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It was not necessarily that Coca Cola wanted to invest in China, as it actually saw the opportunity to access a large consumer society and tried to get involved in exploiting this chance as fast as it possibly could. "The theme of the public's responses could be seen in many caricatures and cartoons on China's Internet. The Graphic from China's Economics Web and also spotted on Wall Street Journal blog shows Coca Cola trying to swallow Huiyan" (Scotton & Hachten, 156).
The Chinese Ministry of Commerce virtually recognized Coca Cola's hostile competition nature and concentrated on preventing the company from removing other products from the market. The recent years saw the company experience graduate success in China as a result of using strategies that it should have used from the beginning. It appears that the Chinese public appreciates the fact that Coca Cola is no longer aggressive and is unhesitant about supporting the company as long as it continues to maintain peaceful advertising plans (Sullivan 23).
One of the main reasons why Coca Cola had trouble experiencing rapid growth in China was that it failed to address people's needs. It was not necessarily that the Chinese did not enjoy drinking the beverage, as it was actually that people across the country were hesitant about supporting a company that was interested in buying some of the largest businesses in the territory. They felt that their national identity was directly threatened and thus emphasized the fact that they would not support aggressive foreign acquisitions.
What Coca Cola marketing directors need to understand is that it is essential for them to change their advertising techniques when entering new territories. However, it is also important to maintain the company's characteristic features. The 2011 Christmas season saw the company changing the color of its cans in an attempt to glorify polar bears and the importance of maintaining their habitat. This is actually a paradox, taking into account that failed to maintain the company's typical traits in an attempt to influence people to preserve the environment. If one were to be naive, the respective person might actually be inclined to believe that the Coca Cola Company practically sacrificed its sales earnings in hope that they would reach out to people and inform the masses concerning the active role that they need to play in slowing and even stopping global warming. "The campaign caused confusion among some drinkers who thought they were buying Diet Coke, which is sold in silver cans, and got "real" Coke instead. But others were outraged that Coke had abandoned its iconic red color" (Crothers).
It is intriguing to observe how Coca Cola's traditional advertising techniques are successful in most situations, especially when considering markets that have come to consider the beverage as being no different from domestic drinks. It also appears that the company's recent success is owed to its ability to focus on its problems and to invest large amounts of finances in fixing them. One of its most important cultural diversity-related programs is meant to encourage Coca Cola local dealers to employ minorities without expressing any kind of discrimination concerning particular groups. It is probable that the company is going to experience more success if it fraternizes with individuals from different backgrounds, taking into account that such interactions enable it to gain a more complex understanding of people's needs (Ferrell, Fraedrich, & Ferrell, 315).
Coca Cola's failure to experience success in a series of situation is surely surprising, taking into account that it virtually had the recipe for success and that all it had to do was to keep using most of the advertising techniques that it used in previous years. One of the main problems for which it was unable to effectively combat financial loss was the fact that it was unable to adapt to new markets while trying to change products back at home in an attempt to address what it considered to be the needs of the masses. Its leaders wrongly understood that it was important for them to keep all of their strategies when installing foreign company bases and that it was equally important to keep a domestic public happy with the company's tendency to be innovative.
Coca Cola managed to recover from the problems that it came across through the years precisely because of the company's magnitude. It is very likely that any small company experiencing problems in satisfying their customers or in providing new customers with what they needed would have rapidly experienced bankruptcy. Design is everything when considering this brand, but it is also important for its marketing directors to identify the strategies they need to use in order to experience success (Haig 3).
1. Crothers, Lane, "Globalization and American Popular Culture," (Rowman & Littlefield, 13.07.2012)
2. Ferrell, O.C., Fraederich, John, and Ferrell, Linda, "Business Ethics 2009: Ethical Decision Making and Cases," (Cengage Learning, 27.04.2009)
3. Haig, Matt, "Brand Failures: The Truth About the 100 Biggest Branding Mistakes of All Time," (Kogan Page Publishers, 03.05.2011)
4. Mills, Albert J., Helm Mills, Jean C., Bratton, John, and Forshaw, Carolyn, "Organizational Behaviour in a Global Context," (University of Toronto Press, 30.09.2006)
5. Morley, Michael, "How to Manage Your Global Reputation: A Guide to the Dynamics of International Public Relations," (Palgrave Macmillan, 2002)
6. Sullivan, Jeremiah J. "The Future of Corporate Globalization: From the Extended Order to the Global Village," (Greenwood Publishing Group, 2002)
7. Saltman, Kenneth J., "Coca-Cola's Global Lessons: From Education for Corporate Globalization to Education for Global Justice," Retrieved November 16, 2012, from the Teacher Education Quarterly Website: http://www.teqjournal.org/Back%20Issues/Volume%2031/VOL31%20PDFS/31_1/saltman.pmd-31_1.pdf
8. Scotton, James F., and Hachten, William a., "New Media for a New China," (John Wiley & Sons, 16.03.2010)
9. "Creating an Effective Organizational Structure." Retrieved November 15, 2012 from the…[continue]
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