Compaa Coca- Cola: I. Perspectiva o Misin de la Coca Cola: A.

En la compaa de la Coca- Cola nos esforzamos por refrescar el mundo, inspirar momentos de optimismo, felicidad, crear valor y hacer la diferencia. II. Informacin General: A. La Coca- Cola es la compaa ms grande el mundo en mercadear y producir bebidas no-alcohlicas. Tiene ms de 500 marcas en ms de 200 pases. Se encarga de vender 4 de las 5 mejores bebidas refrescantes del mundo: Coca Cola, Diet Coke, Fanta y Sprite. La compaa opera 85 instalaciones de produccin, 20 de ellas a las afueras de Norte Amrica III. Historia de la Coca- Cola A. El inventor de la Coca Cola, Dr. John Stith Pemberton, desarrolla un laboratorio qumico en 1885 en Altanta el cual se dedica a la medicina patente, Smith inventa diversos productos, pero su mayor logro surge en 1886, cuando mezcla azcar, agua, extractos de la hoja de coca, nuez de kola, y un poco de cafena, dndole resultado a una medicina que podra curar el dolor de cabeza. Durante un intenso anlisis, Peberton, llega a la conclusin de que la medicina era capaz de aliviar la indigestin y el cansancio, y a su vez, refrescaba y estimulaba. Por lo que decide lanzar su bebida al mercado, de ambas maneras como bebida refrescante y medicina. El primer anuncio de Coca- Cola surge exactamente tres semanas despus del syrup ser producido y su famosa marca tambin debuto. No obstante, la Compaa no fue exitosa al instante, durante su primer ano no tuvieron una buena produccin, desanimando a Pemberton y provocando que vendiera dos terceras partes de su negocio en 1888, ms aun, en 1891 Asa G. Candler, persona con gran experiencia en las empresas y el gobierno, compra la compaa en su totalidad. Con su liderazgo, la compaa crece de gran manera, entre 1888 y 1906, la fabricas, sus oficinas y sus negocios se mueven para ocho distintos edificios, teniendo en mente la expansin del negocio. Candler estaba un poco consternado por la produccin del syrup, por lo que implementa una nueva frmula con la ayuda de diversos qumicos y farmacuticos. En 1901, hubieron quejas sobre la presencia mnima de cocana en la Coca-Cola syrup, por lo que tuvieron que

remover toda la sustancia, para 1905, estaba completamente libre de cocana. Con una gran promocin y diversas formas de expandir el producto, en 1895, la CocaCola era vendida en todos los estados de la nacin.Para 1916, Coca-Cola contaba con una gran nacionalidad siendo vendida en Cuba, Jamaica, Alemania, Bermuda, puerto Rico, Filipinas, Francia e Inglaterra, de igual modo, se inventa la reconocida y universal botella de la Coca Cola. Con la Primera Guerra Mundial, la compaa tiene la necesita de reaventarse la manera en que se creaba la CocaCola, para que no se viera afectada econmicamente y ahorrar tiempo. Candlers se retira de la compaa, por situaciones gubernamentales como las neuvas leyes de taxes, abrindole un puesto a Robert Winship Woodruff, quien se convierte en presidente de la compaa en 1923, luego de una compra por 25 millones a la Familia Candlers. Robert decide establecer un departamento de investigacin, que mas tarde se convirtieron en grandes pioneras en la investigacin de agencia de mercadeo. Entre los 1920 y 1930, se desarrolla el six-packs, que le permita a los compradores comparar la bebida para consumirla en su hogar o venderlas en lugares de trabajo. La compaa dirigida por Robert, no solo se enfatizaba en el producto de la bebida si no que brindaba ayuda como la donacin de $50,000 a la Universidad Emory para el diagnostico de cncer y centro de tratamiento, de igual modo, dono 8 millones para la construccin del Atlanta Memorial Centro de Arte, . Marketing Propels Growth: 1941-53 Woodruff was to see Coca-Cola Company through an era marked by important and varied events. Even during the Great Depression the company did not suffer thanks to Woodruff's costcutting measures. When Prohibition was repealed, Coca-Cola Company continued to experience rising sales. It was World War II, however, that catapulted Coca-Cola Company into the world market and made it one of the country's first multinational companies. Woodruff and Archie Lee of the D'Arcy Advertising Agency worked to equate Coca-Cola with the American way of life. Advertisements had, in Candler's era, been targeted at the wealthy population. In Woodruff's time the advertising was aimed at all Americans. By early 1950, African Americans were featured in advertisements, and by the mid-1950s there was an increase in advertising targeted at other minority groups. Advertising never reflected the problems of the

world, only the good and happy life. Radio advertising began in 1927, and through the years Coca-Cola sponsored many musical programs. During World War II, Woodruff announced that every man in uniform would be able to get a bottle of Coca-Cola for five cents no matter what the cost to the company. This was an extremely successful marketing maneuver and provided Coca-Cola Company with good publicity. In 1943, at the request of General Eisenhower, Coca-Cola plants were set up near the fighting fronts in North Africa and eventually throughout Europe in order to help increase the morale of U.S. soldiers. Thus, Coca-Cola was introduced to the world. Coca-Cola was available in Germany prior to the war, but its survival there during the war years was due to a man named Max Keith who kept the company going even when there was little Coca-Cola syrup available. Keith developed his own soft drink, using ingredients available to him, and called his beverage Fanta. By selling this beverage he kept the enterprise intact until after the war. When the war was over the company continued to market Fanta. By 1944, the Coca-Cola company had sold one billion gallons of syrup, by 1953 two billion gallons had been sold, and by 1969 the company had sold six billion gallons. Diversification, New Products, and Foreign Expansion: 1955-66 The years from the end of World War II to the early 1980s were characterized by extensive and rapid change. Although Woodruff stepped down officially in 1955, he still continued to exert a great amount of influence on the company. There were a series of chairmen and presidents to follow before the next major figure, J. Paul Austin, took the helm in 1970. In 1956, after 50 years with the D'Arcy Advertising Agency, Coca-Cola Company turned its accounts over to McCannErickson and began enormous promotional campaigns. The decade of the 1950s was a time of the greatest European expansion for the company. During this decade Coca-Cola Company opened approximately 15 to 20 plants a year throughout the world. The company also began to diversify extensively, beginning in 1960, when the Minute Maid Corporation, maker of fruit juices and Hi-C fruit drinks, was acquired. Four years later the Duncan Foods Corporation also merged with the company. In 1969 Coca-Cola Company acquired the Belmont Springs Water Company, Inc., which produced natural spring water and processed water for commercial and home use. The following year the company purchased Aqua-Chem, Inc., producers of desalting machines and other such equipment, and in 1977 CocaCola Company acquired the Taylor Wines Company and other wineries.

In addition to its diversification program, Coca-Cola Company also expanded its product line. Fanta became available in the United States during 1960 and was followed by the introduction of Sprite (1961), TAB (1963), and Fresca (1966), along with diet versions of these drinks. One reason that Coca-Cola Company began to introduce new beverages during the 1960s was competition from Pepsi Cola, sold by PepsiCo, Inc. Pepsi's success also motivated Coca-Cola Company to promote its beverage with the slogan "It's the Real Thing," a subtle, comparative form of advertising that the company had never before employed. Challenges and Success Overseas: 1967-81 Things did not always run smoothly for Coca-Cola Company. When Coca-Cola was first introduced to France, the Communist party, as well as conservative vineyard owners, did what they could to get the product removed from the country. They were unsuccessful. Swiss breweries also felt threatened, and spread rumors about the caffeine content of the drink. More consequential was the Arab boycott in 1967, which significantly hindered the company's relations with Israel. In 1970 the company was involved in a scandal in the United States when an NBC documentary reported on the bad housing and working conditions of Minute Maid farm laborers in Florida. In response, the company established a program that improved the workers' situation. In 1977 it was discovered that Coca-Cola, for various reasons, had made $1.3 million in illegal payments over a period of six years, mostly to executives and government officials in foreign countries. During the 1970s, under the direction of Chairman Austin and President J. Lucian Smith, CocaCola was introduced in Russia as well as in China. To enter the Chinese market, the company sponsored five scholarships for Chinese students at the Harvard Business School, and supported China's soccer and table-tennis teams. The beverage also became available in Egypt in 1979, after an absence there of 12 years. Austin strongly believed in free trade and opposed boycotts. He felt that business, in terms of international relations, should be used to improve national economies, and could be a strong deterrent to war. Under Austin, Coca-Cola also started technological and educational programs in the Third World countries in which it conducted business, introducing clean water technology and sponsoring sports programs in countries too poor to provide these benefits for themselves. Austin's emphasis was on foreign expansion. Furthermore, under Austin's management the company became more specialized. Whereas Woodruff was aware of all facets of the company,

Austin would delegate authority to various departments. For instance, he would give general approval to an advertising scheme, but would not review it personally. Smith was responsible for the everyday operations of the company, and Austin would, among other things, set policies, negotiate with foreign countries, and direct the company's relations with the U.S. government. The Goizueta Era Begins: 1981 Roberto Goizueta became chairman in 1981, replacing Austin. The Cuban immigrant immediately shook up what had become a risk-averse, tradition-obsessed, barely profitable company. Less than a year after becoming chairman, he made two controversial decisions. First, he acquired Columbia Pictures for about $750 million in 1982. Goizueta thought that the entertainment field had good growth prospects, and that it would benefit from Coca-Cola Company's expertise in market research. Second, without much consumer research, Goizueta introduced Diet Coke to the public, risking the well-guarded trademark that until then had stood only for the original formula. Something had to be done about the sluggish domestic sales of Coca-Cola and the intense competition presented by Pepsi. In 1950 Coca-Cola had outsold Pepsi by more than five to one, but by 1984 Pepsi had a 22.8 percent share of the market while Coca-Cola had a 21.6 percent share. Goizueta's second 1982 gamble paid off handsomely when Diet Coke went on to become the most successful consumer product launch of the 1980s, and eventually the number three soft drink in the entire world. In 1985 Goizueta took another chance. Based on information gathered from blind taste tests, Goizueta decided to reformulate the 99-year-old drink in the hope of combating Pepsi's growing popularity. The change to New Coke was not enthusiastically greeted by the U.S. public. Within less than a year the company brought back the "old" Coca-Cola, calling it Coca-Cola Classic. New Coke was universally considered the biggest consumer product blunder of the 1980s, but it was also viewed in a longer term perspective as a positive thing, because of the massive amount of free publicity that the brand received from the debacle. In September 1987 Coca-Cola Company agreed to sell its entertainment business to TriStar Pictures, 30 percent of which was owned by Coca-Cola Company. In return, Coca-Cola Company's interest in TriStar was increased to 80 percent. Coca-Cola Company's holding in TriStar was gradually distributed as a special dividend to Coca-Cola Company shareholders until the company's interest was reduced to a minority, when TriStar changed its name to Columbia

Pictures Entertainment and sought its own listing on the New York Stock Exchange. Although the company's flirtation with entertainment appeared to be ill-advised, Coca-Cola Company ended up with $1 billion in profits from its short-term venture. Purchase of Bottling Operations: 1983-93 In the mid-1980s, Coca-Cola Company reentered the bottling business, which had long been dominated by family-operated independents. The company began repurchasing interests in bottlers worldwide with a view toward providing those bottlers with financial and managerial strength, improving operating efficiencies, and promoting expansion into emerging international markets. The trend started domestically, when the parent company formed Coca-Cola Enterprises Inc. through the acquisition and consolidation of two large bottlers in the South and West in 1986. The parent company acquired more than 30 bottlers worldwide from 1983 to 1993. By then, the market value of the company's publicly traded bottlers exceeded the company's book value by $1.5 billion. Called "one of the world's most sophisticated and powerful marketing organizations," the company's schemes for the 1990s included the 1993 global launch of the "Always Coca-Cola" advertising theme. The new campaign was formulated by Creative Artists Agency, which took over much of the brand's business in 1992 from longtime agency McCann-Erickson Worldwide. In addition to the new campaign, a 32-page catalog of about 400 licensed garments, toys, and gift items featuring Coca-Cola slogans or advertising themes was released. The 1994 introduction of a PET plastic bottle in the brand's distinctive, contour shape resulted from corporate marketing research indicating that an overwhelming 84 percent of consumers would choose the trademarked bottle over a generic straight-walled bottle. The company's primary challenge for the last decade of the 20th century came in the diet segment, however, where top-ranking Diet Coke was losing share to ready-to-drink teas, bottled waters, and other "New Age" beverages, which were perceived as more healthful and more natural than traditional soft drinks. Coca-Cola Company fought back by introducing its own new alternative drinks, including POWERade (1990), the company's first sports drink, and the Fruitopia line (1994). In 1992 the company and Nestl S.A. of Switzerland formed a 50-50 joint venture, Coca-Cola Nestl Refreshment Company, to produce ready-to-drink tea and coffee beverages under the Nestea and Nescaf brand names. Also during this time, Coca-Cola Company purchased Barq's, a maker of root beer and other soft drinks.

Goizueta died of lung cancer in October 1997, having revitalized and awakened what had been a sleeping giant. Goizueta had turned the company into one of the most admired companies in the world, racking up an impressive list of accomplishments during his 16-year tenure. Coca-Cola Company's share of the global soft drink market was approaching 50 percent, while in the United States Coca-Cola had increased its share to 42 percent, overtaking and far surpassing Pepsi's 31 percent. Revenues increased from $4.8 billion in 1981 to $18.55 billion in 1996, while net income grew from $500 million to $3.49 billion over the same period. Perhaps Goizueta's most important and influential contribution to the storied history of Coca-Cola Company was his relentless focus on the company's shareholders. The numbers clearly showed that he delivered for his company's owners. Return on equity increased from 20 percent to 60 percent, while the market value of Coca-Cola Company made a tremendous increase, from $4.3 billion to $147 billion. Challenging and Stormy Times: 1997-99 Goizueta's right-hand man, Douglas Ivester, was given the unenviable task of succeeding perhaps the most admired chief executive in the United States. Ivester's reign turned out to be both brief and stormy. Although Coca-Cola Company remained steadily profitable, it was beset by one problem after another in the late 1990s. Having restructured its worldwide bottling operations under Goizueta, the company moved into a new phase of growth based on the acquisition of other companies' brands. Its already dominant market share and a sometimes arrogant and aggressive approach to acquisitions led some countries, particularly in Europe, to take a hard line toward the company. In late 1997, for example, Coca-Cola Company announced it would acquire the Orangina brand in France from Paris-based Pernod Ricard for about $890 million. French authorities, who had fined Coca-Cola Company for anticompetitive practices earlier that year, blocked the purchase. In December 1998 Coca-Cola Company announced that it would purchase several soft drink brands, including Schweppes, Dr Pepper, Canada Dry, and Crush, outside the United States, France, and South Africa from Cadbury Schweppes plc for $1.85 billion. After encountering regulatory resistance in Europe, Australia, Mexico, and Canada, the two companies in July 1999 received regulatory approval for a new scaled-down deal valued at about $700 million, which included 155 countries but not the United States, Norway, Switzerland, and the member states of the European Union with the exception of the United Kingdom, Ireland, and Greece. Later in

1999 separate agreements were reached that gave Coca-Cola the Schweppes brands in South Africa and New Zealand. With nearly two-thirds of sales originating outside North America, Coca-Cola Company was hit particularly hard by the global economic crisis of the late 1990s, which moved from Asia to Russia to Latin America. In Russia, where the company had invested $750 million from 1991 through the end of the decade, sales fell about 60 percent from August 1998, when the value of the ruble crashed, to September 1999. Rather than retreating from the world stage, however, Ivester viewed the downturn as an opportunity to make additional foreign investments at bargain prices, essentially sacrificing the short term for potentially huge long-term gains. While the economic crisis was still wreaking havoc, Coca-Cola Company was faced with another crisis in June 1998 when several dozen Belgian schoolchildren became ill after drinking Coca-Cola that had been made with contaminated carbon dioxide. Soon, 14 million cases of Coca-Cola products were recalled in five European countries in the largest recall in company history, and France and Belgium placed a temporary ban on the company's products. Although short-lived, the crisis was a public relations disaster because company officials appeared to wait too long to take the situation seriously, admit that there had been a manufacturing error, and apologize to its customers. Meanwhile, around this same time, four current and former employees had filed a racial discrimination suit against the firm in the United States, a suit that was later granted class-action status. Despite the seemingly endless string of challenges the company faced in the late 1990s, CocaCola Company was also moving forward with new initiatives. In February 1999 the company announced plans to launch its first bottled water brand in North America. Dasani was described as a "purified, non-carbonated water enhanced with minerals." In October 1999 the company announced that it would redesign the look of its Coca-Cola Classic brand in 2000 in an attempt to revitalize the flagship's stagnant sales. Labels would continue to feature the iconic contour bottle but with a cap popped off and soda fizzing out. In addition, the Coke Classic slogan "Always," which had been used since 1993, would be replaced with the tagline "Enjoy," which had been used on Coca-Cola bottles periodically for decades. The company also planned to increase the appearances of the eight-ounce contour bottle, in a particularly nostalgic move. The renewed emphasis on this classic brand icon and the resurrection of the "Enjoy" slogan seemed to be a fitting way for a company to launch itself into the new millennium. The company

ended 1999 with the surprising news that the beleaguered Ivester would retire in early 2000 after just two and a half years at the helm. Taking over was Douglas N. Daft, a native Australian and 30-year Coca-Cola Company veteran who had headed the company's operating group covering the Middle and Far East and Africa. He was named president and chief operating officer in December 1999 before becoming chairman and CEO the following February. Continuing Struggles: 2000-04 Daft's first year was a hectic one. In January 2000 the company announced a drastic restructuring based on a plan drafted by a Daft-led team. Coca-Cola Company said it would lay off about 6,000 employees, or 20 percent of the workforce, the largest cutback in the company's history. The cuts were later scaled back to about 5,200, but the company still took about $1.6 billion in one-time charges for a plan that aimed to save $300 million in operating costs per year. In November 2000 Daft engineered a tentative deal to take over the Quaker Oats Company for $15.75 billion. This would have added the Gatorade brand, which dominated the sports drink sector, and it would also have complemented the company's strategy of strengthening its lineup of noncarbonated beverages. At the last minute, however, Coca-Cola Company's board pulled the plug on the deal, mainly concerned that the price was too high. The company's archrival PepsiCo quickly swooped in to complete a $13.4 billion acquisition of Quaker Oats. Also in November, Coca-Cola Company reached an agreement to settle the race-discrimination classaction lawsuit that had been brought against it. The company agreed to a $192.5 million settlement and also to have certain of its employment practices overseen by an outside task force. About 2,000 current and former African-American employees were eligible for settlement awards. Another of Daft's main objectives was pumping up an arid new product pipeline, but he garnered only mixed results. The company found moderate success with the 2001 debut of Diet Coke with Lemon, before making a much bigger splash with Vanilla Coke one year later. The latter received the firm's largest new product launch since the New Coke debacle. To supplement these meager advances, and particularly to try to capture a greater share of the noncarbonated beverage sector, Daft turned to partnerships as a potential source of renewed growth. In January 2001 an agreement was reached with Nestl S.A. to form a joint venture called Beverage Partners Worldwide. Within several years, this venture was marketing ready-to-drink tea (Nestea, Belt,

Yang Guang, and several other brands) and coffee (Nescaf, Taster's Choice, and Georgia Club) products in the United States and about 45 other countries. Coca-Cola Company and the Procter & Gamble Company (P&G) agreed in March 2001 to create a $4 billion joint venture that would have joined the Minute Maid brand and distribution network with P&G's snack and juice brands. However, Coca-Cola pulled out of the deal just a few months later, having decided to try to build the Minute Maid brand on its own. Then in July 2002 Coca-Cola Company and Groupe Danone formed a joint venture to produce, market, and distribute Danone's Dannon and Sparkletts bottled-water brands in the United States. In a separate deal, Coca-Cola took over the U.S. marketing, sales, and distribution of Danone's Evian water brand, the French firm's biggest seller. In March 2003 the company slashed another 1,000 jobs from the payroll, half of them at headquarters. Also that year, Coca-Cola Company was the recipient of more negative publicity when it was revealed that several midlevel employees had rigged a marketing test for Frozen Coke done three years earlier at Burger King restaurants in the Richmond, Virginia, area. The scandal led to the departure of the head of Coca-Cola Company's fountain division, and the company issued an apology to Burger King and its franchisees and offered to pay them $21 million. An early 2004 launch of the Dasani brand into the European market was aborted when bottles in Britain were found to contain elevated levels of bromate, a substance that can cause cancer after long-term exposure. This latest product recall came as Coca-Cola was in the midst of another change at the top. In February 2004 Daft announced his intention to retire following a search for a new chief executive. After considering a number of outside candidates, the company hired a semi-outsider, E. Neville Isdell, in June 2004. An Irish citizen who had grown up in Africa, Isdell was a former senior executive at Coca-Cola Company who had led the company's push into a number of new markets around the globe in the 1980s and 1990s. He left the company in 1998 to become chairman of Coca-Cola Beverages, a major bottler, and then retired in 2001. Acquisitions Fuel Growth: 2005-11 Isdell performed well during his brief time in charge of the company. He oversaw the launch of Coca-Cola Zero, a low-calorie beverage marketed toward males between the ages of 18 and 34. It was the biggest product launch by the company since the introduction of Diet Coke 22 years earlier. In 2007, facing increasing competition from alternative beverages, Isdell completed the

acquisition of Energy Brands, Inc., a company that operated under the name Glacau. Coca-Cola Company paid $4.1 billion to gain control of popular Glacau brands such as Vitaminwater, Smartwater, Fruitwater, and Vitaminenergy. Isdell was replaced as CEO in 2008 by Muhtar Kent, who joined Coca-Cola Company in 1978. Kent held numerous leadership positions during his career, including general manager of CocaCola Turkey and Central Asia; COO of the company's North Asia, Eurasia, and Middle East Group; and president of Coca-Cola International. During his first year as CEO (he was named chairman in 2009), Kent began talks with Coca-Cola Enterprises Inc. (CCE), the world's largest Coca-Cola bottler. The discussions centered on the possibility of Coca-Cola Company acquiring CCE, but negotiations stalled in early 2009, only to be revived when it became known that the company's archrival was plotting a similar move. PepsiCo made an offer to purchase its two largest bottlers, Pepsi Bottling Group and PepsiAmericas, seeking to realize cost synergies and secure greater flexibility in distributing its beverages. PepsiCo completed the transaction in early 2010, paying $7.8 billion to buy the bottlers. Within weeks, Coca-Cola Company announced it had reached an agreement with CCE. The company paid $12.4 billion to acquire the North American operations of CCE as well as CCE's bottling facilities in Norway and Sweden. Coca-Cola Company, whose payroll swelled by nearly 60,000 employees once the acquisition was completed, hoped to save an estimated $350 million in operational efficiencies over a four-year period by acquiring the bottling operations. In late 2011, one month after the CCE acquisition was completed, Coca-Cola Company signed an agreement with one of the largest independent beverage companies in the Middle East. Under the terms of the agreement, Coca-Cola Company spent $980 million to acquire half of Aujan Industries, which marketed a range of popular beverage brands, including Rani, Vimto, and Barbican. Looking forward, Kent and his management team had bold plans. In 2011, the company's 125th anniversary, management announced "2020 Vision," Coca-Cola Company's plan for doubling revenues by the end of the decade. As part of the plan, the company and its bottling partners were planning to invest nearly $30 billion by 2016 on new manufacturing facilities, new distribution systems, and new marketing investments in emerging economies. In Russia, the company planned to invest $3 billion over a five-year period. In China, it planned to spend $4

billion over a three-year period. In the Middle East and North Africa, Coca-Cola Company planned to invest $5 billion by the end of the decade.

Principal Subsidiaries Atlantic Industries (Cayman Islands); Atlantic Manufacturing (Cayman Islands); BCI Coca-Cola Bottling Company of Los Angeles; Brucephil, Inc.; Caribbean Refrescos, Inc.; CCDA Waters, LLC; CCHBC Grouping Inc.; Coca-Cola (Japan) Company, Limited; Coca-Cola Beverage (Shanghai) Company Limited (China); Coca-Cola Bottlers Philippines, Inc.; Coca-Cola China Industries, Limited; Coca-Cola de Chile, S.A.; Coca-Cola Erfrischungsgetranke AG (Germany); Coca-Cola G.m.b.H. (Germany); Coca-Cola Holdings (Overseas) Limited; Coca-Cola Industrias Ltda. - Brazil; Coca-Cola Industrias Ltda. - Costa Rica; Coca-Cola Midi SAS (France); CocaCola Overseas Parent Limited; Coca-Cola Refreshments Canada Company; Coca-Cola Refreshments USA, Inc.; Coca-Cola South Asia Holdings, Inc.; Conco Limited (Cayman Islands); Corporacion Inca Kola Peru S.R.L.; Dulux CBAI 2003 BV (Netherlands); Energy Brands, Inc.; European Refreshments (Ireland); FUZE Beverage, LLC; Hindustan Coca-Cola Beverages Private Ltd. (India); Hindustan Coca-Cola Holdings Private Ltd. (India); Hindustan Coca-Cola Overseas Holdings Pte. Ltd. (India); Luxembourg CB 2002 S.A.R.L.; Nordeste Refrigerantes S.A. (Brazil); Odwalla, Inc.; Open Joint Stock Company Nidan Juices (Russia); Pacific Refreshments Pte. Ltd. (Singapore); Recofarma Industria do Amazonas Ltda. (Brazil); Refrescos Guararapes Ltda. (Brazil); SA Coca-Cola Services NV (Belgium); Servicios y Productos Para Bebidas Refrescantes S.R.L. (Argentina); Shanghai Shen-mei Beverage & Food Co. Ltd. (China); Soira Investments Limited (British Virgin Islands); The Coca-Cola Export Corporation; The Inmex Corporation. Principal Operating Units North America; Latin America; Europe; Eurasia & Africa; Pacific. Principal Competitors American Beverage Corporation; Nestl S.A.; PepsiCo, Inc. Further Readings Allen, Frederick. Secret Formula: How Brilliant Marketing and Relentless Salesmanship Made Coca-Cola the Best-Known Product in the World. New York: HarperBusiness, 1994. Echikson, William. "Have a Coke and a Smile--Please." Business Week, August 30, 1999, 214A.

Foust, Dean. "Things Go Better with ... Juice." Business Week, May 17, 2004, 81-82. Foust, Dean, and Deborah Rubin. "Now, Coke Is No Longer 'It.'" Business Week, February 28, 2000, 148, 150-51. Foust, Dean, and Gerry Khermouch. "Repairing the Coke Machine." Business Week, March 19, 2001, 86-88. Graham, Elizabeth C., and Ralph Roberts. The Real Ones: Four Generations of the First Family of Coca-Cola. New York: Barricade Books, 1992. Hays, Constance L. The Real Thing: Truth and Power at the Coca-Cola Company. New York: Random House, 2004. McKay, Betsy, and Joann S. Lublin. "Coke Names Isdell Chairman, CEO." Wall Street Journal, May 5, 2004, A3. McWilliams, Jeremiah. "Coke Merger to Affect Jobs." Atlanta Journal-Constitution, November 19, 2010. Neff, Jack. "Trouble Bubbles for Coke." Food Processing, November 2003, 24-26. Sellers, Patricia. "Coke's CEO Doug Daft Has to Clean Up the Big Spill." Fortune, March 6, 2000, 58-59. Terhune, Chad, and Betsy McKay. "Bottled Up--Behind Coke's CEO Travails: A Long Struggle over Strategy." Wall Street Journal, May 4, 2004, A1. Watters, Pat. Coca-Cola: An Illustrated History. Garden City, NY: Doubleday, 1978. Yazijian, Harvey Z., and J. C. Louis. The Cola Wars. New York: Everett House, 1980. Zmuda, Natalie. "At 125 Years Old, Coke's Story Is Still Being Written." Advertising Age, May 2, 2011. Source Citation: "The Coca-Cola Company." International Directory of Company Histories. Ed. Jay P. Pederson. Vol. 141. Detroit: St. James Press, 2013.Business Insights: Essentials. Web. 9 Sept. 2013. Document URL http://bi.galegroup.com/essentials/article/GALE|I2501316739/de85311fd4e13b314d2fe746eb9da c3b?u=uprpiedras