可口可乐与百事可乐在印度的竞争 优秀PPT.ppt
可口可乐与百事可乐在印度的竞争 第1页，本讲稿共42页PepsiCoPepsiCo is a worldwide leader in the food and beverage industry,the net income of more than$2012 in 65 billion,its brand series has 22 brands of years in retail sales of billions of dollars or more.Our main business includes Quaker cereal food,tropicana fruit juices,gatorade sports drinks,frito-lay leisure food and Pepsi beverage,and other hundreds of delicious health,global consumer favorite food and beverage products.Because in the aspect of sustainable development to make unremitting efforts,in 2012,PepsiCos sixth was listed in the dow Jones sustainability World index(DJSI World),the seventh time was listed in the dow Jones sustainability index of North America(DJSI North America).In the dow Jones sustainability index in 2011,PepsiCo food and beverage section within the ranks the first place,this is the third year in a row was named Pepsi company beverage industry leading enterprises.In 2012,PepsiCo also received the carbon disclosure project(CDP)certification,the company for the second year in a row to be included in the CDP globally and the s&p 500 index of leading enterprises.In addition,relying on innovation and excellent water management measures,PepsiCo has also won the the Stockholm industry water award in 2012.In 2013,PepsiCo by fortune magazine named the worlds most admired companies list on the 37th,in 2013,ranked 137th in the fortune 500 list.Covalence company at the same time,we also in Switzerlands most business ethics enterprise list on the top,in 18 industries of 581 companies with excellent business ethics reputation ranks third among food and beverage category first.Forbes in 2012,PepsiCo was rated as one of the top ten best reputation company in the United States in 2012,and again topped the American corporate responsibility magazine published the annual best corporate citizens,the list is considered to be the three most important business ranking one of the annual selection第2页，本讲稿共42页百事公司百事公司是全球食品和饮料行业的领导者，2012年净收入逾650亿美元，旗下品牌系列中有22个品牌的年零售额都在十亿美元以上。我们的主要业务包括桂格麦片食品、纯果乐果汁、佳得乐运动饮料、菲多利休闲食品和百事可乐饮料，以及其它数百种美味健康、全球消费者喜爱的食品及饮料产品。由于在可持续发展方面做出的不懈努力，百事公司于2012年第六次被列入道琼斯可持续发展世界指数（DJSI World），第七次被列入道琼斯可持续发展北美指数（DJSI North America）。2011年，百事公司在道琼斯可持续发展指数食品和饮料大板块内名列首位，这是百事公司连续第三年被评为饮料行业的领军企业。2012年，百事还获得碳排放披露项目（CDP）的认证,这是公司连续第二年入选CDP全球和标普500领先企业指数。此外，凭借创新和卓越的水管理措施，百事公司还荣获2012年度“斯德哥尔摩工业水奖”。2013 年，百事公司在由财富杂志评选出的“世界最受赞赏的公司榜”上排名第37，在2013年财富500强排行榜中排名第137位。同时，我们还在瑞士公司Covalence 的“最具商业道德企业榜”上名列前茅，在18 个行业的581 个公司中以优异的商业道德名誉排名第三，位列食品和饮料类别第一。2012年，百事公司被福布斯杂志评为2012年度美国10大最佳声誉公司之一，并且再次荣登美国企业责任杂志公布的年度“最佳企业公民”前列，该榜单被认为是美国三个最重要的商业排名年度评选之一。第3页，本讲稿共42页可口可乐公司100多年前美国乔治亚州的亚特兰大市，有个名叫约翰彭伯顿（Dr.John S.Pemberton）的药剂师，他挑选了几种特别的成分，发明出一款美味的糖浆，没想到，清凉、舒畅的可口可乐就奇迹般的出现了！今天，可口可乐公司是全世界最大的饮料公司、拥有最大的销售网络，可口可乐公司的产品营销于超过两百个国家，每天售出超过17亿杯的饮料。第4页，本讲稿共42页The Coca-Cola companyMore than 100 yearsBefore the United States in Atlanta,Georgia have a named John Pemberton(Dr.John s.by Pemberton)pharmacist,he chose several special ingredients,invented a delicious syrup,unexpectedly,cool and refreshing,comfortable Coca-Cola is a miraculous!Today,the Coca-Cola company is the worlds largest beverage company,has the largest sales network,the Coca-Cola companys product marketing in more than two hundred countries,sold more than 1.7 billion drinks a drink.第5页，本讲稿共42页案例简介Case description1、饮料战场可口可乐和百事可乐的经理们从多方面学到了艰难的一课：此处行得通的到了彼处并不一定行得通。2003 年春，可口可乐印度公司的总裁Alex von Behr 充满悔恨地承认：“印度的环境富有挑战性，不过我们正在学会如何对付。”Coke and pepesi managers had to learn the hard way that what works here does not always work there the environment in India is challenging,but were lesrning how to crack it,says an industry leader.第6页，本讲稿共42页2022/12/32、印度软饮料工业THE INDIAN SOFT DRINKS INDUSTRY1993 年，印度45 的软饮料工业由企业构成可口可乐1958 年进入印度市场，1977 年撤离可口可乐撤离后，Parle 成为了市场领袖印度的软饮料市场有6 个细分市场构成：可乐饮料、“浑柠檬”、汽水、芒果饮料以及“清柠檬”，其重要性依次降低In India,over 45%percent of the soft drinks in 1993 consisted of small manufacturers.Coca-Cola entered the Indian market in 1958,1977 to evacuateCoca-Colas departure,the Parle became the market leaderIndias soft drinks market has six segments:cola drinks,lemon muddy,soda,mango drinks lemon,and its importance in turn reduce第7页，本讲稿共42页2022/12/33、印度市场开放OPENING INDIAN MARKET多年来，外部世界一直认为印度政府对外国投资者很不友好。外国投资只允许进人高科技领域，几乎完全不允许进人消费品领域。“利用本土资源原则”规定：凡是在国内其他地方可以获得的商品，禁止进口同类产品。这项政策的结果是，印度的国防工业完全依靠自己，发展自己的核武器，制定自己的太空计划。印度消费者对产品或品牌几乎没有任何选择，其质量和可靠性也得不到保证1991 年，印度的经济得到了解放，开始实施旨在清理复杂的贸易章程的新工业政策，之后外国投资激增。Over the years,the outside world has been that the Indian government is not very friendly to foreign investors.Only allow foreign investment into high-tech field,almost not allowed into the field of consumer goods.The principle of using local resources regulation:anyone who can get the goods in other places of China,banned the import of similar products.The policy as a result,Indias defence industry depend entirely on themselves,develop their own nuclear weapons,design their own space program.Indian consumers to the product or brand almost dont have any option,it is hard to ensure its quality and reliabilityGot liberation in 1991,Indias economy,began to clean up the complex trade articles of association of the new industrial policy,after a surge in foreign investment.第8页，本讲稿共42页2022/12/34、百事可乐和可口可乐进入印度市场PEPSICO AND COCA-COLA ENTER THE INDIAN MARKET 1986 年，百事可乐申请成立合资公司以进入印度。它选择了两个当地合作伙伴：Voltas 和Punjab Argo。1998 年9 月，这项申请得到了拉吉夫 甘地政府的批准，合资企业命名为“百事食品有限公司”1990年5 月，可口可乐试图通过建立合资企业，重新进入印度市场。合作的另一方是当地的一家灌装公司，是印度的大企业联合体Godrej 的一家下属企业。就在拉吉夫“甘地政府批准了百事的申请的同时，却驳回了可口可乐的申请。可口可乐并没有气馁，和当地的一家快餐连锁店不列颠工业印度有限公司合作，重返印度。新企业叫做BritQo 食品。1993 年，可口可乐申请建立全资的软饮料公司可口可乐印度公司。The joint venture was established in 1986,PepsiCo application to enter India.It chose the two local partner:Voltas and Punjab Argo.In September 1998,the application approved by rajiv Gandhi government,joint venture named PepsiCo food co.,LTD.In May 1990,Coca-Cola is trying to through the establishment of joint venture,to enter the Indian market.On the other side of the cooperation is a local bottling company,is Indias large consortium Godrej a subordinate enterprises.Rajiv Gandhi approved Pepsi application at the same time,the government has rejected Coca-Cola.Coca-Cola is not discouraged,a local fast food chains and the British industrial co.,LTD.Cooperation in India,to return to India.The new company called BritQo food.In 1993,Coca-Cola application set up wholly owned soft drink company Coca-Cola India company.第9页，本讲稿共42页2022/12/35、快步迈向新千年FAST FORWARD TO THE NEW MILLENNIUM季节性促销2000年度的“九夜”战役2002年夏季电视战役百事赞助板球和足球赛可口可乐的生活方式广告“买得起政策”新产品类别Seasonal promotion-2000 nine night campaignIn the summer of 2002 TV campaignPepsiCo sponsored cricket and football gamesCoca-Cola advertising of the way of lifeAffordable policyNew product category第10页，本讲稿共42页2022/12/3An environmental organization claimed that soft drinks produced in India by coca-cola and Pepsi contained significant levels of pesticide residue.印度一个环保组织宣称可口可乐和百事可乐在印度生产的软饮料含有严重的农药残留物（杀虫剂含量超标）2006年2月，在北方邦瓦拉纳西附近，超过 1000 名当地民众举行示威游行活动，要求关闭可口可乐公司设在当地的灌装工厂。位于拉贾斯坦邦、泰米尔纳德邦等地的可口可乐灌装工厂也都遭遇了数次多达几百人的游行示威活动，要求工厂关门的声音越来越高6、污染指控和水污染CONTAMINATIONS AND WATER USAGE第11页，本讲稿共42页both companies concern about the ground water.印度一家环保组织公布的数据表明，可口可乐在生产过程中消耗水资源与制成品的比例达到了 4 比 1，工业废水的排放对当地环境造成了巨大破坏。所以两家公司都应该重视工业废水的回收再利用，耗资引进技术先进的净水设备，净化生产用水，同时加大公司绿色饮水宣传力度，给当地居民形成一个良好的企业形象。第12页，本讲稿共42页2022/12/3问题一QUESTION 1对百事可乐和可口可乐印度公司来说，印度的政治氛围已经被证明对公司的业绩至关重要。在这种氛围中，究竟哪些因素起到了关键作用？在进入市场前，可以预见到这些影响吗？假如不能够的话，每一家公司能够更好地应付政坛的发展吗？For PepsiCo and Coca-Cola India company,Indias political climate has proven to be crucial for the companys performance.In this kind of atmosphere,which factors played a key role?Before entering the market,can foresee these effects?If cant,every company to better cope with the development of politics?第13页，本讲稿共42页2022/12/3ANSWER（1）Key Issues India seen as unfriendly to foreign investors for many years 多年来，印度似乎对外国投资者都很不友好The“Principle of Indigenous Availability”“本土可用性原则”Policy banning imports being sold in India 政策禁止进口产品在印度销售The Liberalization of Indias Government in 1991 1991年印度政府自由化 “New Industrial Policy”“新产业政策”Trade rules®ulations simplified 简化的贸易规则和条例 Foreign investment increased 外国投资增加Pepsi enters in 1986 1986年百事进入市场Coca-Cola follows in 1993 1993年可口可乐公司进入市场第14页，本讲稿共42页2022/12/3（2）Probably not。可能不能（3）Coke could of agreed to start new bottling plants instead of buying out Parle,and thus wouldnt of had to agree to sell 49%of their equity。可口可乐公司可以同意开始新的瓶装厂而不是买断Parle，这样就不用同意出售它49%的股权。第15页，本讲稿共42页2022/12/3问题二QUESTION2百事可乐和可口可乐印度公司因为进入的时间不同，产生了不同的结果。先进入或后进人市场有哪些好处或缺点？Timing of entry into the Indian market brought different results for Pepsico and Coca-Cola Indian.What benefits or disadvantages accrued as a result of later market entry?第16页，本讲稿共42页2022/12/3问题三印度市场在人口和地理环境上是繁荣的，这两个公司对在生产政策、促销活动、定价政策和分配安排上，庞大的经营范围做出了什么反应？第17页，本讲稿共42页Coca-ColaAdvantages 优点Were able to buy 4 bottling plants from industry leader Parle 从行业领导者Parle那里买到4个瓶装厂Also bought Parles leading brands:Thums Up,Limca,Citra,Gold Spot and Mazaa 也买到了Parle的领导品牌，Thums Up,Limca,Citra,Gold Spot and MazaaSet up 2 new ventures with Parle to bottle and market product 与Parle建立了瓶子和市场两个新企业Disadvantages 缺点Denied entry until 1993 because Pepsi was already there 一直被拒绝，知道1993年才进入市场，因为百事已经进入了市场Harder to establish market share with Pepsi there 有百事在，可口可乐更难建立市场占有率Were not allowed to buy back 49%of equity 不允许买回其49%的股权第18页，本讲稿共42页2022/12/3Product Policies 产品政策Catering to Indian tastes 迎合印度人口味Entering with products close to those already available in India such as colas,fruit drinks,carbonated waters 用已经在印度广受欢迎的产品进入市场，像可乐，果汁，碳酸饮料Waiting to introduce American type drinks 等待引进美国式的饮品Coca-Cola introducing Sprite recently 可口可乐公司最近引进了雪碧Introducing new products 引进新产品 Bottled water 瓶装水第19页，本讲稿共42页2022/12/3Promotional Activities 促销活动Both advertise and use promotional material at Navrartri 在Navrartri使用广告和促销材料Pepsi gives away premium rice and candy with Pepsi 百事赠送额外的米饭和糖果Coca-Cola offers free passes,Coke giveaways as well as vacations 可口可乐公司提供免费入场券，可乐赠品以及度假Use of different campaigns for different areas of India 在印度不同地区使用不同战活动“India A”campaigns try to appeal to young urbanites “印度A”活动尝试吸引年轻都市人“India B”campaigns try to appeal to rural areas“印度B”活动尝试吸引郊区的人第20页，本讲稿共42页2022/12/3Pricing Policies 定价政策Pepsi started out with an aggressive pricing policy to try to get immediate market share from Indian competitors 百事以积极地的定价政策来尝试迅速从印度竞争对手那里获得市场占有率Coca-Cola cut its prices by 15-25%in 2003 可口可乐公司在2003年将其价格下降了15-25%。Attempt to encourage consumption to try to compete with Pepsi and gain market share 试图鼓励消费来尝试与百事竞争以获得市场占有率第21页，本讲稿共42页2022/12/3Distribution Arrangements 分配安排Production plants and bottling centers placed in large cities all around India 生产设备和灌装中心安排在印度的大城市里More added as demand grew and as new products were added 需求增长会增加更多的工厂，新产品也会增加第22页，本讲稿共42页2022/12/3问题四QUESTION4“Global localization”(glocalization)is a policy that both companies have implemented sussessfully.Give examples for each company from the case.“全球本土化”是两家都成功实施的一项政策。从本案例当中，找出每一家公司的成功范例。第23页，本讲稿共42页2022/12/3Pepsis Glocalization 百事的全球本土化Pepsi forms joint venture when first entering India with two local partners,Voltas and Punjab Agro,forming“Pepsi Foods Ltd”.百事在首次进入印度时与当地产业Voltas和Punjab Agro组成的合资企业“百事食品有限公司”。In 1990,Pepsi Foods Ltd.changed the name of their product to“Lehar Pepsi”to conform with foreign collaboration rules.在1990年，为符合外国合作规则，百事食品有限公司将它的产品改名为“Lehar Pepsi”。In keeping with local tastes,Pepsi launched its Lehar 7UP in the clear lemon category 为了符合当地后卫，百事推出了它柠檬类Lehar七喜第24页，本讲稿共42页2022/12/3Advertising is done during the cultural festival of Navrartri,a traditional festival held in the town of Gujarat which lasts for nine days.在Navrartri的文化假日期间实行广告活动，这个节日是在古吉拉特邦城举办的为期9天的传动节日。Pepsis most effective glocalization strategy has been sponsoring world famous Indian athletes,such as cricket and soccer players.百事最有效的全球本土化策略是赞助世界知名的印度运动员，比如说板球和足球运动员。第25页，本讲稿共42页2022/12/3Coca-Colas Glocalization 可口可乐公司的全球本土化First joined forces with the local snack food producer Britannia Industries India Ltd.in the early 90s.在90年代初期与当地食品生产商Britannia有限公司通力合作。Formed a joint venture with the market leader Parle in 1993 1993年与当地市场领导者Parle组成合资企业For the festival of Navrartri,Coca-Cola issued free passes to the celebration in each of its“Thums Up”bottles 在Navrartri节日期间，可口可乐公司在每个“Thums Up”瓶子上发放了庆典的免费入场券。Also ran special promotions where people could win free vacations to Goa,a resort state in western India 还举办了特殊的促销活动，在活动上人们可以赢得印度西部的度假胜地Goa的免费旅游大奖。第26页，本讲稿共42页2022/12/3Coca-Colas GlocalizationCoca-Cola also hired several famous“Bollywood”actors to endorse their products.可口可乐公司还雇佣了一些“宝莱坞”著名的演员来给他们的产品签名。第27页，本讲稿共42页2022/12/3问题五在产品制造过程中，百事和可口可乐是怎么面对水的使用问题？他们怎样才能平息对他们产品进一步的联合抵制和示威游行？加利福尼亚发生的游行一样，积极份子小组有多大的作用?可口可乐公司应该坦言相告还是让风波自生自灭？第28页，本讲稿共42页2022/12/3An environmental organization claimed that soft drinks produced in India by coca-cola and Pepsi contained significant levels of pesticide residue.印度一个环保组织宣称可口可乐和百事可乐在印度生产的软饮料含有严重的农药残留物（杀虫剂含量超标）2006年2月，在北方邦瓦拉纳西附近，超过 1000 名当地民众举行示威游行活动，要求关闭可口可乐公司设在当地的灌装工厂。位于拉贾斯坦邦、泰米尔纳德邦等地的可口可乐灌装工厂也都遭遇了数次多达几百人的游行示威活动，要求工厂关门的声音越来越高。第29页，本讲稿共42页2022/12/3An activist group in California launched a campaign directed at US college campuses,accusing coca-cola of India of using precious groundwater,lacing its drinks with pesticides,supplying farmers with toxic waste used for fertilizing their crops.According to one report,a plant that produces 300,000 liters of soda drink a day uses 1.5 million liters of water,enough to meet the requirements of 20,000 people.加利福利亚的一个积极组织在美国校园内发动了一场运动。目的在于控诉可口可乐公司使用珍贵的地下水生产可乐。给饮料掺和有害成分并给当地农民提供有毒废水。据报告，一个日产30万升苏打饮料的工厂每天要消耗150万升水，这足以满足两万人的用水需求。第30页，本讲稿共42页2022/12/3In an attempt to stem the controversy,coca-cola entered talks with the Midwestern university and agreed to cooperate with an independent research assessment of its work in India.And respond swiftly to quell the anxieties of customers.由于不同国家之间社会文化的差异，使得许多公司在国际商务中强调“当地化”这一维度，而像可口可乐和百事可乐公司没有重视当地化，没有预见此事件的政治功能，希望危机能很快停止，所以选择了沉默。而印度人习惯把沉默当成伏罪，最终导致该事件上升为全国性丑闻。为了阻止这一论战，可口可乐与中西部大学选择机构进行研究，可口可乐对此研究进行资助，作为所提议项目的一项结果。学校将继续使用允许可口可乐公司在校园销售其产品。而百事则是在日报上刊登大幅广告说：“百事可乐是今天能喝的最安全的饮料之一。”所以两家公司应该要及时作出合理的辩驳来抵制示威活动，控制消费者的焦虑情绪。第31页，本讲稿共42页2022/12/3both companies concern about the ground water.印度一家环保组织公布的数据表明，可口可乐在生产过程中消耗水资源与制成品的比例达到了 4 比 1，工业废水的排放对当地环境造成了巨大破坏。所以两家公司都应该重视工业废水的回收再利用，耗资引进技术先进的净水设备，净化生产用水，同时加大公司绿色饮水宣传力度，给当地居民形成一个良好的企业形象。第32页，本讲稿共42页2022/12/3To a certain degree，the local politicians would seize on Indian environmental groups report to attack their global brands.The supreme court of India force Coca-Cola and Pepsi hand out their formula to protect national industry in 2006,but they wont do that.If they dont want to lose the market of India,they should ask for International Trade Disputes Arbitration Institutions to uphold their legal rights and interests.从某种程度上来说印度地方政府利用环保组织的报告攻击其国际品牌。在2006年印度最高法院强令逼迫可口可乐和百事交出可乐配方来保护本国民族产业的发展。如果他们不想失去印度市场又不想交出秘方，最好的办法就是可以寻求国际贸易纠纷仲裁机构来维护他们的权益。第33页，本讲稿共42页2022/12/3问题六Which of the two companies do you think has better long-term prospects for suc
