First came outright losses or a sharing of the account in Korea, Thailand and Australia. Now Singapore and Vietnam have followed suit following reviews that amply hint at a less-than-satisfying relationship. All this at a time when Coca-Cola desperately needs to deliver a 10 to 12 per cent growth in earnings in 2003 after more than five years of disappointing investors.
Indeed, in the words of the company's own marketers, the beverage giant was looking for a fresh view (in Australia) and "the best partners" (in Singapore).
The inference here was that McCann - even with its parent directing Coca-Cola's image as the brand custodian - wasn't delivering the kind of creative or strategy to put the fizz back in the brand or the category.
Which explains why the enviable assignment of rolling out one of Coca-Cola's biggest marketing campaigns to date to reinvigorate Australia's cola category is being handled by Singleton Ogilvy & Mather.
If anything, the slow but steady dismantling of McCann's regional grip on the business reflects Coca-Cola's much vaunted "think local, act local" strategy announced three years ago. The strategy carries added urgency these days. Coca-Cola desperately needs to pump up regional sales if it is to deliver its promised turnaround to Wall Street. And, with sales in Japan - which previously generated as much as 20 per cent of Coke's global profits in the good years - flat-lining, the company will have to find growth elsewhere in Asia. At the same time, last year's cola wars are likely to be replayed this year. Pepsi will need to support the launch of Pepsi Blue and its savvy use of its advertising budget, notably in China, will only increase the heat on Coca-Cola. Finetuning its agency roster is one way Coke hopes to win the bout this year.