可口可樂(lè)經(jīng)營(yíng)戰(zhàn)略(完整版)
【正文】 It achieved: (1) the world’s strongest brand。（三）可口可樂(lè)的早期經(jīng)營(yíng)模式（三）可口可樂(lè)的早期經(jīng)營(yíng)模式l 在沒(méi)有任何股份的情況下，可樂(lè)公司如何控制裝瓶企業(yè)呢？1。積極推進(jìn)本地化策略。這種生產(chǎn)和銷(xiāo)售體系逐漸成為大型占領(lǐng)大型超級(jí)市場(chǎng)和高利潤(rùn)銷(xiāo)售區(qū)域的障礙。（ 2）對(duì)裝瓶商進(jìn)行投資和現(xiàn)代化改造，協(xié)助對(duì)主要客戶(hù)進(jìn)行市場(chǎng)營(yíng)銷(xiāo)（ 3）引導(dǎo)裝瓶商進(jìn)入高利潤(rùn)領(lǐng)域，使其經(jīng)營(yíng)更有效（ 4）對(duì)新的裝瓶商和經(jīng)銷(xiāo)商提供資金支持，確保其能配合公司的增長(zhǎng)戰(zhàn)略 關(guān)鍵業(yè)務(wù)活動(dòng)與拓展、關(guān)鍵業(yè)務(wù)活動(dòng)與拓展（ 1）強(qiáng)調(diào)低成本的銷(xiāo)售渠道建設(shè)策略 , 加大在高利潤(rùn)銷(xiāo)售場(chǎng)所的銷(xiāo)售規(guī)模 , 大力發(fā)展自助消費(fèi)。 強(qiáng)大的骨干裝瓶商的網(wǎng)絡(luò)。Opportunity：要讓更多的人喝可樂(lè)，而且要讓他們喝得更多。很多可口可樂(lè)的裝瓶商都具有相當(dāng)程度的局域性和獨(dú)立性，但是大多數(shù)可口可樂(lè)的消費(fèi)者根本就不知道或不關(guān)心他們消費(fèi)的飲品是如何通過(guò)可口可樂(lè)龐大的銷(xiāo)售網(wǎng)絡(luò)送到他們的手中的。 and most important,4. an emphasis on strategic dimensions that drives shareholder value growth.Strategic dimensions that drives shareholder value growthl(1) Customer Selectionl(2) Value capturel(3) Strategic controll(4) Scopel(5) Organizational system(1) Customer SelectionIt involves choosing which sets of customers hold the greatest potential for longterm profit growth. The choice should change as value migrates to a new customer set or new segments.(2) Value captureValue capture describes how the pany gets rewarded for the value creates for its customers. Rather than relying on value captured largely through product sales and service fees, progressive, valuebuilding firms employ an extensive repertoire that includes financing, ancillary products, solutions, and licensing.(3) Strategic controlStrategic control refers to a pany’s ability to protect its profit stream. It answers the question, “why should (must) a customer buy from me?” There are many types of strategic control points, including brand, a twoyear product development lead, control of the valuechain, and ownership of a de facto industry standard.(4) ScopeScope involves choosing critical activities and product and service offerings. The key question here is “what activities do I need to perform to remain customerrelevant, to generate high profits, and to maintain strategic control?”(5) Organizational systemOrganizational system are internal capabilities required for translating the four elements above into marketplace success.ConclusionLearn by heart, decision made i
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