Business
Pepsi to Replace Coke in NBA Marketing Deal

In this Oct. 7, 2009 file photo, a court side ad displays the Pepsi logo during a time out in an NBA preseason basketball game between the Orlando Magic and the Miami Heat in Orlando, Fla. The NBA on Monday, April 13, 2015 said that it’s struck a new marketing partnership with Pepsico, ending a 28-year partnership with Coca-Cola. (AP Photo/John Raoux, File)
NEW YORK (AP) — The National Basketball Association is trading Coke for Pepsi.
The league said Monday that it’s struck a new marketing partnership with Pepsico, ending a 28-year partnership with Coca-Cola.
Pepsico CEO Indra Nooyi said during a press conference in New York that the company will bring the power of its portfolio of 22 brands to the NBA. The Purchase, New York-based company’s brands include Pepsi, Tropicana, Lay’s, Lipton and Doritos.
Nooyi pointed out that Pepsico Inc. had an existing relationship with the NBA through Gatorade, which has been a partner with the league for more than 30 years. The executive said that Mountain Dew will lead the NBA’s marketing strategy.
The partnership will cover North America and China, where the popularity of the NBA is growing.
The Coca-Cola Co. said in a statement on Monday that it “will continue to have a strong presence within basketball culture through our relationships with iconic players.” The world’s biggest beverage maker also said that it will continue to have relationships with individual teams and venues, which means some arenas will still serve Coke products.
Separately, Coca-Cola announced Monday that it signed a multiyear partnership with the U.S. Soccer Federation and Major League Soccer. The deal also includes a renewal of Coca-Cola’s partnership with the Mexican National Team’s U.S. Tour.
Coca-Cola will serve as the official beverage partner across the non-alcoholic beverage category for U.S. Soccer and the Mexican National Team’s U.S. Tour. The exclusive association with MLS will include both soda and water brands.
Coca-Cola, which also makes Sprite, Powerade and Vitaminwater, said in October that it planned to cut costs by $3 billion a year through a variety of measures, such as restructuring its global supply chain. The Atlanta-based company said much of the savings would be reinvested into marketing.
Shares of Pepsico shed 49 cents to $95.71 in afternoon trading, while Coca-Cola’s stock fell 11 cents to $40.77.
Copyright 2015 The Associated Press. All rights reserved. This material may not be published, broadcast, rewritten or redistributed.
Activism
OP-ED: AB 1349 Puts Corporate Power Over Community
Since Ticketmaster and Live Nation merged in 2010, ticket prices have jumped more than 150 percent. Activities that once fit a family’s budget now take significant disposable income that most working families simply don’t have. The problem is compounded by a system that has tilted access toward the wealthy and white-collar workers. If you have a fancy credit card, you get “presale access,” and if you work in an office instead of a warehouse, you might be able to wait in an online queue to buy a ticket. Access now means privilege.
By Bishop Joseph Simmons, Senior Pastor, Greater St. Paul Baptist Church, Oakland
As a pastor, I believe in the power that a sense of community can have on improving people’s lives. Live events are one of the few places where people from different backgrounds and ages can share the same space and experience – where construction workers sit next to lawyers at a concert, and teenagers enjoy a basketball game with their grandparents. Yet, over the past decade, I’ve witnessed these experiences – the concerts, games, and cultural events where we gather – become increasingly unaffordable, and it is a shame.
These moments of connection matter as they form part of the fabric that holds communities together. But that fabric is fraying because of Ticketmaster/Live Nation’s unchecked control over access to live events. Unfortunately, AB 1349 would only further entrench their corporate power over our spaces.
Since Ticketmaster and Live Nation merged in 2010, ticket prices have jumped more than 150 percent. Activities that once fit a family’s budget now take significant disposable income that most working families simply don’t have. The problem is compounded by a system that has tilted access toward the wealthy and white-collar workers. If you have a fancy credit card, you get “presale access,” and if you work in an office instead of a warehouse, you might be able to wait in an online queue to buy a ticket. Access now means privilege.
Power over live events is concentrated in a single corporate entity, and this regime operates without transparency or accountability – much like a dictator. Ticketmaster controls 80 percent of first-sale tickets and nearly a third of resale tickets, but they still want more. More power, more control for Ticketmaster means higher prices and less access for consumers. It’s the agenda they are pushing nationally, with the help of former Trump political operatives, who are quietly trying to undo the antitrust lawsuit launched against Ticketmaster/Live Nation under President Biden’s DOJ.
That’s why I’m deeply concerned about AB 1349 in its current form. Rather than reining in Ticketmaster’s power, the bill risks strengthening it, aligning with Trump. AB 1349 gives Ticketmaster the ability to control a consumer’s ticket forever by granting Ticketmaster’s regime new powers in state law to prevent consumers from reselling or giving away their tickets. It also creates new pathways for Ticketmaster to discriminate and retaliate against consumers who choose to shop around for the best service and fees on resale platforms that aren’t yet controlled by Ticketmaster. These provisions are anti-consumer and anti-democratic.
California has an opportunity to stand with consumers, to demand transparency, and to restore genuine competition in this industry. But that requires legislation developed with input from the community and faith leaders, not proposals backed by the very company causing the harm.
Will our laws reflect fairness, inclusion, and accountability? Or will we let corporate interests tighten their grip on spaces that should belong to everyone? I, for one, support the former and encourage the California Legislature to reject AB 1349 outright or amend it to remove any provisions that expand Ticketmaster’s control. I also urge community members to contact their representatives and advocate for accessible, inclusive live events for all Californians. Let’s work together to ensure these gathering spaces remain open and welcoming to everyone, regardless of income or background.
Activism
Oakland Post: Week of December 31, 2025 – January 6, 2026
The printed Weekly Edition of the Oakland Post: Week of – December 31, 2025 – January 6, 2026
To enlarge your view of this issue, use the slider, magnifying glass icon or full page icon in the lower right corner of the browser window.
Activism
Big God Ministry Gives Away Toys in Marin City
Pastor Hall also gave a message of encouragement to the crowd, thanking Jesus for the “best year of their lives.” He asked each of the children what they wanted to be when they grow up.
By Godfrey Lee
Big God Ministries, pastored by David Hall, gave toys to the children in Marin City on Monday, Dec. 15, on the lawn near the corner of Drake Avenue and Donahue Street.
Pastor Hall also gave a message of encouragement to the crowd, thanking Jesus for the “best year of their lives.” He asked each of the children what they wanted to be when they grew up.
Around 75 parents and children were there to receive the presents, which consisted mainly of Gideon Bibles, Cat in the Hat pillows, Barbie dolls, Tonka trucks, and Lego building sets.
A half dozen volunteers from the Big God Ministry, including Donnie Roary, helped to set up the tables for the toy giveaway. The worship music was sung by Ruby Friedman, Keri Carpenter, and Jake Monaghan, who also played the accordion.
Big God Ministries meets on Sundays at 10 a.m. at the Mill Valley Community Center, 180 Camino Alto, Mill Valley, CA Their phone number is (415) 797-2567.
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