page 1 from 12

APPENDIX – Figures and Tables

Figure 8. Top 5 food and drink producers in terms of turnover, 2011-2012 (€ billion). Source:

FoodDrinkEurope calculations, based on official national statistics data in 2010

Table 16. R&D private investment in the food and drink industry for the world's top 2,000

companies, 2012. Source: the 2013 EU industrial R&D investment scoreboard, JRC and DG

RTD

Figure 9. Distribution of SMEs and large companies in the EU food and drink industry (%).

Source: Eurostat 2011

Table 17. SMEs in the EU food and drink industry (%). Source: Eurostat 2011

page 2 from 12

Figure 10. Top five consumption expenditures of households on goods and services in the EU,

2012 (% of total expenditure). Source: Eurostat

Figure 11. Share of sub-sectors in EU food and drink exports, 2012 (%). Source: Eurostat

2011

Table 18. Exports and imports by sub-sector, 2011-2012 (€ million). Source: Eurostat 2011

page 3 from 12

Figure 12. Trends of R&D and innovation in Europe. Source: Eurostat 2011 (SBS)

Figure 13. Drivers of innovation in Europe, 2012-2013 (%). Source: Eurostat 2011 (SBS)

Figure 14. Flavours - Importance of Major Packaged Food Applications by Region. Source:

Euromonitor International, 2009

Table 19. SWOT and Strategy Analysis of Greece It is necessary to examine the situation in Greece in greater detail. We reach a deeper level of awareness if we understand the past and how it flows into the present and the foreseeable future. So, I try to carry out a SWOT Analysis in the following figure,

identifying the Strengths and Weaknesses, and examining the Opportunities and Threats that Greece faces, as it brings certain

issues to our attention bulleting key factors for the progress and prosperity of Greece. I hope that the analysis worth some serious consideration as a socioeconomic roadmap which create and offer value, and so incomes are returned in Greece with

positive growth national/ domestic product (GNP/GDP) through efficient and stable price and tax policies, with European and

Global cooperation.

page 4 from 12

Internal Strengths Internal Weaknesses

Greece has been blessed in ways though!

▪ Rich and glorious history (soul, spirit),

philosophy (sciences, arts), civilization,

Christian Orthodox spirit

▪ Rich cultural heritage (landscapes with

archaeological sites, historical and important

monuments and museums everywhere)

▪ Strong economic, commercial & political

position between Europe, Asia & Africa

▪ Natural wealth (soil, herbs, minerals, timber,

raw materials, energy sources like sun, wind,

warm, water, sea)

▪ Best quality of major agricultural and

industrial commodities

▪ Strong primary and tertiary sector, shipping

▪ Remarkable Greek SMES (innovation)

▪ Famous destinations of natural beauty &

stunning beaches

On the other hand, negative GNP/GDP due to

▪ Tumultuous history with political,

economic, cultural and social disasters

▪ Corruption/ scandals/ fanaticism of political

parties and ideologies

▪ Weaknesses in the way the economy and

society operate (vicious circle of lending,

unfair laws/policies, savings out of the

country, illegal immigrants )

▪ High cost of energy (expensive energy

mainstream)

▪ Low Exports but High imports

▪ Low Investment/ Profits of business firms (

high interests/ taxes)

▪ High unemployment under graduation

▪ Low Consumption (low wages/salaries,

high taxes)

External Opportunities considering each strength-opportunity considering each weakness-opportunity

There are opportunities for success in

▪ international cooperation/ dealing with EU,

globally

▪ Market of free movement of

goods/funds/overseas investments

▪ New technologies (cheaper transportation and

communication)

▪ Alternative energy sources (solar, wind,

water)

▪ Modern industrialized countries with no or

depleted natural wealth

▪ Promising emerging aquaculture industry/

generic medicinal products

▪ Health awareness for high quality of food and

beverages

▪ Tourism

▪ Focus on human rights, peace and security,

freedom and democracy in Europe

▪ Investments in new technologies/ research,

more efficient systems and processes

▪ Entrance into new markets promoting quality

of Greek products

▪ Pursue cooperation of local competitors for

exports/ investments/ advertising

▪ Utilization of natural wealth, investments in

products with health benefits, pharmaceutical

industry, generic medicinal products

▪ Investments in dynamic sectors (aquaculture

industry)

▪ Promoting tourism in Greece and local

products (upgrade infrastructures, cruise &

sailing, emerging health tourism)

▪ Continuous control of legal and social

rights, ethical consideration of the leaders

and citizens/ international cooperation

▪ Investments in new technologies &

Transparency-Quality-Reliability (fair

laws/policies for a friendly and stable

business environment, stable investment

climate)

▪ Investments in switching to alternative

energy (sun, water, wind)

▪ Continuous intensive support mechanisms

for exports promoting quality of Greek

products/ efficient tariff policy for imported

products

▪ Intensives for private investments

▪ Funds, grants, tax and financial incentives

for creation and development of business

creating vacancies

▪ Product/services differentiation with many

options in different price classes

External Threats considering each strength-threat considering each weakness-threat

But the problem appears to lie in

▪ Global economic crisis (corruption/scandals)

- economic interdependency

▪ Sterile technocratic/consumerist spirit without

ethic

▪ Prevalence of material values and

individualism

▪ Derailing freedom and democracy/ respect of

human rights

▪ Negative impact of globalization (lose

nation’s identity, culture& language)

▪ Misinformation from the Media

▪ Increasing social problems (energy, violence,

racism etc.)

▪ Environmental contamination from industries,

chemical products

▪ Continuous control of legal and social rights,

ethical consideration of the leaders and

citizens/ international cooperation

▪ Focus on substantive contact with tradition

(language, culture, art, customs, beliefs,

legends, religion, style, ethos, way of life)

▪ Serious reconsideration of civilization/human

rights

▪ Investments in switching to alternative energy

(sun, water, wind)

▪ Environment consciousness/ protection at

educational/business environment

▪ Allowances for destitute, unemployed,

pensioners, people with disabilities

▪ Promoting quality of Greek products &

famous destinations

▪ National and historical awareness, ethical

consideration, spirit of patriotism (love for

homeland) no fanaticism at

educational/business environment

▪ Check in historic lending, public

expenditure, schedule's finish lending,

efficient and fairly fiscal policy (VAT,

income tax, property/real estate taxes)

▪ Investments in switching to alternative

energy (sun, water, wind)

▪ Transparency-Quality-Reliability (fair

laws/policies for a friendly and stable

business environment, stable investment

climate)

▪ Discouraging tax evasion, arbitrariness,

corruption and opacity with stiff

fines/imprisonment

▪ Assessment the cost of Illegal immigrants’

issue and cooperation with EU

▪ Promoting quality of Greek products &

famous destinations

page 5 from 12

Table 20. The Greek General Chart of Accounts

GREEK GENERAL CHART OF ACCOUNTS

BALANCE SHEET ACCOUNTS

ACCOUNTS OF ASSETS ACCOUNTS OF LIABILITIES

Intangible Assets Inventories Receivables

Shareholders' Equity

– Provisions – Long-

Term Liabilities

Current Liabilities

GROUP 1 GROUP 2 GROUP 3 GROUP 4 GROUP 5

10. Land 20. Merchandise 30. Trade debtors 40. Share Capital 50. Suppliers

11. Buildings and

technical works

21. Finished and semi-

finished products

31. Cheques receivable 41. Revaluation

Reserves-Investment

Grants

51. Cheques payable

12. Machinery,

technical installations,

and other mechanical

equipment

22. By-products and

residues

32. Overseas orders 42. Reserves 52. Bank loans

13. Transportation

equipment

23. Work in process

(etc products being

processed)

33. Sundry debtors 43. Amounts intended for

capital increase

53. Sundry creditors

14. Furniture and

fixtures

24. Raw and auxiliary

materials-consumables-

spare parts and packing

items

34. Securities 44. Provisions 54. Taxes-duties

15. Payments on

account and tangible

assets in course of

construction

25. Expendable

Materials

35. Cheques overdue 45. Long-term debt 55. Social security

16. Investments held as

fixed assets

26. Spare parts for fixed

assets

36. Prepayments and

Accrued Income

46. ………… 56. Suspense

liabilities

17. Other intangible

assets

27. …………… 37. ……… 47. ………… 57. ……………

18. Participating

interests in affiliated

undertakings

28. Types of packaging 38. Cash and cash

equivalents

48. Accounts linked with

branches

58. Dividends

payable

19. fixed assets of

branches or other

centers

29. Inventories of

branches or other

centers

39. Requirements and

Receivables of branches

or other centers

49. Predictions for long-

term obligations of

branches or other centers

59. Short-term

obligations of

branches or other

centers

page 6 from 12

Table 21. The Greek General Chart of Accounts is continued

GREEK GENERAL CHART OF ACCOUNTS

Analytical

Accounting Operating

(accounts at destination)

Memo. Accounts ACCOUNTS OF OPERATING

Operating Expenses Operating Income Accounts Results

GROUP 6 GROUP 7 GROUP 8 GROUP 9 GROUP 10

60. FEES and costs of

personnel

70. Sales 80. General holding 90. Medians accounts 00. ……………

61. Fees and expenses of

third

71. Sales of finished and

unfinished products

81. Extraordinary and

non-operating results

91. Reclassification costs

–purchases and revenues

01. Alternative

assets

62. Third party services 72. Sales of other stocks

and scrap material

82. Prior years’

Revenues and expenses

92. Cost centers 02. Guarantees and

real securities

63. Taxes-Duties 73. Sales services

(revenue services)

83. Forecasts for

extraordinary risks

93. Cost of production 03. Bilateral

agreements

64. Miscellaneous

expenditure

74. Grants and various

sales revenue

84. Revenue from

previous years ' forecasts

94. Inventories 04. Another Debit

Memo. Accounts

65. Interest expense and

similar charges

75. Income of incidental

occupations

85. Depreciation of fixed

assets not included in

operating cost

95. Deviations from

standard costs

05. Beneficiaries of

asset items

66. Depreciation of assets 76. Interest and similar

income

86. Profit and loss

account

96. Revenues - mixed

analytical results

06. Other Credit

Memo. Accounts

67. Distribution costs 77. ………………. 87. …………….. 97. Differences in

acceptance and allocation

07. Bilateral

agreements

68. Provisions 78. Self-generation of

fixed assets and used

operating forecasts

88. Results for disposal 98. Analytical Results 08. Accounts of

receivable

information

69. Organic expenses by

type of branches or other

centers

79. Organic revenues by

type of branches or other

centers

89. Balance sheet 99. Internal links 09. Memo.

Accounts of branches

or other centers

page 7 from 12

Table 22. Greek Food and Drink sector presented

Table 23. the three competitors worldwide: the Coca-Cola Company, PepsiCo and the

Nestlé.- Source: http://en.wikipedia.org/

The Coca Cola Company PepsiCo Inc. Nestlé S.A.

Type Public Public Société Anonyme

Traded as NYSE: KO Dow Jones Component S&P 500 Component

NYSE: PEP NASDAQ: PEP S&P 500 Component

SIX: NESN OTC Markets Group: NSRGY

Industry Beverage Foods, Beverages Food processing

Founded 1892 North Carolina, U.S. (1965) Vevey, Switzerland (1866)

Founder(s) Asa Candler Donald Kendall, Herman Lay Henri Nestlé

Headquarters Coca-Cola headquarters, Atlanta, Georgia, U.S.

Purchase, New York, United States

Vevey, Switzerland

Area served Worldwide Worldwide Worldwide

100% beverages 37% beverages and 63% foods

27% drinks, 26% dairy and food products, 18% ready-prepared dishes and ready-cooked dishes, 12% chocolate, 11% pet products, 6% pharmaceutical products and 2% baby milks

Key people Muhtar Kent (Chairman & CEO)

Indra Nooyi (Chairman & CEO)

Peter Brabeck-Letmathe(Chairman), Paul Bulcke (CEO)

Revenue US$ 35.119 billion(2010) US$ 57.838 billion(2010) CHF 109.72 billion (2010)

Operating income

US$ 8.449 billion (2010) US$ 8.332 billion (2010) CHF 16.19 billion (2010)

Net income US$ 11.809 billion (2010) US$ 6.338 billion (2010) CHF 34.23 billion (2010)

Total assets US$ 72.921 billion (2010) US$ 68.153 billion (2010) CHF 111.64 billion (end 2010)

Total equity US$ 31.317 billion (2010) US$ 21.476 billion (2010) CHF 62.60 billion (end 2010)

Employees 139,600 (2010) 294,000 (2010) 281,000 (2010)

Website TheCoca-ColaCompany.com PepsiCo.com www.nestle.com

page 8 from 12

Table 24. The Coca-Cola Company had equity positions in 51 unconsolidated bottling, canning

and distribution operations which produced approximately 58% of volume. Source:

http://en.wikipedia.org/

Significant investees include:

Company %

owned

% of

market Area

Coca-Cola Hellenic 23% 100% Armenia, Austria, Belarus, Bosnia-Herzegovina, Bulgaria, Croatia, the Czech

Republic, Estonia, Greece, Hungary, Latvia, Lithuania, Macedonia, Moldova,

Montenegro, Nigeria, Northern Ireland, Poland, Rep. of Ireland, Romania,

Russia, Serbia, Slovakia, Slovenia, Switzerland and Ukraine

67% Italy

Coca-Cola Enterprises 36% 78% United States

98% Canada

100% Great Britain (but not Northern Ireland)

100% Continental France, Benelux, Monaco

FEMSA 40% 48% Mexico

16% Brazil

98% Colombia

47% Guatemala

100% Costa Rica, Ecuador, Nicaragua, Panama, Peru and Venezuela

30% Argentina

Coca-Cola Amatil 34% 98% Indonesia

100% Australia, New Zealand, South Korea, Fiji and Papua New Guinea

Coca-Cola Bottling Co. 27.3%

United States

Embotellodora Andina 11%

Chile, Argentina, and part of Brazil

Coca-Cola du Canada,

Ltée

Quebec

Coca-Cola Philippines 100% 100% Philippines

Coca-Cola Içecek 20% 100% Azerbaijan, Iraq, Jordan, Kazakhstan, Kyrgyzstan, Pakistan, Syria, Tajikistan,

Turkey, Turkmenistan

page 9 from 12

Table 25. Main competitors. Source: personal estimates

COMPARISON PROFILE OF MAIN COMPETITORS

MAIN FACTORS

Founded 1969 (2000 as Hellenic Bottling

Company S.A.)

N/A

1950

Type S.A. (corporation) Subsidiaries of PepsiCo Beverage Company

Origin Multinational Multinational Purely Greek

(before Marousi, Athens, Greece)

Switzerland

New York, United States Patras, Peloponisos, Greece

Product portfolio

100 % beverages:

64% of sparkling beverages,

15% of still beverages (such as

iced tea, juice, sports and energy

drinks, iced coffee) and

21% of natural mineral, table and

flavoured waters

37 % beverages

63% foods -snacks

(such as Juice, RTD tea,

cola, snacks, dairy)

100 % beverages

(Sparkling beverages and

Juices)

Geographical presence

(sales volume)

28 countries

Established markets: Austria,

Cyprus, Greece, Italy, Northern

Ireland, Republic of Ireland,

Switzerland

Developing markets: Baltics

(Estonia, Latvia, Lithuania),

Croatia, Czech Republic,

Hungary, Poland, Slovakia,

Slovenia

Emerging markets: Armenia,

Belarus, Bosnia and Herzegovina,

Bulgaria, FYROM, Moldova,

Montenegro, Nigeria, Romania,

Russia, Serbia, Ukraine

Subsidiaries in

Western Europe:

Austria, Cyprus, Greece,

Italy, Eastern Europe:

Czech Republic, Poland,

Slovakia, Romania,

Russia, Ukraine, Central

Asia, Arabia

Greece, Cyprus, Italy,

Albania, Germany, United

Kingdom, Canada, USA,

South Korea,

Islands of Mayotte

Listed company on the

Stock Exchange

Athex: EEEK,LSE: CCB, NYSE:

CCH

N/A N/A

Key people Dimitris Lois (CEO),

George A. David (Chairman)

N/A Marlafekas

Website www.coca-colahellenic.gr

www.coca-colahellenic.com

http://www.pepsico-

ivi.gr/

http://www.pepsico.com.

gr/

http://www.loux.gr/

Quality and nutritional

system

ISO Quality standards

HACCP

ISO Quality standards

HACCP

ISO Quality standards

HACCP

\

page 10 from 12

Table 26. Main Greek SMEs in Food and Drink sector. Source: personal estimates

Greek SMEs IN BEVERAGE INDUSTRY

MAIN

FACTORS

Founded 1950 1924 1926 1959

Type Beverage Company Beverage Company Beverage Company

Green Cola Company SA

Origin Purely Greek Purely Greek Purely Greek Purely Greek

Patras, Peloponisos Agria, Volos

Trikala - Larissa ΕPAP - Green Cola

Subsidiary in Orestiada,

Evros

Ε.Α.S.(Union of

Agricultural Cooperatives)

in Argolida,

Marousi, Athens

Flavors Orange, Lemon,

Cherry, Peach,

Apple, carrot, grape,

pineapple, grapefruit,

kiwi, passion fruit,

mango, Cola,

Cocktail of fruits

Orange, Lemon, Cherry,

Peach, Apple, Cola,

Cranberry- Rooibos,

green tea

Orange, Lemon,

Cherry, Peach, Apple,

Cocktail of fruits

(nectar)

Orange, Lemon, Cherry,

Peach, Apple, carrot, grape,

pear, strawberry, pineapple,

grapefruit, Tomato,

banana,kiwi, Pomegranate,

cranberry,craspberry,bluebe

rry, blackcurrant,

Mandarin,Tangerine,

Sanguini, Cocktail of fruits

(nectar), Cola with stevia

Product

portfolio

100 % beverages

(with stevia)

((non)/Sparkling

beverages and Juices)

100 % beverages

(light with stevia)

((non)/Sparkling

beverages, Juices and

Tea)

100 % beverages

(Sparkling beverages,

Juices and Tea)

100 % beverages

(Sparkling beverages and

Juices)

Geographical

presence (sales

volume)

Greece, Cyprus, Italy,

Albania, Germany,

United Kingdom,

Canada, USA, South

Korea,

Islands of Mayotte

Greece, Australia,

Belgium, China, Cyprus,

France, Germany, Great

Britain, Holland, Italy,

Romania, Sweden,

Swittzreland, USA

Greek and foreign

markets

Greece, Balcans, Midle

East, China, USA, Algeria,

Australia, Belgium,

Seychelles, Bulgaria,

Romania, Jordania, Ghana,

Cyprus, Israil

Listed

company on the

Stock Exchange

N/A N/A N/A N/A

Key people Marlafekas Moskachlaidis Brothers

and Mr. Nikos Tsaoutos

Kliafa Thodoris and

John

Ε.Α.S. Argolidas

Antonopoulo Sp. ΕPAP -

Green Cola, Venieri P.

Website http://www.loux.gr/ http://epsa.gr/

http://www.kliafa.gr/ www.greencola.gr/

http://greencola.com/

http://www.easa.gr/

Quality and

nutritional

system

ISO Quality

standards

HACCP

ISO Quality standards

HACCP – IFS

certificates

ISO Quality standards

HACCP

ISO Quality standards

HACCP

page 11 from 12

Table 27. Main Greek SMEs in Food and Drink sector- New entrance in soft drinks and tea

market. Source: personal estimates

SMEs IN BEVERAGE INDUSTRY

New entrance in soft drinks and tea market

MAIN

FACTORS

Founded 1990 1928 1916

Type Epirotic Bottling

Industry S.A.

(VIKOS S.A.)

Beverage Company Mineral Water Bottling

Enterprise

Macedonia and Thrace

Brewery,

TUVUNU S.A.(2013)

Origin Purely Greek Purely Greek Purely Greek Purely Greek

Zagorochoria,

Perivleptos, Ioannina

Gerani. Chania, Island of

Crete

Thessaloniki-

Chalkidiki

Komotini, Evros

Flavors Orange, Lemon,

Cherry, Peach, Cola,

green tea

Orange, Lemon, Peach,

Beeral: Local

exclusiveness

Orange, Lemon-LIme,

Peach, green tea

Product

portfolio

100 % natural

mineral water &

beverages

(natural mineral

water, from the

homonymous source,

(non)/Sparkling

beverages, Juices and

Tea)

100 % beverages

(light with stevia)

((non)/Sparkling

beverages, Juices and

Tea)

100 % natural mineral

water & beverages

(natural mineral water,

Sparkling beverages

and Tea)

100 % beverages

(beer, Sparkling water

and Tea)

Geographical

presence (sales

volume)

Greek and foreign

markets

Greek and foreign

markets

Greek and foreign

markets

Greek and foreign

markets

Listed

company on the

Stock Exchange

N/A N/A N/A N/A

Key people Anagnostakis M.

Website http://www.vikoswat

er.gr/

http://www.gerani-

softdrinks.gr/

http://www.souroti.gr/ http://www.verginabeer

.com/

http://www.tuvunu.co

m/

Quality and

nutritional

system

ISO Quality

standards

HACCP

ISO Quality standards

HACCP

ISO Quality standards

HACCP

ISO Quality standards

HACCP

page 12 from 12

Figure 15.

Figure 16.