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In Brazil, some misguided people vow that it increases sexual prowess, others are under the delusion that it makes a man impotent. In Haiti, they say it is the only thing that will cause Damballah and his wife Ayida Oueddo, a pair of the chief deities of the voodoo pantheon, to put in an appearance at a voodoo session. Chinese bankers have taken to serving it instead of tea, and Italian aristocrats offer it to their guests instead of champagne. Graceful gondolas carry it along the narrow canals of Venice, and sturdy, resigned burros tote it into the dusty Mexican hills. Bright red signs proclaim its worth in the shadow of the Matterhorn and beneath the blank, unastonished eyes of the great Sphinx. The gentle burps which it evokes from the drinker are heard amid the bustle of Parisian sidewalk cafes and amid the tinkling of Siamese temple bells. People almost everywhere are buying it as if it were the biggest glass of ambrosia in the world for a nickel. The Essence of America. But it is reassuring. It is also simpler, sharper evidence than the Marshall Plan or a Voice of America broadcast that the U. Its advertising, which garnishes the world from the edge of the Arctic to the Cape of Good Hope, has created more new appetites and thirsts in more people than an army of dancing girls bearing jugs of wine. It has brought refrigeration to sweltering one-ox towns without plumbing, and it has transformed men one generation removed from jungle barter into American salesmen with an irresistibly sincere approach. It has successfully defied the concerted attacks of all Communist mouthpieces which denounce it as a drink vile, imperialistic and poisonous. Its makers suspect that it is the biggest thing since America provided oil to light the lamps of China and celluloid fables to feed the dreams of the world. Coca-Cola is not what the non-American thinks of asa typical U. It is not a product of the vast natural resources of the land, but of the American genius for business organization. It rests on such intangibles as market analysis, sales training, advertising and financial decentralization. Increasingly, through the past three decades, U. It was time the world caught up with that fact, which Coca-Cola was demonstrating in an edifice of international business, built on a little water, sugar and flavoring. Last week, as Cokemen surveyed their empire, on which the sun never sets, their blood almost audibly fizzed with pride. The Battle for Europe. The most active and vocal resistance to Coca-Cola, which had arisen in France, was showing serious signs of crumbling. So far, the Health Minister has not budged, and it seems unlikely that he will. To the north, Belgium had fallen. Drink Coca-Cola. The decisive battle for Europe had only just begun. Meanwhile, light for Coca-Cola came in through Eastern windows. New Shoes in Cairo. Egyptians, barred by Moslem law from alcoholic refreshments, used to buy sickly sweet, dirty concoctions from street vendors. Now they are enthusiastically consuming nearly million cool, clean Cokes a year. The situation was even more intoxicating in the Philippines. Before the war, Coca-Cola had sold a modest 5,, bottles a year in the islands. Last year, Filipinos tossed off a dizzying million, which meant twelve bottles of Coke for every Filipino, including babes in arms and Huk rebels in the mountains. Filipinos were crying for more. Manilans tell the story of an ex-bootblack who makes a living hanging around Coke machines and selling centavo pieces the only coins that fit the machines for 15 centavos to thirsty people who are too eager to go and get the proper change. The millions of parched throats throughout the rest of Africa and Asia make a vision almost too dazzling for Cokemen to bear. A new bottling plant, complete with badminton courts to attract youthful customers, is about to open in Bombay, India. Japan, where all production is still going to U. Most indigenous palates which have sampled the G. The Amiable Robots. In most places Coke has blended into the local scene as if the brown-green of its bottles and the fire-brigade red of its advertising were some kind of protective coloring. In Brazil, it has become part of the language: buses are known as Coca-Colas because the fare is nearly the price of a Coke ; in British Guiana, schoolchildren get a free Coke on Empire Day; in the Middle East, Coke bottles have become accepted missiles with which to punish unjust umpires at soccer games. As a matter of first intention, at least, the Coca-Cola Co. Except in the sense that it is for free trade everywhere it is not specifically trying to spread the American way of life. Its chief and boundlessly healthy interest is in the liras and the piasters, the tickeys and the centavos which it can induce people to plunk down on store counters or drop into the slots of amiable selling robots. In this laudable endeavor, Coca-Cola has been uncommonly successful. It is currently selling about 50 million Cokes a day all over the world—enough to float a light cruiser. Last year, the Coca-Cola Co. This did not constitute American exploitation, as the Reds bellow. Not out of idealism, but out of good American common sense, Coca-Cola is in the business of creating business wherever it goes. And a Pinch of CO2. Coca-Cola has avoided the deadly sin of most modern business enterprises: over-organization and overcentralization. The only thing that Coca-Cola sells, outside of the U. This is the same as it was in the day of Dr. Pemberton, who invented Coca-Cola—it was then green and supposed to cure headaches. The raw material is shipped to a dozen Coca-Cola-owned plants around the world, and sold to bottlers. The bottlers add water, sugar and carbon dioxide according to a specific formula, and take care of their own selling—also according to a specific formula. With a few exceptions, Coca-Cola owns no bottling plants or retail stores, leaves the profit from these operations to be made by others. In all countries where it is bottled, Coca-Cola stimulates local industry; virtually all the coolers, bottles, cases, uniforms and advertising material used in foreign countries are made outside the U. The way Coca-Cola manages to keep this loose and sprawling confederation of more or less independent industries producing the same product, with more or less the same advertising and the same sales methods, is one of U. Until a better word comes along to denote that process, the dazzled layman can only call it education. Coca-Cola coolly takes hold of Japanese capitalists, Italian intellectuals, German bureaucrats and Bolivian laborers and trains them to do a series of specific jobs in every move and thought the way they are done in America. What is more, the trainees like it. Then they move along the assembly line to various U. The trainees spend weeks working in plants at every job involved in bottling, paste up posters, ride with salesmen on trucks delivering and selling Coca-Cola. At the end they are given a stiff three-hour exam sample question: Describe briefly the process followed in cleaning and sterilizing syrup lines and syrup tanks. Finally, the educational assembly line returns them to New York City, where the graduates get an expense account instead of a diploma and go to take their part in the world—which Cokemen have divided into areas, divisions and territories with the ease of a Georgia politico redistricting Chattahoochee County. Choosing a bottler from among the applicants at the moment, Coca-Cola is weighing more than 1, applications from all over the world , the Coca-Cola Export Corp. A typical, recent case was the plea for a Coca-Cola bottling agreement filed by a Brazilian named Paulo Pereira Ignacio, who wanted to open a Coca-Cola plant in the town of Rio Preto pop. First of all, he had to have money to support his bride in the manner to which she was accustomed i. Pereira Ignacio passed on that count—his father and he had already made millions in textiles and concrete. But the suitor must also measure up in character and honor and local reputation. Company field men helped Pereira Ignacio pick a desirable site and gave him detailed layout suggestions for the kind of bottling plant he would need. If, for instance, he was figuring on a yearly production of , cases, he would need to allow sq. The company also advised him and his staff what machines to buy including water purification apparatus on which Coca-Cola insists and how to run them. Typical was the matter of Bums, Crocks and Scuffles. In a page illustrated pamphlet, Pereira Ignacio was told that Bums bottles so disreputable that they must be discarded , Crocks bottles chipped on the bottom and Scuffles bottles chipped around the trademark are a hazard to the business and that there are ways of avoiding that hazard through careful tests, proper storage, the use of scuffing inhibitor compounds, etc. Stir up the flour into a batter with cold water. At last came the great day of the formal opening: the priest blessed the shiny new machines, the mayor made a short speech. But the education of the bottler and his staff had only just begun. There was, after all, a matter far more intricate than the mere running of machines—the matter of selling what the machine produced. The Story of Barsoum. Few things are said that can be written down on a blackboard, and few things are written down that can be expressed in a picture. Often, a message is too important even for the screen and live drama is used: any good Coke sales promotion man is ready, like a veteran stock actor, to jump into any number of roles at the drop of a bottle cap. But most Coke skits, carefully rehearsed, revolve around simple, symbolic characters strongly reminiscent of medieval morality plays. Typical was a dramatic production put on at a recent meeting of 55 Egyptian and other Near Eastern bottlers in Cairo. Protagonist was Barsoum, a Coca-Cola Dealer with a fine Egyptian mustache and an uncertain faith in the product; for possession of his soul contended, like angel and devil, the Good Coca-Cola Salesman and a salesman of a competing soft drink, obviously representing the Forces of Evil. Another character was the Confused Coca-Cola Salesman, neither good nor bad but caught in the limbo of inadequate know-how. But the Good Salesman puts everything right in the end and the Confused Salesman gets straightened out. The epilogue on the importance of refrigeration showed evidence of greater theatrical cunning, reminiscent of Pirandello. Discovered at stage center is a bright red Coca-Cola cooler. Enters a Coke field man, who begins talking about refrigeration. I can speak for myself. And a Dash of Movie Hero. Most sales promotion material emerges from the amazingly fertile brain of a short ex-lawyer and Rhodes scholar named Frank Harrold, who runs the entire sales promotion department of the Coca-Cola Export Corp. Harrold has developed a green kit containing fat instruction books, slide films, records, etc. Even a man with a stammer and an inferiority complex can become a dynamic lecturer. No, sir. Sometimes you wonder what it is that makes you feel so good. It seems to me one of the things that makes a man feel best is making someone else happy. To make everybody happy, the good Coca-Cola driver-salesman must be part Boy Scout and part diplomat, with a dash of the movie hero thrown in. His supreme duty: to make friends with the dealers. Greet the Dealer. Show interest … Be courteous … Be honest. Keep promises. Make change. Thank Dealer. The friendly salesman, of course, does not argue, does not sample the merchandise in the store, does not interrupt when the dealer says something, does not make remarks to women customers. He keeps his mind on the cooler a subject which takes six hours of lectures and demonstrations alone , sees that it is properly stocked, and that the Coke is placed nearest the cooling unit. Signor Pretti. To see how the point was sinking in, a TIME correspondent last week accompanied a Coke salesman on his round of Milan. Uniform Clean and Neat? Shoes Shined? Friendly Smile? Two of the customers tasted the mixture. They approved of it cautiously. As Pretti left they were ordering another round. You have to keep talking. Off the Old Block. Farley, chairman of the board of the Coca-Cola Export Corp. But the boss of the Export Corp. Hardy old Ernest Woodruff was accused by his enemies of every sharp business trick in the book, and suspected even by his friends of chewing broken Coca-Cola bottles to strengthen his teeth. Son Bob is a chip off the old block. Bob quitEmory University and went to work selling fire extinguishers. Bob went to work for the White Motor Co. Bob Woodruff, who has the build of a lumberjack, the face of an intelligent fullback, runs the company with a relentless executive grip. He recalls how, in the s, he discovered one day that per capita Coca-Cola sales in Montreal were larger than those in Miami. The Coke bottling plants which moved along with the invading U. A Matter of Survival. His guests are usually roused before dawn to go hunting, and kept up long beyond midnight playing poker. Woodruff is strenuous company. Recently one of his associates went to a doctor complaining of high blood pressure. To many, the world of looked like a poor prospect for free international business. Prophet Woodruff swept pessimism aside. We decided that we would live with the world and that the world would survive, that it must survive, as a decent place to live in. Contact us at letters time. Join Us. Customer Care. Reach Out. Connect with Us. See Cover In Brazil, some misguided people vow that it increases sexual prowess, others are under the delusion that it makes a man impotent. Is Adrenal Fatigue Real? Home U. All Rights Reserved. TIME may receive compensation for some links to products and services on this website. Offers may be subject to change without notice.

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