Essays on Business Model Integration and Development: Coca-Cola Case Study

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The paper "Business Model Integration and Development: Coca-Cola" is a perfect example of a business case study.   Established in the year 1886 in Atlanta by pharmacist John Pemberton, Coca-Cola is undoubtedly one of the greatest brands in the world (Coca-Cola, 2014c). Unlike many successful business houses of the present day, the history and heritage of Coca-Cola are not marked with technological and financial milestones. But, the connection between the brand and its consumers is the key aspect of Coca-Cola that has helped the company in developing its giant structure. Coca-Cola is not only a brand for its stakeholders but also have secured its position in the emotional spheres of the society which has also helped the organisation in expanding its market (Coca-Cola, 2014c).

The operational style of the company has been developed with the vision of the firm that can be segmented into profit, people, portfolio, partners, planet and productivity. Beginning from Atlanta, Coca-Cola presently occupies almost all the inhabitant continents of the world. They have over 400 brands under their umbrella and on average serve around 1.9 billion servings per day (Coca-Cola, 2014c).

The financial stability of the company can be gathered from its huge market share of 42.2% and in the year 2013 annual retail sales above $500 million (Coca-Cola, 2014c). However, considering the growing competition in the business segment, Coca-Cola is facing competition from other soft drinks manufacturers as well as the beverage industry. In this regard, the operations of Coca-Cola will be analysed in this study, in the context of their internal management and market efficiency and financial position. Organisational Structure of Coca-ColaThe organisational structure of Coca-Cola has been developed in a customised manner for including better control over their employees and the work culture of the firm.

The organisational structure of the firm reflects a simple hierarchy at the top managerial level while the lower-level employees are structured in accordance with the nature of their work.

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