This document provides an annual report for Starbucks for the 2002 fiscal year. It summarizes the company's continued global expansion, with key points being that Starbucks opened its doors in new international markets like Spain, Germany, and Mexico. It highlights the opening of a new store in Madrid, Spain, describing the local customs and coffee drinks. It also discusses Starbucks' continued focus on coffee quality, its partners (employees), and becoming an active member within the communities it operates in worldwide.
Carta Editorial - Harper's Bazaar Brasil RGMonkeyBusiness
Apresentação de lançamento da revista de moda Harper's Bazaar Brasil RG pela Carta Editorial.
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// MonkeyBusiness is an brazilian agency that is specialized in presentations. All our energy is focused on creating memorable slides, which hold the attention of your audience and express your ideas.
// MonkeyBusiness é uma agência especializada em apresentações. Toda nossa energia é focada em criar slides inesquecíveis, que prendem a atenção do seu público e vendem suas idéias.
Postado aqui por MonkeyBusiness - Nós fazemos a sua apresentação:
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The document appears to be a resume and portfolio from an advertising creative director. It highlights her extensive experience creating various print, digital, and broadcast advertisements. It also showcases some of her past work including print ads for restaurants, clothing brands, and other clients.
The document describes a franchise opportunity for an international baby gift business called Bebedeparis. Bebedeparis is a leading baby gift company in Spain that provides gifts to new parents. It has over 20 years of experience and sells over 7,500 gifts per year. The business aims to become the first worldwide network of baby gift franchises by expanding internationally through a master franchise model that grants one license per country. The company has a reliable customer base and provides high-quality, personalized gifts delivered quickly by uniformed bellboys.
The document summarizes several business concepts and models developed by Creative Impulse Consulting. It describes concepts for restaurants, stores, franchises and brands across various sectors including food, clothing, and entertainment. Specific concepts mentioned include Villa Forneria (pizza franchise), Drakkar Store (men's clothing store), AçaíZeiro (healthy food concept), Prawn Villa (seafood restaurant and franchise), and Go Temaki (Japanese food concept). The document provides details on the vision, characteristics and potential models for each concept.
This document discusses various positioning strategies and levels for brands. It provides examples of brands positioned by attributes like reliability (Cat shoes), benefits/problem-solving (dry shampoo), competitors (Boss), advantages (rag & bone jeans), users (Nivea), status (Bourjois), and more. It also discusses positioning through the brand prism framework involving physical attributes, personality, culture, relationships, reflection, and self-image. Finally, it discusses repositioning brands due to outdated images, target audience changes, company strategy shifts, or financial performance issues.
Palmia is much more than a refreshing, naturally lemon-infused beer. It is our 90 calorie love letter to good taste. Inspired by adventures on the coast of Spain, our dream was to bring a new choice to the light beer market, a lager that demonstrates superior flavor and offer a long-overdue-alternative to all the other watered-down big beer brands.
Whether you find yourself relaxing at the beach or just spend time with friends after work, Palmia wants your time and your beer of the highest quality.
Palmia is not just a summer brew. It’s a light beer made by people who understand that having a good time isn’t seasonal and, most importantly should never be bland.
This document contains descriptions of 14 Colombian flower companies that export flowers. The companies produce a variety of flowers including roses, carnations, alstroemerias, and mini carnations. The companies emphasize producing high quality flowers and meeting customer needs. They aim to deliver fresh flowers with long stems, bright colors, and excellent vase life to major international markets including the US, Europe, and Asia.
This document describes a franchise opportunity for an international baby gifts company called bebedeparis. The company is a Spanish brand with over 20 years of experience in baby gifts that is looking to expand internationally through franchises. Benefits of the franchise include high profit margins, an established brand, exclusive territories, and support from the corporate headquarters. The ideal franchisee would have business experience and skills in marketing, e-commerce, and management. Information is provided on the potential market size and opportunities in Denmark, Sweden, Finland, and Norway.
Carta Editorial - Harper's Bazaar Brasil RGMonkeyBusiness
Apresentação de lançamento da revista de moda Harper's Bazaar Brasil RG pela Carta Editorial.
Apresentação feita pela MonkeyBusiness
// MonkeyBusiness is an brazilian agency that is specialized in presentations. All our energy is focused on creating memorable slides, which hold the attention of your audience and express your ideas.
// MonkeyBusiness é uma agência especializada em apresentações. Toda nossa energia é focada em criar slides inesquecíveis, que prendem a atenção do seu público e vendem suas idéias.
Postado aqui por MonkeyBusiness - Nós fazemos a sua apresentação:
www.monkeybusiness.com.br
www.macacosmebloguem.com.br
www.facebook.com/mkbusiness
www.twitter.com/mkbusiness
The document appears to be a resume and portfolio from an advertising creative director. It highlights her extensive experience creating various print, digital, and broadcast advertisements. It also showcases some of her past work including print ads for restaurants, clothing brands, and other clients.
The document describes a franchise opportunity for an international baby gift business called Bebedeparis. Bebedeparis is a leading baby gift company in Spain that provides gifts to new parents. It has over 20 years of experience and sells over 7,500 gifts per year. The business aims to become the first worldwide network of baby gift franchises by expanding internationally through a master franchise model that grants one license per country. The company has a reliable customer base and provides high-quality, personalized gifts delivered quickly by uniformed bellboys.
The document summarizes several business concepts and models developed by Creative Impulse Consulting. It describes concepts for restaurants, stores, franchises and brands across various sectors including food, clothing, and entertainment. Specific concepts mentioned include Villa Forneria (pizza franchise), Drakkar Store (men's clothing store), AçaíZeiro (healthy food concept), Prawn Villa (seafood restaurant and franchise), and Go Temaki (Japanese food concept). The document provides details on the vision, characteristics and potential models for each concept.
This document discusses various positioning strategies and levels for brands. It provides examples of brands positioned by attributes like reliability (Cat shoes), benefits/problem-solving (dry shampoo), competitors (Boss), advantages (rag & bone jeans), users (Nivea), status (Bourjois), and more. It also discusses positioning through the brand prism framework involving physical attributes, personality, culture, relationships, reflection, and self-image. Finally, it discusses repositioning brands due to outdated images, target audience changes, company strategy shifts, or financial performance issues.
Palmia is much more than a refreshing, naturally lemon-infused beer. It is our 90 calorie love letter to good taste. Inspired by adventures on the coast of Spain, our dream was to bring a new choice to the light beer market, a lager that demonstrates superior flavor and offer a long-overdue-alternative to all the other watered-down big beer brands.
Whether you find yourself relaxing at the beach or just spend time with friends after work, Palmia wants your time and your beer of the highest quality.
Palmia is not just a summer brew. It’s a light beer made by people who understand that having a good time isn’t seasonal and, most importantly should never be bland.
This document contains descriptions of 14 Colombian flower companies that export flowers. The companies produce a variety of flowers including roses, carnations, alstroemerias, and mini carnations. The companies emphasize producing high quality flowers and meeting customer needs. They aim to deliver fresh flowers with long stems, bright colors, and excellent vase life to major international markets including the US, Europe, and Asia.
This document describes a franchise opportunity for an international baby gifts company called bebedeparis. The company is a Spanish brand with over 20 years of experience in baby gifts that is looking to expand internationally through franchises. Benefits of the franchise include high profit margins, an established brand, exclusive territories, and support from the corporate headquarters. The ideal franchisee would have business experience and skills in marketing, e-commerce, and management. Information is provided on the potential market size and opportunities in Denmark, Sweden, Finland, and Norway.
The document discusses Starbucks' 2001 fiscal year annual report, highlighting how they sourced the highest quality coffee beans from around the world to create their Starbucks Special Reserve blend and single-origin coffee, which provide funding to communities in origin countries. It also discusses the dedication of Starbucks employees during challenges like earthquakes and 9/11, and Starbucks' continued global expansion and commitment to social responsibility.
The document provides an overview of Pepco Holdings, Inc.'s (PHI) strategy to build shareholder value. PHI aims to increase investment in infrastructure through its Blueprint programs to modernize its electric grid. It also plans growth for its competitive energy businesses, Conectiv Energy and Pepco Energy Services. PHI expects its regulated Power Delivery business to remain the primary driver of earnings, contributing 60-70% of operating income over the planning period through infrastructure investments and favorable regulatory outcomes.
Starbucks started as a single coffee shop in Seattle and has since expanded to over 17 countries. The document summarizes what Starbucks learned from having baristas in different countries record their typical days working at Starbucks. It found that while the cultures and customer preferences varied between countries, Starbucks stores worldwide share similarities in serving as community spaces and being staffed by partners who enjoy interacting with customers.
- Pepco Holdings, Inc. reported on its 2006 financial and operational performance in its annual report and proxy statement. It noted lower earnings compared to 2005 due to mild weather but continued growth in shareholder value.
- Key accomplishments in 2006 included implementing balanced rate mitigation plans, filing rate cases to cover increased delivery costs, proposing a major transmission line project, agreeing to sell remaining regulated generation assets, and achieving strong performance in wholesale energy and retail energy businesses.
- Looking ahead, the company plans to focus on growth through regulatory outcomes, infrastructure investments, environmental leadership programs, and improving wholesale energy market conditions.
This document provides a summary of Pepco Holdings' 2004 annual report and proxy statement. Key points include:
1) Pepco Holdings reported improved financial performance in 2004 with consolidated earnings of $258.7 million, up from $113.5 million in 2003, driven by improved performance of competitive energy businesses.
2) The company made progress on reducing debt and preferred stock by $480 million in 2004 as part of its balance sheet improvement goals.
3) The regulated power delivery business continues as the primary focus due to its stability and cash generation. Earnings from this segment grew to $233.4 million in 2004.
4) Competitive energy businesses also posted profits in 2004 despite challenging markets
The document is a notice and proxy statement for YRC Worldwide Inc.'s 2007 Annual Meeting of Stockholders. It notifies stockholders that the meeting will be held on May 17, 2007 to vote on nine director elections, approval of the Annual Incentive Bonus Program, and ratification of KPMG LLP as the independent auditor. It provides instructions on how to vote by proxy via mail, internet or telephone in advance of the meeting.
The document contains self-introductions from several 14-year-old students from Romania. They describe their names, ages, appearances, interests and hobbies which include sports, music, art, traveling and spending time with family and friends. They also discuss their favorite school subjects such as math, history, English and their goals and accomplishments.
Starbucks had a very successful fiscal year in 1999, opening 625 new stores globally, the most in company history. They expanded internationally, opening over 150 stores outside North America. Starbucks also saw success introducing new products like Tazo Tea and lunch programs. While missing an earnings target for the first time, the company remained profitable and continued its strategy of global expansion and community investment to build its brand.
The document provides an overview of Pepco Holdings Inc.'s (PHI) power delivery business and regulatory environment. It summarizes PHI's sales and customer growth projections, infrastructure investment strategy including the proposed Mid-Atlantic Power Pathway transmission project and Blueprint for the Future initiative. Recent distribution rate case outcomes for PHI's utilities are also summarized. The document is intended as a presentation for investors on PHI's positioned for success through its regulated electric and gas delivery business.
This document discusses climate and weather patterns around the world. It includes maps of global wind patterns and precipitation. Local winds are also defined, such as the Chinook, Mistral, Foehn, Levanter, Haboob, Brickfielder, and Sirocco winds. Climographs are introduced to display temperature and precipitation data for a given location, and instructions are provided to build a climograph for Saint Petersburg, Russia using the supplied data.
YRC Worldwide reported third quarter 2008 diluted earnings per share of $0.63, which included various one-time gains and charges. The company generated $52.2 million in cash from operations and $92.6 million in free cash flow during the quarter. Total debt was reduced by $11.4 million for the quarter. While volumes declined more than expected due to a weakening economy, the company removed costs and continued to pay down debt and improve liquidity.
- Pepco Holdings provided its first annual report after merging Pepco and Conectiv in August 2002.
- In 2002, PHI earned $210.5 million, or $1.61 per share, on $4.3 billion in revenue. Excluding merger costs, earnings were $1.74 per share.
- The letter discusses the company's regulated utility and competitive energy businesses, noting stable earnings from utilities and growth potential from competitive businesses. It encourages shareholders to vote and thanks them for their confidence and investment.
Look at the scenic beauty of some places in Romania, Vrancea county, Lepsa village as the students from a school in Bucharest saw them! They took pictures, learn to climb, learn interesting facts about the places they visited! And maybe some day they will returnt there.
The document provides an overview and summary of PHI's strategy and performance across its various business segments. PHI aims to remain a regional diversified energy delivery and competitive services company focused on value creation and operational excellence. Key aspects include achieving constructive regulatory outcomes and 4% annual earnings growth for its power delivery utilities, optimizing assets and market opportunities for Conectiv Energy, and expanding Pepco Energy Services into additional markets. Financial performance has been positively impacted by infrastructure investments and sales growth, though earnings have been reduced in some jurisdictions due to higher standard offer service pricing.
The Audit and Compliance Committee Charter outlines the purpose, composition, authority, and specific duties of the Committee. The primary purpose is to oversee Starbucks' accounting, financial reporting, audit processes, and compliance with business conduct policies. The Committee is responsible for appointing and overseeing the independent auditors, reviewing financial reporting and disclosures, monitoring internal controls and compliance, and addressing accounting complaints. It must include at least three financially literate independent directors, meet at least six times per year, and report annually to shareholders.
This document discusses clouds and precipitation. It defines evaporation and condensation, and explains how clouds form when air rises and cools to the dew point, allowing water vapor to condense on condensation nuclei. The main cloud types - cirrus, stratus, and cumulus - are identified based on their location in the sky and the weather they predict. The four major types of precipitation - rain, snow, sleet, and hail - are described based on their characteristics and formation processes.
The document is Starbucks Corporation's 2005 Annual Report. It summarizes Starbucks' global growth over the past year, with nearly 35 million weekly customers visiting over 10,000 stores worldwide. It discusses Starbucks' expansion into new international markets like Brazil, India, and Russia. It also highlights the company's focus on providing excellent customer service and coffee, supporting coffee farmers, and creating a positive work environment for employees. The annual report emphasizes Starbucks' goal of fostering human connection through each customer interaction.
Starbucks Corporation Fiscal 2005 Annual Report summarizes Starbucks' global growth and performance over the past year in 3 key areas:
1. Starbucks opened 1,672 new stores globally, growing to over 10,500 locations in 37 countries. Revenue grew 20% to a record $6.4 billion and earnings per share grew 30% to $0.61.
2. Starbucks expanded into new markets like China, introduced new products like ready-to-drink coffee in Asia, and leveraged cross-market learnings to drive innovations.
3. Starbucks remained committed to ethical sourcing, environmental sustainability, and using its scale to have a positive social impact worldwide.
Starbucks had a very successful fiscal year in 1999, opening 625 new stores globally, the most in company history. They expanded internationally, opening stores in new markets like New Zealand, Beijing, Malaysia, South Korea, and Kuwait. Domestically, they saw strong sales and growth opportunities from new products and expanding their lunch programs to new cities. Looking ahead, Starbucks aims to strengthen their brand globally and explore new distribution channels and complementary products to engage more customers.
The letter summarizes Starbucks' financial performance in fiscal year 2000. It saw record revenues of $2.2 billion, with 9% comparable store sales growth. It exceeded its store opening targets, opening 1,035 new stores globally including 778 in North America. It expanded internationally, entering new markets in Europe, Asia, and the Middle East. It grew its Tazo tea and Hear Music brands. Looking ahead, Starbucks believes it can have over 20,000 stores worldwide, seeing significantly more growth opportunities than previously estimated.
The document discusses Starbucks' 2001 fiscal year annual report, highlighting how they sourced the highest quality coffee beans from around the world to create their Starbucks Special Reserve blend and single-origin coffee, which provide funding to communities in origin countries. It also discusses the dedication of Starbucks employees during challenges like earthquakes and 9/11, and Starbucks' continued global expansion and commitment to social responsibility.
The document provides an overview of Pepco Holdings, Inc.'s (PHI) strategy to build shareholder value. PHI aims to increase investment in infrastructure through its Blueprint programs to modernize its electric grid. It also plans growth for its competitive energy businesses, Conectiv Energy and Pepco Energy Services. PHI expects its regulated Power Delivery business to remain the primary driver of earnings, contributing 60-70% of operating income over the planning period through infrastructure investments and favorable regulatory outcomes.
Starbucks started as a single coffee shop in Seattle and has since expanded to over 17 countries. The document summarizes what Starbucks learned from having baristas in different countries record their typical days working at Starbucks. It found that while the cultures and customer preferences varied between countries, Starbucks stores worldwide share similarities in serving as community spaces and being staffed by partners who enjoy interacting with customers.
- Pepco Holdings, Inc. reported on its 2006 financial and operational performance in its annual report and proxy statement. It noted lower earnings compared to 2005 due to mild weather but continued growth in shareholder value.
- Key accomplishments in 2006 included implementing balanced rate mitigation plans, filing rate cases to cover increased delivery costs, proposing a major transmission line project, agreeing to sell remaining regulated generation assets, and achieving strong performance in wholesale energy and retail energy businesses.
- Looking ahead, the company plans to focus on growth through regulatory outcomes, infrastructure investments, environmental leadership programs, and improving wholesale energy market conditions.
This document provides a summary of Pepco Holdings' 2004 annual report and proxy statement. Key points include:
1) Pepco Holdings reported improved financial performance in 2004 with consolidated earnings of $258.7 million, up from $113.5 million in 2003, driven by improved performance of competitive energy businesses.
2) The company made progress on reducing debt and preferred stock by $480 million in 2004 as part of its balance sheet improvement goals.
3) The regulated power delivery business continues as the primary focus due to its stability and cash generation. Earnings from this segment grew to $233.4 million in 2004.
4) Competitive energy businesses also posted profits in 2004 despite challenging markets
The document is a notice and proxy statement for YRC Worldwide Inc.'s 2007 Annual Meeting of Stockholders. It notifies stockholders that the meeting will be held on May 17, 2007 to vote on nine director elections, approval of the Annual Incentive Bonus Program, and ratification of KPMG LLP as the independent auditor. It provides instructions on how to vote by proxy via mail, internet or telephone in advance of the meeting.
The document contains self-introductions from several 14-year-old students from Romania. They describe their names, ages, appearances, interests and hobbies which include sports, music, art, traveling and spending time with family and friends. They also discuss their favorite school subjects such as math, history, English and their goals and accomplishments.
Starbucks had a very successful fiscal year in 1999, opening 625 new stores globally, the most in company history. They expanded internationally, opening over 150 stores outside North America. Starbucks also saw success introducing new products like Tazo Tea and lunch programs. While missing an earnings target for the first time, the company remained profitable and continued its strategy of global expansion and community investment to build its brand.
The document provides an overview of Pepco Holdings Inc.'s (PHI) power delivery business and regulatory environment. It summarizes PHI's sales and customer growth projections, infrastructure investment strategy including the proposed Mid-Atlantic Power Pathway transmission project and Blueprint for the Future initiative. Recent distribution rate case outcomes for PHI's utilities are also summarized. The document is intended as a presentation for investors on PHI's positioned for success through its regulated electric and gas delivery business.
This document discusses climate and weather patterns around the world. It includes maps of global wind patterns and precipitation. Local winds are also defined, such as the Chinook, Mistral, Foehn, Levanter, Haboob, Brickfielder, and Sirocco winds. Climographs are introduced to display temperature and precipitation data for a given location, and instructions are provided to build a climograph for Saint Petersburg, Russia using the supplied data.
YRC Worldwide reported third quarter 2008 diluted earnings per share of $0.63, which included various one-time gains and charges. The company generated $52.2 million in cash from operations and $92.6 million in free cash flow during the quarter. Total debt was reduced by $11.4 million for the quarter. While volumes declined more than expected due to a weakening economy, the company removed costs and continued to pay down debt and improve liquidity.
- Pepco Holdings provided its first annual report after merging Pepco and Conectiv in August 2002.
- In 2002, PHI earned $210.5 million, or $1.61 per share, on $4.3 billion in revenue. Excluding merger costs, earnings were $1.74 per share.
- The letter discusses the company's regulated utility and competitive energy businesses, noting stable earnings from utilities and growth potential from competitive businesses. It encourages shareholders to vote and thanks them for their confidence and investment.
Look at the scenic beauty of some places in Romania, Vrancea county, Lepsa village as the students from a school in Bucharest saw them! They took pictures, learn to climb, learn interesting facts about the places they visited! And maybe some day they will returnt there.
The document provides an overview and summary of PHI's strategy and performance across its various business segments. PHI aims to remain a regional diversified energy delivery and competitive services company focused on value creation and operational excellence. Key aspects include achieving constructive regulatory outcomes and 4% annual earnings growth for its power delivery utilities, optimizing assets and market opportunities for Conectiv Energy, and expanding Pepco Energy Services into additional markets. Financial performance has been positively impacted by infrastructure investments and sales growth, though earnings have been reduced in some jurisdictions due to higher standard offer service pricing.
The Audit and Compliance Committee Charter outlines the purpose, composition, authority, and specific duties of the Committee. The primary purpose is to oversee Starbucks' accounting, financial reporting, audit processes, and compliance with business conduct policies. The Committee is responsible for appointing and overseeing the independent auditors, reviewing financial reporting and disclosures, monitoring internal controls and compliance, and addressing accounting complaints. It must include at least three financially literate independent directors, meet at least six times per year, and report annually to shareholders.
This document discusses clouds and precipitation. It defines evaporation and condensation, and explains how clouds form when air rises and cools to the dew point, allowing water vapor to condense on condensation nuclei. The main cloud types - cirrus, stratus, and cumulus - are identified based on their location in the sky and the weather they predict. The four major types of precipitation - rain, snow, sleet, and hail - are described based on their characteristics and formation processes.
The document is Starbucks Corporation's 2005 Annual Report. It summarizes Starbucks' global growth over the past year, with nearly 35 million weekly customers visiting over 10,000 stores worldwide. It discusses Starbucks' expansion into new international markets like Brazil, India, and Russia. It also highlights the company's focus on providing excellent customer service and coffee, supporting coffee farmers, and creating a positive work environment for employees. The annual report emphasizes Starbucks' goal of fostering human connection through each customer interaction.
Starbucks Corporation Fiscal 2005 Annual Report summarizes Starbucks' global growth and performance over the past year in 3 key areas:
1. Starbucks opened 1,672 new stores globally, growing to over 10,500 locations in 37 countries. Revenue grew 20% to a record $6.4 billion and earnings per share grew 30% to $0.61.
2. Starbucks expanded into new markets like China, introduced new products like ready-to-drink coffee in Asia, and leveraged cross-market learnings to drive innovations.
3. Starbucks remained committed to ethical sourcing, environmental sustainability, and using its scale to have a positive social impact worldwide.
Starbucks had a very successful fiscal year in 1999, opening 625 new stores globally, the most in company history. They expanded internationally, opening stores in new markets like New Zealand, Beijing, Malaysia, South Korea, and Kuwait. Domestically, they saw strong sales and growth opportunities from new products and expanding their lunch programs to new cities. Looking ahead, Starbucks aims to strengthen their brand globally and explore new distribution channels and complementary products to engage more customers.
The letter summarizes Starbucks' financial performance in fiscal year 2000. It saw record revenues of $2.2 billion, with 9% comparable store sales growth. It exceeded its store opening targets, opening 1,035 new stores globally including 778 in North America. It expanded internationally, entering new markets in Europe, Asia, and the Middle East. It grew its Tazo tea and Hear Music brands. Looking ahead, Starbucks believes it can have over 20,000 stores worldwide, seeing significantly more growth opportunities than previously estimated.
The letter summarizes Starbucks' financial performance in fiscal year 2000. It saw record revenues of $2.2 billion, with 9% comparable store sales growth. It exceeded its store opening targets, opening 1,035 new stores globally including 778 in North America. It expanded internationally, entering new markets in Europe, Asia, and the Middle East. It grew its Tazo tea and Hear Music brands. Looking ahead, Starbucks believes it can have over 20,000 stores worldwide, seeing significant untapped potential for future growth.
The document is Starbucks' 2004 annual report which summarizes the company's performance and initiatives that fiscal year. It discusses how Starbucks renewed its focus on coffee roots by expanding coffee education and rare coffee offerings. It highlights global social responsibility efforts including improving conditions for coffee farmers. It also summarizes innovations in music offerings and new products. Starbucks achieved record growth by opening over 1,300 stores globally and increasing revenue over $1 billion to $5.3 billion, exceeding expectations.
The document is Starbucks' 2004 annual report which summarizes the company's performance and initiatives that fiscal year. It discusses how Starbucks renewed its focus on coffee roots by expanding coffee education and rare coffee offerings. It highlights global social responsibility efforts including improving conditions for coffee farmers. It also summarizes innovations in music offerings and new products. Starbucks achieved record growth by opening over 1,300 stores globally and increasing revenue over $1 billion to $5.3 billion, exceeding expectations.
The document outlines Starbucks' vision, mission, and values across six areas: Our Coffee, Our Partners, Our Customers, Our Stores, Our Neighborhood, and Our Shareholders. The vision is to inspire and nurture the human spirit through coffee. The mission is to provide the highest quality coffee and customer experience while caring for coffee farmers and embracing diversity among partners. Starbucks aims to be a positive force in local communities and deliver value to shareholders by fulfilling their responsibilities in these areas.
This is a project where analysis of quality management has been done.. It has an overview, organization structure,analysis and conclusion. I hope you find it helpful.
Starbucks primarily sells coffee drinks and food items. It targets young adults and professionals aged 18-40, especially those who are well-educated and interested in social causes. Starbucks positions itself as a premium brand that offers a relaxing third place experience beyond home and work. It focuses on upscale locations in busy areas. Through its products, store environment, and corporate social responsibility efforts, Starbucks aims to appeal to customers seeking quality, comfort, and community.
The document provides a portfolio of work samples and services from Monica Bravo, a graphic designer. It includes examples of magazine advertising, magazine design, news reports, brochures, website design, web support, logos, banners, and social media advertising that Monica has created. The portfolio also lists visual identity and press kit services to improve brand communication. The samples showcase Monica's skills in graphic design for print, web, and social media platforms across various industries.
AXIAL VINOS is a Spanish wine export company working around the world, and has succeeded in being the Spanish company in positioning the most single branded wines the United States market. AXIAL VINOS has at its disposal an offer of wines coming from the internationally renowned Spanish Denominations of Origin. The experience of Louis Geirnaerdt & Eugenie van Ekeris leading AXIAL has allowed the company to be positioned on the world market as relevant member.
The document provides an overview of IKEA's financial year 2017. It discusses IKEA's growth including operating 355 stores across 29 countries, pursuing opportunities to make IKEA more accessible to customers through digital channels and convenient locations. It also highlights IKEA's commitments to sustainability and creating a better everyday life for many customers starting from home.
The document discusses how the Torres family's wine business began with Jaime Torres crossing the ocean on a wooden sailboat in the 19th century to export their wine internationally, starting an odyssey that expanded their business globally over generations. This early adventurous and ambitious spirit drove the family to continually look outward and be pioneers in exporting their wine regularly via chartering their own ship. Now in its fifth generation, Bodegas Torres continues this legacy of international expansion that was inspired by Jaime Torres' original global voyage.
Bebe de Paris is an online retailer of baby gifts located in Spain that was founded in 2012 by three co-founders with over 20 years of experience in the baby products industry. They sell high-quality baby gifts ranging in price from 25€ to 300€ and have experienced strong annual growth of 15-20% despite economic downturns. Bebe de Paris primarily targets companies and individuals who want to send gifts to celebrate new parents.
1. Sara Pieters shares 5 takeaways from an inspiration tour to Amsterdam organized by Red Zezel to boost businesses through innovation.
2. The takeaways include mixing products/services to create added value, using powerful storytelling, collaborating with partners to accelerate, digitizing processes to create more service, and making businesses sustainable.
3. Red Zezel guides companies on their innovation path by showing how creativity can lead to new products, services or business models, and they organize inspiring tours for this purpose.
Starbucks - Entry Modes used for markets around the worldShivashish Ghosh
Starbucks entered the Philippine market in 1998 through a partnership with Rustan Commercial Corporation. Rustan's real estate and customer experience expertise helped Starbucks succeed where others had doubts. Starbucks international president at the time acknowledged it was a risk but trusted his Philippine partners. The partnership has paid off with over 195 stores in the country, exceeding initial expectations of only 25 stores due to the Philippine people and business leaders Starbucks partnered with.
Pepco Holdings, Inc. held an analyst conference on October 5-6, 2004 to discuss the company's performance. The presentation included an overview of PHI's businesses, strategy, and corporate governance practices. It noted PHI has $7.1 billion in revenues and focuses on its regulated electric and gas delivery business, which accounts for 72% of operating income. The Power Delivery segment was discussed, which includes the transmission and distribution of electricity to 1.8 million customers across several mid-Atlantic states.
The document discusses Joseph Rigby's presentation on the strategic positioning of Southeast Utilities. It summarizes the company's strategic focus on power delivery, Conectiv Energy, and Pepco Energy Services. It also outlines the goals for the power delivery business, including sales growth, infrastructure investment, operational excellence, and constructive regulatory outcomes to deliver average annual earnings growth of at least 4%. Key infrastructure projects are highlighted.
The document summarizes a presentation given by Joseph M. Rigby, CFO of Pepco Holdings, Inc. (PHI) at an investor conference on March 28, 2006. The presentation outlines PHI's strategy to remain a regional diversified energy delivery and competitive services company focused on operational excellence. It discusses PHI's power delivery business, Conectiv Energy, and Pepco Energy Services. The presentation also provides financial performance summaries and projections showing PHI's ability to cover dividends and capital expenditures with cash from operations.
This document provides an overview of PHI and its strategy for positioning itself for success in a dynamic industry. PHI's strategy is to remain a diversified regional energy delivery and competitive services company focused on value creation and operational excellence. For its power delivery utility operations, PHI's goals are to operate with excellence, achieve constructive regulatory outcomes, invest in infrastructure, and deliver at least 4% annual average earnings growth. PHI's service territory has a robust economy that is less susceptible to downturns and includes diverse government and private sectors.
This document provides an overview of PHI's 41st EEI Financial Conference held from November 5-8, 2006. It includes sections on PHI's financial performance for Q3 and year-to-date 2006, drivers of performance, sales and customer trends, regulated distribution summaries, upcoming regulatory activities including transmission formula rate filings and rate cases, and PHI's proposed MAPP transmission project. Key highlights are lower sales due to mild weather, lower transmission revenue, and plans to file rate cases in late 2006/early 2007.
This document provides an overview and summary of Power Holdings Inc.'s (PHI) various business segments. It discusses PHI's regulated electric and gas delivery business, which accounts for 67% of operating income. It also summarizes Conectiv Energy's competitive merchant generation and load service business, which accounts for 33% of operating income. Key highlights from rate cases and recent regulatory activities involving PHI's delivery businesses are also provided. The document contains forward-looking statements and non-GAAP financial measures.
The document provides an overview of Pepco Holdings Inc.'s (PHI) various businesses including its regulated electric and gas delivery business, competitive energy generation business, and energy services business. It discusses PHI's infrastructure investment strategies, the status of major projects like the Mid-Atlantic Power Pathway, and the company's regulatory environment. Financial projections show expectations for continued investment and growth across PHI's businesses.
The document discusses Pepco Holdings' strategic focus on infrastructure investments and customer programs to position the company for continued success. It outlines plans to invest $1.2 billion in the Mid-Atlantic Power Pathway transmission project through 2014 and $646 million in advanced metering infrastructure and other programs through the company's Blueprint for the Future initiative between 2008-2014. Regulatory support is essential for cost recovery for these investments, which aim to enhance reliability, manage costs and protect the environment for customers.
This document provides an overview of Pepco Holdings' transmission and distribution business. It discusses plans to invest over $5 billion from 2007-2012 to upgrade aging infrastructure and improve reliability. A key project is the $1.05 billion Mid-Atlantic Power Pathway, a 230-mile 500kV transmission line from Northern Virginia to Southern New Jersey to be completed by 2013. The presentation outlines the project timeline, environmental stewardship efforts, and cost recovery approach through PJM and FERC. It also reviews the company's focus on replacing aging transmission equipment to further enhance reliability.
This document provides an overview of Pepco Holdings, Inc.'s power delivery business. It discusses planned infrastructure investments totaling $4.99 billion from 2008-2012 to improve reliability, support load growth, and implement new technology. A key project is the $1.05 billion Mid-Atlantic Power Pathway transmission line. The document also reviews regulatory highlights, including recent rate cases, and outlines operational and financial summaries for the company's distribution and transmission businesses.
- Pepco Holdings held its annual meeting and provided its annual report to shareholders.
- In 2002, Pepco Holdings earned $210.5 million in consolidated earnings, or $1.61 per share. Earnings were driven by strong performance from regulated utility businesses and some competitive energy businesses.
- The letter discusses the company's strategy, leadership, and financial and operational performance across its various business segments in 2002. It also encourages shareholders to vote and continue supporting the company.
This document provides a summary of Pepco Holdings' 2004 annual report and proxy statement. Key points include:
1) Pepco Holdings reported improved financial performance in 2004 with consolidated earnings of $258.7 million, up from $113.5 million in 2003, driven by improved performance of competitive energy businesses.
2) The company made progress on reducing debt and preferred stock by $480 million in 2004 and achieved a total shareholder return of over 22% for 2003-2004.
3) The regulated power delivery business continues as the primary focus and driver of steady cash flow. Earnings from this segment improved to $233.4 million in 2004.
4) Competitive energy businesses also posted
The document provides details on Pepco Holdings' 2003 performance and future plans. It discusses challenges faced in 2003 including an energy trading loss, Mirant's bankruptcy, and Hurricane Isabel. However, actions taken in 2003 such as divesting non-core businesses and reducing risk are expected to set the stage for future earnings growth. The company remains focused on strengthening its core power delivery business and improving customer satisfaction.
The document provides details on Pepco Holdings' 2003 performance and future plans. It discusses challenges faced in 2003 including an energy trading loss, Mirant's bankruptcy, and Hurricane Isabel. However, actions taken in 2003 such as divesting non-core businesses and reducing risk are expected to set the stage for future earnings growth. The company remains focused on strengthening its core power delivery business and improving customer satisfaction.
The document is the 2005 annual report and proxy statement from PHI (Pepco Holdings Inc.). It discusses PHI's strategy of focusing on stable power delivery and growing energy businesses. In 2005, PHI achieved earnings of $371.2 million and strengthened its balance sheet by paying down over $1 billion in debt. Rising energy prices present challenges for PHI and its customers. The proxy statement announces the annual meeting to elect directors and ratify the independent auditor.
The document is the 2005 annual report and proxy statement from PHI (Pepco Holdings Inc.). It discusses PHI's strategy of focusing on stable power delivery and growing energy businesses. In 2005, PHI achieved earnings of $371.2 million and strengthened its balance sheet by paying down over $1 billion in debt. Rising energy prices present challenges for PHI and its customers. The proxy statement announces the annual meeting to elect directors and ratify the independent auditor.
- Pepco Holdings, Inc. reported on its 2006 financial and operational performance in its annual report and proxy statement. It noted lower earnings compared to 2005 due to mild weather but continued growth in shareholder value.
- Key accomplishments in 2006 included implementing balanced rate mitigation plans, filing rate cases to cover increased delivery costs, proposing a major transmission line project, agreeing to sell remaining regulated generation assets, and achieving strong performance in wholesale energy and retail energy businesses.
- Looking ahead, the company plans to focus on growth through regulatory outcomes, infrastructure investments, environmental leadership programs, and improving wholesale energy market conditions.
The document lists the current Starbucks Board of Directors as of March 19, 2008, including Chairman Howard Schultz. It also lists the members of the three board committees: the Audit and Compliance Committee chaired by Javier G. Teruel; the Compensation and Management Development Committee chaired by Barbara Bass; and the Nominating and Corporate Governance Committee chaired by Craig E. Weatherup.
The document profiles the board of directors of Starbucks Corporation, providing biographical information on each member. It describes their current and past professional roles and experience in business leadership, including their positions at Starbucks as well as other companies in retail, food & beverage, consumer goods, and investment industries. The board consists of 11 members with expertise in areas like operations, marketing, finance, and international business.
The Starbucks Audit & Compliance Committee policy outlines procedures for pre-approving audit and non-audit services performed by the independent auditor. These services require pre-approval to ensure auditor independence is not impaired. The policy delegates some pre-approval authority to the Committee Chairperson and provides general pre-approval for certain routine audit, audit-related, tax, and other services that are described in Appendices A through D. Any non-routine services above pre-approved fee levels or not listed require specific approval from the full Committee.
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
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How to Invest in Cryptocurrency for Beginners: A Complete GuideDaniel
Cryptocurrency is digital money that operates independently of a central authority, utilizing cryptography for security. Unlike traditional currencies issued by governments (fiat currencies), cryptocurrencies are decentralized and typically operate on a technology called blockchain. Each cryptocurrency transaction is recorded on a public ledger, ensuring transparency and security.
Cryptocurrencies can be used for various purposes, including online purchases, investment opportunities, and as a means of transferring value globally without the need for intermediaries like banks.
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In World Expo 2010 Shanghai – the most visited Expo in the World History
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On 12 June 2024 the Institute for Economic Research and Policy Consulting (IER) held an online event “Economic Trends from a Business Perspective (May 2024)”.
During the event, the results of the 25-th monthly survey of business executives “Ukrainian Business during the war”, which was conducted in May 2024, were presented.
The field stage of the 25-th wave lasted from May 20 to May 31, 2024. In May, 532 companies were surveyed.
The enterprise managers compared the work results in May 2024 with April, assessed the indicators at the time of the survey (May 2024), and gave forecasts for the next two, three, or six months, depending on the question. In certain issues (where indicated), the work results were compared with the pre-war period (before February 24, 2022).
✅ More survey results in the presentation.
✅ Video presentation: https://youtu.be/4ZvsSKd1MzE
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2. This year, as Starbucks continued to grow, we wondered whether it was
possible to continue to stay true to our dream.
We wanted to find out whether our way of doing business—
one person, one moment, one cup at a time—would allow us to become a company
that could grow big and still feel small.
So we set out for Spain to look at one new store opening,
to meet our new partners, and to see how we’re delivering our promise for
the best experience we can create.
Cover—Evening over the Gran Vía • Madrid, España
This grand avenue is the lively center of urban Madrid, where we joined
a vibrant community, and broadened our international connections.
By fiscal year end 2002, we had opened five locations in both Barcelona and Madrid.
Spain was the 26th of 30 countries in which we operated, totaling 1,312 international
stores, comprised of 384 Company-operated and 928 licensed locations.
3. 7:30 a.m. Juan Carlos Lorenzo will brew café con leche in his
fourth-floor apartment at Atocha, 66.
2 p.m. In the Plaza Mayor, turistas will meet for lunch
over bowls of paella and glasses of Rioja.
7 p.m. On the Puerta del Sol, Ana Vila will stop for a
café solo before heading home from the office.
10 p.m. At Hermosilla, 15, Jesús Tierraseca will greet customers
inside the entrance of the restaurant Teatriz.
11 p.m. In the Plaza de la Paja, pajamaed children will shriek
in a game of fútbol under the easy gaze of their grandparents.
On this day, Starbucks will open a new store at
Orense, 6 in Madrid.
4. Our Customers
People we know and
those we are yet to meet.
Gran Vía looking west • Madrid, España
5. Store at Orense, 6 two days before opening
This year Starbucks opened its doors worldwide in Vienna, Berlin
and Madrid; Jakarta, Muscat and Mexico City, to name a few.
We became neighbors in places we had only dreamed about,
and got to know people we’d never before had the
chance to meet. We served customers, inspired contact,
made connections and found friendships.
As we reached out to more customers than ever,
we thought you might like to know how we’re delivering
the experience in Spain. In Madrid, we open early and
close late. A citrus juicing machine presses sweet naranjas,
glass by glass, and the most popular breakfast is a traditional
sticky caracola de chocolate and a caffè latte.
At the end of the day, our outdoor courtyard is a busy
gathering place long into the evening.
Whether people already know us, or we’re yet to meet, every
single customer presents us with an opportunity, a chance to
make a difference, make someone happy, make a friend.
6. Elena García-Cruz, Orense, 6 store manager
More than 100 people. More than a dozen nationalities.
Three months training. Five weeks preparing.
Along with the practicalities of running a new venture,
our joint venture partners from Spanish company Grupo Vips
discovered that human connection is at the heart of everything we do,
that nurturing and inspiring the human spirit is a way of doing
business that is somehow both universal and personal.
“We imagined how we would like to see the Starbucks
experience in Spain,” says David Beti, learning manager.
“For us, the spirit of the company is the spirit of life—
enjoy each sip, enjoy each conversation,
enjoy as much of life as you can.
“Our histories and our customers’ histories are so different, but
we can connect with the human spirit, listening, talking, giving,
tasting and sharing coffee.
“This is the best job, when you don’t realize you are working.
“Your spirit in the sky. Your feet on the earth.”
7. Our Partners
The heart and soul
within every cup.
Opening day, Orense, 6 • Madrid, España
8. Our Coffee
We seek the world’s best beans, then
give them our personal attention.
Patricia Thorpe batch-roasting • London, England
9. Patricio Gaido, Coffee Master, preparing for Orense, 6 opening
Whether we’re in New York, Tokyo, Sydney or Barcelona,
our coffee receives the same exceptional care and attention.
Each year we source about one percent of the
world’s beans—only the very best; travel hundreds
of thousands of miles; batch-roast and sample more than
150,000 cups.
“Madrileños drink a lot of coffee,” says Patricio Gaido, the first
partner in Spain to earn the black apron that marks the prestigious
title, Coffee Master. “But they are just getting to know Starbucks.”
The first delivery of coffee beans to Orense, 6
was freighted from our roasting plant in London
a few days before the store was due to open.
There was Espresso Roast, the same coffee
that goes into every espresso beverage we make around
the world. Sumatra and Colombia, Caffè Verona® and
House Blend were there, too, fresh-roasted,
delivered right on time.
And the coffee of the day was Guatemala Antigua.
10. Eduardo José Casas Bello with Plaza de Neptuno store manager Antonio Romero
Wherever we go, we try to find a way to give something back, to
become part of each community in which we do business.
This year, around the world, Starbucks took part in programs
that helped build schools and health clinics, contributed
to child literacy efforts, and participated in
tree-planting, recycling and conservation programs.
In Spain, we joined with Save the Children in programs
designed to promote social integration and development
among schoolchildren.
But to us, becoming part of a community is about more
than offering financial support.
Wherever we are, Starbucks is a place beyond work
and home, between the familiar and the undiscovered,
a place where you can belong.
At the Starbucks on the Plaza de Neptuno, near the Museo
del Prado and the Museo Thyssen-Bornemisza, across from
the languorous stretch of the Paseo del Prado and looking out
onto the Fuente de Neptuno, you will hear Madrileños and turistas
alike ordering Caffè Americanos to go.
11. Our Community
A place beyond work, beyond home,
where you can belong.
Entrance to Real Jardín Botánico • Madrid, España
12. This year we continued to grow.
This year we delivered on our promise, a promise for the
best experience we can create, millions of times every day.
And wherever we are, our philosophy—one person,
one moment, one cup at a time—
allows us to both grow big and stay small.
Because wherever we are, we’re in the business
of serving people.
And that’s how we become an enduring company.
Our spirit in the sky. Our feet on the earth.
Muchas gracias, Madrid.
13. To our Shareholders,
Starbucks enjoyed an exceptional year in fiscal 2002, despite the cloud over the economy and sense of uncertainty
felt worldwide. Our record-setting performance illustrates the simple yet powerful connection that people around the
world share over a cup of coffee, and the way the Starbucks brand enriches our customers’ daily lives. Today we are in
places that 10 years ago we never dreamed would share the Starbucks Experience. Yet when we open a market for the
first time, we see the excitement—people peeking in the window to watch our progress as we put the finishing touches
on the décor, lines that form out the door and down the street on opening day, and the first customers eagerly ordering
favorite beverages from their new barista. We see it when we open locations in cities as far-flung as Des Moines, Iowa,
and Madrid, Spain. We chose to focus this year’s Annual Report on a single store opening in Madrid because by
sharing this one day, this moment in time, you can feel the depth and power of the Starbucks Experience around
the world. After just six years of developing our presence outside of North America, we have built the foundation
for Starbucks success on the world stage.
We also remain focused on our values as we continue to pursue our goals. We firmly believe that our extraordinary
results and continued growth are rooted in our relationships with our partners (employees) around the world—they
make daily connections with our customers, source and roast the finest coffee and support our stores. Our customers,
shareholders, partners, suppliers and people in the communities we serve have rewarded us with their trust and an
overwhelmingly enthusiastic response to the Starbucks Experience. Now, just 10 years after Starbucks initial public
offering, we are well on our way to fulfilling our aspiration to become one of the most recognized and respected
brands in the world.
As of the end of fiscal 2002, we have enjoyed 123 consecutive months of positive comparable store sales growth, and
11 consecutive fiscal years of comparable store sales growth of 5% or more. We delivered fiscal 2002 revenue growth
of 24% and net earnings of $215.1 million—the highest reported net earnings in the Company’s history.
Of course, we do not intend to rest on past achievements. While we are committed to our core business—coffee—
we remain an entrepreneurial company that thrives on innovation and stellar execution. This year we introduced
compelling new products and services to excite and inspire the 20 million customers per week who visit us in the
30 countries in which we operate. We brought a variety of tempting beverage selections to various markets, including
Crème Frappuccino® ice blended beverages and Starbucks DoubleShot, our new ready-to-drink beverage. We
™
branched into new territory by launching the Starbucks Card. The amazing popularity and performance of the
Starbucks Card exceeded our expectations, and we plan to develop new value-added features. We were also excited to
introduce a wireless network in more than 1,600 Company-operated stores in North America during fiscal 2002 and
pilot the concept in Europe. Our in-store wireless Internet access offers a relaxing environment where customers can
connect with people and information while enjoying a snack and a delicious Starbucks® beverage. We believe that these
and other innovations, coupled with our ability to operationally execute at the highest level, will help to drive our long-
term success.
We feel strongly that Starbucks has global appeal, as demonstrated by the warm reception by the diverse communities
we have entered. In fiscal 2002 we opened 525 Company-operated locations, including expansion into five new states
in the U.S. and 269 licensed locations in North America. We also entered nine new international markets: Austria,
Oman, Spain, Germany, Indonesia, Southern China, Mexico, Puerto Rico and Greece, and opened 89 Company-
operated and 294 licensed stores in existing international markets. We intend to sustain our aggressive rate of
expansion to reach a total of 10,000 stores in 60 countries by the end of fiscal 2005. As always, our goals are high—
we anticipate that we will ultimately have at least 25,000 stores worldwide, with at least 10,000 stores in our North
American market and at least 15,000 stores in international markets.
Even as we continue to expand the reach of the brand, we remain focused on the heart of our business—the highest
quality coffee in the world, and our relationships with our people. We are passionately committed to fostering
sustainability in coffee-origin countries. We plan to continue our long-standing practice of paying a premium price
for the highest quality arabica green coffee beans. This commitment helps to ensure the excellence of our coffee and
contributes to the well-being of the people working on small-scale coffee farms in origin countries, many of whom have
been financially devastated by a dramatic and sustained drop in coffee prices.
We have also implemented a number of programs to help improve the lives of people in coffee- and tea-origin countries
around the world. For instance, we introduced our coffee sourcing guidelines—a pilot program that rewards suppliers
who meet important environmental, social, economic and quality standards—and our new Commitment to Origins™
line of whole bean coffees, which includes Starbucks exclusive coffees that resulted from years of working with farmers
to maintain quality standards, encourage sound environmental practices and help meet social needs. We hope that you
will review our fiscal 2002 Corporate Social Responsibility Annual Report to see the many ways in which we strive to
make positive contributions to the communities in which we operate. Please refer to page 37 for details on how to
obtain a report.
We want to extend our heartfelt thanks to our partners, customers, shareholders, suppliers and coffee-origin farmers
for helping Starbucks to flourish during our 31-year history and our first decade as a public company. This has been
an amazing year for Starbucks and we are humbled by our good fortune. We know that success is not an entitlement.
We remain committed to reaffirming your trust, belief and confidence in us as leaders and as a company. The best is
yet to come.
Warm regards,
Howard Schultz Orin C. Smith
chairman and chief global strategist president and chief executive officer
14. Starbucks Coffee Company
FINANCIAL HIGHLIGHTS
$3,288.9
$2,649.0
$2,177.6
$1,686.8
$1,308.7
$975.4
financial charts
go here 1997 1998 1999 2000 2001 2002
Fiscal Year
NET REVENUES (in millions)
$1,726.6
$1,375.9
$1,148.4
$961.0
$794.3
$533.7
$281.1 $318.7
$212.3
$109.2 $156.7
$86.2
1997 1998 1999 2000 2001 2002 1997 1998 1999 2000 2001 2002
Fiscal Year Fiscal Year
OPERATING INCOME (in millions) SHAREHOLDERS’ EQUITY (in millions)
5,886
(total)
4,709
(total)
3,501
(total)
2,498
(total)
1,886
(total)
1,412
(total)
1997 1998 1999 2000 2001 2002
North American Company-operated and Licensed International Company-operated and Licensed
NORTH AMERICAN & INTERNATIONAL STORES