KO the Coca Cola Company TCCC 2015 Back to School (FINAL)

8/20/2019 KO the Coca Cola Company TCCC 2015 Back to School (FINAL)

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St

JamePresident & Chief Op


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This presentation may contain statements, estimates or projections that constitute “forward-looking statements” as defined under U.S. federal securiti

“believe,” “expect,” “intend,” “estimate,” “anticipate,” “project,” “will” and similar expressions identify forward-looking statements, which generally ar

Forward-looking statements are subject to certain risks and uncertainties that could cause actual results to differ materially from The Coca-Cola Compa

our present expectations or projections. These risks include, but are not limited to, obesity concerns; water scarcity and poor quality; evolving consume

competition and capabilities in the marketplace; product safety and quality concerns; perceived negative health consequences of certain ingredients, s

and biotechnology-derived substances, and of other substances present in our beverage products or packaging materials; increased demand for food p

agricultural productivity; changes in the retail landscape or the loss of key retail or foodservice customers; an inability to expand operations in emergin

fluctuations in foreign currency exchange rates; interest rate increases; an inability to maintain good relationships with our bottling partners; a deteriorfinancial condition; increases in income tax rates, changes in income tax laws or unfavorable resolution of tax matters; increased or new indirect taxes

major markets; increased cost, disruption of supply or shortage of energy or fuels; increased cost, disruption of supply or shortage of ingredients, other

materials; changes in laws and regulations relating to beverage containers and packaging; significant additional labeling or warning requirements or lim

our products; an inability to protect our information systems against service interruption, misappropriation of data or breaches of security; unfavorable

in the United States; unfavorable economic and political conditions in international markets; litigation or legal proceedings; adverse weather conditions

our brand image and corporate reputation from negative publicity, even if unwarranted, related to product safety or quality, human and workplace righ

changes in, or failure to comply with, the laws and regulations applicable to our products or our business operations; changes in accounting standards;

overall long-term growth objectives; deterioration of global credit market conditions; default by or failure of one or more of our counterparty financial

timely implement our previously announced actions to reinvigorate growth, or to realize the economic benefits we anticipate from these actions; failur

of the anticipated benefits of our strategic relationships with Keurig Green Mountain, Inc. and Monster Beverage Corporation; an inability to renew col

on satisfactory terms, or we or our bottling partners experience strikes, work stoppages or labor unrest; future impairment charges; multi-employer plafuture; an inability to successfully integrate and manage our Company-owned or -controlled bottling operations; an inability to successfully manage the

consequences of our productivity initiatives; global or regional catastrophic events; and other risks discussed in our Company’s filings with the Securitie

(SEC), including our Annual Report on Form 10-K for the year ended December 31, 2014 and our subsequently filed Quarterly Reports on Form 10-Q, w

the SEC. You should not place undue reliance on forward-looking statements, which speak only as of the date they are made. The Coca-Cola Company u

publicly update or revise any forward-looking statements.

Forward-Looking Statements

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Agenda

• Abundant opportunity

• Strategic initiatives

• Restoring momentum

• Transforming our bus

• Stronger core assets and

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in MiddleClass Growth

million*

in PersoConsum(PCE) Gr

Abundant Opportunity In A High-Growth Industry

*Projected growth 2015 – 2020. NARTD excludes white milk and bulk water.4

Source: Euromonitor and internal estimates

Source: IHS Inc. Source: IHS Inc.

billion*

NARTD Retail Value Growth

Source: Internal estimates


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DisciplinedInvestments

StreamlineOrganization

AggressiveProductivity

Core BuMo

SegmentedMarket Roles

Strategic Initiatives To Restore Momentum And Transform Our Bus


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Core BuMo


Restoring Momentum

• Eliminate costs and redirect resources to value-creating activities

• Standardize and streamline processes to speed decision making

• Disciplined investment framework to create value and restore momentum


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Quality & Quantity of Marketing

Quality

M e d i a S p e n d i n g

GreatGood

H i g h

L o w

• Improving value share tren

operating group

• Improving price elasticity

• Strong performance of bra

in China

Disciplined Investment Framework Showing Early Signs Of Progress

Note: Based on Q2 2015 operating results


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Core BuMo





Transforming Our Business

• Revenue growth strategies tailored to segmented market roles

• Focus system on core strengths and capabilities

• Concentrate driven organization (less capital intensive with higher returns)


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Revenue Growth Management Not A “One Size Fits All” Approach

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N A R T D

V o l u m e G r o w t h

NARTD Market Share

Emerging Marketshigh industry growth, low market share

Developing Marketshigh industry growth, high market share

Developed Markets

low industry growth, varied market share

Price Realization Led

Volume LedBalanced Volume

and Price Realization


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Continuing To Strengthen Our System In Key Markets

Global System

Investments

N o r t h A m

e r i c a

Right Execution Daily

I n d o n e s i a

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21st Century BeveragePartnership Model

Coca-Cola

Beverages Africa

Coca-Cola

Amatil Indonesia

• Creates competitively advantaged model

tailored to the U.S. market

• Roadmap to retain ~ 1/3 of the U.S.

bottler-delivered business by end of 2017

• Creates the largest African Coca-Cola

bottler (10th largest worldwide)

• Greater choice, availability and value t

capture the tremendous opportunity

• Joint venture to capture growth in this

fast-growing emerging market

• Population of more than 250 million (4th

largest population in the world)

Coca-ColaEuropean Partners

• Creates the largest independent Coca-C

bottler based on net revenues

• Increases scale and flexibility across

Western Europe


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Stronger Core Assets And Capabilities

GREATMARKETING SUEXE

DYNAMIC

BRANDPORTFOLIO

• Disciplined portfolio

decisions

• Expand consumption

occasions

• Quality

• Quantity

• Strategy

• Unpara

distribu

• Capabi

investm

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Q&A

Documents

KO the Coca Cola Company TCCC 2015 Back to School (FINAL)