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Essay / Research Paper Abstract
A 5 page paper. The Coca-Cola Corporation has just come out of a two-year slump that saw its revenues and stock plummet. This paper discusses this slump and also where there are growth opportunities for Coca-Cola. Bibliography lists 7 sources.
Page Count:
5 pages (~225 words per page)
File: MM12_PGcoke3.rtf
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Unformatted sample text from the term paper:
percent over the same several months in 2001 (Lagos, Schirf and Smith, 2001). Furthermore, the company estimates that its growth over the next five years will reach only 6 percent
(Lagos, Schirf and Smith, 2001). Shares in this company plummeted from a high of $90 in mid-1998 to a low of $47 at the end of 2001 (Lagos, Schirf and
Smith, 2001). Towards the end of March 2002, the shares reached $52.45, which was a 52-week high for the company (Durr, 2002). The Coca-Cola corporation is the largest manufacturer of
non-alcoholic beverage concentrates and syrups in the world (Lagos, Schirf and Smith, 2001). What most people do not know about this company is that produces very little of the finished
product, it sells the syrupy to Bottlers (Lagos, Schirf and Smith, 2001). What small quantities of finished beverages it does make is sold to bottling and authorized wholesalers (Lagos, Schirf
and Smith, 2001). The company owns more than 230 beverage brands and it markets four of the worlds top five soft drink brands, including Coke, Diet Coke, Sprite and Fanta
(Lagos, Schirf and Smith, 2001). The company also has ownership interests in a number of bottling and canning operations (Lagos, Schirf and Smith, 2001). The finished beverages that bear the
brand name of Coca-Cola are sold in more than 200 countries and, in fact, in the year 2000, more than 72 percent of the companys revenues were generated from outside
the United States (Lagos, Schirf and Smith, 2001). Coca-Cola does so well in large part because the company spends billions on sales and market research and on marketing, about
33 percent of total SG&A for 2000 and 2001 (Lagos, Schirf and Smith, 2001). The company leverages its relationships with bottlers and local vendors for the purpose of creating local
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