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Выбор редакции
17 января, 22:25

The Year That Was: PepsiCo 2016

One of the world’s largest food and beverage conglomerates, PepsiCo‘s net sales through the first three quarters of 2016 declined 3%, despite a solid 4% organic growth, due to currency headwinds and structural impacts. Currency translations had a 4 percentage point negative impact on the top line through the first [...]

Выбор редакции
13 января, 22:57

The Year That Was: Dr Pepper Snapple

The perpetual third behind Coca-Cola and PepsiCo in the U.S. carbonated soft drinks market, Dr Pepper Snapple had a solid 2016. Steady organic growth even in the declining segment of U.S. CSDs, coupled with a strong non-carbonated portfolio, has resulted in the company beating consensus estimates for five consecutive quarters [...]

Выбор редакции
13 января, 18:41

Pepsico (PEP): Moving Average Crossover Alert

Pepsico, Inc. (PEP) could be a stock to avoid from a technical perspective, as the firm is seeing unfavorable trends on the moving average crossover front.

Выбор редакции
11 января, 18:39

[Из песочницы] Эволюция гибкой упаковки для майонеза в Южной Америке, или как маленькие компании побеждают больших на их поле

Хорхе Макита (Jorge Maquita) — разработчик упаковки для PepsiCo получивший серебряную награду на крупнейшем в мире ежегодном конкурсе упаковки, World Packaging Organization. Подробности можно найти в его профиле на Linkedin. Публикуется по разрешению правообладателя. Это рассказ о появлении стоячих пакетов дой-пак в Южной Америке. Мы не можем доподлинно знать абсолютно все деталей, но основная линия истории, мораль и выводы из нее, тем не менее, очень важны. В общих чертах, произошло следующее. Все началось с двух крупных компаний, для упрощения, мы будем называть их А и В, которые доминировали на рынке майонеза, упакованного в стекло. Их продукция хорошо продавалась и люди высоко ценили её за качество, хотя и была несколько дороговата и не по карману части потребителей. Не каждый покупатель мог позволить себе купить этот майонез, выпущенный под брендами крупных компаний. Доступной альтернативой была более дешевая марка майонеза в стекле, производителя С. Читать дальше →

Выбор редакции
09 января, 20:13

PepsiCo started at equal weight with $102 stock price target at Barclays

This is a Real-time headline. These are breaking news, delivered the minute it happens, delivered ticker-tape style. Visit www.marketwatch.com or the quote page for more information about this breaking news.

09 января, 17:30

The Zacks Analyst Blog Highlights: Gilead Sciences, Pepsi, United Parcel Services, Twitter and Stanley Black & Decker

The Zacks Analyst Blog Highlights: Gilead Sciences, Pepsi, United Parcel Services, Twitter and Stanley Black & Decker

05 января, 14:30

Coca-Cola Sued for Misleading Consumers About Health Risks

The non-profit Praxis Project filed a suit against The Coca-Cola Company (KO) and the American Beverage Association trade group for misleading consumers regarding the health risks associated with its soft drinks.

30 декабря 2016, 16:49

PepsiCo: Foreign Exchange, Low CSD Volumes Raise Caution

On Dec 30, we issued an updated research report on PepsiCo Inc. (PEP) ??? one of the leading global food and beverage companies.

26 декабря 2016, 10:25

Детскому питанию сулят недетские цены

Минсельхоз пытается откорректировать поправки, внесенные депутатами Госдумы, и ограничить права регионов. Из-за этого цены на детское питание могут начать расти

26 декабря 2016, 10:09

СМИ узнали о запрете регионам на регулирование наценок на детское питание

Минсельхоз РФ разработал законопроект, который лишит регионы права регулировать торговые наценки на детское питание в 2017 году. Об этом сообщает «Коммерсантъ». Решение вызвано опасениями ведомства, что ассортимент детского питания может резко сократиться в регионах, где зафиксированы максимальные добавки. В Минсельхозе предполагают, что объем продаж может сократиться на 35%. «Прежде всего это коснется наиболее дешевых, а также наименее оборачиваемых товарных позиций, например специализированных продуктов, предназначенных для кормления детей раннего возраста с различными отклонениями по здоровью», — пояснили агентству в министерстве. Ситуация осложняется вступлением в силу с 1 января 2017 года поправок к закону «О торговле», который запрещает ритейлерам выплачивать поставщикам премии и бонусы более 5%. Помощник главы Минэкономразвития Елена Лашкина заявила, что эта мера не окажет особого влияния на цену детского питания. В некоторых регионах, где его нет, оно стоит даже дешевле. Но, по ее мнению, регулирование цен на детское питание может стимулировать рост цен на другие товары за счет перераспределения торговой наценки. Представители двух крупных производителей детского питания подтвердили изданию, что уже заметили снижение объемов закупок некоторых розничных сетей. В Danone, PepsiCo, X5 Retail Group, ГК «Дикси», Ассоциации компаний розничной торговли комментировать ситуацию отказались. В Минэкономразвития сообщили, что согласовали поправки к законопроекту. После утверждения документа Минюстом, в начале 2017 года он будет внесен в правительство.

23 декабря 2016, 18:12

How To Use Neuroscience To Frame Your Company's Response To The Election

Business leaders have a choice during the next few months in the way they speak publicly about political affairs. The Brexit referendum, the U.S. presidential election, and the growing support for nationalism in many countries have all made it impossible to ignore politics-- because every aspect of major businesses is affected by globalization. Top business leaders are reacting to these developments in a variety of ways: They are intrigued by the business opportunities or the presumed reduction in taxes; concerned about the impact on diversity; uncertain about the effect this will have on their access to global markets; disheartened or pleased personally. No matter what their perspective, they may be inclined to share their views openly or they may be tempted to remain silent. Either choice could make things better or worse within their companies. It all depends on how they do it, and how well they understand the personal responses triggered by these political events at levels below explicit consciousness. For example, many organizational leaders have worked hard in recent years to develop more inclusive cultures; they recognize that people need to feel that they're part of the same group to collaborate, especially across national boundaries. But the elections of 2016, and the associated public displays of nationalism, ethnic isolationism, and suspicion of outsiders, have reinforced deeply ingrained biases in people's brains. No matter how inclusive your organization may be, and no matter what your employees' political perspectives, you will probably see an increase in "us-versus-them" antagonism, and a corresponding reduction in trust, collaboration, and creativity. Just when companies need to innovate faster than ever to compete globally, they face the daunting prospect that millions of employees will work alongside colleagues whose presence subconsciously agitates them. At the NeuroLeadership Institute, where we study the neuroscience underlying successful leadership, we have concluded that the approach one takes to engaging employees on this issue can matter a great deal. What you do in coming days and weeks can make or break your organization's spirit for years to come. Here is a way of framing your outreach efforts more effectively, to make the most of your company's talent, and of people's commitment, in these times of uncertainty. Start by recognizing the effect of these elections on attitudes, particularly those embedded below the level of conscious attention. One of the most prevalent is known as similarity bias. The brain quickly and automatically classifies almost every new person as friend or foe largely according to the degree to which they outwardly seem like us. Every day, based on surface appearances, we unconsciously classify some people into an implicit in-group (composed of people we trust and want to collaborate with) and others into an out-group (composed of people we feel we need to be careful of). The criteria we use can be based on national, ethnic, or religious background, but they can also be ideological. For example, one study shows people are more opposed to having family members marry someone from an opposing political party (pdf) than they are someone of another race. When a foe from an out-group is detected in our environment, we experience a threat response: We are alerted to potential dangers, our amygdala becomes more active, and we have fewer mental resources available for executive brain functions, such as long-term planning, impulse control, reasoning, and cognitive flexibility. Under greater threat, our prefrontal cortex shuts down, which means we have less ability to process complex issues; we become less creative and less collaborative. We generally tend to feel less empathy with out-group members (pdf). For example, when watching a sporting event, if someone on the opposing team gets hurt, we may experience pleasurable sensations in the brain (pdf). Other cognitive processes make it relatively difficult for someone to understand what an out-group member might be thinking or feeling. We have tendencies to misread social cues and to hoard information. In one study (pdf), people reported liking out-group members less, as a whole, than in-group members. These factors all reduce our ability to collaborate effectively with people we perceive as different, and to increase the likelihood of conflict. Globally, there will probably be more politically charged incidents in everyday life, similar to the November 11, 2016, confrontation on a United Airlines flight from San Francisco to Puerto Vallarta, Mexico. An argument over the presidential election between two passengers_--_one a white male, the other a woman of color_--_persisted until the pilot defused the situation over the intercom by asking for "the common decency to respect each other's decisions." The pilot's action inspired a round of applause from other passengers. And open conflict may similarly subside in most places. But the general level of suspicion and resentment of other groups will remain higher than it was before 2016. This trend poses a major problem for leaders. It's an even bigger problem for the women and minority employees_--_people of color, LGBT individuals, and those with diverse ethnic backgrounds_--_whom companies seek to recruit. Although some public discourse renounces diversity efforts as "politically correct," most large organizations are championing fundamental changes in their human capital practices so that people with a broader range of identities and perspectives will be recruited, paid equitably, and promoted to leadership roles. This isn't a partisan issue. Research clearly indicates that diverse and inclusive teams and organizations are more successful. Already, Microsoft president Brad Smith, outgoing Starbucks CEO Howard Schultz, PepsiCo CEO Indra Nooyi, and other prominent business leaders have come out saying the political climate will not shift their resolve to build diverse and inclusive cultures. Leaders clearly need to make these statements in a way that furthers the success of their enterprise, helps them recruit highly skilled people from all backgrounds, and enables everyone in the organization to work together productively. In the past, similar post-election tensions have dissipated rapidly on their own. That is unlikely this time; the tensions reflect an extreme similarity bias and other deeply held attitudes. For example, the election of Donald Trump (along with movements like Occupy Wall Street and Black Lives Matter and the Bernie Sanders campaign) may spur a generation of activists on the left to coalesce, similar to leftists in the 1960s. Meanwhile, many people on the right are already coalescing, excited about having top government leaders espouse points of view that reflect their own and recognizing how many people quietly agree with them. Each party can't understand what's wrong with the other group, or why they can't see "the truth." This reflects another type of ingrained bias known as experience bias (or naive realism [pdf]), which causes people to discount evidence that contradicts their point of view. Because we feel we see the world accurately, we assume that contradictory evidence can't be true. This bias is a particularly challenging problem when people have competing world views and identities. Instead of listening to their friends, family members, or coworkers, they assume automatically that other points of view are wrong. One recent research project found that subjects with any point of view felt morally superior to others who disagreed. It could be tempting for a CEO to decide the safest route is to ask people to suppress their emotions and limit their conversations about politics. This could backfire as well. Several studies show that suppressing emotions tends to intensify them and reduces the cognitive resources needed for other tasks. It appears that people keep talking just as much_--_only inside their head_--_if they are stopped from vocalizing their thoughts. What happens when a single workplace is home to a variety of people, some feeling upbeat and vindicated, others feeling deeply disturbed, threatened, and angry? What if both parties feel passionately self-righteous, and are subconsciously inclined to dismiss the feelings on the other side as invalid? If some employees feel their CEO (or any other boss) shares their position, they might assume they won't be penalized for behavior (like subtle workplace bullying) that they might have suppressed in the past. Others will feel more at risk. The CEO who ignores this dynamic may find simmering tensions rising to a boiling point far too quickly. Here are three steps you can take that may help. In line with research on neuroscience and leadership, they play to people's cognitive biases while also enabling them to tolerate one another's disparate points of view. 1. Acknowledge there is a problem The emotions that people in the U.S. felt in response to the 2016 presidential election results are likely to be some of the strongest experienced for a long time. The "SCARF" model of brain activity states that five experiences tend to provoke intense "fight-or-flight"-style reactions. These are sudden gains or (especially) losses in status, certainty, autonomy, relatedness, and fairness. Both Democratic and Republican voters in the U.S. were profoundly affected by the election in this way, more than they probably realized. The Democrats, like the "remain" voters in the Brexit election, experienced a negative jolt: a sudden, severe loss in all five SCARF domains. Members of groups that felt targeted by Trump supporters_--_which included many women, immigrants, Muslims, Latinos, people of color, Jews, members of the LGBT community, and those with disabilities_--_had to cope with strong negative feelings, including feelings of being vulnerable to threat. In organizations where these individuals were disproportionately rare, they already may have felt that they were being treated unfairly. Now those feelings have been intensified. Negative emotions, such as fear, anger, worry, and suspicion, tend to be felt more intensely than their positive counterparts. Moreover, unexpected traumas are felt more intensely than expected ones, and collective or shared emotions are stronger as well. All of these factors have led to severe, almost physical pain in large portions of the population. Although they have gotten used to the election results, some individuals are still not sleeping well; they can't quite think as clearly as before, and they may still be operating at diminished capacity. On the other side, many members of groups that support Trump have never felt better. This group includes Republicans; many white, working-class, middle-aged men and women; people living outside cities; and evangelical Christians. For years, many of them felt angry and resentful, ignored by the elites, and regarded as "deplorable." Now, like their Brexit-supporting counterparts in the U.K. before them, they are experiencing the SCARF jackpot: higher status, more certainty, a greater feeling of control, a sense of connection to their leader, and a feeling that life finally got fair again after many unfair years. This sense of validation and reward can feel, in the brain, almost tangibly delicious; and yet, because of the intense reaction from the other side, some still feel unaccepted and scorned. As an enterprise leader, you must recognize the intensity of emotion in both groups. It doesn't matter which side is right or wrong, since in almost every case, your company needs to move beyond these issues to bring people together. You may wish you could ignore the conflict altogether, thinking it will subside in time. But you run the risk that people will interpret inaction as support for one side or the other, and thus associate their strong feelings with your company. People in a threat state can misread neutral and even positive cues as dangers. Employees might thus interpret your silence to mean you don't care about them, or possibly that their jobs are in danger, and they will start to plan their exit. In short, without supporting one side or the other, you can recognize in your own mind that post-election mistrust may be a lingering problem in your company, affecting the productivity and effectiveness of your workforce. 2. Label the experience for everyone When you first speak publicly about the election results, label the emotions both sides are feeling. Let people know you sense their pain, or their excitement, and that you appreciate the strong feelings both sides have experienced. These feelings are psychologically real to employees. A top executive who takes the time to explicitly talk about the intensity of an election's impact (a process psychologists call labeling) will reduce the overall distraction happening in the firm. Furthermore, even-handed and calm leadership can be a relief for everyone, because people tend to take on the emotions of the dominant person in a group. Labeling doesn't have to be elaborate; it's simply explicitly recognizing and giving a name (a label) to people's experience. ("Of course many employees still have strong negative or positive feelings about the election results. But that hasn't changed the way we feel about the opportunities in this company.") Many studies show that when people simply feel heard, strong emotions can subside. Showing people that you understand how strongly they feel makes a difference. Hostage negotiators do exactly this to bring people back from the brink. 3. Focus on common goals and values Perhaps the most important thing a CEO can do is create common goals at an organizational level. Many studies show that creating and working on common goals has a dramatic effect on how people collaborate. When people share a common identity or purpose, primitive systems of the brain are triggered that can overcome other barriers (pdf). This can turn foes into friends, or at least collaborators. And it's why George W. Bush's approval ratings shot up dramatically after 9/11; he led the country against a common foe: Al Qaeda and the terrorism it sponsors. The goals you set should be specific, actionable, and relevant to everyone in your company, spanning all political points of view. You could identify a competing organization as a common enemy. You could refocus on a key business initiative that requires deep collaboration, one that has a lot of downside if you fail, and a lot of upside if you win. Getting your people focused on difficult tasks that require collaboration will help focus people in the right direction. You could even take on the challenges raised by Brexit and the U.S. election: figuring out the next leap forward in logistics, investments, energy, or healthcare, navigating new uncertainties_--_in a way that involves everybody in finding the solution. If you can find a goal that inherently makes the world a better place, or frame your business objectives in such a way, the goals may be even more intrinsically rewarding. This is also a time for you to refine and restate your organization's values. Research suggests that thinking about one's values_--_"how and why we do things the way we do"_--_creates strong positive emotions. Organizations espousing values such as acceptance, diversity, inclusion, or collaboration will be put to the test. People will be watching their leader. The wise leader will use this time of crisis not only to remind people what their corporate values are, but to demonstrate them clearly with visible, easy-to-interpret actions that create strong positive emotions. The key will be to focus on values without alienating any group. Although the outside world might not give much credence to these efforts_--_they are relatively small efforts, focused on common goals and making a difference in small ways_--_these are the measures that will help us all get back to work. This will help give people a sense of purpose and meaning in a time of great uncertainty. The best leaders will not just stand by and hope this crisis passes. They will use it to bring their people together even more than before. As you take this path, watch your own biases and responses. You may need to put aside your personal politics, and perhaps even some deep-seated biases, to help everyone rise above the noise. -- This article originally appeared in strategy+business. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

23 декабря 2016, 13:05

Doing Business in India Requires a Mobile-First Strategy

If you want to see how mobile technology can disrupt the very basics of business models and habits established over hundreds if not thousands of years, look at what’s happening in India. A telecommunications revolution, towards fourth generation (4G) mobile services, will transform the consumer landscape over the next 5-10 years. This revolution will transform India the same way automobiles changed America 100 years ago but at ten times the speed — computers, laptops, and tablets will be marginalized as India leapfrogs to mobile 4G by 2020. The consequences are far more revolutionary than have been considered by multinational companies and entrepreneurs.  In order to create value in India in the coming decade, companies must have a mobile-first strategy. Some background: Until the mid-1980s, having telephone service in India was considered the ultimate luxury and less than 0.001% of the population possessed a phone. By July 2016, virtually every Indian had a mobile telephone and access to text messaging, primarily using 2G technology. While it will take many months for the dust to settle and the winners to emerge, one thing is clear: India will soon have one of the largest pools of 4G users in the world. If the penetration rate reaches even half that of mobile telephony, it implies a customer base that is almost twice that of the U.S. population. Nimble companies and organizations will stand to gain by this unique opportunity. In this environment, a new 4G only player has entered in 2016 with an initial investment of $20 billion in network and market infrastructure. Jio is a unit of Reliance Industries Ltd, whose leader, Mukesh Ambani is India’s richest man.  Sending a 5 megabyte  file in 2G takes 8 minutes but the same file can be transferred in 20 seconds using 4G. This is the game changer. India’s unique economic, demographic and distribution ecosystem will lead to many winners as a result of this 4G revolution. Companies entering India should abandon PC- and laptop-based business models and instead focus on digital businesses using the mobile platform. Here are just a few possible opportunities in some of the industries that will benefit the most: Entertainment:  India’s entertainment industry produces the highest number of movies compared to any other country in the world, but rampant piracy has limited revenues to genuine producers.  Digital rights and viewing habits are much easier to manage on mobile networks and revenues are likely to start expanding as more people view their entertainment on mobile devices. Much of this entertainment content in India targets millennials who are likely to consume entertainment content at hours when business loads are light. Banking: India is a cash-based economy and most Indians don’t have active bank accounts, so setting up brick and mortar banks is a challenge. Mobile banking has been touted as a potential solution, but results so far have been limited. Over the last six years, India has issued over 1 billion biometric Aadhaar cards (unique identity cards, similar in principle to the U.S. social security card, but with fraud protection built in); earlier this year India’s retail banks collaborated with the central (or “reserve”) bank of India to release the Universal Payment Interface which provides a basis for secure mobile transactions linked to the Aadhaar identity and has security features based on iris and fingerprint images. 4G will accelerate the proliferation of active mobile banking in India with a better way to deal with such encrypted and image-based data. This move creates myriad opportunities in India’s financial services industry. The short-term crisis caused by demonetization further opens the door for new players to provide niche financial services. There is also a mega opportunity in the cyber security sector. As cashless transactions grow, so will be cashless frauds (or “cashless pick pocketing”). Education: The use of mobile video technology in education and skill building for the millions of India’s youth is another bottom-up revolution in making. With highly affordable 4G mobile technology, it is likely that non-classroom based courses will find a platform to expand dramatically in India. These benefits could flow to legacy players such as public and private universities, corporations such as India’s NIIT and California-based Coursera, nonprofits such as the Khan Academy, or perhaps new upstarts that will rise to close the education gap using 4G enabled smartphones. Healthcare: Telemedicine has the potential to explode in India. Physicians and hospitals in India are already using telemedicine to diagnose and triage patients. Two-way video on a 4G platform will enable urban patients to avoid traffic and rural patients to consult remote specialists while making providers more productive with their time. Online shopping: E-commerce is growing at exponential rates in India. Amazon, Alibaba and venture capitalists have invested billions into Indian e-commerce. Over 90 % of India’s brick and mortar stores are tiny, single location shops (not part of chains or franchises). It is very likely that future top retailers in many categories will be e-commerce companies, not big-box chains. This will have a huge impact on foreign consumer product companies such as Colgate and PepsiCo eyeing the market in India as eCommerce reaches scale in India. Sharing economy:  There are significant opportunities in the emerging app-based eServices (similar to Uber and Airbnb). This segment is likely to expand even faster than e-trade in goods. Already, India has eServices for many things: kitchen cleaning, sprucing up the house, cleaning clothes, hiring a driver for your car for some hours (in Indian city traffic, it makes sense to hire someone to drive the car). With 4G, eServices space is poised for explosive growth. Media: Since liberalization in 1991, media of all kinds has grown rapidly in India, including newspapers, magazines, radio, television, and billboards. It is likely that this growth will be muted in the next decade as Indians turn to mobile media as the largest form of consumption. Social media in India including Facebook has been largely a mobile-led phenomenon. Recently, a Fortune 100 consumer product giant shifted its sales promotion strategy in India from coupons in newspapers to offers on mobile devices. Not just B2C companies, even B2B companies such as Rolls Royce and Deere, and technology companies such as Corning and GE better abandon marketing and communication using TV and newspaper channels and instead develop robust digital marketing strategies using mobile. These are just a few examples of industries where new business opportunities will be created in the next decade.  Startups and fast moving incumbents from anywhere in the world can take advantage of this unique “perfect storm” happening in India today. In fact, any business that previously required platforms for large data processing and transfer rates, but could not do them without the use of PC, can now easily do them with 4G mobile telephony. It is another internet revolution, yet again. The bottom line: 4G revolution is a fast train which companies must get on or they’ll be left behind.

Выбор редакции
22 декабря 2016, 17:30

Broadcom, Chipotle, Coca-Cola and PepsiCo highlighted as Zacks Bull and Bear of the Day

Broadcom, Chipotle, Coca-Cola and PepsiCo highlighted as Zacks Bull and Bear of the Day

Выбор редакции
22 декабря 2016, 03:16

"Открытие" добралось до офиса // В залоге у банка оказался Alcon

ФК ''Открытие'' рефинансировало долг девелоперской группы ''Алкон'' перед Сбербанком. Эта группа – владелец московского бизнес-центра Alcon, где находятся офисы представительств PepsiCo и Mars. В качестве залога кредитор получает саму недвижимость, которая оценивается минимум в $278 млн. В случае улучшения экономической ситуации, как утверждают консультанты, объект может подорожать на треть.

22 декабря 2016, 00:40

Soft Drink Stocks Head-to-Head: PepsiCo vs. Coca-Cola

Beverage companies are introducing a number of changes to their products in response to the varying needs of consumers and shift in preference toward healthier beverages.

21 декабря 2016, 16:35

Coca-Cola (KO) to Buy AB InBev's Stake in CCBA for $3.15B

The Coca-Cola Company (KO) has entered into an agreement to buy Anheuser-Busch InBev's (or AB InBev) stake in Coca-Cola Beverages Africa, or CCBA.

20 декабря 2016, 11:10

Элон Маск собрался бурить

"Гению, миллиардеру, филантропу" Элону Маску настолько надоело торчать на своем электромобиле в пробке, что бизнесмен решился бурить тоннели. Сгоряча он это "твитнул" или всерьез решил испещрить города подземными трассами?

20 декабря 2016, 11:10

Элон Маск собрался бурить

"Гению, миллиардеру, филантропу" Элону Маску настолько надоело торчать на своем электромобиле в пробке, что бизнесмен решился бурить тоннели. Сгоряча он это "твитнул" или всерьез решил испещрить города подземными трассами?

Выбор редакции
17 декабря 2016, 13:42

Pepsico разрывается между пользой и прибылью // Компания пытается производить здоровую пищу, а потребители хотят чипсов

Попытка PepsiCo расширить ассортимент полезных и здоровых продуктов, а в не очень полезных сократить уровень соли, сахара и жиров быстро и негативно сказалась на выручке. Газета The Wall Street Journal проанализировала ситуацию.

Выбор редакции
16 декабря 2016, 16:34

Here's How PepsiCo Can Benefit From The Launch Of Its Premium Water Brand

Recently, PepsiCo‘s announced that it is launching a premium bottled water, “LIFEWTR”, which will be available in the U.S. starting February 2017. As the company looks to enhance its healthy beverages portfolio, this latest entrant is targeted towards the “premium” beverage consumers. It has a fancier bottle and an artistic [...]

28 апреля 2013, 00:33

Свобода без границ: человек - тоже пища

 Голландия – страна пидорасов, это мы знаем уже все. Но сейчас гражданами этой пидоролюбивой страны взят новый рубеж "свободы". В Голландии участники теле-шоу съели человеческое мясо. По кусочку, отрезанному друг у друга. Вы считаете это шуткой? Желанием привлечь внимание скандальной акцией? Или психологическим экспериментом? Нет. Это пропаганда нарушения последнего табу. Сначала людей учили уважать геев и педофилов. Теперь многих уже не шокируют форумы, посвящённые инцесту, где папы делятся опытом соблазнения чад. Ютятся на задворках Сети зоофилы и прочие чудаки. Выходят философские романы о некрофилах. Маньяку Чикатило посвящают стихи. Но скоро на демонстрации станут выходить людоеды, а либералы будут поддерживать их требование — право есть себе подобных. Уже давно на Западе твердят о перенаселённости планеты, о том, что нужно сокращать рождаемость, что будет трудно прокормить массу населения. И вот выход — пусть люди едят друг друга, сколь практично! Но поскольку этому мешает табу, нужно стереть его из человеческого сознания. Нет табу — нет проблемы. Этим и займутся СМИ.   — Что в этом страшного? — уже вопрошает продвинутый комментатор. — Обычное мясо, если смотреть на него без предубеждения. Креативно! Оригинально! ... Считается современным стремиться к свободе от моральных норм, но именно законы и запреты делают человека человеком. Нарушая моральные нормы, мы расчеловечиваемся, возвращаемся к животному состоянию. Людоедство — апогей свободы. К этому общество приближается постепенно, попирая святыни и традиции. После плясок на амвоне не слишком удивительно и такое изменение меню. Главной идеей шоу был вопрос: "Какова на вкус человечина?" То есть подход практичный — съедобно ли, вкусно ли? Для начала поджаренная на масле без приправ. Мясо было отрезано у самих ведущих каким-то врачом и принесено в студию... Все восприняли это как каннибализм. И возможно, в чьём-то больном сознании щёлкнул спусковой крючок: а не попробовать ли? Ведь это круто — съесть человека. " Нарушение табу иногда необходимо, когда на кону выживание — но и тогда это будет психологическая травма. Есть вещи, которыми лучше не шутить. Слишком они основополагающие", — пишет другой телезритель. Когда-то я не смогла досмотреть американский фильм, где люди с упавшего в заснеженных горах самолёта, голодая, начали есть погибших попутчиков. Как страшно было после кощунственной трапезы слышать их смех, шутки. Это были уже не люди, а кто-то чудовищный в личине людей — вселившийся в них Дьявол, не иначе, — и он торжествовал и глумился, глядя на строганину из замороженной человечины. Академик Брэдфордского университета, доктор Тимоти Тайлор... "Мне кажется, именно тот факт, что мы живем в мире, где приобретение еды не является проблемой, и есть причина, по которой люди считают каннибализм ужасным. Но случись серьезный продовольственный кризис или нехватка еды — и на поверхность выйдет инстинкт выживания", — считает ученый. Приводя примеры каннибализма, одной из его причин Тайлор называет бедность, добавляя, что в экстремальных обстоятельствах с нас быстро слетит цивилизованность. А если ещё и агитировать в СМИ… И были ли голландцы первыми европейцами, дегустирующими человечину в мирное время? Американцы создали новый продукт. Читаю: "Федеральная комиссия США по ценным бумагам и биржам (SEC) фактически разрешила компании PepsiCo выпустить новую газировку с усилителем вкуса на основе клеток человеческих эмбрионов, полученных при абортах". Шокирующая реклама рассчитана на молодёжь — именно подростки, со своей страстью нарушать запреты и бунтовать против норм, станут покупать выжимку из нерожденных сограждан. А ведь предыдущим этапом было применение эмбриональных материалов в медицине и косметике. Так постепенно и внедрялась идея использования человека не просто как рабочей силы или игрушки для более богатых, но и пищи, сырья. Современная наука, служанка власть имущих, объясняет по Фрейду, что подавление естественных желаний вызывает неврозы, а одно из естественных желаний — есть друг друга! Кого будут пожирать новые каннибалы? Возможно, детей из "неблагополучных" семей, которых станет поставлять ювенальная юстиция будущего? Или инвалидов и пенсионеров, которые не в состоянии приносить пользу обществу? Излишних мигрантов? Последних русских? Но я знаю, с каким лозунгом выйдут либералы на площадь... "Человек — тоже пища". Марина Струкова 25 апреля 2013 http://zavtra.ru/content/view/za-delo-3/ Людям с ослабленным рвотным рефлексом можно даже посмотреть видео – http://www.youtube.com/watch?v=Ge71FAqQeKo Перейти к оглавлению блога