This thesis explores how and why two capitalistic American corporations were granted access to the Soviet Union's internal market. For decades communist leadership railed against what they termed "cheap bourgeois consumption," yet in 1972 Pepsi-Cola became the first officially sanctioned American consumer product in the USSR. Eighteen years later, McDonald's would become the first American restaurant to open in the Soviet Union. Both companies became deeply involved in Cold War politics and diplomacy, with high-ranking officials from both sides taking part in the negotiations to bring these companies into the country. These two case studies shed light on a seldom-covered aspect of American-Soviet economic relations and cultural exchange.

Thèse (de maîtrise)--Université Laval, 2008. / Bibliogr.: f. 90-95. Publié aussi en version électronique dans la Collection Mémoires et thèses électroniques.

by Anita Mei Che Ip. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1995. / Includes bibliographical references (leaves 36). / INTRODUCTION --- p.1 / BACKGROUND OF PEPSI-COLA --- p.3 / HISTORY OF PEPSI-COLA --- p.4 / PEPSICO MANAGEMENT --- p.5 / PEPSI'S GLOBAL PRESENCE & PEPSI´ةS PRESENCE IN THE ASIA-PACIFIC REGION 5 --- p.6 / NEW MARKET STRATEGY --- p.9 / SOFT DRINK INDUSTRY --- p.9 / Concentrate producers / Bottlers / Distributors / CHALLENGES TO THE SOFT DRINK INDUSTRY --- p.12 / THE CHINESE BEVERAGE INDUSTRY --- p.13 / Size and Characteristics / Joint Ventures / Government Regulations / HISTORY OF PEPSI IN CHINA --- p.16 / Bottlers/Partners / Pricing and Advertising / Investment / CHALLENGES FOR PEPSI --- p.17 / Strategy for head to head battle / WHY EQUITY JOINT VENTURES? --- p.18 / STRATEGIC RATIONALE --- p.19 / Under-exploited Market Potential in the Franchise / Window of Opportunity to Widen Gap with Coca-Cola / Profit Opportunity / BUSINESS PLAN --- p.20 / Offensive Thrust / Build Critical Mass / Sustain Leadership / CHINA VISION 2000 - STRATEGIC PRIORITIES --- p.21 / EQUITY JOINT VENTURE STRUCTURE --- p.22 / FINANCIAL IMPACT --- p.23 / CONCLUSION --- p.24 / Consequences of Conversion / Management and National Cultures / The Importance of Nationality / Mental Programming / National Character or National Cultures / Four Dimensions of National Culture / Individualism vs Collectivism / Power Distance / Uncertainty Avoidance / Masculinity vs Femininity / Some Consequences for Management Theory and Practice / Leadership / Organization / Motivation / EXHIBIT 1 - PLANT POSITIONING --- p.31 / EXHIBIT 2 - CHINA SOFT DRINKS MARKET --- p.32 / EXHIBIT 3 - CHINA BEVERAGE INDUSTRY GROWTH --- p.33 / EXHIBIT 4 - PCI AND CCI INVESTMENT --- p.34 / EXHIBIT 5 - CSD PACKAGE MARKET --- p.35 / REFERENCES --- p.36

by Hui Hon Chiu, Jeffrey. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1996. / Includes bibliographical references (leaves 36-37). / ABSTRACT --- p.iii / TABLE OF CONTENTS --- p.v / LIST OF ILLUSTRATIONS --- p.vi / LIST OF TABLES --- p.vii / Chapter / Chapter 1. --- INTRODUCTION --- p.1 / Chapter 2. --- INVESTMENT IN CHINA --- p.4 / Chapter 3. --- THE CARBONATED SOFT DRINK INDUSTRY IN CHINA --- p.8 / Chapter 4. --- PEPSI-COLA IN CHINA --- p.15 / GZ Bottling Plant --- p.17 / Chapter 5. --- CONFLICTS IN THE GZ BOTTLING PLANT --- p.25 / Cultural Conflicts with PRC Personnel --- p.25 / Disparity Between New and Ex-CJV Employees --- p.28 / Differences in Business Strategy --- p.29 / Chapter 6. --- CONCLUSION AND RECOMMENDATIONS --- p.32 / Selection of General Manager --- p.32 / Segregation of Chinese Party's Influence in the Joint Venture --- p.33 / Fair Treatment to New and Old Employees --- p.34 / Alignment of Business Strategy --- p.34 / BIBLIOGRAPHY --- p.36

En 1999, l'Université de Montréal signait une entente d'exclusivité pour une période de 10 ans avec la compagnie multinationale Pepsico. L'argument financier motivait officiellement la ratification de l'entente alors que l'on sait que cette dernière créait un malaise institutionnel et que les retombées monétaires se chiffraient à moins de 1% du budget annuel de l'institution. Partant de ce cas, tout en passant par d'autres cas semblables, ce mémoire tente d'expliquer le pourquoi de la conclusion de cette entente. Il est également question de voir où en sont les institutions universitaires dans la représentation qu'elles ont d'elles-mêmes et dans celle que l'Etat se fait d'elles. Le tout est examiné en lien avec le processus historique de transformations profondes et rapides en éducation dans la période suivant la Deuxième Guerre Mondiale.

The purpose of this study is to examine the evolution of six U.S. corporate logos – Apple, McDonald‟s, Nike, Pepsi, Shell, and Starbucks – from each logo‟s inception until the newest version of the graphic emblem today. The objective is to determine the meanings that logos have for a corporation‟s identity, mission, and relationships, as well as the messages that logos convey to viewers (i.e., mostly customers). By “evolution” of logos here, the researcher means “ongoing transformation” of logos. The semiotic model used in this analysis is Charles Sanders Peirce‟s (1958 [1931]) semiotic framework. Peircean semiotics is made up of a three-part paradigm of signification: the representamen (or the sign itself), the object (or “referent” – what the sign refers to), and the interpretant (the effect on the viewer, or the viewer‟s interpretation). Based on the semiotic data on logo evolution, the researcher found six main themes that emerged across the analyses of U.S. corporate logos. These themes are (1) Direction toward the Future, (2) Identity with Viewers, (3) Instant Recognition and Distinctiveness, (4) Consistency throughout Evolution, (5) Invocation of Change, and (6) True Representation of Corporate Identity. The ultimate conclusion of this analysis is that the communicative intent of a company, through its logo, tends to take a long time to develop. A successful logo is one that portrays the true objectives and principles of a company. For this reason, the ideal identity of a corporation tends to be built over a long period of time, which makes logo improvement “evolutionary” in nature. In all six cases, communication plays a major part in logo improvement.