That road map is actually prepared with our bottlers. And we ask about candidates: Do they represent the values of the company? Finished beverage products bearing its trademarks are sold in more than 200 countries worldwide. Products include ready-to-drink coffees,teas and herbal beverages. Key strategic decisions at The Coca-Cola Company are made by an Executive Committee of 12 Company Officers. People drink tap water, tea, and dairy; vendors squeeze juice on the street. To these ends, we increased our efficiency and productivity while reducing costs. The Coca-Cola Company Coca-Cola manufactures, distributes and markets non-alcoholic beverage concentrates and syrups, including fountain syrups, in the world.
Quality standards are both local we adhere to all local government safety regulations and global we have our own global, rigorous, quality control standards. We sometimes support bottlers financially as well, if we are aligned on a fairly aggressive growth plan and want to invest in marketing to build the brands with more intensity. We removed a layer of functional management and connected our regional business units directly to headquarters. We have to make decisions in the local context with the right speed. An essential part of the organisation's structure therefore focuses on ensuring that individual products are given the best possible support in regional markets.
Adjusting for the divestitures, organic revenue rose 4% during the quarter, with positive performances from all business units, she said. To this end, Coke intends to refranchise, or sell off, nearly all of its North American bottling operations by 2020. Thus, there is a matrix. To manage franchise relationships, you have to have a geographic orientation. The Coca-Cola Company only produces a syrup concentrate, which it sells to various bottlers throughout the world who hold Coca-Cola franchises for one or more geographical areas. Try any of our Foolish newsletter services.
The local team wanted to launch a Maaza milkshake, which is a wonderful mango dairy product. Creating value for our Company and customers looks different in different countries, and we did a good job segmenting our markets to drive revenue growth in 2015. It is now 10 times the size of when it started in 1994. On my group leadership team of 18 people, I have 12 nationalities represented, including individuals from Zimbabwe, Scotland, the United States, Turkey, South Africa, India, Croatia, and elsewhere. How do you accomplish this? South Africa is about 250 drinks per year per person, which is above the global average.
In developing markets, we struck a balance between volume and pricing. Evolving consumer tastes and preferences, coupled with sweeping innovations in the retail and supply chain landscapes, have created an environment in which speed, precision and empowered employees determine who wins in the marketplace. In some countries we work with multiple bottlers. Prior to that, she led International Strategy, and she also worked with Heineken in Europe and with The Boston Consulting Group. Turkey, for example, had a very successful Ramadan communication to celebrate the holy month in Muslim countries. We identified the environmental and social issues that are most material to our business, consulted with key stakeholders and developed ambitious strategies and commitments to create value for all stakeholders and minimise negative impacts. At the same time, we invested across our expansive beverage portfolio.
I have six business units, based in South Africa, Kenya, Turkey, Russia, India, and Dubai. And we aligned our employee incentives accordingly. But when you take those relatively well-developed markets out and look at India, Pakistan, sub-Saharan Africa, Russia, and central Asia, those markets have very low per capita consumption — for the whole industry. The Chair of the Executive Committee acts as a figurehead for the Company and chairs the board meetings. Some of our customersare major corporations as globally familiar asthe name Coca-Cola; others are the cornermarket or the local pushcart vendor. At a more local level the management of The Coca-Cola Company involves a number of functional specialisms. In 2010 The Coca-Cola Company was ranked number 72 on the Fortune 500 list, making it the 72nd largest company in the United States when judged by revenue.
In India, just 4 or 5 percent of the beverages consumed are packaged. Thums Up and Limca, which are formulated to appeal to local cultures and lifestyles. Coca-Cola has five strategic business units: North America, Africa, Asia, Latin America, and Europe, Eurasia and the Middle East. Photograph courtesy of the Coca-Cola Company Ahmet C. They may be public or private. It has great alignment with the Coca-Cola Company.
And I have a functional team in Istanbul with finance, marketing, and strategy capabilities. Initiatives are in place to grow the business through such innovation as the introduction of Coke Zero Sugar in markets around the world. Another point of view To many investors, profits are more important than the revenue a company earns. I was in Pakistan recently. In fact, our business is thriving there. In the long run, healthy, sustainable businesses require thriving communities.
Instead, we share the strategic framework. However, there is a matrix structure for each function e. Each country has their own Head Office and departments. Within the Company, different teams concentrate on particular products and use their specialist knowledge of the brands and consumer needs to support the sales and promotional effort. For example, it is understood within the group that I want to know your top three priorities. These products must be consistently fresh, in premium condition, and presented cold when that is appropriate. S+B: How do you manage disagreements between the field and headquarters? The structure of Coca-Cola Great Britain combines elements of centralisation and decentralisation.