...Exam case “Strategic Leadership at Coca-Cola: The real thing” Assignment questions: 1. Analyze personal characteristics of top managers of Coca-Cola. How effective was leadership of Coca-Cola executives? What theoretical background you may apply to identify leadership styles of each top manager? Goizueta This person could be identified as a strategic leader, because his style of leadership was in changing Coca-Cola financially, organizationally and culturally. He combined best elements of managerial and visionary approach. He was focused on ideas and the future of organization and was known as business philosopher and emphasized the need for leaders to establish the sense of direction. He felt comfortable to “define the character of the company from his office” and gave people responsibility and authority to get job done e.g. left operational work to his CEE when he was focused on his own role with regard to brand building, making deals and selling concentrate.Goizueta were ready to change things and he considered Coca-Cola as too conservative and wanted to change things. He said, “The world is changing and we are not changing with the world.” Goizueta was also ready to take risks e.g. when he decided to put Coca-Cola trademark on a new product. Goizueta emphasized the importance of relationships and encouraged speedier decision-making. Ivester His leadership style could be described as managerial, (with some elements od strategic) because he focuses on both day-to-day...
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...Cola Wars Tonya Hall October 1, 2012 Executive Summary Coca-Cola Company is a leading manufacturer, distributor, and marketer of non-alcoholic drinks in the United States and all over the world. It is a multinational company that has market presence in almost all countries of the world. The company has also diversified from its initial soft drinks to manufacture fruit juices and other non-soda beverages. Its objective has been to maintain its global leadership in the supply of beverages and other non-soda beverages through maintaining high quality production methods that ensure that the name and products remain a household brand. Coca-Cola Company I. Current Situation The Coca-Cola Company is an American multinational beverage corporation and manufacturer, retailer and marketer of non-alcoholic beverage concentrates and syrups. It is one of the most recognized soft drink brands in the world. The company is best known for its flagship product Coca-Cola, invented in 1886 by pharmacist John S. Pemberton in Columbus, Georgia. The Coca-Cola formula and brand was bought in 1889 by Asa Candler who incorporated the Coca-Cola Company in 1892 (“Coca-cola management”, 2012). Asa Candler heavily promoted his product through the distribution of coupons for complimentary glasses of Coca-Cola and the distribution of souvenirs depicting the company trademark. Within three years of incorporation, Asa Candler announced that the beverage was being consumed in every state and territory...
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...Strategic Choice and Evaluation A multi-domestic strategy is defined as “a multi- domestic corporation that views itself as a collection of relatively independent operating subsidiaries each of which focuses on a specific market” (Miltenburg, 2009, p.7). The Coca Cola Corporation adopts the multi- domestic strategy. Coca Cola manufactures all products independently in each country depending on the external and internal environments of each country. Coca Cola must develop their strategies based on the nature of the culture, status, and people in each country. The factors that must be identified in order for Coca Cola to realize growth are value disciplines, the generic strategies, and the grand strategy. Value disciplines The value discipline model created by Michael Treacy and Fred Wierruna describes three alternative approaches to the generic strategy. Michael and Fred “believe that strategies must center on delivering superior customer value through one of the three value disciplines” (Pearson & Robinson, 2011, p. 185). The value disciplines are operational excellence, customer intimacy, or product leadership (Pearson & Robinson, 2011). Operational excellence is accomplished by a focus on lean and efficient systems, cost efficiency, and convenience so that consumes are provided with products they require at a minimum cost. Customer intimate corporations focus on establishing a long-term relationship with consumers through a focus on products or services. Product...
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...Case Study #2 Cola Wars Management 5650 Fall 1 October, 17, 2013 Introduction There has been stiff competition between companies that produce similar goods. This competition is alive and well, especially in situations where there is need for a multiple of companies that offer similar goods and services to counter monopoly. However, these wars can take a different turn and bring changes to general operations of some firms (Long & Harding, 1998). Coca Cola and Pepsi are such companies that produce soft beverages, and the wars between these cola firms are far from over. In the recent past, Pepsi has made essential changes in its line of production, and this decision has enabled the beverage firm earn more revenue than Coca Cola. This case study will look at the strategies that both Coca Cola and Pepsi have adopted in their recent operations and the effects of these policies on the two beverage firms’ operations. Pepsi has made use of the application of the Pearce and Robinson Strategic Management Model to outplay Coca Cola in most of its internal strategic operations. This strategic management model has eleven components, and each component plays an important role toward the full implementation of the model as a system (Pearce-Robinson, 2010). Indra Nooyi, the boss at the Pepsi Co. has made several steps to counter Coca Cola’s high quality products. One of her major concern has been to produce less sugary goods at fairly pocket friendly prices. She has applied the eleven...
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...Running head: ENVIRONMENTAL SCANNING Environmental Scanning MGT/498 May 1, 2012 University of Phoenix Environmental Scanning Pepsi and Coca-Cola serve as prime examples of major competitors in the beverage industry and strive to be different although each company produces a similar product. With the popularity of these corporations at the zenith of existence, each one needs to develop and maintain a competitive advantage that will yield results to their favor. For the purpose of gaining a competitive advantage measurement guidelines will need to be implemented to cultivate effective strategic planning and measure the effectiveness of each plan. The intention of this study will be to examine each cola giant in order to describe the internal and external environments of each one and develop an understanding of how each company uses environmental scanning. Furthermore, a discovery of competitive advantages will be uncovered by examining strategies, such as creation of value and sustain, measurement guidelines, and the effectiveness of the measurement guidelines used by each company. Environmental Scan The environmental scan of Pepsi and Coca-Cola will involve monitoring, evaluating, and disseminating of information from the external and internal environments to the key people within the corporations (Wheelen, 2010). An addition, each company will need to evaluate current performance results, review corporate governance, scan and assess the external and internal environment...
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...BMGT 500 – Principles of Management Management styles & Leadership practices at Coca-Cola. Report submitted to Prof. Chepkilot In partial fulfillment for the award of the degree of MASTER OF BUSINESS ADMINISTRATION (MBA) By Jesse G. Munyua GMB/NE/0645/05/14 Kabarak University Nakuru Town Campus Table of Contents 1.0 Introduction 2 2.0 History of the Company 2 3.0 Mission and Vision 3 4.0 Culture and values 5 5.0 Organizational Design 6 6.0 Organization Structure 8 7.0 Organizational goals 9 8.0 Leadership Style 10 8.1 Core Capabilities 11 9.0 Management Styles 12 9.1 Democratic 12 9.2 Autocratic 13 9.3 Laissez-faire management style 14 9.4 Consultative democratic 14 9.5 Team Work 15 9.6 Employee Engagement 16 10.0 Management Functions of Coca-Cola Company 16 10.1 Planning 16 10.1.1 Strategic Goals 17 10.1.2 Tactic Goals 17 10.1.3 Operational Goals 17 10.1.4 Decision Making 18 10.2 Organizing 18 10.2.1 Departmentalization 19 10.2.2 Work Specialization 20 10.2.3 Delegation and Accountability 20 10.2.4 Resource Allocation 20 10.2.5 Organizing the Human Resources 20 10.3 Leading 21 10.3.1 Motivation 21 10.3.2 Communication 22 10.3.3 Corporate Culture 22 10.4 Controlling 22 10.4.1 Sales Person’s Reporting System 22 10.4.2 Sales Person Evaluating System 23 Reference 24 1.0 Introduction The Coca-Cola Company, a retailer, manufacturer and marketer of non-alcoholic...
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...Strategic Leadership at Coca-Cola: the real thing. Leadership styles: managerial, visionary, strategic. Managerial leaders: • Risk averse • Reactive • Goals are based on past and on necessities, as opposed to goals arising from desires and dreams • Relate to people, according to their roles in decision making process • Are conservators and regulators • Involve themselves in day-to-day activities • Are comfortable in functional area of responsibility • Exhibit linear thinking and are deterministic • Choices are determined by internal and external environments Visionary leaders: • Proactive • Shape ideas • Change the way people think about what is desirable, possible • Risk taking • Bring fresh approaches • Concern themselves with ideas • Relate to people in intuitive and empathetic ways • Feel separate from the environment • Working in, but not belonging to organizations • Ensuring the future of the organization through the development of people • Engage in multifunctional and integrative tasks • Utilize (используют) non-linear thinking • Believe in strategic choice • Choices make a difference to their organizations, through the organizations, to their environment Strategic leaders • Are a combination of managerial and visionary leaders • Oversee day-to-day and long-term responsibilities • Apply linear and non-linear thinking • Emphasize(подчеркивать)...
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...contact Ivey Publishing, Ivey Management Services, c/o Richard Ivey School of Business, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright © 2008, Ivey Management Services Version: (A) 2008-10-16 In recent years, The Coca-Cola Company (Coca-Cola) has seen a much lower rise in its stock price compared with the exceptional 5,800 per cent rise during the 16-year tenure of its well-known chief executive officer (CEO), Robert Goizueta. After Goizueta’s untimely death from cancer in October 1997, the company witnessed some tumultuous times, and Goizueta’s three immediate successors have not lasted for even half as long as his total tenure (see Exhibit 1). Coca-Cola’s CEO succession process was widely regarded as being ad hoc, and each succession story had its own peculiarities and intrigues. The leadership styles of CEOs at Coca-Cola differed and were often a source of interest in the media and the investment community, where many speculated on the type of leadership that was needed at the helm. In general, leadership styles can be described as managerial, visionary or strategic.2 In this categorization, managerial leaders are considered those who...
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...Strategic Choice and Evaluation Strategic decisions are an important factor to help with growth within an organization. Coca-Cola analysis trends in buying from the consumer in each market unit and provides the products that consumers want. Being able to analysis the trends will help the company to be able to set up goals to be able to grow. This paper will discuss value discipline, generic strategy, grand strategy to help the company realize growth, and a recommendation on what can be done to help the company grow. Value Discipline Value disciplines are a model that was created to describe three generic value that companies can adopt these values are operational excellences, product leadership, and customer intimacy (Business Dictionary website, n.d.). Coca-Cola has recently rolled out the Operational Excellent (OE) Site Lead within all of the facilities. This new position is in place to drive the OE culture, built OE capability, and to deliver the OE vision across the facility. The OE site lead is responsible to provide expertise, training and leadership on Lean Principles and Structured Problem Solving to all employees. Other programs that OE has led to are Total Productive Maintenance (TPM) and Total Quality Management (TQM) Recently Coca-Cola has been rolling out a new program called Total Productive Maintenance. This Total Productive Maintenance is a maintenance program that involves a newly defined concept for maintaining facility and equipment. The goal of the Total...
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...The Marketing Review, 2003, 3, 289-309 www.themarketingreview.com Demetris Vrontis1 and Iain Sharp2 Manchester Metropolitan University Business School and Legal and General The Strategic Positioning of Coca-Cola in their Global Marketing Operation Examines how Coca-Cola has strategically positioned it self within the world’s soft drinks market. Given that they operate in over 200 countries, they are faced with a clear choice of whether to standardise their product offerings globally and reap the potential benefits of economies of scale, adapt their offerings to a particular market (which may facilitate increased market specific penetration), or adopt an integrated approach utilising both approaches simultaneously (Vrontis’ AdaptStand approach). There has been much literature written regarding the external and often uncontrollable factors which may impact upon a firms positioning strategy; this paper looks at these externalities and the internal controllables in order to derive a ‘best fit’ strategic and tactical approach. Moreover, this paper looks at the strategic international positioning of Coca-Cola by utilising a number of models. Keywords: Coca-Cola, global, international, strategy, positioning, adaptation, standardisation, AdaptStand, AdaptStandation, international, marketing, Introduction If we consider business to be akin to war, then perhaps there is no better starting point than the writings of Sun Tzu [circa 400-320 B.C.]. ‘The Art of ...
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...organisational structure A Coca-Cola Great Britain case study Page 1: Introduction The Coca-Cola Company is truly global, and its main product is recognised and consumed worldwide. The Company organises and structures itself in a way that reflects that fact. At the same time, the Company looks to meet the particular needs of regional markets sensitively and its structure also needs to reflect that fact. This Case Study illustrates the way in which the Company has built an organisational structure that is robust and yet also flexible enough to meet these particular requirements. A global and local strategy The Coca-Cola Company is the world's largest beverage company and is the leading producer and marketer of soft drinks. The Company markets four of the world's top five soft drinks brands: Coca-Cola, Diet Coke, Fanta and Sprite. The success of The Coca-Cola Company revolves around five main factors: 1. A unique and recognised brand - Coca-Cola is among the most recognised trade marks around the globe 2. Quality - consistently offering consumers products of the highest quality 3. Marketing - delivering creative and innovative marketing programmes worldwide 4. Global availability - Coca-Cola products are bottled and distributed worldwide 5. Ongoing innovation - continually providing consumers with new product offerings e.g. Diet Coke (1982), Coca-Cola Vanilla (2002). The illustration shows the worldwide distribution of sales of Coca-Cola products by quantity...
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...com/doc/37483762/Organizational-Structure-of-The-Coca-Cola-Company http://inventors.about.com/od/cstartinventions/a/coca_cola.htm http://www.thecoca-colacompany.com/flash/csr/dasani/index.html http://en.wikipedia.org/wiki/Coca-Cola http://en.coca-colahellenic.rs/Aboutus/Production/Experiencetheproduct/ http://www.thecoca-colacompany.com/ourcompany/leadership.html http://www.cokecce.com/ http://www.gbchealth.org/member_profiles/coca-cola_company/ http://www.championvending.com/finallists/fullproductlist.pdf http://www.youtube.com/watch?v=JE93ncug6bw https://www.google.com.vn/search?q=coca+cola+process+production&hl=vi&noj=1&site=webhp&prmd=imvns&tbm=isch&tbo=u&source=univ&sa=X&ei=JUt0UIYbiY6ZBa3ogYAH&ved=0CD0QsAQ&biw=1024&bih=475&sei=Mkt0UJvuFqrmmAXl44DoBg BACKGROUND The Coca-Cola Company (NYSE: KO) is an American multinational beverage corporation and manufacturer, retailer and marketer of non-alcoholic beverage concentrates and syrups.[2] The company is best known for its flagship product Coca-Cola, invented in 1886 by pharmacist John Stith Pemberton in Columbus, Georgia.[3] The Coca-Cola formula and brand was bought in 1889 by Asa Candler who incorporated The Coca-Cola Company in 1892. Besides its namesake Coca-Cola beverage, Coca-Cola currently offers more than 500 brands in over 200 countries or territories and serves over 1.7 billion servings each day.[4] The company operates a franchised distribution system dating from 1889 where The Coca-Cola Company...
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...This research essay is to discuss the theoretical concepts of Resources and Capabilities of Coca-Cola Company. The purpose of this essay is to analyse how Coca-Cola generates sustainable competitive advantage by drawing on the resources and capabilities literature. The discussion of the theoretical concepts will be focusing on resource-based view, tangible and intangible resources, and strategic capabilities. Overview of Coca-Cola Company The Coca-Cola Company, founded in year 1886, is the world’s largest beverage company. It is a manufacturer and distributor of nonalcoholic beverage brands, concentrates and syrups. The company own or license and market more than 500 nonalcoholic beverage brands and also a variety of still beverages such as waters, enhanced waters, juices and juice drinks, ready-to-drink teas and coffees, and energy and sports drinks. Its own and market four of the world’s top five nonalcoholic sparkling beverage brands: Coca-Cola, Diet Coke, Fanta and Sprite. The finished beverage products are now sold in more than 200 countries. The company headquarter is in Atlanta, Georgia and have 146,200 workforce globally as of December 2011. The company’s revenue was $46,542 million in the financial year ended December 2011. (Coca-Cola Company, 2011) Theoretical concepts The theoretical concept for Resources and Capabilities is based on the resource-based view. Resource-based view is a way of viewing a company, primarily application of the bundle...
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...system. My chosen businesses are Coca-Cola and Ealing, Hammersmith and Ealing, Hammersmith & West London College. Coca-Cola is a large corporation founded in 1886 in Georgia, U.S.A. that specialised in selling non-alcoholic beverages across the world. It owns more than 110 brands and 6 manufacturing sites in Great Britain already. Businesses create Mission Statements, Aims& Objectives and Strategic Plans in order to have a clear view of their future development and so they can follow a specific plan in order to achieve their goals. Coca-Cola’s Mission Statements are the following: * To refresh the world - in mind, body and spirit * To inspire moments of optimism - through our brands and actions * To create value and make a difference everywhere we engage Here are their Aims & Objectives in order to accomplish their Mission Statements & Strategic plans: * Profit - Maximising return to shareholders, while being mindful of our overall responsibilities * People - Being a great place to work, where people are inspired to be the best they can be * Portfolio - Bringing to the world a portfolio of beverage brands that anticipate and satisfy people's desires and needs * Partners - Nurturing a winning network of partners and building mutual loyalty * Planet - Being a responsible global citizen that makes a difference * Productivity- Be a highly effective, lean and fast-moving organisation Coca Cola also have guidelines (their...
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...Analysis of Global Leadership Practices for The Coca-Cola Company Robert Walbrun 11/25/2014 City University - Seattle Abstract This paper will discuss The Coca-Cola Company, a company that does business with international stakeholders. It will analyze the leadership practices of working across cultures and outline what the organization does well in this regard and what opportunities exist for improvement. In conclusion, this paper will recommend actions that should be taken to make improvements in relations with international stakeholders. Analysis of Global Leadership Practices for The Coca-Cola Company The Coca-Cola Company spans across over 200 countries with more than 3500 products worldwide (“Coca-Cola at a glance”, n.d.). The company has been adaptive to the changing world and has adjusted its leadership structure to meet current business needs. Partnerships around the world have allowed it to adjust its manufacturing and distribution approach to meet the needs of each independent market. The company is cognizant of its emerging markets and makes investments that secure the future of those markets. While Coke is an extremely strong and recognizable brand around the world it has also exposed itself to controversial situations as it has worked to establish itself in new global markets. Unique challenges inhibit the company’s growth in some markets but recognition of collateral impact to specific business decisions and appropriate adjustments will...
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