Strategic Management Case StudyCoca-Cola Co.

Presented by: Carter Vaillancourt, Megan Land, and Emily

Michaud

Overview
1. Company Overview
.A brief history about Coca Cola
.Existing Mission and Vision Statement
.Existing Objectives and Strategies
.New Mission and Vision Statement
2. External Audit

.Industry Analysis
.Current Opportunities and Threats
.CPM Matrix
.EFE Matrix
3. Internal Assessment

.Organizational Structure
.Strengths and Weaknesses
.Financial Condition
.IFE Matrix

4. Strategy Formation

SWOT matrix
Space Matrix
BCG Matrix
Grand Strategy Matrix
Matrix Analysis
QSPM Matrix

5. Strategic Plan for the Future

Strategies

6. Implementation

EPS/EBIT
Projected Financials

7. Evaluation

Balanced Score Card

8. Coca-Cola Update

The Coca-Cola Bottle from the Beginning, to Present

In 1886 is when Atlanta pharmacist

In 1985, was the release of a

created the first Coca-Cola mixture out

new taste for Coca-Cola, the

various ingredients,
where he

Due to beverage companies

then put it

copying Coca-Cola they

up for sale

began to manufacture the

for 5 cents

In 1943, during WWII General Eisenhower

first change in formulation in 99

requested 10

years. It wasnt long until they

bottle plants

changed to their original

to be shipped

contour bottle in 1916

to them

a glass

overseas,
which then
created an
overseas business.

1886-1892

1905-1918

1941-1959

1893-1904

1984 is when Joseph Biedenharn was

hired to be
the first to
put the
Coca Cola
in bottles

1919-1940

1982-1890

1960-1981

1990-1999

In the 1928 Olympics located in Amsterdam,

New beverages joined the

Coca-Cola traveled
with the

After 70 years, Coca-Cola added new

team and

flavors:Fanta, originally developed in the

began

1940s and

global

introduced in

expansion

the 1950s;
Sprite followedin 1961, with
TAB in 1963
andFresca in 1966

Company's line-up, including

Powerade
sports drink,
Qoo
children's
fruit drink
andDasani bottled
water

Revenue and Cash Flow Growth 2005-2010

Existing Vision Statement

Our vision serves as a framework for our Roadmap and guides every aspect of our business by describing what
we need to accomplish in order to continue achieving sustainable, quality growth.

People: Be a great place to work where people are inspired to be the best they can be.
Portfolio: Bring to the world a portfolio beverage brands that anticipate and satisfy peoples desires and needs.
Partners:Nurture a winning network of customers and suppliers, together we create mutual, enduring value.
Planet:Be a responsible citizen that makes a difference by helping build and support sustainable communities.
Profit:Maximize long-term return to shareholders while being mindful of our overall responsibilities.
Productivity: be a highly effective, lean and fast-moving organization

Existing Mission Statement

Our Roadmap starts with out mission, which is enduring. It declares our purpose as a
company and serves as the standard against which we weigh our actions and
decisions.

To refresh the world

To inspire moments of optimism and happiness
To create value and make a difference.

Existing Growth Strategy

Driving global beverage leadership

Accelerate innovation
Leverage our balanced geographic portfolio

Proposed Vision Statement

Coca-Colas vision is to inspire moments of

happiness while refreshing the world.

Proposed Mission Statement

With six main operating segments in North America, Latin America, Europe, Eurasia,
Africa, the Pacific,(3) and bottling investments, Coca-Cola is dedicated to being a
highly effective refreshments and fast-moving organization. (5) Our mission is to
bring consumers quality refreshments that anticipate and satisfy their desires and
needs. (1)(2). As a company we strive to be responsible citizens by helping to rebuild
and support sustainable communities (8), while maximizing long-term return to
shareowners (6). Through modern technology (4) and inspiring employees to be the
1.
best they can be (9) we know we can2. continue
to provide the best products on the
Customers

Products or Services

3.
4.

Markets
Technology

market.

5.
8.
9.

Concern for Survival

6.
7.

Philosophy
Self-Concept

Concern for Public Image

Concern for Employees

External Audit

Industry Market Analysis

Stock Price 2010

70

60

50

40

Stock Price 2010

30

20

10

0
Coca Cola

Pepsi Cola

Nestle

Dr. Pepper Snapple

Opportunities

1)Spurring demand for energy drinks, especially in the US where estimates show
about 2 billion.

2)Approximately 85% of the companys unit case volume is delivered in recyclable

bottles and cans, and the company targets to recover at least 50% of the equivalent
bottles and cans sold worldwide.

3)Bottled water drinking has increased 11%.

4)European and China market show large potential to grow by an estimated amount
of 7%.

5)Has the option, but no obligation, to assist bottlers with promotional and
marketing activities ($5 billion in 2010).

Threats
1)
2)
3)
4)

Increasing preference for non carbonated healthy drinks. The Coca Cola soda saw a 5% volume declines respectively in the carbonated soda brands category.
With rising obesity rates of 35.7% for adults and 17% for youth in the U.S. alone, health concerns may cause reduced consumption of sugar sweetened beverages, impacting profitability.
Water is the main and most significant ingredient in beverages, quality and abundance of water is scarce worldwide, where 70% is used for agriculture and irrigation.
With $24.5 billion in net operating revenue generated from international markets, and operating in over 200 countries, unstable economic conditions in foreign countries can dramatically
decrease revenues.

5)
6)
7)
8)
9)

The primary beverage of Coca Cola is sparkling beverages, the most popular drinks consumed worldwide, in their respective order, are water, tea, and beer.
Changes in currency rates. Coca-cola uses 74 functional currencies in 2010.
In 2010 had approximately 18,600 associates represented by labor unions.
PEP operating income and revenues both exceeded KO's by .85 Billion and 7.67 Billion respectively. They are strong competitors in the market
PepsiCo dominated North America with sales of US $22billion,while Coca-Cola only had about US $7billion.

CPM
KO

NSRGY

PEP

Critical Success factors

Weights

Rating

Weighted Score

Rating

Weighted Score

Rating

Weighted Score

0.0 to 1.0

1 to 4

1 to 4

1 to 4

Advertising

0.08

0.32

0.24

0.32

Product Quality

0.12

0.48

0.36

0.36

Price Competitiveness

0.10

0.4

0.3

0.4

Finanical Position

0.10

0.30

0.40

0.30

Customer Loyalty

0.14

0.56

0.42

0.56

Global Expansion

0.11

0.44

0.33

0.33

Market Share

0.07

0.21

0.28

0.21

Organization Structure

0.06

0.24

0.18

0.18

Customer Service

0.08

0.32

0.24

0.24

Production Capacity

0.10

0.40

0.30

0.40

Employee Dedication

0.04

0.12

0.16

0.12

Totals

1.00

3.79

3.21

3.42

EFE
Key External Factors

Weights

Opportunities

Rating

0.0 to 1.0

Weighted Score

1 to 4

This is spurring demand for energy drinks, especially in the US which according to the latest industry estimates is about 2 billion

0.06

0.24

Approximately 85% of the companys unit case volume is delivered in recyclable bottles and cans, and the company targets to recover at least 50%

0.04

0.12

Bottled water drinking has increased 11%.

0.04

0.08

European and China market show large potential to grow, growing into these divisions more will help the revenue sales

0.04

0.08

Has the option, but no obligation, to assist bottlers with promotional and marketing activities ($5 billion in 2010).

0.05

0.1

55 billion beverage servings are consumed worldwide each day

0.06

0.18

Global beverage industry is expected to grow from a valued $1.4 trillion in 2008, to $1.6 trillion by 2013

0.05

0.15

India currently only consumes 11 8oz servings of KO per person per year

0.04

0.08

0.15

of the equivalent bottles and cans sold worldwide

The non-alcoholic ready to drink(NARTD) beverage industry is expected to grow by 50 billion unit cases by 2020

Threats

Increasing preference for non carbonated healthy drinks. The Coca Cola soda saw a 5% volume declines respectively in the carbonated soda

0.05

0.06

0.18

0.06

0.12

0.09

0.18

0.07

0.21

0.07

0.28

Changes in currency rates. Coca-cola uses 74 functional currencies in 2010

0.04

0.08

In 2010 had approximately 18,600 associates represented by labor unions

0.05

0.1

PEP operating income and revenues both exceeded KO's by .85 Billion and 7.67 Billion respectively. They are strong competitors in the market

0.05

0.2

PepsiCo dominated North America with sales of US $22billion,while Coca-Cola only had about US $7billion

0.08

0.32

brands category

With rising obesity rates of 35.7% for adults and 17% for youth in the U.S. alone, health concerns may cause reduced consumption of sugar
sweetened beverages, impacting profitability.

Water is the main and most significant ingredient in beverages, quality and abundance of water is scarce worldwide, where 70% is used for
agriculture and irrigation

With $24.5 billion in net operating revenue generated from international markets, and operating in over 200 countries, unstable economic
conditions in foreign countries can dramatically decrease revenues

The primary beverage of Coca Cola is sparkling beverages, the most popular drinks consumed worldwide, in their respective order, are water, tea,
and beer

Totals

2.85

Internal Audit

Financial InformationIncome Statement

Financial InformationBalance Sheet (1)

Financial InformationBalance Sheet (2)

Coca-Cola Worth Analysis for 2010 (in millions)

Shareholder's equity - Goodwill - Intangibles

4,094

Net Income * 5

59,045

(Stock Price/EPS) * NI

71,177

# of Shares Out * Stock Price

71,225

Four Method Average

51,385

Ratio Analysis
Ratio (2010)

Coca-Cola

Pepsi

Nestle

Current

1.17

1.11

1.29

Quick

1.02

0.89

1.03

Debt to total assets

0.57

0.68

0.44

Debt to equity

1.35

2.19

0.78

Long-term debt to equity

0.45

0.94

0.12

Times-interest-earned ratio

20.43

9.23

41.25

Fixed Assets Turnover

2.38

3.03

5.12

Total Assets Turnover

0.48

0.85

0.98

Inventory Turnover

13.25

17.15

13.84

Gross Profit Margin %

63.86

54.05

58.21

EBT Margin %

40.56

14.23

34.69

Net Profit Margin %

33.63

10.93

31.2

Return on total assets %

19.42

11.7

27.56

Return on Stockholder's equity %

38.09

33.27

49.17

Liquidity Ratios

Leverage Ratios

Activity Ratios

Profitability Ratios

Strengths

1)With revenues of $35,119,000 million, CocaCola is one of the largest beverage

manufacturers globally.

2)Coca-Cola owns four of the worlds top five

nonalcoholic sparkling beverage brands
including Coca-Cola, Diet Coke, Sprite

Weaknesses

1)Weak performance in Europe achieving a 0% growth in 2010

2)Does not hold number 1 spot for either the water brand or the
leading sports drink

3)Currently does not hold a snacks segment, where Pepsi Co. has a
food division which creates for 60% of their total revenue.

4)Does not perform best in North America, only accounting for

31.7% in total revenue in 2010

5)Has a high number of current liabilities accounting for 18,508

million

IFE
Key Internal Factors

Weights

Rating

Weighted Score

0.0 to 1.0

1, 2, 3 or 4

Internal Strengths

3 or 4

With revenues of $35,119,000 million, Coca-Cola is one of the largest beverage manufacturers globally

0.07

0.28

Coca-Cola owns four of the worlds top five nonalcoholic sparkling beverage brands including Coca-Cola, Diet Coke, Sprite and Fanta

0.08

0.32

Sold 25.5 billion cases of products in 2010

0.07

0.21

Accounted for 51% of U.S. unit case volume, and 50% of non-U.S. case volume for 2010

0.06

0.18

Has ownership interest in its bottling/distributing partners; 23% in Coca-Cola Hellenic, 32% in Coca-Cola FEMSA, and 30% in Coca-Cola Amatil

0.05

0.15

Acquired Coca-Cola Enterprises, Inc., one of the major bottlers for Coca-Cola in North America which had $3.6 billion in revenues

0.09

0.36

In Eurasia and Africa, unit case volume increased 12% in 2010

0.04

0.12

Coca-Cola has more than 500 brands and 3,500 beverages and products

0.06

0.24

Coca-Cola sells 1.7 Billion servings of beverages per day in over 200 countries

0.05

0.15

Coca-Cola generated 8.5 billion in cash from operations in 2010, up 16% over 2009

0.06

0.18

Internal Weaknesses

1 or 2

Weak performance in Europe achieving a 0% growth in 2010

0.02

0.02

Does not hold number 1 spot for either the water brand or the leading sports drink

0.06

0.12

Currently does not hold a snacks segment, where Pepsi Co. has a food division which creates for 60% of their total revenue

0.07

0.07

Does not perform best in North America, only accounting for 31.7% in total revenue in 2010

0.03

0.03

Has a high number of current liabilities accounting for 18,508 million

0.02

0.04

Acquiring Coca-Cola Enterprises (CCE) resulted in assuming additional $7.9 billion in debt

0.07

0.07

Operating income for Europe operations decreased by $50 million in 2010

0.03

0.03

Interest expense increased $378 million mainly due to premiums paid on repurchasing long term debt

0.03

0.06

Common Stock Market Prices decreased between the first and second quarter in 2010 from $52.23 and $49.47

0.02

0.04

Other operating expenses grew to $5,959 million in 2010 from $ 5,699 million in 2009

0.02

0.04

Totals

2.71

Strategy Formation

SWOT Matrix
ST
1. Create a line of energy drinks to meet a growing demand of those products. (S8,

Strengths

S9, S10, O1, O9)

Opportunities

2. Increase marketing in Latin America. (S8, S9, S10, O6, O7, O9)

WO

ST

1.Increase sports drink product sales through sponsorship of

1. Diversify beverage line by offering alcoholic beverages. (S1, S8, S9,

collegiate sports. (W2, W4, O1, O6, O9)

T5)

2.Increase marketing in Europe. (W1, O4, O6)

2. Increase R&D spending to research production methods to ensure that
we are utilizing resources in the most efficient manner. (S1, S10, T3)

3. Take advantage of the increasing demand for bottled water by

creating flavored water drops. (W2, O3, O6, O9)

WT
1.Create a lower calorie sports drink line to promote healthydrinkinghabits while still
providing the essential electrolyte balance. (W2, W4, T1, T2)

Threats

2. Diversify products by entering the healthy snack/snack food market. (W3, T2)

Weaknesses

Space Matrix
Financial

Ratings

Industry

Strength

Rating

Strength
1

Cash Flow

5.0

FS

Profit

6.0

Potential
2

Price

3.0

Aggressive

Conservative

Earnings

Financial

7.0

Stability

Ratio

Earnings

5.0

Resource

per Share
4

7.0

Capital

Envir

Liquidity

Ratin
g

Stabi

Net

6.0
5

Return on

Barriers to Enter

Average

the Market

4.0
-5.0

-5

-4

-3

-2

-1

6.0

-4.0

Market Share

-1.0

Growth

-4.0

-4.0

Extent

-3

-3.0
2.0

-5

Competitive

Defensive

Customer Loyalty

Industry

4.6

Strength

-6

-2.0

ES

Average

Capacity

-2.0

X Coordinate

2.43

Y Coordinate

1.00

Utilization

Technologically

-3.0

Advanced
6

-4.0

-4

Product Quality

3d

-2.0

Demand

3.0

Leverage

Price Elasticity

-2

Potential

Competitive

Price Range of

-6

-1

Market
ntage

Variability

CS

pressure

1
6

5.14

Strength
2

etitivutilizatio

Entry

Rate of
Assets
Inflation

Financial

Ratin

Adva

Income
7

4.0

CompCapacity

lity
1

Producti
vity,

6.0

onm
ental

Utilizatio

Working

4.0

Global Expansion

-1.0

IS

BCG Matrix

Segments

Revenue

%rev

profit

%pft

Relative Market Share

Industry Growth
Rate (%)

North America

$11,205.00

39.45%

$1,520.00

15.31%

1.00

4.40%

Pacific

$5,271.00

18.56%

$2,048.00

20.63%

1.00

5.60%

Europe

$5,249.00

18.48%

$2,976.00

29.97%

1.00

5.30%

Latin America

$4,121.00

14.51%

$2,405.00

24.22%

1.00

6.00%

Eurasia & Africa

$2,556.00

9.00%

$980.00

9.87%

1.00

6.50%

$28,402.00

100.00%

$9,929.00

100.00%

Total

BCG Continued

Grand Strategy Matrix

Rapid Market
Growth

Quadrant II

Quadrant I
1. Market development

1. Market development

2. Market penetration

2. Market penetration

3. Product development

3. Product development

4.Forward integration
5. Backward integration

4.Horizontal integration

6. Horizontal integration

5. Divestiture

7.Related diversification

6. Liquidation

Quadrant IV

Quadrant III

1. Retrenchment
2. Related diversification

3. Unrelated diversification
4. Divestiture

5. Liquidation

1. Related diversification
2.Unrelated diversification
3. Joint ventures

Matrix Analysis
Alternative Strategies

SPACE

GRAND

BCG

COUNT

Forward Integration

Backward Integration

Horizontal Integration

Market Penetration

Market Development

Product Development

Related Diversification

Unrelated Diversification

Retrenchment

Divestiture

Liquidation

IE

Strategy Evaluation

Integration Strategies

We have integrated into many

suppliers prior to 2010

We recently purchased CCE which

helps integrate our bottling and

QSPM
Quantit

Create a

Diversif

ative

lower

Strateg

calorie

product

ic

sports

Planni

s by
enterin

drink

ng

line/

Matrix-

while

QSPM

Diversify beverage line by offering alcoholic beverages.

g the
healthy
snack/s

still

nack

providin

food

market.

essential
electroly
te
balance.

Key

Weight

AS

TAS

AS

TAS

AS

TAS

factors

External

1 to

1 to 4

1 to 4

4
Opport

unities

1.
There is
spurring
demand
for
energy
drinks,
especiall
y in the
US
which
accordin
g to the
latest
industry
estimate
s is
about 2

0.06

0.24

QSPM (2)
Create a

Diversify

Diversify

lower calorie

products by

beverage

sports drink

entering the

line by

healthy

offering

line/ while
still providing
essential

snack/snack

alcoholic

food market.

beverages.

electrolyte
balance.

Strengt

hs
1.With

0.07

0.07

0.2

revenue

0.14

0.16

s of
$35,119
,000
million,
CocaCola is
one of
the
largest
beverag
e
manufac
turers
globally.
2.Coca
-Cola
owns
four of
the
worlds
top five
nonalco
holic
sparklin
g
beverag
e brands

0.08

Strategic Fit
Competitive Risks

Pepsi Co. and Nestle currently have market share in the Food Industry
Funding Aggressive Growth

Market Capitalization of 190 billion

Current Assets exceed current liabilities by over 3 billion
Strong Brand Utilization

Moving into the food industry and having very strong customer loyalty,
customers will be drawn to new products

Kellogg Company

Currently located in 180 different countries

Sales totaled 12.4 billion in 2010
Includes brands such as: Special K, Cheez-It, Pringles, Keebler, Austin,
Famous Amos, and Townhouse Crackers

Food Consumer Products Industry Kellogg's is ranked number 2, behind

Pepsi Co. and ahead of General Mills

3-Year Goals
In 3 Years
-Acquire ownership of Kellogg Company by the end of 2013

- Expand Healthy Food choices through acquisition

Year 1: Begin Acquisition Process with Kellogg Company
Year 2: Attain Ownership of Kellogg Company
Year 3: Begin Marketing and Sales with Kellogg Company

Strategic Implementation

Kellogg Company Net Worth Analysis

Kelloggs Worth Analysis for 2010 (in millions)

Shareholder's equity - Goodwill - Intangibles

(2,930)

Net Income * 5

6,235

(Stock Price/EPS) * NI

17,849

# of Shares Out * Stock Price

17,868

Four Method Average

9,755

EPS/EBIT
Assumptions
Capital Needed

6,000,000,000

EBIT Range

$7 bil. - $15 bil.

Interest Rate

4%

Tax Rate

16%

Stock Price (Dec. 31, 2010-year end)

30.86

Current Shares Outstanding (Basic)

2,308,000,000

CS Shares needed

Common Stock

194,426,442

Recession

Normal

Boom

EBIT

7,000,000,000

10,000,000,000

15,000,000,000

Interest

EBT

7,000,000,000

10,000,000,000

15,000,000,000

Taxes

2,030,000,000

2,900,000,000

4,350,000,000

EAT

4,970,000,000

7,100,000,000

10,650,000,000

# of Shares

2,502,426,442

2,502,426,442

2,502,426,442

Debt Financing

Recession

Normal

Boom

EBIT

7,000,000,000

10,000,000,000

15,000,000,000

Interest

240,000,000

240,000,000

240,000,000

EBT

6,760,000,000

9,760,000,000

14,760,000,000

Taxes

1,960,400,000

2,830,400,000

4,280,400,000

EAT

4,799,600,000

6,929,600,000

10,479,600,000

# of Shares

2,308,000,000

2,308,000,000

2,308,000,000

Financing

EPS/EBIT Continued
Assumptions

Stock needed

5,400,000,000

Debt needed

600,000,000

Interest

24,000,000

CS shares needed

174,983,798

90% Stock -

Stock needed

600,000,000

Debt needed

5,400,000,000

Interest

216,000,000

CS shares needed

19,442,644

10% Stock -

10% Debt

90% Debt

Financing

Financing

Recession

Normal

Boom

Recession

Normal

Boom

EBIT

7,000,000,000

10,000,000,000

15,000,000,000

EBIT

7,000,000,000

10,000,000,000

15,000,000,000

Interest

24,000,000

24,000,000

24,000,000

Interest

216,000,000

216,000,000

216,000,000

EBT

6,976,000,000

9,976,000,000

14,976,000,000

EBT

6,784,000,000

9,784,000,000

14,784,000,000

Taxes

2,023,040,000

2,893,040,000

4,343,040,000

Taxes

1,967,360,000

2,837,360,000

4,287,360,000

EAT

4,952,960,000

7,082,960,000

10,632,960,000

EAT

4,816,640,000

6,946,640,000

10,496,640,000

# of Shares

2,482,983,798

2,482,983,798

2,482,983,798

# of Shares

2,327,442,644

2,327,442,644

2,327,442,644

EPS

1.99

2.85

4.28

EPS

2.07

2.98

4.51

Projected Financial Assumptions

Capital needed

10,000,000,000

Debt needed

6,000,000,000

Cash Used

4,000,000,000

Interest (estimate)

4%

Tax Rate

16%

Stock Price (Dec. 31, 2010 - year end)

30.86

Additional Interest

240,000,000

Dividends Paid $1.83 per share

4,223,640,000

Kellogg's pays off own liabilities

Kellogg's shareholders are paid off

Projected FinancialsIncome Statement

Projected Income Statement (in millions)

2009

Total Revenue

30,990

2010

35,119

2011

52,784

15% increase,
plus Kelloggs
12,397

Cost of Revenue

11,088

12,693

21,324

% of revenue,
plus Kelloggs
7,108

Gross Profit

19,902

22,426

31,460

Operating Expenses

Research and Development

Selling General & Administrative

11,671

13,977

17,276

Add Kelloggs
3,299

Nonrecurring

Others

Total Operating Expenses

Operating Income or Loss

8,231

8,449

14,184

Projected Financials Balance Sheet (1)

Projected Balance Sheet (in millions)

ASSETS

Current Assets

Cash & Cash Equivalents

6,959

8,379

4,379

Decrease by
$4 billion for
funds

Short-term Investments

2,192

2,820

3,666

30% increase

Net Receivables

3,758

4,430

5,316

20% increase

Inventory

2,354

2,650

4,236

20% increase,
plusKelloggs
1,056

Other Current Assets

2,226

3,162

4,336

30% increase,
plusKelloggs
225

Total Current Assets

Long-term Investments

17,551

6,755

21,579

21,933

7,585

9,861

30% increase

Projected Financials Balance Sheet (2)

LIABILITIES

Current Liabilities

Accounts Payable

6,921

9,132

10,045

10%
increase

Short-term Debt

6,800

9,376

11,176

Add 30%
of $6
billion
from
financing

Other Current Liabilities

Total Current Liabilities

13,721

18,508

Long-term Debt

21,221

5,059

14,041

18,241

Add 70%
of $6
billion
from
financing

Other Liabilities

2,965

4,794

5,033

5%
increase

Deferred Long-term

Liability Charges

1,580

4,261

4,261

Same

Projected Financial Ratios

Coca-Cola's Projected Ratios 2010 v. 2011

2010

2011

Current Ratio

1.17

0.97

Quick Ratio

1.02

0.83

Debt to Total Assets

0.57

0.54

Debt to Equity

1.35

1.17

Times Interest Earned

20.43

16.57

Fixed Asset Turnover

2.38

2.45

Total Asset Turnover

0.48

0.58

Inventory Turnover

13.25

12.46

Gross Profit Margin %

63.86

59.60

Return on Stockholders' Equity %

38.09

38.07

Strategic Evaluation

Balanced Scorecard
Area of Objectives

Measure or Target

Time Expectation

Primary Responsibility

Customers

1 Brand Identity

Industry reports/Market Cap.

Yearly

Marketing Officer

2 Satisfaction

Customer Survey

Yearly

Marketing Officer

Employees

1 Employee Moral

Survey

Yearly

People Officer

2 Service Training

# of seminars

Yearly

Administrative Officer

Operations

1 Diversify product line

Acquire Kelloggs Company

Yearly

Administrative Officer

Business Ethics

1 Ethics Training

# of ethics training sessions

Yearly

People Officer

2 Recycling

Recycle 50% of total wastes

Financial

1 Revenues

Increase by 50% each year

Yearly

Financial Officer

2 Ratio Analysis

Better than competitors/industry Avg.

Yearly

Financial Officer

Update

Update

Currently serving 3,500 products worldwide

Global volume growth in the first quarter of 2013 was 4%
On Earth Day Coca Cola donated more than 55,000 recycling bins to parks,
schools, colleges, and homes in a 115 communities across the US

63,290,877 likes on Facebook

Coca Cola Rewards program is now offered

Stock Performance