個案資料

When the chief executive officer of The Coca-Cola Company made his maiden visit to India in August 2017, it was clear that he wanted the Indian branch of the company, Coca-Cola India Private Limited, to achieve many ambitious goals. These included reducing the sugar content in the company’s products, introducing more juice-based drinks and water, and making small entries into the dairy segment. For a company that had long stressed its carbonated and fruit-based drink segments, Coca-Cola India Private Limited was now indicating its strong intent to steer away from its core competency. The aim was to recast the company as a “total beverage company,” with possible ventures across all relevant beverage categories. Should the company take a chance and move away from its core competency? Should it tweak existing products, seek to extend its brands, or try to create entirely new offerings? How could Coca-Cola India Private Limited succeed in its shift towards “total beverage” solutions, and what challenges should it prepare for as part of this shift?

This case is designed for use in a graduate-level marketing course in segments on brand management, new product development, and the marketing strategies of a market leader. The case can also be used in a brand management course to discuss brand management models. After working through the case and assignment questions, students should understand the following:<br><ul><li>The Coca-Cola brand and the factors contributing to its growth in India.</li><li>The importance of branding programs in building a market leader.</li><li>The value discipline model.</li><li>Brand management concepts, such as Keller’s brand resonance pyramid and Aaker’s brand equity model.</li></ul>

• Brand Management, Brand-resonance pyramid , value-discipline model, Aaker’s brand equity model, Brand Equity