【正文】 gan 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) 。 still has “ugly American” syndrome。 petes with 500 manufactures selling over 7,000 drinks ? Global petitors: PepsiCo, Cadbury Schweppes, Nestle ? Competitors in Japan: Kirin, Ito En, Suntory ? Owns 40% stake in CocaCola Enterprises (world’s largest bottler) COMPANY EVOLUTION Coke has been an international pany since the start of the century, but WWII made it a true multinational. Coke entered the bottling business in the mideighties. Recently, the pany has seen strong profits from financial reengineering in its bottling segment. 1800s ? Invented in 1886 in Atlanta, USA, as a headache, indigestion, and exhaustion remedy ? Major advertising started in 1892。 Standard amp。 McKinsey analysis HIGHLIGHTS OF COKE’S BOTTLING BUSINESS 581527Breakdown of worldwide unit case volume produced/distributed Bottlers owned and controlled by Coke Independently owned bottlers Bottlers in who Coke has noncontrolling ownership Percent Historically, Coke invested in undervalued bottlers worldwide, provided financial and managerial support, and improved operating efficiencies which generated increased sales。 helps build healthy bones) ? Perfect Water (mineral water) CONTENTS ? Company overview ? Japan market entry strategy ? Products ? Capabilities ? Organization COKE CAPABILITIES IN JAPAN Coke leverages local alliances to gain capabilities. The pany also offers marketing, manufacturing, and investment support to partners when needed. M a r ket in g ? Lev er ag es l oc a l a gen c i es f or m ar k eti ng c a pab i l i ti es– Al l i a nc e w i th D ents u? Aggr es s i v e l y ad v er t i s es i ts br and s– Spo ns or ed 199 7 W i nter O l y m pi c s i n J apa n? C r eates i nn ov ati v e pac k agi ng to boo s t s a l es– F i r s t to l aun c h be v er a ges i n c on v e ni ent, r ec l os ab l e P E T bottl es i n J a pan? Los es m ar k et s har e due t o s l o w r es po ns i v ene s s to m ar k et c ond i ti ons– D oes no t r eac t q ui c k l y e nou gh t o c ap i ta l i z e on ne w pr od uc t op por tu ni t i es ( e. g., w ater a nd s p or ts dr i nk s )D ist ribu t io n ? Ident i f i es an d ut i l i z es o pti m al s al es c han n el– Ven di ng m ac hi nes ac c ou nt f or ov er 50% of al l J apa nes e s of t dr i nk s al es 。D ex p er ti s e h as f oc us ed o n tr ad i t i on al c ar bon ated dr i nk s– At pr es e nt h as on l y 20% m ar k et s har e i n s pec i al i z ed be v er a ges i n J ap anJapan is Coke’s most profitable market after the . Coke derives about 1720% of its overall profit from Japan. Source: Wall Street Journal, January 14, 1999 8020Japan ROW Percent JAPAN CONTRIBUTION TO COKE’S PROFITS IN 1999 CONTENTS ? Company overview ? Japan market entry strategy ? Products ? Capabilities ? Organization Structure Decisionrights Talent Culture ORGANIZATIONAL LEVERS ? Realignment of organization in January 2000 – Increases focus on local business units – Redefines roles and responsibilities ? Increased autonomy – Transfer of responsibility from corporate to local business units – Corporate only responsible for overall pany policy and strategy ? Performance and results driven culture。D ?