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Coca-Cola distribution model in Ethiopia, Tanzania aims to alleviate poverty

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Article
26 May 2009

Coca-Cola Distribution Model Contributes to Entrepreneurship in Africa

Author: Robert Kropp, SocialFunds.com

As part of its commitment to the Business Call to Action, Coca-Cola has developed a Manual Distribution Center (MDC) model in Ethiopia and Tanzania that has the potential to contribute to some of the Millennium Development Goals (MDGs)...Coca-Cola's efforts in Africa are described in a report entitled Developing Inclusive Business Models, issued by the Harvard Kennedy School and the International Finance Corporation (IFC).

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Article
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Author: Coca-Cola

Une étude menée par la Harvard Kennedy School et la Société financière internationale (IFC) publiée aujourd’hui évalue le modèle de Centre de distribution manuelle de Coca-Cola en Afrique. Au cours d'une discussion en groupe menée aujourd'hui à la Brookings Institution, le président Bill Clinton, Muhtar Ken, le président-directeur général de la société Coca-Cola et Pat Woertz, le président-directeur général de la société Archer Daniels Midland, ont débattu des façons dont l'entreprise pouvait jouer un rôle pour préserver au mieux les intérêts de ses actionnaires et ceux de la communauté. Ils ont souligné l'intérêt d'exploiter les activités de base de l'entreprise pour stimuler la croissance et le développement, notamment sur les marchés émergents. Le programme de Centre de distribution manuelle (Manual Distribution Center, MDC) de Coca-Cola en Afrique a été cité comme un exemple de solution innovante satisfaisant à la fois les objectifs de l'entreprise et le calendrier de développement international.

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Article
1 January 2009

[PDF] Developing Inclusive Business Models - A Review of Coca-Cola's Manual Distribution Centers in Ethiopia and Tanzania

Author: Jane Nelson, Eriko Ishikawa, Alexis Geaneotes, Harvard Kennedy School and International Finance Corporation

Inclusive business models such as the Coca-Cola system’s MDC model shed light on the capacity of companies to stimulate socio-economic development as a part of, not at the expense of, their core business operations. Such models have the potential to deliver both direct and indirect development benefits, which are both economic and social in nature.

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