Consolidated XN3Y

Consolidated XN3Y

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Consolidated XN3Y

The Consolidated XN3Y was a single example of the NY training aircraft powered by a 200-220hp Wright R-790-A engine. This was the military designation of the Wright J-5 Whirlwind used in the NY-2, and a significantly redesigned version of the Wright J-4 Whirlwind used in the Consolidated NY. The R-790 was a nine-cylinder air cooled radial engine. The J-1 to J-4 had been versions of the original design, but the J-5 introduced a series of improvement. It was then replaced by the J-6 family, with larger cylinders and turbochargers. The J-6 was used in the experimental XNY-2, which was powered by a nine-cylinder version

The XN3Y was tested in 1929, and had the serial number A7273, putting it between the second and third blocks of the original NY-1. The purpose of this aircraft isn't clear - if it had been a prototype for the NY-2 then it would have been the XNY-2, and the R-790-A was simply the military designation for the Wright J-5 used in the NY-2. It is possible that the original plan was to change the designation to N3Y when the new engine was introduced, but if so this never happened.

Consolidated NY

I dati sono estratti da "Consolidated NY" in "United States Navy Aircraft since 1911" [3] , tranne dove diversamente indicato.

Il Consolidated NY era un aereo biplano e monomotore realizzato dall'azienda statunitense Consolidated Aircraft Corporation intorno alla metà degli anni venti.

Variante destinata all'aviazione di marina del precedente PT1, l'aereo venne impiegato come addestratore nei reparti della United States Navy gli ultimi esemplari furono ritirati dal servizio solamente nel 1939, alla vigilia dello scoppio della seconda guerra mondiale.

B-32 Dominator Design

The Consolidated B-32 Dominator was a four-engined heavy bomber ordered by the Army Air Force at the same time as the Boeing B-29 Superfortress. In reality, the B-32 was a fall-back aircraft in the event that the complex, technology-laden B-29 did not meet its expectations as the nation's premier heavy bomber of World War II.

The Dominator's original design was similar to Consolidated's existing bomber, the B-24 Liberator, in that it used twin fins and a large Davis-type wing but it featured with a longer, rounder fuselage and a rounded nose.

Consolidated B-32-1-CF Dominator (S/N 42-108471)

The first B-32 mockups were built in December of 1940, a year before the Japanese attack on Pearl Harbor. The first XB-32 airplane was completed on September 1, 1942, six months behind schedule. Mechanical problems such as engine fires and collapsed landing gears plagued the testing of the aircraft. Although a contract was awarded to Consolidated for the production of 300 B-32s, some in the USAAF were in favor of cancellation of the entire program.

Although the B-32 was designed to the same specifications as the Boeing B-29, considerably more development was necessary by Consolidated to meet the USAAF's specifications. Pressurization and remote control of the gun turrets were abandoned and the twin-ruddered B-24-type tail was replaced in 1944 by a very large B-29-type single fin and rudder.

The B-32 was powered by four Wright R-3350-23 Duplex Cyclone 18-cylinder air-cooled radial piston engines with two turbochargers. The aircraft included space for up to 10 crew members, similar to Consolidated's B-24 Liberator.

By 1944 testing of the three B-32 prototypes had progressed to the point that the USAAF placed orders for over 1,500 Dominators. The first B-32 aircraft were completed in September of 1944, but production delays at Consolidated persisted.

During the design, development and production of the Dominator, its creator, the Consolidated Aircraft Company, merged in 1943 with the Vultee Aircraft Company. The resulting company became to be "Convair" (first unofficially, and then officially).

History & Background

Consolidated Bank of Kenya Limited was incorporated on 7th December, 1989 . This was in an effort to stabilise the financial sector through the acquisition of nine insolvent institutions and thereafter restructuring them into a viable, professionally run commercial bank.

The Bank enjoys an independent, dynamic, result oriented culture and a flexible and innovative approach. We understand the markets in which our clients operate and offer a service built on personalised and specialised banking solutions.

We offer one of the widest range of banking products and services in the market today. We realize that a growing business demands a lot of time and energy. We understand these challenges and continously develop flexible, innovative and convinient financial solutions to help our customers achieve personal and business success.

With years of banking experience and special focus on SMEs, we are in a strong position to help growing businesses unlock their potential and sail through the complexities they may face.

The bank is fully owned by the Government with the majority shareholding in the bank (85.8%) held by The National Treasury. The remaining shareholding is spread over twenty-five (25) parastatals and other quasi government organizations.


When you get your paycheck, take a percentage -- between 10 percent and 30 percent -- and put that away. You'll be rich enough to be financially independent within a short period of time.

Histoire opérationnelle

L'utilisation de NY a commencé en 1929 dans les écoles de vol aux États-Unis dans Marine, dont le biplan consolidé est devenu le formateur primaire de base pour la période aidant à former une grande partie des pilotes de l'époque. Sa carrière a pris fin qu'en 1936, avec l'arrivée de Naval Aircraft usine N3N dans l'année suivante, ils ont été rayonnées tous les spécimens dell'NY employées par les écoles de vol alors que les responsables des départements de la réserve survécurent jusqu'en 1939 [1] .

Remaining US Model number mysteries

Allow me to recapitulate in this one topic the main project mysteries that remain in some of the main US manufacturers' (only those which have a consistent numbering system and a limited number of "holes" are listed here:

BELL : Model 31 (not allocated?)
BEECHCRAFT: Models 21, 22, 27, 29-32, 37, 39, 41-43, 47-49, 51-54, 57, 59, 61-64, 66-69, 71, 72, 74, 75, 82, 83, 86, 91-94, 96-98 (no evidence that all of these existed at all)
CONSOLIDATED : Models 13 (skipped? or possible candidate XN3Y-1?), 19
CONVAIR (1950s): Models 13-14, 21, 26, 28, 29, 32-37, 39-47, 50-54, 56, 57, 59, 63-68
CURTISS-WRIGHT : CW-13 (apparently skipped), CW-34 to -39
EMSCO : B-6 (could be their large 32-passenger, four-engine transport project)
GRUMMAN : G-28 (no record)
LOCKHEED (NOT Vega): Models 6 (could have been inhouse designator for Detroit DL-1 series), 13 (skipped), 17, 25, 28, 34, 36, 38, 39, 40-42 (IF different from Vega Models), 46-48, 53-59, 63-74, 76-79 (records for all these are said to be "lost". ), 95-98
MARTIN : 1-56 (many types were built before Model 57 but Model numbers are said to have been unassigned), 58, 59, 61, 62, 78 (all said to have been unassigned), 86-114 (said to have been unassigned to aircraft)
NORTH AMERICAN : NA-80 (canceled project, no details)
PIPER : P-3, PA-13 (apparently skipped)
PITCAIRN : PA-9, PA-10, PA-12 to PA-15 (possibly inhouse designators for PCA- and PAA- autogyros)
SIKORSKY: S-77, S-79, S-81 to -91 (existed?)
VULTEE: Models 2-10, 13-19 (existed?), 21-31, 34, 36, 53, 59, 60, 64-68, 71, 73, 81, 82, 87

Obvious omissions here are Boeing (tackled in a topic of its own) and Douglas (too many gaps!)
I'm currently working on McDonnell, Republic, Fairchild and a few more.

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1973 – Cayman Water Company incorporates in the Cayman Islands to provide water and sewerage services to the Governor’s Harbour residential development on Seven Mile Beach, Grand Cayman.

1975 – Company installs its fi┬¡rst seawater distillation desalination unit in Grand Cayman with a production capacity of 50,000 gallons ( 190 m3) of water per day.

1979 – Company receives a 20-year water production and distribution license from the Cayman Islands government to supply the West Bay Beach area of Grand Cayman. Water production is relocated to the present Abel Castillo Water Works site in Governor’s Harbour.

1989 – Company partners with Reliable Water Company for the provision and operation of its ┬¡first seawater reverse osmosis desalination plant.

1990 – Company receives a new 20-year potable water production and distribution license from the Cayman Islands government for the provision of water to Seven Mile Beach, Grand Cayman and expands its service area into the district of West Bay, Grand Cayman.

1996 – Cayman Water Company is listed on the NASDAQ National Market in the U.S. Company retires its last seawater distillation desalination unit in Grand Cayman and transitions to 100% seawater reverse osmosis desalination.

1998 – Cayman Water Company changes its name to Consolidated Water Co. Ltd.

2000 – Company acquires Belize Water Limited in Belize, Central America.

2001 – Company begins operations in South Bimini, The Bahamas, supplying 115,000 gallons (435 m3) of water per day to Bimini Sands Resort.

2002 – Company acquires the Ellesmere Britannia water production and supply operations serving the Hyatt and Britannia Village on Grand Cayman.

2003 – Company acquires interests in fi┬¡ve companies operating in The Bahamas, Barbados, the British Virgin Islands, and the Cayman Islands. Company signs an exclusive 23-year water supply agreement with Belize Water Services Limited.

2004 – HURRICANE IVAN. Grand Cayman sustains catastrophic damage from wind and flooding. Water service recommences with the Company’s Governor’s Harbour and West Bay plants within 36 hours after the hurricane.

2006 – Consolidated Water common stock is listed on the NASDAQ Global Select Market in the U.S. and builds its largest desalination facility, the Blue Hills 7.2 million (27,250 m3) gallons per day plant in Nassau, Bahamas.

2007 – Company expands the North Sound seawater desalination plant in Grand Cayman, doubling its capacity to 1.6 million gallons (6,000 m3) per day.

2008 – Company expands its West Bay seawater desalination plant to 910,000 gallons (3,444 m3) per day. Company’s Bermuda affiliate builds the 1.2 million gallons (4,545 m3) per day plant at Tynes Bay.

2009 – Company builds the 2.4 million gallons (9,085 m3) per day North Side Water Works facility, the largest seawater reverse osmosis plant on Grand Cayman.

2010 – Company expands and renovates the Red Gate seawater desalination plant in Grand Cayman.

2011 – Company expands its Blue Hills, Bahamas plant to 12 million gallons (45,450 m3) per day, making it the largest diesel-driven seawater desalination plant in the world.

2013 – Company builds a 250,000 gallons (945 m3) per day desalination plant in Bali, Indonesia, the Company’s first seawater desalination facility outside of the Caribbean and Central America.

2014 – Total water production capacity worldwide reaches 26 million gallons per day, with 14 plants operating in five countries.

2016 – The company acquires a controlling interest in Aerex Industries the leading membrane system manufacturer (MSS, or OEM) in southeastern USA. Aerex also fabricates several different types of advanced water treatment systems and components for municipal and industrial applications.

Building a Legacy

Several building expansions and location moves later, Consolidated Label now operates out of a 170,000 square foot manufacturing facility and has grown into one of the largest pressure sensitive label manufacturers in the country. The mission and principles that Joel instilled in the team more than 30 years ago are as important today as they were back when he started.

Those principles have kept customers coming back and have allowed us to consistently grow over the years while exceeding customer expectations and helping them grow their businesses the whole way. Those customers have played a big part in our winning many industry awards including the coveted Tag and Label Manufacturers’ Institute award for “Best Managed Company” 16 years in a row.



Il Consolidated NY riproponeva negli elementi principali sia il disegno esteriore che la struttura del PT-1: l&aposabitacolo con disposizione in tandem (davanti l&aposistruttore, dietro l&aposallievo), la fusoliera in tubi d&aposacciaio e le ali in legno.

I due piani alari presentavano la medesima apertura alare ed erano tra loro leggermente scalati, con quello superiore in posizione leggermente più avanzata rispetto a quello inferiore. Il profilo alare riproponeva lo schema "Clark Y" proposto dal suo disegnatore fin dai tempi del Dayton-Wright TA-3 e le superfici di controllo erano presenti alle estremità di entrambi i piani (il loro movimento era reso solidale dalla presenza di un&aposasta di collegamento che ne univa i bordi posteriori). I due piani alari erano collegati tra loro da un montante sagomato ad "N" rovesciata la cui azione era supportata da cavetti d&aposacciaio disposti diagonalmente. Inoltre il piano alare superiore era collegato ai bordi della fusoliera da un&aposaltra coppia di tubi metallici, disposti a "V" (con il vertice disposto nell&aposala).

A partire dalla versione NY-2 le ali vennero modificate ampliandone l&aposapertura e, di conseguenza, la superficie poiché il peso a pieno carico dell&aposaereo rendeva particolarmente elevato il valore del carico alare, con effetti negativi sulle sue qualità di volo.

La fusoliera aveva sezione rettangolare, con il bordo superiore arrotondato, che si riduceva progressivamente verso la coda nella parte terminale del cono era presente l&aposimpennaggio di tipo classico dalle dimensioni più generose rispetto a quelle del PT-1: tale accorgimento era stato studiato al fine di garantire maggiore controllo del velivolo malgrado le linee aerodinamiche del velivolo fossero disturbate, in configurazione idrovolante, dalla presenza del voluminoso galleggiante centrale [1] .

Sebbene nato come versione "navalizzata", l&aposNY poteva indifferentemente (e con poco impegno di manodopera) utilizzare un carrello d&aposatterraggio (biciclo, fisso) oppure un galleggiante centrale (agganciato sotto la fusoliera mediante una struttura tubolare metallica) e due più piccoli (in funzione equilibratrice) disposti alle estremità delle semiali inferiori, per operare come idrovolante.


Per espressa richiesta delle autorità militari sull&aposNY venne montato il motore radiale Wright R-790 (la cui denominazione commerciale era Wright J-4 Whirlwind), principale elemento di distinzione rispetto al PT-1.

Capace di sviluppare la potenza di 200 hp [4] (pari a poco più di 149 kW), l&aposR-790 era un motore a nove cilindri raffreddati ad aria. Nella seconda variante dell&aposaereo (NY-2) vennero installati motori Whirlwind J-5, dotati di maggiore potenza (220 hp [4] , pari a 164 kW) che contribuirono a risolvere il problema legato all&aposelevato carico alare che affliggeva i primi esemplari del velivolo [5] .

Un più radicale mutamento dell&aposunità motrice, in favore del motore Wright R-760 (radiale a sette cilindri, capace di 240 hp [5] , pari a circa 179 kW) fu proposto nel caso dell&aposXN3Y che rimase, tuttavia, esemplare unico, senza alcun seguito produttivo di serie.


Originariamente sprovvisti di ogni tipo d&aposarmamento, alcuni esemplari di NY furono equipaggiati con una mitragliatrice calibro 0.30 in l&aposarma (brandeggiabile) venne collocata nell&aposabitacolo posteriore, a disposizione dell&aposallievo. I velivoli con questa caratteristica, a seconda della loro serie d&aposorigine, furono rispettivamente denominati NY-1A o NY-2A ed impiegati specificamente per la formazione dei "mitraglieri".

P.O. Box 31487
Charlotte, North Carolina 28231

Telephone: (704) 551-4400
Fax: (704) 551-4672


Public Company
Incorporated: 1980
Employees: 5,000
Sales: $655.78 million
Stock Exchanges: NASDAQ
SICs: 2086 Bottled & Canned Soft Drinks

Coca-Cola Bottling Co. Consolidated is the second largest Coca-Cola bottler in the United States. This manufacturer, marketer, and distributor of soft drinks, primarily products of the Coca-Cola Company, is the local Coke bottler for almost 15.5 million people and 120,000 retail outlets in 12 southeastern states.

Coca-Cola Bottling Co. Consolidated can trace its history to 1902, when three North Carolina entrepreneurs--J. B. Harrison, J. Luther Snyder, and J. P. Gibbons--set out to bring bottled Coca-Cola to the Carolinas. Before these pioneers got to work, the thirsty had to travel to drugstore soda fountains to enjoy a Coke. In the early days of bottled Coke, production workers washed refillable bottles by hand, used manually operated bottling machines to fill them, corked them by hand, and sold them from horse-drawn carriages. These efforts helped build a thirst for Coke that survived the Great Depression and the sugar rationing of World War I and World War II. By the early 1970s, hand-washed bottles and horse-drawn carts had given way to sophisticated bottling and distribution operations. The offspring of the first North Carolina bottling companies were beginning to consolidate and expand their territories.

Coke Consolidated traces its more recent history to 1972, when the Charlotte Coca-Cola Bottling Co. renamed itself the Coca-Cola Bottling Company of Mid-Carolinas and began trading its stock publicly. The following year, it acquired the Coca-Cola bottlers in Greensboro, Winston-Salem, Raleigh, and Hamlet. The fast-growing concern became Coca-Cola Bottling Co. Consolidated, which was incorporated in Delaware on May 14, 1980. James Johnson, who started working summers at the Statesville Coca-Cola Bottling Company when he was 11, became president and chief executive officer of both Charlotte Coca-Cola Bottling Company and the Carolina Coin Caterers Corporation in 1969. Johnson saw the new Coke Consolidated through its incorporation as president and CEO from 1980 to 1987, he was vice chairman of the board and director of public affairs.

In 1983, chairman J. Frank Harrison, Jr., hired Marvin Griffin, from Coca-Cola USA to be Coke Consolidated's chief executive. Under Griffin's leadership, Coke Consolidated began to expand its territory more aggressively. In 1984, it acquired three Georgia bottlers: Federal Coca-Cola Bottling Co. in Columbus, the Pageland Coca-Cola Bottling Works, and Waycross-Douglas Coca-Cola Bottling. The following year, Coke Consolidated purchased Wometco Coca-Cola Bottling Co. for $300 million, thereby acquiring new Coke franchise territories in Alabama, Tennessee, Virginia, and West Virginia. The sale of Consolidated Coin Caterers Corp. and 1.5 million new shares helped finance the Wometco purchase. In 1986 Coke Consolidated added bottling companies in Florida, Georgia, Tennessee, and Virginia. In 1987 and 1988, the company sold its Canadian subsidiary and added new territories in Tennessee, Kentucky, and North Carolina.

Several outside factors hurt Coke Consolidated's profitability in the mid-1980s. First, the introduction of New Coke in April 1985--and the public's emphatic assertion that it preferred the old Coke--brought big losses to Coke bottlers across the country. Coke Consolidated suffered along with everyone else. The same summer, the Coca-Cola Company began marketing a new line of clothes under the Coke label. Because the new line was manufactured abroad, it created a public-relations nightmare for Coke Consolidated, a company located in the heart of the depressed textile communities of the Carolinas. Coca-Cola responded to consumer protests with a $5 million donation to the textile and garment industries' Crafted With Pride campaign, but the damage was done. A $5 million settlement in a lawsuit brought by a local bottler also cut into profits. Heavy discounting was unable to raise profits. In April 1987, Griffin was out as CEO.

The difficulties did not impede Coke Consolidated's expansion. In 1989, the company obtained the Coca-Cola Bottling Company of West Virginia, Inc., from The Coca-Cola Company in exchange for 1.1 million shares of common stock and about $4 million. The same year it added the territories of Dick-son, Tennessee, and Laurel, Mississippi. Coke Consolidated continued to acquire territories in North Carolina, Tennes-see, and Mississippi in 1990 and 1991, including the franchise rights for Barq's and Dr. Pepper in the Jackson, Tennessee, territory.

Coke Consolidated was involved in two price-fixing cases in the late 1980s, winning a major decision in one and arranging a novel settlement in the other. In the first, a major antitrust case, the company was one of several accused of price-fixing by Sewell Plastics, Inc., an Atlanta company that pioneered the development of two-liter bottles for soft drinks. In 1986, Sewell sued Coca-Cola and bottlers in North Carolina, South Carolina, Georgia, Virginia, Tennessee, and Alabama for $17 million, alleging that Southeastern Container Inc., a cooperative the bottlers created in 1982 with the help of Coca-Cola, violated antitrust laws by setting prices for the plastic bottles that the cooperative produced. The U.S. District Court in Charlotte, North Carolina, dismissed the suit, ruling that the formation of the cooperative had actually increased competition and resulted in lower prices to consumers. In September 1990, a federal appeals court upheld the lower court's decision. In February 1991, the U.S. Supreme Court declined to renew the suit.

In a smaller price-fixing case, Coke Consolidated apparently became the first bottler to use coupons in a settlement. The West Virginia attorney general filed a price-fixing complaint against the company, alleging that it conspired to fix soft-drink prices from 1982 to 1985. Coke Consolidated, which said it acquired the offending bottler in 1985, agreed to settle the case by paying $50,000 to the state and attaching $50,000 worth of 20-cent coupons to two-liter bottles of Diet Coke, Diet Sprite, and Caffeine-Free Diet Coke. It distributed the bottles in areas of West Virginia where the alleged violations occurred.

In late 1991, analysts touted Coke Consolidated as a good stock bargain. Although a price war with PepsiCo's wholly owned bottling operation kept earnings down, Coke Consolidated per-share earnings were up after losing a cumulative $5.54 between 1986 and 1990. Analyst Joseph Frazzano told Forbes that although Coke Consolidated's stock was undervalued based on its cash flow, it was no target for an unfriendly takeover raid: the company had 9.2 million outstanding shares, Coca-Cola Co. held 30 percent of the equity, and the Harrison family controlled 86 percent of the votes.

The acquisition of Sunbelt Coca-Cola in 1991 for approximately $15.2 million in cash and company debt helped Coke Consolidated grow by 35 percent in 1991 and 1992. Before the acquisition, Coke Consolidated was the fourth-largest Coca-Cola bottler, with annual sales of $400 million. Adding Sunbelt, number eight with annual sales of $200 million, vaulted Coke Consolidated to second, behind only Coca-Cola Enterprises, Inc., an Atlanta company owned by Coca-Cola Co. By taking on the Charleston, South Carolina bottler, Coke Consolidated continued its growth strategy of purchasing bottlers in adjoining territories.

In 1993, a joint venture with the Coca-Cola Co. gave Coke Consolidated management responsibility for Wilmington Coca-Cola Bottling Works, Inc., Coastal Coca-Cola Bottling Co., and Eastern Carolina Bottling Company. Under the terms of the venture, named the Piedmont Coca-Cola Bottling Partnership, Coke Consolidated acquired new sales centers and territories in parts of South Carolina, North Carolina, and Virginia. The company reported that the joint venture would increase sales by 15 percent and reduce the company's outstanding debt by about 20 percent. In addition, it gave Coke Consolidated control of more than 90 percent of the territory in the Carolinas.

In the late 1980s, Coke Consolidated invested in advanced computer systems to provide management with timely and relevant data. All its route salespeople received handheld computers to record sales transactions. That innovation allowed salespeople to transmit the information via phone lines and, sometimes, by satellite, to the company's Charlotte computer center at the end of the business day. The following morning, managers could pull up freshly compiled volume, sales mix, selling price, and gross margin information. Another information innovation, the Lab Management System, allowed the company to store and analyze information on its extensive quality assurance program. Its computer system, Norand, also enabled Coke Consolidated to incorporate new acquisitions into the system almost as soon as it acquired them. The sales centers of the companies involved in the Piedmont Partnership were all operating on Norand in less than two months.

Other Coke Consolidated innovations have come in the areas of customer service and sales. A 24-hour toll-free number allowed customers to call the Consumer Response Center with questions and comments and provided information for the company to use in determining trends and consumer concerns. The 'Cold Drink' organization made Coca-Cola products available in factories, entertainment venues, recreation areas, hotels, offices, and schools for on-site consumption. The 'fast-lane merchandiser' put cold Cokes at check-out lines in retail outlets to encourage impulse buying.

Coke Consolidated's close relations with the Coca-Cola Co. have involved marketing collaborations as well as business opportunities. In the early 1990s, Coke Consolidated began working with Coke on the Mello Yello 500 NASCAR race at Charlotte Motor Speedway. In the weeks before the race, point-of-sale displays, visits by show cars and drivers to retail outlets, and tailored advertising drew attention to the race and boosted sales. On race day, 180,000 fans at the Speedway and millions more at home would see the event and the related advertising.

Coke Consolidated earned a record $14.8 million in 1993 on net sales of nearly $687 million, compared to a loss of $118.3 million (attributed to mandatory accounting changes) on sales of almost $656 million in 1992. The net income applicable to common shareholders was $1.60 per share. The company attributed the improvement in earnings to the 5 percent boost in revenues, in addition to lower packaging costs, improved operating efficiencies, and the tax and financing cost benefits of a refinancing of preferred stock in late 1992.

These results capped a five-year period during which the company's sales and operating cash flow nearly doubled, from $389 million in 1989 to 1993's $687 million. Income from operations during the period increased by approximately 20 percent each year, from $23.8 million to $57.3 million, and adjusted earnings per share (a measure that takes into account earnings per share plus amortization per share) grew by 30 percent annually. The return to shareholders during the five-year period averaged 13 percent.

Coca-Cola Consolidated, a Fortune 500 company, produced more than 343,000 cases of soda per day from its four manufacturing centers--Charlotte/Snyder Production Center, North Carolina Roanoke, Virginia Nashville, Tennessee and Mobile, Alabama. From company headquarters in Charlotte, North Carolina, president and CEO James L. Moore oversaw 10 division offices, 74 distribution centers, and the work of approximately 5,000 employees. The company could boast steady growth, solid family ownership, and a strong relationship with the owner of perhaps the most recognizable brand name in the world. As it looked ahead, Coke Consolidated was confident that it would continue to generate volume growth from within and add new customers through the acquisition of additional territories.

Principal Subsidiaries: Columbus Coca-Cola Bottling Co. Coca-Cola Bottling Co. of Nashville, Inc. Dickson Coca-Cola Bottling Co. Coca-Cola Bottling Works of Columbia, Tenn. Coca-Cola Bottling Co. of Roanoke, Inc. Coca-Cola Bottling Co. of Mobile, Inc. Albany CCBC Inc. Panama City Coca-Cola Bottling Co. Case Advertising Inc. CC Beverage Packing, Inc. Tennessee Soft Drink Production Company Coca-Cola Bottling Company of West Virginia, Inc. Coca-Cola Bottling Company of Jackson, Inc. Mrs. Sullivan's Pies, Inc. Jackson Acquisitions, Inc. Sunbelt Coca-Cola Bottling Company, Inc. Palmetto Bottling Company Fayetteville Coca-Cola Bottling Company Coca-Cola Bottling Co. Affiliated, Inc.

'Coca-Cola Bottling Consolidated: Concern Is Near Completion of Sunbelt Coca-Cola Deal,' Wall Street Journal, December 19, 1991, p. A16.
Cone, Edward, 'Are We There Yet?' Forbes, March 9, 1987, p. 110.
Kenneson, Kim, 'Court Upholds Ruling for Bottlers,' Raleigh, North Carolina, News and Observer, September 6, 1990, p. C7 'Coca-Cola Bottler's Deal Would Make It 2nd Largest,' Raleigh, North Carolina, News and Observer, November 12, 1991, p. D1.
McCarthy, Michael J., 'Coke Bottler to Use Coupons to Settle Price-Fixing Case,' Wall Street Journal, January 18, 1990.
Sfiligoj, Eric, 'For Coke Consolidated, Quality Is Job One,' Beverage World, April 1992, p. 58.
'U.S. Supreme Court Won't Revive Suit Against Coca-Cola, Southeast Bottlers,' Raleigh, North Carolina, News and Observer, February 20, 1991, p. C6.
'Where the Fizz Is,' Forbes, October 28, 1991, p. 219.

Source: International Directory of Company Histories , Vol. 10. St. James Press, 1995.