Coca-Cola: Evaluate vision and mission statement,

COCA-COLA COMPANY

Part 1
Most companies have something that resembles a vision, mission, set of values, and or stated goals/objectives that define who the company is and how the company plans to do business. However, organizations may not always label these statements properly - calling a vision a mission, or calling their values a set of beliefs. Sometimes, they do not have a mission at all, operating instead on a set of goals.

Hammonds, K. (2007). Michael Porter's Big ideas, Fast Company, 44, Retrieved on August 15, 2011 from: http://www.fastcompany.com/magazine/44/porter.html

Please critically evaluating the vision, mission statement, and goals/objectives of Coca-Cola.
In a paper, identify the company's mission, vision, values and goals. Keep in mind that this may not be how the company labels these elements - use your knowledge of such statements to identify them. Critically evaluate these elements, including consideration of how these elements do or do not account for stakeholder's interests. Suggest any changes that would strengthen these elements and bring them more into line with what the background readings suggest.

Part 2
The objective of this case is to complete an external analysis for The Coca-Cola Company, using Porter's 5-Forces Model and a PEST Analysis. Ultimately, this analysis will lead to some conclusions about opportunities and threats facing the company (the first part of the SWOT analysis).
SWOT analysis: Lesson. (2009). Retrieved on August 15, 2011 from: http://marketingteacher.com/Lessons/lesson_swot.htm
Zahorsky, D. (2009). A business owner's secret weapon: SWOT analysis. Retrieved on August 15, 2011 from: http://sbinformation.about.com/cs/bestpractices/a/swot.htm

Determine the scope of your analysis (entire company, selected business division?) and find the appropriate NAICS code. In a paper, write up the results of your external analysis, and be sure to label each of the 5-Forces as high, moderate, or low. Taken together, the 5 Forces analysis and the PEST analysis should lead to conclusions about the opportunities and threats facing The Coca-Cola Company as revealed by your research. The data you report from the 5-Forces and PEST analysis must be properly cited through in-text citations and a reference list, or footnotes.

Part 3
The objective of this Case is to complete an internal analysis for The Coca-Cola Company using the RBV Framework. The RBV Framework will provide evidence for your assessment of the organization's strengths and weaknesses, and will lead to the completion of a SWOT analysis.
SWOT analysis: Lesson. (2009). Retrieved on August 15, 2011 from: http://marketingteacher.com/Lessons/lesson_swot.htm
Zahorsky, D. (2009). A business owner's secret weapon: SWOT analysis. Retrieved on August 15, 2011 from: http://sbinformation.about.com/cs/bestpractices/a/swot.htm

Determine the economic value of The Coca-Cola Company. This may involve some assumptions as to the cost of capital; just be clear as to the assumptions you are making. In a paper, write up the results of your internal analysis, leading to conclusions about the strengths and weaknesses facing The Coca-Cola Company as revealed by your analysis.

Part 4
Identify the primary business strategy employed by The Coca-Cola Company.
In a paper:

1) Discuss the effectiveness of The Coca-Cola Company's strategy in the light of its internal strengths and weaknesses, and external threats and opportunities.
2) Has the company created any sustained competitive advantages?
3) Identify any unaddressed threats or missed opportunities.
4) What can The Coca-Cola Company do to build on its strengths and shore up its weaknesses by altering its strategic choices?
5) Complete the paper by commenting on how your view of The Coca-Cola Company's vision and mission has changed or has been reconfirmed by this process of strategic analysis. Would you make any suggestions to revise the strategy, mission or vision?

Part 5
Conclude the case study process by researching The Coca-Cola Company's strategic controls and their fit with the company's chosen strategy.
In a paper, critically evaluate the fit - or the lack of fit - between the company's mission, strategy, and organizational components critical to implementation. Do these components complement the strategy? Why or why not?