【正文】 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。D ? C ur r entl y l ac k s the R amp。 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 。 at times, Coke sold these bottlers after turning them around, for sound profits SELECTED LOCATIONS Coke is headquartered in Atlanta, Geia in the ., but has subsidiaries located over a wide geography. NOT EXHAUSTIVE CONTENTS ? Company overview ? Japan market entry strategy ? Products ? Capabilities ? Organization STORYLINE ? In order to enter and succeed in Japan, Coke realized that it needed to adopt a partnering strategy. Coke allied with 17 locally owned and managed bottlers and leveraged these relationships to set up a direct distribution channel as well as gain manufacturing and marketing capabilities ? It followed its bottlers’ advice and expanded its product offerings to include specialized beverages (., milkbased drinks, coffee drinks, teas). In addition, Coke introduced new product categories (., canned soups, Coo, a flavored juice product) and new flavors in existing brands (., Fanta Golden Pineapple) to increase its market share in trendoriented Japan ? The pany was also innovative in its alliance strategy (., supply alliance with McDonalds), its marketing techniques (., introduced reclosable PET bottles), and its acquisitions (., acquisition of Kanebo’s vending machine operations). Coke’s sales channel (930,000 vending machines, over twice as many as its nearest petitor) is a distinct petitive advantage in Japan where vending machines are the most popular sales channel ? Coke realized that it needed top talent to pete effectively in Japan and sent strong managers like Doug Daft (current CEO) and Stephen Jones (current Chief of Marketing), to Japan in leadership roles. Thus, Japan was seen as a progr