FRANCHISING Master of Commerce (M.Com-I) Semester II (2012-13
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Future of ASEAN Future of ASEAN 50 Success Stories of Success Stories of Internationa50lization of ASEAN Msmes Internationalization of ASEAN Msmes
Future of ASEAN Future of ASEAN 50 Success Stories of Success Stories of Internationa50lization of ASEAN MSMEs Internationalization of ASEAN MSMEs This publication is supported by the AEM-METI Economic and Industrial Cooperation Committee (AMEICC) through the ASEAN Strategic Action Plan for SME Development (2016-2025) project This publication is supported by the AEM-METI Economic and Industrial Cooperation Committee (AMEICC) through the ASEAN Strategic Action Plan for SME Development (2016-2025) project Future of ASEAN 50 Success Stories of Internationalization of ASEAN MSMEs The ASEAN Secretariat Jakarta 50 Success Stories i The Association of Southeast Asian Nations (ASEAN) was established on 8 August 1967. The Member States are Brunei Darussalam, Cambodia, Indonesia, Lao PDR, Malaysia, Myanmar, Philippines, Singapore, Thailand and Viet Nam. The ASEAN Secretariat is based in Jakarta, Indonesia. For inquiries, contact: The ASEAN Secretariat Community Relations Division (CRD) 70A Jalan Sisingamangaraja Jakarta 12110, Indonesia Phone : (62 21) 724-3372, 726-2991 Fax : (62 21) 739-8234, 724-3504 E-mail : [email protected] ASEAN: A Community of Opportunities Catalogue-in-Publication Data Future of ASEAN – 50 Success Stories of Internationalization of ASEAN MSMEs Jakarta: ASEAN Secretariat, November 2017 338.6459 1. ASEAN – Micro Small Medium Enterprises 2. ASEAN Brands – Entrepreneurs ISBN 978-602-6392-81-7 The text of this publication may be freely quoted or reprinted, provided proper acknowledgement is given and a copy containing the reprinted material is sent to the Community Relations Division (CRD) of the ASEAN Secretariat, Jakarta. General information on ASEAN appears online at the ASEAN Website: www.asean.org Copyright Association of Southeast Asian Nations (ASEAN) 2017. -
Coca-Cola's Swoop for Costa Coffee Will Cut Its
COCA-COLA’S SWOOP FOR COSTA COFFEE WILL CUT ITS EXPOSURE TO SUGAR AND PLASTIC BOTTLES THE GROWING LOATHING FOR THE WHITE STUFF MUST KEEP SOFT DRINKS EXECS AWAKE AT NIGHT By IMD Professor John W. Walsh IMD Chemin de Bellerive 23 PO Box 915, CH-1001 Lausanne Switzerland Tel: +41 21 618 01 11 Fax: +41 21 618 07 07 [email protected] www.imd.org Copyright © 2006-2018 IMD - International Institute for Management Development. All rights, including copyright, pertaining to the content of this website/publication/document are owned or controlled for these purposes by IMD, except when expressly stated otherwise. None of the materials provided on/in this website/publication/document may be used, reproduced or transmitted, in whole or in part, in any form or by any means, electronic or mechanical, including photocopying, recording or the use of any information storage and retrieval system, without permission in writing from IMD. To request such permission and for further inquiries, please contact IMD at [email protected]. Where it is stated that copyright to any part of the IMD website/publication/document is held by a third party, requests for permission to copy, modify, translate, publish or otherwise make available such part must be addressed directly to the third party concerned. COCA-COLA’S SWOOP FOR COSTA COFFEE WILL CUT ITS EXPOSURE TO SUGAR AND PLASTIC BOTTLES Coca-Cola’s £3.9 billion acquisition of Costa Coffee has made quite a ripple. Atlanta-based Coca-Cola is obviously best known for its soft drinks portfolio, found in supermarkets, kiosks, hotels, bars and restaurants around the world. -
Coca-Cola HBC Strengthens Its Coffee Portfolio with Minority Stake in Casa Del Caffè Vergnano and Exclusive, Long-Term Distribution Agreement
Coca-Cola HBC strengthens its coffee portfolio with minority stake in Casa del Caffè Vergnano and exclusive, long-term distribution agreement Zug, Switzerland, 28 June 2021. Coca-Cola HBC AG (“Coca-Cola HBC”) is pleased to announce that on 25 June 2021, its wholly-owned subsidiary CC Beverages Holdings II B.V. (“CCH Holdings”), reached an agreement to acquire a 30% equity shareholding in Casa Del Caffè Vergnano S.p.A. (“Caffè Vergnano”), a premium Italian coffee company. Completion of the acquisition is expected in the second half of 2021 and is subject to customary closing conditions and regulatory approvals. Furthermore, Coca-Cola HBC and Caffè Vergnano will enter into an exclusive distribution agreement for Caffè Vergnano’s products in Coca-Cola HBC’s territories outside of Italy (together, the “Proposed Transaction”). CCH Holdings will be represented on the Board of Directors of Caffè Vergnano and have customary minority decision-making and governance rights. The parties have agreed not to disclose financial details of the Proposed Transaction. Caffè Vergnano is a family-owned Italian coffee company headquartered in Santena, Italy. It is one of the oldest coffee roasters in Italy with roots dating back to 1882. Its product offering consists of truly premium, high-quality coffee that represents Italian heritage and authenticity at its best. Caffè Vergnano’s portfolio includes traditional espresso in various blends, packages and formats such as beans, roast and ground coffee and single portioned pods. In 2020, the company sold approx. 7,000 tons of coffee in more than 90 countries worldwide. The Proposed Transaction represents an important milestone in Coca-Cola HBC’s vision of being the leading 24/7 beverage partner across its markets. -
Proposed Acquisition of Costa Limited
PROPOSED ACQUISITION OF COSTA LIMITED AUGUST 31, 2018 FORWARD-LOOKING STATEMENTS This presentation may contain statements, estimates or projections that constitute “forward-looking statements” as defined under U.S. federal securities laws. Generally, the words “believe,” “expect,” “intend,” “estimate,” “anticipate,” “project,” “will,” “plan,” “seek” and similar expressions identify forward-looking statements, which generally are not historical in nature. However, the absence of these words or similar expressions does not mean that a statement is not forward-looking. Forward-looking statements are subject to certain risks and uncertainties that could cause actual results to differ materially from The Coca-Cola Company’s historical experience and our present expectations or projections. These risks include, but are not limited to, obesity and other health-related concerns; water scarcity and poor quality; evolving consumer preferences; increased competition; product safety and quality concerns; perceived negative health consequences of certain ingredients, such as non- nutritive sweeteners and biotechnology-derived substances, and of other substances present in our beverage products or packaging materials; an inability to be successful in our innovation activities; increased demand for food products and decreased agricultural productivity; an inability to protect our information systems against service interruption, misappropriation of data or breaches of security; changes in the retail landscape or the loss of key retail or foodservice -
Cultural Innovation: Triumph of a Better Ideology’ Look to Anthropology for Inspiration
QUARTER 1 JANUARY 2012 NEW THINKING, DIFFERENT PERSPECTIVES Cultural innovation: triumph of a better ideology Douglas Holt and Douglas Cameron NEVER WASTE A GOOD CRISIS Sir Terry Leahy QUARTER 1 QUARTER 2012 JANUARY ACCOUNTABILITY IS NOT ENOUGH Rory Sutherland THROUGH THE GLASS CEILING Janet Hull 1 cover.indd 1 28/11/2011 19:34:31 Market Leader_Experienica.HR.pdf 1 11/11/2011 13:05 Editorial Keeping brands healthy i rEcEntly attended a lecture on the applications of neuroscience to marketing. All the data marketers will ever need, it was claimed, can now be obtained from ‘neurometrics’ – via MRI scanning, EEG measurement and eye-tracking devices. I listened to the lengthening list of uses with mounting disquiet and an article formed in my mind entitled ‘Caution: neuroscience may be dangerous to the health of your brand’. The lead article in this issue provides the explanation of why the skills required for brand building live in a parallel universe. Douglas Holt and Douglas Cameron in ‘Cultural innovation: triumph of a better ideology’ look to anthropology for inspiration. It is commonplace to say that brands live in the mind (as opposed to the factory). But where they really live is in culture, in society’s norms, values, codes and practices. And while yes, neuroscience and anthropology can exist together, the danger is in what we qualitative researchers call ‘physics envy’ (the need to elevate market research to the level of the pure sciences). Put access to the brain – the human version of the Rosetta Stone – together with lots of gadgetry that measures things and before you know it, the new and intriguing drives out the old but essential. -
Data Buyer TEI 2019 Produk Makanan Dan Minuman Republished by Optima Learning (
Data Buyer TEI 2019 Produk Makanan dan Minuman Republished by Optima Learning (www.optimalearning.co.id) www.eksporimpor.com No Nama Buyer Jabatan Nama Perusahaan Negara Alamat Email Sub Kategori Keterangan 1 Gabriel antranik Santa Marina Alimentos Brazil [email protected] Confectionery biscuits chamelian 2 Brandon Wong FORK GLOBAL LIMITED Canada [email protected] Confectionery candies 3 Manikandan Managing Director Sri Ranga Electricals India 613, Noor Veerasamy Street, srirangaelectricals18@gmai Confectionery Confectionery Nungambakkam l.com 4 Mohammed Shafi Excel Enterprises India 832 B-C, Calicut Road, [email protected] Confectionery wafer chocolates Chemmad, Kerala, India - 676306 5 RAJARAJAN.T VICE PRESIDENT EMAMI AGROTECH LTD India SURVEY NO.501-510, NEAR t.rajarajan@emamiagrotec Confectionery CHOCOLATES ZERO POINT, KRISHNAPATNAM h.com PORT, PANTEPALAM VILLAGE, NELLORE DIST, ANDHRA PRADESH - 524323 6 Sridharan Vice President Chettinad Cements India Gemini cross, Nungambakkam [email protected] Confectionery Confectionery 7 Victor Vijay Budhrani MARKETING Nishan International India 94135, II Floor, Sydenhams [email protected] Confectionery ANY Road, Periamet, Chennai, Tamil Nadu 600003 8 Nabil Ramadhana Direktur Indonesia [email protected] Confectionery sas om 9 Yousuf Ahmad Alamal Industry Co Jordan [email protected] Confectionery CANS AND CANDY Humeidan Humeidan 10 Jedut A. Sutoyo Diplomat Kedutaan Besar RI di Kenya No. 7 Menengai Road Upper Hill, [email protected] Confectionery anything Nairobi Nairobi 11 Nedja Wilfrid Entrepreneur NEDJA WILFRID New Caledonia Canala, New Caledonia [email protected] Confectionery indonesian coffee 12 Damaris Pachari Cuno Manager GLOBAL BUSINESS PERÚ Peru Lima Peru [email protected] Confectionery cloth S.A.C 13 ATEF M. NASRULDEN GEN. -
Coca-Cola HBC 2020 Integrated Annual Report
Integrated Annual Report 2020 Coca‑Cola HBC Integrated Annual Report 2020 ADAPT TO WIN OUR PEOPLE p.38 OUR SUPPLIERS p.34 THANK YOU In a year of being apart, we have been more together. OUR PEOPLE p.38 OUR CUSTOMERS p.30 OUR SUPPLIERS p.34 OUR COMMUNITIES p.42 THANK YOU OUR CONSUMERS p.26 In a year of being apart, we have been more together. 2020 highlights Volume (m unit cases) Net sales revenue (€m) 2,135.6 6,131.8 2019: 2,264.5 2019: 7,026.0 Comparable EBIT1 (€m) Comparable EBIT1 margin (%) 672.3 11.0% 2019:758.7 2019: 10.8% Profit before tax (€m) Net profit2 (€m) 593.9 414.9 2019: 661.2 2019: 487.5 Comparable EPS1 (€) Basic EPS (€) 1.185 1.140 2019: 1.436 2019: 1.340 Primary packaging collected In 2020, we started reporting against for recycling (equivalent) the SASB framework. 44% 2019: 48% 1. For details on APMs, refer to ‘Alternative performance measures’ section. 2. Net profit and comparable net profit refer to net You can read more on page 132. profit and comparable net profit respectively after tax attributable to owners of the parent. Contents Strategic Report Corporate Governance Supplementary Information 10 Chairman’s letter 76 Chairman’s introduction 230 Alternative performance measures 12 Chief Executive Officer’s letter to corporate governance 233 Other supplementary information 14 Our business at a glance 80 Board of Directors 234 Assurance statement 16 Our business model 84 Corporate Governance Report 238 Glossary 18 Our socio-economic impact 110 Directors’ Remuneration Report 20 Stakeholder engagement 131 Statement -
REGULAMIN KONKURSU PROWADZONEGO POD NAZWĄ: „Święta W Livio Z Coca-Cola” §1 POSTANOWIENIA OGÓLNE
REGULAMIN KONKURSU PROWADZONEGO POD NAZWĄ: „Święta w Livio z Coca-Cola” §1 POSTANOWIENIA OGÓLNE 1. Konkurs będzie prowadzony pod nazwą „Święta w Livio z Coca-Cola” (zwany dalej „Konkursem”). 2. Podmiotem urządzającym Konkurs jest „Agencja Reklamowa Fortis” Sp. Jawna, z siedzibą w Warszawie przy ul. Gawińskiego 7, wpisana do Rejestru Przedsiębiorców w Krajowym Rejestrze Sądowym prowadzonym przez Sąd Rejonowy dla m.st. Warszawy, nr KRS 0000080471, NIP: 5240304216 („Organizator”). 3. Organizator przeprowadza Konkurs na zlecenie Coca-Cola HBC Polska sp. z o.o. z siedzibą w Warszawie (03-236), przy ul. Annopol 20, wpisaną do Krajowego Rejestru Sądowego prowadzonego przez Sąd Rejonowy w Warszawie, XIII Wydział Gospodarczy Krajowego Rejestru Sądowego pod nr KRS: 0000015664, o kapitale zakładowym 400.292.600,00 PLN, REGON: 012833736, NIP: 524-21-06-963, BDO: 000035278, reprezentowaną przez należycie umocowanego przedstawiciela, zwaną dalej („CCHBC”). 4. Uczestnikiem Konkursu może być każda pełnoletnia osoba fizyczna zamieszkała na terenie Polski, dokonująca zakupu w sklepach prowadzących sprzedaż produktów objętych Konkursem na terenie Polski, będąca konsumentem w rozumieniu art. 22¹ kodeksu cywilnego (zwany dalej „Uczestnikiem”). 5. Konkurs prowadzony będzie w sieci sklepów Polska Sieć Handlowa Livio S.A., ul. Pszczyńska 186, 44-335 Jastrzębie-Zdrój występujących pod nazwą Livio – lista sklepów dostępna jest na stronie https://liviosklepy.pl/znajdz-sklep 6. Konkurs zaczyna się 23.11.2020 roku, a kończy dnia 20.12.2020 roku. 7. Konkursem objęte są wszystkie produkty Coca-Cola w wszystkich dostępnych pojemnościach od 2l do 0,2l w tym puszki oraz produkty Costa Coffee we wszystkich dostępnych opakowaniach. Listę stanowi załącznik nr 1 (dalej: „Produkty Promocyjne”) 8. -
Leverage Our Unique 24/7 Portfolio
26 COCA-COLA HBC 1 GROWTH PILLAR LEVERAGE OUR UNIQUE 24/7 PORTFOLIO KPIs Highlights in 2019 • FX-neutral revenue • Maintained high growth in the sparkling category, aided by the strong growth performance of sophisticated adult sparkling beverages • Volume growth • Achieved another year of double-digit revenue growth in energy drinks • FX-neutral revenue per case growth and expanded the energy portfolio with Coke Energy and Predator • Innovations supported overall growth, with 4.2pp of total volume growth in Stakeholders the year delivered by products and packages launched in the last 12 months Our consumers Priorities in 2020 Our customers • Continue expanding to become a 24/7 beverage partner, creating shared Shareholders value with our consumers and customers The Coca-Cola • Consolidate the performance of product innovations by increasing Company distribution and repeat sales Risks • Continue driving growth in sparkling by leveraging light variants, flavour and pack architecture • Consumer health and wellbeing • Bring ready-to-drink tea back to growth through a strong plan for FUZETEA • Geopolitical and • Drive revenue growth in water by implementing our hydration portfolio strategy macroeconomic • Launch Costa Coffee in at least 10 countries • Strategic stakeholder relationships INTEGRATED ANNUAL REPORT 2019 27 SR CG FS SSR SI Introduction As lifestyles and consumer habits change, Percentage the motivations and occasions driving of Coca-Cola beverage consumption are also evolving. HBC revenue Our category strategy We are unlocking growth potential in segments beyond our core sparkling portfolio, offering a wider choice of drinks to meet consumer needs at any time of the day. In line with growing societal concerns around environmental issues, consumers are looking for sustainably-sourced ingredients and responsible packaging. -
Case M.9122 - TCCC / COSTA
EUROPEAN COMMISSION DG Competition Case M.9122 - TCCC / COSTA Only the English text is available and authentic. REGULATION (EC) No 139/2004 MERGER PROCEDURE Article 6(1)(b) NON-OPPOSITION Date: 21/12/2018 In electronic form on the EUR-Lex website under document number 32018M9122 EUROPEAN COMMISSION Brussels, 21.12.2018 C(2018) 9220 final In the published version of this decision, some information has been omitted pursuant to Article 17(2) of Council Regulation (EC) No 139/2004 concerning non-disclosure of business secrets and PUBLIC VERSION other confidential information. The omissions are shown thus […]. Where possible the information omitted has been replaced by ranges of figures or a general description. To the notifying party Subject: Case M.9122 - TCCC / Costa Commission decision pursuant to Article 6(1)(b) of Council Regulation No 139/20041 and Article 57 of the Agreement on the European Economic Area2 Dear Sir or Madam, (1) On 20 November 2018, the European Commission received notification of a proposed concentration pursuant to Article 4 of the Merger Regulation by which The Coca-Cola Company ("TCCC" or the "Notifying Party", U.S.), acquires within the meaning of Article 3(1)(b) of the Merger Regulation control of the whole of Costa Limited ("Costa", UK) by way of purchase of shares ("the Transaction”).3 TCCC and Costa are together referred to as the "Parties". 1 OJ L 24, 29.1.2004, p. 1 (the 'Merger Regulation'). With effect from 1 December 2009, the Treaty on the Functioning of the European Union ('TFEU') has introduced certain changes, such as the replacement of 'Community' by 'Union' and 'common market' by 'internal market'. -
Coffee Goes Digital
CUSTOMER STORY COFFEE GOES DIGITAL Presenting coffee orders via app, direct to the store OBJECTIVE SERVICES Costa Coffee were looking to “go digital” in over 400 stores by deploying in-store Kitchen • End User/Workplace Display Screens (KDS) to enable the launch of coffee orders via the Costa Coffee app. • Technology Sourcing The objective was to deploy the appropriate technology, primarily to enhance customer • IT Strategy & Advisory Services engagement and to enrich the customer experience, but at the same time, to enable Costa • Transformation Services Coffee to maintain their leading-edge technology stance, and also to provide a boost to • Mobility Transformation sales. The solution also needed to be cost-effective. TECHNOLOGY SOLUTION • Flytech K775 Kitchen Display Screens Computacenter were engaged by the Costa Coffee project team to review the KDS market • Star printers and retail-specific and provide alternatives that would deliver the desired capability, whilst also remaining cost- peripherals and cables effective. This was achieved by a demonstration of a range of KDS alternatives, from different vendors, each working in sync with an appropriately-tailored app. The solution chosen was the Flytech K775 KDS, which were specially modified to Costa Coffee’s specification to enable USER EXPERIENCE swift interlock with their in-store systems. • Enhanced agility and mobility • Maximises efficiency • Improved access to information OUTCOME Mobile ordering is now available at over 500 Costa Coffee stores nationwide – a hundred BUSINESS IMPACT more stores than originally targeted. Using the Costa Coffee app, customers are now able to place and pay for an order at a nearby Costa Coffee store, direct from their phone or • Accelerates innovation tablet, and then collect the order in-store – this thanks to the app link into the Costa Coffee • Boosts business agility e-commerce system, which then re-directs orders to the new kitchen display screens. -
February 13, 2012
2 3 MONDAY 21 OCTOBER 2013 BOOKWORM nder Bower, McKinsey had Meet the author MANISH SABHARWAL | CHAIRMAN | TEAMLEASE SERVICES THE STRATEGIST TOP FIVE a small, idiosyncratic lead- Focus on the long Uership structure. He man- Mckinsey “Consulting has THINKING IN NEW BOXES:FIVE aged the firm with a kitchen cabi- opened its ESSENTIAL STEPS TO SPARK THE net of three or four people at most. London office always been on the term, not on NEXT BIG IDEA Lee Walton expanded that, creat- in 1959. On your verge of disruption” * Published by Random House ing a shareholders committee of left is a 1963 Price: $20 quick returns * some forty-five members. Daniel newspaper “Temporary staffing can * Creativity requires a company to doubt its current boxes and eventually brought more than a hundred part- cutting from The Strategist brings to you the rules of designing replace them with new ones. In an ners into firm management deci- The London ever-changing environment, no idea sions, a power-sharing arrange- Times advertiser-funded programmes is good forever ment that enabled the firm to acknowledging WORD OF MOUSE become a global force. What Daniel that the ROHIT NAUTIYAL proved was that McKinsey could company is well variabilise fixed costs” MARC OSTROFSKY * Published by Simon & Schuster evolve. In the Bower era, the firm established in aris-based IT services company Capgemini suffered from Price: ~599 rode the wave of growing demand the UK an identity crisis which could have been detrimental to its * DUFF MCDONALD The gap between temporary and permanent workers will disappear as regulations evolve, * How to benefit personally and for basic organizational consult- Pgrowth in India.