|Operating Groups||All Beverages||Sparkling Beverages||Still Beverages|
|2013 vs. 2012
|2013 vs. 2012
|2013 vs. 2012
|Eurasia & Africa
The Eurasia & Africa Group grew unit case volume by 7 percent in 2013, led by double-digit growth in Middle East & North Africa with solid growth across all business units despite challenging macroeconomic environments in some markets. In Russia, double-digit growth of brand Coca-Cola was fueled by our Olympic Games activations, highlighted by the longest-ever Olympic Torch Relay. Elsewhere, the launch of Coke Studio Africa™ in Kenya, Nigeria, Tanzania and Uganda on the back of continued success of the music platform in the Middle East and Pakistan; the success of the “Share a Coke” campaign in key markets such as South Africa and Turkey; and the expansion of our football platform Copa Coca-Cola to more than 30 countries ensured we continued to build brand love and relevant consumer connections. In 2013, we also empowered more than 100,000 women entrepreneurs in Eurasia & Africa as part of our global commitment to empower 5 million women across the Coca-Cola value chain by 2020.
In the face of ongoing macroeconomic uncertainty, particularly in southern Europe, the Europe Group saw a 1 percent decline in unit case volume in 2013. However, both sparkling and still beverages grew value share in 2013, and certain key markets reported volume growth, including Germany (+2 percent) and the Northwest Europe and Nordics (NWEN) Business Unit (+1 percent). A highlight was the successful implementation of “Share a Coke” in summer 2013, involving the printing of nearly 1 billion labels, carrying the 150 most popular names in more than 30 countries. Backed by a fully integrated marketing campaign, “Share a Coke” was warmly received by consumers, helping trademark Coca‑Cola generate 5 percent full-year volume growth in Germany, 1 percent full-year volume growth in NWEN and 7 percent immediate consumption volume growth in Iberia. The consolidation of the innocent brand juice and smoothie business further contributed to the group’s performance. The year also saw a high-profile focus on calorie management and well-being, along with widespread action to encourage consumers to enjoy active healthy lifestyles.
In the context of a very challenging 2013, the Latin America Group solidified its market share position and delivered on its financial commitments. These accomplishments were propelled by our enduring competitive advantages: First, the unique connection of the Latin America consumer with brand Coca‑Cola, further enabled this year by world-class brand and category advertising, affordable entry pack expansion and the launch of Coca‑Cola Life in Argentina and Chile. Second, our leading beverage portfolio, which was strengthened in 2013 by our expansion into the value-added dairy category in Mexico, among other initiatives. Third, our superior franchise system, which continues to enhance execution capability across the continent by leveraging synergies and sharing best practices. And finally, the engagement, passion and spirit of our team, committed to delivering on the promise of our 2020 Vision.
Our flagship market continues its focus on building strong brands, led by brand Coca‑Cola, creating customer value and building advantaged capabilities. In a difficult operating environment, we grew our market share across most beverage categories. Strong productivity enabled us to offset much of the commodity headwinds and, as those pressures ease, we will be well-positioned to increase our brand investment and accelerate profitable growth. Coca‑Cola Zero volume grew for the eighth consecutive year, while package diversification helped us add more than a million new households to the Coca‑Cola brand. The POWERADE, Simply, Dasani and NOS brands all delivered strong growth, and our multi-brand tea portfolio (Honest Tea, Gold Peak, Fuze) had double-digit growth, as did ZICO coconut water and illy coffee. Finally, we have taken a significant step in our efforts to strengthen the franchise system in North America by announcing our intent to grant additional territories to five existing and two new U.S. bottling partners.
The Pacific Group delivered 3 percent unit case volume growth in 2013. India reported 4 percent unit case volume growth, led by growth of 18 percent in brand Coca-Cola and 5 percent in brand Sprite. India’s growth reflects the impact of strong integrated marketing campaigns and continued expansion of packaging choices to consumers. Japan delivered 1 percent unit case volume growth, with Sprite, Minute Maid™ and Ayataka™ each growing by double digits. Aquarius™, Japan’s No. 1 sports drink, was selected as the official drink for the 2020 Summer Olympic Games in Tokyo. China’s unit case volume grew 3 percent, with impactful campaigns such as “mini me” and “Share a Coke,” while engaging teens and renewing focus on execution, which produced balanced growth across sparkling and still beverages. The group also benefited from strong 25 percent unit case volume growth in Vietnam and 9 percent unit case volume growth in Thailand.
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In 2013, the Bottling Investments Group (BIG) saw continued improvement across our markets. After excluding the impact of structural changes, unit case volume grew 4 percent for the year. The group’s unit case volume growth was led by China, India and Vietnam. We continued a multiyear trend of market share gains in nonalcoholic ready-to-drink beverages across most of our markets in the group. 2013 was a year of significant change in the footprint of BIG. We combined our bottling operations in Brazil with an independent bottling partner, and we sold a majority ownership interest in our Philippine bottling operations to Coca-Cola FEMSA. We opened a new bottling plant in Myanmar as part of our planned $200 million investment in the country over the next five years. Coca-Cola is now being produced locally in Myanmar for the first time in more than 60 years. As in prior years, we remained focused on the core strategies that will deliver long-term sustainable growth, develop future leaders of our business, perpetuate a culture of continuous improvement and accountability, and validate our social license to operate in our markets.