Coke vs. Pepsi
The company known as Coca-Cola today was started in September of 1919, but the first Coke brand was served as early as 1886. Since that time it has grown to be one of the most globally recognized brand names with a stock value of $167 billion. Coke’s plan has always been developed with the future in mind. Right away the company realized that it was more profitable to manufacture the concentrate used to make carbonated drinks than to bottle it. From that point on they saw the entire world, not simply the originating country, as their desired market. It seems only practical that the company should pursue this agenda until conquered then focus the effort on expanding into different product lines. This logical idea has catapulted them into the much sought after position of number one.
Manufacturing the concentrate requires only a limited capital and a minimal reinvestment, but yields huge profits. The company focuses their efforts on capturing more buyers for the most profitable product while distancing itself from the less profitable operations. In order to do this; Coke must have a loyal relationship with its bottlers in order to insure the completion and delivery of its product. They have found that maintaining a close association, as well as partial ownership in the less profitable business encourages both businesses to work together because they depend on one another. More importantly, it gives Coke the cash needed to chase after customers because they operate only in the highly profiting part of operations.
Pepsi operates its beverage business quite differently than Coke. Coke sells concentrate to independent bottlers while Pepsi owns its bottling and concentrate operations. This makes Pepsi more vulnerable to price wars that put pressure on its bottling margins. For years, Pepsi operated under the so-called three-legged stool strategy-drinks, snacks, and restaurants (Sellers 26). When Roger Enrico, Chief Executive Officer for PepsiCo, took over he began to examine the corporation. Going on the belief that if you can't make diversification work, give it up. For nearly three years PepsiCo has been undergoing a major strategic transformation. PepsiCo's chairman, Roger A. Enrico, stated in his letter, "…And while 1998 certainly offered its share of challenges, I'm very pleased to report that our strategy is beginning to payoff."
Consumers around the world bought more snacks and beverages than ever before. They have gained market share in both snacks and beverages in the United States, their biggest market. Internationally snack and beverage units both posted healthy volume growth, even amid economic turbulence.
In 1996 Coca-Cola began the jump on its competition by sponsoring the Summer Olympic Games. This event was a marketing gift. Not only because it was globally televised, but it also projected the idea of countries coming together to compete, but also promoting sportsmanship, wholesomeness,...