Internati

onal
Marketin
g
Manage
ment
Teammates:
Chen Shabo
Han Jing
Feng Huimin
Jiao Yucong
Tang Shenlan
Yang Chao
Soweb Salehin

Country NOTEBOOK

Professor Jens
Graff
 Marketing Plan
--Exporting Bubble Buzz in China
Executive Summary

The following marketing plan forms the basis for the introduction of an

innovative new product by the Coca-Cola Company to the Chinese market.

With the fastest growth of GDP in the global economic recession

background, China is now attracting more and more foreign investment.

The rising purchase power of middle-class Chinese is slowly emerging as

the most desirable target market in the international arena. Our analysis

will allow us to outline the best strategies for the achievement of the

company’s strategic goals in the biggest country in the Far East. “Bubble

Buzz” will be marketed as a unique functional drink while striving to

reinforce the company’s status as the leader in innovation and successful

product launches. The marketing strategies will enable to reach a market

size of an estimated 8,688,300 people (targeted) with a forecasted sales

growth prospect of 7.3% over the next 4 years ($243,029.47 profits), while

satisfying the needs of the still-unserved Chinese market for ready-to-

drink bubble tea. Success will be reflected by a sizeable capture of market

shares within this market, while strategically carrying the company up to

the top spot as the market leader in the functional drinks segment of soft

drinks.
Cultural Analysis

I. Introduction

For centuries China stood as a leading civilization, outpacing the rest of

the world in the arts and sciences, but in the 19th and early 20th
centuries, the country was beset by civil unrest, major famines, military
defeats, and foreign occupation. After World War II, the Communists
under MAO Zedong established an autocratic socialist system that,
while ensuring China's sovereignty, imposed strict controls over
everyday life and cost the lives of tens of millions of people. After 1978,
MAO's successor DENG Xiaoping and other leaders focused on market-
oriented economic development and by 2000 output had quadrupled.
For much of the population, living standards have improved
dramatically and the room for personal choice has expanded, yet
political controls remain tight.

II. Geographical Setting

A. Location:

Eastern Asia, bordering the East China Sea, Korea Bay, Yellow Sea,
and South China Sea, between North Korea and Vietnam
B. Climate:

extremely diverse; tropical in south to subarctic in north

C. Topography

world's fourth largest country (after Russia, Canada, and US); Mount
Everest on the border with Nepal is the world's tallest peak

I. Social Institutions

A. Family

Family is the most important institution in China. Family consists of

nuclear family unit in urban areas and extensive forms in rural places

B. Education
 Literacy rate:
Total population: 90.9%
Male: 95.1%
Female: 86.5% (2000 census)
Education expenditures:
1.9% of GDP (1999)

C. Political System

Chinese Communist Party or CCP [HU Jintao]; eight registered small

parties controlled by CCP

Chief of state: President HU Jintao (since 15 March 2003); Vice

President XI Jinping (since 15 March 2008)

Head of government: Premier WEN Jiabao (since 16 March 2003);

Executive Vice Premier LI Keqiang (17 March 2008), Vice Premier HUI
Liangyu (since 17 March 2003), Vice Premier ZHANG Deijiang (since 17
March 2008), and Vice Premier WANG Qishan (since 17 March 2008)

Cabinet: State Council appointed by National People's Congress

Elections: president and vice president elected by National People's

Congress for a five-year term (eligible for a second term); elections last
held 15-17 March 2008 (next to be held in mid-March 2013); premier
nominated by president, confirmed by National People's Congress

Election results: HU Jintao elected president by National People's

Congress with a total of 2,963 votes; XI Jinping elected vice president
with a total of 2,919 votes

D. Legal System

Based on civil law system; derived from Soviet and continental civil
code legal principles; legislature retains power to interpret statutes;
constitution ambiguous on judicial review of legislation; has not
accepted compulsory ICJ jurisdiction
I. Religion and Aesthetics

A. Religion and other belief systems

Daoist (Taoist), Buddhist, Christian 3%-4%, Muslim 1%-2%

B. Aesthetics

Traditional Chinese art including painting, dancing, music, calligraphy

and paper cutting art
I. Living Conditions

A. Diet and Nutrition

Regional cultural differences vary greatly within China, giving rise to

the different styles of food across the nation. Traditionally there are
eight main regional cuisines, or Eight Great Traditions Anhui,
Cantonese, Fujian, Hunan, Jiangsu, Shandong, Sichuan and Zhejiang.
Sometimes four of the Eight Great Traditions are given greater
emphasis, and are considered to be the dominating culinary heritage
of China. They are notably defined along geographical lines: Sichuan
(Western China), Cantonese (Southern China), Shandong (Northern
China), as well as Huaiyang Cuisine (Eastern China), a major style
derived from Jiangsu cuisine and even viewed as the representation of
that region's cooking.
In modern times, Beijing cuisine and Shanghai cuisine on occasion are
also cited along with the classical eight regional styles as the Ten Great
Traditions. There are also featured Chinese Buddhist cuisine and
Muslim sub-cuisines within the greater Chinese cuisine, with an
emphasis on vegetarian and halal-based diets respectively.

B. Clothing

Traditional Chinese clothing is broadly referred to as hanfu with many

variations such as traditional Chinese academic dress. Depending on
one's status in society, each social class had a different sense of
fashion. Most Chinese men wore Chinese black cotton shoes, but
wealthy higher class people would where tough black leather shoes for
formal occasions. Very rich and wealthy men would wear very bright,
beautiful silk shoes sometimes having leather on the inside. Women
would wear bright, silk coated Lotus Shoes under their foot bound feet.
Men shoes were mostly less elaborate then women's.

C. Recreation, sports, and other leisure activities

Martial arts and Taichi are the most popular activities in China. You can
always enjoy the centuries-old culture of ancient cities as Xi’an, Beijing
or the vitality of metropolis such as Shanghai and Guangzhou. Ping
pong ball is the national sports of Chinese, inside street parks, on
campus, or even in people’s private houses, you will see table tennis
facilities everywhere.

I. Language

A. Official Language

Standard Chinese or Mandarin (Putonghua, based on the Beijing

dialect)
B. Spoken versus written languages

Yue (Cantonese), Wu (Shanghainese), Minbei (Fuzhou), Minnan

(Hokkien-Taiwanese), Xiang, Gan, Hakka dialects, minority languages
(see Ethnic groups entry)

ECONOMIC ANALYSIS

I. Introduction

China's economy during the past 30 years has changed from a

centrally planned system that was largely closed to international trade
to a more market-oriented economy that has a rapidly growing private
sector and is a major player in the global economy. Reforms started in
the late 1970s with the phasing out of collectivized agriculture, and
expanded to include the gradual liberalization of prices, fiscal
decentralization, increased autonomy for state enterprises, the
foundation of a diversified banking system, the development of stock
markets, the rapid growth of the non-state sector, and the opening to
foreign trade and investment. Annual inflows of foreign direct
investment rose to nearly $84 billion in 2007. China has generally
implemented reforms in a gradualist or piecemeal fashion. In recent
years, China has re-invigorated its support for leading state-owned
enterprises in sectors it considers important to "economic security,"
explicitly looking to foster globally competitive national champions.
After keeping its currency tightly linked to the US dollar for years,
China in July 2005 revalued its currency by 2.1% against the US dollar
and moved to an exchange rate system that references a basket of
currencies. Cumulative appreciation of the renminbi against the US
dollar since the end of the dollar peg was more than 20% by late 2008,
but the exchange rate has changed little since the onset of the global
financial crisis. The restructuring of the economy and resulting
efficiency gains have contributed to a more than tenfold increase in
GDP since 1978. Measured on a purchasing power parity (PPP) basis
that adjusts for price differences, China in 2008 stood as the second-
largest economy in the world after the US, although in per capita terms
the country is still lower middle-income. The Chinese government
faces numerous economic development challenges, including: (a)
strengthening its social safety net, including pension and health
system reform, to counteract a high domestic savings rate and
 correspondingly low domestic demand; (b) sustaining adequate job
growth for tens of millions of migrants, new entrants to the work force,
and workers laid off from state-owned enterprises deemed not worth
saving; (c) reducing corruption and other economic crimes; and (d)
containing environmental damage and social strife related to the
economy's rapid transformation. Economic development has been
more rapid in coastal provinces than in the interior, and approximately
200 million rural laborers and their dependents have relocated to
urban areas to find work - in recent years many have returned to their
villages. One demographic consequence of the "one child" policy is
that China is now one of the most rapidly aging countries in the world.
Deterioration in the environment - notably air pollution, soil erosion,
and the steady fall of the water table, especially in the north - is
another long-term problem. China continues to lose arable land
because of erosion and economic development. In 2007 China
intensified government efforts to improve environmental conditions,
tying the evaluation of local officials to environmental targets,
publishing a national climate change policy, and establishing a high
level leading group on climate change, headed by Premier WEN Jiabao.
The Chinese government seeks to add energy production capacity
from sources other than coal and oil. In late 2008, as China
commemorated the 30th anniversary of its historic economic reforms,
the global economic downturn began to slow foreign demand for
Chinese exports for the first time in many years. The government
vowed to continue reforming the economy and emphasized the need
to increase domestic consumption in order to make China less
dependent on foreign exports for GDP growth in the future.

II. Population

A. Total Population

1,338,612,968 (July 2009 est.)

B. Population Growth Rate

0.655% (2009 est.)

I. Economic statistics and activity

A. GNP or GDP
GDP (purchasing power parity):

$7.992 trillion (2008 est.)

Country comparison to the world: 3

$7.332 trillion (2007 est.)

$6.489 trillion (2006 est.)

note: data are in 2008 US dollars

GDP (official exchange rate):

$4.327 trillion (2008 est.)

GDP - real growth rate:

9% (2008 est.)

Country comparison to the world: 17

13% (2007 est.)

11.6% (2006 est.)

GDP - per capita (PPP):

$6,000 (2008 est.)

Country comparison to the world: 133

$5,500 (2007 est.)

$4,900 (2006 est.)

note: data are in 2008 US dollars

GDP - composition by sector:

Agriculture: 11.3%

Industry: 48.6%

Services: 40.1% (2008 est.)

B. Surface Transportation
Airports:

482 (2009)

Country comparison to the world: 15

Pipelines:

Gas 28,132 km; oil 20,204 km; refined products 9,746 km (2008)

Railways:

Total: 77,834 km

Country comparison to the world: 3

Standard gauge: 77,084 km 1.435-m gauge (24,433 km electrified)

Narrow gauge: 750 km 0.750-m gauge (2008)

Roadways:

Total: 1,930,544 km

Country comparison to the world: 3

Paved: 1,575,571 km (includes 41,005 km of expressways)

Unpaved: 354,973 km (2005)

Waterways:

110,000 km navigable (2008)

Country comparison to the world: 1

Merchant marine:
C. Inflation rate

5.9% (2008 est.)

Country comparison to the world: 99

4.8% (2007 est.)

D. Principal Industries

Mining and ore processing, iron, steel, aluminum, and other metals,
coal; machine building; armaments; textiles and apparel; petroleum;
cement; chemicals; fertilizers; consumer products, including footwear,
toys, and electronics; food processing; transportation equipment,
including automobiles, rail cars and locomotives, ships, and aircraft;
telecommunications equipment, commercial space launch vehicles,
satellites

E. Foreign Investment

40.5% of GDP (2008 est.)

Country comparison to the world: 4

F. International Trade Statistics

Current account balance:

$426.1 billion (2008 est.)

country comparison to the world: 1

$371.8 billion (2007 est.)

Exports:

$1.435 trillion (2008 est.)

Country comparison to the world: 3

$1.22 trillion (2007 est.)

Exports - commodities:

Electrical and other machinery, including data processing equipment,

apparel, textiles, iron and steel, optical and medical equipment

Exports - partners:

US 17.7%, Hong Kong 13.3%, Japan 8.1%, South Korea 5.2%, Germany
4.1% (2008)

Imports:
$1.074 trillion (2008 est.)

country comparison to the world: 4

$904.6 billion (2007 est.)

Imports - commodities:

Electrical and other machinery, oil and mineral fuels, optical and
medical equipment, metal ores, plastics, organic chemicals

Imports - partners:

Japan 13.3%, South Korea 9.9%, US 7.2%, Germany 4.9% (2008)

Reserves of foreign exchange and gold:

$1.955 trillion (31 December 2008 est.)

country comparison to the world: 1
$1.534 trillion (31 December 2007 est.)
G. Exchange Rate

Renminbi yuan (RMB) per US dollar - 6.9385 (2008 est.), 7.61 (2007),
7.97 (2006), 8.1943 (2005), 8.2768 (2004)
H. Labor Force

Agriculture: 43%
Industry: 25%
Services: 32% (2006 est.)
I. Unemployment Rate

4% (2008 est.)
Country comparison to the world: 46
4% (2007 est.)
note: official data for urban areas only; including migrants may boost
total unemployment to 9%; substantial unemployment and
underemployment in rural areas

Marketing Plan

Brief description of the company

The Coca-Cola Company’s core

undertaking is to benefit and refresh

everyone it reaches. Founded in 1886, we are the world’s leading

manufacturer, marketer, and distributor of non-alcoholic beverage

concentrates and syrups, which are used to produce nearly 400 beverage

brands that make up for our wide portfolio. Our corporate headquarters

are established in Atlanta, and we are holding local operations in over 200

countries around the world. Our activities cover all sectors of the

beverage industry. We are the second leading player in functional and

Asian specialty drinks, while ranking number one in value for the ready-to-

drink tea sector

New product & strategic role in the future position of the

company

“Bubble Buzz” will be a bottled beverage and will be positioned as the

only ready-to-drink Bubble Tea product available on the market. The

beverage will have a green tea base with enhanced fruit flavors (passion

fruit, strawberry and lime) as well as tapioca pearls. It will bring an

entirely unique drinking experience to its consumers. It will present

itself as a funky and unusual alternative to traditional tea while

providing the great taste of authentic fruit juice in an attractive and

convenient packaging. The strategic role of Bubble Buzz for The Coca-

Cola Company is centered on three objectives:

To stay at the forefront as the market leader in innovative product

introductions and successful product launches;

To strengthen and satisfy the needs of the more adventurous

Generation Y consumers with a new eye-catching and Functional

product;

To become the market leader in the functional drinks segment with

increased market shares.

The objectives of the marketing plan are strategically centered around 3

criteria: to create a strong consumer awareness towards a completely new

bubble tea product from Coca-Cola in Chinese market, to establish a wide

brand recognition through the capture of market shares in the functional

drinks segment, and to become the top market leader in China within the

forecasted sales figures.

PRODUCT STRATEGY

The core

○ Bubble Tea beverage in a pre-bottled, ready-to-drink format.

The actual product

○ Packaging and labeling: see figure below

○ Branding: colorful, aspect of play, round shaped, prominent Bubble
Buzz logo written in modern font, catchphrases such as “Think outside
the Bubble” and “Get Your Buzz”.
○ Trade name: Bubble Buzz™, a Coca-Cola product
○ Brand personality: energy, funky, cool, functional, original, funny,
healthy, etc.
○ Brand equity: Coca-Cola provides a quality, consistent, innovative and
accessible soft drink reputation.
Augmented product

○ Nutritional information, Status (social drink), Features promoting the

website, Health benefit of a green tea base (ref.17)

Marketing considerations
○ Product life cycle: Bubble Buzz is a low-learning product. With a

strong marketing campaign, “sales [will] begin immediately and the

benefits of the purchase are readily understood”. Since Bubble Buzz is

prone to product imitation, Coca-Cola’s strategy is to broaden

distribution quickly, which is currently feasible thanks to the company’s

high manufacturing capacity.

○ Product class: Food & beverage  Soft Drinks  Functional Drinks

(refer to Appendix D2 for a break-down of the functional drinks

market).

○ Bubble Buzz follows the practice of product modification: Coca-Cola

is introducing an existing beverage (bubble tea) but redefines the drink

with a new, more convenient package. Bubble Tea will now become a

widely available drink in multiple retailing (distribution) channels.

PRICE STRATEGY

The price strategy that will be undertaken should consider the following

aspects:

1. Consumer demand
2. The product lifecycle
3. Potential substitutes
Customer demand

Customer demand is a crucial factor which is driven by tastes, income and

availability of others similar products at a different price (mentioned later

in the potential substitutes section). For a lot of consumers, value and

price are highly related: ‘’the higher the price, the higher the value’’.

Consequently, Coca-Cola’s intention to position Bubble Buzz as a unique,

innovative and attractive product gives it a certain control over Bubble

Buzz price. To be able to implement higher pricing though, the

minimization of the non-monetary costs to

customers should also be include along with

awareness of the product (notably by

advertising) and value (benefits) .

The product lifecycle

The company should take advantage also to the fact that the newer the

product and the earlier in its lifecycle the higher the price can usually be.

It ensures a high profit margin as the early adopters buy the product and

the firm seeks to recoup development costs quickly and it also brings a

certain prestige to the product.

Potential substitutes

Coca-Cola is constrained by the monopolistic market in which it competes.

The main characteristic however is product differentiation.

PROMOTION STRATEGY

Objectives:

• To initiate strong awareness about the launch of Bubble Buzz

throughout the Chinese consumers age 15-29 which is generally
referred to as “after 80s”, as well as their parents.
• To win market shares over our top functional drinks competitor,
PepsiCo.
Message:

The promotional outputs will convey the clear message that “Bubble Buzz

is a healthy drink for sporty and young people who simply enjoy taking

care of their body and life.”

Concepts:

• “Think outside the bubble”: Be Bold, Be Original, Be Different, Be

Yourself.
• “A good spirit in a good body.”
• “For the out-of-the-ordinary individuals who like to challenge
themselves.”
Media selection:

Before choosing the appropriate Medias, it is important to note that “after

80s” consumers only give partial attention to media. However, they can

be reached through integrated programs. They are typically using more

than one communication media at a time; a behaviour that is often called

“multitasking”. This group of consumers doesn’t give its full attention to

one single message, but rather uses continuous partial attention to scan

the media. Marketers can still communicate with Generation “after 80s”by
using a variety of targeted promotional tools. Another important tactic to

reach our target market is through “Viral” or “Buzz” marketing, which

Coca-Cola will heavily use in this campaign (campus, contests).

Advertising:

Output Examples

Television CCTV, Much Music, HuNan TV

Radio Transportation Radio, During music program,

Universities Radio Station

Magazines For girls: Modern world of singers, Women

Magazine

For boys: Sports Illustrated (or Kids

edition);Football weekly; Video Games
Magazines

Internet Banners on select websites (gaming, sports,

etc.)

Official promotional website:

www.BubbleBuzz.cn

Outdoors Billboards and prints in select areas

including:

 Campuses, transportation (bus, metro,

stations)
 Tourist areas in high seasonal periods
 Outskirts of key cities in geographical
reach
Others Not relevant

Personal Direct contact with retailers, sales kit

selling strategies to be explained later in the text.

Public Stands or special displays and events in

relations schools, malls, sports events (i.e. 2009
Shanghai World Expo), sponsorship activities

Publicity Conferences, press releases (print and

online), buzz marketing through TV coverage
Promotional Mix:

Consumer oriented:

• Contests: “Win another Bubble Buzz flavour”, “Uncover a secret code

underneath the bottle cap and win sporting goods and electronics by
logging on the website”, “Win a trip for the 2010 Shanghai World
Expo”. (Arguments: It will increase consumer purchases and encourage
consumer involvement with the product).
• Samples: distributed in supermarkets, school/universities. Samples are
a way to avoid product resistance since people are not used to find
bubbles in their drinks. Arguments: It will encourage new product
purchases and it represents low risk for consumers since they get it for
free. They have nothing to lose by trying it.
• Point-of-purchase: in supermarkets (to reach the parents of after
80s). Arguments: It is also a mean to increase product trial and
provides a good product visibility.
• Others: In subsequent years, engage in product placement in TV
shows or movies.
Trade oriented:

• Allowances and discounts: case allowance (Arguments: The “free

goods” approach will be used so it can encourage retailers to buy more
of the product to get a certain amount for free).
• Cooperative advertising: to encourage retailers to buy our product
and to maintain our high level of advertisement that consumers expect
from Coca-Cola.
Other considerations:
 • Scheduling of the advertising: Pulse scheduling (promotional
presence year-round, but emphasized and intensified before and during
summer).
• IMC (integrated marketing communication)
Target Audience:

• Intermediary: personal selling will be more often used

• Ultimate consumer: Coca-Cola will use more of mass media because
the amount of potential buyers is large.
PLACE (DISTRIBUTION STRATEGY)

Bubble Buzz will be distributed through these channels: supermarkets,

convenience stores, independent food stores, discount stores, multiple

grocers, vending machines, direct sales.

Projected Financial Performance

Revenues $ Based on sales @ different channel’s

597,124.0 price
0

Cost Of Goods Sold 214,964.64 Based on weighted average percentage

in past data

Contribution Margin 382,159.36 Revenues - COGS

Fixed Costs :

SG&A cost : 113,453.56 Half of the O/H costs estimated, based

on past data

Capital 25,676.33 4.3% of revenue, based on past data

expenditures :

Profits 243,029.4 CM – SG&A – Capital expenditures

7
Requirement for success analysis:

C.M. per bottle = 382,159.36 / 328,000 = $1.17

Break-even: (113,453.56+25,676.33) / 1.17 = 118,914 (bottles)

Market share: 118,914 / 1,000,000 = 11.9%

In one year, if Coca-cola can sell 118,914 bottles of Bubble Buzz, or in

other words achieve 11.9% of the functional drink market share, it will
break even.

After this point, every bottle Coca cola sells will generate average $1.17
towards the profits. The potential profits can up to $1,030,770.001 based
on our target market.

Expected Costs:

COGS: $597,124 * 36% = $214,964.64

O/H: $597,124* 38% = $226,907.12

Expected Revenues (total) = $597,124

Summary:
After the comprehensive analysis of the country notebook of China, Coca-
Cola Company is more acquainted with this most populated country in the
world. The cultural and economic descriptions offer us an outline of
consuming patterns and capabilities of the targeted market. Once we
understands the country better, we make our marketing mix which
contains products, pricing, place and promotion plans accurate and in a
timely fashion. All these analysis and suggestions will contribute to the
achievement of our final marketing objective—which can be simplified as
becoming a successful exporter of bubble tea in the Chinese market.

1 $1.17*(1-11.9%)*1,000,000 = $1,030,770
Appendix & Reference

APPENDIX 1
APPENDIX 2

A Chinese menu of bubble series

Sample board of bubble tea prices in China (with price range from $10 to
$15).
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