# data[].attributes.body
Both of the companies are using different strategies to reach out to the Indian population. Though both are focusing on targeting the youth as they see a greater market share in the youth. Both of the companies are using electronic media advertisement very effectively keeping in view the social norms of India.

# data[].attributes.body
Product policies:
- introduced American type drinks like Sprite
-Focus on all beverages that are non-carbonated; Kinley Brand of bottled water;
Promotional activities
Business plan: "Think local - act local"

- Coca-Cola was engaged in a TV campaign using local festivals or sports events.

- Promotions at Navratri:

- Use of different campaigns for different areas of India: "India A" and ""India B"
Pricing policies |
- The company's prices were being reduced by 15-25% in 2003
- Price bundles (“Buy one - get one free")

# data[].attributes.headline
How can Pepsi and Coke confront the issues of water use in the manufacture of their products?

# data[].attributes.subject
How can Pepsi and Coke confront the issues of water use in the manufacture of their products?

# data[].attributes.body
Pepsi and Coke can initiate PR campaigns such as donating to agriculture funds, children funds,... to build awareness in the community about their presence and contribution

# data[].attributes.body
Có thể trước triển khai các chiến dịch thiện nguyện và CSR để xây dựng lại hình ảnh doanh nghiệp trong mắt công chúng

# data[].attributes.body
1. Product policies

In India, fruit drinks, carbonated drinks and colas were already available in the market. Therefore, PepsiCo introduced American-type drinks with new flavor and bottled water.

2. Promotional activities

- Both adapted themselves to the local market with promotions ​​at Navaratri. Pepsi promoted heavily during the cultural festival of Navaratri by offering people to fetch one kilo of Basmati rice with every refill of a case of Pepsi. This is an effective strategy to exchange between the old (rice) and the new (Pepsi).

- They had a tie-up with Gujarati channels of three days live telecast. They were also giving refill of 300ml Pepsi. PepsiCo did TV campaigns like "Keep It Cool". New small bottles were introduced to increase the frequency of consumption.

- They also sponsorship of garba, TV campaigns, employing local and regional festivals and sport events, sponsorship of Cricket and Football as well as a music video with Bollywood stars.

- Bolstering non-cola portfolio and other categories: Fruit juices; Juice-based drinks and water; and introduction of new products.

3. Pricing policies

- PepsiCo was selling their products at a very cheap rate. They started out with an aggressive pricing policy (impact on local producer Parle) to try to get immediate market share from Indian competitors.

4. Distribution arrangements

- Production plants and bottling centers placed new in large cities all around India to meet the overall geographical requirements.

- The music video focuses on northern and western parts of India

# data[].attributes.headline
How can they defuse further boycotts or demonstrations against their products?

# data[].attributes.subject
How can they defuse further boycotts or demonstrations against their products?

# data[].attributes.body
Pepsi acknowledges that there is pesticide residue in their products, and it is a result from the contaminated groundwater source

# data[].attributes.body
create a sense of community responsibility: use water for manufacturing drinks and in return, giving back to the community some of the profit from selling the products

# data[].attributes.body
Pepsi:

- Promotional activities
+Both adapted themselves to the local market with promotions ​​at Navaratri. Pepsi promoted heavily during the cultural festival of Navaratri by offering people to fetch one kilo of Basmati rice with every refill of a case of Pepsi. This is an effective strategy to exchange between the old (rice) and the new (Pepsi).
+ They had a tie-up with Gujarati channels of three days live telecast. They were also giving refill of 300ml Pepsi. PepsiCo did TV campaigns like "Keep It Cool". New small bottles were introduced to increase the frequency of consumption. - They also sponsorship of garba, TV campaigns, employing local and regional festivals and sport events, sponsorship of Cricket and Football as well as a music video with Bollywood stars.
+Bolstering non-cola portfolio and other categories: Fruit juices; Juice-based drinks and water; and introduction of new products.
- Pricing policies: PepsiCo was selling their products at a very cheap rate. They started out with an aggressive pricing policy (impact on local producer Parle) to try to get immediate market share from Indian competitors.
- Distribution arrangements:
+ Production plants and bottling centers placed new in large cities all around India to meet the overall geographical requirements.
+The music video focuses on northern and western parts of India

# data[].attributes.body
There is a lot of competition in the Indian market. There are many products like Red Bull and Sobe coming up. They have also launched a new brand named Burn. The products are being sold in gyms, bars, and pubs. They are not selling in retail stores and supermarkets because people will opt for other brands and nobody will be ready to try Coca-Cola's new brand.

# data[].attributes.body
PepsiCo

Benefits:
- Entering the market before Coca-Cola and getting an early
- entry was able to help Pepsi go so far with the Indian market while it was still developing.
- The company gained 26%market share by 1993.
Disadvantages:
The government mandated that Pepsi’s product be promoted under the name “Lehar Pepsi”
- because foreign collaboration rules in force at the time prohibited the use of foreign brand names on products intended for sale inside India.
- Indian Govt limited their soft drink sale no exceed 25% of total sales for the new entrant.
- Pepsi Foods struggled to fight off local competitions.

# data[].attributes.body
Thực hiện các cuộc market research một lần nữa kỹ càng hơn để có thể hiểu rõ hơn về các đặc điểm thị trường tại Ấn Độ. Bên cạnh đó là điều chỉnh các sản phẩm, hoạt động của doanh nghiệp để phù hợp với người dân tại đó hơn

# data[].attributes.body
Hence selling it in pubs, gyms and bars will gain a lot of attention from people. It will encourage people to try their products. Brand awareness will also be created by the owner of pubs, gyms, and bars. People will refer others to try the products of the new brand Burn. In this move, Coke is going for a less branded consumer-facing strategy and more of a B2B strategy. They are not trying to become the number one market share in the energy drink market, they just want a piece of a huge very successful market the is still growing. Hence, this will reduce Coca-Cola's market competition. This strategy is less likely to flop.

# data[].attributes.body
This is an effective strategy for both companies in the current situation. The trend of being health conscious and eating healthy will continue to be popular. In fact, the Indian market for carbonated drinks is now not growing. This product line expansion gives both companies the opportunity to satisfy their consumers and catch up with the changes in their needs and wants.

Besides, the diversification of product lines will help companies optimize profits and minimize risk due to the fact that they are strongly dependent on one key product.

# data[].attributes.body
Coca – Cola:
Benefits:
- links with local market leader, has great potential to compete with Pepsico.
- Parle offered to sell Coca – Cola its bottling plants in four key cities
- Parle also offered to sell its leading brands.
- Finally, Coca – Cola set up two new ventures with Frooti, Soda, and local product was called “Britco Foods”

Disadvantages:
- Was denied entry until 1993 because Pepsi was already there
- It was very difficult for Coca – Cola take market share away from Pepsi and local firms, due to the beverage market was itself growing consistently form year to year
- Because coca-cola exited the Indian market in 1997 (no competition, unstable strategy), coca-cola is not allowed to buy back 40% of the shares in companies with which coca-cola is a joint venture.
- Coca-Cola's market share is very low in the Indian market hard to compete with Pepsi

# data[].attributes.body
Pepsi và coca có thể thực hiện các chiến dịch quảng cáo (điều mà trước giờ luôn là thế mạnh của họ) để thể hiện cho người dân sản phẩm của họ environmentally-friendly lưu ý các vấn đề về diễn viên có thể chọn người của nước đó luôn để tiếp cận sát với người xem.

# data[].attributes.body
The bottled water industry valued around 1,000 cores and so they started selling bottled water. This was also because they were facing losses in soft drinks. Pepsi had a brand name Aquafina for bottled water. Soon it became the top three retailer brands in bottled water in India. They reduced their dependencies on Pepsi Cola. The bottled water industry contributed one-fourth to its overall business in India.

# data[].attributes.body
The Company wanted to make an entry to the water market because they wanted to align themselves with the leaders of the market. In the month of July 1993, PepsiCo was offered with four bottling plants by Parle. These plants were in four major cities of Mumbai, Ahmedabad, Delhi and Surat. They were offered to sell their leading brands, but PepsiCo did not do so. They had only taken ownership of Frooti and Bisleri (Carbonated Water). They had introduced Kinley brand for bottled water.

# data[].attributes.body
Pepsi and Coca-Cola did successful in continuing to research emerging trends and implementing them. Pepsi created smaller bottles to keep up with the trend of high frequency/ high volume consumption. Coca-Cola launched the “minis” in an effort for higher volume. So, they should keep a close watch on the advertising campaign effectiveness, and research on pleasant of the advertising for intention to buy.This measure ensured that advertising dollars were being strategically allocated and not wasted.

# data[].attributes.body
Moreover, they must to consist of establishments primarily engaged in manufacturing non-alcoholic, carbonated beverages, mineral waters and concentrates and syrups for the manufacture of carbonated beverages. Establishments primarily engaged in manufacturing fruit juices and non-carbonated fruit drinks are classified in canned and Preserved Fruit and Vegetable Industry.

# data[].attributes.headline
How effective are activist groups like the one that launched the campaign in California?

# data[].attributes.subject
How effective are activist groups like the one that launched the campaign in California?

# data[].attributes.body
By raising the problem of a bottling plant in India, that group forced Coke to agree to a settlement with a well-known university in India in a clarification research.

# data[].attributes.body
an activist group in California aims straight at universities which has a huge impact because college students are usually sensitive to social problems.

# data[].attributes.body
The political environment is an essential factor that businesses need to consider. Therefore, these impacts can be predicted before entering the market for companies.

# data[].attributes.body
When businesses enter a new market area, they often focus on carefully studying that country's legal system and policies to build an appropriate business plan.

# data[].attributes.body
- Adjustments in the Indian government like new procedures set of laws and a closed system
- Problems with the water contamination
- boycotts of America goods
change in the name of each company (Lehar pepsi & coca cola india)
-low demand for carbonated drinks
+ the political environment is an essential factor that businesses need to consider. Therefore, these impacts can be predicted before entering the market for companies
+ they had to investigate more in depth to ensure the full success of this

+when businesses enter a new market area, they often focus on carefully studying that country's legal system and policies to build an appropriate business plan

Political developments for an enterprise can be effectively handled if the enterprise detects or anticipates such political risks.