Zeitgeist + management + happiness = Me, Inc.

... 탄산음료 시장에서는 코카콜라의 아성을 무너뜨릴 수 없다고 판단해 과감히 ‘비탄산음료’로 주력상품을 전환시킨 것이 핵심. 웰빙을 중시하는 소비자의 취향을 읽어 펩시는 ‘게토레이’ 같은 이온음료나 과일 천연주스 등의 비탄산음료 생산에 주력하는 등 전체매출에서 탄산음료 비중을 20%로 줄이고 대신 비탄산음료 비중을 80%까지 끌어올렸다. 여기에 피자헛, KFC, 타코벨 등 외식업체와의 제휴를 통해 코카콜라와 우회적으로 승부를 걸었고 미국 스낵의 60%를 점유하고 있는 Frito-Lay 프리토레이와 기능성 식품 Quaker Oats 퀘이커오츠사를 과감히 인수하는 등 종합 식품업체로의 변신도 꾀했다.

◇ 펩시 ＞ 코카콜라 : 탄산보다는 웰빙음료 ‘118년 만의 1위 등극’
◇ 닌텐도 ＞ 소니 : 고객층보다는 고객 니즈
◇ HP ＞ IBM : 하드웨어보다는 솔루션
◇ 하이트맥주 ＞ OB맥주 : 보리보다는 물
◇ 다시다 ＞ 미원 : 가공 보다는 천연
◇ 더페이스샵 ＞ 미샤 : 가격보다는 고급화
◇ KTF ＞ SK텔레콤 : 브랜드 보다는 상품

Management |영원한 2등은 없다…그들은 어떻게 절대강자를 꺾었을까이코노믹리뷰 2008.05.02

■콜라 탈피 종합 식품회사로 탈바꿈■
... 펩시의 경우 전체 매출에서 콜라를 포함한 탄산음료 비중이 20%대에 머물고 있는 점이 이 같은 사업 방향을 웅변하고 있는 대표적 예다.
  펩시는 제품군을 콜라 등 탄산음료 외에 오렌지주스, 트로피카나 등 과일주스와 생수, 이온음료 게토레이, 스낵 등을 고루 취급하는 종합식품회사로 탈바꿈했다. 
  특히 펩시는 도리토스 등을 생산하는 스낵 브랜드 ‘프리토레이’가 미국 내 선풍적 인기를 모으면서 미국 스낵시장 점유율을 60%대까지 끌어올리는 기염을 토했다. 
  그렇다고 펩시가 콜라 사업을 등한시 한 것은 아니다. 탄산음료의 판매 개척을 위해 멕시칸 음식 전문업체 타코벨을 비롯해 피자헛, KFC 등 외식업체와도 전략적 제휴를 통한 저변 확대를 꾸준히 추진하고 있기 때문이다.
... 코카콜라는 전체 매출액의 80%가 콜라 등 탄산음료 사업에서 나오고 있으며, 특히 지난해에만 탄산음료 사업을 대폭 강화하기 위해 마케팅에 무려 4억달러(약 4000억원)를 투자하는 등 콜라사업을 더욱 강화하고 있는 형국이다. ...

■‘눈가리개 광고’ 효과 서서히■ 
... 코카의 막강한 브랜드파워로 콜라시장을 제대로 공략하지 못한 펩시는 이색 마케팅을 펼쳐 고객 확보에 나섰다.
  입소문과 독특한 이벤트로 고객층을 파고드는 이른바 ‘버즈(Buzz) 마케팅’을 펼친 것이다.‘버즈’라는 단어는 입소문을 뜻한다.
펩시는 80년대부터 TV광고에서 눈을 가리고 콜라를 시음한 사람이 눈가리개를 벗으며 ‘어~펩시잖아’라고 외치는 독특한 방식을 활용해 큰 호응을 얻었다. 기존 브랜드파워를 배제하고 실제 맛을 통해 제품을 비교하자는 ‘블라인드 마케팅’인 것이다.
... 물론 콜라 사업이 전체 매출의 80%에 달하는 코카콜라에 비해 펩시 시장점유율은 아직 낮지만 어릴 때부터 펩시 맛에 길들여진 소비자를 확보하고 있다는 게 펩시의 미래 전략인 셈이다.

■‘안티 코카콜라’도 반전 한 몫■
코카콜라 경영진의 비효율적 경영방식도 펩시 입지를 더욱 굳건히 만든 호재가 되고 있다.
... 대표적인 예가 스낵업체 퀘이커 인수 실패를 꼽을 수 있다.
  코카는 향후 주요 사업모델 중 하나로 스낵사업을 내다보고 스낵업체 퀘이커를 인수하기로 했지만 이사회에서 인수를 반대해 결국 펩시에게로 넘어가는 실수를 범한 것이다.
  이에 비해 펩시는 스낵업체 퀘이커를 비롯해 프리토레이 등을 인수하는 등 사업다각화에 주력했다.
... 코카콜라의 이 같은 인권유린과 환경파괴는 미국 일부 대학에서 ‘안티 코카콜라’ 바람을 일으키는 소재로 부각했다. 미시건대와 뉴욕대 등 미국 내 10개 대학이 교내에서 코카콜라 제품 판매를 금지시키기로 하는 등 학교에서조차 ‘왕따’를 당하고 있기 때문이다.

[Biz] ‘펩시’ 어떻게 코카콜라 눌렀나 매경이코노미 2006-03-08

... 이번 포럼은 학계, HR컨설팅펌, 기업 인사책임자 등 국내 HR분야의 최고권위자 19인의 초청강연을 들을 수 있는 자리여서 기대를 모으고 있다. 주요 강사로는 김철 한국오라클 본부장, 육근열 LG화학 부사장, 조병린 삼양사 부사장, 한준상 연세대 교수, 박준성 성신여대 교수, 박경미 휴잇 어소시에이츠 대표, 성기영 머서 부사장 등이 참여한다.

1일차에는 'HR Hot Issue'에 대한 각 분야 전문가들의 발표가, 2일차에는 '핵심인재 선발', '성과관리', '조직문화와 혁신'이라는 3가지 주제 아래 각각에 맞는 HR전략 및 사례분석 발표가 있을 예정이다. 특히 2일차에는 각 주제에 따라 다양한 강연이 준비되어 있어, 관심있는 내용을 자유롭게 선택해 들을 수 있다. ...
[인크루트] 국내 HR분야 최고권위자 19인, 한자리에 모인다 2006-05-16

July-August 2008 > The Uncompromising Leader
Leaders of high-commitment, high-performance organizations refuse to choose between people and profits.

Russell A. Eisenstat is a former faculty member at Harvard Business School in Boston.
Michael Beer is a professor of business administration emeritus at Harvard Business School and chairman of the TruePoint Center for High Commitment and High Performance.
Nathaniel Foote is a former partner with McKinsey & Company.
Tobias Fredberg and Flemming Norrgren are on the faculty of the Chalmers University of Technology in Gothenburg, Sweden. Eisenstat, Foote, Fredberg, and Norrgren are all fellows of the TruePoint Center as well as consultants at TruePoint Partners, whose mission is to help leaders build high-commitment, high-performance institutions.

Managing the tension between performance and people is at the heart of the CEO's job. But CEOs under fierce pressure from capital markets often focus solely on the shareholder, which can lead to employee disenchantment. Others put so much stock in their firms' heritage that they don't notice as their organizations slide into complacency. Some leaders, though, manage to avoid those traps and create high-commitment, high- performance (HCHP) companies. The authors' in-depth research of HCHP CEOs reveals several shared traits: These CEOs earn the trust of their organizations through their openness to the unvarnished truth. They are deeply engaged with their people, and their exchanges are direct and personal. They mobilize employees around a focused agenda, concentrating on only one or two initiatives. And they work to build collective leadership capabilities. These leaders also forge an emotionally resonant shared purpose across their companies. That consists of a three-part promise: The company will help employees build a better world and deliver performance they can be proud of, and will provide an environment in which they can grow. HCHP CEOs approach finding a firm's moral and strategic center in a competitive market as a calling, not an engineering problem. They drive their firms to be strongly market focused while at the same time reinforcing their firms' core values. They are committed to short-term performance while also investing in long-term leadership and organizational capabilities. By refusing to compromise on any of these terms, they build great companies.

July-August 2008 >

First Person > Why Did We Ever Go Into HR?
Two recent Harvard MBAs who chose human resources as a career explain why it’s the next big thing.

Daisy’s Story
Matthew’s Story
Defining the New HR

Breitfelder and Dowling are two recent Harvard MBAs who have worked in fields typically chosen by alumni of esteemed business schools: strategy consulting, investment banking, you know the score. Ultimately, however, these promising young professionals decided to do the unexpected and enter human resources. They switched gears not to achieve work/life balance or avoid tough challenges but to get in early on a good thing, as any smart value investor would. HR sits, according to the authors, in the middle of the most important competitive battleground in business. Finding and retaining the best talent has become an increasingly vital competitive advantage, making HR a truly strategic function for any company today. Breitfelder and Dowling have seen this shift firsthand in their work at Goldman Sachs, Lehman Brothers, PricewaterhouseCoopers, and MasterCard-and have had it confirmed by their colleagues and former classmates at other top-tier firms. Such companies recognize the real value of excellent, motivated employees and are investing time and energy accordingly; in the process, they are defining what the authors call "the New HR." This HR of the future has five characteristics: It, like a business school, promotes active learning; it serves as an engine for both savings and revenue; it hatches and harvests ideas across organizational boundaries; it makes big places smaller by connecting people intimately and often; and it focuses on the positive, moving beyond fixing problems and enforcing rules to enhancing employee engagement and capitalizing on people's strengths. If that's what HR is becoming, why wouldn't you go into it?

The Art of Influence: Persuading Others Begins With You
by Chris Widener (Hardcover - Jul 8, 2008) 
영향력 : 다른 사람 마음에 나를 심는 기술 
이종선 해제/류지연 역 | 리더스북 | 2008년 04월

HBR > Jun 2008 > The Secrets to Successful Strategy Execution
Research shows that enterprises fail at execution because they go straight to structural reorganization and neglect the most powerful drivers of effectiveness—decision rights and information flow.
Gary L. Neilson is a senior vice president in the Chicago office of Booz & Company, a management-consulting firm. He is a coauthor of “The Passive-Aggressive Organization” (HBR, October 2005).
Karla L. Martin is a principal in the firm’s San Francisco office.
Elizabeth Powers is a principal in the New York office. 

When a company finds itself unable to execute strategy, all too often the first reaction is to redraw the organization chart or tinker with incentives. Far more effective would be to clarify decision rights and improve the flow of information both up the line of command and across the organization. Then, the right structures and motivators tend to fall into place. That conclusion is borne out by the authors' decades of experience as Booz & Company consultants and by the survey data that they have been collecting for almost five years from more than 125,000 employees of some 1,000 organizations in over 50 countries. From this data they have distilled--and ranked in order of importance--the top 17 traits exhibited by the organizations that are most effective at executing strategy. The single most common attribute of such companies is that their employees are clear about which decisions and actions they are responsible for. As a result, decisions are rarely second-guessed, and accurate competitive information quickly finds its way up the hierarchy and across organizational boundaries. Managers communicate the key drivers of success, so frontline employees have the information they need to understand the impact of their day-to-day actions. Motivators--like performance appraisals that distinguish high, adequate, and low performers and rewards for fulfilling particular commitments--are also important but are most effective when applied after decision rights and information flows have been addressed. That holds true for structural moves as well. Surprisingly, the most effective structural moves turn out to be promoting people laterally--and more slowly. How can you make the most educated and cost-efficient decisions about which change initiatives to implement? The authors have developed a powerful online diagnostic and simulation tool that can help you test the effectiveness of various approaches virtually, without risking significant amounts of time and money.

... 보고서는 "전략 실행이란 조직원들이 자신이 가진 정보와 자기 이익에 따라 행하는 수많은 의사 결정의 결과물"이라며 경영자들이 조직원들의 행위에 영향을 주기 위해 활용할 수 있는 핵심 수단으로 △명확한 의사 결정권 △원활한 정보 흐름 △일관된 동기 부여 △적절한 조직체계 등 네 가지를 꼽았다.
  또 대부분의 조직들이 성과를 높이려 할 때 당장 눈에 보이는 조직도부터 다시 그리는데 이는 미봉책일 뿐 근본적인 해법이 되지 못한다고 지적했다.
  몇 년만 지나면 다시 똑같은 문제를 안고 원점으로 돌아오게 된다는 것이다.
  따라서 전략에 맞게 조직을 바꾸려면 의사 결정권을 명확하게 하고 정보가 필요한 곳으로 흘러갈 수 있도록 하는 데서 출발해야 한다며 이 두 가지가 제대로 이뤄지면 많은 경우 조직 개편과 동기 부여 문제는 자연스럽게 해결될 수 있다고 주장했다. ...
성공적 전략실행 비법은… 부즈&컴퍼니 보고서 한국경제 2008-06-05

HBR > Mar 2007 > What It Means to Work Here
Every company needs a “signature experience” that sets it apart. By explicitly communicating what makes your firm unique, you can dramatically improve employee engagement and performance.

Tamara J. Erickson is the president of the Concours Institute, the research and education arm of professional services firm the Concours Group. She is based in Boston and has written several articles for HBR, including the McKinsey Award–winning “It’s Time to Retire Retirement” (March 2004).
Lynda Gratton is a professor of management practice at London Business School and the author of Hot Spots: Why Some Teams, Workplaces, and Organizations Buzz with Energy—and Others Don’t (Berrett-Koehler, 2007). 

What distinguishes a company that has deeply engaged and committed employees from another one that doesn't? It's not a certain compensation scheme or talent-management practice. Instead, it's the ability to express to current and potential employees what makes the organization unique. Companies with highly engaged employees articulate their values and attributes through "signature experiences"--visible, distinctive elements of the work environment that send powerful messages about the organization's aspirations and about the skills, stamina, and commitment employees will need in order to succeed there. Whole Foods Market, for example, uses a team-based hiring and orientation process to convey to new employees the company's emphasis on collaboration and decentralization. At JetBlue, the reservation system is run by agents from their homes, a signature experience that boosts employees' satisfaction and productivity. Companies that successfully create and communicate signature experiences understand that not all workers want the same things. Indeed, employee preferences are an important but often overlooked factor in the war for talent. Firms that have engendered productive and engaged workforces address those preferences by following some general principles: They target potential employees as methodically as they target potential customers; they shape their signature experiences to address business needs; they identify and preserve their histories; they share stories--not just slogans--about life in the firm; they create processes consistent with their signature experiences; and they understand that they shouldn't try to be all things to all people. The best strategy for coming out ahead in the war for talent is not to scoop up everyone in sight but to attract the right people--those who are intrigued and excited by the environment the company offers and who will reward it with their loyalty. 

- What separates great companies from merely good ones? Exceptional firms attract and retain the right people—employees who are excited by the company’s culture and values and who reward the organization with loyalty and stellar performance.
- How to get the right people on board? Don’t try to be all things to all employees, Erickson and Gratton advise. Instead, communicate your company’s signature experience—the distinctive practice that best conveys what it’s really like to work at your company and what makes your firm unique.
- Consider Whole Foods Market’s signature experience: team-based hiring. Employees in each department in every store vote on whether a new hire stays or goes after a four-week trial period. This experience sends a strong message about the company’s core values of collaboration and decentralization. It weeds out lone wolves—and attracts only people who share those values. Whole Foods’ reward? Highly engaged and productive workers in every team. 

Harvard Management Update > Jul 2007 > What Is Your Company's Signature Experience?
Lauren Keller Johnson [Harvard Business IdeaCast]
This article is based on an interview Harvard Business Review's Cathy Olofson conducted with Tamara J. Erickson, co-author of "What It Means to Work Here" (Harvard Business Review, March 2007, #R0703G) and president of The Concours Institute, the Watertown, Mass.-based research and education arm of The Concours Group.

Your company's signature experience is what you do especially well; it's the odd or unique process that makes your company stand out in people's minds. The benefits of identifying your signature experience extend beyond customers. This article presents ways to clarify and communicate your company's signature experience--to the benefit of customers as well as to job candidates, who can easily determine whether you offer the kind of environment that excites them and that will win their loyalty.