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Management's Achievement Claims Perspective - Paper

Management's Achievement Claims Perspective

It is to no one's surprise that Coca-Cola is one of the world's largest
companies. Fourteen years ago, Coca-Cola began building credibility to its
investors by never over-promising, just consistently hitting long-term growth
targets. In Great Britain, Coca-Cola surpassed two leading teas of consumption
per capita. People said it would not be possible, but Coke did it. That is
just one example.
Coca-Cola's management believes in the theory that people need 64 ounces
of liquid everyday to survive. Right now, Coke only accounts for an average of
less than two of those ounces. They believe that by adding strength to the
world's strongest brand, it will help people make Coke a ...

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4%. Coke is expecting an even greater increase in 1996 because their
Canadian bottler signed with two major grocery retailers. Coca-Cola used Canada
as a lesson they can use as a guide worldwide never repeat.
CEO, Robert Goizueta believes that there is no limit to your growth. He
will not allow boundaries to be set. It is evident to me that Coke is not
setting boundaries considering that they have a bottler in almost every corner
of the world. Coke is focused on strengthening world wide markets and creating
new ones. In this report, they state how the will improve sales in Nigeria,
China, South Africa, and Canada.
Of all the Financial Reports I have read (Anderson Consulting, Home
Depot, Green Park, etc.), Coca-Cola is a company in which I believe what the
management claims. Coke has a great responsibility of making investors,
employees, and consumers happy all over the world. Why would they blow it??
Coke realigned their management team at the beginning 1996 to ...

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Management's Achievement Claims Perspective. (2006, November 17). Retrieved April 29, 2024, from http://www.essayworld.com/essays/Managements-Achievement-Claims-Perspective/55725

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PAPER DETAILS

Added: 11/17/2006 02:37:30 PM
Category: Economics
Type: Premium Paper
Words: 642
Pages: 3

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