版權(quán)說明:本文檔由用戶提供并上傳,收益歸屬內(nèi)容提供方,若內(nèi)容存在侵權(quán),請(qǐng)進(jìn)行舉報(bào)或認(rèn)領(lǐng)
文檔簡介
可口可樂公司使命與戰(zhàn)略目標(biāo)(MissionandstrategicobjectivesofCocaColaCo)Initsfirst100years,CocaColaCohasbeenfocusingontwothings:protectingthecompany'spatentedsyrupformula,secrets,andintensivemarketing.Confidentialityoftherecipeledthecompanytotakeaconfidentialityattitudetowardsotherbusinesses.By1978,thecompanyhadoperationsin135countries,withnearly40000employeesand80000shareholders,butthecompany'sstatementsoncorporatemissionandlong-termgoalsarestillverybriefanddirect.In1978thecompanydocuments,thebusinessmadeabriefnoteonadocumentlater,addsomeverygeneralgoals,whichconstitutethecompany'smission:"CocaColaCoistheworld'slargestproductionandsalesofsoftdrinksconcentrateandsyrupenterprises.Thecompany'sCoca-Colahasbeensoldinmorethan135countriessinceitwassoldintheUnitedStatesin1886andhasbecomealeaderinsoftdrinkproductsinthesecountries.ThecompanyisresponsibleforfoodproductionandsaleofMinuteMaidcardandSnowCropbrandfrozenconcentratedlemonjuice,thecompanyalsousedTaylortrademarkproductionandmarketingofwineandsparklingwine.Onesubsidiarydesignsandmanufactureswatertreatmentsystems,aswellasasubsidiarycompanythatmanufacturesandmarketsplasticfilmproducts.Thecompany'sobjectiveistocontinuetostrengthenfinancialtrends."InAlthoughtheCocaColaCobegantoentertheStudioEntertainmentindustryinmid1980s,butits1986missionstillkeepsthecharacteristicsofbriefandConfidential:"softCocaColaCoisagloballeaderinthebeverageindustry,manufacturinganddistributionisoneoftheworld'sStudioEntertainmentindustryleaderintheUnitedStates,orangejuiceandjuiceproducts.Thebasicobjectiveofthecompany'smanagementistoincreasethevalueofitsshareholders.Inordertoachievethisgoal,thecompanyanditssubsidiariestodevelopacomprehensivebusinessstrategy,including:increasingtheyieldandprofit;ahighreturnoninvestment,toachievelong-termcashflow;withdrawaloflowreturnassets;maintainappropriatefinancialpolicy.Thecompanyoperatesinthreemarkets:softdrinks,entertainment,andfood.Thesethreeareasarecustomerorientedandofferattractivemargins.Ineverybusinessarea,companiesfocusonmaximumsales,effectiveassetmanagement,andimprovedutilizationofdistributionsystems.Themaingoalofthecompanyistomakethesoftdrinksbusinessdepartmentofthecompanysalesgrowthfasterthanthegrowthintheindustrylevel;thekeytargetentertainmentbusinessdepartmentisadistributionsystemusingfilmandtelevision,increasetheamountofStudioEntertainmentproducts;foodbusinessistheimplementationoftheproductpackagingsegmentationandsegmentationstrategy,thegoalistoincreasenewproductstoexistingthedistributionchannel,therebyincreasingsales."InBytheendofthe1980s,theCocaColaCohadundergonesomedifficulttests.Thecompanyalsoachievedmanysuccessesinthelast10yearsoftwentiethCentury."Newcoke"hasbeenanunprecedentedboycottofconsumers,theentertainmentdepartmentsoldtoSONY,madealargeamount.AmajorreflectionofthenewleadershipstyleoftheRobertoGoizuetaisthatthecompany'smissionanddirectionaremoreopen.Inearly1990s,Goizuetapublishedthecompany'smissioninbrochures,titled"towardsthe2000businesssystem:Coca-Cola'smissionin90s."".Themaincontentsareasfollows:inOuropportunity:auniqueopportunityforthecompanytobringfreshcoolnesstothethirstyworldandallourfriendsandtocreatevalueforourshareholders.Ourbusinesssystemistheonlyproductionanddistributionsystemthatcantakeadvantageofthisopportunityglobally.Wemustmakethisopportunitycometrue.InOurgoal:toCoca-Colaasthecore,companies,boutiques,andotherpartnerswillusetheworld'smostoutstandingbrandsandservicesystemstoprovidecustomersandconsumerswithsatisfactionandvalue.Ourbrandequitywillthereforebepromotedgloballyandshareholderwealthwillincrease.Thecompany'sgoalin90sistoexpandtheglobalbusinesssystemandincreasethenumberofconsumerswhoappreciateourbrandsandproducts.InWemeetthechallenge:90sisaperiodfullofcontradictionsofourbusiness:theexistingdistributionsystemtofurtherunify,whilealsoestablishinganewdistributionsystem;customershavemorechoices,butalsoforpersonalizedserviceandpersonalizedinthelowestcostatthesametimepromotions;consumersindevelopedcountriesattheageofgrowth,theirimpactontheperformanceofenterpriseswillnolongerbeinnumber,thenumberofconsumersinlessdevelopedcountriesaregrowingrapidly,theseyoungpeoplethevitalityofthemarketwilldependonlocalemploymentandeconomicdevelopmentsituation.Tothisend,weneedtouseourbrand,system,capitalandpersonnelmoreeffectively.Amongthem,thestaffisthemostimportant.Onemightthinkthattheseresourcesalreadyexist,solongastheyareputintousetoachievetheirgoals.That'sabigmistake.Thechallengein90sisnottousetheseresources,buttoexpandtheseresources,adapttothem,andusetheminaninnovativeway,creatinganewrelationshipbetweentheCoca-Colasystemandglobalconsumers.InOurresourcesin:1brand.Theincreasingglobalizationoftheinformationindustrymeansthatwecanformadvertisingeffectsandvariouspublicimagesthroughglobalbrands.Thiswillhelpmaintainourpositionaschiefbrandadvertising.However,wemustalwayskeepinmindthatournetworkoffranchisedstoresthroughouttheworldispromotingandpromotingourbrand.Inordertomakebetteruseofourbrand,wemustrealizethatweandourfranchisedstoresareintheservicebusinessofcustomerstomeettheirrealisticandexpectedneeds.Operationaldecisionsaboutproductmarketingshouldbeascloseaspossibletoconsumersandcustomersinlinewithglobalstrategyandflexibility,whichisglobalimplementationandlocalization.Forthispurpose,itisnecessarytomastereverycustomer,everychannel,ortheknowledgeofeachconsumergroupinordertoworkoutaplanthatmeetstheirspecificrequirementsandvalues.CocaColaCodoesnotsellpopulargoods,nordowesellpopulargoods.Wedonotbelittleourrelationshipwithourcustomersandconsumers.NomatterwhatkindofCoca-Cola,thetraditional,sugarfree,decaffeinated,fruity,bland,etc.areallrecognizedandrespectedbrandsaroundtheworld.That'sthewayitis.It'salwayslikethis!Brandisthecoreofourcoolsystem.SpriteandFantaisaglobalbrand,theymustplayaroleinourbrandstrategy.Wewillalsocontinuetodevelopnewbrands.InSystem.Proximitytoconsumersinorganizationalstructureanddecision-makingisarequirementforglobalizationanddecentralizedmarketsinthe90s.Structurally,organizationsmustbemademoreflat.Functionalactivitiesmustbebuiltaroundthebusinessunitsthatfocusonmarketopportunities,whilethecorporatelevelshouldbeanactorratherthanacriticoragasgenerator.Ourspecialtystoresshouldalsounderstandthisnewtask.Onlywhennecessaryandcanachievethegoalofthecase,wewillimprovetheCoca-Colaproductionandsalesnetworkassetsonthelevelofparticipation,participationintheimprovementofmonopolysystemmayrequiregreaterinvestmentinproductionandsalesability,soatthelowestcosttomeetcustomerservicerequirements.Thiswillguaranteethecompetitiveadvantageofthewholesystem.Tocapturenewsalesopportunitiesandnewmarkets,especiallymarketsoutsidetheUnitedStates,anewdistributionsystemisrequired.Theestablishmentofvariousformsofjointventureswithourfranchisedstoresorsupplierswillhelpourcapitaltodirectlyestablishnewbusinesses,thusapproachingconsumers.Whetherwecansuccessfullymanagetheseflat,marketorientedstructureswilldependheavilyonourinformationsystems.Inordertoachievegoals,informationsystemsincludingprocesses,reports,purchasesandcommunicationsthatconnectorganizationsmustleadmarketdevelopmentratherthanjusttrackmarketdevelopment.Effectiveandtimelyinformationisvitaltotheefficientandtimelyallocationofresources.Ourbusinessismultiregionalbusiness,fromthesoftdrinksmarketinAsiatomaturemarketsinNorthAmerica,businessdevelopmenthaschangedalot.We'vebeenthroughbusinessevolutionandbusinesscyclesfor103yearsofbusinesshistory.Inthepast,thebusinesscycleisgenerally10years,andinthefuture,thiscyclewillbegreatlyshortened.By2000,thefunctionsofourbusinesssystemsindevelopingcountrieswillbethesameasthoseintoday'smaturemarkets.Inplaceswherethereisashortageofhardcurrencyandpoliticalbarriers,wewillencounterbarrierstoapproachingcustomers,sonewstrategicalliancesmustbeestablishedtostrengthenthecapacitytoovercomethem.InCapital.Strengtheningthebusinessapproachtoclientsrequiresnotonlynewassetinvestment,butalsoimprovedmanagementofexistingassets.Existingassetsarepotentialresourcesforachievinggoals.Theseassetsincludebothphysicalassetsandnonphysicalassets,includingpropertyrights,allstatus,financialcapacity,informationsystemsandtheabilitytocreativelymanagebusinessrelationships.Capitalmanagementisnotonlyaprocessthatreturnshigherthanthecostofcapital,itismoreofacreativeprocessoffindingnewusesformoreeffectiveuseandassetsofthecapital,istheuseandintegrationofexistingassets,achievethecompany'sgoalsandcreateanewstrategicalliance.Ourorganizationhasaccumulatedawealthofexperienceintheeffectiveallocationofresourcesandtheuseoffinancialresourcestobuildvalue,andwillcontinue.Withtheaccumulationofexperienceinmanaginggreaterfinancialleverage,wewillregularlyassesshigherleveragecaps,firstofall,investmentsinbusinesssystemsorstrategicalliances,andthenourshares.In4personnel.Foralongtime,CocaColaCohasaglobalbackboneofmanagement.Inordertoseizetheopportunityoftheglobalsoftdrinksmarketin90s,weneednotonlystrongbrands,systemsandinfrastructure,butalsoneedtobeabletofacethepowerfulpersonneloftwenty-firstCentury.Weneedtofindpeoplewhocanmakeuseoffactsandknowledgetocreatevaluefortheirclients'business.Atanagewheneachpersoncanhavethesameinformation,theadvantagewillcomefromthosewhocanuseinformationquickly,effectivelyandprofitably.Thesearepeoplewith"strategistbrains".Theycanmakeuseofgeneralknowledgetocreateacompetitiveadvantage.Fewpeoplehavetheabilitytodoso,butthisabilitycanbedevelopedandrewarded.Wemustrecruitandtrainmorepeopletomeettheneedsofthebusiness.In90s,multilanguageandinterculturalcompetencewillbecomethestandardof"internationaltalent".Weshouldcontinuetoimprovetheremunerationsystemtoreflectcorporatecultureandrewardvalue-addedperformance.Theresponsibilityforpersonneldevelopmentcannotbedelegatedtothosetrainers,academicdirectors,orexpertsinthehumanresourcefield.Thesepeoplework,butnotallofthem.Thebestpersoninthedevelopmentcompanyistheresponsibilityoftheexecutives.Thisrequireseachsupervisortotakeeducationanddevelopmentashisprimaryresponsibility.Werequirethebestexecutivestorecruitandtrainthebestpeople.Withthegrowthofthesebestpeople,theywillbethenextgenerationofexecutiveswiththeabilityandresponsibilitytodevelopnewpeople.Ouradvantageswilllastforever.Thisprocesswillmakeusawareoftheshortcomingsoftoday'ssuccess.Wemustcontinuetoacquirewisdomintakingrisksandmakingflexibledecisions.Thecompanywillnevertoleratecomplacencyandstagnation.InOurreward:tomeetthesechallenges,theachievementofdevelopmentinarapidlychangingenvironmentisenormous.Itappearsas:Customersatisfaction.Theywillacceptourbrandagainandagainandgetthecooltheyneed.InThecustomercanmakeaprofit.Theyrelyonourglobalbrandsandservicesforprofit.InOurbusinesslocationhasmadeeconomiccontribution,becomeawelcomeguest.InBusinesspartnersuccess.InTheshareholdersthroughtheCoca-Colasystemtoestablishpowervalues.InSharedvision:theCoca-Colasystemisindeedaspecialbusiness.Aftermillionsofyearsofstruggle,103peoplehavecreatedthebesttrademarks,achievementsandeconomicvalueoftheirownbusinesshistory.Anyadvantagethathasbeenachieved,however,isfragile.Theprocesstowardsthe2000requiresthatourtrademarks,systems,capitalandpersonnelcontinue
溫馨提示
- 1. 本站所有資源如無特殊說明,都需要本地電腦安裝OFFICE2007和PDF閱讀器。圖紙軟件為CAD,CAXA,PROE,UG,SolidWorks等.壓縮文件請(qǐng)下載最新的WinRAR軟件解壓。
- 2. 本站的文檔不包含任何第三方提供的附件圖紙等,如果需要附件,請(qǐng)聯(lián)系上傳者。文件的所有權(quán)益歸上傳用戶所有。
- 3. 本站RAR壓縮包中若帶圖紙,網(wǎng)頁內(nèi)容里面會(huì)有圖紙預(yù)覽,若沒有圖紙預(yù)覽就沒有圖紙。
- 4. 未經(jīng)權(quán)益所有人同意不得將文件中的內(nèi)容挪作商業(yè)或盈利用途。
- 5. 人人文庫網(wǎng)僅提供信息存儲(chǔ)空間,僅對(duì)用戶上傳內(nèi)容的表現(xiàn)方式做保護(hù)處理,對(duì)用戶上傳分享的文檔內(nèi)容本身不做任何修改或編輯,并不能對(duì)任何下載內(nèi)容負(fù)責(zé)。
- 6. 下載文件中如有侵權(quán)或不適當(dāng)內(nèi)容,請(qǐng)與我們聯(lián)系,我們立即糾正。
- 7. 本站不保證下載資源的準(zhǔn)確性、安全性和完整性, 同時(shí)也不承擔(dān)用戶因使用這些下載資源對(duì)自己和他人造成任何形式的傷害或損失。
最新文檔
- 造船廠物料運(yùn)輸服務(wù)合同
- 金融中心租賃合同高端版
- 旅游度假村混凝土供應(yīng)合同
- 機(jī)床設(shè)備物流補(bǔ)充合同范本
- 武術(shù)館改造合同
- 油品運(yùn)輸合同模板
- 2024年真空電子器件及零件項(xiàng)目發(fā)展計(jì)劃
- 特色小吃街裝修合同模板
- 甜品店裝飾合同范本
- 照明工程居間合同格式
- 經(jīng)驗(yàn)交流銀行不良貸款清收經(jīng)驗(yàn)交流材料
- 京東考試答案
- 知識(shí)點(diǎn)裂項(xiàng)相消法市公開課金獎(jiǎng)市賽課一等獎(jiǎng)?wù)n件
- 2022年消防產(chǎn)品監(jiān)督管理業(yè)務(wù)理論題庫及答案
- 監(jiān)理平行檢查記錄表(共9)
- 分布式光伏項(xiàng)目EPC總承包工程進(jìn)度控制措施
- 交房流轉(zhuǎn)單(內(nèi)部)
- 營造林工程驗(yàn)收記錄表匯總
- 部編新人教版道德與法治七年級(jí)上冊(cè)《做更好的自己》說課稿A課件
- 高中英語-人教新教材Module1-Unit3-Living-Legends公開課課件
- (蘇教版)五年級(jí)數(shù)學(xué)上冊(cè)期中復(fù)習(xí)課件
評(píng)論
0/150
提交評(píng)論