【英語(yǔ)考試GMAT】英語(yǔ)論文范本

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1、 提供英語(yǔ)論文代寫服務(wù), , EMBA, MBA英文論文代寫, essays, case study, assignments, MBA course work , thesis and dissertation EMAIL: IM: [email]customerservicechinadoll@[/email] PepsiCo: External Considerations Overview PepsiCo is popularly associated with its flagship product Pepsi Cola. While Pepsi Cola

2、is a sizable portion of PepsiCo’s revenue stream, PepsiCo actually has significant revenue generated from a slew of other products and divisions such as PepsiCo Beverages North America, PepsiCo International, Frito-Lay and Quaker Foods North America (Overview, 2005). PepsiCo’s Pepsi Cola has long b

3、een second in market share to Coca-Cola and the competition between Pepsi and Coke has been the stuff of business school legend for many years. However, thanks to a series of strategic acquisitions and market entry moves internationally, PepsiCo as a company has finally overtaken Coke in overall ma

4、rket share and performance: “PEPSICO...has raced ahead of...Coke in overall growth rates. PepsiCo earnings last year surged 18% to $4.2 billion on revenues of $29.3 billion, up 8.5%...Coke's 11.5% earnings growth to...4.4% revenue growth to $22 billion for 2004” (Steiner, 2005, para.2). It could b

5、e said that PepsiCo has lost the cola battle but won the overall war with its archrival Coca-Cola Company. PepsiCo has done this by becoming a snack food and beverage Company with operations in more than 200 countries worldwide, over 143,000 employees both national and international and over $4 bil

6、lion in revenues (PepsiCo, 2004, p.4). Increasingly, PepsiCo, as most other large MNCs have done, is relying on overseas expansion to fuel its future growth and earnings. External Factors PepsiCo’s strategic sights are set on international expansion. Steiner points out that Pepsi International

7、 became Pepsi’s largest division in 2004 and this trend is likely to continue (2005, para.3). Although the United States and more broadly, North America, is the world’s largest snack market, its growth is relatively flat (Flannery, 2004, para.4). These two strategic observations certainly lend muc

8、h credence to an outward focusing strategy of growth and expansion. In fact, this appears to be the driving force behind PepsiCo’s overall strategic plan: international expansion. Even more specifically, PepsiCo seems intent on establishing dominance in the two major markets of China and India: “"

9、China is a big prize," says PepsiCo's Asia president...As the Chinese have opened up in the past ten years, there's been an inherent demand for foreign products...”(Flannery, 2004, para.5). This global strategic orientation is reflected by the opportunities available in the marketplace and is one r

10、eadily accessible to any company, such as PepsiCo, that is well-funded and has the research and marketing capabilities to manage a unified market entry campaign. External Factor Evaluation WEIGHT RATING WEIGHTED SCORE Opportunities 1. International and emerging markets hold much potential

11、 .15 1 .15 2. There is a growing demand for better and faster convenience type foods .05 3 .15 3. Bottled water industry is in demand in all markets .05 1 .05 4. Demand for health oriented products is increasing in established and mature markets .15 4 .60 5. Sports and performance bev

12、erage industry is a hot growth market .10 3 .30 ? Threats 1. Some global backlash against American products .10 2 .20 2. Competitive pressure from both Coca-Cola and some local market mainstays in China and India .05 3 .15 3. Consolidation in the retail industry is having some effect

13、 on distribution networks and marketing agreements .05 2 .10 4. Exchange rate fluctuations .10 2 .20 6. Raw material and transportation costs are increasing .20 1 .20 TOTAL 1.00 2.10 Competitive Forces Porter’s Five Forces model is an effective strategic evaluation tool to me

14、asure the effect certain competitive dimensions are having, and may have in the future, on a company’s main line of business (LOB). Proctor lists the five forces as being comprised of buyer power, supplier power, barriers to entry and threat of substitute products or services all in flux around an

15、intangible, but very real competitive dynamic: ...identification of an organization’s competitors may not be as simple...as it might...appear. The most obvious competitors are those which offer identical products or services to the same customers...substitute products and services highlight the na

16、ture of indirect competition... Five levels of competition have been suggested: direct competition, close competition, products of a similar nature, substitute products and indirect competition. (2000, p.103) For PepsiCo it is important to note that though the degree of rivalry it exhibits with Coc

17、a-Cola would be classified as high by even the most casual observer, on paper, because of the low market fragmentation in cola products in the major developed markets and the relatively few major companies, the degree of rivalry should be low. However, because PepsiCo has branched off into other LO

18、Bs and product lines, it has sought competitive rivalry across many market segments and this has increased the degree of competitive rivalry by geometric proportions. Porter’s threat of substitutes is probably one of PepsiCo’s largest competitive dangers because as more products become available t

19、hey exert continuous price pressure on the major companies, PepsiCo and Coca-Cola, to lower prices. Such price elasticity effects the growth models that PepsiCo has developed to satisfy shareholders: “...we know that our shareholders care most about our future. Given PepsiCo’s consistent record of

20、growth...we’re asked is: How will you sustain growth? By taking our competitive strengths, and investing in them to create...value”(Sustainable, 2004, p.4). PepsiCo has made it a mandate to build its shareholder value based on ever-increasing global expansion. It actually intends to accomplish muc

21、h of this growth in emerging markets and on the introduction of new products outside of its flagship Pepsi Cola product. One of the areas that PepsiCo has relied on to relieve some of this competitive pressure from substitute products are juice type beverages which it has long wielded as a premium,

22、 tough to enter segment: “...PepsiCo's Tropicana brand a 14-year head start in sewing up the premium market” (Sweney, 2005, para.3). Sweney points out that PepsiCo had the foresight to expand into such, at that time, niche markets which are only now becoming broad product categories with only a few

23、 real players. But, in keeping with Porter’s five forces model, entering the premium juice beverage market presents some barriers to entry that are not present in the cola market. These include, among others, access to fresh fruit products for raw material, higher risk of spoilage and shorter shel

24、f life. Further, since these products are marketed as a premium product, competing on price is not much of an advantage. Finally, one of Porter’s other competitive force that bears much relevance to PepsiCo and the cola industry in general, is buyer power. Because there are few relatively large

25、, international companies with the breadth and depth of PepsiCo and Coca-Cola, these two companies can truly demand that their suppliers accept the lowest conceivable margins possible. Competitor Profiles Competitor Profile Matrix? PepsiCo Coca-Cola Company Kraft Foods CRITICAL SUCCESS FACTO

26、RS WEIGHT RATING SCORE RATING SCORE RATING SCORE Advertising 0.20 1 0.20 4 0.80 3 0.60 Product Quality 0.10 4 0.40 4 0.40 3 0.30 Price Competitiveness 0.10 3 0.30 3 0.30 4 0.40 Management 0.10 4 0.40 3 0.30 3 0.30 Financial Position 0.15 4 0.60 3 0.45 3

27、 0.45 Customer Loyalty 0.10 4 0.40 4 0.40 2 0.20 Global Expansion 0.20 4 0.80 2 0.40 2 0.40 Market Share 0.05 1 0.05 4 0.20 3 0.15 TOTAL 1.00 3.15 3.25 2.80 The ratings in the Competitor Profile Matrix above are based on several market circumstances that are

28、relevant to how PepsiCo is rated. Though PepsiCo is larger in volume than Coca-Cola, it lags Coca-Cola Company in their flagship cola product market share overall, and outside of the beverage division, PepsiCo is smaller than its chief snack and food product rival, Kraft Foods. Yet, as PepsiCo’s 2

29、004 financial statement, Sustainable Advantage, states, PepsiCo is the world’s 3rd largest food and beverage company (2004, p.6). PepsiCo: Strategic Considerations Current Strategic Profile Because of Coke’s success at marketing partnerships and fountain drink agreements it has a huge advantage

30、in this product category: “Coke...fountain sales, controlling nearly 70% of the segment...buoyed by the addition of the 16,000-unit Subway Restaurants chain. Fountain and institutional sales account for roughly a quarter of total soft drink volume” (MacArthur, 2004, para.3), PepsiCo has been forced

31、to find other strategic measures to expand its market presence. It has done so largely by increasing its product offering, entering emerging markets and new product research. Currently, PepsiCo and Coca-Cola are battling for market share in almost every major emerging market. For example, beginni

32、ng in 2003 Pepsi and Coke began going toe to toe in Thailand with opposing strategies to establish market dominance: Coke began championing its Fanta product as the beverage of choice for the young and old alike, while PepsiCo gambled on a new marketing campaign to expand Pepsi Cola (Mulchand, 2003)

33、. On the global front, Coke has earmarked $300 million for its international marketing efforts which follows the $160 million it spent the previous year (Hein, 2005). This new emphasis on global marketing campaigns has increased the degree of rivalry between these two major competitors to heights

34、not seen before. Pepsi has answered by announcing in 2004 a new “mid-calorie product” that it intends to revolutionize the cola industry with: “The rumours that Coke and Pepsi...were developing mid-calorie colas had reached the level of dull roars by the time Pepsi announced...that it would be brin

35、ging out its version this summer under the brand name Pepsi Edge” (Elliot, 2004, para.3). Clearly, PepsiCo intends to compete on new product differentiation, increased marketing dollars and emerging markets. Yet, PepsiCo and its archrival Coca-Cola Company realize their days of competing on one pr

36、oduct alone are over: Neither company has much to brag about. Both continue to see sales of their flagship soft drinks weaken. Pepsi-Cola and Coke Classic shares dropped 0.6% and 0.5%, respectively. Volume for the two brands fell 6.9% and 6.4%, as consumers turned to diet drinks, waters and non-car

37、bonated beverages. (MacArthur, 2004, para.10) In this case, because of the foresight PepsiCo had in diversifying its product base early on, it is better positioned to incorporate the market reality of smaller revenues being generated by Pepsi Cola. For its part, Coca-Cola has turned to nutraceutic

38、al products as a possible way to offset flagging interest in its core product, Coke (Coca-Cola, 2005, p.6). This is a strategic response due almost solely to the market initiatives made by PepsiCo. PepsiCo Internal Factors Key Internal Factors Weight Rating Weighted Score Internal Strength

39、s 1.??Sound leadership with a long-term vision .10 4 .40 2.??Strong product portfolio .10 4 .40 3.??Advantages of operational scale .15 3 .45 4.??Recent market successes? ?.15 4 .60 5.??Strong financial performance and ratios .20 3 .60 Internal Weaknesses 1. Some low margins i

40、n certain product categories .10 1 .10 2.??Some poor performances by some of its divisions (Quaker) .05 2 .10 3.??Some seasonal performance concerns .05 2 .10 4.??Dependence on foreign markets for growth .10 1 .10 TOTAL 1.00 ? 2.85 Strategic Recommendations PepsiCo’s st

41、rategic options can be derived from an equation of its internal strength factors with its external strength factors. The observations resulting from this type of examination can provide the insight necessary to develop a strategy that is not only beneficial from a shareholder’s perspective but also

42、 operationally because it, presumably, is based on the strengths and core competencies attributed to the company. Key Internal Factor ? Key External Factor ? Resultant Strategy Sound Leadership & Strong Vision + International & Emerging Markets hold potential = Acquire Local Competitors in

43、 Emerging Markets Strong Product Portfolio + Demand for Health Oriented Product is Growing = ?Increase Research & Development Budget Recent Positive Market Performance + Sports and Performance Beverage is a Hot Growth Market = Funnel Revenue into this Product Marketing Plan Strategi

44、c Outline Since most of PepsiCo’s growth is already projected to originate from international markets in the years ahead, PepsiCo should develop a 5 year growth plan for the Asia Pacific Rim spearheaded by the China market. Considering PepsiCo already has a mammoth presence in China: “PepsiCo has

45、 since invested more than $1 billion in 40 joint ventures, some state connected, a few of them troubled. Today China is among the five fastest-growing markets for Pepsi”(Flannery, 2004, para.6); by maximizing this market presence, PepsiCo could use this momentum to capitalize on markets currently un

46、derperforming around the Asia Pacific Rim. This strategy is further enhanced by several major international events scheduled to take place in China in the coming years: the 2008 Summer Olympics and the 2010 World Expo. By increasing its profile in China and throughout the region, PepsiCo would be

47、well-positioned to capitalize on its increased brand equity and marketing cachet to re-launch its product lineup in the all-important North American market. PepsiCo’s recent strong financial performances, illustrated below, have given it the resources requisite to introduce such an expansive region

48、al and country marketing campaign: (Sustainable, 2004, p.2) A successful Asian campaign built around the China market should have the following effect on PepsiCo’s financial profile: Categories *revenue given in millions 2004 Financial Performance 2010 Financial Performance (pro forma) Tot

49、al Net Revenue $29,261 $36,000 Total Operating Profit $5,259 $12,000 Net Income $4,004 $6,800 Earnings Per Share $2.32 $3.89 Capital Spending $1,387 $2,950 A five year project plan would contain the following major milestones: Strategic Asia Plan Major Strategic Partnership with O

50、lympic Entity Expanded Olympic Themed Product Packaging (all products) International Marketing Campaign Highlighting PepsiCo’s Olympic Sponsorship Asia-wide Marketing Campaign Illustrating PepsiCo’s Expo Sponsorship 11/30/2005 11/30/2006 06/30/2007 11/30/2007 11/30/2009 The marketing pla

51、n itself would be themed after China and highlight the depth of influence that that culture has had all across Asia and would tie in to the major international spectacles of the Olympics and the World Expo. The major Asian consumer societies: South Korea, Japan and Taiwan would all be highly market

52、ed to showcasing their relationship with China and a new and highly individual Asian identity would emerge, introduced by PepsiCo. Finally, PepsiCo could take advantage of the Olympics to introduce an original sports-drink designed for the Asian but with Western tastes in mind.

53、 GMAT Reading 1. 4種文章類型 一、新老觀點(diǎn)對(duì)比（重點(diǎn)在后） 先是老觀點(diǎn)：many, most, common, frequently, usually, traditionally, once, old, recently, until recently 再是新觀點(diǎn)：強(qiáng)轉(zhuǎn)折（1段中/2段首） 主題句：明確的新觀點(diǎn)。 二、現(xiàn)象解釋型（重點(diǎn)在后）--為什么？ 先是現(xiàn)象：自然科學(xué)：自然現(xiàn)象 社會(huì)科學(xué)：史實(shí) 再是解釋：解釋原因+提出多個(gè)理論+強(qiáng)調(diào)主體+評(píng)價(jià) 主題句： 正確的解釋 三、問題解決型：（重點(diǎn)在后）

54、--該怎么去做？ 問題： 疑問--------question, puzzle 任務(wù)--------difficulty, task, problem, challenge 解決/回答：多個(gè)理論+提出主題+作者評(píng)價(jià)。 主題句： 正確的解決方案/答案 四、結(jié)論解釋型（開門見山）--有哪些內(nèi)容 特點(diǎn)：判斷句--主題句恰恰是判斷句；解釋：內(nèi)容的詳細(xì)展開 2. 主題題型 一、 對(duì)文章的中心思想、寫作目的等提問的題目 1. 明確主題句TS 2. 無TS--關(guān)鍵詞、細(xì)節(jié)、新內(nèi)容 A．關(guān)鍵詞：主體動(dòng)詞 Presentation：present，describe, explain

55、, illustrate, point out, etc. Argumentation: evaluate, criticize, refute, challenge, counter, correct, etc.（非常實(shí)用） 3. 含作者態(tài)度（少數(shù)服從多數(shù)） 二、 結(jié)構(gòu)套路 1. organization: 既問文章/段落的結(jié)構(gòu)、套路，注意順序！ 2. 特別套路：專門評(píng)述某人理論、著作，多屬于結(jié)構(gòu)解釋型，少屬于現(xiàn)象解釋（為什么）。 3. 注意： A. 先入為主型（從前不從后）：前面部分結(jié)構(gòu)已經(jīng)很完整，但后面部分說了一大段和前面無關(guān)的離題內(nèi)容，不能受后面影響 B. 少數(shù)服從多數(shù)

56、（從大不從小）：TS提出正態(tài)度，卻在末尾作出轉(zhuǎn)折說一些缺點(diǎn)、毛病，只是為了避免極端而作出的暖和語(yǔ)氣。 3. 態(tài)度題 就作者對(duì)某事件、某理論的態(tài)度評(píng)價(jià)提問的題目。 一邊倒評(píng)價(jià)：正評(píng)價(jià)、負(fù)評(píng)價(jià) 混合評(píng)價(jià)：大正小負(fù)、 大負(fù)小正 ●文中判斷評(píng)價(jià)的依據(jù)：判斷句系動(dòng)詞、情態(tài)動(dòng)詞、自由褒貶詞（adj ，adv） 1、引號(hào)：負(fù)評(píng)價(jià) 2、表示評(píng)價(jià)的實(shí)義動(dòng)詞：主要用于研究類文章 （1）負(fù)評(píng)價(jià)： fail (to), ignore, overlook, neglect, 忽略，忽視，前一個(gè)為主觀，后兩個(gè)為客觀 overestimate, underestimate,高估，低估 ex

57、aggerate,夸張，夸大 misrepresent, misinterpret錯(cuò)誤表達(dá)，錯(cuò)誤表述，錯(cuò)誤解釋 （2）正評(píng)價(jià)： show, prove, demonstrate證明 find, discover, 發(fā)現(xiàn) determine, confirm，確信，確認(rèn) 3、讓步語(yǔ)氣讓步語(yǔ)氣的三種寫法： 前半句（1）it is true/it is correct/ of course（2）no doubt/without doubt/undoubtedly （3）do/ may/ seem/appear 后半句：強(qiáng)轉(zhuǎn)折 以后半句為主要評(píng)價(jià)。 4、從大

58、不從小 文章開頭或主題句中的評(píng)價(jià)是大評(píng)價(jià)，其他是小評(píng)價(jià)。讓步和轉(zhuǎn)折除外。 4. 細(xì)節(jié)題 一、 四種主要類型 1. 羅馬數(shù)字題2. in order to題型3. 強(qiáng)對(duì)比取非題4. 其他 二、 幾種常見的錯(cuò)誤方式 三、 細(xì)節(jié)定位 （1）有定位的信息題： of, about, concerning, regarding-"關(guān)于"同義變換 （2）無定位的信息題： 只能根據(jù)對(duì)全文的整體把握來逐個(gè)判斷選項(xiàng)。 5. 類比題 典型問法： which of the following is most similar to the situation in the sentence?

59、 Similar to, analogous to, parallel 做法：抓住本質(zhì)特征 客觀題做題要求：題型、定位、同義變換 做題注意事項(xiàng) 1、 4種錯(cuò)誤選項(xiàng)：混、偏、反、無 混：張冠李戴：A說成B ；偏：以偏蓋全；反：與原文相反；無：原文沒說/無法判斷 2、 慎重對(duì)待含有最高級(jí)、唯一性和比較句的選項(xiàng) 3、 不要用非出題段落的內(nèi)容來解答這個(gè)題 例外：?jiǎn)柲扯谓Y(jié)尾，可用下段開頭；問某段開頭，可用上段結(jié)尾。 4、 長(zhǎng)選項(xiàng)豎讀法 縱向比較所有選項(xiàng)，尤其是開頭，找到其中相同的語(yǔ)言部分，如果某幾個(gè)選項(xiàng)中相同的語(yǔ)言部分對(duì)這個(gè)題有用，那么先看這幾個(gè)選項(xiàng)或者這幾

60、個(gè)選項(xiàng)的差異部分。 5、文字定位 基本操作：讀文章的時(shí)候找出主題詞和評(píng)價(jià)；文：主題題干：主題 特殊情況： （1）如果題干主題在文中多處出現(xiàn)，一般定位在其首次出現(xiàn)之處。 （2）如果題干主題與文章主題有關(guān)，定位在主題句。 6. 邏輯題：（反對(duì)+支持題） （1）反對(duì)題：weaken, undermine, call into question, cast doubt on 4種作法： A、反對(duì)原因 反對(duì)A-B時(shí)可說A不成立。 B、反證法 假設(shè)結(jié)論成立，推出矛盾、謬誤，與現(xiàn)實(shí)不符的情況。 C、直接反對(duì)結(jié)論 欲反對(duì)A-B，直接說B不

61、成立。 D、存在其他原因 欲反對(duì)A-B，可說C-B。 （2）支持題：support, strengthen 3種作法： A、補(bǔ)充所缺的條件。 欲支持A--B，補(bǔ)上C，得C-A-B。 B、把B再?gòu)?qiáng)調(diào)一遍。 C、具體事例法：舉文中沒有講過的例子作為正面論據(jù)。 （3） IF TRUE原則：不要懷疑5個(gè)選項(xiàng)的成立性，一切以他們的成立為前提。 7. 出題點(diǎn) 　　一、總結(jié) 1. 主題：幾乎必考；2. 混合評(píng)價(jià)；3. 強(qiáng)對(duì)比；4. 強(qiáng)因果；5. 比較句；6. 舉例+列舉 二、 補(bǔ)充重要語(yǔ)言點(diǎn) 三、 1、強(qiáng)轉(zhuǎn)折（做記號(hào)） 雖然：(al)though,

62、 while 但是：but yet however 同義詞：in fact和actually，nevertheless和nonetheless, rather和instead，despite和in spite of 實(shí)際上...... 然而...... 盡管......卻...... 不是......而是...... 極端轉(zhuǎn)折： 多重轉(zhuǎn)折：出現(xiàn)多重轉(zhuǎn)折以最后一重為準(zhǔn)，前面的千萬不要當(dāng)真！ 2、強(qiáng)因果 因?yàn)椋? because(of), since, for, 冒號(hào)（：） 所以： thus, hence, therefore 短語(yǔ)：

63、lead to, result in, result from, lie in "家族"：conclude, conclusion, conclusive, consequent(ly), consequence *3、強(qiáng)對(duì)比 傳統(tǒng)對(duì)比詞：unlike, contrast, on the contrary, on the other hand 文章開頭的時(shí)間狀語(yǔ)：before, prior to, in, (until) recently 取非題：A is unlike B（把文章的內(nèi)容反過來） *4、強(qiáng)調(diào)詞 A 最高級(jí)：-est, most,

64、least 順序最高級(jí)（first, last）頻率最高級(jí)（always, never）程度最高級(jí)（foremost, uttermost/utmost） B 唯一性：only, sole(ly), unique(ly),exclusive(ly), alone example: theory A alone (right) alone theory A (error) 比較句：more/less...than（與其......不如說......）, as...as/the same as *5、專有名詞：人，物種等， 只需要?jiǎng)澇鋈∈?/p>

65、字母簡(jiǎn)稱 6、三種標(biāo)點(diǎn)符號(hào) A引號(hào)： （1）引用某人原話（2）強(qiáng)調(diào)（3）負(fù)評(píng)價(jià)-"protecting" B括號(hào) 破折號(hào)：插入補(bǔ)充解釋 7、判斷句 A 系動(dòng)詞：be, remain 情態(tài)動(dòng)詞：can, can not, may, might B 自由褒貶詞：adj, adv.（詞性） 即：當(dāng)我們把它移開不會(huì)改變文章的語(yǔ)法和結(jié)構(gòu) 例：His view changed our attitude. His view successfully（正）changed our attitude. His view curiously（負(fù)） changed our attitude. His brazen（負(fù)） view changed our attitude. His penetrating（正） view changed our attitude.