可口可樂經(jīng)營(yíng)戰(zhàn)略-閱讀頁
2025-02-02 21:14本頁面
【正文】 ion rather than market share, (2) operating profit momentum, and (3) predictable, sustained performance.Coke devotion to value creation is evidenced by Goizueta’s statement that “we define a brand’s true strength based on its ability to mand a premium price”.采用資本運(yùn)作等有效手段，增采用資本運(yùn)作等有效手段，增加股東的價(jià)值加股東的價(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。 5萬員工，外籍員工只有 20人。Optimistic：相信明天會(huì)更好。Obligation：在每一個(gè)地方，都要拿出贏利的一部分做社會(huì)公益事業(yè)。（ 2）以消費(fèi)者為中心，把企業(yè)的價(jià)值增長(zhǎng)建立在滿足消費(fèi)者需求的基礎(chǔ)上。RemarkslThe elements of Coke’s story, while dramatic, aren39。一是質(zhì)量管理和對(duì)糖漿生產(chǎn)工藝進(jìn)行持續(xù)有效的管理；二是強(qiáng)有力的品牌意識(shí)，保持其在國(guó)際市場(chǎng)上長(zhǎng)盛不衰。這是一個(gè)應(yīng)用 80/20規(guī)則最完美的例子 .80/20 rulel 主要的少數(shù)是關(guān)鍵的。80/20 RuleItalian economist Vilfredo Pareto (18481923) discover the rule after looking at the pattern of wealth and ine in 19th century in England. Essentially the rule states that outes are predictably unbalanced. Here are some ways to state the rule:80% of outputs results from 20%。80% of results from 20% of effort.（二）（二） Why thing go better at COKERick Wise: Why thing go better at COKE, Journal of Business Strategy, December, 1999l Rick Wise is a vice president of Mercer Management Consulting Based in Boston. He proposed:l Traditional business strategy would not have helped this lumbering behemoth trapped in a mature, slowgrowth market. It took a whole new business design.New Rules: Business designSome panies succeeded because they broke the old rues of business success. It demonstrates that business must be driven by a strategy framework that recognizes and embraces the requirements of today’s marketplace.The discipline of business designthe entire system by which a pany delivers the utility to its customers and thereby generates shareholder value growth.The new framework of business designThe new framework of business design, it design in four dimensions:1. a customercentric, rather than a productcentric focus。3. a dynamic rather than a static perspective on future market environme
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