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Japanese beverage company

Suntory Holdings Limited (サントリーホールディングス株式会社, Santorī Hōrudingusu Kabushiki-gaisha) (commonly referred to as simply Suntory) is a Japanese multinational brewing and distilling company group. Established in , it is one of the oldest companies in the distribution of alcoholic beverages in Japan, and makes Japanese whisky.

Its business has expanded to other fields, and the company now also makes soft drinks and operates sandwich chains. With its acquisition of Beam, Inc., it has diversified internationally and become the third largest maker of distilled beverages in the world. Suntory is headquartered in Dojimahama 2-chome, Kita-ku, Osaka, Osaka Prefecture.

History

Suntory was started by Shinjirō Torii (鳥井 信治郎, Torii Shinjirō), who first opened his store Torii Shōten (鳥井商店) in Osaka on February 1, , to sell imported wines. In , the store began selling a fortified wine called Akadama Port Wine (Akadama literally meaning "red ball," a euphemism for the sun). The store became the Kotobukiya company in to further expand its business and in , Torii built Japan's first malt whisky distillery Yamazaki Distillery.

Due to shortages during World War II, Kotobukiya was forced to halt its development of new products, but in it re-released Torys Whisky, which sold well in post-war Japan. In , Kotobukiya launched the "Drink Torys and Go to Hawaii" campaign. At the time, a trip abroad was considered a once-in-a-lifetime opportunity. In , Kotobukiya changed its name to "

How do experts respond to a threat whose probability cannot be calculated but whose consequences could be catastrophic? Andrew Lakoff explores the political dynamics of sentinel devices in the case of the swine flu pandemic.

Andrew Lakoff

In the first half of the nineteenth century, European governments began to gather and publish vast amounts of statistical data on the vital characteristics of populations: their rates of marriage, birth, death and disease.[1] The analysis of this data revealed that while the future was contingent, there were nonetheless certain regularities according to which governments could rationally plan. An example is the biometer, developed in the s by William Farr, head of the British General Register Office. This device demonstrated the likelihood of mortality in any given year for a particular age group. It combined national census data and parish death registers to track a group of infants of the same age through life, recording the numbers still alive at periodic intervals until all had died. Such data could reveal “laws of vitality” that would make it possible to anticipate the future fate of these infants. As Farr explained: “Although we know little the labors, the privations, the happiness, the calms or tempests, which are prepared for the next generation of Europeans, we entertain little doubt that about of them will be found alive at the distant Census in ”[2]

This style of reasoning about disease and death can be termed actuarial. Like insurance, it requires historical data about patterns of incidence of events in order to make rational calculations about future probabilities. In the field of public health, however, it is applied with a different aim: to optimize the health of populations. Once there is sufficient data on differential risk of disease, it becomes possi

French businessman (born )

Bernard Jean Étienne Arnault (French:[bɛʁnaʁʒɑ̃etjɛnaʁno]; born 5 March ) is a French businessman, investor and art collector. He is the founder, chairman and CEO of LVMH, the world's largest luxury goods company. Arnault is one of the richest individuals in the world, with an estimated net worth of US$ billion as of September&#;, according to Forbes and US$ billion according to Bloomberg Billionaires Index.

Born in Roubaix, Arnault was raised in a devoutly Catholic household. He pursued Engineering at École polytechnique, graduating in He began his career in his father's company, Ferret-Savinel, shifting its focus to real estate, which laid the groundwork for his future career in the luxury goods market.

Arnault's entry into the luxury sector was marked by his strategic acquisition in of the financially-struggling textile and retail conglomerate Boussac Saint-Frères, which included the prestigious fashion house Christian Dior. His aggressive business strategies earned him the nickname "The Terminator", as he revitalized Dior and sold off other assets for profit. In , he played a key role in the creation of LVMH (an acronym for Louis Vuitton Moët Hennessy), a global luxury goods company, by merging Louis Vuitton with Moët Hennessy. Through a series of strategic acquisitions and investments, Arnault built LVMH into a leading company in the luxury industry, overseeing significant growth and expansion into various sectors, including fashion, jewelry, watches, and wine.

Arnault's influence extends beyond LVMH, with investments in web companies and philanthropic endeavors, particularly in the arts. He has been involved in notable real estate and yacht ventures. His leadership has led to LVMH becoming the largest company by market capitalization in the eurozone. Despite controversies, including his attempt to become a Belgian citizen, Arnault's bus

In October , the United Kingdom held its breath and braced for impact. Supplies of Marmite, a salty yeast-based spread that is adored by the British consumer (and known for its “Love it or Hate it” divisive nature [1]) were dwindling at Tesco, the UK’s largest supermarket chain [2]. The consumer was confused and angry: how could a quintessentially British product be running low at a quintessentially British supermarket? A by-product of beer brewing, Marmite has been manufactured in England since [3] and, although versions of it exist in other countries, it remains a primarily UK-only brand [4].

Disappointment for Marmite lovers [5]

A dispute on price

However, Marmite (with sales of c.£28M/$37M per annum [6]) belongs to Unilever, the Anglo-Dutch conglomerate. By October 12 , Unilever had stopped delivering about household products to Tesco due to an unresolved dispute on price [7]. Several months after the Brexit referendum on June 23 , Unilever claimed that the decrease in the pound (from $ on the day of the referendum to $ by October 13[8]) forced it to increase the price of its products by 10% [9]). Although manufactured in the UK, Marmite’s packaging and raw materials would have been purchased from overseas, and higher prices for these would have raised the cost of producing Marmite [10]. In addition, Unilever reports its sales in euros in its earnings reports, so the sterling proceeds of Marmite sales would have been worth less than before [11]. Ironically for a nation of tea-drinkers, another Unilever product affected was PG Tips, a common tea bag brand.

Although the Unilever standoff was publicly announced, these issues are not unusual in the grocery sector [12]. But this time, not only was the British public made aware of the issue, it was also (perhaps for the first time) made aware of the day-to-day economic and lifestyle consequences of its decision to vote for Brexit. While government officials have repeatedly emphasized that n