Analysis of Global Leadership Practices for the Coca-Cola Company

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Analysis of Global Leadership Practices for The Coca-Cola Company Robert Walbrun 11/25/2014 City University - Seattle Abstract This paper will discuss The Coca-Cola Company, a company that does business with international stakeholders. It will analyze the leadership practices of working across cultures and outline what the organization does well in this regard and what opportunities exist for improvement. In conclusion, this paper will recommend actions that should be taken to make improvements in relations with international stakeholders. Analysis of Global Leadership Practices for The Coca-Cola Company The Coca-Cola Company spans across over 200 countries with more than 3500 products worldwide (“Coca-Cola at a…show more content…
It makes strategic investments in local communities around the world to aid in the proliferation of its consumer base. In 2013 The Coca-Cola Company reconfigured its leadership structure to better support its global business (“The Coca-Cola Company announces”, 2012, para 1). "We organized the business to intensify focus on key markets, streamline reporting lines, and provide flexibility to adjust the business within these geographies in the future” stated Muhtar Kent, Chairman and Chief Executive Officer, The Coca-Cola Company (“The Coca-Cola Company announces”, 2013, para 8). Coke reorganized into three major operating businesses: Coca-Cola International, Coca-Cola North America and Bottling Investments Group (BIG). Coca-Cola International consists of business components in four regional groupings: Eurasia & Africa Group, Europe Group, Latin America Group and the Asia Pacific Group (Coca-Cola leaders, n.d.). These groups along with Coca-Cola North America allow the company to regionalize its business approach across the 200+ countries where its products are sold (“Coca-Cola at a glance”, n.d.). This not only allows it to take advantage of geographic proximity but also the interrelated cultural and economic similarities. (Ghemawat, 2005, para 8). Each of its regional groupings are broken down further into even more localized business units (Coca-Cola leaders, n.d.) allowing Coke the

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