The Coca-Cola Company 2003 Summary Annual Report
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A Conversation with Doug Daft
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A Conversation with Doug Daft Page 7 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: Does this approach work in the noncarbonated beverage category, too?
A:Absolutely. When you get the right packages in the right channels, noncarbonated beverages can be just as profitable as carbonated soft drinks. In Europe, for example, POWERADE is the number-one sports drink on the continent. More than 80 percent of POWERADE sales in Europe are immediate consumption, and profits are comparable with those of carbonated soft drinks. And we continue to grow noncarbonated beverages in North America, with solid gains from brands such as POWERADE, Dasani and Simply Orange.
A Conversation with Doug Daft Page 7 of 12 Previous Next