Situation Analysis of Coca-Cola Amatil Australia - Case Study Example

?Executive summary There are 22477400 people in Australia living in eight different regions. This provides sufficient market for the soft drink manufacturers in Australia. Australian consumers consume about 2.75 billion litres of soft drinks and each Australian drinks about 119 litres of non-alcoholic beverages annually. Coca Cola Amatil has over two hundred product in the market including mineral waters, energy drinks and juices besides the four leading brands. Coca Cola Amatil Australia is a dominant market player commanding the largest market share in the soft drinks industry in Australia. The overall market of soft drinks in Australia has experienced a slow but steady growth rate. Key players in the market try as much as possible to amass the market power by acquiring other similar companies in the industry. However, concentration and other market activities in Australia are regulated by The Australian Competition and Consumer Commission. The competition in non-alcoholic market in Australia is stiff and it is difficult for Coca Cola Amatil to increase its market share beyond 75 percent. The greatest business rivalry of the company is Schweppes, which is followed by P& N. The other major challenge facing the industry include dietary issues, which has made most health conscious consumers switch to other products to avoid consumption of the carbonated soft drinks. According to SWOT analysis proper advertising, effective and efficient distribution lines as well as competent sales force are key to success in the soft drinks market. The company requires an extra AU$42 million to finance the marketing plan. The money will be obtained from the retained earnings. Table of Contents Table of Contents 2 2.2 Consumer trends 5 3.0 Marketing objectives 15 4.0 Marketing strategies 16 5.3 Monitoring, evaluation and control 19 7.0 References 21 8.0 Appendix 23 1.0 Introduction Coca-Cola Amatil is one of the dominant market players in the Australian soft drinks market. It is the largest manufacturer and distributor of soft drinks and non-alcoholic beverages in Australia, which command 72 percent of the market. The Coca-Cola Company owns a minority interest in Coca-Cola Amatil. Coca-Cola Amatil's managing director is Terry Davis, and the board chairman is David Gonski.The products that are produced and distributed by Coca-Cola Amatil include Coca-Cola, Diet Coke, Coke Zero, Sprite, Sprite Zero, Fanta, Lift, Deep Spring mineral waters, Mother, Appletiser, Grapetiser, Kirks soft drinks, Mount Franklin bottled water, Pump bottled water, Vitamin Water, Powerade, Nestea, Neverfail water coolers, Goulburn Valley juices, Fruit Box, Grinder's Coffee and SPC Ardmona. The Australian beverage company faces stiff rivalry from Schweppes and other smaller players. Coca-Cola sales are driven by economic factors such as pricing, long-term trends, brand loyalty and awareness and seasonality 2.0 Situation Analysis The Australian Coca-Cola Amatil is a company that has distinguished itself as a market leader over the years in the beverage industry of Australia. 2.1 Industry trends Soft drink refers to a non- alcoholic drink whose main ingredient is water. Most soft drinks are sweetened and carbonated. In addition, some have vitamin or higher energy (energy drinks) additives. The retail environment of soft drinks is strengthening and major players are introducing new products. The new products are made for consumers who are health conscious and who need convenient beverages. Fraser (2010) revealed that carbonated drinks take over 56 market share of non-alcoholic drinks, bottled water takes 25 percent, the sports drinks takes about 19 percent and the remainder is taken by juice and energy drinks. The soft drink industry in Australia has experienced relatively steady and moderate growth rate in the last five years of about 1 percent per annual. However, the sale of carbonated soft drinks is declining because majority of health-conscious consumers are moving away from high-calorie and sugary beverages to fruit juices, water and non-carbonated products. High value sports and energy drinks are gaining popularity and are driving general revenue and profit growth in the soft drink industry. Large Soft drink companies in Australia have a history of acquiring smaller similar companies. This is a strategy to minimize competition. For example, Amatil limited, the mother of Coca-Cola Amatil acquired Shelleys and Marchant. The company also bought some interests in Perth’s Coca-Cola Bottlers in 1965. In 1965, Amatil limited took control of Perth operations and purchased Coca-Cola Bottlers that was situated Melbourne. In subsequent years, Amatil limited acquired Coca-Cola Bottlers in Sydney, Port Macquarie, New Castle, Brisbane and Geelong. Coca-Cola Amatil was formed in 1989 following a major reorganization of Amatil limited. The company failed to acquire a 100 percent of Golden Circle. However, it lost to the H. J. Heinz Company. Coca-Cola Amatil sold all its interests in tobacco, communications, packaging and poultry in 1990 to concentrate on beverages and snacks. The competitive market environment is controlled by The Australian Competition and Consumer Commission (ACCC). The market regulator discourages concentration of market players in the market and any company that wishes to acquire similar companies must meet stringent requirements set by the market regulatory commission. The Asahi group, a Japanese beverage and food company was denied acquisition of P&N beverages for AU$ 364 million. This is because he regulatory commission perceived that acquisition may remove competition by concentrating the soft drink market in Australia. 2.2 Consumer trends There are factors that influence the customer choices of soft drinks. The factors influence real business of Coke-Cola Amatil in the long run. They are cola versus non-cola, diet versus non-diet, high-calorie versus low calorie, caffeine versus caffeine free, high-carb versus low carb, alcohol versus non-alcohol. Super brands (n. d.) intimated that every Australian drinks an average of 119 liters of soft drinks every year. This places Australia’s carbonated soft drink market ahead globally. Product development through innovation drives growth in non- alcoholic market. Barclay and Brand-Miller (2011) revealed that the sweetened beverages experienced a down ward trend of all ages in Australia in 2010. The decline is about 10 percent. There is a consistent and substantial decline in total refined or added sugar consumption in Australia over the past thirty years. This is because high sugar is related to tripling of obesity cases in children and adults over the last thirty years. This is because Australians are taking seriously the public health recommendations to decrease their sugar intake. Consequently, sale of low calorie beverages have significantly improved over the last ten years. Most consumers of Coca-Cola products associate out door activities with enjoying a coke. Beer and mineral water has been identified to be alternatives that help some consumers to relax and cool off after a sport. 2.3 Australia demographics ABS (2010) showed that the population of Australia grew at the rate of 1.5 percent in 2010. Western Australia had the highest growth rate of 2.1 percent while Tasmania and Northern territory has the lowest growth rate of 0.8 percent. Population growth rate has been on the reducing trend since 2008. Table Regions and corresponding population Regions Population in million New South Wales 7 272.2 Victoria 5 585.6 Queensland 4 548.7 South Australia 1 650.4 Western Australia 2 317.1 Tasmania 509.3 Northern Territory 229.9 Australian Capital Territory 361.9 22 477.4 Source: ABS (2010) 2.4 SWOT analysis The company has a strong brand name and portfolio. The company owns strong four of the top five soft drinks in the world. This includes Coca-Cola, Diet Coke, Sprite, and Fanta. The strong trademark constitute above 50 percent of Australia’s total ready to drink soft drinks. Strong brands allow the company to introduce brand extensions easily. For example, introduction of new product lines like energy and sport drinks were easy and the market was readily available because of its strong brand. Furthermore, the company’s brand assists the consumers in recalling Coca-Cola Amatil product and allows the company to penetrate into new markets and consolidate existing markets with a lot of ease. Coke-Cola Amatil strong brand delivered 4 percent volume growth and led to a strong growth of about 12 percent for the coke zero (Palmer 2009). Coca-Cola Amatil Australia has sustained its dominance because of its strengths and capability that the management has developed since 1964. The beverage and snack company is the leader in production and distribution of non-alcoholic drinks in Australia. The company commands 72 percent market share for all carbonated drinks sold in Australia. Therefore, the company benefits significantly when there is any volume growth in demand of non-alcoholic beverages, especially carbonated beverages. The company has state of art production plant. Coca-Cola Amatil has seven fully owned huge bottling plants in Australia. The seven bottling plants that produces 1.96 billion litres of carbonated drinks annually has the capacity to produce about 2.75 billion litres of carbonated drinks annually. Fraser (2010) stated that Coca-Cola Amatil the company is investing over AUS$ 45,000,000 in state or art bottling plants in Australia. The PET bottling plants has been designed to produce light containers. The state of art bottling plants will use 15 percent less resin in the production of every bottle. The company expects to use less than 6000 tonnes of Pet resin in five years time. In addition, the new state of art bottling plants is expected to reduce about 50,000 truck movements. Consequently, the company will reduce the cost of raw materials used and transportation costs. Furthermore, according to Coca-Cola Amatil managing director Terry Davis, the company will reduce in storage costs as well as freight costs by over half. The state of art technology better plant productivity, stabilize company’s supply base and lower overall production cost. The company constantly produces new products in the market to meet the changing needs and preference of its customers. The company has introduced mother energy drink, consumption packs and glaceau vitamin water. Coca-Cola Amatil has strong and stable financial resources. Each year, Coca-Cola Amatil Australia generates net profits after tax to the tune of million of Australian dollars. According to CCA (2010), the company generated net profit after tax of $506.6 million in 2010. The company generated net profits after tax AUS$ 323.5 million, AUS$ 366.3 million, AUS$ 404.3 million and AUS$ 449 million in 2006, 2007, 2008 and 2009 respectively. Robust revenue enables the company to undertake Multi- million dollars marketing campaigns to sustain clean image when need arises. Coke-Cola Amatil is undertaking Project Zero, which is aimed at improving its infrastructure. The two projects that have been completed and are delivering value to the company are two PET bottle plants in Northmead. A company that generates good profits will have sufficient cash flows to run company’s operations and well as undertake huge investments intended to generate more cash to the company. In fact, Coca-Cola Amatil spent over AUS$25 million to increase its production and bottling capability. Coca-Cola Amatil has developed effective and efficient distribution system. Coca-Cola Amatil has the largest scale of operation in Australia. The company has a developed distribution system from Brisbane, which has enabled the company to make large savings in terms of road freight costs. It is the largest manufacturer and distributor as well as marketer of non-alcoholic drinks. The strong large infrastructure, which the company owns allows the company to enter into new markets easily and cheaply to promote its capacity to generate revenue. The company has powerful and effective cooling systems. The company has a strong cooling infrastructure across Australia to keep the beverages cold during the hot and warm seasons. Coca-Cola Amatil has also endeavored to uphold high levels of corporate governance. The company is committed to operating within the tenets of best practices and transparency. The company values all its employees and communities. The company embraces different cultures through it flexible, adaptive and innovative culture. Weaknesses Though Coca-Cola Amatil is the market leader, it has its own weaknesses. First, there are real concerns that are associated with danger of drinking sodas and cokes. Health conscious consumers have three main reasons why they choose to stop taking soda, coke and pop. The three reasons are caffeine, aspartame and high-fructose corn syrup. High in fructose convert fat more than other sugar and inhibit copper metabolism. Copper deficiency lead to defective arteries and tissues. Therefore, most people are replacing coke with diet mountain dew. High fructose also may make the bones weak and obesity. Caffeine is associated with increase stress levels, cardiovascular problems, blood sugar swings, nutritional deficiencies, male and female health problems, aging, adrenal exhaustion, emotional disturbances and gastrointestinal problems. Aspartame is another problem with soda, coke and pop. Side effects associated with them include blurriness of eyesight, random headaches, depression and constantly fatigued. The above reasons may flatten sales of the company’s key products in the long run. Therefore, the company should develop new products that are in line with health consciousness of its consumers. Secondly, Coca-Cola Company has been associated with negative things. Though Coca-Cola is the most recognizable brand in the world, its activities has raised a lot of concern especially with environmentalist. It is claimed that it takes three liters of water to make one litre of coca-cola. The company has been accused of dehydrating communities as they pursue huge quantities of water to feed its production plants. The company continually takes over control of community aquifers and other water sources. Coca-cola plants are located anywhere dry up farmers and destroy local agriculture. Coca-cola Company has also been accused of violating the rights of workers in Turkey, Colombia, Russia and Guatemala. Consequently, there are fears that violation worker rights exist in Coca-Cola Amatil. There are areas in Australia that report product stock outs especially areas outside the major cities in Australia. The Schweppes Australia, P&N Beverages and other smaller beverage companies are taking advantage of the situation to sell their products. Stock out tendencies is caused by not involving company dealers in forecasting customer demand, unsustainable minimum stock levels, the company only uses trucks to transport its products yet rail is a better alternative in some locations. The company will be able to provide better services, attain higher customer services and lower distribution cost by establish a good distribution system that ensure that the product reaches the consumer in time. The company has few marketing and sales employees. Furthermore, majority members of the sales force are not competent enough to handle the rapidly changing marketing environment as well as changing promotional activities in the market. Furthermore, inefficient sales force increase cost of sales and marketing operations. This has hampered distribution and provision of quality services to key personnel. If the situation is not rectified on time, the company is likely to lose part of its market share to its archrivals Schweppes Australia and P&N Beverages. Threats Private label producers are also eating into the soft drink market slowly and its effects is being felt by dominant market players. The company just like any other company in a competitive market environment faces serious competition. According to Tiffany and Peterson (2011), Coca-Cola Company produces more than half of the total soft drinks consumed in the world today. On the other hand, Pepsi accounts for a quarter of the total soft drinks produced. It has been found that tap water is a direct substitute of coke. Main (2011) revealed that P& N produced at least 250 million litres of beverages each year. P&N commands about 3.4 percent of the carbonated soft drinks in Australia. The other competitor of Coke-Cola Amatil is Schweppes. Schweppes has eight production plants in Australia, which produces over 500 million litres of soft drinks. Schweppes commands about 20 percent market share of carbonated soft drinks. Asahi Group has been trying to reduce Coke-Cola Amatil dominance by trying to acquire smaller beverage companies such as P&N. Bottled water, iced ted products, fruit juice and flavored water continue to flatten sales of soft drinks (Pride and Ferrell 2011). The competitors of Coca-Cola include brand competitors. The brand competitors have similar features, pricing and benefits to same consumers. Calorie conscious consumers may choose either Diet coke or Diet Pepsi from soft drink distributors. There are also generic competitors. Generic competitors provide kitchen water (glass water) to satisfy consumers thirst. The competition in the soft drink industry in Australia is monopolistic competition. This is because they are many firms with fewer barriers and product differentiation as well as many substitutes. The existing firms try as much as possible to develop marketing strategies that differentiate their products. The firms in monopolistic competition market try to make use of well known trademarks, undertake aggressive advertising, use recognizable designs and pursue quality reputation. However, ACCC is trying to encourage pure competition by prohibiting concentration of the market, removing barrier to entry and promote production of homogenous products. This is to eradicate monopolistic tendencies of some firms by making sure that no company influence supply or prices of soft drinks significantly. The number of players competing with Coca-Cola Amatil is divided into three main categories. Schweppes Australia owned by Asahi Group and P&N Beverages are head to head competitors. This is because their products are in the Coca-Cola Amatil customer shop lists. The first tire competitors include Bickford's Australia Pty Ltd, Golden Circle, and Back O' Bourke Cordials. These competitors are direct competitor but they are not a threat to the company. The company cannot ignore first tier competitors because they have the capability and capacity to become head to head competitors. The indirect competitors are many and include Cascade, Farmers Union, Cottee, McMahons soft drinks, Grove Fruit Juices Pty Ltd, National Foods Pty Ltd, Nudie Pty Ltd, Nutrient Water Pty Ltd and Preshafood Ltd. The company will review indirect competitors periodically to protect the company from product surprises. Though competition in the soft drink industry is stiff, Coca-Cola Amatil has distinct competitive advantage over its competitors. The company’s competitive advantage includes high production capacity, state of art technology, support from Coca-Cola Company, strong brand and strong distribution network. Private label producers are also eating into the soft drink market slowly and its effects is being felt by dominant market players. According to Russell (2011), Asahi group has renewed its efforts to purchase P&N beverages. The company has also agreed to purchase Charlie’s group. The renewed efforts intend to purchase the P&N beverages for JPY 16.3 billion. The fresh agreements have been align to satisfy the requirements of ACCC. This is because Asahi group intends to be among the top ten beverages and food companies in the world in terms of sales. This move may impact negatively on the market share of Coca-Cola Amatil. Significant players in the soft drinks industry in Australia Company products Coke-Cola Amatil Coca cola, Coca Cola Zero, Cool Ridge Spring Water Pet Bottle, Diet Coke, Coke Zero, Sprite, Sprite Zero, Fanta, Lift, Deep Spring mineral waters, Mother energy drink, Gest, Appletiser, Grapetiser, Kirks soft drinks, Mount Franklin bottled water, Pump bottled water, Vitamin Water, Powerade, Nestea, Neverfail water coolers, Goulburn Valley juices, Fruit Box, Grinder's Coffee and SPC Ardmona. Back O' Bourke Cordials Splashe cola, club nectar, creaming soda, lemonade, mandarin, mint freeze and pineapple- delicious Splashe Cola sold throughout north-west NSW. Bickford's Australia Pty Ltd Traditional Cordial, Ice Tea Cordial, Fruit Juice Syrup, Premium Juice, Old Style Sodas, Milk Mix, Iced Coffee Mix, Aqua Pura Pure Water and Aqua Pura Fruit Splash Cascade Cascade Ginger Beer, cascade real juices, cascade isle, cascade traditional, cascade ultra C , Torquay mineral water, Torquay spring water Farmers Union Strong Iced Coffee, Union Light Iced Coffee, (flavored milk drink) Golden Circle Golden Valley Juice Pineapple, Glass, Golden Valley Juice Tomato Glass Schweppes Australia Passiona, Agrum Citrus Blonde, Cordial Lime Juice, Dry Ginger Ale, Solo, Lemonade, Soda Water, Pepsi, 7-Up, spreads, toppings, jellies and puddings, and Gatorade P&N Beverages LA Ice Cola (normal LA Ice, LA Maxi Ice sugar free, LA Ice Cafe Cola, LA Diet Ice, Secondly, Coca-Cola Amatil Australia has suffered loss of market due to natural calamities that befall its huge customers. The floods in Queensland, NSW and Victoria as well as cyclone in Yasi and Earth quakes in Christchurch affected over 4,000 customers. The calamities impact negatively on to the profits of the company. First, the company losses its revenue when its customers fail to purchase its products. When calamities occur, the customer’s ability to purchase company’s products may be eroded in the short term or long run depending on the damaged caused. Secondly, in a bid to show solidarity and care to its customers, the company may decide to donate its products as well as provide other emergency humanitarian services to the victims. This rare gesture of kindness involves expenditure of company’s resources thus reduce its overall profitability. Opportunities Over the years, the company has engaged in corporate social responsibility activities. Coca-Cola Amatil strongly supports and believes in social welfare and environmental preservation. These programs support company’s business performance by developing strong relationships with stakeholders, strengthening communities in which it operates and improves its operational efficiency. Coca-Cola Company (2011) stated that Coca-Cola Amatil Australia is involved in a multi-year project catalyst to preserve fresh water in Australia. The company has set aside AUS$1,000,000 grant to protect the largest coral reef system in Northern Australia. The project intends to reduce water pollution caused by inappropriate sugarcane farming practices that allow excess nutrients, sediments and chemicals flow into the water. Water pollution threatens the Great Barrier Reef. It is has been revealed that faming activities cause 94 percent pollution. To eliminate or minimize water pollution, Coca-Cola Amatil Australia has initiated projects that enlighten and assist farmers to adopt better sugarcane farming methods. The company has partnered with World Wildlife Fund, Reef catchment, farmers and the commonwealth as well as state governments. Such initiatives increase the ability of the company to sell its products far and wide. 3.0 Marketing objectives To increase non-alcoholic market share of the company from 72 percent to 73.5 percent by July 22, 2012 To increase trading revenue from AUS$ 4,490,300,000 to AUS$ 4,602,557,500 by July 22, 2012 To develop at least three new beverages that is inline with the changing consumer trends and preferences by July 22, 2012 To recruit highly capable sales people to create differentiation and competitive advantage. To develop lean, stable, effective and efficient product delivery system through the use of order to delivery initiative 4.0 Marketing strategies The company aims at retaining its current customers and snatching some of the customers of its competitors in the non-alcoholic market. This is in order to increase its market dominance from 72 percent to 73.5 percent. This requires a strong marketing strategy and strong focus. The first strategy is to grow its market share by identifying new distribution outlets. This will enable the company to access deep markets in cities, small towns and villages in Australia. The primary target markets are New South Wales, Victoria, Western Australia and Queensland. This is because the four regions have the numbers. The secondary markets are South Australia, Tasmania, Northern Territory and Australian Capital Territory. Coca-Cola Amatil is a strong brand with high quality products. The company will strive to maintain a strong brand as well as high product and service quality. The company will reexamine its marketing and sales force. The existing sales force will be retrained to be more strategic and aggressive in their marketing endeavors. Furthermore, the company will employ additional twenty employees who will join the sales force. The company needs to develop efficient and efficient order to delivery method. The order to delivery project should be initiated to help minimize or eliminate incidences of stock outs. The holistic approach to ensure timely delivery of company’s products will be through raising minimum stock levels by 5 percent. The company will involve all its dealers in forecasting customer demand, the minimum stock level need to be raised, use of other modes of transport other than trucks, The company will develop new products for health conscious persons. If the company fails to develop products that are responsive to the changing trends of the consumer, then it may lose part of its market share to fruit juices, mineral water and even to tap water. The company will apply psychological pricing. This is to make consumers perceive the products they purchase as cheaper. The retail prices will be fixed and will contain odd numbers. However, the company will continue to sustain its strong price discipline to prevent tip off point of price wars. The company will make small changes in pricing, distribution and promotional activities. Any small change impacts on the customer and only changes that improve the brand of the products will be allowed. The company will not change prices significantly. This is because if prices are lowered significantly, product position as a quality product will be questioned and profit of the company compromised. If it is increased significantly, consumers may presume that the company only targets the well to do in the society and majority people may opt to switch to other brands. Significant prices changes may awaken prices wars or even trigger the wrath of the ACCC. The company will continuously promote its products using the television, radio, print and internet. Advertising is key to sustaining market share in the industry. Schweppes Australia and P& N have increased their advertising budget as they scramble for the soft drink customers in Australia. Therefore, the Coca Cola Amatil must step up its advertising activities to keep up with the pace. This is in order to keep the brand of the company strong and alive as usual. Advertising has also been found to be the most appropriate antidote for bad things that are associated with the company. The bad things include drying up water resources and the effect of ingredients on human health. 5.0 Implementation and Control of the Marketing Plan 5.1 Implementation schedule Activity Responsibility Date/ frequency Obtaining approval from the board By end of July 30, 2011 Informing the staff and asking for their acceptance By end of August 15, 2011 Contracting an advertising company to develop an advertising plan. By end of August 15, 2011 Selecting and training additional sales force By end of August 30, 2011 Providing the members of the sales team with appropriate tools and resources By end of September15, 2011 Official launch of the marketing plan By end of September 18, 2011 Emailing and calling prospective customer By end of September 19, 2011 Advertising in the television and company’s website Daily beginning September 19, 2011 5.2 Marketing budget The selling and distribution budget in 2010 and 2009 was AUS$ 951.2 million and AUS$ 929.5 million respectively. In the coming year 2011/2012, the selling and distribution budget will be AUS$ 996.2. 5.3 Monitoring, evaluation and control The company will measure and review sales force performances and skills after every three months. For example on evaluation will be done on 30th October 2011, 31st January 2012, 30th April 2012 and 30th July 2012. The key indicators to be evaluated include market share position, sales revenues, number of new products developed, cost of operating the delivery system, delays in product distribution as well as customer retention, repurchasing and sales per year. 6.0 Conclusion Coca-Cola Amatil is the largest bottler of non-alcoholic drinks in Australia. The company has a diversified portfolio covering carbonated soft drinks, mineral water, sports and energy drinks, coffee, fruit juice, ready to eat fruits and vegetable products. According to Smith and Nakamoto (2011), Coca-Cola Amatil dominates Australia’s soft drink market with 72 percent market share. The second market dominant company is Asahi with 20 percent market share and the third is P&N beverage with 3.4 percent market share. The products that compete for the soft drinks markets include substitutes like beer, fruit juices, spirits, wine, iced teas, iced coffees, isotonic drinks, mineral and tap water as well as flavored seltzers (Web cellars 2011). In 2010, the company’s market leadership strengthened as sales volumes increased across all it markets and there was significant growth of Coke Zero by 12 percent. 7.0 References ABS. (2010). Australian Demographic Statistics, Dec 2010. Retrieved from http://www.abs.gov.au/ausstats/abs@.nsf/mf/3101.0 Barclay, W. A. and Brand-Miller, J. (2011). The Australian Paradox: A Substantial Decline in Sugars Intake over the Same Timeframe that Overweight and Obesity Have Increased. (Vol. 3, pp.491-504). Sidney: University of Sydney. Bickford. (2011). Bickford’s quality beverages have been part of Australia’s heritage. 162 Cross Keys Road Salisbury South Australia. Retrieved from http://www.bickfords.net/products/products.html# CCA. (2010). Coca-Cola Amatil- Annual Report 2010, Sydney, NSW. Coca-Cola Company. (2011). Pacific, May 12, 2011 Coca-Cola Extends Partnerships with WWF and UNDP to Advance Water Sustainability Projects in Pacific Region. Retrieved from http://www.thecoca-colacompany.com/dynamic/press_center/2011/05/partnerships-and-water-sustainability-projects-in-pacific-region.html Fraser, G. (2010) Global Drinks Market Share. Retrieved from http://www.smh.com.au/money/investing/plenty-of-fizz-in-cocacola-amatil-20100531-woz2.html#ixzz1Si83hKSu Main, M. (2011). Asahi’s soft drinks play blocked by regulator. Retrieved from http://www.theaustralian.com.au/business/asahis-soft-drinks-play-blocked/story-e6frg8zx-1226018664080 Palmer, D. (2009). Coca-Cola Amatil reaches new heights. Retrieved from http://www.ausfoodnews.com.au/2009/08/13/coca-cola-amatil-reaches-new-heights.html Paul Tiffany and Steven D. Peterson (2011). Business Plans for Dummies (2nd ed.). Hoboken, New Jersey: Pride, M. W. and Ferrell. C. O. (2011). Marketing (6 ed.,). Mason, USA: Cengage Learning. Russell , M. (2011). In the Spotlight - Asahi Group builds on global competitiveness. Retrieved from http://www.just-drinks.com/analysis/in-the-spotlight-asahi-group-builds-on-global-competitiveness_id104388.aspx Smith, P. and Nakamoto, M. (2011). Asahi hits roadblock in Australia push, Financial Times March 9 2011. Retrieved from http://www.ft.com/intl/cms/s/0/e5e0ee5e-4a24-11e0-b802-00144feab49a.html#axzz1SdA3m8qo Super brands (n. d )The Market Lane Cove NSW. Retrieved from http://www.superbrands.com.au/BrandDetails.aspx?id=98 Web cellars. (2011). Web cellars Soft Drinks / Juices. Retrieved from http://www.webcellars.com.au/soft-drinks-juices-c2-pg2.html 8.0 Appendix Key soft drinks and their respective prices in Australia Products Quantity price Angostura Lemon Lime Bitters 330ml $1.74 Angostura Lemon Lime Bitters Lite 330ml $1.70 B/Berg Peachee Bottle 340ml $1.63 Berri Juice Tomato Glass 250ml $1.06 Cascade Apple Isle Sparkling Apple 375ml $1.96 Cascade Ginger Beer Premium 375ml $1.96 Coca Cola 1.25L $3.73 Coca Cola 330ml $2.72 Coca Cola 2L $4.94 Coca Cola 375ml $2.35 Coca Cola 375ml $2.35 Coca Cola Bottle 250ml $2.43 Coca Cola Zero 2L $4.94 Coca Cola Zero 1.25L $3.73 Coca Cola Zero 375ml $2.35 Coke Zero Bottle 250ml $2.43 Cool Ridge Spring Water Pet Bottle 600ml $1.70 Diet Coke 330ml $2.72 Diet Coke 1.25L $3.73 Diet Coke 375ml $2.35 Diet Coke Bottle 250ml $2.43 El Rebozo Margarita Mix 1L $8.92 Evian Spring Water Glass Bottle 750ml $3.95 Evian Spring Water Glass Bottle 330ml $2.26 Golden Valley Juice Pineapple Glass Bottle 250ml $1.89 Golden Valley Juice Tomato Glass Bottle 250ml $1.89 Hylas Spring Water Still Pet 600ml ($0.86 Johnston Cordial Brown Lime 2L $4.78 Johnston Cordial Fruit Cup 2L $4.55 Johnston Cordial Green Lime 2L $4.78 Johnston Cordial Lemon Squash 2L $4.55 Johnston Cordial Raspberry 2L $4.55 Johnston Cordial Sarsparilla 2L $4.55 Kirks Bitter Lemon 300ml $2.21 Kirks Dry Ginger Ale 300ml $2.21 Kirks Soda Water 300ml $2.21 Kirks Tonic Water 300ml $2.21 Lift Bottle 250ml $2.43 Lift Lemon 1.25L $3.73 Mother Energy Drink Black 500ml $2.36 Mother Energy Drink Can 250ml $2.34 Mount Franklin Spring Water Still Pet Bottle 1.5L $3.53 Perrier Mineral Water Glass 330ml $1.88 Perrier Mineral Water Glass 750ml $3.15 Roaring Lion Energy Drink Can 250ml $2.15 Roaring Lion P/M Energy Cask 10L $58.46 Schweppes Agrum Citrus Blonde 300ml $1.56 Schweppes Cordial Lime Juice 750ml $4.18 Schweppes Dry Ginger Ale 1.25L $2.84 Schweppes Lemonade 1.25L 2.65 Schweppes Soda Water 1.25L $2.84 Spring Valley Juice Apple 250ml $1.59 Spring Valley Juice Pineapple 1.25L $4.47 Sprite Bottle 250ml $2.43 Sprite Lemonade 2L $4.94 V Energy Drink Can 250ml $2.20 Source: Bickford 2011; Web cellars (2011) Read More