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可口可乐市场营销推广策略分析-SWOT分析-4P战略-波特五力模型.pdf

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可口可乐市场营销推广策略分析-SWOT分析-4P战略-波特五力模型.pdf

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文档介绍:该【可口可乐市场营销推广策略分析-SWOT分析-4P战略-波特五力模型 】是由【1781111****】上传分享,文档一共【19】页,该文档可以免费在线阅读,需要了解更多关于【可口可乐市场营销推广策略分析-SWOT分析-4P战略-波特五力模型 】的内容,可以使用淘豆网的站内搜索功能,选择自己适合的文档,以下文字是截取该文章内的部分文字,如需要获得完整电子版,请下载此文档到您的设备,方便您编辑和打印。:..Executivesummary....................................0Externalenvironmentanalysis........................1Marketstrategy......................................6Marketingresearchresult............................7Marketingmixsummary................................9Detailedstrategyforpromotion.....................12Controls............................................14Referencelist......................................16ExecutivesummaryTheCoca-pany(“Coca-Cola”),andfourofthetopfivenonalcoholicsparklingbeveragebrandsareownedbyCoca-,thewholegroup’(TheCoca-ColaCompanyAnnualReview,2012).Inaddition,Coca-%ofallthesoftdrinkmarket,%,andDr.:..%(Faber,2012).Inthelong-standingviewpoint,Coca-Colahasaninclinationtoexpanditsmarketshareto50%anditssalesrevenueto500billionUSDinthe2015(Hofstede,2012).Althoughitsprosperousstatusquo,-,basedupontheanalysisandin-depthresearch,hestrategicplanforthefutureinordertofurtherenhanceCoca-Cola’-pany’,itisbettertoresearchCoca-Cola’sexternalsituationwhichincludesthreeparts:macro-environmentalfactors,micro-,thisreportutilizesPESTmodelwhichexaminesthechangesinamarketplacecausedbyPolitics,Economy,:..PoliticalAnalysisShiftsofgovernment’sattitudetowardstheforeign-,,changesoflawsandregulations,includingnon-alcoholicdrinksregulationshouldbeconsidered.?EconomicAnalysisAccordingtoIMF,whiletherehavebeensomeencouragingsignsofeconomicrecovery,,'stherehasbeeneconomicimprovementinmanymajorinternationalmarkets,suchasJapan,Brazil,andessandstablegrowthforamajorityofthenon-alcoholicbeverageindustry.?SocialAnalysis2页:..Livingahealthierlifestyleissoprevalentallaroundworldthathasaffectedthenon---,noveldistributionchannel,-environmentalfactors,itisadvisabletousePorter'sFiveForcesmodeltoanalyzethemarketcondition.?ThreatofnewentrantsComparedwithotherindustry,softdrinksindustryhasarelativelyhighergrossprofitrateandlowerbarrierstoentry,accordingly,theredoexistmanypotentialentrants.?Threatofsubstituteproducts3页:..Asismentionedabove,,enoughattentionmustbepaidtothesubstituteproductssuchasteadrinks,-alcoholicbeverageinthemarket,,ingsensitivetopricewhichrenderthemtohavemorebargainingpower.?Bargainingpowerofsupplierspanyinthemarket,Coca-,bargainingparativelyweak.?petitiverivalryRelieduponitssalesanddistributionchannels,Coca-’tbeignoredisthethreatsposedpaniesoutofcarbonatedbeverage,,keepingpetencyare4页:..extremelysignificanttoCoca-,howwillthepetewiththemajorplayersinthemarket?CompetitiveAdvantageLowerCostDifferentiationCostCompetitiveScopeDifferentiationLeadershipDifferentiationCostFocusFocusAscanbeseeninthechart,,pany’’smore,itspromotioncampaignandpackagingstrategyalsodifferentiateCoca-Colafromcompetitors,forinstance,:..througheconomiesofscaleinresearch,developmentandpromotion,butalsothroughlearning,,pany’sefficientdistributionnetworksandmanufacturingsystemscontributesignificantlytoitscostsaving..MarketstrategyBasedontheaboveanalysis,thisreportresearchestheinteriorpartofCoca-Colatodetermineitsmarketingandfinancialobjectives,segmentation,positioning,andtargetmarket(s)-Colawillbeembodiedintwomainareas:-,theBRIC,,consumersaremovingtowardsahealthierlifestyle,ordinglyiscausingCoca-:..marketishugeandcreatesalotofgrowthopportunityforCoca-,Coca-Colaintendstoincreaseitscurrentmarketshareinthesoftdrinkto50%intheendof2015(Hofstede,2012),inparticular,itwillinvestheavilyinthehealthdrinkproducttograbthisdevelopingclichémarketandtocaterforconsumer’,thewholegroupwillachieve50billionUSDsalesrevenueand13billionUSDprofitmargin(Marcial,2007).Marketingresearchresultpetitive,Coca--,Coca-Colaiscapableofmaintainingtheirmarketvitality,sotheycontinuetodoresearchthatwillbenefittheirconsumers,,profitabilityin7页:..,CokeZeroisaproductthatcarriesnocarbohydratesorcaloriesandwasnotquitemeetingtheexpectedprofitsintheUnitedStates,butCoca--being,,Coca-ColaunitedwithiTunes,sothatwheneversomeonepurchasedaCoca-Colaproducttheywouldreceivefreesongstopromotebothproducts(Fuhrman,2007).Eventhough,Coca-.“InmanyEuropeancountries,theincreasingconsumertrendtowardahealthierlifestylecontinuestogrowdemandforfunctionalbeveragesthatofferphysicalormentalwell-being,lowercaloriesandotheraddedvalues”(Fuhrman,2007).Consumers’value8页:..-Colahastoreconsideritsexistingproduct,pricing,distributionchannelandpromotionstrategytobetteradaptitselftotheever--roundedmarketstrategyforCoca-Cola,,place,price,,4PmodelisutilizedtoillustrateCoca-Cola’smarketingmix,,place,price,-Colahasahugeproductmixwhichcontainsabout400brands,includingdietandlightbeverages,waters,juiceandjuicedrinks,teas,coffees,energy,andsportsdrinks(Coca-pany,2012).Toattractnewconsumersandmarkets,9页:..productlinemustbeextended,especiallyinthehealthdrinkproductliketea,,’spriceelasticity,thepricesoftheCoca-Cola'sCompaniesproductsvaryaccordingtothebrandandthesizeinwhichein(Coca-pany,2012).-,publicrelations,salespromotion,:..Ads:Coca-,:ProductplacementsandsponsorshipsarefrequentlyusedbyCoca-Cola(Marcial,2007).Positivespokespersontoappealtotheyoungergenerationisanothereffectivetooltopublicize(Truini,2007)Personalselling:PersonalsellingintheCoca-panyoftenisdoneinabusiness-to-’:couponsandrebatescanbeoftenusedbecausetheyaremorelikelytoinfluencecustomers’-panyiscurrentlyusingis11页:..-,,Coca-ColashouldfocusmoreonCoca-Cola’sDietCokeandCokeZerosales,especiallyinLatinAmerica,theBRIC,andWesternEurope(Fuhrman,2007).DetailedstrategyforpromotionOnlywithsuperiorproduct,,advertising,:..TheCoca-Cola’,nextstep,,Coca-Colaneedstoinvestmoreinpublicbenefitactivities,forinstance,givingsponsorHopePrimarySchool,.?Personalselling&,juice,:..ettingpeople'sshort-’’attitudestowardshealthconsiderationwhenpurchasingdrinks,morethan45%agreewiththeviewpoints(asisshowninthebarchartbelow).Inaddition,whenaskedaboutfamiliarity,50%(Clark,2005).Coca-Colashouldimplementseveralmajortransformat