case study
1/Link the Coors vision statement to Coors key business strategies or “six planks”. Are there any gaps?
Post1:According to Coors Vision Statement, the vison can be come up with four fundamentals: (1)improving quality, (2)improving service, (3)boosting profitability, and (4)developing employee skills. And then to link with “six planks”so that to drive these fundamentals in the future.
1/baseline growth: we will profitably grow key brands and key markets - (3)boosting profitability
2/incremental growth: we will selectively invest to grow high potential markets, channels, demographics, and brands - (3)boosting profitability
3/product quality: we will continuously elevate consumer perceived quality by improving taste, freshness, package integrity, and package appearance at point of purchase - (1)improving quality
4/distributor service: we will significantly enhance distributor service as measured by improved freshness, less damage, increased on-time arrivals, and accurate order fill at a lower cost to Coors - (1)improving service
5/productivity gains: we will continuously lower total company costs per barrel so Coors can balance improved profitability, investments to grow volume, market share, and revenues, and funding for the resources needed to drive long-term productivity and success - (1)improving quality, (2)improving service, (3)boosting profitability, (4)employee skills
6/people: we will continuously improve our business performance through engaging and developing our people - (4)employee skills
I agree that analyze from macroscopic perspective, the strategies seem to match the visions here, which i sum up above. Each one corresponds to one or more of the fundamentals. However, I believe the gaps occur within the four fundamentals from the vision statement and the “six planks”due to their broad description and focus. In particular, the last one people mentioned in the “six planks”which does not cover the development of employee skills overall.
Post1:According to Coors Vision Statement, the vison can be come up with four fundamentals: (1)improving quality, (2)improving service, (3)boosting profitability, and (4)developing employee skills. And then to link with “six planks”so that to drive these fundamentals in the future.
1/baseline growth: we will profitably grow key brands and key markets - (3)boosting profitability
2/incremental growth: we will selectively invest to grow high potential markets, channels, demographics, and brands - (3)boosting profitability
3/product quality: we will continuously elevate consumer perceived quality by improving taste, freshness, package integrity, and package appearance at point of purchase - (1)improving quality
4/distributor service: we will significantly enhance distributor service as measured by improved freshness, less damage, increased on-time arrivals, and accurate order fill at a lower cost to Coors - (1)improving service
5/productivity gains: we will continuously lower total company costs per barrel so Coors can balance improved profitability, investments to grow volume, market share, and revenues, and funding for the resources needed to drive long-term productivity and success - (1)improving quality, (2)improving service, (3)boosting profitability, (4)employee skills
6/people: we will continuously improve our business performance through engaging and developing our people - (4)employee skills
I agree that analyze from macroscopic perspective, the strategies seem to match the visions here, which i sum up above. Each one corresponds to one or more of the fundamentals. However, I believe the gaps occur within the four fundamentals from the vision statement and the “six planks”due to their broad description and focus. In particular, the last one people mentioned in the “six planks”which does not cover the development of employee skills overall.