可口可樂公司使命與戰(zhàn)略目標(biāo)Missionandstrategicobjec

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