Professional Documents
Culture Documents
1
In May, 1886, Coca Cola was invented by Doctor John Pemberton a pharmacist from
Atlanta, Georgia. John Pemberton concocted the Coca Cola formula in a three legged
brass kettle in his backyard. The name was a suggestion given by John Pemberton's
2
Being a bookkeeper, Frank Robinson also had excellent penmanship. It was he who
first scripted "Coca Cola" into the flowing letters which has become the famous logo of
today.
The soft drink was first sold to the public at the soda fountain in Jacob's Pharmacy in
Atlanta on May 8, 1886. The soft drink was first sold to the public at the soda fountain
About nine servings of the soft drink were sold each day. Sales for that first year added
up to a total of about $50. The funny thing was that it cost John Pemberton over $70 in
Until 1905, the soft drink, marketed as a tonic, contained extracts of cocaine as well as
3
Asa Candler
In 1887, another Atlanta pharmacist and businessman, Asa Candler bought the formula
for Coca Cola from inventor John Pemberton for $2,300. By the late 1890s, Coca Cola
was one of America's most popular fountain drinks, largely due to Candler's aggressive
marketing of the product. With Asa Candler, now at the helm, the Coca Cola Company
Advertising was an important factor in John Pemberton and Asa Candler's success
and by the turn of the century, the drink was sold across the United States and Canada.
Around the same time, the company began selling syrup to independent bottling
companies licensed to sell the drink. Even today, the US soft drink industry is
Industry
4
Until the 1960s, both small town and big city dwellers enjoyed carbonated beverages at
the local soda fountain or ice cream saloon. Often housed in the drug store, the soda
fountain counter served as a meeting place for people of all ages. Often combined with
lunch counters, the soda fountain declined in popularity as commercial ice cream,
New Coke
On April 23, 1985, the trade secret "New Coke" formula was released. Today, products
of the Coca Cola Company are consumed at the rate of more than one billion drinks per
day.
5
In 1969, The Coca Cola Company
a hit song, the new campaign featured what proved to be one of the most popular ads
ever created
The song "I'd Like to Buy The World a Coke" had its origins on January 18, 1971, in a
fog. Bill Backer, the creative director on the Coca-Cola account for McCann-Erickson,
was traveling to London to join two other songwriters, Billy Davis and Roger Cook, to
write and arrange several radio commercials for The Coca-Cola Company that would
be recorded by the popular singing group the New Seekers. As the plane approached
Great Britain, heavy fog at London's Heathrow Airport forced it to land instead at
Shannon Airport, Ireland. The irate passengers were obliged to share rooms at the one
hotel available in Shannon or to sleep at the airport. Tensions and tempers ran high.
The next morning, as the passengers gathered in the airport coffee shop awaiting
clearance to fly, Backer noticed that several who had been among the most irate were
6
In 1969, The Coca Cola Company and its advertising agency, McCann-Erickson, ended
their popular "Things Go Better With Coke" campaign, replacing it with a campaign
that centered on the slogan "It's the Real Thing." Beginning with a hit song, the new
campaign featured what proved to be one of the most popular ads ever created.
Coca-Cola is one of the most recognized brands and logos in the world. Coca-Cola is
the most popular and biggest-selling soft drink in history, as well as the best-known
product in the world. Created in Atlanta, Georgia by Dr. John S. Pemberton, Coca-Cola
was first offered as a fountain beverage by mixing Coca-Cola syrup with carbonated
water.
The Coca-Cola script was designed by an amateur, Frank Robinson, the fledgling
company's bookkeeper. He devised both the Spencerian script and the brilliantly
concise words beneath: "Delicious and Refreshing." The bottle is among the most
recognizable icons in the world, a design that has come to symbolize the youthful
exuberance of America. Countless variations have been released over the decades, but
the enduring classic is the curved vessel designed by the Root Glass Company of Terre
Haute, Indiana, and introduced in 1915. A Coca-Cola dispenser was later designed by
Raymond Loewy. Coca-Cola was registered as a trademark in 1887 and by 1895 Coca-
Cola was being sold in every state and territory in the United States. In 1899, the
7
Healthy Life
Soft Drinks
Teenagers love soft drinks. More than to do with the taste or other similar factors they
soft drink is not good for health. An experiment was done with Coca Cola. An
extracted tooth was immersed in a bowl of Coca Cola. After considerable amount of
duration the tooth was found smaller in size. After some more time the tooth vanished
mysteriously. It was not any magic trick. The truth was the soft drink had completely
eroded the calcium. There is only very little amount of calorie in a soft drink. People
8
who are fat prefer this. This is not advisable. Soft drinks can be harmful to people
having a history of heart diseases. If you want to reduce weight choose a healthy diet
plan instead of finding any shortcuts. Always this works the best.
The Coca-Cola operation in India has been the subject of a variety of false allegations.
We appreciate your interest in learning the facts about our business in India.
Our Operations:
During the past decade, The Coca-Cola Company has invested more than U.S. $1
billion in India, making us one of India's top international investors. Almost all the
goods and services required to produce and market Coca-Cola are made in India.
indirectly, our business in India creates employment for more than 150,000 people.
Water Resources:
9
Overview
The beverage industry is responsible for less than one-half of one percent of total water
usage in India, making it one of the most efficient users of water in the country.
A typical Coca-Cola plant uses just two or three bore wells for its water needs and
extracts that water with pumps of a similar capacity as those used by other industries
Some areas of India - a country that is home to 17 percent of the world’s population but
only 4 percent of its freshwater resources - have been experiencing drought conditions
for several years. The Coca-Cola Company shares the concerns of local communities
about groundwater reserves, and has initiated a number of specific programs to improve
Rainwater Harvesting
We have installed 300 rainwater harvesting structures spread across 17 states, including
10
Working at the local level we have helped to restore centuries-old bawaris – or
community reservoirs – that had fallen into disrepair. The projects have included active
community involvement to remove silt, rubble and algae, and to rebuild the bawari’s
thousands of families in surrounding communities, and have served as the focal point
The Coca-Cola Company has a special interest in water: we are a hydration company.
Every product we sell contains water. Without water, we have no business and it is in
the long-term interest of our company to be good stewards of our most critical
ingredient. We are committed to helping protect and preserve this resource in all the
In India, in one of the driest parts of the State of Andrha Padesh, we have worked to
reconstruct a dam and reclaim a water storage area that had been rendered useless by
silt. Some 16,000 people live in the nearby village and had faced shortages of irrigation
Using updated, more reliable watershed mapping information gathered by The Coca-
Cola Company, the reservoir that the dam feeds was moved. The new location was
11
build on a site that was scientifically selected based on its ability to efficiently and
The storage area now holds 24,000 cubic meters of water, is a direct source of clean
water for 80 families, has recharged several community borewells that serve thousands
more, and provides irrigation for some 1000 acres of local cropland.
communities. The collected water is used for plant functions, as well as for recharging
aquifers. For example, in Kerala, we harvested 150,000 cubic meters of rain water in
2003, which is equivalent to approximately 50 percent of our annual water usage. Work
is underway to equip every one of our India bottling plants with rooftop rainwater
harvesting capabilities, which will recycle millions of additional gallons of water each
year.
The Coca-Cola Company in India has been recognized for its community programs and
environmental practices by prominent global organizations such as the Red Cross and
12
Coca-Cola India has complied and continues to comply with all Federal and State laws
In October 2002, Dr. R.N. Athvale, Emeritus scientist at the National Geophysical
groundwater reserves in the plant area.” He added that any aquifer depletion cannot be
A report from the local Palakkad District Environmental Protection Council and
Guidance Society in June 2002 concluded: "We declare that there is no environment
Within approximately five kilometers of the Kerala plant there are about 200 open
shallow wells; Coca-Cola uses only two open shallow wells within the plant. In the
same area there are nearly 150 bore wells. There are only six bore wells within our
plant and the Coca-Cola plant uses no more than three bore wells at any one time.
In Kerala, where groundwater levels have decreased, the rainfall has been well below
average for several years. The Kerala State Groundwater Department has said that any
depletion in groundwater was due to poor rainfall and not the plant.
13
The Central Groundwater Authorities have also confirmed there were no abnormal
changes in groundwater levels around the plant that can be attributed to the Coca-Cola
operation.
State Government figures have confirmed that in some areas (including Kaladera in
Rajasthan), since a Coca-Cola plant has been built groundwater levels have shown
lower levels of depletion than other areas, and in some areas (including Varanassi in
UP) water levels have actually risen since the plants were built. We believe this is due,
Bio-Solids:
The use of ‘sludge,’ or bio-solids -- the end result of the waste water and water
treatment processes that are part of producing our beverages -- as a soil amendment is a
common practice around the world and within the Coca-Cola System, including in the
U.S. (Soil amendments are matters that, when added to the land, will make the soil
performance.
We are also working with the Indian Central Government to ensure that the issue of a
uniform and consistent national regulatory framework is given the full review it
deserves.
The Kerala State Pollution Control Board, which conducted a detailed study, inspecting
samples of sludge, well water, treated water and soil, concluded that the concentration
of cadmium and other heavy metals in the bio-solids are below prescribed limits and,
Pesticides:
Testing for pesticides in finished soft drinks is complex and often produces unreliable
and unrepeatable results. For this reason, The Coca-Cola Company thoroughly treats
and tests each of the separate ingredients of its soft drinks before they are combined to
make a finished soft drink. This is an accurate and reliable way to ensure our soft
Technology to test finished soft drinks for pesticides is evolving, however, and The
15
appropriate technology and robust protocols with the objective that will enable finished
Product Quality:
Throughout all of our operations in India, stringent quality monitoring takes place
covering both the source water we use as well as our finished product. All of the water
used for beverage manufacturing conforms to drinking water standards, making it safe
and ensuring that it meets the highest international standards, including BIS and EU
We also test for traces of pesticide in groundwater to the level of parts per billion. This
The Coca-Cola Company takes great pride in the fact that we take every precaution to
ensure that our products are world-class and safe for all our consumers.
16
Coca-Cola was created in 1886 by John Pemberton, a pharmacist in Atlanta, Georgia,
who sold the syrup mixed with fountain water as a potion for mental and physical
disorders. The formula changed hands three more times before Asa D. Candler added
carbonation and by 2003, Coca-Cola was the world’s largest manufacturer, marketer,
and distributor of nonalcoholic beverage concentrates and syrups, with more than 400
With the bubbles making the difference, Coca-Cola was registered as a trademark in
1887 and by 1895, was being sold in every state and territory in the United States. In
1899, it franchised its bottling operations in the U.S., growing quickly to reach 370
over 200 countries worldwide, Coca-Cola generated more than 70% of its income
International expansion
17
Coke’s first international bottling plants opened in 1906 in Canada, Cuba, and
Panama.11 By the end of the 1920’s Coca-Cola was bottled in twenty-seven countries
throughout the world and available in fifty-one more. In spite of this reach, volume was
low, quality inconsistent, and effective advertising a challenge with language, culture,
and government regulation all serving as barriers. Former CEO Robert Woodruff’s
insistence that Coca-Cola wouldn’t “suffer the stigma of being an intrusive American
product,” and instead would use local bottles, caps, machinery, trucks, and personnel
contributed to Coke’s challenges as well with a lack of standard processes and training
degrading quality.
Coca-Cola continued working for over 80 years on Woodruff’s goal: to make Coke
available wherever and whenever consumers wanted it, “in arm’s reach of desire.”13
The Second World War proved to be the stimulus Coca-Cola needed to build effective
capabilities around the world and achieve dominant global market share. Woodruff’s
patriotic commitment “that every man in uniform gets a bottle of Coca-Cola for five
cents, wherever he is and at whatever cost to our company”14 was more than just great
exempt from sugar rationing and also received government subsidies to build bottling
18
The 1990’s brought a slowdown in sales growth for the Carbonated Soft Drink (CSD)
industry in the United States, achieving only 0.2% growth by 2000 (just under 10
billion cases) in contrast to the 5-7% annual growth experienced during the 1980’s.
While per capita consumption throughout the world was a fraction of the United
States’, major beverage companies clearly had to look elsewhere for the growth their
shareholders demanded. The looming opportunity for twenty-first century was in the
world’s developing markets with their rapidly growing middle class populations.
Interbrand’s Global Brand Scorecard for 2003 ranked Coca-Cola the #1 Brand in the
World and estimated its brand value at $70.45 billion. The ranking’s methodology
determined a brand’s valuation on the basis of how much it was likely to earn in the
future, distilling the percentage of revenues that could be credited to the brand, and
assessing the brand’s strength to determine the risk of future earnings forecasts.
Considerations included market leadership, stability, and global reach, incorporating its
From the beginning, Coke understood the importance of branding and the creation of a
distinct personality. Its catchy, well-liked slogans “ It’s the real thing” (1942, 1969),
19
“Things go better with Coke” (1963), “Coke is it” (1982), “Can’t beat the Feeling”
(1987), and a 1992 return to “Can’t beat the real thing”) 20 linked that personality to
the core values of each generation and established Coke as the authentic, relevant, and
trusted refreshment of choice across the decades and around the globe.
Indian History
20
India is home to one of the most ancient cultures in the world dating back over 5000
years. At the beginning of the twenty-first century, twenty-six different languages were
spoken across India, 30% of the population knew English, and greater than 40% were
illiterate. At this time, the nation was in the midst of great transition and the dichotomy
between the old India and the new was stark. Remnants of the caste system existed
alongside the world’s top engineering schools and growing metropolises as the
historically agricultural economy shifted into the services sector. In the process, India
had created the world’s largest middle class, second only to China.
A British colony since 1769 when the East India Company gained control of all
European trade in the nation, India gained its independence in 1947 under Mahatma
Ghandi and his principles of non-violence and self-reliance. In the decades that
followed, self-reliance was taken to the extreme as many Indians believed that
economy was increasingly regulated and many sectors were restricted to the public
sector. This movement reached its peak in 1977 when the Janta party government came
to power and Coca-Cola was thrown out of the country. In 1991, the first generation of
liberalization began.
21
Coca-Cola was the leading soft drink brand in India until 1977 when it left rather than
reveal its formula to the government and reduce its equity stake as required under the
Foreign Exchange Regulation Act (FERA) which governed the operations of foreign
companies in India.
After a 16-year absence, Coca-Cola returned to India in 1993, cementing its presence
with a deal that gave Coca-Cola ownership of the nation's top soft-drink brands and
bottling network. Coke’s acquisition of local popular Indian brands including Thums
Up (the most trusted brand in India21), Limca, Maaza, Citra and Gold Spot provided
not only physical manufacturing, bottling, and distribution assets but also strong
consumer preference.
This combination of local and global brands enabled Coca-Cola to exploit the benefits
of global branding and global trends in tastes while also tapping into traditional
domestic markets.
Leading Indian brands joined the Company's international family of brands, including
Coca-Cola, diet Coke, Sprite and Fanta, plus the Schweppes product range. In 2000, the
company launched the Kinley water brand and in 2001, Shock energy drink and the
22
From 1993 to 2003, Coca-Cola invested more than US$1 billion in India, making it one
of the country’s top international investors.22 By 2003, Coca-Cola India had won the
prestigious Woodruf Cup from among 22 divisions of the Company based on three
broad parameters of volume, profitability, and quality. Coca-Cola India achieved 39%
volume growth in 2002 while the industry grew 23% nationally and the Company
reached breakeven profitability in the region for the first time.23 Encouraged by its
investment of $125 million (Rs. 750 crore) between September 2002 and March 2003.
Coca-Cola India produced its beverages with 7,000 local employees at its twenty-seven
range of products for the company. The complete manufacturing process had a
documented quality control and assurance program including over 400 tests performed
The complexity of the consumer soft drink market demanded a distribution process to
support 700,000 retail outlets serviced by a fleet that includes 10-ton trucks, open-bay
three wheelers, and trademarked tricycles and pushcarts that were used to navigate the
narrow alleyways of the cities.25 In addition to its own employees, Coke indirectly
created employment for another 125,000 Indians through its procurement, supply, and
distribution networks.
23
Sanjiv Gupta, President and CEO of Coca-Cola India, joined Coke in 1997 as Vice
brand relevant to the Indian consumer and in tapping India’s vast rural market
for Company-owned bottling operations and then as Deputy President. Seen as the
driving force behind recent successful forays into packaged drinking water, powdered
drinks, and ready-to-serve tea and coffee, Gupta and his marketing prowess were
Coca-Cola India
24
debating his next move. Sales had
trajectory and 25-30%2 year-to-date growth. Many leading clubs, retailers, restaurants,
and college campuses across the country had stopped selling Coca-Cola3 and only six
weeks into his new role as CEO, Gupta was embroiled in a crisis that threatened the
momentum gained from a highly successful two-year marketing campaign that had
On August 5th, The Center for Science and Environment (CSE), an activist group in
industrialization and economic growth) issued a press release stating: "12 major cold
drink brands sold in and around Delhi contain a deadly cocktail of pesticide residues".
CSE from April to August, three samples of twelve PepsiCo and Coca-Cola brands
from across the city were found to contain pesticide residues surpassing global
standards by 30-36 times including lindane, DDT, malathion and chlorpyrifos . These
four pesticides were known to cause cancer, damage to the nervous and reproductive
In reaction to this report, the Indian government banned Coke and Pepsi products in
drink samples to labs for testing. The Coca-Cola Bottling Company (Coke) stock
dipped by five dollars on the New York Stock Exchange from $55 to $50 in the six
25
sessions following the August 5 disclosure, as did shares of Coca-Cola Enterprises
(CCA).
Pepsi and Coca-Cola called the CSE allegations “baseless” and questioned the method
of testing but the CSE claimed it had followed standard procedures documented by the
Spectrometry.
pesticides and led Pepsi to file a petition with the high court questioning the credibility
of the CSE’s claims 6 while Coke’s Gupta commented: “The allegation is serious and it
has the potential to tarnish the image of our brands in the country. If this continues, we
Despite Coke and Pepsi’s early responses denying the validity of the CSE’s claims and
threatening legal action, a survey conducted in Delhi a few days after the CSE
announcement found that a majority of consumers believed the findings were correct
and agreed with parliament’s move to ban the sale of soft drinks.8 It was clear that the
$1 billion Indian soft drink market was at stake and Gupta had to act.
soft drinks made it a highly contested prize in the global CSD market in the early
26
twenty-first century. Ten percent of the country’s population lived in urban areas or
large cities and drank ten bottles of soda per year while the vast remainder lived in rural
areas, villages, and small towns where annual per capita consumption was less than
four bottles. Coke and Pepsi dominated the market and together had a consolidated
market share above 95%. While soft drinks were once considered products only for the
affluent, by 2003 91% of sales were made to the lower, middle and upper middle
classes. Soft drink sales in India grew 76% between 1998 and 2002, from 5,670 million
bottles to over 10,000 million and were expected to grow at least 10% per year through
2012.28 In spite of this growth, annual per capita consumption was only 6 bottles
versus 17 in Pakistan, 73 in Thailand, in the Philippines and 800 in the United States.
With its large population and low consumption, the rural market represented a
refreshments including lemon water, green coconut water, fruit juices, tea, and lassi,
competitive pricing was essential. In response, Coke launched a smaller bottle priced at
The post-liberalization period in India saw the comeback of cola but Pepsi had already
beaten Coca-Cola to the punch, creatively entering the market in the 1980’s in advance
of liberalization by way of a joint venture. As early as 1985, Pepsi tried to gain entry
into India and finally succeeded with the Pepsi Foods Limited Project in 1988, as a JV
Voltas India Limited. Pepsi was marketed and sold as Lehar Pepsi until 1991 when the
27
use of foreignbrands was allowed under the new economic policy and Pepsi ultimately
relationship in 1994. While the joint venture was only marginally successful in its own
right, it allowed Pepsi to gain precious early experience with the Indian market and also
served as an introduction of the Pepsi brand to the Indian consumer such that it was
well-poised to reap the benefits when liberalization came. Though Coke benefited from
Pepsi creating demand and developing the market, Pepsi’s head-start gave Coke a
disadvantage in the mind of the consumer. Pepsi’s appeal focused on youth and when
Coke entered India in 1993 and approached the market selling an American way of life,
Coca-Cola CEO Douglas Daft set the direction for the next generation of success for
his global brand with a “Think local, act local” mantra. Recognizing that a single global
strategy or single global campaign wouldn’t work, locally relevant executions became
In 2001, after almost a decade of lagging rival Pepsi in the region, Coke India re-
examined its approach in an attempt to gain leadership in the Indian market and
28
capitalize on significant growth potential, particularly in rural markets. The foundation
consumer insights, acknowledging that urban versus rural India were two distinct
people’s lives, the degree of differentiation between consumer segments and their
reasons for entering the category, andthe degree to which brands in the category
differences between how urban and rural consumers approached the market for
refreshment.
In rural markets, where both the soft drink category and individual brands were
undeveloped, the task was to broaden the brand positioning while in urban markets,
with higher category and brand development, the task was to narrow the brand
This lens, informed by consumer insights, gave Coke direction on the tradeoff between
focus and breadth a brand needed in a given market and made clear that to succeed in
either segment, unique marketing strategies were required in urban versus rural India.
“India A,” the designation Coca-Cola gave to the market segment including
29
segment sought social bonding as a need and responded to aspirational messages,
celebrating the benefits of their increasing social and economic freedoms. “Life ho to
aisi,” (life as it should be) was the successful and relevant tagline found in Coca-Cola’s
Coca-Cola India believed that the first brand to offer communication targeted to the
smaller towns would own the rural market and went after that objective with a
comprehensive strategy. “India B” included small towns and rural areas, comprising the
other 96% of the nation’s population. This segment’s primary need was out-of-home
thirst-quenching and the soft drink category was undifferentiated in the minds of rural
consumers. Additionally, with an average Coke costing Rs. 10 and an average day’s
wages around Rs. 100, Coke was perceived as a luxury that few could afford.
30
In an effort to make the price point of Coke within reach of this high-potential market,
smaller than the traditional 300ml bottle found in urban markets, and concurrently
cutting the price in half, to Rs. 5. This pricing strategy closed the gap between Coke
and basic refreshments like lemonade and tea, making soft drinks truly accessible for
the first time. At the same time, Coke invested in distribution infrastructure to
effectively serve a disbursed population and doubled the number of retail outlets in
rural areas from 80,000 in 2001 to 160,000 in 2003, increasing market penetration from
13 to 25%.
Coke’s advertising and promotion strategy pulled the marketing plan together using
local language and idiomatic expressions. “Thanda,” meaning cool/cold is also generic
for cold beverages and gave “Thanda Matlab Coca-Cola” delicious multiple meanings.
Literally translated to “Coke means refreshment,” the phrase directly addressed both
the primary need of this segment for cold refreshment while at the same time
positioning Coke as a “Thanda” or generic cold beverage just like tea, lassi, or
lemonade. As a result of the Thanda campaign, Coca-Cola won Advertiser of the Year
Rural Success
Comprising 74% of the country's population, 41% of its middle class, and 58% of its
disposable income, the rural market was an attractive target and it delivered results.
Coke experienced 37% growth in 2003 in this segment versus the 24% growth seen in
urban areas.
31
Driven by the launch of the new Rs. 5 product, per capita consumption doubled
between 2001-2003. This market accounted for 80% of India’s new Coke drinkers,
30% of 2002 volume, and was expected to account for 50% of the company’s sales in
2003.
As one of the largest and most global companies in the world, Coca-Cola took seriously
its ability and responsibility to positively affect the communities in which it operated.
The company’s mission statement, called the Coca-Cola Promise, stated: “The Coca-
Cola Company exists to benefit and refresh everyone who is touched by our business.”
The Company has made efforts towards good citizenship in the areas of community, by
operate, and the environment, by addressing water, climate change and waste
governments, UNAIDS, and other NGOs, and The Coca-Cola Foundation, focused on
opportunity .
32
• Annual Income Statement
33
2008 2007 2006 2005 2004
Period End Date 12/31/2008 12/31/2007 12/31/2006 12/31/2005 12/31/2004
Period Length 12 Months 12 Months 12 Months 12 Months 12 Months
Stmt Source 10-K 10-K 10-K 10-K 10-K
Stmt Source Date 02/26/2009 02/28/2008 02/21/2007 02/28/2006 02/28/2006
Stmt Update Type Updated Updated Updated Updated Reclassified
Expenses, Total
Research & Development 0.0 0.0 0.0 0.0 0.0
Depreciation/Amortization 0.0 0.0 0.0 0.0 0.0
Interest Expense (Income), Net 0.0 0.0 0.0 0.0 0.0
Operating
Unusual Expense (Income) 350.0 254.0 185.0 85.0 480.0
Other Operating Expenses, Total 0.0 0.0 0.0 0.0 0.0
Operating Income 8,446.0 7,252.0 6,308.0 6,085.0 5,698.0
Interest Income (Expense), Net Non- 0.0 0.0 0.0 0.0 0.0
Operating
Gain (Loss) on Sale of Assets 0.0 0.0 0.0 0.0 0.0
Other, Net -28.0 173.0 195.0 -93.0 -82.0
Income Before Tax 7,439.0 7,873.0 6,578.0 6,690.0 6,222.0
Items
Basic EPS Including Extraordinary 2.51 2.59 2.16 2.04 2.0
Items
Items
Diluted EPS Including Extraordinary 2.49 2.57 2.16 2.04 2.0
Items
Dividends per Share - Common Stock 1.52 1.36 1.24 1.12 1.0
Primary Issue
Gross Dividends - Common Stock 3,521.0 3,149.0 2,911.0 2,678.0 2,429.0
Interest Expense, Supplemental 438.0 456.0 220.0 240.0 196.0
34
Depreciation, Supplemental 1,174.0 1,130.0 920.0 903.0 858.0
Common
Data providers
35
BALANCE SHEET
8 7 6 5 4
9 8 7 7 6
Stmt Update Type Updated Updated Updated Reclassifie Restated
Assets
Cash and Short Term 4,979.0 4,308.0 2,590.0 4,767.0 6,768.0
Investments
Cash & Equivalents
Short Term Investments
Total Receivables, Net 3,090.0 3,317.0 2,587.0 2,281.0 2,244.0
Accounts Receivable - Trade, Net
Accounts Receivable - Trade, Gross
Provision for Doubtful Accounts
Total Inventory 2,187.0 2,220.0 1,641.0 1,379.0 1,420.0
Prepaid Expenses 1,920.0 2,260.0 1,623.0 1,778.0 1,849.0
Other Current Assets, Total 0.0 0.0 0.0 0.0 0.0
Total Current Assets 12,176.0 12,105.0 8,441.0 10,205.0 12,281.0
Net
Goodwill, Net 4,029.0 4,256.0 1,403.0 1,047.0 1,097.0
Intangibles, Net 8,476.0 7,963.0 3,732.0 2,774.0 2,739.0
Long Term Investments 5,779.0 7,777.0 6,783.0 6,922.0 6,252.0
Note Receivable - Long Term 0.0 0.0 0.0 0.0 0.0
Other Long Term Assets, Total 1,733.0 2,675.0 2,701.0 2,648.0 2,981.0
Other Assets, Total 0.0 0.0 0.0 0.0 0.0
Equity
Accounts Payable 1,370.0 1,380.0 929.0 902.0 0.0
Payable/Accrued 0.0 0.0 0.0 0.0 4,403.0
Accrued Expenses 4,835.0 5,535.0 4,126.0 3,591.0 0.0
Notes Payable/Short Term Debt 6,066.0 5,919.0 3,235.0 4,518.0 4,531.0
Current Port. of LT Debt/Capital 465.0 133.0 33.0 28.0 1,490.0
Leases
36
Other Current Liabilities, Total 252.0 258.0 567.0 797.0 709.0
Total Current Liabilities 12,988.0 13,225.0 8,890.0 9,836.0 11,133.0
Total Long Term Debt 2,781.0 3,277.0 1,314.0 1,154.0 1,157.0
Long Term Debt
Deferred Income Tax 877.0 1,890.0 608.0 352.0 402.0
Minority Interest 0.0 0.0 0.0 0.0 0.0
Other Liabilities, Total 3,401.0 3,133.0 2,231.0 1,730.0 2,814.0
Total Liabilities 20,047.0 21,525.0 13,043.0 13,072.0 15,506.0
Redeemable, Net
Common Stock 880.0 880.0 878.0 877.0 875.0
Additional Paid-In Capital 7,966.0 7,378.0 5,983.0 5,492.0 4,928.0
Retained Earnings (Accumulated 38,513.0 36,235.0 33,468.0 31,299.0 29,105.0
Deficit)
Treasury Stock – Common -24,213.0 -23,375.0 -22,118.0 -19,644.0 -17,625.0
Other Equity, Total -2,674.0 626.0 -1,291.0 -1,669.0 -1,348.0
Total Equity 20,472.0 21,744.0 16,920.0 16,355.0 15,935.0
Equity
Outstanding
• Data providers
37
CASH FLOW
8 7 6 5 4
Period Length 12 Months 12 Months 12 Months 12 Months 12 Months
Stmt Source 10-K 10-K 10-K 10-K 10-K
Stmt Source Date 02/26/200 02/28/200 02/21/200 02/28/200 03/04/200
9 8 7 6 5
Stmt Update Type Updated Updated Updated Updated Updated
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Taxes Payable
Other Liabilities
Cash from Operating Activities 7,571.0 7,150.0 5,957.0 6,423.0 5,968.0
Total
Acquisition of Business
Sale of Business
Sale of Fixed Assets
Investment, Net
Cash from Investing Activities -2,363.0 -6,719.0 -1,700.0 -1,496.0 -503.0
Net
Issuance (Retirement) of Debt, Net 29.0 4,341.0 -1,404.0 -2,282.0 1,714.0
Cash from Financing Activities -3,985.0 973.0 -6,583.0 -6,785.0 -2,261.0
• Data providers
39
Sales EBIT Depreciation Total Net Income EPS Tax Rate (%)
12/08 31,944.0 7,439.0 1,228.0 5,807.0 2.49 21.94
12/07 28,857.0 7,873.0 1,163.0 5,981.0 2.57 24.03
12/06 24,088.0 6,578.0 938.0 5,080.0 2.16 22.77
12/05 23,104.0 6,690.0 932.0 4,872.0 2.04 27.17
12/04 21,742.0 6,222.0 893.0 4,847.0 2.0 22.1
12/03 20,857.0 5,495.0 850.0 4,347.0 1.77 20.89
12/02 19,564.0 5,499.0 806.0 3,976.0 1.6 27.7
12/01 17,545.0 5,670.0 803.0 3,979.0 1.6 29.82
12/00 17,354.0 3,399.0 773.0 2,177.0 0.88 35.95
12/99 19,284.0 3,819.0 792.0 2,431.0 0.98 36.34
40
12/99 21,623.0 12,110.0 854.0 2.5 Bil
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• Industry : Beverages - Soft Drinks
• Employees : 92,400
• Exchange : NYSE
beverage concentrates and syrups in the world. Finished beverage products bearing its
trademarks are sold in more than 200 countries. The Company markets nonalcoholic
sparkling brands, which include Diet Coke, Fanta and Sprite. The Company
manufactures beverage concentrates and syrups, which it sells to bottling and canning
approximately 500 brands, including diet and light beverages, waters, enhanced waters,
juices and juice drinks, teas, coffees, and energy and sports drinks. During 2008, the
Company acquired the brands and licenses in Denmark and Finland from Carlsberg
Financials
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Last 12 Months 5 Year Growth
Sales 31.0 Bil 8.9%
Income 6.3 Bil 6.0%
Dividend Rate 1.64 11.55%
Dividend Yield 3.32% 2.60%
Fundamental Data
43
Coca-Cola Co: Snapshot
Quick Quote
Latest price 49.06
Change -0.38
% Change -0.77%
Previous Close 49.44
Day's Low 48.92
Day's High 49.64
Volume 6,858,018
StockScouter Rating 7
Detailed Quote
1-Year Chart
44
Coca-Cola Co: Earnings Estimates
45
Coca-Cola Co: Earnings Estimates
46
Earnings Growth Rates Last 5 Years FY 2009 FY 2010 Next 5 Years 09 P/E
• Data providers
47
RADIO MIRCHI-THE TIMES OF INDIA GROUP
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360 Degrees is the Experiential Marketing & BTL
Our dedicated offices pan across 8 major Indian cities & our
teams of leading Indian & International brands to connect their brands with target
360Degrees conceptualises & executes some of India's largest & most prestigious live
entertainment events.
1.Events
3. Exhibitions
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The live entertainment industry (also known as the "events management industry")
In our event management business, we manage events and promotions across the
several corporate clients. In fiscal 2005, we managed several events, including large
format events such as the Filmfare Awards, the Femina Miss India pageant and the
promotions Bacardi
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Sports Sporting events (individual World Cup Cricket
Tata Open
ATP Tour
Festivals Government sponsored Goa Carnival
Festival of Kerala
Kumbh Mela
related functions
General parties
While this industry in India is still evolving, Indian event managers have clearly
international events over the past few years. However, issues like high entertainment
taxes in certain states, lack of world-class infrastructure and the unorganized nature of
most event management companies, continue to hinder growth in this segment of the
industry.
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Industry Size
The size of the organized live entertainment business is estimated to be about Rs. 7.0
billion in 2004 - an increase of about 20% from the previous year (Rs. 5.8 billion in
least 15% in the immediate next year and about 18% over the next five years. This
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Source: FICCI PWC Report, 2005
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The organized live entertainment business has about 10-15 large players. The live
The breakup of the key sub-segments within the live entertainment business is as seen
below.
As Indian companies globalize, new foreign brands enter India, and marketing managers
realize the increased effectiveness of focused brand launches and promotions, the largest
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Indian Premier League (IPL)
professional Twenty20 cricket league. It has been backed by the ICC and has a total of
The first season of the Indian Premier League was kick-started on 18th April 2008. The
season came to an end on 1st June 2008, with Rajasthan Royals being declared as the
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champions. Just like the football and basketball leagues in America, DLF Indian
Premier League has a franchise-system for hiring players as well as for transfers. The
franchises are auctioned off, with the highest bidder being the owner of a particular
team.
After the formation of IPL, the first players' auction took place on 20th February 2008.
Out of all the Indian players, IPL placed 'icon status' on a select few, namely Rahul
Dravid, Saurav Ganguly, Sachin Tendulkar, Yuvraj Singh, and Virender Sehwag.
Initially, VVS Laxman was also given icon status, but he opted out of it voluntarily.
The main reason behind it was provide his team Deccan Chargers) with more money to
bid for players. Icon players are not bid upon and play for their home city only.
Inaugural Season
The inaugural season i.e. the first season of IPL T20 cricket started on 18th April 2008,
in Bangalore - the IT Hub of India. In the season, a total of 57 matches were scheduled,
spread over 46 days. Of the 59 matches, only 58 were played, one being disrupted by
rain. All the eight teams played against each other twice, in a round robin system. After
each of the team had played with the seven other teams twice, the top four ranking
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sides moved to semi-finals. The winners of the two semi-finals played the finals, with
IPL Teams
There are a total of eight teams in the DLF Indian Premier League (IPL) T20 Cricket,
namely:
• Kings XI Punjab
• Deccan Chargers
• Mumbai Indians
• Delhi Daredevils
• Rajasthan Royals
IPL Logo
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DLF Indian Premier League made its debut in the year 2008, on April 18th, with the
start of its first season. Around a month before the start of the IPL Cricket season i.e.
on 10th March 2008, the league launched its logo, in New Delhi. The logo of the IPL
League comprises of the corporate logo of DLF - the official sponsor of the league,
Talking in detail, the Indian Premier League logo can be divided into three parts,
namely batsmen, DLF pyramid and the words “Indian Premier League”. The batsmen
can be seen in an attacking mode i.e. hitting a ball, representing the game of cricket.
The swish of the ball, which is shown to have been hit, is believed to signify the pace
of the IPL games, fast as well as exciting for the players and the audience.
The second part of the logo i.e. DLF pyramid represents DLF Universal Limited, one of
the largest real estate developers in India, based in the capital city of New Delhi. DLF
Universal won the exclusive rights to the title sponsorship of Indian Premier League,
for five years, at the price of Rs 200 crore. Last, but not the least, is the text “Indian
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Premier League” written in blue, probably with the aim of representing the color of
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DILLIDILSE KIOSK NETWORK
As the Delhi Daredevils make their way into the semi-finals, one website is proving a
big hit with fans as it celebrates the victories in a novel and unique way. Developed by
New Delhi and New York creative hotshop, C3CUBE Multimedia for Coca-Cola India,
www.DilliDilSe.com takes Daredevils fans into an alternate universe with a fun game
called “Get Gauti to the Match”, a multimedia team section with shareable and
collectible virtual fan cards, a complete social club with friends, forums, crazy videos, a
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slogan contest, a 3D guide to the Ferozeshah Kotla stadium, Delhi events from
DilliDilSe.com is Coca-Cola India’s first entry in the Web 2.0 world of rich online
media and social networking as part of its sponsorship and promotion of the Delhi
Daredevils team during DLF IPL2 in South Africa. It partnered with Webby award-
winning creative agency, C3CUBE Multimedia to design and deploy both the website
DilliDilSe.com takes a very different route from the regular fan community and team
sites during IPL 2. The site integrates bright and cheerful design elements, cutting edge
Ajax technologies, rich media flash content in the forms of games, tours and fan cards
and the best of Web 2.0 technologies including a social club with friends, videos,
photos, slogans, forums and short messages. Fans can interact with Gauti, Veeru, Amit,
as well as each other in new and unusual ways within a safe, fun-filled environment.
In describing the vision for the site Mansoor Siddiqi, Director of Integrated Marketing
at Coca-Cola India said that “we felt the Delhi Daredevils fans needed something in
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addition to the regular channels of communication, to share their passion for the team
with Coca-Cola pushes the boundaries of what is possible in sports promotion in terms
of online presence, and we are excited to see the success of DilliDilSe.com as the Delhi
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Raja Choudhury’s
the UK, when he was awarded the Royal College of Arts Award for Computer
founded Zone UK creating the acclaimed VID Zone music video kiosk network
introducing free touch screen multimedia kiosks to Tower Records, HMV Stores
and night clubs throughout London and described by Design Technology as “the
best public demo of multimedia ever.” In 1996 he was awarded the Milia d’Or at
Cannes for the design of UnZIP - the first music and lifestyle CD ROM
publishing.”
Raja migrated to the US in 1999 and set up his own digital consulting company C-3
creating cutting-edge web and multimedia projects for Sony, Softbank, BT Group,
Cohn & Wolfe, American India Foundation, Converseon, INTA and PBS Channel
Thirteen.
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In 2007, Raja relocated to India to raise his new family and set up C3CUBE in New
Delhi. In just 2 years the company has been responsible for designing numerous award-
winning multimedia brands including DilliDilSe.com and the Dilli Dil Se Kiosk
Network for Coca-Cola India and the Delhi Daredevils, OurWeddingDay.com (the
also produced the highly acclaimed documentary film “Spirituality in the Modern
Raja lives between New Delhi and New York with his wife and daughter, blogs
regularly at NASSCOM Emerge Blog, has spoken at NASSCOM, OMCar and Tie New
Delhi events, is an executive member of Dr.Karan Singh’s India Forum Society and is
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Designing a multimedia kiosk
network
Recently, we worked with C3Cube Multimedia to build a kiosk network for Coca-Cola
India celebrating its sponsorship of the Delhi DareDevils, which is a team that
interactive, multimedia and social features, and was installed at 27 locations across
interesting job, and the challenge was compounded by the aggressive delivery timelines
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Here are some key features built for the kiosk network:
Add to the above the need to monitor the kiosks and do software updates and
We had to reuse a lot of components built for the web browser, for use in a
Integrate the kiosk application ‘website’ (running in the browser) with hardware
Develop social features on the application which could only run off a remote
server.
The solution was designed and developed in just 50 days, and managed to wow most of
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With this experience in the background, Mobicules is now capable of designing,
developing, deploying and maintaining rich kiosk multimedia applications and kiosk
management infrastructure.
the people and observe the consumer behaviour, and motivate the delhiites to give
cheers to the delhi daredarevils team ,which was being sponsored by coca-cola.
The kiosk machines were installed at different locations where there is huge traffic and
We were indulged in talking to the visiting customers of these locations and interact
with them and tell and invite them about “what the kiosk is all about” and how they
could play games and grab the chance of winning lucky prizes which was to sponsored
They were asked to enter there mobile numbers on the touch-screen kiosk multimedia
with the help of specially designed keyboard .The kiosk multimedia was connected
with 2 Mbps airtel broadband internet connection. As the customers entered their
mobile numbers in the kiosk multimedia., instantly they received a Sms from Tm-coca
cola which consisted of an unique id number . Now they were asked to play some
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simple games which comprised of three stages, 1st stage and 3rd had three simple
questions related to history of Delhi and questions related to ipl matches .And more
interestingly 2nd stage was a simple but interesting game like zigsaw puzzle etc. and
many more. The games were really very interesting and visitors really enjoyed playing
games.
The project work which we were regarded to be done was the Brand Promotional
Activity of Coca-Cola, which was the sponsor of the Delhi Daredevils team, one of the
strongest team of the DLF IPL 2009. This activity was organized to make people
understand and attract to extremely newly designed multimedia kiosk, and to give their
The Multimedia kiosk was designed by C3CUBE Multimedia and it has also deployed
customer outlets such as McDonald’s, Nirula's , DT Malls and other locations across
Delhi NCR.
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This event was organized by Radio Mirchi 360 degree a ‘The Times of India Group’.
Also this project helped the management trainees, like us, to interact and analyze the
consumer behavior regarding this very new experiment of Multimedia Kiosk. There
were as many as 32 locations in Delhi NCR regions were this event was to take
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ANALYSIS AND INTERPRETATION
Dillidil se kiosk network was installed at different locations in Delhi NCR ,like Inox,
McDonald’s, mega malls, pubs and bars and restaurants. Visitors at these were very
delighted with this new network machine which gave them to play some simple game
comprised some simple questions including history of Delhi and Dlf Ipl matches. The
visitors were excited in playing this game and gave an opportunity to grab some lucky
prizes sponsored by coca-cola. The visitors of different age groups including children,
peoples happened and felt exited in coming to the kiosk network to enjoy the services
provided by it.
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DATA ANALYSIS AND INTERPRETATION
10% 15%
20% 15-20 YEARS
20-25 YEARS
25-30 YEARS
30%
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CATEGORY OF VISITORS
STUDENTS 40%
PROFESSIONALS 30%
SELF-EMPLOYED 20%
HOUSE-WIVES 10%
10%
20% 40% STUDENTS
PROFESSIONALS
SELF-EMPLOYED
HOUSE-WIVES
30%
RESPONDENTS FEEDBACKS
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Q. 1- Have you used multimedia kiosk before?
30%
Yes
No
70%
2%
1%
0%
22%
very good
good
neither
bad
very bad
75%
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Q.3 Which feature of the Kiosk did you find most appealing?
10% 5%
5%
Gauti game
Juke Box
Meet the team
The Club
80%
80
3%
17% 0%
<2Minutes
Upto 5Minutes
More than5Minutes
Slice 4
80%
QUESTIONNAIRE
Respondent Information
Name:
Age: Gender: M/F
Occupation: Self-employed Professional Student Home-maker Retired
Email Id:
Feedback
Q. 1- Have you used multimedia kiosk before? Yes No
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If yes , which location
Q.3 Which feature of the Kiosk did you find most appealing?
Gauti Game Juke Box Meet the team The Club
Q.4 What attributes of the Multimedia kiosk did you not find satisfactory?
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BIBLIOGRAPHY
1 MAGAZINES REFERRED:
• SPORTS INDIA
• CRICKET WORLD
2WEBSITES REFFERED:
• www.google.com
• http://moneycontrol.msn.com
• www.thecocacolacompany.com
• www.besttoread.com
• www.dinesh.com
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