The Coca-Cola Company (Coke) is in a leagae by itsell" As the world's largst and number one nonalcoholie beverage compamy, Coke makes or licenses moee than 3,500 drinks in more than 200 countries Coke has built 15 bation-dollar brands and ako claims four of the top five solt-drink brands (Coke. Dict Coke, Fanta, and Spne Athough it fell to the number-three spot in 2013, each year since 2001, global beand consulting firm Interbrand, in comjunction with Bloomberg asiess Wek s fied Coke as the number-one best global brand. Coke's csccutives and masagers ane focusing on ambitious, long-term growth for the company- doubling Coke's busi ness by 2020. A big part of achieving this goal is building up its Simply Orange juice business into a powerful global juice brand. Decision making is playing a crucial role as managers try to beat rival PepsiCo, which has a 40 perceat market share in the not-from-concentrate juice category compared to Coke's 28 pencent share Asd those managers aren't leaving anything to chance in this hot-ummcold-pursait You'd think that making orange juice (on would be relatively simple squeezc, pour. While that would probably be the case in your own kischen, in Coles case, that glass of 100 percent OJ is possible only through "satellie imagry, compl pipeline." The purchasing director for Coke'v cated data algorithms, and even a juide massirve Florida juice packaging facility says "Mother Nature doesn't Sic to be dardized." Yet, standardization is what it takes for Coke to make this work peofitably producing a juice beverage is far more complicated than bottling soda. sing what it calls its "Black Book model," Coke wants to ensure that custom- ave consistently fresh, tasty OJ 12 months a year despize a peak growing season only three months long. To help in this ers have consulta ant He says, "Orange juice is definitely one of the most complex applications of business analytics To consistently deliner an optinal blend given the challenges nature requires some I quintillion (that's I followed by 1S zeroes) decisions Theres no secret formula to Black Book, it's simply an algorithm. It detailed data about the more than 600 different flavors that make up an orange and about customer preferences This data is correlated to a profile of each batch of raw juice The algorithm then determines how to blend batches to match a certain taste and consistency. At the juice bottling plant, "blend technicians carry out Black Book instructions prior to bottling. "The weekly OJ recipe they use is "tweaked" constantly Black Book also includes data on external factors such as weather patterns, crop yields and other cost pressures. This is uscful for Coke's decision makers as they en- ue they 'l have enough supplies for at least 15 months One Coke executive says "Ir we have a hurricane or freeze, we can quickly replan the business in 5 or 10 minute just because we've mathematically modeled it." 0 DISCUSSION QUESTIONS 3-13. Which decisions in this story could be considered unstructured problems? Structured problems? 2-14. How does the Black Book help Coke's managers and other employees in decision making? 2-15. What does Coke's big data have to do with its goals? 2-16. Do some rescarch on revenue analytics What is it? How can it help managers make better decisions? Case Study: .It is a group assignment Need to submit a hard copy. Mention group members Between 550-600 words (quality work) The Coca-Cola Company (Coke) is in a leagae by itsell" As the world's largst and number one nonalcoholie beverage compamy, Coke makes or licenses moee than 3,500 drinks in more than 200 countries Coke has built 15 bation-dollar brands and ako claims four of the top five solt-drink brands (Coke. Dict Coke, Fanta, and Spne Athough it fell to the number-three spot in 2013, each year since 2001, global beand consulting firm Interbrand, in comjunction with Bloomberg asiess Wek s fied Coke as the number-one best global brand. Coke's csccutives and masagers ane focusing on ambitious, long-term growth for the company- doubling Coke's busi ness by 2020. A big part of achieving this goal is building up its Simply Orange juice business into a powerful global juice brand. Decision making is playing a crucial role as managers try to beat rival PepsiCo, which has a 40 perceat market share in the not-from-concentrate juice category compared to Coke's 28 pencent share Asd those managers aren't leaving anything to chance in this hot-ummcold-pursait You'd think that making orange juice (on would be relatively simple squeezc, pour. While that would probably be the case in your own kischen, in Coles case, that glass of 100 percent OJ is possible only through "satellie imagry, compl pipeline." The purchasing director for Coke'v cated data algorithms, and even a juide massirve Florida juice packaging facility says "Mother Nature doesn't Sic to be dardized." Yet, standardization is what it takes for Coke to make this work peofitably producing a juice beverage is far more complicated than bottling soda. sing what it calls its "Black Book model," Coke wants to ensure that custom- ave consistently fresh, tasty OJ 12 months a year despize a peak growing season only three months long. To help in this ers have consulta ant He says, "Orange juice is definitely one of the most complex applications of business analytics To consistently deliner an optinal blend given the challenges nature requires some I quintillion (that's I followed by 1S zeroes) decisions Theres no secret formula to Black Book, it's simply an algorithm. It detailed data about the more than 600 different flavors that make up an orange and about customer preferences This data is correlated to a profile of each batch of raw juice The algorithm then determines how to blend batches to match a certain taste and consistency. At the juice bottling plant, "blend technicians carry out Black Book instructions prior to bottling. "The weekly OJ recipe they use is "tweaked" constantly Black Book also includes data on external factors such as weather patterns, crop yields and other cost pressures. This is uscful for Coke's decision makers as they en- ue they 'l have enough supplies for at least 15 months One Coke executive says "Ir we have a hurricane or freeze, we can quickly replan the business in 5 or 10 minute just because we've mathematically modeled it." 0 DISCUSSION QUESTIONS 3-13. Which decisions in this story could be considered unstructured problems? Structured problems? 2-14. How does the Black Book help Coke's managers and other employees in decision making? 2-15. What does Coke's big data have to do with its goals? 2-16. Do some rescarch on revenue analytics What is it? How can it help managers make better decisions? Case Study: .It is a group assignment Need to submit a hard copy. Mention group members Between 550-600 words (quality work)