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Essay / Research Paper Abstract
This 3 page paper looks at how the strategies of Coca-Cola and their use of resources fit well with each other and with the market. The paper considers the way the company is structured and funded, control and marketing. The bibliography cites 3 sources.
Page Count:
3 pages (~225 words per page)
File: TS14_TEcokestrat.rtf
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Unformatted sample text from the term paper:
market they serve in the market. For a company such as Coca-Cola there is a very good strategic fit for its global strategy f high levels of differentiation and a
single standardised brand image that has made it one of the most popular global drinks The strategy of the brand appears to
be one of world domination in the beverage market. However this takes a great deal of resources. Geographically the company is active in over 200 countries, and 60% of the
sales come from outside the United States. In terms of market share the company commands in the region of a 50% share of the soft drinks market, and overall the
drinks account for 2% of the liquid intake of the world (MSN Money, 2003). The product is obviously liked, but as seen Coca-Cola itself is not the bottler and this
is delegated to subsidiary or independent contractors in each company, therefore the company has limited roles, the main one may be seen as marketing.
The strategy has been to maximise presence whilst minimising exposure. The sue of a range of complies bottling and licensing agreements sees Coca-Cola Company retain control of
the empire while many of the companies tat bottle the product carry the majority of the costs. To assure success Coca-Cola may underwrite some of the loans but the financing
is raised externally by these trading partners. This leaves Coca-Cola more able to concentrate on issues such as product development, marketing and strategies to increase and maintain market share. Therefore
the strategy of using different trading partners is one that is able to create a strategic fit with the way resources are used and the aims. This may also
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