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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