We craft meaningful brands and a choice of drinks that people love and that refresh them in body and spirit.
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. This has three connected pillars:
We craft meaningful brands and a choice of drinks that people love and that refresh them in body and spirit.
We 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 invest to improve people’s lives, from our employees to all those who touch our business system, to our investors, to the broad communities we call home.
Loved Brands
Disciplined Portfolio Growth
As we continue our journey as a total beverage company, building loved brands through disciplined portfolio growth plays an integral role in that journey. Disciplined portfolio growth 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 today and in the years ahead.
(a) Fresca Mixed is produced by Constellation Brands in the United States; Topo Chico Ranch Water Hard Seltzer is produced by Molson Coors in the United States
(b) TCCC has an equity investment in Monster Beverage Corporation
Powerful Partnerships with Our Bottling System
Over the past several years, we have undergone a tremendous transformation in refranchising the majority of our company-owned bottling operations. Through the refranchising process, we have strengthened the system with great partners who are committed to excellence in the markets that they serve. These partners are strategically aligned to execute and support the vision and are creating sustainable long-term value for the system.
Refranchising Transformational Benefits
- Sharper focus on value over volume
- Aligned financial incentives to drive better decision making
- Gaining efficiencies through scale and improved supply chains
- Leverage best-in-class capabilities
- Stronger execution across global system
Done Sustainably
We 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. Across the globe and around the clock, we never stop working to give people the drinks they want and to improve the world we all share.
Growing While Reducing Our Footprint
We've committed to clear goals on where we strive to be in terms of being water-neutral and more efficient in our use of water, reducing our carbon footprint and reducing packaging waste. We see this as an integral part of the strategy. It's not an adjunct. It's doing things at the same time.
(a) Includes select primary consumer packaging materials
(b) Since 2015 toward a 25% science-based reduction target by 2030
Circular Economy Solves for Zero Waste and Lower Carbon Footprint
We are preparing our system for the future, with a flexible packaging portfolio, as well as building a circular-economy approach to reclaiming and reusing plastic. We believe in a circular economy. Plastic will be a part of it, but we are continuously, relentlessly innovating in packaging, and we try to anticipate where the consumer is going. We think the future of packaging means more choice in the portfolio, not one "best" bottle.
For a Better Shared Future
We invest to improve people’s lives, from our employees to all those who touch our business system, to our investors, to the broad communities we call home.
Creating Value for Customers Big and Small
We’ll bring brands and programs that become key parts of our customers’ growth agendas, delivered with best-in-class execution. We’ll engage them in joint efforts for a more sustainable future.
For example, we’re strengthening our competitive advantage by making better, more informed decisions, and we’re making them faster… translating data into insights, and insights into actions. These insights equip our customers with a new view on how to create value in the beverage category. This kind of collaboration helps drive results, making the Coca-Cola system the largest driver of incremental retail value growth globally across the CPG space.
(a) Kantar Household Panel; YTD Q3 2022 vs 2021
(b) Nielsen; moving annual total for November 2022 vs 2021
(c) Comparison vs 2017
(d) Savings over the past 5 years
Acting With a Growth Mindset
We nurture a culture with a passion to refresh the world. We make a difference. This includes inspiring and supporting the growth of our people, service to our communities and constantly shaping a more sustainable business. We embrace a growth mindset and believe in continuous learning to improve our business and ourselves. We value how we work as much as what we achieve. Acting with a growth mindset is the part of our culture that is most needed to create the future. This is an expansive approach to what’s possible and the essential animating force to building a better future. The behaviors we focus on using every day are being:
Empowered
We take accountability, and we take action. It’s not a free-for-all – we need consideration and prioritization. But it’s a bias for feeling empowered and doing.
Inclusive
We have an incredibly diverse network of employees, partners and operating environments around the globe. We’ll draw on this talent and experience to improve our ideas. The crucible of creativity is marrying individual thought with great team interactions.
Agile
In a fast-moving, omni-everything world, most of what we do should prioritize learning fast and taking a more iterative, real-world-tested approach (a.k.a., version 1.0, 2.0, 3.0).
Curious
This is the starting point, whether it’s about the consumer or customers or a partner in our system, or even the world around us. It’s exploring, understanding, connecting, imagining, wondering about how it could be better or different. It connects to our heritage of believing, as Robert Woodruff once said, that “the future belongs to the discontented.”