The Global Partner Summary assignment is a continuation of the Partner Resource Exploration discussion forum. You are to analyze the data you have collected on your New International Venture final paper thus far, and complete the follow steps:
· Provide a two-to-four-paragraph summary of your international venture idea (for the New International Venture Final Paper in Week 6). Include an analysis of how you will utilize the host country resource partner for this paper. The resource partner is the person you contacted in the Partner Resource Exploration discussion forum.
· Create a one-page formal outline of your New International Venture final paper. You may view this tutorial Formal Outline (Links to an external site.) for help in creating an outline. Other additional resources you may use are Getting Started With Mergent (Links to an external site.) and Business Insights: Global (Links to an external site.) .
· Provide two to three SMART objectives or goals of the New International Venture final paper business venture.
In your paper,
· Summarize your international venture idea (for the New International Venture final paper).
· Analyze how you will utilize the host country resource partner for the final paper.
· Create a one-page formal outline of your final paper.
· Create two to three SMART objectives or goals for the Final Paper business venture.
The Global Partner Summary paper
· Must be 400 to 500 words in length (not including title and references pages) and formatted according to APA Style as outlined in the Writing Centers APA Style (Links to an external site.) resource.
· Must include a separate title page with the following:
· Title of paper
· Students name
· Course name and number
· Instructors name
· Date submitted
For further assistance with the formatting and the title page, refer to APA Formatting for Microsoft Word (Links to an external site.) .
· Must utilize academic voice. See the Academic Voice (Links to an external site.) resource for additional guidance.
· Must include an introduction and conclusion paragraph. Your introduction paragraph needs to end with a clear thesis statement that indicates the purpose of your paper.
· For assistance on writing Introductions & Conclusions (Links to an external site.) as well as Writing a Thesis Statement (Links to an external site.) , refer to the Writing Center resources.
· Must use at least two recent credible sources in addition to the course text.
· The Scholarly, Peer-Reviewed, and Other Credible Sources (Links to an external site.) table offers additional guidance on appropriate source types. If you have questions about whether a specific source is appropriate for this assignment, please contact your instructor. Your instructor has the final say about the appropriateness of a specific source for a particular assignment.
· To assist you in completing the research required for this assignment, view this Quick and Easy Library Research (Links to an external site.) tutorial, which introduces the University of Arizona Global Campus Library and the research process, and provides some library search tips.
· Must document any information used from sources in APA Style as outlined in the Writing Centers APA: Citing Within Your Paper (Links to an external site.) guide.
· Must include a separate references page that is formatted according to APA Style as outlined in the Writing Center. See the APA: Formatting Your References List (Links to an external site.) resource in the Writing Center for specifications.
“Chapter 1 Globalizing Business21Founded in 1892, Coca-Cola first entered Africa in 1929. While Africa had always been viewed as a back-water, it has recently emerged as a major growth market commanding strategic attention. Of the US$27 billion that Coca-Cola would invest in emerging econo-mies between 2010 and 2020, US$12 billion will be used to beef up the plants and distribution facilities in Africa. Why does Coca-Cola show such a strong inter-est in a deep dive in Africa? Both the push and pull effects are at work.The push comes from the necessity to find new sources of growth for this mature firm, which has prom-ised investors of 7% to 9% earnings growth. In 1998, its stock reached a high-water mark at US$88. But it dropped to US$37 in 2003. Since 2004, the share price has rallied again, rising from US$43 to a new peak of US$90 in November 2014 (adjusted for a 2:1 share split in 2012). Can Coca-Colas stock reach higher? Its home markets are unlikely to help. Between 2006 and 2011, US sales declined for five consecu-tive years. Further, health advocates accused Coca-Cola of contributing to an epidemic of obesity in the United States and proposed to tax soft drinks to pay for health care. While Coca-Cola defeated the tax ini-tiative, it is fair to say that the room for growth at home is limited. In Europe and Japan, sales are simi-larly flat. Elsewhere, in China, strong local rivals have made it tough for Coca-Cola to break out. Its acquisi-tion of a leading local fruit juice firm was blocked by the government, which did not seem to bless Coca-Colas further growth. In India, Pepsi is so popular that Pepsi has become the Hindi shorthand for all bottled soft drinks (including Coke!). In Latin America, sales are encouraging, but growth may be limited. Mexicans, on average, are already guzzling 665 serv-ings of Coca-Cola products every year, the highest in the world. There is only so much sugary water one can drink every day. In contrast, Coca-Cola is pulled by Africa, where it has a commanding 29% market share versus Pepsis 15%. With 65,000 employees and 160 plants, Coca-Cola is Africas largest private-sector employer. Yet, annual per capita consumption of Coca-Cola products is only 39 servings in Kenya. For the continent as a whole, disposable income is growing. In 2014, 100 million Africans earned at least US$5,000 per person. While Africa indeed has some of the poorest countries in the world, 12 African countries (with a combined population of 100 million) have a GDP per capita that is greater than Chinas. Coca-Cola is hoping to capital-ize on Africas improved political stability and physical infrastructure. Countries not fighting civil wars make Cokes operations less disruptive, and new roads pen-etrating the jungle can obviously elevate sales. Coca-Cola is already in all African countries. The challenge now, according to chairman and CEO Muhtar Kent,will be to deep dive into every town, every village, every township. This will not be easy. War, poverty, and poor infrastructure make it extremely difficult to distribute and market products in hard-to-access regions. Undaunted, Coca-Cola is in a street-by-street campaign to increase awareness and consumption of its products. The crowds and the poor roads dictate that some of the deliveries have to be done manually on pushcarts or trolleys. Through-out the continent, Coca-Cola has set up 3,000 Manual Distribution Centers. Taking a page from its playbook in Latin America, especially Mexico, Coca-Cola has aggressively courted small corner stores. Coca-Cola and its bottlers offer small corner store owners deliv-ery, credit, and direct coachingranging from the tip not to ice down the Cokes until the midday rush to save electricity, to helping on how to buy a house after vendors make enough money. In Africa, US-style accusations of Coca-Colas alleged contribution to the obesity problem are””Chapter 1 Globalizing Business21Founded in 1892, Coca-Cola first entered Africa in 1929. While Africa had always been viewed as a back-water, it has recently emerged as a major growth market commanding strategic attention. Of the US$27 billion that Coca-Cola would invest in emerging econo-mies between 2010 and 2020, US$12 billion will be used to beef up the plants and distribution facilities in Africa. Why does Coca-Cola show such a strong inter-est in a deep dive in Africa? Both the push and pull effects are at work.The push comes from the necessity to find new sources of growth for this mature firm, which has prom-ised investors of 7% to 9% earnings growth. In 1998, its stock reached a high-water mark at US$88. But it dropped to US$37 in 2003. Since 2004, the share price has rallied again, rising from US$43 to a new peak of US$90 in November 2014 (adjusted for a 2:1 share split in 2012). Can Coca-Colas stock reach higher? Its home markets are unlikely to help. Between 2006 and 2011, US sales declined for five consecu-tive years. Further, health advocates accused Coca-Cola of contributing to an epidemic of obesity in the United States and proposed to tax soft drinks to pay for health care. While Coca-Cola defeated the tax ini-tiative, it is fair to say that the room for growth at home is limited. In Europe and Japan, sales are simi-larly flat. Elsewhere, in China, strong local rivals have made it tough for Coca-Cola to break out. Its acquisi-tion of a leading local fruit juice firm was blocked by the government, which did not seem to bless Coca-Colas further growth. In India, Pepsi is so popular that Pepsi has become the Hindi shorthand for all bottled soft drinks (including Coke!). In Latin America, sales are encouraging, but growth may be limited. Mexicans, on average, are already guzzling 665 serv-ings of Coca-Cola products every year, the highest in the world. There is only so much sugary water one can drink every day. In contrast, Coca-Cola is pulled by Africa, where it has a commanding 29% market share versus Pepsis 15%. With 65,000 employees and 160 plants, Coca-Cola is Africas largest private-sector employer. Yet, annual per capita consumption of Coca-Cola products is only 39 servings in Kenya. For the continent as a whole, disposable income is growing. In 2014, 100 million Africans earned at least US$5,000 per person. While Africa indeed has some of the poorest countries in the world, 12 African countries (with a combined population of 100 million) have a GDP per capita that is greater than Chinas. Coca-Cola is hoping to capital-ize on Africas improved political stability and physical infrastructure. Countries not fighting civil wars make Cokes operations less disruptive, and new roads pen-etrating the jungle can obviously elevate sales. Coca-Cola is already in all African countries. The challenge now, according to chairman and CEO Muhtar Kent,will be to deep dive into every town, every village, every township. This will not be easy. War, poverty, and poor infrastructure make it extremely difficult to distribute and market products in hard-to-access regions. Undaunted, Coca-Cola is in a street-by-street campaign to increase awareness and consumption of its products. The crowds and the poor roads dictate that some of the deliveries have to be done manually on pushcarts or trolleys. Through-out the continent, Coca-Cola has set up 3,000 Manual Distribution Centers. Taking a page from its playbook in Latin America, especially Mexico, Coca-Cola has aggressively courted small corner stores. Coca-Cola and its bottlers offer small corner store owners deliv-ery, credit, and direct coachingranging from the tip not to ice down the Cokes until the midday rush to save electricity, to helping on how to buy a house after vendors make enough money. In Africa, US-style accusations of Coca-Colas alleged contribution to the obesity problem are”
