Vending23%Sales volume (2022 results)Online4%Retail & Food17%On the product side, we have continued to strengthen our brand and introduce new targeted products. We worked on Supermarket24%Drugstore &Discounter17%Convenience Store14%Juice6%Coffee20%Water12%implementing appealing campaigns and strengthening in-store promotional activities for brands such as Coca-Cola, Aquarius, I LOHAS, Georgia, Costa Coffee, and Yakan no Mugicha from Hajime. As a result, we achieved sales growth that exceeded our initial plan. In addition, the new Georgia ZERO series and Yowanai Lemon-dou achieved their sales volume targets.Overall, we implemented win-win collaborative measures with major business partners across channels to strengthen relationships. In the vending channel, we increased the number of vending machines in operation by more than 10,000 units from the previous year, and we grew Coke ON, the official Coca-Cola app, into a solid platform that has been downloaded more than 45 million times (as of March 2023). These efforts have all contributed to ongoing value share growth. In the OTC channel, such as supermarkets, we have been working to revitalize sales floors and strengthen product distribution to mitigate the impact of lower sales volumes following price revisions. In the retail and food service channel, we achieved a strong recovery by seizing the increasing opportunities in restaurants created by the resumption of social activities Sparkling25%Tea24%Sports9%ChannelCategory25Commercial StrategyTransformation and initiatives to strengthen the growth foundation produce revenue growthand an increase in value shareIn 2022, as the beverage industry as a whole benefited from a recovery in social activities, we steadily implemented key transformation measures to maximize sales, improve efficiency, and reduce costs while rebuilding our foundation for growth. In addition, we continued to promote DX, develop the skills of sales representatives, and transform commercial operations, actively investing while considering effectiveness and efficiency. Furthermore, by deepening cooperation between the commercial and supply chain divisions, we worked to build a process to ensure a stable supply even in the face of rapid growth in demand. The effects of revamping our Sales and Operations Planning (S&OP) process, which has been a particular focus, have begun to manifest. We were remarkably successful in capturing demand. As social activities resumed, we responded to the surge in demand by working closely with our business partners during the scorching peak summer season. We also minimized lost sales opportunities resulting from product shortages.Promotinga profitability-focused strategywith four pillarsCostin MandreaExecutive Officer and CCO (Chief Commercial Officer)Coca-Cola Bottlers Japan Inc.
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