COMPETENCIES.
También tema de la marca. En esa competencia somos una empresa fuerte (ejemplo en transpas de clase). Anuncios para reforzarla.
Las preguntas clave, tras el análisis:
* ¿Las competencias clave identificadas son sostenibles?
* ¿Necesitamos migrar a nuevas competencias?
* ¿Podemos mejorar alguna de las competencias identificadas?
* ¿Qué nos dice el análisissobre el gap de competencias?
* ¿Cuál sería la diferencia entre nuestro nivel de competencias y el mejor player del mercado?
* ¿cuánto difiere nuestra situación actual de competencias clave respecto donde nos gustaría estar?
Marketing and Sales
Marketing and sales activities at Coca-Cola include advertisement,
promotion product mix, pricing, distribution channels, working with wholesales
and sales force issues. Marketing is vital in helping Coca-Cola to determine the
competitive scope of its value adding activities. Some of the key competencies of
the marketing and sales department of Coca-Cola are a highly motivated and
competent sales force, innovative approaches to promotion and advertising,
selection of the most appropriate distribution channels, proper identification ofcustomer segments and needs and effective pricing strategies. The marketing
and sales activities at Coca-Cola can be categorized into 1) Consumer marketing
and 2) Customer and commercial leadership.
1. Consumer marketing.
Marketing investments are designed to enhance consumer awareness
and increase consumer preference for Coca-Cola brands. This produces longterm
growth in unit case volume, percapita consumption and the share of
worldwide nonalcoholic beverage sales. Through the relationships with the
bottling partners and those who sell Coca-Cola’s products in the marketplace,
Coca-Cola creates and implements marketing programs both globally and locally.
In developing a strategy for a Company brand, Coca-Cola conducts
product and packaging research, establishes brand positioning, developprecise
consumer communications and solicits consumer feedback. Coca-Cola’s
integrated global and local marketing programs include activities such as
advertising, point-of-sale merchandising and sales promotions.
2. Customer and Commercial Leadership
The Coca-Cola system has millions of customers around the world who
sell or serve the products directly to consumers. Coca-Cola focuses on
enhancingvalue for its customers and providing solutions to grow their beverage
businesses. Coca-Cola’s approach includes understanding each customer’s
business and needs, whether that customer is a sophisticated retailer in a
developed market or a kiosk owner in an emerging market.
Coca-Cola focuses on ensuring that its customers have the right product
and package offerings and the right promotional toolsto deliver enhanced value
to themselves and the company. Coca-Cola is constantly looking to build new
beverage consumption occasions in its customers’ outlets through unique and
innovative consumer experiences, product availability and delivery systems, and
beverage merchandising and displays.
Se utiliza para entender cómo las unidades de negocio individuales contribuyen al conjunto delnegocio:
* ¿qué negocios añaden o destruyen valor?
* ¿Cuáles deberían ser las prioridades para futuras inversiones?
* ¿Puede mejorar la rentabilidad de ciertas UNE?
* ¿ Se debería desinvertir de algún negocio?
Herramientas que facilitan el análisis de cartera de productos.
1. Análisis de ciclo de vida de producto
2. Matrices de velocidad de crecimiento
3.Matriz BCG
Coca cola bussiness units The Coca-Cola Company is organized into five geographic operating segments—also called strategic business units (SBUs)—as well as a corporate segment. The five SBUs are: which accounted for 30 percent of our Company’s 2003 worldwide net operating revenues and 29 percent of our worldwide unit case volume. The North America SBU is led by the Company’s president…