Coca Cola

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In May, 1886, Coca Cola was invented by Doctor John Pemberton a pharmacist from

Atlanta, Georgia. John Pemberton concocted the Coca Cola formula in a three legged

brass kettle in his backyard. The name was a suggestion given by John Pemberton's

bookkeeper Frank Robinson.

Contemporary Coca Cola Can

Courtesy Coca Cola Company

Birth of Coca Cola

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Being a bookkeeper, Frank Robinson also had excellent penmanship. It was he who

first scripted "Coca Cola" into the flowing letters which has become the famous logo of

today.

The soft drink was first sold to the public at the soda fountain in Jacob's Pharmacy in

Atlanta on May 8, 1886. The soft drink was first sold to the public at the soda fountain

in Jacob's Pharmacy in Atlanta on May 8, 1886.

About nine servings of the soft drink were sold each day. Sales for that first year added

up to a total of about $50. The funny thing was that it cost John Pemberton over $70 in

expanses, so the first year of sales were a loss.

Until 1905, the soft drink, marketed as a tonic, contained extracts of cocaine as well as

the caffeine-rich kola nut.

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Asa Candler

In 1887, another Atlanta pharmacist and businessman, Asa Candler bought the formula

for Coca Cola from inventor John Pemberton for $2,300. By the late 1890s, Coca Cola

was one of America's most popular fountain drinks, largely due to Candler's aggressive

marketing of the product. With Asa Candler, now at the helm, the Coca Cola Company

increased syrup sales by over 4000% between 1890 and 1900.

Advertising was an important factor in John Pemberton and Asa Candler's success

and by the turn of the century, the drink was sold across the United States and Canada.

Around the same time, the company began selling syrup to independent bottling

companies licensed to sell the drink. Even today, the US soft drink industry is

organized on this principle.

Death of the Soda Fountain - Rise of the Bottling

Industry

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Until the 1960s, both small town and big city dwellers enjoyed carbonated beverages at

the local soda fountain or ice cream saloon. Often housed in the drug store, the soda

fountain counter served as a meeting place for people of all ages. Often combined with

lunch counters, the soda fountain declined in popularity as commercial ice cream,

bottled soft drinks, and fast food restaurants became popular.

New Coke

On April 23, 1985, the trade secret "New Coke" formula was released. Today, products

of the Coca Cola Company are consumed at the rate of more than one billion drinks per

day.

Introduction: History of Coca Cola

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In 1969, The Coca Cola Company

and its advertising agency, McCann-

Erickson, ended their popular

"Things Go Better With Coke"

campaign, replacing it with a

campaign that centered on the slogan

"It's the Real Thing." Beginning with

a hit song, the new campaign featured what proved to be one of the most popular ads

ever created

I'd Like to Buy The World a Coke

The song "I'd Like to Buy The World a Coke" had its origins on January 18, 1971, in a

fog. Bill Backer, the creative director on the Coca-Cola account for McCann-Erickson,

was traveling to London to join two other songwriters, Billy Davis and Roger Cook, to

write and arrange several radio commercials for The Coca-Cola Company that would

be recorded by the popular singing group the New Seekers. As the plane approached

Great Britain, heavy fog at London's Heathrow Airport forced it to land instead at

Shannon Airport, Ireland. The irate passengers were obliged to share rooms at the one

hotel available in Shannon or to sleep at the airport. Tensions and tempers ran high.

The next morning, as the passengers gathered in the airport coffee shop awaiting

clearance to fly, Backer noticed that several who had been among the most irate were

now laughing and sharing stories over bottles of Coke

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In 1969, The Coca Cola Company and its advertising agency, McCann-Erickson, ended

their popular "Things Go Better With Coke" campaign, replacing it with a campaign

that centered on the slogan "It's the Real Thing." Beginning with a hit song, the new

campaign featured what proved to be one of the most popular ads ever created.

Coca-Cola is one of the most recognized brands and logos in the world. Coca-Cola is

the most popular and biggest-selling soft drink in history, as well as the best-known

product in the world. Created in Atlanta, Georgia by Dr. John S. Pemberton, Coca-Cola

was first offered as a fountain beverage by mixing Coca-Cola syrup with carbonated

water.

The Coca-Cola script was designed by an amateur, Frank Robinson, the fledgling

company's bookkeeper. He devised both the Spencerian script and the brilliantly

concise words beneath: "Delicious and Refreshing." The bottle is among the most

recognizable icons in the world, a design that has come to symbolize the youthful

exuberance of America. Countless variations have been released over the decades, but

the enduring classic is the curved vessel designed by the Root Glass Company of Terre

Haute, Indiana, and introduced in 1915. A Coca-Cola dispenser was later designed by

Raymond Loewy. Coca-Cola was registered as a trademark in 1887 and by 1895 Coca-

Cola was being sold in every state and territory in the United States. In 1899, the

company began franchised bottling operations in the United States.

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 Healthy Life

Soft Drinks

Teenagers love soft drinks. More than to do with the taste or other similar factors they

get attracted to it by the advertisements and marketing. Consuming large quantities of

soft drink is not good for health. An experiment was done with Coca Cola. An

extracted tooth was immersed in a bowl of Coca Cola. After considerable amount of

duration the tooth was found smaller in size. After some more time the tooth vanished

mysteriously. It was not any magic trick. The truth was the soft drink had completely

eroded the calcium. There is only very little amount of calorie in a soft drink. People

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who are fat prefer this. This is not advisable. Soft drinks can be harmful to people

having a history of heart diseases. If you want to reduce weight choose a healthy diet

plan instead of finding any shortcuts. Always this works the best.

The Facts About The Coca-Cola Company in India

The Coca-Cola operation in India has been the subject of a variety of false allegations.

We appreciate your interest in learning the facts about our business in India.

Our Operations:

The Coca-Cola system in India includes 24 company-owned bottling operations and

another 25 franchisee-owned bottling operations.

During the past decade, The Coca-Cola Company has invested more than U.S. $1

billion in India, making us one of India's top international investors. Almost all the

goods and services required to produce and market Coca-Cola are made in India.

The Coca-Cola Company employs approximately 6,000 local people in India;

indirectly, our business in India creates employment for more than 150,000 people.

Water Resources:

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Overview

The beverage industry is responsible for less than one-half of one percent of total water

usage in India, making it one of the most efficient users of water in the country.

A typical Coca-Cola plant uses just two or three bore wells for its water needs and

extracts that water with pumps of a similar capacity as those used by other industries

and farmers in the same community.

Some areas of India - a country that is home to 17 percent of the world’s population but

only 4 percent of its freshwater resources - have been experiencing drought conditions

for several years. The Coca-Cola Company shares the concerns of local communities

about groundwater reserves, and has initiated a number of specific programs to improve

year-round access to clean water in communities across the nation.

Rainwater Harvesting

We have installed 300 rainwater harvesting structures spread across 17 states, including

locations at schools and farms.

Community Reservoir Reclamation

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Working at the local level we have helped to restore centuries-old bawaris – or

community reservoirs – that had fallen into disrepair. The projects have included active

community involvement to remove silt, rubble and algae, and to rebuild the bawari’s

traditional, sustainable infrastructure. The restored bawaris provide fresh water to

thousands of families in surrounding communities, and have served as the focal point

for community education campaigns around water conservation.

Restoring Access to Water

The Coca-Cola Company has a special interest in water: we are a hydration company.

Every product we sell contains water. Without water, we have no business and it is in

the long-term interest of our company to be good stewards of our most critical

ingredient. We are committed to helping protect and preserve this resource in all the

communities where we operate throughout the world.

In India, in one of the driest parts of the State of Andrha Padesh, we have worked to

reconstruct a dam and reclaim a water storage area that had been rendered useless by

silt. Some 16,000 people live in the nearby village and had faced shortages of irrigation

and drinking water.

Using updated, more reliable watershed mapping information gathered by The Coca-

Cola Company, the reservoir that the dam feeds was moved. The new location was
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build on a site that was scientifically selected based on its ability to efficiently and

effectively gather and store water.

The storage area now holds 24,000 cubic meters of water, is a direct source of clean

water for 80 families, has recharged several community borewells that serve thousands

more, and provides irrigation for some 1000 acres of local cropland.

We have also installed rainwater harvesting systems in 28 of our plants and in 10

communities. The collected water is used for plant functions, as well as for recharging

aquifers. For example, in Kerala, we harvested 150,000 cubic meters of rain water in

2003, which is equivalent to approximately 50 percent of our annual water usage. Work

is underway to equip every one of our India bottling plants with rooftop rainwater

harvesting capabilities, which will recycle millions of additional gallons of water each

year.

The Coca-Cola Company in India has been recognized for its community programs and

environmental practices by prominent global organizations such as the Red Cross and

has won a number of prestigious Indian environmental awards.

Scientific Analysis and Government Findings

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Coca-Cola India has complied and continues to comply with all Federal and State laws

and regulations in India.

In October 2002, Dr. R.N. Athvale, Emeritus scientist at the National Geophysical

Research Institute in Hyderabad, India studied The Coca-Cola Company’s bottling

plant in Kerala and concluded: “There is no field evidence of overexploitation of the

groundwater reserves in the plant area.” He added that any aquifer depletion cannot be

attributed to the water extraction in the plant area.

A report from the local Palakkad District Environmental Protection Council and

Guidance Society in June 2002 concluded: "We declare that there is no environment

harassment to the public by the factory at any level."

Within approximately five kilometers of the Kerala plant there are about 200 open

shallow wells; Coca-Cola uses only two open shallow wells within the plant. In the

same area there are nearly 150 bore wells. There are only six bore wells within our

plant and the Coca-Cola plant uses no more than three bore wells at any one time.

In Kerala, where groundwater levels have decreased, the rainfall has been well below

average for several years. The Kerala State Groundwater Department has said that any

depletion in groundwater was due to poor rainfall and not the plant.

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The Central Groundwater Authorities have also confirmed there were no abnormal

changes in groundwater levels around the plant that can be attributed to the Coca-Cola

operation.

State Government figures have confirmed that in some areas (including Kaladera in

Rajasthan), since a Coca-Cola plant has been built groundwater levels have shown

lower levels of depletion than other areas, and in some areas (including Varanassi in

UP) water levels have actually risen since the plants were built. We believe this is due,

in part, to the rainwater harvesting technology employed at these plants.

Bio-Solids:

The use of ‘sludge,’ or bio-solids -- the end result of the waste water and water

treatment processes that are part of producing our beverages -- as a soil amendment is a

common practice around the world and within the Coca-Cola System, including in the

U.S. (Soil amendments are matters that, when added to the land, will make the soil

healthier by balancing and adding nutrients, balancing the pH or acidity, and

encouraging the presence of microorganisms.)

Worldwide, Coca-Cola requires all of our plants to monitor generation, composition

and management of the bio-solids that are a byproduct of our manufacturing

operations. A Company-wide bio-solids standard issued in 2003 governs the handling

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and disposal of bio-solids worldwide in order to ensure responsible environmental

performance.

We are also working with the Indian Central Government to ensure that the issue of a

uniform and consistent national regulatory framework is given the full review it

deserves.

The Kerala State Pollution Control Board, which conducted a detailed study, inspecting

samples of sludge, well water, treated water and soil, concluded that the concentration

of cadmium and other heavy metals in the bio-solids are below prescribed limits and,

therefore, are not considered hazardous.

Pesticides:

Testing for pesticides in finished soft drinks is complex and often produces unreliable

and unrepeatable results. For this reason, The Coca-Cola Company thoroughly treats

and tests each of the separate ingredients of its soft drinks before they are combined to

make a finished soft drink. This is an accurate and reliable way to ensure our soft

drinks remain safe.

Technology to test finished soft drinks for pesticides is evolving, however, and The

Coca-Cola Company is currently sponsoring research at one of the world’s leading

laboratories – Central Science Laboratories in the United Kingdom – to develop the

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appropriate technology and robust protocols with the objective that will enable finished

soft drinks to be tested for pesticide content in the future.

Product Quality:

Throughout all of our operations in India, stringent quality monitoring takes place

covering both the source water we use as well as our finished product. All of the water

used for beverage manufacturing conforms to drinking water standards, making it safe

and ensuring that it meets the highest international standards, including BIS and EU

standards for drinking water.

We also test for traces of pesticide in groundwater to the level of parts per billion. This

is equivalent to one drop in a billion drops.

The Coca-Cola Company takes great pride in the fact that we take every precaution to

ensure that our products are world-class and safe for all our consumers.

The Early Days

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Coca-Cola was created in 1886 by John Pemberton, a pharmacist in Atlanta, Georgia,

who sold the syrup mixed with fountain water as a potion for mental and physical

disorders. The formula changed hands three more times before Asa D. Candler added

carbonation and by 2003, Coca-Cola was the world’s largest manufacturer, marketer,

and distributor of nonalcoholic beverage concentrates and syrups, with more than 400

widely recognized beverage brands in its portfolio.

With the bubbles making the difference, Coca-Cola was registered as a trademark in

1887 and by 1895, was being sold in every state and territory in the United States. In

1899, it franchised its bottling operations in the U.S., growing quickly to reach 370

franchisees by 1910.10 Headquartered in Atlanta with divisions and local operations in

over 200 countries worldwide, Coca-Cola generated more than 70% of its income

outside the United States .

International expansion

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Coke’s first international bottling plants opened in 1906 in Canada, Cuba, and

Panama.11 By the end of the 1920’s Coca-Cola was bottled in twenty-seven countries

throughout the world and available in fifty-one more. In spite of this reach, volume was

low, quality inconsistent, and effective advertising a challenge with language, culture,

and government regulation all serving as barriers. Former CEO Robert Woodruff’s

insistence that Coca-Cola wouldn’t “suffer the stigma of being an intrusive American

product,” and instead would use local bottles, caps, machinery, trucks, and personnel

contributed to Coke’s challenges as well with a lack of standard processes and training

degrading quality.

Coca-Cola continued working for over 80 years on Woodruff’s goal: to make Coke

available wherever and whenever consumers wanted it, “in arm’s reach of desire.”13

The Second World War proved to be the stimulus Coca-Cola needed to build effective

capabilities around the world and achieve dominant global market share. Woodruff’s

patriotic commitment “that every man in uniform gets a bottle of Coca-Cola for five

cents, wherever he is and at whatever cost to our company”14 was more than just great

public relations. As a result of Coke’s status as a military supplier, Coca-Cola was

exempt from sugar rationing and also received government subsidies to build bottling

plants around the world to serve world war II troops.

Turn of the Century Growth Imperative

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The 1990’s brought a slowdown in sales growth for the Carbonated Soft Drink (CSD)

industry in the United States, achieving only 0.2% growth by 2000 (just under 10

billion cases) in contrast to the 5-7% annual growth experienced during the 1980’s.

While per capita consumption throughout the world was a fraction of the United

States’, major beverage companies clearly had to look elsewhere for the growth their

shareholders demanded. The looming opportunity for twenty-first century was in the

world’s developing markets with their rapidly growing middle class populations.

The World’s Most Powerful Brand

Interbrand’s Global Brand Scorecard for 2003 ranked Coca-Cola the #1 Brand in the

World and estimated its brand value at $70.45 billion. The ranking’s methodology

determined a brand’s valuation on the basis of how much it was likely to earn in the

future, distilling the percentage of revenues that could be credited to the brand, and

assessing the brand’s strength to determine the risk of future earnings forecasts.

Considerations included market leadership, stability, and global reach, incorporating its

ability to cross both geographical and cultural borders.

From the beginning, Coke understood the importance of branding and the creation of a

distinct personality. Its catchy, well-liked slogans “ It’s the real thing” (1942, 1969),

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“Things go better with Coke” (1963), “Coke is it” (1982), “Can’t beat the Feeling”

(1987), and a 1992 return to “Can’t beat the real thing”) 20 linked that personality to

the core values of each generation and established Coke as the authentic, relevant, and

trusted refreshment of choice across the decades and around the globe.

Indian History

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India is home to one of the most ancient cultures in the world dating back over 5000

years. At the beginning of the twenty-first century, twenty-six different languages were

spoken across India, 30% of the population knew English, and greater than 40% were

illiterate. At this time, the nation was in the midst of great transition and the dichotomy

between the old India and the new was stark. Remnants of the caste system existed

alongside the world’s top engineering schools and growing metropolises as the

historically agricultural economy shifted into the services sector. In the process, India

had created the world’s largest middle class, second only to China.

A British colony since 1769 when the East India Company gained control of all

European trade in the nation, India gained its independence in 1947 under Mahatma

Ghandi and his principles of non-violence and self-reliance. In the decades that

followed, self-reliance was taken to the extreme as many Indians believed that

economic independence was necessary to be truly independent. As a result, the

economy was increasingly regulated and many sectors were restricted to the public

sector. This movement reached its peak in 1977 when the Janta party government came

to power and Coca-Cola was thrown out of the country. In 1991, the first generation of

economic reforms was introduced and

liberalization began.

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Coca-Cola was the leading soft drink brand in India until 1977 when it left rather than

reveal its formula to the government and reduce its equity stake as required under the

Foreign Exchange Regulation Act (FERA) which governed the operations of foreign

companies in India.

After a 16-year absence, Coca-Cola returned to India in 1993, cementing its presence

with a deal that gave Coca-Cola ownership of the nation's top soft-drink brands and

bottling network. Coke’s acquisition of local popular Indian brands including Thums

Up (the most trusted brand in India21), Limca, Maaza, Citra and Gold Spot provided

not only physical manufacturing, bottling, and distribution assets but also strong

consumer preference.

This combination of local and global brands enabled Coca-Cola to exploit the benefits

of global branding and global trends in tastes while also tapping into traditional

domestic markets.

Leading Indian brands joined the Company's international family of brands, including

Coca-Cola, diet Coke, Sprite and Fanta, plus the Schweppes product range. In 2000, the

company launched the Kinley water brand and in 2001, Shock energy drink and the

powdered concentrate Sunfill hit the market.

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From 1993 to 2003, Coca-Cola invested more than US$1 billion in India, making it one

of the country’s top international investors.22 By 2003, Coca-Cola India had won the

prestigious Woodruf Cup from among 22 divisions of the Company based on three

broad parameters of volume, profitability, and quality. Coca-Cola India achieved 39%

volume growth in 2002 while the industry grew 23% nationally and the Company

reached breakeven profitability in the region for the first time.23 Encouraged by its

2002 performance, Coca-Cola India announced plans to double its capacity at an

investment of $125 million (Rs. 750 crore) between September 2002 and March 2003.

Coca-Cola India produced its beverages with 7,000 local employees at its twenty-seven

wholly-owned bottling operations supplemented by seventeen franchisee-owned

bottling operations and a network of twenty-nine contract-packers to manufacture a

range of products for the company. The complete manufacturing process had a

documented quality control and assurance program including over 400 tests performed

throughout the process.

The complexity of the consumer soft drink market demanded a distribution process to

support 700,000 retail outlets serviced by a fleet that includes 10-ton trucks, open-bay

three wheelers, and trademarked tricycles and pushcarts that were used to navigate the

narrow alleyways of the cities.25 In addition to its own employees, Coke indirectly

created employment for another 125,000 Indians through its procurement, supply, and

distribution networks.

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Sanjiv Gupta, President and CEO of Coca-Cola India, joined Coke in 1997 as Vice

President, Marketing and was instrumental to the company’s success in developing a

brand relevant to the Indian consumer and in tapping India’s vast rural market

potential. Following his marketing responsibilities, Gupta served as Head of Operations

for Company-owned bottling operations and then as Deputy President. Seen as the

driving force behind recent successful forays into packaged drinking water, powdered

drinks, and ready-to-serve tea and coffee, Gupta and his marketing prowess were

critical to the continued growth of the Company.

Coca-Cola India

On August 20, 2003 Sanjiv Gupta,

President and CEO of Coca-Cola

India, sat in his office contemplating

the events of the last two weeks and

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debating his next move. Sales had

dropped by 30-40%1 in only two weeks

on the heels of a 75% five-year growth

trajectory and 25-30%2 year-to-date growth. Many leading clubs, retailers, restaurants,

and college campuses across the country had stopped selling Coca-Cola3 and only six

weeks into his new role as CEO, Gupta was embroiled in a crisis that threatened the

momentum gained from a highly successful two-year marketing campaign that had

given Coca-Cola market leadership over Pepsi.

On August 5th, The Center for Science and Environment (CSE), an activist group in

India focused on environmental sustainability issues (specifically the effects of

industrialization and economic growth) issued a press release stating: "12 major cold

drink brands sold in and around Delhi contain a deadly cocktail of pesticide residues".

According to tests conducted by the Pollution Monitoring Laboratory (PML) of the

CSE from April to August, three samples of twelve PepsiCo and Coca-Cola brands

from across the city were found to contain pesticide residues surpassing global

standards by 30-36 times including lindane, DDT, malathion and chlorpyrifos . These

four pesticides were known to cause cancer, damage to the nervous and reproductive

systems, birth defects, and severe disruption of the immune system.4

In reaction to this report, the Indian government banned Coke and Pepsi products in

Parliament and state governments launched independent investigations, sending soft

drink samples to labs for testing. The Coca-Cola Bottling Company (Coke) stock

dipped by five dollars on the New York Stock Exchange from $55 to $50 in the six

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sessions following the August 5 disclosure, as did shares of Coca-Cola Enterprises

(CCA).

Pepsi and Coca-Cola called the CSE allegations “baseless” and questioned the method

of testing but the CSE claimed it had followed standard procedures documented by the

US Environmental Protection Agency including Gas Chromatography and Mass

Spectrometry.

Pepsi’s own tests conducted at an independent laboratory showed no detectable

pesticides and led Pepsi to file a petition with the high court questioning the credibility

of the CSE’s claims 6 while Coke’s Gupta commented: “The allegation is serious and it

has the potential to tarnish the image of our brands in the country. If this continues, we

will consider legal recourse.”

Despite Coke and Pepsi’s early responses denying the validity of the CSE’s claims and

threatening legal action, a survey conducted in Delhi a few days after the CSE

announcement found that a majority of consumers believed the findings were correct

and agreed with parliament’s move to ban the sale of soft drinks.8 It was clear that the

$1 billion Indian soft drink market was at stake and Gupta had to act.

The Indian Beverage Market

India’s one billion people, growing middle class, and low per capita consumption of

soft drinks made it a highly contested prize in the global CSD market in the early

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twenty-first century. Ten percent of the country’s population lived in urban areas or

large cities and drank ten bottles of soda per year while the vast remainder lived in rural

areas, villages, and small towns where annual per capita consumption was less than

four bottles. Coke and Pepsi dominated the market and together had a consolidated

market share above 95%. While soft drinks were once considered products only for the

affluent, by 2003 91% of sales were made to the lower, middle and upper middle

classes. Soft drink sales in India grew 76% between 1998 and 2002, from 5,670 million

bottles to over 10,000 million and were expected to grow at least 10% per year through

2012.28 In spite of this growth, annual per capita consumption was only 6 bottles

versus 17 in Pakistan, 73 in Thailand, in the Philippines and 800 in the United States.

With its large population and low consumption, the rural market represented a

significant opportunity for penetration and a critical battleground for market

dominance. In 2001, Coca-Cola recognized that to compete with traditional

refreshments including lemon water, green coconut water, fruit juices, tea, and lassi,

competitive pricing was essential. In response, Coke launched a smaller bottle priced at

almost 50% of the traditional package.

Marketing Cola in India

The post-liberalization period in India saw the comeback of cola but Pepsi had already

beaten Coca-Cola to the punch, creatively entering the market in the 1980’s in advance

of liberalization by way of a joint venture. As early as 1985, Pepsi tried to gain entry

into India and finally succeeded with the Pepsi Foods Limited Project in 1988, as a JV

of PepsiCo,Punjab government-owned Punjab Agro Industrial Corporation (PAIC), and

Voltas India Limited. Pepsi was marketed and sold as Lehar Pepsi until 1991 when the

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use of foreignbrands was allowed under the new economic policy and Pepsi ultimately

bought out itspartners, becoming a fully-owned subsidiary and ending the JV

relationship in 1994. While the joint venture was only marginally successful in its own

right, it allowed Pepsi to gain precious early experience with the Indian market and also

served as an introduction of the Pepsi brand to the Indian consumer such that it was

well-poised to reap the benefits when liberalization came. Though Coke benefited from

Pepsi creating demand and developing the market, Pepsi’s head-start gave Coke a

disadvantage in the mind of the consumer. Pepsi’s appeal focused on youth and when

Coke entered India in 1993 and approached the market selling an American way of life,

it failed to resonate as expected.

2001 Marketing Strategy

Coca-Cola CEO Douglas Daft set the direction for the next generation of success for

his global brand with a “Think local, act local” mantra. Recognizing that a single global

strategy or single global campaign wouldn’t work, locally relevant executions became

an increasingly important element of supporting Coke’s global brand strategy.

In 2001, after almost a decade of lagging rival Pepsi in the region, Coke India re-

examined its approach in an attempt to gain leadership in the Indian market and

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capitalize on significant growth potential, particularly in rural markets. The foundation

of the new strategy grounded brand positioning and marketing communications in

consumer insights, acknowledging that urban versus rural India were two distinct

markets on a variety of important dimensions. The soft drink category’s role in

people’s lives, the degree of differentiation between consumer segments and their

reasons for entering the category, andthe degree to which brands in the category

projected different perceptions to consumers were among the many important

differences between how urban and rural consumers approached the market for

refreshment.

In rural markets, where both the soft drink category and individual brands were

undeveloped, the task was to broaden the brand positioning while in urban markets,

with higher category and brand development, the task was to narrow the brand

positioning, focusing on differentiation through offering unique and compelling value.

This lens, informed by consumer insights, gave Coke direction on the tradeoff between

focus and breadth a brand needed in a given market and made clear that to succeed in

either segment, unique marketing strategies were required in urban versus rural India.

Brand Localization Strategy: The Two Indias

India A: “Life ho to aisi”

“India A,” the designation Coca-Cola gave to the market segment including

metropolitanareas and large towns, represented 4% of the country’s population. This

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segment sought social bonding as a need and responded to aspirational messages,

celebrating the benefits of their increasing social and economic freedoms. “Life ho to

aisi,” (life as it should be) was the successful and relevant tagline found in Coca-Cola’s

advertising to this audience.

India B: “Thanda Matlab Coca-Cola”

Coca-Cola India believed that the first brand to offer communication targeted to the

smaller towns would own the rural market and went after that objective with a

comprehensive strategy. “India B” included small towns and rural areas, comprising the

other 96% of the nation’s population. This segment’s primary need was out-of-home

thirst-quenching and the soft drink category was undifferentiated in the minds of rural

consumers. Additionally, with an average Coke costing Rs. 10 and an average day’s

wages around Rs. 100, Coke was perceived as a luxury that few could afford.

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In an effort to make the price point of Coke within reach of this high-potential market,

Coca-Cola launched the Accessibility Campaign, introducing a new 200ml bottle,

smaller than the traditional 300ml bottle found in urban markets, and concurrently

cutting the price in half, to Rs. 5. This pricing strategy closed the gap between Coke

and basic refreshments like lemonade and tea, making soft drinks truly accessible for

the first time. At the same time, Coke invested in distribution infrastructure to

effectively serve a disbursed population and doubled the number of retail outlets in

rural areas from 80,000 in 2001 to 160,000 in 2003, increasing market penetration from

13 to 25%.

Coke’s advertising and promotion strategy pulled the marketing plan together using

local language and idiomatic expressions. “Thanda,” meaning cool/cold is also generic

for cold beverages and gave “Thanda Matlab Coca-Cola” delicious multiple meanings.

Literally translated to “Coke means refreshment,” the phrase directly addressed both

the primary need of this segment for cold refreshment while at the same time

positioning Coke as a “Thanda” or generic cold beverage just like tea, lassi, or

lemonade. As a result of the Thanda campaign, Coca-Cola won Advertiser of the Year

and Campaign of the Year in 2003.

Rural Success

Comprising 74% of the country's population, 41% of its middle class, and 58% of its

disposable income, the rural market was an attractive target and it delivered results.

Coke experienced 37% growth in 2003 in this segment versus the 24% growth seen in

urban areas.

31
Driven by the launch of the new Rs. 5 product, per capita consumption doubled

between 2001-2003. This market accounted for 80% of India’s new Coke drinkers,

30% of 2002 volume, and was expected to account for 50% of the company’s sales in

2003.

Corporate Social Responsibility

As one of the largest and most global companies in the world, Coca-Cola took seriously

its ability and responsibility to positively affect the communities in which it operated.

The company’s mission statement, called the Coca-Cola Promise, stated: “The Coca-

Cola Company exists to benefit and refresh everyone who is touched by our business.”

The Company has made efforts towards good citizenship in the areas of community, by

improving the quality of life in the communities in which they

operate, and the environment, by addressing water, climate change and waste

management initiatives. Their activities also included The Coca-Cola Africa

Foundation created to combat the spread of HIV/AIDS through partnership with

governments, UNAIDS, and other NGOs, and The Coca-Cola Foundation, focused on

higher education as a vehicle to build strong communities and enhance individual

opportunity .

32
 • Annual Income Statement

Financial data in U.S. Dollars

Values in Millions (Except for per share items)

33
 2008 2007 2006 2005 2004
Period End Date 12/31/2008 12/31/2007 12/31/2006 12/31/2005 12/31/2004
Period Length 12 Months 12 Months 12 Months 12 Months 12 Months
Stmt Source 10-K 10-K 10-K 10-K 10-K
Stmt Source Date 02/26/2009 02/28/2008 02/21/2007 02/28/2006 02/28/2006
Stmt Update Type Updated Updated Updated Updated Reclassified

Revenue 31,944.0 28,857.0 24,088.0 23,104.0 21,742.0

Total Revenue 31,944.0 28,857.0 24,088.0 23,104.0 21,742.0

Cost of Revenue, Total 11,374.0 10,406.0 8,164.0 8,195.0 7,674.0

Gross Profit 20,570.0 18,451.0 15,924.0 14,909.0 14,068.0

Selling/General/Administrative 11,774.0 10,945.0 9,431.0 8,739.0 7,890.0

Expenses, Total
Research & Development 0.0 0.0 0.0 0.0 0.0
Depreciation/Amortization 0.0 0.0 0.0 0.0 0.0
Interest Expense (Income), Net 0.0 0.0 0.0 0.0 0.0

Operating
Unusual Expense (Income) 350.0 254.0 185.0 85.0 480.0
Other Operating Expenses, Total 0.0 0.0 0.0 0.0 0.0
Operating Income 8,446.0 7,252.0 6,308.0 6,085.0 5,698.0

Interest Income (Expense), Net Non- 0.0 0.0 0.0 0.0 0.0

Operating
Gain (Loss) on Sale of Assets 0.0 0.0 0.0 0.0 0.0
Other, Net -28.0 173.0 195.0 -93.0 -82.0
Income Before Tax 7,439.0 7,873.0 6,578.0 6,690.0 6,222.0

Income Tax – Total 1,632.0 1,892.0 1,498.0 1,818.0 1,375.0

Income After Tax 5,807.0 5,981.0 5,080.0 4,872.0 4,847.0

Minority Interest 0.0 0.0 0.0 0.0 0.0

Equity In Affiliates 0.0 0.0 0.0 0.0 0.0
U.S. GAAP Adjustment 0.0 0.0 0.0 0.0 0.0
Net Income Before Extra. Items 5,807.0 5,981.0 5,080.0 4,872.0 4,847.0

Total Extraordinary Items 0.0 0.0 0.0 0.0 0.0

Net Income 5,807.0 5,981.0 5,080.0 4,872.0 4,847.0

Total Adjustments to Net Income 0.0 0.0 0.0 0.0 0.0

Preferred Dividends
General Partners' Distributions

Basic Weighted Average Shares 2,315.0 2,313.0 2,348.0 2,392.0 2,426.0

Basic EPS Excluding Extraordinary 2.51 2.59 2.16 2.04 2.0

Items
Basic EPS Including Extraordinary 2.51 2.59 2.16 2.04 2.0

Items

Diluted Weighted Average Shares 2,336.0 2,331.0 2,350.0 2,393.0 2,429.0

Diluted EPS Excluding Extrordinary 2.49 2.57 2.16 2.04 2.0

Items
Diluted EPS Including Extraordinary 2.49 2.57 2.16 2.04 2.0

Items

Dividends per Share - Common Stock 1.52 1.36 1.24 1.12 1.0

Primary Issue
Gross Dividends - Common Stock 3,521.0 3,149.0 2,911.0 2,678.0 2,429.0
Interest Expense, Supplemental 438.0 456.0 220.0 240.0 196.0

34
Depreciation, Supplemental 1,174.0 1,130.0 920.0 903.0 858.0

Normalized EBITDA 10,024.0 8,669.0 7,431.0 7,102.0 7,071.0

Normalized EBIT 8,796.0 7,506.0 6,493.0 6,170.0 6,178.0
Normalized Income Before Tax 7,789.0 8,127.0 6,763.0 6,775.0 6,702.0
Normalized Income After Taxes 6,080.0 6,174.0 5,223.0 4,934.0 5,221.0
Normalized Income Available to 6,080.0 6,174.0 5,223.0 4,934.0 5,221.0

Common

Basic Normalized EPS 2.63 2.67 2.22 2.06 2.15

Diluted Normalized EPS 2.6 2.65 2.22 2.06 2.15
Amortization of Intangibles 54.0 33.0 18.0 29.0 35.0

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Data providers

35
 BALANCE SHEET

2008 2007 2006 2005 2004

Period End Date 12/31/200 12/31/200 12/31/200 12/31/200 12/31/200

8 7 6 5 4

Stmt Source 10-K 10-K 10-K 10-K 10-K

Stmt Source Date 02/26/200 02/28/200 02/21/200 02/21/200 02/28/200

9 8 7 7 6
Stmt Update Type Updated Updated Updated Reclassifie Restated

Assets
Cash and Short Term 4,979.0 4,308.0 2,590.0 4,767.0 6,768.0

Investments
Cash & Equivalents
Short Term Investments
Total Receivables, Net 3,090.0 3,317.0 2,587.0 2,281.0 2,244.0
Accounts Receivable - Trade, Net
Accounts Receivable - Trade, Gross
Provision for Doubtful Accounts
Total Inventory 2,187.0 2,220.0 1,641.0 1,379.0 1,420.0
Prepaid Expenses 1,920.0 2,260.0 1,623.0 1,778.0 1,849.0
Other Current Assets, Total 0.0 0.0 0.0 0.0 0.0
Total Current Assets 12,176.0 12,105.0 8,441.0 10,205.0 12,281.0

Property/Plant/Equipment, Total - 8,326.0 8,493.0 6,903.0 5,831.0 6,091.0

Net
Goodwill, Net 4,029.0 4,256.0 1,403.0 1,047.0 1,097.0
Intangibles, Net 8,476.0 7,963.0 3,732.0 2,774.0 2,739.0
Long Term Investments 5,779.0 7,777.0 6,783.0 6,922.0 6,252.0
Note Receivable - Long Term 0.0 0.0 0.0 0.0 0.0
Other Long Term Assets, Total 1,733.0 2,675.0 2,701.0 2,648.0 2,981.0
Other Assets, Total 0.0 0.0 0.0 0.0 0.0

Total Assets 40,519.0 43,269.0 29,963.0 29,427.0 31,441.0

Liabilities and Shareholders'

Equity
Accounts Payable 1,370.0 1,380.0 929.0 902.0 0.0
Payable/Accrued 0.0 0.0 0.0 0.0 4,403.0
Accrued Expenses 4,835.0 5,535.0 4,126.0 3,591.0 0.0
Notes Payable/Short Term Debt 6,066.0 5,919.0 3,235.0 4,518.0 4,531.0
Current Port. of LT Debt/Capital 465.0 133.0 33.0 28.0 1,490.0

Leases

36
Other Current Liabilities, Total 252.0 258.0 567.0 797.0 709.0
Total Current Liabilities 12,988.0 13,225.0 8,890.0 9,836.0 11,133.0
Total Long Term Debt 2,781.0 3,277.0 1,314.0 1,154.0 1,157.0
Long Term Debt
Deferred Income Tax 877.0 1,890.0 608.0 352.0 402.0
Minority Interest 0.0 0.0 0.0 0.0 0.0
Other Liabilities, Total 3,401.0 3,133.0 2,231.0 1,730.0 2,814.0
Total Liabilities 20,047.0 21,525.0 13,043.0 13,072.0 15,506.0

Redeemable Preferred Stock 0.0 0.0 0.0 0.0 0.0

Preferred Stock - Non 0.0 0.0 0.0 0.0 0.0

Redeemable, Net
Common Stock 880.0 880.0 878.0 877.0 875.0
Additional Paid-In Capital 7,966.0 7,378.0 5,983.0 5,492.0 4,928.0
Retained Earnings (Accumulated 38,513.0 36,235.0 33,468.0 31,299.0 29,105.0

Deficit)
Treasury Stock – Common -24,213.0 -23,375.0 -22,118.0 -19,644.0 -17,625.0
Other Equity, Total -2,674.0 626.0 -1,291.0 -1,669.0 -1,348.0
Total Equity 20,472.0 21,744.0 16,920.0 16,355.0 15,935.0

Total Liabilities & Shareholders’ 40,519.0 43,269.0 29,963.0 29,427.0 31,441.0

Equity

Total Common Shares Outstanding 2,312.0 2,318.0 2,318.0 2,369.0 2,409.34

Total Preferred Shares 0.0 0.0 0.0 0.0 0.0

Outstanding

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37
 CASH FLOW

2008 2007 2006 2005 2004

Period End Date 12/31/200 12/31/200 12/31/200 12/31/200 12/31/200

8 7 6 5 4
Period Length 12 Months 12 Months 12 Months 12 Months 12 Months
Stmt Source 10-K 10-K 10-K 10-K 10-K
Stmt Source Date 02/26/200 02/28/200 02/21/200 02/28/200 03/04/200

9 8 7 6 5
Stmt Update Type Updated Updated Updated Updated Updated

Net Income/Starting Line 5,807.0 5,981.0 5,080.0 4,872.0 4,847.0

Depreciation/Depletion 1,228.0 1,163.0 938.0 932.0 893.0
Amortization 0.0 0.0 0.0 0.0 0.0
Deferred Taxes -360.0 109.0 -35.0 -88.0 162.0
Non-Cash Items 1,584.0 -109.0 589.0 277.0 683.0
Unusual Items
Equity in Net Earnings (Loss)
Other Non-Cash Items
Changes in Working Capital -688.0 6.0 -615.0 430.0 -617.0
Accounts Receivable
Inventories
Prepaid Expenses
Payable/Accrued

38
 Taxes Payable
Other Liabilities
Cash from Operating Activities 7,571.0 7,150.0 5,957.0 6,423.0 5,968.0

Capital Expenditures -1,968.0 -1,648.0 -1,407.0 -899.0 -755.0

Purchase of Fixed Assets
Other Investing Cash Flow Items, -395.0 -5,071.0 -293.0 -597.0 252.0

Total
Acquisition of Business
Sale of Business
Sale of Fixed Assets
Investment, Net
Cash from Investing Activities -2,363.0 -6,719.0 -1,700.0 -1,496.0 -503.0

Financing Cash Flow Items 0.0 0.0 0.0 0.0 0.0

Other Financing Cash Flow
Total Cash Dividends Paid -3,521.0 -3,149.0 -2,911.0 -2,678.0 -2,429.0
Issuance (Retirement) of Stock, -493.0 -219.0 -2,268.0 -1,825.0 -1,546.0

Net
Issuance (Retirement) of Debt, Net 29.0 4,341.0 -1,404.0 -2,282.0 1,714.0
Cash from Financing Activities -3,985.0 973.0 -6,583.0 -6,785.0 -2,261.0

Foreign Exchange Effects -615.0 249.0 65.0 -148.0 141.0

Net Change in Cash 608.0 1,653.0 -2,261.0 -2,006.0 3,345.0

Net Cash - Beginning Balance 4,093.0 2,440.0 4,701.0 6,707.0 3,362.0

Net Cash - Ending Balance 4,701.0 4,093.0 2,440.0 4,701.0 6,707.0

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Income Statement - 10 Year Summary (in Millions)

39
 Sales EBIT Depreciation Total Net Income EPS Tax Rate (%)
12/08 31,944.0 7,439.0 1,228.0 5,807.0 2.49 21.94
12/07 28,857.0 7,873.0 1,163.0 5,981.0 2.57 24.03
12/06 24,088.0 6,578.0 938.0 5,080.0 2.16 22.77
12/05 23,104.0 6,690.0 932.0 4,872.0 2.04 27.17
12/04 21,742.0 6,222.0 893.0 4,847.0 2.0 22.1
12/03 20,857.0 5,495.0 850.0 4,347.0 1.77 20.89
12/02 19,564.0 5,499.0 806.0 3,976.0 1.6 27.7
12/01 17,545.0 5,670.0 803.0 3,979.0 1.6 29.82
12/00 17,354.0 3,399.0 773.0 2,177.0 0.88 35.95
12/99 19,284.0 3,819.0 792.0 2,431.0 0.98 36.34

Balance Sheet - 10 Year Summary (in Millions)

Current Assets Current Liabilities Long Term Debt Shares Outstanding

12/08 40,519.0 20,047.0 2,781.0 2.3 Bil
12/07 43,269.0 21,525.0 3,277.0 2.3 Bil
12/06 29,963.0 13,043.0 1,314.0 2.3 Bil
12/05 29,427.0 13,072.0 1,154.0 2.4 Bil
12/04 31,441.0 15,506.0 1,157.0 2.4 Bil
12/03 27,342.0 13,252.0 2,517.0 2.4 Bil
12/02 24,406.0 12,606.0 2,701.0 2.5 Bil
12/01 22,417.0 11,051.0 1,219.0 2.5 Bil
12/00 20,834.0 11,518.0 835.0 2.5 Bil

40
12/99 21,623.0 12,110.0 854.0 2.5 Bil

Coca-Cola Co: Key Ratios

Compan Industr S&P

Growth Rates %
y y 500
Sales (Qtr vs year ago qtr) -8.60 -4.50 -9.30
Net Income (YTD vs YTD) 15.80 14.00 -5.40
Net Income (Qtr vs year ago
43.20 45.70 -11.40
qtr)
Sales (5-Year Annual Avg.) 8.90 9.56 13.01
Net Income (5-Year Annual
5.96 6.23 12.52
Avg.)
Dividends (5-Year Annual
11.55 14.34 11.76
Avg.)

Financial data in U.S. dollars

Industry: Beverages - Soft Drinks

41
• Industry : Beverages - Soft Drinks

• Employees : 92,400

• Exchange : NYSE

The Coca-Cola Company is a manufacturer, distributor and marketer of nonalcoholic

beverage concentrates and syrups in the world. Finished beverage products bearing its

trademarks are sold in more than 200 countries. The Company markets nonalcoholic

sparkling brands, which include Diet Coke, Fanta and Sprite. The Company

manufactures beverage concentrates and syrups, which it sells to bottling and canning

operations, fountain wholesalers and some fountain retailers, as well as finished

beverages, which it sells primarily to distributors. The Company owns or licenses

approximately 500 brands, including diet and light beverages, waters, enhanced waters,

juices and juice drinks, teas, coffees, and energy and sports drinks. During 2008, the

Company acquired the brands and licenses in Denmark and Finland from Carlsberg

Group Beverages (Carlsberg).

Financials

42
 Last 12 Months 5 Year Growth
Sales 31.0 Bil 8.9%
Income 6.3 Bil 6.0%
Dividend Rate 1.64 11.55%
Dividend Yield 3.32% 2.60%

Fundamental Data

Debt/Equity Ratio 0.50

Gross Margin 64.17%
Net Profit Margin 20.33%
Total Shares Outstanding 2.3 Bil
Market Capitalization 113.69 Bil
Earnings/Share 2.70
StockScouter Rating 7

43
Coca-Cola Co: Snapshot

Quotes delayed 15 minutes.

Quick Quote
Latest price 49.06
Change -0.38
% Change -0.77%
Previous Close 49.44
Day's Low 48.92
Day's High 49.64
Volume 6,858,018
StockScouter Rating 7

Detailed Quote

Financial data in U.S. dollars

1-Year Chart

44
Coca-Cola Co: Earnings Estimates

45
Coca-Cola Co: Earnings Estimates

46
Earnings Growth Rates Last 5 Years FY 2009 FY 2010 Next 5 Years 09 P/E

Company +10.80% -3.70% +9.50% +8.70% 16.20

Industry +17.30% +13.60% +13.40% +10.80% 14.30

S&P 500 -2.70% +6.90% +26.70% NA 19.40

• Data providers

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• Analyst Recommendations data provided by Zacks Investment Research.

• Quotes supplied by Interactive Data.

47
RADIO MIRCHI-THE TIMES OF INDIA GROUP
48
360 Degrees is the Experiential Marketing & BTL

solutions arm of Times Innovative Media Ltd. (TIML).

It is a 100% subsidiary of Entertainment Network India

Ltd. (Radio Mirchi), a Times Group company.

We conjure compelling & ZAP proof ideas! With a history

of flawless execution, we carry forward the heritage of trust

& credibility of 'The Times Group'.

Our dedicated offices pan across 8 major Indian cities & our

client servicing team works closely with brand & strategy

teams of leading Indian & International brands to connect their brands with target

customers. Experience How we Work!

360Degrees conceptualises & executes some of India's largest & most prestigious live

entertainment events.

Our BTL business includes:-

1.Events

2.Brand & Sales Promotions

3. Exhibitions

Indian Live Entertainment Industry

49
The live entertainment industry (also known as the "events management industry")

comprises a wide gamut of on-the-ground events that include corporate events,

felicitations and contests, festivals and personal events.

In our event management business, we manage events and promotions across the

country. We have provided event management and brand promotion solutions to

several corporate clients. In fiscal 2005, we managed several events, including large

format events such as the Filmfare Awards, the Femina Miss India pageant and the

International Film Festival of India 2004.

Sub-Segment Genre Examples

Corporate Product launches/ Product Ad Asia

promotions Bacardi

Training/ meets Christian Dior

Annual parties Auto Expo, Pragati

Exhibitions/ trade fairs Maidaan

Celebrity management Lakme India Fashion Week

Fecilitative/ Competitive Awards Femina Miss India

Contests/ talent searches FE Business Traveller

Beauty pageants Awards

Channel V Pop stars

CNBC Autocar Awards

Arts Film Bollywood shows

Theatre English, Hindi, Gujarati,

Music Bengali, Marathi, etc plays

Dance Rolling Stones concert

50
Sports Sporting events (individual World Cup Cricket

and combined) Wrestling Championships

Tata Open

ATP Tour
Festivals Government sponsored Goa Carnival

Festival of Kerala

Kumbh Mela

Rajasthan Dessert Festival

Personal Birthday parties

Wedding parties and

related functions

General parties

(Source: FICCI Ernst & Young Report, March 2004

While this industry in India is still evolving, Indian event managers have clearly

demonstrated their capabilities in successfully managing several mega national and

international events over the past few years. However, issues like high entertainment

taxes in certain states, lack of world-class infrastructure and the unorganized nature of

most event management companies, continue to hinder growth in this segment of the

industry.

51
Industry Size

The size of the organized live entertainment business is estimated to be about Rs. 7.0

billion in 2004 - an increase of about 20% from the previous year (Rs. 5.8 billion in

2003). It is estimated that the industry is likely to grow on a conservative basis by at

least 15% in the immediate next year and about 18% over the next five years. This

growth is on account of increased marketing budgets, and an increased focus on live

entertainment, as part of the promotional spends of corporates.

52
Source: FICCI PWC Report, 2005

53
 The organized live entertainment business has about 10-15 large players. The live

entertainment business has a large unorganized component, which comprises

approximately 70% of the industry size.

The breakup of the key sub-segments within the live entertainment business is as seen

below.

Source : FICCI Ernst & Young Report, 2004

As Indian companies globalize, new foreign brands enter India, and marketing managers

realize the increased effectiveness of focused brand launches and promotions, the largest

sub-segment - corporate events - is poised for tremendous growth.

54
55
Indian Premier League (IPL)

Launched as well as promoted by the Board of Control

for Cricket in India (BCCI), Indian Premier League

(IPL) made its debut in April 2008. Based on the

English Premier League (football) and the National

Basketball League (NBA) of the United States, IPL is a

professional Twenty20 cricket league. It has been backed by the ICC and has a total of

eight teams, with each of them being made up of a minimum of 16 players.

The first season of the Indian Premier League was kick-started on 18th April 2008. The

season came to an end on 1st June 2008, with Rajasthan Royals being declared as the

56
champions. Just like the football and basketball leagues in America, DLF Indian

Premier League has a franchise-system for hiring players as well as for transfers. The

franchises are auctioned off, with the highest bidder being the owner of a particular

team.

Player Auction & ICON Players

After the formation of IPL, the first players' auction took place on 20th February 2008.

Out of all the Indian players, IPL placed 'icon status' on a select few, namely Rahul

Dravid, Saurav Ganguly, Sachin Tendulkar, Yuvraj Singh, and Virender Sehwag.

Initially, VVS Laxman was also given icon status, but he opted out of it voluntarily.

The main reason behind it was provide his team Deccan Chargers) with more money to

bid for players. Icon players are not bid upon and play for their home city only.

Inaugural Season

The inaugural season i.e. the first season of IPL T20 cricket started on 18th April 2008,

in Bangalore - the IT Hub of India. In the season, a total of 57 matches were scheduled,

spread over 46 days. Of the 59 matches, only 58 were played, one being disrupted by

rain. All the eight teams played against each other twice, in a round robin system. After

each of the team had played with the seven other teams twice, the top four ranking

57
sides moved to semi-finals. The winners of the two semi-finals played the finals, with

its outcome deciding the champions.

IPL Teams

There are a total of eight teams in the DLF Indian Premier League (IPL) T20 Cricket,

namely:

• Bangalore Royal Challengers

• Kings XI Punjab

• Chennai Super Kings

• Kolkata Knight Riders

• Deccan Chargers

• Mumbai Indians

• Delhi Daredevils

• Rajasthan Royals

IPL Logo

58
DLF Indian Premier League made its debut in the year 2008, on April 18th, with the

start of its first season. Around a month before the start of the IPL Cricket season i.e.

on 10th March 2008, the league launched its logo, in New Delhi. The logo of the IPL

League comprises of the corporate logo of DLF - the official sponsor of the league,

accompanied by the graphic of a batsman, who is shown to be in the middle of playing

a shot and a pyramid.

Indian Premier League Logo

Talking in detail, the Indian Premier League logo can be divided into three parts,

namely batsmen, DLF pyramid and the words “Indian Premier League”. The batsmen

can be seen in an attacking mode i.e. hitting a ball, representing the game of cricket.

The swish of the ball, which is shown to have been hit, is believed to signify the pace

of the IPL games, fast as well as exciting for the players and the audience.

The second part of the logo i.e. DLF pyramid represents DLF Universal Limited, one of

the largest real estate developers in India, based in the capital city of New Delhi. DLF

Universal won the exclusive rights to the title sponsorship of Indian Premier League,

for five years, at the price of Rs 200 crore. Last, but not the least, is the text “Indian

59
Premier League” written in blue, probably with the aim of representing the color of

Indian cricket team.

60
DILLIDILSE KIOSK NETWORK
As the Delhi Daredevils make their way into the semi-finals, one website is proving a

big hit with fans as it celebrates the victories in a novel and unique way. Developed by

New Delhi and New York creative hotshop, C3CUBE Multimedia for Coca-Cola India,

www.DilliDilSe.com takes Daredevils fans into an alternate universe with a fun game

called “Get Gauti to the Match”, a multimedia team section with shareable and

collectible virtual fan cards, a complete social club with friends, forums, crazy videos, a

61
slogan contest, a 3D guide to the Ferozeshah Kotla stadium, Delhi events from

Buzzintown, live scores, prizes and much more.

DilliDilSe.com is Coca-Cola India’s first entry in the Web 2.0 world of rich online

media and social networking as part of its sponsorship and promotion of the Delhi

Daredevils team during DLF IPL2 in South Africa. It partnered with Webby award-

winning creative agency, C3CUBE Multimedia to design and deploy both the website

and a network of 27 multimedia touch-screen kiosks at prime customer outlets such as

McDonald’s, Nirula's, DT Malls and other locations across Delhi NCR.

DilliDilSe.com takes a very different route from the regular fan community and team

sites during IPL 2. The site integrates bright and cheerful design elements, cutting edge

Ajax technologies, rich media flash content in the forms of games, tours and fan cards

and the best of Web 2.0 technologies including a social club with friends, videos,

photos, slogans, forums and short messages. Fans can interact with Gauti, Veeru, Amit,

as well as each other in new and unusual ways within a safe, fun-filled environment.

In describing the vision for the site Mansoor Siddiqi, Director of Integrated Marketing

at Coca-Cola India said that “we felt the Delhi Daredevils fans needed something in

62
addition to the regular channels of communication, to share their passion for the team

during the DLF-IPL season in a dynamic and interactive environment...and

DilliDilSe.com is our way to help them cheer the team on.”

Raja Choudhury, Managing Director of C3CUBE Multimedia said “the partnership

with Coca-Cola pushes the boundaries of what is possible in sports promotion in terms

of online presence, and we are excited to see the success of DilliDilSe.com as the Delhi

Daredevils shoot to the top of the league table.”

63
Raja Choudhury’s

Raja Choudhury is a Webby and Milia award-winning digital

design expert, architect and filmmaker. His talent for design

was first acknowledged in 1989 while still at University in

the UK, when he was awarded the Royal College of Arts Award for Computer

Graphics. After graduating from London's AA School of Architecture in 1992, he

founded Zone UK creating the acclaimed VID Zone music video kiosk network

introducing free touch screen multimedia kiosks to Tower Records, HMV Stores

and night clubs throughout London and described by Design Technology as “the

best public demo of multimedia ever.” In 1996 he was awarded the Milia d’Or at

Cannes for the design of UnZIP - the first music and lifestyle CD ROM

magazine, described by the Daily Express newspaper as the “future of

publishing.”

Raja migrated to the US in 1999 and set up his own digital consulting company C-3

creating cutting-edge web and multimedia projects for Sony, Softbank, BT Group,

Cohn & Wolfe, American India Foundation, Converseon, INTA and PBS Channel

Thirteen.

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In 2007, Raja relocated to India to raise his new family and set up C3CUBE in New

Delhi. In just 2 years the company has been responsible for designing numerous award-

winning multimedia brands including DilliDilSe.com and the Dilli Dil Se Kiosk

Network for Coca-Cola India and the Delhi Daredevils, OurWeddingDay.com (the

leading US wedding planning portal - Webby, W3, WMA winner),

CBCWorldwide.com (Webby winner) and JadeNYC.com (Adobe Site of the Day). He

also produced the highly acclaimed documentary film “Spirituality in the Modern

World” that was released through Amazon.com.

Raja lives between New Delhi and New York with his wife and daughter, blogs

regularly at NASSCOM Emerge Blog, has spoken at NASSCOM, OMCar and Tie New

Delhi events, is an executive member of Dr.Karan Singh’s India Forum Society and is

also a publisher of numerous spiritual DVDs and websites.

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Designing a multimedia kiosk

network
Recently, we worked with C3Cube Multimedia to build a kiosk network for Coca-Cola

India celebrating its sponsorship of the Delhi DareDevils, which is a team that

competed in the Indian Premier League (IPL). It provided an array of interesting

interactive, multimedia and social features, and was installed at 27 locations across

Delhi/NCR. Designing a multimedia kiosk network was an extremely challenging and

interesting job, and the challenge was compounded by the aggressive delivery timelines

required by the project.

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Here are some key features built for the kiosk network:

 Interactive multimedia games with real-time response

 Social networking features

 Integration with an on-kiosk camera

 Integration with bluetooth for upload and download of files at kiosks

Add to the above the need to monitor the kiosks and do software updates and

maintenance remotely on machines at scattered geographic locations, and we had a

very big task at hand.

These, in very short, were the constraints we worked under:

 We had to reuse a lot of components built for the web browser, for use in a

web-site. This meant the kiosk application had to be a ‘website’

 Deliver real-time or very quick response in the application ‘website’

 Integrate the kiosk application ‘website’ (running in the browser) with hardware

components like bluetooth and video camera on the kiosk

 Develop social features on the application which could only run off a remote

server.

The solution was designed and developed in just 50 days, and managed to wow most of

the 10000 users who used the kiosk.

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With this experience in the background, Mobicules is now capable of designing,

developing, deploying and maintaining rich kiosk multimedia applications and kiosk

management infrastructure.

Dillidilse kiosk working

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We as a management trainee were given the task to promote the cola-cola brand among

the people and observe the consumer behaviour, and motivate the delhiites to give

cheers to the delhi daredarevils team ,which was being sponsored by coca-cola.

The kiosk machines were installed at different locations where there is huge traffic and

crowd of people like McDonalds, Cyber-city mall, DT-Cinemas , Pind-Balluchi , and

Inox and many different locations like Bars and Restaurants.

We were indulged in talking to the visiting customers of these locations and interact

with them and tell and invite them about “what the kiosk is all about” and how they

could play games and grab the chance of winning lucky prizes which was to sponsored

by the coca-cola company.

They were asked to enter there mobile numbers on the touch-screen kiosk multimedia

with the help of specially designed keyboard .The kiosk multimedia was connected

with 2 Mbps airtel broadband internet connection. As the customers entered their

mobile numbers in the kiosk multimedia., instantly they received a Sms from Tm-coca

cola which consisted of an unique id number . Now they were asked to play some

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simple games which comprised of three stages, 1st stage and 3rd had three simple

questions related to history of Delhi and questions related to ipl matches .And more

interestingly 2nd stage was a simple but interesting game like zigsaw puzzle etc. and

many more. The games were really very interesting and visitors really enjoyed playing

games.

The project work which we were regarded to be done was the Brand Promotional

Activity of Coca-Cola, which was the sponsor of the Delhi Daredevils team, one of the

strongest team of the DLF IPL 2009. This activity was organized to make people

understand and attract to extremely newly designed multimedia kiosk, and to give their

valuable support and cheers to Delhi Daredevils team.

The Multimedia kiosk was designed by C3CUBE Multimedia and it has also deployed

both the website and a network of 27 multimedia touch-screen kiosks at prime

customer outlets such as McDonald’s, Nirula's , DT Malls and other locations across

Delhi NCR.

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This event was organized by Radio Mirchi 360 degree a ‘The Times of India Group’.

Also this project helped the management trainees, like us, to interact and analyze the

consumer behavior regarding this very new experiment of Multimedia Kiosk. There

were as many as 32 locations in Delhi NCR regions were this event was to take

place. And we were successful in attracting good number of people to Multimedia

Kiosk machine to play the kiosk games.

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ANALYSIS AND INTERPRETATION
Dillidil se kiosk network was installed at different locations in Delhi NCR ,like Inox,

McDonald’s, mega malls, pubs and bars and restaurants. Visitors at these were very

delighted with this new network machine which gave them to play some simple game

comprised some simple questions including history of Delhi and Dlf Ipl matches. The

visitors were excited in playing this game and gave an opportunity to grab some lucky

prizes sponsored by coca-cola. The visitors of different age groups including children,

adults(employed) students senior age group ,professional ladies and housewives) ,

different working areas professionals ,non-professionals students ,self-employed

peoples happened and felt exited in coming to the kiosk network to enjoy the services

provided by it.

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DATA ANALYSIS AND INTERPRETATION

As per the data collected from the different locations:

AGE GROUP PLAYING KIOSK GAMES

15-20 YEARS 15%
20-25 YEARS 25%
25-30 YEARS 30%
30-35 YEARS 20%
35 YEARS AND ABOVE 10%

10% 15%
20% 15-20 YEARS
20-25 YEARS
25-30 YEARS

25% 30-35 YEARS

35YEARSANDABOVE

30%

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CATEGORY OF VISITORS
STUDENTS 40%
PROFESSIONALS 30%
SELF-EMPLOYED 20%
HOUSE-WIVES 10%

10%
20% 40% STUDENTS
PROFESSIONALS
SELF-EMPLOYED
HOUSE-WIVES

30%

RESPONDENTS FEEDBACKS

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Q. 1- Have you used multimedia kiosk before?

30%

Yes
No

70%

Q. 2-Please rate the experience of using the Multimedia kiosk

2%
1%
0%
22%
very good
good
neither
bad
very bad

75%

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Q.3 Which feature of the Kiosk did you find most appealing?

10% 5%
5%
Gauti game
Juke Box
Meet the team
The Club

80%

Q. 4 The amount of time the consumer spent on the Kiosk?

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 3%
17% 0%
<2Minutes
Upto 5Minutes
More than5Minutes
Slice 4

80%

QUESTIONNAIRE

Respondent Information

Name:
Age: Gender: M/F
Occupation: Self-employed Professional Student Home-maker Retired
Email Id:

Feedback
Q. 1- Have you used multimedia kiosk before? Yes No

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 If yes , which location

Q. 2-Please rate the experience of using the Multimedia kiosk

Very Good Good Neither Bad Very Bad

Q.3 Which feature of the Kiosk did you find most appealing?
Gauti Game Juke Box Meet the team The Club

Q.4 What attributes of the Multimedia kiosk did you not find satisfactory?

Q.5 The amount of time the consumer spent on the kiosk

<2 Minutes Up to 5 Minutes More than 5 Minutes

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 BIBLIOGRAPHY

1 MAGAZINES REFERRED:
• SPORTS INDIA
• CRICKET WORLD
2WEBSITES REFFERED:
• www.google.com
• http://moneycontrol.msn.com
• www.thecocacolacompany.com
• www.besttoread.com
• www.dinesh.com

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