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Some firms already active in Asia through joint ventures are buying out their cash-strapped local partners, thus positioning themselves to reap all the profits from a future upturn. In South Korea, Coca-Cola has taken over the bottling and distribution businesses of three former partners--Doosan Beverage, Woo Sung Food and Honam Food--and it is no secret that Coors is negotiating to take full control of Jinro Coors Beer. South Korea is one of a tiny handful of troubled Asian countries expected to resume some positive growth, however small, by late...

Author: /time Magazine | Title: Quarterly Business Report: Diamonds Buried in The Rubble | 12/21/1998 | See Source »

During the postwar boom, Reuther campaigned for wage increases, winning a major victory in a 1948 settlement with General Motors that established the concept of an annual wage increase (annual improvement factor) tied to a quarterly cost of living allowance. The AIF-COLA formula has, over the years, been a pillar of progress in enhancing workers' living standards and ensuring protection of the purchasing power of the earned dollar against the impact of inflation...

Author: /time Magazine | Title: WALTER REUTHER: Working-Class Hero | 12/7/1998 | See Source »

...cheat the group the more successfully the group drives up his price. When Jerry Jones of the Dallas Cowboys cut a side deal with Pepsi to become the official drink of Texas Stadium, thus violating at least the spirit of the lucrative agreement the NFL had cut with Coca-Cola, he was playing the same game as the renegade Libyan oil industry...

Author: /time Magazine | Title: PETE ROZELLE: Football's High Commissioner | 12/7/1998 | See Source »

...borders, both physically and psychologically. And he pursued that strategy with his relentless brand of energy in every market, particularly the U.S. It is notable that this year, according to a Harris survey, Sony is rated the No. 1 brand name by American consumers, ahead of Coca-Cola and General Electric...

Author: /time Magazine | Title: AKIO MORITA: Guru Of Gadgets | 12/7/1998 | See Source »

Roberto Goizueta, the late longtime CEO of Coca-Cola, proved that there is no such thing as a mature business. His critical insight was an ability to define exactly what business Coke was in--a task that is far harder than you think. For instance, he taught his executives that when they set goals for market share, they needed to focus on the share of stomach, not the share of carbonated beverages. His adversary was water, not soda. By this definition, Coke's 40%-plus market share became 3%, changing the company's view of growth. He then redefined...

Author: /time Magazine | Title: Managing To Be Best | 12/7/1998 | See Source »

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