可口可乐在日本的成功案例2.docxVIP

CONFIDENTIAL CokeCaseStudy-WinninginJapan Discussiondocument December2000 Thisreportissolelyfortheuseofcliencpersonnel.Nopartofitmaybecircul ated.quoted.orreproducedfordistributionoutsidetheclientorganization withoutpriorwrittenapprovalfromMcKinseyCzCompany.Thismaterialw asusedbyMcKinseye：Companyduiinganoralpresentation：itisnotacomp leterecordofthediscussion. NJ-262408.756/001117NbgeoHR1 NJ-262408.756/001117NbgeoHR1 PAGE # FINGERPRINT-COKE ? High O Low Product Product and category selection Products optimized for Japan market Capabilities Resources Research and development Market relations Distribution and sales cha nnels Marketi ng Alliances and acquisitions Organization Aspiration and priority Talent Decision making and resp on sibilities Culture, values and style Coordination mechanisms Rating Rationale Offers many localized bran ds, in cludi ng brands in new categories (75% of sales) Chan ges formulati ons for local tests (e.g., Fanta Golde n Pin eapple) Significant resources and attention dedicated to most profitable market Effectively develops copies of most popular local brands (e.g., coffees and teas); has had to develop new skills in developing non-carbonated beverages Bottlers alliances smoothed market entry and continuing operations for Coke in Japan Relationship with 17 bottlers, owns 930;000 vending machines (over twice the number of competitors) Devotes huge resources to advertising campaigns and promoted activities resulting in story and brand image Frequently allies with bottlers, restaurants and marketing agencies (e.g., supply allianee with McDonaldS partnership with Denisu) Japa n regi on made priority and stron gest tale nt was deployed there (e.g., curre nt CEO used to head Japan, current chief of marketing used to head marketing for Japan) Tension with local staff (almost 10% of Japan office is foreigners) Most profitable market after the U.S. (17% -20% of overall profit); well respected Reflects many characteristics of local culture but ret