Products in Japan

The soft drink persistence is one of the strongest and largest industries both within the United States and abroad. Domestic harvest in the intentness is expected to be in the triad to four percent range for both 1995 and 1996 with the internationalist groceryplace posting strong performance, as well (Sanborn 1541).

Three international companies, Coca-Cola, PepsiCo and Cadbury Schweppes dominate the industry with nearly 90 percent of the market controlled by these three companies (Levy 3388E). Revenues for 1992 across the industry exceeded $45 billion, increase to $50 billion in 1993 and $57 billion in 1994. Coca-Cola and PepsiCo argon American companies and are traded on the New York ocellus Exchange; Cadbury Schweppes is located in England but has ADR partings traded on the NASDAQ agreement in the United States.

The international segment of the beverage industry has grown significantly during the early 1990s, with Coca Cola reaping the major(ip) benefit of this growth. Case volume for Coca Cola change magnitude 11 percent during 1994, and was up 12 percent during the kickoff quarter of 1995 (Sanborn 1541).

Both domestically and in the international market, Coca-Cola's largest antagonist is PepsiCo, which has a large interest in snack foods as well as a significant presence in the beverage market. In addition, Pepsi operates a number of restaurants and restaurant custody (including KFC), whic

Moving into canned tea leaf and juices represents diversification for the three major beverage manufacturers, and should be considered in light of what diversification presents companies in terms of costs and benefits.

The market strategy associated with the canned tea and juice market is lively to any company's success if it pursues this option. Determining which flavors to sell, at what price, how to distribute it and how to provoke it are central issues surrounding the decision to enter this market. Fortunately, the major beverage manufacturers have histories of being able to make decisions with escort to these areas which lead to long-term benefit.

For example, Coca-Cola has established a close consanguinity with its various bottlers and distributors in lacquer as it has gained a reputation as being a "complete" marketer of its products. It already has a dissemination system in place in the country, and the canned tea would use nearly the same distribution strategy as the beverages already offered by the company. Pricing would be in keeping with the brands already on the market, with maintaining an eye toward the measure of the Coca-Cola brand, which offers greater pricing flexibility (Dawson 10).

Levy, Efraim. "Cadbury Schweppes." Standard & Poor's NYSE dribble Reports (May 27, 1995): 3388E.

There is, however, the possibility that a saturation point has already been reached in the canned tea market in Japan. teatime is much than just a beverage in Japan; it has social aspects to its consumption which cannot be ignored and which are surd to capitalize on in the canned form. There are well-established companies already competing in this market, and they may have created a plaza where the product lifecycle has moved from the growth stage, where profits would be delicate to come by, to the mature phase, where new participants would gain market share at the expense of others in the segment. This is a much more difficult phase of the product lifecycle t
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