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ENTREPRENEURSHIP
1. Business Plan
y What is a business plan? y Do I Need a Business Plan? y Who Needs a Business Plan? y How Will You Use Your Plan? y The Different Types of Business Plans y Example Of A Business Plan

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2. Eco Friendly Business / Company

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3. History and SWOT Analysis of Coca-Cola Company

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Submitted By: MIRANDA, Rowella Kay B. Section: BA2-01

Submitted To: Prof. Delia Mabeza Date: October 28, 2011

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1. BUSINESS PLAN What is a business plan?

- A business plan is any plan that works for a business to look ahead, allocate resources, focus on key points, and prepare for problems and opportunities. - Are also called strategic plans, investment plans, expansion plans, operational plans, annual plans, internal plans, growth plans, product plans, feasibility plans, and many other names. These are all business plans.

Do I Need a Business Plan?

Reasons for writing a business plan include: - Define a new business - Support a loan application - Raise equity funding - Define objectives and describe programs to achieve those objectives - Evaluate a new product line, promotion, or expansion - Create a regular business review and course correction process - Define agreements between partners - Set a value on a business for sale or legal purposes

Who Needs a Business Plan?

You need a business plan if you re running a business. A business plan is like a map and a compass for a business. Without it you re traveling blind. With a plan you set objectives, establish priorities, and provide for cash flow. You need a business plan if you re applying for a business loan. Most banks require it, and even those that don t strictly require it expect it. They expect it to be a summary of the business, with some predictable key points. You need a business plan if you re looking for business investment. The plan won t get you the investment, but not having a plan will mean you won t get investment. Investors require a business plan. They invest in the people, the idea, the track records, the market, the technology, and other factors; but they look to the business plan to define and explain the business.

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You need a business plan if you re working with partners. The business plan defines agreements between partners about what s going to happen. You need a business plan to communicate with a management team. The day-to-day business routine is distracting, problems come up, opportunities appear, and commitments should be followed and tracked. How do you know where you are in business without establishing where you started and where you intended to go? How can people commit to a plan they can t see? You need a business plan to sell a business, or to set a value on a business for tax or other purposes such as estate planning, or divorce.

How Will You Use Your Plan?

Too many people think of business plans as something you do to start a company, apply for a loan, or find investors. Yes, they are vital for those purposes, but there s a lot more to it. Preparing a business plan is an organized, logical way to look at all of the important aspects of a business. First, decide what you will use the plan for, such as to: - Define and fix objectives, and programs to achieve those objectives. - Create regular business review and course correction. - Define a new business. - Support a loan application. - Define agreements between partners. - Set a value on a business for sale or legal purposes. - Evaluate a new product line, promotion, or expansion.

The Different Types of Business Plans

In all these different varieties of business plan, the plan matches your specific situation. For example, if you re developing a plan for internal use only, not for sending out to banks or investors, you may not need to include all the background details that you already know. Description of the management team is very important for investors, while financial history is most important for banks. Some of these specific case differences lead to different types of plans:  The most standard business plan is a start-up plan, which defines the steps for a new business. It covers standard topics including the company, product or service, market, forecasts, strategy, implementation milestones, management team, and financial analysis. The financial analysis includes projected sales, profit and loss, balance
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sheet, cash flow, and probably a few other tables. The plan starts with an executive summary and ends with appendices showing monthly projections for the first year. Internal plans are not intended for outside investors, banks, or other third parties. They might not include detailed description of company or management team. They may or may not include detailed financial projections that become forecasts and budgets. They may cover main points as bullet points in slides (such as PowerPoint slides) rather than detailed texts. An operations plan is normally an internal plan, and it might also be called an internal plan or an annual plan. It would normally be more detailed on specific implementation milestones, dates, deadlines, and responsibilities of teams and managers. A strategic plan is usually also an internal plan, but it focuses more on high-level options and setting main priorities than on the detailed dates and specific responsibilities. Like most internal plans, it wouldn t include descriptions of the company or the management team. It might also leave out some of the detailed financial projections. It might be more bullet points and slides than text. A growth plan or expansion plan or new product plan will sometimes focus on a specific area of business, or a subset of the business. These plans could be internal plans or not, depending on whether or not they are being linked to loan applications or new investment. For example, an expansion plan requiring new investment would include full company descriptions and background on the management team, as much as a start-up plan for investors. Loan applications will require this much detail as well. However, an internal plan, used to set the steps for growth or expansion funded internally, might skip these descriptions. It might not include detailed financial projections for the whole company, but it should at least include detailed forecasts of sales and expenses for the new venture. A feasibility plan is a very simple start-up plan that includes a summary, mission statement, keys to success, basic market analysis, and preliminary analysis of costs, pricing, and probable expenses. This kind of plan is good for deciding whether or not to proceed with a plan, to tell if there is a business worth pursuing.

Simple Business Plan Outline

Executive Summary: Write this last. It s just a page or two of highlights. Company Description: Legal establishment, history, start-up plans, etc. Product or Service: Describe what you re selling. Focus on customer benefits. Market Analysis: You need to know your market, customer needs, where they are, how to reach them, etc.
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Strategy and Implementation: Be specific. Include management responsibilities with dates and budgets. Make sure you can track results. Web Plan Summary: For e-commerce, include discussion of website, development costs, operations, sales and marketing strategies. Management Team: Describe the organization and the key management team members. Financial Analysis: Make sure to include at the very least your projected Profit and Loss and Cash Flow tables. Build your plan, then organize it. I don t recommend developing the plan in the same order you present it as a finished document. For example, although the Executive Summary obviously comes as the first section of a business plan, I recommend writing it after everything else is done. It will appear first, but you write it last. Standard Tables and Charts here are also some business tables and charts that are normally expected in a standard business plan. Cash flow is the single most important numerical analysis in a plan, and should never be missing. Most plans will also have Sales Forecast and Profit and Loss statements. I believe they should also have separate Personnel listings, projected Balance Sheet, projected Business Ratios, and Market Analysis tables. I also believe that every plan should include bar charts and pie charts to illustrate the numbers. Expanded business plan outline Here s an expanded full business plan outline, with details you might want to include in your own business plan. 1.0 Executive Summary 1.1 Objectives 1.2 Mission 1.3 Keys to Success 2.0 Company Summary 2.1 Company Ownership 2.2 Company History (for ongoing companies) or Start-up Plan (for new companies) 2.3 Company Locations and Facilities

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3.0 Products and Services 3.1 Product and Service Description 3.2 Competitive Comparison 3.3 Sales Literature 3.4 Sourcing and Fulfillment 3.5 Technology 3.6 Future Products and Services 4.0 Market Analysis Summary 4.1 Market Segmentation 4.2 Target Market Segment Strategy 4.2.1 Market Needs 4.2.2 Market Trends 4.2.3 Market Growth 4.3 Industry Analysis 4.3.1 Industry Participants 4.3.2 Distribution Patterns 4.3.3 Competition and Buying Patterns 4.3.4 Main Competitors 5.0 Strategy and Implementation Summary 5.1 Strategy Pyramids 5.2 Value Proposition 5.3 Competitive Edge 5.4 Marketing Strategy 5.4.1 Positioning Statements 5.4.2 Pricing Strategy 5.4.3 Promotion Strategy 5.4.4 Distribution Patterns 5.4.5 Marketing Programs 5.5 Sales Strategy 5.5.1 Sales Forecast 5.5.2 Sales Programs 5.6 Strategic Alliances 5.7 Milestones 6.0 Web Plan Summary 6.1 Website Marketing Strategy 6.2 Development Requirements
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7.0 Management Summary 7.1 Organizational Structure 7.2 Management Team 7.3 Management Team Gaps 7.4 Personnel Plan 8.0 Financial Plan 8.1 Important Assumptions 8.2 Key Financial Indicators 8.3 Break-even Analysis 8.4 Projected Profit and Loss 8.5 Projected Cash Flow 8.6 Projected Balance Sheet 8.7 Business Ratios 8.8 Long-term Plan

Business plan outline advice Size your business plan to fit your business. Remember that your business plan should be only as big as what you need to run your business. While everybody should have planning to help run a business, not everyone needs to develop a complete formal business plan suitable for submitting to a potential investor, or bank, or venture contest. So don t include outline points just because they are on a big list somewhere, or on this list, unless you re developing a standard business plan that you ll be showing to somebody else who expects a standard business plan. Consider plan-as-you-go business planning. I ve done a lot of work on this idea lately, resulting in my new Plan As You Go business planning, which is a now a book published by Entrepreneur Press, available through Amazon.com, Barnes and Noble, and Borders, and bundled as an eBook with Business Plan Pro and Live Plan.

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2. Eco Friendly Business / Company

Panasonic goes green with eco-friendly products MANILA, Philippines - As part of the company s effort to help protect thee nvironment, Panasonic Manufacturing Philippines Corp. (PMPC) is firm in its commitment to contribute in the enrichment of people s lives and the creation of a sustainable society through its nature friendly appliances. Panasonic companies all over the world operate along with the unchanging management objective established by its founder Konosuke Matsushita which says that the company is expected to fulfill its responsibility as a public entity of society. As a manufacturing company, our commitment to integrate our positive contribution to the environment and business growth is part of our reason for existence, said PMPC director for manufacturing Miguel Castro, adding that Panasonic s business vision for environment and energy solutions is to create space where people around the world can live comfortably, while reducing the impact on the environment. PMPC, a manufacturer, importer and distributor of electronic, electrical, mechanical, electromechanical appliances, other types of machines, battery and related products bearing the brand name Panasonic, has been promoting environment-friendly appliances noting the increasing number of activities and programs being carried out by both private and public organizations for the purpose of promoting awareness on the threat of climate change. Panasonic wants to take the lead in inspiring innovation to provide green lifestyles and green business activity for people around the world, Castro said adding that on Jan 8,2010, Panasonic Corp (Japan) president Fumio Ohtsubo put forth a clear statement of Panasonic s new vision: To become the No.1 Green Innovation company in the electronics industry by 2018, when Panasonic will celebrate the 100th anniversary of its founding. Our company believes that the more our business grows, the larger the contributions Panasonic can accomplish in improving the global environment, Castro stressed. Panasonic offers a wide range of products and the company continues to seek partnership even with competitors to come up with excellent products. Through tie-ups and collaborations, we could develop other business activities in harmony with the global environment, he added. Aside from air conditioners, refrigerators and washing machines, other Panasonic products that are considered environment-friendly are: digital cameras, Plasma TVs, LCD, DVD Home Cinema/Theater Sound Systems, batteries and electric fans. There is actually an increasing number of Panasonic products included in the list of certified super green products. Panasonic evaluates its products based on a unique set of criteria that
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determines the impact level of a product on the environment and certifies Super GP to products in particular that have made dramatic progress in environmental performance and create a new trend for actualization of a sustainable society, Castro explained.

Make Money and a Difference with Go Green Business Ideas

Go green is the buzz these days. Small businesses that include home based businesses and large scale manufacturing companies are looking for alternatives that are environmentally friendly. This article puts together five green business ideas that entrepreneurs can capitalize on.

Why Go Green?
The go green bandwagon is not going away and is sure to stay. However, trends and opportunities for greener and environmentally friendly products and services are definitely hot. The most obvious reason for a business to go green is to safeguard and protect the environment and its natural resources. Other go green green business ideas to improve your carbon footprint are: To set a positive example for employees that increases employee loyalty and retention. To gain a competitive advantage by differentiating the business as an environmentally friendly business. To provide a pure, clean and healthy environment. To improve efficiency. To lower operating costs. To get tax benefits. This article puts together a list of five go green business ideas that entrepreneurs can exploit.

Go Green Business Ideas

1. Low Carbon, Local and Organic Grocery Business: Nowadays consumers read labels and understand the impact of what they are eating and are also interested in how food effects the environment. Today about 75 percent of American shoppers buy organic groceries and toiletries. Various questions before buying a product like: Has the product been grown or formulated using organic farming or methods? Most people today are keen on knowing how food is grown, its environmental impact and passage from local market to the end consumer.

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Thus, to help consumers make smart and green shopping decisions, pertinent green information on labels is needed. Labeling with a carbon footprint percentage has covered many products in the United Kingdom and is sure to spread in United States as well. The go green business ideas associated with low carbon, local and organic groceries includes creation of low carbon products and brands, importing products from Third World Countries with a smaller carbon print, producing local organic foods and products on a small or large scale or researching the field so as to incorporate those ideas into established businesses in the United States. Another opportunity associated to this business line is to provide an auditing and tracking facility for carbon footprints of these products. Various websites on the Internet explore the opportunities of this transition. 2. Green Shopping Bags or Reusable Bag Production: The aim of these businesses would be to replace the disposable plastic shopping bags with reusable and renewable bags to carry groceries and other shopping items. According to Greenwire Environment and Energy Publishing, shoppers worldwide are using 500 billion to 1 trillion plastic bags every year which means 150 plastic bags a year per person. Plastic bags are made of polyethylene, which comes from non-renewable sources like petroleum. Thus, these bags cannot be reused. Also plastic bags are indestructible and take over hundreds of years to break down in the environment. Additionally, fine particles of plastic are finding their way into the food chain through fish and sea food which is consumed by humans. Society today is learning about the disadvantageous impact of plastic bags and is adopting more eco-friendly alternatives like reusable bags which are made out of natural fibers like jute, cotton, canvas and hemp. Many stores are increasing their brand recognition by giving away trendy green bags and building up customer loyalty. One could opt to produce low cost green shopping bags or create reusable fold-up logo bags that are easy to carry. Additionally, entrepreneurs can also think of designing trendy green bags which are acceptable to all ages and tastes of people.

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HERITAGETIMELINE OF COCA-COLA COMPANY:

Atlanta Beginnings: 1886-1892
It was 1886, and in New York Harbor, workers were constructing the Statue of Liberty. Eight hundred miles away, another great American symbol was about to be unveiled. Like many people who change history, John Pemberton, an Atlanta pharmacist, was inspired by simple curiosity. One afternoon, he stirred up a fragrant, caramel-colored liquid and, when it was done, he carried it a few doors down to Jacobs' Pharmacy. Here, the mixture was combined with carbonated water and sampled by customers who all agreed -- this new drink was something special. So Jacobs' Pharmacy put it on sale for five cents a glass. Pemberton's bookkeeper, Frank Robinson, named the mixture Coca-Cola, and wrote it out in his distinct script. To this day, Coca-Cola is written the same way. In the first year, Pemberton sold just 9 glasses of Coca-Cola a day. A century later, The Coca-Cola Company has produced more than 10 billion gallons of syrup. Unfortunately for Pemberton, he died in 1888 without realizing the success of the beverage he had created. Over the course of three years, 1888-1891, Atlanta businessman Asa Griggs Candler secured rights to the business for a total of about $2,300. Candler would become the Company's first president, and the first to bring real vision to the business and the brand.

Beyond Atlanta: 1893-1904

Asa G. Candler, a natural born salesman, transformed Coca-Cola from an invention into a business. He knew there were thirsty people out there, and Candler found brilliant and innovative ways to introduce them to this exciting new refreshment. He gave away coupons for complimentary first tastes of Coca-Cola, and outfitted distributing pharmacists with clocks, urns, calendars and apothecary scales bearing the Coca-Cola brand. People saw Coca-Cola everywhere, and the aggressive promotion worked. By 1895, Candler had built syrup plants in Chicago, Dallas and Los Angeles. Inevitably, the soda's popularity led to a demand for it to be enjoyed in new ways. In 1894, a Mississippi businessman named Joseph Biedenharn became the first to put Coca-Cola in bottles. He sent 12 of them to Candler, who responded without enthusiasm. Despite being a brilliant and innovative businessman, he didn't realize then that the future of Coca-Cola would be with portable, bottled beverages customers could take anywhere. He still didn't realize it five years later, when, in 1899, two Chattanooga lawyers, Benjamin F. Thomas and Joseph B. Whitehead, secured exclusive rights from Candler to bottle and sell the beverage -- for the sum of only one dollar.

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Safeguarding the Brand: 1905-1918

Imitation may be the sincerest form of flattery, but The Coca-Cola Company was none too pleased about the proliferation of copycat beverages taking advantage of its success. This was a great product, and a great brand. Both needed to be protected. Advertising focused on the authenticity of Coca-Cola, urging consumers to "Demand the genuine" and "Accept no substitute." The Company also decided to create a distinctive bottle shape to assure people they were actually getting a real Coca-Cola. The Root Glass Company of Terre Haute, Indiana, won a contest to design a bottle that could be recognized in the dark. In 1916, they began manufacturing the famous contour bottle. The contour bottle, which remains the signature shape of Coca-Cola today, was chosen for its attractive appearance, original design and the fact that, even in the dark, you could identify the genuine article. As the country roared into the new century, The Coca-Cola Company grew rapidly, moving into Canada, Panama, Cuba, Puerto Rico, France, and other countries and U.S. territories. In 1900, there were two bottlers of Coca-Cola; by 1920, there would be about 1,000.

The Woodruff Legacy: 1919-1940

Perhaps no person had more impact on The Coca-Cola Company than Robert Woodruff. In 1923, four years after his father Ernest purchased the Company from Asa Candler, Woodruff became the Company president. While Candler had introduced the U.S. to Coca-Cola, Woodruff would spend more than 60 years as Company leader introducing the beverage to the world beyond. Woodruff was a marketing genius who saw opportunities for expansion everywhere. He led the expansion of Coca-Cola overseas and in 1928 introduced Coca-Cola to the Olympic Games for the first time when Coca-Cola traveled with the U.S. team to the 1928 Amsterdam Olympics. Woodruff pushed development and distribution of the six-pack, the open top cooler, and many other innovations that made it easier for people to drink Coca-Cola at home or away. This new thinking made Coca-Cola not just a huge success, but a big part of people's lives.

The War and Its Legacy: 1941-1959

In 1941, America entered World War II. Thousands of men and women were sent overseas. The country, and Coca-Cola, rallied behind them. Woodruff ordered that "every man in uniform gets a bottle of Coca-Cola for 5 cents, wherever he is, and whatever it costs the Company." In 1943, General Dwight D. Eisenhower sent an urgent cablegram to Coca-Cola, requesting shipment of materials for 10 bottling plants. During the war, many people enjoyed their first taste of the beverage, and when peace finally came, the foundations were laid for
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Coca-Cola to do business overseas. Woodruff s vision that Coca-Cola be placed within "arm's reach of desire," was coming true -- from the mid-1940s until 1960, the number of countries with bottling operations nearly doubled. Post-war America was alive with optimism and prosperity. Coca-Cola was part of a fun, carefree American lifestyle, and the imagery of its advertising -- happy couples at the drivein, carefree moms driving big yellow convertibles -- reflected the spirit of the times.

The Worlds of Customers: 1960-1981

After 70 years of success with one brand, Coca-Cola, the Company decided to expand with new flavors: Fanta, originally developed in the 1940s and introduced in the 1950s; Sprite followed in 1961, with TAB in 1963 and Fresca in 1966. In 1960, The Coca-Cola Company acquired The Minute Maid Company, adding an entirely new line of business -- juices -- to the Company. The Company's presence worldwide was growing rapidly, and year after year, Coca-Cola found a home in more and more places: Cambodia, Montserrat, Paraguay, Macau, Turkey and more. Advertising for Coca-Cola, always an important and exciting part of its business, really came into its own in the 1970s, and reflected a brand connected with fun, friends and good times. The international appeal of Coca-Cola was embodied by a 1971 commercial, where a group of young people from all over the world gathered on a hilltop in Italy to sing "I'd Like to Buy the World a Coke." In 1978, The Coca-Cola Company was selected as the only Company allowed to sell packaged cold drinks in the People's Republic of China.

Diet Coke and New Coke: 1982-1989

The 1980s -- the era of legwarmers, headbands and the fitness craze, and a time of much change and innovation at The Coca-Cola Company. In 1981, Roberto C. Goizueta became chairman of The Board of Directors and CEO of The Coca-Cola Company. Goizueta, who fled Castro's Cuba in 1961, completely overhauled the Company with a strategy he called "intelligent risk taking." Among his bold moves was organizing the numerous U.S. bottling operations into a new public company, Coca-Cola Enterprises Inc. He also led the introduction of diet Coke, the very first extension of the Coca-Cola trademark; within two years, it had become the top low-calorie drink in the world, second in success only to Coca-Cola. One of Goizueta's other initiatives, in 1985, was the release of a new taste tests, people loved the new formula, commonly called new Coke. In the real world, they had a deep emotional attachment to the original, and they begged and pleaded to get it back. Critics called it the biggest marketing blunder ever. But the Company listened, and the original formula was
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returned to the market as Coca-Cola classic, and the product began to increase its lead over the competition -- a lead that continues to this day.

The New Market and Brands: 1990-1999

The 1990s were a time of continued growth for The Coca-Cola Company. The Company's long association with sports was strengthened during this decade, with ongoing support of the Olympic Games, FIFA World Cup football (soccer), Rugby World Cup and the National Basketball Association. Coca-Cola classic became the Official Soft Drink of NASCAR racing, connecting the brand with one of the world's fastest growing and most popular spectator sports. And 1993 saw the introduction of the popular "Always Coca-Cola" advertising campaign, and the world met the lovable Coca-Cola Polar Bear for the first time. New markets opened up as Coca-Cola products were sold in East Germany in 1990 and returned to India in 1993. New beverages joined the Company's line-up, including Powerade sports drink, Qoo children's fruit drink and Dasani bottled water. The Company's family of brands further expanded through acquisitions, including Limca, Maaza and Thums Up in India, Barq's root beer in the U.S., Inca Kola in Peru, and Cadbury Schweppes' beverage brands in more than 120 countries around the world. By 1997, the Company already sold 1 billion servings of its products every day, yet knew that opportunity for growth was still around every corner.

Coca-Cola Now: 2000-Now

In 1886, Coca-Cola brought refreshment to patrons of a small Atlanta pharmacy. Now well into its second century, the Company's goal is to provide magic every time someone drinks one of its more than 500 brands. Coca-Cola has fans from Boston to Budapest to Bahrain, drinking brands such as Ambasa, Vegitabeta and Frescolita. In the remotest comers of the globe, you can still find Coca-Cola. Coca-Cola is committed to local markets, paying attention to what people from different cultures and backgrounds like to drink, and where and how they want to drink it. With its bottling partners, the Company reaches out to the local communities it serves, believing that Coca-Cola exists to benefit and refresh everyone it touches. From the early beginnings when just nine drinks a day were served, Coca-Cola has grown to the world s most ubiquitous brand, with more than 1.7 billion beverage servings sold each day. When people choose to reach for one of The Coca-Cola Company brands, the Company wants that choice to be exciting and satisfying, every single time.

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HISTORY OF BOTTLING:
Coca-Cola originated as a soda fountain beverage in 1886 selling for five cents a glass. Early growth was impressive, but it was only when a strong bottling system developed that Coca-Cola became the world-famous brand it is today. 1894 A modest start for a bold idea In a candy store in Vicksburg, Mississippi, brisk sales of the new fountain beverage called CocaCola impressed the store's owner, Joseph A. Biedenharn. He began bottling Coca-Cola to sell, using a common glass bottle called a Hutchinson. Biedenharn sent a case to Asa Griggs Candler, who owned the Company. Candler thanked him but took no action. One of his nephews already had urged that Coca-Cola be bottled, but Candler focused on fountain sales. 1899 The first bottling agreement Two young attorneys from Chattanooga, Tennessee believed they could build a business around bottling Coca-Cola. In a meeting with Candler, Benjamin F. Thomas and Joseph B. Whitehead obtained exclusive rights to bottle Coca-Cola across most of the United States (specifically excluding Vicksburg) -- for the sum of one dollar. A third Chattanooga lawyer, John T. Lupton, soon joined their venture.
1900-1909 Rapid growth

The three pioneer bottlers divided the country into territories and sold bottling rights to local entrepreneurs. Their efforts were boosted by major progress in bottling technology, which improved efficiency and product quality. By 1909, nearly 400 Coca-Cola bottling plants were operating, most of them family-owned businesses. Some were open only during hot-weather months when demand was high.
1916 Birth of the contour bottle

Bottlers worried that the straight-sided bottle for Coca-Cola was easily confused with imitators. A group representing the Company and bottlers asked glass manufacturers to offer ideas for a distinctive bottle. A design from the Root Glass Company of Terre Haute, Indiana won enthusiastic approval in 1915 and was introduced in 1916. The contour bottle became one of the few packages ever granted trademark status by the U.S. Patent Office. Today, it's one of the most recognized icons in the world - even in the dark!
920s Bottling overtakes fountain sales

As the 1920s dawned, more than 1,000 Coca-Cola bottlers were operating in the U.S. Their ideas and zeal fueled steady growth. Six-bottle cartons were a huge hit after their 1923 introduction. A few years later, open-top metal coolers became the forerunners of automated vending machines. By the end of the 1920s, bottle sales of Coca-Cola exceeded fountain sales.

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1920s and 30s

International expansion

Led by longtime Company leader Robert W. Woodruff, chief executive officer and chairman of the Board, the Company began a major push to establish bottling operations outside the U.S. Plants were opened in France, Guatemala, Honduras, Mexico, Belgium, Italy, Peru, Spain, Australia and South Africa. By the time World War II began, Coca-Cola was being bottled in 44 countries.
1940s Post-war growth

During the war, 64 bottling plants were set up around the world to supply the troops. This followed an urgent request for bottling equipment and materials from General Eisenhower's base in North Africa. Many of these war-time plants were later converted to civilian use, permanently enlarging the bottling system and accelerating the growth of the Company's worldwide business.
1950s Packaging innovations

For the first time, consumers had choices of Coca-Cola package size and type -- the traditional 6.5-ounce contour bottle, or larger servings including 10-, 12- and 26-ounce versions. Cans were also introduced, becoming generally available in 1960.
1960s New brands introduced

Following Fanta in the 1950s, Sprite, Minute Maid, Fresca and TaB joined brand CocaCola in the 1960s. Mr. Pibb and Mello Yello were added in the 1970s. The 1980s brought diet Coke and Cherry Coke, followed by POWERADE and DASANI in the 1990s. Today hundreds of other brands are offered to meet consumer preferences in local markets around the world. 1970s and 80s Consolidation to serve customers As technology led to a global economy, the retailers who sold Coca-Cola merged and evolved into international mega-chains. Such customers required a new approach. In response, many small and medium-size bottlers consolidated to better serve giant international customers. The Company encouraged and invested in a number of bottler consolidations to assure that its largest bottling partners would have capacity to lead the system in working with global retailers. 1990s New and growing markets Political and economic changes opened vast markets that were closed or underdeveloped for decades. After the fall of the Berlin Wall, the Company invested heavily to build plants in Eastern Europe. And as the century closed, more than $1.5 billion was committed to new bottling facilities in Africa. 21st Century The Coca-Cola bottling system grew up with roots deeply planted in local communities. This heritage serves the Company well today as people seek brands that honor local identity and the distinctiveness of local markets. As was true a century ago, strong locally based relationships between Coca-Cola bottlers, customers and communities are the foundation on which the entire business grows.
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LEADERS OF COCA-COLA COMPANY:

Muhtar Kent
Muhtar Kent is Chairman of the Board and Chief Executive Officer of The Coca-Cola Company. Mr. Kent joined The Coca-Cola Company in Atlanta in 1978 and has held a variety of marketing and operations roles throughout his career. In 1985, he was appointed General Manager of Coca-Cola Turkey and Central Asia. From 1989 to 1995, he served as President of the Company's East Central Europe Division and Senior Vice President of Coca-Cola International, with responsibility for 23 countries. Between 1995 and 1998, Mr. Kent served as Managing Director of Coca-Cola Amatil Limited Europe, covering bottling operations in 12 countries. From 1999 until his return to The CocaCola Company in May 2005, he served as President and CEO of the Efes Beverage Group, a large publicly held beverage company which was also the majority shareholder of Coca-Cola Icecek, A.S., currently the sixth largest bottler in the Coca-Cola system. Mr. Kent was President and Chief Operating Officer of The Coca-Cola Company's North Asia, Eurasia and Middle East Group from 2005 until early 2006, where he was responsible for the operations across a broad and diverse geographic region that included China, Japan and Russia. He served as President of Coca-Cola International from February 2006, responsible for operations outside of North America, until his appointment in December 2006 as President and Chief Operating Officer of The Coca-Cola Company, overseeing all operations of the business. Mr. Kent became Chief Executive Officer of the Company on July 1, 2008, and Chairman of the Board of Directors on April 23, 2009. Mr. Kent holds a Bachelor of Science degree in Economics from Hull University, England, and a Master of Science degree in Administrative Sciences from CASS business school at City University in London. He also holds an Honorary Doctorate Law degree from Oglethorpe University in Atlanta and an honorary doctorate degree in Economics from the University of Hull. Mr. Kent is a fellow of the Foreign Policy Association, co-chair of The Consumer Goods Forum, a member of the Business Roundtable, and a member of the Special Olympics International Board of Directors. He is also the Chairman of the U.S.-China Business Council and Chairman of the U.S.-ASEAN Business Council.

Alexander B. Cummings
Mr. Alexander B. Cummings is Executive Vice President and Chief administrative Officer (CAO) of The Coca-Cola Company. The CAO structure consolidates key global corporate functions in a
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purposeful approach to effectively support the business operations of The Coca-Cola Company. Key global corporate functions reporting to the CAO include Legal, People Function, Global Community Connections, Strategic Planning, Information Technology, Sustainability, Strategic Security and Aviation, and the Technical organization comprising of: Research & Development, Science, Global Quality and Product Integrity, Supply Chain, and Procurement. These functions support our five operating groups with presence in over 200 countries. Born in Liberia, West Africa, Mr. Cummings joined The Coca-Cola Company in 1997 as Region Manager, Nigeria. In 2000, he was named President of the Company's North & West Africa Division. In March 2001, he became President and Chief Operating Officer of the Africa Group, responsible for the Company's operations in Africa, encompassing a total of 56 countries and territories across the continent. Prior to joining the Company, Mr. Cummings held several positions with The Pillsbury Company in the U.S. In his last role as Vice President of Finance for Pillsbury International, he had financial responsibility for a growing $1.2 billion international branded food business with operating companies in 16 countries. Mr. Cummings currently serves on the boards of C.A.R.E. and Clark Atlanta University. Mr. Cummings also is a board member of Coca-Cola Bottling Co. Consolidated, a publicly traded bottler of The Coca-Cola Company (NASDAQ). He is a member of the Executive Leadership Council. In addition, Mr. Cummings has previously served on the Advisory Board of The African Presidential Archives & Research Center, The Corporate Council on Africa, The African-America Institute, Africare, The Center for Global Development's Commission on U.S. Policy toward LowIncome Poorly Performing States (LIPPS), and the following bottling partner entities of The Coca-Cola Company: Coca-Cola Hellenic Bottling Company , Coca-Cola Sabco (Pty.) Ltd., Equatorial Coca-Cola Bottling Company, and The Coca-Cola Bottling Company of Egypt. Mr. Cummings holds a B.S. degree in Finance and Economics from Northern Illinois University and an MBA in Finance from Atlanta University.

Steve Cahillane
Steve Cahillane is President and Chief Executive Officer of Coca-Cola Refreshments USA (CCR), The Coca-Cola Company. Prior to this appointment, he was President of the North American Business Unit for Coca-Cola Enterprises (CCE). Mr. Cahillane leads CCR, which encompasses Commercial Leadership, National, Region and Local Sales for the Foodservice and Retail businesses and all Product Supply operations.

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Mr. Cahillane has more than 20 years of successful international beverage sales, marketing and distribution experience. He joined CCE in 2007 after serving in leadership roles at several other leading beverage companies.

Wendy Clark
Wendy Clark joined The Coca-Cola Company in September 2008 as senior vice president, integrated marketing communications and capabilities. In her role, Clark oversees global design, marketing communications, media, sponsorships, interactive marketing and marketing of the Company's Live Positively sustainability platform. Under Wendy's guidance, her team has achieved a great deal during her time at the Company, including the successful global launch of the Coca-Cola "Open Happiness" campaign, now deployed in markets representing 100% of Coca-Cola's volume. Her team is levering the power and impact of holistic design, working to align and focus our ad agencies under a new value-based compensation model and driving great adoption and understanding of digital media with a "fans-first" mentality. During Wendy's tenure, The Coca-Cola Company launched its first-ever global mobile marketing campaign and is currently executing the 2010 FIFA World Cup program which is The Coca-Cola System's largest-ever marketing activation. In November 2009, FORTUNE featured Wendy in its "40 Under 40" issue, and she also was named one of four "Women to Watch" by FORTUNE. Prior to joining The Coca-Coca Company, Clark was senior vice president, advertising for AT&T, the world's largest telecommunications company. From delivering the AT&T "globe" logo into the 21st Century to making the "Your World. Delivered." tagline synonymous with AT&T, Clark was at the helm of the company's most ambitious and aggressive re-branding and advertising campaigns in its history. Wendy's efforts were recognized in November 2007, upon her induction into the American Advertising Federation's (AAF) "Advertising Hall of Achievement." In addition, AdAge magazine cited Clark as "one of the most important women in marketing" in its "Women to Watch" 2007 issue. Prior to joining AT&T in 2004, Clark served as the senior vice president and director of client service at GSD&M, a nationally acclaimed advertising agency based in Austin, Texas and held a variety of field and corporate positions in advertising and marketing for BellSouth Mobility. Clark is a board member of the Association of National Advertisers, on the advisory board of Canoe Ventures and is a board director for The Jack & Jill Late Stage Cancer Foundation. She holds a BA/ English from Florida State University and lives in Atlanta with her husband and three children.

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Sandy Douglas
J. Alexander M. Douglas, Jr. ("Sandy") is President of the Coca-Cola North America, The CocaCola Company. Prior to this appointment, he was Senior Vice President and Chief Customer Officer of The Coca-Cola Company. He was named Vice President in 1994, assuming leadership of the CCE Sales & Marketing Group. In June 1998, his responsibilities were increased to include the entire North American Field Sales & Marketing Groups. He was appointed President of the North American Division in 2000. After graduating from the University of Virginia in 1983, Mr. Douglas began his career at The Procter & Gamble Company working in a variety of sales and sales management positions. Mr. Douglas joined The Coca-Cola Company in January 1988 as a District Sales Manager in CocaCola Fountain, USA. He held a variety of positions with increasing responsibility both in CCUSA Fountain and Operations. Mr. Douglas serves on the boards of Radiant Systems, GS1 US, American Beverage Association, Grocery Manufacturers Association, East Lake Foundation, Morehouse College and Students in Free Enterprise.

Rick Frazier
Rick Frazier is Vice President, Supply Chain, The Coca-Cola Company. Mr. Frazier has leadership accountability for The Coca-Cola Company's global Procurement, Commercial Products Supply, Supply Chain Development, Quality and Environment & Water functions. From November 2005 through October 2008, Mr. Frazier served as Senior Vice President of Technical Stewardship. Under his leadership, the Company's Global Quality, Scientific & Regulatory Affairs, and Environment & Water Resources functions drove sustainable growth by reducing quality, environmental and regulatory risk, adding to the Company's bottom line through global productivity efforts, and building upon the Company's reputational equity. Prior to joining Company as Vice President of Global Quality and Chief Quality Officer in 2004, Mr. Frazier held a number of supply chain and quality leadership positions for Coca-Cola Enterprises, the Gatorade Division of The Quaker Oats Company and with The Pillsbury Company. He started his career at the Continental Grain Company managing grain facilities and trading commodities. Mr. Frazier earned a bachelor's degree in business administration from the University of Illinois in Urbana.

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He is a member of the Executive Leadership Council, Link Unlimited, Georgia Tech Industry Advisory Board, 100 Black Men of Atlanta, Inc., The Grocery Manufacturers/Food Products Association Science Institute Council, International Food and Agribusiness Management Association (IAMA), Fernbank Museum of Natural History. He is a board member of the Executive Leadership Foundation, and a Board Trustee of The Keystone Center.

Carletta Ooton
Ms. Carletta Ooton is Vice President and Chief Quality and Product Integrity Officer for The Coca-Cola Company. She has overarching accountability for the policies and standards, audits, analytical services, food safety, customer quality, performance measures and operations support delivered by the Global Quality organization. Ms. Ooton joined The Coca-Cola Company in 2006 and has over 20 years of quality and operational experience. Prior to joining the Company, she worked for Cott Beverages, Bath & Body Works, Unilever and Tate and Lyle. Ms.Ooton holds dual Bachelor of Science degrees in biological sciences and chemistry, as well as a Master of Science degree in microbiology from Southern Illinois University.

Dominique Reiniche
Based in Paris, France, Dominique Reiniche has been President of the Europe Group of The Coca-Cola Company since May 2005. The Europe Group comprises 38 countries, including the Member States of the European Union, the European Free Trade Association countries and the Balkans. Ms. Reiniche has spent 15 years with Coca-Cola in France and Europe, holding various marketing, sales and general management positions. She was appointed General Manager, France, in 1998 and President of Coca-Cola Enterprises Europe in 2003. Prior to joining The Coca-Cola Company, was Director of Marketing and Strategy with Kraft Jacobs-Suchard. She spent the first eight years of her career with Procter & Gamble. From May 2005 until May 2007, Dominique Reiniche was President of UNESDA (European NonAlcoholic Beverage Industry), during which she led the industry to liaise more with the EU authorities, to communicate more broadly the choice of drinks it offers, and to adopt a selfregulatory code on not marketing to children and not selling in primary schools. She sits on the Board of ECR Europe and the Board of CIAA (Confederation of the Food and Drink Industries of the EU). Ms. Reiniche is a graduate from ESSEC (MBA), Paris, France.

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Joseph V. Tripodi
Joseph V. Tripodi is Executive Vice President and Chief Marketing & Commercial Officer of The Coca-Cola Company. Mr. Tripodi leads the global Marketing, Customer Management and Commercial Leadership efforts of the Company to develop and leverage its capabilities, brands and properties to meet the needs of consumers and customers worldwide to drive profitable growth. Mr. Tripodi brings 25 years of diverse global marketing and business knowledge and experience to The Coca-Cola Company. Prior to joining the Company in 2007, he was the Senior Vice President and Chief Marketing Officer for Allstate Insurance Company. In this position, he was responsible for all marketing activities across the company, including brand strategy and identity, advertising, customer experience, promotions, sponsorships, direct marketing, internet marketing, consumer insight and measurement, regional marketing management and all acquisition, cross-sell and retention activities. Among his achievements there was the development and launch of Allstate's "Your Choice Auto and Home," the industry's first product innovation in decades. Mr. Tripodi was previously Chief Marketing Officer for The Bank of New York. Prior to that he served as Chief Marketing Officer for Seagram Spirits & Wine from 1999 to 2002. From 1989 to 1998, Mr. Tripodi was the Executive Vice President for global marketing for MasterCard International. He held positions of increasing responsibility for Mobil Oil from 1981 to 1988. Mr. Tripodi began his marketing career in 1977 working for IBM. During his career, Mr. Tripodi worked extensively overseas including assignments in Paris, Hong Kong and the Philippines/Guam/Micronesia. Mr. Tripodi is currently a member of the board of the Ad Council and serves as a Trustee of The Field Museum in Chicago. He is past chairman of the Association of National Advertisers. Mr. Tripodi received his Masters of Science in Management from the London School of Economics in 1981 and his Bachelor of Arts in Economics with honors from Harvard College in 1977.

Jerry S. Wilson
Jerry S. Wilson is Chief Customer and Commercial Officer and Senior Vice President, The CocaCola Company, responsible for crafting and executing our global customer and commercial leadership strategy and agenda. He and his team lead our system in building collaborative customer relationships across all key channels, with a focus on best-in-class innovation, retail execution, shopper marketing and revenue growth management. Mr. Wilson joined The Coca-Cola Company in 1988, from Volkswagen of America, Inc., where he was USA Brand Manager. He has held a variety of positions of increasing responsibility at the Company in general management, consumer marketing and strategic planning, serving as
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Western Area Vice President, Director of Strategic Marketing, and Director of Sales Operations within the Coca-Cola USA Foodservice division. Prior to his current role, Mr. Wilson served as President of the McDonald's Division, where he led our worldwide organization responsible for growing this important business alliance in 118 countries and over 31,000 restaurants. Mr. Wilson received his Masters Degree in Marketing from Mercer University and his Bachelors Degree in Economics from the University of Georgia.

SWOT ANALYSIS OF COCA-COLA COMPANY:

SWOT Analysis:
The Coca-Cola Company (Coca-Cola) is a leading manufacturer, distributer and marketer of nonalcoholic beverage and syrups in the world. Coca-Cola has a strong brand name and brand portfolio. Business plans in their top 100 global brands ranking in 2006. The company s strong brand value facilitates customer recall and allows Coca-Cola to penetrate market. However, company is threatened by intense competition which could have an adverse impact on the company s market share.

STRENGTHS
y y y World s Leading Brand Large Scale of Operation Robust Revenue Growth Segment y y y

WEAKNESSES
Negative Publicity Sluggish Performance in North America Decline in Cash From Operation Activities

in

Three

OPPOTUNITIES
y y y Acquisitions Intense Competition Growing Bottled Water Market Growing Hispanic Population is US y y y

THREATS
Intense Competition Dependence on bottling partners Sluggish Growth Carbonated Beverages

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Strengths:
y Worlds leading brand
Coca-Cola has strong brand recognition across the globe. The company has a leading brand value and a strong brand portfolio. Business-Week and Interbrand, a branding consultancy, recognize. Coca-Cola as one of the leading brands in their top 100 global brands ranking in 2006.The Business Week-Interbrand valued Coca-Cola at $67,000 million in 2006. Coca-Cola ranks well ahead of its close competitor Pepsi which has a ranking of 22 having a brand value of $12,690 million Furthermore, Coca-Cola owns a large portfolio of product brands. The company owns four of the top five soft drink brands in the world: Coca-Cola, Diet Coke, Sprite and Fanta. Strong brands allow the company to introduce brand extensions such as Vanilla Coke, Cherry Coke and Coke with Lemon. Over the years, the company has made large investments in brand promotions. Consequently, Coca-cola is one of the best recognized global brands. The company s strong brand value facilitates customer recall and allows Coca-Cola to penetrate new markets and consolidate existing ones.

y Large scale of operations

With revenues in excess of $24 billion Coca-Cola has a large scale of operation. Coca-Cola is the largest manufacturer, distributor and marketer of nonalcoholic beverage concentrates and syrups in the world. Coco-Cola is selling trademarked beverage products since the year 1886 in the US. The company currently sells its products in more than 200 countries. Of the approximately 52 billion beverage servings of all types consumed worldwide every day, beverages bearing trademarks owned by or licensed to Coca-Cola account for more than 1.4 billion. The company s operations are supported by a strong infrastructure across the world. Coca-Cola owns and operates 32 principal beverage concentrates and/or syrup manufacturing plants located throughout the world. In addition, it owns or has interest in 37 operations with 95 principal beverage bottling and canning plants located outside the US. The company also owns bottled water production and still beverage facilities as well as a facility that manufactures juice concentrates. The company s large scale of operation allows it to feed upcoming markets with relative ease and enhances its revenue generation capacity.

y Robust revenue growth in three segments

Coca-Cola s revenues recorded a double digit growth, in three operating segments. These three segments are Latin America, East, South Asia, and Pacific Rim and Bottling investments. Revenues from Latin America grew by 20.4% during fiscal 2006, over 2005. During the same period, revenues from East, South Asia, and Pacific Rim grew by 10.6% while revenues from
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the bottling investments segment by 19.9%. Together, the three segments of Latin America, East, South Asia, and Pacific Rim and bottling investments, accounted for 34.8% of total revenues during fiscal 2006. Robust revenues growth rates in these segments contributed to top-line growth for Coca-Cola during 2006.

Weaknesses:
y Negative publicity
The company received negative publicity in India during September 2006.The company was accused by the Center for Science and Environment (CSE) of selling products containing pesticide residues. Coca-Cola products sold in and around the Indian national capital region contained a hazardous pesticide residue. These pesticides included chemicals which could cause cancers, damage the nervous and reproductive systems and reduce bone mineral density. Such negative publicity could adversely impact the company s brand image and the demand for Coca-Cola products. This could also have an adverse impact on the company s growth prospects in the international markets.

y Sluggish performance in North America

Coca-Cola s performance in North America was far from robust. North America is Coca-Cola s core market generating about 30% of total revenues during fiscal 2006. Therefore, a strong performance in North America is important for the company. In North America the sale of unit cases did not record any growth. Unit case retail volume in North America decreased 1% primarily due to weak sparkling beverage trends in the second half of 2006 and decline in the warehouse-delivered water and juice businesses. Moreover, the company also expects performance in North America to be weak during 2007. Sluggish performance in North America could impact the company s future growth prospects and prevent Coca-Cola from recording a more robust top-line growth.

y Decline in cash from operating activities

The company s cash flow from operating activities declined during fiscal 2006. Cash flows from operating activities decreased 7% in 2006 compared to 2005. Net cash provided by operating activities reached $5,957 million in 2006, from $6,423 million in 2005. Coca-Cola s cash flows from operating activities in 2006 also decreased compared with 2005 as a result of a contribution of approximately $216 million to a tax-qualified trust to fund retiree medical benefits. The decrease was also the result of certain marketing accruals recorded in 2005.

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Decline in cash from operating activities reduces availability of funds for the company s investing and financing activities, which, in turn, increases the company s exposure to debt markets and fluctuating interest rates

Opportunities:
y Acquisitions
For the last one year, Coca-Cola has been aggressively adopting the inorganic growth path. During 2006, its acquisitions included Kerry Beverages, (KBL), which was subsequently, reappointed Coca-Cola China Industries (CCCIL). Coca-Cola acquired a controlling shareholding in KBL, its bottling joint venture with the Kerry Group, in Hong Kong. The acquisition extended Coca-Cola s control over manufacturing and distribution joint ventures in nine Chinese provinces. In Germany the company acquired Apollinaris which sells sparkling and still mineral water in Germany. Coca-Cola has also acquired a 100% interest in TJC Holdings, a bottling company in South Africa. Coca-Cola also made acquisitions in Australia and New Zealand during 2006. These acquisitions strengthened Coca-Cola s international operations. These also give Coca- Cola an opportunity for growth, through new product launch or greater penetration of existing markets. Stronger international operations increase the company s capacity to penetrate international markets and also gives it an opportunity to diversity its revenue stream.

y Growing bottled water market

Bottled water is one of the fastest-growing segments in the world s food and beverage market owing to increasing health concerns. The market for bottled water in the US generated revenues of about $15.6 billion in 2006. Market consumption volumes were estimated to be 30 billion liters in 2006. The market's consumption volume is expected to rise to 38.6 billion units by the end of 2010. This represents a CAGR of 6.9% during 2005-2010. In terms of value, the bottled water market is forecast to reach $19.3 billion by the end of 2010. In the bottled water market, the revenue of flavored water (water-based, slightly sweetened refreshment drink) segment is growing by about $10 billion annually. The company s Dasani brand water is the third best-selling bottled water in the US. Coca-Cola could leverage its strong position in the bottled water segment to take advantage of growing demand for flavored water.

y Growing Hispanic population in US

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Hispanics are growing rapidly both in number and economic power. As a result, they have become more important to marketers than ever before. In 2006, about 11.6 million US households were estimated to be Hispanic. This translates into a Hispanic population of about 42 million. The US Census estimates that by 2020, the Hispanic population will reach 60 million or almost 18% of the total US population. The economic influence of Hispanics is growing even faster than their population. Nielsen Media Research estimates that the buying power of Hispanics will exceed $1 trillion by 2008- a 55% increase over 2003 levels. Coca-Cola has extensive operations and an extensive product portfolio in the US. The company can benefit from an expanding Hispanic population in the US, which would translate into higher consumption of Coca-Cola products and higher revenues for the company.

Threats:
y Intense competition
Coca-Cola competes in the nonalcoholic beverages segment of the commercial beverages industry. The company faces intense competition in various markets from regional as well as global players. Also, the company faces competition from various nonalcoholic sparkling beverages including juices and nectars and fruit drinks. In many of the countries in which CocaCola operates, including the US, PepsiCo is one of the company s primary competitors. Other significant competitors include Nestle, Cadbury Schweppes, Groupe DANONE and Kraft Foods. Competitive factors impacting the company s business include pricing, advertising, sales promotion programs, product innovation, and brand and trademark development and protection. Intense competition could impact Coca-Cola s market share and revenue growth rates.

y Dependence on bottling partners

Coca-Cola generates most of its revenues by selling concentrates and syrups to bottlers in whom it doesn t have any ownership interest or in which it has no controlling ownership interest. In 2006, approximately 83% of its worldwide unit case volumes were produced and distributed by bottling partners in which the company did not have any controlling interests. As independent companies, its bottling partners, some of whom are publicly traded companies, make their own business decisions that may not always be in line with the company s interests. In addition, many of its bottling partners have the right to manufacture or distribute their own products or certain products of other beverage companies. If Coca-Cola is unable to provide an appropriate mix of incentives to its bottling partners, then the partners may take actions that, while maximizing their own short-term profits, may be detrimental to Coca-Cola. These bottlers may devote more resources to business opportunities or products other than those beneficial for Coca-Cola. Such actions could, in the long run, have
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an adverse effect on Coca-Cola s profitability. In addition, loss of one or more of its major customers by any one of its major bottling partners could indirectly affect Coca-Cola s business results. Such dependence on third parties is a weak link in Coca-Cola s operations and increases the company s business risks.

y Sluggish growth of carbonated beverages

US consumers have started to look for greater variety in their drinks and are becoming increasingly health conscious. This has led to a decrease in the consumption of carbonated and other sweetened beverages in the US. The US carbonated soft drinks market generated total revenues of $63.9 billion in 2005, this representing a compound annual growth rate (CAGR) of only 0.2% for the five-year period spanning 2001-2005. The performance of the market is forecast to decelerate, with an anticipated compound annual rate of change (CAGR) of -0.3% for the five-year period 2005-2010 expected to drive the market to a value of $62.9 billion by the end of 2010. Moreover in the recent years, beverage companies such as Coca-Cola have been criticized for selling carbonated beverages with high amounts of sugar and unacceptable levels of dangerous chemical content, and have been implicated for facilitating poor diet and increasing childhood obesity. Moreover, the US is the company s core market. Coca-Cola already expects its performance in the region to be sluggish during 2007. Coca-Cola s revenues could be adversely affected by a slowdown in the US carbonated beverage market.

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