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Tropicana’s New Juice Flavor Coming to Stores in January

Tropicana’s New Juice Flavor Coming to Stores in January

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Tropicana has come out with a Trop50 new flavor that cannot be missed

The new Tropicana flavor has all the flavor with half the calories and sugar.

One of the greatest things as a kid was waking up and sucking down a cold glass of orange juice while watching cartoons. As we got older we started to get a little more creative with our juice choices, sometimes opting to put a little bit of champagne in that OJ to create some pretty killer mimosas. These days our friends over at Tropicana have come up with a reduced-calorie juice they’re calling Trop50, which has the same great taste you remember as a kid but half the amount of calories found in a typical glass of orange juice, and now they've introduced a new flavor.

The flavors that Tropicana has come up with throughout the years have been creative and delicious, offering seasoned juice drinkers a great way to get their juice fix but also have some versatility instead of consuming only orange juice. There’s nothing that says you can’t stick with plain OJ for tradition's sake, but Tropicana has introduced a new flavor of Trop50 that will available in stores starting in January. We got a sneak peak and we couldn’t be more excited about it.

The new product is Raspberry Acai, and Tropicana tells us the small, round, dark purple berry from the Amazon rainforest in Brazil tastes just like a mix of berries and chocolate — and they’re right. The drink isn’t too sugary-sweet, but it boasts all the delicious flavors you expect from a glass of Tropicana.

Raspberry acai is a great source of antioxidants and has 100 percent of a day’s supply of vitamin C. There are no artificial sweeteners and 50 percent less sugar and calories than the juice you remember from your childhood.

The flavor is fabulous and it has some pretty awesome health benefits, too. We may not be cozying up to cartoons on a Saturday morning anymore, but the raspberry acai Trop50 definitely reminds us of the delicious days of juice-drinking, without all the calories and sugar.

Click here to see Mimosa Cocktail Recipe

3 Juicing Recipes for Diabetics that will Actually Lower Your Blood Glucose Level

It seems like everybody knows someone who has diabetes.

It could be a friend, relative or even an acquaintance.

That isn’t surprising because diabetes is an epidemic.

In this article, I’ll briefly talk about diabetes, the causes and how you can potentially reverse this through juicing and the right diet.

If my father who is in his early seventies was able to do it you can too.

Disclaimer: These recipes (particularly the first one) are so potent (when combined with medication) that it can excessively lower down blood sugar level to dangerously low levels. Please do your due diligence and have a regular blood test to monitor blood glucose level. These recipes will work best with type-2 diabetes.

Some statistics

If you check out the statistics in close to 30 million Americans have diabetes and that number is rising with around 1.7 million new cases per year.

As of 2014, over 347 million people worldwide have diabetes, if that number doesn’t scream epidemic I don’t know what will.

This is close to my heart because my father, brother and uncle have diabetes and if I’m not careful I might get it too.

If you want jump straight to the recipes, click here.

Tropicana Has New Island Punch and Raspberry Limeade Drinks That Both Scream Summertime Sipping

Tropicana is known for its orange juice, but it has quite the range of other juices as well. We have our eye on the two new ones that have just hit stores, and they sound like just the thing we need to make some killer fruity cocktails.

The Island Punch brings the tropical vibe by combining pineapple and passionfruit flavors. The brand describes it as &ldquosummer in a glass,&rdquo and we can already tell that&rsquos true. It&rsquos a sweet drink even without the artificial sweeteners or flavors. The second flavor brings sweetness and tartness together. Tropicana&rsquos Raspberry Limeade blends sweet raspberries and tart limes for a tasty combination.

You can find these new drinks in various stores, including Target, Acme, and ShopRite. The Island Punch is available in 12-ounce and 52-ounce bottles, and the Raspberry Limeade in 52-ounce bottles. The large bottle retails for around $2, so if that&rsquos not a reason to upgrade your mimosa this weekend, we don&rsquot know what is.

The good news is that it doesn&rsquot appear that either of these drinks are limited-edition. So that gives you all the more reason to get hooked on the fruity sips. Did we mention these would taste great in a cocktail?

Coke Engineers Its Orange Juice—With an Algorithm

Don’t let the name fool you. Coca-Cola’s Simply Orange juice is anything but pick, squeeze, and pour. That cold glass of 100 percent liquid sunshine on the breakfast table is the product of a sophisticated industrial juice complex. Satellite imagery, complicated data algorithms, even a juice pipeline are all part of the recipe. “You take Mother Nature and standardize it,” says Jim Horrisberger, director of procurement at Coke’s huge Auburndale (Fla.) juice packaging plant. “Mother Nature doesn’t like to be standardized.”

Coca-Cola, maker of the Minute Maid and Simply Orange brands, is using its balance sheet and distribution reach to methodically build a global juice machine. That includes the U.S., Coke’s largest market, accounting for one-third of its volume sold. PepsiCo, led by its Tropicana brand, commands a 40 percent volume share of the $4.6਋illion U.S. market for not-from-concentrate juices, compared with 28 percent for Coke, according to Euromonitor. Globally, the market researcher says, Coke gets about $13਋illion in revenue annually from pure juice and juice drinks. “You see them focusing on still beverages because that’s been outgrowing sparkling drinks for several years now,” says Thomas Mullarkey, an analyst for Morningstar in Chicago.

At the core of Coke’s plan in the U.S. is 100 percent not-from-concentrate OJ, for which consumers are willing to pay as much as a 25 percent premium. Yet producing the beverage is far more complicated than bottling soft drinks. Juice production is full of variables, from weather to regional consumer preference, and Coke is trying to manage each from grove to glass.

In bucolic Auburndale, an hour south of Disney World, Coke has spent $114 million in recent years expanding its premier U.S. juice bottling plant, which it claims is the world’s largest. It’s here that Coke has perfected a top-secret methodology it calls Black Book to make sure consumers have consistent orange juice 12 months a year, even though the peak growing season lasts about three months. “We basically built a flight simulator for our juice business,” says Doug Bippert, Coke’s vice president of business acceleration.

Black Book isn’t really a secret formula. It’s an algorithm. Revenue Analytics consultant Bob Cross, architect of Coke’s juice model, also built the model Delta Air Lines uses to maximize its revenue per mile flown. Orange juice, says Cross, “is definitely one of the most complex applications of business analytics. It requires analyzing up to 1 quintillion decision variables to consistently deliver the optimal blend, despite the whims of Mother Nature.”

The Black Book model includes detailed data about the myriad flavors—more than 600 in all—that make up an orange, and consumer preferences. Those data are matched to a profile detailing acidity, sweetness, and other attributes of each batch of raw juice. The algorithm then tells Coke how to blend batches to replicate a certain taste and consistency, right down to pulp content. Another part of Black Book incorporates external factors such as weather patterns, expected crop yields, and cost pressures. This helps Coke plan so that supplies will be on hand as far ahead as 15 months. “If we have a hurricane or a freeze,” Bippert says, “we can quickly replan the business in 5 or 10 minutes just because we’ve mathematically modeled it.”

Coca-Cola bought Minute Maid in 1960. The juice company had been founded during World War II by pharmaceutical engineer Jack Fox, an expert at concentrating blood serum, to make OJ concentrate for a military contract. Today frozen orange juice from concentrate makes up less than 4 percent of the entire U.S. orange juice market, according to Coke, and is a tiny piece of Minute Maid sales. Instead the beverage giant has thrown its efforts into fresh juice, doubling global volume sales from 2004 to 2011. Of Coke’s 15 brands that each generate at least $1਋illion in revenue annually, four are juice-based drinks: Minute Maid globally, Simply Orange in the U.S., Minute Maid Pulpy in Asia, and Del Valle in Latin America.

Coke accounted for 17 percent of the juice-related volume sold in the world’s top 22 markets, compared with 9 percent for PepsiCo, according to Nielsen data for the year ended last September. Coke’s market share grew 0.9 percentage points in the period, while PepsiCo declined by the same amount.

A short walk from Coke’s Auburndale plant, massive storage tanks encased in insulated buildings rise high above the flat Florida landscape. The silos are full of fresh-squeezed juice, chilled to a slushy 30F to 34F. The tanks are owned by Coca-Cola’s Brazilian partner in the juice wars, Cutrale, the global fruit procurer that processes the oranges that go into Coke’s juice brands. Together the companies buy almost a third of the 145 million boxes of oranges grown by more than 400 Florida growers. Coke and Cutrale educate growers on best practices and ensure that oranges are grown to Coke specifications. Cutrale’s experts use satellite imaging to monitor crops in Brazil, so they can order growers to pick their fruit at the optimal time dictated by Black Book. The companies constructed a 1.2-mile underground pipeline from Cutrale’s Orlando-area processing operation to Coke’s packaging plant to transport juice that previously required 70 tanker-truck trips daily.

Cutrale also constructed a $10 million facility to process and ship orange pulp. About 80 percent of those orange innards are boated frozen to China for use by brands including Minute Maid Pulpy, which was Coke’s first billion-dollar brand developed on the mainland. No part of the orange is wasted. Essential oils are bottled and sold for everything from flavoring to household cleaners. Peel is pressed into pellets for cattle feed. The raw juice is then flash-pasteurized and piped to storage tanks as large as 2 million gallons each for up to eight months.

Inside the tanks, the juice is slowly agitated at the bottom so it doesn’t settle. A nitrogen gas blanket at the top keeps out rot-inducing oxygen. Batches of juice from various crops and seasons are segregated based on features such as orange type, sweetness, and acidity. In-season juice is typically mixed with off-season juice.

In peak season—roughly April to June—oranges can go from grove to glass in less than 24 hours. Fiber-optic cables keep computers at Cutrale and Coke’s juice bottling plant in constant contact so juice is piped more efficiently. Inside the bottling plant, 𠇋lend technicians” at a traffic control center carry out Black Book instructions prior to bottling. The weekly recipe is tweaked constantly. Natural flavors and fragrances captured during squeezing are added back into the juice to restore flavor lost in processing.

All that tweaking doesn’t suit everyone’s taste. Alissa Hamilton, author of the 2010 book Squeezed: What You Don’t Know About Orange Juice, says most 100 percent not-from-concentrate OJ is more processed than consumers realize. She has argued for stricter labeling so they know the juice has been engineered from various batches of oranges. There’s still one part of the process that hasn’t changed with time: picking. About 95 percent of the oranges Coke uses for juices are still plucked from trees by hand.

Juice & Kids Drinks

At Sam's Club, we're giving you almost endless options when it comes to juice. That includes everything from kid favorites like CapriSun to classics like apple juice and orange juice. Try more trendy juices like JUS by Julie 5-Day Blended Juice Cleanse and Tart is Smart Black Cherry Concentrate. Don't forget your vegetables either. V8 and Naked are making all kinds of innovative fruit juice and vegetable juice combinations to help you get your daily servings.

You'll find all your favorite brands in bulk and variety packs, such as Ocean Spray, Honest, Tropicana, Izze, and Welch's. There's just about every flavor you could think of too, so pick up some new favorites to add to your post-workout smoothie instead of an energy drink or to add more vitamins to your healthy breakfast.

When it's time to stock up for school lunches and after school snacks, juice boxes are always at the top of the list. Try Kool-Aid, Capri Sun, and Honest. Buy them in bulk at 40 juice boxes per pack or choose a smaller pack with bottles coming in packs of 24 or 28. We also have larger bottles so you can choose the individual serving size.

Buying Juice at Sam's Club

Our best selling flavors are probably your favorites too. Check out these bulk juice options!

  • Kool-Aid Jammers Variety Pack: This kid favorite has 55 percent less sugar than the average soft drink and it's still delicious. Each pack includes 40 6-ounce pouches with 10 of each flavor&mdashcherry, grape, tropical punch and strawberry kiwi.
  • Welch's Variety Pack: Resealable, drop-tolerant bottles make Welch's juice a great option for school lunches, road trips, and the sidelines. Each pack includes 24 10-ounce bottles, eight of each flavor&mdashfruit punch, orange pineapple, and grape juice.
  • Apple & Eve 100 percent Juice Variety Pack: Each pouch has no added sugar and 100 percent of the daily dose of vitamin C. Add it to your favorite lunch, or your child's daycare bag. 36 6.75-ounce pouches, nine of each flavor&mdashapple, very berry, fruit punch.
  • Tropicana 100 percent Orange Juice: Each bottle contains folic acid, potassium, and 100 percent of the daily recommended value of vitamin C. Each pack includes 24 10-ounce bottles.
  • Tropicana 100 percent Apple Juice: 100 percent means no added sugar. On top of that, each bottle is cholesterol-free, fat-free, and an excellent source of vitamin C. Each pack includes 24 10-ounce bottles.
  • V8 Splash Variety Pack: The American Heart Association signs off on this delicious pack. That might be because each and every bottle includes real fruit juice and carrot juice. Each pack includes 18 12-ounce bottles, six of each flavor&mdashMango peach, Berry blend, and Tropical Blend.
  • Ocean Spray Juice Drink Variety Pack: Cranberries are naturally healthy and every bottle of Ocean Spray Juice Drink contains 100 percent of your daily dose of vitamin C and no high fructose corn syrup. Each pack includes 18 10-ounce bottles, six of each flavor&mdashOriginal Cranberry Juice Cocktail, Cran-Grape and Cran-Apple
  • Welch's 100 percent Juice Variety Pack: Every convenient bottle contains two servings of fruit and no added sugar. Each pack includes 24 10-ounce bottles of each flavor - orange, apple, and grape.
  • Dole 100 percent Pineapple Juice: No added sugar, not from concentrate and easy to store and transport. This juice is right home at a dinner party or on a gingham picnic blanket. Each pack includes 24 8-ounce cans.

Sam's Club has all of the flavors you'd expect (orange juice, grape juice, apple juice, cherry juice, cranberry juice, and tomato juice) and some you might not (mango juice, pomegranate juice, and coconut milk). They come alone in 100 percent juice bottles, blended with each other in drink mixes, and swirled into smoothies. It's hard not to find the exact combination and style you're looking for.

If you're looking for something beyond apple juice and orange juice, we can help with that too. Coconut water and milk are known for their ability to replenish electrolytes, which is especially important after a workout or any other strenuous physical activity. Aloe is just one of the purest ways to rehydrate with almost no sugar or salt. Try one of these and find a new favorite:

  • Vivaloe's Coconut Aloe Drink
  • So Delicious Dairy Free Organic Coconut Milk
  • KOH Coconut 100 percent Coconut Water
  • Vita Coco Coconut Water

FAQ: Juice

What is the healthiest fruit juice?

Is it apple juice or orange juice? Maybe Pineapple juice? This is a tough question with many answers. WebMD suggests pomegranate, cranberry, and acai while Heartline recommends cranberry, tomato, and beet. Okay, beet isn't a fruit and some would say a tomato isn't either, but all of them are good choices for different reasons. Ultimately, choose a juice that complements the rest of your diet.

Is juice good for you?

Juice can absolutely be good for you. Like anything else, it shouldn't be the only thing you consume, but it can be an important part of a healthy and balanced diet. When choosing a juice, read the label and look out for high levels of sugar or sodium, high fructose corn syrup, sweeteners and any ingredients you can't pronounce or don't recognize as food.

What juice helps your bowel movements?

The key is to find a juice with a good amount of Fiber. Prune juice is the classic answer to this. It has fiber to help things move along, but the benefits don't stop there. Prune juice is a good source of B 2, 3, and 6 vitamins, iron, manganese, and potassium. It also has magnesium, protein, and vitamin K. Because of its natural sugar content, it's best to stick to one survey per day.

What juice is good for kidneys?

The top three options for kidney health are cranberry juice, lemon-based juice, and lime-based juice. All have been shown to benefit kidney function. Cranberries can fight the bacteria that cause urinary tract infections, which can spread to the kidneys if not treated. Lemon and lime juices can reduce the risk of kidney stones developing by keeping calcium from binding to other minerals in the body.

When that happens in a kidney, it forms a kidney stone. One warning though, look for low sugar varieties. Sugar can actually decrease kidney function and counteract the positive benefits of the juice.

Mountain Dew&rsquos New Southern Shock Has a Blast of Tropical Punch Flavor

Mountain Dew already comes in a range of flavors, but they haven&rsquot run out of new ones yet. The latest one to join those flavors is Southern Shock, and it&rsquos just the soda to keep our taste buds happy all summer long.

PepsiCo describes the new Mountain Dew Southern Shock as &ldquoa blast of tropical punch flavored Mountain Dew.&rdquo The bright soda is a red/orange color, so it&rsquos definitely appropriate for the season. You can won&rsquot find this sip in bottles or cans, because it&rsquos only a fountain drink right now.

&ldquoThe flavor is almost like a mix of Code Red, Goji [Citrus Strawberry], and Sweet Lightning all in one. Definitely some sort of fruit punch flavor. I love it, 9/10,&rdquo one Reddit user noted about Southern Shock.

You might have to drive a bit to get your hands on the Mountain Dew Southern Shock, because it&rsquos exclusively available at Bojangles, a fast-food spot that specializes in Cajun-seasoned fried chicken. It&rsquos a regional chain with locations in Alabama, Florida, Georgia, Kentucky, Maryland, Mississippi, North Carolina, Pennsylvania, South Carolina, Tennessee, Virginia, Washington, D.C., and West Virginia. Sorry, West Coast.

It&rsquos not clear if Southern Shock is a permanent offering at Bojangles or if it&rsquoll only be around for a limited time. But if it&rsquos any good, we&rsquore going to be bugging PepsiCo to bottle it up and put it in stores.

It&rsquos not often that Mountain Dew creates a special flavor in collaboration with a restaurant. Last year, the brand partnered with KFC to unveil Sweet Lightning, a soda with a punch of peach and a touch of honey. Consider yourself lucky if you live near a Bojangles, because we have a feeling that a lot of people are jealous right now.

A division of PepsiCo, Inc. since August 1998, Tropicana Products, Inc. is the leading producer of orange juice in the United States, outselling archrival Minute Maid (fittingly owned by PepsiCo's archrival The Coca-Cola Company). In the $2.63 billion U.S. chilled juice sector, Tropicana holds a commanding 44 percent share. The company was a pioneer in the not-from-concentrate, chilled orange juice sector, and it accounts for as much as two-thirds of U.S. not-from-concentrate sales. Operating only in the United States and Canada, Tropicana's main brands include the flagship Tropicana Pure Premium (the number three food brand in the U.S. supermarket sector), Tropicana Season's Best, Dole juices, Tropicana Twister, and Tropicana Smoothies. The firm's former international operations are now the responsibility of a separate PepsiCo division, PepsiCo International. Tropicana Products was headquartered in Bradenton, Florida, from 1949 (two years after the firm's founding) to 2004, when PepsiCo management shifted the head office to Chicago, the home of the PepsiCo Beverages & Foods North America division. The company's products continue to be made at and distributed from its Bradenton plant.

Midcentury Founding by Sicilian Immigrant

The founder of Tropicana was Anthony T. Rossi, who was born in Messina, Sicily, in 1900, and had immigrated to the United States in 1921. Sailing from Naples, Italy, he landed in New York City with $30 in his pocket. He and four other friends came to the big city to make enough money to finance an adventure in Africa, where they planned to make a film. But Rossi found that he liked the United States and its money-making opportunities too much to leave, and the African expedition was quickly forgotten. After working in a machine shop, and as a cabdriver and chauffeur, in the late 1920s he purchased the first self-service grocery store in the country, the Aurora Farms market on Long Island, which he ran for 13 years.

In the early 1940s, longing to live in a climate similar to his native Sicily, Rossi--after first relocating in Virginia where he was a farmer--moved to Florida, settling in Bradenton, a small gulf coast town in Manatee County south of Tampa. He grew tomatoes on a 50-acre rented farm there, and also bought a cafeteria in downtown Bradenton, where his freshly prepared food proved popular. Dreaming of owning a chain of restaurants, he bought the Terrace restaurant in Miami Beach in 1944. Wartime gasoline rationing, however, crippled the Florida tourism industry, leading Rossi to exit the restaurant business.

The same week he sold his restaurant, Rossi embarked on a new venture, that of selling gift boxes of Florida citrus fruit to such department stores as Macy's and Gimbel's in New York City. Finding surprising success in this business, he moved in 1947 to Palmetto, a town just north of Bradenton, where he purchased the Overstreet Packing Company, renaming it the Manatee River Packing Company. Rossi was now able to buy his citrus directly from nearby growers rather than from retail supermarkets in Miami, cutting his costs and improving his product's freshness.

Rossi's gift boxes grew even more popular, and were soon being distributed across the country. He next expanded into selling jars of chilled fruit sections. But since only the largest fruit was selected for the boxes and the sections, Rossi needed to find a way to use the smaller fruit that was going to waste. He decided to squeeze the smaller oranges into juice, and ship it to the Northeast along with jars of fresh fruit sections, using specially modified refrigerated trucks. In 1949 the company moved to Bradenton and changed its name to Fruit Industries, Inc. That same year Rossi also entered the burgeoning market for frozen orange juice concentrate, purchasing an evaporator to extract the water from the juice. In addition, he registered "Tropicana" as a trademark and began using it on his fruit section and juice products, which proved so successful that he abandoned the marketing of the fruit gift boxes.

Personified brands, such as Speedy Alka Seltzer, were popular in the early television days of the 1950s, and Rossi joined the trend in 1951 when he commissioned the creation of "Tropic-Ana," a grass skirt- and lei-wearing, pigtailed girl balancing a large bowl of oranges on her head. The character provided an instantly recognizable symbol for the still-young company and helped establish it in the consumer market as Tropicana products began appearing in supermarket cases, mainly in the Northeast and Southeast. In 1953 the company moved to larger quarters, the former Florida Grapefruit Canning Plant in Bradenton, which served as the firm's headquarters until its relocation to Chicago in 2004.

Pioneer of Chilled Juice, Mid-1950s

The key event in the early years of the company came in 1954. That year Rossi, not wanting to be just one of a number of frozen juice concentrate producers, pioneered a flash pasteurization method that raised the temperature of freshly squeezed orange juice for a very short time, extending the juice's shelf life to three months while maintaining its flavor. This method--combined with American Can Company-commissioned packaging consisting of waxed paper cartons in half-pint, pint, and quart sizes--made possible the mass marketing of fresh chilled, not-from-concentrate juice into supermarkets and through home delivery services. Although Tropicana Pure Premium chilled orange juice quickly gained a following in much of the country, sales to New York City were particularly large, accounting for as much as 40 percent of overall sales in the 1960s and early 1970s.

Rossi now had a product that clearly distinguished his company from its competitors he soon stopped offering Tropicana in frozen concentrate form. In 1957 he changed the name of the company to Tropicana Products, Inc. to reflect the increasing popularity of the brand. That same year Tropicana--not able to expand its truck fleet--began shipping orange juice from Florida to New York via an 8,000-ton ship the company had purchased, which it christened the SS Tropicana. Carrying at its peak use 1.5 million gallons of juice each week, the ship would land at Whitestone, Queens, where Tropicana had built a plant for receiving, packaging, and distribution. The Tropicana made its final orange juice voyage in 1961, and the company began relying exclusively on truck and rail transport.

In 1958 Tropicana Coffee made its debut. Marketed as a concentrated liquid in a push-button aerosol can, the product failed in part because it had a faulty valve that made it difficult to accurately shoot the liquid into a cup. In 1962 the citrus industry was rocked by one of its periodic freezes. More than one-third of the Florida orange crop was destroyed by a December freeze. Desperately in need of fruit, Tropicana boldly put processing equipment on a ship, which it anchored off the coast of Mexico, a nation with a large and cheap orange crop. After some initial and profitable success in getting Mexican orange juice to the U.S. market, the Mexican government raised the price of oranges, scuttling the venture. Tropicana sold the ship and the equipment onboard, losing $2 million in the process.

Tropicana in the early 1960s began shipping more of its orange juice in glass bottles, aided by the company's development of a high-speed vacuum-packing method. With its base in sand-rich Florida, Tropicana took the next logical step of building its own glass plant, for the manufacture of the increasing amounts of glass bottles that were needed. The glass plant opened in 1964. Five years later the company became the first citrus industry company to operate its own plastic container manufacturing plant. Meantime, Tropicana in 1966 began selling its not-from-concentrate Florida orange juice overseas for the first time, shipping 14,000 cases of juice in glass bottles to France. The 1960s ended on another high note, when Tropicana Products, Inc. went public in 1969. Initially sold over the counter, the stock soon gained a listing on the New York Stock Exchange under the symbol TOJ. Revenues increased from $31.2 million in 1964 to $68.4 million by the end of the decade.

The infusion of capital from the stock offering set the stage for even more rapid growth at Tropicana. By 1973, in fact, revenues had reached $121.2 million, while net income grew nearly sixfold, to $10 million. Among the developments of the early 1970s was the launch of a company-owned train (the "Great White Train," later painted orange), which shipped bottles of juice from Bradenton to a distribution center in New Jersey. Continuing its moves to lessen its dependence on outside suppliers, Tropicana opened a box plant in 1972 and began making its own corrugated boxes. The following year Tropicana opened a new processing facility in Fort Pierce, Florida, a town on the Atlantic side of the state.

Although the so-called orange juice wars would not begin in earnest until the 1980s, a few skirmishes between Tropicana and Coca-Cola's Minute Maid took place in the 1970s. Coca-Cola in 1973 took direct aim at Tropicana's stranglehold on both the New York metropolitan area market and the chilled juice sector with the introduction into that area of Minute Maid chilled juice that had been reconstituted from frozen concentrate. This was the beginning of a long-running debate between the companies over which had the superior product. Tropicana contended that not-from-concentrate chilled juice was obviously superior because it was bottled (after being pasteurized) right out of the orange. Minute Maid argued that the concentrating process gave it the opportunity to blend the juice of oranges picked at different times of the year, thereby overcoming seasonal variations in orange taste and quality and giving the resultant juice a more consistent flavor and better overall quality. In any event, Minute Maid, backed by Coke's deep pockets, gained one edge--it quickly became the first nationally available chilled orange juice. 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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Tip Top, my roguelike climbing game, is coming to Steam June 1st! Please consider wishlisting, it makes such a difference!

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 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.

Watch the video: Minecraft: Pocket Edition - Gameplay Walkthrough Part 106 - Pillager Outpost iOS, Android