1-可口可樂的經(jīng)營(yíng)戰(zhàn)略-在線瀏覽
2025-02-09 01:29本頁面
【正文】 瓶商的控制 .（ 2）對(duì)裝瓶商進(jìn)行投資和現(xiàn)代化改造，協(xié)助對(duì)主要客戶進(jìn)行市場(chǎng)營(yíng)銷（ 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（ 1）強(qiáng)調(diào)低成本的銷售渠道建設(shè)策略 ,大力發(fā)展自助消費(fèi)。Vendingtovalue.（ 2）建立全球化的戰(zhàn)略同盟：麥當(dāng)勞、迪斯尼。（ 4）加快產(chǎn)品的系列化開發(fā)。所以跨國(guó)企業(yè)所遇到的關(guān)鍵問題就是屬地化問題。目前，已經(jīng)在東歐、西歐、拉丁美洲、澳大利亞、東南亞等地建立了 增加股東的價(jià)值A(chǔ)nandfocusshareholdergrowththeofstrategy.addresseskeyincludesthecreationthanshare,operatingmomentum,(3)sustaineddevotionvalueisbystatement“weatruebaseditstoaprice”.采用資本運(yùn)作等有效手段，增加股東的價(jià)值在可樂公司收購了部分裝瓶商以后，出現(xiàn)了一些非常棘手的問題，主要是：擴(kuò)大了可樂公司的資產(chǎn)規(guī)模，影響股東收益。結(jié)果：（ 1）可口可樂公司的財(cái)務(wù)報(bào)表不顯示裝瓶商的財(cái)務(wù)狀況，降低了資產(chǎn)密集度；（ 2）實(shí)現(xiàn)了對(duì)裝瓶商的控制；（ 3）上市募集的資金可用于再收購裝瓶商或用于對(duì)現(xiàn)有裝瓶商的資金投入和技術(shù)投入。OperationalStructureBackgroundAtlanta, march 4, 2023 Consistent with its strategy to meet the changing needs of consumers everywhere, the Coca Cola pany (NYSE: KO) today announced a new operational management structure.COMPANY CHAIRMAN AND CEO Doug Daft said, we enter the next phase of our pany growth, it is clear that our new business model demands a new management approach.The new StructureThe pany established four strategic Business Units: America, Asia, Europe/Africa, and new business ventures.Each SBU has its own own executive officer. These units will work together as a nimble and entreprneurial work well equipped to seize promising market opportunities and capture value.The heads of three SBUs will report to Daft, and will facilitate the development of local initiatives within the pany new business model.All other corporate functions will maintain their current reporting responsibilities.Coca Cola六、 Corporate Culture2L+3OLocalization：可樂公司在中國(guó)的系統(tǒng)共有 1。Longterm：連續(xù) 10年沒有贏利。Opportunity：要讓更多的人喝可樂，而且要讓他們喝得更多。Coca Cola七、啟示對(duì)中國(guó)企業(yè)的啟示啟示企業(yè)的經(jīng)營(yíng)模式必須體現(xiàn)：（ 1）對(duì)經(jīng)營(yíng)環(huán)境和行業(yè)變化進(jìn)行充分的認(rèn)識(shí)和論證，并以動(dòng)態(tài)的而不是靜止的觀點(diǎn)看待企業(yè)今后的變化趨勢(shì)。組織模式必須與經(jīng)營(yíng)模式相適應(yīng)。elementsCoke’swhilearen39。unique.panyenjoybenefitsbusiness可口可樂的成功在于它把主要精力放在了起關(guān)鍵作用的價(jià)值創(chuàng)造部分上。很多可口可樂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)的飲品是如何通過可口可樂龐大的銷售網(wǎng)絡(luò)送到他們的手中的。80/20規(guī)則見下頁。主要的少數(shù)是關(guān)鍵的。Critical,Few,Vital,Notthe80/20 RuleItalian Vilfredo (18481923)theafteratpatternwealthine19thinEssentiallyrulethatareunbalanced.arewaysstaterule:80%outputsfrom80%consequencesfromof80%resultsfromofWise:thingbetterCOKE,ofStrategy,1999l Rick Wise is a vice president of Mercer Managem
教學(xué)課件相關(guān)推薦
鄂ICP備17016276號(hào)-1