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Coca-Cola(China),KeySuccessFactorsAnalysisCoca-Colacompanyfromitsinceptionin1886,hasbeenitsdeliciouscarbonatedbeverageproductshasswepttheworld,afterenduring117years.Coca-ColaenteredChinain1927,forsomereasonafterthewithdrawalofreturntoChinain1979,andsetupaCoca-Cola(China)Limited.NowCoca-Cola(China)Co.,Ltd.hasbecomeChina'slargestbeveragejointventure,eachofthetaxesturnedovertothecountryreachedthreebillionyuan.20years,Coca-Cola(China)Co.,Ltd.hasachievedexcellentresults,hasbecomeapioneerleaderinsoftdrinksalesmarketisregardedasspecimensofthesameindustryandmodel.Coca-ColaCompanyisabletodoinChina,madesuchahugesuccess?ThroughtheCoca-Cola(China)Beveragescompaniespersonalworkexperience,Iamdeeplyawareof:Coca-ColaCompanyisnotonlyabrandtocreateacompany,butalsoabasefortrainingandpractice,isfastmovingconsumergoodsindustry,'WhampoaMilitaryAcademy'.Itseekstocreatealltheconditionsfortheiremployeestoplaythestaffexpertisetodeveloptheskillsofemployees,andtapthepotentialofemployees,trulymakethebestuse.Coca-ColaCompanyisthecultureoftheachievementsofthesetalentedofthebrand.ThereforewecansayisuniqueandeffectivehumanresourcesstrategyformakingCoca-ColaCompanytocreateaspectacularperformance,becomingtheworld'sNo.1brandcompanies.Talentisthecompany'smostimportantbusinessresourcesarethemostvaluableofallthewealthofwealth.Properdevelopmentandselectionoftalentstrategy,effortstodevelopminingtalentintofullplaythepositiveroleofallkindsoftalents,isthekeytobusinesstowardsprosperity.Inthebusinessdevelopmentprocess,thedevelopmentofhumanresourcesonproductivityplayadecisiveroleintherealizationofcorporatebusinessstrategyplaysaguarantee.Talent'sbusinessskills,intelligencelevelandmanagementlevelishighorlowproductivitydirectlyrestrictstheeffectivenessofeachelementofplay,directlydeterminestheleveloflaborproductivity.Inshort,theactivitiesofproductionandoperationstalentisanindispensableelement,butalsootherelementsthatitplaysaleadinganddecisiverole.LetuscometoaconcreteanalysisofCoca-Cola(China)Co.,Ltd.talentstrategyinanumberofsuccessfulexperienceandunique.AtalentlocalizationstrategyWhetherpast,present,orinthefuture,aslongasenterprises,sellinggoods,allofthedevelopmentstrategy,businessstrategyandmarketingmethodshavetosuitlocalconditions,asmanagementandmarketingaretheunityofsciencewithpractice.Coca-ColaCompanyin1979toreturntoChina,thoughtherearealready90yearsofinternationalexperienceinmarketoperations,butreallystartedtooperateinChina,butstillfirsttimeapractice.IftheheadquartersofpapersittingintheUnitedStatestocarryouttheoperationwithoutanyspecificdecision-making,theresultunsatisfactory.Onlyintheunderstandingofthelocalconcreterealizationofthesituationandmakeaconcreteanalysis,carriedouttargeteddecision-making,andallowlocalpeoplearefamiliarwithlocalconditionstoimplementinordertoachievetheintendedpurpose.LookingatCoca-ColaCompanyemploymentstrategy,itsmostdistinctivepointisthat'localization'.OflocaltalentontheCoca-Colacompany'sdevelopmentphilosophyhasfar-reachingsignificance,theessenceofthetheoryare:(1)settingupacompanyinthemarketlocally,allemployeesareusinglocalpeople;(2)Salesprincipleofunitybytheheadofficeisresponsibleforthetrainingofpersonnel.'LetthewholeworldtodrinkCoca-Cola',servedaspresidentofCoca-ColaCompanyasamodelbyallthesewords.TogetpeoplearoundtheworlddrinkCoca-Cola,onlyqualifiedpersonnel,marketingandotherlocalization,inorderforthatmagnificentphrasepossiblebecomeareality.Therefore,itis'withthelocals','trainingbytheheadofficeisresponsibleforaunified'thisprinciple,sothatCoca-Cola(China)Companyhasmadethedevelopmentofrapidyetprovedsuccessful.Coca-Cola(China)Co.,Ltd.talentlocalizationstrategyembodiedinthefollowing.1,managers,localizationGenerallyspeaking,China'smultinationalemployeesgiveustheimpressionisoftenbeard,greeneyesandaliensuitsandties;jobisalwayshalfofthetimeinChina,office,halfofthetimeinvacationsabroad;exceptsecretary,nomorecommunicationwithinternalstaff,anunpredictablesituation;theexchangeoflanguageisnodoubtforeignlanguage.IntheCoca-Cola(China)Co.,Ltd.,iscompletelynotthecase:(1)InChina,morethan99%oftheCoca-ColasystememployeesareChinesestaff;intheCoca-ColaBeijingarea,inadditiontogeneralmanagerandchieffinancialofficerfromTaiwanandAustralia,otherindigenouspeopleinvariablythemainland.(2)Allmanagementstaffcommunicationlanguage,notonlyfluentinEnglish,aswellasfluentinChinese,andevenCoca-Cola(China)Co.,Ltd.areabletouseaforeignpresident,fluentinChinesedialogueandjokes;therearemanyforeigncolleagueshavealsousedtheCantoneseandotherdialects.(3)AlldocumentsbetweenthetwotextsareinChineseandEnglish.Itwilldonothingtoretainthemanagementoflocaltalent,isthereallocalizationliesitscharm.Imaginethereisanotherwhereamulti-nationalcorporationshavesuchabearing,onenteringthenon-nativecountrywoulddaretostarttheimplementationofsuchadrasticlocalizationofhigh-levelpersonnel?Thisisnot'glassceiling'isahugepromotionofspace,sothatthelocalmanagerswereabletoreallyremovetheworries,apragmaticmannerandthecompaniesjointlygrowupwithouthesitationfortheenterpriseforlongservice.2,thespecificloca