誰可以幫我整理goole的翻英文((10點)) - 社會議題

Under the brief, rocky tenure of CEO Douglas Ivester(1997-1999), Coke lost a high-profile race-discrimination suit, underwent financial shocks caused by currency crises in Asia and Russia, and conducted the largest recall in its history after a contamination scare in Belgium. In the latter episode, there was no evidence of actual contamination, nonetheless, it was a public relations disaster. Troubles continued under the next CEO, Douglas Daft(1999-2004). Layoffs of 7000 employees from 2001 to 2004 cut Coke’s work force by 20%--damaging morale and seriously weakening its executive ranks, many observers believed. A contamination scare in India in 2003 hindered Coke’s(as well as Pepsi’s) push into a promising market, and a similar crisis in 2004 led the company to abort plans to roll out its dasani water brand in Europe. A series of legal problems burdened the company as well. In 2003, Coke agreed to pay Burger King $21 million following the revelation that it had rigged a marketing test involving the restaurant chain. That same year, the U.S. Justice Department and the Securities Exchange Commission (SEC) launched wide-ranging investigations of various Coke accounting practices, focusing on allegations of “channel stuffing.” Under this practice, Coke pressured bottlers to buy excess concentrate in order to meet earning targets. Coke in 2005 settled with the SEC on charges involving the Japanese market, but a shareholder suit alleging such practices in Europe, North America, and elsewhere remained in the courts.在摘要之下， CEO道格拉斯Ivester (1997-1999)，焦炭岩石佔有權在它的歷史上在比利時之後輸掉了一項惹人註目的種族歧視訴訟，接受了貨幣危機造成的財政震動在亞洲和俄國，并且舉辦了最大的回憶，在汙穢恐慌。 在後者情節，沒有實際汙穢的證據，但是，它是一個公共關係災害。 麻煩繼續了在下位CEO，道格拉斯之下Daft (1999-2004)。 7000名雇員臨時解雇從2001年到2004削減了焦炭的力量20%--殘損的士氣和嚴肅減弱它的執行委員排列，許多觀察員被相信。 汙穢恐慌在印度在2003被妨害的焦炭的(並且百事可樂的)推擠到一個有為的市場裡和一次相似的危機在2004在歐洲帶領公司放棄計劃展開它的dasani水品牌。 一系列的法律問題負擔了公司。 2003年，焦炭同意支付Burger King跟隨揭示的$21百萬它裝配了介入聯鎖飯店的營銷測試。 同年，美國。 司法部和證券交易委員會(SEC)展開了各種各樣的焦炭會計實踐的廣泛調查，集中於「渠道充塞的指控」。 .....