We are going to talk about: - Introduction of the Company - The company’s operations - Main PEST factors - Conclusion

1. COLLET 27/04/2014
THOMAS
Company: ASUS and COCA COLA

3. Company conference 2014ASUS
Company visit 2014Femsa
Introduction of the Company
The company’s operations
Main PEST factors
Conclusion
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4. Introduction of the companyASUS
People who was presentduring the conference:
 Country manager : Hernan Chapitel
 ProductMB / FAE : Juan Deporto y Pablo Oliveira
 Account Manager : Natalia Herang
 Marketing manager : Fabio Selvaggio
Overview :
 Stock name : ASUSTEK
 Industry : Computer and peripheralequipment
 Principal activities : provision computer, electronics, laptop,
motherboards
 Wolrd precense : EU, UK, Brazil, USA, Canada, India, Asia, Australia,
Thailand, Philipines, Singapoore.
 Asus won 4 256 awards in 2013
Asus in Argentina :
 Small market
 Prodcuts here
 34% of market share
 2nd
position in the market
Financial points in 2013 :
 Brand revenu : 14,025 milliards $
 Operating income : 625 millions $
 Net income : 625 millions $
 Cash and cash : 2,070 milliards $

5. The company's operationsASUS
ASUS sell lot of different products there like :
Notebooks and ultrabook
Tablets and mobile
Audio
Motherboard
All of these products are making by 70% there and 30%
by importation.

6. Main PEST factorsASUS
Importantnaturalresources,
Fairly good transportation routes
and systems ata regional level,
High education standards ata
regional level,
European environmentcompared
to other Latin American
countries.
Weakness of local capital
markets and difficult access to
international credits,
Limited / poor competitiveness
of a large number of industrial
companies,
High proportion of informal /
black economy,
Bad positioning on the
Corruption Perception Index.
Subsidised loans in local currency,
Good human resources potential,
Flexibility of companies /
businessmen, shown during
severalcrisis situations,
MERCOSURsupply (mainly
Brazil) free fromduties,
High potential of conventional/
renewableenergy.
Inflation, salaries costs
pressureand realvalue of the
ArgentinePeso,
Governmentinterferencein the
markets, hardly to predict,
Potential energetic crisis,
Lack of clear information
(uncertainty about official
statistics and figures).

7. ConclusionASUS
ASUS continues to seek exceptional striving to become the most popular digital
society sector.
Currently 2nd in the market, ASUS wants to conquer more and more market
share to become the leader. But the project does not stop there; ASUS also
want to import and produce more products for Expand its range in Argentina.
The campaign "A search of the exceptional", which began in 2011, symbolizes
the concept of design, focused on the well-being of users. This concept goes
beyond simple product design or development, sale or marketing. It really
shows the passion for exceptional desire for perfection in all their actions.
ASUS is committed to making life easier still offering more innovations and
technologies.

8. Introduction of the companyFemsa
In Argentina, Coca-Cola FEMSA is a company with variable capital since October
1991.
Between 1994 and 1997, Coca-Cola FEMSA acquired in the territory of the
federal capital Buenos Aires, to buy 100% of Coca-Cola FEMSA Buenos Aires, SA
de CV a subsidiary of Coca-Cola.
With 19 years in Argentina, Coca-Cola FEMSA has managed to avoid major
economic and financial challenges that have occurred in the market and the
economy of this country.
Overview :
 Propiedad de FEMSA 48.9 %
 Volumen de Ventas 217 millions of boxes
 Ingresos 81,598 millions of pesos
 Utilidad de Operación 11,533 millions of pesos
 Plantas 2
 Centros de Distribución 4
 Clientes 78.5 thousand
Products :
 Coca-Cola, Fanta, Quatro, Sprite, Coca-Cola Light, Fanta Light,
Schweppes, Sprite Light/zero, Black Fire, Hi-C, Crush y Tai.

9. The company's operationsFemsa
They produce, market, sell and distribute Coca-Cola trademark beverages. The
Coca-Cola trademark beverages include: sparkling beverages (colas and
flavored sparkling beverages), waters and still beverages (including juice drinks,
coffee, teas, milk, value-added dairy and isotonic drinks).
The following table highlights historical sales volume and mix in Mexico and
Central America for their products:

10. Main PEST factorsFemsa
Importantnaturalresources,
Fairly good transportation routes
and systems ata regional level,
High education standards ata
regional level,
European environmentcompared
to other Latin American
countries.
Weakness of local capital
markets and difficult access to
international credits,
Limited / poor competitiveness
of a large number of industrial
companies,
High proportion of informal /
black economy,
Bad positioning on the
Corruption Perception Index.
Subsidised loans in local currency,
Good human resources potential,
Flexibility of companies /
businessmen, shown during
severalcrisis situations,
MERCOSURsupply (mainly
Brazil) free fromduties,
High potential of conventional/
renewableenergy.
Inflation, salaries costs
pressureand realvalue of the
ArgentinePeso,
Governmentinterferencein the
markets, hardly to predict,
Potential energetic crisis,
Lack of clear information
(uncertainty about official
statistics and figures).

11. ConclusionFemsa
In Argentine, in the futur, Femsa Coca cola wants to
develop a strong and diversified portfolio.
Sustained growth and leadership through further
consolidation of the Coca Cola system and increased
development of the NAB segment.