most important 85 56.7

Total 150 100.0

Chart-4.4 Schemes

1%

43%

56%

Not important Important Most important

Interpretation:

 The above chart shows the status of schemes, out of 150 respondents 56% (i.e. 85) said
that schemes are most important.
 43% (i.e. 64) said schemes are important.

47
Table-4.5 Availability of stock

Frequency Percent

Not at all important 1 .7

Not important 2 1.3

Can't say 4 2.7
Important 41 27.3
Most important 102 68.0
Total 150 100.0

Chart-4.5 Availability of stock

Not important Can't say

Not at all important
1% 3%
1%

Important
27%

Most important
68%

Not at all important Not important Can't say Important Most important

Interpretation:

 Above chart describes the status of availability of stock, out of 150 respondents 68%
(i.e. 41) said that availability is the most important reason.
 27% (i.e.41) said that it is important reason for them.
 3 % (i.e. 4) of the respondents said that they can’t say anything about it.

48
 Table-4.6 Customer’s Demand

Frequency Percent

Not important 1 .7
Important 2 1.3

Most important 147 98.0

Total 150 100.0

Chart-4.6 Customer’s Demand

1% 1%

98%

Not important Important Most important

Interpretation:

 The above chart shows the status of customer demand, out of 150 respondents 98%
(i.e. 147) said that customer demand is the most important reason for them.

49
3- Which segment is preferred the most from the following?

Table-4.7 Preferred Segment

Frequency Percent

Single serve 33 22.0

Sharing Pack 114 76.0

Multi serve 3 2.0

Total 150 100.0

Chart-4.7 Preferred Segment

Multi serve
2% Single serve
22%

Sharing Pack
76%

Interpretation:

 This chart shows the preferred segment of the coca cola product range, out 150
respondents 76% (i.e. 114) said that they prefer sharing pack.
 22% (i.e. 33) said that they prefer single serve pack the most.

50
4- Which size of SKU sells more?

Table-4.8 Most preferred size of SKU

Frequency Percent

200 ml 32 21.3
400 ml 1 .7
750 ml 114 76.0
1.25 ltr 2 1.3
2.25 ltr 1 .7
Total 150 100.0

Chart-4.8 Most preferred size of SKU

2.25 ltr
1.25 ltr 1%
1%
200 ml
21%

200 ml
400 ml
1% 400 ml
750 ml
1.25 ltr
2.25 ltr

750 ml
76%

Interpretation:

 This chart shows status of the size of SKUs, out of 150 respondents 76% (i.e. 114) said
that they prefer to sell SKU of size 750ml.
 21% (i.e. 32) respondents said that they prefer SKU of size 200ml.

51
5- Reason of selecting particular size of SKU?

Table-4.9 Reason for keeping 150ml.

Frequency Percent

Missing Value 56 37.3

Customer preference 94 62.7

Total 150 100.0

Chart-4.9 Reason for keeping 150ml.

150 ML

No Response
37%

Customer
preference
63%

Interpretation:

 The chart shows the status to the reason why the respondents are preferring the size of
150ml, out of 150 respondents 63% (i.e. 94) said the reason why they prefer 150ml is
because of customer preference.
 37% (i.e. 56) respondents said they do not prefer range of 150ml.

52
Table-4.10 Reason for keeping 200ml.

Frequency Percent

Missing value 27 18.0

Customer preference 121 80.7

Profit margin 2 1.3

Total 150 100.0

Chart-4.10 Reason for keeping 200ml.

200 ML
1%

18%

81%

No Response Customer preference Profit margin

Interpretation:

 The chart shows the status to the reason why the respondents are preferring the size of
200ml, out of 150 respondents 81% (i.e. 121) said the reason why they prefer 200ml is
because of customer preference.
 1% said the reason why they prefer 200ml is because of profit margin.
 18% (i.e. 27) respondents said they do not prefer range of 200ml.

53
Table-4.11 Reason for keeping 250ml.

Frequency Percent

Missing value 5 3.3

Customer preference 133 88.7

Profit margin 11 7.3

offers 1 .7
Total 150 100.0

Chart-4.11 Reason for keeping 250ml

250ML
Profit margin offers No Response
7% 1% 3%

Customer preference
89%

Interpretation:

 The chart shows the status to the reason why the respondents are preferring the size of
250ml, out of 150 respondents 89% (i.e. 133) said the reason why they prefer 200ml is
because of customer preference.
 7% (i.e. 11) said the reason why they prefer 250ml is because of profit margin.
 1% said the reason why they prefer 250ml is because of offers.
 3% respondents said they do not prefer range of 250ml.

54
 Table-4.12 Reason for keeping 400ml

Frequency Percent

Customer preference 1 .7

No response 149 99.3

Total 150 100.0

Chart- 4.12 Reason for keeping 400ml

400ML
1%

99%

No Response Customer preference

Interpretation:

 The chart shows the status to the reason why the respondents are preferring the size of
400ml, out of 150 respondents 1% said the reason why they prefer 400ml is because
of customer preference.
 99% respondents said that do not prefer to size of 400ml.

55
Table-4.13 Reason for keeping 600ml.

Frequency Percent

Missing value 1 .7

Customer preference 143 95.3

Profit margin 6 4.0

Total 150 100.0

Chart-4.13 Reason for keeping 600ml.

Profit margin
600ML
No response
4% 1%

Customer
preference
95%

Interpretation:

 The chart shows the status to the reason why the respondents are preferring the size of
600ml, out of 150 respondents 95% (i.e. 143) said the reason why they prefer 600ml is
because of customer preference.
 4% (i.e. 6) said the reason why they prefer 600ml is because of profit margin.

56
Table-4.14 Reason for keeping 750ml.

Frequency Percent

Missing value 1 .7

Customer preference 35 23.3

Profit margin 114 76.0

Total 150 100.0

Chart-4.14 Reason for keeping 750ml.

750ML
1%

23%

76%

No Response Customer preference Profit margin

Interpretation:

 The chart shows the status to the reason why the respondents are preferring the size of
750ml, out of 150 respondents 76% (i.e. 114) said the reason why they prefer 750ml is
because of profit margin.
 23% (i.e. 35) said the reason why they prefer 750ml is because of customer preference.

57
Table-4.15 Reason for keeping 1 Ltr.
.
Frequency Percent

Customer preference 10 6.7

Profit margin 128 85.3

offers 12 8.0
Total 150 100.0

Chart-4.15 Reason for keeping 1 Ltr.

1 LTR

8% 7%

85%

Customer preference Profit margin offers

Interpretation:

 The chart shows the status to the reason why the respondents are preferring the size of
1ltr, out of 150 respondents 85% (i.e. 114) said the reason why they prefer 1ltr is
because of profit margin.
 7% (i.e. 10) said the reason why they prefer 1ltr is because of customer preference.
 8% (i.e. 12) said the reason why they prefer 1ltr is because of offers.

58
Table- 4.16 Reason for keeping 1.20 Ltr.

Frequency Percent

Missing value 1 .7

Customer preference 76 50.7

Profit margin 20 13.3

offers 53 35.3
Total 150 100.0

Chart- 4.16 Reason for keeping 1.20 Ltr.

1.20LTR
No Response
1%

offers
35%

Customer
preference
51%

Profit margin
13%

Interpretation:

 The chart shows the status to the reason why the respondents are preferring the size of
1.20ltr, out of 150 respondents 51% (i.e. 76) said the reason why they prefer 1.20ltr is
because of Customer preference.
 35% (i.e. 53) said the reason why they prefer 1.20ltr is because of offers.
 13% respondents said they do not prefer 1.20ltr.

59
Table- 4.17 Reason for keeping 1.25 Ltr.

Frequency Percent

Missing value 1 .7

Customer preference 77 51.3

Profit margin 19 12.7

Offers 53 35.3
Total 150 100.0

Chart- 4.17 Reason for keeping 1.20 Ltr.

1.25LTR
No Response
1%

Offers
35%

Customer
preference
51%

Profit margin
13%

Interpretation:

 The chart shows the status to the reason why the respondents are preferring the size of
1.20ltr, out of 150 respondents 51% (i.e. 77) said the reason why they prefer 1.20ltr is
because of Customer preference.
 35% (i.e. 53) said the reason why they prefer 1.20ltr is because of offers.
 13% respondents said they do not prefer 1.20ltr.

60
Table- 4.18 Reason for keeping 2.25 Ltr.

Frequency Percent

Missing value 1 .7

Customer preference 77 51.3

Profit margin 19 12.7

offers 53 35.3
Total 150 100.0

Chart- 4.18 Reason for keeping 2.25 Ltr.

2.25LTR
No Responses
1%

offers
35%
Customer
preference
51%

Profit margin
13%

Interpretation:

 The chart shows the status to the reason why the respondents are preferring the size of
1.20ltr, out of 150 respondents 51% (i.e. 77) said the reason why they prefer 2.25ltr is
because of Customer preference.
 35% (i.e. 53) said the reason why they prefer 2.25ltr is because of offers.
 13% (i.e. 19) said the reason why they prefer 2.25ltr is because of profit margin.

61
6- Which particular SKU do you prefer for the following brands?

Table-4.19 SKU preferred for Coca Cola

Frequency Percent

Missing value 65 43.3

200 ml 22 14.7
250 ml 27 18.0
400 ml 1 .7
750 ml 33 22.0
1.25 ml 1 .7
2.25 ml 1 .7
Total 150 100.0
Chart- 4.19 SKU preferred for Coca Cola

1.25 ml 2.25 ml
1% 1%
750 ml
No Respondents
22%
43%

400 ml
1%

250 ml
18%

200 ml
14%

Interpretation:

 The above chart shows the status of SKU preferred for coca cola, out of 150
respondents 43% (i.e. 65) are those who don’t keep any SKU of brand coca cola.
 22% (i.e. 33) said that they like to keep 750 ml.
 18% (i.e. 27) said they like to keep stock of 250 ml.
 14% (i.e. 22) said they like to keep stock of 200 ml.

62
Table- 4.20 SKU preferred for Thumsup

Frequency Percent

200 ml 31 20.7
250 ml 4 2.7
400 ml 1 .7
750 ml 112 74.7
2.25 ml 2 1.3
Total 150 100.0

Chart- 4.20 SKU preferred for Thumsup

1%
21%

200 ml
3% 250 ml
1%
400 ml
750 ml
2.25 ml

74%

Interpretation:

 The above chart shows the status of SKU preferred for Thumsup, out of 150
respondents 74% (i.e. 112) said that they like to keep 750 ml.
 21% (i.e. 31) said they like to keep stock of 200 ml.

63
Table-4.21 SKU preferred for Fanta

Frequency Percent

200 ml 16 10.7
250 ml 2 1.3
400 ml 1 .7
750 ml 100 66.7
1.25 ml 19 12.7
2.25 ml 12 8.0
Total 150 100.0

Chart- 4.21 SKU preferred for Fanta

80

70

60

50

40
66.7
30

20

10
10.7 12.7
8
0 1.3 0.7
200 ml 250 ml 400 ml 750 ml 1.25 ml 2.25 ml

SKU preferred for Fanta

Interpretation:

 The above chart shows the status of SKU preferred for Thumsup, out of 150
respondents 66% (i.e. 100) said that they like to keep 750 ml.
 12% (i.e. 19) said they like to keep stock of 1.25 ml.
 10% (i.e. 16) said they like to keep stock of 200 ml.

64
Table- 4.22 SKU preferred for Limca

Frequency Percent

200 ml 17 11.3
250 ml 2 1.3
400 ml 1 .7
750 ml 100 66.7
1.25 ml 26 17.3
2.25 ml 4 2.7
Total 150 100.0

Chart- 4.22 SKU preferred for Limca

66.70%

70.00%
60.00%
50.00%
40.00% 11.30% 17.30%
30.00%
1.30% 0.70% 2.70%
20.00%
10.00%
SKU preferred for limca
0.00%
200 ml 250 ml 400 ml 750 ml 1.25 ml 2.25 ml

SKU preferred for limca

Interpretation:

 The above chart shows the status of SKU preferred for Limca, out of 150 respondents
66% (i.e. 100) said that they like to keep 750 ml.
 17% (i.e. 26) said they like to keep stock of 1.25 ml.
 11% (i.e. 17) said they like to keep stock of 200 ml.

65
Table-4.23 SKU Preferred for Sprite

Frequency Percent

200 ml 33 22.0
400 ml 1 .7
750 ml 111 74.0
1.25 ml 3 2.0
2.25 ml 2 1.3
Total 150 100.0

Chart- 4.23 SKU Preferred for Sprite

SKU preferred for Sprite

74%
80%

60%

40%
22%
20%
0.70% 2% 1.30%
SKU preferred for Sprite
0%
200 ml 400 ml 750 ml 1.25 ml 2.25 ml

SKU preferred for Sprite

Interpretation:

 The above chart shows the status of SKU preferred for Sprite, out of 150 respondents
74% (i.e. 111) said that they like to keep 750 ml.
 22% (i.e. 33) said they like to keep stock of 200 ml.

66
Table- 4.24 SKU Preferred for Maaza

Frequency Percent

200 ml 27 18.0
400 ml 1 .7
600 ml 111 74.0
1.20 ml 11 7.3
Total 150 100.0

Chart- 4.24 SKU Preferred for Maaza

80% 74%

70%

60%

50%

40%

30%
18%
20%
7.30%
10% 0.70%
0%
200 ml 400 ml 600 ml 1.20 ml
SKU preferred for maaza 18% 0.70% 74% 7.30%

SKU preferred for maaza

Interpretation:

 The above chart shows the status of SKU preferred for Maaza, out of 150 respondents
74% (i.e. 111) said that they like to keep 600 ml.
 18% (i.e. 27) said they like to keep stock of 200 ml.

67
7- Do you sell RGB?

Table- 4.25 Availability of RGB

Frequency Percent

yes 124 82.7

no 26 17.3

Total 150 100.0

Chart-4.25 Availability of RGB

SELL RGB
NO
17%

YES
83%

Interpretation:

 Above chart shows the status of the respondents selling RGB, out of 150 respondents
83% (i.e. 124) said yes they sell RGB.
 17% (i.e. 26) said they don’t sell RGB.

68
8- Do you feel any issue while selling RGB?

Table-4.26 Issues while selling RGB

Frequency Percent

yes 115 76.7

no 35 23.3

Total 150 100.0

Chart-4.26 Issues while selling RGB

NO
23%

YES
77%

Interpretation:

 Above chart shows the status of issues while selling RGB, out of 150 respondents 77%
(i.e. 115) said yes they sell RGB.
 23% (i.e. 35) said no they don’t feel any issues while selling RGB.

69
9- What challenges do you face while selling RGB?
Table- 4.27 Challenges while selling RGB
Responses Percent of Cases

N Percent

Problem Storage 59 30.9% 39.3%

Breakage Problem 50 26.2% 33.3%

Lacking Schemes 27 14.1% 18.0%

Challenge In RGB
Margin Is Less 30 15.7% 20.0%

Customer Preference 3 1.6% 2.0%

Any Other 22 11.5% 14.7%

191 100.0% 127.3%

Total

Chart- 4.27 Challenges while selling RGB

Customer Any Other
Preference 11% Problem in
2% storage
31%
Margin is less
then PET
16%

Lack in schemes
14%
Breakege Problem
26%

Interpretation:

 Above chart shows the status of reaction of respondents towards RGB, out of 150
respondents 57% (i.e. 85) said that they are satisfied with RGB.
 15% (i.e. 30) said that they are highly satisfied with RGB.
 12% (i.e. 27) said that they are dissatisfied with RGB.
 10- Which brand is mostly preferred in RGB?

70
10- Which brand is mostly preferred in RGB?

Table- 4.28 Most preferred brand in RGB

Frequency Percent
Missing value 24 16.0
Coca Cola 2 1.3
Thumsup 72 48.0
Fanta 1 .7
Sprite 34 22.7
Maaza 17 11.3
Total 150 100.0

Chart- 4.28 Most preferred brand in RGB

Maaza No Response
11% 16%
Sprite Coca Cola
23% 1%

Fanta
1%
Thumsup
48%

Interpretation:
 This chart shows the status of brands in RGB, out of 150 respondents 48% (i.e. 72.)
prefer Thumsup in RGB.
 23% (i.e. 34) prefer Sprite in RGB.
 11% (i.e.17) prefer Maaza in RGB.

71
11- Reaction towards RGB are you happy to sell?

Table- 4.29 Reaction on RGB

Frequency Percent
Highly dissatisfied 8 5.3
Dissatisfied 18 12.0
Neutral 17 11.3
Satisfied 85 56.7
Highly satisfied 22 14.7
Total 150 100.0

Chart- 4.29 Reaction on RGB

5%
15%
12% Highly dissatisfied
Dissatisfied
11%
Neutral
Satisfied
Highly satisfied
57%

Interpretation:

 Above chart shows the status of reaction of respondents towards RGB, out of 150
respondents 57% (i.e. 85) said that they are satisfied with RGB.
 15% (i.e. 85) said that they are highly satisfied with RGB.
 12% (i.e. 85) said that they are dissatisfied with RGB.
 11% (i.e. 85) said that they are highly satisfied with RGB.

72
12- Do you think 200ml RGB should be replaced with 200ml PET bottle?

Table-4.30 Replacement of RGB with PET

Frequency Percent

Yes 59 39.3

No 91 60.7

Total 150 100.0

Chart- 4.30 Replacement of RGB with PET

YES, 39%

NO, 61%

Interoperation:

 The above chart describes the status replacement of 200ml RGB with 200ml PET, out
of 150 respondents 61% (i.e. 91) said they think that 200ml RGB should be replaced
with 200ml PET.
 39% (i.e. 59) said they don’t think that 200ml RGB should be replaced with 200ml
PET.

73
13- Do you think rate of 200ml bottle which is available at Rs.14 is worth it?

Table-4.31 Rate of RGB

Frequency Percent

yes 103 68.7

no 47 31.3

Total 150 100.0

Chart- 4.31 Rate of RGB

NO
31%

YES
69%

YES NO

Interpretation:

 The above chart shows the status of rate of RGB, out of 190 respondents 69 % (i.e.
103) said they think rate of 200ml bottle which is available in Rs.14 is worth it.
 31 % (i.e. 47) respondents said they don’t think the rate of 200ml bottle which is
available in Rs14 is worth it.

74
14- Beverages sales of outlet per day (in cases)?

Table-4.32 Beverages sales of the outlet

Frequency Percent

1-3 117 78.0

4-6 32 21.3

more than 10 1 .7

Total 150 100.0

Chart- 4.32 Beverages sales of the outlet

More then 10
4--6 1%
21%

1--3
78%

Interpretation:
 The above chart shows the status of beverages sales of the outlet, out of 150
respondents 78% (i.e. 117) have daily beverages sales around 1-3 cases.
 21% (i.e. 31) have around 4-7 cases of beverages sales on the daily basis.
 Only 1 respondent have daily beverages sales more than 10 cases.

75
15- Type of outlet?

Table-4.33 Type of outlet

Frequency Percent

E&D 51 34.0

Convenience 69 46.0

Grocery 30 20.0
Total 150 100.0

Chart- 4.33 Type of outlet

20%

34%

46%

E&D Convenience Grocery

Interpretation:

 Above chart describes the status of the type of outlet, out of 150 respondents 46% (i.e.
69) have convenient outlet
 34% (i.e. 51) have eat and drink outlet.
 20% (i.e. 30) have grocery stores.

76
Hypothesis Testing

Test 1: Chi-Square test

H0: There is no significance of beverages sales of outlet on type of outlet.

H1: There is significance of beverages sales of outlet on type of outlet.

Table- 4.44 Beverages sales of the outlet (in cases)

Type of outlet? Total

E&D Convenience Grocery

1-3 31 58 28 117

Beverages sales of the outlet (in cases)? 4-6 19 11 2 32

more than 10 1 0 0 1

Total 51 69 30 150

Table- 4.45 Chi-Square Tests

Value df Asymp. Sig. (2-sided)

Pearson Chi-Square 15.133a 4 .004

Likelihood Ratio 15.547 4 .004

Linear-by-Linear Association 13.256 1 .000

N of Valid Cases 150

Interpretation:
As the p value is 0.00 which is less than the significance value i.e. 0.50 so we reject the null
hypothesis and accept the alternative hypothesis. Thus, it is conclude that “There is a
relationship between beverages sales of the outlet and type of outlet”.

77
Test-2 One Sample T-Test

H0- There is no relationship between reason of keeping coca cola and level of importance.

H1- There is a relationship between reason of keeping coca cola and level of importance.

One-Sample Statistics

N Mean Std. Deviation Std. Error Mean

Profit Margin 150 4.90 .362 .030

Schemes 150 4.55 .538 .044
Availability of stock 150 4.61 .675 .055

Customer’s demand 150 4.97 .270 .022

Interpretation:

(5- Most important) (4- Important) (3- Can’t say) (2- Not important) (1- Not at all
important)

 In the above table, mean value = 3 i.e. taken as can’t say it is analyzed that price have
mean value of 4.90 which shows that profit margin is the most important reason for
retailers that’s why they keep stock of coca cola.
 Scheme have mean value of 4.55 which shows that it is important reason for retailors.
 The mean value of availability of stock is 4.61 which shows that retailer opted it as the
most important reason.
 Consumer’s demand has the highest mean value of 4.97 which shows that retailer keep
coca cola product because of customer’s demand.

Showing results of Hypothesis

Sr. No. Hypothesis(H0) P-value Accept/

Reject

1- There is no significance of beverages sales of outlet on 0.00 Reject

type of outlet.

2- There is no relationship between reason of keeping coca - Reject

cola and level of importance.

78
CH-6 FINDINGS

 More number of customers and Outlets preferred coca cola as beverage. But still
Availability of product was major criteria as both the products were almost the same.
 Profit margin and customer’s demand is the most important reason why the retailers
prefer to keep coca cola products.
 Majority of the outlets wants more schemes so as to get more profit.
 Sharing pack is the most preferred segment in coca cola followed by single serve and
multi serve.
 750ml size of SKU is the most preferred range of the outlets in east zone of Ahmedabad
followed by 200ml.
 400ml and 2.25ml are the least preferred size of SKUs by the retailers.
 Thumps-up, Sprite, Maaza were the most liked and consumed product, whereas Coca
Cola and Limca have a very low Market Share.
 Brand Coca Cola is mostly preferred in 750 ml by the retailers.
 Brand Thumsup, Fanta, Limca, Sprite is also preferred in 750ml.
 Maaza is preferred in 600 ml and Minute Maid is preferred in 250ml by the retailers.
 83% of the outlets prefers to sell RGB, whereas 17% don’t prefer to keep RGB.
 Majority of the outlets feel issues while selling RGB.
 Problem in storage and breakage problem are one of the major challenges which the
retailers are facing in keeping RGB stock.
 16% of the outlets feels that the company is not giving them enough schemes in coca
cola products.
 14% of the retailers feels that they are not getting profit margin in RGB as compared
to PET.
 Thumsup is the most preferred brand of the retailers in RGB followed by Sprite and
Maaza whereas Limca is the least preferred brand or the retailers.
 Different Type of Outlets preferred different packaging and S.K.U depending upon the
Customers that came to particular Outlet.

79
CH: 7 RECOMMENDATIONS

 Company should try to meet the coordination between the Distributor and Outlets so
that dealers should take care about the availability of the product. It is possible if
distributer and retailer will be in regular contact and the distributer could supply them
stock instantly whenever they needed. In case the salesman fails to deliver the ordered
stock then the retailer could directly contact the distributer and he would make them
the stock available. In this way the issue of availability of stock could be minimised to
an extent.
 Company must pay more attention to less developed areas and rural areas. As the
people in rural areas have low purchasing power, affordability and acceptance of
products is also a major concern. Company should focus on single serve and should
reduce the price of RGB as 31 % from the sample population said they don’t think
Rs.14 for 200ml bottle is worth it. So company should make some changes in the size
of its bottle and pricing to win over the consumers in rural market.
As people in rural areas have preference for traditional cold beverages like lassi, lemon
juice, jeeru and other local brands and these drinks are in the range of Rs.10 to Rs.15
so company should make some changes in the price of 250ml PET bottles which are
available at Rs.20 in the market.
Company also needs to assign salesman to these areas to develop the market, they
should provide the outlets hoardings, boards, flaps so as to showcase the brand.
 Company could provide various schemes on less selling SKUs so as to increase the
must selling brand flavours. Company must increase the free bottles of water in less
selling SKUs or they can use Minute maid with water as offer so as to enhance the
eagerness of retailers to buy more SKUs.
 Company should keep a track of R.G.B available with Each Outlets so as to maintain
the Flow of sales in the market for R.G.B products. The company has provided tablet
to (MGR) market growth representative also called market developer and MGR have
to punch every order in tablet and the tablet records each and every entry of order and
billing so from there company could keep a track on RGB to maintain the flow of sales
in the market of RGB products.
 Eat and Drink outlets are having more beverages sales as compared to Convenient and
Grocery so company should tie up with restaurants and hotels and provide special
discount on food to the customers.

80
CH: 8 CONCLUSION

Coca Cola leads other competitors in beverage industry in terms of market share, customer
demand and customer satisfaction. The increase in number of consumers, brand awareness of
Coca Cola has opened many new opportunities for the company. In the light of very high rates
of new product failures, range selling and brand extension seems very attractive. After all, all
companies seek to extract the maximum possible returns from the investment in their brands.
As coca cola has the immense brand value and it has the strong distribution network so that’s
why range selling is an important factor that company needs to consider.

Further conclusions drawn from the study are as follows: -

 Though Coca Cola was favored, purchase was still influenced by easy Availability of
the products.
 Retailers stress more upon schemes and offers and profit margin is the prime factor for
satisfaction of retailers.
 For Coca-Cola Ahmedabad (East) there is a big opportunity in E&D and convenience
outlets as it contributes the maximum selling of products, if company could provide
them special schemes and offers.
 Being the main product of company, coke itself has very less market share as compared
to Thumsup and sprite in sparkling segment and in juice segment Mazza is the market
leader. Whereas Minute Maid is still facing challenges due to less customer preference.

81
BIBLIOGRAPHY

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towards-Pepsi-and-coca-cola

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83
ANNEXURE (QUESTIONNAIRE)

“AVAILABILITY OF VARIOUS COCA COLA PRODUCTS AT RETAILER LEVEL

IN EAST ZONE OF AHMEDABAD”

1. Do you keep stock of coca cola?

Yes No

2. If yes, then which are the reasons from the following?

Most Important Can’t Not Not at all

Important say important important
Profit
Margin
Schemes

Availability
of stock
Customer’s
Demand

3. If no, then which are the reasons from the following?( Tick any one)
Profit Margin Miss Communication of offers Schemes
Miss Behaviour of salesman Availability of stock
No demand from customer Any Other

4. Which Segment is preferred the most from the following?(Tick any one)
Single serve Sharing Pack Multi Serve
Water

5. Which size of SKU sells more?(Tick any one)

150ml 200ml 300ml 400ml 500ml
600ml 750ml 1ltr 1.25ltr 2.25ltr

84
 6. Reason of selecting particular size of SKU?
Range Customer Preference Profit Margin Offer

150ml
200ml
250ml
400ml
600ml
750ml
1ltr
1.20ltr
1.25ltr
2.25ltr

7. Which particular SKU do you prefer for the following brands?(Tick any one)
150 200 250 300 400 600 750 1.20 1.25 2.25

Coke

Thumsup

Fanta

Limca

Sprite

Maaza

Minute Maid

85
8. Do you sell RGB?

Yes NO

9. Do you feel any issues while selling RGB?

Yes No

10. What challenges do you face while selling RGB?

Problem in storage Breakage problem
Lack in schemes Margin is less then pet bottles
Customer Preference Any other

11. Which brand is mostly preferred in RGB bottles? (Tick Any one)
Coca Cola Thumsup Limca Fanta
Sprite Maaza

12. Reaction towards RGB, are you happy to sell?

Highly Satisfied Satisfied Neutral
Highly Dissatisfied Dissatisfied

13. Do you think 200ml RGB should be replaced with 200ml PET bottle?
Yes NO

14. Do you think rate of 200ml bottle which is available at Rs.14 is worth it?
Yes C No
v
15. Beverage sales of the outlet per day (in Cases)?
1-3 4-6 C 7-10
More than 10 V
V
C
V
V
V
C
86
C
V
16. Type of outlet?

v E&D v Convenience Grocery

V
V
17. Name of owner:___________________________________
C
18. Name of outlet:____________________________________
V
19. Mobile No.:_________________ V
V
20. Area:____________________________________________
C
C
V
V
V

87