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By Abel Adekola and Bruno S. Sergi

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Mexico is a crown jewel in Coke’s international operations and the world’s second-biggest soft-drink market after the US, with annual sales of roughly $15 billion. In less than two years, the Mexican version of Kola Real, called “Big Cola,” has captured roughly 4 per cent of the market. Coke and Pepsi have cut prices in response, denting their profits. At the Sam’s Club warehouse store in Mexico City’s upscale Polanco neighborhood, Big Cola is the fifth-best-selling product, narrowly trailing Coke.

Mexicans drink more Coke per capita than anyone on earth, and countless small restaurants and mom and pop shops are awash in the company’s red and white colors. Mexico’s current president, Vicente Fox, is a former head of Coke’s Mexican operations. Coke gets about 11 per cent of both its global profits and sales volume in Mexico. , or Femsa, the biggest bottler in Mexico and the number two Coke bottler in the world, has recorded an average annual return on invested capital—a broad measure of profitability—of about 20 per cent during the past decade, two to three times what Coke’s other big bottlers earn.

For example, while Americans perform better at and are more satisfied with work activities that they choose to do, some Eastern countries and employees perform better at tasks that trusted others have chosen for them; for instance, their manager. On the other hand, Asians are motivated by the tasks collectively decided upon by their entire group of colleagues—unlike the independent and autonomous Americans. Job satisfaction, success, new challenges, and self-respect motivate United Kingdom employees.

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