2007 2009 business plan

8/8/2019 2007 2009 Business Plan

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Coca-Cola West Group(CCWG)

2007-2009 Business Plan

Coca-Cola West Holdings（2579）

Contact PR・IR GroupTEL 81-92-283-5718 FAX 81-92-283-5729

URL http://www.ccwh.co.jp/ E-mail [email protected]

December 21st, 2006

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Whole Image of Three Year Business Plan

Description of Three Year Business Plan

Ⅰ．Environmental Analysis

Ⅱ．Corporate Vision

Ⅲ．The View Of Management

Ⅳ．Vision

Ⅴ．Target

Ⅵ．Strategy

ContentsContents

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Whole Image Of


Ⅲ． The View Of Management

Outside： Changes at the speed exceeding predictionInside： Go to the nest stage for growth

Ⅱ． Corporate Vision

Creating our Future Beverage Business

Corporate Governance

Corporate Social Responsibility

Group Management

Ⅵ． Strategy

I. Evolution to the new bottler by strategic partnershipstrengthening with TCCC/CCJC

II. Expansion of the sales and the profit by the"Consumer View" activity exceeding competitors

III. Functional strengthening, increase in efficiencywhich harnessed management integration

IV. Strengthen a capability base of talented associatesand organizations

Aspirations

High quality of work

Maximizing the value tothe consumers

Return it to employees,shareholders,

and local communities

Work satisfaction andgrowth of each associate

Ⅴ．Target (2009)Sale Volume 200Net Revenue(①) 440Operation Income(②) 25Ratio (①/②) 5％ more

ＲＯＡ 8％ moreＲＯＥ 5％ moreＥＰ 4 moreＦＣＦ 12 more

Ⅳ． Vision

The strong confidential relationof employee and company

Change to the ｢Consumer View｣

To the leading bottler in the world・Growth exceeding competition overwhelmingly・Establishment of a steadfast profit base

Effect major expansion ofvolume and net sales

Million Cases, Billion Yen

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What is ?

Wing ： We 「will flap」 forcibly with ten years, 20 years, and 30 years

West + ing ：「CCWG」 always develops and continues evolving

We + ing ：「Each of us」 always develops and continues evolving

Win ：「 Win」 for fighting with competitors on consumer view

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Environment which surrounds CCWG

２．Inside１．Outside

Arrival of the low-birthrate-and-longevity ageArrival of the low-birthrate-and-longevity age

Expansion of a cost rise riskExpansion of a cost rise risk

（２） Soft drink market

（１） Macro environment

(society, economy, labor, and working)

Competition intensification andreorganization in retail

Competition intensification andreorganization in retail

Change of consumer structureChange of consumer structure

Structural change of marketStructural change of market

（１） CCWG

（２） Coca-Cola system

Increase in retired employeesIncrease in retired employees

Examination of a next-generation model in ＣＣＮＢＣExamination of a next-generation model in ＣＣＮＢＣ

Improvement of response capabilities to

consumer and cost reduction by the functionalintegrated company

Improvement of response capabilities toconsumer and cost reduction by the functional

integrated company

Establishment of CCCMCEstablishment of CCCMC

The largest bottler in JapanThe largest bottler in Japan

Increasing the number of a Vending Machine(VM)Development of advanced VM based on IT

Increasing the number of a Vending Machine(VM)Development of advanced VM based on IT

Slow down in sales volume and operating profit（Main listed bottlers）

Slow down in sales volume and operating profit（Main listed bottlers）

Diversification of consumer needsDiversification of consumer needs

Competition intensification in the soft drink industryCompetition intensification in the soft drink industry

Changes at the speed exceeding prediction

Strengthening Relations with TCCC/CCJCStrengthening Relations with TCCC/CCJC

Go to the nest stage for growth

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Ⅱ. Corporate Vision

CCWG Corporate Vision

CCWH will…

• Provide the highest quality products to our consumers and business

partnerships to our customers• Value the work satisfaction and lifestyle of each associate

• Meet shareholder needs by achieving sustainable growth

• Strengthen relationships with the community and our responsibili ty tothe environment

Creating our Future Beverage BusinessCreating our Future Beverage Business

－ Coca-Cola West Group Corporate Vision－

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Ⅲ．The view of management

Aspiration

High quality of work

Maximizing the value to the consumers

Return it to employees,shareholders,

and local communities

Work satisfaction and growth of each associate

Effect major expansion of volume and net sales

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Ⅲ． The view of management

The view of management of CCWG

Win the trust of all its stakeholders-consumers,customers and society through daily activity

Carry out the corporate citizenship

All employees work being conscious of society

Activity that both Improvement of corporate value and development of society are realizedsimultaneously

Activity for being called "a good company" from all stakeholders

Corporate

SocialResponsibility

For growth of CCWG, it is undertaken just like one company Each company realizes "management which carried out independence"

※What is "management which carried out independence“?

Each company manages actively with the basis of required sufficient authority andresponsibility, and a commitment is attained

Each company manages by self-conclusion, and corporate value of CCWG is raised

GroupManagement

Increase in efficiency of management and speeding up of decision-making.

Avoid of double decision-making. The simple organization design which attains increase inefficiency and speeding up of decision-making

Realize clarification of responsibility and high transparency

Clarification of responsibility：The organization design with clear role and result whichshould be attained, and maintenance of a clear authority standard

High transparency：Intelligence sharing of the same quantity and quality

Strengthening of a supervisor function

Strengthening of the monitoring function about decision-making and execution based onindependence of each company

CorporateGovernance

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Management organization（07）

Turned PDCA cycle effectively toward CCWG target

▪ PDCA cycle of each company・・・Strengthen of activity in a market and improve the expertise

▪ The function near a market point of contact promotes PDCA per area

▪ The high function of expertness promotes PDCA per function

※ We will reorganize functional companies further in the future▪ PDCA cycle of a group strategy・・・promote the total optimal group management by the resource allocation

(authority transfer) and monitoring (result report) to each company

Effect major expansion of volume and net sales

Ⅲ． The view of management

Group Management

ＣＣWJ area Kinki area Mikasa area DistributionProduction

K a n s a i B e

v e r a g e

S e r vi c e

N e s c

o

Ki nk i C o c a - C ol a P r o d u c t s

C a d i a c

Ni s h i ni h onB e v e r a g e

C C W

J P r o d u c t s

C C W J V e n d i n g

C C W

L o gi s t i c s

L o gi s t i c s

Mi k a s a

Mi k a s aB ev er a g e

B ev er a g e

S er v i c

e

S er v i c

e

C C W D a i s e nP r o d u c t s

CCWHPDCA cycle of agroup strategy

PDCA cycleof eachcompany

D

C

A P

D

C

AP

C C W J C un s t om e r

S e r vi c e

Mi k a s a S

e r vi c e

N on

N on-- C o c a

C o c a-- C ol aB u s i n e s s

C ol aB u s i n e s s

Kinki CCBCCCWJ Mikasa CCBC

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Ⅳ．Vision

CCWG Vision

Change to the ｢Consumer View｣

The strong confidential relationof employee and company

To the leading bottler in the worldTo the leading bottler in the world・Growth exceeding competition overwhelmingly

・Establishment of a steadfast profit base

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Ⅳ．Vision

Positioning of Bottlers in the world （Listed Bottlers）

Sale Volume Revenue Operation Income

No Bottler No Bottler No Bottler

1 CCE 1 CCE 1 CCE

2 FEMSA 2 CCHBC 2 FEMSA

3 CCHBC 3 FEMSA 3 CCHBC

4 Amatil 4 CCWH 4 Amatil

5 CCBPI 5 Amatil 5 Arca

6 Swire 6 CCCJ（Coca-Cola Central Japan） 6 Continental

7 Arca 7 Consolidated 7 CCWH

8 Continental 8 Arca 8 CCI9 CCI 9 Continental 9 ANDINA

10 Andina 10 CCI 10 CCCJ（Coca-Cola Central Japan）

11 CCWH 11 CCBPI 11 Swire

12 CCS 12 Swire 12 Consolidated

13 CCCJ（Coca-Cola Central Japan） 13 Andina 13 CCBPI

※Source CCWH

Main territoryCCE Coca-Cola Enterprises North America(78%), Canada(98%), Part of EuropeFEMSA Fomento Economico Mehicano Latin America(Mexico, Argentina, Part of Brazil etc)CCHBC Coca-Cola Hellenic Bottling Company Europe(26 countries)Amatil Coca-Cola Amatil Australia, Indonesia, Korea, Fiji, NZ etcCCBPI Coca-Cola Bottlers Philippines PhilippinesSwire Swire Beverages Taiwan, Part of China, 10 states of America

Arca Embotelladora Arca Part of MexicoContinental Grupo Continental Part of MexicoCCI Coca-Cola Icecek Turkey, 6 countries of EurasiaAndina Embotelladora Andina Part of Chili, Brazil and ArgentinaCCS Coca-Cola Sabco East-South Africa(7 countries), Asia(5 countries)Consolidated Coca-Cola Bottling Company Consolidated Part of North America

Company name

Ⅴ T

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Ⅴ．Target

Market scale prediction

Take-Out Market（Super Market, CVS, Drug Store, Retail）

Eat-In Market（Food service）

Outdoor Vending machine market

Indoor Vending machine market

+8.5.5％

-10.30.3％

+2.8.8％

Positive factor

Inflow from a vendingmachine Increase of home-meal replacement increase in a valuablesoft-drink ratio Extension of businesshours

+4.1.1％

-4.9.9％

Positive factorPositive factor Increase in the rate of unmarriedIncrease in the rate of unmarriedFixing of coffee shopFixing of coffee shop

Negative factorNegative factorSaving dining out expenseSaving dining out expense Increase of home-meal replacement

Positive factorPositive factor

The empty space of alcohol orThe empty space of alcohol ortobacco vending machinestobacco vending machinesCognition as a socialCognition as a socialinfrastructure of vending machinesinfrastructure of vending machines

Negative factorNegative factorOutflow for takeout (CVS, SM)Outflow for takeout (CVS, SM)Outflow for coffee shopOutflow for coffee shop

Positive factorPositive factorRecovery of business (increaseRecovery of business (increasein overtime)in overtime)Enlargement of businessEnlargement of business placeplace IIncrease in leisure timencrease in leisure time

Negative factorNegative factorOutflow for takeout (CVS, SM)Outflow for takeout (CVS, SM)

Reduction in labor forceReduction in labor force

■2006 ⇒ 2009 Growth rate ： +4.1% （1.3%/year）

20062006 Market ScaleMarket Scale

20092009 Market ScaleMarket Scale

Ⅴ T t

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Ⅴ．Target

The view of growth of CCWG

In order to grow up more than the growth of a market and toraise a share, we need growth of about 3% per year

2006 （Prospect）

186million cases

2009(Plan)

200million cases

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Ⅵ Strategy

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Ⅵ．Strategy

CCWG growth strategy

MaximizeMaximize

ValueValue

Group Restructuring

Expansion Efficiency

Leadership inLeadership in

the KO systemthe KO system

in Japanin Japan

Return toReturn to

StakeholdersStakeholders

Market Execution

Strategic Partnership with TCCC/CCJCStrategic Partnership with TCCC/CCJC

Ⅵ Strategy

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Evolution to the new bottler by strategic partnershipstrengthening with TCCC/CCJC

Evolution to the new bottler by strategic partnershipstrengthening with TCCC/CCJC

Expansion of the sales and the profit by the "ConsumerView" activity exceeding competitors

Expansion of the sales and the profit by the "ConsumerView" activity exceeding competitors

Strengthen a capability base of talented associates andorganizations

Strengthen a capability base of talented associates andorganizations

Functional strengthening, increase in efficiency whichharnessed management integration

Functional strengthening, increase in efficiency whichharnessed management integration

Ⅵ．Strategy

CCWG strategy

Ⅵ Strategy

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1. Establishment of new strategic collaboration organization

① Enforcement of a periodical management meeting

② Work in the same office with CCJC(Fukuoka/Osaka) : January, 2007

③ Communication strengthening with TCCC (implementation of a business meeting, Collaboration

IR, etc.)

④ Global talented-people exchange with CCJC and bottlers in world

＜Management meeting＞

Ⅵ．Strategy

Evolution to the new bottler by strategic partnership strengthening with TCCC/CCJC

Purpose :・Inquire collaboration organization toward realization of the continued growth ofCoca-Cola system

Matters :・Sharing of sales volume, share, profits, progress of strategies based on ＡＢＰ

（Annual Business Plan） and modified action・Exchange views on Coca-Cola system reform

Frequency :・Once in two months

Participants :・ＣＣＪＣ Top managements/Officers in charge of Sales, Marketing and Finance・ＣＣＷＨ Top managements/Officers in charge of Sales and finance etc

Ⅵ Strategy

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2. Establishment of consistent organization by collaboration marketing

As a strategic partner of CCJC, CCWH will collaborate from marketing plan to operation with

consistent process more than what we have done so far

CCJC【Brand Marketing】

CCWH【Sales Marketing】

Marketing planProduct

development

Plan of marketdeployment

Test marketingＳＣＭ

CommercialdistributionOperation

Functional IntegratedCompanies

CCWJ・KINKI・MIKASA

Fullcooperation

Custmer

ConsumerProcess of marketing plan

・Holding of a marketing forum・Decision of a three-month rolling plan・Sharing of important activities・Project of new-product development

Plan of market deployment／Execution process

・Decision of a three-month rolling plan of market development・Reputation of important activities（monitoring）・New products／Promotion test plan・New business

<Collaboration

Marketing>

Justlikeone

Company(Voice)

PowerfulSupports

Existing BrandExisting Brand

MarketingMarketing

Ⅵ．Strategy


Ⅵ．Strategy

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Development of new products with CCJC, new category and sales method foraiming at the new growth opportunity in future。

– Install "product development team" in CCWH

– Deployment of chilled products in vending machine

・Number of Vending machine for chilled products ：1,200units in 2009

– Product development for CVM

– Product development for On-Premise, reform of sales method

– Reform of sales method related to the high added value health drink

nonnon--entered domainentered domain（（New productNew product//Reform sales methods)Reform sales methods)

Ⅵ．Strategy


※On – Premise…Syrup and package sales business in the “eating out” market

Ⅵ．Strategy

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＜Marketing forum＞

Purpose：・As a part of collaboration marketing, the sense of market of the whole thing

is made to reflect in strategy planning of CCJC.

Matters：・CCJC marketing strategy／Debate of the marketability(viewpoint from the operating spot) of a program

・Follow-up of ＡＢＰ（Annual Business Plan）

・Decision of master plan（annual/quarter） etc

Frequency：

・Once in two months※It holds suitably if needed

Participants：・CCJC : Division of marketing/channel/promoting

・CCWH : Sales planning division・CCWJ/KINKI/MIKASA : Planning division etc

．S a egy


Ⅵ．Strategy

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CCVP（ Coca-Cola Vending

Partnership）

CCVP（ Coca-Cola Vending

Partnership）

3. Cooperation strengthening with national functional integrated companies

exertion of an initiative as a sales volume NO.1 bottler

CCCMC

（ Coca-Cola CustomerMarketing Company ）

CCWGCCWGEstablishment of

new vendingbusiness model

CCIBS（ Coca-Cola Integrated

Business Solutions ）

CCIBS（ Coca-Cola Integrated

Business Solutions ）

Construction of operating basisand support system

Practice of customer marketing

CCNBC（ Coca-Cola National

Beverages ）

CCNBC（ Coca-Cola National

Beverages ）

High product qualityLow cost operation

gy


Ⅵ．Strategy

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1. Reconstruction of the vending machine business which can offer the highest product andservice quality to consumer

① Reconstruction of the new business model in consumer viewpoint

– We built the high business model of a barrier to entry, and promote the improvement in competitive power

and cost increase in efficiency

– The measure for expansion by M&A – In cooperation with Coca-Cola Vending Partnership(CCVP)

② Deployment of an added value vending machine – Expansion of effective deployment of cashless payment vending machines

– Effective use of the on-line information by network vending machine expansion (selling information /

operation increase in efficiency) ⇒ Target of IT vending machine introduction : 20,000 units (3 years) – Expansion of a universal machine / energy-saving machine / non-chlorofluocarbon machine

③ Maintenance, expansion, and defense of the existing accounts and locations – Improvement in VPM by vending machine marketing strengthening

– Strengthening of account management

– Strengthening of the recovery restrictive measures of vending machines

④ The newly developed activities accompanied by the profitability centering on an indoor market

– Development strengthening by added value proposals (Cmode vending machines etc)

⇒ Target of indoor vending machine introduction : 33,000 units (3 years)

⑤ Improvement of profitability

– Improvement of unprofitable locations

– Increase in efficiency of operation which utilized IT

– Increase in efficiency of apparatus employment

Expansion of the sales and the profit by the "Consumer View" activity exceeding competitors

※ＶＰＭ…ＶｏｌｕｍｅＰｅｒＭａｃｈｉｎｅ

Ⅵ．Strategy

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2. Improvement in quality of the customer management which can offer highest product andservice with the customer to consumer

① Expansion of offer worth to consumer by the improvement in quality of customer management

– Promotion of customer relation management

– Inclination distribution of investment ⇒Formulation of the business plan according to customer – Promotion of category management (expansion of the sales and the profit by the scientific analysis

based on data)

② Strengthening of CBPPP strategy planning based on consumer purchase action, and market

power of execution – Enforcement of the business condition segment based on consumer use motivation

– Execution of the optimal strategy according to segment based on the consumer purchase action

③ Practical use of an internal management index

– Visualization of the customer actual condition by the P/L creation classified by customer – Strategic evaluation (achievements) and evaluation of a operating process (activity)

– Management of the cost price and a promotion

④ Improvement in organization capability

– The advancement and increase in efficiency of activity by specialization of MD

– Strengthening of business talk power

※CBPPP：Channel、Bｒand、Package、Price、Promotion


Ⅵ．Strategy

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3. Production of structure which includes the consumer's voice in the management cycle of company

① Organization maintenance and Capability strengthening which harnesses the consumer's voice

in a strategy

– Structure which collects the consumer’s voice on a daily basis

– Strengthening of the structure of policy reflection

Information chain with CCJC,

② Structure which uses a complaint for management （CCW area：5000 affairs in 2005）

③ Strengthening of the quality control organization in a market/Clarification of standard

– Shipment control, Quality control in market and Practical use of a branch inventory relish

management system etc

④ Maintenance and fullness of production and physical distribution organization which sends

"safety and relief" to consumer – Deployment of improved quality movement in manufacturing departmentmanufacturing department

– Enforcement of production and physical distribution equipment assessment, and

maintenance of an investment standard

– Tradition of the technology by decision of a factory work standard – Re-maintenance of operating process and operations manuals


Ⅵ．Strategy

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Functional strengthening, increase in efficiency which harnessed management integration

1. Maintenance and fullness of structure of decision-making, report and supervisor function① Introduction of a group corporate officer system② Reexamination of an authority standard according to an organization and a role③ Reexamination of the organization design united with group reorganization④ Construction of a unification sanction system

2. Integration and maintenance of management organization① Logistics company integration (from January, 2007)② Reorganization of a manufacture function③ Reorganization of functional companies (vending, vending service, etc.)

④ Reorganization on Non-Coca-Cola business3. Strengthening and increase in efficiency of operating organization

① Construction of the common platform of indirect department② Construction of the SCM organization which corresponds to change of a market flexibly

‒ Reconstruction of a standard operating process

③ Establishment of performance management structure

‒ Maintenance of a performance management index

…Maintenance of the performance management index centering on sales department

…The monthly settlement of accounts in MIKASA and consolidated statements are brought

forward④ Concentration of group purchase

Ⅵ．Strategy

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1. Construction of value standard of personnel management① Decision and fixing promotion of a group talented-people management concept

2. Maintenance of the personal system in CCWG

① Maintenance of position, rank, occupational description, grade and treatment level etc

② Maintenance of evaluation system

3. Career development of employee, Human-resources development which supportsmotivation and man-power development

① Decision and enforcement of a personnel training plan which unified in CCWG

② Suitable treatment which harnessed each characteristic

③ Promotion of positive action④ Consideration of work life balance

⑤ Construction of a recruit center

⑥ Construction of talented-people data bank function

Strengthen a capability base of talented associates and organizations

＜Personnel plan (employee)＞

8,500 in 2006 ⇒ 8,000 in 2009

Ⅵ．Strategy

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IT system strategy

１．Standardization andintegration of operatingprocess / IT system

２．Visualization ofactivity

３．Strengtheningof operating

power, and theadvancement of a

process

４．Themeasure for

the new growth

field

５．Integration of IT infrastructure

Evolution to the new bottler bystrategic partnership strengtheningwith TCCC/CCJC

Evolution to the new bottler bystrategic partnership strengtheningwith TCCC/CCJC

Expansion of the sales and the profitby the "Consumer View" activity

exceeding competitors

Expansion of the sales and the profitby the "Consumer View" activity

exceeding competitors

Strengthen a capability base oftalented associates and organizations

Strengthen a capability base oftalented associates and organizations

Functional strengthening, increase inefficiency which harnessedmanagement integration

Functional strengthening, increase inefficiency which harnessedmanagement integration

１．The framework of IT system which developed four strategies

M a i n t e

n a n c e

a n d

i n c r e a s e i n

e f f i c i e n

c y

o f a

m

a n a g e m e n t b a s e

E x p a n s i o

n o f s a l e s

a n d

p r o f i t

Ⅵ．Strategy

IT t t t

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IT system strategy

２．IT system which supports four strategy measures

① Standardization and integration of operating process / IT system

Measure for standardization of a basic process, and reconstruction of a system ：from 2008

Collaboration project with CCIBS is started in the Fukuoka office this year

② Visualization of activityStructure which uses a complaint for management （CCW area：5000 affairs in 2005）：from 2008

Structure which collects the voice on a daily basis ：from 2009

③ Strengthening of operating power, and the advancement of a process

Strengthening of the vending machine business by practical use of on-line information－Strengthening of the products offered which suited the segment ：on going－Formation of 1 round trip ／Directions of vending machine charge ：from 2008

Visualization of Purchase information／Strengthening operating process etc ：from 2007

SCM process：System which manages the pull-date of branch stock ：from 2008

④ The measure for the new growth field

Construction of the back office system supporting IT VD machine business,

such as a cashless payment ：from 2008

⑤ Integration of IT infrastructure

Reconstruction of a wide area network/LAN ：from 2007

The measure for security ：on going

Ⅵ．Strategy

T t hi t i （O ti I ）

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Attain the increase of 12 billion yen profits by realization of group strategy in2009.(vs2006)

Target achievement scenario （Operating Income）

2006Prospect

13.1 BY

25 BY

2009

Plan

SG&A

169BY（Ratio of

SG&A 41％）

SG&A

168 BY（Ratio of

SG&A 38％）

+0.9 BY

+6 BY

+1 BY

+4 BYExisting ChannelIncrease sales volume

New Channel

（Chilled and other）

• Personnel-expenses reduction（-500） 2.6 BY

• Centralized procurement 0.8 BY

– Vending machine/Trade fixture

• Manufacture and distribution cost reduction

－Increase in efficiency 1.3 BY

－Reduction of goods abandonment 0.2 BY

• Business System charge fee △0.9 BY

Operators M&AOther

Cost Reduction

•Vending 6.4 BY

•SM/New Channel 1.0 BY•CVS 0.2 BY

•Retail △1.7 BY•Food Service 0.3 BY

•Other Channel △0.2 BY BY stands for Billion Japanese Yen

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［Reference］

Reference

Performance Trend (Consolidated)

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30

0

50,000

100,000

150,000

200,000

250,000

300,000

350,000

400,000

96 97 98 99 00 01 02 03 04 05 06計画

0

5,000

10,000

15,000

20,000

25,000

Operating

Income

Net Revenues

16,021

1,420

11,273

5,721

Net

Revenues

Operating

Income

Recuring

Income

NetIncome

12,510

2000

113,490

10,481

1998 1999 2001

12,533 15,160

115,408

1997

11,054

1996

5,428 9,3805,872 6,823 5,700

15,889 18,516

226,111

16,634

19,895

164,731 207,827 240,825

17,449 19,638

117,991

10,737

247,737

16,704

17,005

7,086

2002 2003 2004

253,248

16,860

17,065

8,564

2006

(prospect)

333,400

12,400

13,300

7,4007,305

2005

245,874

11,830

12,256

1999/7/1:Merged withSanyo CCBC

2006/7/1Integration withKinki CCBC

Performance Trend (Consolidated)

2001/4/5Make Mikasa CCBC

subsidiary

（MM JPY）（MM JPY）

（MM JPY）

Reference

Financial Data (Consolidated)

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16,634 16,704 19,638 16,860

11,830

8.2

4.8

6.7

7.46.7

0

5,000

10,000

15,000

20,000

25,000

2001 2002 2003 2004 2005

0.0

2.0

4.0

6.0

8.0

10.0

17.62

85.49

116.25108.80

93.42

133.6

29.524.218.120.8

0.0

50.0

100.0

150.0

2001 2002 2003 2004 2005

0.0

50.0

100.0

150.0

（％）

173,608

167,036165,454164,658

157,129

83.2

80.681.0

80.7

77.5

145,000

150,000

155,000

160,000

165,000

170,000

175,000

2001 2002 2003 2004 2005

74.0

75.0

76.0

77.0

78.0

79.0

80.0

81.0

82.0

83.0

84.0

（％）

4.4 4.3

8.2

5.95.25.7

0.9

9.48.3

7.9

0.0

2.0

4.0

6.0

8.0

10.0

2001 2002 2003 2004 2005

ROA

ROE

PER

EPS

（％）（times）

Financial Data (Consolidated)

＜Operating Income／Operating Income Ratio＞＜Net Assets / Equi ty Ratio＞

＜ROA／ROE＞＜EPS／PER＞

Operating income

Operating income ratioEquity Ratio

Net Assets

（MM JPY）（MM JPY）

（JPY）

Reference

Coca Cola System in Japan

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32

Capital Injection

Coca-Cola(Japan)Co.,Ltd.

（CCJC）

③

Coca-ColaNational BeveragesCompany, Limited

(CCNBC）

⑥

Coca-ColaIntegrated Business

Systems,Company, Limited

（CCIBS)

⑦

Coca-ColaCustomer Marketing

Company, Limited（CCCMC）

⑧

FVCorporation

(FVC)

⑨

10 Coca-Cola

Bottlers（ CCBC ）

Coca-ColaCentral Japan

Company, Limited（ CCCJ )

Coca-Cola WestHoldings Company,

Limited（ CCWH ）

①

（１００％）

⑤

Coca-Cola Tokyo

Research & DevelopmentCompany, Limited

（CCTR&D）

④TheCoca-ColaCompany

（TCCC）②

（１００％）

Coca-Cola System in Japan

（５％

）

Investment byＴＣＣＣ, ＣＣＪＣ,

and Bottlers

（４％）

（as of 2007/１/１）

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Reference

Our Group Companies – Principal Business

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34

Our Group Companies – Principal Business（as of 2007/1/1）

Ou r G rou p C om pa n i e s Pr i n c i p a l B u s i n e s s

（１）Coca-Cola West Japan (CCWJ) Beverage sales

（２）Kinki Coca-Cola Bottling Beverage sales

（３）Mikasa Coca-Cola Bottling Beverage sales

（４）CCWJ Products Beverage production

（５）Kinki Coca-Cola Products Beverage production

（６）Daisen Beverages Beverage production (mineral water)

（７）CCWJ Logistics Freight transport-operations

（８）Kansai Logistics Freight transport-operations

（９）Mikasa Logistics Freight transport-operations

（10）CCWJ Vending Vending machine operations (Coca-Cola products)

（11）Nishinihon Beverage Vending machine sales and servicing（12）Kansai Beverage Service Vending machine sales and servicing

（13）Mikasa Beverage Service Vending machine sales and servicing

（14）Nesco Vending machine operations

（15）KADIAC Vending machine operations (in the Kansai Air Port)

（16）CCWJ Customer Service Vending machine-related businesses（17）Mikasa Service Vending machine-related businesses

（18）Nichibei Manufacture of processed foods

（19）Takamasamune Production and sales of alcoholic beverages

（20）West Japan Service Insurance, leasing, and business machine sales

（21）Rex Estate Real estate business

（22）Seiko Corporate Japan Maintenance and repair of motor vehicle

（23）C&C Sales and manufacturing of food, Chain restaurant business

（24）Akiyoshi Systems Chain restaurant business

Reference

Glossary

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Glossary

T e rm D e sc r ipt io n

C h a n n e l

・Vending Retail sale business to distribute products through vending machines to consumers

･Chain store Wholesale business for supermarket chains

･Convenience Store Wholesale business for convenience store chains

･Retail Wholesale business for grocery stores, liquor shops, and other over-the-counter outlets

･Food Service Syrup sale business in the “eating out” market

・On-Premise Syrup and package sales business in the “eating out” market

･Distributor Middleman who work for Coca-Cola to handle our products in remote areas and islands

Vend i n g

・Regular vending machineA vending machine offered free of charge to a customer who supervises its operation and

uses it to sell products purchased from us.

･Full service vending machine A vending machine installed and managed directly by us (product supply, collection of proceeds etc.). Fees are paid to the location proprietors.

・Out-market vending machine An outdoor machine whose users are relatively unspecific

・In-market vending machine An indoor machine whose users are relatively specific

・VPM Sales volume per vending machine

Cha i n S t o re

･National chain National chain supermarket that CCNSC are responsible for negotiating

･Regional chain Chain supermarket that owns its stores in the two or more bottlers’ territories

･Local chain Chain supermarket that owns its stores in the single bottler’s territory

O t h e r

･Sales mix

Composite of products by brand, channel, package, etc. The difference between budget and

actual sales or cost of sales might be affected by a change in product sales mix as well as a

change in unit price

Forward-Looking Statement

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The plans, performance forecasts, and strategies appearingin this material are based on the judgment of the managementin view of data obtained as of the date this material was released.Please note that these forecasts may differ materially from actualperformance due to risks and uncertain factors such as thoselisted below.

- Intensification of market price competition- Change in economic trends affecting business climate- Major fluctuations in capital markets

- Uncertain factors other than those above

Forward Looking Statement

2007 2009 business plan

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