Is Google Burning Small Business? JESSICA ROBINSON

Total Page:16

File Type:pdf, Size:1020Kb

Is Google Burning Small Business? JESSICA ROBINSON ● Saving America’s Black banks 22 ● Life and debt at a PE hospital 42 ● A $500 million oil jackpot 18 August 10, 2020 The dominantsearch companyfaces antitrustscrutiny foritspower over anincreasingly vulnerable Main Street 38 Is Google Burning Small Business? JESSICA ROBINSON Executive Director, Michigan Mobility Institute “ THERE’S NO BETTER PLACE TO BUILD A MOBILITY BUSINESS THAN MICHIGAN.” When it comes to mobility, we’re making what the rest of the world hasn’t even thought of yet. Michigan is home to the highest concentration of engineering talent, has two world-class autonomous vehicle testing sites, and we’re first in the U.S. for mobility-related patents. With over 500 miles of roadway equipped for connected vehicle testing, it’s no wonder that everyone is moving to where it all started. If you’re ready to move into the future with your business, see how we can help at planetm.com/pure-opportunity August 10, 2020 ◀ As the price of search ads rose in the pandemic, psychotherapist Ellen Ross had to choose between paying Google or missing out on new clients 1 BUSINESSWEEK FEATURES 38 Google’s Dominance of Search Ads Sure Is Taxing BLOOMBERG The company’s health-care push is a case study in tech giants’ monopoly power FOR ELLIOTT 42 Private Equity Was Supposed to Cure Ailing Hospitals DAVID A Cerberus buyout leaves investors flush and medical centers deep in debt BY 46 Pepsi’s Unlucky Number PHOTOGRAPH A ’90s marketing stunt led to disaster and death in the Philippines ◼ CONTENTS Bloomberg Businessweek August 10, 2020 ◼ IN BRIEF 4 Hong Kong delays elections ● Argentina’s debt deal ◼ COVER TRAIL ◼ OPINION 5 Hire laid-off energy workers to help fight climate change How the cover ◼ AGENDA 5 Tencent earnings ● U.S. crop data ● New Zealand rates gets made “This week we’re talking about Google ◼ REMARKS 6 A rebate meant to lift Italy’s economy widens a class divide search ads. Turns out the company has a ton of power over small BUSINESS 10 Virus flareups ground airlines’ hopes for a rebound businesses.” 1 12 Boeing and Airbus gamble on keeping factories running “So much for ‘Don’t be evil.’” TECHNOLOGY 14 Silicon Valley’s mostly White workforce highlights “They removed that 2 the tech industry’s epic fail in diversity phrase from their code of conduct, you know?” FINANCE 18 When oil went negative, a group of traders made a killing “How about a really big Google something?!” 3 21 A coin shortage gives no quarter to laundromats “Dig deeper.” 22 Killer Mike’s campaign to get Americans to #BankBlack “Google doodle!” ECONOMICS 24 Biden the deficit hawk makes way for Biden the big spender “Is this 2015?” 26 Puerto Rico risks future funding as citizens skip the census “Autofill! Search meme! 28 Europe is recovering faster than the U.S. The color wheel!” “I get it. This isn’t the first time we’ve arted a POLITICS 30 ▼ Turning Chinese propaganda on its head in Hong Kong Google story.” “Maybe we do something with the magnifying glass ... you know when you were a kid and used it to kill ants?” 2 “Uh, no. No, I don’t.” “I was late to ‘Don’t be evil.’” 32 A conservative judicial star faces a right-wing litmus test STRATEGIES 34 How to make that commitment to racial diversity a reality 36 To keep innovating, get creative about remote collaboration 37 Providing service with a smile while wearing a mask ◼ PURSUITS 55 Architect Bjarke Ingels rethinks urban living 58 A blueprint for restaurants’ survival 60 Pandemic-born innovation may help us fly through airports 62 A cross between QVC and Netflix for the cocktail set 63 Space Age jewelry at an out-of-this-world price ◼ LAST THING 64 In a low-rate world, gold can do what bonds can’t CORRECTION The Bank of England item in Agenda (Aug. 3, 2020) should have converted £300 billion into $390 billion. How to Contact Bloomberg Businessweek EDITORIAL 212 617-8120 ● AD SALES 212 617-2900, 731 Lexington Ave. New York, NY 10022 ● EMAIL [email protected] ● FAX 212 617-9065 ● SUBSCRIPTION CUSTOMER SERVICE URL businessweekmag.com/service ● REPRINTS/PERMISSIONS Cover: Photograph 800 290-5460 x100 or email [email protected] ● Letters to the Editor can be sent by email, fax, or regular mail. by Jessica Petway They should include the sender’s address, phone number(s), and email address if available. Connections with the subject of the letter for Bloomberg should be disclosed. We reserve the right to edit for sense, style, and space ● Follow us on social media ▶ FACEBOOK facebook.com/ Businessweek; prop bloombergbusinessweek/ ▶TWITTER @BW ▶ INSTAGRAM @businessweek stylist: Sara Schipani BUSINESSWEEK BLOOMBERG FOR KWOK H.C. BILLY BY PHOTOGRAPH KONG: HONG ADVERTISEMENT The Information RCH N R Agile Chief Information Advantage Technology Officer Archana joined Atlassian in 2018 after working for Symantec We spoke to Archana Rao, Chief on the regulations of the country in which and Cisco. Information Officer of Atlassian, about the employee works. how agile management can help IT professionals address new challenges. Then we had to make sure that their WiFi was working, that their VPN was working and that they could access everything on Q: What is agile management for our systems. Despite all that, in March IT professionals? TL SSI N 2020, we remotely on-boarded a record S F W F A: IT always gets the reputation of being 200 employees. IT TE MS slow and expensive, and, too often, focused on the technology without understanding Q: How do you prepare for a challenge how it will be used. Agile management like that? means you focus on providing value, Connect business A: In a sense, you can’t — not specifi cally. and doing so continuously. You put your strategy to technical You need a company culture that fosters customer fi rst. execution. operating in an open, transparent manner, where everyone is comfortable learning Q: Who is the IT customer? from everyone else, and not just in a A: Every employee in the company is a hierarchical way. It’s those characteristics customer. We have to have very good of adaptability and teamwork that are the Team workspace to relationships across all the company’s real preparation for the challenges you stay on the same page. departments, both in the trenches and at a don’t see coming. C-Suite level, to eff ectively serve them. Q: How does this apply to IT teams in companies that aren’t in the software industry? A collaborative ITSM Agile management allows solution. you to deliver flexibility A: As every team in the world starts along with speed. And that’s operating remotely, IT departments have an a hard thing to accomplish. incredible challenge, but also an incredible opportunity. How can technology be brought to bear for every team to unleash their fullest potential and build amazing Q: How does that play out day-to-day? products and services for everyone? That’s A: Our goal is to have every new employee TL SSI N’S the challenge agile IT is meant to address. be productive on their fi rst day. We were GL CH really put to the test during the pandemic, Q: What’s often overlooked with agile when all those folks were being on-boarded management and IT? 13 from their homes. A: To move fast, you have to have offi ces For my team, it was all hands on deck. strong relationships with people in every First we had to arrange to send a laptop department, both to understand what is 4K to every employee — sometimes directly, needed to meet their needs and to get employees sometimes through third parties, depending their buy-in. 170K customers Learn more about Atlassian and agile management at atlassian.com/enterprise ◼ IN BRIEF Bloomberg Businessweek By Benedikt Kammel ● Global coronavirus ● Hong Kong cases topped delayed September’s 18.6m Legislative and deaths passed 702,000. President Trump Council election said he thinks a vaccine for a year, blaming may be ready before a recent surge in yearend, with more than a half-dozen prominent Covid-19 cases. companies and researchers racing to develop one. The move outraged pro-democracy advocates, who accuse Hong Kong Chief Executive Carrie Lam and ● A devastating blast in Beirut on Aug. 4 killed more than 100 people and injured China’s central government of trying thousands. The explosion, which has yet to be explained, destroyed the city’s only to stamp out dissent. wheat silo. Now, in addition to the pandemic, Lebanon faces food shortages. ● French lender ● Seven & i, the Japanese ● Trump ●“Right operator of the 7-Eleven Natixis replaced threatened to franchise, agreed to buy now, today, CEO François Marathon Petroleum’s gas ban Chinese we have an Riahi because station business for social media of “strategic 4 app TikTok. emergency. differences.” $21b The deal gives the world’s A building largest convenience store operator 3,900 Speedway is on fire, outlets and a presence He’s given the company until Sept. 15 in 47 of the top 50 U.S. to strike a deal with Microsoft or another U.S. entity about its American and they are metropolitan markets. operations. Critics of the app say TikTok, with an estimated 100 million Crosstown rival Société Générale also U.S. users, poses a national security deciding culled deputy CEO Séverin Cabannes threat—a charge parent ByteDance and retail banking head Philippe Heim denies. Trump added that the U.S. after reporting its worst quarterly loss Treasury should get a slice of any sale.
Recommended publications
  • REPUTATION MANAGEMENT Gaining Control of Issues, Crises & Corporate Social Responsibility
    new strategic_TP:Layout 1 12/9/07 11:11 Page 1 NEWSTRATEGIESFOR REPUTATION MANAGEMENT Gaining Control of Issues, Crises & Corporate Social Responsibility ANDREW GRIFFIN London and Philadelphia Publisher’s note Every possible effort has been made to ensure that the information contained in this book is accurate at the time of going to press, and the publishers and author cannot accept responsibility for any errors or omissions, however caused. No responsibility for loss or damage occasioned to any person acting, or refraining from action, as a result of the material in this publication can be accepted by the editor, the publisher or the author. First published in Great Britain and the United States in 2008 by Kogan Page Limited. Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms and licences issued by the CLA. Enquiries concerning reproduction outside these terms should be sent to the publishers at the undermentioned addresses: 120 Pentonville Road 525 South 4th Street, #241 London N1 9JN Philadelphia PA 19147 United Kingdom USA www.kogan-page.co.uk © Andrew Griffin, 2008 The right of Andrew Griffin to be identified as the author of this work has been asserted by him in accordance with the Copyright, Designs and Patents Act 1988. ISBN 978 0 7494 5007 6 British Library Cataloguing-in-Publication Data A CIP record for this book is available from the British Library.
    [Show full text]
  • Copyrighted Material 22 the Unauthorized Guide to Doing Business the Richard Branson Way
    1 PICK ON SOMEONE BIGGER THAN YOU ‘At Virgin, we have a strategy of using the credibility of our brand to challenge the dominant players in a range of industries where we believe the consumer is not getting value for money.’ – Richard Branson COPYRIGHTED MATERIAL 22 THE UNAUTHORIZED GUIDE TO DOING BUSINESS THE RICHARD BRANSON WAY ichard Branson has made a career out of playing David to the other guy’s Goliath. In the past two decades, Virgin has Rcrossed swords with some of the most powerful companies on the planet. In the 1970s, the Virgin record label went up against the music establishment, including the likes of EMI. When he set up Virgin Atlantic Airways in the 1980s, Branson took on the big airlines, going head to head with British Airways. In the 1990s, Vir- gin entered the soft drinks market with of all things a cola – placing it in direct competition with the giants of Coca-Cola and Pepsi Co. In fi nancial services, Virgin Money competes with the banks and other large-scale fi nancial institutions. Where some entrepreneurs might take one look at the market dominance of the big players and think better of it, Branson ac- tually delights in taking on, and outmaneuvering large corpora- tions. When Branson launched Virgin cola, one journalist noted: ‘I got the impression it was not the money but the prospect of taking on the mighty Coca-Cola corporation that really gave him his kicks.’1 ‘Virgin stands for a sense of challenge’, says Branson. ‘We like to use the brand to take on some very large companies, whom we be- lieve exert too much power.
    [Show full text]
  • Richard Branson
    Case Study “If someone offers you an amazing opportunity and you’re not sure you can do it, say yes - then learn how to do it later.” – Richard Branson RICHARD BRANSON Image By User:David Shankbone [CC BY 3.0 (http:// creativecommons.org/licenses/by/3.0)], via Wikimedia Commons Overview Sir Richard Charles Nicholas Branson (born 18 July 1950) is an English business magnate, investor, and philanthropist. He is best known as the founder of Virgin Group, which comprises more than 400 companies. Branson expressed his desire to become an Entrepreneur at a young age. At the age of sixteen his first business venture was a magazine called Student. In 1970, he set up a mail-order record business. In 1972, he opened a chain of record stores, Virgin Records, later known as Virgin Megastores. Branson's Virgin brand grew rapidly during the 1980s, as he set up Virgin Atlantic and expanded the Virgin Records music label. In March 2000, Branson was knighted at Buckingham Palace for "services to Entrepreneurship”. In July 2015, Forbes listed Branson's estimated net worth at US $5.2 billion. Career “There’s no magic formula for great Branson formed Virgin Atlantic £500,000 to Branson, a further company culture. The Airways in 1984, launched Virgin £110,000 to his airline, and had key is just to treat your Mobile in 1999, and Virgin Blue to pay legal fees of up to £3 staff how you would in Australia (now named Virgin million. Branson distributed his Australia) in 2000. He was ninth in compensation (the so-called like to be treated.” the Sunday Times Rich List 2006 of “BA bonus”) among his staff.
    [Show full text]
  • Richard Bransonis a Flamboyant British Entrepreneur with a Seemingly Insatiable Appetite for Starting New Businesses
    Biography - Information Richard Bransonis a flamboyant British entrepreneur with a seemingly insatiable appetite for starting new businesses. His internationally recognized brand "Virgin"is splashed across everything from credit cards, to airlines and music "megastores". Branson is continuously seeking new business opportunities and loves a good challenge, especially when he enters a market that is dominated by a few major players. Richard Branson was born on July 18, 1950. His entrepreneurial ways began early when he was publishing a student magazine at just 16 years. Branson did not go on to graduate school but in 1970 the now famous Virgin brand had its beginnings in the form of a discount records mail order venture that he and his friend Nik Powell worked on. Virgin Records Soon after opening a record store on Oxford Street, London, Branson began a recording label in 1972, Virgin Records. This was to be the first major success for the British entrepreneur as he started the label with a hit record. The instrumental artist Mike Oldfield's "Tubular Bells"released in 1973 was a cash cow for Branson's Virgin Records and it stayed in the UK music charts for 247 weeks. The record label went on to sign top music artists like "Genesis", "The Sex Pistols", "The Rolling Stones"and "Simple Minds". The Virgin Records Group was sold in 1992 to THORN EMI for $1 billion USD. Richard Branson obviously wasn't finished with the music recording business as he went on to start V2 Records in 1996. The V2 Music brand has a stable of artists that include "Stereophonics", "Powder Finger", "Mercury Rev"and "Tom Jones".
    [Show full text]
  • LONDON CITY AIRPORT 30 Years Serving the Capital 30 YEARS of SERVING LONDON 14 Mins to Canary Wharf 22 Mins to Bank 25 Mins to Westminster
    LONDON CITY AIRPORT 30 years serving the capital 30 YEARS OF SERVING LONDON 14 mins to Canary Wharf 22 mins to Bank 25 mins to Westminster • Voted Best Regional Airport in the world* • Only 20 mins from terminal entrance to departure lounge • On arrival, just 15 minutes from plane to train LONDON CITY AIRPORT 30 years serving the capital Malcolm Ginsberg FAST, PUNCTUAL AND ACTUALLY IN LONDON. For timetables and bookings visit: *CAPA Regional Airport of the Year Award - 27/10/2016 londoncityairport.com 00814_30th Anniversary Book_2x 177x240_Tower Bridge.indd 1 26/06/2017 13:22 A Very Big Thank You My most sincere gratitude to Sharon Ross for her major contribution to the editorial and Alan Lathan, once of Jeppesen Airway Manuals, for his knowledge of the industry and diligence in proofing this tome. This list is far Contents from complete but these are some of the people whose reminiscences and memories have helped me compile a book that is, I hope, a true reflection of a remarkable achievement. London City Airport – LCY to its friends and the travelling public – is a great success, and for London too. My grateful thanks go to all the contributors to this book, and in particular the following: Andrew Scott and Liam McKay of London City Airport; and the retiring Chief Foreword by Sir Terry Morgan CBE, Chairman of London City Airport 7 Executive Declan Collier, without whose support the project would never have got off the ground. Now and Then 8 Tom Appleton Ex-de Havilland Canada Sir Philip Beck Ex-John Mowlem & Co Plc (Chairman) Introduction
    [Show full text]
  • DONNA LEINWAND: (Sounds Gavel.) Good Morning
    NATIONAL PRESS CLUB LUNCHEON WITH RICHARD BRANSON SUBJECT: SIR RICHARD BRANSON, PRESIDENT OF VIRGIN ATLANTIC, WILL DISCUSS "THE CRISIS IN AVIATION - 25 YEARS AFTER VIRGIN ATLANTIC BEGAN," AT A NATIONAL PRESS CLUB SPEAKERS BREAKFAST ON MAY 14 MODERATOR: DONNA LEINWAND, PRESIDENT, NATIONAL PRESS CLUB LOCATION: NATIONAL PRESS CLUB BALLROOM, WASHINGTON, D.C. TIME: 9:30 A.M. EDT DATE: THURSDAY, MAY 14, 2009 (C) COPYRIGHT 2009, NATIONAL PRESS CLUB, 529 14TH STREET, WASHINGTON, DC - 20045, USA. ALL RIGHTS RESERVED. ANY REPRODUCTION, REDISTRIBUTION OR RETRANSMISSION IS EXPRESSLY PROHIBITED. UNAUTHORIZED REPRODUCTION, REDISTRIBUTION OR RETRANSMISSION CONSTITUTES A MISAPPROPRIATION UNDER APPLICABLE UNFAIR COMPETITION LAW, AND THE NATIONAL PRESS CLUB. RESERVES THE RIGHT TO PURSUE ALL REMEDIES AVAILABLE TO IT IN RESPECT TO SUCH MISAPPROPRIATION. FOR INFORMATION ON BECOMING A MEMBER OF THE NATIONAL PRESS CLUB, PLEASE CALL 202-662-7505. DONNA LEINWAND: (Sounds gavel.) Good morning. Welcome to the National Press Club for our speaker breakfast. My name is Donna Leinwand. I’m a reporter with USA Today and president of the National Press Club. We’re the world’s leading professional organization for journalists, and are committed to a future of journalism by providing informative programming and journalism education, and fostering a free press worldwide. For more information about the National Press Club, please visit our website at www.press.org. On behalf of our 3,500 members worldwide, I’d like to welcome our speaker and our guests in the audience today. I’d also like to welcome those of you who are watching us on C-Span. We’re looking forward to today’s speech, and afterwards, I will ask as many questions from the audience as time permits.
    [Show full text]
  • Richard Branson
    Screw It, Let’s Do It Lessons in Life Richard Branson Harshil Meraiya [email protected] ISBN-13: 978-0-7535-1099-5 www.virgin.com/books ISBN-10: 0-7535-1099-5 www.worldbookday,com Learn the Secretes of a Global Icon Throughout my life I have always strived for success – as a businessman, in my adventures, as an author and a proud father and husband. I want to share the many truths I’ve learned along the road to success which have helped me to be the best I can. They include Have faith in yourself Believe that anything can be done Live life to the full Never give up Learn these and other simple truths, and I hope you will be inspired to get the most out of your life and to achieve your goals. People will always try to talk you out of ideas and say: ’it can’t be done,’ but if you have faith in yourself you’ll find you can achieve almost anything. CONTENTS Introduction 3 1. Just Do It! 6 2. Have Fun! 17 3. Be Bold 32 4. Challenge yourself 44 5. Stand on your own feet 56 6. Live the moment 63 7. Value family and friends 73 8. Have respect 86 9. Do some good 94 Epilogue 107 INTRODUCTION THE PRESS CALL ME and my partners at virgin ‘Mavericks in paradise’. There’s no doubt that we tend to do things in a less stuffy way than most businesses - and I have ended up with two tropical islands to have fun on - so it must be true.
    [Show full text]
  • =British Airways Plc (BA) Is the Flag Carrier Airline of the United
    =British Airways plc (BA) is the flag carrier airline of the United Kingdom which is based and headquartered in Waterside, near its main hub at London Heathrow Airport. British Airways operates a second hub at Gatwick Airport and a third hub, served through its fully owned subsidiary, BA CityFlyer, at London City Airport. British Airways is the largest airline in the UK based on fleet size, international flights and international destinations. BA's UK passengers originating at non-London airports must connect via London after British Airways discontinued all direct overseas flights from UK airports outside London following the sale of BA Connect to British regional carrier Flybe in 2007. The British Airways Board was established in 1971 to control the two nationalised airline corporations, BOAC and BEA, and two much smaller regional airlines, Cambrian Airways from Cardiff and Northeast Airlines from Newcastle upon Tyne. On 31 March 1974 all four companies were dissolved to form British Airways (BA). After almost 13 years as a nationalised company, British Airways was privatised in February 1987 as part of the privatisation plan by the Conservative Government of the time. The carrier soon expanded with the acquisition of British Caledonian (BCAL) in 1987 and Gatwick-based carrier Dan-Air in 1992. Despite being a longtime Boeing customer, British Airways placed a major order for Airbus aircraft in August 1998 with the purchase of 59 Airbus A320 family aircraft. In 2007, the carrier placed its next major order, marking the start of its long-haul fleet replacement, ordering 12 Airbus A380s and 24 Boeing 787s.
    [Show full text]
  • Strategic Marketing Management: Analysis
    V POLYTECHNIC OF NAMIBIA SCHOOL OF MANAGEMENT SCIENCES DEPARTMENT OF MARKETING AND LOGISTICS MARKETING SECTION STRATEGIC MARKETING MANAGEMENT: ANALYSIS ... & DECISION MAKING BACHELOR OF MARKETING & HONOURS PROGRAMMES-21 BMRK & 08HMAR COURSE CODE: SMG811S NQF LEVEL: 8 DATE: June 2015 DURATION: 3 Hours MARKS: EXAMINERS: Mr. V. Somosu & Ms. C. Chipeio MODERATOR: Prof. A. Ghamsari 15r OPPORTUNITY QUESTION PAPER (This Question Paper consists of 2 pages (front page included); this does not include the main case study and its appendices) INSTRUCTIONS Answer all questions and sections in this question paper Use the case-study given to you earlier which is also provided herewith plus its appendices (35 pages in all) to this question paper as your guide to answer this paper Be as precise as possible in your answer by going straight to the point. Read each question very carefully for a proper understanding of it before attempting it. The use of calculator is allowed Please note that there is no box to think outside of!! AN OPEN BOOK EXAMINATION!!! SMG8115151 OPPORTUNITY-EXAM-2015-QUESTION PAPER 2/2 CASE ANALYSIS -BRITISH AIRWAYS-BA 100 MARKS Question 1: Using relevant theoretical framework/model (s), critically evaluate British Airways existing sources of competitive edge, core competences and value proposition. 30 Question 2: From your pre-worked audit and SWOT analyses, critically assess 3 (three) strategic marketing options available to British airways in the context of key issues facing the airline industry, in order to maximise profitability and growth. 30 Question 3: Recommend, with justifications, 1 (one) strategic option British Airways should adopt. 10 Question 4: Critically evaluate 3 (three) organisational constraints and risks that may limit British Airways' ability to compete, and propose relevant strategies to deal with these constraints and risks.
    [Show full text]
  • Branson's Virgin: the Coming of Age of a Counter-Cultural Enterprise
    Branson’s Virgin: The Coming of Age of a Counter-Cultural Enterprise 03/95-2122 This case was prepared by Robert Dick, Research Associate, under the supervision of Manfred F.R. Kets de Vries, Raoul de Vitry d’Avaucourt Professor of Human Resource Management at INSEAD. It is intended to be used as a basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. Copyright © 1995 INSEAD, Fontainebleau, France. Financial support from the INSEAD Alumni Fund European Case Programme is gratefully acknowledged. INSEAD 1 2122 The year 1994 was one of mixed success for Richard Branson. His $100 million deal with Delta, the US airline, to block purchase transatlantic seats on his airline, Virgin Atlantic, had been approved by the UK authorities but was later rejected by the US government; a submission to convert his rock radio station from the AM frequency to the more popular FM channel was not accepted. His bid to run the UK’s new national lottery was rejected. However, approval was granted by the Office of Fair Trading for Virgin to acquire the Our Price chain to create the largest music retailer in the UK. In addition, a number of new projects were under development. Branson’s opening salvo for 1995 was the announcement of a new 50-50 venture with Norwich Union to set up Virgin Direct Financial Services, an attempt to revolutionize financial services by selling cut-price insurance, personal equity plans, and pensions directly by phone, cutting out the middlemen. The latter venture was obviously influenced by the success of First Direct, an English company which pioneered telephone banking, and Direct Line, which now controls an increasing share of the market in automobile and household insurance.
    [Show full text]
  • Contemporary Bios in Business Administration.Indd
    Publisher’s Note Contemporary Biographies in Business is a collec- cant contributions to the profi led businesses. Often, tion of 30 biographical sketches of “living leaders” a fi nal section, Signifi cance, provides an overview in a variety of business environments. All of these of the person’s place in history and their contempo- articles come from the pages of Current Biography, rary importance. Essays are supplemented by Se- the monthly magazine renowned for its unfailing ac- lected Readings, which provide starting points for curacy, insightful selection, and the wide scope of further research. infl uence of its subjects. These up-to-date profi les As with other Salem Press biographical reference draw from a variety of sources and are an invalu- works, the articles combine breadth of coverage able resource for researchers, teachers, students, and with a format that offers users quick access to the librarians. Students will gain a better understanding particular information needed. Articles are arranged of the educational development and career pathways alphabetically by last name. An appendix consisting of the business leader. of ten historical biographies, culled from the Salem The geographical scope of Contemporary Bi- Press Great Lives series, introduces readers to pro- ographies in Business is broad; selections span the fessionals of historical signifi cance in a variety of Eastern and Western Hemispheres, covering numer- business roles. ous major geographical and cultural regions. All of The book ends with a general Bibliography that the fi gures profi led are still working at one or more offers a comprehensive list of works for students of their specialties.
    [Show full text]
  • Masters of Scale Episode Transcript – Richard Branson “The Secret to Big
    Masters of Scale Episode Transcript – Richard Branson “The secret to big leaps, w/Sir Richard Branson” Click here to listen to the full Masters of Scale episode featuring Richard Branson. RICHARD BRANSON: I arrived in Vegas, and I was taken to the Palms Hotel, which is a ​ very high hotel. And I was told I was going to jump into the party below from the top of the roof. And normally I'm game for anything, but as we went up the lift, I was just thinking it's very windy outside. It was blowing about 40 or 50 miles an hour. Is this sensible? REID HOFFMAN: That's Virgin founder and incorrigible thrill seeker, Sir Richard Branson. And ​ that question – "Is this sensible?" – is one he's asked himself time and time again, often with the same answer: BRANSON: Screw it, let's do it. ​ HOFFMAN: And it's the answer he gave on that windswept rooftop 400 feet above Las Vegas. ​ It was 2007, and Sir Richard was there to publicize the launch of his new airline, Virgin America. Far below, a crowd filled with celebrities and the press waited in anticipation. The chant began: “Jump, jump, jump.” BRANSON: So when I got up onto the roof, people said, "It's not that windy." And there ​ were walls all the way around the roof so we couldn't feel the wind. And then I buckled into a sort of bungee jump, and jumped off the roof. And as I came down the side of the building, I hit the side of the building with my arse, or the wind blew me into it.
    [Show full text]