【正文】 dling ? St Polten ? Landegg ? Steyr ? Gmunden ? Klangenfurt ? Dombirn ? Salzburg ? Graz ? Vienna Sources of value creation: CocaCola Amatil Superior frontline execution Positional advantage Insight/foresight Seed growth options Replicate proven business model Manage for profitability Test business model ‘Although the current level of soft drink consumption is low…the local soft drink market is expected to grow dramatically in the 1990s’ Dean Wills, Chairman 1991 annual report Example: In 1991, CCA started a new staircase in Indonesia, where per capita soft drink consumption was ~2% of Australia’s consumption ‘The advantages of operating in two territories adjoining one another, versus two in isolation, are tangible’ Dean Wills, Chairman 1994 annual report Example: In Europe, CCA’s growth formula is based on securing contiguous franchises and driving out cost via rationalisation ‘The CocaCola Company measures the performance of its bottlers against 3 simple criteria (expanding sales of CocaCola products, boosting per capita consumption, investing in CocaCola brands). CocaCola Amatil is a star performer on all three counts. The Australian pany is the current darling of the Coke system’ BRW, 13 September, 1991 Example: CCA’s frontline marketing skills are among the best in the world Three key concepts Balancing growth across 3 Horizons Building businesses through a staircase of initiatives A pany as a portfolio of staircases Mapping staircases to Horizons Time frame Profit Horizon 1 Horizon 2 Horizon 3 Create viable options Seed growth options Replicate proven business model Manage for profitability Test business model Build emerging businesses Extend and defend core businesses 3 Horizons as a portfolio of staircases Horizon 1 Extend and defend core businesses Horizon 2 Build emerging businesses Horizon 3 Create viable options Time frame Mature staircases Developing staircases Embryonic staircases Profit CocaCola Amatil’s portfolio of staircases 4 more franchises in Austria 1990–91 Horizon 1 Horizon 2 Horizon 3 CocaCola Amatil Horizons CocaCola Amatil staircases Acquisition and operation of 4 Australian franchises Australian franchises Fiji NZ franchise Remainder of NZ and Australian franchises PNG 1964–85 1986–88 1989–90 1991 2 joint ventures in Indonesia Control of JVs Jakarta and North Sumatra franchises Consoli dation into 1 national franchise 1991 1992 1993 1995 Vienna and Graz 4 Austrian franchises Switzerland 1982 1987–89 1995–96 Czech and Hungary Slovakia Slovenia Poland Croatia Romania 1991 1992 1994 1995–96 Ukraine Belarus Infra structure Former Soviet republics Eastern Europe Western Europe Indonesia Australasia Western Europe Australasia Eastern Europe Indonesia Former Soviet republics 1994 199596 Disney’s portfolio evolution Animation Character licensing 1920 1930 1940 1950 1960 1970 1980 1990 Music publishing Book publishing Disney stores Direct mail Software development, visual effects Animated feature films Television shows Motion pictures Touchstone films, home videos Disney channel Miramax acquisition ABC TV work Disneyland Walt Disney World EPCOT Disney/ MGM Studios Animal Kingdom, Disney America Hotel development Disney Institute vacations Resorts Cruise lines, planned munities Tokyo Disney land Euro Disney KCAL–TV Hockey Baseball Live theatre Hollywood Pictures Hollywood Records Filmed entertainment Theme parks Vacations, resorts property development Live entertainment Broadcasting Merchandising, music, and publishing I. Why grow II. The evolution of growth portfolios III. What great growers do Characteristics of successful growth panies Commit to growth Cultivate entre preneurship Build growth engines Commit to growth The right to grow Stretch targets and values Commit to growth Cultivate entre preneurship Build growth engines Earn the right to grow ?Achieve and sustain operational excell