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"... you cannot measure it any more than you can measure love, pride, or
patriotism," ‐Coke's president. Donald Keough told Time magazine (July – 1985)
Much has been written about the New Coke new product development and launch in 1985 and
there have been numerous case studies published in various textbooks, along with numerous
books. The embarrassing failure of Coca‐Cola's attempt to change the flavour of its flagship
brand has become a textbook case of how market research can fail.
In April 1985, the management of Coca‐Cola Co. announced its decision to change the flavour of
the company's flagship brand. The events that followed from this decision, as well as the factors
which led up to it, have been reviewed, discussed, and extensively analyzed in the popular
press, the trade press, and in marketing textbooks. A well‐known, but somewhat older Harvard
Business School of marketing case deals with some of the key events which led up to the
decision. More can be learned from this dramatic piece of marketing history.
The “Traditional” Cola Marketing Environment
• 87 years old rivalry between Coke (Traditional Market leader) and Pepsi.
• The unexpected turn was took place in the year 1970
• In its early years, Pepsi positioned itself as a discounter and sold its product for half the
price of Coke in a larger bottle.
• This positioning had some impact with budget‐conscious households and helped Pepsi
become the “at‐home” drink, while Coke remained the social drink. To reinforce their
perceived higher product quality, one of Coke’s slogans was “it’s the real thing”.
• Because of this initial relative competitive position, Coke believed their product was
superior and that they had an entitlement of being the market leader. Whereas Pepsi
always saw themselves as the challenger and tended to be more aggressive in their
marketing tactics as a result.
• Pepsi Consumer research discovered in a blind test that a majority of consumers
preferred the taste of Pepsi over that of Coke.
• Even a majority of loyal Coke Drinkers reported preferring Pepsi in the tests
• Pepsi began communicating these findings to consumers through “Pepsi Challenge”
television ads showing the taste tests
5 | P a g e Case study Compiled by – Dr J. D Chandrapal ‐ A h m e d a b a d
• Where Coca‐Cola drinkers expressed preferences for a cola which was then revealed to
be Pepsi.
• “Pepsi Challenge” campaign contributed to steady decline of Coca‐Cola’s market share in
the soft drink category.
• Erosion was most apparent in the food stores sales
• By 1977, Pepsi pulled down Coke in food store market share.
• Coca‐Cola’s management was quite worried because company's own market research
division has confirmed Pepsi’s claim in the blind taste tests by company itself.
Cola War: Coca‐Cola vs. Pepsi‐Cola
• Pepsi reintroduced “the Pepsi Generation” advertising campaign in the early 1970’s.
• Pepsi had run briefly this advertising campaign in the early 1960’s. Its reintroduction was
driven by John Sculley, who would later go on to run Apple.
• The Pepsi Generation advertising, along with the tag‐line “The Choice of a New
Generation”, helped position the Pepsi as modern, young, innovation and energetic. At
the same time, it was designed to reposition Coke in the minds of the consumers as old,
tired and boring.
• The Pepsi Challenge also started in the 1970’s has run off and on ever since through
many parts of the world. The Pepsi Challenge consisted of a blind taste tests with
consumers.
• These were filmed and the reactions of loyal Coke drinkers that chose Pepsi were shown
as “reality advertising”.
• Over 300 of the Pepsi Challenge TV commercials (TVCs) were made, usually for
local/regional markets throughout America.
• Occasionally deals were struck, at a university or college campus for example, for the
university to switch to Pepsi if they won. Needless to say, Pepsi consistently won all the
Pepsi Challenges – usually by a narrow margin.
• This period – 1970s and 1980s of aggressive promotions and comparative advertising
between Coke and Pepsi is now referred to as the “Cola Wars”.
• The cumulative impact of all these marketing activities by Pepsi against Coke were
designed to reposition the brands in the minds of the consumers, as shown in the
following perceptual map.
Pepsi Sponsors Michael Jackson
• Pepsi signed Michael Jackson to make two TV commercials and to sponsor his concert
out just before “Thriller” took off – which became the biggest selling album of all time.
• The deal was struck for $5 million, this was an extraordinary amount of money to be
paid to a celebrity for a sponsorship deal in the early 1980’s.
5 | P a g e Case study Compiled by – Dr J. D Chandrapal ‐ A h m e d a b a d
Coke Sponsors Bill Crosby
• Coke had increased their advertising and promotional spending from $50m to $200m in
recent years. Their $200m promotional budget was 1/3 more than Pepsi’s spend of
$150m)
• Coke were running more aggressive sales promotions and discounting in stores (to
reduce the impact of the Pepsi Challenge advertising). To offset this discount, Coke
started to increase prices to their captive customers (such as the fast food chains)
• Pepsi now had Michael Jackson at the height of his career. To counteract this, Coke used
Bill Cosby as their main spokesperson. Bill had the number one TV show in America at
the time (The Cosby Show), but probably had more family appeal rather than youth
appeal
Impact on the Market Share
• Pepsi started outselling Coke in the “free‐choice” channels, such as supermarkets,
grocery stores and drug stores as early as 1977.
• Pepsi was consistently closing the market share gap on the market leader, with Coke’s
market share fell from 24.3% to 21.8% (down 2.5%) from 1980 to 1984.
• But Pepsi’s taste preference was impacting these contracts. For example, the Burger
King chains switched from Coke to Pepsi in 1983. And to add to the concern of a falling
market share for Coke, the overall soft drink market was in slight decline.
• There was increasing “pressure” on maintaining retailer relationships (e.g. the lost of the
Burger King account) as Pepsi was becoming more acknowledged as the preferred cola
among consumers,
• Coke was able to maintain its market share lead because of its distribution and retailer
relationships (e.g. with McDonald’s and other fast food chains, extensive numbers of
vending machines, relationships with restaurants, hotels, cinemas, airlines and so on).
Reformulation of Coca‐Cola
• Secretly, Coke's management began researching the possibility of reformulating Coca‐
Cola to respond to the apparent changes that had occurred in consumer tastes.
• By 1984, researchers had arrived at a new formula for Coke
• Coke's market research on the reformulation was one of the most exhaustive market
research projects in history; It cost $4 million and included interviews with almost
200,000 consumers.
• In blind taste tests, New Coke beat Pepsi by as much as 6 to 8% points.
• In addition to beating Pepsi, cola drinkers chose this new formula over the old Coke
formula by 55% to 45% in blind taste tests
• Loyal Coke drinkers chose it over the old Coke formula by 53% to 47%, In taste tests
where the drinks were identified as “New Coke"
5 | P a g e Case study Compiled by – Dr J. D Chandrapal ‐ A h m e d a b a d
• “Old Coke," cola drinkers preferred the new formula over the old formula By 61 % to
39%,
New Coke over Old Coke
• On April 23, 1985, Coke announced the reformulation with a grand flourish.
• Slaging a multicity satellite press conference in New York, Atlanta, Chicago, Houston, Los
Angeles, and Toronto.
• The next day, a front‐page article in The New York Times reported: "The Coca‐Cola
Company said yesterday that it had scrapped the formula for the world's best‐selling
soft drink.
• The recipe, concocted 99 years ago, has been placed in the vault at the Trust Company
of Georgia Bank, never to be used again, said Roberto C. Goizueta, chairman of Coca‐
Cola.
• In addition to the extensive publicity. Coke announced that the new Coke would come in
a new can, with updated red and silver graphics replacing the traditional red and white
look.
• Coke had decided to make sure that consumers would be aware that Coca‐Cola's flavor
was being changed.
Initial Reactions
• Most consumers appeared to be positive.
• Many bottlers reported that sales of new Coke were greater than expected
• During the first few weeks after the new Coke introduction, the company's weekly
survey of 900 respondents showed consumers preferring new Coke over old Coke by a
margin of 53% to 47%.
• However, during this period, there was also intense media coverage of those consumers
who did not like the new Coke and were angry about the change.
• In a number of cities, old Coke loyalists sponsored protest rallies and boycotts and
received widespread media attention.
• By June, it was becoming apparent to Coke's management that consumer dissatisfaction
with the reformulation was increasing.
• The stream of angry letters and phone calls was becoming a flood, and weekly tracking
surveys confirmed that consumers were becoming increasingly negative about change.
• In a survey conducted during the first week of July only 30% of consumers interviewed
reported preferring the new Coke to the old.
Reintroduction of recipe concocted 99 years ago
• On July 10, the company announced its decision to respond to public pressure and bring
back the old Coke formula.
5 | P a g e Case study Compiled by – Dr J. D Chandrapal ‐ A h m e d a b a d
• It would be available in the form of a product with the name "Coca‐Cola Classic," and
was intended as a flanker brand to satisfy those consumers who wanted the original
taste as an option.
• The reformulated soft drink was to be known simply as "Coke" and would remain the
flagship brand.
• However, sales of new Coke eroded rapidly.
• In August, sales of Classic began to exceed those of new Coke
• By the end of September, Classic had a 70% share of the combined volume of the two
products.
• Over the next few months, large fountain accounts, such as McDonald's, began
switching back to the old formula.
Classic outsold new Coke
• In 1986. Classic outsold new Coke by more than 8 to 10%, despite the promotion of new
Coke with over $48 million of top rated television advertising.
• Although Coke's advantage over Pepsi in the sugared cola category had decreased
slightly compared to 1984.
• Coke's advantage over Pepsi in the overall market had increased, mostly due to the
continued success of Diet Coke and the introduction of Cherry Coke,
• During the following years, the market share of new Coke continued to decline.
• By 1990. new Coke's share had dropped to 6%,
• In April 1990, the company began test marketing new Coke under the name 'Coke II“, It
was advertised as having "real cola taste" with "the sweetness of Pepsi”.
Reference:
1. The Real Lesson of New Coke by By Robert M. Schindler (22 December; 1992)
2. New Coke Case Study ‐ Geoff Fripp -Great Ideas for Teaching Marketing
5 | P a g e Case study Compiled by – Dr J. D Chandrapal ‐ A h m e d a b a d