The Coca-Cola Company was founded in 1892 and is currently headquartered in Atlanta, Georgia. It is the world's largest beverage company, with a 48% global market share and second among the top three beverages in the world. Item (Coca-Cola ranks first, Pepsi-Cola second, and low-calorie Coca-Cola third), its revenue in 2001 reached US$20,092 million, and common stockholders' equity was US$11,351 million. Coca-Cola has 160 beverage brands in 200 countries, including sodas, sports drinks, dairy drinks, juices, teas and coffees. It is also the world's largest distributor of juice beverages (including the Minute Maid brand) and ranks first in the United States. It has achieved more than 40% market share, and Sprite is the fastest growing beverage. Other brands include Barq's root beer, Fruitopia and Surge. .

Forever Coca-Cola

At that time, customers were full of praise and strived for this "new formula" of Coca-Cola. From then on, Coca-Cola, a drink mixed with Coca-Cola syrup and carbonated water, became popular in the world. And since 1894, it has been sold in bottles.

But it is two American lawyers who can really make Coca-Cola flex its muscles. They went to the office of Ace Jane Downing, the boss of Coca-Cola Company at the time, and proposed an innovative business cooperation method, that is, Coca-Cola Company would sell them syrup, and they would invest in the production company and sales point themselves to mix the syrup with water, bottle it, and sell it. . According to the production and quality assurance requirements of the Coca-Cola Company, the Coca-Cola Company allowed them to use the Coca-Cola trademark for advertising. This special bottling system has since then sprung up factories producing Coca-Cola.

In 1888, Asa Griggs Candler saw the market prospects of delicious food, purchased its shares, and took control of all its production and sales rights. Candler began selling the raw liquid for making drinks to other pharmacies, and also began advertising on billboards in train stations and town squares. By 1901, the advertising budget had reached $100,000. Candler sold the first assembly franchise of the drink for $1 in 1899 because he believed the drink would be sold primarily in drink machines in the future. Founded the Coca-Cola Company in 1892, Candler is known as the "Father of Coca-Cola."

In 1919, Erntst-Woodruff bought the Coca-Cola company from the heirs of Asa Candler for $2.5 million. In 1923, his son Robert W. Woodruff, one of the most important figures in Coca-Cola's history, became Coca-Cola's CEO, and Woodruff began working with the company's bottling franchises to make Coca-Cola available to consumers whenever they wanted it. Satisfied, he pushed bottlers to make the drink "on hand when you want it" and stressed that if Coke wasn't immediately available to consumers when they were thirsty, the market would be lost forever.

In 1929, Coca-Cola and his bottlers offered open-top refrigerated bottles of Coca-Cola to stores and gas stations at extremely low prices. In 1937, the company introduced the first Taiwan coin-operated vending machines, Woodruff launched a lifestyle-themed advertisement for Coca-Cola that highlighted the importance of the product in consumers' lives rather than the attributes of the product itself. The most famous advertising slogan of the 1920s and 1930s was "The Pause That Refreshes". The company continued to own the original bottling line near Atlanta and began to buy back some underperforming bottling franchises.

Woodruff also began to develop Coca-Cola's international business, mainly through exports. His most famous move may be the decision to respond to General Eisenweil's call at the beginning of World War II to ensure that every Military members could get a bottle of Coca-Cola" for 5 cents anywhere, regardless of the cost.

Coca-Cola's bottling plants, along with the U.S. military's expansion into the world, enabled Coca-Cola to gain an overwhelming market share in European and Asian countries, a dominant position that it maintained until 1991. .

In the years immediately after World War II, Coca-Cola left its closest rival Pepsi-cola far behind, occupying nearly 70% of the cola market, and hundreds of small Regional soft drink companies continue to produce a variety of flavorings, carving up the remaining 30% of the market.

In 1954, Coca-Cola's sales and profits declined for the first time since World War II. In 1955, the company replaced the bottle it had used since 1916 and expanded its capacity to 12 ounces. In the late 1950s, Coca-Cola introduced larger bottles that could be sold in food stores. In 1961, Coca-Cola began selling its canned beverages in the same way as bottled Coke.

In 1976, Coca-Cola CEO Paul Austin pointed out in an article that soft drink consumption in the United States had matured (saturated) and Coca-Cola's largest sales growth would come from the international market. By 1982, international market sales accounted for 62% of Coca-Cola's total soft drink production.

In 1981, when Robert Goizueta, a chemical engineer born in Cuba, was selected as CEO of The Coca-Cola Company, industry observers were surprised. Goizueta's first action after taking office was to issue a 1,200-word strategic statement, proposing that Coca-Cola Company should make significant changes and focus on the growth of the US soft drink market.

Goizueta stated that the company will regard the Coca-Cola brand name as a competitive asset and will no longer regard it as sacrosanct; the price discount strategy will be used only when necessary to maintain Coca-Cola's dominant position. In 1981, industry price discounting reached new levels of intensity, and by the end of the year, nearly 50% of Coca-Cola and Pepsi-Cola sold in grocery stores were discounted. A Nielsen audit that year showed that a 192-ounce bottle of Coca-Cola cost slightly less than Pepsi.

Goizueta also announced that it will increase the price of Coca-Cola syrup juice to fund growing advertising and promotion costs. In order to eliminate the fixed price for syrup, Coca-Cola revised its 60-year-old franchise agreement and agreed to sell concentrate (without saccharin) to some of its largest bottlers in exchange for the revised agreement.

In 1982, Coca-Cola changed the theme of its advertising. Goizueta said: "With our new slogan 'Coke is it', we are proud to show that we are number one; our previous slogan 'Have a Coke and Smile' was very good, but we are in the midst of stiff competition and this slogan is like A ballad. The competitive momentum has moved from Purchase, New York (PepsiCo's headquarters) to Atlanta."

Goizueta's strategic plan also expands Coca-Cola's corporate strategy. Corporate private coffee and tea businesses were sold, as were plastics manufacturing companies and liquor companies. Coca-Cola acquired Columbia Pictures in 1982, recognizing the growth potential of the film and television industry and its synergy with marketing. Goizueta said Coca-Cola will become "a strong player in both the beverage industry and the entertainment industry."

Coca-Cola also made changes to its bottling network. The company encouraged underperforming bottlers to sell their operating rights and sell off most of their bottling sites through leveraged mergers. Between 1980 and 1984, ownership changes in franchises were equivalent to 50% of Coca-Cola production. Coca-Cola officials noted that the company played a role in the purchases and, in many cases, provided financing to potential buyers. The company sometimes takes a stake in a newly franchised bottler, but is mindful of maintaining an independent bottling network. By 1985, Coca-Cola's bottling plants produced only 11% of Coke production.

For Coca-Cola's bottling network, this change that began with Robert Goizketa in the early 1980s has continued.

In the mid-1980s, 150 to 200 of Coca-Cola's 350 franchisees offered to transfer their franchise rights. In 1986, The Coca-Cola Company purchased back its two largest franchises, owned by Beatrice and J. T. Owned by Lupton Company, J. T. Lupton Company is a privately held Coca-Cola bottler, accounting for 15% of U.S. Coca-Cola production and Dr. 40% of Pepper production. The acquisition of these two companies increased Coca-Cola's own bottling production from 11% to 38%.

These mergers culminated in the creation of Coca-Cola Enterprises (CCE) and the sale of 51% of the shares to the public in November 1986. After the establishment of CCE, it re-negotiated with its suppliers and sales channels, consolidated its main markets, cut its labor force by 20%, and reduced costs through unified distribution and raw material procurement. In 1986 and 1987, CCE's net selling price per case of Coke decreased by 2.5%. In 1989, CCE bought 20% more Sutuo than in 1986. CCE's profits were unstable throughout the late 1980s.

In the late 1980s, the Coca-Cola Company proposed that its franchise agreement should be replaced by a "Master Bottle Contract" that would reduce the fixed syrup price and Coca-Cola trademark royalties. By the end of 1989, the new contract covered approximately 70% of U.S. Coca-Cola production. Between 1978 and 1989, bottlers under the new contract experienced an approximately 60% increase in the price of Coca-Cola syrup.

Edit this paragraph Coca-Cola's transnational marketing

Coca-Cola has a particularly strong advantage in Europe, with a market share of 50%. In Japan, Coca-Cola controls 80% of sales. Of the company's total profits in 1990, profits from Japan accounted for 21%, Europe accounted for 33%, and other international markets totaled 26%.

Coca-Cola uses several strategies to develop its international markets. In Taiwan, for example, Coca-Cola purchased 49% of a family-owned bottling plant in Taiwan that was short of capital and expanded its management and facilities. Coca-Cola improved its sales marketing, increased advertising investment, and promoted new packaging sizes. Promotions include baseball and basketball classes taught by American coaches, sponsorship of concerts by popular artists, and an invitation to a chef from the Taipei Hilton to cook ten Chinese dishes with Coke. Coca-Cola's market share in Taiwan increased from 6% in 1985 to 40% in 1990, while limiting the combined share of 7-Up and PepsiCo to 4%. In France, Coca-Cola withdrew a poorly managed franchise agreement in 1989. By 1990, sales in France had increased by 23%. In 1990, just days after the fall of the Berlin Wall, Coca-Cola shipped soda from a new factory in Dunkirk to Lebelin. In 1989, Coca-Cola sold its 49% stake in Columbia Pictures to Sony Corporation and reinvested the money into its overseas soft drink operations. Coca-Cola's CEO says the company's "business in the 1990s will help the world grow." Coca-Cola has set an international sales growth rate of 8% to 10% and plans to accelerate the growth of a small amount of profits in its overseas bottling joint ventures.

Edit this paragraph Coca-Cola’s localized marketing strategy in China

As early as the beginning of this century, “Coca-Cola” had been launched in Asia. It was first produced in the Philippines and shipped to China for sale. Sales in Shanghai and other cities. In 1927, "Coca-Cola" set up factories in Shanghai and Tianjin for production, and later in Qingdao and Guangzhou.

In 1933, the Coca-Cola factory in Shanghai was the largest "Coca-Cola" factory outside the United States. In 1948, it was the first factory outside the United States with an annual output of more than one million boxes.

Coca-Cola returned to China in 1979 and has invested US$1.1 billion in China so far. After more than ten years of development, The Coca-Cola Company has established 23 canned beverage factories in China, forming a production base and sales network radiating across the country, with annual sales of nearly 10 billion yuan. In the recently released "1999 National Urban Consumer Survey", Coca-Cola once again topped the list among similar products, winning three titles: market share, best brand and popularity.

Despite such brilliant achievements, Coca-Cola's mood today is very different from when it first entered the Chinese mainland market 20 years ago.

In those years, foreign beverages entering the Chinese market basically did not feel the pressure from Chinese beverage companies. Over the past decade or so, more than a dozen “Coke” beverage companies have appeared in various parts of China, but in the end almost all of them disappeared without a trace. Nowadays, while Coca-Cola and PepsiCo have considerable influence in the Chinese market, they have felt strong competitive pressure from Chinese beverage companies in recent years. The main reason is that the brands with national characteristics produced by China's beverage industry enterprises have grown and expanded through unremitting efforts. In June last year, the China Beverage Industry Association solemnly launched the "Top Ten" of China's beverage industry. These brand-name beverages are the best in my country's beverages, covering major beverage categories in my country, and have high popularity and market share. For example, Jianlibao, Wahaha, Coconut Tree, Robust, Lulu, etc. among the top ten beverages in China are all representatives of China's national beverage industry that have won the title of China's Well-known Trademark.

Under the pressure of China's national beverage industry, Coca-Cola's marketing strategy began to change and began its process of localization in the Chinese market.

The Coca-Cola Company has always attached great importance to advertising, and its entry into the Chinese market is no exception. It invests tens of millions of yuan in publicity every year. However, Coca-Cola's advertising and brand positioning are strictly restricted. In the past, they were all controlled and planned by the Atlanta headquarters. Chinese consumers always see the bright red color and vibrant shape of Coca-Cola. Coca-Cola impresses Chinese consumers with the most typical American style and American personality. For more than ten years, the advertising campaign basically used the American TV commercial version with Chinese commentary. This strategy was adopted until 1998.

With the vigorous development of China's national beverage brands, Coca-Cola's marketing strategy underwent significant changes in 1999. The TV commercial it launched in China last year was the first time it was shot in China, the first time it was designed by a Chinese advertising company, and the first time it invited Chinese actors to shoot the commercial. A clear relinquishment of the American identity that had been his for so many years. In order to gain more market share, Coca-Cola is taking great strides to implement localization in China. As we all know, Coca-Cola has always adopted an undifferentiated market coverage strategy, and its target customers appear to be relatively broad. Since last year, Coca-Cola has focused its advertisements on young friends, with images of energetic and healthy youth as the main subject. "Vitality is always Coca-Cola" has become its latest advertising slogan.

Coca-Cola has developed so successfully. What lessons can businesses learn from it now? In general, these lessons are very simple and obvious. Below are 30 successful management experiences selected from its development history and tested over time.

1. Quality products for sale. The product does not have to be able to talk or fly, but it must have some useful function that can be widely accepted by people. Once you get used to the taste of Coca-Cola, you will find it very delicious and it will make people develop a hobby. Coca-Cola makes your nostrils tickle, quenches your thirst, and has a bit of a caffeine effect. Some believe it can treat headaches, nausea, and stomachaches, among other things.

2． Believe in your product. Let the product establish a lofty image and make the profession associated with it a sacred profession. Let the staff think that the product is world-class and that they are working for the best company. A salesman should have the skills of a missionary, not just a salaried salesman. In the 1920s, Robert Woodruff called together all his salespeople and unexpectedly announced that they were all fired. He rehired them the next day in a new service department with the caveat that they would no longer be salesmen because they would no longer have to promote the virtues of Coke. They are the staff whose job it is to make sure the soda is a perfectly mixed Coke on the rocks.

3. Create a sense of mystery. Creating an aura of mystery may be unethical, but it can help sales. One of the company's executives recently admitted that the secret formula doesn't mean much to them. The real secret to success lies in the impact the product's trademark has had for more than a century, but the secret of the formula, those famous seven flavors, was An important reason to attract customers.

4． The cost of the product should be lower. The cost of each bottle of Coke is extremely low, less than one cent. Coca-Cola is not a capital-intensive product, nor is it difficult or labor-intensive to produce, although its production process is highly secretive.

5． Let those engaged in circulation make a lot of money before the products reach consumers.

The reason is simple. If the cost is low, the price can be significantly increased at retail. Coca-Cola had the makings of a fortune, and over the years everyone who had anything to do with Coca-Cola became very wealthy, including bottle manufacturers, stockholders, wholesalers, and those who supplied truck pallets and vending machines. This effect makes people very grateful to the company and willing to contribute to the cause of Coca-Cola.

6． Make it affordable for everyone. From 1886 to the 1950s, the price of a bottle of Coke was only 5 cents, and today it is not very expensive in the world. Therefore, people in third world countries can also afford it. Even in difficult times, Coca-Cola continues to sell well. Through the Great Depression of the 1930s and the recent recession, Coca-Cola's makers continued to make money.

7. Products need to be everywhere. Make the product within reach, make it ubiquitous, make it available at any time in dance halls, barber shops, offices, trains and other places. Harrison Jones, an early Coke salesman, said in 1923, "Make it impossible for people to avoid Coca-Cola."

8． Be smart about marketing your products. This one sounds simple, but how, when, and where you market and promote your product is the key to success or failure. By 1911, Arthur Cadilla had spent more than one million dollars to stimulate people's desires, making Coca-Cola the best-advertised product in the world. He also hired painters to promote its red-on-white product logos on white walls across the United States, covering an area of ??more than five million square feet. By 1913, the company had distributed more than 100 million small gifts bearing the Coca-Cola logo, which could be seen on commonly used items such as thermometers, calendars, event books, notepads, baseball cards, Japanese fans, and pictures. The Coca-Cola logo leaves a deep impression on people. According to the salesman, a customer often had nightmares about a big white devil holding a stove and shouting Coca-Cola chasing him. Today, when the company spends more than $4 billion a year marketing Coca-Cola around the world, it's no surprise that this phenomenon is happening.

9. Promote the image of the product rather than the product. A Coca-Cola advertiser once warned his imaginative and creative employees: We are selling something that does not exist at all, and what they drink is only an image rather than a product. At the beginning, Coca-Cola advertisements promoted its medicinal effects, claiming that it could invigorate the spirit of mental workers, relieve headaches and pains of excessive drinkers, and bring pleasure to people. But Frank Robinson, who named and inscribed the drink, soon realized that promoting Coca-Cola as a refreshing drink rather than a patented medicine could attract more customers and avoid unnecessary legal disputes and troubles.

10. Competition is welcome. Although Coca-Cola employees don't want to admit it, Pepsi-Cola has actually brought them a lot of benefits. People love to watch the "Cola Wars" between Coca-Cola and PepsiCo. Savvy salespeople at both companies also realized that no matter which company won a given round, the publicity built through fierce competition would help sell the goods.

11. Make reasonable use of celebrity effect. Coca-Cola hired celebrities to advertise from the beginning, hoping that consumers would imitate baseball superstar Ty Cobb or actress Hilda Clark. By the 1930s, movie stars ranging from Clark Biber and Kate Grant to Jane Harrow and Joan Crawford had all done advertisements for Coca-Cola. In the late 1960s, singers from Neil Demand, Leslie Gower, Ray Charles to Aretha Franklin believed that drinking Coca-Cola would make everything better. However, there are dangers in relying too much on celebrity power. On the one hand, the audience remembers more the stars than the products. Coca-Cola has always had real stars in its commercials, and PepsiCo has had headaches with overcharging stars. Thus showing another danger in relying too much on celebrities. Although Madonna and Jackson did a lot to increase Pepsi's popularity, it wasn't as good as the company had hoped. Coca-Cola is reviving the late star Louis. The image of Armstrong, Grocho Max and Humphrey Burxant were used in skits to solve this thorny problem.

12． Appeal to the desires of ordinary people. Starting in the 1950s, Coca-Cola produced model advertising that worked in a variety of cultural contexts with little or no modification.

How to do this? Coca-Cola advertising slogan has universal appeal. Drink Coca-Cola and you will become more confident, happier, more popular, sexier and younger. In order to enhance its publicity effect, Coca-Cola Company sponsors various sports competitions around the world, from sumo wrestling to football, as well as concerts.

13． Attract young people. Advertising campaigns at sports and concerts mainly appeal to teenagers. If you establish credibility among young people, you will gain a long-term consumer market. In 1894, a Coca-Cola postcard showed three five-year-old boys wearing navy uniforms, shouting: "We want to drink Coca-Cola." In 1911, the Coca-Cola Company was sued by the government, in part because Coca-Cola contained Caffeine is addictive in children. The company has since withdrawn all advertising to children under 12. But this neither stopped distributors from sending Coca-Cola logoed pads and learning aids such as rulers, nor did it stop the company from using Santa Claus to promote its products in the thirties.

14． When in the country, do as the Romans do. If you want to market your product globally, don’t look like the “ugly American.” In the 1920s, when Robert Woodruff was in charge of global development strategy, he worked hard to make Coca-Cola a favorite beverage among Germans in Germany and a favorite among French people in France. The Coca-Cola Company signs packaging contracts with major local companies and encourages local companies to engage in beverage supporting production by having local companies manufacture trucks, bottles, trays, and provide trademarks. The only thing the company exports and local companies import is Coca-Cola concentrate. The Coca-Cola Company can proudly and accurately point out how much it contributes to local economic development. For decades, Coca-Cola has cultivated a large number of smart managers around the world who understand local cultural customs, and it is rumored that the company has hired many local lawyers around the world.

16. Follow the law. While senior Coca-Cola executives or distributors have been implicated in bribery and kickbacks in the past, the company's overall image is clean. General illegal activities not only fail to make profits for the company, but also damage the reputation of this huge multinational company, and the gains outweigh the losses.

17. Leverage influential people. Not breaking the law does not mean you can sit comfortably in your chair like an angel. Robert Woodruff was an influential figure in the country. In fact, he controlled Georgia Senator Walter Joffa and Atlanta Mayor William B. Hassfeld, among others. He has a close relationship with the president. Together with his partners, he created President White House Eisenhower and even helped him decide whether to run the government as a Republican or a Democrat. Pavel Wasting also propelled Jimmy Carter into the White House. Still, don't ask politicians to abuse their influence, as long as they can show that promoting products is in the national interest, and no special favors are needed. For example, Coca-Cola's close relationship with Carter was powerful enough to open doors for product promotion.

18. Be patient but decisive. Coca-Cola's decision-makers knew that one day they would sell their products around the world. Currently, it is sold in 195 countries, so it is only a matter of time before its long-cherished wish comes true. War, famine, and political events will all bring temporary difficulties, but the future is bright, and they will always persist in their efforts and be ready to take advantage of every possible opportunity.

19. Keep the commandments. Robert Woodruff's guiding philosophy was anything but complicated. According to his colleagues, he never finished reading a book in his life and was virtually illiterate. His intelligence lies in strategizing and adhering to some of the most basic truths.

20． Be flexible and changeable. When it comes to choosing between tradition and change, Coca-Cola's exposed weakness is its unwillingness to change the status quo. Arthur Cadilla didn't remove the cocaine from his drinks until 1903. In the 1950s, Woodruff strongly opposed large bottles of Coca-Cola, was unwilling to introduce new flavors, opposed the use of rock music in advertising, and raised retail prices and other imperative reforms. In the 1980s, Robert Gauzut was determined to stimulate this conservative company. He was proven right when he decided to produce Diet Coke. When he encountered difficulties in developing a new formula in 1985, he flexibly adopted the original formula, thereby averting a disaster. Woodroof always said, "The world belongs to those who work hard." But Gauzut said, "We are living nervously."

21. Don’t use protective and negative advertising. For Pepsi-Cola, comparative advertising has a certain effect, but it may unintentionally promote competitors. Coca-Cola looks foolish every time they take this approach; that includes a positive explanation for the presence of caffeine in Coca-Cola.

22． Expand operations when necessary. After Robert Gouzout became president of the company in 1981, he immediately expanded his business scope and bought Columbia Pictures, which seemed very influential at the time. However, within ten years, he sold the film company to Sony and obtained considerable profits, and then devoted himself to the beverage business. Coca-Cola's stock appreciated 735% in the eighties and split twice in the early nineties.

23． Pay attention to the minimum profit. This idea seems very simple, but no one paid attention to this issue before Gauzut took office. In the competition with Pepsi-Cola, people only pay attention to market share, not market profits. Gauzut discovered that the much-lauded beverage company was actually losing money because it was spending money on five-gallon metal drums.

24. To intimidate employees. This may sound a bit outrageous, but successive Coca-Cola presidents have espoused an atmosphere of mutual respect and awe. Wasdin said, "An atmosphere of anxiety and tension will make people maximize their potential." Woodruff's word "boss" contains the meaning of awe and respect. Today's Gauzut is a person who pursues perfection, so everyone will be wary in front of him.

25. Promote managers from within the company. The best managers at Coca-Cola have invariably risen through the ranks, including serving on corporate committees. They were all indoctrinated with the proverbial Coca-Cola belief. In order to cultivate employees' management skills, the company established a special training workshop. Those who participated in the training were so tired that they had backaches every day on the assembly line.

26. Every advertisement must achieve a certain purpose. Since Coca-Cola is a very famous brand, although changing the ingredients in 1985 cost the company four million dollars, it really helped the company a lot. When the company reintroduced Classic Coke under pressure from consumers, the relaunched Coke greatly outsold PepsiCo in sales. Prior to the launch of the new Coca-Cola, the cola had been losing ground for more than 20 years. Many now believe Gauzut, along with others in the company, was behind the entire incident. Don Koff admitted that they were not that smart, but they did know that even negative advertising could ultimately help a reputable product increase sales.

27． Use cash wisely. In 1923 when Robert. Woodroof was shocked by the amount of debt the company had when he took over, and he later proudly accumulated a large sum of cash. As a result, conservative management has ensured that the company has never had a debt crisis, even during the Reagan administration. During Gozut's reign, the company assumed reasonable debts. Gauzut and the financial wizard Governor Ivester believe that appropriate borrowing makes sense if reinvestment can obtain larger profits. A simple way is to "repurchase the stocks issued by oneself to promote further rise in stock price."

28. Enter into joint ventures. Another way to use your money wisely is to break the stereotype of not owning a bottling plant. Since Arthur Cadilla gave up the bottling rights in 1899, the company has determined that its main task is to produce syrup. The lower-margin bottling industry developed. Although the company owns some factories, they are mainly used as a training ground for rotating managers, not as a cash cow. Conventional wisdom holds that independent bottlers are better able to perform their functions. In 1981, Gauzut was forced to break this rule in the Philippines because the Soriano family, which owned the franchise, gave up 70% of the Coke market to Pepsi. The Coca-Cola Company negotiated the bottling plant by purchasing 30% of the distribution rights. Nevile Esdell, the president from Ireland, used traditional stimulation and marketing strategies, including military-like confrontation, to defeat Pepsi-Cola and double its market share. From then on, Gauzut began to carry out fruitful joint ventures around the world, taking the initiative to join forces with poorly operating bottling plants and injecting money into the vertically integrated beverage system.

29. Thinking globally starts with a single step. While Coca-Cola CEOs have scrambled to claim the phrase as their own, it may have come from Gauzut's mouth.

No matter where it comes from, The Coca-Cola Company shows its wisdom and uses it to guide its operations. For example, in China and Indonesia, the first task is to establish infrastructure, build concentration plants, bottle making plants, filling plants, purchase trucks, make sales signs, etc. In American terms, it seems like time has returned to 1905.

30. Pursue magical effects. In the early 1970s, Coca-Cola CEO Wasdin was trying to create what he called a "magic effect" for Coca-Cola. He believes the company should take the lead in protecting the environment, improving ethnic relations, establishing model immigration programs and producing nutritious beverages. Although the cause he promoted has had little effect, the company is still pursuing "magic effects" and is still doing something meaningful. In South Africa, the company has established a $10 million "Equal Opportunity Fund" to improve the living conditions of black people. At the same time, the Coca-Cola Foundation in the United States is funding innovative education and environmental protection projects.