• CEO Compensation

    Hewlett-Packard (HP) is a leading company in the market for personal computers and printers. Yet, there seems to be a lack of confidence in its leadership. HP has had four chief executives in the last six years.

    The new chief executive is Meg Whitman, former CEO of eBay. She will get a base salary of $1 a year, along with nonqualified options to buy 1.9 million shares of H-P stock over the next eight years. She replaces former chief executive Léo Apotheker. He was HP CEO for 11 months and is getting a $7.2 million severance payment, along with $3.6 million in accelerated vested restricted stock, along with a bonus of $2.4 million. In addition, HP is giving him relocation expenses, free return airfare to Europe, up to $300,000 for any loss incurred on his California home, and up to 18 months of health insurance benefits.

    (CEO compensation information is included in regulatory filings with the Securities and Exchange Commission.)

    The AFL-CIO keeps track of CEO compensation at its Executive Paywatch site. At the site, you can find out what your paycheck would be like if it had grown at the same rate of increase as an average CEO's. According to the AFL-CIO, the 2010 average CEO compensation at S&P 500 companies was $11,358,445.  

    • What do you think about Meg Whitman's compensation?
    • What do you think about Léo Apotheker's compensation?
    • Do you think CEOs deserve their pay? Explain.
  • Reebok and Deceptive Advertising

    On September 28, 2011, the Federal Trade Commission (FTC) announced that Reebok agreed to pay $25 million in customer refunds to settle FTC charges of deceptive advertising of EasyTone and RunTone shoes. The advertising campaign claimed the shoes would measurably strengthen the legs and buttocks of those who wore them. The settlement order prohibits Reebok from making unsupported claims that 'Toning Shoes' strengthen and tone muscles.

    Businesses must operate within a framework of governmental regulation and legislation. The Federal Trade Commission Act (1914) established the Federal Trade Commission to prevent unfair methods of competition in commerce, including misleading pricing, false advertising, and deceptive packaging. The FTC's Bureau of Consumer Protection works to protect consumers against unfair, deceptive, or fraudulent practices in the marketplace. The Bureau of Consumer Protection's Division of Advertising Practices protects consumers by enforcing the nation's truth-in-advertising laws, with particular emphasis on claims for food, over-the-counter drugs, dietary supplements, alcohol, and tobacco and on conduct related to high-tech products and the Internet, such as the dissemination of spyware.  

    Reebok was not found guilty, and did not admit wrongdoing. The company chose to settle with the FTC in order to avoid a protracted legal battle. Read Reebok's response to the FTC http://corporate.reebok.com/en/about_reebok/FTC%20Easytone.asp

    Consumers can reply for refunds at http://www.ftc.gov/bcp/cases/reebok/index.shtm 

    Reebok managers say the shoes encourage strength by engaging more of a user's muscles. FTC says that wearing the shoes does not measurably strengthen the legs and buttocks. What do you think? What did managers at Reebok misunderstand about the law?

  • Amazon Tablet

    Amazon entered the tablet market with the Kindle Fire -- a 7-inch touch screen, weighing 14.6 ounces and priced at $199. CEO Jeff Bezos made the announcement on Wednesday morning, September 28, 2011.

    The Kindle Fire's major competitor is the iPad, a new product created by Apple. Many companies have tried to enter the tablet market, but none have been as successful as Apple. The iPad is easy to use. Also, its cost has contributed to its success. The Kindle Fire is approximately one-half the size and less than half the cost of the iPad.

    Did Amazon's management make a good decision. Will Amazon be successful in the tablet market? Or will the iPad continue to dominate the tablet market?

     

  • How to Find the Leader Within

    The key function of the leader is to create a vision (mission or agenda) for the organization. The leader specifies the far-reaching goal as well as the strategy for goal attainment.

    In this video, Deepak Chopra, author of "The Soul of Leadership," talks to BNET Editor-in-Chief Eric Schurenberg about finding the leader within.

    What questions should you answer to find your leadership potential? 

  • Delegate, Delegate, Delegate

    On my first job out of college, my manager taught me a lot. He taught me about the type of manager I wanted to be, the type of manager I didn’t want to be, and he taught me what he felt was one of the most important things a successful manager needs to learn how to do...delegate, delegate, delegate!

    Lots of managers are perfectionists and get nervous about handing over the reins to let others do tasks for which they are ultimately responsible. After all, whatever happens in the office, whether it is good or bad, is a direct reflection of the manager.

    I don’t remember what happened that made my manager sit down and talk to me, but something happened early during the year that made him talk to me about delegation. Employees will make a certain number of human errors. Just be sure that they learn from them!

    What I learned from this conversation is that you should take the time to train your employees. Let them know your expectations and standards. Encourage them to ask questions. If you do this, your employees will complete tasks, meeting and exceeding your expectations

    Delegation of authority is a person-to-person relationship requiring trust, commitment, and contracting between the supervisor and the employee. How is delegation between the employee and the manager like a contract?

  • No Layoffs

    Most employment is based on mutual consent; both the employee and the organization have the right to terminate employment at will, with or without cause, at any time.

    However, in the midst of a down economy, layoffs have become a common occurrence. But, some companies have promised no layoffs and have stuck to it. One such company is Marvin Windows & Doors in Warroad, Minnesota. Marvin’s business is based largely on the home building and remodeling business. The decline in home sales means fewer orders for Marvin. Managers have made decisions to reduce off-season hours, cancel overtime hours, and reduce benefits, like 401K.

    Marvin’s plight is an example of external business forces out of the control of managers that go far beyond what's happening in Warroad, Minnesota. The recession is prompting layoffs at employers that avoided job cuts in previous downturns.

    Is no layoff for any reason good for business? Are workplace norms that once shielded many employees from permanent job loss disappearing? Reflect on the advantages and disadvantages of no layoffs.

    shi

  • New Patent Law

    A patent protects an invention and gives a business a competitive edge. Since the patent is a property right, the business can charge others for using the patent. The America Invents Act of 2011 is the first significant change in patent law since 1952.

    The committee on the judiciary wrote,

    This year, for the first time, China is expected to become the world’s number one patent publisher, surpassing the U.S. and Japan in the total and basic number of patents. Our outdated patent system has become a barrier to innovation. We cannot expect America’s innovators and job creators to keep pace with the global marketplace with the patent system of the past. We need a system that ensures patent certainty, approves good patents quickly and weeds out bad patents effectively.

    The hope is that the law will expedite the patent application process, encouraging innovation, job creation, and economic growth.

    The U.S. Internal Revenue Code lists patents as intangible property. Intangible means that a patent cannot be seen, tasted, felt, heard, or smelled. New and useful inventions can be protected by a U.S. patent. A patent attorney is needed because patent procedures are detailed and technical. A patent search is performed to see if a patent currently exists on the same or nearly the same device and, if not, to make proper application with the U.S. Patent and Trademark Office.

    Watch the whole video on the Whitehouse blog of the Open for Questions on the America Invents Act event.

    The America Invents Act is backed by firms such as Google and Apple. Some small-scale inventors argue that this law gives an advantage to large corporations. What do you think?

     

     

  • The Management 2.0 M-Prize First Phase Winners

    The Management 2.0 challenge is cosponsored by McKinsey, the Harvard Business Review, and Gary Hamel’s Management Innovation eXchange (MIX). In the first phase, entrants were asked, ‘How are Web 2.0 tools and technologies changing management? The contest found that Web 2.0 is improving communication among employees at all levels. Furthermore, “the winners share is a concern with ensuring that even employees on the front line can contribute to organizational strategy and innovation.”


    Below are the topics of each winning entry.

    1.      Sharing common resources more efficiently

    2.      Making self-management work at scale

    3.      Reaching consensus on complicated issues

    4.      Improving global training with local expertise

    5.      Taking feedback from the front line to senior managers

    6.      Building a better idea market

    7.      Using communities of interest to manage globally

    You can read the complete winning entries at the MIX site.

    Which of the winning entry topics do you think are most important in making “management more adaptable, innovative, inspiring, and accountable”?

     

     

  • Google Plus

    Facebook is the world’s largest social network, and Google is the world’s largest search engine. Search on Facebook has been increasing in popularity. So to compete, Google has added a social network. In fact, Google opened its social networking site today to anyone who wants to join at google.com/+. Google Plus started as an invitation-only social network in order to test it with a limited audience.

    Watch the video: http://www.google.com/+/learnmore/

    What do you think? Will “Hangouts” – video chats with a group -- and “Hangouts on Air” – broadcast videos or view videos as spectators – be easily copied by Facebook? Or will Google Plus give Google a competitive advantage?

  • Creating Efficiencies

    As a manager, you always need to be thinking of ways to help your business become more efficient. One way to be more efficient is to save on controllable expenses. The United Parcel Service Inc. (UPS) is controlling expenses by helping delivery drivers become more efficient. Delivery drivers save time by not making left-hand turns, walking at a brisk 2.5 paces per second, and wearing a digital-remote fob on their belts, which turns on the ignition and unlocks the bulkhead door.

    In this video, Bob Stoffel, senior Vice President of UPS, discusses why UPS drivers never turn left.

    Watch the video at http://money.cnn.com/video/news/2010/12/13/n_cs_ups_no_left_turn.fortune.

    What else are managers doing to help businesses become more efficient?

     

     

  • Peter Drucker

    In 1954, Peter Drucker made the point that profit is not the primary goal of business in his book, The Practice of Management. "Profit is not the explanation, cause or rationale of business behavior and business decisions, but the test of their validity." Profits are an essential result of business success. The true purpose of business is the creation of customers: the efficient provision of products and services which people want to buy. Satisfy customers and profit will follow.

    Business Week (BW) called Peter Drucker “The Man Who Invented Management” and featured him in a Business Week cover story (October 17, 2005).

    BW's John Byrne often met or spoke to Peter Drucker in the course of reporting many business and management stories. In this podcast he tells us why Drucker's ideas still matter.

    Listen to this Business Week (BW) Podcast at: http://www.businessweek.com/mediacenter/qt/podcasts/cover_stories/covercast_11_17_05.mp3

    Do you agree? Do Drucker's ideas still matter? Why?

  • Dressing for the Interview

    So, you recently graduated from college or you are looking for a new job; you get an interview, but, what do you wear? The answer is simple…WEAR A SUIT!

     

    Men and women of all ages should wear a suit to any interview, no matter the position. It is better to be overdressed than underdressed. A suit tells the interviewer that you respect the company. Our society is becoming much more casual, so by wearing a suit, you are offering a much better first impression than you would if you were dressed more casually. Dressing the part also helps your potential employer see that you might be a good candidate for a higher position in the future.

     

    A nice, reasonably priced suit in a neutral color (black, grey, brown, navy, or khaki) will give you a lot of use. You can wear the suit with all pieces together, and you can wear the suit pieces separately to get the ultimate use out of your purchase.

     

    Stacy London and Clinton Kelly from TLC’s What Not to Wear have a great video describing the different ways to wear a suit – the video is geared towards women, but men can also use the tips.

     

    Watch the video: http://tlc.discovery.com/videos/what-not-to-wear-how-to-dress-for-an-interview.html

     

    To summarize, the tips are:

     

    1.     Purchase a neutral suit in navy blue or gray.

    2.     Wear a neutral shirt (white or blue) with the suit – don’t be too bold.

    3.     Accessorize with a great watch, earrings, necklace, or tie – this is where you can be bold. But, be careful with dangling or clanking jewelry – it can be distracting.

     

    Hopefully, dressing the part will help you will hear those two sweet words…"You’re hired!"

     

    What other tips can you share for dressing for success?

  • Paul Allen and Bill Gates

    Bill Gates started Microsoft with his high school friend, Paul Allen. At that time, in 1975, no one had a personal computer. Microsoft’s mission was “a computer in every home and on every desk.” This is a great example of a mission statement. It guided Microsoft’s decision making and kept employees focused. Also, it defined the customer. Microsoft makes software, not computers, but no one would buy software if they didn’t have a computer!

    In his memoir, Idea Man, Allen describes Gate’s management style. He writes that Gates was a “tough, task master.”

    Watch Lesley Stahl (on 60 Minutes) speak to Microsoft co-founder and billionaire Paul Allen in his first interview about his book and his Microsoft co-founder, Bill Gates.

    Watch and read more: http://www.cbsnews.com/video/watch/?id=7375938n&tag=nl.e713#ixzz1Y5BWFhAH

    How does the description of Gate’s management style differ from the ideal manager described in your textbook?

  • Lead by Example

    As a manager, it is important that you lead by example at all times.  While everyone has personal issues and worries, it is important to leave those issues and worries at the door once you walk into your workplace. When co-workers, managers, or subordinates learn of your personal struggles, it can negatively affect their opinion of you.

    For example, if you work with money, and your co-workers learn you are having personal money problems, they might begin to keep a close eye on you in order to prevent potential internal theft.

    While you know you would never stoop to a low level and steal, it is, unfortunately, something that happens every day in every business. Therefore, your co-workers and manager would just be trying to protect the business by keeping a close eye on you. It is nothing personal, it is just business. 

    Bringing personal issues into the workplace can also negatively affect you as a manager because it crosses the boundaries between superior and subordinate. Venting to employees about your personal issues allows the employees to know too much about you that they do not need to know. Once those lines are crossed, and a manager begins to fraternize with subordinates, the respect for the manager can be lost, and the subordinate might not think of the manager as a leader. Be friendly, not a friend, to subordinates. “It is lonely up at the top.”

    Talking or thinking about personal issues at work negatively affects how you interact with customers. Customers should always receive the best customer service you can provide – they do not deserve to be treated poorly or disrespectfully because you are having personal issues. Customers keep you in business.

    Although you spend the majority of your day with co-workers, managers, and subordinates, it is important not to let your guard down. Always remember to leave your personal issues at the door; this will help you be a more successful manager and will allow you to successfully lead your team. 

    What are some ways managers lead by example?

  • Be Irresistible

    A wise person once told me, “always be ready for new and better opportunities.” Therefore, it is important to know how to be irresistible to previous, current, and potential employers.

    In an economy where many well-qualified individuals are looking for jobs, it is important to know how to stand out and stand apart from others applying for the same job.

    1. Do your homework. Before you go on an interview, research the company. Learn about the history, the founders, and risks taken by the company … learn as much as you can. By knowing more about the company, you will be able to answer and ask better questions during the interview, and the interviewer will know you did your research. By preparing before the interview, you will stand out from others.
    2. Show your value. You can “walk the walk,” but can you “talk the talk”? When interviewing, provide proof of how you increased sales, bring copies of your awards, bring pictures of displays you have merchandised, etc. Copies of these items can be professionally displayed in a leather portfolio to hand to the interviewer during your interview. OR if you have an electronic portfolio, you can invite the recruiter/interviewer to view your ePortfolio online. If you have several accomplishments, pick three that are geared specifically to the desired job. By providing proof of your accomplishments, you show employers that you can bring value to the company.
    3. Be excited! It’s all right to show the interviewer that you are excited and eager about the new job opportunity. Being enthusiastic shows potential employers that you are looking forward to the work. To show potential employers that you are excited about this opportunity, tell them! When asked if you have any more questions, tell the interviewer(s) that you want the job and why the job is a perfect fit for you. Also, ask about job expansion and job promotion. This lets the interviewer know that you are looking for a career with long-term potential.

    By being irresistible, employers will want to work with you. A company takes risks when hiring new people, so it is important to prove that the risk taken on hiring you was worth it.

    What other suggestions do you have for preparing for the interview?

  • Managing in a Crisis

    Yesterday, the ten-year anniversary of 9/11 passed, and it reminded me that as a manager we should plan for contingencies.  “How would I manage in a time of crisis?”

    Dictionary.com defines crisis as “a condition of instability or danger, as in social, economic, political, or international affairs, leading to a decisive change.” Common crisis situations in management include internal theft, external theft, and unsatisfied customers. Un-common crisis-situations include floods, wildfires, hurricanes, and terrorist threats.

    As a manager, if floods, wildfires, hurricanes, or terrorist threats occur near your place of business, you have to have a plan of action. Do you stay open, or do you close? How do you notify customers and employees of your plan? How will this impact your business? What important documents do you take with you that you cannot afford to lose should anything get destroyed? These are all questions that would need to be discussed and answered on a regular basis so everyone involved in your company knows and understands the crisis plan of action.

    Management crisis situations will occur. As a manager, it is your job to control the situation. How will you calm the upset customer? If you suspect internal theft, who do you notify to examine further? Do you have proof? If you or an employee suspects s external theft, what is company policy on apprehending and prosecuting? These are questions that would need to be discussed and answered on a regular basis so everyone involved in your company knows and understands the crisis plan of action.

    As a manager, it is important to remain calm in all situations, apologize when needed, and refrain from over-reacting.

    Attached is a contingency plan template from the Computer Security Resource Center, National Institute of Standards and Technology. It was downloaded from http://csrc.nist.gov/groups/SMA/fasp/documents/contingency_planning/contingencyplan-template.doc.

    What other crisis situations might occur? How should they be handled?

     

  • Termination

     "I am very sad to tell you that I've just been fired over the phone by Yahoo's chairman of the board," wrote Carol Bartz, Yahoo's former CEO.

    The last step in the discipline procedure is termination, a most difficult and sensitive process. Most employment is based on mutual consent; both the employee and the organization have the right to terminate employment at will, with or without cause, at any time. The loss of a job frequently occurs because of circumstances beyond the control of the employee. As organizations respond to increasingly competitive environments, positions are eliminated or transformed to such a degree that their current incumbents are no longer equipped to handle them. As a result, managers are called upon to conduct termination. The costs - both human and financial - of a poorly handled termination are extremely high.

    Once the decision to terminate an employee has been made, the manager should develop an action plan. A pre-termination planning decision to release an employee, who no longer fits the organization's needs, enhances an organization's development objectives.

    • Schedule the termination as soon as possible. Move as quickly as possible to a termination date.
    • List the resource people (for example, human resources representative (HR), lawyer, and outplacement consultant) available to provide support or assistance in the termination. A HR representative can outline the terms of the severance. Also, he or she can serve as a witness to what was actually said during the termination conference. An outplacement consultant assists the terminated employee in conducting an effective job search. As a result of this service, outplaced employees make a career transition more rapidly, with less overall stress, and have a distinct advantage over non-outplaced job seekers. The organization benefits from reduced severance packages, reduced likelihood of lawsuits, maintenance of morale and productivity of remaining employees, and increased community support for the actions of the organization.
    • Outline the primary reasons for the termination. Explain the reasons for the termination clearly, concisely, and candidly. In addition to performance issues, reasons for the termination might include change in strategic direction, mismatch between skills and job, reorganization, new technology, or change in ownership.
    • Develop a security strategy. If the individual has access to sensitive information, take precautions. For example, change computer passwords and secure documents. Arrange for the individual to separate out, under supervision, personal effects from organization property. Personal effects can be forwarded after a qualified person has had the opportunity to evaluate their contents. Point out that these actions are designed to protect the individual as well as the organization, so that no one can be falsely accused of removing confidential documents.
    • Determine time and location. If the termination is held in the individual's office or in a neutral location, not your office, you can control the length of the meeting and avoid a prolonged discussion or debate.
    • Plan internal and external announcements. Determine how the news will be communicated inside and outside the organization. A formal internal announcement concerning the departure and replacement of the employee is appropriate. Notify key external suppliers and/or customers with whom the individual had regular contact of the individual's replacement.

     Compare and contrast Carol Bartz's termination to the preceding termination action plan.

  • Unemployment and Underutilization

    When top managers are fired, most are given the opportunity to resign. Generally, they say that they are leaving the company to pursue other interests and/or to spend more time with their families. But, Yahoo’s Chief Executive Carol A. Bartz sent an email to all employees (September 7, 2011) saying I’ve just been fired.” She joins the ranks of the unemployed.

    A survey by the Pew Research Center for the People & the Press and The Washington Post, conducted September 1-4, 2011 among 1,001 adults, found that the job situation remains the public’s top economic worry by a wide margin: 43% say the job situation is the national economic issue that worries them most.

    Job growth is important to the economy. Every month in the United States, millions of people are hired or leave positions. If they leave positions, but want jobs, the government counts them as unemployed. This number of unemployed comes from the Current Population Survey (CPS) for the United States. It includes six measures of labor underutilization, published in the Bureau of Labor Statistics' monthly Employment Situation.

    The six measures of unemployed are U-1 through U-6, defined below. (Source: “Alternative Measures of Labor Underutilization for States, Third Quarter of 2010 through Second Quarter of 2011 Averages,” Bureau of Labor Statistics.)

    •  U-1, persons unemployed 15 weeks or longer, as a percent of the civilian labor force; 
    • U-2, job losers and persons who completed temporary jobs, as a percent of the civilian labor force; 
    • U-3, total unemployed, as a percent of the civilian labor force (this is the definition used for the official unemployment rate); 
    • U-4, total unemployed plus discouraged workers, as a percent of the civilian labor force plus discouraged workers; 
    • U-5, total unemployed, plus discouraged workers, plus all other marginally attached workers, as a percent of the civilian labor force plus all marginally attached workers; and 
    • U-6, total unemployed, plus all marginally attached workers, plus total employed part time for economic reasons, as a percent of the civilian labor force plus all marginally attached workers.

    The official concept of unemployment is U-3 and includes all jobless persons who are available to take a job and have actively sought work in the past four weeks. More narrowly defined measures are U-1 and U-2. More broadly defined measures are U-4 through U-6. "Discouraged workers (U-4, U-5, and U-6 measures) are persons who are not in the labor force, want and are available for work, and had looked for a job sometime in the prior 12 months. They are not counted as unemployed because they had not searched for work in the prior 4 weeks, for the specific reason that they believed no jobs were available for them. The marginally attached (U-5 and U-6 measures) are a group that includes discouraged workers. The criteria for the marginally attached are the same as for discouraged workers, with the exception that any reason could have been cited for the lack of job search in the prior 4 weeks. Persons employed part time for economic reasons (U-6 measure) are those working less than 35 hours per week who want to work full time, are available to do so, and gave an economic reason (their hours had been cut back or they were unable to find a full-time job) for working part time. These individuals are sometimes referred to as involuntary part-time workers."

    U-6 is a comprehensive gauge of labor underutilization. It accounts for people who are not working or looking for work, but want a full-time job. Thus, they have stopped looking for work because they can’t find a full-time job. The longer an individual is unemployed, the harder it is for them to get re-employed. How could education help the underutilized person?

     

  • Dreams

    Managers accomplish the goals of the organization by coaching employees. It is much easier to motivate employees when their goals match that of the organization. In other words, if employees realize that meeting the organization's goals will help them to reach their own personal goals, the manager's job is much easier. Employees may not know their goals, but they all have dreams.

    Watch "The Dream Movie."

    What dreams do you have? How might a manager help you to realize those dreams?

     

  • Recession

    A business operates within the larger framework of the external environment, a set of complex, rapidly changing and significant interacting forces that affect the organization's ability to serve its customers. External forces are not controlled by managers, but they may be influenced or affected by managers. It is necessary for managers to understand the environmental conditions because they interact with strategy decisions.  

    One external force is the economy. Economic factors include business cycles, inflation, unemployment, interest rates, and income. Business cycles include prosperity, recovery, and recession. Prosperity has low unemployment and high income. Recovery has declining unemployment, increased consumer spending, and increased business opportunity. Recession has increasing unemployment, reduced consumer spending, and reduced business opportunity. 

    A recession is a broad-based, persistent and substantial decline in economic activity. Economic signs might include a severe housing downturn, slowing consumer spending growth and rising unemployment. If consumers expect hard economic times ahead, they postpone major purchases and increase savings. 

    Job growth is important to our economy. It is an important part of recovering from a recession. When people are employed, consumers spend, manufacturing expands, and companies hire more people. 

    In August 2011, for the first time since 1945, the Labor Department reported a net job change of zero. This means that employers did not add any jobs in August. Payrolls were unchanged. Thus, managers have decided to keep their payrolls intact. They aren’t hiring, and they aren’t laying off many workers.  

    When unemployment is chronically high, even people who have jobs worry about losing them. How might this worry affect productivity at work?

  • Labor Day 2011

    Happy Labor Day! Americans have been celebrating Labor Day on the first Monday in September for over 100 years. Early celebrations were street parades exhibiting "the strength and esprit de corps of the trade and labor organizations" of the community, followed by a festival. Today, people celebrate with cook-outs and recreation. For many communities, this is the last day swimming pools are open. Some still have parades. Of course, many people work on Labor Day.

    How does your community celebrate Labor Day? How do you celebrate Labor Day?

    Secretary of Labor Hilda L. Solis discusses the "State of the American Worker" this Labor Day.

  • Differentiated Products

    A company has a differentiated product when its product is distinguished from that of the competition. Managers want a differentiated product because it gives a company a competitive advantage. A major source of product differentiation is design, such as Apple’s sleek and stylish products.

    Apple’s head designer Jonathan Ive has six of his products in the Architecture and Design collection at the Museum of Modern Art (MoMA) in New York: G4 Cube Computer, G4 Cube Speakers, iSub, iBook, iMac G4 Desktop, and iPod.

    Paola Antonelli, senior curator of architecture and design for MoMA, “Products have to be designed better now for people to buy them because of Jon Ive and Steve Jobs and Apple. All of a sudden, people have gotten used to elegance and beauty, and there is no going back.” (Source: http://www.dawn.com/2011/08/27/behind-apples-products-is-longtime-designer-ive.html)

    What other companies and their products have a differential advantage due to design?