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But his masterstroke was the all-out marketing blitz against Coca-Cola, long the global market leader in non-alcoholic beverages.
The two firms had competed for decades, but they mostly fought low-grade battles.
Mr Kendall changed that, by forcing both companies into an advertising arms race.
In 1975 Coca-Cola spent around $25m on advertising and PepsiCo some $18m.
By 1985 those figures had shot up to $72m and $57m, respectively.
This was a risky gambit for both cola rivals.
But it paid off in two ways.
First, it helped fizzy drinks win a greater “share of throat” (a term coined by Roberto Goizueta, a former boss of Coca-Cola, who died in 1997).
And though Coca-Cola maintained its lead in that period, with over a third of the market, PepsiCo’s share shot up from 20% to a peak of over 30% in the 1990s.
Last year carbonated-drinks sales totalled $77bn in America, and over $312bn globally.
但他的绝招是针对可口可乐发动营销闪电战,后者长期以来一直是无酒精饮料市场的领导者。
这两家公司已经竞争了几十年,但大多是低级别的较量。
肯德尔通过迫使两家公司进入广告军备竞赛,扭转了这一局面。
1975年,可口可乐公司花费约2500万美元用于广告宣传,百事可乐花掉了大约1800万美元。
到了1985年,两家广告费各自飙升至7200万美元和5700万美元。
In 1995 Pepsi outspent Coke by $112m to $82m.
1995年,百事可乐的广告费为1.12亿美元,超过了可口可乐的8200万美元。
这对两家可乐公司来说都是冒险之举。
但同时也带来了两大好处。
首先,它帮助汽水饮料赢得了更大的“喉咙份额”(这是由1997年去世的可口可乐公司前老板罗伯特・戈依苏埃塔发明的术语)。
They went from 12.4% of American beverage consumption in 1970 to 22.4% in 1985.
1970年,汽水饮料占美国饮料销量的12.4%,而到1985年则上升至22.4%。
在20世纪90年代,尽管可口可乐公司以超过三分之一的市场份额保持了当时的领先地位,但百事可乐公司的市场份额从20%骤升至峰值30%以上。
去年,碳酸饮料在美国的销售额达到770亿美元,全球总销售额达到3120亿美元。
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