Foreign Trade Policy (EDL 411)-Semester IV

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Foreign Trade Policy (EDL 411)-Semester IV

Wal-Mart Stores Inc. (Wal-Mart) entered Japan in March 2002, through an alliance with Seiyu Limited (Seiyu), Japan’s fifth largest retailer in 2002. There were mixed reactions from analysts.

Some cited macro-economic factors like the low rate of growth4 and an aging population that made Japan’s retail market less than attractive. However, others felt that despite these factors, Japan’s $451 billion retail industry was sufficiently large to justify Wal-Mart’s interest.

As soon as it entered Japan, Wal-Mart brought in its best practices in retailing like Every Day Low Prices5 (EDLP) and Rollback,6 for which the firm was renowned. It also attempted to introduce substantial changes to the management of Seiyu stores by revamping its store layouts, and implementing Retail Link,7 its widely appreciated supply chain management software. Despite these efforts, Seiyu registered consecutive losses in 2003 and 2004.

Some experts commented that Wal-Mart’s retailing model was not suitable for Japan. They pointed out that Japanese consumers preferred conveniently located stores within the city and were not visibly price-conscious. They added that foreign retailers had trouble with procurements due to the multi layered network of suppliers and retailers in the Japanese retail sector.

Experts began to compare Wal-Mart’s experiences in Japan with its experiences in other countries such as Mexico and Germany. While Wal-Mart had a shaky start in Mexico, it later emerged as a market leader in the country. In Germany, however, it could not overcome initial setbacks and was still struggling. Experts wondered whether the Japanese venture would replicate the Mexican success story or the German misadventure. In August 2005, Wal-Mart announced that it was contemplating launching stores with its own brand name in Japan. This seemed like a bold move by Wal-Mart, especially since another big foreign retailer – Carrefour8 – had exited the Japanese market just a few months earlier in March of the same year, after struggling to establish itself for six years.

Despite its troubles with Seiyu, Wal-Mart also made a bid to acquire Japan’s fourth largest retailer Daeiei in 2004, when it was being restructured through a bailout. However, Wal-Mart’s bid for Daeiei was rejected in September 2005, dealing a big blow to its expansion plans in Japan. Had the bid been successful, Wal-Mart could have emerged as the second largest retailer in Japan after Ito Yokado.

In 1962, Sam Walton (Walton) and his brother James Lawrence “Bud” Walton opened the first Wal-Mart store in Rogers (Arkansas), USA. In the first year of its operations, the store registered sales of over $1 million. Initially, the Waltons concentrated on opening stores in small towns and introduced innovative concepts such as self-service. By 1967, Wal-Mart had 24 stores with sales of $12.6 million.

Encouraged by the early success of Wal-Mart, Walton expanded Wal-Mart’s operations to Oklahoma and Missouri in 1968. In the following year, Wal-Mart was incorporated as a company under the name Wal-Mart Stores Inc. In 1970, Wal-Mart established its first distribution center in Bentonville, Arkansas. The same year, it was also traded for the first time as a public limited company in over the counter9 stock trading. In 1972, Wal-Mart was listed on the New York Stock Exchange. Wal-Mart continued to grow in the 1970s, benefiting from its highly automated distribution system, which reduced shipping costs and time, and its computerized inventory system, which speeded up the checkout and reordering of stocks.

By 1975, there were 125 Wal-Mart stores in operation with sales of $340.3 million and 7,500 employees. The famous ‘Wal-Mart Cheer’ was introduced by Walton in the same year to foster cooperation and team spirit among employees (Refer Exhibit II for the Wal-Mart Cheer). In 1978, Wal-Mart purchased the Hutcheson Shoe Company, and later set up pharmacy, auto service center, and jewelry divisions.

By 1980, Wal-Mart had 276 stores with annual sales of $1.4 billion and by 1984 the number of stores increased to 640 with annual sales of $4.5 billion and profits of over $200 million. In the 1980s, strong customer demand in small towns led to the rapid growth of Wal-Mart.

Wal-Mart succeeded in smaller towns because it offered low prices and catered to the specific needs of small towns. It offered the kinds of products that were most in demand by customers and fixed the store’s business hours according to its customers’ convenience. This made Wal-Mart more popular than the local stores which offered limited selection and had high mark-ups…

In early 1990s, Wal-Mart announced that it would go global. It wanted to look for international markets for the following reasons:

» Wal-Mart was facing stiff competition from K-mart and Target , which had adopted aggressive expansion strategies and had started eating into Wal-Mart’s market share.

» Although Wal-Mart had the scope to expand in the US, it was becoming difficult for the company to sustain its double digit growth rate. Wal-Mart was suffering from soft sales and rising inventories, especially in respect of its Sam’s Club divisions.

» Wal-Mart also realized that the US population represented only 4% of the world’s population and confining itself to the US market would mean missing the opportunity to tap potentially vast markets elsewhere.

» In the early 1990s, globalization and liberalization opened up new markets and created opportunities for discount stores such as Wal-Mart across the world.

During the first five years of its globalization initiative (1991-1995), Wal-Mart concentrated on Mexico, Canada, Argentina and Brazil, which were close to its home market.

It started with Canada and Mexico due to the similarities in people’s habits, culture and the business environments in these countries and also because the North American Free Trade Agreement (NAFTA) made it easier for US companies to enter these markets.

Wal-Mart’s decision to enter Argentina and Brazil was based on the high growth rates of the Latin American markets…

In the 1990s, real estate prices in Japan declined, prompting many foreign retailers to enter the country. Wal-Mart started exploring the Japanese market in 1997. Other major foreign retailers Costco and Carrefour entered the Japanese market in 1998 and 1999 respectively (Refer Table V for foreign retailers in Japan). Costco and Carrefour entered Japan without a local partner and faced difficulties from the very beginning. This convinced Wal-Mart that it should partner with a Japanese company so as to enable it to understand the peculiarities of the Japanese market…

Wal-Mart and Seiyu identified IT and distribution as the key areas for reforming the retail business of Seiyu. During 2002-03, Wal-Mart also conducted extensive focus group researches and studied retailers in Japan so that it could apply this insight to the management of Seiyu’s stores. Seiyu launched a five-year plan in December 2002, called as the “New Seiyu”program. Through this Seiyu wanted to implement the best practices offered by the Wal-Mart model. In line with the above program, in August 2003, Seiyu began the roll out of Wal-Mart’s store information system called as “Smart System”.

As of 2005, Seiyu said that it did not hope to make any profits till 2006. The opening of the next Super Center would also be taken up only after 2006. The company had realized that it was not able to cut costs enough to allow it to offer really heavy discounts necessary to make customers shop regularly at its stores.

In Japan, as compared to the US market, Wal-Mart was still to achieve big efficiencies by leveraging Retail Link and increasing its purchasing. As Marra remarked, “In the U.S., Wal-Mart’s information technology and huge buying power allows the company to undercut rivals by some 15% across the board…

Question 1: Foreign retailers ____ and Carrefour entered the Japanese market in 1998 and 1999

Select one:

a. Zoomberg

b. Costco

c. Both a & b

d. All of the above

Question 2

Seiyu began the roll out of Wal-Mart’s store information system called as ______

Select one:

a. Technical zone

b. Tricky system

c. Both a & B

d. Smart System

Question 3

Wal-Mart also made a bid to acquire Japan’s fourth largest retailer ____in 2004,

Select one:

a. Zooiai

b. Chingai

c. Buzferrr

d. Daeiei

Question 4

Wal-Mart Stores Inc. (Wal-Mart) entered ___ in March 2002

Select one:

a. Korea

b. Japan

c. Russia

d. Europe

Question 5

Wal-Mart succeeded in smaller towns because it offered ___ and catered to the specific needs of small towns

Select one:

a. low prices

b. High Prices

c. Both a & B

d. None of the above

Question 6

Wal-Mart was facing stiff competition from K-mart and ____

Select one:

a. Local Players

b. National Players

c. Both a & b

d. Target

Question 7

Wal-Mart was listed on the _____

Select one:

a. Europe Markets

b. US Markets

c. New York Stock Exchange.

d. Bombay Stock Exchange

Question 8

Wal-Mart’s decision to enter Argentina and Brazil was based on the ___ growth rates of the Latin American markets

Select one:

a. Medium

b. Low

c. high

d. All of the above

Question 9

Wal-Mart’s information technology and huge buying power allows the company to undercut rivals by some ____ across the board…

Select one:

a. 15%

b. 12%

c. 10%

d. 14%

Question 10

Walton expanded Wal-Mart’s operations to Oklahoma and Missouri in ___

Select one:

a. 1968

b. 1984

c. 1965

d. 1986

10/10

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2nd Module Assessment

In January 2004, leading global automobile company and Japan’s number one automaker, Toyota Motor Corporation (Toyota), replaced Ford Motors (Ford), as the world’s second largest automobile manufacturer; Ford had been in that spot for over seven decades. In 2003, Toyota sold 6.78 million vehicles worldwide while Ford’s worldwide sales amounted to 6.72 million vehicles (General Motors, the world’s largest car manufacturer sold 8.60 million vehicles).

According to reports, while Toyota’s market share in the US increased from 10.4% in 2002 to 11.2% in 2003, Ford’s declined from 21.5% to 20.8% during the same period. Reaching the No.2 slot was a major achievement for Toyota, which had begun as a spinning and weaving company in 1918. Ford was reportedly plagued by high labor costs, quality-control problems, lack of new designs and innovations, and a weak economy during the early 21st century, which made it vulnerable to competition. Toyota, aided by its new product offerings and strong financial muscle had successfully used this scenario to surpass Ford and affect a dramatic increase in its sales figures. In November 2003, Toyota announced its financial results for the half-year ended September 30, 2003.

The company reported a 23% increase in net income (as compared to the corresponding period of the previous year) to $4.4 billion on revenues of $69.7 billion. This took Toyota way ahead of World’s top three automobile makers (at that time) by sales, General Motors (GM), Ford Motors (Ford) and Daimler Chrysler. Its market capitalization of $110 billion (on November 05, 2003) was more than the combined market capitalization of these three players. (See Table I).

Given the fact that in 2003, these top three companies were struggling to maintain their sales and profitability targets, Toyota’s performance was termed remarkable by industry observers (See Exhibit I for the company’s financials). Toyota had emerged as a formidable player in almost all the major automobile markets in the world. Interestingly, one of its strongest markets was the US, the world’s largest automobile market and the home turf of Ford and GM. Toyota had emerged as a strong foreign player in Europe as well, with a 4.4% market share. In China, which the company had identified as a strategic market for growth in the early 21st century, it had a 1.5% market share.

The other major markets in which the company was fast strengthening its presence were South America, Southwest Asia, Southeast Asia and Africa.3 Back home in Japan, it enjoyed a market share of over 43%. Analysts attributed Toyota’s growing sales across the world to its aggressive globalization efforts that began in the mid-1990s.

The company constantly strived to ensure that each of its market segments – Japan, North America, and Europe and other markets – generated one-third of the annual sales (See Exhibits II and III for revenues and revenue growth data in its core markets). This goal was at the heart of Toyota’s three globalization programs – New Global Business Plan (1995-1998), Global Vision 2005 (1996-2005) and Global Vision 2010 (2002-2010). In the light of Toyota’s intensifying globalization efforts, Toyota’s competitors themselves stated that Toyota could not be taken lightly. GM’s Chairman, John F. Smith Jr., said, “I would not say they will not make it. Toyota is an excellent company. They are very focused on what they do and they do it well, and that is what makes them great.”4

Toyota’s history dates back to 1897, when Japan’s Sakichi Toyoda (Sakichi) diversified from his traditional family business of carpentry into handloom machinery. He founded Toyoda Automatic Loom Works (TALW) in 1926 for manufacturing automatic looms. Sakichi invented a loom that stopped automatically when any of the threads snapped.

This concept (designing equipment to stop so that defects could be fixed immediately) formed the basis of the Toyota Production System (TPS) and later became a major factor in the company’s success. In 1933, Sakichi established an automobile department within TALW and the first passenger car prototype was developed in 1935. Sakichi’s son, Kiichiro Toyoda (Kiichiro), convinced him to enter the automobile business, and this led to the establishment of Toyota in 1937. During a visit to Ford to study the US automotive industry, Kiichiro saw that an average US worker’s production was nine times that of an average Japanese worker. He realized that to compete globally, the Japanese automobile industry’s productivity had to be increased…

In June 1995, Toyota announced the ‘New Global Business Plan,’ aimed at advancing localization (of production) and increasing imports (through collaboration with foreign automobile companies) over a three year period. A major objective of this plan was to increase Toyota’s offshore production capacity to 2 million units by 1998.

As part of the localization efforts, Toyota focused on increasing overseas production significantly by establishing new plants and expanding the capacity of the existing plants (See Table II for major initiatives taken under the New Global Business Plan).

Apart from this short-term global business plan, Toyota also came up with a long-term global business vision in June 1996, named the ‘Global Vision 2005.’ The major components of “Global Vision 2005″were, asserting a competitive edge in technology and accelerating globalization, while sustaining market leadership in Japan, by reclaiming its above 40% market share.

As part of its globalization efforts, the company focused more on increasing the production of automobiles in the areas where they were sold…

According to industry observers, the above scenario was due to a host of reasons such as excessive capacity, choosy customers, surplus workforce and intensified competition within Japan. In 1998, Japan sales accounted for a mere 38% of the company’s total sales, as compared to 52% in 1990.

Also, Toyota’s Japan sales contributed to a very small share of its total profits. US sales contributed to the majority share (80%) of the profits, followed by Europe. By the late 1990s; young buyers accounted for 30% of the customer base as compared to over 45% in the late 1980s. In 1998, models from rival companies such as Honda and BMW were more popular than the ones offered by Toyota. According to reports, Japanese youngsters felt that Toyota cars ‘lacked attitude.’ Toyota realized that by losing its young customers to other companies, it ran the risk of losing its future market as well. Analysts claimed that despite its efforts to cater to the young, the company had failed to give them zippy compact minivans and sports utility vehicles…

Cho decided to focus more on localization – he believed that by doing so, Toyota would be able to provide its customers with the products they needed, where they needed them. This was expected to help build mutually benefiting, long-term relationships with local suppliers and fulfill Toyota’s commitments to local labor and communities. Cho defined globalization as ‘global localization.’ Therefore, besides focusing on increasing the number of manufacturing centers and expanding the sales networks worldwide, Toyota also focused on localizing design, development and purchasing in every region and country…

In April 2002, Toyota announced another corporate strategy to boost its globalization efforts.

This initiative, termed the ‘2010 Global Vision’ was aimed at achieving a 15% market share (from the prevailing 10%) of the global automobile market by early 2010, exceeding the 14.2% market share held by the leader GM.

The theme of the new vision was ‘Innovation into the Future,’ which focused on four key components: Recycling Based Society; Age of Information Technology; Development of Motorization on a Global Sale; and Diverse Society (See Table III)…

By mid-2003, Toyota was present in almost all the major segments of the automobile market that included small cars, luxury sedans, full-sized pickup trucks, SUVs, small trucks and crossover vehicles. According to reports, while global vehicle production increased by 3.3 times since the early 1960s, Toyota’s production had increased by 38 times. As a result of its localization initiatives, Toyota had 45 manufacturing plants in 26 countries and regions by this time, and sold vehicles in 160 countries

By the end of 2003, Toyota seemed to be well on its way to achieving its globalization goals – worldwide sales of 6.57 million units in fiscal 2004; sales of 2.12 million units in North America by 2004; a 5% market share (800,000 units sales) in Europe by 2004; a 15% market share in the global market and a 10% market share in China by 2010.

Analysts felt that the following factors were helping the company in its quest to become a truly global automobile major: strong financial condition, globally efficient production system, unique corporate culture, and the ability to develop a product range that met the unique needs and desires of customers in different regions…

Question 1: 2010 Global Vision’ was aimed at achieving a___ market share

Select one:

a. 12%

b. 13%

c. 15%

d. 18%

Question 2

company focused more on ____ the production of automobiles

Select one:

a. Decreasing

b. increasing

c. Both a & b

d. None of the above

Question 3

Japanese youngsters felt that Toyota cars ___

Select one:

a. Expensive

b. Outdated

c. Both a & b

d. lacked attitude

Question 4

major objective of this plan was to increase Toyota’s offshore production capacity to 2 million units by___

Select one:

a. 1997

b. 1999

c. 2001

d. 1998

Question 5

The theme of the new vision was Innovation into the __

Select one:

a. Future

b. Present

c. Past

d. Both a & b

Question 6

Toyota had 45 manufacturing plants in ___ countries

Select one:

a. 45

b. 23

c. 26

d. 34

Question 7

Toyota Motor Corporation (Toyota), replaced Ford Motors (Ford), as the world’s ___ largest automobile manufacturer

Select one:

a. second

b. Third

c. First

d. Fourth

Question 8

Toyota seemed to be well on its way to achieving its _____goals

Select one:

a. globalization

b. Organizational

c. Both a & b

d. None of the above

Question 9

Toyota way ahead of World’s top three automobile makers by sales, General Motors (GM), Ford Motors (Ford) and ____.

Select one:

a. Toyota

b. Bugaati

c. Daimler Chrysler

d. All of the above

Question 10

_____invented a loom that stopped automatically when any of the threads snapped.

Select one:

a. Zaikuu

b. Sakichi

c. qashiin

d. All of the above

10/10

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3rd Module Assessment

In July 2003, Saudi British Bank (SABB), the Saudi Arabian associate of global financial services and banking major HSBC, won two prestigious international awards at the annualEuromoney 1 ‘Awards for Excellence 2003’ ceremony held in London. SABB was adjudged the ‘Best Bank’ and the ‘Best Equities House’ in recognition of its value added customer services and banking products.

The company was lauded as the most innovative banking products and services provider in the kingdom of Saudi Arabia. SABB Chairman Sheikh Abdullah Mohammed Al-Hugail was of the opinion that the award represented the recognition of the bank’s customer-first policy, “The recognition conferred on SABB is a reflection of the emphasis placed on providing high quality service to its customers, which has always been its top priority.”2 Geoff Calvert (Calvert), Managing Director, SABB said that the awards were, “A recognition of the bank’s efforts across a broad spectrum of areas, including customer service, recruiting and training Saudis to use state-of-the-art technology that facilitates a wide range of financial products and services.”3

SABB was also applauded for the successful execution of Saudi Telecommunication Company’s (STC) initial public offering (IPO). Reportedly, SABB was entrusted with this task by the Public Investment Fund (PIF), the investment division of the Ministry of Finance, Saudi Arabia, because of its technical capabilities and industry expertise. SABB was also the top broker on the Saudi Stock Exchange in 2002. Many industry observers felt that no other bank in Saudi Arabia matched HSBC’s expertise in offering localized financial services/products.

In fact, it was its customer-centric product development policy that helped HSBC establish itself firmly in the Saudi Arabian banking industry through SABB. The bank’s impressive financial performance over the years stood as a testimony to its success (Refer Exhibit I for SABB’s financial highlights for the period 1998-2002). SABB posted a net profit of SAR (Saudi Riyal4) 565 million during the six month period ended June 30, 2003. The bank recorded an increase of 16.1% over the income earned during the corresponding period in 2002 (SAR 487 million). Customer deposits at the bank also increased from SAR 33.1 billion on June 30, 2002 to SAR 36.5 billion on June 30, 2003 (Refer Exhibit II for details).

HSBC’s origins can be traced back to 1865, when Thomas Sutherland, the Hong Kong Superintendent of the Peninsular and Oriental Steam Navigation Company, realized the need for local banking facilities in China and Hong Kong. The bank was established as The Hong Kong and Shanghai Banking Corporation Limited in March 1865 with support from investors from Hong Kong, American, European and Indian firms. Offices were opened in both Shanghai and London in April 1865. In 1866, the bank formally adopted the name HSBC.

During the rest of the 19th century and the first half of the 20th century, the bank expanded rapidly in the Asia-Pacific region through organic growth as well as by entering into various strategic alliances. HSBC opened branches in Japan (in 1866, where it acted as a banking advisor to the government), Thailand (in 1888, where it printed the country’s first banknotes), India (1867), Philippines (1875), Singapore (1877) and other geographical locations which are now recognized as Malaysia, Burma, Vietnam and Sri Lanka. By the 1880s, HSBC became the banker for the Hong Kong Government and the only joint banker for British accounts in Japan, Singapore, China and Penang.

By 1902, HSBC had become the foremost financial institution in Asia and was regarded as the pioneer of modern banking practices in the Asia-Pacific region.

In spite of the disruption caused by the First World War to international trade, HSBC prospered and continued expanding within Asia. It opened new branches in Bangkok (1921), Manila (1922) and Shanghai (1923).

In 1946, after the Second World War, HSBC played an important role in reconstructing the Hong Kong economy.

HSBC’s support to skilled and experienced entrepreneurs contributed greatly to the revival of the manufacturing sector in Hong Kong. By the mid-1950s, HSBC’s total assets stood at HK$36 billion (Hong Kong Dollar). However, the company’s board realized that HSBC’s future growth prospects would be limited if it restricted its operations to Hong Kong and China. Thus, HSBC decided to diversify both its business and its geographical spread through a series of acquisitions and alliances. From 1953 onwards, HSBC expanded its operations mainly by acquiring other banks and forming alliances

HSBC’s decision to enter the Gulf region was a part of the group’s thrust on globalization in the 1950s. In 1959, the company commenced its operations in the Middle East by purchasing the British Bank of the Middle East. Originally known as the Imperial Bank of Persia, the British Bank of Middle East had pioneered banking operations in several Gulf regions during the 1940s and 1950s.

HSBC renamed the company HSBC Bank Middle East Limited. After this, HSBC began operating in places such as Aden, Libya, Sharjah, Qatar, Tunisia, Abu Dhabi, Morocco and Saudi Arabia. During the 1960s, the banking industry in the Middle East was going through a phase of nationalization. As a result of this, HSBC had to close operations in Aden, Libya, Syria and Iraq. However, the company reinforced its branch network in the oil rich countries and formed new alliances with local banks. In 1978, HSBC established the Saudi British Bank (SABB) as a joint stock company under Saudi Arabia’s royal decree. SABB was formed to take over the British Bank of Middle East’s branches in Saudi Arabia…

From 2000 onwards, SABB introduced several innovative products and services to compete with large-sized banks in the kingdom. The new Islamic banking products and services it offered were in line with the government’s policy of ‘Saudisation,’ which was aimed at encouraging the Islamic way of doing business and creating more employment/business opportunities for Saudi nationals.

In July 2000, SABB introduced ATMs in Riyadh and Makkah for the convenience of visually impaired customers. The first of its kind in Saudi Arabia, these ATMs allowed visually impaired customers to conduct transactions independently with complete privacy and security. In November 2000, SABB launched financial planning services which were similar to insurance policies. The bank offered two plans, Al Amal and Al Manar, aimed at helping customers plan for their future financial security. Under Al Amal, customers could take a policy for a specific amount for a specific duration. They paid a specified premium to the bank, which was credited to an Education and Protection fund. The amount in this fund was withdrawn by the customer at the maturity of the policy or after death, whichever occurred earlier…

SABB’s efforts towards introducing a new, unique banking experience to Saudi Arabian customers were rewarded not only through improved financials but also through growing clout in the country’s business scenario.

In 2002, SABB was ranked 10th among the top 100 companies in Saudi Arabia, an improvement from its 12th rank in 2000(Refer Exhibit V).

Industry observers said that this achievement was indeed noteworthy since SABB was the only bank from the medium-sized category to feature in the top 10 list.

A customer survey conducted by SABB in early-2003 revealed that the Islamic banking products and services launched through the Al Amanah Banking division were very well received and enhanced customer satisfaction.

This prompted the company to launch more such products: the Al Tomooh Account (May 2003) and the Al Mutamayazah Gold program (June 2003).

The Al Tamooh Account was a savings account designed for children below 18 years. Though children could not operate these accounts, they were issued ATM cards on request, with appropriate guidance from guardians…

Question 1: Al Amal, customers could take a policy for a specific ___ for a specific duration.

Select one:

a. amount

b. Time

c. Both a & b

d. None of the above

Question 2

Al Amanah ___ were very well received and enhanced customer satisfaction.

Select one:

a. Garments

b. Food

c. Both a & b

d. Banking division

Question 3

HSBC had become the foremost financial institution in ____

Select one:

a. Asia

b. Russia

c. Paris

d. Germany

Question 4

SABB Chairman Sheikh Abdullah Mohammed ___

Select one:

a. Al-Hugail

b. Mubaraq

c. Both a & b

d. All of the above

Question 5

SABB introduced ATMs in Riyadh and Makkah for the convenience of ______customers

Select one:

a. Blind

b. Deaf

c. visually impaired

d. All of the above

Question 6

SABB launched financial planning services which were similar to __ policies.

Select one:

a. Other State

b. National

c. Both a & b

d. insurance

Question 7

SABB was also applauded for the successful execution of Saudi Telecommunication Company’s (STC) _____

Select one:

a. Uganmmm

b. Marjinaah

c. initial public offering (IPO)

d. Riyaadh

Question 8

SABB was formed to take over the _____of Middle East’s branches in Saudi Arabia.

Select one:

a. WTO

b. British Bank

c. European Bank

d. Asian Bank

Question 9

The Al Tamooh Account was a savings account designed for children below ____

Select one:

a. 15 years

b. 18 years

c. 14 years

d. 21 years

Question 10

____was aimed at encouraging the Islamic way of doing business and creating more employment/business opportunities for Saudi nationals.

Select one:

a. Policies

b. Saudisation

c. Globalization

d. None of the above

10/10

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4th Module Assessment

In early 2004, Bumrungrad Hospital Public Company Limited (Bumrungrad) in Bangkok (Thailand) was named the ‘Best Small Cap Company,’ by the Singapore-based magazine Asiamoney.

The award was given on the basis of a 2003 poll conducted on more than 3000 fund managers, chief investment officers and heads of research at fund management firms, insurance companies and brokerage houses in the Southeast Asian region.

Bumrungrad (market capitalization of under US$500 mn) was selected from over 180 companies considered for the award.

On Bumrungrad’s remarkable achievements, Philip Owens, the Managing Director and Publisher of Asiamoney said, “This represents the first time that this award has been made to a hospital company in the twelve-year history of the poll.

One glance at our best-managed companies on our 2003 poll reveals that they have one talent in common – the ability to recover fast. Bumrungrad Hospital in Thailand certainly fits this description with its remarkable success story.”

On receiving this honor, Curtis Schroeder (Schroeder), CEO of Bumrungrad said, “We’re very happy to be recognized in this year’s poll.

Bumrungrad has made a remarkable recovery from the dark days of the Asian economic crisis through an effective restructuring and has emerged as the dominant regional player in the Southeast Asian healthcare care market for cost-effective international medical care.

This award is a wonderful capstone to the efforts of our management and employees.”4 Believed to be Southeast Asia’s largest privately managed hospital, the 554-bed Bumrungrad Hospital treats both Thai nationals and foreign patients. The hospital is becoming increasingly popular with foreign patients. In 2002, out of the 850,000 patients treated in Bumrungrad, there were 250,000 foreign patients, coming from over 130 countries across the world.

Since the mid-1990s, Bumrungrad has come a long way to emerge as a leading healthcare brand in the world. In 1997, when Thailand was hit by the Southeast Asian currency crisis5, Bumrungrad was among the several healthcare companies in Thailand that were severely affected. A vast majority of Thai patients moved away from private hospitals to government-run ones. However, Bumrungrad perceived this adverse situation as an opportunity for growth and followed an aggressive marketing strategy that targeted foreign patients to the hospital. Though Bumrungrad has been largely successful through its focus on foreign patients since mid-1997, the hospital faces a few important challenges in early 2004.

Bumrungrad faces fierce competition from leading hospitals in Thailand and other neighboring countries like Singapore and India, which are targeting the same clients by offering similar world-class healthcare facilities. Bumrungrad, therefore, has to discover new ways and means to differentiate its healthcare services from those of its competitors.

Established in September 1980, Bumrungrad6was initially a 200-bed facility. The initial investment for setting up the hospital was Thai Baht7 90 mn.

The hospital was jointly owned by Bangkok Bank and the Sophonpanich family, one of Thailand’s leading business families.

In 1989, ungrad went public and its shares were listed on the Thai Stock Exchange. Over the next decade, Bumrungrad adopted several innovative practices to emerge as the best privately managed hospital in Thailand.

The significant increase in the number of domestic patients in its care over the years led to many fold increase in its revenues. In January 1997, Bumrungrad shifted to its new facility located at the centre of Bangkok. Constructed at an estimated cost of $110 mn ($60 mn raised through offshore loans), the 12-floor building had 554 beds and 21 operation theatres…

In the late 1990s, Bumrungrad participated in an international road show organized by the export promotion department of Thailand commerce ministry. It was around this time that Thailand began promoting medical tourism as an ‘export’ product – one which could earn valuable foreign currency for the country (Refer Exhibit I for the medical tourism industry scenario in Thailand).

Soon, Bumrungrad opened representative offices in Ho Chi Minh City (Vietnam), Yangon (Burma), Dhaka (Bangladesh) and Laos (Cambodia).

The offices provided assistance to foreigners, helping them to procure visas and make travel arrangements, and providing cost estimates to patients intending to get treated.

They even coordinated arrangements for picking up and dropping off patients at Bangkok airport with the Bumrungrad hospital staff. Sales representatives were sent to other Asian countries to create awareness and promote Bumrungrad…

Bumrungrad had a western-style ambience in the hospital to woo foreign patients. The lobby of the hospital resembled a five-star hotel, with a ceiling as high as two floors, teak pillars and plush sofas and armchairs. Attractive oriental carpets covered the marble floors, while flowering trees and shrubs were tastefully arranged around…

Well-planned pricing was a major contributor to Bumrungrad’s success. The healthcare costs at Bumrungrad were significantly cheaper than those at similar medical facilities at Hong Kong, Singapore and the US

On the importance of pricing, Schroeder said, “If you’re flying several thousand miles, the issue is the combination of quality and price. As long as quality is held to be as good or better, price is the most compelling factor.” The room rent included nursing care and general medical services….

By 2002, Bumrungrad’s strategy of wooing foreigners reaped rich dividends with the hospital witnessing more than three-fold growth in the number of foreign patients between 1997 and By 1999, foreign patients accounted for 28% of its total customers compared to 11% before the 1997 crisis…

In February 2003, Bumrungrad opened an outpatient pediatric centre, called Kids’ Village. Constructed at an estimated cost of 20 mn Baht, the centre was the largest children’s medical care center in Thailand.

The center aimed to attract 30,000 children per month compared to the current influx of nearly 10,000 children every month. The centre had 48 qualified pediatricians, representing different pediatric disciplines such as allergy, nephrology, endocrinology, psychiatry and so on.

The center offered several medical services in a kid-friendly environment as it was painted with blue skies, clouds, etc. and had colorful treatment rooms and an entrance center, to make kids feel relaxed.

It had a Well-Baby center, with a separate entrance and waiting room for kids with immunizations and who were likely to be sick…

With its state-of-the-art medical and other infrastructural facilities and its world class healthcare services standards, by early 2004, Bumrungrad has emerged as one of the best-managed hospitals in the world.

Having achieved this remarkable growth in its business resulting in significantly improved financial performance over the past five years, Bumrungrad’s main challenge will be to sustain this growth in future, especially in the light of tough competition from local players in Thailand as well as hospitals from other emerging healthcare destinations in the world (Refer Table IV).

In 2004, Bumrungrad faces tough competition from local players, who are upgrading their services and infrastructural facilities to be on par with those at Bumrungrad. Industry analysts say that it may not be difficult to imitate the unique services offered by Bumrungrad…

Question 1: Bumrungrad faces tough competition from _____

Select one:

a. Globalized players

b. National Competitors

c. local players

d. All of the above

Question 2

Bumrungrad had a ______ ambience in the hospital

Select one:

a. European

b. Russian style

c. both a & b

d. western-style

Question 3

Bumrungrad has come a long way to emerge as a leading ____brand in the world.

Select one:

a. healthcare

b. Food zone

c. Mobile

d. None of the above

Question 4

Bumrungrad has made a remarkable recovery from the dark days of the ____ economic crisis

Select one:

a. Asian

b. German

c. Indonesian

d. South African

Question 5

Bumrungrad Hospital Public Company Limited (Bumrungrad) in Bangkok (Thailand) was named the ____ by the Singapore-based magazine Asiamoney

Select one:

a. Small Force

b. Justice premise

c. both a & b

d. Best Small Cap Company

Question 6

Bumrungrad Hospital treats both ___ nationals and foreign patients

Select one:

a. Europe

b. US

c. UK

d. Thai

Question 7

Bumrungrad opened representative offices in Ho Chi Minh City (Vietnam), Yangon (Burma), _____ and Laos (Cambodia).

Select one:

a. Dhaka (Bangladesh)

b. Nepal

c. both a & b

d. None of the above

Question 8

Thailand began promoting medical tourism as an _____product

Select one:

a. Unique

b. National

c. ‘export’

d. Import

Question 9

_____CEO of Bumrungrad

Select one:

a. Dr. Ranaio

b. Curtis Schroeder (Schroeder)

c. James

d. None of the above

Question 10

_____was a major contributor to Bumrungrad’s success.

Select one:

a. Marketing

b. Well-planned pricing

c. Advertisement

d. None of the above

10/10

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5th Module Assessment

From January 1, 2006, the University of Michigan in the US put on hold the sale of the products of The Coca-Cola Company (Coca-Cola) in all its campuses, thus becoming the tenth US University to do so. The ban was the outcome of a relentless campaign by student activists and trade union groups, who accused Coca-Cola of violent labor practices in Colombia and of creating environmental problems in India.

The University of Michigan issued the orders for the ban based on the recommendation of its University Dispute Board. This was following the inability of Coca-Cola to meet the deadline of December 31, 2005 that required agreeing on a protocol on the findings of the commission formed by a set of universities in the US.

The commission had offered to investigate the company’s labor practices and that of its bottlers in Colombia.

Coca-Cola did not want the findings of the commission to have any legal consequences but the attorneys in an earlier lawsuit against Coca-Cola and its bottlers in Colombia insisted that the findings should be legally admissible in court of law in the US.

Other prominent US universities that had banned Coca-Cola on similar grounds were the New York University, the largest private university in the US, Rutgers University in New Jersey, and the Santa Clara University in California. The University of Michigan and The New York University were Coca-Cola’s largest campus markets in the US.

 Coca-Cola’s annual contracts with the University of Michigan, which had over 50,000 students, were worth around US$ 1.4 million in sales in 2005. The campaign by student activists and trade union groups to ban Coca-Cola had been going on for several years in different countries. Coca-Cola was accused, along with its bottling partners, of hiring paramilitary death squads in Colombia to kidnap, intimidate, or kill its union leaders and other workers at its bottling plants. Since 1989, around eight union leaders of Coca-Cola’s plants in Colombia had been murdered and many others abducted and tortured. In India, Coca-Cola had to face opposition from the local people around its factory in Plachimada, Kerala,4 who charged that the company was responsible for the draining of the underground water table.

In 2003, a BBC5 report revealed that Coca-Cola was distributing improperly treated sludge containing toxic carcinogens and heavy metals like cadmium and lead, as fertilizer to farmers in the region. Coca-Cola shut down this plant in March 2004 owing to mounting pressure. The company then decided to shift its operations to a nearby industrial zone, the Kanjikode Industrial Area.

There were also protests at Coca-Cola’s Mehdiganj plant in North India over similar issues. In addition to these accusations, in 2003, the Center for Science and Environment (CSE),6 made public the findings of its study wherein it reported that the products of both Coca-Cola and PepsiCo Inc. (Pepsi) that were sold in India, had a cocktail of harmful pesticide residues in them.

In an official statement, Coca-Cola denied that it had used death squads in Colombia. The company said that two judicial investigations in the country had not found any evidence in support of such allegations. Coca-Cola also claimed that there was no evidence linking it or its bottlers with the groundwater problems at its factory locations in India…

The Coca-Cola drink, popularly referred to as ‘Coke’, is a kind of cola, a sweet carbonated7 drink containing caramel8 and other flavoring agents. It was invented by Dr. John Smith Pemberton (Pemberton) on May 8, 1886, at Atlanta, Georgia in USA.

 The beverage was named Coca-Cola because at that time it contained extracts of Coca leaves and Kola nuts.9 Frank M. Robinson (Robinson), Pemberton’s book-keeper and partner, who came up with the name for the drink, suggested that it be spelt Coca-Cola rather than Coca-Kola because he thought the two C’s would look better while advertising. Robinson designed the now world famous Coca-Cola trademark as well. Pemberton later sold the business to a group of businessmen, one of whom was Griggs Candler (Candler). By 1888, several forms of Coca-Cola were in the market competing against each other. Candler acquired these businesses from the other businessmen and established The Coca-Cola Company in 1892. He aggressively marketed the product through advertising, distribution of coupons and souvenirs, and promoted the brand name Coca-Cola…

Coca-Cola had always believed that it conducted its business with responsibility and ethics. The company’s business practices were aimed at creating value at the marketplace, providing excellent working conditions, protecting the environment, and strengthening the communities in the places of operation.

Commitment to quality and a code of business conduct were evolved to ensure good business practices. According to Coca-Cola, its commitment to quality was reflected in every facet of its business. These included commitment to product quality, quality in business processes, and in its relationships with suppliers and retailers.

The quality system was reviewed constantly so that the performance bar for these standards was always kept high. The quality guidelines were communicated to all business units and their implementation reviewed. The company introduced the Coca-Cola Quality System (TCCQS) to achieve these quality objectives (

Colombia is widely considered as one of the most dangerous countries in the world for trade union activists and union leaders. The country was in the midst of a four-decade-old civil war involving leftist guerrillas, right-wing paramilitary groups, and government forces.

 The civil war claimed approximately three thousand lives a year including those of many trade union leaders and workers. It was reported that in 2000, three out of every five trade unionists killed in the world were from Colombia. In 2001, SINALTRAINAL, a Colombian labor union, charged that Coca-Cola and its bottlers Panamerican Beverages (Panamaco), Bebidas y Alimentos De Uraba, and Coca-Cola Femsa, were linked to the violence against its union members in Colombia. Around eight union leaders of Coca-Cola’s plants in Colombia had been murdered since 1989, and many others had been abducted and tortured. Coca-Cola was accused of hiring paramilitary death squads to kidnap, torture, or kill union leaders and intimidate worker union activists at its bottling plants…

Mexico was a very important market for Coca-Cola as the country was second, after the US, in terms of per capita consumption of soft drinks in the world. The Mexican market for soft drinks was estimated at US$ 6.6 billion for the year 2004. Over the years, some of the highest profit margins for Coca-Cola in its overseas operations came from Mexico. Coca-Cola was the number one seller of soft drinks in Mexico with a 70% market share. Coca-Cola’s largest bottler in Mexico was Coca-Cola Femsa (CCF) in which Coca-Cola had a 40% stake…

In India, Coca-Cola was accused of draining the underground water table, of releasing improperly treated industrial effluents, and of selling products containing pesticide residues above standard limits. The focal point of the environmental accusations in India was the Coca-Cola plant located in Kerala. Coca-Cola, through its subsidiary in India, The Hindustan Coca-Cola Beverages Pvt. Ltd., had established a bottling plant at Plachimada locality in Palakkad district in Kerala.

The unit was established in 1998-99 in a 40-acre plot that had previously been used for irrigation of paddy and other food crops. The factory site was located in the proximity of a main irrigation canal that drew water from a nearby barrage and reservoir…

In July 2001, SINALTRAINAL, with the help of United Steelworkers of America (USWA) and the International Labor Rights Fund (ILRF), filed a lawsuit against Coca-Cola and its Colombian bottlers at a court in Miami, Florida, under the Alien Tort Claims Act (ATCA) of the American Judicial System. It accused them of being responsible for a campaign of murder and intimidation against its unionized workers and charged that it was using right wing paramilitary groups for the purpose. The US judge dismissed these charges against Coca-Cola in Colombia but approved the charges against the local bottlers in Colombia…

Coca-Cola opened an exclusive website, www.cokefacts.org, to address these allegations, especially those related to Colombia and India. In an official statement featured on the website, Coca-Cola claimed that the allegations against the business practices in Colombia were false.

Two different judicial enquiries in Colombia, one by a Colombian court and the other by the Colombia Attorney General, had found no evidence against Coca-Cola or its bottlers linking them to the murders of the union members.

Coca-Cola also quoted a judgment in the lawsuit at Miami, Florida, wherein the judge had dismissed the charges against Coca-Cola, Columbia…

Question 1: ____ was a very important market for Coca-Cola

Select one:

a. Mexico

b. US

c. UK

d. Both a & c

Question 2

Coca-Cola shut down this plant in March ___ owing to mounting pressure

Select one:

a. 2008

b. 2004

c. 2009

d. 2003

Question 3

 SINALTRAINAL, with the help of United Steelworkers of America (USWA) and the ______, filed a lawsuit against Coca-Cola

Select one:

a. Labour Welfare

b. Bank

c.  International Labor Rights Fund (ILRF)

d. All of the above

Question 4

Coca-Cola was the number one seller of soft drinks in Mexico with a ___market share.

Select one:

a. 56%

b. 67%

c. 235

d. 70%

Question 5

ATCA stands for ___

Select one:

a.  Alien Tort Claims Act

b. All Transport Casual accomodtaion

c. All Total cost accquisition

d. none of the above

Question 6

The factory site was located in the proximity of a main irrigation canal that drew water from a nearby  ____and reservoir.

Select one:

a. Palace

b. Barrage

c. River

d. Dam

Question 7

The Hindustan Coca-Cola Beverages Pvt. Ltd., had established a bottling plant at ____ locality in Palakkad district in Kerala.

Select one:

a. US

b. Asian Markets

c. Plachimada

d. Munnar

Question 8

 The company introduced  to ___ achieve these quality objectives

Select one:

a. Globalization

b. Technical Upgradation

c. Both a & b

d. the Coca-Cola Quality System (TCCQS)

Question 9

 Coca-Cola was accused of hiring ___ squads

Select one:

a. paramilitary death

b. New

c. Both a & b

d. all of the above

Question 10

 The ___ University were Coca-Cola’s largest campus markets in the US.

Select one:

a. UK

b. New York

c. Europe

d. US

10/10

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Assignment 2

From January 1, 2006, the University of Michigan in the US put on hold the sale of the products of The Coca-Cola Company (Coca-Cola) in all its campuses, thus becoming the tenth US University to do so. The ban was the outcome of a relentless campaign by student activists and trade union groups, who accused Coca-Cola of violent labor practices in Colombia and of creating environmental problems in India.

The University of Michigan issued the orders for the ban based on the recommendation of its University Dispute Board. This was following the inability of Coca-Cola to meet the deadline of December 31, 2005 that required agreeing on a protocol on the findings of the commission formed by a set of universities in the US.

The commission had offered to investigate the company’s labor practices and that of its bottlers in Colombia.

Coca-Cola did not want the findings of the commission to have any legal consequences but the attorneys in an earlier lawsuit against Coca-Cola and its bottlers in Colombia insisted that the findings should be legally admissible in court of law in the US.

Other prominent US universities that had banned Coca-Cola on similar grounds were the New York University, the largest private university in the US, Rutgers University in New Jersey, and the Santa Clara University in California. The University of Michigan and The New York University were Coca-Cola’s largest campus markets in the US.

 Coca-Cola’s annual contracts with the University of Michigan, which had over 50,000 students, were worth around US$ 1.4 million in sales in 2005. The campaign by student activists and trade union groups to ban Coca-Cola had been going on for several years in different countries. Coca-Cola was accused, along with its bottling partners, of hiring paramilitary death squads in Colombia to kidnap, intimidate, or kill its union leaders and other workers at its bottling plants. Since 1989, around eight union leaders of Coca-Cola’s plants in Colombia had been murdered and many others abducted and tortured. In India, Coca-Cola had to face opposition from the local people around its factory in Plachimada, Kerala,4 who charged that the company was responsible for the draining of the underground water table.

In 2003, a BBC5 report revealed that Coca-Cola was distributing improperly treated sludge containing toxic carcinogens and heavy metals like cadmium and lead, as fertilizer to farmers in the region. Coca-Cola shut down this plant in March 2004 owing to mounting pressure. The company then decided to shift its operations to a nearby industrial zone, the Kanjikode Industrial Area.

There were also protests at Coca-Cola’s Mehdiganj plant in North India over similar issues. In addition to these accusations, in 2003, the Center for Science and Environment (CSE),6 made public the findings of its study wherein it reported that the products of both Coca-Cola and PepsiCo Inc. (Pepsi) that were sold in India, had a cocktail of harmful pesticide residues in them.

In an official statement, Coca-Cola denied that it had used death squads in Colombia. The company said that two judicial investigations in the country had not found any evidence in support of such allegations. Coca-Cola also claimed that there was no evidence linking it or its bottlers with the groundwater problems at its factory locations in India…

The Coca-Cola drink, popularly referred to as ‘Coke’, is a kind of cola, a sweet carbonated7 drink containing caramel8 and other flavoring agents. It was invented by Dr. John Smith Pemberton (Pemberton) on May 8, 1886, at Atlanta, Georgia in USA.

 The beverage was named Coca-Cola because at that time it contained extracts of Coca leaves and Kola nuts.9 Frank M. Robinson (Robinson), Pemberton’s book-keeper and partner, who came up with the name for the drink, suggested that it be spelt Coca-Cola rather than Coca-Kola because he thought the two C’s would look better while advertising. Robinson designed the now world famous Coca-Cola trademark as well. Pemberton later sold the business to a group of businessmen, one of whom was Griggs Candler (Candler). By 1888, several forms of Coca-Cola were in the market competing against each other. Candler acquired these businesses from the other businessmen and established The Coca-Cola Company in 1892. He aggressively marketed the product through advertising, distribution of coupons and souvenirs, and promoted the brand name Coca-Cola…

Coca-Cola had always believed that it conducted its business with responsibility and ethics. The company’s business practices were aimed at creating value at the marketplace, providing excellent working conditions, protecting the environment, and strengthening the communities in the places of operation.

Commitment to quality and a code of business conduct were evolved to ensure good business practices. According to Coca-Cola, its commitment to quality was reflected in every facet of its business. These included commitment to product quality, quality in business processes, and in its relationships with suppliers and retailers.

The quality system was reviewed constantly so that the performance bar for these standards was always kept high. The quality guidelines were communicated to all business units and their implementation reviewed. The company introduced the Coca-Cola Quality System (TCCQS) to achieve these quality objectives (

Colombia is widely considered as one of the most dangerous countries in the world for trade union activists and union leaders. The country was in the midst of a four-decade-old civil war involving leftist guerrillas, right-wing paramilitary groups, and government forces.

 The civil war claimed approximately three thousand lives a year including those of many trade union leaders and workers. It was reported that in 2000, three out of every five trade unionists killed in the world were from Colombia. In 2001, SINALTRAINAL, a Colombian labor union, charged that Coca-Cola and its bottlers Panamerican Beverages (Panamaco), Bebidas y Alimentos De Uraba, and Coca-Cola Femsa, were linked to the violence against its union members in Colombia. Around eight union leaders of Coca-Cola’s plants in Colombia had been murdered since 1989, and many others had been abducted and tortured. Coca-Cola was accused of hiring paramilitary death squads to kidnap, torture, or kill union leaders and intimidate worker union activists at its bottling plants…

Mexico was a very important market for Coca-Cola as the country was second, after the US, in terms of per capita consumption of soft drinks in the world. The Mexican market for soft drinks was estimated at US$ 6.6 billion for the year 2004. Over the years, some of the highest profit margins for Coca-Cola in its overseas operations came from Mexico. Coca-Cola was the number one seller of soft drinks in Mexico with a 70% market share. Coca-Cola’s largest bottler in Mexico was Coca-Cola Femsa (CCF) in which Coca-Cola had a 40% stake…

In India, Coca-Cola was accused of draining the underground water table, of releasing improperly treated industrial effluents, and of selling products containing pesticide residues above standard limits. The focal point of the environmental accusations in India was the Coca-Cola plant located in Kerala. Coca-Cola, through its subsidiary in India, The Hindustan Coca-Cola Beverages Pvt. Ltd., had established a bottling plant at Plachimada locality in Palakkad district in Kerala.

The unit was established in 1998-99 in a 40-acre plot that had previously been used for irrigation of paddy and other food crops. The factory site was located in the proximity of a main irrigation canal that drew water from a nearby barrage and reservoir…

In July 2001, SINALTRAINAL, with the help of United Steelworkers of America (USWA) and the International Labor Rights Fund (ILRF), filed a lawsuit against Coca-Cola and its Colombian bottlers at a court in Miami, Florida, under the Alien Tort Claims Act (ATCA) of the American Judicial System. It accused them of being responsible for a campaign of murder and intimidation against its unionized workers and charged that it was using right wing paramilitary groups for the purpose. The US judge dismissed these charges against Coca-Cola in Colombia but approved the charges against the local bottlers in Colombia…

Coca-Cola opened an exclusive website, www.cokefacts.org, to address these allegations, especially those related to Colombia and India. In an official statement featured on the website, Coca-Cola claimed that the allegations against the business practices in Colombia were false.

Two different judicial enquiries in Colombia, one by a Colombian court and the other by the Colombia Attorney General, had found no evidence against Coca-Cola or its bottlers linking them to the murders of the union members.

Coca-Cola also quoted a judgment in the lawsuit at Miami, Florida, wherein the judge had dismissed the charges against Coca-Cola, Columbia…

Question 1: ____ was a very important market for Coca-Cola

Select one:

a. Mexico

b. US

c. UK

d. Both a & c

Question 2

Coca-Cola shut down this plant in March ___ owing to mounting pressure

Select one:

a. 2008

b. 2004

c. 2009

d. 2003

Question 3

 SINALTRAINAL, with the help of United Steelworkers of America (USWA) and the ______, filed a lawsuit against Coca-Cola

Select one:

a. Labour Welfare

b. Bank

c.  International Labor Rights Fund (ILRF)

d. All of the above

Question 4

Coca-Cola was the number one seller of soft drinks in Mexico with a ___market share.

Select one:

a. 56%

b. 67%

c. 235

d. 70%

Question 5

ATCA stands for ___

Select one:

a.  Alien Tort Claims Act

b. All Transport Casual accomodtaion

c. All Total cost accquisition

d. none of the above

Question 6

The factory site was located in the proximity of a main irrigation canal that drew water from a nearby  ____and reservoir.

Select one:

a. Palace

b. Barrage

c. River

d. Dam

Question 7

The Hindustan Coca-Cola Beverages Pvt. Ltd., had established a bottling plant at ____ locality in Palakkad district in Kerala.

Select one:

a. US

b. Asian Markets

c. Plachimada

d. Munnar

Question 8

 The company introduced  to ___ achieve these quality objectives

Select one:

a. Globalization

b. Technical Upgradation

c. Both a & b

d. the Coca-Cola Quality System (TCCQS)

Question 9

 Coca-Cola was accused of hiring ___ squads

Select one:

a. paramilitary death

b. New

c. Both a & b

d. all of the above

Question 10

 The ___ University were Coca-Cola’s largest campus markets in the US.

Select one:

a. UK

b. New York

c. Europe

d. US

10/10

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Amity assignment solution help, Amity assignment answers help, Assignment Help

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