Schweppes

Cadbury Schweppes

Sujets

• Documents
• Education
• Cours

Informations

• Publié par: porthos
• Nombre de lectures: 163
• Langue: Français
• Poids de l'ouvrage: 7 Mo

Extrait

Morgan Stanley Global Consumer Conference Todd Stitzer 3 November, 2004 Changing Times, Constant Values AGENDA • Advantaged business model • Update on progress against goals and priorities 3Long Established Brands 1927 1871 1885 1783 1824 1905 1905 4Portfolio Development • Business significantly strengthened through M&A • Acquired ­ Snapple (2000) ­ Hollywood  (2000)             ­ Orangina  (2001) ­ Dandy  (2002) ­ Adams  (2003) • Sold ­ Beverage operations  in over 160 countries (1999) 5Strong Positions in all Geographies and Product Categories EMEAN.America Share (%) Share (%) CS 10.3%Hershey 23.0% Nestle 10.1%Mars 19.9% Mars 8.0%Wrigley 5.7% Ferrero 7.3%Nestle 5.3% #1 and #2 share positions in top  confectionery markets Kraft 7.1%CS 5.2% Wrigley 4.4% Chocolate 14 Sugar 15 Latin.America Asia PacificShare (%) Gum Share (%)29 CS 16.4% Lotte 11.5% Total Confectionery 23Nestle 8.6% CS 8.8% Kraft 4.3% Meiji 5.0% Mars 2.8% Nestle 4.5% Hershey 2.7% Mars 3.9% Wrigley 1.8% Perfetti 3.7% 6Source: Euromonitor 2003/2002Multi-Category Participation Key Markets Chocolate Sugar Gum UK France Spain Poland S.Africa US Canada Mexico Brazil Australia Japan Thailand India 7 Asia Pac Americas EMEAFocusing our Beverage Investments • Focus on Americas, Europe, Australia Sales Contribution by Product 100% • Acquisitions  broadened product  still portfolio in scale markets 80% still • CSD positions: Number 2 60% ­ France, Australia 40% carbonate • CSD positions: strong number 3: carbonate ­20% US, Mexico, Canada, Spain  0% 1997 2003 8Advantaged Business Model • Attractive and growing markets • Expandable consumption • Strong positions • Impulse categories less exposed to retail consolidation • High barriers to entry Attractive and Resilient Returns 9Organisational Change • Comprehensive structural and leadership change • Consolidated operational structure • Increased scale of each regional operating unit • Separated supply chain management from commercial  management 10