Coca Cola Case Analysis1. By the 1980s, under the leadership of Roberto Goizueta, Coca-Cola was a global brand with a growing presence in emerging markets like Europe, Russia and Southeast Asia. It beat its main rival Pepsi to become the leader in the soft drinks market with a 70% market share. However, during the 1990s, under the leadership of new CEO Mr. Douglas Ivester, the company's market share began to decline due to political (regulatory), economic, social (consumer) and technological (operations) challenges. ) of the market. As Coca-Cola tried to consolidate its position in its core cola market, consumer tastes shifted increasingly toward non-carbonated beverages such as juice, tea, and bottled water. Local brands in local markets moved in to fill the gap in Coca-Cola's product line and to meet consumers' growing local tastes and nationalistic preferences. Coca-Cola's global bottling and distribution system, consisting of ten flagship bottlers, was one of its greatest strengths. These independent bottlers like CCE, in which Coca-Cola held a significant minority stake, performed well until currency crises in Russia, Asia and Latin America in 1998 strained bottlers' profit margins. and Coca-Cola's profits in European regulators thwarted Coca-Cola's growth and acquisition plans by invoking antimonopoly regulations against the company. Nationalist and protectionist governments have taken a political stance against Coca-Cola, seen as the symbol of dominant American corporations. Health and hygiene problems linked to Coca-Cola products in Belgium and France have further damaged the company's prospects in Europe. National (American) and global...... middle of paper ....... This strategic shift was symbolized by Daft's decision to halt construction of a large and ostentatious new headquarters on the ground European. Although Daft's changes put Coca-Cola in a position to respond well to local opportunities, its overall strategy was subject to some risks. First, innovative product ideas and successful marketing strategies implemented at the local level might inadvertently stay there. Additionally, customizing products to meet local tastes could prove costly. Finally, with increased independence from regional offices, Coca-Cola's core global mission may not be carried out consistently across the globe. Daft must adopt a strategy that integrates local sensitivities with a unified global approach. This approach will position Coca-Cola to become a global leader in the 21st century.BibliographyCocacola.com