Case Study范文-可口可乐与百事大战案例分析。本文是一篇留学生商务管理专业case study写作范文，主要内容讲述可口可乐和百事可乐，这两家世界上最大的碳酸软饮料公司，继续在其750亿美元的行业内进行斗争。本篇Case Study指出尽管从第一天起这就是一场竞争，但他们的成功很大程度上可以归功于对手。没有可口可乐，百事可乐就不会是今天的公司；没有百事可乐，可口可乐就不会成为CSD行业的主导力量。它们之间的竞争使得新的想法和创新能够定期实施。每家公司都夸大其他公司的成功，避免失败。本篇Case Study认为就像CSD行业的Tom&Jerry一样，如果没有彼此，可口可乐和百事可乐就不会像今天这样盈利。以下内容就是Case Study范文，供参考。
Carbonated Soft Drink Industry Analysis:碳酸软饮料行业分析
[Threats of Substitutes] – The threat of substitutes for this industry is very high. Consumers have an abundance of choices when it comes to beverages. Every day they choose between beer, milk, coffee, bottled water, juices, tea, energy drinks, wine, sports drinks, distilled spirits and tap water. It also costs very little to switch between products. Customers only incur switching costs, in most cases, that are the difference of cents. Brand loyalty is, however, a very strong competitive pressure within the industry. Customers are likely to claim allegiance and unlikely to switch between opposing companies.
【替代品的威胁】——替代品对这个行业的威胁非常大。在饮料方面，消费者有很多选择。他们每天都在啤酒、牛奶、咖啡、瓶装水、果汁、茶、能量饮料、葡萄酒、运动饮料、蒸馏酒和自来水之间进行选择。在产品之间切换的成本也很低。客户只会产生转换成本，在大多数情况下，这是几美分的差额。然而，品牌忠诚度是行业内非常强大的竞争压力。客户可能会声称忠诚，不太可能在对立的公司之间切换。
[Threats of New Entrants] – The threat of new entrants is low within the CSD industry. Start-up costs to build a concentrate manufacturing plant and bottling process is extremely high. Concentrate plants are usually between $50 to $100 million while a fully functioning bottling service could reach hundreds of millions of dollars. New comers to the industry would encounter a great deal of difficulty setting up proper distribution channels. Because the CSD industry has extreme competition for shelf space, the top brands hold contracts with the main supermarkets, gas stations and restaurants. Other costs are encountered when obtaining FDA and international production licenses. Similar to IKEA’s beginning struggles, the CSD industry is an oligopoly and bigger companies have the power and tools to block or force out new entrants.
【新进入者的威胁】——新进入者在CSD行业内的威胁很低。建立精矿生产厂和装瓶过程的启动成本极高。精矿厂的价格通常在5000万至1亿美元之间，而一项全面运作的装瓶服务可能达到数亿美元。新进入该行业的人在建立适当的分销渠道时会遇到很大的困难。由于CSD行业对货架空间的竞争非常激烈，顶级品牌与主要超市、加油站和餐馆签订了合同。在获得美国食品药品监督管理局和国际生产许可证时会遇到其他成本。与宜家最初的挣扎类似，CSD行业是一个寡头垄断行业，大公司有权力和工具来阻止或驱逐新进入者。
[Bargaining Power of Suppliers] – Suppliers hold low bargaining power because firms can switch between suppliers very easily, and for little to no cost. Becoming a supplier is also fairly easy within the CSD industry which means there is more competition between suppliers to lower costs. Suppliers of the industry include bottling equipment manufacturers, secondary packaging and raw material suppliers.
【供应商的议价能力】——供应商的议价力很低，因为公司可以很容易地在供应商之间进行切换，而且几乎没有成本。在CSD行业，成为供应商也相当容易，这意味着供应商之间有更多的竞争来降低成本。该行业的供应商包括装瓶设备制造商、二次包装和原材料供应商。
[Bargaining Power of Buyers] – Buyers also have low bargaining power. Coke and Pepsi controlled 72% of the U.S. soft drink sales in 2009. During the same time, the average American was consuming about 46 gallons of soda per year. However, with the average soft drink costing under $2, individual purchases are relatively insignificant. The major buyers in the CSD industry are bottlers and fast-food restaurants who buy the concentrate straight from the manufacturers. This is where Coke and Pepsi make the
