13. Roberto Goizueta 的回报In the 20years between 1977 and 1997, Coke management built an extraordinary powerful business design
A highly aligned manufacturer-bottler-distribution system, which has created the lowest cost manufacturing, bottling, and logistics in the industry, and which focuses investment on the profit zones in the value chain.
It achieved: (1) the world’s strongest brand; (2) cost effective advertising; plus licensing and signage; and (3) a large number of solid positions in international markets.
23. 1、扩大消费者的范围扩大消费者的范围,重新界定产品市场定位。把“饮料”消费者的概念,变为“饮品”消费者的概念,决定什么液体流入人们口中。包括juices, milk, coffee, tea, and beer。
24. 2、价值链管理者Focus on value growth不局限于现有的业务领域,从出售浓缩液向装瓶、零售等高附加值的领域扩展
Coke enhanced earnings predictability through its improved ability to manage the value chain, from syrup to distribution, through an improved position in the high margin vending and cooler segment, and through the generation of the resources needed to support a global super-brand.
29. 6、增加股东的价值An explicit and relentless focus on shareholder value growth as the objectives of corporation strategy. It addresses the key factors includes (1) the value creation 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 command a premium price”.
32. BackgroundAtlanta, march 4, 2001- Consistent with its strategy to meet the changing needs of consumers everywhere, the Coca Cola company (NYSE: KO) today announced a new operational management structure.
COMPANY CHAIRMAN AND CEO Doug Daft said, we enter the next phase of our company growth, it is clear that our new business model demands a new management approach.
33. The new StructureThe company 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 network 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 company new business model.
All other corporate functions will maintain their current reporting responsibilities.
38. RemarksThe elements of Coke’s story, while dramatic, aren't unique. Any company can enjoy the benefits of business design.
39. Coca Cola八、战略分析
40. (一)Why Coke Succeeded in the past 可口可乐的成功在于它把主要精力放在了起关键作用的价值创造部分上。一是质量管理和对糖浆生产工艺进行持续有效的管理;二是强有力的品牌意识,保持其在国际市场上长盛不衰。很多可口可乐的装瓶商都具有相当程度的局域性和独立性,但是大多数可口可乐的消费者根本就不知道或不关心他们消费的饮品是如何通过可口可乐庞大的销售网络送到他们的手中的。这是一个应用80/20规则最完美的例子.
80/20规则见下页。
41. 80/20 rule 主要的少数是关键的。但是也并不是唯一的(The Critical, The Few, The Vital, But Not Necessarily the Only),可乐公司自80年代开始的战略经营调整和创新能够说明这个问题。
42. 80/20 RuleItalian economist Vilfredo Pareto (1848-1923) discover the rule after looking at the pattern of wealth and income in 19th century in England. Essentially the rule states that outcomes are predictably unbalanced. Here are some ways to state the rule:
80% of outputs results from 20%;
80%consequences flow from 20% of causes;
80% of results com from 20% of effort.
43. (二)Why thing go better at COKERick Wise: Why thing go better at COKE, Journal of Business Strategy, December, 1999
Rick Wise is a vice president of Mercer Management Consulting Based in Boston. He proposed:
Traditional business strategy would not have helped this lumbering behemoth trapped in a mature, slow-growth market. It took a whole new business design.
44. New Rules: Business designSome companies 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 design-the entire system by which a company delivers the utility to its customers and thereby generates shareholder value growth.
45. The new framework of business designThe new framework of business design, it design in four dimensions:
1. a customer-centric, rather than a product-centric focus;
2. an expansive rather than a narrow view of business landscape;
3. a dynamic rather than a static perspective on future market environment; and most important,
4. an emphasis on strategic dimensions that drives shareholder value growth.
46. Strategic dimensions that drives shareholder value growth(1) Customer Selection
(2) Value capture
(3) Strategic control
(4) Scope
(5) Organizational system
47. (1) Customer SelectionIt involves choosing which sets of customers hold the greatest potential for long-term profit growth. The choice should change as value migrates to a new customer set or new segments.
48. (2) Value captureValue capture describes how the company gets rewarded for the value creates for its customers. Rather than relying on value captured largely through product sales and service fees, progressive, value-building firms employ an extensive repertoire that includes financing, ancillary products, solutions, and licensing.
49. (3) Strategic controlStrategic control refers to a company’s ability to protect its profit stream. It answers the question, “why should (must) a customer buy from me?” There are many types of strategic control points, including brand, a two-year product development lead, control of the value-chain, and ownership of a de facto industry standard.
50. (4) ScopeScope involves choosing critical activities and product and service offerings. The key question here is “what activities do I need to perform to remain customer-relevant, to generate high profits, and to maintain strategic control?”
51. (5) Organizational systemOrganizational system are internal capabilities required for translating the four elements above into marketplace success.
52. ConclusionLearn by heart, decision made in each of the five dimensions affect choices in the other dimensions. So crafting a successful business design requires that all the parts work in harmony and are mutually reinforcing.