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Contents
Introduction ___________________________________________ 3
Engineering the world ________________________________ 4
Revolutionizing the web and the space at the same time ____ 4
To be born poor is not an excuse to not change the world __ 8
Avoiding the bankruptcy of the company ___________________ 12
Growth Hacking _____________________________________ 17
Dating revolution _____________________________________________ 17
No Advertising Money ______________________________________ 22
How did you reached your first 100, 1000, and 10,000
members? __________________________________________________ 26
Mafia Bosses ________________________________________ 31
Bad Life Example, Good Business Example ________________ 31
Making Luxury out of sand __________________________________ 35
Corrupting the system ______________________________________ 39
Powerful Tycoons ___________________________________ 42
Dominating the World _______________________________________ 42
Steel Country _______________________________________________ 47
Rejected by KFC ____________________________________________ 52
Latin American Genius ______________________________ 58
Telecommunications Tycoon ________________________________ 58
An English teaching empire _________________________________ 64
Leadership under pressure _________________________________ 69
Silicon Valley Stars ___________________________________ 74
Master Mind of Loyalty Customers _________________________ 74
__________________________ 81
1.44 Billion Monthly Active Users and Counting _____________ 88
References _________________________________________ 95
Introduction
Starting a business is a hard decision. Maybe you need
money, maybe you want to be cool, or maybe -and this
is the reason we are here- you want to change the
world.
In this book you will learn strategies and hacks of the
most famous CEOs and Industry Tycoons. They changed
the world with their brilliant movements and we think you
can do it too.
Traditional approaches to entrepreneurship are good, but
in the real world you have to make not only difficult
decisions, but the most creative ones too. With this book
you will have an approach to the kind of thinking that Elon
Musk, Marissa Mayer and Steve Jobs used to build their
business empires.
Who are we? Inpetus is an online startup accelerator, a
place for startups around the world who want to share
their ideas. We want to share with the world the biggest
news about entrepreneurship and businesses.
We provide services for startups and entrepreneurs.
Check our site to start the journey.
Have a good reading! Enjoy!
David Goudet, Andrea Díaz.
Engineering the world
Revolutionizing the web and the space at
the same time
h a company to build rockets
any better so he just kept going on.
Elon Musk was born in South Africa, went to college at
the Wharton School of Business and then moved to
California and started a company, that company grew
and he sold it for a couple of million, then he started
Paypal, sold it later to Ebay for $1.5 billion dollars.
How Elon Musk did it? Among other aspects, he sets
very tight deadlines. Musk developed Paypal starting with
just a shell in four months in 1999. And right from the start
at Tesla and SpaceX, he was setting ridiculously
optimistic deadlines for launching prototypes and getting
products to market. He ended up looking silly, but the
pressure got things done as fast as possible.
After graduating from a secondary school in Pretoria, he
decided to leave his home, and, without the support of
his parents, to immigrate to the United States. However,
he did not get into the United States right away.
In 1989, Elon Musk moved to Canada. Having obtained a
Canadian citizenship, Elon went to Montreal. He worked
on low paid jobs and he lived on the brink of poverty for
almost a year.
Elon Musk had been studying in Ontario for two years
and then, finally, his dream came true, in 1992, he went
to the United States.
It was 1995 and Elon Musk made the most important
decision in his life. Having graduated from the University
of Pennsylvania, he started graduate school at Stanford
University to study applied physics and materials science.
However, after 2 days, he left, and together with his
brother Kimbal created the company Zip2. As we can
imagine, he worked from early morning until late evening.
His warehouse was at the same place as the office, and
when he needed to take a shower he had to go to locker
rooms of a local stadium. He accumulated savings and
kept the company afloat during the most difficult first two
years.
Musk worked on an electronic payment in 1999. X.com
startup had been born. In 2000, X.com merged with
Confinity. Confinity developed software to store
encrypted information, the first digital wallet. In 2001,
X.com was renamed to PayPal and Elon Musk became
the chairman and CEO of PayPal.
Musk developed new business models, conducted a
successful viral marketing campaign, which led to a rapid
growth of the customers. It was 2002 and eBay bought
PayPal for $1.5 billion. Elon Musk received $180 million for
his share from PayPal and used it to follow his other
interests: space engineering and alternative energy
sources.
Elon Musk is the 21st century industry tycoon, who brings
the most fantastic ideas into life. Elon Musk life story
shows that all his success was achieved thanks to his
perseverance, hard work and, of course, thanks to his
absolute faith in his projects.
To be born poor is not an excuse to not
change the world
Electromechanical calculators were large and expensive
before 1965. Calculators then were desktop size, and
ranged in price from $400 to $1000, being able to
complete only four functions: addition, subtraction,
division, and multiplication. Also, these earlier devices
were also prone to failures. The semiconductors and
integrated-circuits during the 1960s began to reduce the
size and cost of electronic calculators. The new devices
were also easier to read due to the development of LED
and LCD displays. Casio was involved in the
development of those technologies, and by the 1980s
LCD and LED, played an increasingly important role in the
development of Casio's digital-timepiece and LCD-
television markets.
Tadao Kashio was born on November 26, 1917, in
Kureta-mura (now Nankoku City), Japan. Kashio was the
second son of Shigeru Kashio and Kiyono Kashio. Tadao
Kashio had three brothers Kazuo, Toshio and Yukio
Tadao was always the best student in his class. After
school graduation he started to work at a company that
recycled oil cans. Soon he got a job producing military
medals for soldiers. His manager was impressed by his
performance and soon he was taken as an apprentice to
a lathe operator at the machine-tools factory Enomoto.
Is 1942, amidst World War II, the Kashios finnaly had their
first feast for many years. They had twice the usual
quantity of rice. That year, Tadao Kashio started his small
private production of components for aircraft. With his
professional technical skills he bought a cheap lathe and
established relations with potential clients. The lathe was
set in his house with the minimum of necessary
equipment. His determination and firmness was more
than enough to begin with.
Tadao Kashio established a company called Kashio
several simple mechanisms. Tadao started to work with
his brother Toshio.
In 1949, Tadao attended a Business Show in Tokyo. On
stage there was a speed counting competition
competition between an American soldier who was
equipped with a huge electric calculator and a Japanese
accountant who had the classical bone abacus at his
disposal. The audience watched the show supporting the
soldier; the desire to become a nation famous not only
for its Samurai feats but also for the achievements in the
field of technical and scientific progress prevailed in
Japan at that time.
After the show, Tadao Kashio was inflamed by the idea
of mass production of calculators. In 1950 he started to
develop an all-electric compact calculator. It was not
enough for the Kashio brothers to have their own
manufacture, they wanted to pursue an innovative idea.
In June 1957, after dozens of prototypes, the first model
14-A was launched into production, and this marked the
establishment of Casio Computer Co., Ltd. This new
calculator weighed 140 kg (308 lbs). The selling price of
money).
Nowadays Casio Computer Co., Ltd continues to keep
up with scientific and technological progress. The
company, which employs around eleven thousand
people worldwide, produces various unique goods such
as compact organizers, powerful pocket computers with
a complete set of office applications, digital cameras,
high-speed printing systems, watches G-Shock and
Wave Ceptor ranges, miniature digital cameras and
temperature and depth indicators, and many other
devices. As of 2014, Casio Computer Co.,
Ltd consolidated net sales reached ¥321.7 ($2.699)
rters is located in Shibuya,
Tokyo.
Avoiding the bankruptcy of the company
When Marissa Mayer graduated with a master's degree
in computer science from Stanford, received more than a
dozen job offers, including a professorship at Carnegie
Mellon University and a consulting gig at McKinsey & Co.
Instead of picking a safe, secure option, she took a
gamble and accepted an offer at a then-unknown
startup, becoming Google's 20th employee and its first
female engineer.
Even though Marissa Mayer gave Google a hundred
times more likely chance of succeeding than the average
startup, she still put its chance of success at 2 percent.
She took the job nonetheless because, it fulfilled two of
her principles: work with the smartest people you know
and seek out opportunities that push you past what you
know you can accomplish. "I wanted to work at Google
because I felt utterly unprepared to work at a search
engine."
This ability to take risks and take positions that are out of
her comfort zone have come to define Mayer's career,
first at Google and now as chief executive at Yahoo,
where she has made a number of bold management
decisions.
Born in Wausau, Wisconsin, on May 30, 1975, Marissa
Ann Mayer grew up in a small-town, with ballet lessons,
ice skating, brownies and debate team competitions. The
daughter of an engineer and an art teacher, Mayer
demonstrated an early affinity for math and science.
While at Wausau West High, she worked at a local
grocery store, where she memorized the number codes
for produce items in order to streamline the checkout
process.
Mayer's 14th job offer came from Google founders Larry
Page and Sergey Brin, who quizzed her on artificial
intelligence while sitting at a ping-pong table that the
company used for conferences.
Next year, Mayer captured tremendous interest both in
Silicon Valley and around the world. In July 2012, she was
appointed president and CEO of Yahoo, a company
besieged by declining stock prices, layoffs and slowing
ad revenue. Tasked with course-correcting the company,
Mayer became the fifth CEO hired by Yahoo in five years,
as well as one of only 20 women running a Fortune 500
company.
Here's how Mayer taught the company new tricks:
1. She changed the aspect of the brand
Yahoo leaders have wanted a redesign since 2009. But it
never got done, even as CEOs came and went. So
Mayer didn't wait any longer. She launched a redesign of
Yahoo's homepage, logo, and features like Yahoo mail
and Flickr.
2. She acquired an huge amount of companies.
Yahoo has snapped up almost 40 startups since Mayer
took over in the summer of 2012. The organizations have
been young, with only a handful of them making it past
the Series A round of venture capital funding. The biggest
buy was Tumblr for a whopping $1.1 billion.
3. She studied consumer's habits to make Yahoo part
of it
40% of the decisions we make throughout a day aren't
really decisions they're habits. Mayer told Bloomberg
her goal for Yahoo as a web destination was to make it a
habit :
people's daily habits in terms of what content they read.
That is something that we are really working on. All of
these daily habits news, sports, games, finance,
search, mail, answers, groups these are all things we
have been underinvested in.”
4. She focused the hiring on engineering and editorial
talent
When Mayer started at Yahoo, it had about 40 mobile
engineers. It now has almost 400.
Yahoo has also doubled down on editorial talent. Former
New York Times tech reporter David Pogue went over
late last year, and star broadcast personality Katie Couric
signed on to become "global news anchor" of Yahoo in
January.
5. She became friends with her competitors.
"We work with Apple and Google in terms of the
operating system," she says. "In terms of social network,
we have a strong partnership with Facebook. We're able
to work with some of these players that have a lot of
strength in order to bolster our user experience that we
offer on the Yahoo site."
Growth Hacking
Dating revolution
In the most recent decades and in the beginning of the
21st century, it has become clear that dating has evolved
dramatically. LGBTQ-identified individuals are becoming
much more accepted in mainstream society. Love is
beginning to be seen as a universal human
emotion/condition, no matter which gender or sexual
orientation is involved. Terms like
"girlfriend," "boyfriend," and "partner" are used frequently
when describing a person's significant other, and there
are now many stages involved with dating.
In 1998, Internet dating got a cultural boost with the
release of the movie "You've Got Mail". The movie, which
reunited "Sleepless in Seattle's" Tom Hanks and Meg
Ryan, focused on two business rivals who hated each
other in person but fell in love over the Web.
Riding on a wave of growing public acceptance,
Match.com and OneandOnly.com were acquired by
Ticketmaster Online-City search for an undisclosed sum.
This legitimacy caused the major Internet players,
including both Yahoo! and AOL, to work on their
personal/dating section.
The location-based dating app Tinder was founded on
September 1st, 2012, and launched the following
October. Since the launch, the Tinder app has become a
phenomenon. As of late 2014, the app boasted more
than 50 million users swiping 1 billion times per day
Tinder is a mobile dating application that matches
prospective partners with one another through a novel
interface and interaction design.
Tinder is not a traditional startup because is backed by
IAC, the same company who owns dating mega-
company, Match.com.
However, most people think of Tinder as a startup, and
be somewhat intentional, at least according to Sam
explained in June 2013:
exier
for it to be a totally fresh startup that has nothing to do
build new startup-y stuff at Match, and this is a product
that we started working on late last year with the team in
L.A., and it poppe
As with any marketplace, liquidity is the key to success.
Liquidity is the availability of buyers and sellers to
participate in transactions. Tinder has not buyer or
sellers, but in many dating and similar ecosystems the
what triggers the
marketplace with supply and the buyers will come to
participate. This works in reverse, but is typically done in
this fashion. Tinder knew this and supply-hacked the
dating app with women first, focusing on sorority girls as
the early adopters.
As more women joined the platform, men were eager to
download it and see who was available nearby for dates.
The move was brilliant: millennials are digitally savvy and
mobile first, sororities offer large ecosystems where word
of mouth can spread one-to-many, and the connections
between friends and across the greek system in general
make word of mouth more contagious. The combination
of supply seeding and word of mouth was like a spark on
dry kindling. As Muñoz told:
pretty genius. She would go to chapters of her sorority,
do her presentation, and have all the girls at the
meetings install the a
corresponding brother fraternity
When Wolfe returned from her trip, Muñoz says Tinder
had grown from fewer than 5,000 to almost 15,000.
he says, thought the avalanche had
The importance of this early supply-side
seeding and word of mouth growth through collegiate
greek networks cannot be understated, as it helped the
unknown app reach the critical mass necessary for the
network effect to take hold.
Tinder had matched 75 million people total.
Tinder has had explosive growth pretty much since
inception. But there is a likely culprit for this particular
traffic surge:
The Sochi Olympics.
Gold-medalist snowboarder Jamie Anderson told that
Tinder at Sochi was "next level." She said there were so
many "cuties" on the app that it became a distraction
and she had to delete the dating service from her phone.
Soon, a Tumblr was created to promote all the attractive
young Olympians who were using Tinder at Sochi.
Rad told The Wall Street Journal that Tinder saw a 400%
day-over-day increase of new users in Sochi once the
Olympics began. He also said users were spending 77
minutes per day flipping through each others profiles,
hunting for potential matches.
"
Olympics," Rad told WSJ. "[Sochi became] one of those
areas for us that have great penetration and usage.
No Advertising Money
Many startups spent very little on advertising, yet they
made their business so successful? many growth hacks Instead of
ways that scale. In other words, the cost of acquiring
each additional customer is much closer to $0. All you
have to pay for is the execution of the growth hack, and
then it keeps growing your business at little to no extra
cost.
Dropbox, was born due to a Growth Hack, a simple
video make it viral. Since its creation, the company has
received many awards, including best overall startup for
2011 & the Webby for Best Services and Practices
also now known that founders Drew Houston and Arash
Ferdowsi turned down a 9 digit offer from Steve Jobs.
Here are some stats regarding :
In January 2014, Dropbox raised $250 million at a $10
billion valuation.
1 billion files are saved to Dropbox every 24 hours
Over 200 million users
Over 500 employees
Installed on 250 million devices
Drew Houston (Founder of Dropbox) was disorganized:
He would end up at MIT in part because he
procrastinated on his essay for Stanford and started
coding Dropbox, because he couldn't remember to carry
around a thumb drive.He was lucky, but not too lucky. He
struggled to find a co-founder at first and when he drove
down to pitch Y Combinator's Paul Graham on Dropbox,
Graham testily barked at him to leave saying they had an
application process for a reason. His wifi failed during his
demo at TechCrunch50, the company's big launch. The
biggest company to ever go through that startup
competition franchise utterly flamed out. So much so that
Tyler Crowley - the video producer - cut 30 seconds or
so of Houston's on-stage sweating.
The Dropbox MVP
A minimum viable product (MVP) helps entrepreneurs
start the process of learning as quickly as possible. It is
not necessarily the smallest product imaginable, though;
it is simply the fastest way to start learning how to build a
sustainable business with the minimum amount of effort.
The founding team was made up of engineers, as the
product demanded significant technical expertise to
build. These are not the kind of people one would think of
as marketing geniuses. In fact, none of them had ever
worked in a marketing job.
In parallel with their product development efforts, the
founders wanted feedback from customers about what
really mattered to them. In particular, Dropbox needed to
test its leap of faith question: if we can provide a superior
customer experience, will people give our product a try?
The challenge was that it was impossible to demonstrate
the working software in a prototype form. The product
required that they overcome significant technical hurdles;
it also had an online service component that required
high reliability and availability.
To avoid the risk of waking up after years of development
with a product nobody wanted, Drew did something
unexpectedly easy: he made a video.
The video was banal, a simple three minute
demonstration of the technology as it is meant to work,
but it was targeted at a community of technology early
adopters. Drew narrates the video personally, and as
en.
Drew recounted,
people to the website. Our beta waiting list went from
5,000 people to 75,000 people literally overnight. It totally
How did you reached your first 100, 1000,
and 10,000 members?
thing special really. The first hundred people were just
friends of ours that we asked to test it out. When we let
them invite friends, we got to 1,000 users. I forget exactly
how long it took to get to 10,000 users but it was just
basically viral plus some people who would ask for invites
and we would let them in when we were ready to handle
Charlie Cheever, Co-Founder of Quora.
Andy Johns, one of the premier growth hackers in Silicon
Valley, on the key reason that Facebook, Twitter,
LinkedIn and Quora have become so successful:
people don't realize what was going on behind the
scenes at these companies (and what still goes on),
most were conducting several experiments a day to
determine how to best sway people to do what they
wanted them
According to Johns, the principal objective of growth
hacking is to create a user acquisition coefficient that is
higher than one. For example, a company should aim to
have more people using their product over time than it
loses from attrition. By experimenting with different
growth hacking methods, companies can determine the
optimal means to increase that coefficient dramatically.
As Johns described it,
e you hire
a bunch of smart people without a predisposition
towards solving a problem a particular way. Then you put
those people in a resource constrained environment and
Johns admits his first 6 months at Facebook were pretty
turbulent and he felt he could be fired any day but he
soon found his stride.
companies that does an amazing job of really driving
people towards producing results and giving employees
an incredible amount of accountability, In
fact, at one point our executive team set a goal of
acquiring 200 million users in 12 months.
According to Johns, the growth team did surpass the
200 million user challenge by allowing each team
member to act as their own General Manager As an
individual, I had to propose what I was going to
contribute every month and for the year. Each of us was
responsible for profit and loss of users (acquisition of
new users) and I needed to determine what resources I
needed to succeed.
team was able to track direct contributions
from team members because we had built incredible
data infrastructure that allowed us to be precise in the
said Johns.
So how did they do it? Johns was reserved but did
discuss three growth hacks that really moved the needle.
The first hack involved giving users embeddable badges
or profile widgets to post on their websites and blogs.
Johns told that these widgets served billions of
impressions per month, which led to hundreds of millions
of clicks and consequently millions of signups. By
extending Facebook through the user base, Facebook
was able to generate a massive number of sign ups.
A second hack involved buying service providers in third
world countries. Most of the press following these
acquisitions were left scratching their heads. In fact, in
2010 Michael Arrington was mystified by the Facebook
The
big question is why Facebook would need to acquire a
company located halfway around the world if all they
were doing is standard address book imports via OAuth
and APIs, or proprietary but well documented protocols
like Facebook use.
purchasing these types of companies to acquire their
technology to help procure more email addresses.
The third hack involved the acquisition of people who had
not yet signed up for Facebook, and were highly
desirable targets for strategic reasons. This involved
some creative but inexpensive advertising techniques
that Johns could not elaborate on. This campaign was so
successful that the advertising network Facebook was
using, asked Facebook to modify its method.
Twitter Growth Hacking
Johns left Facebook after being recruited by Twitter. He
joined a former Facebook colleague (Josh Elman) and
growth team.
Johns started working as fast as possible to find new
tweaking and optimizing nearly every touch point. And
they had figure out ways to add 10,000 more users on
some days and 60,000 users on other days.
One of the highest performing growth hacks was right on
page was too complicated, but soon after they simplified
the page to focus on signups or logins, the conversion
rates increased dramatically.
A second hack involved persuading new users to follow
at least 10 people on Twitter. Once they did, the odds of
that user returning increased dramatically. So Johns and
the growth team introduced the top people to follow
feature after users signed up and the user retention rate
went up significantly.
Mafia Bosses
Bad Life Example, Good Business
Example
The American Mafia took form under the leadership of
(1897-1962). He was born in
facilitated fundamental changes to organized crime,
setting up the Five Families to rule New York and
establishing a National Crime Syndicate. Luciano was
convicted on prostitution charges in 1936 but was
paroled and deported at the end of World War II. Exiled in
Italy, Luciano spent his last years helping the Italian and
American Mafias make a coordinated push into
narcotics.
When Luciano was 10 his family immigrated to New York,
where by age 14 Luciano had racked up a record of
arrests.
Gangster Charles Luciano told various stories about how
he got his nickname "Lucky. involved escapes
from murderous attacks, like one in 1929 that gave him
his scarred chin and drooping right eye.
He took the streets early, was busted almost at once for
shoplifting, later for delivering drugs. Luciano was a tough
teenage hoodlum on the Lower East Side when his gang
targeted a skinny Jewish kid whose bold defiance won
their respect. The encounter led to a merger of Jewish
and Italian gangs and a lifelong friendship. When Luciano
rebuilt the mob, Meyer Lansky was the architect. A
ruthless natural ability enabled them to rise through the
ranks of their chosen profession. Sometimes they simply
eliminated the ranks. When they downsized colleagues, it
was permanent.
By 1916 he was a leading member of the Five Points
Gang and a friend of the rising Jewish gangster Meyer
Lansky. He ran bootlegging rackets with Lansky and
Bugsy Siegel, and by 1927 had been appointed the top
Masseria, head of
me family.
Taking advantage of Prohibition in 1920, Luciano and
Lansky supplied booze to Manhattan speakeasies. While
others used small boats to offload mother ships, their
contacts enabled them to dock ships in New York
harbor.
Lucky's vision was replacing traditional Sicilian strong-
arm methods with a corporate structure, a board of
directors and systematic infiltration of legitimate
enterprise.
Salvatore Maranzano, an organized crime figure from the
town of Castellammare del Golfo, Sicily, and an early
Cosa Nostra boss aspired to be boss of all bosses, but
for him was too late. He was killed by police
impersonators, hit men provided by Lansky and mutual
friend Benjamin ("Bugsy") Siegel. More rubouts followed,
in a well-orchestrated cutback of old-time Sicilian
gangsters. Luciano's management style would be far
different from that of his Chicago counterpart Al Capone,
who spent more time killing than doing business.
The FBI describes Luciano's ascendancy as the
watershed event in the history of organized crime. After
his hostile takeover, Luciano organized crime. He
modernized the Mafia, shaping it into a smoothly run
national crime syndicate focused on the bottom line. The
syndicate was operated by two dozen family bosses who
controlled bootlegging, numbers, narcotics, prostitution,
the waterfront, the unions, food marts, bakeries and the
garment trade, their influence and tentacles ever
expanding, infiltrating and corrupting legitimate business,
politics and law enforcement.
Making Luxury out of sand
Gambling has always been a very important business in
the Mafia. From card games to betting on several sports,
the Mafia earned cash from all of them. Law
enforcement agencies and police were in the payroll of
the Mafia Bosses and ignored the gambling operations.
However, the history of gambling and casinos in the
United States changed forever when the state of Nevada
legalized gambling in 1931.
No one paid much attention to the legalization except the
local cowboys and some men from nearby military
bases. Las Vegas was a dirty town in the middle of the
desert with a few gas stations, greasy junk food diners
and a few slot machine emporiums.
Las Vegas in the early 1940s was not an attractive place
to do business or live. But when the World War II ended,
the Mafia realized the huge moneymaking potential of
Las Vegas. Al Capone had eyed the town with great
interest but never got onto completing his plans of
turning it into a hotel and casino haven for tourists and
travelers.
Las Vegas remained Mafia free until the Mafioso Meyer
Lansky and Bugsy Siegel realized the potential for Las
Vegas. The timing could not have been better. Before the
formation of Las Vegas, American tourists looking for a
great time had to go all the way to Cuba. In Cuba,
gangsters were welcomed by the corrupt Batista regime,
casinos were plentiful, and the profits were huge. Around
a decade after the opening of the first casino in Las
people were left with no other alternative for legal
gambling than going to Las Vegas.
With Siegel's imagination and great organizational skills
and the money of the Mafia, the first gambling resort of
Las Vegas - The Flamingo - opened on December 26,
1946. It was the first of many Mafia-financed resorts. Las
Vegas proved to be a very profitable and legal business
for the Mafia. Once a dull desert town, it now became
the glitzy Las Vegas "Strip."
Lansky, who did not wanting to be the one blamed if the
the Mafia Families. Things got off to a shaky start when
the Flamingo was forced to open ahead of schedule due
to the pressuring of the Mafia. Las Vegas wasn't so
famous at the time and there wasn't much tourist
interest. Siegel had other troubles too. He had skimmed
off huge sums of money from the construction money
and the pension funds of the Mafia-controlled Unions.
After this discovery, the Mafia demanded the money
back and gave a deadline. Bugsy's hopes were pinned
on the success of the Flamingo. Due to the bad start, the
Mafia Families believed he couldn't return the cash and
so in retaliation got his assassinated.
Lansky took over the Flamingo and turned its fortunes
around. Within the year, the Flamingo was very
successful and had already earned a profit of many times
the investment. Lansky obviously took all the credit for
this. This success was the stage for more members of
the Mafia to arrive in Las Vegas. By this time, more than
50 million dollars had been taken from the pension funds
of the Union, this time with the Mafia's approval.
By the 1950s the Chicago Outfit had also joined the New
York City Mafia Families in Las Vegas. The Outfit ran
three major casinos the Stardust, the Desert Inn, and
the Riviera. The Hacienda, Golden Nugget, Sahara, and
Fremont casinos were added in the 1960s. Tourists from
all over America and later the world, flooded into Las
Vegas for the excellent gambling, entertainment, and
nightlife.
As more and more Mafia Families were building resorts,
concerns arose about how the increased competition
would affect the profits. The various Mafia Families from
all over the country eventually agreed on a deal that
resort. By the time the lawyers legalized the deal, it was
nearly impossible to tell who owned what. Whatever
happened everyone got a piece and this piece was huge.
Corrupting the system
The labor movement and its members have long
suffered from extortion, thievery, and fraud. Corrupt labor
officials have used union power to extort money from
businesses. Labor racketeering has been a major source
of the Cosa Nostra crime families' power and wealth
since the 1930s. Nonetheless, combating labor
racketeering did not become a federal law enforcement
priority until Jimmy Hoffa's assassination in 1975. The U.
S. Department of Justice, beginning in the early 1980s,
brought or threatened civil racketeering lawsuits against
numerous mobbed-up locals and four international
unions. These lawsuits led to an unprecedented effort by
court-appointed monitors and trustees to purge the
corrupted unions of racketeers and racketeering and to
reform the unions.
The ultimate point of the Mafia is to make money.
Families use a variety of activities to accomplish this. One
of the most common is also one of the simplest -
extortion. Extortion is forcing people to give up their
money by threatening them in some way. Mafia
"protection rackets" are extortion schemes. They tell a
shop owner that she needs to pay them $100 a week so
they can "protect" her from criminals who might demolish
the shop or hurt her family - the implication being that the
Mafia members themselves are these criminals.
The Mafia makes money by participating in virtually any
activity that is illegal. Illegal goods are expensive, untaxed
and unregulated. Over the years, mobsters have dealt in
alcohol during Prohibition, illegal drugs, prostitution and
illegal gambling.
Sometimes, burglaries and muggings generate income,
but the capos know that their activities need a grander
scale to ensure maximum profit. This is why they hijack
trucks and unload entire shipments of stolen goods.
Another method used by Mafioso is to pay off truck
drivers or dock workers, who will "misplace" crates and
shipments that later end up in Mafia hands. The stolen
goods could be anything from stereo equipment to
career).
One of the most notorious Mafia schemes was the
infiltration of labor unions. For several decades, it is
believed that every major construction project in New
York City was controlled by the Mafia. Mobsters paid off
or threatened union leaders to get a piece of the action
whenever a union group got a construction job, and they
sometimes made their way into the ranks of leadership
themselves. And once the Mafia had its grip firmly on a
union, it could control an entire industry. Mafioso could
get workers to slow or halt construction if contractors or
developers didn't make the right payoffs, and they had
access to huge union pension funds. At one point, the
Mafia could have brought nearly all construction and
shipping in the United States to a halt. But the last 20
years have seen the federal government crack down on
Mafia-union connections to a great extent.
Powerful Tycoons
Dominating the World
In 1839, John Davison Rockefeller was born into a poor
Cleveland family. In his childhood, John, sold candy to the
kids on his neighborhood to help his family since his
home any money. He quit school and after a couple of
various jobs, he decided to risk all. He entered the oil
business. He found prospecting unpredictable and
wasteful. He believed that refining the crude oil into
kerosene, the clear liquid that will light America, was
where the money was.
In 1863, at just 24, he invested everything into his first
refinery. By 27, he was on the verge of bankruptcy. To
not only survive, but thrive, he agreed to meet with the
rail road magnate Vanderbilt, hoping to secure
competitive transport rates. But Rockefeller narrowly
missed his 6:25am train to New York.
The train crashed. Rockefeller would probably have been
among the many dead. Already a religious man, he now
saw his mission as ordained. When he did meet with
Vanderbilt, he promised him 60 barrels a day in exchange
for cheap shipping rates.
In 1870, after years of hard work, Rockefeller created
Standard Oil, guaranteeing uniform quality. At that
moment, the little boy born into poverty, became the
largest producer of refined kerosene in the country.
Rockefeller didn't stop there, he wanted more. Searching
for bigger and better shipping rates, he met with
largest rail lines. An oil and rail cartel is agreed.
By 1880, Rockefeller was worth about $18 million. He was
also involved in other business ventures, holding stock in
the Cleveland Arcade Co., and in 1905 building the
emblematic Rockefeller building, Rockefeller's business
dealings necessitated increasingly more time in New
York; he bought a home there in 1884 and eventually
made that his legal residence. Nevertheless he
maintained 2 homes in Cleveland and continued to
summer at Forest Hill until a tax dispute with local officials
in 1913.
ROOSEVELT VS ROCKEFELLER
At the time that Roosevelt was re-elected, Rockefeller
controlled over 98% of all Kerosene and was worth $225
symbolize big, bad business. Roosevelt filed dozens of
law-suits against dozens of trusts. Rockefeller was
subpoenaed and traveled all over the country to avoid
being served. But he ended up turning himself in and
agreeing to go to court because his first grandson was
born and he wanted to see him.
ROCKEFELLER VS CARNEGIE
Mr. Rockefeller bought the Mesabi mines threatening
mines was like dust and used to clog up the blast
furnaces. But steel manufacturers quickly figure out how
to use the iron ore and Rockefeller immediately began to
prices. Then Rockefeller planned to build a new steel
plant to rival Carnegie. To end the competition, Carnegie
bought Rockefeller's steel in return f
the industry.
HIGHLY TOXIC, HIGHLY FLAMMABLE: THE FUTURE
need for the Rockefeller supplied kerosene in traditional
oil lamps. Rockefeller needed an alternative use for
petroleum. The highly flammable, highly toxic substance
by-product of refining, gasoline, had previously been a
problem, a pollutant. Now, it power the new internal
combustion engine that will drive the vehicle of the 20th
century, the car.
THE PEOPLE VS STANDARD OIL
The Roosevelt court case concluded. It had kickbacks,
political bribes, predatory pricing and when all else faild,
straightforward intimidation. After 444 witnesses and
12,000 pages of testimony, the court ruled that Standard
s practices violated the
Sherman Anti Trust Act. Standard Oil had six months to
break up. The age of monopoly was over
In its place, 34 smaller companies where formed. These
later became Exxon, Mobil and Chevron. The defeated
Rockefeller still had a net wo
$660 billion.
Steel Country
Andrew Carnegie was an American industrialist born in
1835. Carnegie worked in a Pittsburgh cotton factory as a
boy before rising to the position of division
superintendent of the Pennsylvania Railroad in 1859.
While working for the railroad, he invested in various
ventures, including iron and oil companies, and made his
first fortune by the time he was in his early 30s. In the
early 1870s, he entered the steel business, and over the
next two decades became a dominant force in the
industry. In 1901, he sold the Carnegie Steel Company to
banker John Pierpont Morgan for $480 million. Carnegie
then devoted himself to philanthropy, eventually giving
away more than $350 million.
Andrew Carnegie, whose life became a rags-to-riches
story, was born into modest circumstances on
November 25, 1835, in Dunfermline, Scotland, the second
of two sons of Will and Margaret, who did sewing work
for local shoemakers. In 1848, the Carnegie family moved
to America in search of better economic opportunities
and settled in Allegheny City, Pennsylvania. Andrew
Carnegie, whose formal education ended when he left
Scotland, soon found employment as a bobbin boy at a
cotton factory, earning $1.20 a week.
Ambitious and hard-working, he went on to hold a series
of jobs, including messenger in a telegraph office and
secretary and telegraph operator for the superintendent
of the Pittsburgh division of the Pennsylvania Railroad. In
1859, Carnegie succeeded his boss as railroad division
superintendent. While in this position, he made profitable
investments in a variety of businesses, including coal,
iron and oil companies and a manufacturer of railroad
sleeping cars.
After leaving his post with the railroad in 1865, Carnegie
continued his ascent in the business world. With the U.S.
railroad industry then entering a period of rapid growth,
he expanded his railroad-related investments and
founded such ventures as an iron bridge building
company and a telegraph firm, often using his
connections to win insider contracts. By the time he was
in his early 30s, Carnegie had become a very wealthy
man.
ANDREW CARNEGIE: STEEL MAGNATE
In the early 1870s, Carnegie co-founded his first steel
company, near Pittsburgh. Over the next few decades,
he created a steel empire, maximizing profits and
minimizing inefficiencies through ownership of factories,
raw materials and transportation infrastructure involved in
steel-making. In 1892, his primary holdings were
consolidated to form Carnegie Steel Company.
The steel magnate considered himself a champion of the
working man; however, his reputation was marred by a
violent labor strike in 1892 at his Homestead,
Pennsylvania, steel mill. After union workers protested
wage cuts, Carnegie Steel general manager Henry Clay
Frick (1848-1919), who was determined to break the
union, locked the workers out of the plant. Andrew
Carnegie was on vacation in Scotland during the strike,
but put his support in Frick, who called in some 300
Pinkerton armed guards to protect the plant. A bloody
battle broke out between the striking workers and the
Pinkertons, leaving at least 10 men dead. The state militia
then was brought in to take control of the town, union
leaders were arrested and Frick hired replacement
workers for the plant. After five months, the strike ended
at Pittsburgh-area steel mills was crippled for the next
four decades.
In 1901, banker John Pierpont Morgan (1837-1913)
purchased Carnegie Steel for some $480 million, making
same year, Morgan merged Carnegie Steel with a group
first billion-dollar corporation
ANDREW CARNEGIE: PHILANTHROPIST
After Carnegie sold his steel company, the diminutive
himself full-time to philanthropy. In 1889, he had penned
a moral obligation to distribute [their
money] in ways that promote the welfare and happiness
of the common man. The man
who dies thus rich dies disgraced.
Carnegie eventually gave away some $350 million (the
equivalent of billions in
represented the bulk of his wealth. Among his
philanthropic activities, he funded the establishment of
more than 2,500 public libraries around the globe,
donated more than 7,600 organs to churches worldwide
and endowed organizations (many still in existence
today) dedicated to research in science, education,
world peace and other causes. Among his gifts was the
$1.1 million required for the land and construction costs of
Carnegie Hall, the legendary New York City concert
venue that opened in 1891.
Rejected by KFC
The rags-to-riches journey of Jack Ma is just as
spectacular. A scrawny Ma, just over 5 feet tall, was
rejected by KFC and other employers in his hometown of
Hangzhou in east China. He believed in the Internet's
business potential when few other Chinese did.
Outlandish ideas earned him the nickname "Crazy Jack
Ma." No one thinks he's mad now, even when dressing
in wild wigs and lipstick for his annual meeting where he
serenades a stadium full of Alibaba employees.
Ma's readiness to make fun of himself, and speak his
mind, stands in contrast to China's often conservative
corporate barons. Charismatic and energetic, this former
teacher has become an inspiration to millions across
China. He flunked at math but loved English, and
countless books and DVDs sell his business lessons in
every airport lounge.
Ma whose net worth is $21.9 billion, according to the
Bloomberg Billionaires Index now stars in the coming-
out party for China's private sector onto the world stage.
He praises and uses Western management techniques
but also quotes regularly from Chairman Mao Zedong.
He is a fan of China's kung fu novels and made those
legends part of his company's culture. He travels the
world with a tai chi trainer.
Jack Ma, whose Chinese name is Ma Yun, was born in
1964 into a markedly different China. Communist Party
campaigns dominated daily life. His parents performed a
type of musical storytelling that was banned during
Mao's devastating Cultural Revolution, from 1966 to 1976.
Ma's grandfather, a local official under the Nationalist
Party that Mao defeated, was persecuted as an enemy
of the Communist revolution. Ma and his relatives all
suffered at that time, wrote Chinese author Zhang
Yongsheng in a 2009 biography.
Like most Chinese parents back then, Ma's father beat
him growing up. But there were childhood pleasures, too.
He liked collecting and fighting crickets, an ancient
pastime that Mao also banned. Ma developed an expert
ear, able to distinguish the type and size of cricket just by
the sound, his friend and personal assistant at Alibaba,
Chen Wei, wrote in his 2013 book on Ma.
Starting at age 12, Ma says he awoke at 5 a.m. to walk or
bicycle to Hangzhou's main hotel so he could practice his
English with foreign tourists, who started trickling into the
country after Mao's death in 1976. He did this for nine
years and acted as a free tour guide to many, befriended
several and later visited one family in Australia.
Those experiences opened his eyes. "I realized what
they told me was quite different from what I had learned
in school or heard from my parents," Ma told Xiao-Ping
Chen, a professor at the University of Washington in
Seattle, in an interview published last year.
MA MEETS THE INTERNET
After twice failing the national college entrance exams,
Ma entered what he called "Hangzhou's worst college."
Graduating in 1988, Ma married his college sweetheart
and taught English at a local college for five years,
earning $15 a month. During that time, he also applied
for, and failed to land, jobs at a local KFC, a hotel and the
city police.
Determined to enter business, Ma set up a translation
company, but he still had to peddle goods on the street
to get by. He traveled to the United States in 1995 as a
translator to help a Chinese firm recover a payment. The
attempt failed, and the American who owed money
pulled a gun on him, Ma says. But a friend in Seattle
showed Ma the Internet, and an idea began brewing.
Ma noticed there was not a single online listing for
"China" and "beer," unlike those that popped up for
American and German beer. He returned to China and
set up a listing site that he later sold to the government.
After working in Beijing for an Internet firm under the
Ministry of Commerce, Ma returned home to Hangzhou
to pursue his dream.
ALIBABA FOUNDED
With the help of more than a dozen friends who pooled
their resources just $60,000 he founded Alibaba, a
business-to-business online platform. The company now
makes more profit than rivals Amazon.com and e-Bay
combined, as China's burgeoning middle class are big
spenders online, and small companies rely on Alibaba
and its online payment system.
Ma seized opportunities as China was transforming into a
market economy. At the time, the Internet was first being
promoted, and small, private businesses struggled to get
loans and had to compete against government-protected
state firms, said economist Feng Pengcheng, director of
the China Research Center for Capital Management at
the University of International Business and Economics in
Beijing.
"The business model Ma Yun created in China suited the
Chinese market. It might be a failure in the U.S. market,
but it's so successful in China," Feng said. "What's more,
Ma Yun is good at cooperating with other talents. His
company culture and his personal charm attracted
employees, and his slogans are uplifting," he said.
OPPOSITE OF STUFFY
"My father said if you were born 30 years ago, you'd
probably be in a prison, because the ideas you have are
so dangerous," Ma told Charlie Rose in a 2011 TV
interview. Despite such bravado for a Western audience,
Ma has always been careful in China to avoid statements
and actions that could jeopardize his business.
Latin American Genius
Telecommunications Tycoon
Carlos Slim's father, Julién Slim Haddad, immigrated to
Mexico from Lebanon at age 14. With one of his brothers,
he opened a dry-goods store in Mexico City. When
foreign investors fled the country following the revolution
of 1910, Julián Slim resolved to remain in Mexico. By the
1920s, he had acquired a number of businesses and
substantial real estate in the capital city. Julián married
Doña Linda Helú, a daughter of Lebanese immigrants.
The couple raised six children, of whom Carlos Slim Helú
was the fifth.
The senior Slim encouraged all of his children to learn and
understand finance. He gave each child a ledger to
record expenditures. Young Carlos showed a special
aptitude for numbers, and by age 12 was buying shares
in the Bank of Mexico. When Carlos Slim was 13, his
father died, and the next years were difficult for Carlos.
He studied civil engineering at the Autonomous National
University of Mexico, and while still studying, began to
teach mathematics and linear programming. After a few
years of teaching, Carlos Slim incorporated his first
business venture, a stock brokerage, Inversora Bursátil.
The same year, he married Soumaya Domit; in future
ventures, he combined the first letters of their names, as
in the name of his holding company, Grupo Carso.
Remembering the lessons of thrift he had learned from
his father, he and his growing family lived modestly, while
earnings from his businesses were re-invested in
expansion and more acquisitions. Over the next two
decades, Carlos Slim astutely acquired companies he
believed were undervalued and skillfully overhauled their
management. He diversified methodically, investing in
real estate, then a construction equipment company,
then mining interests. The portfolio of Slim companies
grew to include a printer, a tobacco company and retail
stores.
In 1982, Mexico plunged into an economic crisis. The
government defaulted on its foreign debts, and many
Mexican investors rushed to expatriate their capital.
Carlos Slim's confidence in his country held firm, and he
acquired the Mexican affiliates of Reynolds Aluminum,
General Tire and the Sanborn's chain of stores and
cafeterias. As the economy recovered, Slim's fortune
grew, and his acquisitions accelerated.
He acquired the Mexican interests of a number of U.S.-
based brands: Firestone tires, Hershey's chocolate,
Denny's coffee shops. He bought and merged a number
of insurance companies into the giant firm Seguros
Inbursa.
The greatest opportunity of all presented itself when the
Mexican government began to divest itself of a number
of state-owned monopolies. After taking the holding
company public in 1990, Slim's Grupo Carso, with French
and American partners, purchased the state telephone
company, Teléfonos de México (Telmex). Slim took a
special interest in a small component of Telmex's
operations, the company's fledgling cellular service. Slim
had a unique idea for building the customer base for cell
phone service in Mexico's struggling economy. He sold
the handsets with a month's service prepaid, and rather
than sending the customers a monthly bill, Slim enabled
his customers to buy prepaid phone cards, using their
minutes as needed. Telmex executives resisted the plan
at first, convinced that aggressive promotion of prepaid
cell phones would undermine the market for traditional
landline service. As it happened, the prepaid program
filled an enormous need, and the customer base grew by
66 percent every year for the next 15 years. In the wake
of the dot.com bust of 2000, foreign-owned cellular
ventures throughout Latin America floundered. Slim
scooped them up, combining cellular services in a market
he understood better than anyone else.
Soon his company, América Móvil, had become the
largest wireless services provider in Latin America. As the
demand for wireless communication exploded, Slim's
enterprise grew to meet it. By 2007, his group of
companies was valued at an estimated $150 billion. When
Fortune magazine and other sources calculated the
wealth of the world's leading businessmen, they
concluded that Carlos Slim, with an estimated personal
fortune of $59 billion, was the richest man on Earth.
Proceeds from Carlos Slim's ventures have endowed a
number of charitable foundations. Since 1986, the Carso
Foundation has concentrated on developing Mexico's
human capital through education and training programs.
In 2007, an additional endowment of $4 billion has
expanded Carso Foundation's efforts to build
infrastructure, promote education and reduce poverty,
not only in Mexico, but throughout Latin America.
The Museo Soumaya, established in 1994, was named in
honor of Slim's late wife, who ran the institution for many
years. The museum preserves a world-class collection of
Mexican and European art, while funding art research
and conservation activities and sponsoring traveling
exhibitions. The Telmex Foundation is one of the largest
philanthropic institutions in Latin America. In addition to
activities in health, nutrition, conservation and disaster
relief, it has provided university scholarships for hundreds
of thousands of talented students who would otherwise
be unable to pursue higher education. Slim himself was
the principal donor to the long-term project to restore
and revitalize Mexico City's downtown, the Centro
Histórico.
In 2008, Slim surprised the business world with his
purchase of a 6.4 percent stake in the troubled New York
Times Company. At the time his investment was made
public, Slim's holding in the company was valued at $27
million. The following year, as a global recession and
declining advertising revenues took a particularly heavy
toll on print-based "old media" companies, Slim made the
Times a loan of $250 million.
Forbes magazine's 2010 survey of the world's great
fortunes confirmed earlier estimates that Carlos Slim was
the world's richest man. The survey ranked him as the
world's richest man again in 2011 and 2012. In the midst
of this staggering success, the Slim family remains an
unusually close-knit one. As Carlos Slim devoted more of
his time to his philanthropic enterprises, his three sons
took the reins of major components of Grupo Carso.
An English teaching empire
If you visit a list of
Globish:
Language, and Mastering the VC Game. The list not only
language, but his entrepreneurial drive to turn that
passion into profits.
Last June, both the passion and the drive paid off when
the Caracas-born Andres Moreno, 28, launched Open
English, a Web- to
reinvent the English-language learning experience.
Lots of programs offer specialized English instruction, but
we
provide an integrated solution to reaching fluency
only does the school offer live virtual classroom sessions,
it gives students interactive tools that keep them
engaged for example, voice recorders and spell-
checkers to help evaluate their pronunciation and
writing and various multimedia content, including
educational videos and audio podcast.
In 2008, Open English partnered with the Venezuelan
media and entertainment giant Cisneros Group to
produce a 60-episode television series called English
Highway, which follows a group of young professionals
as they use English in their daily lives and offices and
ultimately land their dream jobs. There are beginner,
intermediate and advanced series, and viewers can
practice their skills through mid-episode speaking drills.
English-language instruction field. In 2004, he co-founded
Optimal English, which provided one-on-one language
instruction to Latin American executives of Fortune 500
companies. But its high cost gave it limited appeal.
Moreno wanted to tap into the market of ambitious
people needing to learn English to advance their careers,
but who could not afford to travel to brick-and-mortar
classrooms.
Moreno found his inspiration and a model in the
burgeoning popularity of social media sites like MySpace
and Facebook. Starting in 2007 and working largely out of
his Caracas apartment, he and a group of friends
developed a learning platform for Open English. Some $2
million from Silicon Valley angel investors helped him
bring the product to market.
Since it appeared in 2008 in Venezuela and 2010 across
Latin America Open English has been a clear hit. Over
7,500 students have signed up, the majority between 25
and 35 years old. Its strongest markets are Venezuela,
Colombia and Mexico, and although most students come
a surprising number are
Open English charges $1,000 for its year-long course.
Students receive a curriculum tailored to their baseline
knowledge of English (50 percent already have low-to-
intermediate English skills) and their profession, interests
The 17-year-old studying for her TOEFL [Test
of English as a Foreign Language] gets a very different
program of instruction than the P&G executive,
Moreno. Personal study advisors
through the course.
Live classes, which average fewer than 5 students per
class, are offered every hour on the hour, twenty-four-
seven. Teachers all native English speakers, bilingual
and tech-savvy are based around the world and have
backgrounds teaching English as a Second Language
(ESL).
Moreno is just beginning. He plans to expand to other
untapped populations including, later this year, Brazil,
broadband connections.
What drives Moreno? The son of a Venezuelan diplomat,
he had lived in eight countries and learned Spanish,
All
that traveling I did as a kid gave me a real passion for
languages and communicating,
Leadership under pressure
While 33 Chilean miners were trapped underground for
69 days, Laurence Golborne, Stanford Executive
Program '96, was busy overseeing the rescue operation,
fielding questions from journalists from around the globe,
and comforting the family members of the men nearly a
half mile beneath the activity on the surface.
In early October, just before the rescue operation near
Copiapo, Chile commenced, a journalist asked Golborne,
"How are the miners?" His reply, according to the
Guardian: "Calmer than the journalists."
Golborne grew up in Maipú, a working-class commune in
the south-west of the capital Santiago, where his father,
Wilfred, a merchant of English descent developed his
entrepreneurial streak through an ironmonger business.
The youngest of six children in the family, as a teenager
Golborne became involved in meetings that the
conservative National Party was organizing against the
Popular Unity government. Nevertheless, his family
situation is described as diverse, with members
sympathetic to both the left and the right.
Golborne graduated from the Instituto Nacional José
Miguel Carrera, and then was admitted to the Pontifical
Catholic University of Chile, where he pursued civil
engineering. In university he was honored as the best
graduate of his class. He married Karin Oppermann, after
annulling his first catholic marriage. Later, he studied
business administration at Northwestern and Stanford
universities in the United States. Golborne is a Roman
Catholic.
Golborne was appointed Minister of Mining on March 11,
2010 by President Sebastián Piñera. As minister, he
oversaw the 2010 Copiapó mining accident rescue
operations. His management of the rescue operation
resulted in his becoming the most popular politician in
Chile.
With 33 miners' lives in the balance, implored by their
families to "give us strength," and with critical
stakeholders that included the Chilean government and
20 companies worldwide, Golborne successfully directed
the technically complex, 69-day rescue efforts with
discipline, efficiency and transparency all while under
the scrutiny of 1400 reporters and a captivated,
worldwide audience.
In a case study about the handling of the disaster, MIT
Sloan Management Review outlined twelve "Principles for
Leadership Decisions During A Crisis" based on
Golborne's actions. With a strong foundation in
management, he proactively took responsibility for the
crisis resolution, assembled and focused a team of
qualified experts, and created strategies not only for
efficient, technical decision-making but for
compassionate social support for the families, and for
open, effective media communications.
While Golborne gives credit to the strength and faith of
the trapped men, as well as to the many people involved
in the effort, he is acknowledged to have been the prime
mover of the miners' safe return. An estimated 1 billion
people watched "Los 33" emerge from deep in the Earth
it was a triumph of leadership and management as
well as of the human spirit.
Golborne sits on the boards of several major South
American companies. In addition to Secretary of Mining,
he was Secretary of Public Works, and Secretary of
Energy. Prior to his time in public service, he was CEO of
the South American retailer Cencosud, where he led the
company's expansion from local enterprise to a
conglomerate operating in five countries. Golborne
completed both the Stanford University Executive
Program and the CEO Management Program at Kellogg
School of Management at Northwestern University and
holds an industrial civil engineering degree.
Silicon Valley Stars
Master Mind of Loyalty Customers
Revealing how Steve Jobs runs Apple is like exposing
assistants
service in 2008, which was riddled with bugs and an
embarrassing e-mail blackout for thousands of
customers. This product release was so poor that critics
MobileMess.
Can anyone tell me what MobileMe is supposed to do?
Jobs reportedly asked the MobileMe team after the
fumbled launch. When he received an answer, he
You should hate each other for having let
each other down.
Jobs immediately named a new executive to run
MobileMe, and shortly after the meeting, most of the
team was disbanded.
-known for running the
company like a ruthless dictator, on a level of secrecy
comparable to the CIA. Fortune's article does a thorough
job unraveling the company culture at Apple, which
recently surpassed Google to become the most valuable
corporation in the world.
Adding more details to the Apple picture, Fortune offers a
rather interesting nugget on an elite group at the
company known as the Top 100. Jobs gathers these
exceptional individuals to attend a top-secret, three-day
strategy session at an undisclosed location. This event is
so secret that members of the Top 100 are told not to
mark t
even allowed to drive to the location.
During the Top 100 meeting, Jobs and his top leaders
inform a supremely influential group about where Apple
is headed.
stage to present strategies or products that signal the
showed the iPod to employees during a Top 100
meeting.
Outside of the theatrical Top 100 events, Jobs meets with
executives every Monday to discuss important projects,
and on Wednesdays he holds a marketing and
communications meeting, Fortune claims.
after a meeting. An effective Apple meeting will include
action list, DRI
a directly responsible individual who must ensure the task
is accomplished.
As for senior employees such as vice presidents, Jobs
reportedly gives the same speech to all of them.
-level employee, you have
no excuses for screwing up:
reasons matter.
Somewhere between the janitor and the CEO, reasons
stop mattering.
And perhaps the most fascinating tidbit from the article is
about a program called Apple University.
Before his second medical leave, Jobs hired Joel
Podolny, dean of the Yale School of Management, to lead
Apple University. Podolny has hired a team of business
professors to write a series of internal case studies about
The purpose? To ensure that Apple will remain Apple, in
the event that Jobs were to depart. Investors and
technology observers have debated for years whether
Apple can continue to be so successful without the
visionary leader that has shaped the company from day
one.
sole purpose seems to be preparing for the day that the
show must go on without the magician.
Steve Jobs as a model
What would Steve Jobs do?
During the absence of Steve, whenever they had a
problem in Apple, insiders would tackle the problem by
What would Steve do in this situation?
Jobs immediately chucked off that notion by declaring
we can never take present decisions basing on the
past examples.
what they are actually supposed to do. So, Apple has
A secret from Steve Jobs No one answer fits every
scenario, you have to constantly explore.
2. Simplicity is achieved through complexity
Somehow we feel that achieving simplicity is far easier
If you
enough. rue. You can only achieve simplicity after
passing through confusing phases of complexity.
A secret from Steve Jobs Be simple, aim to be simple
for greatness resides in simplicity.
3. Sell people their dreams, not your products or
services
Never ever sell your products or services. Just sell
people their dreams. Make it so that they are crazy not
Steve just showed the way to the dreams we had. To put
it simply, we believed in him. He never asked us to
purchase Apple products. They just empowered us with
the technology to achieve.
A secret from Steve Jobs You just have to change the
perspective. Make your brand personal.
4. Going minimal is the key
Minimalism is the new habit now. Have you ever noticed
that all the Apple products come without a manual and
in being minimal and simply executed it.
A secret from Steve Jobs The secret of happiness is
not found in seeking more, but in developing the capacity
to enjoy less.
5. Provide them with social currency
Just as people use money to buy products or services,
they also use social currency to achieve desired positive
impressions among their families, friends, and
colleagues. You need to leverage your dynamics to give
people ways to achieve and provide visible symbols or
status that they can show to others, just like Apple.
A secret from Steve Jobs Make people feel good, they
will follow you.
6. Discard the obvious
There are
perfect and we start over until everything we touch
enhances each life it touches. Only then do we sign our
work. Apple
success. Random choices are obvious, but the perfect
choice takes time. You might arrive at your choice, only
after discarding many other choices.
A secret from Steve Jobs
you reach the desired result. Rise above the mediocrity
by discarding obvious choices
"We're trying to build something lasting." - Jeff Bezos,
Amazon.com founder
"In all of our activities, we take a long-term view." - Bill
Gates, Microsoft Corporation founder.
Vision, innovation, wisdom and hard work are but four of
the skills and techniques Jeff Bezos and Bill Gates
employed from the very beginning of their business
experience. Both started as small business owners. They
didn't have much capital to spare, and neither did they
locate their businesses in prized locations.
They succeeded nevertheless. The author analyzed the
factors for their success and presents the lessons
learned in the form of business tips. The home based
business owner has much to learn from the two titans'
wisdom and experience.
Lesson 1 from Jeff Bezos
Jeff Bezos built the foundation of Amazon.com from the
garage of his two-bedroom house rented outside of
Seattle. He fashioned his first office tables from wooden
doors, angle brackets, and two-by-four lumber
purchased from Home Depot.
Tip No. 1
Be modest in your initial investment. For example, your
laptop or PC shall not necessarily be top of the line. Your
office location could be the corner of your living room,
kitchen, bedroom, basement or garage. Save on office
rent by all means. Be like Jeff Bezos who spent prudently
and succeeded.
Lesson 2 from Bill Gates
Before Bill Gates became an entrepreneur, he had
nurtured the vision that software will one day rule the
world. During high school he spent many late nights with
friend Paul Allen tinkering with the school's computer
system.
Bill Gates secured mighty IBM's contract to supply the
latter's operating system. When he was negotiating with
the IBM people, he had no operating system as yet. He
was able to buy a Disk Operating System or DOS from
another developer for a measly $50 thousand. Of course
he got the contract with IBM.
Tip No. 2
You can learn from Bill Gates by having your own vision
for your small business. Lay down this vision in your
mind. Then put it into writing. Read your vision everyday
while at work in your small corner of the house. Your
vision could be as short-term as the following:
"To make my web site land within the top five of Google
when people search for the keywords 'home based
business"
Lesson 3 from Jeff Bezos
When Amazon was struggling to make profits for the first
time, only its founder Jeff Bezos believed that the
company's business goal could be achieved in a year's
time. Jeff Bezos was highly motivated and he had his
vision clearly etched in his mind. Everybody was
astounded when Jeff Bezos achieved his goal after one
year.
Tip No. 3
You should motivate yourself to succeed. The lesson that
could be learned from Jeff Bezos is to lay down and
make known in clear fashion your goal to every stake
holder of your small business. They include your spouse
and your web designer, among others.
Lesson 4 from Bill Gates
Bill Gates belatedly recognized the tremendous role of
the Internet in business developments. Before 1994 he
downplayed the future of the Internet. But upon
awakening and realized his mistake, he put his heart and
mind to incorporating the effects of the technological
changes brought upon by the Internet in all his
company's products and services.
Tip No. 4
Choose products and services for your small business
that are preferred by people at this time when the
Internet is dominating people's lives. For example, it has
been determined that information products and web
shopping are favored by most consumers. Keep stock of
research findings.
Lesson 5 from Jeff Bezos
It is said that change is the one single permanent thing
on this planet. Amazon changed the way it does
business through the years. First it was an online book
seller. Next it expanded into selling music and videos. Its
competitors have a hard time catching up with Jeff
Bezos' innovative offerings.
Tip No. 5
Your home based business should be run like Amazon.
You could be selling your single information product now.
Two weeks from today you will have added another
back-end product. Next month you will have introduced
into your product line the inventory of the affiliate
program you have joined in.
If your web site is content based, you should be adding
new content every day. Casual visitors to your web site
will become your regular visitors when they see new
content every time they come back to your site. And
these visitors will in the end become your regular
customers.
Lesson 6 from Jeff Bezos and Bill Gates
Jeff Bezos and his wife were the first workers at Amazon.
Their work ethics were marked with hard work and
consistency, among others. These traits were handed
down to their employees through the years.
Bill Gates has all the billions in the world. He is the
world's richest man. He goes to work everyday
nevertheless and works like there's no tomorrow.
Tip No. 6
Emulate the work ethics of the two titans. To succeed
and last long in your Internet business, you should work
hard to put your business online in the fastest and frugal
manner possible. The important thing to consider is to
start and put your small business online early and rapidly.
Lesson 7 from Jeff Bezos and Bill Gates
Amazon was among the first, if not the first, to adopt
online book retailing. When the major book sellers -
Barnes Noble and Borders Books, among others -
realized this new way of selling books, Amazon was
miles ahead. Jeff Bezos surveyed the Internet horizon
and embraced the best technology on sight.
Bill Gates has been into new technological advances.
Microsoft edged out Apple in applying for copyright
license of the podcasting gadget. And he find blogging
cool.
Tip No. 7
Be among the first to embrace technology. Be warned
though that new technologies come and go. Some of
these technologies enable you to run your business fast
and easy. Other technologies rob you of your money.
Your duty is to examine each technology and assimilate
the best into your own home based business.
1.44 Billion Monthly Active Users and
Counting
How did Mark Zuckerberg develop the idea for
FaceBook.com? How did Mark Zuckerberg rise from
nothing to become the youngest billionaires in the world?
What lessons can be drawn from the startup story of
Mark Zuckerberg and his Facebook Company?
my colleagues; the most important thing is that we
create an open information flow for people. Having media
corporations owned by conglomerates is not just an
attractive idea to me. Mark Zuckerberg
Mark Zuckerberg: Success Secrets of the Youngest
Billionaire in the World
1. Have a Dream
Most people think that Mark Zuckerberg emerged from
the blues to become a billionaire; they think he built
Facebook with just a snap of fingers. The truth is they are
wrong. Mark Zuckerberg was not an overnight success.
His journey to fame and fortune began as a dream; a
desire he was willing
Desire is the starting point of all
achievements.
Mark Zuckerberg; if you want to become rich and famous
like him, it starts with your desire. What do you want from
this life? Where do you want to be in the next ten years?
What do you want to be remembered for after you bow
your head to death?
2. Think big
and he would have opted to sell it off back then but he
was more interested in changing the world. Facebook
a small one.
His friends envisioned Facebook as a college project;
Mark Zuckerberg envisioned Facebook as a worldwide
project that will change the way people communicate
and stay in touch. People initially analyzed Facebook as a
million dollar project but Mark Zuckerberg envisioned a
billion dollar company. What do you see in that small
business idea of yours? Are you aspiring to build a million
dollar company or a billion dollar company? Remember
planning.
3. Start small
Mark Zuckerberg had big dreams and wonderful plans.
He envisioned a worldwide project that will be worth
the days of little beginning. Instead of waiting for the
million dollar funding or startup capital; he started from
his dormitory with little capital and sweat equity. But
Never be ashamed to start from the scratch because
building a business from scratch is where the glory lies.
4. Believe in yourself
Self belief is a prerequisite for successfully undertaking
any venture and Mark Zuckerberg had lots of it. You can
never build a successful business by thrusting
responsibility to someone else. You have to believe that
starting a business and growing such business can be
done and you are the one to do it. Never look down on
ability and you will make it.
You are nuts and you should be proud of it. Stick with
what you believe in. Trip Hawkins
5. Follow your passion
What are you passionate about? Are you prepared to
stick to your passion? Are you willing to make sacrifices
for your passion? These are the questions you must
answer if you want to replicate the success of Mark
Zuckerberg.
Mark Zuckerberg was a programming enthusiast from
childhood and he stuck to that passion; despite the fact
that it led him to break the rules, he stuck to it. Everyone
loves the success story of Mark Zuckerberg but only few
will ever give a thought to the fact that Mark Zuckerberg
dropped out of college; just to make sure his passion
never dies. That singular sacrifice alone enabled him
make the list of the richest drop out billionaires in the
world. Undying resolve is a key to building a billion dollar
business from scratch.
6. Be prepared for criticism
I just wish nobody made a film about me while I am still
alive Mark Zuckerberg
Just like every successful entrepreneur; Mark Zuckerberg
has gotten his share of criticism. But he refused to be
cowed by it. Criticism is a necessity on the road to the
top so you must be prepared not only to accept it but
instead, use it as a stepping stone to greater heights.
7. Be diligent
I guess we could. If you look at how much of our page is
taken up with ads compared to the average search
query. The average for us is a little less than 10% of the
pages and the average for search is about 20% taken up
we are keeping things running; we are growing at the
rate we want to. Mark Zuckerberg
See thou a man diligent in his business? He shall stand
before kings; he shall not stand before vain men.
Proverbs 22: 29
The message above is clear. Before the sweetness of
success comes sweat. No man gets to the top with both
hands in his pocket. All successful entrepreneurs and
drop out billionaires earned their place through hard
became successful.
Mark Zuckerberg wanted Facebook to be the heart of
the internet but he had an obstacle; an unmovable well
established giant and that giant is Google. Was Mark
afraid to take Google head on? The answer is no.
Sometimes, success can be found at the feet of the
giants; in the den of lions and only the brave can go for it.
possessed by successful entrepreneurs. Without
courage, there will be no risk taking.
9. Be focused
The thing I really care about is the mission; making the
world open. Mark Zuckerberg
Do you know the reason why Facebook was able to
withstand Google? The answer is because Mark
Buffett, Bill Gates and Andrew Carnegie repeatedly
emphasized the need to concentrate. Diversified effort
maximum result. So concentrate.
Concentrate your energy, your thoughts and your
capital. Andrew Carnegie
10. Learn to take risk
Without the element of uncertainty, the bringing off of
even, the greatest business triumph would be dull,
routine and eminently unsatisfying. J. Paul Getty
not taking risk are the risk takers. Robert Kiyosaki
No entrepreneur ever became successful without
undertaking an atom of risk. Mark Zuckerberg also had
his fair share of risk. When Mark Zuckerberg dropped out
of college to focus on building Facebook; he took risk. By
confronting Google; he took risk. Facebook itself was a
risky venture that paid off immensely. Entrepreneurship is
all about risk taking. Without risk, the world will remain
stagnant.
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SIMPLE THING CALLED LIFE. 5 Secrets of Success from
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