In the early nineties Coca-Cola moved aggressively into East Germany, sinking $450 million into government plants, transforming ex-Communists into devout Coca- Cola man and women. In 1991, Coke earned operating income of $800 million from the Eastern Europe community-as much as the entire company had earned during the New Coke year of 1985 (Pendergrast, 1993). .
By hooking up with strong multinational beverage companies, Goizueta used the power of their capital to multiply Coke's own investment in developing markets. As an example, he invested $40 million in Parle Exports, the India's biggest bottler. This deal gave Coke control of 60 percent of the Indian's soft drink market in 1993.Goizueta invested $500 million in China's market to build there 23 plants by the end of 1997 (Greising, 1998). Indonesia was simply described as a "soft drink heaven- (Greising, 1998, p. 289). Those moves were parts of Goizueta's building Coke's global system strategy (Pendergrast, 1993). .
For 16 years of his leadership as CEO, Coca-Cola Company had grown from 4 billion companies to 80 billion in sales. Coke's stock market value dramatically increased to 3,500% (Greising, 1998).Today Coca-Cola is world recognized corporation which continuously serves the communities around the globe.
STAFFING AND RECRUITMENT.
By Ibrahima Coulibaly.
As attested by Frederick Allen "Coca-Cola has grown into a global enterprise whose trademark is the most familiar-and inescapable-commercial symbol of the world."" (Allen 1994: inside cover) It is evident that the soft drink maker is one of the largest and most successful companies on earth. It becomes also clear that its personnel must have been and continued to be a very instrumental factor in achieving and maintaining this leadership position in the global market place. The foundation of a company's personnel is based on the quality of its overall staffing, which, encompass all aspects related to job analysis, design and planning, recruitment, assessment, and selection.