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Tropicana se nuwe sapgeur kom in Januarie in die winkel

Tropicana se nuwe sapgeur kom in Januarie in die winkel


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Tropicana het 'n nuwe Trop50 -smaak gekry wat u nie kan misloop nie

Die nuwe geur van Tropicana bevat die helfte van die kalorieë en suiker.

Een van die grootste dinge as 'n kind was om wakker te word en 'n koue glas lemoensap af te suig terwyl hy na tekenprente kyk. Soos ons ouer geword het, het ons 'n bietjie meer kreatief begin raak met ons sapkeuses, en soms gekies om 'n bietjie sjampanje in die OJ te gooi om 'n paar moorddadige mimosas te maak. Ons vriende in Tropicana het deesdae 'n kalorie-sap gekry wat hulle Trop50 noem, wat dieselfde goeie smaak het as wat u as kind onthou, maar die helfte van die hoeveelheid kalorieë wat u in 'n tipiese glas lemoensap vind, en nou hulle het 'n nuwe geur bekendgestel.

Die geure waarmee Tropicana deur die jare vorendag gekom het, was kreatief en heerlik, en bied gesoute sap drinkers 'n uitstekende manier om hul sap op te los, maar het ook 'n mate van veelsydigheid in plaas daarvan om slegs lemoensap te drink. Daar is niks wat sê dat u ter wille van die tradisie nie by gewone OJ kan bly nie, maar Tropicana het 'n nuwe geur van Trop50 bekendgestel wat vanaf Januarie in die winkels beskikbaar sal wees. Ons het 'n voorsmakie gekry en ons kon nie meer opgewonde daaroor wees nie.

Die nuwe produk is Framboos Acai, en Tropicana vertel ons dat die klein, ronde, donker pers bessie uit die Amazone -reënwoud in Brasilië smaak net soos 'n mengsel van bessies en sjokolade - en dit is reg. Die drankie is nie soet-soet nie, maar dit spog met al die heerlike geure wat u van 'n glas Tropicana verwag.

Framboos -acai is 'n uitstekende bron van antioksidante en bevat 100 persent van die daaglikse hoeveelheid vitamien C. Daar is geen kunsmatige versoeters en 50 persent minder suiker en kalorieë as die sap wat jy uit jou kinderjare onthou nie.

Die geur is fantasties en hou ook 'n paar wonderlike gesondheidsvoordele in. Ons is miskien nie meer lus vir tekenprente op 'n Saterdagoggend nie, maar die framboos acai Trop50 herinner ons beslis aan die heerlike dae van sap drink, sonder al die kalorieë en suiker.

Klik hier om die resep van Mimosa -skemerkelkie te sien


3 Sapresepte vir diabete wat u bloedglukosevlak in werklikheid sal verlaag

Dit lyk asof almal iemand ken wat diabetes het.

Dit kan 'n vriend, familielid of selfs 'n kennis wees.

Dit is nie verbasend nie, want diabetes is 'n epidemie.

In hierdie artikel sal ek kortliks praat oor diabetes, die oorsake en hoe u dit moontlik kan keer deur sap en die regte dieet.

As my pa in die vroeë sewentigs dit kon doen, kan u dit ook doen.

Vrywaring: Hierdie resepte (veral die eerste een) is so sterk (in kombinasie met medikasie) dat dit die bloedsuikervlak te gevaarlik kan verlaag tot gevaarlik lae vlakke. Doen die nodige omsigtigheidsondersoeke en doen 'n gereelde bloedtoets om die bloedglukosevlak te monitor. Hierdie resepte werk die beste by tipe 2-diabetes.

'N Paar statistieke

As u na die statistieke in Diabetes.org kyk, het byna 30 miljoen Amerikaners diabetes, en die getal styg met ongeveer 1,7 miljoen nuwe gevalle per jaar.

Sedert 2014 het meer as 347 miljoen mense wêreldwyd diabetes, as die getal nie 'n epidemie skree nie, weet ek nie wat sal gebeur nie.

Dit lê my na aan die hart omdat my pa, broer en oom diabetes het, en as ek nie versigtig is nie, kan ek dit ook kry.

As u direk na die resepte wil gaan, klik dan hier.


Tropicana het drankies op die nuwe eiland en framboos limeade wat albei in die somer drink

Tropicana is bekend vir sy lemoensap, maar dit het ook 'n groot aantal ander sappe. Ons het die oog op die twee nuwes wat pas in die winkels gekom het, en dit klink soos net die ding wat ons nodig het om 'n paar vrugtige cocktails te maak.

The Island Punch bring die tropiese atmosfeer deur die kombinasie van pynappel- en passievrugtegeure. Die handelsmerk beskryf dit as 'n kwosomer in 'n glas, en ons kan dit alreeds sien dat dit waar is. Dit is 'n soet drankie, selfs sonder kunsmatige versoeters of geure. Die tweede geur bring soetheid en soetheid bymekaar. Tropicana & rsquos Framboos Limeade meng soet frambose en tert limoene vir 'n lekker kombinasie.

U kan hierdie nuwe drankies in verskillende winkels vind, waaronder Target, Acme en ShopRite. Die Island Punch is beskikbaar in bottels van 12 en 52 gram, en die Framboos Limeade in bottels van 52 gram. Die groot bottel kos ongeveer $ 2, so as dit nie 'n rede is om u mimosa die naweek op te gradeer nie, weet ons nie wat dit is nie.

Die goeie nuus is dat dit nie blyk dat een van hierdie drankies 'n beperkte opgawe het nie. Dit gee u des te meer rede om verslaaf te raak aan die vrugtige slukke. Het ons genoem dat dit lekker sal wees in 'n skemerkelkie?


Coke ingenieurs sy lemoensap - met 'n algoritme

Moenie dat die naam u mislei nie. Coca-Cola se eenvoudig lemoensap is alles behalwe pluk, pers en gooi. Die koue glas 100 % vloeibare sonskyn op die ontbyttafel is die produk van 'n gesofistikeerde industriële sapkompleks. Satellietbeelde, ingewikkelde data -algoritmes, selfs 'n sappyplyn is alles deel van die resep. “Jy neem Moeder Natuur en standaardiseer dit, ” sê Jim Horrisberger, direkteur van aankope by die groot Auburndale (Fla.) Sapverpakkingsaanleg van Coke. “Moeder Natuur hou nie daarvan om gestandaardiseer te word nie. ”

Coca-Cola, vervaardiger van die handelsmerke Minute Maid en Simply Orange, gebruik sy balansstaat en verspreidingsbereik om 'n wêreldwye sapmasjien metodies te bou. Dit sluit die grootste mark in die VSA, Coke, wat verantwoordelik is vir 'n derde van die verkoopte volume. PepsiCo, onder leiding van sy Tropicana-handelsmerk, het 'n 40 % xA0 persent volume van die Amerikaanse mark van 4,6 miljard dollar vir nie-uit-konsentraat sappe, vergeleke met 28   persent vir Coke, volgens Euromonitor. Wêreldwyd, sê die marknavorser, kry Coke jaarliks ​​ongeveer $ 13 miljard se inkomste uit suiwer sap en sapdrankies. “Jy sien hoe hulle fokus op drankies omdat dit al 'n paar jaar met vonkelgoed gedrink word, sê Thomas Mullarkey, 'n ontleder van Morningstar in Chicago.

Die kern van die Coke ’-plan in die VSA is 100 % OA-konsentrasie-OJ, waarvoor verbruikers bereid is om soveel as 'n premie van 25 x A0 persent te betaal. Tog is die vervaardiging van die drank baie ingewikkelder as die bottel van koeldrank. Sapproduksie is vol veranderlikes, van weer tot plaaslike verbruikersvoorkeur, en Coke probeer elkeen van bos tot glas bestuur.

In Bucolic Auburndale, 'n uur suid van Disney World, het Coke die afgelope jaar $ 114 miljoen dollar bestee aan die uitbreiding van sy voorste Amerikaanse sapbottelaanleg, wat volgens hom die grootste ter wêreld is. Dit is hier dat Coke 'n geheimsinnige metode wat hy Black Book noem, vervolmaak het om seker te maak dat verbruikers 12 maande per jaar konsekwente lemoensap het, alhoewel die piekgroeiseisoen ongeveer drie maande duur. Ons het basies 'n vlugsimulator vir ons saponderneming gebou, en#x201D sê Doug Bippert, Coke se vise -president vir besigheidsversnelling.

Black Book is nie regtig 'n geheime formule nie. Dit is 'n algoritme. Inkomste -analise -konsultant Bob Cross, argitek van Coke se sapmodel, het ook die model gebou wat Delta Air Lines gebruik om sy inkomste per vliegmyl te maksimeer. Lemoensap, sê Cross, “is beslis een van die mees komplekse toepassings van besigheidsanalise. Dit verg 'n ontleding van tot 1  kwiljoen besluit veranderlikes om konsekwent die optimale mengsel te lewer, ondanks die grille van Moeder Natuur. ”

Die Black Book -model bevat gedetailleerde inligting oor die magdom geure en meer as 600 in totaal, wat 'n lemoen en verbruikersvoorkeure uitmaak. Hierdie gegewens word gekombineer met 'n profiel wat die suurheid, soetheid en ander eienskappe van elke bondel rou sap bevat. Die algoritme vertel Coke dan hoe om bondels te meng om 'n sekere smaak en konsekwentheid na die pulpinhoud te herhaal. 'N Ander deel van Black Book bevat eksterne faktore soos weerpatrone, verwagte oesopbrengste en kostedruk. Dit help Coke om te beplan sodat voorraad tot 15 maande byderhand kan wees. As ons 'n orkaan of 'n vriespunt het, sê Bippert, kan ons die onderneming vinnig binne 5 of 10 minute herbou, net omdat ons dit wiskundig gemodelleer het. ”

Coca-Cola het Minute Maid in 1960 gekoop. Die saponderneming is tydens die Tweede Wêreldoorlog gestig deur die farmaseutiese ingenieur Jack Fox, 'n kenner van die konsentrasie van bloedserum, om OJ te laat konsentreer vir 'n militêre kontrak. Volgens Coke maak bevrore lemoensap uit konsentraat vandag minder as 4 % van die hele Amerikaanse lemoensapmark uit, en is 'n klein stukkie Minute Maid -verkope. In plaas daarvan het die drankreus sy pogings aangewend tot vars sap, wat die wêreldwye omset van 2004 tot 2011 verdubbel het. Van 15 handelsmerke van Coke wat elk jaarliks ​​minstens $ 1 miljard dollar inkomste genereer, is vier drankies op sap: Minute Maid wêreldwyd , Simply Orange in die VSA, Minute Maid Pulpy in Asië, en Del Valle in Latyns -Amerika.

Coke was verantwoordelik vir 17 % van die sapverwante volume in die wêreld se top 22 markte, vergeleke met 9 % vir PepsiCo, volgens Nielsen-data vir die jaar wat verlede jaar geëindig het. Coke ’ se markaandeel het in die tydperk met 0,9 persentasiepunte gegroei, terwyl PepsiCo met dieselfde bedrag gedaal het.

'N Kort entjie se stap van Coke se Auburndale -aanleg, styg massiewe opgaartenks in geïsoleerde geboue hoog bo die plat Florida -landskap. Die silo's is vol vars geperste sap, afgekoel tot 'n sagte 30F tot 34F. Die tenks word besit deur Coca-Cola se Brasiliaanse vennoot in die sapoorloë, Cutrale, die wêreldwye vrugteverkoper wat die lemoene verwerk wat by Coke se saphandelsmerke ingaan. Saam koop die ondernemings byna 'n derde van die 145 x #0 miljoen bokse lemoene wat deur meer as 400 produsente in Florida verbou word. Coke en Cutrale leer produsente oor beste praktyke en sorg dat lemoene volgens Coke -spesifikasies verbou word. Kundiges van Cutrale gebruik satellietbeelde om gewasse in Brasilië te monitor, sodat hulle telers kan beveel om hul vrugte te pluk op die optimale tyd wat Black Book bepaal. Die ondernemings het 'n ondergrondse pypleiding van 1,2 myl gebou van die verwerkingsbedryf van Cutrale in Orlando-gebied na die verpakkingsaanleg van Coke om sap te vervoer wat voorheen 70 tenkwa-vragmotors per dag benodig het.

Cutrale het ook 'n fasiliteit van $ 10 miljoen dollar gebou vir die verwerking en versending van lemoenpulp. Ongeveer 80 % van die oranje binnegoed word gevries na China vir gebruik deur handelsmerke, waaronder Minute Maid Pulpy, wat die eerste handelsmerk van Coke op die vasteland was. Geen deel van die lemoen word vermors nie. Essensiële olies word gebottel en verkoop vir alles, van geurmiddels tot huishoudelike skoonmakers. Skil word in korrels gedruk vir veevoer. Die rou sap word dan met flits gepasteuriseer en tot agt maande lank in opgaartenks van tot 2 x 1 miljoen liter elk geplaas.

Binne -in die tenks word die sap stadig aan die onderkant geroer, sodat dit nie gaan lê nie. 'N Stikstofgaskombers aan die bokant hou suurstof wat vrot veroorsaak, uit. Sappe van verskillende gewasse en seisoene word geskei op grond van eienskappe soos lemoensoort, soetheid en suurheid. In die seisoen word sap gewoonlik gemeng met buite-seisoen sap.

In die hoogseisoen —, van April tot Junie, kan lemoene in minder as 24 uur van bos tot glas gaan. Optiese veselkabels hou rekenaars by Cutrale en Coke ’ se sapbottelaanleg in konstante kontak, sodat sap doeltreffender gelei word. In die bottelinstallasie voer mengtegnici ” by 'n verkeersbeheersentrum Black Book -instruksies uit voordat dit gebottel word. Die weeklikse resep word voortdurend aangepas. Natuurlike geure en geure wat tydens persing gevang word, word weer in die sap gevoeg om geur wat tydens verwerking verlore gaan, te herstel.

Al die aanpassings pas nie by almal se smaak nie. Alissa Hamilton, skrywer van die 2010 -boek Uitgedruk: wat u nie weet van lemoensap nie, sê die meeste 100   persent nie-uit-konsentraat OJ word meer verwerk as wat verbruikers besef. Sy het aangevoer vir strenger etikettering sodat hulle weet dat die sap uit verskillende soorte lemoene vervaardig is. Daar is nog steeds 'n deel van die proses wat nie mettertyd verander het nie: pluk. Ongeveer 95 % van die lemoene wat Coke vir sappe gebruik, word steeds met die hand uit die bome gepluk.


Sap en kinderdrankies

By Sam's Club bied ons byna eindelose opsies as dit by sap kom. Dit bevat alles, van gunstelinge vir kinders soos CapriSun tot klassieke soos appelsap en lemoensap. Probeer meer nuwerwetse sappe soos JUS by Julie 5-dae Blended Juice Cleanse en Tart is Smart Black Cherry Concentrate. Moet ook nie u groente vergeet nie. V8 en Naked maak allerhande innoverende kombinasies van vrugtesap en groentesap om u daaglikse porsies te kry.

U vind al u gunsteling handelsmerke in grootmaat- en variëteitverpakkings, soos Ocean Spray, Honest, Tropicana, Izze en Welch's. Daar is omtrent elke geur waaraan u ook kan dink, so kry 'n paar nuwe gunstelinge om by te voeg tot u smoothie na die oefensessie in plaas van 'n energiedrankie of om meer vitamiene by u gesonde ontbyt te voeg.

As dit tyd is om op te maak vir skoolmiddagete en na -skoolse peuselhappies, staan ​​sapkassies altyd boaan die lys. Probeer Kool-Aid, Capri Sun en Honest. Koop dit in grootmaat teen 40 sapdose per pakkie, of kies 'n kleiner verpakking met bottels van 24 of 28. Ons het ook groter bottels, sodat u die individuele porsiegrootte kan kies.

Koop sap by Sam's Club

Ons beste geure is waarskynlik ook u gunstelinge. Kyk na hierdie grootmaat sapopsies!

  • Kool-Aid Jammers-variëteitpakket: hierdie gunsteling vir kinders het 55 persent minder suiker as die gemiddelde koeldrank, en dit is nog steeds heerlik. Elke pak bevat 40 sakkies van 6 gram met 10 van elke geur en mdashcherry, druiwe, tropiese pons en aarbei-kiwi.
  • Welch se variëteitpakket: hersluitbare, druppeltolerante bottels maak van Welch se sap 'n uitstekende opsie vir middagete, paduitstappies en langs die kantlyn. Elke pak bevat 24 bottels van 10 gram, agt van elke geur en mdashfruit-pons, lemoenpynappel en druiwesap.
  • Apple & amp; Eve 100 % sapvariëteitpakket: Elke sakkie bevat geen bygevoegde suiker nie en 100 persent van die daaglikse dosis vitamien C. Voeg dit by u gunsteling middagete, of u kinderopvangtas. 36 sakkies van 6,75 gram, nege van elke geur en mdashapple, baie bessie, vrugtepons.
  • Tropicana 100 persent lemoensap: Elke bottel bevat foliensuur, kalium en 100 persent van die daaglikse aanbevole waarde van vitamien C. Elke pak bevat 24 bottels van 10 gram.
  • Tropicana 100 persent appelsap: 100 persent beteken geen bygevoegde suiker nie. Boonop is elke bottel cholesterolvry, vetvry en 'n uitstekende bron van vitamien C. Elke pak bevat 24 bottels van 10 gram.
  • V8 Splash Variety Pack: Die American Heart Association teken af ​​op hierdie heerlike pak. Dit kan wees omdat elke bottel regte vrugtesap en wortelsap bevat. Elke pak bevat 18 bottels van 12 gram, ses van elke geur en mdash Mango-perske, Berry-versnit en Tropical Blend.
  • Ocean Spray Juice Drink Variety Pack: Cranberries is natuurlik gesond en elke bottel Ocean Spray Juice Drink bevat 100 persent van u daaglikse dosis vitamien C en geen mieliesiroop met hoë fruktose nie. Elke pak bevat 18 bottels van 10 gram, ses van elke geur en mdash Oorspronklike Cranberry Juice Cocktail, Cran-Grape en Cran-Apple
  • Welch's 100 % sapvariëteitpakket: Elke gerieflike bottel bevat twee porsies vrugte en geen bygevoegde suiker nie. Elke pak bevat 24 bottels van 10 gram van elke geur - lemoen, appel en druiwe.
  • Doseer 100 persent pynappelsap: geen bygevoegde suiker nie, nie uit konsentraat nie en maklik om op te berg en te vervoer. Hierdie sap is tuis by 'n ete of op 'n gingham -piekniekkombers. Elke pak bevat 24 blikkies van 8 gram.

Sam 's Club het al die geure wat u kan verwag (lemoensap, druiwesap, appelsap, kersiesap, bosbessiesap en tamatiesap) en 'n paar wat u moontlik nie het nie (mangosap, granaatappelsap en klappermelk). Hulle kom alleen in sapbottels van 100 persent, in drankmengsels met mekaar gemeng en in smoothies gedraai. Dit is moeilik om nie die presiese kombinasie en styl te vind waarna u op soek is nie.

As u op soek is na iets verder as appelsap en lemoensap, kan ons u ook hiermee help. Kokoswater en melk is bekend vir hul vermoë om elektroliete aan te vul, wat veral belangrik is na 'n oefensessie of ander strawwe fisieke aktiwiteit. Aloe is net een van die suiwerste maniere om te rehidreer met byna geen suiker of sout nie. Probeer een hiervan en vind 'n nuwe gunsteling:

  • Vivaloe's Coconut Aloe Drink
  • So heerlike suiwelvrye organiese kokosmelk
  • KOH Kokos 100 persent Kokoswater
  • Vita Coco Kokoswater

FAQ: Sap

Wat is die gesondste vrugtesap?

Is dit appelsap of lemoensap? Dalk pynappelsap? Dit is 'n moeilike vraag met baie antwoorde. WebMD stel granate, cranberry en acai voor terwyl Heartline cranberry, tamatie en beet aanbeveel. Goed, beet is nie 'n vrug nie, en sommige sou sê dat 'n tamatie ook nie is nie, maar almal is goeie keuses om verskillende redes. Kies uiteindelik 'n sap wat die res van u dieet aanvul.

Is sap goed vir jou?

Sap kan absoluut goed wees vir jou. Net soos enigiets anders, behoort dit nie die enigste ding te wees wat u eet nie, maar dit kan 'n belangrike deel van 'n gesonde en gebalanseerde dieet wees. By die keuse van 'n sap, lees die etiket en kyk uit vir hoë suiker of natrium, mieliesiroop met hoë fruktose, versoeters en enige bestanddele wat u nie as voedsel kan uitspreek of nie kan herken nie.

Watter sap help u ontlasting?

Die sleutel is om 'n sap met 'n goeie hoeveelheid vesel te vind. Snoeisap is die klassieke antwoord hierop. Dit bevat vesel om dinge te help verloop, maar die voordele stop nie daar nie. Snoeisap is 'n goeie bron van vitamiene B 2, 3 en 6, yster, mangaan en kalium. Dit bevat ook magnesium, proteïene en vitamien K. As gevolg van die natuurlike suikerinhoud, is dit die beste om by een opname per dag te bly.

Watter sap is goed vir die niere?

Die drie belangrikste opsies vir niergesondheid is bosbessiesap, suurlemoensap en sap op grond van lemmetjies. Daar is getoon dat almal die nierfunksie bevoordeel. Cranberries kan die bakterieë wat urienweginfeksies veroorsaak, beveg, wat na die niere kan versprei as dit nie behandel word nie. Suurlemoensap en suurlemoensap kan die risiko van nierstene verminder deur te verhoed dat kalsium aan ander minerale in die liggaam bind.

As dit in 'n nier gebeur, vorm dit 'n niersteen. Een waarskuwing, kyk vir lae suikervariëteite. Suiker kan die nierfunksie verminder en die positiewe voordele van die sap teenwerk.


Mountain Dew & rsquos New Southern Shock het 'n blaas tropiese ponsgeur

Mountain Dew kom reeds in 'n verskeidenheid geure voor, maar daar is nog nie nuwe nie. Die nuutste een wat by hierdie geure aansluit, is Southern Shock, en dit is net die koeldrank om ons smaakknoppies die hele somer gelukkig te hou.

PepsiCo beskryf die nuwe Mountain Dew Southern Shock as 'n ontploffing van 'n tropiese pons gegeurde Mountain Dew. & Rdquo Die helder soda is 'n rooi/oranje kleur, so dit is beslis geskik vir die seisoen. U kan hierdie slukkie in bottels of blikke vind, want dit is nou net 'n fonteindrankie.

Die smaak is amper soos 'n mengsel van Code Red, Goji [Citrus Strawberry] en Sweet Lightning alles in een. Beslis 'n soort vrugteponsgeur. Ek is mal daaroor, 9/10, en 'n Reddit -gebruiker het opgemerk oor Southern Shock.

Miskien moet u 'n bietjie ry om die Mountain Dew Southern Shock in die hande te kry, want dit is uitsluitlik beskikbaar by Bojangles, 'n kitskosrestaurant wat spesialiseer in gebraaide hoender in Cajun. Dit is 'n plaaslike ketting met plekke in Alabama, Florida, Georgia, Kentucky, Maryland, Mississippi, Noord -Carolina, Pennsylvania, Suid -Carolina, Tennessee, Virginia, Washington, DC en Wes -Virginia. Jammer, Weskus.

Dit is nie duidelik of Southern Shock 'n permanente aanbod by Bojangles is nie, of dat dit slegs vir 'n beperkte tyd bestaan. Maar as dit goed is, sal ons PepsiCo pla om dit te bottel en in die winkel te plaas.

Dit is nie gereeld dat Mountain Dew in samewerking met 'n restaurant 'n besondere smaak skep nie. Verlede jaar het die handelsmerk met KFC saamgewerk om Sweet Lightning, 'n frisdrank met 'n stukkie perske en 'n tikkie heuning, te onthul. Beskou jouself as gelukkig as jy naby 'n Bojangles woon, want ons het die gevoel dat baie mense nou jaloers is.


Tropicana Products, Inc. is sedert Augustus 1998 'n afdeling van PepsiCo, Inc., en is die toonaangewende vervaardiger van lemoensap in die Verenigde State, wat die aartsvyand Minute Maid verkoop (gepas in besit van PepsiCo se aartsvyand The Coca-Cola Company). In die Amerikaanse verkoelde sap sektor van $ 2,63 miljard besit Tropicana 'n groot aandeel van 44 persent. Die onderneming was 'n pionier in die nie-uit-konsentraat-, verkoelde lemoensap-sektor, en dit maak soveel as twee derdes van die Amerikaanse nie-uit-konsentraatverkope uit. Die belangrikste handelsmerke van Tropicana, wat slegs in die Verenigde State en Kanada werk, sluit in die vlagskip Tropicana Pure Premium (die nommer drie voedselmerk in die Amerikaanse supermark), Tropicana Season's Best, Dole sappe, Tropicana Twister en Tropicana Smoothies. Die voormalige internasionale bedrywighede van die firma is nou die verantwoordelikheid van 'n aparte PepsiCo -afdeling, PepsiCo International. Tropicana Products het sy hoofkwartier in Bradenton, Florida, van 1949 (twee jaar na die stigting van die firma) tot 2004, toe die bestuur van PepsiCo die hoofkantoor na Chicago, die tuiste van die PepsiCo Beverages & Foods North America -afdeling, verskuif het. Die produkte van die onderneming word steeds vervaardig en versprei vanuit sy fabriek in Bradenton.

Midcentury -stigting deur Siciliaanse immigrant

Die stigter van Tropicana was Anthony T. Rossi, wat in 1900 in Messina, Sicilië, gebore is en in 1921 na die Verenigde State geëmigreer het. Hy en vier ander vriende het na die groot stad gekom om genoeg geld te verdien om 'n avontuur in Afrika te finansier, waar hulle beplan om 'n film te maak. Maar Rossi het gevind dat hy te veel van die Verenigde State en sy geldmaakgeleenthede hou om te verlaat, en die Afrika-ekspedisie word vinnig vergeet. Nadat hy in 'n masjienwinkel gewerk het, en as 'n taxichauffeur en chauffeur, het hy aan die einde van die twintigerjare die eerste selfbedieningswinkel in die land, die Aurora Farms-mark op Long Island, gekoop wat hy 13 jaar lank bedryf het.

In die vroeë veertigerjare, met die begeerte om in 'n klimaat soortgelyk aan sy geboorteland Sicilië te leef, verhuis Rossi-nadat hy eers in Virginia verhuis het waar hy 'n boer was-na Florida, waar hy hom gevestig het in Bradenton, 'n klein kusdorpie in Manatee County suid van Tampa. Hy verbou tamaties op 'n plaas van 50 hektaar daar, en koop ook 'n kafeteria in die sentrum van Bradenton, waar sy pasgemaakte kos gewild was. Hy droom daarvan om 'n ketting van restaurante te besit, en koop die Terrace -restaurant in Miami Beach in 1944. Die rantsoenering van petrol tydens oorlog het die Florida -toerismebedryf egter lamgelê, wat Rossi laat verlaat het.

Dieselfde week toe hy sy restaurant verkoop, het Rossi 'n nuwe onderneming aangepak om geskenkpakkies Florida -sitrusvrugte te verkoop aan afdelingswinkels soos Macy's en Gimbel's in New York. Hy vind verrassende sukses in hierdie onderneming, en verhuis in 1947 na Palmetto, 'n stad net noord van Bradenton, waar hy die Overstreet Packing Company koop, en noem dit die Manatee River Packing Company. Rossi kon nou sy sitrus direk by produsente in die omgewing koop, eerder as by kleinhandel -supermarkte in Miami, wat sy koste verlaag en die varsheid van sy produk verbeter.

Rossi se geskenkpakkies het nog meer gewild geword en word binnekort oor die hele land versprei. Daarna het hy uitgebrei na die verkoop van flesse verkoelde vrugte. Maar aangesien slegs die grootste vrugte vir die bokse en die afdelings gekies is, moes Rossi 'n manier vind om die kleiner vrugte wat gaan mors, te gebruik. Hy besluit om die kleiner lemoene in sap te druk, en stuur dit na die noordooste saam met flesse vars vrugte met spesiaal aangepaste koelwaens. In 1949 verhuis die onderneming na Bradenton en verander sy naam na Fruit Industries, Inc. Dieselfde jaar betree Rossi ook die ontluikende mark vir bevrore lemoensapkonsentraat en koop 'n verdamper om die water uit die sap te onttrek. Boonop het hy "Tropicana" as 'n handelsmerk geregistreer en dit begin gebruik op sy vrugte -afdeling en sapprodukte, wat so suksesvol was dat hy die bemarking van die vrugtegeskenkboks laat vaar het.

Gepersonaliseerde handelsmerke, soos Speedy Alka Seltzer, was in die vroeë televisiedae van die vyftigerjare gewild, en Rossi het in 1951 by die neiging aangesluit toe hy die skepping van 'Tropic-Ana', 'n meisie met 'n grasrok en 'n pikstert, opdrag gegee het. balanseer 'n groot bak lemoene op haar kop. Die karakter was 'n onmiddellike herkenbare simbool vir die nog jong onderneming en het gehelp om dit in die verbruikersmark te vestig, aangesien Tropicana-produkte in supermarkte verskyn, veral in die noordooste en suidooste. In 1953 verhuis die onderneming na 'n groter woonbuurt, die voormalige Florida Grapefruit Canning Plant in Bradenton, wat as die hoofkwartier van die firma gedien het totdat dit in 2004 na Chicago verhuis het.

Pionier van verkoelde sap, middel-1950's

Die belangrikste gebeurtenis in die beginjare van die onderneming het plaasgevind in 1954. Daardie jaar wou Rossi, wat nie net een van 'n aantal bevrore sapkonsentraatprodusente wou wees nie, 'n pionier wees in 'n vinnige pasteuriseringsmetode wat die temperatuur van vars geperste lemoensap verhoog het vir 'n baie kort tyd, wat die sap se rakleeftyd verleng tot drie maande terwyl die geur behoue ​​bly. Hierdie metode-gekombineer met American Can Company-verpakkings wat in kartondose van halfpint, pint en kwart bestaan ​​uit waspapierkarton-het die massa bemarking van vars verkoelde, nie-uit-konsentraat sap in supermarkte en by aflewering moontlik gemaak dienste. Alhoewel Tropicana Pure Premium verkoelde lemoensap vinnig in die meeste van die land 'n aanhang gekry het, was die verkope aan New York besonder groot, wat in die 1960's en vroeë 1970's tot 40 persent van die totale verkope beslaan.

Rossi het nou 'n produk wat sy onderneming duidelik van sy mededingers onderskei het; hy het gou opgehou om Tropicana in bevrore konsentraatvorm aan te bied. In 1957 verander hy die naam van die onderneming na Tropicana Products, Inc. om die toenemende gewildheid van die handelsmerk te weerspieël. Dieselfde jaar het Tropicana-wat nie sy vragmotorvloot kon uitbrei nie-begin om lemoensap van Florida na New York te stuur met 'n skip van 8 000 ton wat die maatskappy gekoop het, wat dit die SS Tropicana genoem het. Die skip op sy hoogtepunt gebruik 1,5 miljoen liter sap per week, en die skip land in Whitestone, Queens, waar Tropicana 'n fabriek vir ontvangs, verpakking en verspreiding gebou het. Die Tropicana het sy laaste lemoensapreis in 1961 onderneem, en die onderneming het uitsluitlik op vragmotor- en spoorvervoer begin staatmaak.

In 1958 maak Tropicana Coffee sy debuut. Die produk, wat as 'n gekonsentreerde vloeistof in 'n drukknop-spuitbottel verkoop word, het gedeeltelik misluk omdat dit 'n foutiewe klep gehad het wat dit moeilik gemaak het om die vloeistof akkuraat in 'n beker te skiet. In 1962 is die sitrusbedryf deur een van sy periodieke vriespunte geteister. Meer as 'n derde van die oranje oes van Florida is vernietig deur 'n vriespunt in Desember. Tropicana, wat vrugte dringend nodig gehad het, het verwerkingstoerusting op 'n skip gesit wat dit aan die kus van Mexiko veranker het, 'n land met 'n groot en goedkoop oranje oes. Na 'n aanvanklike en winsgewende sukses om Mexikaanse lemoensap op die Amerikaanse mark te kry, het die Mexikaanse regering die prys van lemoene verhoog en die onderneming belemmer. Tropicana het die skip en die toerusting aan boord verkoop en in die proses $ 2 miljoen verloor.

Tropicana het vroeg in die sestigerjare begin om meer van sy lemoensap in glasbottels te stuur, aangehelp deur die ontwikkeling van 'n hoëspoed-vakuumverpakkingmetode. Met sy basis in sandryke Florida, het Tropicana die volgende logiese stap geneem om sy eie glasfabriek te bou, vir die vervaardiging van die toenemende hoeveelhede glasbottels wat nodig was. Die glasfabriek is in 1964 geopen. Vyf jaar later het die onderneming die eerste sitrusbedryf geword wat sy eie vervaardigingsaanleg vir plastiekhouers bedryf het. Intussen het Tropicana in 1966 vir die eerste keer begin met die verkoop van sy nie-uit-konsentraat-Florida-lemoensap oorsee, en 14,000 sakke in glasbottels na Frankryk gestuur. Die 1960's eindig op 'n ander hoë noot, toe Tropicana Products, Inc. in 1969 in die openbaar kom. Aanvanklik verkoop teen die toonbank, kry die aandeel spoedig 'n notering op die New York Stock Exchange onder die simbool TOJ. Die inkomste het teen die einde van die dekade gestyg van $ 31,2 miljoen in 1964 tot $ 68,4 miljoen.

Die infusie van kapitaal uit die voorraadaanbod het die weg gebaan vir nog vinniger groei by Tropicana. Teen 1973 het die inkomste in werklikheid $ 121,2 miljoen bereik, terwyl die netto inkomste byna sesvoudig gegroei het tot $ 10 miljoen. Onder die verwikkelinge van die vroeë sewentigerjare was die bekendstelling van 'n trein wat deur die onderneming besit word (die "Great White Train", later oranje geverf), wat bottels sap van Bradenton na 'n verspreidingsentrum in New Jersey gestuur het. Deur sy pogings om sy afhanklikheid van eksterne verskaffers te verminder, het Tropicana in 1972 'n boksaanleg geopen en sy eie gegolfde bokse begin maak. Die volgende jaar het Tropicana 'n nuwe verwerkingsfasiliteit geopen in Fort Pierce, Florida, 'n stad aan die Atlantiese kant van die staat.

Alhoewel die sogenaamde lemoensapoorloë eers in die 1980's ernstig sou begin, het 'n paar skermutselings tussen Tropicana en Coca-Cola's Minute Maid in die 1970's plaasgevind. Coca-Cola het in 1973 direk gemik op Tropicana se wurggreep op sowel die New Yorkse metropolitaanse gebied as die sektor vir verkoelde sap met die bekendstelling in die gebied van Minute Maid-verkoelde sap wat uit bevrore konsentraat gereconstitueer is. Dit was die begin van 'n langdurige debat tussen die ondernemings oor die beste produk. Tropicana het aangevoer dat verkoelde sap wat nie uit konsentraat was nie, natuurlik beter was omdat dit uit die lemoen gebottel is (nadat dit gepasteuriseer is). Minute Maid het aangevoer dat die konsentreerproses die geleentheid bied om die sap van lemoene wat op verskillende tye van die jaar gepluk word, te meng en sodoende seisoenale variasies in lemoensmaak en kwaliteit te oorkom en die gevolglike sap 'n meer konsekwente geur en 'n beter algehele kwaliteit te gee. Minute Maid, ondersteun deur die diep sakke van Coke, het in elk geval 'n voorsprong gekry-dit het vinnig die eerste nasionaal beskikbare verkoelde lemoensap geword. The Tropicana-Minute Maid rivalry heated up further in 1975 when the former reentered the market for frozen concentrate.

By the mid-1970s, Tropicana had expanded its market range within the United States (though it still was not a national brand) and had gained a presence in the Bahamas, Bermuda, the West Indies, and several countries in Europe. Despite the Minute Maid entry into the chilled juice sector, Tropicana was the main beneficiary of the faster growth of chilled juice versus frozen concentrate. Whereas in the late 1960s chilled juice accounted for only 20 percent of the overall orange juice market, by the late 1970s it accounted for 31 percent. Tropicana was growing rapidly, with sales increasing 19 percent each year on average, reaching $244.6 million in 1977. Earnings were increasing 21 percent a year, standing at $22.5 million in 1977.

The health of Tropicana was reflected in an endless stream of suitors that attempted to woo the company in the 1970s. Among these were Philip Morris, PepsiCo (in an ironic twist), and Kellogg. On three separate occasions--in April 1974, June 1976, and July 1977--Tropicana and Kellogg, the cereal giant which sought to extend its breakfast offerings to include orange juice, agreed in principal to merge only to have Rossi walk away from the deal before it became final. Following the third failed Kellogg takeover, articles in the press focused on Rossi's inability to "let go." The company founder still controlled 20 percent of Tropicana stock, dominated a more or less rubber-stamp board of directors, and held onto the positions of chairman, CEO, and president at the age of 77. Observers also worried about the company's lack of a succession plan. In October 1977 Rossi finally gave up the presidency, appointing to that post Kenneth A. Barnebey, an executive vice-president and director who had joined the company in 1955 as sales supervisor.

Era As Beatrice Subsidiary, 1978-86

In August 1978 Tropicana was finally sold to Beatrice Company for $490 million in cash and stock. The acquisition immediately ran into regulatory difficulties, and in 1980 a Federal Trade Commission (FTC) administrative law judge ruled that the purchase violated antitrust law because Beatrice could have expanded its own chilled juice brand, which had a market share of 1 percent, instead of buying Tropicana. The judge ordered Beatrice to divest Tropicana and pay to the government any Tropicana-derived profits. Following Beatrice's appeal, the FTC overturned the judge's ruling in 1983, finding that the acquisition was not illegal.

Barnebey headed up Tropicana Products following the acquisition, but by 1982 Richard Walrack, a 30-year Beatrice veteran, had taken over as president of the Beatrice subsidiary (Rossi died in 1993 at the age of 92). Two important events in 1983 shook the orange juice industry and intensified the "orange juice wars." The Procter & Gamble Company (P&G) launched the Citrus Hill brand, offering both frozen concentrate and from-concentrate chilled juice. By 1984 the marketing power of P&G had quickly made Citrus Hill into a fairly strong third player. That year the declining frozen concentrate sector was led by Minute Maid's 25 percent share, with Citrus Hill holding 7 percent and Tropicana 4 percent. Tropicana still held the top spot in the rapidly growing chilled juice sector with a 28 percent share, with Minute Maid claiming 18 percent and Citrus Hill 9 percent. The second key event of 1983 was an orange freeze that forced Tropicana to raise the price of its not-from-concentrate chilled juice three times in quick succession. Amazingly, the company saw no drop-off in purchasing, as customers were clearly willing to pay a premium for what they perceived to be a superior product--the not-from-concentrate juice. Funds from the higher prices were used to begin expanding the Tropicana brand outside of its strongholds in the Northeast and Southeast. Around this time, Tropicana, with the help of Beatrice, became more sophisticated in its marketing and product positioning. It rebranded its not-from-concentrate chilled juice Tropicana Pure Premium, while the from-concentrate version, which it had sold for a number of years, was first called Gold 'n Pure and then Tropicana Season's Best. Under Beatrice, Tropicana was also more aggressive about introducing new products, such as the 1985-debuted Tropicana Pure Premium HomeStyle orange juice, which featured added pulp.

Meanwhile the door to the Tropicana president's office became a revolving one, as Walrack resigned in June 1984 for "personal reasons," and his replacement--Wesley M. Thompson, who had been hired away from a Coca-Cola executive marketing position--did the same only nine months later. Stephen J. Volk, who had previously worked at PepsiCo, was named president in March 1985. Sales in the United States of chilled orange juice outpaced concentrate for the first time in 1986, as consumers continued to buy increasing amounts of convenience foods. Tropicana was well-positioned to take advantage of this trend.

In April 1986 Beatrice was taken private through a $6.2 billion, highly leveraged buyout led by Kohlberg Kravis Roberts & Co. (KKR). Over the next two years, Beatrice was stripped of much of its assets to pay down debt. Tropicana was part of this asset sale it was sold to The Seagram Company Ltd., the Canadian alcoholic beverage maker, for $1.2 billion in March 1988. By that time, Tropicana was a company with annual sales of $740 million and pretax profits of $100 million.

Under Seagram, Tropicana continued to expand within the United States, becoming a truly national brand for the first time. Also in an aggressive expansion mode, Minute Maid aimed squarely at Tropicana with the 1988 introduction of its own not-from-concentrate chilled juice brand, Minute Maid Premium Choice. Tropicana subsequently sued Coca-Cola over its advertising and packaging slogan for Premium Choice, which included the phrase "straight from the orange." Coca-Cola dropped the slogan rather than fight the suit. Despite the lawsuit, by 1990 Minute Maid had 11.7 percent of the not-from-concentrate, ready-to-serve orange juice market. That year, however, Tropicana edged past Minute Maid in the overall U.S. orange juice market, with 22.3 percent to its rival's 22.2 percent. The orange juice wars soon claimed their first victim when the top two orange juice brands proved to be too formidable even for P&G, which discontinued the Citrus Hill brand in September 1992. Tropicana and Minute Maid were soon battling anew to gain share in the aftermath of Citrus Hill's withdrawal. Tropicana gained the initial upper hand, and by 1993 had extended its lead in the overall orange juice market to a somewhat comfortable 30.1 percent to 25.9 percent.

Even while it was ascending to the top spot, Tropicana continued to be beset by management turnover. Robert L. Soran, who had headed the company at the time of its acquisition by Seagram and continued as president afterward, was forced to resign in September 1991 following his failure to report to Seagram $20 million in cost overruns on construction projects in Florida, New Jersey, and California, according to Alix M. Freedman of the Wall Street Journal. In February 1992 William Pietersen, president of the Seagram Beverage Group, was named president of Tropicana as well. He resigned in January 1993 for "family considerations," with Myron A. Roeder taking over.

From the late 1980s through the mid-1990s, Tropicana expanded aggressively, both outside of its core orange juice products and outside of the United States. In 1988 the company introduced the Twister line of bottled and frozen juice blends. The "flavors Mother Nature never intended" were eventually to include apple-berry-pear, orange-peach, cranberry-raspberry-strawberry, and orange-strawberry-guava. Three years later, a low-calorie Twister Light line made its debut. By 1991 annual sales of the Twister lines reached $170 million. That year Tropicana Pure Premium was launched in Canada, the United Kingdom, Ireland, and France Germany, Argentina, and Panama were added to Pure Premium's market area in 1994. Also in 1991 a joint venture between Tropicana and Kirin Brewery Company, Limited of Japan began importing and marketing orange juice in that country. In 1993 Tropicana introduced Grovestand orange juice, a ready-to-serve product that was touted to have the consistency and taste of fresh-squeezed juice. The company acquired Hitchcock, the number one premium fruit juice brand in Germany, from Deinhard & Company in 1994. By that time, about 12 percent of Tropicana's overall sales (which were about $1.3 billion in fiscal 1994) were generated from overseas markets, compared to just 5 percent in 1992. The company gained further overseas power through the May 1995 $276 million purchase of the global juice business of Dole Food Company, which had a strong presence in western Europe. Brands gained thereby were Dole juices in North America and Dole, Fruvita, Looza, and Juice Bowl juices and nectars in Europe. Tropicana then became known as Tropicana Dole Beverages, with Ellen Marram heading up the unit and Gary M. Rodkin serving as president of Tropicana Dole Beverages North America.

As the 1990s continued, Tropicana expanded further internationally, entering several more Latin American countries as well as Hong Kong and China. The company also scored a promotional coup in 1996 when it signed a 30-year naming-rights deal--for $46 million--to have the new stadium for the Tampa Bay Devil Rays major league baseball team named Tropicana Field (which opened in March 1998). In 1997, in addition to celebrating its 50th anniversary, Tropicana began construction of a $17 million research and development center in Bradenton opened its Midwest Distribution Center in Cincinnati, Ohio launched Tropicana Pure Premium juice products into Portugal acquired Copella Fruit Juices Ltd., the leading producer and marketer of chilled apple juice in the United Kingdom introduced Tropicana Fruitwise Smoothies and Tropicana Fruitwise Healthy Fruit Shakes and also launched a calcium-fortified version of Tropicana Pure Premium.

The PepsiCo Era, 1998 and Beyond

While Tropicana was expanding rapidly into a company with 1997 worldwide sales of $1.93 billion, Seagram was increasing its involvement in the entertainment industry. In May 1998 Seagram announced it would acquire PolyGram N.V., the world's largest music company, for $10.4 billion. To help fund the purchase, Seagram said it would divest Tropicana. Originally, Seagram planned to sell the unit to the public through an initial public offering. However, the IPO market was not as attractive as it had been earlier in the decade, and Seagram struck a deal with PepsiCo, Inc., consummated in August 1998, whereby the juice business was sold to the beverage giant for $3.3 billion in cash. Tropicana became a division of PepsiCo, once again adopting the name Tropicana Products, Inc. Marram elected to pursue opportunities elsewhere, so Rodkin was named president and CEO of the company. One sign that Tropicana was poised for a bright future was an August 1998 Tropicana press release announcing that for the first time in U.S. history, sales of not-from-concentrate chilled orange juice had surpassed those of from-concentrate juice. In November 1998 the company announced that it had agreed to license the Tropicana brand name to Greene River Marketing, Inc. of Vero Beach, Florida, for use on ruby red fresh grapefruit. This marked the first time that the Tropicana name would appear in the produce section of supermarkets.

At the time of the PepsiCo takeover, Tropicana was enjoying surging sales. This trend continued over the next two years, with revenues jumping 10 percent to $2.25 billion in 1999 and 6 percent to $2.4 billion the following year. Between 1998 and 2000, profits doubled from $110 million to $220 million thanks to Rodkin's belt-tightening initiatives. International expansion occurred during these years, including the introduction of the Tropicana brand into India for the first time and the company's entry into the Spanish market through the acquisition of Alimentos de Valle S.A., a leading producer of chilled, not-from-concentrate orange juice in Spain that sold juice in France, Portugal, and Belgium as well. In the United States, Tropicana continued to pump out new products, introducing calcium-fortified formulations of Tropicana Pure Premium Grovestand and Tropicana Pure Premium Ruby Red Grapefruit. In September 1999 Rodkin was promoted to CEO of Pepsi-Cola North America. Succeeding him as president and CEO of Tropicana Products was Brock Leach, a seasoned marketer who had spent 17 years at Frito-Lay, the snack food division of PepsiCo, most recently heading up Frito-Lay's product development, innovation initiatives, and technology. In early 2000 Tropicana announced that it would increase its fleet of refrigerated railcars to more than 400, and that their orange color would gradually be phased out in favor of a return to the original white for the sake of cooling efficiency. That year, Tropicana Pure Premium passed Campbell's Soup to become the third largest brand in U.S. grocery stores behind only Coca-Cola Classic and Pepsi-Cola.

Tropicana reached another milestone in 2001 when it squeezed its 300 billionth orange into juice. On the new product front that year, the company introduced a low acid version of Tropicana Pure Premium, targeting another health-related niche of the juice sector. The firm also launched a $60 million expansion of its juice storage facilities in Bradenton, to bolster capacity by 32 percent, to nearly 100 million gallons, and provide enough room to store juice between citrus harvests. Late in the year Tropicana announced that it would shut down its glass manufacturing plant in Bradenton, ending its use of glass containers and making its shift to cartons and plastic containers complete. The glass plant, dating back to 1964, had been operated since 1993 as a joint venture with Saint-Gobain Containers Inc., a Muncie, Indiana-based glassmaker. The shutdown was completed in 2003 and entailed the elimination of about 220 jobs.

The big event in 2001 at the PepsiCo parent, and one destined to have a major impact on Tropicana, was the acquisition of Quaker Oats Company for $14 billion. Quaker was coveted mainly for its powerhouse Gatorade sports-drink brand. Following the acquisition, PepsiCo implemented a reorganization in which Tropicana was placed within the same PepsiCo division as Gatorade. Furthermore, the independent brokers who had been selling Tropicana products were fired, and sales and marketing was turned over to members of Gatorade's in-house sales force. Tropicana sales suffered, however, because the new salespeople were not as adept at selling chilled orange juice. Around this same time, responsibility for manufacturing and marketing Tropicana Twister and Season's Best products was likewise shifted to the Gatorade team. The rationale was that these products, which did not require refrigeration, were manufactured the same way as Gatorade. Sales again suffered. In yet another organizational change from 2001, oversight of Tropicana's international operations were merged with those of Pepsi-Cola and Gatorade, creating PepsiCo Beverages International. Tropicana Products, Inc. was now focused exclusively on the United States and Canada. (Two years later, PepsiCo created a new division called PepsiCo International, which took over responsibility for all of the parent company's snack, beverage, and food units outside North America.)

Tropicana tried to stem its sagging sales through new product launches. Rolled out nationally in March 2002 were Tropicana Smoothies, touted as delicious and nutritious combinations of juice and yogurt, packaged in convenient single-serving resealable plastic bottles. Simultaneously, four kinds of Tropicana Pure Premium products also debuted in single-serving bottles, which were in part aimed at the convenience store consumer. Later in the year the Tropicana Pure Premium Healthy Kids line was launched, which was designed to provide children with calcium and vitamins A, C, and E.

In mid-2002, as Tropicana's travails continued, Leach was replaced as president by Jim Dwyer, a former senior executive at the company who had more recently served a stint overseeing the merger of PepsiCo and Quaker Oats. Tropicana's operations were affected by yet another PepsiCo reorganization that same year. All of PepsiCo's North American beverage operations, including Pepsi-Cola, Tropicana, and Gatorade, were united within one division, PepsiCo Beverages & Foods North America.

Starting in 2003 in particular, overall orange juice sales were down as it appeared that people on low-carb diets, such as the Atkins and South Beach plans, were shunning the product because of its high carbohydrate content. Tropicana seemed slow to react to the trend, only releasing its Light 'n Healthy product in early 2004. The new product was lower in sugar and calories and had a third less carbohydrates than Tropicana Pure Premium. In December 2003, just prior to this launch, PepsiCo shocked the community of Bradenton with the announcement that the headquarters of Tropicana Products would be shifted to Chicago, the base for PepsiCo Beverages & Foods North America. The move was completed in 2004. It affected 300 Tropicana staffers in Bradenton but left the 1,900-person manufacturing and distribution operation intact. The change in headquarters location was precipitated by another shift in strategy, again related to Quaker. In this case, however, it was the Quaker Foods operation that was involved. PepsiCo officials now wanted to market Tropicana products alongside those of Quaker Foods, because the two lines were comprised predominantly of breakfast products. The Quaker brands included Quaker Oats oatmeal, Aunt Jemima syrup, and Life and Cap'n Crunch cereals. In addition to gaining such synergies, the change in Tropicana's headquarters was also aimed at cutting costs.

Following the relocation, Dwyer left the company. Appointed as new president was Greg Shearson, who previously headed beverage operations for PepsiCo in Canada. Tropicana's struggles continued in 2004 as a price war in the orange juice industry prevented the company from increasing prices despite rising fruit costs stemming from a summer of hurricanes that devastated Florida's citrus crop. Needing to trim costs, Tropicana late in the year announced a plan to cut as many as 200 jobs from its Bradenton operations, aiming to do so by offering retirement incentives to its staff.

Principal Competitors: Coca-Cola North America Florida's Natural Growers.


We Tried The Most Popular Orange Juices &mdash And There Was A Clear Winner

If breakfast is the most important meal of the day, that means orange juice is the MVP of drinks. Beyond the whole pulp or no pulp debate, people don&rsquot care much about the kind of OJ they buy. But everyone should.

We blindly taste tested seven of the most popular orange juice brands and were surprised by the results. Below is our ranking.

Disclaimer: Because pulp is so polarizing, we tried to avoid it as much as possible to judge purely by taste.

While one video editor said his sip had a &ldquonice zing,&rdquo others thought it was &ldquotoo sweet.&rdquo However, the juice did leave an interesting coating in your mouth after drinking.

True to its name, the company promises that &ldquo[e]very single orange is grown, picked and squeezed right [there] in Florida.&rdquo We appreciate that to a certain degree &mdash but it wasn&rsquot a difference you could actually taste. &ldquoJust pretty good,&rdquo summed up the sentiment of most people on the team.

Made from concentrate, some of our tasters said this tasted like the OJ they fondly remember from childhood. A few people felt they could tell this juice was made from concentrate, but overall our group rated this a solid choice.

Fortune favors the pulp with this woman-owned and family-operated OJ operation. (It&rsquos the only brand that doesn&rsquot offer a pulp-free option.) However, even the haters seemed to appreciate the flavor itself. The juice actually tasted like a real freshly squeezed orange.

Who?! Even though most tasters had never heard of this brand, it sparked conversation and picked up a lot of votes. It's unclear whether the oranges come from the U.S. or Mexico, but either way, the juice had some serious tropical vibes. A couple tasters thought it tasted like a better Sunny D. Look for it in Whole Foods and natural food stores.

Simply Orange is the choice for people who want a classic OJ experience. Tasters were happy with the clean, fresh taste and one taster even noted that she could see herself "chugging this down easily in the morning."

Our resident Floridian could tell it was Tropicana just by looking into her cup. A few tasters thought it was a bit too watery, but overall, this was the kind of classic OJ everyone craves.


Welch’s Non-Alcoholic Sparkling Juice is a family favorite that’s sure to make any celebration even sweeter.

Greatness starts with caring a little more — and then giving a whole lot. Behind the greatness of Welch’s lies over 700 American farming families, cultivating the mighty Concord grape in bitter cold winters. And the result is not just delicious juices, jellies, and spreads, but a difference you can taste.


#1 Source for all things DIY eJuice

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Anyone Order From Liquid Smith?

I was just curious if anyone has ordered from Liquid Smith on here. I'm looking for some PG/VG and their pricing seems pretty good. almost borderline "too good" ($10-15 lower for a gallon of each shipped). Someone else on here recommended them, and when I try to look up more info on them, I don't find a whole lot, but what I do find all seem to be positive reviews (which is almost kind of questionable in itself). Their Facebook and Twitter also hasn't really had any activity in a couple years.

I have no real reason to think there's any problem with this vendor, but the lack of info out and lack of mentions just kind of has me wondering. Anyone have any experience (good or bad) with them? Any feedback would be greatly appreciated! If it was just a few small bottles of flavor or something, I might be more willing to just give it a shot. but I'm looking at a gallon of PG and a gallon of VG, so for

$60 and something that will last me probably a good year, I thought it would be worth asking the question :) (not to mention my supplies are getting lower by the day)

Free Friday 5-21-21

Hi all and welcome to Free Friday.

For years this was simply a time when I gave away stuff to a deserving individual, but it felt like it was time for a change. THIS week marks the first week of more of a drawing style of a giveaway while keeping it still somewhat like it is supposed to be. The main requirement is still to be a good person.

Last week I asked for your favorite flavor and there were a LOT of great answers for flavors spread across a LOT of different brands. To pick the winning recipient for this week I wrote down all the choices (and I will post those up in just a little while today) then sorted them, and THEN ran a random number generator.

The winning flavor was Flavorah's Rich Cinnamon. (I don't sell that one, but I do have a bottle on my desk and a couple at home that I use a LOT for things like coffee or my diffuser) Absolutely, one drop will do it for almost anything!

The person that wrote in that particular flavor is our recipient this week. and that is.

You have won a box of Gremlin flavors! All you need to do is log in to GremberryFarms.com and create an account so I know where to send your stuff. Unfortunately, I can't send any Rich Cinnamon, but I'll be sure to find some flavors you are sure to love.

For all those that answered, I thank you! It was fun to read through what everyone is into.


Kyk die video: TOTO - Septentrional - Montréal 2 nov. 2013


Kommentaar:

  1. Hugh

    Miskien stem ek saam met jou mening

  2. Claudius

    Ek is gereed om jou te help, vrae te stel.

  3. Huntley

    En gevolglik ..

  4. Kazil

    Die skrywer het 'n baie aangename lettergreep



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