【正文】 CONFIDENTIAL This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey amp。 Company. This material was used by McKinsey amp。 Company during an oral presentation。 it is not a plete record of the discussion. Discussion document December 2000 Coke Case Study – Winning in Japan R at in g R at io n alePr o d u ct? Produc t and c ate g or y s e l ec t i on ? O ff er s m an y l oc al i z ed br and s , i nc l ud i n g b r an ds i n n e w c ate gori es ( 75% of s al es )? Produc ts o pti m i z e df or J apa n m ar k et? C han ges f or m ul ati ons f or l oc a l tes ts ( e. g., F a nta G o l d en Pi nea pp l e)C ap ab ilit ie s? R es ourc es ? Si g ni f i c an t r es ourc es an d a t ten t i o n d edi c a ted to m os t prof i tab l e m ar k et? R es earc h a nd d ev el opm ent ? Ef f ec ti v el y d ev el ops c op i es of m os t po pul ar l oc a l br a nds ( ., c of f ees an d t eas ) 。 ha s h ad t odev el op n e w s k i l l s i n d ev el o pi ng non c ar bo nat ed b e v er ag es? Mar k et rel ati ons ? Bo tt l er s a l l i anc es s m oot hed m ar k et e ntr y an d c ont i n ui ng o perati o ns f or Cok e i n J a pan? D i s tr i bu ti on a nd s a l esc han ne l s? R el a ti o ns hi p w i th 17 b ott l er s , o w ns 93 0 ,00 0 v end i n g m ac hi nes ( ov er t w i c e th e n um berof c o m pet i tor s )? Mar k eti ng ? D ev ote s h uge r es ourc es to a d v er ti s i ng c am pai g ns an d p r om ote d a c t i v i t i es r es ul t i n g i n s tor yand br and i m age? Al l i a nc es an d a c q ui s i t i o ns ? F r equ en tl y a l l i es w i th bot t l er s , r es ta ur ant s a nd m ar k eti ng age nc i es ( e. g., s up pl y al l i a nc e w i thMc D ona ld ’s , pa r tners hi p w ith D en i s u)O rgan iz at io n? As pi r at i o n a n d p r i or i t y ? J apa n r e gi on m ade pr i or i t y a nd s tr on ges t t al e nt w as de p l o y e d th er e ( e. g., c ur r ent CEO us edto h e ad J a pan , c ur r ent c h i ef of m ar k eti ng us e d to he ad m ar k eti ng f or J apa n)? T al ent ? T ens i on w i th l oc al s taf f ( al m o s t 10 % of J apa n of f i c e i s f or ei gne r s )? D ec i s i o n m a k i ng an dr es pon s i b i l i t i es? Mos t prof i ta bl e m ar k et a f ter the . ( 17% 2 0% of ov er a l l pr of i t) 。 w e l l r es pec te d? C ul t ur e, v a l ues a nd s t y l e ? R ef lec ts m an y c h ar ac ter is ti c s of l oc a l c u ltur e but r eta ins k e y “ w in ni ng” f ac tor s f r o m .c ul tur e ( e .g., m or e a ggr es s i v e tha n tra di t i on al J a pa nes e c u l tur es )? C oord i nat i o n m ec han i s m s ? Ap p l i es be s t pr ac ti c es i n J ap an t o b us i nes s es a nd p eop l e m ana g em entFINGERPRINT – COKE High Low COKE IN JAPAN Capabilities ? Localizes physical assets。 bottling and distribution managed through alliances。 bottling alliances are typically inclusive – 17 bottlers in Japan – Creates direct distribution system to stores through bottlers ? Offers marketing, manufacturing, and investment support to partners, when needed ? Has supply alliances with McDonalds ? Spends huge resources on influencer relationships ? Partners with local agencies for marketing capabilities (., Dentsu) ? Customer pull demand in product push Japan – Uses segment marketing to understand customer behavior Organization ? Strong munity feel to Coke – Holds conventions for bottlers – Distributes bottlers magazine ? Compensation is petitive – attracts graduates from top schools ? Almost 10% of Japan office is foreigners – some degree of tension with local staff。 still has “ugly American” syndrome。