We caught up with
As you look at the second quarter results and company performance in the first half of this year, what are your main takeaways?
To get a clear picture of
This quarter, we faced challenging macroeconomic conditions in several international markets where we own bottlers. While our reported revenues were down 5% primarily due to the impact of our refranchising efforts and foreign exchange headwinds, we grew organic revenues globally by 3% and, within our core operations, even better than that at 4%. In addition to this, profit was in line with our expectations.
So, once you clear out some of the fog from foreign exchange and changes driven by refranchising, you begin to see a clear outline of the company we are becoming. One that is focused on our core value creation model of building strong brands, enhancing customer value, and leading our franchise system. This is the engine of our future, and it is healthy and growing.
What is the status of the company’s refranchising efforts?
Simply put, we’re on track. Earlier this year we announced our commitment to refranchise 100 percent of our North American bottling territories by the end of 2017, in addition to accelerating our refranchising plans in international markets including China. Adjusting for these transactions, the percent of our 2015 volume sold through company-owned bottlers would have decreased from 18% to 3%, representing a significant transformation of the size and focus of our company.
Over the past few months, we successfully completed the
None of this would have been possible without the continuous investment and significant contributions of our Bottling Investments Group. When we’re finished, BIG will be smaller and more focused, but will remain a critical strategic growth enabler for our company.
Global volume was flat in the quarter and global sparkling volume declined. What is the company doing in response?
The outlook for sparkling should not be thought of as though the world is flat. We have been clear for a couple of years now that our primary focus is on growing revenue and profit ahead of volume. There are parts of the world where our strategy is to have more of a pricing-led approach, even if volumes are flatter. For example, in markets like North America, we are moving towards selling smaller packages instead of bigger packages. Thanks in large part to this strategy, our North America business had another strong quarter, reporting 4% organic revenue growth and the 25th consecutive quarter of value share gains in our industry. This is really good performance by our team in our flagship market. So clearly our segmented market strategy is working.
There are other parts of the world where, frankly, we were buffeted by the broader macroeconomic environment, such as China, Argentina and Venezuela. We had some concentrated declines in volume in a few places. But we’ve lived through cyclical downturns before and understand how to manage the business. It requires a disciplined approach to pricing relative to inflation and – where necessary – working aggressively to address consumer dynamics through adjustments in terms of affordability and new product innovation.
We also had other emerging markets like in Southeast Asia that continued to have strong growth in both total nonalcoholic ready-to-drink beverages and in sparkling. So we see a future where developed markets have much stronger growth in value – or dollars – and where emerging markets skew more to volume. But, in total, this all points to continued revenue growth for the sparkling category.
You now expect full-year 2016 organic revenues to grow 3%, which is lower than expected earlier in the year. Why is that and how is the company addressing it?
Our reduced expectation for organic revenue growth this year is driven primarily by international markets where we own bottling operations and are seeing broader macroeconomic challenges.
If you look at a market like China, we own a significant percentage of our bottling operations there. Because a bottler has about five times more revenue than our concentrate business, slowdowns in these markets disproportionately impact our revenues. So when the macroeconomic environment in a market like China weakens, it drives a lot of the difference we are seeing in our organic revenue growth of 3%.
That said, we are taking action in these markets to address this environment and remain focused on the long-term opportunities available. For example, in China, home to more than 1.4 billion consumers, we absolutely believe in the long-term opportunity that is available to us for growth.
It seems consumers are moving away from traditional sodas toward other beverages like water, tea, dairy and juices. How is the company positioned to capture that growth?
As markets grow and expand, it’s often the case that consumers desire, and have, far more choice in the array of available products in any given category. That is indeed true of beverages. However, it is worth saying that this expansion of variety does not equate to a decline in sparkling beverages. Sparkling continues to grow robustly in revenue terms in line with our segmented approach to growing revenues around the world. In fact, sparkling beverages remain the No. 1 driver of revenue growth for the entire nonalcoholic ready-to-drink beverage industry globally.
But we are also actively participating in the expansion of choice for consumers across the beverage industry. Since 2000, we’ve increased our business from about 10% of our volume coming from still beverages to almost 30% today. And just a decade ago, we were a company with only 10 brands generating more than $1 billion annually in retail sales. Today, we have doubled this to 20 brands. And, in our portfolio of billion-dollar brands, more than two-thirds are now still beverages such as juices, waters, coffees and teas. In fact, we are the world’s No. 1 still beverage company.
As we look ahead, we will continue to ensure we are innovating and adapting to offer products that are in line with – or even ahead of – where consumers are going. For example, we recently announced plans to acquire AdeS, the leading soy-based beverage brand in Latin America. And in the U.S. we invested in Suja, one of the country’s leading organic, cold-pressed juice brands, and fairlife, a premium, cold-filtered milk brand. And we continue to invest in growing exciting brands like
Given the headwinds in the sparkling beverage category, how are you going about growing the
We’re encouraged by our recent roll-out of our new "One-Brand" global marketing strategy that, for the first time ever, unites
This Q&A includes certain "non-GAAP financial measures" as defined under U.S. federal securities laws. Refer to our second quarter 2016 earnings release issued on July 27, 2016, available on the Company's website at www.coca-colacompany.com (in the “Investors” section), for full financial results and a reconciliation of non-GAAP financial measures.
This press release may contain statements, estimates or projections that constitute “forward-looking statements” as defined under U.S. federal securities laws. Generally, the words “believe,” “expect,” “intend,” “estimate,” “anticipate,” “project,” “will” and similar expressions identify forward-looking statements, which generally are not historical in nature. Forward-looking statements are subject to certain risks and uncertainties that could cause actual results to differ materially from The
# # #
More on Journey
- Coke CEO Muhtar Kent Advocates for Gender Equality at Women’s Forum in France
- Progress Report Reviews U.S. Beverage Companies’ Work to Cut Beverage Calories Per Person by 20 Percent by 2025
- Coca-Cola Executives Share Advice from Their Parents That Helped Get Them Where They Are Now
6 Questions with 3 Powerful Women:
Coca-ColaDirectors Share Insights With Employees
- 7 Reasons Why Coke’s Business in North America is Growing