The Coca-Cola Company 2003 Summary Annual Report
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A Conversation with Doug Daft
Company Performance Review
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A Word from Steve Heyer
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A Conversation with Doug Daft Page 12 of 12 Previous Next
A Conversation with Doug Daft
How would you describe the Company's performance in 2003?
What did the Company do, specifically, to improve its performance?
What challenges did the Company face in 2003?
When you became CEO in 2000, you set a course to re-position the Company for long-term success. Are you satisfied with the progress the Company has made to date?
Where is the Company making this strategic course correction?
What about North America and Japan, home to two of the Company's most profitable businesses? What can you do to address slowing growth there?
Does this approach work in the noncarbonated beverage category, too?
What is the bottler's role in all of this?
How concerned are you about the obesity issue?
What is the Company doing to address the crisis of trust that pervades the business climate today?
Do you believe the stock market has sufficiently rewarded the Company for its accomplishments?
Where do you see The Coca-Cola Company in 10 years?
Q: Where do you see The Coca-Cola Company in 10 years?
A:I believe that there is another The Coca-Cola Company out there. Think about it. If you had asked that question 10 years ago, I wonder how many people would have imagined that, despite a few bumps along the way, our market value would more than double and that total unit case volume would increase by more than 75 percent? I am confident that we will continue to grow, in both carbonated and noncarbonated beverages, and that we will continue to be leaders in this growth industry. Given the talent I see in our system—the quality and diversity of our people—I believe we will realize our potential.
Doug DaftOur challenge over the next 10 years is to take advantage of all the opportunities before us...
And that’s why I have never been more excited about the future than I am today. The potential everywhere is enormous. We serve consumers in more than 200 countries, but we’ve been in half the world for only 25 years. And throughout the world, consumers tell us they want more—more brands, more flavors, more packages—every day.
Our challenge over the next 10 years is to take advantage of all the opportunities before us—to more effectively leverage the Company’s historical advantages and to more fully realize the potential of employee and community diversity. I am confident we can do this, and that we’ll look back on 2003 as a year in which we made critical progress on that journey.
A Conversation with Doug Daft Page 12 of 12 Previous Next