Please review each of the below case studies and answer the questions that follow.

Case Study 1 - Chapter 1 On the surface, people appear to network with one another now more than ever. Social media dominate many peoples lives while smartphones ensure that everybody can get in touch with everyone else anywhere at any time. Nevertheless, digital interaction is no replacement for genuine human contact. As social media become more prevalent and accessible, the information they disseminate runs the risk of losing its value. To put it another way, which carries more weight: a handshake or a Facebook poke? For recent grads and experienced rat race veterans alike, nothing beats the old networking maxim See and be seen. Industry events and conferences provide invaluable face time and can be found listed in trade magazines and, ironically, on social networks. Though living ones professional life solely online can be detrimental, Facebook and Twitter are useful for finding solid networking spots, especially informal gatherings. Green Drinks, for instance, regularly hosts casual get-togethers for green industry professionals to meet and exchange information. Networking face-to-face also means maintaining a professional image. Not only does that entail dressing well and speaking clearly, it also includes promptly returning correspondence and clearing your Facebook page of any regrettable photos. Again, its important to remember that social media and real life are not separate things. Social networking practices like tweetups help bridge the gap by putting people in physical contact with those who have active online personas. Finally, keep in mind that networking goes both ways. If people come off too aggressive about their own ambitions, they may appear too wrapped up in their own endeavors to care much about their contacts. Young professionals are advised to be ready to give assistance first rather than asking for it on the first meeting. That way they can build a rapport of equality that could pay off in the long term.

What can we conclude about digital interaction and human contact?

Why is it important to keep your Facebook account professional?

Case Study 2 - Chapter 2 Chances are that when most Americans think of theme parks, they envision places like Disney World where all the fun aspects of childhood are celebrated. However, at KidZania, a new brand of edutainment theme parks headquartered in Mexico, have role-playing activities based on all the trappings of adulthood that attract millions of visitors a year. The parks are kid-sized replicas of real cities where children role-play a variety of careers such as firefighters, dentists, painters, and more than 100 other occupations. Xavier Lopez Ancona got the idea for KidZania after a friend approached him about investing in a line of day care centers focused on role-play. Ancona, a former private equity trader, soon realized that no one, not even Disney, owned the market on childrens role-playing activities. In 1999 he opened the first KidZania in Mexico City with tremendous success. The park exceeded all projections by a significant margin thanks to KidZanias immersive atmosphere. At the box office parents purchase a plane ticket for their childs passage into the nation of KidZania. After receiving a check for 50 kidZos (the local currency), the visitors take a trip to the career center. After a quiz determines their best-fitting pretend career paths, the children set off to earn kidZos that can be used to buy goods and services. KidZanians can increase their earning potential by obtaining degrees up to the doctoral level. Seven years after its Mexico City location took off, KidZania opened up a new outpost in Tokyo, followed shortly by locations in Dubai, Seoul, and several other cities. The company has 16 total, including an American location in Santa Fe. In order to house a KidZania, a region must have a significant number of young families as well as a few generous corporations. The company relies heavily on corporate sponsorship to provide funds for the high production values of their parks role-playing pavilions. Although the company makes a third of its money from marketing deals, Ancona insists that the sponsorship is not a form of advertising. Coca-Cola, for instance, sponsors a pretend bottling plant in five KidZanias and insists it is not targeting children with marketing messages. On the other hand, at the Mexico City location, Procter & Gamble sponsors a section where kids are encouraged to keep their hands clean by using the companys Safeguard soap. A representative from Procter & Gamble said she hopes the exposure turns children into lifelong customers of the brand.

Would edutainment parks like KidZania find success in the United States?

Is corporate sponsorship at KidZania intended only to build future customers?

Case Study 3 - Chapter 3 In the mid-20th century, many struggling nations around the world relied heavily on outside governments for assistance. Foreign aid of this nature accounted for 71 percent of all worldwide capital flows as recently as 1960. As the years progressed, however, governments largely removed themselves from the global development game. Today, foreign aid accounts for less than 1 percent of the U.S. budget and only 9 percent of current capital flows. To fill this void, nongovernmental organizations and groups such as the Bill and Melinda Gates Foundation have stepped up their efforts to improve the developing world. But charities like these arent the only ones looking to lend a hand. Increasingly, multinational corporations are coming up with their own large-scale foreign aid plans. For instance, three years ago Coca-Cola launched its 5by20 initiative, pledging to teach business skills to 5 million poor women by 2020. Since then, the soft drink giant has helped more than 500,000 women in 44 countries start their own small businesses. These include convenience store owners in the Philippines, mango farmers in Kenya, and impoverished Mexican villagers with bottle recycling operations. Its no coincidence that Coca-Cola has established presences in these seemingly far-flung places. The 5by20 program specifically assists those who have a stake in the companys global value chain. This includes fruit growers, recyclers, and even women who repurpose Coca-Cola merchandise to make their own crafts. By training and financing these people, the company earns a ton of brand loyalty while also enjoying positive PR for their philanthropy. Most corporations require this sort of win-win scenario before getting involved in foreign aid, but companies must be careful not to seem like theyre solely concerned about their own gain. Approximately 10 percent of all global U.S. firms have serious charitable initiatives that help themselves as much as the poor. In Coca-Colas case, the company must ensure that the life-changing effects that the 5by20 program can have on participants outweigh the fringe benefits the brand receives.

Why did Coca-Cola become actively involved in global development issues?

How does Adam Smiths invisible hand (discussed in Chapter 2) fit with multinational firms efforts?