Contents

Why is it necessary that top management be committed as a prerequisite to benchmarking?..................1

Describe how organization should go about communicating with their customers......................................1
Be careful with hindering........................................................................................................................1
Listen effectively......................................................................................................................................1
Be delicate to contrasts in specialized learning.......................................................................................2
Keep the client educated.........................................................................................................................2
If asked to assess a department's training needs how would you go about it.............................................2
Step 1: Identify the Business Need..........................................................................................................2
Step 2: Perform a Gap Analysis................................................................................................................3
Step 3: Assess Training Options...............................................................................................................4
Step 4: Report Training Needs and Recommend Training Plans..............................................................6
Defining Lean Six Sigma:..............................................................................................................................6
Final Takeaway:.......................................................................................................................................8
Part B...........................................................................................................................................................8
TQM of Coca Cola........................................................................................................................................8
The Mission of Coca Cola.........................................................................................................................8
The Vision of coca cola............................................................................................................................9
Analysis of Coca-Cola...............................................................................................................................9
The Quality Management system..........................................................................................................10
The Production Process.........................................................................................................................11
Customer Satisfaction............................................................................................................................12
Corporate Social Responsibility.............................................................................................................13
Criticisms of Coca-Cola..........................................................................................................................14
Recommendations.................................................................................................................................14
Conclusion.............................................................................................................................................15
Why is it necessary that top management be committed
as a prerequisite to benchmarking?
Management commitment is important for benchmarking. Because top-down management is
responsible for the company's ongoing operations and evaluations, management must work as a
team to use and implement the baseline strategy. Another key factor is a strong network of
relationships and an open mind. In order to implement benchmarking at all stages, a team of
trained personnel is required to make the process work accurately and efficiently. Based on the
information gathered by a trained team, efforts must also be made to achieve continuous
improvement. Other keys include a benchmarking process with historical success, sufficient time
and staff, and a complete understanding of the benchmarking process

Describe how organization should go about communicating with their customers

There five important ways that organization should go about communicating with their customer

Be careful with hindering

Be careful when disturbing others, especially your customers. It is particularly frustrating to ask
questions to clarify and ask for interference when starting to provide answers. Sometimes when
you feel you need to step in, just waste your time and tell others that you think it's your basic
idea. In this way, others can see or change you in any case.

Listen effectively
Did you really tend to talk to crossovers when talking to someone? The individual may have
heard of you, but did not display anything. Avoid this. When dealing with others, it's often
important that everyone knows what they're listening to because you're really tuning. Therefore,
you can create responsive gestures in the following ways by integrating with the content
mentioned by others: Improve your understanding and improve your impression.
He said to customers who were strategically away from negative queries, "Did you adopt Word?"
What does he mean? Yes, yes, did you introduce Word? Meanwhile, he introduced Word?

Be delicate to contrasts in specialized learning

Oddly, your customers have less expertise than you. Be cautious when following these
principles. If you use an acronym, distinguish the meaning of the acronym. The same acronym
can mean different things in IT connections.

Keep the client educated

The area where I live, southeast Pennsylvania, has a vast rural area, especially the mushroom
making. While the mushrooms are growing, place them in a dim building and fix them with
fertilizer..

If asked to assess a department's training needs how

would you go about it
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Connecticut to re-establish the TA and compare it to the benchmark. Determine current and
required competencies for breaches, training decisions, and maintain service. Rather than
assuming that all employees require training or even the same training, the base can be
determined.

Evaluations can be performed at any time, but usually, when changes are made to an employee's
work, a post-employment evaluation, performance improvement, career development plan,
succession plan, or organizational change is also required. It is useful to perform these
assessments on a regular basis to determine the organization's training needs, employee
knowledge and skills, and the effectiveness of the training program..
Step 1: Identify the Business Need
Training assessment is the first step in a successful training program and is an important aspect
of succession planning. By performing this analysis, organizations can focus their efforts on the
training areas needed to meet employee organizational goals, maximize the company's training
funding, and contribute to employee professional development. You. Assessors of training needs
have a clear understanding of the overall goals and priorities of the organization and
departments, properly assess training programs, and determine which training opportunities are
available to employees, business units, and the entire organization. You need to determine what
contributes the most to overall success

In essence, why does an organization assess training needs? What is the end result that
employees, managers, or management want to achieve? Does training contribute to this
outcome? Training may not be the answer. There may be other organizational issues that are best
addressed by other means, such as job analysis, clear goals, reorganization or reorganization of
department or employee involvement.

Step 2: Perform a Gap Analysis

To perform a gap analysis, you need to evaluate the current status of the department or
employee's performance or skills and compare it to the required level. The difference between
the existing state and the expected state is a gap. There are many ways to perform a gap analysis.
How you identify gaps depends on your organization and circumstances. In some situations, it
may be helpful to use one or more gap analysis methods. The gap analysis assessment tools are:

 Personnel records. Personnel records can include accident and safety reports, job
descriptions, job capabilities, departure interviews, performance evaluations, and
other company records such as production, sales, and cost records. For example, if
accidents at a departmental workplace increase dramatically, it is important to
review the incident report as part of the gap analysis before conducting safety
training..
 Individual interviews. Individual interviews can be conducted with employees,
supervisors, senior managers, and even customers / customers or external suppliers. If
 your organization provides safety training, it is advisable to consult not only with the
accident, but also with the witnesses. In addition, talking with employees who have never
experienced an accident will help create a training program that includes standards for
safe operation. If the accident involves equipment, it may be helpful to contact the
supplier who manufactured or repaired the equipment. The information gathered can
identify gaps that need to be addressed by the organization. Through assessment of
training needs, companies and their employees can benefit from new training
opportunities.
 Focus groups. Unlike personal interviews, using focus groups involves asking many
individuals about their training needs at the same time. Departments or groups of
employees with similar training needs can achieve the best results. Participants
brainstorm all possible training needs and write them on a flipchart. Second, each
individual may get 5 points or notes (the employer must provide the optimal number of
points or notes for the organization). Everyone adds and pastes notes to training ideas that
they consider most important. You can choose to have one person place spots on five
different projects or all five on a training project.
 Surveys, questionnaires and self-assessments. Surveys are typically conducted in a
standardized format and can be conducted electronically or by telephone. In some
situations, research with employees and customers can be helpful. When conducting a
customer service training needs assessment, employers should ask employees for factors
that can help improve customer service. Employers also need to get advice from
customers about their experiences with employees.
 Observations. Monitoring sources include direct monitoring and input by supervisors,
on-the-job simulation of job settings, and written job samples.

Step 3: Assess Training Options

Gap analysis generates a list of training options and needs. Lists can now be evaluated against
organizational goals and current and future priorities.

You can use a 1 to 3 ratio. 1 is key, 2 is important, 3 is not important at all. This is a factor to
consider when determining if training is feasible.
  Solution to a problem. For example, employee performance issues are clearly identified
as training issues. Provide employees with additional on-the-job training so they can
acquire the required skills. As a result, the company has fully qualified employees who
meet the required performance standards.

 Cost. Training costs are an important factor and need to be weighed in terms of
importance. In some situations, depending on your organization's priorities and financial
situation, your organization may have invested a lot of money in one training but do not
want to invest in the other trainings listed. This is the formula for calculating the total
cost of training:

Number of Employees Trained x Cost of Training = Total Cost of Training

 Return on investment. Return on investment (ROI) is a calculation that shows the value
of spending related to training and development. It can also be used to show how long
these activities take to recover costs and provide an organization's return on investment.
 Legal compliance. If any training needs obtained from a gap analysis by law (e.g., under
federal, state, or industry law) are required, or employees' licenses or certificates need to
be maintained, then these trainings will be a high priority.  
 Time. The amount of time it takes to build capacity in an organization can affect the
organization's operational needs because it hinders employees' ability to perform other
duties. In this case, it may be more beneficial to hire talent from outside the organization
or outsource tasks to fill skill gaps. In other cases, such as succession planning,
organizations can promise to build capacity internally.
 Remaining competitive. A new product or service may have minimal knowledge /
ability that negatively impacts a company's bottom line. Employers can provide
employees with the training they need to generate and exceed the expected revenue from
new products and services. In this case, the company benefits from increased revenue and
exceeds training costs.

After assessing all training needs / options, HR personnel will get a list of training priorities for
individual employees, departments, or the entire organization.
Step 4: Report Training Needs and Recommend Training
Plans
The next step is to report your training needs assessment and recommend short- and long-term
training plans and budgets, starting with the most important priorities in the list of training
options. If you have a training schedule, such as a deadline to meet your compliance training
obligations, schedule and schedule accordingly. The report should outline the reasons and
methods of assessment, how to complete, how to use and stakeholders, and recommendations for
training on a general schedule.

Defining Lean Six Sigma:

ASQ (American Quality Association)

Lean Six Sigma is a fact-based, data-driven philosophy of improvement that focuses on defect
prevention rather than defect detection. Improve customer satisfaction and end results by
reducing variability, waste, and cycle time, and drive job standardization and process use to
create a competitive advantage. Changes and waste apply everywhere and all employees must be
involved. "

Lean Six Sigma is a combination of Lean and Six Sigma strategies. Lean principles help reduce
or eliminate process waste. Six Sigma focuses on the change reduction process. Therefore, the
principles of Lean Six Sigma help improve process efficiency and quality.
Source: www.circle6consulting.com

Today's environment is vibrant. When applied alone, lean or Six Sigma methods do not fully
realize the potential for this dynamic environment improvement. The integration of Lean and Six
Sigma guarantees significant improvements. This management approach is the first company to
eliminate process waste using traditional lean methods. Later, the process differences were
improved using six Sigma tools. However, these two methods are closely related to today's
times. The ultimate goal is to improve the process by reducing bias and eliminating waste. This
is a continuous improvement process, and the PDCA alternates between lean and six sigma
methods. The scope of the method depends on the complexity of the process or the required
improvement. By combining the two approaches, you can develop high quality, efficient and
simplified processes. Increase revenue and help you meet your business goals.

Integrated Lean Six Sigma management methods are used throughout the industry and across the
industry. Brings special changes to the performance of your organization. Lean Six Sigma gives
businesses around the world a competitive advantage. They are product or service oriented
companies. LSS methodology makes the process better and more efficient. Key to success is
management support, employee engagement, and commitment to customer satisfaction.
Final Takeaway:
That is, the lean approach is designed to reduce process waste, and Six Sigma is designed to
reduce process changes. However, both approaches offer the full potential for process
improvement. Lean Six Sigma's integrated approach increases process efficiency, optimizes
resources, increases customer satisfaction, and reduces profits and costs. Hopefully, you can see
the difference between these three management methods. There are benefits when applied to
various business processes. Improve the quality of existing processes and make them better
managers.

Part B

TQM of Coca Cola

The company's goal is to increase shareholder value over the long term. We work with
business partners to achieve this goal by delivering satisfaction and value to consumers through a
global premium brand and service system, thereby expanding brand equity globally. They aim to
manage the business successfully with people who adhere to the company's value and culture,
and provide a well-controlled environment to achieve business goals. Company associates are
jointly responsible for ensuring compliance with the policy framework and protecting company
assets and resources while limiting business risk.

The Mission of Coca Cola The Coca-Cola roadmap begins with their mission. It
states the company's purpose and the criteria by which the Coca-Cola Company measures its
actions and decisions. refresh the world Promote the moment of op optimism and happiness.
Create value and make a difference.
The Vision of coca cola Coca-Cola's vision is a roadmap framework that guides
you through all aspects of your business by explaining what you need to achieve sustainable,
high-quality growth..

 Employee: Become a workplace and encourage people to do their best work. Investment
portfolio: Promote a global portfolio of premium beverage brands that can anticipate and meet
people's needs and needs. Partners: foster a successful network of customers and suppliers and
create common lasting value. Planet Puppet: Make a difference by becoming a responsible
citizen and helping build and support a sustainable community.  Profit: Provide maximum
long-term profits to shareholders while keeping overall responsibility in mind. Productivity:
Become an efficient, lean and fast growing organization

Today, The Coca-Cola Company is headquartered in Georgia and has subsidiaries around the
world, with a strong product lineup including well-known brands such as Sprite, Coke Zero,
Fanta, Oasis, Abbey Well water and Powerade ( Coca-Cola, 2010). Edmonton-based Coca-Cola
Enterprise Limited is a local bottler responsible for brand distribution, manufacturing, trade
marketing and sales throughout the UK, and this report is being discussed throughout the system.
However, this system may be duplicated in the UK and abroad. 

Analysis of Coca-Cola
Coca-Cola drinks are offered in a variety of packaging formats, including glass, aluminum cans,
and plastic bottles (Coca-Cola, 2010). As the company expands its supplier base and beverage
product portfolio to meet the growing needs of developing and growing markets around the
world, regulatory reviews and consumer expectations continue to increase. According to Coca-
Cola (2010): "The global nature of the business requires the highest standards and processes of
the Coca-Cola system and ensures consistent quality.

Coca Cola (2011), "Continuity and Trustworthiness", "Coca-ColaSystems", "Coca-Cola

Operating Requirements (KORE)", "Management", and description. LA can be paired with
beverage production and distribution of the same benchmarks, business operations, maintenance,
integrated quality management, and programs, making, and growth plans, and.The current
management system: KORE, Kaka Cola, product quality, health, safety, and environmental
standards.The highest standards have been reached..

The Quality Management system

It is important to ensure that all products produced by Coca-Cola have high quality standards and
that all products are exactly the same. This is important because companies want to meet
customer requirements and expectations. Since the brand exists globally, it is essential that these
checks are consistent. Standardized Coca-Cola bottles require several elements of the production
line to be checked to ensure high quality. The most common tests include ingredients, packaging,
and distribution. Many tests are performed during production as machines and a small group of
employees monitor progress. All Coca-Cola employees are responsible for quality checks, from
hygienic operators to product and packaging quality. This indicates that these ongoing
inspections need to ensure that employees are responsible for looking for problems and that
quality is maintained.

Coca-Cola performs tests throughout the production process, especially in the testing of the
Coca-Cola formula, to ensure that each product meets certain requirements (Coca-Cola, 2011).
Inspection usually refers to the sampling inspection of a product after production to take
corrective action to maintain the quality of the product (Summers, 2009). Coca-Cola has
incorporated this approach into its organizational structure because it eliminates errors, maintains
high quality standards, and reduces the likelihood of product recalls. Easy to implement and cost
effective.

Coca-Cola uses both quality control (QC) and quality assurance (QA) throughout the
manufacturing process. Quality control focuses on the production line itself, and quality
assurance focuses on its entire operating process and related functions to resolve its potential
problems quickly (Summers, 2009). In quality control and quality inspection, advanced
computers check all aspects of the production process, check formula consistency, bottle creation
(blow molding), bottle fill, bottle label, and overall Increasing production and quality checks to
ensure that product requirements are being met (Muirhead, B. 2011). Quality control and
inspections help reduce the risk of defective products reaching customers; problems are
identified and resolved during production (summer 2009), for example, bottles that are
considered defective are inspected (Muirhead, B. 2011). Quality inspections also focus on the
quality of products offered by Coca-Cola, such as tate and lyle sugar. Coca-Cola told them that
the supplier had never encountered a problem (Muirhead, B. 2011). Quality assurance can also
train employees to understand how to operate the machine. Coca-Cola ensures that all employees
are trained before hiring and that they can operate the machine efficiently. Machines are also
regularly maintained, and highly skilled engineers are needed to solve problems and ensure that
Coca-Cola maintains high productivity.. 

Also, check each bottle to make sure it is at the correct filling level and labeled correctly. This is
done by computer and each bottle goes through the computer during the production process.
Defective products are removed from the main production line. If the quality control measures
detect an error, the production line is frozen until the last successful inspection. At the Coca-Cola
bottling plant, we use a scorecard system to check the utilization of each production line. This
indicates the percentage of the production line in use, and managers can increase the production
level of the line if necessary (Muirhead, B. 2011).

Coca-Cola also uses Total Quality Management (TQM), which includes quality management at
all levels of the organization, including suppliers, production, customers, etc. (Summer 2009).
This allows Coca-Cola to remain competitive / recovery and increase customer satisfaction.
Hradesky, J. (1992). Coca-Cola uses this method to continually improve product quality.
Teamwork is very important, and Coca-Cola ensures that all employees are involved in the
production process. This means that all employees understand their work / responsibilities and
increase their motivation, motivation and overall productivity (Summers, 2009). TQM practices
can also increase customer engagement, as many organizations, including Coca-Cola, want to get
feedback and information from consumers. Overall, waste and cost reductions have given Coca-
Cola a competitive advantage (Muirhead, B. 2011).

The Production Process

Before starting production, quality control tasks are performed to clean internal pipes, machines
and equipment. This is usually done during a production line transition. For example, change the
cola to a diet cola to ensure the same taste. This quality check is performed for hygiene purposes
and product quality. After performing these checks, you can start the production process.
Coca-Cola uses a database system called Quesar to enable online checking. For example, before
starting the process, all materials are coded and a bill of material is published for each row. This
ensures that the correct materials are placed on the production line. This inspection is designed to
eliminate production line problems and is regularly audited. Without this system, product quality
cannot be assessed at such a high level. Other quality checks on the production line include
packaging and carbonization. The operator monitors and records these values to ensure
compliance with the standard.

To test the quality of the product, additional laboratory technicians perform more than 2,000 spot
checks daily to ensure quality and consistency. This process can be done before or during
production, and may take bottle samples from the production line. Quality tests include CO2 and
sugar values, micro tests, packaging quality and closure. These tests are designed to come up
with comprehensive quality control ideas. For example, one way Coca-Cola improved its
production process was at the end of the packaging line. The machine rotates around the plastic-
wrapped product until the contents are solid. One of their initiatives meant that only one
revolution was needed. However, this idea does not affect the packaging or actual product
quality, saving a lot of packaging costs. This change is appropriate for your organization.
Continuous improvement can also be used to comply with environmental and social principles
for which the company is responsible. Continuous improvement can be easy to identify, but can
lead to significant changes in your organization. The idea of continuous improvement is to find
opportunities that can change the way things are done. Waste, scrap, or rework sources are
potential projects that can be improved.

System success can be measured by assessing the consistency of product quality. According to
Coca-Cola (2011): . The best value so far. This clearly shows that the quality system is working
well throughout the organization. A rise in the index indicates that consumers are aware of
product consistency. 

Customer Satisfaction
Coca-Cola manages customer satisfaction by writing code on the bottles it produces. This means
that if there is a fault, you can enter this code into the Coca-Cola database and find out which
plant the plant produces and where it is assigned. This helps improve customer satisfaction. If
you have a problem with a set of cola bottles, you can recall it before other customers notice the
problem with a particular batch of cola product. It also has an OTIF scoring system for
distributors (OTIF means "on time") (Muirhead, born 2011). External customers (such as
distributors) can be evaluated based on Coca-Cola delivery dates (provided they are delivered on
time and have full inventory). Coca-Cola also uses strange shoppers to check product quality and
customer satisfaction (Muirhead, B. 2011).

Corporate Social Responsibility

As part of the quality system, factors such as corporate social responsibility are important
because many organizations must fulfill many roles and responsibilities to ensure that they
provide high levels of quality and customer satisfaction.Large organizations like Coca-Cola often
edit a document describing a company's corporate social responsibility (CSR) .CSR has been
integrated into the business model, which helps to self-regulate companies.Corporate social
responsibility must comply with laws, ethical standards and international norms (Crane, A. et al.,
2009) .Coca -Cola's responsibilities include: "beverage benefits", "active and healthy living",
"community", "energy and climate", "sustainable packaging", "water resources management"
and "workplace" (Coca-Cola, 2011). , Coca-Cola takes quality very seriously and ensures that
the company meets "demands in the market and consumer expectations". 

The Coca-Cola Company is considering the need to meet environmental standards during
product design and manufacturing. These standards are implemented in the production areas we
witnessed. These implications are important factors in the design and development of new
products, packaging, production processes, and plant equipment. Coca-Cola implements
“Environmental Management System Implementation, Maintenance and Improvement” (ISO
14000 Environmental Management Guidelines) (The Coca-Cola Enterprise Co., Ltd., 2011) in
accordance with ISO 14001 guidelines. .

One of Coca-Cola's key environmental initiatives is water management, and the company plans
to increase water efficiency by 20% by 2012. Coca-Cola uses water for production processes
such as cleaning, heating and cooling. The overall goal of these factors is to minimize the cost of
manufacturing new and existing packages without damaging the product. However, the
Edmonton plant is currently working to meet this level of management.

According to the Times 100 (2010), "Education is the key to changing behavior and attitude, so
Coca-Cola supports a number of waste prevention organizations around the world, including the
British Tiddy Group and Coca-Cola. The British Coca-Cola Company has won awards. Best
award for over 20 years of support”. 

Criticisms of Coca-Cola
In 1999, Coca-Cola put a bottle of Dasani on the shelf. As a result, Coca-Cola eventually fell into
a disaster and was removed from the shelf. Coca-Cola simply fills each bottle with pure tap
water. BBC News (2004) states that water is a major source of water at the Coca-Cola plant in
Kent. Poor media coverage has plagued the Coca-Cola brand and raises questions about the
quality of its offerings to consumers.

As stated in Corporate Social Responsibility, Coca-Cola takes the UK environmental policy very
seriously, but takes advantage of developing countries' laws, regulations and corrupt
governments to take advantage of developing countries. Can be claimed. According to Guardian
(2006), Coca-Cola has been accused of "pushing raw waste into water, killing fish and polluting
African lagoons." Coca-Cola explicitly states in its corporate social responsibility that it wants to
contribute to the protection of the environment, but does not show that environmental quality
standards can be maintained outside of the UK and other developed countries, and that Reducing
trust.

Recommendations
Based on the findings of this report, Coca-Cola appears to have an efficient and effective quality
management system. However, there are some suggestions that Coca-Cola can consider in the
short and long term. The Coca-Cola Company has a high degree of uncertainty regarding the use
of raw materials used to manufacture products. This may not be a problem at this time, but as the
supply of raw materials becomes increasingly scarce, the use of more recyclable materials may
face pressure. The company is facing criticism of health, safety and packaging obligations that
can affect the company's social image. Therefore, in quality management systems, the use of
continuous improvement is an important concept, and companies must strive to find the most
recyclable packages. While this helps reduce carbon footprint, a variety of materials can affect
product quality and production costs. This is what the company needs to consider. In the short
term, this may not be the best economic option, but may improve your social image in the long
run.

Conclusion
Coca-Cola's educational visits to companies and research via other sources indicate that the
company has a very effective and efficient quality management system. Coca-Cola's global
presence means that its quality system must maintain a high level of consistent product to meet
the standards expected of its global consumers. Studies have shown that this system allows
Coca-Cola to successfully measure all parts of the production process. This is reflected in the
company's Global Product Quality Index rating, which consistently reached 94%. Depending on
the effectiveness of the system, organizations can benefit from applying the same quality
principles to different distribution centers around the world. Without this quality system, Coca-
Cola may find it difficult to penetrate international markets. An important aspect of Coca-Cola is
its brand image, and this quality system promotes this image and does its best to confirm it
throughout the production process. Another way Coca-Cola is trying to improve its social status
is to adopt a sustainable approach to environmental initiatives. These factors are important for
maintaining the quality of new products, packaging, production processes, plant equipment
design and development. Water management plan is an example.

However, the recommended recommendations provide some aspects to consider for Coca-Cola.
The most important recommendations are environmental and social factors that can affect the
quality system. Continuous improvement throughout the organization can provide some ideas on
these issues that can maintain or improve current product quality indicator levels. Nevertheless,
existing systems seem to be very effective, and Coca-Cola can distribute products worldwide and
produce consistently high quality products with fewer defects. Obviously, various changes have
been made to the system to improve the way quality control is performed, but without these
changes, it is difficult to meet customer needs..
BBC News (2004) ‘Soft drink is purified tap water’ (?online?) Available at:
http://news.bbc.co.uk/1/hi/uk/3523303.stm (?Accessed on 20th March 2011?)

Coca-Cola (2010) Introduction to our business. (Online) Available at: http://www.coca-

cola.co.uk/about-us/introducing-our-business.html (Accessed:13th March, 2011) 

Coke Education (2009) ‘Coke Education Production Video’ Accessed 16th March 2011 (online)
at: http://www.cokeeducation.co.uk/resources.html

Coca Cola eKOsystem (2002) http://www.thecocacolacompany.com/citizenship/eKOsystem.pdf

(Assessed 18th March 2011)

Coca-Cola Enterprises Ltd (2011) ‘Corporate Responsibility and Sustainability’ (online)

Available at: http://www.cokecce.co.uk/corporate-responsibility.aspx (Accessed on: 21st March
2011)

Guardian (2006) ‘Has Coke become the new McDonald’s’ (online) Available at:
http://www.guardian.co.uk/media/2006/aug/18/marketingandpr.business (Accessed on 20th
March 2011)

ISO 14001 Environmental Management (2002) http://www.iso14000-iso14001-environmental-

management.com/iso14001.htm (Assessed 18th March 2011)

Muirhead, B (2011) Coca-Cola Enterprises Ltd. Edmonton. ‘In Communitcation’. February 22nd
2011

The Times 100 (2010) Examples of environmental initiatives. (Online) Available at:
http://www.thetimes100.co.uk/case-study–corporate-citizenship-and-the-community–3-81-
11.php (Accessed: 17th March, 2011) 

The Coca Cola Company-Quality (2011) http://www.thecoca-

colacompany.com/citizenship/quality.html (Assessed 18th March 2011)