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可口可樂經營戰略(文件)

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【正文】樂龐大的銷售網絡送到他們的手中的。80%consequences flow from 20% of causes。 and most important,4. an emphasis on strategic dimensions that drives shareholder value growth.Strategic dimensions that drives shareholder value growthl(1) Customer Selectionl(2) Value capturel(3) Strategic controll(4) Scopel(5) Organizational system(1) Customer SelectionIt involves choosing which sets of customers hold the greatest potential for longterm profit growth. The choice should change as value migrates to a new customer set or new segments.(2) Value captureValue capture describes how the pany gets rewarded for the value creates for its customers. Rather than relying on value captured largely through product sales and service fees, progressive, valuebuilding firms employ an extensive repertoire that includes financing, ancillary products, solutions, and licensing.(3) Strategic controlStrategic control refers to a pany’s ability to protect its profit stream. It answers the question, “why should (must) a customer buy from me?” There are many types of strategic control points, including brand, a twoyear product development lead, control of the valuechain, and ownership of a de facto industry standard.(4) ScopeScope involves choosing critical activities and product and service offerings. The key question here is “what activities do I need to perform to remain customerrelevant, to generate high profits, and to maintain strategic control?”(5) Organizational systemOrganizational system are internal capabilities required for translating the four elements above into marketplace success.ConclusionLearn by heart, decision made in each of the five dimensions affect choices in the other dimensions. So crafting a successful business design requires that all the parts work in harmony and are mutually reinforcing.The End。2. an expansive rather than a narrow view of business landscape。但是也并不是唯一的（ The Critical, The Few, The Vital, But Not Necessarily the Only），可樂公司自80年代開始的戰略經營調整和創新能夠說明這個問題。t unique. Any pany can enjoy the benefit

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