We Got Stronger Beer Tom Hicks PORTABLE
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It was awesome! great experience and great sound! everything about this concert was exceptional. Tim Hicks is a great artist and even better person! I'm proud to be Canadian when I see him live! Stronger beer!!!
Livid, Hicks and Haas started over again. By midnight they had substantial commitments from Donaldson Lufkin & Jenrette, Citicorp, and Bankers Trust. Two days later, Monday, they had the rest of their $240 million offer fully financed. ''That weekend had more to do with determining the future of our firm than any other period,'' says Haas. ''It was simultaneously the most disappointing, depressing, awful experience and the most exhilarating, fascinating, upbeat period we've ever spent.'' Because different investor groups own Dr Pepper and Seven-Up, Hicks and Haas devised a unique cost-sharing arrangement that allows John Albers and his senior executives at Dr Pepper to manage both companies. The two split the costs of market research, purchasing, accounting, and all other common costs. Seven-Up pays Dr Pepper an annual fee of $5 million -- more if Seven-Up's profits exceed certain levels -- for the management expertise contributed by Albers and his crew. Though separately owned, Haas says, the two companies are ''Siamese twins joined at the head, the hip, and the foot.'' What Albers and his fellow Peppers found when they finally got past the Seven-Up lobby was a company bloated with inventory, unused equipment, and unnecessary people. At its huge concentrate-manufacturing plant in St. Louis, Seven-Up had enough of some product ingredients to last 2 1/2 years. New 300,000-gallon mixing tanks sat unused. The top-heavy organization chart was filled with marketing managers busy devising fancy campaigns that had little reference to the needs of the company's independent bottlers who are its salesmen. Seven-Up had been a chronic money loser, steadily surrendering market share. Last year it earned $40 million in operating profits on sales of $300 million. Albers unloaded the company's two office buildings for $15 million and kept only nine of the 330 employees who had occupied them. He moved Dr Pepper's syrup and concentrate production to Seven-Up's plant, which within six months was pumping out enough to satisfy both companies' annual needs. Albers also raised the price of 7 Up concentrate 14% so that the cost was more in line with what Coke charges its bottlers for Sprite. But he softened that blow a little by consulting with the bottlers on promotional strategies and new product ideas. Albert Coughlin, president of a major 7 Up bottler in Columbus, Ohio, says the ''old'' Seven-Up management tended to let bottlers know about strategies after the basic decisions had already been made. The new team, he says, ''is seeking our input and then making decisions.'' Seven-up had some key bottlers preview a new ad campaign. Intended for Saturday morning children's shows, the ads star Freddie the Slasher, a Frankenstein monster-like TV character whom the bottlers felt gave the beverage a negative image. They protested Freddie. Seven-Up agreed to reconsider the campaign, and a decision on whether to air it has not been made. Says Russell Klein, senior vice president for marketing: ''It's not that Philip Morris never did anything the bottlers wanted and that we always do everything the bottlers want. The real difference is that we are more comfortable exposing ourselves to the cross fire.'' What has kept the cross fire from becoming a firefight so far are the carbonated sales Seven-Up has enjoyed in the first year of the Hicks & Haas reign. A year ago the company launched Cherry 7 Up, which has already gained a 1% market share -- a blockbuster start in an industry where companies claw for fractions of every percentage point. Says James Harford, a former bottler whom Albers brought in as president of Seven-Up: ''Bottlers are happy when their volume and profits are up -- no matter who's heading the ship. But I think they believe we are dedicated to turning the company around.'' A&W Brands has also bubbled under Hicks & Haas's benign neglect. After puttering along for years peddling root beer, A&W has in the past two years acquired Squirt, a company that makes a grapefruit-based drink, and Vernors, a Midwest firm whose main product is a spicy ginger ale. Two years ago it gave birth to A&W Cream Soda, a product that Montgomery Securities analyst Emanuel Goldman calls one of the two hottest soft drinks of 1987. The other, he says, is Cherry 7 Up. The introduction of Cream Soda and acquisition of Squirt so enhanced A&W's appeal that last spring, a year after they bought the company, Hicks and Haas took A&W public. The market for initial public offerings was strong at the time, and the sale of 41% of the company's stock fetched $37.4 million. Hicks & Haas retained a 16% stake. WHILE the two partners may guzzle a few more niche brands, they and their operating managers are determined to abstain from the cola wars, where they would have to take on Coke and Pepsi and likely get creamed. Royal Crown, the only nationally distributed cola besides Coke and Pepsi, is for sale, but the Hicks & Haas strategy is to quaff only those brands that are the premier pops in their categories. Though the value of the three soft drink companies has clearly increased while they have been in the Hicks & Haas fold, the gains are still on paper. Neither Hicks and Haas nor their investors have actually seen any return on their holdings in soft drinks, save for A&W, or in any of the other buyouts. Sooner or later the two partners will have to prove that they can sell as well as they buy.
We say, \"Eh\" You say, \"Y'all.\" Ya we both got pro football, 'cept we got bigger balls and a longer field We say \"zed\", you say \"zee\" Sure we watch all your TV You got stronger army down there but man up here We got stronger beerNous disons \"Eh\" Vous dîtes \"Y'all.\"Ouais nous avons aussi le football professionnel, excepter que nous avons des plus gros ballons et des plus grands terrainsNous disons \"zed\", vous dîtes \"zee\"C'est vrai que nous regardons tous votre TVVous avez une meilleure armée là-bas, mais l'homme en haut ici,Nous avons une bière plus forte
So here's to you my southern neighbor All kiddin' aside It takes me six beers to get pissed drunk, but for you it takes nine.Ceci est pour toi, mon voisin du Sud,Toute blague à partÇa me prend six bières pour être soûl, mais pour toi, ça en prend neuf
Hicks is the first to admit that the song is not to be taken too seriously. It cleverly and humorously draws distinctions between the USA and Canada with the tag line being that whatever the US has, Canada has the strongest beer.
With the boxed body of the Big 12 Conference seemingly sawed into pieces and displaced from coast to coast, the embattled commissioner of our state's prestigious football fraternity dramatically, magically reassembled the body parts into a living, breathing, working whole. The result is that the Big 12 lives, rebooted and repackaged as a leaner, stronger-than-ever conference eternally bonded by tradition, unity and loyalty. Not bad for a conference that was twice pronounced dead during a chaotic May. Thankfully, Dan Beebe is David Blaine. His trick Beebe didn't use smoke or mirrors or duct tape. He kept the Big 12 together via dollar bills. Greed begat the Big 12. Greed almost tore it apart. And in the end, mo' money saved it. Colorado and Nebraska will be gone come 2011 but, thanks to Beebe, the Big 12 will live on. 153554b96e
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