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Prices go up. Occasionally, prices go down. But for 70 years, the price of a bottle of Coca-Cola didn't change. From 1886 until the late 1950s, a bottle of coke cost just a nickel.On today's show, we find out why. The answer includes a half a million vending machines, a 7.5 cent coin, and a company president who just wanted to get a couple of lawyers out of his office.This episode originally ran in 2012.This episode was hosted by David Kestenbaum. Alex Goldmark is Planet Money's executive producer.Help support Planet Money and get bonus episodes by subscribing to Planet Money+ in Apple Podcasts or at plus.npr.org/planetmoney.Learn more about sponsor message choices: podcastchoices.com/adchoicesNPR Privacy Policy

In 2007, Uruguay had a massive problem with no obvious fix. The economy of this country of 3.5 million people was growing, but there wasn't enough energy to power all that growth.Ramón Méndez Galain was, at the time, a particle physicist, but he wanted to apply his scientific mind to this issue. He started researching different energy sources and eventually wrote up a plan for how Uruguay's power grid could transition to renewable energy. It would be better for the climate, and, he thought, in the long run it would be the most economical choice Uruguay could make.Méndez Galain shared his plan online and in a series of informal lectures. Then, one day he received a phone call from the office of the president of Uruguay, inviting him to put his plan into action.Countries all over the world have announced lofty goals to reduce the emissions that cause climate change. But Uruguay actually did it. In a typical year, 98% of Uruguay's grid is powered by green energy. How did it get there? It involved a scientist, an innovative approach to infrastructure funding, and a whole lot of wind.Today's show was hosted by Erika Beras and Amanda Aroncyzk. It was produced by Willa Rubin with help from Emma Peaslee. It was engineered by Maggie Luthar, fact-checked by Sierra Juarez and edited by Keith Romer. Alex Goldmark is our executive producer.Help support Planet Money and get bonus episodes by subscribing to Planet Money+ in Apple Podcasts or at plus.npr.org/planetmoney.Learn more about sponsor message choices: podcastchoices.com/adchoicesNPR Privacy Policy

When contract negotiations between Alaska Airlines and their flight attendants' union broke down in 1993, the union had a choice to make.The union — The Association of Flight Attendants-CWA — knew that if they chose to strike, Alaska Airlines could use a plan. While Alaska Airlines technically couldn't fire someone on strike, they could permanently replace the striking flight attendants with new workers. Essentially, if the union went on strike, they could risk thousands of people's jobs. The flight attendants knew they needed a counter-strategy.They went with a strategy they called CHAOS: "Create Havoc Around Our System."The strategy had two phases. Phase one: The union kept Alaska guessing about when, where, and how a strike might happen. They kept everyone, even their own members, in the dark. And in turn, Alaska Airlines had to be prepared for a strike at any place and any time. Phase two was to go on strike in a targeted and strategic way.The havoc that the flight attendants created set off a sort-of labor-dispute arms race and would go on to inspire strikes today. And, it showed how powerful it can be to introduce a little chaos into negotiations.Help support Planet Money and get bonus episodes by subscribing to Planet Money+ in Apple Podcasts or at plus.npr.org/planetmoney.Learn more about sponsor message choices: podcastchoices.com/adchoicesNPR Privacy Policy