Colext/Macondo
Cantina virtual de los COLombianos en el EXTerior
--------------------------------------------------
Aqui hay un gran problema, que desgraciadamente nadie ha notado.
El que se ha llamado ElTeniente, con mucho orgullo para Si, por el
comportamiento, la forma como comunica, la forma como establece relaciones
etc, etc parace todo indicar que ni SIQUIERA llego a CABO.
Es muy facil so�ar y muchos, no saben, ni siquiera so�ar mas alto de sus
capacidades
Nando
-----Original Message-----
From: Colonia-Roque, Helmer <[EMAIL PROTECTED]>
To: 'Teniente JoseMaria Mosquera' <[EMAIL PROTECTED]>; [EMAIL PROTECTED]
<[EMAIL PROTECTED]>
Date: Jueves 26 de Agosto de 1999 10:59 AM
Subject: RE: Colext: aprendan
>Colext/Macondo
>Cantina virtual de los COLombianos en el EXTerior
>--------------------------------------------------
>
>y que habra hecho el llamado "teniente" que es tan brillante, al menos esos
>colombianos que fallaron hicieron el intento, pero me imagino que el
>"chafarote" ni para limpiar botas sirvio o porque sera que no paso de
>tenientico, no es ese el primer rango militar?. Por lo del agua, aqui
>servimos a mas de millon y medio de habitantes de un producto que esta
entre
>los mejores del mundo y me orgullese poder servir a la comunidad en una
>forma positiva y no asesinando campesinos indefensos.
>
>
>
>-----Original Message-----
>From: Teniente JoseMaria Mosquera [mailto:[EMAIL PROTECTED]]
>Sent: Wednesday, August 25, 1999 9:40 PM
>To: [EMAIL PROTECTED]
>Subject: Colext: aprendan
>
>
>Colext/Macondo
>Cantina virtual de los COLombianos en el EXTerior
>--------------------------------------------------
>
>es interesante como muchos colombianos se creen mas vivos e inteligentes
que
>
>cualquiera. como el confundido pajaro picon picon lo escribio la semana
>pasada cuando pensaba que una vez 'desyerbada' la selva los farcos se
>podrian mover sin ningun problema dando a entender que 'ellos se las saben
>todas'.
>
>claro ignorando leer, como es costumario entre sabelotodos, la historia del
>secuestrado Tom, quien da una vista sobre la vida cotidiana de estos que se
>semeja mas bien a un manada de encocados (una simple leida del libro 'The
>Man Who Made It Snow' de MM muestra la clase de vida esta clase de traba
da)
>
>que un grupo disciplinado, lleno de vivos y listos como el pajaro
>erradamente (como es costumario) cree.
>
>pero el tema que queria tocar aca era el hecho que fue un yanqui, si masca
>chicle o no que me importa, oriundo de nyc, fue el que cogio un producto
que
>
>muchos identificaban con colombia y se convirtio en un multibillonario.
>mientras que los colombianos cada dia mas jodidos y los unicos de billete
>son los que venden la amarga, el azucar y ofrecen mas tarjetas de credito.
>
>aprendan colombianos que una cosa es creerse listo o vivo y otra es brillar
>con ideas. este ultimo punto es algo totalmente oscuro para muchos de los
>sabelotodos que creen que lambiendole las nalgas a otro pa' que no los
echen
>
>del puesto, como el roque en portland, o convertirse en una pi�os de la
>burocracia del estado, como guzman, o ser dependientes del gobierno son las
>unicas maneras de echar pa' delante.
>
>y que diria don leonidas ante esta perdida de oportunidades, que verguenza
>huy como asi.
>
>
>
>``````````````````````````````````````````````````````````````
>
>Wake up 'n smell the profits
>
>How Starbucks' founder made coffee the craze and price no object
>NEW YORK (CNNfn) - It takes a certain talent to make people pay top dollar
>for a basic commodity. But a creative entrepreneur from Brooklyn managed
to
>
>do it. Howard Schultz glamorized the average cup of coffee and, with his
>coffee bar Starbucks, kicked off not only a popular retail business but a
>national coffee craze.
>
>"He took a commodity product and built it into a premium brand," says
Lehman
>
>Brothers restaurant analyst Mitchell Speiser.
>
>Schultz built that premium brand in just over 10 years -- expanding from 11
>stores in 1987 to 1,600 today. Sales last year reached over $1 billion.
>
>"It's a great American story and I think it shows the entrepreneurial
>spirit, that the entrepreneurial opportunity in America is alive and well,"
>Schultz says. And like all true American success stories, Schultz
struggled
>
>to become one.
>
>"We raised money from what is called sophisticated individual investors in
>the early stage, and basically anyone who would write us a check fit that
>criteria because so many people turned us down.
>
>But I had a hard time. It took me a year to raise the first $1 million for
>this business," he says. Once he had access to money, Schultz was on a
>roll. From 11 stores in Seattle, he expanded at the rate of one shop a day
>across America, Japan and now -- with the acquisition of the Seattle Coffee
>Co.
>
>"They did it . . . (by) meticulously building this brand from step one,
>meaning always focusing on the customer, always focusing on quality," says
>Speiser. Another key ingredient to Starbucks' success, analysts say, is
the
>
>company's focus on employees. One of those employees, Aileen Mitchell,
>gives high praise to Starbucks' praise of its workers. "People are always
>telling you when you're doing things right. . . . Like 'Great, you did a
>great job on that.'"
>
>Just as importantly, says roaster Deanna Mathews, "they want to make sure
>they provide opportunities for you to excel within Starbucks." Developing
>employees' ideas is another perk of the job. Employees are encouraged to
>come up with new products, a policy that led to Starbucks Frappucino, its
>most successful drink in 10 years -and an idea that Schultz thought would
>never succeed.
>
>"That was created by one of our people in southern California and that has
>become a multimillion-dollar product for the company. . . . I was wrong,
>they were right. What a great story," says Schultz.
>
>With products like Frappucino, Starbucks has extended its brand by
branching
>
>out beyond hot drinks. But not all ideas have been winners. Schultz refers
>to Mazagran, a failed carbonated coffee beverage, as the Edsel of
Starbucks:
>
>"Carbonated coffee was a little hard for people to take, and it was just
too
>
>early," he says.
>
>As far as rain on a parade goes, such setbacks are dew at worst. Analysts
>have equated Starbucks with Coke and Microsoft, and Wall Street is betting
>that people will continue to pay for a cup-a-joe at Starbucks (SBUX) that
>they could get across the street for a third or even half the price.
>
>
>______________________________________________________
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