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Coca Cola in India

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Coca Cola in India
Cultural Impact on Business: A Case Study on Coca Cola’s Cultural Issues in India admin August 20, 2012 Blog No comments

Socio Cultural barriers faced by coca cola in India

Coca – cola, the world’s largest selling soft drink company had established its strong presence in the world since 1886. Coca-Cola is the first international soft drink brand to enter the Indian market in the early 1970’s. Till 1977 Coca-Cola was the leading brand in India; later, due to FERA (Foreign Exchange Regulation Act), they left India and didn’t return till 1993. Coca-Cola had to face many issues regarding its quality, resource exploitation and market exploitation along with price-quality trade-offs. People all over India are challenging Coca-Cola for its abuse of water resource. Coca-Cola had affected both quality and quantity of ground water. Due to its waste extracts, Coca-Cola was criticized for polluting the nearby fresh water and ground water and soil; because of this issue, farmers are suffering from water scarcity. Despite all these social and cultural issues, customers are using Coca-Cola due to its strong brand reputation all over the world. This is because Indians are now using more soft drinks and the youngsters are more in this category. However, with many studies and policy changes, Coca-Cola will be able to establish its brand reputation and increase its market share in the near future.

This report is prepared from an organizational point of view. The point here is to prepare a report from a consultant point of view, as Coca-Cola has hired us to do a market study and analysis on the cultural factors the company is envisaged to face in the Indian Market. Read further to gain better understanding about the impact of culture on business processes and activities, and also on the business performance.
2. TERMS OF REFERENCE
Our company is the leading consultant in India which focuses on Indian market studies. We conduct market surveys on companies and their products.



References: 1. Robert Tannenbaum and Warren H. Schmidt, The continuum of Leadership Behavior. [online] Available at: http://www.stewart-associates.co.uk/leadership-models.aspx Accessed on 11th January 2011 2. PETER B. SMITH, MARK F. PETERSON and SHALOM H. SCHWARTZ, 2002. CULTURAL VALUES, SOURCES OF GUIDANCE, AND THEIR RELEVANCE TO MANAGERIAL BEHAVIOR – A 47-Nation Study. JOURNAL OF CROSS-CULTURAL PSYCHOLOGY, Vol. 33 No. 2, pp. 188-208 3. Lothar Katz, 2008. Negotiating International Business – India. [online] Available at: http://www.globalnegotiationresources.com/cou/India.pdf Accessed on: 11th January 2011 4. Detelin S. Elenkov and Ivan M. Manev, 2005. Top Management Leadership and Influence on Innovation: The Role of Sociocultural Context. Journal of Management, Vol. 31 No. 3, pp. 381-402 5. Hofstede, G., 2001. Culture’s consequences: Comparing values, behaviors, institutions, and organizations across nations. Thousand Oaks, CA: Sage. 6. Geert Hofstede, Cultural Dimensions of India, [online] Available at: http://www.geert-hofstede.com/hofstede_india.shtml Accessed on 11th January 2011 7. Casestudy.co.in, New Coke: A Classic Brand Failure, [online] Available at: http://casestudy.co.in/wp-content/uploads/2009/11/Classic_Failure_Coke.pdf Accessed on: 10th January 2011 8. SWAMINATHAN S ANKLESARIA AIYAR, 2001. What makes MNCs quit India. The Times of India, Published on: 4th November 2001, [online] Available at: http://timesofindia.indiatimes.com/business/india-business/What-makes-MNCs-quit-India/articleshow/1602986123.cms Accessed on: 11th January 2011

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