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Charlie's Group Limited
Charlie’s Group Limited Independent Adviser’s Report On the full takeover offer from Asahi Beverages New Zealand Limited APPENDIX July 2011 024 Table of Contents Glossary Glossary..........................................................................................................................................................................................3 Glossary 1. Terms of the Asahi Offer ......................................................................................................................................................5 1.1 Background to the Offer ...............................................................................................................................................5 Term Definition 1.2 Details of the Asahi Offer...............................................................................................................................................6 90% Minimum Acceptance Condition A condition of the Asahi Offer that requires that Asahi receive acceptances to take its 1.3 Requirements of the Takeovers Code...........................................................................................................................7 shareholding to 90% or more of the Charlie’s Group shares on issue 2. Scope of the Report..............................................................................................................................................................8 2.1 Purpose of the Report ..................................................................................................................................................8 -
Sugar Reduction: Report on Progress Between 2015 and 2019
Sugar reduction Report on progress between 2015 and 2019 October 2020 Sugar reduction: report on progress between 2015 and 2019 About Public Health England Public Health England exists to protect and improve the nation’s health and wellbeing and reduce health inequalities. We do this through world-leading science, research, knowledge and intelligence, advocacy, partnerships and the delivery of specialist public health services. We are an executive agency of the Department of Health and Social Care, and a distinct delivery organisation with operational autonomy. We provide government, local government, the NHS, Parliament, industry and the public with evidence-based professional, scientific and delivery expertise and support. Public Health England Wellington House 133-155 Waterloo Road London SE1 8UG Tel: 020 7654 8000 www.gov.uk/phe Twitter: @PHE_uk Facebook: www.facebook.com/PublicHealthEngland Prepared by: Nick Coyle, Emma Little, Sarah Williamson, Sakhi Dodhia, Victoria Targett, Samantha Montel, Paul Niblett, Adele Mildon, Kate Hutchinson, Gabrielle Owtram, Dr Alison Tedstone, and others at PHE For queries relating to this document, please contact: [email protected] © Crown copyright 2020 You may re-use this information (excluding logos) free of charge in any format or medium, under the terms of the Open Government Licence v3.0. To view this licence, visit OGL. Where we have identified any third-party copyright information you will need to obtain permission from the copyright holders concerned. Published April 2021 PHE -
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 -
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. -
European Fruit Juice Association
17-18 October 2018 The must attend event for fruit juice executives www.juicesummit.org AIJN European Fruit Juice Association 2018 Liquid Fruit Market Report AIJN2018_Cover.indd 3 02/08/2018 13:49 AIJN2018_Contents.indd 2 02/08/2018 13:28 Contents COUNTRY PROFILES Austria ........................................................................... 18 Belgium ......................................................................... 19 Bulgaria ......................................................................... 28 Croatia ........................................................................... 28 Cyprus ........................................................................... 28 Czech Republic ................................................................ 30 5 Introduction: Denmark ........................................................................ 30 AIJN President José Jordão Estonia .......................................................................... 30 Finland .......................................................................... 32 6 The Fruit Juice Industry: France ........................................................................... 20 Germany ........................................................................ 21 Overall Fruit Juice and Nectars Consumption Greece ........................................................................... 32 Hungary ......................................................................... 32 7 European Industry Trends and Segmentation Ireland .......................................................................... -
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. -
Monster Girl Adventures
Monster Girl Adventures By: Notepad Anon 1 I’m Blank Because I’m CRAWLING IN MY SKIN NOTEPAD NOTES: Occasionally though the document I may put a text box like this in. This is NOTEPAD’s DEVELOPER NOTES and will most likely cov- er what I intend to have in a certain place more than anything. I am no artist, so if you feel like it, feel free to draw something for the book. If I ever muster the balls to release it commercially, you’ll get a free copy. Or you could just take this document . Er . Whoo! ON FORMATTING STUFF Franklin Gothic Medium Condensed - 48 (Heading 1) Franklin Gothic Medium Condensed - 36 (Heading 2) Franklin Gothic Medium Condensed - 28 (Heading 3) Franklin Gothic Medium Condensed - 16 (Heading 4 - Grey) Franklin Gothic Book—16 BOLD (Oh Fuck This Looks Bad) 2 This game as made by Notepad Anon and is currently not slated to be released commercially. If you paid for this game, then you’ve been bamboozled. Feel free to remix, edit, or change anything. All I ask is that you cite me as your inspiration or baseline. I also ask that you change things significantly if you do plan on releasing something commercially if you do not and simply change names or such around, I’ll just give this out for free to your potential buyers. The Official “Don’t be a Dick” Page 3 Preface Monster Girl Adventure is my foray into two things: Dice Pool systems and the mysterious world of Monster Girl Encyclopedia. I won't say that it's a game designed for anyone except myself, it's my game about monster girls, nothing more, nothing less. -
Multisectoral Value Chain Analysis 'Connecting Central America'
Multisectoral Value Chain Analysis ‘Connecting Central America’ Commissioned by The Centre for the Promotion of Imports from developing countries (CBI) Profound with support from CATIE October 2018 About the ‘Connecting Central America’ project CBI’s “Connecting Central America” initiative aims to strengthen 60 Small and Medium sized Enterprises (SMEs) and cooperatives from Central America, between 2018 and 2021, in becoming (more) competitive on the European market. The initiative is part of the Central American Regional Economic Integration (INTEC) project, a project financed primarily by the European Union, and coordinated by SIECA, which aims at strengthening the economic integration in Central America and maximizing the benefits of the implementation of the Association Agreement between the European Union and Central America by reducing regional constraints to competitiveness and diversification in Central America. One of its components aims particularly at strengthening Central American capacity to trade in goods and services. Within the context of this component, CBI executes the initiative "Connecting Central America". The "Connecting Central America" initiative consists of three stages: 1. The preparation stage (August 2017 – June 2018): including the selection and analysis of selected value chains (the current report is the result of this analysis), the final sector selection, and the selection of local partners. 2. The Promotion & Export audit stage (July – December 2018): including promotion and training activities for potential -
Leverage Our Unique 24/7 Portfolio
26 COCA-COLA HBC 1 GROWTH PILLAR LEVERAGE OUR UNIQUE 24/7 PORTFOLIO KPIs Highlights in 2019 • FX-neutral revenue • Maintained high growth in the sparkling category, aided by the strong growth performance of sophisticated adult sparkling beverages • Volume growth • Achieved another year of double-digit revenue growth in energy drinks • FX-neutral revenue per case growth and expanded the energy portfolio with Coke Energy and Predator • Innovations supported overall growth, with 4.2pp of total volume growth in Stakeholders the year delivered by products and packages launched in the last 12 months Our consumers Priorities in 2020 Our customers • Continue expanding to become a 24/7 beverage partner, creating shared Shareholders value with our consumers and customers The Coca-Cola • Consolidate the performance of product innovations by increasing Company distribution and repeat sales Risks • Continue driving growth in sparkling by leveraging light variants, flavour and pack architecture • Consumer health and wellbeing • Bring ready-to-drink tea back to growth through a strong plan for FUZETEA • Geopolitical and • Drive revenue growth in water by implementing our hydration portfolio strategy macroeconomic • Launch Costa Coffee in at least 10 countries • Strategic stakeholder relationships INTEGRATED ANNUAL REPORT 2019 27 SR CG FS SSR SI Introduction As lifestyles and consumer habits change, Percentage the motivations and occasions driving of Coca-Cola beverage consumption are also evolving. HBC revenue Our category strategy We are unlocking growth potential in segments beyond our core sparkling portfolio, offering a wider choice of drinks to meet consumer needs at any time of the day. In line with growing societal concerns around environmental issues, consumers are looking for sustainably-sourced ingredients and responsible packaging. -
The Coca-Cola Company 2002 Anuual Report
t he coca-cola company 2002 annual report 2002 annual company he coca-cola creating new value the coca-cola company 2002 annual report Glossary Bottling Partner or Bottler: businesses that buy concentrates, bever- Market: when used in reference to geographic areas, territory in age bases or syrups from the Company, convert them into finished which the Company and its bottling partners do business, often packaged products and sell them to customers. defined by national boundaries. Carbonated Soft Drink: nonalcoholic carbonated beverage contain- Net Capital: calculated by adding share-owners’ equity to net debt. ing flavorings and sweeteners. Excludes, among others, waters and Net Debt: calculated by subtracting from debt the sum of cash, cash flavored waters, juices and juice drinks, sports drinks, and teas equivalents, and marketable securities, less the amount of cash and coffees. determined to be necessary for operations. The Coca-Cola System: the Company and its bottling partners. Noncarbonated Beverages: nonalcoholic noncarbonated beverages on Lithograph Company: The Coca-Cola Company together with its subsidiaries. including, but not limited to, waters and flavored waters, juices and Concentrate or Beverage Base: material manufactured from juice drinks, sports drinks, and teas and coffees. Anders Company-defined ingredients and sold to bottlers to prepare finished Operating Margin: calculated by dividing operating income by net beverages through the addition of sweeteners and/or water and operating revenues. marketed under trademarks of the Company. Printing: Per Capita Consumption: average number of servings consumed Consumer: person who drinks Company products. per person, per year in a specific market. Per capita consumption of Cost of Capital: after-tax blended cost of equity and borrowed funds Company products is calculated by multiplying our unit case volume used to invest in operating capital required for our business. -
A Guide to the Soft Drink Industry Acknowledgments
BREAKING DOWN THE CHAIN: A GUIDE TO THE SOFT DRINK INDUSTRY ACKNOWLEDGMENTS This report was developed to provide a detailed understanding of how the soft drink industry works, outlining the steps involved in producing, distributing, and marketing soft drinks and exploring how the industry has responded to recent efforts to impose taxes on sugar-sweetened beverages in particular. The report was prepared by Sierra Services, Inc., in collaboration with the Supply Chain Management Center (SCMC) at Rutgers University – Newark and New Brunswick. The authors wish to thank Kristen Condrat for her outstanding support in all phases of preparing this report, including literature review and identifying source documents, writing, data analysis, editing, and final review. Special thanks also goes to Susanne Viscarra, who provided copyediting services. Christine Fry, Carrie Spector, Kim Arroyo Williamson, and Ayela Mujeeb of ChangeLab Solutions prepared the report for publication. ChangeLab Solutions would like to thank Roberta Friedman of the Yale Rudd Center for Food Policy and Obesity for expert review. For questions or comments regarding this report, please contact the supervising professors: Jerome D. Williams, PhD Prudential Chair in Business and Research Director – The Center for Urban Entrepreneurship & Economic Development (CUEED), Rutgers Business School – Newark and New Brunswick, Management and Global Business Department 1 Washington Park – Room 1040 Newark, NJ 07102 Phone: 973-353-3682 Fax: 973-353-5427 [email protected] www.business.rutgers.edu/CUEED Paul Goldsworthy Senior Industry Project Manager Department of Supply Chain Management & Marketing Sciences Rutgers Business School Phone: 908-798-0908 [email protected] Design: Karen Parry | Black Graphics The National Policy & Legal Analysis Network to Prevent Childhood Obesity (NPLAN) is a project of ChangeLab Solutions. -
Menupro 2013Diningmenu
Appetizers New England Style Clam Chowder ... 4.95 5.95 Onion rings ..................................... 5.95 6.95 Made from scratch using a recipe dating back A heaping pile made fresh to order to 1872 Battered Mushrooms ...................... 5.95 6.95 Battered Beets ................................ 5.95 6.95 Mushrooms cut and lightly battered made Thin sliced beetroot in a light batter made fresh to order fresh to order Slitheen Fresh Garden Salad ................................. 4.95 Scotch Egg Salad .................................................... 8.95 with choice of ranch, blue cheese, honey A hard boiled egg wrapped in sausage meat, mustard, Italian, raspberry vinaigrette, coated in breadcrumbs and deep fried, then balsamic vinaigrette or thousand islands served on a garden salad. Main Catch Pollock ..................................................................................................................................................... 6.95 8.95 Cod Fish & Chips ...................................................................................................................................... 9.95 12.95 Red Snapper Fish & Chips ........................................................................................................................ 9.95 12.95 Haddock Fish & Chips .............................................................................................................................. 9.95 12.95 Halibut Fish & Chips ...........................................................................................................................................