make a ppt answering the question and explaining the answer in long and Detailed manner

Engage Beyond Business For both Pepsi and Coca Cola the world was small and their attention very focused on each other. Just then CSE, an NGO, expanded and complicated their business playfield in India. Suddenly their MNC tag became a noose as the cola glitz and glamour gave way to pesticide, pollution groundwater depletion controversies. Having learnt lessons the hard way, Coca Cola is now opening up multiple channels of dialogue and engagement with the community it is operating in. It is setting up a Coca Cola Foundation that will engage in a variety of developmental work. To help create employable talent, it is setting up Coca Cola Retail University that will train sales staff. It organises rural games with a con- sortium of Indian farmers in the South Water conservation and recycling have become its pet projects even as it aspires to become a net zero water user by 2009 in India. "We want to build a sustainable business model in India" says Singh. Perhaps, the highs of the past may never return. India and Indians' fascination for the West and MNC brands like Coca Cola today may have more earthy--rather than heady-appeal. Of course, the brand itself has come down from its pedestal. "Coca Cola was an insignificant product delivered spectacu- larly', says an ad industry veteran. The celebrity endorsements, ad campaigns and their cricket-connect made them glitzy and desirable. "Soon, they came to be seen as frivolous without being pleasurable" he adds, just when "cooler" brands like Google and Nokia overtook it. From such lows, a company can only go up. Coca Cola India is already beginning to. Hopefully, Atlanta's confidence in India's growth story will be strong and long-term. And that the global beverage leader--after a slew of bad publicity and poor business track recordhas gained a humble confidence to chalk up a successful business in India. For a company with such a difficult past in India, this may yet be early days. But the management is upbeat. Neville Isdell, chairman and CEO of Coca Cola, said its India arm registered a double-digit growth in the first quarter this year after a series of negative growth. Earlier Coor Integrating HR Strategy with Business Strategy 83 in Atlanta it announced that India will be the No. 3 market for the company. The company will invest close to $250 million in the next three years, and this is just the beginning. Today things are working for the company. For the CEO, it is good news everywhere. This could well be the third awakening in India for the world's largest beverage company. (Forced out of India in the 1970s, Coca Cola re-entered in 1993 sinking in $1 billion in over a decade. It be- gan losing its fizz since 2003 when pesticide allegations first surfaced.) But finally, after negative sales growth on the back of public backlash, surging attrition (around 30%) and internal chaos, the company seems to be steadying its feet in the Indian market As HR manager, what role do you carve for yourself in making Coca Cola a number one cola com. pany in India? Engage Beyond Business For both Pepsi and Coca Cola the world was small and their attention very focused on each other. Just then CSE, an NGO, expanded and complicated their business playfield in India. Suddenly their MNC tag became a noose as the cola glitz and glamour gave way to pesticide, pollution, groundwater depletion controversies. Having learnt lessons the hard way, Coca Cola is now opening up multiple channels of dialogue and engagement with the community it is operating in. It is setting up a Coca Cola Foundation that will engage in a variety of developmental work. To help create employable talent, it is setting up Coca Cola Retail University that will train sales staff. It organises rural games with a con- sortium of Indian farmers in the South Water conservation and recycling have become its pet projects even as it aspires to become a net zero water user by 2009 in India. We want to build a sustainable business model in India', says Singh Perhaps, the highs of the past may never return. India and Indians' fascination for the West and MNC brands like Coca Cola today may have more earthy-rather than heady-appeal. Of course, the brand itself has come down from its pedestal. "Coca Cola was an insignificant product delivered spectacu- larly", says an ad industry veteran. The celebrity endorsements, ad campaigns and their cricket-connect made them glitzy and desirable. "Soon, they came to be seen as frivolous without being pleasurable", he adds, just when "cooler" brands like Google and Nokia overtook it. From such lows, a company can only go up. Coca Cola India is already beginning to. Hopefully, Atlanta's confidence in India's growth story will be strong and long-term. And that the global beverage leader-after a slew of bad publicity and poor business track record-has gained a humble confidence to chalk up a successful business in India. For a company with such a difficult past in India, this may yet be early days. But the management is upbeat. Neville Isdell, chairman and CEO of Coca Cola, said its India arm registered a double-digit growth in the first quarter this year after a series of negative growth. Earlier in Atlanta it announced that India will be the No. 3 market for the company. The company will invest close to $250 million in the next three years--and this is just the beginning. Today things are working for the company. For the CEO, it is good news everywhere. This could well be the third awakening in India for the world's largest beverage company. (Forced out of India in the 1970s, Coca Cola re-entered in 1993 sinking in $1 billion in over a decade. It be- gan losing its fizz since 2003 when pesticide allegations first surfaced.) But finally, after negative sales growth on the back of public backlash, surging attrition (around 30%) and internal chaos, the company seems to be steadying its feet in the Indian market. 18 As HR manager, what role do you carve for yourself in making Coca Cola a number one cola com- pany in India