RMIT UNIVERSITY School of Management Semester 1‚ 2014 Course: International Business (BUSM1222) Lecturer: Dr. Natt Pimpa The Coca-Cola Company’s Internationalization in China By Ivi Suryana Junior Student ID no. 3464353 Bachelor of Business (International Business)‚ First Semester S3464353@student.rmit.edu.au 1. The Coca Cola Company Overview The Coca-Cola Company is an American multinational beverage corporation
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drilling by British Petroleum (BP)‚ in the Gulf of Mexico‚ has turned into one of the worst environmental disasters to happen to an ocean ecosystem of all time. Although many people only notice the effects on the hydrosphere‚ which include the oil going almost a mile deep under the sea‚ destroying the sediment and rock on the ocean floor‚ as well as disrupting coastal patterns‚ many have not realized the drastic effects on the biosphere because of this catastrophic event. The BP oil spill is viewed as
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Table of Contents Introduction 3 Background to BP plc 3 The Gulf of Mexico Incident 4 BP’s Historical Market Positioning 4 Internal and External Analysis 5 Internal Analysis – The SWOT Model. 6 External Analysis – The PESTLE Model 8 Strategic Choices 9 Recommendations 10 Porter’s Generic Strategies 10 Ansoff’s Matrix 11 Conclusion 12 Bibliography 12 Introduction The global business environment has never been more challenging for companies and corporate management teams
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The 2010 BP Oil Spill allowed about 5 million barrels of oil to flow into the Gulf of Mexico before the gush was capped. Unfortunately‚ the explosion killed 11 people and injured several others (Benoit‚ 2011). To claim its ultimate negligence and reduce the pollution of the spill‚ BP created a multi-page website entitled “Gulf of Mexico Restoration” to communicate its message to the public. BP’s “Gulf of Mexico Restoration” website uses these three strategies to repair its reputation: displaying
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Introduction: BP has been operating in Russia since the early 1990s. In 1997‚ it purchased a 10 per cent stake in Sidanco‚ the Russia’s 4th largest oil company. The stake was subsequently increased to 25 per cent plus one share in 2002. In 2003‚ BP merged its interests in Russia with those of TNK to create TNK-BP‚ a hugely successful joint venture employing around 50‚000 people and operating in nearly all of Russia’s major hydrocarbon regions. Since its formation‚ TNK-BP went on to become Russia’s
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2.2 BP Solar BP has responded through its thin film photovoltaic cells designed to reduce manufacturing costs towards a level at which solar energy will become economically competitive compared with other energy sources. As BP’s Energy Commission chairman stated: "Our goal is to eliminate the ’Catch 22’ faced by producers of renewable technologies…without the promise of volume sales‚ there is little incentive for a company to make the investments that could bring down costs and make these products
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CULF 2301.01 4 November 2010 Deep Water Oil Well Drilling For the last century finding a cheap supply of a sustainable energy source has been one of the major policies of the United States. Since the later stages of the industrial revolution and the first gasoline powered car were invented there has been an insatiable demand for petroleum. Oil well drilling first began onshore and then eventually led to shallow water drilling and finally deep water drilling as the technology evolved. Over the
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2010. The oil spill covers a surface area of at least 2‚500 square miles (6‚500 km2) according to estimates reported on May 3‚ 2010 by Reuters. And upwards of 5‚000 barrels of oil a day (NOAA’s estimate) continue to flow into the ocean.On May 13 BP reported that the cost of the oil spill alone had reached $450 million‚ and the price tag for the spill was rising by at least $10 million a day. Due to this massive oil spill‚ one can fear problems‚ such as petroleum toxicity and oxygen depletion
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in the course - and critically evaluate how the identified issues might impact on your organisation’s business strategy. Strategic Management is the set of decisions and actions that result in the formulation and implementation of plans to achieve a company’s objectives. Through the strategic management process‚ managers at all levels interact to produce the most desirable strategies. Strategic management enhances the company’s ability to prevent problems. The implementation phase of strategic
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Page 35 TNK-BP: TREAD WITH CAUTION Christopher T. Bluhm‚ Saint Mary’s College of California Mary Vradelis‚ Saint Mary’s College of California Catherine Li‚ Saint Mary’s College of California Brett Threlkeld‚ Saint Mary’s College of California J. Tomas Gomez-Arias‚ Saint Mary’s College of California CASE DESCRIPTION The primary subject matter of this case concerns the management of international joint ventures. Secondary issues examined include: business in Russia; government’s intervention in
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