| Description |
1 online resource (15 pages) : illustrations |
| Series |
International business online (text) |
| Summary |
How does a mature business develop new growth markets, assuming it already has new products? That was the challenge facing The Coca-Cola Company and its global system of bottlers in the 2000s when demand for its core line of carbonated soft drinks flattened. The Australian bottler, Amatil, pinned its hopes on energy drinks, a fast-growth, youth-oriented category that was capturing headlines and share away from traditional products. To wrest control from the upstart brands that originated them, Amatil was targeting the retail context where young people congregated and formed their preferences--in pubs, nightclubs, healthclubs, and sporting events. This international case explores the challenges encountered when a mature company with considerable distribution assets, well-honed systems, and entrenched operating procedures attempts to sell into an underserved retail channel with requirements quite unlike those of the company's mainstream buyers |
| Notes |
Title from resource description page (viewed July 24, 2014) |
|
HBS number: KEL449 |
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Case number: 5-408-755 |
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This edition in English |
| Subject |
Coca-Cola Amatil (Firm)
|
| SUBJECT |
Coca-Cola Amatil (Firm) fast (OCoLC)fst01636998 |
| Subject |
Bottling -- Australia -- Case studies
|
|
Beverage industry -- Marketing -- Case studies
|
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Beverage industry -- Marketing.
|
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Bottling.
|
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Australia.
|
| Genre/Form |
Case studies.
|
| Form |
Electronic book
|
| Author |
Kellogg School of Management.
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|
