可口可乐案例分析..pptVIP

Coke vs. Pepsi Advertisement competition Market strategy Market position International competition advertisement 1994-永远是可口可乐 1995-这就是可口可乐 1996-这是可口可乐 2000-心在跳！我们努力活出精彩！ 2001-life tastes good 2003-j激情在此燃烧 2010-你想和谁一起分享新年第一瓶可口可乐 2011-积极乐观 美好生活 2013- open happiness advertisement 1998-新一代的选择 1999-百事，渴望无限 快乐无限 2003-百事，这就是可乐 2004-突破渴望（dare for more)敢于第一 2007-突破 创造 发现 more 2008-全民携手 舞动中国 2009-百事我创 2010- love! Pepsi nex 2011-渴望就是力量 2012-为渴望而创造 Coke also intensified its marketing effort, increasing advertising spending from $74 million to $181 million between 1981 and 1984. Pepsi elevated its advertising expenditure from $66 million to $125 million over the same period. Goizueta sold off most of the non-soft drink businesses he had inherited, including wine, coffee, tea, and industrial water treatment, while keeping minute maid. Acceptability 顾客乐于购买 Accessibility 顾客买得到 Affordability 顾客买得起 3A strategies Market position Pepsi-cola New generation cocoa Traditional forever Innovation compete Flavor innovation—-coke introduced 11 new product, including cherry coke, caffeine-free coke, and minute-maid orange. Pepsi introduced 13products coke introduced non-returnable glass bottles and 12-ounce metal cans in various packages. Coke’s bottling network remained fragmented, with more than 800 independent franchised bottlers that focused mostly on U.S. cities of 50,000 or less.16 Throughout this period, Pepsi sold concentrate to its bottlers at a price approximately 20% lower than Coke. In the early 1970s, Pepsi increased the price to equal that of Coca-Cola. Bottling competition Coke and Pepsi diversified into non-soft drink industries. Coke purchased Minute Maid (fruit juice) Duncan Foods(coffe,tea, hot chocolate) and Belmont springs water Pepsi merged with snack-food giant Frito-lay in 1965, based on shared customer targets, store-door delivery systems and marketing orientations. Diversified market 响应二战初艾森豪威尔（(Dwight David Eisenhower）将军的号召，保证每个军人在任何地方都可以以5美分的价格得到一瓶Coca-C