Saga - coca cola

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2. ##}###:######### 4############################################################################### ################################################################################ ################################################################################ ################################################################################ ################################################################################ #######################COCA COLA s Origanal Coke We dne sday, Fe bruary 11, 2009 Coca-Cola Environme nts A company's microe nvironme nt consists of thecompany, supplie rs, marke ting inte rme diarie s, custome rs, compe titors, and publics. Coca- Cola's microe nvironme nt consists of thefollowing:#Company: Coca-Cola and it's valuablee mploye e s. Coca-Cola pride s itse lf in e mploying passionateand drive n individuals. It's e mploye e s areinspire d worke rs who can makea diffe re nce .#Supplie rs: TheCoca-Cola we bsiteoffe rs a spe cial pagede dicate d to supplie rs. On thepagearea list of supplie r e xpe ctations, dive rsity, and guiding principle s. Be causesupplie rs arelinke d to custome r value , Coca-Cola wants it's supplie rs to maintain thebe st quality possible . Coca-Cola provide s e xte nsivetraining to supplie rs, and also routineinspe ctions. Supplie rs are conside re d to beCoca-Colas partne rs.#Marke ting Inte rme diarie s: Coca-Cola works dire ctly with it's inte rme diarie s to maximizesale s. Cokeoffe rs a we bsite(# HYPERLINK "http://www.coke solutions.com/" #http://www.coke solutions.com/#) to he lp it's inte rme diairie s with proble ms such as: was to build traffic and stre ngthe n ope rations, training e mploye e s to se ll "valueme als", and improving se rve r hospitality to foste r consume r satisfaction. Coca-Cola works dire ctly with it's re taile rs, as the y too arepartne rs in busine ss.#Custome rs: Coca-Cola touche s millions of live s pe r day. Cokede dicate s a pageon the ir we bsitefor custome rs to sharehow Cokehas shape d the ir live s. The y also provideCoca-Cola re cipe s, inte ractivequizze s, and e ve n e mail ale rts for thelasts Coca-Cola ne ws. Cokecare s about e ve ry oneof it's custome rs, and strive s to re ward it's custome rs with gre at se rvice , and a gre at product.#Compe titors: Coke 's obje ctive is to de live r a be tte r product to it's consume rs than any othe r compe titor. Coke is succe ssful in doing so, be causeit has cre ate d brand aware ne ss with it's costume rs, is succe ssful in it's adve rtising, and is also constantly de ve loping ne w products for its' custome rs to e njoy. For instance , Coca-Cola is in the proce ss of de ve loping a ne w re se alablecan for theconve nie nceof consume rs.#(# HYPERLINK "http://www.drinks-busine ss-re vie w.com/article _fe ature .asp? guid=B5F3C673-5707-4525-98C1-436F56D6F4AB" #http://www.drinks-busine ss- re vie w.com/article _fe ature .asp?guid=B5F3C673-5707-4525-98C1- 436F56D6F4AB#)#Publics: Coca-Cola provide s up-to-theminutefinancial information on it's we bsitefor inve stors. Cokeis inte re ste d in cre ating value for consume rs and is succe ssful in doing so. Cokealso provide s a se ction on it's we bsiteto re spond to thepublic. For instance , it has various pre ss re le ase s, spe e che s and company state me nts re adily available .##A company's macroe nvironme nt include s de mographic force s, e conomic force s, natural force s, te chnological force s, political force s, and cultural force s. Coca-Cola's macroe nvironme nt include s thefollowing:#De mographics: Coca-Cola e mploys ce rtain e mploye e s to monitor theconstant changein thepopulation. Thechangein individuals le ads to diffe re nt pre fe re nce s of brand or taste . Thee ve r-changing factors in population must beconstantly monitor to de live r thebe st product to consume rs.#Economic Force s: Our country has re ce ntly face d an e conomic crisis. Consume rs arebe gining to cut down on spe nding. For Coke 's off-brand compe titors, this could me an an incre asein sale s. Coca-Cola must be gin watching consume r spe nding habits, as many could beopting to purchasea che ape r alte rnativecola.#Natural Force s: Coca-Cola is constantly monitoring natural force s on plane t Earth. Cokehas starte d a foundation for polar be ars, to assist in thepre se rvation of the seincre dableanimals. The y havealso built the world's large st plastic bottlere cycling plant. Also, the y havede ve lope d cold drink e quipme nt that is e ne rgy saving. Coca-Cola is constantly finding ways to he lp our natural e nvironme nt.#Te chnological Force s: Te chnology is hard to ke e p up with in today's day in age . Howe ve r, thecle ve r scie ntists with Coca-Cola are constantly finding ne w ways to work with te chnology. For instance , onepromotion that I found inte re sting, was theconve rsion of Cokecans into GPS de vice s. In 2004, Cokeran a promotion that 120 lucky cola drinke rs could find a Cokecan with a GPS de viceattache d. This typeof te chnology allowe d thecan to turn into 3. a mobilephone . Who kne w you could phonehomefrom a cokecan?## HYPERLINK "http://www.usatoday.com/mone y/industrie s/food/2004-05-09-coke _x.htm" #http://www.usatoday.com/mone y/industrie s/food/2004-05-09-coke _x.htm##Political Force s: All busine ss must de al with political force s, such as laws and re gulations. With incre ase d aware ne ss of sanitary issue s, Coca-Cola must abide by many laws and re gulations se t forth by thegove rnme nt.#Cultural Force s: With Coca-Cola plants positione d throughout theworld, Cokemust bese nsitiveto the cultural ne e ds of it's consume rs and e mploye e s. It diffe re nt countrie s, for instance , Cokemarke ts it's soft drinks diffe re ntly. Many comme rcials from diffe re nt countrie s can bevie we d on # HYPERLINK "http://www.youtube .com/" #http://www.youtube .com/#, or e ve n on Coke 's we bsite . Source : http://cocacolasoriginalcoke .blogspot.com/2009/02/coca-cola-e nvironme nts.html SWOT Analysis of Coca-Cola: ##SWOT stands for Stre ngths We akne ss Opportunitie s Thre ats. SWOT analysis is a te chniquemuch use d in many ge ne ral manage me nt as we ll as marke ting sce narios. SWOT consists of e xamining thecurre nt activitie s of theorganization- its Stre ngths and We akne ss- and the n using this and e xte rnal re se arch data to se t out theOpportunitie s and Thre ats that e xist. ##Stre ngths:##1. Be ve rageExpe rie nce#2. Pe rsonne l Re lations #3. Knowle dge Re garding Compe titor #4. Hardworking Staff & Distributor #5. MoreMarke t Share in Te xtileSe ctor #6. Pe opleRe lianceon Quality of our Product and Brand #7. Me rchandising and Global ScoreRating (Give s Stre ngth to e ducatemarke t about improving sale s) #8. Coca-Cola has be e n a comple x part of world culturefor a ve ry long time . #9. Theproduct's imageis loade d with ove r-romanticizing, and this is an imagemany pe oplehavetake n de e ply to he art. TheCoca-Cola imageis displaye d on T-shirts, hats, and colle ctibleme morabilia. #10. This e xtre me ly re cognizablebranding is oneof Coca-Cola's gre ate st stre ngths. "Enjoye d more than 685 million time s a day around theworld Coca-Cola stands as a simple , ye t powe rful symbol of quality and e njoyme nt" (Alle n, 1995). #Additionally, Coca- Cola's bottling syste m is oneof the ir gre ate st stre ngths. It allows the m to conduct busine ss on a global scalewhileat thesametimemaintain a local approach. Thebottling companie s arelocally owne d and ope rate d by inde pe nde nt busine ss pe oplewho areauthorize d to se ll products of theCoca-Cola Company. Be causeCokedoe s not haveoutright owne rship of its bottling ne twork, its main sourceof re ve nueis thesaleof conce ntrateto its bottle rs. #Lowe r cost of production #De monstrably supe rior se rvice#Pre se nte d a ve ry comple x product #Exte nsiveadve rtising, good promotions or marke ting programs..don't stop he re , ke e p studying your compe titors ################################################################################ ################################################################################ ################################################################################ ################################################################################ ################################################################################ ######################