可口可樂場(chǎng)營(yíng)銷推廣策略分析SWOT分析4P戰(zhàn)略波特五力模型

1、MarketingPlanandResearchReportofCoca-ColaTableofContentExecutivesummary2Externalenvironmentanalysis2Marketstrategy6Marketingresearchresult6Marketingmixsummary7Detailedstrategyforpromotion9Controls11Referencelist13ExecutivesummaryTheCoca-ColaCompany(“Coca-Cola”)wasfoundedin1886whichisrankednumberonei

2、nthebeverageindustry.Thecompanymanagesmorethan500nonalcoholicbeveragebrands,andfourofthetopfivenonalcoholicsparklingbeveragebrandsareownedbyCoca-Cola.Accordingtoits2012annualreport,thewholegroupnetoperatingrevenueamountedto48.02billionUSD(TheCoca-ColaCompanyAnnualReview,2012).Inaddition,Coca-Colaacc

3、ountsforapproximately37.1%ofallthesoftdrinkmarket,followedbyPepsiCoatabout30.2%,andDr.PepperSnappleGroupat21.4%(Faber,2012SoftDrinkMarketSharein2012Other11%Coca-ColaPepsi37%30%Dr.PepperSnappleGroup22%IntheIong-standingviewpoint,Coca-Colahasaninclinationtoexpanditsmarketshareto50%anditssalesrevenueto

4、500billionUSDinthe2015(Hofstede,2012).Althoughitsprosperousstatusquo,thecompanyisalsofacingagainstanintensifiedcompetition.ThisreportisaimedatanalyzingtheoverallmarketingstrategyofCoca-Colatofindoutthepotentialvulnerabilities.Then,basedupontheanalysisandin-depthresearch,itwilloutlinethestrategicplan

5、forthefutureinordertofurtherenhanceCoca-Colamarketingstatus.ExternalenvironmentanalysisAwell-roundedanalysisofcompanysenvironmentwillbebeneficialforthecomprehensiveunderstandingofthesituation.First,itisbettertoresearchCocaColaexternalsituationwhichincludesthreeparts:macro-environmentalfactors,micro-

6、environmentalfactorsandcompetitivestrategy.Forthemacroaspect,thisreportutilizesPESTmodelwhichexaminesthechangesinamarketplacecausedbyPolitics,Economy,SocialandTechnologicalfactors.PoliticalAnalysisShiftsofgovernmentsattitudetowardsthe-fionrveeisgtnedenterprisemayposeathreattothecompany.Especiallyint

7、heemergingcountries,thepoliticalstabilityisessentialtoasuccessfulbusiness.Inaddition,changesoflawsandregulations,includingnon-alcoholicdrinksregulationshouldbeconsidered.EconomicAnalysisAccordingtoIMF,whiletherehavebeensomeencouragingsignsofeconomicrecovery,theglobaleconomicgrowthseemstobelosingmome

8、ntum.Inotherwords,thecompanystillneedstobevigilanttotheoutsideworldandtheemergingeconomytoseizeopportunities.AccordingtotheStandardandPoorsIndustrysurveys,Formajorsoftdrinkcompanies,therehasbeeneconomicimprovementinmanymajorinternationalmarkets,suchasJapan,Brazil,andGermany.Thesemarketswillcontinuet

9、oplayamajorroleinthesuccessandstablegrowthforamajorityofthenon-alcoholicbeverageindustry.SocialAnalysisLivingahealthierlifestyleissoprevalentallaroundworldthathasaffectedthenonalcoholicbeverageindustryassomeconsumersareswitchingtobottledwateranddietcolasinsteadofbeerandotheralcoholicbeverages.Thisco

10、ntinuedtendencywillimpactthenon-alcoholicbeverageindustrybyincreasingthedemandoverallandinthehealthierbeverages.TechnologicalAnalysisTherapidadvancementofscienceandtechnologymaydeeplyimpactCoca-Colaaswell.Forexample,noveldistributionchannel,diversifiedpromotioncampaignandnewproductionlineetc.Interms

11、ofmicro-environmentalfactors,itisadvisabletousePortersFiveForcesmodeltoanalyzethemarketcondition.ThreatofIntensityofnewentrantsThreatofBargainingsubstitutepowerofproductssupplierscompetitiverivalryBargainingpowerofcustomersThreatofnewentrantsComparedwithotherindustry,softdrinksindustryhasarelatively

12、highergrossprofitrateandlowerbarrierstoentry,accordingly,theredoexistmanypotentialentrants.ThreatofsubstituteproductsAsismentionedabove,healthierdrinkinghasbeenanewtrendfortheconsumers.So,enoughattentionmustbepaidtothesubstituteproductssuchasteadrinks,bottledwaterandsportsdrinks.Bargainingpowerofcus

13、tomerWiththousandskindsofnon-alcoholicbeverageinthemarket,consumershaveawiderangeofoptions.Additionally,theyarealsobecomingsensitivetopricewhichrenderthemtohavemorebargainingpower.BargainingpowerofsuppliersAstheleadingcompanyinthemarket,Coca-Colastaysstrongtothesupplierswhoarewillingtocollaboratewit

14、hsuchagiantenterprise.Inotherwords,bargainingpowerofsuppliersiscomparativelyweak.IntensityofcompetitiverivalryRelieduponitssalesanddistributionchannels,Coca-Colahasundoubtedlyestablishedamaturemarketingnetwork.Butwhatcanbeignoredisthethreatsposedbycompaniesoutofcarbonatedbeverage,theyallsparenoeffor

15、ttogainmarketshareintherelevantindustry.Aftertheanalysisoftheabovetwofactors,keepingalertandfurtherdevelopingthecorecompetencyareextremelysignificanttoCoca-Cola.Thus,howwillthecompanycompetewiththemajorplayersinthemarket?CompetitiveAdvantageLowerCostDifferentiationCostLeadershipDifferentiation_7Comp

16、etitiveScopeDifferentiationFocusCostFocusNarrowk_)BroadAscanbeseeninthechart,thecompanyuseddifferentiationandcostleadershiptactics.Differentiationisachievedthroughsuperbqualityofitsproduct,whichsurpassesthecompanysmajorrivalsinthebrandimageandhighcustomerrecognition.Whatsmore,itspromotioncampaignand

17、packagingstrategyalsodifferentiateCoca-Colafromcompetitors,forinstanee,itsuniquebottledesignhasbecomeaworldfamoussymbol.Thepositioningofcostleadershipisachievednotonlythrougheconomiesofscaleinresearch,developmentandpromotion,butalsothroughlearning,knowledgeandexperieneeinproductionandoperationalproc

18、esses.Furthermore,thecompanyefficientdistributennetworksandmanufacturingsystemscontributesignificantlytoitscostsaving.MarketstrategyBasedontheaboveanalysis,thisreportresearchestheinteriorpartofCoca-Colatodetermineitsmarketingandfinancialobjectives,segmentation,positioning,andtargetmarket(s)inthefutu

19、re.FuturegrowthforCoca-Colawillbeembodiedintwomainareas:globalemergingmarkethealthdrinks.BesidesUnitedStatesCoca-Colawillcontinuetomarkettocountriesaroundtheworld.ThecompanyhasanimpressiveperformaneeinemergingmarketslikeLatinAmerica,theBRIC,andWesternEuropewhichwillbetheirmajorfocusinthefutureforthi

20、siswheremajorgrowthopportunitieslie.Inaddition,consumersaremovingtowardsahealthierlifestyle,whichaccordinglyiscausingCoca-Colatoexpandproductlinetosatisfytheirneeds.ThisnewmarketishugeandcreatesalotofgrowthopportunityforCoca-Cola.Morespecifically,Coca-Colaintendstoincreaseitscurrentmarketshareinthes

21、oftdrinkto50%intheendof2015(Hofstede,2012),inparticular,itwillinvestheavilyinthehealthdrinkproducttograbthisdevelopingclichemarketandtocaterforconsumersaptitude.Then,thewholegroupwillachieve50billionUSDsalesrevenueand13billionUSDprofitmargin(Marcial,2007).MarketingresearchresultTostaycompetitive,Coc

22、a-Colahasdonewellinunderstandingandsatisfyingconsumers.Ithavebeenfoundthatcustomersexpectmorefromtheirbeverages.TofillthisdesireCoca-ColahasdevelopedtheBeverageInstituteforHealthandWellness.Thisinstitutedevelopsnewproductideasthatcancontributetotheirproductline.Inaddition,Coca-Colaiscapableofmaintai

23、ningtheirmarketvitality,sotheycontinuetodoresearchthatwillbenefittheirconsumers,aswellasbeingprofitableforthecompany.Apartfromflavordiversification,profitabilityincertainregionhasalsobeenamajorconsideration.Forinstanee,CokeZeroisaproductthatcarriesnocarbohydratesorcaloriesandwasnotquitemeetingtheexp

24、ectedprofitsintheUnitedStates,butCocaColastartedtoadvertiseitmoreinEuropetoareasthattoenjoyit.Thisregionseemedmoreconcernedabouttheirhealthandwell-being,whichcontributedtoCokeZerobecomingmoreofaprofitableproduct.SpecialmarketingtechniquessuchasB2Bstrategiesarealsousedtomaketheirproductsmoreattractiv

25、etotheyoungpeople.Forexample,Coca-ColaunitedwithiTunes,sothatwheneversomeonepurchasedaCoca-Colaproducttheywouldreceivefreesongstopromotebothproducts(Fuhrman,2007).Eventhough,Coca-Colaisconfrontingwithanumberofchallengesinthedaystocome.Themoststrikingoneisthatthebeverageindustryismovingtowardahealthc

26、onsciousconsumer.“InmanyEuropeancountries,theincreasingconsumertrendtowardahealthierlifestylecontinuestogrowdemandforfunctionalbeveragesthatofferphysicalormentalwell-being,lowercaloriesandotheraddedvalues”(Fuhrman,2007).Consumersvalueproductsthataregoingtohelpthemliveahealthylifestyleandfeelbetterbo

27、thphysicallyandmentally.Coca-Colahastoreconsideritsexistingproduct,pricing,distributionchannelandpromotionstrategytobetteradaptitselftotheever-changingatmosphere.Inordertoformulateawell-roundedmarketstrategyforCoca-Cola,thisreportcarefullyestablishestherelevanttacticswhichareinlinewiththeanalysisand

28、datacollected.Itisrecommendedtouse4Pwhichconsistsofproduct,place,price,promotiontoanalyzethespecificdetailsinthenextpart.MarketingmixsummaryInthisreport,4PmodelisutilizedtoillustrateCoca-Colasmarketingmix,i.e.prplace,price,promotion.ItemDetailsProductCoca-Colahasahugeproductmixwhichcontainsabout400b

29、rands,includingdietandlightbeverages,waters,juiceandjuicedrinks,teas,coffees,energy,andsportsdrinks(Coca-ColaCompany,2012).Toattractnewconsumersandmarkets,productlinemustbeextended,especiallyinthehealthdrinkproductliketea,juiceandsportsdrinketc.Inaddition,propermodificationforthecurrentproductisalso

30、neededtomaintainthecurrentconsumers.PriceWiththecarefulconsiderationofconsumerspriceelasticity,thepricesoftheCoca-ColasCompaniesproductsvaryaccordingtothebrandandthesizeinwhichtheycomein(Coca-ColaCompany,2012).Differentregionhasdifferedprefereneeandsensitivitytoprice.Thedistributorsandretailstoresth

31、attheCoca-ColaCompanydealswithshouldimplementtheirownpricingstrategytogainthebestprofitmarginwithinanacceptedsalesvolume.PromotionTherearefourmajorpartsofthepromotionalmixthatintegratetogethertocreateacompetitiveadvantageforanorganizationincludingadvertising,publicrelations,salespromotion,andpersona

32、lselling.Ads:Coca-Colahasinvestedheavilyonadvertising.Themainpurposeofadsaremaintainingofbrandsawareness.Then,theadsinthefutureshouldfocusonhealthconsciousandenvironmentallyfriendlytocaterfortheexistingtrend.Publicrelation:ProductplacementsandsponsorshipsarefrequentlyusedbyCoca-Cola(Marcial,2007).Po

33、sitivespokespersontoappealtotheyoungergenerationisanothereffectivetooltopublicize(Truini,2007)Personalselling:PersonalsellingintheCoca-ColaCompanyoftenisdoneinabusiness-to-businessfashion.Thiscanbeusedinbigbusinessallianeetosatisfyconsumersdiversifiedneeds.Salespromotion:couponsandrebatescanbeoftenu

34、sedbecausetheyaremorelikelytoinflueneecustomersbuyingdecision.AnothertypeofsalespromotionthattheCoca-ColaCompanyiscurrentlyusingistheircokerewardspointspromotion.PlaceCoca-ColaCompanyalsousesintensivedistributionstrategiestomakesuretheirproductscanbeavailableeverywhere.Moreover,automaticvendingmachi

35、nesareeffectivetoextenddistributennetwork.Tocopewiththechangingdietconception,Coca-ColashouldfocusmoreonCoca-ColaDietCokeandCokeZerosales,especiallyinLatinAmerica,theBRIC,andWesternEurope(Fuhrman,2007).DetailedstrategyforpromotionOnlywithsuperiorproduct,efficientdistributionnetworkandsufficientinven

36、toryisfarfromasuccessfulbusiness.Promotionisthekeyelementofthemarketingmixdesignedtobuildausefulchannelwiththemarketplaceandtopersuadethecustomersbuyingdecision.Thepromotionalmixisthecombinationofpersonalselling,advertising,salespromotionandpublicrelationsthatitusesinitsmarketingplan.AdvertisingTheC

37、oca-Colasinnovativeadsaeetremelyimpressivetoconsumers.So,nextstep,whatthecompanyshoulddoiskeepthisuniqueadvantageandfocusmuchmoreonthelocalizationwithrespecttodifferentculturebackground.Thiscanbecontributabletodeveloptheemergingmarket.PublicrelationSponsorshipinthesportareahasbeensuccessfulinthelast

38、fewdecadesandleftapositivebrandimage.Tocomplywiththehealthytrend,Coca-Colaneedstoinvestmoreinpublicbenefitactivities,forinstanee,givingsponsorHopePrimarySchool,makingcontributionstomedicaltreatmentcause.Theseactivitymayestablishapositiveimageinallkindsofpeople.Personalselling&salespromotionThenegati

39、veimplicationofseveralmediahasexertedarelativelyprofoundimpactuponcarbonatedbeverage.Accordingly,juice,teaandsportsdrinksshouldbethemainproductsforpromotions.Thecompanycanimprovehealthdrinkmarketsharebyusingmorepersonalsellingboothandmoresalesdiscountorlotterycoupon.Theseactivitiesareeffectiveforget

40、tingpeoplesshort-termattention.SurveyexperimentintheFenwicksdepartmentstorealsoprovedtheaboveanalysis.InthesurveyofconsumersattitudestowardshealthconsiderationwhenpurchasingHealthStronglyaqeeHealthdrinks,morethan45%agreewiththeviewpoints(asisshowninthebarchartbelow).Inaddition,whenaskedaboutfamiliar

41、ity,50%agreewiththatitplaysamajorroleinpurchasingdecision.FamiliarStronglyhladsraieiyDisaqre*NeitherAgreeuocersielystionglysgreediareedts-agreeagreeFdmiliarControlsImplementationImplementationistheprocessonhowwellthebusinessmixesitspeople,organizationalstructureandcompanycultureintoacohesiveprogramt

42、hatsupportsthemarketingplan(Clark,2005).Coca-Colashouldimplementseveralmajortransformations.First,productioncapabilityneedtobemodifiedtomeetthequotademanded.Itmustalsobecosteffectivetoavoidinventorystockswastes.Themarketingteamshouldbeawareofknowledgeablemanagementabouttheproduct.Thestylesandtypesof

43、promotionmustbeappealingtotargetcustomerstoobtainthepotentialamountofexposurefortheproduct.Anotherthingisefficientdistributionnetwork.Thepertinentissueistakencareofwithexpedienttransportationroutestocommercialareasandtraffic.MonitoringAndControllingMonitoringandcontrollingallowsCoca-Colatotakethenec

44、essaryactionstomeetthemarketinggoals.TherearethreemethodsCoca-Colamayusetomonitorthemarketingscheme.SalesAnalysisThesalesanalysisanalyzessalesrevenuebymarketsegmentationtodiscoveradvantagesanddisadvantagesinthedifferentregions.SellersofCoca-Colaproductsvaryfrombigretailsupermarketstosmallcornerstore

45、s.Thistoolgivestheproductsmaximumexposuretocustomersattheirconvenience.MarketShareAnalysisThisapproachisacomparisontothemajorrivalsintherelevantmarket.WiththeshiftsCoca-Colaiscurrentlyundergoing,theyaimtogetanaggressivepositiontostableitsstrongpower.Targetmarketvariousagegroupsandlifestylesfromhighschoolstudentstoouniversities,andmaleorfemale.MarketingProfitabilityAnalysisThismethodtakesthecostfactorintoconsiderationwhichdeemprofitabilityasakeyindex.Threeratioscanbeusedforsupervisingmarketingprofitability;theyaremarketresearchtosales,advertisingtosalesandsalesrepresenta