Individual Assignment MGT162 Coca Cola Functions Structural PDF

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FACULTY OF INFORMATION MANAGEMENTUNIVERSITI TEKNOLOGI MARA MERBOK, KEDAHDIPLOMA OF INFORMATION MANAGEMENT(IM110)“INDIVIDUAL ASSIGNMENT”FUNDAMENTALS OF MANAGEMENT(MGT162)PREPARED BY:AINUL MARDHIAH BINTI ABDUL SAMAD(2021111487)KIM1101DPREPARED FOR:MADAM SHAKIRAH BINTI MOHD SAADTABLE OF CONTENTNO.TITLE...

Description

FACULTY OF INFORMATION MANAGEMENT UNIVERSITI TEKNOLOGI MARA MERBOK, KEDAH

DIPLOMA OF INFORMATION MANAGEMENT (IM110)

“INDIVIDUAL ASSIGNMENT”

FUNDAMENTALS OF MANAGEMENT (MGT162)

PREPARED BY: AINUL MARDHIAH BINTI ABDUL SAMAD (2021111487) KIM1101D

PREPARED FOR: MADAM SHAKIRAH BINTI MOHD SAAD

TABLE OF CONTENT NO.

TITLE

1.0

INTRODUCTION

2.0

i) PLANNING

a. Vision, Mission Statement

PAGES

1

2–4

b. Types of plan – practiced by the company

3.0

ii) ORGANIZING

a. Organizational structure

5–7

b. Types of departmentalization

4.0

iii) LEADING

8

a. Leadership approach available in the company

5.0

iv) CONTROLLING

9

a. Controlling method used by the company

6.0

CONCLUSION

10

7.0

REFERENCES

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1.0 INTRODUCTION

Coca-Cola is the world's largest beverage company and the world's leading soft drink producer and marketer. Coca-Cola is now consumed more than 600 million times every day around the world, and this number is steadily increasing. Coca-Cola, on the other hand, is not the type of firm to rest on its laurels; instead, it views the future as a challenge, continually seeking new markets and methods to expand its market share in regions where it already has a strong presence. It is the world's largest manufacturer and distributor of soft drink syrups and concentrates. As we all know, Coca-Cola is currently one of the largest corporations in the world, offering a variety of soft drinks. But, despite its long history of success, the Coca-Cola Company is still a conventional business that is touched by and affects a variety of communities. Coca-Cola sells above one billion servings every day. More than 10,450 beverages are sipped every second. The organization had a profit of $4,347,000,000 in 2003. It's found on all seven continents, and 94% of the world's population remembers what those are. To reach the top of the soft drink business, Coca-Cola used a set of technologies, establishing new technologies and paradigms that popped the status quo like a soda bottle cap. CocaCola polished Coke as a beverage and used channels to improve it over the world. The soft drink industry in the United States is still designed around this foundation. The Coca-Cola Company is likely the biggest soft drink company in the world. Each year, 800,000,000 servings of "Coca-Cola" are sold in the United States alone.

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2.0 PLANNING a) Mission, Vision Statement of Coca Cola Company

Mission Coca-mission Cola's statement is to increase shareowner power over time. To overcome these challenges, we must generate profits for all of the constraints we serve, including our consumers, customers, bottlers, and communities. The Coca Cola Company creates value by executing comprehensive business strategy guided by six key beliefs: i.

Consumer demand drives everything

ii.

Brand Coca Cola is the core of our business

iii.

They will serve consumers a broad selection of the non-alcoholic ready-to drink beverages they want to drink throughout the day

iv.

They will be the best marketers in the world

v.

They will think and act locally

Vision Coca-vision Cola's forms the base for all of the company's decisions. It is presented in 6Ps: i. ii.

People: Be a great place to work where people are inspired to be the best they can be Portfolio: Bring to the world a portfolio of quality beverage brands that anticipate and satisfy people's desires and needs

iii.

Partners: Nurture a winning network of customers and suppliers, together They create mutual, enduring value

iv.

Planet: Be a responsible citizen that makes a difference by helping build and support sustainable communities

v.

Profit: Maximize long-term return to shareowners while being mindful of our overall responsibilities

vi.

Productivity: Be a highly effective, lean and fast-moving organization.

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Objectives They will act as a role model for other businesses. Their business strategy's ultimate goals are to increase volume, extend their share of global non-alcoholic ready-to-drink beverage sales, maximise long-term cash flows, and add economic value through increasing economic profit. The Coca-Cola system, which sells or serves its goods directly to consumers, has more than 16 million clients across the world. They place a strong emphasis on adding value to these customers and assisting them in expanding their beverage operations. Whether the customer is a sophisticated retailer in an established market or a kiosk owner in an emerging region, they endeavour to understand each customer's business and demands. There are approximately 6 million potential customers for their company's product on the planet. In the end, their ability to meet more of their beverage consumption demands and create value for customers will determine whether they succeed in reaching their purpose. They do it by putting the right products in the right markets at the right time. b) Types of Planning Operational planning An Operational Plan is a thorough plan that shows how a team, section, or department will contribute to the company's strategic goals. The Coca-Cola System is CCBPL's business strategy. The manufacture, marketing, sales, and distribution of CocaCola beverages are all included. The Coca-Cola Export Corporation (TCCEC) is in charge of producing and supplying the concentrates, beverage bases, and syrups to the Coca-Cola Bottling Company of the Philippines (CCBPL). It also controls the brands and is highly involved in consumer brand marketing campaigns, in addition to being in charge of public relations and communications. The generated branded beverages are manufactured, packaged, merchandised, and distributed by CCBPL. As the bottling company, CCBPL is also in charge of establishing local networks to ensure that the final product is of the highest quality when it reaches the consumer. Customer development, market investment, order collection, delivery, and finally cash collection are all included. CCBPL is currently working on transitioning to a Just-in-Time inventory system with days-based inventories in order to break the warehousing cash flow freeze. The purchasing of inputs is based on the number of bottles produced each year. Coordination between multiple facilities across Pakistan is required since they must provide production buffers to one another, such as the fact that the Lahore Bottling Facility is 3

currently covering Faisalabad's production schedule as well while the plant is being renovated.

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Strategic planning Planning is an organization's decision-making approach for setting targets or goals and laying out a strategy for achieving those goals, expanding and improving the company, and assisting it in being successful. There are several strategy plans used by the Coca-Cola Company, including the following: first, supply chain collaborates with marketing departments to ensure that all products are marketed on time; second, the company's management advises distributors on how to strategically place their products for consumers to see them on time; and third, the supply chain's main strategy is to depart. Tactical planning Tactical Plans are a means of articulating strategic strategies for the future year. Coca-tactical Cola's decisions, like those of most large and mature corporations, are driven by growth. Coca-tactical Cola's planners are always trying to figure out what new areas the corporation should enter, how to take market share from competitors, and how to get more people to drink Coca-Cola. Market sizing, plans for entering a new market, and other efforts are the three types of tactical planning. First and foremost, market sizing. The size of various markets around the world is the first stage in good tactical planning. Companies can use a market sizing analysis to determine which new markets should be pursued initially. Coca-Cola will first evaluate the overall population of a market, the percentage of that population that already uses Cocaproduct, Cola's and the amount of product that Coca-Cola could sell to non-users when doing this research. Second, once Coca-tactical Cola's planners have determined which market to penetrate, they must choose the best approach for accomplishing this aim. The best strategy is determined by the specific characteristics of the market in issue. Assume that the 24.6 million Argentinians who do not drink Coca-Cola are avid Pepsi drinkers. Coca-Cola must strive to take market share from Pepsi in this situation by emphasising the product attributes that set Coca-Cola apart. Coca-Cola would convert to an advertising campaign centred on Coca-Cola goods after customer acceptance of soda in general has risen. Finally, there are additional projects. Coca-Cola also undertakes a variety of other tactical measures on a regular basis. One is to boost the amount of product purchased by Coca-Cola customers. Coca-Cola typically accomplishes this goal by launching new items, such as salty snack foods that go nicely with Coke. Coca-Cola also performs substantial advertising targeted at current customers to keep the Coca-Cola brand in front of their minds. This assures that anytime clients are thirsty and decide to buy a beverage, they will immediately think of Coca-Cola soda.

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3.0 ORGANIZING a) Organizational structure Divisional Structure

The Coca-Cola Company's organisational structure is divided into divisions. The geographical segmentation is used to divide responsibilities. The divisional offices, in turn, form their own supply, production, marketing, and other units. As a result, there are prerequisites for top executives to be freed from present operational issues and instead focus on long-term strategy creation. Individual business units benefit from a decentralised control structure that assures maximum efficiency. However, there are significant drawbacks to such an organisational structure, including the rising expense of managerial staff and the complexity of information interconnections. Coca-Cola is a multinational beverage company based in the United States that produces, sells, and markets non-alcoholic beverage concentrates and syrups. Coca-Cola Company has a (distinct) international Division structure, or what we call a divisional organisation by geographic areas, as you can see below. The continents are divided into five groups: Eurasia and Africa, Europe, Latin America, North America, and the Pacific. Each continental division is led by a vice president who is in charge of sub-divisions based on smaller geographic areas such as regions or countries. Because Coca-Cola is such a massive corporation, it can operate in a variety of cultural and governmental settings.

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b) Types of Departmentalization Matrix Structure When comparing Coca-organizational Cola's structure to the other two, it's vital to note that the matrix organisational structure was created with the goal of speeding up product and project updates. Working groups are formed within existing structures to implement particular projects and programmes, which is the essence of matrix structures. Transferred resources and staff from other departments are both subordinated to the group head. These ad hoc groups are subject to both subordination and control. It allows for more flexibility in staffing and more successful project implementation. The most significant drawbacks of this type of organ are: Flexibility, innovation facilitation, and personal responsibility of the project manager for the outcome are all advantages of the matrix organisational structure above the divisional organisational structure. The presence of dual subordination, disputes as a result of dual subordination, and the complexity of informational interconnections are all downsides of this type of organisational culture (Roberts, 2007). Functional Structure When staff specialisation is required, a functional organisational structure emerges. The functions are used to distribute responsibilities. The organisation is divided into many areas, each with its own set of functional responsibilities. It's common in companies with a limited nomenclature and a stable external environment. The hierarchy is as follows: the CEO - functional managers (production, HR, marketing, finance) - the performers. There are two types of communication: vertical and inter-level. When compared to Coca-multidivisional Cola's organisational structure, the functional

organisational

structure

has

various

advantages,

including

increased

specialisation, improved management decision quality, and the ability to handle multipurpose and multi-disciplinary activities. Lack of flexibility, poor coordination between functional units, sluggish decision-making, and a lack of functional managers responsible for the company's outcomes are the most significant downsides of the functional organisational structure (Roberts, 2007). Geographic Structure Coca-organizational Cola's structure is built on geographical departmentalization, which implies that numerous units operate in certain geographical areas and are responsible for advertising Coca-Cola goods on a local level. The ability to respond swiftly to market

7

difficulties, as well as the ability to reduce costs owing to unique organisational resource allocation closer to local clients, are the most significant benefits. It is important to note that the Coca-Cola Company's organisational structure enables divisional managers to make choices at the local level and respond to local concerns more effectively. Marketing, research and development/innovations are two functions that are particularly decentralised. However, it is important to note that some financial strategy decisions are frequently made at the corporate level and relayed to the local divisions. Cocamultidivisional Cola's organisational structure enables the company to decentralise decisionmaking, ensuring that decisions made at the local level allow the company to respond rapidly to changing market demands. Representatives from the Head Office's top management level can concentrate more precisely on long-term planning and strategy creation.

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4.0 LEADING Coca-Cola emphasises the need of transformative leadership at both the global and local levels, despite the fact that the corporation is organised around geographical areas and then multiple divisions within each region. This means that local managers and department heads, as well as Country Heads in the many regions where the company works, are free to choose the best strategy for their territory as long as they adhere to the global standards and culture that pervades the corporation. Apart from that, Coca-leadership Cola's believes in which is important given the company's business, which is strongly reliant on both macro and micro level visions and missions that must be translated and transformed into micro level execution. The General Manager is usually at the top of the regional hierarchy, reporting to the nation head. These general managers have additional managerial subordinates, such as the ones stated in this article, who have described how the company uses behavioural leadership, which is based on acting on the specifics of the issue at the micro level. These managers' management methods are similarly centred on a based off benefits strategy for achieving peak performance from salespeople. In this approach, salespeople are given monetary and non-monetary incentives to inspire them and help them accomplish or even surpass their sales targets. Pay rises, bonuses, and commissions based on sales are monetary incentives, whereas non-monetary incentives include vacation coupons, traveling, and subsidized holiday packages for the employee and his or her family and close friends.

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5.0 CONTROLLING Coca-regulating Cola's function is carried out by reviewing the performance of managers and salespeople on a regular basis. To this purpose, the backbone of the company's controlling role is an appraisal system based on objective evaluation of whether the individual being appraised has accomplished his or her goal. Even while managerial performance goes beyond judging targets and their compliance because managers often do other duties such as people management and strategic planning, salespersons are evaluated based on the Sales Person's reporting system and the Sales Person's certification systems. The former keeps track of the salesperson's activity on a daily basis, whereas the latter follows an appraisal cycle, with the results used to determine promotions, bonuses, and other incentives. For sales managers, the assessment time is normally a year, while for market development roles, it is a quarterly cycle, and for salespeople, it is a monthly cycle. Personnel are evaluated based on their contribution to the organization's overall goals, as well as their soft skills, such as communication, people management, coordination, and service quality, in adding to these metrics. Furthermore, the controlling function ensures that a performance development plan is produced that considers the salesperson's achievement of goals such as sales growth, market expansion, and completion of customer and partner contacts, including cold calling conversion, attendance, and timeliness. The essential feature of Coca-controlling Cola's function is that it employs a Global strategy, in which performance measurements are adjusted to reflect the local characteristics of the markets in which it operates.

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6.0 CONCLUSION Coca-Cola, as the world's most popular soda beverage, will be readily accepted practically anywhere in the world due to its financial power and well-known brand image. As a result, Coca-approach Cola's focuses on reaching the entire market segmentation, everywhere. However, as the soda industry has grown, various competitors have emerged, ranging from domestic products to worldwide manufacturers, lowering Coca-market Cola's share in each country. As a result, Coca-marketing Cola's efforts must be innovative. Coca-Cola is still seeking to develop a foothold in some regions or continents throughout the world, despite the fact that they are the world's top non-alcoholic beverage producer and manufacturer, and they face stiff competition from Pepsi. In comparison to America, Coca-Cola gained a little amount of market share in Africa. They need to improve the quality of service they provide to these areas and promote more low-emission power usage. They should also put in place systems that will offer them a competitive advantage over their competitors. Finally, this would have been an excellent idea if they did to implement a differentiation strategy plan, which will encourage new ideas fresh innovations within the community and contribute to the company's profit growth.

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7.0 REFERENCES https://supreme-essay.net/samples/management/coca-cola-analysis.html https://www.ukessays.com/essays/business/report-on-coca-cola-limited-business-essay.php https://www.managementstudyguide.com/how-management-functions-are-performed-atcoca-cola.htm https://leavestrategicignorance.weebly.com/blog/category/divisional-structure

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