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Select another student’s rough draft and conduct a peer review. If a peer review has been already completed for that draft, choose another. Use the Final Project Guidelines and Rubric document to assist you in completing the peer review. You will submit your peer review to the Discussion Topic. The peer review itself will be graded using the Final Project Peer Review Guidelines and Rubricdocument.

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INT 700 Final Project Milestone Three: Peer Review Guidelines and Rubric The cornerstone of a successful peer review is trust and respect. As a reviewer, you will serve as editor, facilitator, and coach. Yours is the role of a compassionate professional. The author, too, is a professional, who is grateful for the feedback, avoids defensive reactions and commentary, and tries to maintain an objective ear. The overarching goal of peer feedback is to help each writer achieve his or her own goals. Consider the following for providing and receiving constructive criticism: As a Reviewer: 1. Select another student’s final project rough draft to review. If a peer review has been already completed for that draft, choose another. You will submit your peer review to the Discussion Topic. Take the time to read it thoroughly. You will likely need to read it through several times. You may want to read the piece in its entirety and then jot down your first impressions. Then, you will want to read it a second (and even a third) time to develop your review. 2. You are critiquing the draft, not the person. Your goal is to help the author achieve his or her goal of producing a quality global strategic analysis report for his or her chosen multinational firm. Do not include your personal opinions about the subject matter. You may not be the intended audience for the piece, but to the best of your ability, analyze it as if you were the intended audience. 3. Critique the work based on the Final Project Document. 3.1. The critique should start with the strengths. What works and why? Provide concrete examples. 3.2. Next, suggest areas for revision. Keep the tone positive and provide concrete suggestions for improvements. Good Example: The executive summary was well written. It could be more concise, so for the next draft, I suggest editing it further. Bad Example: The executive summary needs fixing. It was so confusing that I had to read it five times. 4. The final component should be an overall summary of your analysis of the draft. As the Author: 1. Read the feedback carefully and determine how this can be used to improve your final report. 2. If after reading the feedback you have questions, feel free to pose them to the group or to discuss them with the instructor. 3. Remember, it is your writing. You are the ultimate decision maker on what goes into your report. You do not have to accept any of the suggestions for improvement if you do not want to; however, at the same time, carefully consider the comments. Guidelines for Submission: Write a constructive peer review of another student’s rough draft of the final project. Submit this to the Discussion Topic. Your peer review must follow these formatting guidelines: 3 pages maximum, with 1.5 spacing, 12-point Times New Roman font, one-inch margins. Your peer review will be evaluated using the following rubric. Rubric Critical Elements Exemplary (100%) Comprehensive analysis of the peer’s work, demonstrating Analysis that you clearly Using International understand the Business crucial concepts for Strategy effective Concepts international business strategy (IBS) Proficient (90%) Needs Improvement (70%) Not Evident (0%) Analysis contains few gaps demonstrating that you mostly understand the related course concepts Analysis contains significant gaps demonstrating that you did not understand many of the related course concepts Minimal analysis with many gaps and/or does not focus on the assignment objectives, 30 demonstrating you did not understand the related course concepts Clear evaluation of Extensive evaluation the draft report’s of the draft report’s Evaluation strengths and strengths and Using the weaknesses. Final Project weaknesses. Considers all eight Document as Considers all eight components a Guide components required required for the for the final report final report Highly contextual Some concrete concrete suggestions suggestions for for specific areas that areas that need need improvement, improvement, objectively focused objectively focused Value on the professional on the professional quality of the work, quality of the work not the person, and not the person and framed in a positive framed in a positive tone tone Ideas are organized Organization of the clearly although review is sound and there may Clarity the ideas flow occasionally be logically some lapse in logical flow No errors related to organization and Minor errors Writing grammar. Consistent related to Mechanics & use of an objective, organization, Style professional business grammar, and style style Total Minimal evaluation of the evaluation of the draft report’s strengths and weaknesses. No evaluation of the piece’s Considers some of strength and weaknesses the eight components required for the final report Value 20 Some suggestions for areas that need No suggestions/inappropriate improvement with suggestions and/or is not 20 appropriate focus framed appropriately in focus and tone but these and tone are limited in scope Organization is difficult to follow at Organization is confused and times, and there is 20 structure of ideas lacks clarity a lapse in the logical flow of ideas Some errors Major errors related to related to organization, grammar, and organization, style grammar, and style 10 100% INT 700: Final Project Guidelines and Rubric Overview The final project for this course is the creation of a global strategic analysis that provides a strategic plan for the internationalization of a firm. The final project for this course requires students to select an international publicly held company and complete a strategic analysis of that company in a variety of areas pertaining to global strategic management. The scenario: You have been hired as a consultant at the company you have been researching. This final report is an in-depth look at the corporate management based on your detailed research completed throughout the semester. This paper is designed as a full report with recommendations that the executive team will use to enhance the existing strategic management. The final product represents an authentic demonstration of competency because the analysis represents the pragmatic application of concepts and tools used in formation of corporate-level global strategic planning. The project is divided into four milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final submissions. These milestones will be submitted in Modules Two, Four, Eight, and Ten. Main Elements Your analysis should include, at a minimum, the following eight components: 1. MNE Overview and Key Strategic Background 1. 1.1. Characterize the chosen firm (e.g., firm’s scale, strategic business units, scope of products and markets, diversification type, current financial and strategic performance trends (5-year max) with a brief comparison to industry trends, market shares, etc.) 2. 1.2. Describe the current international operations of the firm (e.g., geographic distribution of operations and their contributions to firm performance) 3. 1.3. What are the recent strategic initiatives (and their motivations) of the firm? 4. 1.4. Briefly analyze the MNE’s domestic and international rivals (a representative top challenger for each is fine) 2. Strategy Tripod Part One: Industry Conditions (Opportunities and Threats) 1. 2.1. What are the top five foreign markets for the MNE’s industry? 2. 2.2. Compare and contrast the five forces affecting the MNE’s industry. Note critical factors to each and critical differences in the MNE’s domestic and foreign markets. 3. 2.3. Which functions in the industry value chain are key to competitiveness for your MNE? How well do they address the industry’s key success factors and key drivers of change? 4. 2.4. Assess the strategic fit of the MNE’s generic competitive strategy with industry conditions. 3. Strategy Tripod Part Two: Internal Resources and Capabilities (Strengths and Weaknesses) 1. 3.1. Analyze the value, rarity, imitability, and organizational (VRIO) aspects of the firm’s core resources and capabilities within its value chain functions. Do any competencies reach the “core” or “distinctive” level over rivals? 2. 3.2. How well do these capabilities and resources support the MNE’s generic strategy choice? 3. 3.3. What resources and capabilities should the firm augment or develop to improve its future global competitiveness? 4. 3.4. Should the firm acquire, outsource, or build these resources internally? 4. Strategy Tripod Part Three: Institutional and Cultural Conditions 1. 4.1. How are formal and informal institutions setting the “rules of the game” for the MNE’s direct and indirect international operations? 2. 4.2. Using Hofstede’s five dimensions of national culture, how will the MNE’s domestic cultural norms compare to those of its foreign partners or subsidiaries? 3. 4.3. Which is currently a greater concern—cultural or institutional distance? 4. 4.4. What are your recommendations for the firm’s future IBS to leverage its exposure to these various “rules of the game”? 5. Entrepreneurship and Internationalizing the Firm 5.1. How effectively has the firm managed the five “entrepreneurial strategies” in its growth? 5.2. Are there institutional or industry-based conditions affecting entrepreneurship opportunities? 6. Internationalization: Where, When, Why, and How 1. 6.1. From the institution-based and resource-based views, does the firm possess “overwhelming resources and capabilities to offset its liability of foreignness”? 2. 6.2. How do the firm’s strategic goals align with the location-specific advantages of its global footprint? 3. 6.3. Assess the advantages and disadvantages of management’s entry mode choices and entry timing. 4. 6.4. Which diversification strategies have been used? Have they contributed to performance? 5. 6.5. Has performance benefited from international acquisitions or collaborative strategies? 6. 6.6. What are your recommendations for the MNE to pursue future complementary strategic options? 7. Internationalization: Strategy, Structure, and Learning 7.1. Which of the four strategy/structure configurations is used? 7.2. Considering the three legs of the strategy tripod, evaluate the “strategic fit” of the MNE’s strategy/structure configuration to its IBS goals. 7.3. Does this approach offer any innovation or learning advantages over the approaches of the MNE’s top rivals? 7.4. Has the firm internalized any knowledge management or learning capabilities that maybe leveraged between developed and emerging economies? 8. Strategizing Governance and Corporate Social Responsibility 8.1. Has the MNE developed firm-specific capabilities to differentiate on corporate governance dimensions? 8.2. From the stakeholder-based view, what is a CSR initiative that will directly impact the competitiveness of the MNE? Milestones Milestone One: Research Proposal In task 2-2, you will submit your research proposal. Your final project entails developing a full strategic analysis on a publicly held multinational enterprise (MNE). It must be public because of the depth and transparency of data you will need to adequately complete the project. This MNE may be in any industry, based in any international location, and held in any public market. A number of MNEs in less developed economies are publicly listed in foreign equity markets. If you have difficulty determining this, contact your instructor. It is strongly suggested that highly diversified MNEs (conglomerates) be avoided due to the added complexity in completing your final project. This milestone must be submitted and accepted by your instructor before continuing on or it will not be accepted. This milestone is submitted as pass/fail. Your proposal should be 2–3 pages in length. The research proposal should present a concise and rigorous case for studying your proposed firm in light of global strategic management. It should consider the following: • • • • • • • • • • • Corporate overview (basic description of MNE, its operations, market position, leadership, etc.) • Financial performance overview (briefly review revenues, net income, profit ratios, balance sheet, equity trends) • Business segments (divisions or SBUs [strategic business units] with performance contributions) • Subsidiary/parent-child structure (corporate hierarchy with performance contributions) • Geographic segmentation (current with performance contribution) • Recent strategic initiatives/stated strategic objective • Important negative events or challenges • Domestic/foreign industry summary (includes industry name and the primary and secondary NAICS and SIC codes) • Brief key competitors overview (minimum two domestic and two foreign, using salient aspects listed above) • Reason for your interest in the MNE Milestone Two: Current Research Summary and Annotated Bibliography In task 4-2, you will submit your current research summary and annotated bibliography. Your summary should be 1–2 paragraphs in length, detailing the research involved to date. The annotated bibliography should be an annotated list of the major sources you intend to use or consult for your final paper. This milestone will be graded using the Final Project Annotated Bibliography Guidelines and Rubric. Milestone Three: Peer Review of Rough Draft In task 8-2, you will submit your rough draft of final project through the Discussion Topic for peer review. It should reflect the incorporation of feedback gained throughout the course. You will conduct one peer review for another student’s rough draft. You will submit your peer review through the Discussion Topic. Use the Final Product Rubric (below) to assist you with completing the peer review. This milestone will be graded using the Final Project Peer Review Guidelines and Rubric. Final Project Report: Final Global Strategic Analysis In 10-2, you will submit your final global strategic analysis. It should be a complete, polished artifact containing all of the main elements of the final product. It should reflect the incorporation of feedback gained throughout the course. Your report should include a cover page, an executive summary (200 to 300 words), a table of contents, a discussion of all eight components described in the Main Elements section above, references (APA format), and appendices (financials, larger graphics or illustrations, tables, etc.). The final global strategic analysis report is graded using the Final Product Rubric (below). Deliverable Milestones Milestone Deliverables Module Due 1 Research Proposal Two 2 Annotated Bibliography Four 3 Peer Review of Rough Draft Eight 4 Final Project Report: Final Global Strategic Analysis Ten Grading Pass/fail; must be submitted for instructor approval. Graded separately; Annotated Bibliography Rubric Graded separately; Final Project Peer Review Rubric Graded separately; Final Product Rubric (below) Rubric Guidelines for Submission: Written components of project must follow these formatting guidelines: 1.5 spacing, 12-point Times New Roman font, one-inch margins, and APA-appropriate citations. The final global strategic analysis should range between 12 to 20 pages, not including the cover page, financial statements, bibliography, and other resources. Critical Elements Multinational Enterprise (MNE) Overview & Key Strategic Background Needs Improvement (70%) Fully characterizes the chosen Characterizes Characterizes MNE’s business, provides a the chosen some aspects thoughtful and complete MNE’s of the chosen analysis of its international business, MNE’s operations and strategic goals, provides a business, Exemplary (100%) Proficient (90%) Not Evident (0%) Val ue Does not adequately characterize of 20 the chosen MNE’s and assesses its context in its industry sector, considering domestic and international rivals Comprehensive MNE Analysis Using the Strategy Tripod Provides a clear and comprehensive analysis of the MNE using the three components of the strategy tripod. Explores multiple strategic issues through extensive collection and indepth analysis of firm and sector evidence to make wellinformed conclusions. Cleverly applies course concepts, depicting sustainable competition in an international environment Critical Analysis of MNE Internationalization Develops a thoughtful critique of the MNE’s entrepreneurship and internationalization strategies, analyzing its strategies and performance and complete provides an analysis of its adequate international analysis of its operations and international strategic goals, operations and assesses and strategic its context in goals, and its industry attempts to sector, assess its considering context in its domestic and industry international sector, rivals considering domestic and international rivals business, provides an inadequate analysis of its international operations and strategic goals, and does not address its context in its industry sector, considering domestic and international rivals Provides an Provides an inadequate acceptable analysis of the analysis of the MNE MNE using the competitivene three ss using the components of three the strategy components of Does not tripod. the strategy provide an Explores tripod. analysis of the multiple Explores some MNE strategic issues strategic competitivene through issues through ss using the collection and collection and three in-depth in analysis of components of analysis of firm 20 firm and the strategy and sector sector tripod and/or evidence to evidence to does not make wellmake explore informed conclusions. strategic conclusions. Applies some issues to Applies course course provide concepts, concepts, conclusions depicting depicting sustainable sustainable competition competition advantage in advantage in an an international international environment environment Develops a Develops an Does not reasonable inadequate critique the critique of the critique of the MNE’s 20 MNE’s MNE’s entrepreneurs entrepreneurs entrepreneurs hip and clearly defining the strategy/structure used hip and internationaliz ation strategies, analyzing its strategies and performance and clearly defining the strategy/struct ure used Provides a concise, wellDescribes Does not thought-out Describes the firmadequately description the firmspecific describe the of the firm- specific capabilities firm-specific specific capabilities that capabilities capabilities that differentiate that that differentiate the MNE differentiate differentiate the MNE with respect the MNE the MNE with respect to its with respect Strategizin with respect to its corporate to its g to its corporate governance. corporate Governanc corporate governance. Attempts to governance e and governance. Assesses a 20 Corporate assess a and/or does Critically corporate Social corporate not assess a social Responsibi assesses social social one or more responsibilit lity responsibilit responsibilit corporate y (CSR) y (CSR) y (CSR) social initiative initiative initiative(s) responsibilit from from from y (CSR) stakeholder stakeholder stakeholder initiative(s) and and and from competitive competitive competitive stakeholder ness ness ness and perspectives perspectives perspectives competitive ness perspectives Highly Consistent Some 10 selective use of incorporatio Does not n of Competiti employmen scholarly incorporate t of intelligence resources of ve sufficient Intelligenc scholarly, and primary limited scholarly, primary, data filtered strategic e/ primary, or Resource and for importance. Effectiven secondary significant Overrelianc secondary resources ess intelligence errors, e on for analysis resources omissions, opinioncreates and bias. based hip and internationaliz internationaliz ation ation strategies or strategies and provide an provides adequate minimal analysis of its analysis of its strategies and strategies and performance performance or define the and the strategy/struct strategy/struct ure used ure used superior Introduces resources, depth to the secondary not MNE industry and separated strategic competitor from analysis resources to primary clarify resources context and by more reasoning than one degree of separation from firm Clearly 10 Demonstrat Writing demonstrat Writing es a style is es a style is not professional inappropriat professional adequately business e for business professional writing business Writing writing and some style, with and/or Style, style, with errors minor errors major errors Mechanics no errors related to , and related to related to Citations related to organization organization organization organization , grammar, , grammar, , grammar, , grammar, and APAand APAand APAand APAformatted formatted formatted formatted citations citations citations citations Total 100% Final Project Rough Draft Final Project Milestone 8-2 Multinational Strategic Analysis Wesley Minor Dr. Egrie November 24, 2018 Final Project Rough Draft Multinational Enterprise (MNE) Overview & Key Strategic Background Duke Power is an energy industry leader focused on electric power and gas distribution operations, and other energy services (Duke Energy, n.d.). The five major sectors Duke Energy focuses on are regulated utilities, renewables, international energy, commercial transmission and energy services (Duke Energy, n.d.). The regulated utilities segment provides safe affordable natural gas and electricity to customers in various states including: North Carolina, South Carolina, Tennessee, Florida, Indiana, Kentucky and Ohio (Duke Energy, n.d.). This organization is a leader in energy renewables. They have wind and solar energy farms in more than 13 states, as well as produce over 2800 megawatts emission free energy (Duke Energy, n.d.). Duke Energy has international operation located in Saudi Arabia. Similarly, their commercial transmission segment focuses on increased reliability, congestion reduction and renewable energy integration through more efficient energy grids (Duke Energy, n.d.). Finally, there energy services segment offers customized energy solutions to advance operational performance and mitigate risk (Duke Energy, n.d.). Duke Energy’s key strategic background encompasses growth through commercial projects as well as revenue drivers through their indirect subsidiaries such as Progress Energy. However as mentioned by Team (2014) the future growth of this organization surrounds two primary areas: 1) International Energy Business, and 2) Clean Energy Generation (Team, 2014). Duke Energy’s International Energy business is viewed as the foundation of this company’s future growth policy. This segment operates in Latin American countries such as Brazil, Argentina, Peru, and Chile and ripe for growth (Team, 2014). Moreover, since this segment accounts for only about 8% of sales, but 85% of Duke Energy’s revenues are made from International Energy growth is imperative. In contrast since regulatory entities are exercising more scrutiny over traditional energy production, it is imperative for companies such as Duke Energy to tap into more new and clean energy sources (Team, 2014). Recently Duke Energy has phased out some of its old coal plants and is on track to implement a mixture of energy production from sources such as coal, natural gas, and nuclear generation (Team, 2014). These energy sources give Duke Energy the benefit of tapping into mid-stream business that affords two primary benefits. First, the predominant source of energy in Final Project Rough Draft the future is going to be natural gas as a result this give Duke Energy added value in the way of a revenue stream linked to natural gas. Finally, Duke Energy is protected from the unpredictability of the underlying commodity prices (Team, 2014). Duke Energy’s rivals as mentioned by Craft (n.d.) include: Talen Energy, Xcel Energy, NextEra Energy, AEP (American Electric Power) and PPL Corporation. Talen Energy is a marketing as well as an energy and power generation corporation: Xcel Energy is involved in the generation, acquisition, transmission and sale of energy, NextEra Energy is also a sale and distribution company, American Electric Power is a sale and distribution power company that sells its services to wholesalers and retail customers and finally PPL is a worldwide company that distributes natural gas and electricity to customers in the UK as well as Pennsylvania and Kentucky (Craft n.d.). In the third quarter of 2018 in comparison to its competitor Duke Energy reported increases of revenue of 2.25% year upon year (CSI Market, n.d.). In contrast its competitors have reported reductions in their revenues of 4.7% (CSI Market, n.d.). Duke Energy’s net income has also increased by 11.62% year upon year: However, their competitor has reported a loss of -3.6 % (CSI, Market n.d.). In the franchise market segment Duke Energy has managed to improve its market share by about 11.51% as stated by CSI Market (n.d.). Lastly, due to an increase in revenue growth of about 32% Duke Energy has managed to improve its market share by about 0.14% (CSI Market, n.d.). Comprehensive MNE Analysis Using the Strategy Tripod The strategy tripod as discussed during this class encompasses as mentioned by Peng (2017) the industry-based view, the resource-based view, and institutional based view. Specifically, the industry-based view suggests that organizations should seek to stake out a position in a market that is less vulnerable to the industry forces observed. The resource-based view focuses mainly on the internal strengths and weakness of the organization. Finally, the institution-based view concentrates on firm strategy: Firms must also consider formal and informal rules of the game in concert with industry and firm level considerations (Peng, 2017). Duke Energy analyzes the strategy tripod in various ways. For example, as mentioned by Duke Energy (2017) from an industry-based view Duke Energy positions itself in the market to combat external forces by creating value. This value is shaped by implementing a value creation model that entails utilizing major resources as well as employees to produce value for all their major customers (Duke Energy, 2017 p. 8). Furthermore, Duke Energy utilizes the latest technology as Final Project Rough Draft well as infrastructure to continuously evolve with its customer base. This organization also helps and encourages it customers cut consumption as well as use energy more wisely (Duke Energy, 2017 p.8). Next, from a resource-based standpoint Duke Energy’s major resources and capabilities include renewable energies, battery storage for renewable energies, regulated utilities, ash management, coal plant decommissioning program and international energy (Duke Energy, n.d.). For many years Duke Energy’s renewable source of wind power was their leading renewable source of energy. However, in 2017 solar power took the lead as the renewable source of energy with North Carolina being the number one energy state. With the addition of some 500 megawatts to its energy grid overall North Carolina remained the number two state in the overall rankings (Duke Energy, n.d.). Local governments are expanding solar power through initiatives such as North Carolinas Competitive Energy Solutions. Specifically, this bill is called H.B. 589 which seeks to roll out programs that expand solar power in the state by making the energy more attractive to various customers (Duke Energy, n.d.). As mentioned by Duke Energy (n.d.) in conjunction with renewable energy battery storage units are needed to provide more reliable service to customers as well as enhance the energy grid. For example, there are plans to install a 5-megawatt battery storage unit as well as 3 megawatts of solar to deliver grid services, as well as acting as a microgrid to the National Guard’s Camp Atterbury Training Operation (Duke Energy, n.d.). This organization leverages its regulated utilities to bring service to more than “7.4 million customers in the Carolinas, Florida, Ohio, Kentucky and Indiana, and retail natural gas services to more than 1.5 million customers in the Carolinas, Ohio, Kentucky and Tennessee” (Duke Energy, n.d.). The power plants owned and operated by this company generates over 50,200 megawatts of energy from sources ranging from hydroelectric to nuclear power. Similarly, Duke Energy’s ash management program is continuously seeking to emphasis safety in transitioning from coal power generation to more cleaner sources of energy (Duke Energy, n.d.). For example, coal fired power plants produce coal that in turn produce steam, this steam turns turbines that produce electricity. As a result of the coal being burned coal ash is a byproduct (Duke Energy, n.d.). This coal ash has historically been stored in basins, Duke Energy has implemented measures to store this ash in more efficient basins with dry upgrades as well as lined landfills (Duke Energy, n.d.). Additionally, 80% of the coal ash byproduct is recycled to protect the environment. There is a shared cost between the organization and customers to keep costs as low as possible (Duke Final Project Rough Draft Energy, n.d.). Duke Energy is in the process of closing many basins in a safe and effective manner. As mentioned by Duke Power (n.d.) a framework has been outlined scientists, engineers and other industry experts to accomplish this task. The framework includes: 1) A continued emphasis on stability, meeting all safety standards. 2) Safeguards during storms/floods 3) Mitigate groundwater impacts 4) In the process of excavation leverage beneficial reuse, on-site landfills and consolidated storage. 5) Comply with all federal and state requirements. (North Carolina Coal Ash Management Act and Coal Combustion Residual regulations). 6) Continuously seek solutions to address environmental impacts as well as balance stakeholder interests (Duke Power, n.d.). Finally, from an institution-based view Duke Energy must understand and comply with the rules of the game. For example, as mentioned by Duke Energy (n.d.) three business units under the Duke Energy umbrella were convicted of nine misdemeanor violations of the Clean Water Act. The three companies involved were Duke Energy Business Services, Duke Energy Carolinas and Duke Energy Progress. As a result of these violations these entities were sentenced to 5 years’ probation as well as various environmental obligations overseen by a court appointed monitor (Duke Energy, n.d.). The two environmental plans are the NECP (National Environmental Compliance Program) and the ECP-NC (Statewide Compliance Program). Under the first plan as directed by the courts the three entities are required to: 1) Sustain and fund Duke Energy’s Ash Basin Strategic Action Team, Coal Combustion Products organization, and National Ash Management Advisory Board (Duke Energy, n.d.). 2) Compliance Officers are appointed at the Vice President level or higher (Duke Energy, n.d.). 3) Compliance program must be consistent with US sentencing guidelines (Duke Energy, n.d.). 4) Each of Duke Energy Corporation, affiliates and wholly owned subsidiaries must succumb to audits based on coal ash impoundments on and annual basis (Duke Energy, n.d.). 5) Establish hotlines as well as Final Project Rough Draft email/inbox communication to report suspected violations (Duke Energy, n.d.). 6) Implement a training program for all domestic employees about coal ash impoundment as well as the regulations and polices surrounding the NECP program (Duke Energy n.d.). 7) Produce reports at intervals deemed by the court via court appointed monitor (Duke Energy, n.d.). The next environmental program as outlined in the court guidelines (Statewide Compliance Environmental Program) must a minimum implement these guidelines in addition to the NECP requirements: 1) Launches “Points of Contact” for all North Carolina facilities involved in ash impoundments (Duke Energy, n.d.). 2) North Carolina facilities must undergo annual audits in reference to ash impoundments (Duke Energy, n.d.). 3) All reopened or expanded ash facilities must be lined (Duke Energy n.d.). 4) Implement recordkeeping for ash impoundments (Duke Energy, n.d.).5) Municipalities must be notified concerning issues such as bromide discharges from flue gas desulfurization (FGD) (Duke Energy, n.d.). Overall, this environmental policy is in place to provide for more oversight and transparency in addition to the previously mentioned plan. From the institution-based view organization must understand how to conduct business in an international setting. Duke Power is no exception to this rule in reference to their international operations in Saudi Arabia. According to Abner (2015) when expanding internationally certain aspects must be considered such as culture, legal and regulatory barriers, foreign government requirements and business case. Cultural differences can deem failure or success in in an international environment. If the product or service does not add value to the local community it may be wise not to enter (Abner, 2015). It is essential to understand what locals’ value in order to promote your product or service. Particularly, some critical questions must be considered: 1) Does your product or service provide a need or desire for the local community? (Abner, 2015). 2) Are their language and cultural barriers? How will you overcome these hurdles? (Abner, 2015) 3) Can the time zone difference be managed effectively? (Abner, 2015). 4) Dietary, lifestyle, and religious considerations can adversely affect your business: Can these differences be managed? (Abner, 2015). 5) Can contracts and agreements be negotiated effectively? (Abner, 2015). 6) When engaging local consumers are there any business attributes that may be considered offensive or rude? (Abner, 2015). Are there business limitations? (Abner, 2015). How will your product or service be advertised? (Abner, 2015). Final Project Rough Draft Finally, what will you the organization do if the product or service does not translate well with the local community? (Abner, 2015). Moreover, from a legal and regulatory aspect organizations such as Duke Energy must be flexible enough to work within local laws and regulations. Critical requirements must be assessed such as labor and employment laws, treaties and duties, import and export laws, corporate organizational practices, business as well as investment principles, dispute resolution, trademark requirements, regulatory and customs laws, currency repatriation standards, tax laws, liability concerning distributor/ arrangements (Abner, 2015). It is highly advised that organizations invest in competent legal counsel when engaged in overseas business. Local government stability is another area of concern that must be highly scrutinized. Abner (2015) suggests analyzing these various aspects before conducting overseas business. Currency exchange rates, material and resource allocation, access to capital, communication and transportation options, programs and assistance offered by the government, policies that protect businesses, laws pertaining to immigrants and employees (Abner, 2015). Government stability is a crucial part of overseas success. Issues such as trademark rights, employment security, contract integrity are pertinent issues that must be addressed. Seeking out local expertise about government polices and procedures is advised (Abner, 2015). Business cases should engage issues surrounding challenges and rewards for expansion. Some strategies to consider are: Conduct market studies to understand matters about market's personality, economic feasibility, market trends, financial cost patterns and market forecasts (Abner, 2015). Perform a financial analysis to determine if entering the market makes financial sense (Abner, 2015). Ensure there is intellectual and trademark protections as well as make sure he local government protect business proprietary needs (Abner, 2015). Finally, seek out liaison and partnership relationships and opportunities with existing clients and suppliers (Abner, 2015). Overall, understanding the informal rules from an institution-based view entails assessing the various cultural, language, and governmental barriers that may impede success in foreign markets. Critical Analysis of MNE Internationalization Duke Energy’s internalization process incorporates leadership, ethics, power plants, electric transmission projects, smart grids, new generations, and coal plant closings/ash impoundment management (Duke Energy, n.d.). Duke Energy leadership Is headed up by CEO Final Project Rough Draft Lynn Good, under her leadership Duke Energy is embracing newer technologies, upgraded infrastructures, utilization of cleaner sources of energy as well as adapt a more resilient energy grid (Duke Energy, n.d.) The overall internalization process gives customers even more access to safer, cleaner, reliable energy as well as promotes environmental stewardship (Duke Energy, 2015). Since 2005 Duke Energy has continuously, reduced their carbon emissions by 31% with plans to increase reductions be 40% by 2030 (Duke Energy, n.d.). Ethics are critical part of Duke Energy’s internalization process. As mentioned by Duke Energy (n.d.) because groups such as politicians, journalists, advocacy groups and various others pay close attention to what we do, so we are committed to a culture of transparency, high performance, and employee integrity (Duke Power, n.d.). Under the Ethics and Compliance program everyone is committed to the highest ethical standards. Under the specific direction of the Audit Committee of the board of directors’ implementation, oversight, and enforcement are significant. Employees are encouraged to report violations 24 hours a day via telephone or online (Duke Power, n.d.). Furthermore, allegations of violations are thoroughly investigated to ensure consistent enforcement. Upon completion of the investigation disciplinary actions are taken and other control enhancements to deter further violations (Duke Power, n.d.). Diversity and inclusion are another central aspect to Duke Powers internalization process. This organization strives to integrate a diverse workforce to maintain a top talent and as a result the company can live up to its standards as an organization and as individuals (Duke Energy, n.d.). Duke Energy strives to be good stewards of the environment. As mentioned by Duke Energy (n.d.) with its focus on renewable energy sources as well as efficiency this organization will be able to transition from traditional sources of power to more cleaner sources. Duke Energy owns and operates various regulated and non-regulated plants throughout the United States. These power plants implement various sources of energy including: hydroelectric, coal fired, natural gas and nuclear (Duke Energy, n.d.). Older coal plants have been replaced with newer technology power sources. As stated by Duke Energy (n.d.) the older plants through the decommissioning program have essentially been transformed back to their natural states. In the specific demolition process as mentioned by Duke Energy (n.d.) involves the recycling of scrap equipment, remove chemicals and other materials as well as remove the powerhouse, chimneys and any auxiliary structures no longer needed and then fill, grade and seed the land. Finally, the Final Project Rough Draft older natural gas combustion plants follow the same decommission process as the coal fired plants (Duke Energy, n.d.). Duke Energy is involved in various transmission projects. These projects include: The Canterbury Transmission Line Study, The Cleveland Matthews Project, The Fuquay Wade Nash Project, The Grant Creek Project, The Highway 160 Transmission Project, The Kenilworth Substation expansion project, The Newport- Harlowe Transmission Line, The Raeford Transmission Line and the Wilmington Transmission Line (Duke Energy, n.d.). Through these various transmission projects Duke Power can deliver through is 36,000 lines of high voltage wires continuous flows of electricity from generating stations to customers and neighboring utilities (Duke Energy, n.d.). Smart grid as stated by Duke Energy (n.d.) is an upgrade to the existing grid system. One aspect of this new technology is a smart meter. Smart meters give consumers as well as user significant benefits, these advantages include: More insightful information is passed along to customers concerning energy usage and as a result they can save on energy and money (Duke Power, n.d.). The same technology that is used for informational purposes can be utilized by users to access real time information on the grid to remotely reroute power to shorten or even prevent power outages (Duke Energy, n.d.) With the implementation of the new smart grid technology connectedness to renewable sources of energy such as wind and solar is more reliable. Consequently, this deliver cleaner more reliable sources of energy to neighborhoods (Duke Energy, n.d.). Future assessments of smart grid technologies indicate that consumers may be able to view their energy usage daily and as a result better manage appliances. For example, being able to replace an old dryer that is using a substantial amount of energy from the capability of being able to view energy usage through the smart grid (Duke Power, n.d.). Strategizing Governance and Corporate Social Responsibility Strategic governance and corporate social responsibility are an integral part of Duke Energy’s business model. According to Duke Energy (2018) recently Duke Energy was involved in an industrywide initiative for more effective ESG (Environmental, Social and Government) reporting. Specifically, the new initiative was headed by the Edison Electric Institute along with Duke Energy and various other member companies. The concept involves implementing a new reporting template that give investors uniformity and consistency regarding ESG reporting metrics (Duke Energy, 2018). A statement by Vice President of Investor Relations Mike Final Project Rough Draft Callahan captures the essence of the ESG program. "We're committed to transparency and engagement with investors, customers and other stakeholders," said Mike Callahan, Duke Energy's vice president of investor relations. "Our investors are increasingly focused on ESG and sustainability matters. We're providing them with the information needed to better incorporate ESG into their investing strategies."(Duke Energy, 2018). Duke Energy’s ESG programs have landed them on the Dow Jones Sustainability North American Index for the 12th consecutive year in 2017 (Duke Energy, 2018). The highlights of their accomplishments include: 1) A reduction in carbon dioxide (CO2) by 31% since 2005, sulfur dioxide (SO2) and nitrogen dioxide (NOx) by 75%. (Duke Energy, 2018). Plans to reduce carbon dioxide emissions by 40% by 2030 (Duke Energy, 2018). Duke Energy has continuously increased its renewable energy portfolio and has more than 6400 megawatts of solar, wind, and biomass capacity – owned or under contract (Duke Energy, 2018). With and effort with customers Duke Energy is attempting to reduce energy consumption by 15,000 gigawatt-hours by 2020 this is the equivalent to annual usage of 1.25 million homes (Duke Power, 2018). Rates are lower on a national average and this benefit is continuously enjoyed by customers (Duke Energy, 2018). Finally, the company accomplished its goal of recycling 80% of its solid waste earlier than expected (Duke Energy, 2018). In addition to this ESG template Duke Energy annually publishes a sustainability report that reviews issues such as energy efficiency, develop renewable energy, reduce emissions and more (Duke Energy, 2018). In an ongoing effort to contribute to their corporate social responsibility efforts Duke Energy is engaged in various corporate social responsibility programs. These programs are The Duke Energy Foundation, Employee Engagement, Customer Assistance Program and Retirement Engagement. According to Duke Energy (n.d.) the Duke Energy Foundation is committed to empowering communities through charitable contribution in the form of grants. To date this organization has donated and estimated $30 million in contributions. The three strategic investment area of donations that have the most significant impact are education, workforce, and nature (Duke Energy, n.d.). The education component of these donations focusses on programs geared to advance reading among first and third graders (Duke Energy, n.d.). Furthermore, programs to enhance the education of energy, engineering and environmental learning through teacher development (Duke Energy, n.d.). In the grant cycle low Final Project Rough Draft income areas as well as minorities and women will be given priority when applying (Duke Energy, n.d.). Another important area of giving is the workforce. The grants awarded in this area are geared towards workforce progress through developmental programs aimed at placement for applicants in the future energy sector (Duke Energy, n.d.). The last area of donating is nature. Through these contribution Duke Energy hopes to advance the enjoyment of nature for communities and individuals. The area this grant supports include water conservation, access, quality, and quantity (Duke Energy n.d.). Habitat as well as forest restoration, and conservation (Duke Energy, n.d.). Species conservation (Duke Energy, n.d.). Employee engagement is another area of corporate social responsibility that is integral to business success. Volunteerism is a way in which Duke Power employees hone their leadership skill as well as build important relationships with local communities (Duke Energy, n.d.). The Duke Energy in Action Program incorporates various volunteer programs that employees can be apart of. These programs are: Hours 4 Good, Teams 4 Good, Dollars 4 Good, Company Sponsored Volunteer Projects and Health and Human Services and Cultural Enrichment (Duke Energy, n.d.). The Hours 4 Good program encompasses employee volunteering their time to non-profit organizations. Employees earn cash donations from the organization and can be donated to the nonprofit of their choice (Duke Energy, n.d.). The Teams 4 Dollar program involves members pooling their hours together to support a cause of their choice (Duke Energy, n.d.). In the Dollar 4 Goods program employees can contribute a minimum of $100 and the company will match the donation (Duke Energy, n.d.). The Company Sponsored Volunteer Program entails volunteerism by employees and retirees of large-scale projects designated by Duke Energy. These projects span many nonprofits and causes from the environment to community impact (Duke Energy, n.d.). Annually, employee of Duke Power provides significant health and human services support through campaigns such as the United Way. Additionally, employees support initiatives such as Cincinnati’s ArtsWave and Charlotte’s Arts and Science Council that bolsters economic and cultural development (Duke Energy, n.d.). Duke Power engages in various programs that assist customers with energy problems. For example, Duke Power’s Shared the Warmth program is a program to assist customers with winter heating bills. The program is supported by the Duke Foundation as well as other customers and employees (Duke Enegy, n.d.). The foundation Final Project Rough Draft contribution donation on a dollar for dollar match. The Energy Neighbor Fund is a program that helps residents in the Carolinas and Florida with heating as well as cooling bills. Customer of Duke Energy Progress and Duke Energy Florida customers are eligible for assistance no matter their heating source (Duke Energy, n.d.). This program has helped thousands of families since its inception due to contributions of Duke Foundations and generous employees (Duke Energy, n.d.). The Indiana helping fund is program sponsored by the Duke Energy customers, employees and shareholders. This program was started in 1983 to assist customers with needs in the winter. Applicants must meet a certain criterion to be eligible, if accepted the fund will pay a onetime $300 payment to a customer’s account (Duke Energy, n.d.). The qualifications that must be met are as follows: 1) Must be a Duke residential customer on record, 2) Annual income must meet Energy Assistance Program guidelines. 3) Must be and Energy Assistance applicant. (Duke Power, n.d.). Finally, the Winter Care Kentucky program helps needy customers In Kentucky with winter heating bills. As with the previous programs this fund is supported by customers, employees and shareholders (Duke Energy, n.d.) Duke Energy donates a dollar for dollar contribution up to $25,000 annually (Duke Energy, n.d.) Eligible applicants can receive a one-time payment if funds are available (Duke Energy, n.d.). Heat share Ohio is fund that helps Ohio residents in need with winter heating bills. Duke Energy donates a dollar for dollar contribution up to $100,000, and the program is administered through the Salvation Army (Duke Energy, n.d.). Eligibility qualifications are based on need and the customer must be in disconnection status to receive the help. The program starts in mid-January and runs through April, funds can be accessed until they are depleted (Duke Energy, n.d.). Cooling assistance Carolinas is fund that helps customers in the Summer months that cannot pay their energy bills. This fund is extremely important because of the impact the summer temperatures have on the elderly, and those with health issues (Duke Energy, n.d.). In addition to corporate responsibility Duke Power has a governance framework aimed at positively affecting shareholder value (Duke Energy n.d.). Additionally, the governance structure is geared towards responding to issues in a timely manner: Duke Power’s governance policies are structured to adhere to the Sarbanes Oxley Act, as well as the NYSE listing standards (Duke Power, n.d.). The governance structure incorporates company Bylaws, Certificates of Incorporations, Code of Final Project Rough Draft Business Ethics, Board of Directors Information, Board Committee Charters, Stock Ownership Policies, Securities Trading Policy, Related Person Transaction Policy, Regulation FD Policy, Political Expenditures Policy, Principles of Corporate Governance and Principles of Health Care Reform. Of critical importance are the principles outlined in the corporate governance structure. There are twenty-eight ideologies outlined in the structure. These ideologies include: 1) Responsibilities of Directors, 2) Director Nominations, 3) Voting for Directors, 4) Director Orientation, 5) Combination of Chairman and Chief Executive Officer, 6) Lead Director, 7) Size of the Board, 8) Meeting Frequency, 9) Independence of n.d., 10) Service on Other Boards, 11) Directors who’s Responsibilities Change, 12) Term Limits, 13) Retirement Age, 14) Director Compensation/Share Ownership, 15) Assessing the Board Performance, 16) Board Interaction with Customers, Press and Institutional Investors, 17) Board Access to Management, 18) Selection of Agenda Items for Board Meetings, 19) Board Materials Distributed in Advance, 20) Board Presentations, 21) Committees of the Board, 22) Assignment and Rotation of Committee Members, 23) Frequency and Length of Committee Meetings, 24) Evaluation of the Chief Executive Officer, 25) Succession Planning and Development Plan, 26) Periodic Review, 27) Executive Sessions and 28) Continuing Education. (Duke Energy, n.d.) With the adoption of these principles the Board of Directors will improve shareholder value as well as enhance the reputation of the company. Finally, these principles will signal a strong commitment to corporate governance as well establish a sound structure in communities where Duke Energy conducts business (Duke Energy, n.d.). In May 2017 the Board of Directors implemented a new way to conduct corporate governance shareholder meetings via online webcast, these webcasts will enable Duke Power to reach shareholders internationally in a more cost-effective manner (Duke Energy, 2017). Additionally, this method will afford shareholder an opportunity to participate in the governance of the Corporation, and the live webcast will accomplish this task (Duke Energy, 2017). The online forum will also allow shareholders to post question early in before the meeting in this way board members are able to answer more questions and deliver more answers in an efficient and effective manner (Duke Energy, 2017) Duke Energy provides a proxy statement to every shareholder. This statement outlines the Corporations corporate governance practices and procedures (Duke Energy, 2017). Duke Power has made some significant changes to their corporate governance structure and shareholders are encouraged to view the proxy statement as it Final Project Rough Draft contains important information concerning voting as well information about the annual meetings (Duke Energy, 2017). The following items are examples of business issues that may arise in Corporate Governance annual meeting of the Board of Directors. As mentioned by Duke Energy (2017) these issues include: Election of Board Directors, Ratification of Deloitte & Touche LLP as Duke Energy Corporation’s independent registered public accounting firm for 2017; Advisory vote to approve Duke Energy Corporation’s named executive officer compensation; Advisory vote on the frequency of the vote on executive compensation; Amendment to the Amended and Restated Certificate of Incorporation of Duke Energy Corporation to eliminate supermajority requirements; A shareholder proposal regarding providing an annual report on Duke Energy’s lobbying expenses; A shareholder proposal regarding preparing an assessment of the impacts on Duke Energy’s portfolio of climate change consistent with a two degree scenario; A shareholder proposal regarding providing a report on the public health risks of Duke Energy’s coal use; and Any other business that may properly come before the meeting (or any adjournment or postponement of the meeting) (Duke Energy, 2017). 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Retrieved from https://www.bizjournals.com/bizjournals/how-to/growthstrategies/2015/02/considerations-for-taking-your-business-global.html Abner, B. (2015, February 12). 4 considerations for taking your business international - The Business Journals. Retrieved from https://www.bizjournals.com/bizjournals/how-to/growthstrategies/2015/02/considerations-for-taking-your-business-global.html Abner, B. (2015, February 12). 4 considerations for taking your business international - The Business Journals. Retrieved from https://www.bizjournals.com/bizjournals/how-to/growthstrategies/2015/02/considerations-for-taking-your-business-global.html Abner, B. (2015, February 12). 4 considerations for taking your business international - The Business Journals. Retrieved from https://www.bizjournals.com/bizjournals/how-to/growthstrategies/2015/02/considerations-for-taking-your-business-global.html Abner, B. (2015, February 12). 4 considerations for taking your business international - The Business Journals. Retrieved from https://www.bizjournals.com/bizjournals/how-to/growthstrategies/2015/02/considerations-for-taking-your-business-global.html Final Project Rough Draft Abner, B. (2015, February 12). 4 considerations for taking your business international - The Business Journals. Retrieved from https://www.bizjournals.com/bizjournals/how-to/growthstrategies/2015/02/considerations-for-taking-your-business-global.html Abner, B. (2015, February 12). 4 considerations for taking your business international - The Business Journals. Retrieved from https://www.bizjournals.com/bizjournals/how-to/growthstrategies/2015/02/considerations-for-taking-your-business-global.html Abner, B. (2015, February 12). 4 considerations for taking your business international - The Business Journals. Retrieved from https://www.bizjournals.com/bizjournals/how-to/growthstrategies/2015/02/considerations-for-taking-your-business-global.html Abner, B. (2015, February 12). 4 considerations for taking your business international - The Business Journals. Retrieved from https://www.bizjournals.com/bizjournals/how-to/growthstrategies/2015/02/considerations-for-taking-your-business-global.html Abner, B. (2015, February 12). 4 considerations for taking your business international - The Business Journals. Retrieved from https://www.bizjournals.com/bizjournals/how-to/growthstrategies/2015/02/considerations-for-taking-your-business-global.html Abner, B. (2015, February 12). 4 considerations for taking your business international - The Business Journals. Retrieved from https://www.bizjournals.com/bizjournals/how-to/growthstrategies/2015/02/considerations-for-taking-your-business-global.html Abner, B. (2015, February 12). 4 considerations for taking your business international - The Business Journals. Retrieved from https://www.bizjournals.com/bizjournals/how-to/growthstrategies/2015/02/considerations-for-taking-your-business-global.html Abner, B. (2015, February 12). 4 considerations for taking your business international - The Business Journals. Retrieved from https://www.bizjournals.com/bizjournals/how-to/growthstrategies/2015/02/considerations-for-taking-your-business-global.html Abner, B. (2015, February 12). 4 considerations for taking your business international - The Business Journals. Retrieved from https://www.bizjournals.com/bizjournals/how-to/growthstrategies/2015/02/considerations-for-taking-your-business-global.html Final Project Rough Draft Abner, B. (2015, February 12). 4 considerations for taking your business international - The Business Journals. 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Retrieved from https://www.dukeenergy.com/our-company/about-us/power-plants Duke Energy. (n.d.). Power Plants - Our Company - Duke Energy. Retrieved from https://www.dukeenergy.com/our-company/about-us/power-plants Duke Energy. (n.d.). Power Plants - Our Company - Duke Energy. Retrieved from https://www.dukeenergy.com/our-company/about-us/power-plants Final Project Rough Draft Duke Energy. (n.d.). Power Plants - Our Company - Duke Energy. Retrieved from https://www.dukeenergy.com/our-company/about-us/power-plants Energy, D. (2018, August 27). Duke Energy releases updated environmental, social and governance reporting template for investors. Retrieved from https://news.duke-energy.com/releases/dukeenergy-releases-updated-environmental-social-and-governance-reporting-template-for-investors Energy, D. (2018, August 27). Duke Energy releases updated environmental, social and governance reporting template for investors. Retrieved from https://news.duke-energy.com/releases/dukeenergy-releases-updated-environmental-social-and-governance-reporting-template-for-investors Energy, D. (2018, August 27). Duke Energy releases updated environmental, social and governance reporting template for investors. Retrieved from https://news.duke-energy.com/releases/dukeenergy-releases-updated-environmental-social-and-governance-reporting-template-for-investors Energy, D. (2018, August 27). Duke Energy releases updated environmental, social and governance reporting template for investors. Retrieved from https://news.duke-energy.com/releases/dukeenergy-releases-updated-environmental-social-and-governance-reporting-template-for-investors Energy, D. (2018, August 27). Duke Energy releases updated environmental, social and governance reporting template for investors. Retrieved from https://news.duke-energy.com/releases/dukeenergy-releases-updated-environmental-social-and-governance-reporting-template-for-investors Energy, D. (2018, August 27). Duke Energy releases updated environmental, social and governance reporting template for investors. Retrieved from https://news.duke-energy.com/releases/dukeenergy-releases-updated-environmental-social-and-governance-reporting-template-for-investors Energy, D. (2018, August 27). Duke Energy releases updated environmental, social and governance reporting template for investors. Retrieved from https://news.duke-energy.com/releases/dukeenergy-releases-updated-environmental-social-and-governance-reporting-template-for-investors Energy, D. (2018, August 27). Duke Energy releases updated environmental, social and governance reporting template for investors. Retrieved from https://news.duke-energy.com/releases/dukeenergy-releases-updated-environmental-social-and-governance-reporting-template-for-investors Final Project Rough Draft Energy, D. (2018, August 27). Duke Energy releases updated environmental, social and governance reporting template for investors. Retrieved from https://news.duke-energy.com/releases/dukeenergy-releases-updated-environmental-social-and-governance-reporting-template-for-investors Energy, D. (2018, August 27). Duke Energy releases updated environmental, social and governance reporting template for investors. Retrieved from https://news.duke-energy.com/releases/dukeenergy-releases-updated-environmental-social-and-governance-reporting-template-for-investors Peng, M. W. (2017). Global strategy (4th ed.). Boston, MA: Cengage Learning. Peng, M. W. (2017). Global strategy (4th ed.). Boston, MA: Cengage Learning. Team, T. (2014, December 29). Duke Energy: Clean Energy, International Business To Drive Future Growth. Retrieved from https://www.forbes.com/sites/greatspeculations/2014/12/29/dukeenergy-clean-energy-international-business-to-drive-future-growth/#6cf70b825bf7 Team, T. (2014, December 29). Duke Energy: Clean Energy, International Business To Drive Future Growth. Retrieved from https://www.forbes.com/sites/greatspeculations/2014/12/29/dukeenergy-clean-energy-international-business-to-drive-future-growth/#6cf70b825bf7 Team, T. (2014, December 29). Duke Energy: Clean Energy, International Business To Drive Future Growth. Retrieved from https://www.forbes.com/sites/greatspeculations/2014/12/29/dukeenergy-clean-energy-international-business-to-drive-future-growth/#6cf70b825bf7 Team, T. (2014, December 29). Duke Energy: Clean Energy, International Business To Drive Future Growth. Retrieved from https://www.forbes.com/sites/greatspeculations/2014/12/29/dukeenergy-clean-energy-international-business-to-drive-future-growth/#6cf70b825bf7 Team, T. (2014, December 29). Duke Energy: Clean Energy, International Business To Drive Future Growth. Retrieved from https://www.forbes.com/sites/greatspeculations/2014/12/29/dukeenergy-clean-energy-international-business-to-drive-future-growth/#6cf70b825bf7 Team, T. (2014, December 29). Duke Energy: Clean Energy, International Business To Drive Future Growth. Retrieved from https://www.forbes.com/sites/greatspeculations/2014/12/29/dukeenergy-clean-energy-international-business-to-drive-future-growth/#6cf70b825bf7
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