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在2004年《福布斯》杂志“全美最有价值公司品牌”中,百事公司以561亿美元位列前十名,首次超越一直以品牌价值为傲的可口可乐;同时百事的股价也在一年多来开始领先于曾经是自己股价两倍的对手。在百事百年来的梦想成真、扬眉吐气之际,是怎样的理念和组织令百事永葆竞争活力?是怎样的战略为百事搭建起近乎完美的可持续发展模式? 无处不在的竞争西方有一则有趣的曾获得大奖的电视广告断片,表现的是一个彪形大汉无论如何也无法把粘在一起的可口可乐和百事可乐易拉罐分开,结果是推销一种
Among Forbes magazine’s America’s Most Valuable Company Brands 2004, PepsiCo topped Clarke for $ 56.1 billion for the first time, surpassing Coca-Cola, which has been proud of its brand value for the first time; and Pepsi shares are also trading for a year More to come ahead of the opponent who was twice as much as his share price. In Pepsi’s dream come true for a hundred years, when elated, what is the idea and organization so that Pepsi will always maintain the vitality of the competition? What kind of strategy for Pepsi to build a nearly perfect model of sustainable development? Ubiquitous competition in the West there is a Fun, award-winning TV commercials show a big guy can not in any case separate the Coca-Cola and Pepsi cans that stick together, and the result is a