Who dares wins - success through intelligent risk
A Coca-Cola Great Britain case study

Page 1: A story of global success

No study of business success in the twentieth century would be complete without mentioning Coca-Cola. Coca-Cola is the product which perhaps best exemplifies global marketing. The Coca-Cola trademark is recognised by 94 per cent of the earth's population and Coca-Cola is the second most universally understood phrase after OK. It is not only instantly recognisable but it can be found almost...
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Page 2: Key aspects of Coca-Cola´s business

The Coca-Cola Company's business policy provides an object lesson in many important principles of business. For example: 1. Focus on the best lines - Coca-Cola concentrates on its most profitable lines. In 1984 77of Coca-Cola's operating income came from soft drinks. Today the figure is 97 By selling off businesses not sharing the same attractive financial fundamentals as the soft drink...
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Page 3: Who dares wins!

Organisations do not become successful by sticking rigidly to a tried and tested formula. Of course, they stick to and cement in their core strengths, but in a turbulent and dynamic marketplace, they also adapt and become agents for change. Successful individuals and companies have to keep succeeding, keep challenging themselves to do better to increase their lead. Today, with hindsight, a...
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Page 4: Strategic change in the 1980s

The 198Os heralded an era of change for Coca-Cola. On the 8th of July 1982 diet Coke was launched in the United States, starting a new period in which Coca-Cola was prepared to take risks by bringing in new products in the soft drinks sector. Within a year it had become the largest selling low-calorie soft drink in America. In April 1985 the Company took the ultimate risk. It removed...
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Page 5: Daring to risk success

The culture at Coca-Cola has shifted from the conservatism of the 1960s and 1970s to one of 'daring to risk success'. Risk can involve failure, but if corporate value systems place too much emphasis on penalising failure rather than on rewarding success, people will not take risks - neither the people or the business will flourish. Coca-Cola was able to turn their experience of launching New...
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Page 6: Taking risks - a learning process

Intelligent risk taking at Coca-Cola has three main features: There is confidence in the core business. The organisation knows that people like Coca-Cola and want to have it available to them. Action is taken boldly and swiftly. Once Coca-Cola recognise what they want to do, they get it done in a decisive, no-nonsense way e.g. the expansion into Eastern Europe. The company is capable of...
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