Tag: Business

JOHN LEGERE, the lion-maned boss of T-Mobile, made his wireless firm the fastest-growing carrier in America by cutting prices and giving customers better deals than AT&T and Verizon, which he relentlessly mocked on Twitter as retrograde behemoths. His personal brand as an industry maverick may have helped too. On April 29th he put that image to the test, agreeing to a combination with Sprint, the next largest carrier after T-Mobile, and creating a behemoth under his leadership.

The deal, all in shares, values the combined entity at $146bn including debt. If approved by regulators, it would squeeze the number of providers in the wireless market in America from four to three. That is a big “if”—twice earlier this decade, antitrust authorities have either stepped in to prevent such an outcome or indicated that they would do so, for fear of higher prices for consumers.

Mr Legere presumably knows the challenge, so he appealed to the political priorities of President Donald Trump….Continue reading

QUAYSIDE, a 12-acre (4.8-hectare) stretch of flood-prone land on Toronto’s eastern waterfront, is home to a vast, pothole-filled parking lot, low-slung buildings and huge soyabean silos—a crumbling vestige of the area’s bygone days as an industrial port. Many consider it an eyesore but for Sidewalk Labs, an “urban innovation” subsidiary of Google’s parent company, Alphabet, it is an ideal location for the world’s “first neighbourhood built from the internet up”.

Sidewalk Labs is working in partnership with Waterfront Toronto, an agency representing the federal, provincial and municipal governments that is responsible for developing the area, on a $50m project to overhaul Quayside. It aims to make it a “platform” for testing how emerging technologies might ameliorate urban problems such as pollution, traffic jams and a lack of affordable housing. If things go well, its innovations could eventually be rolled out across an 800-acre expanse of the waterfront—an area…Continue reading

THE herd of water buffalo ambling over rolling hills may look like a scene from southern Italy. In fact the beasts roam in southern Ireland. Johnny Lynch, who owns a 150-acre farm in County Cork, makes plump balls of mozzarella from their milk, and bids customers a cheerful, Irish-accented “Buongiorno!” in online advertisements for his produce.

Of the 200,000 tonnes of cheese made each year in Ireland, 90% is cheddar. That could soon become a problem. Apart from America, which has plenty of cheesemakers of its own, the only country with a big appetite for cheddar is Britain. It buys more than half of Ireland’s cheddar exports, for upwards of €250m ($300m) a year. But its impending exit from the European Union could cause the dairy trade to turn sour.

If Britain leaves the EU’s single market and customs union, as it intends to, Irish exporters can expect to face regulatory hurdles and perhaps tariffs. Conor Mulvihill of Dairy Industry Ireland, a lobby…Continue reading

“THIS port is for the Togolese,” says Sherif Tchedre, a mechanic standing among containers that line the shorefront in Lomé, Togo’s capital. “But it is Bolloré who runs everything.” He thinks little of the port’s French operator, Bolloré Group, or the conglomerate’s eponymous owner-boss, Vincent Bolloré. They do “nothing for Togo”, he says, adding that the Frenchman is too cosy with African presidents.

The French police seem to think so, too. On April 24th they arrested Mr Bolloré and some of his firm’s senior staff in Paris on suspicion of paying bribes a decade ago to win bids to run the Lomé port and one in Conakry, in Guinea. The next day he and two others were placed under formal investigation, one step short of being charged. The authorities suspect that Havas, a communications firm that Bolloré then owned, gave African politicians heavily discounted help in their election campaigns. Mr Bolloré and Bolloré Group deny the allegations.

Bolloré is bigger…Continue reading

BENEATH a lustrous 33-metre bronze statue of Guanyin, the Buddhist bodhisattva of mercy, a young monk on Mount Putuo tallies the cash donated by visiting faithful: “Daily, anywhere between tens of thousands and hundreds of thousands of yuan,” he says (100,000 yuan is a little under $16,000). Over 8m trips are made yearly to the tiny islet in Zhoushan city, about a four-hour drive from Shanghai (11m visited Shanghai Disneyland in its first year, after it opened in 2016). When it comes to temple fundraising, the monk is resolute. “The traditional way is the best way,” he says.

The Putuoshan Tourism Development Company has other ideas. A state-owned enterprise whose biggest shareholder is controlled by the government of Zhoushan and some state asset-management firms, it manages tourist facilities in the location, such as ferries, cable cars and joss-stick shops. Since 2012 it has mulled an initial public offering (IPO) of these services on Shanghai’s stock exchange; last year it…Continue reading

GLOBAL deals may be growing at a rapid clip, but they seldom offer instant gratification. Qualcomm, an American chipmaker, first bid for NXP Semiconductors, a Dutch company, in October 2016. The union has since been blessed by eight regulators worldwide, but one hurdle remains: China. With no decision yet from its regulator, the companies, which were expecting to have closed the $44bn deal this week, now hope to conclude it by July. The purchase of the chip unit of Toshiba, a troubled Japanese company, by a consortium led by Bain Capital, an American private-equity firm, is similarly awaiting sign-off from China.

Some suspect the delays stem from the threat of a trade war with America. Holding back regulatory approval, particularly on sensitive high-tech deals, could be part of the arsenal in any trade conflict. Organisational change may also be to blame. Fay Zhou, who works in Beijing for Linklaters, a law firm, points out that a recent reshuffle, which took merger reviews away from the commerce ministry…Continue reading

THE rise of the big tech firms is easy to spot in downtown Chicago. Apple’s minimalist store looms over the riverfront, close to a skyscraper carrying the name of another omnipresent brand—Trump. At a bus stop a Facebook advertisement promises that its new algorithm will combat fake news. On the Magnificent Mile’s digital hoardings Google urges pedestrians to swoon into the arms of its voice-activated assistant.

Inside the University of Chicago, a bastion of free-market thinkers and of free speech, tech has become more prominent, too. On April 19th and 20th most of America’s antitrust establishment—officials, economists and lawyers—as well as a smattering of Silicon Valley types, gathered to discuss whether big tech needed to be tamed. The conclave came just days after Mark Zuckerberg, Facebook’s chief, testified before Congress.

One Facebook executive was brave enough to show his face in Chicago, bearing the smile of someone stuck at the dentist for two days without…Continue reading

THE Bralima brewery in Kinshasa, the capital of the Democratic Republic of Congo (DRC), is an island of modernity in a city where chaos is the norm. Inside a building near the docks where barges begin the journey up the Congo river, conveyor belts rattle as thousands of glass bottles are washed and filled with amber liquid. A generator hums to power the new brewing machinery, creating enough booze to fill 28,000 crates every two days.

Yet the real achievement of Bralima, which is owned by Heineken, a Dutch brewer, is not making the beer. It is what happens when it leaves the factory. Congo is one of the worst-connected, most dysfunctional countries on Earth. Four times the size of France, it has almost no all-weather roads. In large parts of eastern DRC, the state is a fiction and rebels control the roads. Yet there is scarcely a village where it is impossible to get a beer.

Bralima was founded in 1923. Its main competitors, Bracongo and Brasimba, both owned by Castel, a…Continue reading

DURING his spectacular rise from London beancounter to the globe-trotting boss of WPP, the advertising powerhouse he created out of a backstreet wire-basket and trolley company, Sir Martin Sorrell was rarely sentimental. The man who helped turn a ramshackle but chic industry into a global force poached accounts mercilessly and often pitted his own firms against each other in the quest for clients.

Not for nothing did the late David Ogilvy, one of the industry’s founding patriarchs, reputedly describe him as an “odious little shit” when WPP came after the Ogilvy Group in the late 1980s at the dawn of its decades-long acquisition spree (see chart). But Ogilvy later became WPP’s non-executive chairman, and the company turned into the world’s largest marketing conglomerate with more than $20bn in annual revenues. In business, Sir Martin charmed as well as cajoled.