Colext/Macondo
Cantina virtual de los COLombianos en el EXTerior
--------------------------------------------------
uuiich es que no cabo mi cabo
o es que no cabo mi quepo?
>From: "H.G." <[EMAIL PROTECTED]>
>To: <[EMAIL PROTECTED]>
>Subject: Re: Colext: aprendan
>Date: Thu, 26 Aug 1999 11:12:08 -0500
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>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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