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Juicy Juice was introduced by Libby's (then a subsidiary of Nestlé) in 1977. [2] Prior to March 2006, it was known as Libby's Juicy Juice. It was then labeled under the Nestlé parent brand. In 2014, the Juicy Juice brand and business was sold by Nestlé to Harvest Hill Beverage Company, a portfolio company of Brynwood Partners. [3] [4]
Juicero was founded in 2013 by Doug Evans, who served as CEO until October 2016, when former president of Coca-Cola North America Jeff Dunn took over the position. [4] The company's juicing press was originally priced at $699 when launched in March 2016, [5] but was reduced to $399 in January 2017, 12 to 18 months ahead of schedule, in response to slow sales of the device.
The orange juice giant lost 20% of sales in less than two months in 2009 after a wildly unpopular brand redesign. Tropicana reignited a 15-year feud with customers over its packaging design ...
In 1933, President Franklin D. Roosevelt enacted the National Industrial Recovery Act (Ch. 90, 48 Stat. 195), which set stringent regulations on industry. Boyd Redner writes in A History of The Packaging Machinery Manufacturers Institute: “The National Industrial Recovery Act spelled out provisions to businessmen … every industry was to come under a code, and the code had two sets of ...
In 2013, the size of the juice boxes was slightly reduced from 6.75 fl oz (200 mL) to 6 fl oz. Starting in 2017, a new logo for the brand has been rolled out. In early 2019, new packaging was released for the drink boxes, and the calories and sugar have been reduced in half by using a new sweetener.
In 1905, Cudahy Packing Company introduced Old Dutch Cleanser. [4] In 1955, Purex acquired Old Dutch Cleanser from Cudahy. [ 5 ] The Greyhound Corporation acquired the consumer products business of Purex (which included Old Dutch Cleanser) in 1985 and was combined with Greyhound's Armour-Dial division, forming The Dial Corporation . [ 6 ]
Packaging operations can be designed for variable package sizes and forms or for handling only uniform packages, where the machinery or packaging line is adjustable between production runs. Certainly slow manual operations allow workers to be flexible to package variation but also some automated lines can handle significant random variation.
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