Construct an agreed strategy plan


Task 3 –

4.3 Construct an agreed strategy plan that includes resource implications

A strategic plan provides Coca Cola with the roadmap it needs to follow a specific strategic direction and set of performance goals, deliver customer value, and be successful. Implementing their strategic plan is as important, or even more important, than their strategy. Implementation is the process that turns strategies and plans into actions in order to accomplish strategic objectives and goals.

De Wit, R., and Meyer, R., (2010)

The strategic plan addresses the how and why of activities, but implementation addresses the, who, where, when, and how. The fact is that both pieces are critical to success. Actually, Coca Cola can gain competitive advantage through implementation if done effectively.

The four key components necessary to support implementation are:




Physical Resources

Physical resources are needed in the Coca Cola business to ensure the organisation has specific places/building efficiently. These resources need to be maintained so that Coca Cola can perform well in each of their activities and roles, this also assuring safety in the workplace. (Walsh, and Linton, 2011)

Human resources planning:

This a process that identifies current and future human resources needs for Coca Cola to achieve its goals. HR planning should serve as a link between human resources management and the overall strategic plan of an organization.

5.2 Develop appropriate vision and mission statements for an organisation

Mission Statement

The Coca-Cola mission statement is “to refresh the world, to inspire moments of optimism and happiness, and to create value and make a difference.” (Coca

The importance of this mission statement for Coca Cola Ireland is to keep the employees aware and motivated. The mission statement would help Coca Cola in building and communicating an effective strategic plan. Coca Cola Ireland should develop its mission to generate a brand value. Coca cola has so far reached its mission of making its value in the country. However, there is still potential in the market and buying power which needs to be catered for. (Rahman, and Areni, 2014)

Mission statement play three critical roles in Coca Cola:

It will communicate the purpose of the organization to its stakeholders

It will inform strategy development

And develop the measurable goals and objectives by which to gauge the success of the organization’s strategy.

A good mission statement answers a number of significant questions about Coca Cola:

What are the prospects or needs that the company addresses?

What is the business of the organization? How are these requirements being dealt with?

What level of service is provided to the customers?

What values or principles guide the organization?


Coca Cola’s vision is to be extremely effective and fast moving organisation and to continue to succeed.

Guiding Principles

Establish a working environment that employees are motivated and give their best to the company.

Produce and introduce the world’s best product of drinks so that the needs of the people could be satisfied. Moreover, the value would be created.

Consider the suppliers and buyers; give them motivation to work efficiently and effectively.

In today’s world, a global issue of environment should be taken into consideration. It is the company’s core vision to keep a sustainable environment.

Focus on the return on investment and keep a check and balance on the financial markets.

Be loyal to the partners and receive loyalty from them (Ireland, Hoskisson, and Hitt, 2012).

5.3 Produce agreed future management objectives for an organisation

When Coca Cola plan their business’ future, they will generate a list of potential achievements they want it to reach. These are goals. Goals are statements the managers make about the future for the business.

Coca Cola’s Goals for 2020

The company’s goal is to try to give back as much as possible, more, than they take. They promise to do this by dividing into three main areas of focus:

Women: Increase the female workforce by 2020

Water: Conserve water worldwide

Wellbeing: Helping their customers to be happy and healthy.

(Amienyo, Gujba, Stichnothe, and Azapagic, 2013)

Importance of goals

Goals should align Coca Cola’s mission and vision statements, which are even more general and abstract statements of the company’s values and aspirations.

Coco Cola’ Objectives.

To identify the target market and know the customer’s needs and requirements.

Provide diverse range of products to the customers in the future.

Making a recognition and respect in the country for self-influence.

To make the products available all over the world so the customers can get what they want on time.

Providing beverages, clean drinking water and juices to the customers.

Goals vs Objectives




Broad Plan

Narrow Plan


General action

Detailed action

Mission Statement

Directly relates

Indirectly relates

Time frame

Long Term

Short to medium term

Strategic alignment

Whatever important business purpose and business strategy Coca Cola highlights; customer relationship, technology optimization, cost optimization or disruptive innovation; workplace practices must reflect and vigorously drive performances to deliver on that purpose and strategy and the corresponding market positioning.

(Becker, & Huselid, 2001).

The McKinsey 7S framework

This framework can be used in a wide variety of situations where an alignment is useful;

Improve the performance of Coca Cola

Determine how best to implement a proposed strategy

Examine the likely effects of future changes within the company

McKinsey (2008)

Coca Cola’s 5 point action plan

Coca Cola finalises action plans to:

to reach each strategic goal

Includes numerous methods for verifying and evaluating the actual extent of implementation of the action plan.

Task 4 –

6.1 Schedules for Implementing the Plan in the Organisation

This section presents the schedule for implementing the plan in the organisation which includes the tasks, deliverables, and timescales, responsibilities and review points.

The Gantt chart below shows that implementing the strategy would take around 90 days. Following this, all the objectives are to be achieved in the particular time period as specified in the Gantt chart.

Task Name

Start Date

End Date



New Strategy




Requirement Gathering




Need Analysis




Project Manager or Marketing Manager will gather the requirements




Consumer Opinion




This requires taking consumer opinions or perception regarding the new strategy for Coca Cola Ireland




Conducting surveys from consumers to fine tune the strategy
Content Analysis




Analysis of the Data collected from opinion interviews and consumer surveys
Schedule and Budget




Budget planning




Project Manager will pan budget along with the team
Budget Approval




The budget will be submitted for approval from higher authority
Marketing Campaigns




Viral Marketing




Deciding marketing campaigns for new strategy of Coca Cola
Social Media Marketing




Deciding marketing campaigns for new strategy of Coca Cola




Approval from Coca Cola Ireland




Project Manager will get approval from Coca cola Ireland
Approval from Coca Cola HQ




Project Manager will get approval from Coca cola HQ

6.2 Create appropriate dissemination processes to gain commitment from stakeholders in an organisation

Stakeholders are the individuals and groups whose outlooks and actions have an influence on the success of Coca Cola.

Stakeholders in Coca Cola

Internal Stakeholders:




Connected Stakeholders:

Governments and regulatory authorities

Trade groups and industry and policy organizations



External or secondary stakeholders:


Stakeholder Communications

Communication is one of the most critical features of any change initiative. This means will help Coca Cola address significant questions around their communication effort:

Significant Questions

Who are the people who need to know about the change?

What are the likely concerns for each group?

How is Coca Cola going to make sure they understand it?

What are the main points that each group of people need to know?

Thompson, R (2013)


Stakeholder Analysis

A Stakeholder Analysis is a beneficial way to recognise the people who need to know about the change and their likely concerns.

Identify the company’s Stakeholders

Classify the Stakeholders

Kennon,N., Howden, P., & Hartley, M., (2013)

Communication Plan

Now Coca Cola has a better understanding of who their stakeholders are, they can develop a Communication Plan. The Communication Plan gives them a planned, structured approach to their communications and makes sure that all the important stakeholders are consulted on their areas of interest and concern.

Methods for communicating

Meetings: One of the most common ways to communicate. They can differ from only 1 person to100 based on message.

 Lunch Meetings: These casual environments can be great for connecting, getting feedback, ideas, and work to build support.

Newsletters/ Email/ Posters: This strategy is one way communication and uses emailed updates, hard copy brochures, posters, newsletters mailed or emailed.

Phone Calls: This is the most common as it does not require the time and expense of travel. 

Information Communication Technology (ICT) refers to the technology that helps in the transfer of information.

Thompson, R (2013)


This is a private network available only to the staff of Coca Cola. Generally a wide range of information and services from the organization’s internal IT systems are available that would not be available to the public from the Internet.


Better internal communications

Improved customer service

Sharing of resources and best practice

6.3 Design monitoring and evaluation systems for the implementation of a strategy plan in an organisation


Strategic Evaluation:

Compares performance with desired results and gives feedback for management to assess and take corrective.

Alerts managers to problems in a suitable approach

Complications in Strategy Evaluation

Trouble forecasting the future with accuracy

Increasing number of variables

Rate of obsolescence of plans

National and global events

Reducing time duration for planning certainty

Evaluation and control process

This process guarantees that Coca Cola achieves what it was set out to achieve. It compares real with preferred performance and gives feedback that is required for the manager to evaluate results and take corrective action where necessary.

The process can be observed at in 5 stages:

Determine what to measure: The aims and objectives should be stated in clear terms that must include deadlines.

Establish standard of performance: requires accurate measurement by which the degree and quality of goal achievement can be determined

Measure Actual performance: This should be an ongoing repetitive process.

Compare actual performance against standards: This involves comparing measured results with established targets or standards previously set.

Take corrective action: If concrete results fall outside the chosen acceptance range, action must be taken to rectify the deviation.

Joseph Sarkis R.P. Sundarri (2000)

Strategic Control

This is a process that needs to take into account the changing assumptions both internal and external to Coca Cola on which strategy is established, always assessing the strategy as it is been applied and taking corrective action to modify according to changing circumstances. Coca Cola may need to readjust strategy implementation for any of these 3 questions.

Is there any need to change the strategy?

Is the strategy being implemented correctly?

In the preparation of the strategy is the location correct?

If yes, what kind of change is needed for strategic efficiency

There are four types of strategic control:

Premise Control: Premise controls allow the company to look at whether this theory is correct once they actually put their ideas into action.

Implementation Control: When Coca Cola design a strategy for the business, the manager will be required to implement it. Two basic types of implementation controls are monitoring strategic thrusts and doing milestone reviews

Special Alert Control: Special alert controls allow the company to reconsider the relevancy of their strategy in light of these new events

Strategic Surveillance Control: Strategic surveillance controls allow them to monitor multiple sources for these threats. 

Participants in Strategic Evaluation

Strategic evaluation and control of performance is a big percentage of strategic management process and strategic planning process, individuals who play a part in strategy formulation and implementation should also partici­pate in strategic evaluation and control of performance.

The following groups can take part in Strategic Evaluation and Control of performance.


Board of directors

chief executive

other managers

corporate, planning staff


Joseph Sarkis R.P. Sundarri (2000)

Measuring performance is a vital part of monitoring Coca Cola’s progress. It involves measuring the actual performance results of the company against its intended goals. This requires a top-down approach to setting performance criteria rather than a bottom-up approach that I often see occurring in many organizations.


Becker, B. & Huselid, M. 2001. The Strategic Impact of HR. Harvard Business School Publishing, Balanced Scorecard, May – June 2001

De Wit, R., and Meyer, R., (2010) Strategy: Process, Content, Context 4th Edition, Cengage Ltd.

Joseph Sarkis R.P. Sundarri (2000) “Factors for strategic evaluation of enterprise information technologies“, International Journal of Physical Distribution & Logistics Management, Vol. 30

Kennon,N., Howden, P., & Hartley, M., (2013) Who really matters? A stakeholder analysis tool, retrieved 5 June 2013

Rahman, K. and Areni, C.S., 2014. Generic, genuine, or completely new? Branding strategies to leverage new products. Journal of Strategic Marketing.

Thompson, R (2013) Stakeholder Analysis: Winning Support for Your Projects, retrieved 5 June 2013

Joseph Sarkis R.P. Sundarri (2000) “Factors for strategic evaluation of enterprise information technologies“, International Journal of Physical Distribution & Logistics Management, Vol. 30

Walsh, S.T. and Linton, J.D., 2011. The strategy-technology firm fit audit: a guide to

opportunity assessment and selection. Technological Forecasting and Social Change.


Strategic perspectives Strategic Objectives Strategic Outcome Measures (lag indicators) Performance drivers

(lead indicators)

Time Frame in Yrs Expected Budget( £ million)
1 2 3 4 5 1 2 3 4 5 Total


F1: Grow (exceed product revenue goals) Increased Market share and ROE Maintain 3 x Quarterly revenue

4 4
F2: Succeed Quarterly sales growth Progress in organizational structure 3 3
F3: Survive Cash Flow No of stakeholders engagement forums 1.5 1.5 1.5 4.5
Customer (Sales team) C1: Improve sales Productivity Increase New SE first year revenue No. of Legislation reviewed






C2: Responsive Supply On-time delivery defined by the customer No. of policies reviewed



C3: New products Percent of sales from new product No. of staff training sessions conducted. 3 3 6
Internal Business P1: Design Productivity Engineering efficiency Progress in designing reporting tools 6 6 6 6 6 30
P2: New Product introduction Actual introduction versus plan Progress in Training all employees 4 4 8
P3: Manufacturing Excellence Cycle time, unit, Profit No. of materials produced 0.5 0.5 0.5 0.5 0.5 2.5
Learning & Growth 1: Product Focus Percent of products that equal 75% of sales Progress in undertaking capacity needs 0.5 0.5 0.5 0.5 2
2: Technology Leadership Time to develop new generation Stay informed on industry trends 1 1 1 3
3: Time To Market New product introduction versus competition New training Programs 2.5 2.5

Appendix 5.4 Develop measures for evaluating a strategy plan