The European Union Speaker Prof

2017 Winter One Seminar

Host Book

TABLE OF CONTENTS ARTICLE PAGE

European Union ...... 3 Chelsea Football Club ...... 4 Current Issues in the European Union Speaker Prof. Brown ...... 5 Hard Rock Cafe ...... 6 World Trade Organization...... 7 Deutsche Bank ...... 8 UPS………………………………………………………………...... 9 Booking.com………………………………………………………………………………… 10 Heineken NV ...... ……. 11

2 EUROPEAN UNION SPEAKER JOHN WHITE

Born in London England, John has a Bachelor of Science degree in Industrial Chemistry and Management awarded by Loughborough University. He has a Master of Arts in Marketing and Management Education from the University of Lancaster.

John has worked in the private sector, held faculty positions and also worked in the government sector. He worked for one year in Hamburg, Germany with Exxon, two years in the UK with Dow Chemical Company. After completing his Master’s degree he spent six years on faculty at the Bristol Polytechnic after which he accepted a Senior Lectureship with the Hong Kong Polytechnic.

Whilst living in Hong Kong he joined the Hong Kong Government and assumed responsibility for establishing and managing a program of activities designed to increase European industrial investment in Hong Kong. He was posted to Germany where he spent five years in Stuttgart building contacts with many corporations, banks and chambers of commerce throughout the European Community. As the program of activities increased John moved to Brussels in Bel- gium where he spent the next ten years working in close co-operation with the private and public sectors throughout the European Union. During his time in Brussels John had the op- portunity to gain firsthand experience of the workings of the institutions of the European Union.

In 1997 John left the Hong Kong Government service and is now working as a Management Consultant as well as running his own photographic agency.

3 CHELSEA FOOTBALL CLUB On the evening of 10 March 1905 in an upstairs room at the Rising Sun pub, Chelsea FC was formed. Among the founding directors were millionaire owner Henry Augustus ‘Gus’ Mears, his brother Joseph, their brother-in-law Henry Boyer, publican Alfred Janes and his nephew Edwin, who ran the Rising Sun.

The club, the brainchild of another founder, Frederick Parker, would be started from scratch to fill Gus Mears’s ambitious stadium, being built across the road at Stamford Bridge by the famous architect Archibald Leitch. Scotland international Jacky Robertson was engaged as the fledgling club’s player- manager. In collaboration with Parker, who also engineered Chelsea’s admission to Football League Division Two, Robertson constructed a squad including larger-than-life Willie Foulke: the club hired football’s first ball-boys to emphasise the 23-stone goalkeeper's presence.

The huge new arena debuted with a 4-0 friendly win against Liverpool in September 1905, supported by London’s first 4-page match day football program, which cleverly fed the metropolis’s growing hun- ger for the professional game. Success came spectacularly fast: the table-top clash with Manchester United on Good Friday 1906 attracted a staggering attendance of 67,000. Promotion to the First Divi- sion was achieved in 1907 and over the ensuing campaign the newly nicknamed ‘Pensioners’ attracted the biggest crowds ever known in Britain. The most popular entertainer of the day, George Robey, even signed up as a player. The training ground is at Cobham in Surrey but sessions are not open to the general public. Special open days are organised at Stamford Bridge when fans can see the team train. Chelsea FC has a Match day Child Mascot Policy which allows children between the age of 6 and 12 years old act as mascots for the Chelsea team before each home and away game. A waiting list operates for children to become mascots. New names are added in the order in which applications are re- ceived. We are currently dealing with applicants added to the database in late 2008/early 2009.

Chelsea FC is committed to tackling discrimination at Stamford Bridge and in our communities and an active role in all the major anti-discrimination campaigns such as Kick It Out, Show Racism the Red Card and all UEFA backed Europe-wide campaigns including FARE. Formed in 2010, the Chelsea Foundation brings together the Football in the Community and the Edu- cation department along with the club’s other charitable and community activities, including environment and anti-discrimination projects. As one of the world’s leading football social responsibility program the Chelsea Foundation uses the power of sport to motivate, educate and inspire. We believe that the power of football can be harnessed to support communities and individuals both at home and abroad. On top of our outstanding football development program, the Chelsea Foundation works on a broad range of initiatives focusing on employment, education, social deprivation, crime reduction, youth offending and much more. Source: https://www.chelseafc.com/

4 Living & Working the in European Union By Professor Graham Brown of IGS

A short summary about the IGS Group, from where Professor Graham Brown is a faulty member and who will be speaking on the twenty-five member states of the European Union con- cerning the agreement to form an economic and monetary union.

The IGS Group, founded in 1975 and which is located on the same campus as the American Business School Paris, is centered around the concept of an International Professional Uni- versity providing practical business education. IGS regularly works with over 1000 companies, with many French educational institutions and over 50 foreign universities, in Europe, North and South America, Asia and the Pacific.

More than 10,000 people attend classes at IGS each year in the different centers located in Paris, Lyon, Toulouse and Nantes. IGS schools train people in human resource management, business administration, marketing, sales, management of information technology and healthcare marketing and administration.

With 48% French students and 52% non-French students representing 65 different nationalities, the American Business School Paris offers real diversity in the classroom. Typical feed- back from study abroad students when they finish at the school is that they actually get to real- ly meet people of different cultures and nationalities. Paradoxically, usually these students come from institutions that are just as or more diverse in numbers. At the American Business School Paris, small class sizes, diversity, readiness to challenge assumptions creates a real environment for cross cultural exchange and understanding. What can best be called an igno- rance of what is politically correct conjugated with values such as tolerance for all forms of diversity; humanism and entrepreneurship foster a strong, challenging, broadening and self- developing learning environment.

The professors are American or have trained in America for the most part but all have their own unique international experience and career paths that they bring into the classroom thus adding further experienced diversity.

The faculty is international and comprises professors who are mostly American with international experience or other nationals who have trained in America.

Professor Graham Brown has a Diploma in Accountancy, City of London Polytechnic, UK and an MBA from the City University, London, UK.

5 HARD ROCK CAFÉ

The original Hard Rock Cafe was created in London in 1971 by the expatriate Americans who thought Europe should taste down-home American cooking and culture. At the time, finding a burger in Europe was like looking for crepe suzette at a New York deli. It soon became a magnet to all kinds: bakers, bankers, actors, musicians, old and young. An American hang-out on European soil--driven by good old Rock 'n roll.

Back in the seventies, Eric Clapton - the original guitar god, founder of Cream and Derek & the Dominoes, creator of the immortal "Layla" - liked to eat at this quirky American diner in London called the Hard Rock Cafe. The place was this funky old building that used to be a Rolls Royce dealership, and it was run by a couple of young Americans who liked to keep it loose. Founded by Isaac Tigrett and Peter Morton, two enterprising and music-loving Americans, Hard Rock Cafe was an instant classic. You could be yourself at the Hard Rock. It was good food and a good time.

So Clapton got to be friends with the proprietors and asked them to save him a regular table, put up a brass plaque or something. And the young proprietors said, “Why don't we put up your guitar?” They all had a chuckle, and he handed over a guitar, and they slapped it on the wall.

No one thought much more about it. Until a week later, when another guitar arrived (a Gibson Les Paul). With it was a note from Pete Townshend of The Who which read: "Mine's as good as his. Love, Pete."

The young proprietors put it on the wall. After that, the guitars never stopped coming. Today there are more than 70,000 guitars, drums, pianos, harmonicas, microphones, shirts, pants, scarves, shoes, handwritten lyrics, cars, bikes, a bus and assorted rock memorabilia - by far, the largest, most valuable such collection in the world - on the walls of over 163 Hard Rock Cafes, Hotels and Casinos in 52 countries around the world.

The Hard Rock Cafe Paris offers more than just great food and service. It is a museum of popular culture, with authentic memorabilia from rock 'n' roll legends covering the walls, 21 screens showing videos, and an unbelievable sound system. In the restaurant and famous cocktail bar all is done to give international clientele an American experience.

The Hard Rock Cafe Paris is centrally located next to the Opera and the Grands Boulevards, not far from famous places such as Musée Grévin, les Etoiles du Rex or the Theather of Varietes. Hard Rock Cafe Paris offer its guests the finest all-American food and great music. There is also a retail store where you can purchase limited edition and collectible Hard Rock t- Shirts, jackets and souvenirs.

Source: http://www.hardrock.com

WORLD TRADE ORGANIZATION

The World Trade Organization (WTO) is the only international body dealing with the rules of trade between nations. It began on January 1, 1995, but its trading system is half a century older. Since 1948 to 1994, the General Agreement on Tariffs and Trade (GATT) had provided the rules for much of the world trade and presided over periods that saw some of the highest growth rates in international commerce. By the 1980s, the GATT needed a thorough overhaul that led to the Uruguay Round and to the WTO.

The system’s purpose is to help trade flow as freely as possible without side effects. That means removing obstacles and ensuring that individuals, companies and governments know what the trade rules are around the world. In other words, the rules have to be “transparent” and predictable. Agreements are drafted and signed by the community of trading nations, of- ten after considerable debate and controversy. Another area is to settle disputes of conflicting interests.

The WTO agreements are lengthy and complex due to the legal texts covering a wide range of activities. They deal with agriculture, textiles and clothing, banking, telecommunications, government purchases, industrial standards, food sanitation regulations, intellectual property, and much more. Under such agreements, countries cannot normally discriminate between their trading partners. Grant someone a special favor (such as a lower customs duty rate for one of their products) and you have to do the same for all other WTO members.

The WTO is run by its member governments. All major decisions are made by the member- ship as a whole, either by ministers (who meet every two years) or by officials (who meet regularly in Geneva). Decisions are normally taken by consensus. In this respect, the WTO is not like some other international organizations such as the World Bank and International Monetary Fund. In the WTO, power is not delegated to a board of directors, and the bureaucracy has no influence over individual countries’ policies. The rules are enforced by the members themselves under agreed procedures that they negotiated. Yet, reaching decisions by consensus among 131 or more members can be difficult. Its main advantage is that decisions made this way are more acceptable to all members and despite the difficulty, some remarkable agreements have been reached. So for now, the WTO is a member-driven, consensus-based organization.

7 DEUTSCHE BANK

Deutsche Bank AG is a German global banking and financial services company with its headquarters in the Deutsche Bank Twin Towers in Frankfurt, Hesse, Germany. It employs more than 100,000 people in over 70 countries, and has a large presence in Europe, the Americas, Asia-Pacific and the emerging markets. In 2009, Deutsche Bank was the largest foreign exchange dealer in the world with a market share of 21 percent.

Deutsche Bank has offices in major financial centers including London, Madrid, Frankfurt, New York, Par- is, Moscow, Amsterdam, Warsaw, Istanbul, Dublin, George Town, Cayman Islands, Toronto, Kuala Lum- pur, São Paulo, Singapore, Hong Kong, Tokyo, Sydney, Dubai, Riyadh, Manila, Mumbai, Bangkok and Belgrade.

The bank offers financial products and services for corporate and institutional clients along with private and business clients. Services include sales, trading, research and origination of debt and equity; mer- gers and acquisitions (M&A); risk management products, such as derivatives, corporate finance, wealth management, retail banking, fund management, and transaction banking.

Deutsche Bank opened its doors in Berlin under the leadership of Georg von Siemens in 1870. Von Sie- mens opened branches in Bremen and Hambur and, with an eye on foreign trade, established branches overseas, the first in London in 1873.

In the late 1800’s, Deutsche helped finance the electrification of Germany and the construction of rail- roads. Von Siemens managed the bank until his death in 1901.

In the face of extreme economic difficulty following Germany's defeat in WWI, Deutsche merged with its largest competitor, Disconto-Gesellschaft, and survived the Depression. By purchasing government debt, Deutsche and other German banks helped finance the Nazi war machine. In 1945, Allied authorities split the bank's West German operations into 10 separate institutions, closed its East German branches, and stripped it of its overseas operations. Deutsche Bank was reassembled from its West German parts in 1957.

Led by Hermann Abs, Deutsche rapidly regained international prominence. After concentrating on com- mercial for a relatively small group of West German companies in the 1940’s & 1950's, the bank began offering a wide array of retail banking services in the 1960's. Between 1957 and 1970 the bank expanded from 345 to 1,100 branches. In the 1960's & 1970's. Deutsche helped finance the West German export boom and became a major Euromarket dealer.

Until the 1987 stock market crash, Deutsche was active in public stock offerings. In the 1980's Deutsche diversified and bought banks, including Bank of America's Italian subsidiary in 1986 and the large UK merchant bank Morgan Grenfell in 1989.

In 1991, the company purchased controlling interest in Bain & Company, an Australian investment Bank.

In 1992, Deutsche bought 30% of Gerling, Germany's largest private insurance company, and, as part of its US expansion, named John Rolls, formerly chief financial officer of United Technologies, to head its North American operations.

In 2001, Deutsche Bank’s share is listed at the New York Stock Exchange.

8 UPS

In 1907, there was a great need in America for private messenger and delivery services. To help meet this need, an enterprising 19-year-old, James E. ("Jim") Casey, borrowed 100 dol- lars from a friend and established the American Messenger Company in Seattle, Washington. According to accounts given by Jim there were quite a few messenger services already in the Seattle area, some of which he had worked for in the past. Jim and his partner, Claude Ryan ran the service from a humble office located under the sidewalk. Jim´s brother George and a handful of other teenagers were the company´s mes- sengers. The company did well despite stiff competition, largely because of Jim Casey´s strict policies of customer courtesy, reliability, round-the-clock service, and low rates. These princi- ples, which guide UPS even today, are summarized by Jim´s slogan: best service and lowest rates. Over three decades (1950s-1970s), UPS systematically fought to obtain authorization to ship freely in all 48 contiguous states. Finally, in 1975, the Interstate Commerce Commission granted UPS the authority to begin interstate service to and from Montana and Utah and to extend statewide its partial service areas in Arizona, Idaho and Nevada. UPS was also author- ized to connect service in these five states with existing service on the Pacific Coast and with all states to the east. As a result, UPS became the first package delivery company to serve every address in the 48 contiguous United States. This historic convergence of service areas became known within UPS as the “Golden Link.” UPS first went international in 1975 when it offered services within the Canadian city of Toron- to. Operations in Germany got underway the next year. The 1980s saw UPS enter the international shipping market in earnest; the company established a presence in a growing number of countries and territories in the Americas, Eastern and Western Europe, the Middle East, Africa and the Pacific Rim. In 1985, UPS started international air service between the United States and six European countries. Then, in 1989, domestic air service was added in Germany.

Today, UPS operates an international small package and document network in more than 185 countries and territories, spanning both the Atlantic and Pacific oceans. With its international service, UPS can reach over four billion people, twice the number of people who can be reached by any telephone network. Since becoming a publicly traded company in 1999, UPS has significantly expanded the scope of its capabilities primarily through the acquisition of more than 40 companies, including indus- try leaders in trucking and air freight, retail shipping and business services, customs broker- age, finance and international trade services. As a result, UPS's relationships with many of its customers has deepened to include much more than basic transportation services.

Source: https://www.ups.com/content/de/en/about/index.html?WT.svl=SubNav

Booking.com

It all started with one man and a rather good idea. Dutch entrepreneur Geert-Jan Bruinsma realized how useful it would be to connect hotels and guests. From a small office in Amster- dam, he built a website called Bookings.nl. This little startup grew steadily in its first few years. The formula for success was pretty simple: working hard to get it right for their customers. By 2005, they were well on their way to becoming the market leader for European bookers. This growth did not go unnoticed by other large players in the travel sphere. The Priceline Group acquired Bookings.nl in 2006 to give us the Booking.com we know today. Despite evolving from a small startup to a global player, little has changed about their company culture. They move forward by taking lots of small steps and executing at incredible speeds. Their Dutch roots encourage them to never be satisfied and to keep proving themselves every day. Some of their values include: Keeping the customer at the center of everything they do; exper- imenting, learning, and being open to change; working together to achieve success, but al- ways challenging one another to improve; being humble, open, and friendly, and remember that their diversity gives them strength; and getting things done today because tomorrow will bring fresh challenges. From 2006 to 2016 they increased their properties from 27,000 to over 1 million, they went from 85 employees to over 13,000, from 18 offices to 184, and from 11 nationalities to over 142. Source: https://workingatbooking.com/about-booking/

HEINEKEN NV

Amsterdam-based Heineken, the third largest beer producer in the world (after Anheuser-Busch and Miller), is the largest distributor in Europe and the leader in the Dutch beer market in the U.S.

Heineken is the No. 1 imported beer, and the company's Amstel Light is the leading imported light beer. The company, which also sells soft drinks, spirits and wine, is family-operated and more than 50% family-owned.

Heineken's U.S. operations are very profitable, accounting for 2.6% of sales, equalling more than 23% of company profits in 1991. In 1988, the company launched Buckler, a nonalcoholic beer, which has since risen to take the No. 2 spot worldwide for nonalcoholic brews. Heineken introduced another beer into this fast-growing segment in 1991, Amstel Malt.

In an attempt to recover from the 1991 Gulf War-spurred lull, Heineken sold a parcel of land in Singapore and produced a 40% rise in profits in the first half of 1992. Also in 1992, the company announced that Karel Vuursteen would, in April 1993, take the place of present executive board chairman, Gerald van Schaik. Meanwhile, supervisory chairman and main stockholder Freddie Heineken, denied persistent rumors that he may sell.

Every Sunday morning, Gerard Heineken's mother was appalled by the crowds of drunken Dutchmen who had consumed too much gin the night before. Heineken, who wanted his mother's financial backing, insisted that drunkenness would decrease if people drank beer instead of gin and pointed out that there weren't any good beers in Holland. His strategy worked. In 1864, Heineken's mother put up the money to buy the 270-year-old De Hooiberg (The Haystack) brewery in Amsterdam.

Heineken quickly proved his aptitude in brewing and within 10 years had established a brewery in Rotterdam. He is also credited with launching the company's lucrative foreign trade by exporting beer first to France, then across Europe, and eventually to the Far East. During the 1880s and early 1890s, the company perfected the yeast strain (Heineken A-yeast) that is still used in its beer today.

In 1914, Heineken passed the company down to his son, Dr. Henri Pierre Heineken. He decided to expand the company's operations to the U.S. and made the voyage himself. While still at sea, Heineken met Leo van Munching, a bartender on the ship who displayed a remarkable knowledge of beer. Recognizing van Munching's talent, Heineken hired him as the company's U.S. importer.

Prohibition stalled the start-up of U.S. operations, and the company entered new markets elsewhere. After repeal of Prohibition, Heineken was the first foreign beer to re-enter the U.S. market.

11 After the war, Heineken sent his son Alfred to learn the business under van Munching. While in New York, Alfred mastered the art of advertising and marketing and brought his new skills home with him in 1948. Meanwhile in the U.S., van Munching worked to create a national distribution system.

In 1968, Heineken bought the Amstel Brewery in Holland (founded in 1870). Two years later, the company became a producer of stout through the acquisition of James J. Murphy Company in Cork, Ireland. Heineken soon entered the soft drink and wine industries, and in 1971, bought the Bokma distillery in Holland.

Facing a consolidation of the European market, the company launched a campaign during the 1980s to expand its continental beer operations by purchasing breweries in France, Greece, Ireland, Italy, and Spain. During the 1980s, the company was victimized by blackmail and extortion attempts and the kidnapping of Alfred Heineken.

Alfred stepped down from day-to-day management in 1989. In 1991, the company bought the van Munching U.S. import business and a majority interest in Hungarian brewer Komáromi Sörgyár, its first central European investment. In 1991, the company closed an unprofitable Canadian brewery and signed a joint agreement to build 4 or 5 breweries in the Asia-Pacific region. Late that year, Heineken announced plans to build a brewery in Vietnam. The company also launched a draught version of non-alcoholic Buckler in the Netherlands.

In 1992, Heineken, worried about a possible Anheuser-Busch presence in Europe (through its dealings with premium brewer Budvar), and began takeover negotiations with one of Eastern European premium beer producers, Pilsner Urquell.

In 2001 the former Amsterdam brewery on the Stadhouderskade is converted to the Heineken Experience Museum. During the first decade of 2000, the business is further shaped through many key acquisitions and joint ventures ensuring the creation of value.