可乐市场

在印度市场，可口可乐的市场占有率为60%，百事可乐为38%，本地软饮料生产商占2%。

Coke has 60 per cent of the market , compared to 38 per cent for Pepsi and 2 per cent for local producers .

可口可乐在新兴市场的销售抵消了北美市场的疲软。

Sales in emerging markets offset weakness in North America .

可口可乐在可乐市场的份额远比百事的大，但百事公司的多个业务线吸入更多的金。

Coke has a big lead in cola market share over Pepsi , but Pepsi 's multiple business lines haul in more cash .

可口可乐是美国市场排名第一的软饮料，健怡可乐则力压百事可乐排名第二。

Coke is the No. 1 soft drink in the U.S. , and diet coke has surpassed Pepsi as No. 2 in the category .

随着消费者日益担心健康和肥胖问题，作为可口可乐最大的市场，北美地区的碳酸饮料销量下降了3%。

Carbonated soft drink sales fell 3 per cent in North America , Coke 's largest market , amid mounting consumer concern about health and obesity .

第四章是关于北京百事可乐饮料有限公司市场营销的环境分析。

Chapter Four is about the environmental analysis of Beijing Pepsi-Cola Company marketing .

可口可乐与中国饮料市场

Coca Cola and Chinese soft drinks market

一些人认为可口可乐将在中国市场持续增长，因为其知道如何在区域扩张。

Others think Coca-Cola will continue to grow in the Chinese market because it knows how to expand locally .

本文在借鉴可口可乐公司开拓中国市场的模式（可口可乐模式）的基础上，通过建立三种假设，提出了我国纳米技术产业化的具体运作模式。

In this paper , according to the pattern for Coca-Cola Company to exploit Chinese market , a concrete operation-pattern is presented by establishing three hypotheses .

1996年亚特兰大奥运会，可口可乐公司为全球市场开发活动投资了赞助所要求的9倍资金，也收获了2亿美元的回报。

During the1996 Atlanta Olympics , Coca-Cola invested nine times the amount of the sponsorship to wage a global campaign and reap a payoff of $ 200 million .

可口可乐再次返回中国市场后，以雄厚的实力、高认知度的品牌、成功的营销在中国市场上遥遥领先。

After Coca Cola once again return to the Chinese market , it successes With solid strength , high awareness of the brand , the success of the marketing .

可乐大战正向非可乐型市场延伸

Cola war is extending into non-cola market

百事可乐已经在这个国家差不多3年了，并且占领了三分之一的可乐市场。

Pepsi has been in the country for almost three years and has captured a third of the cola market .