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[ù] Bloomberg Business Week(USA) [50]

:   Bloomberg L.P.
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Business Week û ּҺ ù ޱ Ѵ ҿ˴ϴ.

ؿ ⱸ ؿܿ 翡 ۵Ǵ ý, ؿ ûϴ ü ó ð ɸ, / ؿܹ , ش Ͽ Ƿ ɻϿ ûֽñ ٶϴ.


ϰ ĥ Ǿ ʰ ۵ ֽϴ.

   ؿ Ȳ ԰ ʾ ֽϴ.


 - ּ Ǽ ڰ ּҺ ûּ.

   ̽ : 02) 6412-0125~9 / nice@nicebook.kr


Businessweek Issue Ͽ ϸ鼭 ٽ  м ָ ޾ƿԽϴ. Businessweek ϴ ܼ , û ⺸ٴ ü ʼ Դϴ. ô븦 ¾ ƽþ 縦 ÷ ȭ BusinessWeek ܼ û Ѿ о߿ پ ߰ е鿡 ϰ ְ Դϴ. 


Bloomberg Businessweek, commonly known as BusinessWeek, is a weekly business magazine published by Bloomberg L.P. It was first published in 1929 (as The Business Week)[clarification needed] under the direction of Malcolm Muir, who was serving as president of the McGraw-Hill Publishing company at the time. Prior to 1929, it was titled System, published out of Chicago by Arch W. Shaw, the first publisher of Harvard Business Review.), when the A.W. Shaw Co. was purchased by McGraw-Hill in 1928 Like nearly all magazines, BusinessWeek has suffered from a decline in advertising during the late-2000s recession. Print revenues halved, to US$60 million, between 2006 and 2009, and online revenues only grew marginally, to $20.5 million. In July 2009, it was reported that McGraw-Hill was trying to sell BusinessWeek and had hired Evercore Partners to conduct the sale. Because of the magazine's liabilities it was suggested that it might change hands for the nominal price of $1 to an investor who was willing to incur losses turning the magazine around. On October 13, 2009, Bloomberg L.P. announced its acquisition of the magazine for a reported $5 million, although exact figures were not disclosed. In a press release accompanying the announcement, Bloomberg chairman Peter Grauer said, 'Together, the BusinessWeek.com and the Bloomberg.com websites have more unique visitors than any non-portal business and financial site.' The transaction was completed on December 1, 2009, and the new owner added its name to the magazine's title. This Week contents COVER -- LET'S GET IT ON: Continental and United Airlines have undeniable corporate chemistry, but is it a love built to last? An inside look at the complexity and absurdity of making the world's largest airline. The Dodger All-Star Game by Roben Farzad and Scott Soshnick Indonesia: Rule By Song by Ted C. Fishman Main Street Masala by David Sax Friends With Benefits by Brad Ston MARRIAGE AT 30,000 FEET: UNITED AND CONTINENTAL FORM THE WORLD'S LARGEST AIRLINE By Drake Bennett In this week's cover story, staff writer Drake Bennett offers a fascinating look inside the seemingly glacially-paced United and Continental merger, which will form the new United, the worlds biggest airline. Bennett reveals the hundreds of things, from wages to coffee selection to miniature pony procedures, the two airlines do differently and now have to reconcile. Amalgamation is good for airline passengers, and United has promised Wall Street $1.2 billion in new revenue and cost savings from its merger. But combining two airlines -- each with its own protocols, culture, history, and tens of thousands of workers -- is a very difficult, and costly, thing to do. Last year, United had 33 integration teams, had to consolidate over 1400 different manuals and spent $517 million in merger-related expenses. THE DODGER ALL-STAR GAME By Roben Farzad with Scott Soshnick Today's LA Dodgers exemplify everything that went wrong in the last decade: easy money, greed, money and bad governance. Writer Roben Farzad reports on how big bidders are now swinging for the fences in a wild battle to overpay for the bankrupt L.A. Dodgers. INDONESIA: RULE BY SONG By Ted C. Fishman Indonesias current President Susilo Bambang Yudhoyono ('SBY') presides over one the biggest and most diverse populations on the planet -- and one of the world's fastest-growing economies. SBY recently sat down with Bloomberg Businessweek for an exclusive series of substantial interviews in which he provided a glimpse at the challenge of running a rapidly changing, resource-rich, strategically central country. He also reflected on a national future that always seems to hang in the balance, but which he insists will prove optimists right. MAIN STREET MASALA By David Sax Cafe Spice, America's largest Indian food service company, wants to make Indian cuisine mainstream in the U.S.. They certainly are on their way with supermarkets, hospitals, colleges, and corporate cafeterias, all offering their curries. Cafe Spice is now available in 250 Whole Foods Markets and locations such as Massachusetts Institute of Technology, New York University, and the New York headquarters of Goldman Sachs and Morgan Stanley. In the past year, Cafe Spices revenue grew 40 percent, to some $20 million. David Sax takes readers inside the curry invasion. FRIENDS WITH BENEFITS By Brad Stone By bringing in some of the countrys biggest and most recognizable banks to manage the IPO, Facebook has not just guaranteed those institutions a huge payday, but also aligned itself with Wall Street at a time when public hostility toward the financial establishment is higher than ever. As a public company, Facebook will be under pressure to maintain its torrid growth rate, and to continue to push users to share information with each other and with advertisers. IT'S 2012. WHAT WOULD RONALD REAGAN DO? By Mike Dorning and Timothy R. Homan The late President Ronald Reagan looms large over this years Presidential election, as GOP candidates invoke him as the visionary who revived a flattened economy with lower taxes, easier regulations, and smaller government. Thats what the economy needs today to bring back the growth of the 1980s, say his acolytes. Yet the Republican argument leaves out one important factor: President Barack Obamas recession is a lot more complicated than the one Reagan tussled with in 1981. NEWT GINGRICH HAS A PROBLEM WITH AUTHORITY By Michael Tackett Newt Gingrich reinvented himself as a rebel only after his original plan selling his insider credentials fell flat with voters. Now, having lost in Florida, he says that the Republican Establishment is out to get him. The hitch is that the Establishment Gingrich invokes exists largely as a memory, and to the extent it still can be called a club, he is a member of long standing. LIKE IT OR NOT, JOBS COMEAND GO By Diane Brady, with David Welch In light of Walmart's recent move to eliminate their stores' overnight greeters, Diane Brady explains that jobs do come and go. Technology is typically the culprit that kills off entire categories of workers, but shifting demands in the workplace also play a role. Just as smart phones and e-mail reduced the need for secretaries, so too have crowdsourcing and aggregation placed strains on plenty of other job categories. THE HIDDEN BURDENS OF ULTRA-LOW INTEREST RATES By Matthew Philips and Dakin Campbell The Federal Reserve, which cut its target for the federal funds rate to a zero-to-0.25 percent range on Dec. 16, 2008, said last month that rates would remain exceptionally low at least through late 2014. While the unprecedented period of near-zero rates is meant to aid an ailing economy, it is posing challenges for banks, insurers, pension funds and savers. LEASING LAS VEGAS By Brad Stone Zappos founder Tony Hsieh is spending $350 million of his own money to turn the often overlooked and economically depressed downtown area of Las Vegas into a dense urban neighborhood teeming with artists, entrepreneurs, and Internet workers. Its one of the most unconventional re¬development efforts in any American city, ever.  

  Bloomberg Business Week(USA) [50]

  Bloomberg L.P.

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  Bloomberg Business Week(USA) [50]

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Business Week û ּҺ ù ޱ Ѵ ҿ˴ϴ.

ؿ ⱸ ؿܿ 翡 ۵Ǵ ý, ؿ ûϴ ü ó ð ɸ, / ؿܹ , ش Ͽ Ƿ ɻϿ ûֽñ ٶϴ.


ϰ ĥ Ǿ ʰ ۵ ֽϴ.

   ؿ Ȳ ԰ ʾ ֽϴ.


 - ּ Ǽ ڰ ּҺ ûּ.

   ̽ : 02) 6412-0125~9 / nice@nicebook.kr
















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