bbo_-MCK_CokeCaseStudy_winninginJap(PPT21)(英文)

Capabilities
Localizes physical assets; bottling and distribution managed through alliances; bottling alliances are typically inclusive
17 bottlers in Japan
Creates direct distribution system to stores through bottlers
Offers marketing, manufacturing, and investment support to partners, when needed
Has supply alliances with McDonalds
Spends huge resources on influencer relationships
Partners with local agencies for marketing capabilities (e.g., Dentsu)
Customer pull demand in product push Japan
Uses segment marketing to understand customer behavior
Organization
Strong community feel to Coke
Holds conventions for bottlers
Distributes bottlers magazine
Compensation is competitive – attracts graduates from top schools
Almost 10% of Japan office is foreigners – some degree of tension with local staff; still has “ugly American” syndrome; senior Japanese experience glass ceiling
Japan seen as strong progression path – CEO used to head Japan
Product
Adapts products to local markets
Almost 10% of revenue comes from Japan-specific products
Brands include Georgia Coffee, Sokenbicha, and Aquarius
Bottlers guided Coke into developing localized products
“Fast follower” strategy – quickly followed lead of smaller local players to enter tea and coffee drinks
Coke maintains full control over product content
Launches new types of products in Japan (e.g., canned soup drink)

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