esearch and bottler support. Concentrate producers also set the price of their concentrate, often raising prices by more than the increase in inflation. They also set geographical territories for their bottlers causing the bottler to only have access to one supplier of concentrate. By negotiating directly with their suppliers, concentrate producers have been able to achieve a reliable supply, fast delivery, and low prices. If a problem should arise with their current suppliers, concentrate producers can switch quickly, easily and cheaply. Once a business that featured hundreds of local manufactures has boiled down to only a few top and profitable players.
浓缩物制造商将原材料混合,用塑料包装将混合物包装,然后将浓缩物运送到灌装商和快餐连锁店。这种生产过程在机械、管理费用和劳动力方面的资本投资相对较少。一个能够为美国供货的制造厂的建造成本可能在5000万至1亿美元之间。浓缩液生产商最重要的成本是广告、促销、市场调查和灌装商支持。精矿生产商也制定精矿的价格,通常提价幅度超过通货膨胀的幅度。他们还为灌装商设置了地理区域,导致灌装商只能接触到一家浓缩液供应商。通过与供应商直接谈判,精矿生产商能够实现可靠的供应、快速的交货和低廉的价格。如果目前的供应商出现问题,精矿生产商可以快速、轻松、廉价地更换。曾经,一个以数百家当地制造商为特色的企业已经发展到只有少数顶级盈利企业。
Bottlers purchase concentrate, add carbonated water and high-fructose corn syrup, bottle or can the resulting product, and deliver it to customer accounts. This process involves much higher capital investment in all three of the previous categories. Bottling and canning machines alone can cost $4 million to $10 million each. The cost of setting up an entire plant would accumulate to hundreds of millions of dollars. One thing you’ll never see is a Walmart or supermarket employee stocking the shelves with Coke or Pepsi products. Bottlers are responsible for labor costs consisting of securing shelf space, stacking product, positioning labels, and setting up point-of-purchase displays. Master Bottling Contracts allowed for concentrate producers to set the price for their concentrate, weakening bottlers bargaining power. Geographical territories were also assigned to bottling companies allowing little access to multiple suppliers, and decreasing bargaining power. Franchising agreements also restricted bottlers from handling directly competing brands. Operating margins of bottlers were around 8% while concentrate producers were operating at 24% margins. Because of these factors, bottling companies went from more than 2000 in 1970 to just 300 in 2009.
瓶装者购买浓缩物,加入碳酸水和高果糖玉米糖浆,将产生的产品装瓶或罐装,并将其交付给客户账户。这一过程涉及到对前三个类别的资本投资都要高得多。单是灌装机和罐装机,每台就要花费400万至1000万美元。建立一整座工厂的成本将累积到数亿美元。有一件事你永远不会看到沃尔玛或超市的员工在货架上囤积可口可乐或百事可乐的产品。装瓶商负责劳动力成本,包括确保货架空间、堆放产品、定位标签和设置购买点展示。主装瓶合同允许精矿生产商为其精矿定价,削弱了装瓶商的议价能力。地理区域也被分配给装瓶公司,几乎无法接触到多个供应商,议价能力也在下降。特许经营协议还限制了瓶装商处理直接竞争的品牌。装瓶厂的营业利润率约为8%,而精矿生产商的利润率为24%。由于这些因素,装瓶公司从1970年的2000多家发展到2009年的300多家。
Profitability of these two industries are so different because of the differences in capital investment in machinery, overhead and labor. Concentrate producers are cost effective, have fewer restrictions, produce higher margins, and have an immense amount of bargaining power. Bottlers have high costs in machinery, overhead and labor; they are in terrible contract agreements with high restrictions, produce low operating margins, and have very little bargaining power.
Case Study认为这两个行业的盈利能力之所以如此不同,是因为在机械、管理费用和劳动力方面的资本投资存在差异。精矿生产商具有成本效益,限制较少,利润率较高,并具有巨大的议价能力。瓶子制造商在机械、管理费用和劳动力方面的成本很高;他们签订的合同非常糟糕,限制很高,运营利润率很低,议价能力也很弱。
Coke & Pepsi Sustainability:可口可乐和百事可乐可持续发展
Both Coke and Pepsi need to rebrand themselves. The health & fitness era is not over. People are consumer fewer sugared products and are really watching what is being put into their bodies. I believe profits will only continue to decline unless a change is made. International focus may be a serious play for their original product lines. Appealing to our millennial generation and the generations below us is going to take a considerable amount of research. Focus should be put on ways to produce fresh water. With only 3% of fresh water covering the earth, it would be interesting to produce more efficient ways of turning ocean water into safe drinkable products. PepsiCo made a good play in acquiring Gatorade, however, most athlete’s I kn