#1Coca-Cola Bottlers Japan Kick-off Presentation June 6, 2017 コカ・コーラ ボトラーズジャパン株式会社 oca-Cola 00 BOTTLERS JAPAN Tamio Yoshimatsu, President Vikas Tiku, CFO Head of Transformation Coca-Cola BOTTLERS JAPAN INC.#2Forward-looking statements The plans, performance forecasts, and strategies appearing in this material are based on the assumptions and judgment of the management of Coca-Cola Bottlers Japan Inc. (CCBJI) in view of data obtained as of the date this material was released. These forecasts may differ materially from actual performance due to risks and uncertain factors such as those listed below. Risks and uncertain factors are not limited to the items listed below. They are also included in our annual securities report, or "Yuka Shoken Houkokusho". • Agreements with The Coca-Cola Company and Coca-Cola (Japan) Company Limited. • The quality and safety of products • Market competition • Natural environment, such as climate, disaster, water resources, etc. • Legal environment • Leakage or loss of information . Change of economic conditions, such as personal consumption, currency exchange rates, prices of raw materials, fair value of assets, etc. • Business integration, streamlining and optimization of business processes, etc. . Uncertain factors other than those above The information in this presentation is provided for informational purposes and should not be construed as a solicitation of an investment in our securities. CCBJI undertakes no duty to update any statement in light of new information or future events. You should rely on your own independent examination of us before investing in any securities issued by our company. Coca-Cola BOTTLERS JAG 2 コカ・コーラ ボトラーズジャパン株式会社#3Agenda CCBJI: A model bottler...now and for the future Our vision - Growth roadmap for 2020 & beyond Financial framework for creating shareholder value Key takeaways Q&A oca-Cola BOTTLERS JAG コカ・コーラ ボトラーズジャパン株式会社 3#4Coca-Cola BOTTLERS JAPAN INC. Coca-Cola CCBJI: A Model Bottler... Now and for the Future#5THE BIGGER WE ARE, THE BETTER WE CAN oca-Cola OTTLERS JAPANING SERVE YOU. On April 1, 2017, Coca-Cola West and Coca-Cola East Japan became one company. BOTTLERS JAPAN INC. New Company is Born, Coca-Cola Bottlers Japan Inc. Coca-Cola#6The bigger we are, the better we can serve you OUR AMBITION We will lead the beverage industry in Japan to more profitable and sustainable growth WHAT WE DO We have the front line advantage and scale to drive growth with our customers WHO WE ARE We are the leading Japanese beverage company and the largest Coca-Cola bottler in Asia oca-Cola BOTTLERS JAPANE コカ・コーラ ボトラーズジャパン株式会社 6#7A defining moment in Japan's bottling consolidation Coca-Cola BOTTLERS JAPAN INC. Coca-Cola West Coca-Cola East Japan (CCW) Kitakyushu Sanyo Mikasa Kinki Minamikyushu Shikoku (CCEJ) Tokyo Tone Mikuni Fuji Chukyo Sendai 祝鮮背統合 Congratulations to Coca-Cola BOTTLERS JAPAN INC First Day of Tracing on the TSE RDANA Coca-Cola BOTTLERS JAPAN INC. Coca-Cola BOTTLERS JAPANE コカ・コーラ ボトラーズジャパン株式会社 7#8A strong heritage & winning capabilities The right combination at the right time • The leader in the NARTD market in Japan with national scale 1 Agrowth mindset to build a strong Coca-Cola system with a shared vision 1 Built on the strong momentum at CCW and CCEJ 1 A model bottler...now and for the future. Cheers Coca-Cola BOTTLERS JAPAN INC. Coca-Cola BOTTLERS JAPANE コカ・コーラ ボトラーズジャパン株式会社 8#9CCBJI at a glance 1 The world's third largest Coca-Cola bottler by revenue 1 Total Beverage Company, offering 50+ brands, 600+ SKUS 1 Represents ~90% of total sales volume for the Coca-Cola system in Japan oca-Cola BOTTLERS JAPANE About Number of Employees 25,000 M *Including temp staff Sales Area Tokyo, Osaka, Kyoto and 35 prefectures About Annual Revenue Number of Vending Machines 740,000 *As of end of 2016 Number of Consumers 50 million households million 1 trillionŏŏ112 in sumers yen *Aggregation of CCW and CCEJ 2016 results Sales Centers 351 centers A *As of January 2017, including distribution centers Manufacturng Plants 17 plants Annual Sales Volume More than *Actual 2016 500 Customer Outlets million cases 320,000 outlets *As of end of 2016 Number of Fleets 16,300 vehicles *As of end of July 2016 コカ・コーラ ボトラーズジャパン株式会社 9#10We are a Total Beverage Company Operating in a growth market Volume growth of the Japan NARTD market Other Water 1980 Sparkling Coca-Cola BOTTLERS JAPANE Coffee Juice Tea Water Energy Sports +1.2% 2014-2016 CAGR 2016 CCBJI internal estimate ・ろ Coffee GORGIA EMERALD MOUNTAIN GEORGIA PREMIUM GEORGIA EUROPEAN 「微重 香るブラック ブラックコーヒー Sparkling Coca-Cola Coca-Cola Coca-Cola Coca-Cola FANT Sprite Extre W Tea からだ 搖茶 | 爽健美茶 |紅茶花伝 ROYAL Sports QUARIU QUARIU QURIL Beverages for Life コカ・コーラ ボトラーズジャパン株式会社 10#11Led by a diverse and experienced leadership team Leveraging the best from Japan and the Coca-Cola system Tamio Yoshimatsu President Vikas Tiku Transformation & CFO Yasunori Koga Corporate Administration oca-Cola BOTTLERS JAG Costin Mandrea Commercial Kyoichi Takagi Corporate Planning Bruce Herbert Supply Chain Shigeki Okamoto Corporate Communications Haruko Ozeki Legal Shunichi Nasu Integration Management Office Jawahar Solai Finance Toyoji Okada Human Resources Maki Kado Procurement Asako Aoyama Transformation Projects Raymond Shelton Investor Relations Yoshiaki Murata Key Account Management 11 コカ・コーラ ボトラーズジャパン株式会社#12Supported by a solid corporate governance structure 1 Company with Audit and Supervisory Committee 1 Blend of experienced board members with a diversified and global mindset 1 The Coca-Cola Company owns 16.35%* as largest shareholder *Including indirect ownership through subsidiaries Coca-Cola BOTTLERS JAPANE Board of Directors Tamio Yoshimatsu Representative Director & President Vikas Tiku Representative Director & Vice President, Chief Financial Officer, Head of Transformation Yasunori Koga Director & Senior Executive Officer, Head of Administration Costin Mandrea Director & Senior Executive Officer, Head of Commercial Hiroshi Yoshioka Outside, Independent Director Zenji Miura Outside, Independent Director Audit & Supervisory Committee Member Former president & CEO of Ricoh Co., Ltd. Tadanori Taguchi Director Audit & Supervisory Committee Member Irial Finan Outside Director Audit & Supervisory Committee Member President of Bottling Investment Group, The Coca-Cola Company John Murphy Outside Director Audit & Supervisory Committee Member President of Asia Pacific Group, The Coca-Cola Company 12 コカ・コーラ ボトラーズジャパン株式会社#13We are part of the global Coca-Cola system An enduring and effective partnership Coca-Cola BOTTLERS JAPANE The Coca-Cola Company Coca-Cola (Japan) Company • Brands • Innovation • Global perspective Consumer focus Superior insight Coca-Cola BOTTLERS JAPAN INC. • • . • Customer focus Local expertise Best-in-class execution Finished goods production Logistics and distribution Cost optimization 13 コカ・コーラ ボトラーズジャパン株式会社#14Coca-Cola Coca-Cola BOTTLERS JAPAN INC. Video Message from James Quincey, CEO The Coca-Cola Company#15Financial framework Focus on growth Coca-Cola BOTTLERS JAPAN INC. Integration synergies People & communities New operating model Our Vision - Coca-Cola Growth Roadmap for 2020 & Beyond#16Our vision - Growth roadmap for 2020 & beyond Coca-Cola BOTTLERS JAPANE Financial framework Focus on growth Integration synergies People & New operating model communities 16 コカ・コーラ ボトラーズジャパン株式会社#17Key metrics and picture of success Revenue Growth Value Share Stabilize topline, RGM initiatives, revenue-rich innovation Value share growth ahead of volume share growth Coca-Cola BOTTLERS JAPANE Transactions Growth in smaller, immediate consumption packs EBITDA Margin Return on Equity (ROE) Deliver strong cash flow from operations Optimize balance sheet to maximize returns Financial framework Focus on growth Integration synergies New operating model People & communities 17 コカ・コーラ ボトラーズジャパン株式会社#18Coca-Cola Financial framework Focus on growth Integration synergies People & communities New operating model Focus on Growth Coca-Cola BOTTLERS JAPAN INC.#19Committed to a growth agenda Strategic Growth Pillars oca-Cola BOTTLERS JAPANE Financial framework Focus on growth Integration synergies Renewed Focus on Revenue Growth revenue Re-imagine Vending Business ecos Coca-Cola 13 Coca-Cola Enrich Innovation 厚生労働 Pipeline 「機能性 |表示食品 New! | 爽健美茶 People & communities New operating model Coca-Cola Coca-Cola Sprite スタンプカード 特定保健用食品 届出番号| B18 000 Customer Engagement Best-in-Class Execution GING KALE In-depth Local Knowledge コカ・コーラ ボトラーズジャパン株式会社 19#20Financial framework Focus on growth Renewed focus on revenue growth ca-Co TOKYO 2020 1 Continue to prioritize profitable investments 1 Everything starts from the consumer - activate based on consumption and shopping occasions 1 Continue to grow value where CCBJI has competitive advantage 1 Expand premium innovation initiatives across the channels 1 Showcase Tokyo to the world in 2020; superior, segmented market execution Integration synergies People & communities New operating model 00000 REVENUE GROWTH MANAGEMENT トクホのコーク! コカ･コーラ プラス登場! ホです トクホのコーク! コカ・コーラプラス Coca-Cola CocaCola Coca-Cola Coca-Cola Coca-Cola Coca-Cola Coca-Cola Coca- Coca-Col plus. ANGGUNGARIBAL 78 oca-Cola BOTTLERS JAPANE 20 コカ・コーラ ボトラーズジャパン株式会社#21Re-imagine vending - for growth and profit Welcome TAPAN Coca Cola Coca Cola Coca-Cola -- -0- to Canta Ganta Sprite Sprite ecos Coca-Cola QUARD min oca-Cola BOTTLERS JAG ** TOKYO GUIDE Coca-Cola RIB スタンプカード 000 スマホ 1 The most convenient channel for consumers - fast, reliable, at an arm's reach Financial framework Focus on growth Integration synergies New operating model People & communities • Focus where the growth is - indoor and high traffic locations Leverage technology innovation to improve operational efficiency 1 Rapid expansion & continued evolution of Coke ON 1 Be a better partner for communities & environment 21 コカ・コーラ ボトラーズジャパン株式会社#22Financial framework Focus on growth Integration Enrich and sustain our innovation pipeline 皆様の健康な毎日を 応援します。 トクホ 機能性表示食品が揃いました。 Coca-Cola plus Sprite 「コカ・コーラ」 Extra からだ すこやか茶W GINGER ALE トクホの 「カナダドライ」ブランド はたらく おいしいトクホコーラ スプライト 品 Wトクホ Route To Market 2.0 Å M ca-Col Coca-Cola 歡迎 WELCOME 欢迎 歡迎 환영 Coca-Co Coca-Cola 1 Value-added innovation for our consumers and customers Package, product, equipment, occasion, operations - innovation is everywhere 1 Stronger bottler voice to drive innovation 1 Sharing, implementing and execution of successful examples of other global Coca-Cola bottlers Coca-Cola BOTTLERS JAPANE synergies People & communities ORIGINAL TASTE New operating model ca-Co 22 コカ・コーラ ボトラーズジャパン株式会社#23Coca-Cola Financial framework Focus on growth Integration synergies People & communities New operating model Coca-Cola BOTTLERS JAPAN INC. New Operating Model#24Financial framework Focus on growth Guiding principles for a new operating model Organize for growth Operate as one enterprise oca-Cola BOTTLERS JAG System mindset Lead the industry - Customer focus, externally-driven Simple and speedy decision making - Common enterprise system - Standardized processes and world-class governance Optimized number of entities - Speak as a single bottler voice - Put decision rights at the appropriate level - Leverage world-class capabilities - Centralize what benefits most from leveraging scale - Create centers of excellence Integration synergies - Lean corporate center with - - - empowered regions · We all "sell or help sell" Prioritizing "biggest bang" synergy projects · Functionally focused operations from Day One. Coke One+ ERP system rollout planned People & communities Roadmap for integrating system support companies (Customer, Procurement, IT) Strong bottler voice w/ CCJC - Cooperating with other global Coca-Cola bottlers - Moving forward with integrated business services organization New operating model 24 CCJC: Coca-Cola (Japan) Company コカ・コーラ ボトラーズジャパン株式会社#25Organized to serve our customers even better COMMERCIAL: 6 REGIONS OPERATING MODEL DESIGN Consumers & Customers 6. Chugoku+ Kyushu 4. Tokai + Kinki (excl. Osaka)+ Shikoku 5. Osaka 1. South Tohoku + North Kanto 2. South Kanto (excl. Tokyo 23 wards) + Yamanashi + Shizuoka 3. Tokyo 23 wards SUPPLY CHAIN: 3 REGIONS C. Chugoku+ Kyushu Coca-Cola BOTTLERS JAPANE B. Tokai + Kinki A. South Tohoku + + Shikoku Kanto+ Shizuoka + Yamanashi Integrated Business Services Financial framework Focus on growth Integration synergies 6 commercial regions 3 supply chain territories, managed nationally Support functions Frontline (field) HQ Center People & communities 25 コカ・コーラ ボトラーズジャパン株式会社 New operating model#26Financial framework Focus on growth Integration synergies Committed to a new partnership model with TCCC • Joint transformation initiatives 1 Simplify decision-making 1 Align incentives to capture market opportunities Enhance mutual accountability 1 Stronger bottler voice to drive innovation + oca-Cola BOTTLERS JAPANE wwww New operating model People & communities TCCC: The Coca-Cola Company 26 コカ・コーラ ボトラーズジャパン株式会社#27Coca-Cola Financial framework Focus on growth Integration synergies People & communities New operating model Coca-Cola BOTTLERS JAPAN INC. Integration Schedule Synergy Target#28Integrating with speed Financial framework Focus on growth Integration synergies People & communities New operating model ca-Co TOKYO 2020 Ready for 2020 • HR & IT system integration • Host Bottler of the 2020 Tokyo Olympic Games 2020 Coca-Cola TM TOKYO 2020 о WORLDWIDE PARTNER Coca-Cola BOTTLERS JAPANE Apr 2017 2018 Delivering results Organizational integration complete, including system support companies • Establish optimized operating structure/organization • Investment for further growth Establish CCBJI • Operating functionally Balanced leadership team • World-class governance model 28 コカ・コーラ ボトラーズジャパン株式会社#29Driving synergies across our business Led by Supply Chain Total synergies by 2020 Coca-Cola BOTTLERS JAPANE 25B Areas High Impact Initiatives • Network optimization Supply Chain and • Site and route optimization Procurement • Increasing insourcing capacity Commercial Back Office Manufacturing productivity improvement • Price negotiation with suppliers Standardized pricing, terms, conditions (PTC) Optimizing route-to-market (RTM) Vending cost-to-serve • Sharing of best practice • Establish integrated business support function Integrate legacy systems into Coke One+ Financial framework Focus on growth Integration synergies People & communities New operating model PTC: Price, terms and conditions RTM: Route-to-market 29 コカ・コーラ ボトラーズジャパン株式会社#30Supply chain optimization will generate synergies up to and beyond 2020 Capex Plan Synergy Targets Financial framework Focus on growth Integration synergies People & communities New operating model Strategic Investment + 5 B 1 Baseline Investment 2017 2018 2019 2020 Accumulated strategic Capex plan of 80B by 2019 for supply chain optimization and ERP 1 Specific investments for longer-term benefit beyond 2020 25, B By 2020 By 2023 oca-Cola BOTTLERS JAPANE ERP: Enterprise Resource Planning 30 コカ・コーラ ボトラーズジャパン株式会社#31Consolidate, eliminate & integrate legacy systems across CCBJI Financial framework Focus on growth Integration synergies People & Data Standards Standard Processes One ERP System Flexible Organization Coca-Cola BOTTLER PROCESS MAP Coke one BE "one" Preliminary Openting Model Design -Principles 1000 Organization structured m. . Enable data accuracy and consistency by combining in one repository, improving transparency and insight Provide a single application with standardised, shared, enhanced and controlled processes • Streamline applications portfolio and infrastructure Standardises activity between functions & with business partners Enable organisational flexibility, integrated business services and national supply chain Coca-Cola BOTTLERS JAPANE communities New operating model 31 ERP: Enterprise Resource Planning コカ・コーラ ボトラーズジャパン株式会社#32Coca-Cola Financial framework Focus on growth Integration synergies People & communities New operating model Coca-Cola BOTTLERS JAPAN INC. CCBJI 2017-2020 Operating Income Growth Plan#33Deliver synergy commitments & reinvestment to drive growth Operating income growth plan 2017 - 2020 Financial framework Focus on growth Integration synergies People & communities New operating model Unit: B JPY Ol margin 4% 40 27 • Organic revenue growth +1.5% CAGR Integration synergies and re-investment 2016 Pro forma Coca-Cola business Coca-Cola BOTTLERS JAPANE 3 (5) Ol margin 6% 65 Health & Skin Goodwill, etc. 2020 Care Business Target 33 コカ・コーラ ボトラーズジャパン株式会社#34Year-one synergies building on solid 2016 momentum Pro forma 2017 operating income growth plan Financial framework Focus on growth Integration synergies People & communities New operating model Unit: B JPY +15 vs PY 40 46 4 (4) 42 Net integration synergies and benefits Goodwill amortization (9 months), etc. 42 2016 CCBJI Pro forma 2017 CCW+CCEJ Base Plans 2017 CCBJI Pro forma before goodwill 2017 CCB JI Pro forma 34 コカ・コーラ ボトラーズジャパン株式会社 Coca-Cola BOTTLERS JAG#352017 Business plan (Reported) Consolidated CCEJ from Q2. Prior year CCW only Revenue Consolidated Operating Income Ordinary Income Net Income EPS 2017 Plan 2016 Actual YOY 906,500 460,455 +96.9% 40,100 21,143 +89.7% 38,100 20,602 +84.9% 21,500 5,245 +309.9% 122.85 JPY 48.05 JPY +74.80 JPY Coca-Cola 2017 2016 YOY Business Plan Actual Health & Skin Care Business 2016 Actual Revenue 872,400 428,394 +103.6% Operating Income 36,500 18,369 +98.7% Revenue Operating Income 2017 Plan 34,100 32,061 +6.4% YOY 3,600 2,774 +29.7% Unit: Million JPY except EPS Net Income: Net income attributable to owners of parent 2016 actual results are former Coca-Cola West and YoY calculated on former Coca-Cola West results. Coca-Cola BOTTLERS JAPANE Financial framework Focus on growth Integration synergies People & communities New operating model 35 コカ・コーラ ボトラーズジャパン株式会社#36Strong operating income in Q1 2017 Driven by pricing discipline and cost optimization Q1 2017 Pro forma: Volume -0.9% / Revenue per Case +3 JPY / OI +70% vs PY By Channel By Category Financial framework Focus on growth Integration synergies People & communities Others 0% Revenue vs PY Volume vs PY Volume Retail per Case & Foods 23% Supermarket 20% Supermarket -1% Juice 4% +43 Others 13% Sparkling 25% Sparkling +7% Drug & Teas +1% +2% +51 Discounter Drug & Discounter Convenience Sports -8% 11% -2% +10 Store Vending 31% Coffee 22% Teas Water -13% Convenience Store Vending -4% +16 21% Coffee -5% 15% Retail & Foods +3% -17 Water Sports 9% 6% Juice +1% Year-to-date Business Update • oca-Cola BOTTLERS JAPANE Strong improvement in operating income, driven by price discipline, phasing of expenditures, etc. New operating model • Seeing revenue per case improvements with improved profitability · Expect continued volume pressure as we "stay the course" on pricing. 36 コカ・コーラ ボトラーズジャパン株式会社#37Coca-Cola Financial framework Focus on growth Integration synergies People & communities New operating model Coca-Cola BOTTLERS JAPAN INC. Financial Framework#38A clear framework for value creation ① Grow earnings to generate free cash flow ② Invest to grow & deliver synergy commitments ③ Leverage debt capacity to build efficient capital structure (4) Drive shareholders' return with focus on ROE oca-Cola BOTTLERS JAPANE Financial framework Integration Focus on growth synergies People & communities New operating model 38 コカ・コーラ ボトラーズジャパン株式会社#39Grow earnings to generate steady cash flow Strategic Approach Financial framework Integration synergies People & communities Focus on growth New operating model 2020 Vision 2016 2020 Beyond 2020 Key Metrics Deliver revenue growth through market leadership and Revenue 1.8% 2%+ comprehensive top-line management EBITDA Building strong and efficient foundation to maximize company profitability and cash flow generation 8% 11% 12-13% margin 01 4% 6% 8% margin Coca-Cola BOTTLERS JAPANE Steady free cash flow generation 39 コカ・コーラ ボトラーズジャパン株式会社#40Financial framework Focus on growth Investing to grow & deliver synergy commitments Focus on investments with attractive returns to drive growth & efficiency Capex Investment Principles Baseline Investment ~4% of revenue Ensure strong Integration synergies foundation to keep the business running Cash Flow Plan 2017-2020 Cumulative Strategic investment Cash flow from operations 358 ~2% of revenue CAPEX 272 Free cash flow 86 Coca-Cola BOTTLERS JAPANE People & communities Synergy investment to drive efficiency including SCM areas Unit: Billion JPY Other growth Capacity to fund additional opportunity opportunities as they arise New operating model 40 コカ・コーラ ボトラーズジャパン株式会社#41Build efficient capital structure and improve ROE Optimize capital 1 Utilize debt capacity to operate up to 2.5X EBITDA structure to maximize shareholder returns 2 Focus on maintaining investment grade rating 3 Optimize WACC by periodically evaluating capital structure Financial framework Focus on growth Integration synergies People & communities New operating model Target ROE Coca-Cola BOTTLERS JAPANE Today 2020 4% 6% Beyond 2020 8+% 41 コカ・コーラ ボトラーズジャパン株式会社#42Maintaining shareholder returns in 2017 Dividend forecast and shareholder benefits program Annual Dividend 44 JPY/Share Interim 22 JPY/Share Year-end 22 JPY/Share Coca-Cola BOTTLERS JAPANE Financial framework Integration synergies Focus on growth New operating People & communities model Prioritized stable dividend 2017 CCBJI dividend forecast slightly increased from 2016 dividend per share for former CCW/CCEJ shareholders* Estimated dividend payout: 42% Shareholder benefits program that encourages long-term holding Shareholders can exchange the shareholder benefit points for Coca-Cola products, CCBJI goods, donate them to charity, etc. *Excluding CCW special commemorative dividend, average of CCW and CCEJ based on adjusted share count after the share exchange 42 コカ・コーラ ボトラーズジャパン株式会社#43Financial framework Focus on growth New operating model People & communities A holistic approach for value creation Renewing topline growth, improving profit margins 1 Committed to investments, best-in-class execution and capabilities Revenue Growth Management Vending transformation Innovation • Targeting 25B Yen in synergies by 2020, another 5B by 2023 Integration synergies 1 Capital structure, dividend payout ratio to be reviewed periodically to maximize total shareholder return while maintaining flexibility to pursue expansion opportunities oca-Cola BOTTLERS JAPANE 43 コカ・コーラ ボトラーズジャパン株式会社#44Coca-Cola Financial framework Focus on growth Integration synergies People & communities New operating model Coca-Cola BOTTLERS JAPAN INC. People & Communities#45Always connected to our employees and local communities 1 Inspiring our people 1 Community connections Financial framework Focus on growth Integration synergies People & communities 1 Sustainability in all that we do New operating model oca-Cola BOTTLERS JAPANE Coca-Col Cola Coca-Cola 45 コカ・コーラ ボトラーズジャパン株式会社#46Coca-Cola Key Takeaways Coca-Cola BOTTLERS JAPAN INC.#47Key metrics and picture of success Revenue Growth Value Share Transactions Stabilize topline, RGM initiatives, revenue- rich innovation Value share growth ahead of volume share growth Growth in smaller, immediate consumption packs Revenue +1.8% CAGR Value ahead of volume IC package growth EBITDA Margin Return on Equity (ROE) oca-Cola BOTTLERS JAPANE Deliver strong cash flow from operations >10% EBITDA margin Optimize balance sheet to maximize returns >6% 47 コカ・コーラ ボトラーズジャパン株式会社#48CCBJI: Growth roadmap for 2020 & beyond Key takeaways The heart of the decision to form CCBJI: Bringing together a proven leadership team committed to growth, partnering with our customers and communities, and driving shareholder value A compelling business combination at the right time with clear opportunities and plans for profitable growth ♦ Working with appropriate speed to make sure we realize our potential • We are making good early progress as we kick off toward 2020 and beyond Coca-Cola BOTTLERS JAPANE 48 コカ・コーラ ボトラーズジャパン株式会社#49Coca-Cola Q & A Coca-Cola BOTTLERS JAPAN INC.#50Coca-Cola Appendix Coca-Cola BOTTLERS JAPAN INC.#51Key Glossaries DME FC IC OBPPC Pro forma PTC RGM RTM Abbreviation of Direct Marketing Expenses. Sales promotion-related expenses, including advertisement, rebates, sales, sales commissions, etc. Abbreviation of Future Consumption. Purchase or sell beverage for future consumption in home, etc. It also means the products / SKUs for FC (for example, single packages 1L or more and multi-pack of IC packages) and channels that consumers purchase the beverages for FC. (for example, supermarket, drug & discounter channels, etc.). Abbreviation of Immediate Consumption. Purchase or sell beverage for consuming it immediately. It also means the products / SKUs for IC (for example, single packages less than 1L as well as fountain) and channels that consumers purchase the beverages for IC (for example, vending machines, convenience store channel, etc.). Abbreviation of Occasion, Brand, Package, Price, Channel. A segmentation strategy tailored to consumption opportunities to drive revenue growth in five areas: occasion, brand, package, price and channel. Assuming integration from January 2017 and estimate 2016 results same standard Abbreviation of Price, Terms and Conditions, an internal guideline for setting appropriate transaction conditions with customers, frequently used in conjunction with RGM. Abbreviation of Revenue Growth Management, an overall strategy and process to grow revenue and profit Abbreviation of Route-to-Market. A framework, a process, a philosophy, a proven approach for driving profitable growth. Channel Definitions Vending Supermarket Drugstore & Discounter Convenience Store Retail & Food Others Retail sales to consumers through vending machine Wholesale to supermarket chains customers Wholesale to drugstore and discounter chains customers Wholesale to convenience store chains customers Wholesale to grocery store, liquor store, eating & drinking establishments, online sales channels customers, etc. Wholesale to customers other than above oca-Cola BOTTLERS JAPANE 51 コカ・コーラ ボトラーズジャパン株式会社#52Coca-Co THANK YOU Coca-Cola BOTTLERS JAPAN INC. コカ・コーラボトラーズジャパン株式会社 Investor Relations [email protected] +81-3-5575-3797 https://en.ccbji.co.jp/ir/ facebook: https://www.facebook.com/ccbji/