diff --git "a/README.md" "b/README.md" --- "a/README.md" +++ "b/README.md" @@ -10,127 +10,263 @@ datasets: metrics: - accuracy widget: -- text: "flow or estimates of sales proceeds valuation methodologies. The ability\ - \ to accurately predict future cash flows, especially in developing and emerging\ - \ markets, may impact the determination of fair value. \n\nIn the event the fair\ - \ value of an investment declines below our cost basis, management is required\ - \ to determine if the decline in fair value is other than temporary. If management\ - \ determines the decline is other than temporary, an impairment charge is recorded.\ - \ Management's assessment as to the nature of a decline in fair value is based\ - \ on, among other things, the length of time and the extent to which the market\ - \ value has been less than our cost basis, the financial condition and near-term\ - \ prospects of the issuer, and our intent and ability to retain the investment\ - \ in the issuer for a period of time sufficient to allow for any anticipated recovery\ - \ in market value. \n\nAs of December 31, 2009, the Company had several investments\ - \ classified as available-for-sale securities in which our cost basis had exceeded\ - \ the fair value of the investment. Unrealized gains and losses on available-for-sale\ - \ securities, as of December 31, 2009, were approximately $176 million and $21\ - \ million, respectively. Management assessed each individual investment with unrealized\ - \ losses to determine if the decline in fair value was other than temporary. Based\ - \ on these assessments, management determined that the decline in fair value of\ - \ each of these investments was temporary in nature. We will continue to monitor\ - \ these investments in future periods. Refer to Note 2 of Notes to Consolidated\ - \ Financial Statements. \n\nDuring the first quarter of 2009, the Company recorded\ - \ a charge of approximately $27 million in other income\n\n(loss) — net as a result\ - \ of an other-than-temporary decline in the fair value of a cost method investment.\ - \ As of December 31, 2008, the estimated fair value of this investment approximated\ - \ the Company's carrying value in the investment. However, during the first quarter\ - \ of 2009, the Company was informed by the investee of its intent to reorganize\ - \ its capital structure in 2009, which would result in the Company's shares in\ - \ the investee being canceled. As a result, the Company determined that the decline\ - \ in fair value of this cost method investment was other than temporary. This\ - \ impairment charge impacted the Corporate operating segment. Refer to the heading\ - \ \"Operations Review — Other Income (Loss) — Net,\" and Note 13 and Note 14 of\ - \ Notes to Consolidated Financial Statements. \n\nAs of December 31, 2008, the\ - \ Company had several investments classified as available-for-sale securities\ - \ in which our cost basis exceeded the fair value of the investment, each of which\ - \ initially occurred between the end of the second quarter and the beginning of\ - \ the third quarter of 2008. Management assessed each individual investment to\ - \ determine if the decline in fair value was other than temporary. Based on these\ - \ assessments, management determined that the decline in fair value of each investment\ - \ was other than temporary based on a number of factors, including, but not limited\ - \ to, uncertainty regarding our intent to hold certain of these investments for\ - \ a period of time that" -- text: "inflation, political climate, local and national laws and regulations, foreign\ - \ currency exchange fluctuations, fuel prices and weather patterns. \n\nOur Objective\ - \ \n\nOur objective is to use our formidable assets — our brands, financial strength,\ - \ unrivaled distribution system, global reach, and the talent and strong commitment\ - \ of our management and associates — to achieve long-term sustainable growth.\ - \ Our vision for sustainable growth includes the following: \n\nPeople:Beingagreatplacetoworkwherepeopleareinspiredtobethebesttheycan\ - \ be. \n\nPortfolio:Bringingtotheworldaportfolioofbeveragebrandsthatanticipatesandsatisfiespeople'sdesiresand\ - \ needs. \n\nPartners:Nurturingawinningnetworkofpartnersandbuildingmutual loyalty.\ - \ \n\nPlanet:Beingaresponsibleglobalcitizenthatmakesa difference. \n\nProfit:Maximizingreturntoshareownerswhilebeingmindfulofouroverall\ - \ responsibilities. \n\nProductivity:Managingourpeople,timeandmoneyforgreatest\ - \ effectiveness. \n\nStrategic Priorities \n\nWe have four strategic priorities\ - \ designed to create long-term sustainable growth for our Company and the Coca-Cola\ - \ system and value for our shareowners. These strategic priorities are driving\ - \ global beverage leadership; accelerating innovation; leveraging our balanced\ - \ geographic portfolio; and leading the Coca-Cola system for growth. To enable\ - \ the entire Coca-Cola system so that we can deliver on these strategic priorities,\ - \ we must further enhance our core capabilities of consumer marketing; commercial\ - \ leadership; franchise leadership; and bottling and distribution operations.\ - \ \n\nCore Capabilities \n\nConsumer Marketing \n\nMarketing investments are designed\ - \ to enhance consumer awareness of, and increase consumer preference for, our\ - \ brands. This produces long-term growth in unit case volume, per capita consumption\ - \ and our share of worldwide nonalcoholic beverage sales. Through our relationships\ - \ with our bottling partners and those who sell our products in the marketplace,\ - \ we create and implement integrated marketing programs, both globally and locally,\ - \ that are designed to heighten consumer awareness of and product appeal for our\ - \ brands. In developing a strategy for a Company brand, we conduct product and\ - \ packaging research, establish brand positioning, develop precise consumer communications\ - \ and solicit consumer feedback. Our integrated marketing activities include,\ - \ but are not limited to, advertising, point-of-sale merchandising and sales promotions.\ - \ \n\nWe have disciplined marketing strategies that focus on driving volume in\ - \ emerging markets, increasing our brand value in developing markets and growing\ - \ profit in our developed markets. In emerging markets, we are investing in infrastructure\ - \ programs that drive volume through increased access to consumers. In developing\ - \ markets, where consumer access has largely been established, our focus is on\ - \ differentiating our brands. In our developed markets, we continue to invest\ - \ in brands and infrastructure programs, but at a slower rate than revenue growth.\ - \ \n\nWe are focused on affordability and ensuring we are communicating the appropriate\ - \ message based on the current economic environment. \n\nCommercial Leadership\ - \ \n\nThe Coca-Cola system has millions of customers" -- text: "to 2005, led by double-digit growth in China, Russia and Turkey, partially\ - \ offset by a 3 percent decline in Japan. The increase in unit case volume in\ - \ China was led by significant growth in both sparkling and still beverages. The\ - \ unit case volume growth in Russia and Turkey was the result of improving macroeconomic\ - \ trends, strong bottler execution and successful marketing programs. Unit case\ - \ volume in Russia also benefited from the full-year impact of the joint acquisition\ - \ of Multon, compared to a partial year in 2005. The Company and Coca-Cola HBC\ - \ jointly acquired Multon, a Russian juice company, in April 2005. The decrease\ - \ in unit case volume in Japan was primarily due to weakness across core brands\ - \ including Trademark Coca-Cola, Georgia Coffee and our green tea brands. However,\ - \ results in Japan gradually improved during 2006 and position Japan for growth\ - \ in 2007. \n\nUnit case volume for Bottling Investments increased 16 percent\ - \ in 2006 versus 2005, primarily due to the acquisition of Kerry Beverages Limited,\ - \ which was subsequently renamed Coca-Cola China Industries Limited (\"CCCIL\"\ - ), and the acquisitions of TJC Holdings (Pty) Ltd., a South African bottling company\ - \ (\"TJC\"), and Apollinaris. The Company intends to sell a portion of its investment\ - \ in TJC to Black Economic Empowerment entities at a future date. Unit case volume\ - \ for Bottling Investments also increased due to the consolidation of Brucephil,\ - \ Inc. (\"Brucephil\"), the parent company of The Philadelphia Coca-Cola Bottling\ - \ Company. In the third quarter of 2006, our Company signed agreements with J.\ - \ Bruce Llewellyn and Brucephil for the potential purchase of the remaining shares\ - \ of Brucephil not currently owned by the Company. The agreements provide for\ - \ the Company's purchase of the shares upon the election of Mr. Llewellyn or the\ - \ election of the Company. Based on the terms of these agreements, the Company\ - \ concluded that it must consolidate Brucephil under Interpretation No. 46(R).\ - \ Brucephil's financial statements were consolidated effective September 29, 2006.\ - \ The acquisition of the German bottling company Bremer Erfrischungsgetraenke\ - \ GmbH (\"Bremer\") during the third quarter of 2005 also contributed to unit\ - \ case volume increases in 2006, reflecting the impact of full-year unit case\ - \ volume in 2006 for Bremer compared to a partial year in 2005. The unit case\ - \ volume increase was partially offset by a decline in India. \n\nIn Africa, unit\ - \ case volume increased 6 percent in 2005 compared to 2004. This increase was\ - \ driven by growth in core sparkling beverages as well as still beverages across\ - \ all divisions in this operating segment. \n\nIn East, South Asia and Pacific\ - \ Rim, unit case volume decreased 4 percent in 2005 compared to 2004, primarily\ - \ due to declines in India and the Philippines. The decline in India was related\ - \ to the impact of price increases to cover rising raw material and distribution\ - \ costs and the lingering effects of the 2003 pesticide allegations. The decline\ - \ in the Philippines was primarily related to affordability and availability issues.\ - \ \n\nUnit case volume in the European Union was even in 2005 versus 2004, primarily\ - \ due to strong growth in Spain and Central Europe" +- text: 'for the taliglucerase alfa NDA that set forth additional requirements for + approval. Protalix will work with the FDA to determine next steps. + + + In May 2010, the FDA issued a “complete response” letter requesting additional + information in connection with our supplemental NDA seeking approval to use Sutent + for the treatment of pancreatic neuroendocrine tumors. We have provided the requested + information, including an analysis of independently reviewed scans, and are working + with the FDA to pursue regulatory approval. + + + In April 2010, we received a “complete response” letter from the FDA for the Genotropin + Mark VII multidose disposable device submission. In August 2010, we submitted + our response to address the requests and recommendations included in the FDA letter. + + + In June 2010, we received a “complete response” letter from the FDA for the Celebrex + chronic pain supplemental NDA. We are working with the FDA to determine the next + steps. + + + In October 2009, we received a “complete response” letter from the FDA with respect + to the supplemental NDA for Geodon for the treatment of acute bipolar mania in + children and adolescents aged 10 to 17 years. In October 2010, we submitted our + response to address the issues raised in the FDA letter. In April 2010, we received + a “warning letter” from the FDA with respect to the clinical trial in support + of this supplemental NDA. We are working with the FDA to address the issues raised + in the letter. + + + Boehringer Ingelheim (BI), our alliance partner, holds the NDAs for Spiriva Handihaler + and Spiriva Respimat. In September 2008, BI received a “complete response” letter + from the FDA for the Spiriva Respimat submission. The FDA is seeking additional + data, and we are coordinating with BI, which is working with the FDA to provide + the additional information. A full response will be submitted to the FDA upon + the completion of planned and ongoing studies. + + + In September 2007, we received an “approvable” letter from the FDA for Zmax that + set forth requirements to obtain approval for the pediatric acute otitis media + (AOM) indication based on pharmacokinetic data. A supplemental filing for pediatric + AOM and sinusitis remains under review. + + + Two “approvable” letters were received by Wyeth in April and December 2007 from + the FDA for Viviant (bazedoxifene), for the prevention of post-menopausal osteoporosis, + that set forth the additional requirements for approval. In May 2008, Wyeth received + an “approvable” letter from the FDA for the treatment of post-menopausal osteoporosis. + The FDA is seeking additional data, and we have been systematically working through + these requirements and seeking to address the FDA’s concerns. In February 2008, + the FDA advised Wyeth that it expects to convene an advisory committee to review + the pending NDAs for both the treatment and prevention indications after we submit + our response to the “approvable” letters. In April 2009, Wyeth received approval + in the EU for CONBRIZA (the EU trade name for Viviant) for the treatment of post-menopausal + osteoporosis in women at increased risk of fracture. Viviant was also approved + in Japan in July 2010 for the treatment of post-menopausal osteoporosis. + + + In July 2007,' +- text: "year 2005, offset by a $663 million decline in Upgrade Advantage earned revenue.\ + \ \n\nInformation Worker operating income increased in fiscal year 2006 primarily\ + \ due to the revenue growth, partially offset by a $283 million or 15% increase\ + \ in sales and marketing expenses related to supporting field sales efforts and\ + \ a $71 million or 10% increase in research and development expenses. Headcount-related\ + \ costs increased 14% during fiscal year 2006 reflecting both an 18% increase\ + \ in headcount related to supporting field sales efforts and research and development\ + \ investments in future products and an increase in salaries and benefits for\ + \ existing headcount, partially offset by a decrease in stock-based compensation\ + \ expense. Information Worker operating income growth for fiscal year 2005 was\ + \ primarily due to the revenue growth and a $304 million decrease in stock-based\ + \ compensation expense. Operating expenses were also impacted by a reduction in\ + \ marketing campaign costs from the previous period associated with the launch\ + \ of Office 2003. This decline was offset by an increase in headcount-related\ + \ costs as a result of an increase in headcount and an increase in salaries and\ + \ benefits for existing headcount. \n\n \n\nMicrosoft Business Solutions \n\n\ +  \n\nMicrosoft Business Solutions provides business management software solutions\ + \ targeted to businesses of varying sizes. The main products consist of enterprise\ + \ resource planning (“ERP”) solutions, customer relationship management (“CRM”)\ + \ software, retail solutions, Microsoft Partner Program (“MSPP”), and related\ + \ services. Microsoft Business Solutions also includes the Small\n\n\n\n\n\n \n\ + \n \n\n \n\nand Mid-market Solutions and Partners (“SMS&P”), which focuses on\ + \ sales to customers and partners in the small and mid-market customer segments.\ + \ Revenue is derived from software and services sales, with software sales representing\ + \ a significant amount of total revenue. Software revenues include both new software\ + \ licenses and enhancement plans, which provide customers with future software\ + \ upgrades over the period of the plan. Our solutions are delivered through a\ + \ worldwide network of channel partners that provide services and local support.\ + \ \n\nMicrosoft Business Solutions revenue increased in fiscal year 2006 driven\ + \ by new users for Microsoft CRM and existing Dynamics ERP customers purchasing\ + \ functionality and user licenses. The increase in Microsoft Business Solutions\ + \ revenue in fiscal year 2005 was mainly due to 10% revenue growth in software\ + \ partially offset by 25% decline in services revenue. The software revenue increase\ + \ was driven by 9% growth in license revenue and 16% growth in enhancement revenue\ + \ and was attributed to growth in ERP and CRM solutions and an increase in MSPP\ + \ subscriptions. \n\nMicrosoft Business Solutions operating income increased in\ + \ fiscal year 2006 reflecting the increase in revenue accompanied by a $56 million\ + \ decrease in sales and marketing expense as a result of decreased net SMS&P spending. Headcount-related\ + \ costs increased 3% reflecting both a 10% increase in headcount and an increase\ + \ in salaries and benefits for existing headcount, partially offset by a decrease\ + \ in stock-based compensation expense." +- text: '2004 + + + + + Management''s Discussion and Analysis of Financial Condition and Results of Operations + + + This section and other parts of this Form 10-K contain forward-looking statements + that involve risks and uncertainties. Forward-looking statements can also be identified + by words such as "anticipates," "expects," "believes," "plans," "predicts," and + similar terms. Forward-looking statements are not guarantees of future performance + and the Company''s actual results may differ significantly from the results discussed + in the forward-looking statements. Factors that might cause such differences include, + but are not limited to, those discussed in the subsection entitled "Factors That + May Affect Future Results and Financial Condition" below. The following discussion + should be read in conjunction with the consolidated financial statements and notes + thereto included in Item 8 of this Form 10-K. All information presented herein + is based on the Company''s fiscal calendar. The Company assumes no obligation + to revise or update any forward-looking statements for any reason, except as required + by law. + + + Executive Overview + + + Apple designs, manufactures and markets personal computers and related software, + services, peripherals and networking solutions. The Company also designs, develops + and markets a line of portable digital music players along with related accessories + and services including the online distribution of third-party music and audio + books. The Company''s products and services include the Macintosh line of desktop + and notebook computers, the iPod digital music player, the Xserve server and Xserve + RAID storage products, a portfolio of consumer and professional software applications, + the Mac OS X operating system, the online iTunes Music Store, a portfolio of peripherals + that support and enhance the Macintosh and iPod product lines, and a variety of + other service and support offerings. The Company sells its products worldwide + through its online stores, its own retail stores, its direct sales force, and + third-party wholesalers, resellers and value added resellers. In addition, the + Company sells a variety of third-party Macintosh compatible products, including + computer printers and printing supplies, storage devices, computer memory, digital + video and still cameras, personal digital assistants, and various other computing + products and supplies through its online and retail stores. The Company sells + to education, consumer, creative professional, business and government customers. + A further description of the Company''s products may be found in Part I, Item 1 + of this document under the heading "Business." + + + The Company''s business strategy leverages its unique ability, through the design + and development of its own operating system, hardware and many software applications + and technologies, to bring to its customers around the world compelling new products + and solutions with superior ease-of-use, seamless integration and innovative industrial + design. + + + The Company participates in several highly competitive markets, including personal + computers with its Macintosh line of computers, consumer electronics with its + iPod line of digital music players and distribution of' +- text: 'we have access to significant distribution networks in rural and suburban + areas in Brazil and the opportunity to register and commercialize Teuto’s products + in various markets outside Brazil. For additional information, see also Notes + to Consolidated Financial Statements—Note 2D. Acquisitions, Divestitures, Collaborative + Arrangements and Equity-Method Investments: Equity-Method Investments. + + + • On October 6, 2010, we completed our acquisition of FoldRx Pharmaceuticals, + Inc. (FoldRx), a privately held drug discovery and clinical development company. + FoldRx’s lead product candidate, Vyndaqel (tafamidis meglumine), was approved + in the EU in November 2011 and our new drug application was accepted for review + in the U.S. in February 2012. This product is a first-in-class oral therapy for + the treatment of transthyretin familial amyloid polyneuropathy (TTR-FAP), a progressively + fatal genetic neurodegenerative disease, for which liver transplant is the only + treatment option currently available. Our acquisition of FoldRx has increased + our presence in the growing rare medical disease market, which complements our + Specialty Care unit. For additional information regarding Vyndaqel (tafamidis + meglumine), see the “Product Developments—Biopharmaceutical” section of this Financial + Review. The total consideration for the acquisition was approximately $400 million. + For additional information about the acquisition, see Notes to Consolidated Financial + Statements—Note 2A. Acquisitions, Divestitures, Collaborative Arrangements and + Equity-Method Investments: Acquisitions. + + + Our Financial Guidance for 2013 + + + We forecast 2013 revenues of $56.2 billion to $58.2 billion, Reported diluted + earnings per common share (EPS) of $1.50 to $1.65 and Adjusted diluted EPS of + $2.20 to $2.30. The exchange rates assumed in connection with the 2013 financial + guidance are as of mid-January 2013. For an understanding of Adjusted income and + Adjusted diluted EPS (both non-GAAP financial measures), see the “Adjusted Income” + section of this Financial Review. + + + The 2013 financial guidance reflects the benefit of a full-year contribution from + Zoetis. We plan to update this guidance in April 2013 to reflect the impact of + the recent initial public offering (IPO) of an approximate 19.8% ownership interest + in Zoetis. For additional information on the IPO, see Notes to Consolidated Financial + Statements—Note 19A. Subsequent Events: Zoetis Debt Offering and Initial Public + Offering. + + + The following table provides a reconciliation of 2013 Adjusted income and Adjusted + diluted EPS guidance to 2013 Reported net income attributable to Pfizer Inc. and + Reported diluted EPS attributable to Pfizer Inc. common shareholders guidance: + + + Our 2013 financial guidance is subject to a number of factors and uncertainties—as + described in the “Forward-Looking Information and Factors That May Affect Future + Results”, “Our Operating Environment” and “Our Strategy” sections of this Financial + Review and in Part I, Item 1A, “Risk Factors”, of our 2012 Annual Report on Form + 10-K. + + + SIGNIFICANT ACCOUNTING POLICIES AND APPLICATION OF CRITICAL ACCOUNTING ESTIMATES + + + For a description of our significant accounting policies, see Notes to' +- text: "as a component of Other (income) expense, net; and \n\na $ 56 million decrease\ + \ in foreign exchange losses related to the difference between actual foreign\ + \ currency exchange rates and standard foreign currency exchange rates assigned\ + \ to the NIKE Brand geographic operating segments and Converse, net of hedge gains;\ + \ these losses are reported as a component of consolidated gross margin. \n\n\ + Foreign Currency Exposures and Hedging Practices \n\nOverview \n\nAs a global\ + \ company with significant operations outside the United States, in the normal\ + \ course of business we are exposed to risk arising from changes in currency exchange\ + \ rates. Our primary foreign currency exposures arise from the recording of transactions\ + \ denominated in non-functional currencies and the translation of foreign currency\ + \ denominated results of operations, financial position and cash flows into U.S.\ + \ Dollars. \n\nOur foreign exchange risk management program is intended to lessen\ + \ both the positive and negative effects of currency fluctuations on our consolidated\ + \ results of operations, financial position and cash flows. We manage global foreign\ + \ exchange risk centrally on a portfolio basis to address those risks that are\ + \ material to NIKE, Inc. We manage these exposures by taking advantage of natural\ + \ offsets and currency correlations that exist within the portfolio and, where\ + \ practical and material, by hedging a portion of the remaining exposures using\ + \ derivative instruments such as forward contracts and options. As described below,\ + \ the implementation of the NIKE Trading Company (“NTC”) and our foreign currency\ + \ adjustment program enhanced our ability to manage our foreign exchange risk\ + \ by increasing the natural offsets and currency correlation benefits that exist\ + \ within our portfolio of foreign exchange exposures. Our hedging policy is designed\ + \ to partially or entirely offset the impact of exchange rate changes on the underlying\ + \ net exposures being hedged. Where exposures are hedged, our program has the\ + \ effect of delaying the impact of exchange rate movements on our Consolidated\ + \ Financial Statements; the length of the delay is dependent upon hedge horizons.\ + \ We do not hold or issue derivative instruments for trading or speculative purposes.\ + \ \n\nTransactional Exposures \n\nWe conduct business in various currencies and\ + \ have transactions which subject us to foreign currency risk. Our most significant\ + \ transactional foreign currency exposures are: \n\n• Product Costs — NIKE’s product\ + \ costs are exposed to fluctuations in foreign currencies in the following ways:\ + \ \n\nProduct purchases denominated in currencies other than the functional currency\ + \ of the transacting entity: \n\nCertain NIKE entities, including those supporting\ + \ our North America, Greater China, Japan and European geographies, purchase product\ + \ from the NTC, a wholly-owned sourcing hub that buys NIKE branded products from\ + \ third-party factories, predominantly in U.S. Dollars. The NTC, whose functional\ + \ currency is the U.S. Dollar, then sells the products to NIKE entities in their\ + \ respective functional currencies. When the NTC sells to a NIKE entity with a\ + \ different functional currency, the result is a foreign currency exposure for\ + \ the NTC. \n\nOther" pipeline_tag: text-classification inference: true model-index: @@ -145,7 +281,7 @@ model-index: split: test metrics: - type: accuracy - value: 0.3333333333333333 + value: 0.625 name: Accuracy --- @@ -177,18 +313,18 @@ The model has been trained using an efficient few-shot learning technique that i - **Blogpost:** [SetFit: Efficient Few-Shot Learning Without Prompts](https://huggingface.co/blog/setfit) ### Model Labels -| Label | Examples | 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-| BUY | | -| SELL | | -| HOLD | | +| Label | Examples | 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+| BUY | | +| SELL | | +| HOLD | | ## Evaluation ### Metrics | Label | Accuracy | |:--------|:---------| -| **all** | 0.3333 | +| **all** | 0.625 | ## Uses @@ -208,15 +344,33 @@ from setfit import SetFitModel # Download from the 🤗 Hub model = SetFitModel.from_pretrained("setfit_model_id") # Run inference -preds = model("to 2005, led by double-digit growth in China, Russia and Turkey, partially offset by a 3 percent decline in Japan. The increase in unit case volume in China was led by significant growth in both sparkling and still beverages. The unit case volume growth in Russia and Turkey was the result of improving macroeconomic trends, strong bottler execution and successful marketing programs. Unit case volume in Russia also benefited from the full-year impact of the joint acquisition of Multon, compared to a partial year in 2005. The Company and Coca-Cola HBC jointly acquired Multon, a Russian juice company, in April 2005. The decrease in unit case volume in Japan was primarily due to weakness across core brands including Trademark Coca-Cola, Georgia Coffee and our green tea brands. However, results in Japan gradually improved during 2006 and position Japan for growth in 2007. +preds = model("year 2005, offset by a $663 million decline in Upgrade Advantage earned revenue. -Unit case volume for Bottling Investments increased 16 percent in 2006 versus 2005, primarily due to the acquisition of Kerry Beverages Limited, which was subsequently renamed Coca-Cola China Industries Limited (\"CCCIL\"), and the acquisitions of TJC Holdings (Pty) Ltd., a South African bottling company (\"TJC\"), and Apollinaris. The Company intends to sell a portion of its investment in TJC to Black Economic Empowerment entities at a future date. Unit case volume for Bottling Investments also increased due to the consolidation of Brucephil, Inc. (\"Brucephil\"), the parent company of The Philadelphia Coca-Cola Bottling Company. In the third quarter of 2006, our Company signed agreements with J. Bruce Llewellyn and Brucephil for the potential purchase of the remaining shares of Brucephil not currently owned by the Company. The agreements provide for the Company's purchase of the shares upon the election of Mr. Llewellyn or the election of the Company. Based on the terms of these agreements, the Company concluded that it must consolidate Brucephil under Interpretation No. 46(R). Brucephil's financial statements were consolidated effective September 29, 2006. The acquisition of the German bottling company Bremer Erfrischungsgetraenke GmbH (\"Bremer\") during the third quarter of 2005 also contributed to unit case volume increases in 2006, reflecting the impact of full-year unit case volume in 2006 for Bremer compared to a partial year in 2005. The unit case volume increase was partially offset by a decline in India. +Information Worker operating income increased in fiscal year 2006 primarily due to the revenue growth, partially offset by a $283 million or 15% increase in sales and marketing expenses related to supporting field sales efforts and a $71 million or 10% increase in research and development expenses. Headcount-related costs increased 14% during fiscal year 2006 reflecting both an 18% increase in headcount related to supporting field sales efforts and research and development investments in future products and an increase in salaries and benefits for existing headcount, partially offset by a decrease in stock-based compensation expense. Information Worker operating income growth for fiscal year 2005 was primarily due to the revenue growth and a $304 million decrease in stock-based compensation expense. Operating expenses were also impacted by a reduction in marketing campaign costs from the previous period associated with the launch of Office 2003. This decline was offset by an increase in headcount-related costs as a result of an increase in headcount and an increase in salaries and benefits for existing headcount. -In Africa, unit case volume increased 6 percent in 2005 compared to 2004. This increase was driven by growth in core sparkling beverages as well as still beverages across all divisions in this operating segment. +  -In East, South Asia and Pacific Rim, unit case volume decreased 4 percent in 2005 compared to 2004, primarily due to declines in India and the Philippines. The decline in India was related to the impact of price increases to cover rising raw material and distribution costs and the lingering effects of the 2003 pesticide allegations. The decline in the Philippines was primarily related to affordability and availability issues. +Microsoft Business Solutions -Unit case volume in the European Union was even in 2005 versus 2004, primarily due to strong growth in Spain and Central Europe") +  + +Microsoft Business Solutions provides business management software solutions targeted to businesses of varying sizes. The main products consist of enterprise resource planning (“ERP”) solutions, customer relationship management (“CRM”) software, retail solutions, Microsoft Partner Program (“MSPP”), and related services. Microsoft Business Solutions also includes the Small + + + + + +  + +  + +  + +and Mid-market Solutions and Partners (“SMS&P”), which focuses on sales to customers and partners in the small and mid-market customer segments. Revenue is derived from software and services sales, with software sales representing a significant amount of total revenue. Software revenues include both new software licenses and enhancement plans, which provide customers with future software upgrades over the period of the plan. Our solutions are delivered through a worldwide network of channel partners that provide services and local support. + +Microsoft Business Solutions revenue increased in fiscal year 2006 driven by new users for Microsoft CRM and existing Dynamics ERP customers purchasing functionality and user licenses. The increase in Microsoft Business Solutions revenue in fiscal year 2005 was mainly due to 10% revenue growth in software partially offset by 25% decline in services revenue. The software revenue increase was driven by 9% growth in license revenue and 16% growth in enhancement revenue and was attributed to growth in ERP and CRM solutions and an increase in MSPP subscriptions. + +Microsoft Business Solutions operating income increased in fiscal year 2006 reflecting the increase in revenue accompanied by a $56 million decrease in sales and marketing expense as a result of decreased net SMS&P spending. Headcount-related costs increased 3% reflecting both a 10% increase in headcount and an increase in salaries and benefits for existing headcount, partially offset by a decrease in stock-based compensation expense.") ```