August Moore Professor Wolcott ENC 1102 September 22, 2013 Genre Analysis

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The Genre I have analyzed is the letter to the shareowners posted by the Chairman of the Board of Directors and Chief Executive Officer to the shareowners in the Coca-Cola Company on their website. When considering the parts and analyzing the genre I used Devitts definition of genre that genres develop due to the repeated situations that a writer encounters (Devitt 576). Through this genre it is seen that the company has a goal of doubling their business (appendix 1 page 1). The genre works as a way to show share owners and others what the Coca-Cola Company is doing to achieve its goal, and it does this to increase the chance of people buying into the company. During the process of analyzing the components of pathos, ethos, organization, parts of structure, and participation were used. In each text analyzed the review was written from a shareowner to fellow shareowners, which is stated at the beginning of each text (appendices 1, 2, 3). This is the surface of the texts, but the reviews are public and free to be seen by everyone. This is done to help the long-term goal by allowing the customers to see the work done by the company to help the world and therefore potentially gain new customers. Such as helping the mother Preeti Gupta have electricity through solar power (appendix 2 page 3). The shareowners can also learn of how the company is doing business wide which effects themselves. One such time when the Company generated 9.5 billion, up 16 percent from the previous year (appendix 1 page 1). The power held by the writer is used in ways to stimulate the reader. Each text has a different story to appeal to pathos, and in the 2012 review the story that takes place is of Coca-Colas return to Myanmar after a 60 year absence. The writer states that what he could remember the most is the faces shining and hopeful (appendix 3 page 1). Pathos helps the goal of doubling the business through increased customers. It is said that the more you give the more you obtain, which is shown through the relation of increased reputation and increased customers. By helping people the reputation of Coca-Cola increases and so does their customers, and profits. The writer of these texts is the Chairman of the Board of Directors and Chief Executive Officer, Muhtar Kent. The ethos of what is stated about the Coca-Cola Company come from his position in the company. Due to the fact that he is the Chairman gives him knowledge of what is happening in the company and what the company is doing that would be possibly declined to a person outside of the company or of lower position in the company. He even signs his name on the third page of the 2010 review (appendix 1 page 3). It is important to check the ethos of the writer as not everyone who writes about a subject will be knowledgeable about it. Because the writer is the Chairman the reader can be comfortable in believing the information given especially the shareowners who are the people being addressed to in the texts. In each text the writer begins by stating the receiver the fellow shareowners. The following information is an introduction about the company. The next part of organization deals with how the company is doing which is done in two sections in the 2010 review and is broken into the six Ps of the 2020 Vision during the 2011 and 2012 annual reviews. The last part of the organization is the part where the writer looks towards the future which is important in telling the shareowners where the company is heading, as the shareowners are buying into the company and need to know what is potentially ahead. The chairman even states Looking ahead, we see vast opportunities for your Company. (appendix 2

Moore 2 page 4). Organization is important on part of the fact that if ones ideas are scattered about it becomes difficult for people to realize their goals. In the texts gathered these parts dramatically increase from 2010 to 2012. In the 2010 review there is the picture of the chairman, and the 2020 Vision which is shown in each of the texts, but besides the red colored sections and the bolded important texts there is not much else. In the 2011 text the red highlighted sections morph into the writers words that define the section to come. There are a few more side notes such as Coca-Cola turning 125 years young and the percent growth in different areas of the world. The 2012 review loses the red highlighting but gains more of the side notes. These changes are equal to the thought of showing the changes of the company and how they are reaching their longterm goal. The components work together as genre to tell us the goal of the discourse community. The participation tells us that the company is showing what they have accomplished in a year to the shareowners and that the company is out to help make a difference through their own participation. The pathos tells us that this participation they are taking part in is making a difference. The ethos of the writer shows that the review to the shareowners is important as they have bought into the company. The organization of this genre is done to state what the goals are, what the company has done to achieve the goals, and what the company is still doing to achieve the goals. The parts such as pictures and side notes work as a way to show simply what the company goals are, what they are doing, and who the people are to help the reader relate to the review. The discourse community which is the Coca-Cola Company is in conclusion working towards its goal of doubling their business along with the shareowners.

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Works Cited Kent, Muhtar. "Dear Fellow Shareowners:." Coca-Cola. Coca-Cola Company, 31 Mar. 2011. Web. 19 Sept. 2013. Kent, Muhtar. "Coca-Cola - 2012 Year in Review - Letter to Shareowners." Coca-Cola - 2012 Year in Review - Letter to Shareowners. Coca-Cola Company, 1 Apr. 2013. Web. 19 Sept. 2013. Kent, Muhtar. "Dear Fellow Shareowners:." Coca-Cola. Coca-Cola Company, 1 Apr. 2012. Web. 19 Sept. 2013. Devitt, A.J. Generalizing about Genre: New Conceptions of an Old Concept. College Composition and Communication, Vol. 44 1993, pgs.575-584. Print.

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Appendix 2

Dear Fellow Shareowners: In 2011, I was honored to represent The Coca-Cola Company all over the world, in humble villages and great, bustling cities.

Wherever I traveled, I spent time in stores, restaurants, shops and homesthe places where people buy and enjoy Coca-Cola. With every visit, I learned something new about our business: what we are doing well and what we canand mustdo even better. Again and again, as I listened to consumers, customers, bottling partners, associates and shareowners like you, one thought kept coming back to me: I wish all of you could see this business the way I do. That is quite a wish, I know. But, if you had been with me this past year, you would have experienced so many exciting and memorable moments in our ongoing story. Coca-Cola turned 125 years young in 2011, and we celebrated by thanking all the people who, since 1886, have made Coca-Cola what it is today.

Moore 5 Even after three decades in our business, I was amazed and energized by the outpouring of affection for Coca-Cola. Had you been with me last May, as we turned our Atlanta headquarters building into an animated, 26-story thank you card, I am sure you would have felt something similar. Late in the year, we moved our secret formula from a nearby Atlanta bank to a new vault at the World of Coca-Cola. Again, the worlds attentionand affectionturned to Coca-Cola. The intense interest in our anniversary and secret formula demonstrated the enduring power of our brands, which we continue to strengthen. Around the world, our associates set us apart, rallying behind our 2020 Vision with focus and intensity. In 2011, we focused on realizing our 2020 Visionan aggressive but achievable systemwide plan for growth launched at the outset of 2010. How did our efforts measure up against the 6 Ps of our 2020 Vision? Let us take a look at each one: Profit, People, Portfolio, Partners, Planet and Productivity.

1. Profit. In 2011, we built strong momentum toward our 2020 goal of doubling our business over the course of this decade. In fact, across the first two years of our 2020 Vision, we met or exceeded our long-term growth targets. In 2011, we increased sparkling volume 4 percent and still volume 8 percent. All told, we sold 26.7 billion unit cases, earning $46.5 billion in revenues. We delivered nearly 1 billion unit cases of incremental organic volume growththe equivalent of adding another market the size of Japan to our business and increased operating income by $1.7 billion to $10.2 billion.

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We became a better competitor, gaining market share across the world in almost every nonalcoholic beverage category and increasing our total market share. Early in 2012, we announced our 50th consecutive annual dividend increase, raising our dividend 8.5 percent. 2. People. Around the world, our associates set us apart, rallying behind our 2020 Vision with focus and intensity. This was as true in Ireland, Russia and the United States, where I helped open new plants, as it was when I visited with associates in China, Indonesia, Japan and a dozen other countries. At our headquarters, one associate selflessly donated a kidney to another. In Texas, a technician on a service call rushed to the aid of a college student struck crossing the street, saving her life. And a Venezuelan associate won five medals at the 2011 Special Olympics World Games in Greece. Everywhere I went, I saw our people executing in the marketplace, delivering for our customers and achieving extraordinary things. In the wake of heartbreaking devastation in Japan and Thailand, our associates inspired us all with their strength, resilience and determination.

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3. Portfolio. Coca-Cola and our other brands occupy a unique place in the hearts of people worldwide, and we did not take that position for granted in 2011. Instead, we sought out new and better ways to enhance our fans affection for our brands. This effort took many forms, from making sure we had compelling marketing and effective merchandizing, to creating memorable moments of connection and fun, to participating in inspiring events. Coca-Cola and our other brands occupy a unique place in the hearts of people worldwide, and we did not take that position for granted in 2011. For 2011, we ramped up our efforts to win with Coca-Cola, the oxygen of our business. Brand CocaCola grew more than 3 percent for the year, adding 350 million incremental unit cases. We also invested in our 14 other billion dollar brands, including Minute Maid Pulpy, which grew 20 percent by volume in 2011. And we introduced more consumers to the wonders of Coca-Cola Freestylethe innovative new fountain dispenser that delivers more than 125 branded beverage choices with less environmental impact than our traditional equipment.

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4. Partners. In 2011, our Company created tremendous economic value for those working with us to refresh a thirsty world. Along with our bottling partners, we became more integrated into the growth strategies of our more than 20 million customers, helping them grow and prosper and create jobs. Working with our customers, we increased immediate consumption beverages by 4 percent through enhanced in-store activations and additional cold-drink equipment. In Latin America, a new retail design initiative is helping small traditional retailers increase foot traffic and create more passion points in their stores. In the United States, innovations such as Coca-Cola Freestyle and our PlantBottle package helped generate greater sales and velocity for our partners. 5. Planet. We believe firmly in the power of partnerships among the golden triangle of business, government and civil society organizations, and we have seen good progress being made across a number of water, packaging, energy efficiency and community empowerment programs. One such unique environmental partnership was a bold initiative we launched in 2011 with World Wildlife Fund in North America. Our Arctic Home program was designed to help raise awareness about the plight of polar bears while providing funding to support conservation efforts. Another initiative that continued to gain traction last year was our bold and ambitious 5 BY 20 commitment to enable the empowerment of 5 million women entrepreneurs by 2020. By year-end 2012, we expect the program to reach 300,000 women. One such person is Preeti Gupta, a mother of three who has a small store in her home in rural India. With a solar-powered cooler from Coca-Cola, she can now provide cold beverages to her customers and keep her lights on at night, enabling her children to have more time to study. 6. Productivity. In 2011, we successfully completed a four-year productivity program, realizing annualized savings of more than $500 million. Meanwhile, the integration of the North American operations of Coca-Cola Enterprises into our Company moved smoothly forward, opening up fresh pathways to growth. For the future, I am convinced that some of our most important business breakthroughs will come at the intersection of sustainability and innovation. Last year, for example, we expanded our PlantBottle technology to more markets, increasing distribution of the up to 30 percent plant-based packaging and protecting our long-term cost competitiveness.

Moore 9 For the future, I am convinced that some of our most important business breakthroughs will come at the intersection of sustainability and innovation. Looking ahead, we see vast opportunities for your Company. Across the more than 200 countries we serve, our hardworking and passionate teams are engaged in creating value in every possible way. For our consumers. For our customers. For our communities. And for you, our shareowners. We know our business can only be as strong and sustainable as the communities we serve, and we continue to support the economic recovery in the United States and around the globe. For 2012 and beyond, we will keep striving to act as a responsible corporate citizen. I also want you to know that I have never been more optimistic aboutCoca-Cola nor more proud of our people, who did a remarkable job, often in challenging and difficult circumstances. Even so, we remain constructively discontent. We know this is a journey. In fact, as we begin our next 125 years, we do so with a profound sense that we are just getting started. On behalf of the incredibly hard-working 146,200 women and men of TheCoca-Cola Company, please accept my sincerest gratitude for your investment. We appreciate your trust and confidence, we are dedicated to delivering on your behalf, and we could not be more proudand humbledto have the opportunity.

Thank you, MUHTAR KENT Chairman of the Board of Directors and Chief Executive Officer April 1, 2012

Moore 10 Appendix 3 Dear Fellow Shareowners, Sharing a Coke and sharing the value created by Coca-Cola have been at the heart of our story for nearly 127 years. In fact, our legendary chairman Robert Woodruff believed everyone who touched our business should benefitfrom shareowners like you to our bottling partners, customers, consumers, associates, suppliers, distributors, other stakeholders and the communities we proudly serve. Together with you and partners across more than 200 countries, we continued this tradition in 2012. For me, one of last years most meaningful moments of shared value came during a September visit to Myanmar, also known as Burma, where positive political changes allowed Coca-Cola to return after a 60year absence. For the people of Myanmar, Coca-Cola embodies the bright promise of better days and better lives ahead. I was deeply honored to deliver the first cases to our new customers in Yangon and meet with leaders, shop owners and other citizens. And what I remember most were their facesshining and hopeful, with a special spark in their eyes. For the people of Myanmar, this was more than the return of a delicious, refreshing beverage. To them, Coca-Cola embodies the bright promise of better days and better lives ahead. And we look forward to being part of their journey. There were many other highlights, as we successfully completed the third year of our 2020 Vision to double the size of our businessand the value we createduring this decade. How did we do? Lets take a look at the 6 Ps of our vision: Profit, People, Portfolio, Partners, Planet and Productivity. 1. Profit. Despite lingering economic headwinds, we achieved strong, balanced results in 2012, meeting or exceeding our long-term volume, revenue and profit targets as we did in both previous years of our 2020 Vision. In 2012, we increased volume by 4 percent, with our sparkling beverages growing a healthy 3 percent and our still portfolio up 10 percent. In addition, we generated record net operating revenues of more than $48 billion and operating income of nearly $11 billion.

Moore 11 We also split our stock for the first time in 16 years. In early 2013, we announced plans to increase our dividend for the 51st consecutive year. All told, between dividends and share repurchases, we returned $9.1 billion to shareowners like you in 2012. Over the first three years of our 2020 Vision, weve increased daily servings by more than 200 million, lifted our global volume and value share to the highest levels since 2003 andadded more than $30 billion to The Coca-Cola Companys market capitalization. 2. People. The men and women of the Coca-Cola system inspired me in 2012 with their can-do spirit and unwavering commitment to excellence. This was true when I helped open new plants in Chile and Chinaand visited colleagues in more than 25 countries, including Brazil, France, India, Japan, Kenya, Mexico, Sweden, Thailand and Vietnam. With our team in Great Britain leading the way, our people executed our most successful Olympics activation across 100-plus countriesconnecting with our fans, celebrating the importance of active healthy lifestyles and inspiring people to Move to the Beat of London 2012.

Brand Coca-Cola volume grew a healthy 3 percentnearly 300 million unit cases. Thats like adding the brand Coca-Cola volume of another Germany or two Russias. Coca-Cola people made a difference in our communities, too, volunteering to support worthy causes like the Special Olympics and International Coastal Cleanup Day. They also reached out to help others in the wake of devastating natural disasters, from terrible flooding in Pakistan to Hurricane Sandys battering of the U.S. East Coast. And our people helped Coca-Cola win many honors, from topping Interbrands Best Global Brands list for more than 12 consecutive years to winning 30 awards at the Cannes Lions International Festival of Creativity to reaching number four on FORTUNEs Most Admired Companies list. Early in 2013, Fast Company named Coca-Cola one of the worlds most innovative companies. 3. Portfolio. In 2012, we made the most of our portfolio of more than 500 brands, starting with our flagship beverage. Brand Coca-Cola grew by a healthy 3 percentnearly 300 million unit cases. Thats like adding the brand Coca-Cola volume of another Germany or two Russias. Studying all the opportunitiescountry by country and category by categorywe introduced 500-plus new products in 2012, including more than 100 low- and no-calorie choices, and made several targeted portfolio investments. For example, we took an ownership stake in the maker of Core Power protein drinks in the United States. And we partnered with Aujan, acquiring roughly half of this industry leader in the Middle East with strong juice, sparkling and malt beverage brands.

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We welcomed two new billion-dollar brandsI LOHAS bottled water and Ayataka premium green tea. We now have 16 such brands, with more to come. 4. Partners. We proudly serve more than 23 million retail customers each week, helping them sell more beverages, generate more traffic and revenue, and provide for their employees and communities. Were always pushing ourselves to create even greater value for all our customers, from individual vendors to traditional retailers to large stores. One way we did so in 2012 was by helping our customers increase immediate consumption sales by 5 percent, the fastest rate in over a decade.

Moore 13 Coca-Cola Freestyle fountain dispenser is now delighting consumers in 47 U.S. states and test markets in London, Tokyo and Toronto with more than 100 beverage options. With our customers, we also continued to roll out our revolutionary Coca-Cola Freestyle fountain dispenser, which is now delighting consumers in 47 U.S. states and test markets in London, Tokyo and Toronto with more than 100 beverage options. 5. Planet. In 2012, the Coca-Cola system replenished 52 percent of the water used in making our finished beverages, with 468 community water projects helping us reach the halfway point in achieving our goal of water neutrality by 2020. We also introduced an exciting new partnership with our friend and partner Dean Kamen, who has invented a breakthrough purification system for communities in need of safe drinking water. After successful tests in 2012, we plan to bring this technology to communities in South Africa and two Latin American countries in 2013. In packaging and recycling, we sold 7 billion PlantBottle packages in 2012, reducing our petroleum use with a recyclable plastic bottle up to 30 percent made from plants. And we launched EKOCYCLEa cutting-edge line of recycled goodswith musician and friend will.i.am, making recycling even cooler. With our partners, we used our supply-chain expertise to improve the distribution of critical medicines in Tanzania, where nearly 20 million people are benefiting. Were now replicating the project in Ghana and Mozambique. Seeking to empower 5 million women entrepreneurs by 2020, we expanded our 5by20 initiative from four countries to 12: Brazil, China, Costa Rica, Egypt, Haiti, India, Kenya, Mexico, Nigeria, the Philippines, South Africa and Thailand. 6. Productivity. In 2012, we announced a new organizational structure of three operating businesses: Coca-Cola Americas, Coca-Cola International and Bottling Investments Group.Made official on January 1, 2013, this organization again demonstrates our commitment to continuous improvement. We also launched a productivity and reinvestment program to create $550 million to $650 million in annual savings by 2015. By freeing up resources via supply-chain optimization, improved marketing effectiveness, operational excellence and systems standardization, we can invest more in innovation, marketing and additional feet on the street to drive our growth. Meanwhile, our global bottling system is healthier than ever. Some of our bottling partners are joining together to become even more efficient and responsive to market needs. In 2012, bottler-led consolidations were announced in Brazil, Japan and Spain. And Coca-Cola FEMSA, a longtime leader in Latin America, took over our bottling operations in the Philippines in early 2013. Before I close, I want to mention a complex societal issue that touches us all: obesity. In 2012, The Coca-Cola Company took new steps to give consumers even more choice in package sizes, sweeteners and beveragesincluding more than 800 low- and no-calorie selectionswhile also providing clear nutrition information and supporting fitness programs. We remain constructively discontent as we seek to make the most of the vast growth opportunities we continue to see around the globe.

Moore 14 Truth is, Coca-Cola has a rich heritage of being associated with exercise, sports and active lifestyles. Today, were using our marketing expertise and community connections to educate consumers on energy balance and inspire more people to get moving. We firmly believe the challenges of obesity are solvable, and were committed to being part of the solution. I want you to know just how privileged I feel to lead this wonderful business of providing simple moments of pleasure and refreshment for cents at a time more than 1.8 billion times a day. What could possibly be better? And each time someone opens an ice-cold Coke, a couple shares a Sprite at the movies, an athlete reaches for a Powerade Zero or a parent picks up a bottle of Minute Maid, value is created. Not only for our Company but for the company we keep in communities worldwide. Looking back on 2012, Im proud of all we achieved alongside our customers, bottlers and other partners. Even so, were not satisfied. We remain constructively discontent as we seek to make the most of the vast growth opportunities we continue to see around the globe. Thank you for your investment in The Coca-Cola Company. Please know that we are working, every day, to make you proud as we refresh the world, inspire moments of optimism and happiness, create value and make a difference. Thank you, Muhtar Kent Chairman of the Board of Directors and Chief Executive Officer April 1, 2013