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Customer Value

At CCI, our primary motivation is to ‘win together’ along with our customers. With this objective in mind, we operate a customer- oriented organization through our joint ventures and superior supplier management practices.
In line with our vision, our target is to become a company that creates value for our shareholders and ensures long-term sustainable growth, while being the preferred business partner of our customers. We carry out operations to reach approximately 400 million consumers through 780,000 sales points, including retail sales points, restaurants, grocery stores, supermarkets and hotels within our geographical reach. We deliver products from
a total of 26 plants, offering our customers top-quality products. We generate best-of-class commercial strategies and solutions whereby our customers are satisfied every time they visit our sales points.
In order to provide our consumers with easy access to chilled beverages, we strengthen our technological infrastructure and continue investing in chillers each year, increasingly shifting to more environment-friendly chillers. We have over 1 million chillers within our area of operations. Our plan to shift to more energy- efficient chillers will serve to reduce our carbon footprint in parallel with changing environmental conditions. Through these activities, we aim to strengthen our relations with our customers, while also increasing our sales volume and profitability. We also strive to reach our customers and consumers through the most efficient and affordable means of sales and distribution.

Superior Supplier Management

Goals and Successes
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The Turkish Researchers Association (Türkiye Araştırmacılar Derneği) presented CCI with two awards: Baykuş (Owl) Awards 2020
Research on Understanding the Turkish Online Shopping Journey
Research on Understanding Pakistani Grocery Store Prices

Promotional campaigns and marketing operations targeting the consumer environment are among the key tools that we use to develop our customer relations and increase sales volumes at sales points. While creating strong value for our customers, we also optimize our commercial investments. Through all these activities, we ensure an increase in turnover, while meeting consumer needs through each crate of products we sell to our customers.
Customer Satisfaction
Through the Customer Satisfaction Surveys that we regularly conduct to gage customer satisfaction within CCI’s area of operations, we ask customers to assess both our performance and that of our competitors, by means of which we can see our customers’ satisfaction level through their eyes. These surveys help us compare the service that customers expect from us with the adequacy of our existing services, and identify the elements that give rise to satisfaction, as well as those that lead to dissatisfaction. We perform our survey annually in Turkey and once every two years in other CCI countries.
In 2019, we conducted personal interviews with 5,700 customers in Turkey, Kazakhstan and Pakistan, ensuring that the necessary steps were taken to further develop our customer services. Customer satisfaction surveys were planned for all CCI countries (except Kazakhstan and Pakistan) in 2020, but unfortunately these studies could not be carried out due to the Covid-19 pandemic.
However, one-on-one interviews were conducted with our special customers in Turkey in 2020 in order to bolster our cooperation with them. These online interviews were aimed at better understanding customer satisfaction and identifying both our strong points and those that require further development.
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Distributor Satisfaction
We expand and develop joint business plans with our distributors. We provide training to help them understand the TCCS and CCI business processes. Distributor Satisfaction Surveys are conducted each year through a third-party service provider to evaluate the satisfaction levels of our distributors. As a measure of our corporate reputation, surveys inform us of our strengths and weaknesses in terms of our partnerships with our distributors and our ability to manage distribution networks.
Distributor and Pre-Seller Training
We help our dealers develop their sales skills so as to contribute to their sustainable development. We provide CCI distributors and pre- sellers with in-class* and online training to help them hone their sales skills.
An online training system was launched in 2018 for our sales representatives to enable newcomers to better understand TCCS and CCI business processes, along with their respective responsibilities. Online training includes modules such as ‘The Basics of The Coca- Cola System’, ‘A Day in the Life of a Pre-seller’, ‘Merchandising and RED’, ‘Trade Math’ and ‘Dealing with Complaints’. In 2020, we began online training with our distributors and pre-sellers in order to raise awareness about Covid-19, which was successfully completed by 1,212 distributors and pre-sellers who participated in the program. What is more, 421 distributors from Turkey, Azerbaijan, Kyrgyzstan, Pakistan, Iraq and Turkmenistan participated in Distributor/Pre-Seller online training in 2019, with 538 pre-sellers successfully completing the training and receiving certification. In February, CCI Jordan organized a Pre-Sellers’ Summit attended by 110 employees and senior management, including our Operations Director, Mr. Tugay Keskin. The summit's objective was to mobilize the team to initiate plans for 2020. The meeting began with an address by General Manager Mr. Cem Kandemir, in which he reviewed CCI Jordan’s performance for 2019 and its key priorities for 2020, while Mr. Tugay Keskin stressed the importance of those elements that have a cultural impact.

*n-class training was not carried out in 2020 due to measures taken against Covid-19.
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Transport Management
An order-prioritization system based on stock levels was established for orders we receive through the equitable distribution program that we developed for our dealers, who are also our business partners, and CCI storehouses, along with orders we receive directly from our customers. An automatic shipment-planning system was developed and a shipment-priority algorithm was created based on these priorities, while shipment priority codes identified by this algorithm began being sent to all CCI storehouses and logistics companies. This way, the urgency status of products with low stock levels can be monitored from the order placement phase and throughout the loading and logistics process, thus creating awareness at every point according to our priorities. In 2021, we aim to make all these shipments digitally traceable by map on both our own CCI systems and those of our customers.
Proactive Customer Management
We adopted a demand formalization approach with a view to creating proactive solutions, together with our customers, to meet the ever-changing demands of consumers in the face of the Covid-19 pandemic. We increased the frequency of quarterly and monthly demand evaluation meetings to once a week. This way, we can make quicker decisions on matters such as those pertaining to the distribution network and production planning. With the commercial team, we made efforts to allow our customers to place the most accurate orders possible, based on capacity and suitability, before their orders are finalized. Diversifying our order processes, we took actions that will allow us to achieve our targets by offering direct-from-plant product-based pallets or vehicle-based shipment models to our customers. Working alongside our customers to improve their networks, we eliminated various problems so that we can better meet the needs of consumers.
Demand Planning Management
Sudden changes impacted the supply/demand equilibrium due to changing consumer behavior following the emergence of Covid-19. This fluidity, which we refer to as ‘demand shock’, has had a direct impact on stock management during the pandemic. The “Forecasting” period, which used to be conducted on a monthly basis in order to proactively manage supply/demand fluctuations, began being performed on a weekly basis. A scenario-planning capability was created to allow us to manage potential crises in the most effective way possible.
The sales and operational planning (S&OP) process was redesigned and made more dynamic with an eye to the changing needs of the times. This way, a platform was set up to provide a better understanding of market dynamics; identify customer priorities, operational risks and potential restrictions; streamline the processes by which performance criteria are monitored; and rapidly respond to demand fluctuations. An initiative was launched to establish an AI-supported system covering the management of end-to-end forecast/demand/supply processes. Dubbed ‘Digital Link’, this system, the first phase of which came online in December, aims to optimize real-time demand forecasting, stock and supply management, and end- to-end visibility.
Work Carried Out during the Covid-19 Pandemic
Following the emergence of Covid-19, we carried out work aimed at understanding changing trends in regard to consumers, shopping, channels and categories in order to equip our teams and customers with the most up-to-date information:
During the quarantine period, we organized three live seminars, two on the modern channel and one on the on-premise consumption channel, with the participation of our customers.
We carried out studies to better understand how shopping trends, price sensitivities and channel choices had changed under the new normal.
Our one-on-one presentations, which addressed our on-premise consumption customers, continued during the “New Normal”.
We closely followed the developing online shopping market, and the trends associated with it, through the e-commerce panel launched by TCCC. We achieved a deeper understanding of shoppers’ behavior on e-commerce platforms.
Studies on consumer moods, shopping habits and buying behavior, first initiated by TCCC during the quarantine period, continued throughout the pandemic. Studies were conducted in Turkey, Pakistan, Kazakhstan, Iraq and Azerbaijan.
We continued to closely follow channel trends with our analyses conducted through retail, household and on-premise consumption panels.
Actions Taken for Our Customers
During the Covid-19 pandemic, we handled the issue of trust and loyalty, which we have always fostered among our customers, even more delicately, redoubling our efforts to ‘win and become stronger together’ in solidarity with our customers. We offered our customers quick solutions that created value.
We developed strategies for our customers under four main headings: communicational, operational, financial and commercial. From the first day of this process, we maintained our interactions with our customers via various channels. While informing our customers with respect to the steps we would take, we made sure that our senior management and leadership team remained in direct communication with our customers.
We gave priority to operations such as production, sales and distribution, which represent our fundamental competencies. Despite the circumstances, we continued to pursue modern commercial practices through display and arrangement activities. We carried out additional discount applications aimed at destocking.
As a company that places the creation of value at the core of its strategy, we took a number of steps and actions aimed at creating value for customers in the financial sense. The steps we took in this context included the revision of due dates; the extension of maturities of trade receivables where necessary; the provision of support in terms of product returns; the performance of additional discount applications for the purpose of destocking; and increased support for the product returns process.
At the same time, in order to support our customers commercially, we increased the number of online/digital promotions and advertisements; reallocated resources specifically towards the “home channel”; expedited deliveries; and ensured uninterrupted RTM optimization. We came up with and implemented speedy solutions in order to help our customers overcome any difficulties they may encounter due to the crisis. Together with the number of individuals reached through the tripartite mechanism that we established, our customers’ pre-Covid-19 home- delivery sales values were maintained. We took advantage of home-delivery opportunities caused by the closure of seating areas in the on-premise consumption channel and increased sensitivities in regard to savings to create new, economical menus.

We prepared a button by which audiences can place orders directly with our customers during the online Pes 2020 World Cup tournament.
On 23 May, prior to the organization, there had been a 16% decrease in general turnover and a 7.63% decrease in the ‘King at Home’ menu option.
On 24 May, after the organization, however, general turnover increased by 23%, and the ‘King at Home’ menu option rose by 42%. (The event was organized on 24 May.)
Through the #EVDEKAL campaign, we promoted the sale of 110,000 menus during this period.
We created a cross-partnership with the İstegelsin channel, a prominent online shopping platform, when Fast Food sales started to decrease and online shopping began trending upward. We focused on the opportunities afforded by multiple at-home consumers. We created dual menus with our customers. We achieved visibility and awareness on the campaigns tab.

In cooperation with the Turkish Red Crescent, food taken from cafes, which suffered losses due to Covid-19, was given free of charge to homeless people and women in shelters in Kyrgyzstan. Over 2,000 on-premise consumption channels were supported. CCI Jordan, which is aware of the challenges faced by the operations channel, supplied its products free of charge through the Coca-Cola Foundation Fund to small businesses within the context of on-premise consumption to help them revive and maintain their business activities. Within this scope, we targeted 4,000 sales points, and the total cost of our free products reached USD 80,000.
Dealer Participation Program (Coke Club)
This program was restarted with a view to encouraging the pay-for- performance culture and strengthening ties with our customers.

We took a number of steps aimed at riding out the Covid-19 pandemic as a unified team, along with our dealers, who we have consistently viewed among our top-priority stakeholders. Our Operations Director, Mr. Tugay Keskin, conducted live interviews with our dealers to emphasize our commitment to overcoming the crisis together. In addition to stressing the fact that we would always stand by our business partners, planned measures to be adopted were also discussed during these interviews.
We stood by our dealers financially, operationally and morally during these difficult times, and strove to ensure business continuity. We offered to provide our dealers with access to all the activities, actions, communication and training that has been implemented within the company. We offered financial maturity support to all of our dealers. We postponed our receivables by keeping closed-down on- premise consumption locations in view.

We have consistently received, and continue to receive, feedback from our dealers signifying their conviction that CCI will always stand by them, and that they will receive the necessary support to ensure business continuity during these challenging times.
Communication with Our Customers
We use the CCI Customer Communication Center, the toll-free Coca-Cola Information Center, and the Internet website communication platform to communicate with consumers, while also conducting regular surveys and organizing plant visits.
CCI Customer Interaction Center
It is the mission of the CCI Customer Interaction Center to understand, meet and exceed customers’ and distributors’ expectations throughout CCI’s geographical area of operations. Customer complaints and suggestions communicated to the center within the framework of Customer Feedback are recorded and considered by our employees before being forwarded to the relevant units for analysis. Immediate steps are then taken to resolve the problem and long-term solutions are formulated.
We create new customer opportunities through the various and flexible workflows that we develop. We follow up with all new customers through the Customer Communication Center.
We immediately analyze all incoming calls and conduct subject- and problem-oriented reporting, doing our best to resolve all problems following the initial communication.
We call all customers who have contacted the Customer Communication Center (except in cases of chiller failures) after their problems have been resolved to ensure optimal satisfaction and business continuity.
The Customer Communication Center’s service performance is reported monthly to senior management, and a budget is allocated for the resources and investment (technology, human resources, etc.) required for improving performance.
We monitor our service and quality levels daily, and maintain customer satisfaction at the highest possible levels, even through immediate interventions where necessary.
Customer Training
14 customer development training sessions were organized for 250 participants in Turkey.
Customer Focus Groups
As a reflection of the emphasis we place on our customers, we frequently hold Customer Focus Groups for the benefit of our Local Key Accounts (LKAs). The primary purpose of these is to create value for our LKAs by helping them better internalize their identities, capabilities and value.
Joint Business Plan Meetings
Modern Channel Joint Business Plan (JBP) meetings are among the top priorities of the local and national account with a view to fostering customer cooperation in Turkey. Every year, cross-functional teams from both customers and CCI get together to promote co-marketing and the alignment of their operational plans.
Route to Market (RTM)
Through our innovative and perfect field applications, we strive to be a business partner that can supply sustainable and top-quality services in the fast-moving consumer-goods sector.

We have activated the use of this digital platform, which ensures the optimization of the sales team and distribution team routes that are used in our Turkey and Pakistan operations, in all CCI countries. Thanks to this system, which allows routes to be visited in the fastest way possible and with the least amount of movement, we shorten the daily travel time of our sales and distribution vehicles so as to reduce our carbon footprint and increase overall efficiency.
We allow our conventional channel and on-premise consumption channel customers to enter their orders into the system over their mobile devices, whenever they wish, through the CCI Next Mobil Application in Turkey. By the end of 2020, 25,994 of our 110,348 customers registered on the system's conventional channel had actively placed orders this way. 4,008 of our 43,534 registered on-premise consumption customers had placed orders via the system. This allows us to optimize the frequency of pre-seller customer visits, carry out more efficient field applications, and reduce the number of physical visits.
Through our innovative and perfect field applications, we strive to be a business partner that can supply sustainable and top-quality services in the fast-moving consumer-goods sector. We continue to monitor performance developments in our countries through the application of 10 criteria under four general headings: availability at customers, success in field application, chilled availability, and efficiency through our One Number Execution Score reporting.
Right Execution Daily (RED)
We use the ‘Right Execution Daily (RED)’ system to offer our products to customers and consumers in the most effective manner possible. The RED system contributes to the company’s growth
by following four basic steps. These steps are: ‘Ideal Store Applications’, ‘Arrangement-Display’, ‘Reporting and Analysis’, and ‘Coaching’.
We continued to successfully implement our
‘Right Execution Daily’ (RED) project throughout
all of our operations in 2020 in order to actualize
our company strategy at sales points and
emphasize sales points in the formulation of
our strategy. Thanks to the RED project, which
we have continued with increased capacity and
performance each year, we actively monitor
arrangement-display standards and practices at sales points, thereby bringing our products to customers and consumers in the most effective way possible. After we started to digitalize the RED process in
2016, we began monitoring and developing our
in-store applications by using image-recognition
This way, while obtaining instant access
to our in-store applications through field photos
taken by the sales team, we can quickly recognize
visibility and availability opportunities with a view to
boosting sales. This technology has allowed us to
increase our sales coverage with accurate reporting,
by over 95%. What is more, we can now obtain
more accurate data, and faster, especially when compared to data collection through polling agencies, allowing us to cover a greater number of customers due to the lower costs involved. This, in turn, allows us to balance quality and efficiency in our processes.
After successfully implementing this technology in Turkey in 2016, we began using it in Iraq in 2017; in Azerbaijan, Kazakhstan and Kyrgyzstan in 2018; and in Jordan and Pakistan in September of 2019. This way, we succeeded in deploying image-recognition technology at sales points in almost every region within CCI's area of operations with a view to boosting sales through perfect applications.
2020 CCINEXT Priorities
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Excellence In The Supply Chain

Goals and Successes
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Our expansive presence in the region shows once again that we must manage a large value chain with significant social, environmental and economic implications. We thoroughly trace all the links in our value chain, closely monitor our targets, and conduct operations in a conscientious manner in keeping with our sustainability policy and responsible practices.
OE Projects: A Success Story in Turkey
We are including the Operational Excellence (OE) culture into our organization in order to improve our manner of doing business in the long run. Based on the Lean Six Sigma methodologies, the OE Model is applied to all company functions. Through this model, we aim to reduce the environmental impact of our bottling operations and ensure top-level efficiency and quality, while also minimizing errors.
For further information on our water, energy and related emission-reduction performance, please see Chapter 6: Sustainability Performance Indicators.
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In 2020, we contributed to the rapid digital transformation process with our Intercity Transport Planning Digitalization Project and Digital Twin Projects. Details on our Digital Twin Project, which ensures a reduction in the consumption of chemical consumables, energy and water, can be seen in the Environmental Footprint chapter of our report.
Intercity Logistics Planning Optimization Project
Product transports performed between dealers, key customers and CCI storehouses are planned manually. Since they are manual, they continue to be performed under a structure in which vehicle-efficiency opportunities cannot be seized, planning decisions are not supported by cost and customer level of service information, and which altogether relies on the individual.

The Intercity Transport Planning Digitalization Project was launched at CCI Turkey on 9 October 2020 in order to solve the problems experienced during transport planning. Thanks to the transport-planning optimization algorithm, transport is performed through automatic processes that
are augmented through the use of several variables, such as customer planning expectations, order priority, and transport cost. This way, when vehicle efficiency is maximized, the number of individual-reliant decision processes is reduced through a greater degree of automation.
Benefits Achieved
Increased truck efficiency
Reduction of transport costs (an estimated reduction of 0.5%)
A reduction of energy consumption through a smaller number of trucks and optimized routes (2% savings in diesel fuel (340,000 liters))
Reduction of our carbon footprint
Developing productivity (99 man-days/months - 2 hours/users, 18 users in total)
Along with our company, the project also benefits our customers, distributors, third-party logistics partners, drivers, transport planners / the logistics team (employees), and the community.
CCIdea - CCI Innovation Day
The CCI Turkey Operation Innovation Day allows all employees to submit their ideas within the framework of a culture of innovation. Innovation Day was inspired by CCI’s vision of becoming the best fast-moving consumer goods company and the EFQM Model’s target of ‘benefiting from creativity and innovation’.
In 2020, we opened our Innovation Day Organization, which had been running at CCI's Turkey- based operations since 2016, to participation by all CCI countries.
Our employees have the opportunity to develop a culture of innovation by sharing their ideas through this interactive activity, which offers the chance to encourage new ideas that can have a positive influence on our communities within the body of CCI, and on our business operations. Innovation Day
brings together CCIdea, OE projects and the Innovation Competition.
In this scope, we reactivated our suggestions platform, CCIdea, in all of our countries, and began hearing new suggestions and project proposals from our employees. We received 241 project applications within this framework. Each of our countries organized its own local innovation day, in which they identified their best project ideas. Following local innovation day polls carried out in these countries, we organized a fully digital ‘One Innovation Day’ on 1 October with the motto ‘Ideas to Innovate’ featuring 11 finalists from six CCI countries, from which we chose CCI’s three best project proposals.
Anadolu Group Bi’ Fikir (An Idea) Festival (AG-BFF)
Those who are successful in the field of innovation are rewarded under the Bi’ Fikir Festival, which is open to all Group companies.

We participated in the AG-BFF semifinals with our three best projectsin 2020. Next Talent, ASA (Smart Sales Assistant) and ‘Automatic Pallet Control Based on Neural Networks - CCI Kyrgyzstan’. CCI participated in this organization for the first time with a country project from beyond Turkey.

Our two projects, ASA (Smart Sales Assistant) and ‘Automatic Pallet Control Based on Neural Networks - CCI Kyrgyzstan’ made the AG-BFF finals inthe inventors category, where they represented CCI. CCI Turkey received
the ‘Company with the Largest Number of Projects’ award at the AG-BFF organization.
Consumer Health