CocaCola China Key Success Factors Analysis.docx

CocaCola China Key Success Factors Analysis.docx

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CocaColaChinaKeySuccessFactorsAnalysis

Coca-Cola（China）,KeySuccessFactorsAnalysis

        Coca-Colacompanyfromitsinceptionin1886,hasbeenitsdeliciouscarbonatedbeverageproductshasswepttheworld,afterenduring117years.

        Coca-ColaenteredChinain1927,forsomereasonafterthewithdrawalofreturntoChinain1979,andsetupaCoca-Cola（China）Limited.NowCoca-Cola（China）Co.,Ltd.hasbecomeChina'slargestbeveragejointventure,eachofthetaxesturnedovertothecountryreachedthreebillionyuan.

        20years,Coca-Cola（China）Co.,Ltd.hasachievedexcellentresults,hasbecomeapioneerleaderinsoftdrinksalesmarketisregardedasspecimensofthesameindustryandmodel.

        Coca-ColaCompanyisabletodoinChina,madesuchahugesuccess?

        ThroughtheCoca-Cola（China）Beveragescompaniespersonalworkexperience,Iamdeeplyawareof:

Coca-ColaCompanyisnotonlyabrandtocreateacompany,butalsoabasefortrainingandpractice,isfastmovingconsumergoodsindustry,'WhampoaMilitaryAcademy'.Itseekstocreatealltheconditionsfortheiremployeestoplaythestaffexpertisetodeveloptheskillsofemployees,andtapthepotentialofemployees,trulymakethebestuse.Coca-ColaCompanyisthecultureoftheachievementsofthesetalentedofthebrand.ThereforewecansayisuniqueandeffectivehumanresourcesstrategyformakingCoca-ColaCompanytocreateaspectacularperformance,becomingtheworld'sNo.1brandcompanies.

        Talentisthecompany'smostimportantbusinessresourcesarethemostvaluableofallthewealthofwealth.Properdevelopmentandselectionoftalentstrategy,effortstodevelopminingtalentintofullplaythepositiveroleofallkindsoftalents,isthekeytobusinesstowardsprosperity.

        Inthebusinessdevelopmentprocess,thedevelopmentofhumanresourcesonproductivityplayadecisiveroleintherealizationofcorporatebusinessstrategyplaysaguarantee.Talent'sbusinessskills,intelligencelevelandmanagementlevelishighorlowproductivitydirectlyrestrictstheeffectivenessofeachelementofplay,directlydeterminestheleveloflaborproductivity.Inshort,theactivitiesofproductionandoperationstalentisanindispensableelement,butalsootherelementsthatitplaysaleadinganddecisiverole.

        LetuscometoaconcreteanalysisofCoca-Cola（China）Co.,Ltd.talentstrategyinanumberofsuccessfulexperienceandunique.

        Atalentlocalizationstrategy

        Whetherpast,present,orinthefuture,aslongasenterprises,sellinggoods,allofthedevelopmentstrategy,businessstrategyandmarketingmethodshavetosuitlocalconditions,asmanagementandmarketingaretheunityofsciencewithpractice.

        Coca-ColaCompanyin1979toreturntoChina,thoughtherearealready90yearsofinternationalexperienceinmarketoperations,butreallystartedtooperateinChina,butstillfirsttimeapractice.IftheheadquartersofpapersittingintheUnitedStatestocarryouttheoperationwithoutanyspecificdecision-making,theresultunsatisfactory.Onlyintheunderstandingofthelocalconcreterealizationofthesituationandmakeaconcreteanalysis,carriedouttargeteddecision-making,andallowlocalpeoplearefamiliarwithlocalconditionstoimplementinordertoachievetheintendedpurpose.LookingatCoca-ColaCompanyemploymentstrategy,itsmostdistinctivepointisthat'localization'.

        OflocaltalentontheCoca-Colacompany'sdevelopmentphilosophyhasfar-reachingsignificance,theessenceofthetheoryare:

（1）settingupacompanyinthemarketlocally,allemployeesareusinglocalpeople;

（2）Salesprincipleofunitybytheheadofficeisresponsibleforthetrainingofpersonnel.

        'LetthewholeworldtodrinkCoca-Cola',servedaspresidentofCoca-ColaCompanyasamodelbyallthesewords.TogetpeoplearoundtheworlddrinkCoca-Cola,onlyqualifiedpersonnel,marketingandotherlocalization,inorderforthatmagnificentphrasepossiblebecomeareality.Therefore,itis'withthelocals','trainingbytheheadofficeisresponsibleforaunified'thisprinciple,sothatCoca-Cola（China）Companyhasmadethedevelopmentofrapidyetprovedsuccessful.

        Coca-Cola（China）Co.,Ltd.talentlocalizationstrategyembodiedinthefollowing.

        1,managers,localization

        Generallyspeaking,China'smultinationalemployeesgiveustheimpressionisoftenbeard,greeneyesandaliensuitsandties;jobisalwayshalfofthetimeinChina,office,halfofthetimeinvacationsabroad;exceptsecretary,nomorecommunicationwithinternalstaff,anunpredictablesituation;theexchangeoflanguageisnodoubtforeignlanguage.

        IntheCoca-Cola（China）Co.,Ltd.,iscompletelynotthecase:

（1）InChina,morethan99%oftheCoca-ColasystememployeesareChinesestaff;intheCoca-ColaBeijingarea,inadditiontogeneralmanagerandchieffinancialofficerfromTaiwanandAustralia,otherindigenouspeopleinvariablythemainland.

（2）Allmanagementstaffcommunicationlanguage,notonlyfluentinEnglish,aswellasfluentinChinese,andevenCoca-Cola（China）Co.,Ltd.areabletouseaforeignpresident,fluentinChinesedialogueandjokes;therearemanyforeigncolleagueshavealsousedtheCantoneseandotherdialects.

        （3）AlldocumentsbetweenthetwotextsareinChineseandEnglish.

        Itwilldonothingtoretainthemanagementoflocaltalent,isthereallocalizationliesitscharm.Imaginethereisanotherwhereamulti-nationalcorporationshavesuchabearing,onenteringthenon-nativecountrywoulddaretostarttheimplementationofsuchadrasticlocalizationofhigh-levelpersonnel?

Thisisnot'glassceiling'isahugepromotionofspace,sothatthelocalmanagerswereabletoreallyremovetheworries,apragmaticmannerandthecompaniesjointlygrowupwithouthesitationfortheenterpriseforlongservice.

        2,thespecificlocalizationoftheoperator

        Coca-Colaproducts,salesnetworkextendstowhere,justwheretheselectionandappointment.Coca-ColaCompany'smanagementbelievesthatlocaloperatorshaveauniquespecificconditions:

First,arefamiliarwithTrade,includingneighborhood,businesscases,buyinghabits,andmakesalesofCoca-Coladrinksassoonaspossibleintothelocalenvironment;secondisontherange,thespecificlocaloperationsstaffandrelativesandfriendswillbeaffectedbytheirwork,provideassistancetoexpandtheirwork;third,theworkforceisstable,thelocalstaffinHongKongandsettleddown,noworries,workmentalitystableandconcentrateontheirwork.Thesenaturaladvantagesforforeignworkerscannotbecompared.Therefore,inChina's23bottlingplantsandCoca-Cola（China）Co.,Ltd.Alloffices,whichallofthespecificoperatorisalocalperson.

        Here,thelocalizationnotonlywiththemeaningoftherecruitmentoflocalstaff,butalsoforthelocalconditionsfordeeperdevelopment.SuchastheBeijingregiontorecruitlaid-offDaisowStockkeeper,inthestreetsofShanghairecruitmentofcommunityworkerssearchforthecollectionofinformation,etc.,arethemostin-depthlocalizationstrategiesofthemostoutstandingextension.

        ThisisessentiallyhomogeneousbyChinesestafftomanagethelocalCoca-Colasystem,involvedintheactualmanagementoftheworld'sfirstbrandandoperation,makingCoca-Cola（China）Co.,Ltd.employeestostandontheshouldersofgiants,usingthemostadvancedmanagementandoperationofthemeans,developingmarketsandexpandingchannels,whichCoca-Cola（China）Co.,Ltd.extraordinarygrowth.Inturn,thiscanencouragebusinessestofullytakeaccountoflocalrealities,tocarryoutactivitiesinlinewithlocalconditionsandthuswouldnothaveasmanymultinationalcompaniestonon-nativestatesinacclimatized.Therefore,localofficialsin2001launchedthesummerof'Coca-ColaFounderdynamicinterconnectionyouandmethathe'promotionsaresuccessful,fortheAsiaPacificlaunchofthe'Queer'juicesuccessful,thelocalizationofthebrand'sharp'marketasuccess......

        AlthoughthelocalizationstrategyofCoca-ColaCompanytoachieveeffectiveresults,butitdoesnotsticktoconventions,holdingtightholdontotheirideas.Inrecentyears,Coca-Colalaunched'THINKLOCAL,ACTLOCAL'thelocalizationofthinking,whosemainpointsare:

accordingtolocalneedstomaketherelevantdecisions.ResponsetoBeijingmadeconsiderableachievementsinrecentyears,andwillbecomethehostcityforthe2008OlympicGames,themanpowerrequiredtosupportastrong,Coca-ColaCompanyinDecember2002theoriginalCoca-Cola（China）CorporationBeijingOfficetoadjusttoupgradetheindependentBeijingbelongstotheAsia-Pacificregionarea.Thesametime,in2008toprepareforBeijingtoimplementamorelocalizedareaofpersonnelpolicy,Beijingdistrictpersonnelselectionandpromotionwillhavegreaterautonomy.

        Ascanbeseen,Coca-Cola（China）Co.,Ltd.wasnamedChina'smostsuccessfullocalizationofmultinationalcompaniesanditsimplementationstrategyforthelocalizationofhumanresourcescontributed.Throughtheimplementationofthestrategyoflocalization,notonlysignificantsavingsinmanagementresourcestoenablethemanagementmoreinlinewithlocalconditions,whilerelationswiththelocalgovernmentcloserandharmonious;hasnotonlytrainedalargenumberoflocalizedmanagementpersonnel,businesspeople,sothatthesmoothimplementationofvariouspolicies,butalsotoprovidestronglong-termdevelopmentofthestamina;notonlykeepupwithglobalizationand