
Top News
In the middle of 2010, Tom Sesti decided he needed to do something about the cost pressures that had been plaguing his business, Bandals. Based in Rochester, Mich., the company had introduced a product, women’s sandals with interchangeable decorative tops, soon after the economic crisis hit in 2008. Almost immediately, the five-employee company was hit with cost increases of 15 to 30 percent for manufacturing and raw materials. (The New York Times)
Visit http://www.nytimes.com/2012/05/10/business/smallbusiness/how-some-companies-expand-even-in-a-stalled-economy.html to view the full article online.
Think an overseas work assignment gives you a lock on a senior role? Think again – and start packing your bags. As the process of bringing products to market involves an increasingly global web of commerce, managers gunning for the C-suite should be ready to complete multiple stints abroad. (Wall Street Journal)
Visit http://online.wsj.com/article/SB10001424052702303630404577390573349379782.html to view the full article online.
It was a simple plan. McDonald’s would pay to appear at the top of the trends list on Twitter’s home page, using the social-media site to drive people to its new commercials highlighting some of the real-life farmers and ranchers who supply McDonald’s with its ingredients. Executives at the fast-food company loved the commercials; the word in-house was "authenticity." (The New York Times)
Visit http://www.nytimes.com/2012/05/06/magazine/how-mcdonalds-came-back-bigger-than-ever.html to view the full article online.
Education
Free labor? Great. Free labor from top M.B.A. students? Even better. For decades, companies have relied on business-school students to be unpaid consultants, assessing takeover or expansion opportunities. It is low risk and high reward for firms, with almost no financial outlay and a number of fresh new ideas from eager up-and-comers. (Wall Street Journal)
Visit http://online.wsj.com/article/SB10001424052702303990604577368321102243392.html to view the full article online.
Technology
In 2010 Oracle accused Google of pilfering its intellectual property (IP) for use in the Android mobile platform. It has since presented oodles of forensic evidence, including e-mails among Google executives and bits of allegedly copied program code. On May 7th a federal jury in San Francisco found in its favor. Sort of. (The Economist)
Visit http://www.economist.com/blogs/babbage/2012/05/oracle-v-google to view the full article online.
Entrepreneurship
Here's a quick quiz for you. Is it easier to get A: 1% of a huge, established market? or B: 100% of a completely new one? If you work for Apple, you might have picked B. But too often when companies embark on innovation projects, they pick A: that is, they start by believing that nothing could be easier than to capture a small chunk of a very big, existing market. (Harvard Business Review)
Visit http://blogs.hbr.org/cs/2012/05/are_you_targeting_a_phantom_in.html to view the full article online.
The Economy
Retailers are trying to make smartphones work for them instead of against them. Take Maurices. The women's clothing chain last month started sending promotions to the phones of people who come within a few hundred yards of its stores. Consumers who opt in to the service are sent messages about in-store sales. There is little evidence that sort of marketing actually works, but Maurices wants to give it a shot, in hopes of drawing people to the chain's bricks and mortar locations. (Wall Street Journal)
Visit http://online.wsj.com/article/SB10001424052702303978104577362403804858504.html to view the full article online.
In Britain, if you want to sell your home, an estate agent will list the property, find a buyer, help you negotiate a deal and guide you through the transaction, all for a commission of 2-3% of the sale price. In America, realtors provide the same services for roughly double the fee. (The Economist)
Visit http://www.economist.com/node/21554204 to view the full article online.
Corporate America
The Walt Disney Co. CEO is the steward for some of the most valuable names on the planet, and we're not just talking about Mickey and Minnie but also ESPN, ABC, Marvel, and Pixar. An inside look at how he runs the entertainment factory. (CNN/Money)
Visit http://management.fortune.cnn.com/2012/05/09/500-disney-iger/ to view the full article online.
Two years to the day after it announced its merger with Continental Airlines, United is lagging its competitors among the legacy carriers by most any financial measure or service metric. The airline's fractured employee groups are unhappy, and C-suite executives are bolting. Many of its best and most profitable customers are in open revolt, and average travelers are filling United's Facebook page with tales of woe. The airline's management seems alternately clueless and arrogant and unwilling or unable to fix what's gone awry. (Portfolio)
Visit http://www.portfolio.com/business-travel/2012/05/02/united-airlines-hurt-by-passenger-and-employee-complaints/index.html to view the full article online.
Leadership
Internship programs have gotten a lot of flack of late. They are not free labor. They shouldn't be treated as such, and quite frankly, they aren't anyway. Management is time, which equals money. "Returns" (people seeking second careers) and interns can be an amazing, long-term asset to your company. They can save you thousands or even millions of dollars. (Fast Company)
Visit http://www.fastcompany.com/1836623/how-to-save-yourself-the-high-cost-of-a-wrong-hire to view the full article online.
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