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For internal use only

Bienvenido! Summary

Transandina Facts

The Coca-Cola Company in Peru

NAB´s Figures

Transandina Franchise Unit OverviewPositive Macroeconomic Context within the RegionCompetitive landscape becoming more dynamic and challenging

Favorable Operating ContextInfrastructure Mapping

Industry StructureKO Portfolio Performance2014 Business Priorities

04

08

13

Welcome to Perú, land of millenary tradition and culture, land of the Incas who built Macchu Picchu, and home to one of the best cuisines in the world.

Peru has been enjoying a sustained economic growth for the past 10 years, and this growth has allowed for renewed optimism and the emergence of a new buoyant middle class.

Coca-Cola has been a part of Peruvians since its arrival on New Year’s Eve 1936, it is one of the most admired companies and loved brands in the country, and recognized for being a responsible citizen.

The business, like the country, has grown in the past years, and is ready to take the next step, with state of the art bottling plants which offer increased production capacity, a new execution model and solid plans for growth.

3

Market Execution @ Traditionals

Market Execution @ Modern Channel

Business Life

The Execution ModelOur Picture of SuccessAssets expansionShopper MarketingRoute to Market Long Range Plan

The Execution ModelOur Picture of SuccessKey Accounts Management

Key Initiatives

18

25

29

| Summary

4

ECUADOR

CHILE ARGENTINA

COLOMBIA

VENEZUELA

BRASIL

Inhabitants: 6.8 MM GDP Per Cap: US$4,401Area: 407M km2

Bottler Since: 2005KO Vol: 61 MM UCKO SOM w/SSD’s: 60.5%KO SOM w/NARDT: 57%Per Caps: 216 Bot 8oz

Transandina Franchise Unit Overview

POPULATION

• 52.4 MM inhabitants• 1/3 of the population living in

rural areas• GDP Per Cap: US$ 4.1M• Young Population, 50% under

the age of 30 and an average age of 28.

Inhabitants: 31.2 MMGDP Per Cap: US$6,603Area: 1.3 MM km2

OVERVIEW SYSTEM PROFILE FY 2013


Inhabitants: 11.0 MM GDP Per Cap: US$2,455Area: 1.1 MM km2


Inhabitants: 3.4 MM GDP Per Cap: US$16,539Area: 176M km2


TERRITORY

• 2.983MM km2• Diverse Ecosystems: Amazon

Jungle, Andes Mountains, De-serts and Coasts

• Agriculture, Mining and Natural Gas are the Main Resources, Peru & Bolivia together own largest gas reserve in Latin America

PERU

BOLIVIA

PARAGUAY

URUGUAY

Transandina Facts |

5

Positive Macroeconomic Context within the Region

Growth moderation & weak politic leadership

PERU

BOLIVIA

PARAGUAY

URUGUAY

Political issues impacting Busi-ness & Consumers’ confidence.New International context mod-erating Peru’s growth.

Strong economic policy, with net reserves @ 53% of GDP.Government interventionism ris-ing (anti-American & Chilean).

Strong agro-economy depend-ence driving growth volatility.Brazil’s Real depreciation fuelling border challenges.

Strong fundamentals & foreign investing support Peso apprecia-tion. Inflation to slowdown from 8% to 6%.

Economic stability, but unpredictable business environment

Restrained private consumption, in line with economic activity

Stable growth with inflation challenges

4.5%

4.6%

4.4%

Private Consumption 2014-2016 Growth

Stable growth, lower than past years.Social Inclusion & poverty reduction as part of presidential agenda.

In practice strong economic ties prevent actions. Presidential elections (2014) with Morales as favorite.

New President Cartes to restore economic growth and interna-tional relationships, but posing challenges within the party.

Argentina’s inflation as a threat to our stills exports model.Presidential elections (2014) challenging for Mujica.

4.4%

| Transandina Facts

6

Competitive landscape becoming more dynamic and challenging

Strong Competition focused in Stills New Competitive Dynamics

Plain Water as main challenger to SSDsPepsico relaunch has not brought dynamism to market

333041

2007

Cifrut

15

22

1820

24

2022

27

8

2010 2013

Kola Real Cielo

Sporade Other

22% SOM w/NARTD, driven by Cielo.

Distribution challenges with AMBEV

AJE Volume mix by brand

Nov ‘11

SOM PCI w/NARTDSOM PCI w/SSDs

Nov ‘12 Nov ‘13

9%

8%

10%

8%

2008 2013

+5.8pp 28.5

22.7

SOM Danone w/NARTD

• After re-launching 2 years ago, PCI has stabilized with minimal SOM gains

• Expansion beyond Modern Channel & outside Asunción has captured share mainly from other players (Niko &Pulp)

• Danone capturing +6pp in NARTDs (5 years) driv-en mainly by Plain Water

• Flavored Water still an under-developed business

• Started operations in late 2013 • Present in 3 main cities with focus

in Santa Cruz, currently importing products from Peru

• 3rd Party Distribution System• Categories: SSDs, Water, Sports,

Juices & Juice Drinks• -15% Price Gap vs. TCCC

• Acquired MILOTUR (Nativa Water #2, SOM 15% and NIX SSD B-brand, SOM 6%)

• Plans to enter Beer market, importing from ARG

Transandina Facts |

↘ Launched as a tactic action under Teens Campaign “Efervescencia” from August to September 2013. “Coca-Cola Names” activation PET 500ml labels was complemented with a strong BTL and digital support: 153M BTL contacts to print customized bottles, 100M contacts through Facebook App to visualize customized names in our digital OOH. From the business perspective, results were excellent: volume grew +22% vs. PY, capturing +1 Pts in SOM.

8

Machu Pichu, one of the 7 wonders of the world, is located in the

city of Cusco

Lake Titicaca, South America´s largest lake at 3821 meters above sea level, is the highest navigable lake on earth

Top Culinary Destination

The Coca-Cola Company in Peru |

9

Favorable operating context

NSE Distribution

NSE A

NSE B

NSE C

NSE D

NSE E

2005 20131.3%

5.7%

16.8%

26.5%

49.7%

1.9%

9.4%

23.1%

27.1%

38.4%

SOCIOECONOMIC INFORMATION

Inhabitants

2 of 3 households are located in urban areas

Gross Domestic Product % vs. PY

5.0%

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

6.8%7.7%

8.9%9.8%

8.8%

6.9% 6.3%5.0%

0.9%

Consumer Inflation

3.5

1.51.1

0.2

3.9

6.7

2.1

4.7

2.6 2.9

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

Foreign Investment BB US$

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

1.52.5

3.4

5.46.9 6.4

8.4 8.2

12.213.6

MACROECONOMIC INFORMATION

| The Coca-Cola Company in Peru

7.8MMhouseholds

RURAL AREA

22%

URBAN AREA

78%

10

Infrastructure Mapping

IQUITOSProducts: SSD’s & Water

Lines: 2Capacity: 10.4 MM UC

per yearDISTANCE FROM LIMA 1,009 km

CUSCOProducts: SSD’s & Water

Lines: 2Capacity: 19.1 MM UC per year

DISTANCE FROM LIMA 1,165 km

AREQUIPAProducts: SSD’s & Water

Lines: 6Capacity: 66.7 MM UC per year

DISTANCE FROM LIMA 1,030 km

TRUJILLOProducts: SSD’s & WaterLines: 6Capacity: 116.4 MM UC per yearDISTANCE FROM LIMA 570 km

LIMA RimacProducts: SSD’s, Water, Stills, Energy & Sports DrinksLines: 6Capacity: 74.9 MM UC per year

CallaoProducts: SSD’sLines: 6Capacity: 116.3 MM UC per year

Frutos (Zarate)Products: Water, Nectars, Stills & Sport DrinksLines: 10Capacity: 93.3 MM UC per year

The Coca-Cola Company in Peru |

11

Infrastructure Mapping

INVESTING FOR THE FUTURE

Pucusana Products

SSD’s, Water, Stills, Energy & Sports Drinks

Lines Capacity

165.9

Investment

US$ 200 MM

Completion

November 2014

| The Coca-Cola Company in Peru

↘Plant Bottle was launched in October 2013 with a complete IMC. Special events targeting media and key influencers generated aproximately US$ 50,000 in free publicity.

Un paso más haciala botella del futuro.Hecha hasta con 30% de materialde origen vegetal. 100% reciclable.

conoce más enwww.coca-cola.com.pe

13

KO participating in 71% of volume & 77% of value

NAB’s INDUSTRY

Pack & Price Architecture

Channel Mix & SOM

NARTDi.e. LIMA LOW SEL

Package Mix

KO

SS OW 34%SS OW 25%

SS REF 9%

MS REF 19%SS REF 10%

MS REF 16%MS OW

41%MS OW

47%

100%90%80%70%60%50%40%30%20%10%0%

0% 10% 20% 30%

M&P OP SS S&H

40% 50% 60% 70% 80% 90% 100%

53.9%55.1%

38.7% 41.6%

2.1%4%

3%

52.2%

7.5%

23%

7%8.6%

10.7%

30%

7%

8.1%

16%

7%13.8%

TCCC AMBEV AÑAÑOS MILLER OTHER

10.7%

SSD's Reg 296.5 -2.8 55% 69.2% 1.1 100

Plain Water 105.0 4.4 19% 35.5% 0.3 45

Dairy 30.0 7.0 6% - - 192

Juice Stills 24.9 3.2 5% - - 76

Juice Nectars 23.2 -8.0 4% 52.1% 2.4 124

Bulk Water 22.1 6.5 4% 54.8% -2.5 30

Sports Drink 20.4 -5.6 4% 26.8% 4.5 125

Tea RTD 7.9 83.8 1% - - 95

Flavored Water 4.8 1.7 1% 81.5% 2.6 104

SSD's 0-Cal 4.4 3.1 1% 89.1% 3.1 130

Energy Drink 0.3 -30.5 0% 4.5% -9.0 801

KOMM VAR VS PY (PTS)

UC MIX PRICEINDEXVAR VS PY

(PTS)

SOM

SOM KO

| NAB’s Figures

192 ML RGB

SOLESUS$

0.500.18

1.000.36

1.200.43

1.500.54

1.800.64

400 ML RGB

330 ML RGB

500 ML RGB

625 ML RGB

LIMA LOW SELENTRY FREQUENCY UPSIZE

RGB 1.0 L

SOLESUS$

2.50.9

4.01.43

4.51.61

PET 1.5L RP 2.5L

MM UC MM UC

14

PORTFOLIO

NAB’s Figures |

SSD’s# of SKUs SOM (UC) SOM (TX) SOM (Val)

2013 vs PY 2013 vs PY 2013 vs PY

20 25.0% 0.5 26.8% 0.3 25.1% 0.3

18 28.5% 0.6 32.4% 0.7 29.0% 0.1

23 7.3% 0.4 7.2% 0.6 8.5% 0.8

16 4.2% flat 4.2% -0.1 4.7% 0.5

5 0.2% 0.2 0.3% 0.2 0.1% 0.1

13 2.9% -0.6 2.6% -0.6 2.7% -0.5

Zero Cal.

12 1.4% 0.1 2.0% 0.1 1.6% 0.1

Total SSD's 113 69.6% 1.2 75.5% 1.2 71.6% 1.5

15

PORTFOLIO

| NAB’s Figures

Stills# of SKUs SOM (UC) SOM (TX) SOM (Val)

2013 vs PY 2013 vs PY 2013 vs PY

20 52.1% 2.4 55.0% 3.1 52.9% 1.6

12 37.7% 0.2 38.5% 1.3 35.4% 0.3

8 81.5% 2.5 86.4% 4.2 85.4% 6.3

10 22.3% 0.3 22.1% 1.0 23.1% 0.1

2 4.6% 4.2 4.0% 3.6 4.6% 4.2

2 4.5% -9.0 4.1% -7.6 4.9% -8.8

Total Stills 54 34.4% 1.6 36.3% 2.6 35.5% 1.9

16 Business Priorities |

2014 Business Priorities

LEAD A HEALTHY & ROBUST GROWTH OF

SPARKLING SOFT DRINKS CATEGORY↘ Promote Category Trust

↘ Focus on Core Sparkling brands (lead by Coca-Cola and Inca Kola)

↘ Develop Multi Serve Returnables Portfolio

EXPAND SINGLE SERVE↘ Ensure Entry Pack

massive presence↘ Build the Habit

across key targets

ENSURE QUALITY LEADERSHIP IN STILLS↘ Win in Plain Water & Isotonics

ACCELERATE BOTTLER CAPABILITY DVELOPMENT↘ Be our customer´s preferred partner in all key channels↘ Win at the point of sale

GROW INFRASTRUCTURE TO MEET FUTURE CONSUMER DEMANDS

17

↘Early in 2013 the 8Oz NRGB Coca-Cola iconic bottle was introduced, aiming to offer Peruvian consumers the great taste and experience of an ice-cold Coca-Cola, targeting to develop leisure at home ocassion.

LEAD A HEALTHY & ROBUST GROWTH OF

SPARKLING SOFT DRINKS CATEGORY↘ Promote Category Trust

↘ Focus on Core Sparkling brands (lead by Coca-Cola and Inca Kola)

↘ Develop Multi Serve Returnables Portfolio

EXPAND SINGLE SERVE↘ Ensure Entry Pack

massive presence↘ Build the Habit

across key targets

ENSURE QUALITY LEADERSHIP IN STILLS↘ Win in Plain Water & Isotonics

ACCELERATE BOTTLER CAPABILITY DVELOPMENT↘ Be our customer´s preferred partner in all key channels↘ Win at the point of sale

GROW INFRASTRUCTURE TO MEET FUTURE CONSUMER DEMANDS

18

The Execution Model

Market Execution @ Traditionals |

19

The Execution Model

Segmentation model is updated on an annual basis, and allows us to:

321

| Market Execution @ Traditionals

Aspiring for a “Design to Execution’’ process integrated under a single platform

Segmenting our Customers

DESIGN OUR ROUTE TO MARKET

FOCUS OUR INVESTMENTS

DEFINE OUR PICTURE OF SUCCESS

KNOW

AC

TIO

N PLA

N

LEARN

EXEC

UTE

DESIG

N

UN

DER

STA

ND

MEASURE SEGMENT

Current Focus on main enablers to assure our Design Execution Process:

IT Developments Data Base Management

Commercial Routines

Structure &Capabilities

We maintained our segmentation process based on leadership and collaboration.

Defining our execution strategies and resour-ces allocation by cluster.

Establishing a dynamic Collaboration Matrix to match a constant changing industry…

…maintaining our model, but simplifying our market strategy: 2 clusters segmented by NARTD investment.

Lead

ersh

ip

TP SP

TP TXCollaboration

MIX PDV

S/. 200

2010

26% 8%

54% 12%

INCREASESOVI

EFFICIENCY INCREASETXS.

DEVELOP

OCASSIO

N &

CATEGORIES

MIX PDV MIX VOL

S/. 450

2014

24% 9%

48% 19%

69%

31%

20

1 DEFINE OUR PICTURE OF SUCCESS

The Execution Model

Securing 3 pillars to continuously develop occasions at the Point of Sale.

A SKUs Prioritization

A SKUs Prioritization: better matching market potential and Point of Sale reality

B Market Assets

C Shopper Marketing

S/370S/200

S/100

31 SKUs

16 SKUs

Di�erent realities, not only by SEL but also by investment capacity

The defined portfolio was not aligned with the real store outlays levels

Min WEEKLY outlay to fulfill Picture

of Success:

S/280

Weekly Avg Investment Avg SKUs Handled by Month


Low Sel

High Sel

… to a strategic Picture of Success by SEL & Store Potential(4 Pictures of Success by Potential & SEL,

2014

Adjusting our Portfolio by:• Matching POS investment to potential

(# of SKUs)

• Maintaining Competitiveness and covering max occasions.

• Executing Strategic Priorities by SEL

• Looking and executing at Competition’s PARETO.

Low Sel

High Sel

We migrated from a Picture of Successdefined by SEL...(2 Pictures of Success - HIGH & LOW SEL)

2013

21

B Market Assets: even though we have maintained a strong investment Plan over the last years, we still have massive potential in executing assets introduction…

FULL

Activation intensity

MEALS

Meals as core occasion.

FULL ACTIVATION

TRANSITION• Poster Frame

• Stopper• Permanent material

• Table and Chairs

DESTINATION• Value Wall• Rack NBs

IMPULSE• Promo Cube

Hig

h SS

MIX

PO

S

Co

mp

. Par

eto

PO

S w

ith

hig

h ac

t. le

vel

Value Wall

PromoCube

RackIC

TableKit

3.2%

6.2%

3.2%

43.1%

KITCoverage

MID

STANDARD

StillsRack

Store Front

BASIC

Execution Theme Kit defined per Strategic Occasion + Strategic Occasion defined per Point of Sale clusters = Mapping of Execution Theme investment potential and opportunity


‘09 ‘10

CDEExecuted 84 US$MM over 5 yrs.

But only 40 CDE / 10M PopExecution Themes

Cov. Per 10M Pop

US$MMCAGR + 36%

‘11 ‘12 ‘13 ‘14 ‘09‘08 ‘10 ‘11 ‘12 ‘13 ‘14 ‘20

PE 78›84PY 90UY 78

Acum. Investment

Meals standard Activation Model:

12.6% Coverage in TP/SP

18 28 43 54 7210 15 19 25 30

36 40

‘09 ‘10 ‘11 ‘12 ‘13 ‘14

US$MMCAGR + 65%

Biggest RDIC investment in the

SLBU:

+ US$ 6MM

›29

Acum. Investment

2 5 8 15 24

Low Sel

High Sel

… to a strategic Picture of Success by SEL & Store Potential(4 Pictures of Success by Potential & SEL,

2014

Adjusting our Portfolio by:• Matching POS investment to potential

(# of SKUs)

• Maintaining Competitiveness and covering max occasions.

• Executing Strategic Priorities by SEL

• Looking and executing at Competition’s PARETO.

Low Sel

High Sel

We migrated from a Picture of Successdefined by SEL...(2 Pictures of Success - HIGH & LOW SEL)

2013

22

C Shopper Marketing: We complement our execution through a Shopper Marketing process which allow us to maintain continuous communica-tion of key ocassions at the Point of Sale:

Hot Spots Possible elements to be activated

Priorities by campaign, aligned with the number of elements to be activated by commercial dynamic

Covering most important Hot Spots at the Point of Sale, thru a different layout designed by commercial dynamic:

Outside

Frugos Nutri Defensas

125 ml

Inside

Display CC/IK Entry Pack

Inside

Aquarius New Flavor

Outside

Coca-Cola Consumer Promotion

1. Storefront2. Socializing and Snacking3. Entrance4. Beverages Sector5. KO CDE6. Client CDE7. Counter


1 2 3 4

1

2

3

4

23

Share of Wallet

48% 71%

Through our segmentation survey, we have identified Point of Sales with High potential- KO NABs share of Wallet.

Clients in main cities(Lima/Arequipa/Trujillo)17M

LASER PLAN: Focus on 10% of Competitor’s Pareto

Representing a 4MM UC Opportunity

Competitors Pareto

D&Bs

Commercial Figures

Promotions Ad-hoc execution

Tracking Routines

Value Relationship

Programs

Assure Right Number of FOS

• Minimize FOS rotation levels• Secure right level of FOS bench• Minimize impact of high season

Execution Capabilities

• Curricula and JD re-designed• Hiring process established• Establish training platform

leveraging CCC

Compensation Schemes

• Secure compensation level @ in-dustry standards

• Evolve variable Compensation Schemes in line with Picture of Success & RED

3 years experience working with new commercial figures → Migrating to DIRECT DISTRIBUTION as key enablers of our RTM evolution

Commercial FiguresSupervisorAccount DeveloperSales RepProspectorTell SellMerchandiser


2 FOCUS OUR INVESTMENTS

3 DESIGN OUR ROUTE TO MARKET

Ad-hoc execution plans in competitors stronghold

Evolving RTM as our LRP ASPIRATION….. Consolidating the basics our IMMEDIATE PRIORITY!

2016 vision

70%Direct distribution

territory under

24

Supported by our Execution & Commercial Tools:

COVERAGE 12 main cities

Point of Sale 22M

Volume Coverage 23%

NEW Field Supplier: IPSOS

Operating system and field tools updated with RED@Global standards

Clear execution dashboards and routines de-fined by hierarchy

We have started our migration from basic commercial tools with limited information and multime-dia management…

...to a high-tech tool, in order to facilitate commercial and executional routines on the street.

ISI: Point of Sale management platform:

• Picture of Success design: Assets, SKUs prior-itization, planograms and shopper materials by Point of Sale & Channel.

• Investment level & Break Even Point by Picture of Success.

• Internal Picture of Success approval and commu-nication process.

• Opportunity mapping: constant support to Sales Force on the street.

• Define & automate executional dashboards es-tablished by hierarchy.

• Interfaces with commercial and execution tools: RED & @migo.


25

Modern Channel Execution Model

| Market Execution @ Modern Channel

Communication with consumption ocassion

Meals athome BreakfastImmediate

consumptionOtherconsumptions

Noveltiescommunication

Leads: Coca-Cola Trade Mark

Focus: Multipacks Multi Serve

Leads: Coca-Cola Trade Mark

Focus: Multipacks Single ServeFrugos Aquarius, San Luis, Powerade

Product LaunchSpecial Events

Promotions

Includes SSD’s flavors& Inca Kola

Includes SSD’s flavors,Inca Kola & Stills

Interior Activation

ENTRANCE

CENTRAL ISLES

PRIMARYBEVERAGESSECTOR

ADJACENCIES

CHECK OUT

In store media with Meals communication

Connection point with Meals communication

SSD’s sector:Header with Meals

communication

Connection points in grocery and meals

sectors.Coolers with mealscommunication in

bakery.

In front of cashier lines: isle gondola headers

with coolers with meals communication. Multi

serve load.

SSD’s sector:At Single Serve

shelves, immediate consumption

communication.

Coolers at check out with immediate

consumption communication.

Single Serve load.

Juices Sector: Header with breakfast

communications.

Connection points in bakery, dairy, fruits

and vegetables sectors with breakfast

communication.

Primary Sector shelf with communication

by brand.

Connection points in fruits and vegetables

sectors with communi-cation by brand.

In Store media with novelty’s

communication.

Connection point close to the entrance

with novelty’s communication.

At shelf edgings with novelty`s

communication.

26 Market Execution @ Modern Channel |

BEVERAGESSECTOR

COLD DRINKEQUIPMENTS

JuicesRTD

PlainWater

FlavoredWater

DAIRY SECTORADJACENCIES

BAKERY SECTORADJACENCIES

VEGETABLE & FRUITS SECTOR

ADJACENCIES

MEAT SECTORADJACENCIES

CENTRAL ISLE

GROCERY SECTORADJACENCIES

CHECK OUT

CENTRAL ISLE

ENTRANCE

SSDs

Entrance• Doors• Alarms• Parking lot communication • Trolleys

Communication priorities: 1º Meals at home, 2º Novelties

Central Isles• Experiential OBM: Communication of meals at home• OBM activated under Meals at Home pataform adjacent to beverages sector• OBM activitated with Novelty’s communication

Beverages SectorSSD’s Primary gondola: first position• Header: Meals at home communication Secundary support by brand• Immediate Consumption activates under Leisure at home plataform

RTD Juices Primary gondola • Header: Breakfast communication• Shelf eding/Movies/Stoppers: Frugos communication

Plain Water Primary gondola• Shelf edging/Movies/Stoppers: San Luis communication

Flavored Water Primary gondola• Shelf eding/Movies/Stoppers: Aquarius communication

Isotonic Primary gondola• Shelf eding/Movies/Stoppers: Powerade communication

Cold drink equipment• Header: Meals at homn communication• Ending: brandcommunication

AdjacenciesBakery Sector• Rack with breakfast communication• Cooler with Meals at home communication

Dairy Sector• Gondola header with breakfast communication

Grocery Sector• Rack with Meals Home communication

Meat Sector• Charcoal Rack with Meals at Home communication

Check Out• Fast line CDE with annexed connection points with Immediate Consumption communication (Single Serve Load)• Cold drink equipment in front of fast line CDE with Meals at Home communication (Multi Serve Load)

Optimal Execution Scenario

27

260MM

ANNUAL VISITS

| Market Execution @ Modern Channel

Key Accounts Management

On Premise Channel took advantage of Peru’s economic expansion

Different chains strengthening their presence through…

Currently representing...

7%

20%

2001 2010

↘ QSR CAGR 10 years: +13 pts

Aggressive growth of the Informal Eating Out Index

New Franchisees & International Players Accelerated Geographical Expansion

OUTLETSF R O M

102IN 2000

TO

897IN 2013

36KEY

ACCOUNTS

8MM

ANNUAL UC’S

20MM US$ KO SYSTEMREVENUES

28 Market Execution @ Modern Channel |

KO Brands as 1st beverage option at QSR’s

In 2012 we closed a great partnership with the biggest franchisee group in Peru - Delosi

Implications of this new partnership for KO system

43% 39% 36% 34%

36% 42% 40% 38%

7% 6% 6% 8%

Gain SOM by recruiting Yum Brands! and BK (PepsiCo´s partners for the last 10 years)

KO Volume Performance

2010

2011 2012 2013KO SOM

DELOSI BRANDS

2013

74% 83%

+ 8.8 pts+30%

KO SOM

Consumer preference (%)

2MMUC’s per year

6MM

YOUNGAdults

5MMTEENS

CONNECTIONS25MM

TRANSACTIONS

per year

29 | Business Life

The presidential couple receives the FIFA World CupUpon arrival, the Cup was carried to the Government Palace, where the Peruvian President Ollanta Humala and his wife, welcomed the Trophy with great joy.

Great expectations in Bolivia

During the previous days, Bolivians were with great expectations for the arrival of the aircraft with de World Cup. This Trophy visited the presidential palace, where Evo Morales, The President

of Bolivia held it with passion.

Huaca Pucllana dresses up with Coca-Cola!A VIP event was held at the Huaca Pucllana, which is a great adobe and clay pyramid, popular historical monument in Lima. Mr. Zogbi, Mr. Odriozola and Francisco Boza, the President of the Peruvian Sport Institute welcomed the Trophy there.

One big step toward the bottle of the future: PlantBottle

Coca-Cola presented PlantBottle packaging. It is the new plastic bottle made from 30% plant

materials and 100% recyclable and represents an important milestone in the evolution towards

the future since the company introduced the first PET plastic container back in 1978.

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