DOCSLIB.ORG

Strategic Report

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Strategic Report We launched our new climate 2 Coca-Cola European Partners plc | 2020 Integrated Report and Form 20-F 3 Strategic Report Governance and Directors’ Report Financial Statements Other Information strategy with a clear ambition to reach net zero greenhouse Performance gas emissions by 2040 t igh ghl indicators Key hi Financial Sustainability Revenue (€BN) Operating profit on a comparable basis* (€BN) Diluted earnings per share (EPS) Lost time incident rate % GHG emissions reduction across % sugar reduction in on a comparable basis* (€) (number per 100 full time equivalent employees) our value chain since 2010 and 2019 our soft drinks since 2015 12.0 1.7 2.53 1.14 VERSUS 2010 11.1 10.6 1.2 1.80 1.07 37.7 12.9 0.82 15.3 €10.6BN €1.2BN €1.80 VERSUS 2019(A) 11.9 Comparable volumes declined Comparable operating profit Comparable diluted EPS declined 0.82 15.3% by 10% reflecting the adverse declined by 29% reflecting the by 29% driven by the decline in Our people’s mental and physical Consumer habits are continually impact of COVID-19, particularly decline in revenue. This impact comparable operating profit. wellbeing remains our priority 11.9% changing. Working with The on immediate consumption and was moderated by a reduction This was partially offset by the during the ongoing COVID-19 Coca-Cola Company (TCCC) and the away from home channel. in variable expenses given lower return of approximately €130 million pandemic. By providing our We are committed to reducing other franchisors, we continue to This was partially offset by growth volumes, as well as the delivery to shareholders before the suspension people with a safe and healthy greenhouse gas (GHG) emissions, evolve our business and portfolio in the home channel supported of approximately €260 million in of our €1 billion share buyback work environment, we aim to to limit the global temperature to meet consumers’ demands by online grocery sales and discretionary operating expenditure programme in March 2020. work towards zero incidents. increase to 1.5°C above pre- for a greater variety of drinks, continued revenue growth (opex) savings as we ensured spend industrial levels and to protect the including low and no calorie options. In 2020, we continued to upgrade management initiatives. was limited to what was essential. future of our planet. In 2020, we and improve workplace equipment launched our new climate strategy By the end of 2020, the average sugar Revenue per unit case declined We leveraged the crisis as a catalyst and infrastructure and we saw our with a clear ambition to reach net per litre in our soft drinks portfolio by 1.5% driven by adverse channel, to accelerate our competitiveness lost time incident rate fall to 0.82, zero GHG emissions by 2040 and to had fallen by 15.3% compared with geographic and pack mix as a initiatives as we look for ways to a reduction of 23% compared reduce our GHG emissions across 2015. This represents a reduction result of COVID-19. become even more efficient and with the previous year. our value chain by 30% by 2030 of 19.8% since 2010. We’re achieving further reduce complexity. (versus 2019). these reductions by reformulating our recipes, and by providing In 2020, the GHG emissions within greater choice. our value chain had fallen by 11.9% compared to 2019 and had fallen by 37.7% compared to 2010 (previous target baseline year). Free cash flow* (€BN) Return on capital invested Water use ratio % PET from recycled PET (ROIC)* (%) (litres of water/litre of product produced) 1.1 10.3 1.61 27.6 0.9 7.6 Data legend 1.60 30.5 Data legend 1.57 41.3 €0.9BN 7.6% 2018 2019 Free cash flow generation continues ROIC declined by 270 basis 2019 2020 1.57 41.3% 2020 to be a core priority of our business. points driven by the decline in Climate change is altering weather Creating a circular economy for the Despite the impact of COVID-19 comparable operating profit. patterns around the world, causing packaging we use is important in and following continued investments This metric remains a high priority water shortages and droughts in helping to address the world’s plastic in our portfolio, digital capabilities * Please refer to Business for us and we will continue to focus some areas and floods in others. waste crisis. We are committed to and sustainability initiatives, and financial review on on driving profitable revenue As water is the main ingredient in ensuring that at least 50% of the we still delivered free cash flow page 54 for definition and FOR MORE ABOUT OUR SUSTAINABILITY growth and capital efficiencies. the majority of our drinks it’s critical material we use for our PET bottles of over €900 million, close to reconciliation of non-GAAP COMMITMENTS AND PROGRESS, that we use water sustainably and comes from recycled PET (rPET) by SEE PAGES 22–37 our medium-term objective of figures to GAAP figures. protect local water resources 2023, and we’ll aim to reach 100% generating at least €1 billion a year. for future generations. recycled or renewable plastic by the This highlights the strength of end of the decade. We continue to The amount of water we use to make make progress in increasing recycled our free cash flow generation, our products has reduced by 13.7% (A) 2019 data restated. plastic in our packaging. For more information see page 26. supported by our disciplined capital compared with 2010, to 1.57 litres of expenditure (capex) and working water per litre of product produced. In 2020, 41.3% of the PET we used capital improvement initiatives. to make our PET bottles was rPET, up from 30.5% in 2019. 4 Coca-Cola European Partners plc | 2020 Integrated Report and Form 20-F 5 Strategic Report Governance and Directors’ Report Financial Statements Other Information Our portfolio HYDRATION We work closely with our franchise partners to offer The hydration category is typically heavily consumers a wide range of popular drinks, with or reliant on immediate consumption – with consumers buying and consuming our without sugar and in a range of pack sizes and materials. hydration brands on the go. As a result of We continue to expand our portfolio into areas we COVID-19 restrictions and less immediate believe will drive significant growth in the coming years. consumption, 2020 saw a 34% volume decline. COCA ‑COLA® Our Coca-Cola brands come in a range of variants that offer consumers a great choice of flavours, with or without sugar. This includes Coca-Cola Classic and Coca-Cola Zero Sugar, and Diet Coke/Coca-Cola Light for a lighter and refreshing taste across a number of flavour variants. Coca-Cola Zero Sugar was the number one soft drinks brand for absolute value growth across our markets, according RTD TEAS, RTD COFFEES, to Nielseniq. JUICES AND OTHER DRINKS 2020 saw the expansion of Costa Coffee to Germany, following the introduction of Costa Coffee ready to drink (RTD) in GB in 2019. We also created a dedicated team, led by a new senior leadership role in Coca-Cola European Partners (CCEP), to oversee our expansion into coffee. We continue to invest in Fuze Tea, with new flavours and pack sizes coming in 2021 to drive momentum. FLAVOURS, MIXERS AND ENERGY In the fourth quarter of the year, Capri-Sun saw solid growth in GB and France. Flavours, mixers and energy are an important part of our portfolio of drinks. Fanta continued to be a In partnership with TCCC, we introduced Topo Chico focus in 2020 supported by a significant Halloween hard seltzer – Coca-Cola’s first brand in the alcohol marketing campaign and new flavours like raspberry category in Europe. zero sugar. Monster performed strongly in 2020 – with volume growth of 15.5%, supported by new flavours such as Pacific Punch and a broader multi-pack offering in markets such as GB. Monster is now the number one energy brand in Spain and Portugal. We also introduced a new cherry variant for Coca-Cola Energy. 2020 BRAND CATEGORY We’re building our portfolio of adult mixers, led by (B) Schweppes(A), Royal Bliss and Coca-Cola Signature VOLUME (ROUNDED) Mixers. In 2020, Schweppes gained value share in a competitive GB market. 5.0% RTD TEAS, RTD COFFEES, (A) In Great Britain (GB) only. JUICES AND OTHER DRINKS (B) We report comparable volumes for our Coca-Cola trademark drinks; flavours, mixers and energy drinks; hydration; and RTD teas, RTD coffees, juices and other drinks. 6.5% HYDRATION 66.0% 22.5% COCA ‑COLA® FLAVOURS, MIXERS AND ENERGY 6 Coca-Cola European Partners plc | 2020 Integrated Report and Form 20-F 7 Strategic Report Governance and Directors’ Report Financial Statements Other Information Our operations We are a local business. We invest, employ, manufacture and distribute locally. We want to create a great 9 experience for everyone we interact with – whether they are a customer, partner, supplier, stakeholder, member of our local community or part of our great team. 8 We are investing in key areas of our business, 7 to make the experiences we provide even better. READ MORE ABOUT HOW WE ARE SUCCEEDING IN A CHANGING LANDSCAPE ON PAGES 18–19 REVENUE BY GEOGRAPHY(A) NO. OF EMPLOYEES(B) Map legend 1 Iberia (Spain, Portugal and Andorra) 20.5% 4,012 Production facility 6 2 Germany 3 2 21.5% 7,061 2 2x Production facilities Shared service centre 3 Great Britain 21.0% 3,329 2 2 Where we operate 5 4 France (France and Monaco) 16.0% 2,570 SEE OUR INTERACTIVE MAP ON 5 Belgium and Luxembourg WWW.COCACOLAEP.COM 8.5% 2,135 /ABOUT‑US/PLACES 4 6 Netherlands 5.0% 765 7 Norway es or 4.0% 549 z A Bulgaria 8 Sweden ira 3.0% 679 de a 1 t ligh M igh h ds ey 9 Iceland lan K 0.5% 164 Is y r a n a 10 Bulgaria 842 C Sweden became our first 100% rPET market in 2020 and the (A) Revenue shown is percentage of total revenue as at 31 December 2020.
Load more

Recommended publications
  • Digital Commerce
    CCEP A PLATFORM FOR GROWTH John F. Brock, CEO INVESTOR & ANALYST EVENT Forward-Looking Statements This communication may contain statements, estimates or projections that constitute “forward-looking statements”. Generally, the words “believe,” “expect,” “intend,” “estimate,” “anticipate,” “project,” “plan,” “seek,” “may,” “could,” “would,” “should,” “might,” “will,” “forecast,” “outlook,” “guidance,” “possible,” “potential,” “predict” and similar expressions identify forward-looking statements, which generally are not historical in nature. Forward-looking statements are subject to certain risks and uncertainties that could cause actual results to differ materially from Coca-Cola European Partners plc’s (“CCEP”) historical experience and its present expectations or projections. These risks include, but are not limited to, obesity concerns; water scarcity and poor quality; evolving consumer preferences; increased competition and capabilities in the marketplace; product safety and quality concerns; perceived negative health consequences of certain ingredients, such as non-nutritive sweeteners and biotechnology-derived substances, and of other substances present in their beverage products or packaging materials; increased demand for food products and decreased agricultural productivity; changes in the retail landscape or the loss of key retail or foodservice customers; an inability to expand operations in emerging or developing markets; fluctuations in foreign currency exchange rates; interest rate increases; an inability to maintain good
    [Show full text]
  • HIV Prevention Ambassador Training Package for Adolescent Girls and Young Women This Training Package Was Developed by the OPTIONS Consortium and Collective Action
    HIV Prevention Ambassador Training Package for Adolescent Girls and Young Women This training package was developed by the OPTIONS Consortium and Collective Action. The OPTIONS Consortium partners who contributed to the development of the training package include FHI 360, AVAC, LVCT Health in Kenya, Pangaea Zimbabwe AIDS Trust in Zimbabwe, and Wits Reproductive Health and HIV Institute in South Africa. The Optimizing Prevention Technology Introduction On Schedule (OPTIONS) Consortium is a five-year cooperative agreement funded by the U.S. President’s Emergency Plan for AIDS Relief (PEPFAR) and the U.S. Agency for International Development (USAID). OPTIONS Consortium partners are conducting a range of activities to support the rollout and scale-up of oral pre-exposure prophylaxis (PrEP) for HIV prevention in Kenya, South Africa, Zimbabwe, and globally. A critical component of OPTIONS’ work is ensuring adolescent girls and young women (AGYW) can access and effectively use oral PrEP for HIV prevention. Empowering AGYW with the knowledge, skills and agency to discuss HIV prevention with their peers, partners, families and communities is key to normalizing oral PrEP so that AGYW can successfully use it to protect themselves from HIV. We would love to hear how you’ve used this training package. Please email us at [email protected]. Illustrations and graphic design: Anthia Mirawidya Instructional design and content writing: Alison Barclay, Sarah Williamson, and Melissa Russell, Collective Action Project leadership and technical writing: Morgan Garcia, Michele Lanham, and Giuliana Morales, FHI 360 Technical guidance: Elmari Briedenhann5, Manju Chatani1, Patriciah Jeckonia3, Bridget Jjuuko2, Jordan Kyongo3, Imelda Mahaka4, Maryline Mireku3, Joseph Murungu4, Definate Nhamo4, Diantha Pillay5, Melanie Pleaner5, Ntokozo Zakwe2 1 AVAC 2 AVAC Fellows 3 LVCT Health 4 Pangea Zimbabwe AIDS Trust 5 Wits Reproductive Health and HIV Institute Recommended citation: OPTIONS Consortium.
    [Show full text]
  • Coca-Cola Enterprises, Inc
    A Progressive Digital Media business COMPANY PROFILE Coca-Cola Enterprises, Inc. REFERENCE CODE: 0117F870-5021-4FB1-837B-245E6CC5A3A9 PUBLICATION DATE: 11 Dec 2015 www.marketline.com COPYRIGHT MARKETLINE. THIS CONTENT IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED OR DISTRIBUTED Coca-Cola Enterprises, Inc. TABLE OF CONTENTS TABLE OF CONTENTS Company Overview ........................................................................................................3 Key Facts.........................................................................................................................3 Business Description .....................................................................................................4 History .............................................................................................................................5 Key Employees ...............................................................................................................8 Key Employee Biographies .........................................................................................10 Major Products & Services ..........................................................................................18 Revenue Analysis .........................................................................................................20 SWOT Analysis .............................................................................................................21 Top Competitors ...........................................................................................................25
    [Show full text]
  • Merchandising Requirements Herb N' Kitchen Market
    MERCHANDISING REQUIREMENTS HERB N’ KITCHEN MARKET HN'K UPC NAME SIZE UOM MANUFACTURER XX 49000002841 Dasani Water 20 oz. Coca-cola 78616233800 Glaceau Smartwater 20 oz. Coca-cola XX 22592778013 Ozarka (or Nestle) Natural Spring Water 16.9 oz. Ozarka XX 6827400005 Nestle Pure Life Water 16.9 oz. Nestle XX 4900000044 Coke 20 oz. Coca-cola XX 4900000045 Diet Coke 20 oz. Coca-cola 049000042559 Coke Zero 20 oz. Coca-cola 7292900217 Seagram's Ginger Ale 20 oz. Coca-cola XX 14900000660 Sprite 20 oz. Coca-cola XX 7800008240 Dr. Pepper 20 oz. Dr Pepper Snap XX 7800008372 Diet Dr. Pepper 21 oz. Dr Pepper Snap 492719002558 Fanta Orange 20 oz. Coca-cola XX 7279602271 Ibc Root Beer 20 oz. I.B.C XX 0490003710 PowerAde ZERO Berry Fruit Punch 20 oz. Coca-cola XX 4900000790 PowerAde Mt Blast 20 oz. Coca-cola XX 78616215000400 Glaceau vitamin water XXX 20 oz. Coca-cola XX 78616200297 Glaceau vitamin water ZERO squeezed Lemonade 20 oz. Coca-cola 78616207000 Glaceau vitamin water energy Kiwi - Strawberry 20 oz. Coca-cola 180127000852 ZICO Chocolate Coconut Water 14 oz. Coca-cola XX 61126999100 Red Bull 8.40 oz. Red Bull XX 61126910171 Red Bull Sugar Free 8.40 oz. Red Bull XX 78616233800 Smart Water 1 Ltr Coca-cola And/or San Pell 7478043996 Perrier 16.9 oz. Nestle And/or Perrier 4150880012 San Pellegrino Sparkling 750 ml Nestle XX 657622222015 Honest Tea Honey Green 500 ml Coca-cola 83900005771 XX Gold Peak Unsweetened Tea 18.5 oz. Coca-cola 83900005757 XX Gold Peak Sweet Tea 18.5 oz.
    [Show full text]
  • Coca-Cola's Swoop for Costa Coffee Will Cut Its
    COCA-COLA’S SWOOP FOR COSTA COFFEE WILL CUT ITS EXPOSURE TO SUGAR AND PLASTIC BOTTLES THE GROWING LOATHING FOR THE WHITE STUFF MUST KEEP SOFT DRINKS EXECS AWAKE AT NIGHT By IMD Professor John W. Walsh IMD Chemin de Bellerive 23 PO Box 915, CH-1001 Lausanne Switzerland Tel: +41 21 618 01 11 Fax: +41 21 618 07 07 [email protected] www.imd.org Copyright © 2006-2018 IMD - International Institute for Management Development. All rights, including copyright, pertaining to the content of this website/publication/document are owned or controlled for these purposes by IMD, except when expressly stated otherwise. None of the materials provided on/in this website/publication/document may be used, reproduced or transmitted, in whole or in part, in any form or by any means, electronic or mechanical, including photocopying, recording or the use of any information storage and retrieval system, without permission in writing from IMD. To request such permission and for further inquiries, please contact IMD at [email protected]. Where it is stated that copyright to any part of the IMD website/publication/document is held by a third party, requests for permission to copy, modify, translate, publish or otherwise make available such part must be addressed directly to the third party concerned. COCA-COLA’S SWOOP FOR COSTA COFFEE WILL CUT ITS EXPOSURE TO SUGAR AND PLASTIC BOTTLES Coca-Cola’s £3.9 billion acquisition of Costa Coffee has made quite a ripple. Atlanta-based Coca-Cola is obviously best known for its soft drinks portfolio, found in supermarkets, kiosks, hotels, bars and restaurants around the world.
    [Show full text]
  • Coca-Cola HBC Strengthens Its Coffee Portfolio with Minority Stake in Casa Del Caffè Vergnano and Exclusive, Long-Term Distribution Agreement
    Coca-Cola HBC strengthens its coffee portfolio with minority stake in Casa del Caffè Vergnano and exclusive, long-term distribution agreement Zug, Switzerland, 28 June 2021. Coca-Cola HBC AG (“Coca-Cola HBC”) is pleased to announce that on 25 June 2021, its wholly-owned subsidiary CC Beverages Holdings II B.V. (“CCH Holdings”), reached an agreement to acquire a 30% equity shareholding in Casa Del Caffè Vergnano S.p.A. (“Caffè Vergnano”), a premium Italian coffee company. Completion of the acquisition is expected in the second half of 2021 and is subject to customary closing conditions and regulatory approvals. Furthermore, Coca-Cola HBC and Caffè Vergnano will enter into an exclusive distribution agreement for Caffè Vergnano’s products in Coca-Cola HBC’s territories outside of Italy (together, the “Proposed Transaction”). CCH Holdings will be represented on the Board of Directors of Caffè Vergnano and have customary minority decision-making and governance rights. The parties have agreed not to disclose financial details of the Proposed Transaction. Caffè Vergnano is a family-owned Italian coffee company headquartered in Santena, Italy. It is one of the oldest coffee roasters in Italy with roots dating back to 1882. Its product offering consists of truly premium, high-quality coffee that represents Italian heritage and authenticity at its best. Caffè Vergnano’s portfolio includes traditional espresso in various blends, packages and formats such as beans, roast and ground coffee and single portioned pods. In 2020, the company sold approx. 7,000 tons of coffee in more than 90 countries worldwide. The Proposed Transaction represents an important milestone in Coca-Cola HBC’s vision of being the leading 24/7 beverage partner across its markets.
    [Show full text]
  • 1999 Annual Report
    CORE Metadata, citation and similar papers at core.ac.uk Provided by Diposit Digital de Documents de la UAB Annual Report and Form 20-F 1999 Contents Page Strategy Statement 1 Corporate Highlights 2 Financial Highlights 3 1 Business Review 1999 5 2 Description of Business 23 3 Operating and Financial Review 33 4 Report of the Directors 57 5 Financial Record 77 6 Financial Statements 83 7 Shareholder Information 131 Glossary 141 Cross reference to Form 20-F 142 Index 144 The images used within this Annual Report and Form 20-F are taken from advertising campaigns and websites which promote our brands worldwide. They demonstrate how we communicate the appeal of our brands in a wide range of markets. “Sunkist” is a registered trademark of Sunkist Growers, Inc. This is the Annual Report and Form 20-F of Cadbury Schweppes public limited company for the year ended 2 January 2000. It contains the annual report and accounts in accordance with UK generally accepted accounting principles and regulations and incorporates the annual report on Form 20-F for the Securities and Exchange Commission in the US. A Summary Financial Statement for the year ended 2 January 2000 has been sent to all shareholders who have not elected to receive this Annual Report and Form 20-F. The Annual General Meeting will be held on Thursday, 4 May 2000. The Notice of Meeting, details of the business to be transacted and arrangements for the Meeting are contained in the separate Annual General Meeting booklet sent to all shareholders. The Company undertook a two for one share split in May 1999.
    [Show full text]
  • Target Audience Definition and Analysis
    AD PLAN Smartwater: Made from a Big Idea By: Avinanda Mukherjee, Hao Wang, Jonathan De Costa &Valentine Boisriveaud Situation Analysis The category: •Highly saturated and competitive product category •The bottle of water market has declined. •In 2011, sales of bottled water are estimated at $12.1 billion, which represents a growth of 5% in current prices during 2006-11. After factoring in inflation, bottled water sales declined 1% during this period (Mintel). •Explanation for this recession: •The market has faced a number of challenges such as the high rate of unemployment among the key consumer groups, increasing competition from private labels, and consumer recognition of high-sugar status of enhanced/flavored waters. •The recession and ensuing slow recovery prompted consumers to turn to an almost- free bottled water alternative: tap water. •the increasing competition from private labels as well as consumers’ recognition of the fact that many brands are as sugary as other non-alcoholic beverages have created the slow decline of the consummation of bottle of water. In fact, many consumers swapped high-calorie beverages such as soda for enhanced/flavored water to reduce sugar in their diets. •If the market of bottled water is in decline, the consumption of bottled water seems to have increased since 2009. •Bottled water market has experienced volume consumption growth during 2009-11; however, bottled water sales remained sluggish in 2011. The market needs to address the issue of price promotion as well as the key consumer attrition as blacks, teens, and Hispanics appear to moving away from this category. (Mintel May 2012 report on bottled water) Situation Analysis The category: •Foundation of private labels.
    [Show full text]
  • Proposed Acquisition of Costa Limited
    PROPOSED ACQUISITION OF COSTA LIMITED AUGUST 31, 2018 FORWARD-LOOKING STATEMENTS This presentation may contain statements, estimates or projections that constitute “forward-looking statements” as defined under U.S. federal securities laws. Generally, the words “believe,” “expect,” “intend,” “estimate,” “anticipate,” “project,” “will,” “plan,” “seek” and similar expressions identify forward-looking statements, which generally are not historical in nature. However, the absence of these words or similar expressions does not mean that a statement is not forward-looking. Forward-looking statements are subject to certain risks and uncertainties that could cause actual results to differ materially from The Coca-Cola Company’s historical experience and our present expectations or projections. These risks include, but are not limited to, obesity and other health-related concerns; water scarcity and poor quality; evolving consumer preferences; increased competition; product safety and quality concerns; perceived negative health consequences of certain ingredients, such as non- nutritive sweeteners and biotechnology-derived substances, and of other substances present in our beverage products or packaging materials; an inability to be successful in our innovation activities; increased demand for food products and decreased agricultural productivity; an inability to protect our information systems against service interruption, misappropriation of data or breaches of security; changes in the retail landscape or the loss of key retail or foodservice
    [Show full text]
  • Cultural Innovation: Triumph of a Better Ideology’ Look to Anthropology for Inspiration
    QUARTER 1 JANUARY 2012 NEW THINKING, DIFFERENT PERSPECTIVES Cultural innovation: triumph of a better ideology Douglas Holt and Douglas Cameron NEVER WASTE A GOOD CRISIS Sir Terry Leahy QUARTER 1 QUARTER 2012 JANUARY ACCOUNTABILITY IS NOT ENOUGH Rory Sutherland THROUGH THE GLASS CEILING Janet Hull 1 cover.indd 1 28/11/2011 19:34:31 Market Leader_Experienica.HR.pdf 1 11/11/2011 13:05 Editorial Keeping brands healthy i rEcEntly attended a lecture on the applications of neuroscience to marketing. All the data marketers will ever need, it was claimed, can now be obtained from ‘neurometrics’ – via MRI scanning, EEG measurement and eye-tracking devices. I listened to the lengthening list of uses with mounting disquiet and an article formed in my mind entitled ‘Caution: neuroscience may be dangerous to the health of your brand’. The lead article in this issue provides the explanation of why the skills required for brand building live in a parallel universe. Douglas Holt and Douglas Cameron in ‘Cultural innovation: triumph of a better ideology’ look to anthropology for inspiration. It is commonplace to say that brands live in the mind (as opposed to the factory). But where they really live is in culture, in society’s norms, values, codes and practices. And while yes, neuroscience and anthropology can exist together, the danger is in what we qualitative researchers call ‘physics envy’ (the need to elevate market research to the level of the pure sciences). Put access to the brain – the human version of the Rosetta Stone – together with lots of gadgetry that measures things and before you know it, the new and intriguing drives out the old but essential.
    [Show full text]
  • Portland Daily Press: July 13,1892
    PORTLAND DAILY PRESS. ESTABLISHED JUNE 23, 1862—VOL. 31. PORTLAND, MAINE, WEDNESDAY MORNING, JULY 13, 1892. PRICE THREE CENTS. NEWS. MISCELLANEOUS. THIS MORNING’S bill that was every presented and hunt- ing of Messrs. Craw did O’Donnell, Coon, A TEMPERANCE TALK. ing up some who not care to make ford, Scliuckman and 1. out Clifford, represent- AWAKENED TO DIE. Page any bill, thus proving that he be- ing the Amalgamated Association advi- lieved in with Weather indications. dealing squarely all. To- sory committee and the citizens. Mr. the was Seneral Telegraphic news. day elephant captured and Coon was the spokesman. He stated hitched but when he he a. got ready, again that lie represented the association and Page the started, fastenings being insecure. the citizens. On their part he welcomed Seneral sporting news. Mr. Tells the Senate About the Again he has been found and is Frye enjoying the troops to the town and offered the co Tourists at St. Gervais news. himself in a as he would Crushed Telegraphic swamp in his operation of the citizens i n or- 3. native It is not preserving Page Maine Law. jungle. known what der. Beneath a course he will now pursue but one Glacier. History of the Pinkertons. thing General Snowden said: “I thank yov is has a live Maine towns. sure, Bucksport elephant on Provost Patrol in Place of for the welcome, but do not need its hands. y’oui Heavy warships of today. co-operation, The only way good citizen* can with' us is to Page 4. MR.
    [Show full text]
  • Notice of Opposition Opposer Information Applicant
    Trademark Trial and Appeal Board Electronic Filing System. http://estta.uspto.gov ESTTA Tracking number: ESTTA614768 Filing date: 07/09/2014 IN THE UNITED STATES PATENT AND TRADEMARK OFFICE BEFORE THE TRADEMARK TRIAL AND APPEAL BOARD Notice of Opposition Notice is hereby given that the following party opposes registration of the indicated application. Opposer Information Name The Coca-Cola Company Granted to Date 07/09/2014 of previous ex- tension Address One Coca-Cola Plaza Atlanta, GA 30313 UNITED STATES Attorney informa- ANDREA E BATES tion BATES & BATES LLC 1890 MARIETTA BLVD ATLANTA, GA 30318 UNITED STATES [email protected], [email protected], [email protected], [email protected] Applicant Information Application No 79132199 Publication date 03/11/2014 Opposition Filing 07/09/2014 Opposition Peri- 07/09/2014 Date od Ends International Re- 1165650 International Re- 01/22/2013 gistration No. gistration Date Applicant Narval Pharma, S.A. C/ Valle de Tena, 20 SPAIN Goods/Services Affected by Opposition Class 005. First Use: 0 First Use In Commerce: 0 All goods and services in the class are opposed, namely: Dietetic substances for medical use, namely, albumin dietary supplements, alginate dietary supplements, by-products of the processing of cereals for dietetic purposes, casein dietary supplements, dietary fibre, enzyme dietary supplements, glucose dietary supplements, lecithin dietary supplements, linseed dietary supplements, linseed oil dietary supplements,pollen dietary supplements, propolis dietary supplements, protein dietary supple- ments, royal jelly dietary supplements,starch for dietetic purposes, wheat germ dietary supplements and yeast dietary supplements; food supplements for medical use; food for babies Class 032.
    [Show full text]