The company will introduce a new energy drink under its own brand.
Energy will become a direct competitor to such famous brands as Red Bull or Monster.
Coca-Cola's caffeinated drink will be the first to be tried in Hungary and Spain, where it will go on sale next month. At the end of April, the drink will enter the UK market. If sales are successful, Energy will soon be available worldwide.
Among the components of the drink there is caffeine - here it is three times more than in a regular can of Coca-Cola, 80 mg per 250 ml, guarana extracts and B vitamins. The energy drink will be produced in classic 250 ml cans, the design of which will clearly indicate for belonging to the Coca-Cola family. In addition to the standard Energy option, there will also be a zero-calorie, sugar-free drink option.
By going beyond the usual assortment, Coca-Cola seeks to expand its reach of customers and strengthen its position in the market. As part of this process, for example, last year the company took the uncharacteristic step of launching Lemon-Do alcoholic beverage for the Japanese market. And if earlier most of the brand's new products were created for customers seeking a healthy lifestyle by reducing sugar and calories, now the company is striving to reach the widest possible audience. Time has shown that those who lead a healthy lifestyle are more likely to drink plain water than any type of Coca-Cola, and the company's decline in sales points to this in no uncertain terms.
The launch of the new product was not without controversy. Disagreements arose between Coca-Cola and Monster energy drink maker. Since 2015, Coca-Cola has held 16.7% shares of Monster. According to Monster, an agreement was reached between the companies, according to which all energy drinks will be produced by two manufacturers under the Monster brand, and all non-energy drinks under the Coca-Cola brand. But Coca-Cola itself claims that the agreement is interpreted differently. The companies are now pursuing an arbitration process to settle the next steps.
