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This chapter examines four episodes of The Simpsons, paying particular interest to one, The Days of Wine and D’oh’ses to connect the notion of pastiche with a symbolic interactionist view of media representation. We use The Simpsons and episodes pertinent to alcoholism and alcoholic imbibing to show that pastiche, which does not deny the resolute qualities of a serious social issue, nevertheless provides ironic and fantastic imagery to merge the serious and even tragic with the comedic. We use the four episodes to depict alcoholism as a disease but also as focal point for humor, making the contrast between The Days of Wine and D’oh’ses and its classic alcoholism-film counterpart, The Days of Wine and Roses, central to the tragic-comedic connection. We further draw upon Denzin’s notions of the comedic drunk and the alcoholism alibi to discuss how pastiche both inspires attention to alcoholism as a serious medical disease and disease of the self and to alcoholism as pivotal to comedic character development and the emergence of pragmatic and creative selves.

Organizations are increasingly confronted with legitimacy threats related to the perceived social costs of their business activities. Despite a significant amount of research on the responses of individual organizations, surprisingly limited attention has been paid to the collective activities firms may engage to address such issues. In this paper, we use institutional theory as a lens for an exploratory case study of Issue-Based Industry Collective (IBIC) action in the alcohol industry. Our findings identify a new organizational form, the IBIC and inspire new research avenues at the intersection of business collective action, social issues, and institutional theory.

The term business model is a phrase that is loosely used but in this chapter it will be given a temporarily fixed definition. Magretta (2002) likens a business model to a story that explains what a company does to make a profit. The plot of the story is how all the characters in the story, the employees, the customers, the suppliers interact to produce a product or service that the customers are willing to pay for at a price that is profitable. Like a good short story a good business model has a ‘twist’ or an unexpected sting in the tail. Johnson, Christensen, and Kagermann (2008) illustrate this by the way that Apple's business model for the iPod involved providing cheap downloads in order to lock customers into purchasing the hardware. In other market sectors, such as white goods, the twist is the reverse, the products are sold cheaply in order to realise profit on adjunct services such as insurance and maintenance contracts.

In Chapter 4, the author will discuss the youth drinking epidemic regionwide, in order to demonstrate why the impacts of alcohol products on youths are concerning. The author will present the major youth drinking trends within SEA, to further study how the rampant alcohol trade regionally has adversely affected local youths to a troublesome degree. The author will point out the causes of the youth drinking epidemic, which are susceptibility and toxic culture. Next, the author will evaluate the national and regional costs of youth drinking, discussing how such a lifestyle results in consequences in relation to delinquency. The author will recommend policies for alcohol control that the SEA governments should take into account when amending or forming their policies to contain the epidemic of youth drinking. The outputs of Chapter 4 will draw a close association between youth smoking, youth drinking, and youth sexual misconduct. Therefore, the author indicates that these youth delinquency problems should be addressed simultaneously in order to eradicate the issues of holistic youth misbehaviours in the long term.

COCO TANG India is an innovation-driven company. It takes inspiration from the humble coconut water that all of us are very familiar with and have drunk right from our childhood. The founders of the company, Dr Neelima, a dentist by profession and her husband Chaitanya who is a pharmacist have hit upon the idea of a coconut-based drink quite by accident.

When Dr Neelima was pregnant with her first child, the doctor advised her to take fresh coconut water. It was then that Dr Neelima discovered that fresh coconut water was a paradox, the water from a tender coconut is supposed to be fresh but in many cases is not as fresh as it should be. Coconuts are harvested from remote farms in Andhra Pradesh and sent to Hyderabad. And to top it all, the nutrition value of the coconut past its ideal window of consumption leaves a lot to desire. The price factor too is a dampener. It costs Rs. 25 to have tender coconut water in a metropolis like Hyderabad.

Dr Neelima and her husband developed the product idea from their search for a nutritious, healthy drink. Fresh, tender coconut pulp-based shakes, packed with nutrition, taste, health and at the same time make an aspirational product for the young, bubbly and restless youth of India.

This case deals with the problems, the trials and tribulations that these young first-time entrepreneurs faced and details the marketing efforts the young company is putting into survive in the dog eat dog world of fruit drink industry.

The case details the specific marketing-related problems the company faces and examines what the promoters are doing to overcome these problems, specifically related to the four Ps, that is, product, price, place and promotion. It looks in depth at the innovative marketing practices that COCO TANG India is deploying, including the use of the social media that enabled the COCO TANG India’s founder to win Junior Chamber International – Business Excellence Award for the year 2017–2018.

COCO TANG India is also the recipient of the Telugu book of records ‘certificate of national record’ as being the first brand to introduce Tender Coconut-based Mocktails and Milkshakes (A1).