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Coca-Cola's Biggest Blunder

Why did New Coke Failed Miserably but Diet Coke is an Instant hit?

Let's Decode the Business Strategy in [ 2 X 2 ]

In 1985, Coca-Cola made one of the boldest (and worst) decisions in business history - they killed ๐—–๐—น๐—ฎ๐˜€๐˜€๐—ถ๐—ฐ ๐—–๐—ผ๐—ธ๐—ฒ and replaced it with ๐—ก๐—ฒ๐˜„ ๐—–๐—ผ๐—ธ๐—ฒ.

๐˜ž๐˜ฉ๐˜ข๐˜ต ๐˜ฉ๐˜ข๐˜ฑ๐˜ฑ๐˜ฆ๐˜ฏ๐˜ฆ๐˜ฅ ๐˜ฏ๐˜ฆ๐˜น๐˜ต ๐˜ธ๐˜ข๐˜ด ๐˜ค๐˜ฉ๐˜ข๐˜ฐ๐˜ด.

- Coca-Cola's hotline, which typically received about 400 calls a day, was flooded with up to 1,500 complaints daily ๐Ÿ“ž

- Protesters poured New Coke into sewers. ๐Ÿ’ข

- One guy was so upset, that he sued the company for emotional damages! ๐Ÿ—ฏ๏ธ

Within months, they had to bring back Classic Coke, branding it "๐‚๐จ๐œ๐š-๐‚๐จ๐ฅ๐š ๐‚๐ฅ๐š๐ฌ๐ฌ๐ข๐œ."

๐‘บ๐’ ๐’˜๐’‰๐’š ๐’…๐’Š๐’… ๐’”๐’–๐’„๐’‰ ๐’‚ ๐’Ž๐’‚๐’”๐’”๐’Š๐’—๐’† ๐’‡๐’‚๐’Š๐’๐’–๐’“๐’† ๐’‰๐’‚๐’‘๐’‘๐’†๐’ ๐’Š๐’ ๐’•๐’‰๐’† ๐’‡๐’Š๐’“๐’”๐’• ๐’‘๐’๐’‚๐’„๐’† ๐’‚๐’๐’… ๐’˜๐’‰๐’‚๐’• ๐’„๐’‚๐’ ๐’˜๐’† ๐’๐’†๐’‚๐’“๐’ ๐’‡๐’“๐’๐’Ž ๐’•๐’‰๐’Š๐’”?

๐š†ฬฒ๐šŽฬฒ๐š•ฬฒ๐š•ฬฒ,ฬฒโ€‚ฬฒ๐š’ฬฒ๐šฬฒโ€‚ฬฒ๐š ฬฒ๐šŠฬฒ๐šœฬฒ๐š—ฬฒโ€™ฬฒ๐šฬฒโ€‚ฬฒ๐š‹ฬฒ๐šŽฬฒ๐šŒฬฒ๐šŠฬฒ๐šžฬฒ๐šœฬฒ๐šŽฬฒโ€‚ฬฒ๐š˜ฬฒ๐šฬฒโ€‚ฬฒ๐šฬฒ๐šŠฬฒ๐šœฬฒ๐šฬฒ๐šŽฬฒ.ฬฒ

๐—ก๐—ฒ๐˜„ ๐—–๐—ผ๐—ธ๐—ฒ ๐—ผ๐˜‚๐˜๐—ฝ๐—ฒ๐—ฟ๐—ณ๐—ผ๐—ฟ๐—บ๐—ฒ๐—ฑ ๐—–๐—น๐—ฎ๐˜€๐˜€๐—ถ๐—ฐ ๐—–๐—ผ๐—ธ๐—ฒ ๐—ฎ๐—ป๐—ฑ ๐—ฃ๐—ฒ๐—ฝ๐˜€๐—ถ ๐—ถ๐—ป ๐—ฏ๐—น๐—ถ๐—ป๐—ฑ ๐˜๐—ฎ๐˜€๐˜๐—ฒ ๐˜๐—ฒ๐˜€๐˜๐˜€.

It failed because Coca-Cola underestimated the power of ๐—ฒ๐—บ๐—ผ๐˜๐—ถ๐—ผ๐—ป and ๐—ป๐—ผ๐˜€๐˜๐—ฎ๐—น๐—ด๐—ถ๐—ฎ and how deeply people connect with brands they love.

Coca-Cola wasnโ€™t just selling a drink - it was selling an ๐‘’๐‘ฅ๐‘๐‘’๐‘Ÿ๐‘–๐‘’๐‘›๐‘๐‘’, a ๐‘™๐‘’๐‘”๐‘Ž๐‘๐‘ฆ, and a ๐‘™๐‘–๐‘“๐‘’๐‘ ๐‘ก๐‘ฆ๐‘™๐‘’. New Coke disrupted that brand identity by dismissing the intangible value consumers placed on the original formula.

๐—ฆ๐—ผ ๐˜„๐—ต๐—ฎ๐˜ ๐—ฐ๐—ฎ๐—ป ๐˜„๐—ฒ ๐—น๐—ฒ๐—ฎ๐—ฟ๐—ป ๐—ณ๐—ฟ๐—ผ๐—บ ๐˜๐—ต๐—ถ๐˜€? ๐—Ÿ๐—ฒ๐˜โ€™๐˜€ ๐—ฏ๐—ฟ๐—ฒ๐—ฎ๐—ธ ๐—ถ๐˜ ๐—ฑ๐—ผ๐˜„๐—ป ๐˜„๐—ถ๐˜๐—ต ๐—ฎ ๐˜€๐—ถ๐—บ๐—ฝ๐—น๐—ฒ ๐Ÿฎ X ๐Ÿฎ.



๐—ข๐—ป ๐—ผ๐—ป๐—ฒ ๐—ฎ๐˜…๐—ถ๐˜€: Preserve Brand Legacy vs. Compromise Brand Legacy.

๐—ข๐—ป ๐˜๐—ต๐—ฒ ๐—ผ๐˜๐—ต๐—ฒ๐—ฟ: Incremental Innovation vs. Radical Innovation.

1. Incremental Changes (Safe Zone)
2. Radical Changes (High Risk)
3. Fail to Evolve (Irrelevant)
4. Brand Dilution (Disaster)

New Coke? It landed in the Disaster Zoneโ€”a radical change that compromised their legacy. What should Coca-Cola have done?

What should Coca-Cola have done?

They couldโ€™ve introduced New Coke as an option alongside ๐‚๐ฅ๐š๐ฌ๐ฌ๐ข๐œ ๐‚๐จ๐ค๐ž like they later did with ๐‚๐จ๐œ๐š-๐‚๐จ๐ฅ๐š ๐™๐ž๐ซ๐จ ๐’๐ฎ๐ ๐š๐ซ.

What do you think?

Can innovation hurt a brand? Have you seen other examples like this?

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