Strategy

Long-Term Growth Potential

There is a significant long-term growth opportunity for both the industry and our company. In terms of markets, commercial beverages represent approximately 70 percent of beverage consumption in the developed world, and we have a 14 percent volume share across cold and hot nonalcoholic beverages with a very small position in flavored alcohol beverages today.

In the developing and emerging world, only about 30 percent of beverage consumption is commercialized and our volume share position within that is about half of what it is in the developed world. The developing and emerging world represents 80 percent of the world’s population, with over 6 billion people.

As another way to think about it…

The world has billions of people living in it, and that population continues to grow, but only a small percentage of those people are consuming our beverages today. Even if we doubled the number of drinkers of our beverages over the next decade, there would still be plenty of headroom to grow for years to come.

Therefore, we believe there is compelling long-term growth potential across the world through growing the overall industry and continuing to gain share.

Note: Data on slide represents Top 40 countries
Source: GlobalData and internal estimates
Each person represents ~10 million people. TCCC Consumer metrics based on Weekly+ Drinkers

Loved Brands

Diversified and Optimized Brand Portfolio

We have the platforms to take advantage of this long-term growth opportunity through our diversified portfolio of beverages and brands. Our streamlined portfolio consists of a broad selection of organic brands, acquired brands, and partnerships, and presents a strong platform for innovation that will drive interest and consumption for both new and existing consumers.

Strong Global Value Share - #1 Position in 4 out of 5 Categories

We are always in pursuit of becoming an increasingly consumer-centric, total beverage company and we are building on solid foundations from the past. Today, we have a strong global position in all category clusters in nonalcoholic ready-to-drink (NARTD) beverages. However, outside of sparkling, our strong global position is primarily due to a solid presence in only a handful of markets. Therefore, we have a long runway in the majority of markets to gain leadership positions outside of sparkling.

Source for value share positions: Euromonitor

Focused on the Core + Experimenting in Adjacencies

It all starts with a strong core, and we remain laser-focused on strengthening that core through our advanced capabilities in marketing, innovation, revenue growth management and execution. But that does not limit our ability to intelligently experiment through thoughtful innovation, and purposeful shifts into adjacent categories. For example, we have made great progress with the expansion of Costa – now available in 40+ markets and 90+ market combinations – and Topo Chico Hard Seltzer, now available in 20+ markets, and holds the #5 spot in hard seltzer in North America. We continue to refine our “test and learn” approach as a company, always striving to remain consumer and customer-centric.

Pervasive Distribution

Our franchise business model has enabled us to develop a strong global footprint with a local touch in markets around the world. Today, we have approximately 225 bottling partners across more than 200 countries and territories and sell our brands in more than 20 channels within approximately 30 million customer outlets globally.

~$7 Billion System Capex

> 20 Channels

~30M Customer Outlets

~16M Cold-Drink Assets

Our Purpose

Refresh the World. Make a Difference.

Our company started in 1886 and grew with a purpose to refresh the world. This became refreshment not just in a physical sense but also in spirit, and not just to refresh people but also communities.

Today, we are a total beverage company. We’re present in almost every beverage category, and we have approximately 200 master brands. Over 700,000 people in our system help deliver those brands to customers and consumers every day. The Coca‑Cola Company’s purpose remains clear: To refresh the world and make a difference.

View The Purpose

Our Vision

Total Beverage Company

Our vision is to craft the brands and choice of drinks that people love, to refresh them in body and spirit. And done in ways that create a more sustainable business and better shared future that makes a difference in people’s lives, communities and our planet.

View The Vision

Growth Strategy

Pursuing Enhanced Topline Growth

As we continue our journey as a total beverage company, disciplined portfolio growth plays an integral role in that journey. This disciplined portfolio growth is reinforced through a constant focus on innovation, revenue growth management and improved execution – all supported by integrated brand-building. We believe executing and improving upon these initiatives forms the foundation to deliver strong results both today, and in the years ahead.

View Growth Strategy

Sustainability

Doing Business the Right Way and Making A Difference Through ESG

At The Coca-Cola Company, we strive to use our leadership to be part of the solution to achieve positive change in the world and to build a more sustainable future for our planet. We act in ways to create a more sustainable and better shared future. To make a difference in people’s lives, communities and our planet by doing business the right way. Our ESG agenda and initiatives are integrated into every part of our dual flywheel strategy, helping to drive growth while achieving our purpose as a company: to refresh the world and make a difference.

View Sustainability

Financials

Investing with Purpose and Agility to Create Value

In order to continue raising the performance bar within our organization, we are focused on investing in our people and our capabilities in order to leverage accelerating topline growth across four key pillars of financial performance: Resource Allocation, Margin Expansion, Asset Optimization, and Cash Flow Generation.

View Financials