Professional Documents
Culture Documents
INTRODUCTION..............................................................................................................3
PLANNING........................................................................................................................5
ORGANIZING................................................................................................................10
ANALYSIS OF THE ORGANISATION STRUCTURE.............................................12
LEADING.........................................................................................................................16
LEADERSHIP STYLE...................................................................................................16
CONCLUSION................................................................................................................20
SWOT ANALYSIS..........................................................................................................20
INTRODUCTION
The focus of this report is basically to analyze the different management
functions at Coca cola beverages Pakistan limited Karachi. These functions
include planning, organizing, leading and controlling.
History:
International:
Coca-Cola laid the foundation of the beverage industry when it was formed
in May 1886 in Atlanta. However it was not until 1895 that the idea of
selling coke in bottles was introduced. With the passage of time Coca-Cola
gained popularity and its product began to get recognized internationally.
Thus from its mere beginning in 1886 Coca-Cola has now been transformed
into a strong multinational with its product being currently recognized all
over the world. Coca-Cola, in fact, has now become one of the most famous
and widely consumed brands in the world. It has not only established its
footings in the beverage industry but is currently heading the list of the most
financially sound companies in the world.
Pakistan:
Although Coca-Cola is not a new name for the local market, Coca-Cola
Beverages Pakistan Limited (CCBPL) began its operations on 26 May 1996
in Pakistan. Coca-Cola Beverages Private LTD (CCBPL) is a joint venture
between Coca-Cola International, Fraser and Neeves Singapore and Package
Ltd. Initially it acquired National Beverages LTD Karachi and later acquired
International Beverages LTD Hyderabad .In May 1996 Fraser and Neeves, a
Singapore based bottler of Coke, bought off the local bottlers in Karachi.
Not long after it went on to acquire the bottling plants in Hyderabad as well.
Since then coke has made an impressive impact on the local market by
increasing it’s availability as well as its volume share. CCBPL has decided
to expand its operations in Pakistan by buying other bottlers all over
Pakistan. Implementing their plans of acquisitions of other plants they have
recently acquired all the plants in Pakistan as they are inclined to give more
attention to increase the market share in Pakistani market.
Products:
Coca cola Beverages Pakistan has a very narrow product range. It has the
following brands in Pakistan.
Coca Cola
Sprite
Fanta
These products are sold in the market in different sizes of bottles. These
sizes are available for all its products.
250ml
250 ml (Non Returnable)
300ml
1 liter
1.5 liter pet
PLANNING
AN OVERVIEW
A strategic plan, then, is the bridge to the future, which an organization uses
to lead from what it is to what it envisions it can become.
ENVIRONMENT:
The environmental factors affecting Coca Cola can be divided into:
CCBPL has a very flat hierarchy, consisting of just three layers. Thus, the
top management handles most of the goals setting and planning activities.
STRATEGIC GOALS:
The strategic goals are considered when company is thinking of the long-
term objectives but at coca cola strategic objectives and goals are set up for
three years. These strategic goals are decide by the top management with
consultation by the parent company head quartered at Singapore. However,
they are reviewed every year in the annual meeting to make sure that they
are in line with the changing environment. They are:
To continue to be an organization providing the quality products to
the valuable customers.
To select and retain the professional people for the organization.
To project an outstanding corporate image.
To satisfy the customer through extra ordinary service and an
excellent service along with the complete tactical and operational
support.
TACTICAL GOALS:
The top management of the company on an annual basis devises these goals
together with the consultation of the lower level employees. Then each
departmental director is given these annual tasks that then subdivide it on the
quarterly or monthly basis to have a proper check to ensure that these
objectives are achieved, mainly through marketing, is the job of the director
of each division. For this year, these goals are:
OPERATIONAL GOALS:
Operational goals are decided by the top management in consultation with
the lower level employees. They are following the concept of management
by objectives (MBO). Each employee is assigned its goals and is told what is
expected of him and then he is evaluated on the basis of certain rules and
regulations followed evenly by the company.
For example: a sales man is given following tasks, duties and certain targets:
Each salesman has to oversee around 100-125 outlets. The frequency of
visits to each outlet depends upon the sales of that particular outlet.
Normally, a salesman has to visit a single outlet thrice a week i.e. every
alternate day. This means that a salesman visits at least 20-30 outlets per
day.
Each salesman has to bring in at least three new accounts every month.
These may either be new customers or the reactivation of the discontinued
accounts.
Sales manager is made responsible for the performance and achievement of
operational goals and is assigned to set certain milestones for the salesman
so as to give him proper feedback, which definitely helps the salesman
achievement of the above-mentioned goals.
DECISION-MAKING
Competing in the market place is like a war. You have
injuries and casualties, and the best strategy wins
John Collins
decisions and explore and evaluate all the possible alternatives before
choosing the rationally economic and feasible solution.
Programmed decisions are made only by the top management with no
consultation what so ever with the line managers while the daily and routine
decisions are made by the line managers at the middle level with the prior
permission or approval from the general manager.
Decisions, which are normally taken at the top management, are related to
ORGANIZING
ORGANOGRAM
S a b i r S a m i
G e n e r a l M a
M r . M S o h h A o d f a z iA a b M l j m S r . a Fh N l ae i K shr o aha
F i n H a n u a m S c a a e l n e P s C r &o a I nd p M du i t uca a t ls
S A L E S D E P A R T M E N T
G e n e r a l S a l e s M a n a g e r
K o r a n g i S i t e
R e g i o n a l M a n a g e r R e g i o n a l M a n a
Z o n e s Z o n e s
Z o n e 1 Z o n e 1
R e g i o n a l o f f i c e r R e g i o n a l O f Z f oi c n e e r 2
Z o n e 3
S a l e s MS a nl e s m S a a n l e s m a S n a . l . e . s . m. . Sa . nan l e s m S a a n l e s m a n . . . . .S. .a n m e a s f o
t h e k o r a n g i
Z o n e r 4e g i o n
Z o n e 2
Z o n e 5
R e g i o n a l o f f i c e r R e g i o n a l O f f i c e r
S a l e s MS a nl e s m S a a n l e s m a S n a . l . e . s . m. . Sa . nan l e s m S a a n l e s m a n . . . . . . . n
Z o n e 3
R e g i o n a l o f f i c e r R e g i o n a l O f f i c e r
S a l e s MS a nl e s m S a a n l e s m a S n a . l . e . s . m. . Sa . nan l e s m S a a n l e s m a n . . . . . . . n
Z o n e 4
R e g i o n a l o f f i c e r R e g i o n a l O f f i c e r
S a l e s MS a nl e s m S a a n l e s m a S n a . l . e . s . m. . Sa . nan l e s m S a a n l e s m a n . . . . . . . n
Z o n e 5
R e g i o n a l o f f i c e r R e g i o n a l O f f i c e r
S a l e s MS a nl e s m S a a n l e s m a S n a . l . e . s . m. . Sa . nan l e s m S a a n l e s m a n . . . . . . . n
WORK SPECIALISATION:
The work specialization is high, as each Manager is made responsible for
only a particular function, which is his expertise. There is no boredom or
monotony as each salesman is meeting the different sort of person and the
work is challenging and promotions are based on performance there is no
monotony and boredom.
The salesman has to report to the sales manager. These sales managers are
responsible for the performance of the sales man and they are required to
provide them timely feedback. They are also required to provide the
guidance at any time and related to the issues related to the performance of
the employees. These salesmen are monitored on an on-going basis by their
manager, which serves as an effective control mechanism.
The employees have a lot of authority, responsibility and information
relative to the work that they are doing. However, all the information and
authority relative to the work is provided by their respective managers.
The procedure is same in the other departments as well.
SPAN OF CONTROL:
The span of control is low as there are 3-5 employees reporting to their
managers. This low structure is due to the fact that organization is a vertical
and different people have different works to do so. It is also difficult to
control more than five people and still manage the resources and people in
an effective manner.
RESOURCE ALLOCATION:
As far as resource allocation is concerned, the managers of each department
have the authority to utilize the organizational resources whenever needed
for the functions of his department. They have to get the approval from the
other managers if these assets belong to other managers. These resources
may be capital, human or any other available.
TRAINING:
At Coca cola on the job training is given the utmost importance. At first a
sales man is given information about the product, sales environment and
company policies and procedures. Ethical behavior is emphasized most so as
not to create any sort of bad habits which can cause great problems for the
company. Normally a new sales man is supposed to work under another
salesman to learn the basics of selling techniques and the overall
environment in which he will be working.
A salesman is then allowed to work under the salesman but he is asked to
perform all the operations by his own. These include filling out the route
card, dealing with the customers, communicating with to loader, cash
management, setting the visi cooler and the next days order to be loaded.
After doing all this if has any problems in learning then he is guided by
salesman, market developer, and sales manager if required.
Apart from this on the job training, the company also has some in-house
training facilities. The company has a sales hall in which all the sales
personnel are given some tips regarding the changes in the selling
environment and how to improve efficiency and efficacy. These tips are
normally given by the general manager.
Coca Cola also arranges some type of seminars, work shops and modules
related to the sales management, Forecasting of the daily sales,
merchandising, selling skills, supervisory techniques and other areas related
to the sales.
Coca Cola does not have any library and special trainers but they do have
the separate space for the training and they also use some sort of videos to
elaborate and show the examples of effective selling skills and techniques.
LEADING
LEADERSHIP STYLE
The general manager of the company is at the topmost position in the
organizational hierarchy, Even though he is not directly involved in its
operations he is responsible for taking major administrative decisions
regarding the company policy and Operations. Departmental managers are
responsible for leading and directing their subordinates. These leaders focus
on these areas:
Increasing business with a coordinated approach by helping each
other in its operations.
Encouraging the employees to give new ideas so as to increase the
customer satisfaction.
MOTIVATION
Employee motivation is given a very high consideration at CCBPL. At
CCBPL they have the policy of promotion from within policy. Promotions
are bestowed on the performance basis. This performance base motivates
employees to work hard and achieve the goals, which are very objective and
are perceived achievable by most of the employees.
Apart from this compensation plan is also a motivating factor as CCBPL is
paying more than the industry averages. Not only this different campaigns
and competitions between the employees itself are also used to motivate the
employees.
Managers play a vital role in motivating employees as they give them the
timely feedback about their activities. They also help them solve different
problems, which can be job related or personal problems. Working
environment and a challenging milestone are a major factor in employee
motivation at CCBPL.
COMMUNICATION
There is open environment in CCBPL, which discourages barriers among
the members sharing information. The top management consults lower ranks
before deciding on the policy matters and then these things are
communicated downwards. Every employee is allowed to see the general
manager at any time if he has any problem. Inter departmental
communication is done through formal and informal manners. Grapevine is
also used to get the feedback about the employees’ views about the
management.
CORPORATE CULTURE
The Top management at coca cola also try to emphasise to follow the
prescribed culture of the organization. CCBPL has formal and documented
values that are communicated to all the employees. To ensure proper
application of the rules and behaviour of the values, the top management act
as role models, and closely administer and review their employee’s
behaviour.
THE SLOGAN:
CONTROLLING
Control is done through the evaluation, which is based on the very objective
basis. Certain criteria are fixed in advance and if these criteria are not met
then the employees are asked and evaluated for the reasons and corrective
actions are taken by the respective managers. Different departments have
different criteria and different reporting and controlling systems. The
reporting, evaluation and control system of sales departments is follows:
Apart from this a sales person is also given a form to fill up for the next days
order to be loaded in the truck. This basically tells about the total sales of the
salesman according to the brand and the size of the product. This basically is
used by the human resources department to evaluate the performance and
calculating the total salary of the salesman.
CONCLUSION
SWOT ANALYSIS
STRENGTHS
STRONG MUTINATIONAL
Coca-Cola has a brand name that holds its own prestige in the world
market. The multinational entity of the Coca-Cola Pakistan gives it an edge
upon other competitors. The management of this beverage company
comprises of one of the most professional people and the strong financial
firmness guarantees it a solid backing to sell its products.
It is rated as the world’s number one cold drink and is famed for its
internationally well-known brand name “Coca-Cola”.
QUALITY OF PRODUCTS
REGULAR SUPPLY
AVAILABILITY OF PRODUCTS
In the past Coca-Cola was not available in abundance but now stiff
measures has been taken to increase its availability. The increase in the
procurement of Coca-Cola has done through new supply and distribution
measures and advertising campaigns
WEAKNESSES
MOTIVATIONAL FACTORS
LESS AVAILIBITY
The product is not available to the extent that it should be. If Coca-
Cola wants to make an impact in the market they will have to do more than
they are doing at the present moment.
LACK OF PROMOTION
The huge amount paper work takes a lot of time, which could be
effectively channeled to other important activities. The salesmen have to do
a lot of clerical work i.e. he has to fill a lot of forms (call slips, route riding
forms, cash memos, clearing bills etc.) at the shops and also after arriving
back at the factory. At the same time the management also complains that
the paper work leads to a lot of pilferage by the employees. All such
activities cause an overall great reduction in productivity.
LACK OF COORDINATION
OPPORTUNITIES
NEW MARKETS
THREATS
FAKE PRODUCTS
COMPETITOR’S SCHEMES
ACKNOWLEDGMENTS
I would take this opportunity to thank Ms. Saadia Kazi, our teacher for the
course of Principles of Management at the Institute of Business
Administration Karachi, for her valuable support and encouragement which
she has offered. Her words of wisdom will always be remembered, and I am
convinced that the knowledge of management that she has imparted would
go a long way in making good managers and helping us all through our
professional career.
This report cannot be solely attributed to my effort but it is indeed the joint
effort of many friends and well-wishers. There were times in the course of
preparing this report when things were tough and the future seemed dark. It
could not have been possible to write it, without the immense help of a few
individuals to whom I would like to offer my gratitude.
Thanks a lot!