2.Organizational structure diagram. Business organization chart 2.1 VIETNAM COCA-COLA CULTURE
Coca-Cola Vietnam operates on the basis of seven cultural values belonging to two groups
Value factors and normative factors thereby create the leadership style of the leaders
corporate governance and govern all activities of company members. 1. Value factor group:
Personal initiative: The company values the personal initiative of all members to
proactively complete personal and departmental goals towards achieving the company's
overall goals. The company creates conditions for individuals to develop their strengths.
(Vietnamese traditional culture emphasizes community. What is personal is what belongs to the community.)
- Team spirit: Collective results are appreciated more than individual results. (tradition of
solidarity of the Vietnamese people)
The company encourages employees to complete their goals, in addition to caring and
helping members of the team, in departments and in the company to complete their own
goals to achieve common goals. .
- Customer benefits: The company advocates operating according to the principle of "far
exceeding customer expectations". Desire to provide consumers with products and
services of the best quality. Provide partners with guaranteed profits in their business projects.
- Human resource development: Each employee has a certain potential to develop a
successful career at Coca-Cola Vietnam. The company has a clear and specific training
roadmap to stimulate and develop those potentials. 2. Element group of standards:
- Integrity: Honesty, openness and frankness are the foundation for employee selection, it
is bound by regulations and nurtured in a favorable environment.
- Respect and trust: Individuals always respect each other and build trust together.
- Commitment: Be responsible and carry out what has been committed to superiors,
colleagues, subordinates and customers.
3. Group of atmosphere factors and leadership style
Influenced by the Company's seven cultural values, Coca-Cola Vietnam's leaders follow
a democratic style and are close to subordinates and employees. Management decisions
are also governed by these seven cultural values. In addition, because it is operated by the
Coca-Cola Group, Sabco is a bottling partner of the Coca-Cola Group, so planning
decisions are local and short-term. 4. Group of tangible elements:
- Brand: Inheriting the success of the Coca-Cola brand globally and its closeness to
Vietnamese consumers, "Coca-Cola" is considered to represent a carbonated beverage
with a rich color. caramel, just like “Honda” represents motorcycles.
- Slogan: Coca-Cola's slogan does not remain the same but changes to suit each business
period. For example: "If you don't try, you won't know", "The magical spring starts with Coca-Cola", ...
- Color: The color representing Coca-Cola is red - the color of enthusiasm, the color of victory.
- Language: In its operations, the Company uses two main languages in parallel: English
and Vietnamese. English for synchronization in the common information and data system of the Vol
group, Vietnamese shows respect for the culture of the people and country of Vietnam Business activities: Focus on key markets
Coca Cola's strategy is not to invest widely but to focus on key markets. The company's
goal is to dominate large markets, not to spread its market across the world. According to
Coca Cola, have a strong foothold in large traditional markets first, then expand to
smaller markets. Therefore, in large traditional markets such as the US, China or Europe,
the Coca Cola symbol is always strong and leaves an impression on most people.
Coca Cola is the number 1 brand in the world, maintained continuously for many years,
and is also the number 1 carbonated soft drink in the world, a global brand known by
98% of the world's population. Coca Cola announced that its brand is the second most
understood term in the world after the word Okay.
Advantages and disadvantages of Coca Cola's organizational culture in Vietnam
Benefits of understanding organizational culture
Eliminate dysfunction when core values are inconsistent with those that drive organizational performance.
When cultural compatibility hinders mergers and acquisitions.
Conflict occurs when existing core values become obstacles to diversity and when diversity hinders core values. Diverse advantages
Competitive advantage – cost, resource acquisition, generation, creativity, problem
solving and system flexibility arguments. Various disadvantages
Conflicts within the organization: bias, prejudice, racism, sexism, etc. Must be
maintained by both the individual and the organization itself: understanding, empathy,
tolerance and willingness to communicate next.
Organizational approaches: policies, practices, diversity training and culture.