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穆泰康重塑可口可樂(lè)

穆泰康重塑可口可樂(lè)

Patricia Sellers 2012-05-17
在就任可口可樂(lè)首席執(zhí)行官四年的時(shí)間里,穆泰康大幅提高了公司利潤(rùn)并將對(duì)手百事可樂(lè)拋在身后。他表示,“中國(guó)將成為可口可樂(lè)最大的市場(chǎng)。雖然我無(wú)法給出確切時(shí)間,但這是必然?!?

????穆泰康是一位土耳其外交官的兒子,從小在泰國(guó)、印度和伊朗長(zhǎng)大。現(xiàn)在,他掌管著一家業(yè)務(wù)遍及全球200多個(gè)國(guó)家的跨國(guó)企業(yè)——可口可樂(lè)(Coca-Cola)。日理萬(wàn)機(jī)的穆泰康很少會(huì)拜訪一個(gè)之前從未到過(guò)的地方。不過(guò),當(dāng)我們驅(qū)車來(lái)到沈陽(yáng)——一座擁有700萬(wàn)人口的大都市后,可口可樂(lè)公司首席執(zhí)行官穆泰康很快發(fā)現(xiàn)自己進(jìn)入了一塊神秘地帶:廣袤荒涼的中國(guó)東北地區(qū),曾經(jīng)的中國(guó)工業(yè)中心。我們此行的目的地是一座新建立的可口可樂(lè)瓶裝廠,這是可口可樂(lè)在中國(guó)的第42個(gè)瓶裝廠,也是迄今為止最大的一座。在距離我們目的地8公里的地方,我們看到無(wú)數(shù)紅色條幅,足有1520幅之多,順著公路,一直延伸到新工廠。數(shù)以百計(jì)的工人帶著大紅色帽子,歡呼穆泰康先生的光臨。穆泰康表示,“中國(guó)將成為可口可樂(lè)最大的市場(chǎng)。雖然我無(wú)法給出確切時(shí)間,但這是必然?!?/p>

????此前,許多投資者已(和無(wú)數(shù)消費(fèi)者)開(kāi)始意識(shí)到,在歷經(jīng)多年的管理不善后,穆泰康已將可口可樂(lè)帶上正軌,他已為這家飲料巨頭定下了宏偉目標(biāo),要在全球市場(chǎng)獲得顯著增長(zhǎng),他堅(jiān)信可口可樂(lè)在中國(guó)的銷售額將會(huì)增長(zhǎng)一倍以上,中國(guó)將一舉超過(guò)墨西哥和美國(guó),成為可口可樂(lè)最大的市場(chǎng)。這種志在必得的信心,無(wú)疑佐證了可口可樂(lè)的強(qiáng)勢(shì)復(fù)蘇。

????自穆泰康2008年7月升任可口可樂(lè)公司首席執(zhí)行官后,他重塑了可口可樂(lè)的企業(yè)文化并大刀闊斧地替換了70%的高級(jí)管理人員,接任者們都像穆泰康所說(shuō)的,“懂得如何創(chuàng)造業(yè)績(jī)”。新的管理團(tuán)隊(duì)增加了公司投入,強(qiáng)化了可口可樂(lè)的市場(chǎng)營(yíng)銷力,還開(kāi)啟了收購(gòu)機(jī)器:可口可樂(lè)正與能量飲料制造商Monster Beverage進(jìn)行談判,內(nèi)容可能涉及合作或收購(gòu)事宜。

????可口可樂(lè)一直在忙著整合以41億美元收購(gòu)而來(lái)的“酷樂(lè)仕維他命獲得”(Glacéau's Vitaminwater),穆泰康還親自運(yùn)作了一項(xiàng)價(jià)值123億美元的復(fù)雜交易:可口可樂(lè)重新恢復(fù)了對(duì)其北美瓶裝生產(chǎn)線的控制權(quán),此舉促使可口可樂(lè)在這一曾經(jīng)停滯不前的市場(chǎng)再度騰飛。最后結(jié)果是:可口可樂(lè)去年?duì)I收飆升33%,達(dá)到465億美元,這在一定程度上得益于瓶裝生產(chǎn)線的收購(gòu)。運(yùn)營(yíng)利潤(rùn)則上漲20%,達(dá)到101億美元。自穆泰康上任后,標(biāo)準(zhǔn)普爾指數(shù)(S&P)上漲了10%,而可口可樂(lè)的股票漲幅高達(dá)48%,其競(jìng)爭(zhēng)對(duì)手百事可樂(lè)(PepsiCo)的股價(jià)僅僅上漲了5%。

????可口可樂(lè)和百事可樂(lè)好像一直在坐著蹺蹺板:當(dāng)一家繁榮時(shí),另一家就會(huì)衰敗,這種神秘巧合就好似它們的宿命一般?,F(xiàn)在正是可口可樂(lè)和穆泰康的時(shí)代。可口可樂(lè)是美國(guó)市場(chǎng)排名第一的軟飲料,健怡可樂(lè)則力壓百事可樂(lè)排名第二。可口可樂(lè)開(kāi)發(fā)了雪碧、芬達(dá)、美汁源、動(dòng)力、Dasani water等品牌,價(jià)值高達(dá)150億美元。當(dāng)百事可樂(lè)的投資者在尖銳抨擊盧英德的表現(xiàn)時(shí),可口可樂(lè)的股東和董事們則對(duì)穆泰康非常滿意。投資公司Allen & Co的首席執(zhí)行官胡伯特?艾倫將穆泰康稱為“過(guò)去25年來(lái)可口可樂(lè)最好的首席執(zhí)行官”。

????現(xiàn)在,穆泰康計(jì)劃在2020年實(shí)現(xiàn)公司營(yíng)銷翻倍,對(duì)于今年?duì)I收將達(dá)480億美元的可口可樂(lè)來(lái)說(shuō),這個(gè)目標(biāo)難度不小。為了實(shí)現(xiàn)這一雄心壯志,穆泰康正把可口可樂(lè)塑造得更全球化、更敏捷、更具開(kāi)創(chuàng)性——從本質(zhì)上講,更像穆泰康自己。首次購(gòu)入可口可樂(lè)股份的可口可樂(lè)董事、IAC公司董事長(zhǎng)巴里?迪勒表示:“我從沒(méi)見(jiàn)過(guò)這么認(rèn)真的人。”今年3月底,59歲的穆泰康花費(fèi)了5天時(shí)間造訪亞洲,整個(gè)行程異常緊湊,沒(méi)有任何停頓。在旅途中,他不停地告誡員工和管理層們要迅速行動(dòng)。穆泰康告訴他們“這是終生難遇的大好機(jī)會(huì)。千萬(wàn)不要錯(cuò)過(guò)?!?/p>

????譯者:項(xiàng)航

????Muhtar Kent, the son of a Turkish diplomat, grew up in Thailand, India, and Iran, and he runs a company that operates in more than 200 countries. So it is rare for him to visit a place he's never been before. Yet as we travel by van out of Shenyang, a bustling metropolis of 7 million people, the Coca-Cola CEO quickly finds himself in uncharted territory: an increasingly desolate expanse of land in China's northeast, the nation's former rust belt. Then, eight kilometers from our destination, we are greeted by a ribbon of red banners -- 1,520 of them -- leading the way to a new bottling plant, Coke's 42nd in China and its largest to date. Hundreds of workers, all in bright red hats, cheer his arrival. "China will be Coke's largest market," Kent says. "I can't give you a time. But it will happen."

????This unflagging confidence that China will more than double its sales of Coke products to leapfrog Mexico and the U.S. and become the company's No. 1 market confirms what many investors (and millions of consumers) have come to realize: Kent has put Coke (No. 59 on the Fortune 500) back on track -- after years of mismanagement -- and he's set up the beverage giant for significant growth around the world. Since he ascended to the CEO job in July 2008, he's redefined Coke's culture and replaced about 70% of its senior managers, filling the ranks with operators who, he says, "know how to generate results." The new team has ramped up spending, energized Coke's marketing efforts, and cranked up the dealmaking machine: The company is discussing a potential partnership or possible investment in energy-drink maker Monster Beverage. Coke has been busily integrating its $4.1 billion purchase of Glacéau's Vitaminwater, and Kent personally devised an intricate $12.3 billion deal that restored company control of its bottling operations in North America and positioned Coke to ignite growth in a once-stagnant market. The upshot: Revenue last year soared 33% to $46.5 billion, in part because of the bottling deal, and operating profits rose 20% to $10.1 billion. The stock is up 48% during Kent's tenure while the S&P has risen 10%. Shares of rival PepsiCo (PEP)? Up only 5%

????Coke (KO) and Pepsi perpetually seesaw; when one is up the other is down, an uncanny pattern that seems destined to continue. Right now it's Coke's -- and Kent's -- time. Coke is the No. 1 soft drink in the U.S., and Diet Coke has surpassed Pepsi as No. 2 in the category. Coca-Cola has built 15 billion-dollar brands, including Sprite, Fanta, Minute Maid, Powerade, and Dasani water. While PepsiCo investors are critical of Indra Nooyi's performance, Coca-Cola's shareholders and directors are feeling content. Herbert Allen, the CEO of investment firm Allen & Co., calls Kent "the best chief executive Coke has had in 25 years."

????Now Kent aims to double Coke's business by 2020, no small feat for a company on track to hit $48 billion in sales this year. To achieve that ambitious goal, he is pushing Coke to be more global, agile, and entrepreneurial -- in essence, more like himself. "I've never met anyone so intense," says Coke board member and IAC chief executive Barry Diller, who is buying Coke stock for the first time. During a nonstop, five-day trip through Asia in late March, the 59-year-old Kent constantly exhorted his employees and managers to act with urgency. "This is your once-in-a-lifetime opportunity," he tells them. "Don't miss it."

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