BOCA RATON, Fla. — The Coca-Cola Co.'s soon-to-be CEO reaffirmed Friday his faith in carbonated soft drinks, calling them the "lifeblood" of the business, while also stressing the company's broadening line of non-carbonated beverages.

Atlanta-based Coke, the world's largest beverage firm, has a global reach that gives it an edge over competitors, said Muhtar Kent, president and chief operating officer. Kent, who spoke Friday at the Consumer Analyst Group of New York conference in Florida, becomes CEO on July 1. He will succeed chief executive Neville Isdell, who will remain chairman.

Though Kent said Coke officials have plenty of work to do, he declared the company was back on track. He emphasized its improved financial results, detailed growth plans and harkened back to the vision of legendary President Robert Woodruff to put a Coke within arms length of everyone in the world.

"The winning culture of the Coca-Cola Co. and the Coca-Cola system is back," Kent told analysts. "And indeed, winning changes everything."

Yet Coke will be "constructively discontent," Kent said. It is working to more quickly bring new beverages and packaging to market, he said.

Coke's carbonated beverage strategy will be anchored by Coca-Cola Classic, Coke Zero and Diet Coke, Kent said. Coke Zero, a no-calorie drink launched in 2005, is now in more than 55 markets worldwide.

"Coca-Cola Zero is bringing people back into the sparkling beverage franchise," Kent said.

In the non-carbonated segment, Coke will roll out Glaceau globally, starting this month in Australia. Glaceau, bought by Coke in 2007, makes Smartwater and Vitaminwater.

The company also will launch this year Powerade Zero, a no-calorie sports drink. It will extend its "Simply" brand, now used for orange juice and lemonade, to apple juice and create a new ready-to-drink coffee beverage through a deal with Italian coffeemaker Illy.

In Australia, it is extending the Powerade line with Powerade Energy Edge, Powerade Isotonic and Powerade Recovery, designed for different stages of athletic activity.

"We believe this is an exciting proposition and we believe this is a proposition that will have legs," Kent said about the new Powerade beverages.

Coke reiterated projections to grow sales volume by 3 percent to 4 percent and increase earnings per share in the high single digits in 2008.

In 2007, Coca-Cola revenue rose 19.8 percent to $28.9 billion and net income rose 17.7 percent to $5.98 billion compared to the previous year. Coca-Cola earnings in 2006 were brought down by a non-cash charge primarily related to write-downs at Coca-Cola Enterprises, its largest bottler. The Coca-Cola Co. owns about 35 percent of CCE stock.

Three years ago, the company's earnings growth was slowing and stock price hovering between $40 and $45 a share. It's now about $57 a share, a marked improvement but still below where it was 10 years ago at more than $80.

The company also was in the midst of a leadership change. Isdell took over as CEO in 2004. Kent, a longtime Coca-Cola employee who had left to lead a Turkish beverage firm, returned to Coca-Cola in 2005.

Kent stopped short of predicting an upswing in carbonated soft-drinks in North America, but he said the picture is improving in Coke's home market. It's getting stronger abroad, he said.

Coke's sponsorship of the Beijing Summer Olympics should solidify the company's ties to what will become the world's largest market, Kent said.

Coke has the global system - 900 plants, 300 bottling partners and 500,000 trucks — to capitalize on a growing base of urban, middle-class consumers in developing countries, Kent said.

Coke also will continue to evaluate acquisition opportunities, but its growth projections are not based on adding companies, said Coca-Cola Chief Financial Officer Gary Fayard. Coke's case volume grew 6 percent in 2007 - 5 percent through beverages developed internally and 1 percent through acquired companies.

"Our picture of success would be to hit or exceed targets organically," Fayard said. "And then if you need to expand the portfolio through some bolt-on acquisitions, you could do that."