【導(dǎo)讀】Productsoptimized. Resources?Marketrelations?Marketing?Talent?Decisionmakingand. Culture,valuesandstyle?withlocalstaff;stillhas“uglyAmerican”syndrome;seniorJapanese

　　

【正文】 n and Barley teas) ? Shipla (“functional”, stress flavored drink with mulivitamins) ? Lactia (lactic, noncarbonated drink。 promotes healthy digestion) ? Calo (“functional” soft drink。 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 。 Cok e m ai ntai ns 9 30, 000 v e nd i ng m ac hi nes i nJ apa n, ov er t w o ti m es i ts near es t c om peti t or? Lev er ag es ac qu i s i ti ons to ex pa nd di s tr i b ut i on c a pab i l i t i es– Ac qui r ed Kan ebo F oo ds ’ v en di n g m ac hi ne o per at io ns i n 19 96, inc ludi ng 26, 000 m ac hi nes and 250 em pl o y e es? Lev er ag es l oc a l b ottl er s to s et up hi g hl y f unc ti ona l d i r ec t d i s tr i b uti on s y s t em– Al l i a nc es w i th 1 7 b ottl er s i n J a pan– 5% eq ui t y i nt er es t i n Co c a C o l a W es t J apa n, l ar ges t J ap an es e bo ttl erRamp。D ? C ur r entl y l ac k s the R amp。D nee ded to s uc c es s f ul l y c om pete i n no n c ar bon a ted pr od uc ts i n J a pan es e m ar k et– H i s tor i c a l l y R amp。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 anization in January 20xx – 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。 aggressive approach to finance and marketing ? Compensation is petitive ? Japan is seen as strong progression path and top talent is sent there – CEO used to head Japan – Chief of Marketing used to run marketing in Japan ? Lack rotation of top Japanese people – Still has “ugly American” syndrome – Senior Japanese feel out of place, experience glass ceiling and do not get high positions in Atlanta ? Strong munity feel to Coke – Holds conventions for bottlers – Distributed bottlers magazine ? Some degree of tension with local staff – Almost 10% of Japan office is foreigners ? Culture not “appropriate” but effectively translated – Winners allowed to be aggressive