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... dation was formed, with the sole purpose of helping those in need. Many of the needs that are focused on are educationally based. With operation in nearly 200 countries, the company frequently encounters the great gap between those who thirst for learning and the adequate educational resources available to them. Whether it is supporting computer training in Vietnam, or providing access to school in Mozambique, the Foundation's aim is to make educational excellence more widely available. The Coca-Cola Foundation supports global education, and emphasizes innovative programs that foster understanding, such as Michigan State University's global fellowships that allow high school teachers to venture abroad.
Youth for Understanding, another Foundation-supported program, provides students with firsthand exposure to other cultures, helping to broaden the worldview of all that participate. The focus that the company has on global understanding leads the Coca-Coca Foundation to make possible the annual J. William Fulbright Prize for International Understanding, awarded in 1997 to Czech Republic President Vaclav Havel. The $ 50, 000 prize recognizes individuals who have contributed to greater understanding of other cultures or nations; past recipients include South African President Nelson Mandela, former United States President Jimmy Carter and former Philippine Present Corazon Aquino.
Two specific examples of how Coca-Cola has helped those in need are the following: In the Philippines, where there is a vital need for elementary schools, the Foundation supports the Little Red School House project, building schools with multi grade classrooms in rural areas. Also, in China, the Coca-Cola Foundation, the Coca-Cola China offices and bottling partners - in partnership with the China Youth Development Foundation - supports Project Hope, which improves schools in rural areas. Already 31 Project Hope schools are complete, changing the educational landscape for at least 20, 000 children. At the present time, Coca-Cola is learning to think smaller. One man has helped this view. He realizes that this is an important strategy, ironically, for globalization.
In order to have people everywhere like your product, you need to understand the area that your product is being sold in. The relationship between this large company and all the many smaller countries and areas around the world needs to be one of respect. Coke needs to think not on a large scale, but on the smaller scale that these small cities and towns can relate to. This man now occupies that corner office at the world headquarters in Atlanta, GA.
He is a cheerful, unassuming Australian who has spent 30 years rising through the ranks. His name is Douglas N. Daft. What Daft is now doing and the changes he is making in the company are known within as the "next wave of globalization." A few simple truths animate the Coca-Cola Company today. One of these is that 95 % of the world's population, which is five billion people, live outside the United States. Unlike Americans, until recently they remained a largely untapped audience.
A big executive in the Coca-Cola Company by the name of Keough said the following, "When I think of Indonesia, a country on the Equator, with 180 million people, a median age of eighteen, and a Moslem ban on alcohol, I fell I know what heaven looks like. " China, which opened its doorways to Coca-Cola in 1979, had a billion people and a per capita consumption of one - one lone soft drink each year. In America, on average, every man, women and child gulped down three hundred servings a year! That made just the United States a $ 46 Billion dollar market. If Coca-Cola could boost the per capita consumption around the rest of the planet even a little, there are billions of dollars to be made. In many instances, the company's new crusade in the global marketplace was carried out using old-fashioned methods.
Bordeaux, France is a place where Coca-Cola never really caught on. So... a fresh-faced salesmen and saleswomen in bright red jackets hit the streets in the autumn of 1988 and plastered 35, 000 Coca-Cola stickers on every outdoor surface they could find, then gave away thousands of cups of Coke in a sampling campaign much like one that was initially used at the turn of the century. In other areas, the company tried futuristic approaches.
In Japan, where consumers were accustomed to buying a wide variety of goods from vending machines, Coca-Cola installed hundreds of thousands of state automated dispensers, an average of two for every square kilometer in the country, some of them equipped to take credit cards. After installation, these machines took over - taking 85 % of the soft drink market. When the Berlin Wall collapsed in 1990, the company rushed into East Germany, where a consumer survey showed 99 % of the public still knew the name of Coca-Cola, even though the product had not been for sale there since World War II. As the Soviet Union broke apart, the Coca-Cola executives opened up new plants throughout the newly capitalist nations of Eastern Europe, finding that Coca-Cola was welcomed both as a source of cash and a symbol Western freedoms. In Warsaw, a crowd broke into spontaneous applause at the sight of a Coke delivery truck coming down the street.
Guided by the policy "think globally, act locally, " the company tried to tailor its production and marketing practices to the different cultures everywhere it operated. When the 1996 Summer Olympics were awarded to Atlanta, a reporter asked a Coca- Cola executive if he was excited about having the Games come to the company's backyard. The response was "We have a very large backyard. " The above are perfect examples of Coke's advertising and media strategies, which tell a lot about the companies discourse of globalization. These examples show how the company has learned to cater to all kinds of people and places. Because of their "think locally" attitude, Coca-Cola has been able to globalize their industry incredibly. Eighty percent of Coca-Cola's income now comes from foreign places.
The following quote sums up the main reason why Coca-Cola is the global conglomerate that it is today: "Anywhere you go in the world, Coca-Cola is a hometown business... in Poland, we are a Polish business, and in Indonesia, we are an Indonesian business. " Bibliography:
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