“We’re going to invest for growth.”

In context

“and your plans around strategic investments in ‘22 specifically? Where those are targeted? What level of strategic investment, whether it’s A&P or capabilities building? Just to give us a little bit more context about your ability to support the volume momentum, justify pricing, not only in ‘22, but to set yourself up for ‘23 and beyond. Thank you. James Quincey: Yes, sure. I mean, we have a kind of approach where we’ve come. We switched during the crisis and leaning into growth or a bias to invest. As you can see through the course of the crisis and into 2021, we steadily increased our level of investment on marketing, restarted the engines on innovation. And similarly, the bottlers will do so on execution and actually investments in supply chain. So that’s our bias going into the year. We’re going to invest for growth. We’ve got a lot of ability drive not just the market innovation, but also underline the advances in the digitization of the business, whether it’s the connection with the consumer, whether it’s the connection with the retailers and what the bottlers are doing to digitize that part of the business. So, we are leaning into growth. But what we have achieved over the last few years is to increase our degree of flexibility or adaptability. Better said, it’s not that everyone is sitting out there with talks of flexibility, it’s more that we can adapt as circumstances change. We doubled down on our ability to make quicker, clearer decisions coming in to the crisis. And with the reorganization that we did recently -- have a more networked organization, we feel good about our ability to prioritize”