Speak and Write like The Economist: Говори и пиши как The Eсonomist - страница 22
When Wal-Mart tried to impose alien rules on its German staff – such as compulsory smiling and a ban on affairs with co-workers – it touched off a guerilla war that ended only when the supermarket chain announced it was pulling out of Germany in 2006.
When things went wrong for Middle Eastern tribes a couple of millennia ago, the accepted remedy was to send a sacrificial goat out into the wilderness to placate the gods. The practice continues today, but the voters have replaced the gods, and highly paid businesspeople the goats.
Why do Americans spend such huge amounts of time, money, water, fertiliser and fuel on growing a useless smooth expanse of grass? Much better to cultivate something useful, like tomatoes.
Walmart did not become a $200 billion company without running down a few pedestrians.
Water flows towards money.
The recovery has resembled third-world traffic, where juggernauts and rickshaws, cars and cycles ply the same lanes at different speeds, often getting in each other's way.
Shoppers have been able to buy from out-of-state merchants since Sears issued its first mail-order catalogues in the 19th century.
Warren Buffett: "It's only when the tide goes out that you learn who's been swimming naked."
The new strategy looks more promising, but as always success will depend on implementation.
Consider an imaginary Englishman's day. He wakes in his cottage near Dover, ready to commute to London. Chomping a bowl of Weetabix, a British breakfast cereal resembling (tasty) cardboard, he makes a cup of tea. His privatised water comes from Veolia and his electricity from EDF (both French firms). Thumps at the gate tell him another arm of Veolia is emptying his bins. He takes the new high-speed train to London: it is part-owned by the French firm Keolis, while the tracks belong to Canadian pension funds. At St Pancras station, a choice of double-decker buses awaits. In the last couple of years, one of the big London bus companies was bought by Netherlands Railways. A second went to Deutsche Bahn, the German railway company. In March, a third was taken over by RATP, the Paris public-transport authority (its previous owners were also French). The Dutch railways logo is emblazoned on buses across London. Thanks to RATP's logo, a stylised image of the River Seine now adorns hundreds more: most Londoners neither know nor care. As for Weetabix, a French billionaire is interested in buying the firm, according to press reports. Yet Britain still feels British.
Polaroid, whose once-iconic instant-photo firm, has only one significant asset now – its name.
In a diatribe against the Rothschilds, Heinrich Heine, a German poet, fumed that money "is more fluid than water and less steady than air".
New boss didn't magic away the problems.
Most state-owned companies are prone to over-staffing, underinvestment, political interference and corruption.
Putting business at the heart of the health-care system is not a must but a bug.
The word "company" is derived from the Latin words "cum" and "pane" meaning "breaking bread together".
The sheer size of the Al Saud clan has also helped cement the nation. There have been eight generations of Saudi rulers, dating back to 18th-century sheikhs who held sway in a few oasis towns near present-day Riyadh. Many have been prolific. King Abdul Aziz himself sired some 36 sons and even more daughters. The first son to succeed him, King Saud, fathered 107 children. King Abdullah is believed to have 20 daughters and 14 sons. The extended Al Saud family is now thought to number some 30,000, though only 7,000 or so are princes. Of these, only around 500 are in government, and only perhaps 60 carry real weight in decision-making.
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