Coca-Cola is the first company in the world selling sparkling beverages. The company is at the head of more than 500 sparkling drinks brands in more than 200 countries worldwide. The diversity of regions and culture (including buying behavior, occasions, religion, beliefs etc) are parts of the major issues facing this global brand. More precisely we can determine two key challenges for the Coca-Cola Company:
- Recognize market diversity and adapt products to it
- Leverage scale: be partners of world events like the Olympics games.
2) Efficiency and effectiveness will be ensured by accelerating economies of scale through:
- "Leveraging synergies and scale portfolio managing marketing projects"
- "Eliminating work duplication and focusing resources on innovation and executing with speed and excellence"
- "Building team trust and collaboration"
- "Simplifying marketing interfaces and decision making across regions"
These measures are looking to accelerate economies of scale
[...] The plan consisted of four steps to redesign the marketing organization: - Define marketing” of Thomson Reuters - Define the internal organization in order to create a strategic marketing operation - “Realigning budget allocation between marketing headcount and marketing expenditure” - “Seeking to drive out duplication-consolidating departments and outsourcing ancillary or non-core competency areas. The marketing team adopted a customer oriented strategy. Here are the different steps: - new channel marketing group to ensure marketing so that the business, could get closer than ever to customers” - new brand group launch, to develop and communicate the company's new brand and understand customers, through data analysis and satisfaction surveys - repurposed public relations function” - internal communications team charged with ensuring that the newly-merged Thomson Reuters became one company in one year” To complete these new functions, several initiatives are taken, such as: - online handbook for all marketers” - forum for marketing leaders to encourage a new operating rhythm, governing interactions and communications between regional, business division and central teams” - marketing framework for planning and managing campaigns, budgeting, and a new sales campaign process” - top-to-bottom talent review and detailed role and job descriptions” In my own words “Front end customer strategy” is the contrary of product- oriented strategy. [...]
[...] Skandia can achieve greater harmony and success in the marketing department through three core recommendations: - Separate the product from the customer: the idea is to separate product marketing from marketing communications - Create a central function: this central team will be the balance between providing support and enforcing firm policies - The shared services model: the model gives commercial focus and an appropriate communications model driven by the business case. To apply this model, an appropriately resourced team is based on each unit. [...]
[...] Competitive advantage is sustained by 2 elements: - The creation of two new functions in marketing: the civil engineering marketing (day-to-day oriented) and the strategic marketing (long term oriented). This new organization, balanced by strong communication and working approaches facilitated the creation of “marketing arms” to move the company forward. - The change in the recruitment process: Linked with the creation of two new marketing functions, Rolls-Royce is looking for analytical capabilities and strong marketing skills for day-to-day activities, and a conceptual mindset and understanding of the industry for long- term activity. [...]
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