Coca Cola Internal and External Factors
STRATEGIC MANAGEMENT COHESION CASE: THE COCA-COLA COMPANY
Source: Excerpted from Pearce, J.A. and Robinson, R.B. (1994). "Strategic Management: Formulation, Implementation, and Control". Irwing. Adapted by Diego Medina. Las Palmas de Gran Canaria University
I. COMPANY MISSION AT THE COCA-COLA COMPANY
At the heart of Coca-Cola, especially in its first 100 years, there has been a commitment to intense marketing and to the preservation of its patented formulas and processes to make its special syrup. The intense secrecy that always has surrounded Coke's formula has long fostered an organizational obsession with secrecy pertaining to other information about Coke and its operations.
In the early 1990s, Roberto Goizueta shared the following mission statement in a booklet entitled 'Coca-Cola, a Business System toward 2000: Our Mission in the 1990s'.
"Bringing refreshment to a thirsty world is a unique OPPORTUNITY for our Company... and for all of our Coca-Cola associates... to create shareholder value. Ours is the only production and distribution system capable of realizing that opportunity on a global scale. And we are committed to realizing.
With Coca-Cola as the enterprise, ours is a worldwide system of superior brands and services through which we, our franchises, and other business partners deliver satisfaction and value to customers and consumers. By doing so, we enhance brand equity on a global basis. As a result, we increase shareholder wealth over time.
Our GOAL for the 1990s sounds deceptively simple: It's to expand our global business system, reaching increasing numbers of consumers who will enjoy our brands and products more and more often.
To succeed we will make effective use of our fundamental RESOURCES: brands, systems, capital, and, most important, people. Because these resources are already available, one might assume we need only to draw on them for achieving our goal. Nothing could be more wrong.
The CHALLENGE of the 1990s will be not
Source: Excerpted from Pearce, J.A. and Robinson, R.B. (1994). "Strategic Management: Formulation, Implementation, and Control". Irwing. Adapted by Diego Medina. Las Palmas de Gran Canaria University
I. COMPANY MISSION AT THE COCA-COLA COMPANY
At the heart of Coca-Cola, especially in its first 100 years, there has been a commitment to intense marketing and to the preservation of its patented formulas and processes to make its special syrup. The intense secrecy that always has surrounded Coke's formula has long fostered an organizational obsession with secrecy pertaining to other information about Coke and its operations.
In the early 1990s, Roberto Goizueta shared the following mission statement in a booklet entitled 'Coca-Cola, a Business System toward 2000: Our Mission in the 1990s'.
"Bringing refreshment to a thirsty world is a unique OPPORTUNITY for our Company... and for all of our Coca-Cola associates... to create shareholder value. Ours is the only production and distribution system capable of realizing that opportunity on a global scale. And we are committed to realizing.
With Coca-Cola as the enterprise, ours is a worldwide system of superior brands and services through which we, our franchises, and other business partners deliver satisfaction and value to customers and consumers. By doing so, we enhance brand equity on a global basis. As a result, we increase shareholder wealth over time.
Our GOAL for the 1990s sounds deceptively simple: It's to expand our global business system, reaching increasing numbers of consumers who will enjoy our brands and products more and more often.
To succeed we will make effective use of our fundamental RESOURCES: brands, systems, capital, and, most important, people. Because these resources are already available, one might assume we need only to draw on them for achieving our goal. Nothing could be more wrong.
The CHALLENGE of the 1990s will be not