Marketing strategy of coca cola in vietnam,audio and video cutter software free download,free video maker online 2014 - Plans Download

With the global roll out of its one brand strategy, Coca-Cola is making its “biggest strategic change in the history of the company”, according to the brand’s CMO Marcos de Quinto. Any marketing activity will focus on the overall brand, without creating different personalities for its variants. The hope is that the new strategy will ensure the company can adapt more quickly to changing consumer needs. While the brand previously focused on emotional advertising, it is now keen to promote the benefits of its products too.
Initial figures suggest the one brand strategy has had a positive effect on sales in the UK. The brand’s one brand strategy seems to make sense from a consumer point of view, as it provides a more coherent branding message while also giving its other variants the opportunity to have their moment in the spotlight. Instead, the instant associations with the Coca-Cola master brand are those of its signature Coke – that it is sugary and unhealthy, which is a big problem.
The brand is also in the difficult position where it has to fight consumer trends in the soft drinks market, where an increasing number of people are turning away from carbonated drinks.
Last month, Coca-Cola  launched a bold shift in branding, called the “One Brand” strategy in 11 markets, starting with the U.K. The decision and launch is an important one for Coca-Cola, as it is for any marketer who manages a larger brand or product portfolio.
1. What is the overall brand promise and what type of brand relationship do you aspire to create with consumers? Coca-Cola’s overall brand promise had been about refreshment for the past century when seven years ago Coca-Cola moved away from refreshment because it had become a point of parity with competitors and began to focus on the emotional consumer territory of “open happiness.” For the launch of the one-brand strategy, the brand promise was slightly modified to “choose happiness” to emphasize the idea of options. To accomplish its growth strategy, Coca-Cola targets 30 drinking occasions and aspires to be part of consumer lives in these contexts. Competition is intense in the cola category, with shifting consumer preferences and significant retailer pressures.
Coca-Cola’s new “branded house” strategy creates value to consumers by simplifying the many brand promises to just one. Asking Smarter Questions is your go-to guide for the latest points of view, news, trends, insights, statistics and tools regarding data driven digital marketing.
Jennifer Healan, group director-Integrated Marketing Content at Coca-Cola, has come out to speak about the success of the company’s Super Bowl social strategy and resulting integrated marketing campaign, dubbed the Polar Bowl.


Yet its biggest challenge is not a marketing one but an industry one – how to overcome declining consumption amid growing concerns over sugar.
In practical terms, this means consumers won’t see any red Coke bottles without the others strategically placed in the same ad.
It will do this by making consumers more aware of its low- or no-calorie variants while strengthening the overall brand. Bobby Brittain, the brand’s CMO for the UK and Ireland cited Nielsen data showing that during the 52 weeks ending 25 December, Coke as a trademark grew in the UK.
Part of the motivation for it would appear to be so it can drive Coke Life, which has been a lot less successful,” says Robert Haigh, marketing and communications director at Brand Finance.
The strategy calls for a unification of marketing under the Coca-Cola master brand for all its product sub-brands, including Diet Coke, Coca-Cola Life, Coca-Cola Zero and regular Coke. Any major packaging change in the beverage category lives under the specter of the Tropicana debacle. David Aaker developed a spectrum that defines a continuum of strategies; at one end is the “House of Brands,” where each brand has its own brand identity, often representing a separate demographic, need, or occasion.
Thus, the single over-arching brand promise could reinforce Coca-Cola’s decision to move toward a “branded house” strategy.
These occasions guide the execution of its strategies and range from “gotta have it to go” to “family home meal.” Coca-Cola’s overall brand promise works across all these occasions, which makes a “branded house” strategy a strong option to drive trial and repeat consumption for the four sub-brands. A recent US Gallup poll showed that 63% of Americans avoid soda, which explains the ten-year decline in soda volume sales.
Consumers are not necessarily better off with more messages, more stories, more content, more brand promises and more choices. In the right situation, it can be a driver of value creation; but the benefits should be carefully weighted against the risks. The Polar Bowl consisted of two of Coke’s beloved polar bears hosting their own Super Bowl party on Facebook. When the Polar Bowl social strategy was launched, 9 million people engaged with them across various platforms. The consumer does not want to be told what to do, but presented with a conversation about things relevant to them.
Sales of Diet Coke and Coke Zero also increased, but Coke Life was the only variant to see a decline in sales.


Ironically, the one positive of Coke in recent years has been its marketing communications. Advertising the four products together under the Coca-Cola brand communicates the breadth of offerings from full-calorie to low-calorie or zero-sugar versions and helps clarify consumer choices, which is important when only five percent of consumers today know that Coca-Cola offers lower-calorie and sugar-free products.
But more broadly, consumers could be confused or alienated by the change in relative weight given to the product sub-brands: Will consumers who drank Diet Coke still choose it at the shelf when it is so heavily branded Coca-Cola? It is important to recognize that Coca-Cola does not compete against only other colas like Pepsi, but also other beverage and refreshment alternatives and even against non-consumption. Check out our new series to learn the best processes for finding efficiencies across your business. Even more compelling still, consumers spent an average of 2.5 minutes engaging with the bears and 28 minutes watching them. Dreaming up an integrated marketing strategy might seem far-fetched for brands smaller than Coke.
It also creates brand-building synergies by bundling all marketing spend on a single brand, while driving greater penetration and trial of the product sub-brands.
On the opposite end of the spectrum is the “branded house,” where all products are marketed under a single brand.
By moving to a “branded house” strategy, Coca-Cola provides retailers with additional incentive and marketing support to carry the full portfolio.  And as part of a larger business ecosystem, it becomes more difficult for some retailers such as Whole Foods to stop carrying Coca-Cola in favor of smaller emerging brands.
The strategy also creates value for Coca-Cola by driving higher penetration through trial and higher incidence of consumption for each of the four sub-brands, which increases overall share of occasion and share of market, and by bundling the overall marketing spend around just one brand, which creates greater share-of-voice. But the truth is, there are ways to integrate your marketing strategies so they complement each other and engage the consumer from every possible touch point.
Finally, it creates leverage, with major initiatives such as the new multimedia platform Coca-Cola Journey benefiting the overall portfolio. Many companies are leveraging master brands through line extensions and integrated marketing programs. Yet Coca-Cola is pushing the envelope the furthest in terms of building a more unified branding approach.



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