The Coca-Cola Company 2003 Summary Annual Report
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A Conversation with Doug Daft
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A Word from Steve Heyer
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A Conversation with Doug Daft Page 5 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 is the Company making this strategic course correction?
A:Brazil—it’s one of our top volume leaders, but also a country in which we were too focused on volume growth at the expense of value creation for our system, customers and consumers. In 2002, 75 percent of our volume in Brazil was available in just two packages—single-serve cans and multi-serve 2-liter PET bottles. The absence of package choice and differentiation threatened the growth of our brands.
Over the past year or so, we’ve started to turn things around by focusing on value creation, which in Brazil has meant extending the range of packages and price points our system provides. Today we offer five single-serve and five multi-serve packages at prices across the spectrum. Revenues, retail dollar share and profits are all up as a result.
A Conversation with Doug Daft Page 5 of 12 Previous Next