Valuing Coca Cola Stock Executive Summary The problem set forth in the Coca-Cola case was aimed at making an investment decision regarding the company’s stock. By utilizing the Capital Asset Pricing Model‚ (CAPM)‚ we were able to establish an appropriate rate. The Constant Growth Dividend Model and the P/E Multiple Model allowed us to determine a fair price and compare it to the stock’s current price. Company Overview According to the case study Coca Cola international groups (Latin
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Abstract This case study will provide an overview of the Coca-Cola Company as the perfect business as it pertains to the characteristics that make up a good business. A series of three questions will be discussed. Identifying four characteristics of a good business‚ identify four companies that display these characteristics‚ and in three years after purchasing common stock in these companies determine if the present analysis was correct. Discuss at least four characteristics of a good
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it cannot be subject to quality assurance checks before it is used. The reliability of the supply must be known and the resilience of the process to variations must be understood. In reality‚ of course‚ electricity is very different from any other product – it is generated far from the point of use‚ is fed to the grid together with the output of many other generators and arrives at the point of use via several transformers and many Kilometers of overhead and possibly underground cabling. Where the
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Rewarding system For the Coca Cola Company it is important to pay well the employees. Furthermore rewarding is also important because it contributes on the employees performances. Coca Cola uses two rewarding system based on: * function * performance Coca Cola rewards its employees through the function reward system. For the blue-collar workers the reward is based according to the length of service. For the white-collar workers‚ the higher you rise in the hierarchy the more the percentage
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RUNNING HEAD:FACTORS IN THE EXTERNAL ENVIROMENTS Cardinal Stritch University MGT 499 May 16‚ 2012 Factors in the External Environments Geraldine Rodgers First we must describe a good Organizational Leaders; most good leaders are very controlled in the pursuit of their goals. Where most individuals would be simply distracted or dejected‚ good leaders discipline their minds to keep focused and steady regardless of the situation at hand. Leadership
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your CEO. ANSWER First and foremost‚ before answering the question‚ we must understand on the question mentioned on the Foreign Direct Investment (FDI) indirectly that when a firm/companies invest directly in facilities to produce or market a product in a foreign country. For us‚ we should also understand on the FDI’s personally that makes us easy to explain to the top level management firmly. In the FDI’s scenario‚ it involved on two (2) main forms as follows: 1. Greenfield Investment:
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Examines the industry structure and competitive strategy of Coca-Cola and Pepsi over 100 years of rivalry. The most intense battles of the cola wars were fought over the $74 billion CSD industry in the United States‚ where the average American consumes 46 gallons of CSD per year. In a "carefully waged competitive struggle‚" from 1975 to the mid-1990s‚ both Coke and Pepsi had achieved average annual growth of around 10%‚ as both U.S. and worldwide CSD consumption consistently rose. However‚ starting
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liters in 2008 indicating growth. • As of 2003‚ the Coca Cola brand (regular and diet) was the leader in the Brazilian soft drink market with 35.6% market share. Second closest was Guarana Antartica with 7.9% market share followed by Fanta with 7.1% market share. • Coca Cola is the leader in Brazilian market holding 50.1% market share‚ AmBev with 17.2% market share is at 2nd position and others-Tubainas accounting for the rest (Dec’ 2003). • The cola flavor accounted for 45% of the Brazilian soft drink
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1 2.1.1 Assessing Corporate Reputation 1 2.2 Assume you have become the CEO at Coca Cola. Outline the strategic steps you would take to remedy the concerns emanating from the company’s board of directors‚ consumers‚ employees‚ business partners‚ government s and the media. What elements of social responsibility would you draw from in responding to these stakeholder issues? 3 2.3. What do you think of Coca Cola’s environmental initiatives? Are they just window dressing or does the company seem
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as Big Cola in Mexico‚ is a growing competitor to Coca-Cola.[70] On the French island of Corsica‚ Corsica Cola‚ made by brewers of the local Pietra beer‚ is a growing competitor to Coca-Cola. In the French region of Brittany‚ Breizh Cola is available. In Peru‚ Inca Kola outsells Coca-Cola‚ which led The Coca-Cola Company to purchase the brand in 1999. In Sweden‚ Julmust outsells Coca-Cola during the Christmas season.[71]In Scotland‚ the locally produced Irn-Bru was more popular than Coca-Cola until
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