Thursday, August 25, 2011

Steve Jobs: ‘Unfortunately, That Day Has Come’

Steve Jobs: ‘Unfortunately, That Day Has Come’

With his health uncertain, Jobs steps down as Apple’s CEO. Tim Cook takes over

Jim Wilson/The New York Times/Redux
Ever since his surgery for pancreatic cancer in 2004, Steve Jobs has dismissed questions about his health as irrelevant. In a manner both imperious and, given the circumstances, understandable, Jobs said that he would know if or when he was unable to fully execute his duties as Apple’s (AAPL) chief executive officer. “Unfortunately, that day has come,” wrote Jobs to the company’s board of directors and “the Apple Community” on Aug. 24.
On the day of the announcement, a person close to Jobs who was not authorized to speak about his health said the outgoing CEO was in Apple’s Cupertino (Calif.) office for the entire workday and attended a regularly scheduled board meeting. This person described Jobs’s condition as weak but added that his resignation was not indicative of a sudden downturn and that Jobs, while housebound in recent weeks, was up and about. Jobs gathered his senior executive team in an emotional meeting after the news broke. He also made clear he plans to be an active chairman, according to another source familiar with the transition. The market reaction was instantaneous: Apple shares fell as much as 7 percent in extended trading after the announcement.
Jobs’s past 14 years as CEO have been unprecedented—not merely in corporate history, but in the history of American life. Apple—the company he co-founded at the age of 21, was exiled from, and nurtured obsessively into the second-most-valuable corporation in the world after ExxonMobil (XOM) —dominates technology and popular culture. Rivals as diverse as Research In Motion (RIMM), Nokia (NOK), Hewlett-Packard (HPQ), Google (GOOG), and the entire music industry have been forced to change strategies or abandon once-thriving models in the face of its success. Yet each triumph has been accompanied by poignancy. Pictures of Jobs introducing iPhones and iPads over the last three years show a man disappearing before our eyes, leading some to wonder about his daily role. “He hasn’t been a driving force for the past two years,” says Daniel Genter, who oversees about $3.7 billion as president of RNC Genter Capital Management in Los Angeles.
Still, it’s a testament to his products that his obvious deterioration has done little to shake investors and only added to his legend. Apple stores are packed because the products are good, and sometimes even beautiful. But buying an iPhone while Steve Jobs is still alive is something to tell your kids about, like buying a Model T from Henry Ford.
As an oracle, Jobs, 56, is irreplaceable. His designated successor, Chief Operating Officer Tim Cook, who proved his ability to run Apple since Jobs’s first medical leave in 2004, has officially been guiding the company since January. Hired by Jobs in 1998 from Compaq, Cook, 50, quickly oversaw the creation of Apple’s online store and the rollout of its candy-colored iMacs (no more beige) and soon had Apple running with less inventory than even Dell (DELL). He also helped Apple to ramp up production of iPods, iPhones, and iPads at rates never before imagined—with only rare gaffes. He revamped Apple’s support, such that customer satisfaction ratings soared right along with volume.
While he lacks Jobs’s charisma and vision, Cook has endeared himself to Apple staff through sheer accumulation of work hours and unfailing loyalty. Despite overtures from HP and numerous other big tech companies, Cook hasn’t budged. Does he have the right stuff to lead Apple? “The good Lord created only one Steve Jobs,” says former Microsoft (MSFT) CFO John G. Connors, who sits on Nike’s (NKE) board with Cook, but “Apple will be wildly successful under his leadership.”
The bottom line: Protecting Apple’s position as the dominant force in tech falls to Tim Cook, an ace manager though not a showman of Jobs’s caliber.

Burrows is a senior writer for Bloomberg Businessweek, based in San Francisco. Tyrangiel is editor of Bloomberg Businessweek and an executive editor of Bloomberg News

Libya: Can It Become an Oil Superpower?

Libya: Can It Become an Oil Superpower?

Qaddafi’s ouster would present opportunities for oil companies, but Libya needs stability first

Benghazi rejoices at news that rebels have seized Qaddafi’s compound Benghazi rejoices at news that rebels have seized Qaddafi’s compound Gianluigi Guercia/AFP/Getty Images
The messiest part of war is how it ends. Even as Libyan rebels and their supporters fired rifles in the air and poured into Green Square to celebrate the downfall of Muammar Qaddafi, the scenes at the Mujama Aleiadat hospital in Misrata, 130 miles from Tripoli, told a grimmer story. The hospital’s corridors were jammed with the wounded, including a 3-year-old boy hit in the arms and abdomen by shrapnel from a shell that also killed his 6-year-old brother in neighboring Zlitan. One of the hospital’s own, a 20-year-old medic who crewed ambulances into the front lines since the start of the war, had been killed by a sniper bullet. “Qaddafi has lost, but people are still fighting,” says Dr. Mohammed Ahmed, who was caring for the wounded boy. “I don’t know why.”
The apparent end of the dictator’s brutal, often bizarre, 42-year rule was greeted with relief not just among ordinary Libyans, but also by leaders of the NATO countries who had launched a hastily arranged anti-Qaddafi military campaign that’s now lasted more than six months. The work of stabilizing post-Qaddafi Libya will take a lot longer than that. Basic services like water and electricity are barely functioning, and the country’s physical infrastructure is in ruins. The rebels, a coalition including longtime Qaddafi opponents and former regime figures, say they intend to establish a democracy, though Libya has neither a political party nor a constitution. Even Mustafa Abdel Jalil, head of the rebels’ National Transitional Council (NTC), warned on Aug. 22 that governing in the post-Qaddafi era will “not be a bed of roses.”
What Libya does have going for it, of course, is oil. With 47 billion barrels of reserves, the 74th-largest economy by gross domestic product possesses 3.4 percent of the world’s known supply. In normal times, oil and gas account for 95 percent of exports and 80 percent of government revenues. The civil war has sent production plummeting, from 1.6 million barrels a day in 2010 to 60,000 recently.
The emergence of a new set of leaders has already set oil companies hustling to grab a stake of a hugely lucrative market. Their prospects, as much as those of the Libyan people, depend on how quickly a group of disputatious opposition figures with no experience governing together can bring order to a devastated nation. “You can’t divorce the political transition from how fast oil is going to come online,” says Edward P. Djerejian, director of the James A. Baker III Institute for Public Policy at Rice University in Houston and a former U.S. ambassador to Israel and Syria. “They have to move together; there has to be a strong sense of political stability.”

History says Libya is not a good bet to become an oil superpower anytime soon. Three decades after the Iranian revolution in 1979, production there has yet to be completely restored. Iraq needed four years to equal its output before the 2003 U.S. invasion, and the ex-Soviet Union countries required as much as a decade. “Libya is not as extreme a case as Iran, but it is not going to be easy,” says Peter Hutton, an analyst at RBC Capital Markets in London.
For centuries Libya has been divided along geographic and tribal lines with a weak central government in the middle. Over the last four decades, Qaddafi was the government, reserving all important decisions, including on key oil concessions, for himself. His talent as a global attention-hog may have been unique, but as a ruler he hewed to the dictator’s playbook: dispensing patronage to his loyalists, creating a cult of personality, and brutally persecuting his enemies. His sins against his citizens may dwarf his sins against the state, but he undermined the machinery of government and commerce at every chance. “Here is a country where the grand leader by design gutted all institutions of governance,” says Robert Danin, a senior fellow for the Middle East and Africa at the Council on Foreign Relations in Washington. “When he leaves, there goes the state.”

FULL STORY AT http://www.businessweek.com/magazine/libya-can-it-become-an-oil-superpower-08242011.html

Wednesday, August 24, 2011

Target's Holograms: The Innovation Angle

Target's Holograms: The Innovation Angle

Posted by: Reena Jana on October 30, 2007

On Wednesday, big-box retailer Target will begin running ads about the world’s first “model-less” fashion show in New York on November 6 and 7, featuring a holographic illusion of three-dimensional, disembodied clothes. Yes, the Wall Street Journal reported this yesterday in an advertising story; what the Journal didn’t report is an innovation story on the technology behind the event and how it might save on fashion-show costs or be applied in other settings as a corporate communication or retail tool. I spoke with James Rock, a director of Musion Systems Limited, the maker of the hologram system used, on these topics. And I also chatted with fashion designer Isaac Mizrahi and long-time Target brand name, whose clothes will be featured alongside those of a number of high-profile designers creating exclusive “masstige” lines for Target this season.
First, let’s take a look at one of Target’s behind-the-scenes concept sketches for the fashion show, which will be staged at Grand Central Terminal’s Vanderbilt Hall, projected on a stage every ten minutes on November 6 from 12:00 p.m. until 12:00 a.m., and November 7 from 6:00 a.m. until 7:00 p.m.:
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And here’s a glimpse of what this concept will look like at the Target fashion show:
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The holographic effect used, from Musion, isn’t new—Richard Branson used it to address a conference in 2005. Here’s some YouTube video of the event:

You’ll see the hologram is eerily real, and it gives you a sense of what the Target experience might be like. According to Rock of Musion, the technology is based on an old-school magic trick from the 19th century, involving glass mirrors and reflections. The updated system involves giant foil screens instead of glass, and videotaping models whose images are projected against the foil, in High Definition. Their bodies are then edited out of the video. At the event, the taped images will be projected in front of live audience.
Rock won’t disclose the cost of the Target project, although he said it took about 10-12 weeks to develop on the Musion side, but that smaller holographic productions can take as little as 3-4 hours to produce or up to 3-4 years, depending on complexity. “Every project is bespoke,” Rock says. So far, the tech is favored by car-makers: BMW, Land Rover, GM, and Honda have used Musion holograms at trade events. Fiat used it at a product launch this year in Italy, showing off a customizable car at a public event in which consumers customized a car on a computer, and then this car was then transformed into a hologram before their eyes. In other words, they could see in 3D and in life-sized proportions, their custom car, in the colors they chose, with the features they chose, rather than merely on a flat computer monitor.
But other types of companies have used it as well to showcase products – General Electric and Adidas, for example.
Rock foresees the technology as a potential way of conducting business meetings, the next step beyond sophisticated video conferencing such as HP’s Halo system. Holograms provide an even more realistic presence for remote workers at meetings than a flat, ultra-high-resolution screen.
Isaac Mizrahi, the fashion designer, told me he thinks that the holograms might evolve into an innovative retail feature. “I keep thinking, wouldn’t it be great to go into a dressing room and see how clothes might fit without having to putting them on?” He says, adding that perhaps stores might feature 3D holograms for customers to see on body types that match their own. “I think there are so many ways this technology will advance and help fashion develop.”
Mizrahi also feels that the continuous, every-ten-minutes public fashion show “democratizes fashion even further,” he says, referring to Target’s famous design-for-all strategy. “The show gives Target guests—which is what the company calls customers--put themselves in the clothes.”
Laura Sandall, Target's director of events marketing and publicity, also says that the holographic show is “cost effective.” A typical fashion show, she says, costs about $200,000 to produce. And, if you’ve ever been to one, you know that they only last about 15 minutes. The Model-less shows on November 6 and 7 will be shown 144 times, says Sandall.
“We expect 750,000 people to pass through Vanderbilt Hall. We will hit over a million people each day,” Sandall says. “And then it will live online, on Target.com, Facebook, and YouTube.” The goal is to spread the video virally, too.
We have about a week until the Model-less show debuts. It will be interesting to see how the public responds. And how Target responds, as the company now has pressure to “best itself,” as Sandall says, after staging this spectacle that just might inspire some innovative new uses of holograms and holographic technologies.

Google's interactive Pac-Man doodle

Google's interactive Pac-Man doodle

Posted by: Helen Walters on May 21, 2010

google-pacman.jpg
In honor of the 30th anniversary of everyone’s favorite arcade game, Google has outdone itself. The company has not simply embedded a static artistic homage to Pac-Man on the Google.com homepage, but installed the game itself. Yup, the Google logo has been turned into a Googlified version of the Pac-Man game, and is the company’s first interactive home page. Searchers can hit the “insert coin” button or wait ten seconds to get playing and can then apparently work their way through all 256 levels. Once they’ve won (or, you know, failed miserably) the search engine sends them to a search results page for “Pac-Man 30th anniversary”. Curmudgeons, or those not obsessed with 80s arcade game culture, can search as usual. The doodle was the brainchild of senior user experience design, Marcin Wichary, a self-confessed “Pac-Man enthusiast” (y’think?) along with regular doodler Ryan Germick. The game will be live for 48 hours.

What TouchPad's Fate Says About the Tablet Market

GigaOm August 22, 2011, 10:13 PM EDT

What TouchPad's Fate Says About the Tablet Market

Given Apple's early iPad launch, only a well-executed, budget-priced, basic tablet backed by deep, committed pockets is likely to fare well—as in Amazon's likely entry

I missed last week’s big news of Hewlett-Packard (HPQ) opting to terminate the TouchPad and other webOS hardware by only a few hours. My issue was one of timing: About two hours before HP’s bombshell revelations—the company is also looking to exit the PC market, where it holds the global No. 1 spot—I fell ill and took a few days off to recoup. It turned out that timing also provides a central explanation both for the demise of the TouchPad and for my conviction that Apple (AAPL) has positioned its iPad very well for years to come against challengers in the tablet market.
I hit upon the issue of timing earlier this month in a GigaOM Pro article (subscription required) noting that Apple’s iPad was announced in January 2010 and that so far, no tablet has caught up to what Apple offers. Plenty of folks are happy with a Google (GOOG) Android Honeycomb tablet; fewer have purchased a BlackBerry (RIMM) Playbook. I’m not suggesting that Apple’s iPad is the best tablet for everyone. Consumers have different needs and preferences. From an overall sales perspective, though, no data dispute that Apple holds the tablet crown.
How else does timing affect the overall tablet market as well as HP’s decision to table the TouchPad?
Consumers aren’t buying devices for potential. For most people, the iPad is the most complete tablet available. Why? Out of the box at launch it had strong third-party app support, as well as backward compatibility with phone apps, a media store, and an operating system interface that tens of millions were already used to. It took more than a year before the earliest tablet contenders appeared and they’re just now gaining certain key features: movie stores, for example, and stretch and zoom capabilities for phone apps. Consumers want a complete tablet experience, not one that’s “coming soon.”
If tablets are the future, companies must commit for the long haul. HP’s $1.2 billion investment in webOS persuaded me that it was in the tablet race for the long haul. I defended the company’s move to sell the TouchPad at a discount and even bought one, only to find out days later that I was wrong: HP wasn’t selling the tablet at low prices to expand the user base quickly and help attract developers. HP apparently gave the TouchPad only a brief chance to gain an audience. When it didn’t do this at full price, the product’s plug was swiftly pulled. Research In Motion and the many Android tablet makers should take note. To compete with the iPad, they must be prepared to invest much time and money.
When a product comes to market is nearly as important as the product itself. The tablet landscape might be very different if all the iPad competitors had arrived a year ago. I still believe, for example, that webOS offers a smart and effective user interface. Had HP been able to deliver the TouchPad last summer, it might have captured the No. 2 tablet spot by now. Instead, Apple’s iPad has the mindshare of developers, consumers, and enterprises. In lieu of viable tablet alternatives, Apple gained valuable market share. At this point, hardware makers are setting themselves up only for strict comparisons to iPads already in use.
Timing is key to partner strategies. It’s easy to look back in hindsight. Clearly, HP should have lined up a hardware partner to license webOS before announcing the demise of the TouchPad. At this point, the lack of a hardware partner makes webOS software look like a dead product to many consumers and developers. The webOS asset looks like a liability: Who will take the chance to create hardware by licensing the platform now? Had a partner been announced first, the future of webOS on a tablet might show promise. Instead, it looks like a big risk that has already failed to pay off for two different companies—HP and Palm

FULL STORY AT http://www.businessweek.com/technology/what-touchpads-fate-says-about-the-tablet-market-08222011.html

Behind Five Guys’ Beloved Burgers

Restaurant Chain August 11, 2011, 10:00 PM EDT

Behind Five Guys’ Beloved Burgers

Carnivores keep coming back for the authentic vibe as much as the beef, but maintaining it throughout the franchise is no simple task

Five Guys says last year it used enough peanut oil to fill the stream of the Jungle Cruise ride at Disneyland Five Guys says last year it used enough peanut oil to fill the stream of the Jungle Cruise ride at Disneyland Brian Finke for Bloomberg Businessweek
http://images.businessweek.com/cms/2011-08-11/pop02_fiveguys34__01__190.jpg Sales growth Brian Finke for Bloomberg Businessweek; ; Nation's Restaurant News Top 100; U.S. data, may reflect actual results, estimates or projections.

Story Tools

Jerry Murrell bursts through the swinging glass doors of a hamburger restaurant at a shopping center in suburban Virginia. Van Morrison is rocking through the speakers, and line cooks are shouting orders across the open kitchen. Murrell, 67, who is tall with sporty sunglasses perched atop his bald head, enters as if he owns the place, which he does. The founder and chief executive officer of the Five Guys burger chain approaches the counter, takes his place in line, and makes a show of slipping a crisp $100 bill into the tip jar.
Murrell passes up Five Guys’ regular cheeseburger, which comes with two patties and 840 gluttonous calories, and orders the “Little Burger”—a single patty with lettuce and tomatoes. No cheese or jalapeños, no mushrooms or any of the other 11 free toppings. Not even ketchup. Though he’s proud of the offerings, chosen by his sons who help run the business—“Every little one was a decision,” Murrell says. Today he keeps it simple.
What started as a modest burger shack in a Virginia strip mall has exploded into America’s fastest-growing restaurant chain, with five stores opening each week. Five Guys serves up made-to-order burgers with beef that’s never frozen and absurdly large servings of hand-cut fries. The fresh, generous meals allow them to charge more than fast food chains such as McDonald’s and Burger King.
Murrell founded the company with his wife and sons in 1986. For 16 years they ran a handful of local stores in the Washington (D.C.) area, perfecting their limited menu and building a devout local following. Then in 2002, after much nudging, the boys convinced Murrell to open the floodgates to franchising. By the end of this year, Five Guys expects to have almost 1,000 stores open around the country and over $1 billion in sales. They’re growing so fast that the Murrells are racing to hold on to the simple, authentic vibe that made the place so beloved.

Five Guys stores don’t have drive-throughs or molded plastic seats bolted to the floor. The walls are covered in crisp white and red tiles, the kitchen is open for everyone to see, and the menu doesn’t change. As Jim Gilmore, the co-author of Authenticity: What Consumers Really Want, explains, Five Guys stores seem to say, in the most loving way possible, “Shut up, sit down, and eat.”
Gilmore says that in an age when everything seems to be mediated and staged, the tough love from Five Guys feels refreshingly real. The restaurants cultivate that through what Gilmore calls the “texture” of their operations. The stores typically have bags of potatoes stacked up to be cut into French fries—a holdover from early locations that didn’t have storage space in the kitchen. A chalkboard on the wall lists the specific farm that grew the spuds. Self-serve buckets of peanuts let customers munch as they wait for their orders, while employees are encouraged to be personable and avoid scripted greetings.
The Murrells also shun national advertising campaigns, which they find fake, and instead rely on word of mouth. When President Obama moved to the White House, a Five Guys staffer suggested sending him a T-shirt. “That’s cheap!” Murrell shot back. Playing coy worked, and soon Obama, trailed by TV cameras, stopped by a store. He ordered a cheeseburger with lettuce, tomato, fresh jalapeños, and mustard—a classic example of Five Guys’ formula that sells 2 million burgers a week and was named Zagat’s “best fast food burger” for 2010.
For this reporter, evaluating the burger first-hand was problematic: I’ve been a vegetarian for more than a dozen years. So I tried calling some expert tasters. Pulitzer Prize winning food critic Jonathan Gold says he doesn’t much care for Five Guys—he finds the burger “boring”—but understands why people like them. “There’s that goopeyness, and it does fit that kind of American profile.” Gilmore, the marketing consultant, calls the burgers “a couple pounds of carnivorous pleasure.” Then he adds, “It’s almost enough to make me feel sad for you.”


READ FULL STORY AT http://www.businessweek.com/magazine/behind-five-guys-beloved-burgers-08112011.html

Text to Speech, on the iPad

Text to Speech, on the iPad

When his aunt lost the ability to talk, Ajay Godhwani built a text-to-speech app for the iPad that makes it easy to express complex thoughts

Mathew Scott for Bloomberg Businessweek
In June 2010, after 40 years of teaching classical Indian music, Nirmala Godhwani lost her ability to speak. Four months earlier she’d been diagnosed with amyotrophic lateral sclerosis, or ALS, and while Godhwani’s mind remained sharp, her motor skills deteriorated quickly. She grew frustrated trying out the various technologies for converting typed words into speech. Most have interfaces that rely heavily on graphics, including stick figures, to help users of all ages, literacy levels, and mental capacities recognize words. The graphics slowed Nirmala down, however, and made it difficult for her to form complex sentences. Before long, her hope that she could continue having substantive conversations “had been beaten out of her by this brutal disease,” says Ajay Godhwani, Nirmala’s nephew.
Then a 35-year-old senior director at a technology consulting company, Godhwani decided, along with Nirmala’s two sons, to create something better. The result, an iPad app called Verbally, is a lesson in economy. Godhwani consulted with speech therapists and computational linguists and was surprised to learn that only “about 200 words in the English language make up about 80 percent of daily conversations,” he says. So rather than stick figures, Verbally users see text buttons on the top half of the screen and a keyboard on the bottom. One tab shows about 50 of the most common words in English; another, a list of common phrases. Users can choose one of the text buttons or start typing. The app employs predictive text technology to recommend complete words and phrases based on the first few letters typed. The idea is to squeeze more information on each screen and reduce the number of steps it takes to form a sentence.
Godhwani says his aunt, who died this February, found it far easier to communicate complex thoughts with the app. In March, Intuary—the San Francisco startup Godhwani founded to develop the technology—released a polished version as a free iPad app. It’s been downloaded nearly 30,000 times. In late July, the six-person company started selling a $100 premium version with more voice options and the ability to store personalized lists of words and phrases. Andrew Jinks, a speech pathologist with the Center for Assistive Technology at the University of Pittsburgh Medical Center, says Verbally is “tremendous” for a free product, though it’s not appropriate for every patient. “It’s certainly not going to work for them over the course of” a degenerative disease such as ALS, he says, as patients eventually lose the ability to manipulate a touchscreen.
Intuary, meanwhile, is expanding, and plans to release an educational app for children by the end of the year. Godhwani won’t give any details other than to say he wants the program to be as easy to use as Verbally, so just by “look[ing] at it, you know what to do.”

MOTIVATION

An aunt with ALS found text-to-speech programs too limiting.

INSIGHT

Most conversations rely on only about 200 common words.

CREATION

Verbally, a free iPad app that emphasizes efficiency.

Leiber is Small Business editor for Businessweek.com, Entrepreneurs editor for Bloomberg.com, and covers small business for Bloomberg Businessweek.

How Nordstrom Bests Its Retail Rivals

Department Store August 11, 2011, 10:00 PM EDT

How Nordstrom Bests Its Retail Rivals

The family-run department store places customer service above all else with easy-to-market lifestyle sections

The Nordstroms of Nordstrom The Nordstroms of Nordstrom Jose Mandojana for Bloomberg Businessweek
At 10 a.m. on the morning of Apr. 8, the doors opened to the 116th Nordstrom (JWN) department store, at Christiana Mall in Newark, Del. A crowd‚ consisting mostly of smartly dressed women in their 30s and 40s, ran inside. There was screaming. They jogged through a gauntlet of more than 300 employees, and clapping along with all the store managers, salespeople, and security guards were four tall men. These were the Nordstroms of Nordstrom, brothers Blake W., Peter (Pete) E., and Erik B., and second cousin James (Jamie) F. Jr.
This was the 43rd new department store to open since the fourth generation of Nordstroms retook control of the company in 2000, a run that has had investors screaming, too, or at least looking over their portfolios with approval. Last year revenue at the company grew 12 percent, to a record $9.7 billion, and while the Great Recession slowed rivals Neiman Marcus and Saks (SKS), Nordstrom gained market share. Nordstrom, it seems, is that rarity in American business: an enterprise run by a founding family that hasn’t wrecked it.
There is no chief executive officer, though the board has an outside chairman: Enrique “Rick” Hernandez Jr. Where other family-run companies, such as the Dillard’s (DDS) department-store chain, employ two classes of stock that give the founders extra voting power, the extended Nordstrom family owns the same kind of paper as any other shareholder. They own $2.5 billion worth, or about one-quarter of the outstanding shares.
Nordstrom is expanding, though in a methodical and not too daring way. With room in the U.S. for about 14 more stores—there are a limited number of ritzy Zip Codes—it is taking the enterprise abroad, starting not with Asia or the Middle East but just across the border from its Seattle headquarters, in Canada. Unlike Saks and Bloomingdale’s, which have opened stores in Mexico and the United Arab Emirates, the Nordstroms have chosen not to franchise their foreign outposts. “We’re not trying to make a buck and move on to the next thing,” says Pete, 49. “This is our life. We do not want to be the generation who screws it up.”
For the most part, say industry observers, the Nordstroms have succeeded by making customer service the good they’re really selling. Though many retailers embrace “customer centricity,” a fancy term for putting the customer first, few equal Nordstrom, which routinely ranks in the top three on Luxury Institute surveys that measure customer satisfaction.
“Nordstrom’s claim to fame has been customer service,” says Richard Dickson, president of Jones Group, which owns Jones New York, Anne Klein, and other apparel brands. “They led the charge and to some extent invented” the concept, he says.
Nordstrom was founded in 1901, when John W. Nordstrom, a Swedish immigrant, invested his Alaska gold mine stake in a downtown Seattle shoe store with his partner, Carl F. Wallin. Nordstrom moved into women’s wear in the 1960s and soon after added men’s and children’s clothes. The third generation took over in 1968, and expansion picked up. By 1990, the year Nordstrom opened its first store in the New York City area, in Paramus, N.J., the company had 46 locations in seven states.
Where rivals define store space by brand, Nordstrom breaks it up into so-called lifestyle sections. The “Individualist” corner offers midpriced contemporary goods from Theory to Trina Turk, while the “Narrative” section features less costly but classic styles from labels such as Lauren by Ralph Lauren (RL) and AK Anne Klein.
Nordstrom’s approach makes it easier for shoppers to put together outfits, says Jennifer Black, a retail analyst who once worked at Nordstrom stores in Portland, Ore. Brands covet an invitation to win shelf space. Shoe entrepreneur Steve Madden recalls the first time he was asked to a Nordstrom buyer’s meeting. “It was like an invite to the White House,” he says


Full Story at http://www.businessweek.com/magazine/how-nordstrom-bests-its-retail-rivals-08112011.html

A Rallying Cry in Israel: ‘Lower the Rent!’

A Rallying Cry in Israel: ‘Lower the Rent!’

Angry tenants pitch tents and demand social justice

Tent city in Tel Aviv: Housing prices are up 40 percent Tent city in Tel Aviv: Housing prices are up 40 percent Amnon Guman
What started in mid-July as a minor protest—two dozen tents pitched in a posh section of Tel Aviv—has morphed into a full-blown citizen’s movement in Israel. The tent camps have spread to other choice avenues in Tel Aviv and cropped up in Jerusalem, Haifa, and Beersheba. More than 250,000 people filled the streets outside Israel’s Defense Ministry on Aug. 6 at a “Rally for Social Justice” replete with protest leaders and local rock stars.
At the heart of the movement is the anger of ordinary Israelis at the surging cost of housing. Prices have increased about 40 percent in the last three years, in part the result of Israel’s “very slow” planning and construction process, Bank of Israel Governor Stanley Fischer said on Aug. 1. They rose 13.7 percent in the 12 months through April-May, about triple the inflation rate, the Central Bureau of Statistics reported on July 15. Israel ranked fourth in the Knight Frank Global House Price Index for the first quarter of 2011, trailing only Hong Kong, India, and Taiwan.
Rents are jumping, too. “It is insane what landlords get away with charging in this country,” says Yifat Karlinsky, a pregnant mother of a 2-year-old boy, as she sits on a park bench near her tent, sweating in the August heat. “Tel Aviv has become a city only rich people can afford, and the lack of housing is driving prices up everywhere else.” Karlinsky, a 37-year-old grade school teacher, joined the protest after the rent on her south Tel Aviv apartment jumped 17 percent.
Why the fury over housing prices now? “In Israel demand [for housing] has often outstripped supply,” says HSBC (HBC) economist Jonathan Katz. “It’s been especially so the last few years, thanks to low interest rates making it easier to get housing loans and mortgages.” The economy has been robust—it should grow 4.8 percent this year, according to the Bank of Israel. The increased prosperity has made Israelis hunger for better homes, while at the same time the gulf between rich and poor has widened.
Israel’s real estate market has unique structural problems, too. As much as 93 percent of Israel’s land is owned or managed by the government, part of a policy dating to the nation’s founding in 1948 to preserve a Jewish state. That means most real estate sales are actually long-term leases, giving the state unusually large authority over land use.
The bureaucracy-heavy process that builders must go through to get projects cleared has slowed construction permits, constricting the supply of apartments and lifting prices in a country roughly the size of New Jersey. Among Prime Minister Benjamin Netanyahu’s responses to the housing protests has been a promise to cut red tape at the Israel Lands Administration, which handles the bidding for leases.
Netanyahu is painting himself as an ally in the struggle to build housing that middle-class families and students can afford. He has pledged to build 50,000 housing units in the next 18 months with incentives of free land for construction of low-rent apartments. Protest leaders are instead demanding immediate government steps to bring down rents and regulate housing prices.
Netanyahu may try something radical. In previous stints as Prime Minister and Finance Minister, he led the drive to sell government-owned businesses, including El Al Israel Airlines and Bezeq, the telecom company. Now he is trying to push through the sale of Israel’s ports and public land. If developers owned land outright, they theoretically could build much faster. In the meantime, a tent in Tel Aviv is the best deal going.
The bottom line: With housing prices up 40 percent in the last three years, Israelis are demanding a remedy. Selling off public land is one option.

Ferziger is a reporter for Bloomberg News. Ben-David is a reporter for Bloomberg News.