expenses and reallocate some of that funding to help fuel our brands for brand health. The metrics of our brands are much better, better than we've ever seen. We have long term investments with our bottling partners. And there's a great belief in the future, because we've been able to communicate to all concerned-- our people, our bottlers, our customers that this is a great business that still has tremendous amounts of growth. US business had not grown for the past six, seven years. And we were able to prove to ourselves that there's growth in this wonderful market in the United States. So first thing was to create a vision, start implementing that vision, and secondly, to start restoring growth to the United States. Those were the two big priorities for me. And both we were able to create that vision, start executing it. And last three quarters of last year, we generated organic growth in the United States. SARAH GREEN: But growth in the United States isn't something most major multinationals are pursuing. In fact, most multinationals now seem focused on growth in emerging markets. So we wanted to know, with more than 1,000 factories and over 200 markets around the world, why Coca-Cola still considers the US a growth market. MUHTAR KENT: Most people thought that we were trying to go to the moon with a glider when we talked about growth and the United States. They thought it was a oxymoron, growth in the US. This