And I think we — whilst we always expect some level of disruption as we move a business that has been grown quickly and prepared for sale by the founders into the Coke system, there’s often some disruption in the short-term. But frankly, I think there was more in 2022 than we would — than we expected or would have liked. But we have a good plan going forward in 2023 that will kind of reset BODYARMOR on a good path and in a complementary way to Powerade. Other initiatives, which we’re looking very interested in the degree of traction in some of the alcohol experiments, particularly looking to see Jack and Coke do well. Early data in Mexico launched at the end of last year was encouraging ahead of expectations. The US launch will be very interesting at the end of March.
And all of that will be backed up by the continued work on the culture and organization, whilst it will never — nothing ever settles. It never ends. But I think, really, it’s about continuing to stand up and execute against the internal initiatives we’ve already launched. The organization is coming together. We made a few tweaks in North America coming into the year, but the organization is getting up and running and starting to harm. The marketing model change is starting to show good results and promise. So, I think, it’s a question of seeing through the things we’ve launched to really up our game in the coming years.
Operator: Our last question today will come from Charlie Higgs from Redburn. Please, go ahead. Your line is open.
Charlie Higgs: Hi, James, John. I hope you’re both well. My final question is just on India, where it looks like it’s had just a record year. Could you maybe just expand a little bit more on India? Is it still being driven by the affordable price point strategy? Are you adding distribution that means, maybe this volume growth is actually sustainable over the long term? And then, James, maybe you could just give us some color on your long-term view on India. Thanks.
James Quincey: Yes. India had a cracking year last year and is off to a strong start this year. I think, the — our overall backdrop to this is, firstly, that the Indian economy and the Indian consumer base is approaching, in highest level terms, a level of GDP per head, at which historically, the beverage industry has tended to accelerate its development. And so, we are very encouraged by the potential in India to develop a fantastic beverage industry and beverage opportunity. I mean, ultimately, the development of industry is very nascent in India, and there’s a huge potential to build the industry over many decades. And so, that’s being driven, not just by the affordable entry price points, although they are growing. Really, it’s a question of actually everything.
It’s growing on all dimensions. It’s growing in terms of the depth of the different brands. It’s growing in distribution. It’s growing in number of packages. And so, I think, there’s a huge long potential in India. It won’t, in all likelihood, be a straight line, but there is huge potential in India. And really in a way, India exemplifies the very long-term opportunity of a whole set of emerging markets, India, Africa, parts of Eurasia, parts of ASEAN to actually — they themselves have 80% of the world’s population. And the development of the beverage industry is a-third of what it is in the developed market. They only pay for about I think 3 in 10 of the commercial beverages, which is — or 2 in 10 of the commercial beverage, whereas 7 in 10 in the developed ones.
So India typifies the long-term potential of the beverage industry to keep growing. And I think it’s a market that is set to take off.
