Word: gutierrez
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Dates: during 2000-2009
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Protesters helped topple President Lucio Gutierrez last week, the third time street rage has booted the national government since 1997. He is trying to leave the country for Brazil, which granted him asylum...
...collapse of the cartel would hurt some producers much more than others. Guillermo Bedregal Gutierrez, the Bolivian Planning Minister, says the fall in tin prices could cost his poverty-ridden country $180 million a year in lost foreign-exchange earnings. But Thailand and Malaysia have managed to cushion themselves against the recent market glut and falling prices by steadily diversifying their economies...
...empire can be just as difficult as building one. In 1999, Kellogg Co., the $9 billion behemoth that makes Frosted Flakes and Froot Loops--plus other consumables like Pop-Tarts, Nutri-Grain bars and Eggo waffles--lost its first-place cereal market share to rival General Mills. Carlos Gutierrez, who became CEO that year, led a massive revamp of the company that restored sales, morale and the No. 1 position. But in November, Gutierrez was poached to take over the Commerce Department, leaving board member Jim Jenness at the helm of Kellogg. The question is whether Jenness, who has never...
...Gutierrez asked Jenness to join the Kellogg board, where he became one of the more vocal advocates of the turnaround strategy. Kellogg had been suffering at the hands of consumers who were flocking to cheaper cereals--or finding other things to eat altogether. The company's initial reaction was to discount, which only hurt the bottom line more. At the core of Gutierrez's fix-it strategy was a shift in financial goals: instead of focusing on the number of pounds of product sold, executives started looking at performance in terms of dollars. As a result, the company put increased...
...more successful acquirers, like Clear Channel, tend to thrive through many small deals rather than the big one. The bottom line: no matter how far along you are in the process, always set a walk-away price. In one of the book's more colorful snippets, Kellogg CEO Carlos Gutierrez, while negotiating his $3.9 billion acquisition of Keebler in October 2000, offered $42 per share, said he had no more money and walked out of a New York City meeting room. That night he attended a Mets-Yankees World Series game "just to forget about the whole thing." Keebler accepted...