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Industry Leaders Magazine [december 2015]

December 2015 CLICK AN ICON TO VIEW OR FOLLOW OUR SOCIAL NETWORKS

by Anna Domanska

Conglomerates may be regarded as old as the hills to most organizations. But not to Alphabet, Inc. Alphabet did not exist until September 2015, and now – it owns Google, Google X, Calico, Google Ventures, Next, and Sidewalk. The new holding company has slightly slipped into an existence as a decentralized structure, slimming down even further to flat, minimal structure where each project manager is free to act without reporting to a CEO. It believes in decentralization of power. Alphabet is not a throwback to the bygone model of conglomerate whose main aim was to distribute financial capital across various divisions and counterbalance the brand portfolio through divestments and acquisitions. Our Cover Story, “Investor’s Conundrum,” explores the antediluvian conglomerate model that has once again outstripped conventional tradeoff between the decentralization and centralization once and for all. Imminent Trends, plunges into the world of multicultural business partnerships, where a complicated set of alliances management outflows to advertise across different markets. In Green Revolution, we shed light on the extraordinary success story of a legendary architecture firm. Bourgeois brings to you the entrepreneurial journey of Thea Green, the woman behind Britain’s largest nail bar chain Nail Inc. Her collections include the latest trends around the world, for the delight of customers. With the customers like Beyoncé, what else do you expect? Luxury aficionados are sure to be amazed reading SWISH which dives into the extravagant and opulent life of the top-notched people in the universe. From one billion dollar residential house to Private Jet designed no less than an enormous palace to vintage watch that probably could cost you three Ferraris and other stocks. And more. We wish you a happy beginning and lot of success! Happy Reading!

Anna Domanska Editor-in-Chief, Industry Leaders Magazine Industry Leaders Magazine [december 2015]

Anna Domanska, Editor-in-Chief

Christy Gren, Sub-Editor

Priyansha Mistry, Sub-Editor

Aubrey Chang, Associate Editor

Riana Petanjek, Sub-Editor

Kevin Paul Sr. Graphic Designer

Tony Raval Project Director

Jay Raol Project Director

Jason Miller Sr. Project Director

Richard Dean, Advertising Manager

John Hancock Head-Web Department

Le Manh Coung, Sr Sofrware Coordinator

R R Baratiya

Industry Leaders Magazine [december 2015]

Julia Hunt, Magazine Production

Industry Leaders Magazine [december 2015]

Waltz of The Words

10 Latest in Business

Twitter CEO Jack Dorsey, A New Favorite Leader?

New Ventures

Investor’s Conundrum: How effective is Corporate Decentralization?

Swish

38 Imminent Trends Calling the Shots with Multicultural Business Marketing 6

Industry Leaders Magazine [december 2015]

Gazillionaire Living: The ‘One Billion Dollar’ Luxury Lifestyle

Cover Story

Creating Limitless Skyline: A Gensler Success Story Cover Image TonyV3112 / Shutterstock.com

Borgeoius Inking Up the Nail Queen, Thea Green

72 Big Ticket

Retreat of Sedate Luxury in Monte Carlo

Big event, Bigger gains

Financial Highlights of the Blockbuster Pfizer-Allergan Deal

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Event & Tradshow Industry Leaders Magazine [december 2015]

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Industry Leaders Magazine [december 2015]

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John Cryan Co-chief executive of Deutsche Bank | on pay at a conference in Frankfurt “Many people in the sector still believe they should be paid entrepreneurial wages for turning up to work with a regular salary, a pension and probably a healthcare scheme and playing with other people’s money. There doesn’t seem to be anything entrepreneurial about that except the compensation structures.”

Tim Cook Chief executive officer of Apple Inc. | on the latest Surface Book “Microsoft Surface Book is trying to be a tablet and a notebook and it really succeeds at being neither. It’s sort of diluted.”

Arne Sorenson President and Chief Executive Officer of Marriott International| on a merger between Marriott International and Starwood Hotels and Resorts “As part of a larger company we will have a more competitive financial position and we will be better equipped to provide long-term value for our shareholders more so than if we had pursued a standalone path or chosen one of the other options we evaluated.”

Industry Leaders Magazine [december 2015]

September 2015

Matthias Mueller Chief Executive Office of Volkswagen | on prioritizing investments “We’re driving cautiously over the coming months, but we know where we want to go and we want to ensure that the Volkswagen company comes out of the current situation strengthened.”

Jack Ma Founder and Executive Chairman of Alibaba Group | on how government and businesses could work together “Government is simple – just reduce the tax, or no tax, for young entrepreneurs”

Paul Grimwood Chairman and CEO of Nestle USA | on California Draught “We have a plant called Modesto—it’s a milk and creamer plant that produces products like Carnation. We’re about to put an awful lot of money into that plant. We’re going to make it a ‘zero water’ factory.” Industry Leaders Magazine [december 2015]

Twitter CEO Jack Dorsey

Industry Leaders Magazine [december 2015]

Twitter CEO Jack Dorsey, A New Favorite Leader?

Recently, Twitter CEO Jack Dorsey made the headlines grabbing millions of eyeballs after his comeback, when he announced about sharing almost a third part of his stock in Twitter Inc., which is about 1%, to the equity pool of employees. The huge move of corporate sustainability by one of the leading Twitter executives, which is worth a whopping $197 million is claimed to be a reinvestment for the purpose of employee benefits for Twitter employees. Eventually, this move meant for Twitter employee benefits, is a crucial step for corporate sustainability as the Twitter CEO Jack Dorsey and other Twitter executives are working on rebuilding the morale of Twitter employees and boosting their confidence after several mentally draining months going on in the company. Dorsey and his team of Twitter executives want to ensure that whatever has happened is done; he wants Twitter employees, and Twitter shareholders to look beyond the darkness that was sprawled upon them since last few months and start concentrating on the new Twitter revenue model. In a trial of making a robust corporate sustainability and streamline company’s teams and products, Dorsey and his team of Twitter executives have announced a trimming of Twitter’s workforce by 8%, which means 336 employees. The giveaway of 1% of personal Twitter shares, while Twitter CEO Jack Dorsey still occupies the additional 2% of shares explains a great deal of generosity. Under the new Twitter revenue model for corporate sustainability, apart from boosting employee morale and rebuilding employee’s confidence, Twitter CEO Jack Dorsey reflects an image as a remarkable leader in front of his employees, even though there are analysts sitting right out there suggesting the new Twitter revenue model, or let alone bringing Dorsey back to the home ground as a permanent CEO won’t help company’s revenues to completely bounce back, forget about staying on a track to ensure corporate sustainability. There are so many valuable lessons for corporate sustainability, which other Industry leaders can learn from Dorsey, the new Twitter revenue model and his act of generosity.

Industry Leaders Magazine [december 2015]

Facebook Gives Power to Refugees

In a speech to the UN on September 28, 2015, Facebook CEO Mark Zuckerberg promoted access to the Internet as an enabler of human rights and said net connections in refugee camps will help them get better support from the aid community and maintain links to family and loved ones. The UNâ€™s partnership with Facebook comes amid the organizationâ€™s larger plan to eliminate extreme poverty by 2030, a goal set on Sept 25 during a special summit at the global body. Access to the web not only helps people communicate but can also help lift them from poverty. Bringing Internet access to refugee camps is just one part of the effort. The social network has also been developing satellites and aircraft that can beam Internet connections to extremely remote areas. Search giant Google is also engaged in a similar project that uses high-altitude balloons. Facebook plans to help UN agencies in developing programs and tools that can help check the progress of the implementation of the Global Goals. Zuckerberg will also help the UN decision making that can expedite the implementation and advancement of their goals. Some have criticized these programs, pointing out that the companies stand to benefit from increased internet access, giving them a broader reach where companies primarily make money from advertising. Critics also say that businesses will also try to create de facto monopolies on Internet access. In his speech, Zuckerberg also said that 140 million new jobs could be created by expanding Internet access, helping around 160 million struggling people. Canada, Germany, Sweden and the US have so far committed about $25 billion to achieving the goal of global internet access.

Industry Leaders Magazine [december 2015]

Facebook CEO Mark Zuckerberg

Industry Leaders Magazine [december 2015]

Exo Protein bar made of Cricket Flour sets the new trend for consuming insects

Looking for a rich source of protein? How about trying crickets? Yes, eating insects as protein supplements is officially in. It all started with a report released by the United Nations in 2013, on how bugs could benefit to stabilize the global food supply. This encouraged entrepreneurs like Gabi Lewis, Greg Sewitz and Kevin Bachhuber, to be a part of this emerging industry, be it by establishing first cricket farm or by making cricket flour for a range of snacks, including protein bars, cookies, pastries and even cocktails. Kevin Bachhuber is the owner and founder of Big Cricket Farms which nurtures insects solely for human consumption in Youngstown, Ohio. Customer demand for this startup came as a pleasant surprise for Bachhuber as he thought it will take a lot a struggle and patience to acquire adequate customers. His customers included restaurants and distributors along with businesses that process crickets for foodproduct industries. Another startup of making protein bars from cricket flour was established by Gabi Lewis and Greg Sewitz, graduates from Brown University. After Greg Sewitz returned from a conference at Massachusetts Institute of Technology that deliberated the need for a sustainable source of protein to nourish the inflating world population, his former roommate Gabi Lewis came up with an idea of creating protein bars from cheap, and protein-rich crickets. Together, Sewitz and Lewis started Exo, a company based in New York that manufactured protein bars filled with roasted cricket as a main ingredient along with dates, raw cacao, coconut and almond butter. Although cricket flour makes up 20% of each bar, each one contains 25 crickets. They state that people would consider cricket as just another ingredient and not as something creepy, as it contains finely ground cricket powder and not the crunchy cricket. Exo is targeting directly at Western countries, where consumers naturally have a dislike towards eating insects. The Exo protein bar looks like a normal bar, without any fragments of cricket, as it is in form of finely ground powder, which wonâ€™t even be noticed by the consumers. The trick is convincing them to try it in the first place to get over the disgust response.

Industry Leaders Magazine [december 2015]

The Biggest American Beer Rivalry Comes to an End

Anheuser-Busch InBev and SABMiller recently announced that they have agreed in principle on the merger deal in which Anheuser-Busch InBev would pay about $121 billion to acquire its main competitor in the brewing market. For over a month, Belgium’s Anheiser-Busch InBev had been trying to acquire South Africa-based SABMiller, its brewing rival. Its previous offers were repeatedly rejected. A merger would combine the world’s two biggest beer brewers, creating a cyclopean with annual revenue of $64 billion that commands 30 percent of global beer sales. The agreement was announced ahead of a deadline in October for AnheuserBusch InBev to make what is considered a formal offer for SABMiller or to not make another approach for as long as six months, according to the British takeover rules. Under the terms of the deal, Anheuser-Busch InBev agreed to pay 44 pounds, or about $67.64, a share for SABMiller, the companies said in a statement. The merger deal also depends on SABMiller’s two biggest shareholders, cigarettemaker Altria and the BevCo company of Colombia’s Santo Domingo family agreeing to an alternative plan in which they would receive restricted shares and a smaller amount of cash at £39.03 a share, a discount to the cash price. The deal between the brewing giants will most likely come under regulatory scrutiny and require some asset sales, mostly in the United States and China. The deal would be the largest takeover of a UK company and would rank in the top five mergers in corporate history. The combined company would brew almost a third of the world’s beer, which includes AB InBev’s Budweiser, Stella Artois and Corona lagers along with SABMiller’s Peroni, Grolsch and Pilsner Urquell.

Industry Leaders Magazine [december 2015]

Merger Mania Sweeps Starwood Hotels & Resorts

Hotel behemoth Marriott International recently announced that it has agreed to buy rival chain Starwood Hotels & Resorts in a $12.2 billion deal that would create the worldâ€™s largest hotelier with top brands including Sheraton, Ritz Carlton, and the Autograph Collection. The combined hotel company would own or franchise 5,500 properties and be the only company to have more than1.1 million rooms in more than 100 countries. Marriott which is based in Bethesda has been zealously growing. In April, it acquired Canadian chain Delta Hotels and Resorts, helping it become the largest hotel company in Canada. The Marriott Starwood merger will most likely to start another round of hotel mergers. The Marriott Starwood merger is expected to close in the middle of 2016. Hilton Worldwide, based in McLean, would be the next-largest hotel company with 4,500 properties, 731,000 rooms and $10.5 billion in annual revenue. The Marriot Starwood merger will get Marriott International 30 brands and more leverage with corporate travel sectors who more often seek one hotel chain to house all of their employees. Earlier in April, Starwood said its board was exploring strategic options for the hotel company. Also, there was speculation about a potential deal with Holiday Inn owner Intercontinental Hotels Group and more recently Hyatt Hotels Corp. However in the end, it was Marriott who prevailed. The Marriott Starwood merger has been unanimously approved by the boards of both companies, which now has to be approved by investors in both hotel chains. Marriott CEO Arne Sorenson will be president and CEO of the Marriott Starwood merger company and the headquarters will be in Bethesda. Following the closing, Marriottâ€™s board of directors will increase from 11 to 14 members, with the expected addition of three members Starwoodâ€™s board.

Industry Leaders Magazine [december 2015]

The Space Business Race in On!

The commercial space bill brings an end to a long and never-ending tiff between private space companies and Federal Aviation Administration. Sole blessings from congress helped private space companies, which deals with commercial spacecrafts to avoid a brief oversight from the Federal Aviation Administration again. President of the United States, Barack Obama, is anticipated to pass a critical space bill for the commercial space companies like Virgin Galactic and SpaceX, which comes under commercial spaceflight sector. The commercial space bill will prevent the government from controlling companies under commercial spaceflight sector for the upcoming eight years. The Federal Aviation Administrations, under the commercial space legislation, is restricted from publishing standards for private space companies, as it does for the airline industries that are operating on a commercial basis. The anticipated bill will also ensure the working of International Space Station, and it will also provide rights to companies over the items they have collected from space. A certain section of the commercial space act that has managed to raise eyebrows of many is its rights to space resources. The finalized act included a provision in the House bill, which permits rights to resources that are extracted by the private space companies. Unlike the original House bill, the finalized version of the act not only covers asteroids but various bodies from the solar system and the moon as well. Though, the act does not include a brief description about the recourse an organization can take if a third party tries to mingle with their rights. Explicitly, it also states that the act does not conceal any allegations of property rights on various solar bodies or asteroids. The commercial space industry heartily supported the commercial space bill, and applauded as, â€œBy removing the regulatory unknowns that suppress and repel investment, this bill unleashes and incentivizes the creativity that leads to unknown breakthroughs in innovation.â€?

Industry Leaders Magazine [december 2015]

Space X Thales Mission

Industry Leaders Magazine [december 2015]

Huawei Headquarters

Industry Leaders Magazine [december 2015]

Huawei’s New Battery Technology can Hit 50% Charge in just Five Minutes

Batteries still tend to be one of the biggest issues holding smartphone technology back from progressing at a much faster pace. The flip side about phones getting thinner and lighter is that batteries inevitably get smaller and smaller, too. The end result of this air-thin design is a very bad battery life. While most users are quite used to the current state of smartphone batteries, they make a choice when they buy a new phone. They either buy a sleek handset like the iPhone 6s and charge it twice a day or purchase a giant phablet that’s impossible to use comfortably with one hand. It might take a while before battery longevity sees a significant enhancement however, Huawei, China’s top smartphone maker has announced a distinctive progress where quick charge technology is concerned that could ultimately be a game-changer once it’s ready for use in commercial products. Recently, at the Battery Symposium in Japan, the Huawei Watt Lab, which is a part of the Central Research Institute at Huawei Technology Corporation showcased its latest quick charging battery technology which it claims to be superfast as compared to existing battery technology. According to the company, this new technology has a charging speed that’s ten times faster than that of conventional lithium-ion batteries, enabling the battery to be charged to nearly 50 percent in just a few minutes. This new battery technology includes a special charger coupled with a new lithium-ion battery with an energy density above 620 Wh/L, and Huawei launched two demo videos that show off the new tech. The first video involves a smaller, 600 mAh capacity battery from a working smartphone that reached 68% in two minutes. The second video uses a much larger 3,000 mAh battery. In mere five minutes, the battery is charged from nearly empty to 48%. For comparison, the Samsung Galaxy S6 has a 2550 mAh battery. The iPhone 6 uses an 1810 mAh battery, which could theoretically be fully charged in under seven minutes using this new technology.

Industry Leaders Magazine [december 2015]

Coca-Cola creates National Product Supply System to cut manufacturing cost The Coca-Cola Company took another significant initiative by building a robust and more streamlined production system in its flagship market. The company has announced the formation of a new National product Supply system (NPSS) in the United States. The NPSS will facilitate optimal operations of the U.S. product supply system for Coca-Cola bottlers to achieve the lowest optimal delivered and manufactured cost for all bottlers in the Coca-Colaâ€™s system. The NPSS will enable system investment to build sustainable capability and competitive advantage. Moreover, the system will prioritize quality service and innovation in order to effectively meet and exceed consumer and customer requirements. The NPSG will monitor key national product supply activities for these NPSS bottlers that currently represent about 95 per cent of the US produced volume. Chairman and CEO of The Coca-Cola Company, Muhtar Kent said that their US operating model continues to become stronger, more aligned and competitive. Kent added that today, the company is taking further action to boost profitable growth for its entire US system. The company will leverage the strengths and capabilities of four major producing bottlers in its US system (Consolidated, Swire, United and Coca-Cola Refreshments), to operate as one highly streamlined and highly competitive national product supply system. Under the initial terms of the Letters of Intent, it is expected that each NPSS bottler will obtain certain production facilities from CCR within their transitioning distribution regions. Initially, it was planned that CCR will remove the accompanying nine production facilities with an estimated net book value of $380 million. Sandy Douglas, Executive Vice President and President of The Coca-Cola North America, said that the NPSS will benefit all of their US bottling partners by driving their production system to manufacture product at minimal cost. The board members of the National Product Supply Group (NPSG) will concentrate on innovation and infrastructure planning, and optimal sourcing. Douglas believes the NPSS model allows the company to leverage their significant system scale with a unique competitive advantage of being able to act with speed. This move will be powered by the outstanding commercial capabilities of a strong bottling system. The Coca-Cola Company is divesting its other assets, including warehouse and driving trucks in the US, and bottling globally.

Industry Leaders Magazine [december 2015]

GM Executives Conclude Global Business Conference

Industry Leaders Magazine [december 2015]

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Investor’s Conundrum Decentralized operations creates a strategy of corporate responsibility, which is unique in its execution and approach, while also being comprehensive enough to efficiently manage and prioritize the concerns of stakeholders and businesses. With behemoths like Google adopting the antediluvian system, are we back to bedrock?

n all-time high recession revealed fundamental shortcomings in the management of voluminous manufacturing enterprises, right after World War I thwacked American organizations hard. No one was anticipating the inception of the recession, and a large amount of people responded apathetically to it. The recession, in turn exposed some of the serious management issues, which purposely were kept hidden during an epoch of well-being. However, over time few giant manufacturers came up with a decentralized system, designed to permit their organizations to reciprocate according to market fluctuations. Adopted sparingly during the interwar years, the power of

decentralization arrived back to American corporate world, after World War II. This wasn’t enough, as the latest “cope up mechanism” of the industries, crossed the American borders as it started spreading all across the world. Industrial behemoths those days, General Motors, Ford Motors, and many more to be named, started adopting the decentralized system, with General Motors becoming the pioneer of decentralization, nevertheless its legacy continues. As manufacturing industries became more diverse in terms of markets and products, with growing impact of market fluctuations due to consumers, centralized integration was no longer a solution. Industry Leaders Magazine [december 2015]

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Contem Decentra

Google co-founder Sergey Brin

Industry Leaders Magazine [december 2015]

n a majorly decentralized enterprise, where the merchandise lines range from automotive parts to aerospace to artificial intelligence to electronics, each unit of business reaches totally different markets. It uses various base technologies, and ensue various rates of product-introduction, but they divide a new database, which is corporate-purchasing, encompassing every vendors throughout the organization. This process allows every unit of an organization to negotiate terms and rates, regarding total corporate relationship with suppliers. It is a place, where each organization functions or unit has its very own department and establishes its particular system according to business needs, in an attempt to bring solution to a problem. In fact, it minimizes turf battles over financial allocations and

mporary alization In the era of e-commerce, digital companies together can knit business models utilizing standard modules for cloud companies, software, and hardware.

ensures closer connections to every user. The extensive geographic reach in decentralization symbolizes a representation of people in an organization with a mix of ethnicities, languages, and cultures. It provides a free will to any organization, operate under various regulations and laws, manage a myriad of political, economic, and social conditions, and work under various levels of development and infrastructure capacity. Everything out of this influences an organizational capacity to carry through a one-size fits all plans on a global scale. Decentralized operations, creates a strategy of corporate responsibility, which is unique in its execution and approach while also being comprehensive enough to efficiently manage and prioritize the concerns of stakeholders and businesses. This outlines the fact, how significant it is for companies to allow for localization while deploying a strategy concerning worldwide across a global organization, which is highly decentralized. Alphabet, parent company of Google is the top example of contemporary decentralization. It is not a throwback to the bygone model of conglomerate whose main aim was to distribute financial capital across various divisions and counterbalance the brand portfolio through divestments and acquisitions. It is specially designed to procreate companies equipped with technology, artificial intelligence, and deep sciences that share a basic worldview on big data, analytics, machine learning, cloud, and the algorithms. In the era of e-commerce, digital companies together can knit business models utilizing standard modules for cloud companies, software, and hardware. The next era needs larger scale in deeper R&D proficiency and technology.

Industry Leaders Magazine [december 2015]

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Corporate

Google CEO Sundar Pichai

Industry Leaders Magazine [december 2015]

oogle, in no time, perhaps, came to realize that it is not only a tech behemoth, but it is a strong and influential brand, Google brand. Like all the other brands, Google has frontiers and takes on more value and meaning in particular areas. Similar to how “rich, rewarding coffee experience” is based in the core of Starbucks’ brand, Google brands’ core lies in “relevant, available information”, which apparently follows its corporate aim “to organize the world’s information and makes it universally useful and accessible.” Their products too, in return exemplify promises made by their brand. However, as Google started striving further into areas with moonshot projects such as curing diseases and driverless cars, the relevance of the corporate mission and the brand promise started blurring. The association of brand in different areas started confusing investors and consumers.

e Fiction The concept of decentralization in Google, eventually introduced a parent company Alphabet, the clarified and codified dual brand strategy, which promises them the best of both the worlds.

The concept of decentralization in Google, eventually introduced a parent company Alphabet, the clarified and codified dual brand strategy, which promises them the best of both the worlds. This allowed Google to concentrate directly on its corporate promise and mission. This in result arrived as an advantage to investors, customers, and companies itself by driving profitability. With this initiative, Google had indeed brought a clear vision to the financial markets and consumer marketplace. General Electric along with many other industrial-goods manufacturing companies based in prosperous nations thrived by developing premium products at home and globally distributing them, with few adaptations according to local conditions. All this was in a collective approach towards globalization. The market required decentralization, a local-market focus, which clashes with centralized focus based product structure, which multinationals evolved for globalization. An irregularity within the GE Healthcare’s ultrasound unit provided the blueprint. Because poorly funded rural clinics of China couldn’t afford the sophisticated ultrasound equipments by GE Healthcare, a local team built a portable, reliable, and cheap ultrasound from special software and peripherals equipped laptop. Not only it became a huge hit in China, but kick-started developed world’s growth by pioneering functions for situations where critical probability is required. The team of GE succeeded because a top level executive championed the initiative and provided it with an extraordinary autonomy. Ever since then, GE has established similar operations in numerous amounts in an effort to expand the initiative beyond the developing countries’ premium growth segments. General Electric has been an excellent pioneer of decentralization. Industry Leaders Magazine [december 2015]

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Good Tu

Google Headquarter, California

Industry Leaders Magazine [december 2015]

ne of the basic business prodigies is also one the most baffling. When successful enterprises face bigger issues in their surroundings, they many-a-times, effectively fail to respond. Unable to guard themselves against rivals armed with new technologies, strategies or products, they watch as their profits and sales erode, their stock values tumble, and their best staffs leave. While few eventually manage to recover probably after going through painful rounds of restructuring and downsizing, while many don’t. The question arises, why thriving

urns Evil Stuck in the configurations of working and thinking, which formerly brought success, leaders in market simply accelerate every “tried-andtrue” activity by them.

companies suddenly start facing downfall? It is always assumed that the issue is paralysis. When confronted with disruptive conditions in business, companies generally freeze. In the headlights, they are captured like the proverbial deer. On the contrary, managers of beleaguered organizations usually recognize the symptoms and threats in early stages, carefully analyze implications of issue on their organization, and in response, unleash a flutter of initiatives. Inability to take a necessary action isn’t the major issue, but an incompetence to take proper action is. There can probably be too many reasons when it comes to problems, ranging from sheer incompetence to managerial stubbornness, and the most common cause is active Inertia. The term is usually related to course of inaction. Active Inertia is tendency of an organization to trace an established archetype of behavior, even in reaction to dramatic environmental fluctuations. Stuck in the configurations of working and thinking, which formerly brought success, leaders in market simply accelerate every “tried-and-true” activity by them. Certainly unaware, in a desperate attempt to dig them out of pit, they just tend to deepen it. Chrysler is the best example of decentralization taking a wrong turn. Chrysler used to be a highly decentralized form of organization. It had a flat structure system more or less, which emphasized flexibility, but the lack of appropriate action towards guarding the situation, fluctuating markets and growing consumer demand led to its doom.

Industry Leaders Magazine [december 2015]

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Reemerg Integrated Ma

Industry Leaders Magazine [december 2015]

rom an investorâ€™s point of view, the concept of decentralization is rather fascinating. Creating multiple divisions via segmentation of a giant corporation makes a lot of sense. This system makes it easier for investors to spot how each segment is functioning, which segments are generating more revenues and which are segments are on their way to ground-breaking discoveries. In decentralization, the power is in the hands of the investors and the consumers, as

gence of ainframe If a dense line exemplifies reporting kinships in the dotted line of decentralized substitute and the conventional centralized enterprise, then this latest model needs what is better known as Striped-line, with genuine share of power between users and managers.

they can choose the areas according to their convenience rather than investing in something, which might never take off. For investors, decentralization can encourage the organization to opt for alternatives that are strategically rational for independent segments and it can prove to be great towards stock pricesâ€™ optimization. The cessation of the incorporate mainframe structure has been extremely overemphasized. After an overhauled period of experimenting with decentralization in corporations, the pendulum is oscillating back once again. Organizations are merging data centers, griping up staff authorities, and establishing work procedures and technical standards company wide. But, this gesture does not conclude return to the unresponsive and entrenched bureaucracies of the bygone. Instead, a better hybrid organizational model is developing, one that promises to outstrip the conventional trade-off between the decentralization and centralization once and for all. If a dense line exemplifies reporting kinships in the dotted line of decentralized substitute and the conventional centralized enterprise, then this latest model needs what is better known as Striped-line, with genuine share of power between users and managers. While centralization is responsible for recruiting and training a staff, and technological infrastructure of the company, the decentralization, on the other hand, handles the development of new techniques and applications, following budgets and priorities set by the users.

Industry Leaders Magazine [december 2015]

Flying Palace Name: Airbus A80 Owner: Saudi Prince Alwaleed Bin Talal Cost: $500 million Rich people fly first class, very rich people rent a private jet, insanely rich fly on their very own private jet with their name painted on it, but when you are a filthy rich multi-billionaire Prince Alwaleed Bin Talal, you fly high on a psychedelically deluxe $500 million customized private jet namely, Airbus A380. The remodeled jet is what they call- Flying Palace, with the customized $200 million features transforming the Air force One into hunk of junk, a junk worth $300 million. Prince Alwaleed Bin Talal never took a ride in this jet, apparently selling it to an unnamed billionaire. The aristocratic jumbo jet, is the largest passenger jet on earth, with an average capacity to accommodate 853 passengers, has been redesigned to outfit the flying luxury according to prince’s royal and high affluent standards making it fit to carry no more than 100 people. The interiors have been transformed into an airborne palace by none other than private jet and mega yacht specialist, Edése Doret. The dining area is an absolute fantasy, complete with a huge glass chandelier, plush chromed chairs, all rendered in neutral soothing tones. Adjacent to this alluring dining area, rests a lounge area carrying vainglorious huge three sofas, a shiny vintage coffee table, a pair of carved chairs, insanely huge flat screen television, and four giant light fixtures. If you have been invited as an onboard guest but the interiors of half a billion dollar private jet aren’t impressive to you, which is next to impossible, don’t worry as divider’s illuminated nook holds an absurdly huge, luxury motor yacht. According to the design layouts, the record-breaking private jet is installed with the first ever elevator in sky, hence providing access to the all three levels in plane, as well as expanding all the way south to the tarmac for easy VIP exodus when parked. Doret’s plans in the design consist of an exotic spa and whirlpool tub, which will leave you drooling in the mesmerizing world of exotic bath. More importantly, what makes the final exquisite cut is a very extraordinary “magic carpet” room situated at the basement, which is completely equipped with a transparent floor, which provides astounding views of the entire countryside from a cruising loftiness. If you are a friend or any far-near relative of Prince, and invited over a cruise, do not miss this subtle hunk. Industry Leaders Magazine [december 2015]

Extortionate Timepiece Name: The Patek Caliber 89 Price: $5,120,000 Let us just be a bit more realistic here. Economy and market of the world is in the crapper and you adorning a freaking $5,120,000 watch appear about as arousing as you might feel after having a cold shower at night. In the year 1989, on the occasion of the company celebrating its 150th anniversary, the Caliber 89, a pocket watch was created by Patek Philippe. It isn’t just a simple watch meant for pocket, at the time when it was created, it used to be one of the heavy- weighing more than two pounds, and the most complicated watch in the world. The pocket watch took a whole five years of extensive research and a brief four years for the manufacturing process. It includes a minimum 1,728 components in its mechanism system. The Yellow Gold Patek Philippe Caliber 89- Genève is a unique and spectacular piece of combination of arts and science. The keyless three-barrel, astronomical, astrological, and double dial model comes with a yellow gold finish of 18K with sidereal time. It consists of second time zone, century leap year correction, time of sunrise and sunset, perpetual calendar, four year cycle indication, equation of time, equinox, solstice and Zodiac indication, century, star chart, date of Easter indication, decade and year indication, splitseconds chronograph, season, Westminster chime on four gongs, “Grande and Petite Sonnerie”, up/down indicators for the going and striking train, phases and age of the moon, three way setting indicator, Tourbillion regulator, hour and minute recorders, winding crown position indicator, alarm, and thermometer. Obviously, these features might fascinate some, while it bores the rest, but the real reason why it is on the top list of aficionados and collectors is the lavish standards it sets for the one who posses it, being a ridiculously expensive vintage marvel of the art and science. Similarly, Patek Philippe 5004T is one-of-a-kind piece, which was produced for an auction in 2013. The only titanium Patek Philippe 5004T version is no longer produced and references

Industry Leaders Magazine [december 2015]

The Patek Caliber 89

to 5005 watch collection. However, in an utterly surprising move, a sportier version for the classic 5004 watch was created by Patek Philippe, in a way to bid adieu to the otherwise traditional collection of the vintage watch. It was sold for around $3,985,000. Being a millionaire wonâ€™t matter as this watch is more complicated than the whole set of calculus and has more amount of history, which could definitely last you for a lifetime. Unless you are good at calculations, you might need a degree in engineering to operate this watch. Regardless, of all these complicated structures and features, these watches are ridiculously cool for some reason or the other and absurdly expensive, we might add. So as far buying this watch is concerned, you probably have inkling now. Liquidate all stocks; sell all Buggati Veyrons, or Ferraris you own. People itâ€™s all about perspective here. Maybe it will cost you four Veyrons or three Ferraris. Say it out loud, four or three, freaking four Veyrons or 3 Ferraris for this bad-ass watch. Cool huh? Industry Leaders Magazine [december 2015]

Antilla, Mumbai

Industry Leaders Magazine [december 2015]

Gazillionaire Abode Name: Antilia Owner: Reliance industries Chairman, Mukesh Ambani Price: $1 billion The ‘One billion dollar abode’ and ‘the outrageously most expensive property in the world’ they call it as. If you haven’t heard about this massive property already, then surely you MIGHT be living in a dungeon or holed up somewhere in a burrow. Dubbed as ‘Antilia’, this enormous 27-story structure for residence is located in South Mumbai, India. Billed as the most extravagant and ridiculously expensive residential property ever built, Antilia is the lavish residence built for multi-billionaire business tycoon, Mukesh Ambani. The house is designed by Perkins & Will, Chicago based architects. The construction of this giant structure is done by Leighton Holdings, an Australian construction company. The house has been constructed in a manner that it can survive an earthquake of 8-richter scale. Currently, the property is valued between $1 billion- $2 billion USD. The building has been named after the fanciful Atlantic island of Antilia, which lies somewhere in Atlantic Ocean, according to myths. The 550-foot tall skyscraping house built for five consequently holds much amount of floor space than the prodigious French Palace of Versailles. Antilia is an abode where, luxury meets serenity, along with oodles of high-end lifestyle. The 570 foot monster tall abode features a living space of gargantuan 400,000 sq. feet. The luxury housing property includes six levels of parking floors with capacity to withstand the entire parking of 168 cars, and 27 inhabitable floors. The mammoth structure has no space for redundancy, as not a single floor is identical, whether material or even designs, each and everything is different. The designers of mansion have chosen blend styles to layout the feeling of consistency, but without being uniform. Other splendid features include nine elevators, gigantic home theater system with a seating of 50, numerous terraces, huge lobby with plush furniture, artifacts, an outrageous ballroom with almost eighty percent of the ceiling draped with expensive crystal chandeliers, dance studio, three helipads, artificial snow flurries infused ice-cream room, hanging gardens set up on three floors with smart energy-saving flora that absorbs light of the sun keeping house cool, health spa, fanciful swimming pool, salon, air traffic control facility, and world’s largest assortment of antique sewing machines. The house is connected with a total of nine elevators to carry family and guests according to their destinations. The next time you are on a business trip to India for a meeting with Mukesh Ambani; don’t spend time in your private jet or some extravagant hotel and deny his offer to enjoy the perks of being his guest. Take a visit and have fun, in fact make sure to beat the Indian heat by heading off to his snow room, which spits out artificial snow-flakes along with grabbing a tub of gelato. Industry Leaders Magazine [december 2015]

Vintage Vogue Name: Domaine de la Romanee-Conti Origin: Romanee-Conti Grand Cru, Cote de Nuits,France Price: $15,000 The most coveted wine in the world, and hailed as the perfect Burgundy by the experts, isn’t just a desire, it is so much more. Famous as “Satin and Velvet in Bottles”, Domaine de la Romanee-Conti dominates top end of the market, generating the highest record of auction price for wines ever in the US, the UK, and the Asian markets. The fullest and the almighty of the group, Romanee-Conti, as they call it, is incredibly the most scrumptious and aromatic wine, with a perfect blend and a solid texture of minerals,

Industry Leaders Magazine [december 2015]

creamy vanilla, and multifaceted ripe fruit flavors derived from red-berry, fresh, subtle leafiness, juiciness, and a perfect balance of tangy and smoked meat note. The savory blend of this wine will leave you in an impeccable world of pleasure. This is a complete wine. You will want to, and you will, continue holding this wine in mouth for a longer period of time, just to enjoy the subtle taste. Brawny for Burgundy, Romanee-Conti still has the elegance and sophistication, being refreshing and scrumptious at the same time. Over the persistent finish, the tinge of barrel char remains. Certainly, Burgundy is the finest producers of red wine, in short DRC, Domaine de la Romanee-Conti, is the exclusive standard by which most other producers of Pinot Noir judge their wines, although they would shy away from admitting it. Domaine de la Romanee-Conti certainly isn’t just the only superstar when it comes to Burgundy. Instead it produces some of the most expensive and finest wines across the globe. The magnificent wines by Burgundy producer Domaine de la includes, Grands Échezeaux, omanée-St. Vivant, Romanée-Conti, Échezeaux, La Tâche, white Montrachet, R, and Richebourg. The end result comes from a remarkable articulation of factors, knowingly, limestone-rich, Flagey-Échezeaux communes of the Cotes de Nuits, superb and organically farmed Grand Cru vineyards in the Vosne-Romanée; sorting of the grapes at the winery with meticulous farming techniques, and an obligation by administrations to fabricate only as much quantity of wine as allowed by the most austere quality standards. If you have the requisite richesse, you would love to invest in this one of the top and best vintages of all time from the deliriously lavish label. Industry Leaders Magazine [december 2015]

Cruising Fantasy Name: Super yacht Eclipse Owner: Roman Abramovich Cost: $800 million The ultimate floating luxury they describe her as. Super yacht Eclipse is famous as ‘the USD 1.5 billion yacht’. She is one of the world’s largest Super yachts, owned by Roman Abramovich, a Russian multi-billionaire. Eclipse is one finest yacht build with the latest highend technology. She is fully equipped with anti paparazzi system, so the next time you take

Industry Leaders Magazine [december 2015]

your girlfriend out on vacation for a sail, you do not have to fear camera constantly being poked around you. Eclipse includes of a crew of 60, and includes two splendid swimming pools with two helicopter pads. She is the definition of the absolute luxury on sea. The interior layout of Eclipse sleeps up to utmost 36 guests in 18 cabins, 17 VIP cabins, including one gigantic master suite. This beauty is capable of bearing up to 75 people onboard in order to ensure a splendid and relaxed luxury super yacht experience. Sumptuous seating arrangements, lavish furnishings, and Timeless styling throughout her interiors create a comfortable and an elegant atmosphere. The impressive entertainment and luxurious leisure facilities like on deck Jacuzzi, Dance floor, helicopter Landing Pad, Swimming Pool, Swimming Platform, Hi-tech Gym, Beach Club, and so much more makes her a perfect charter yacht for entertaining and socializing with friends and family. The custom made Super yacht Eclipse is fully furnished with ultra-modern system of stabilization, which provides an enjoyable and smoother cruising experience onboard even during rough waves. Eclipse, is the perfect combination of luxury and performance. So, Aye Aye Captain?

Industry Leaders Magazine [december 2015]

Calling the Shots Business

ulticultural arketing

any businesses use the same old and repetitive marketing messages to aim at others in the market, regardless of culture, race, and ethnicity. Although the introduction of the Internet and the “de rigueur” social media in the modern business have made it smoother to operate marketing, employing repetitive generic messages all the time, it is significantly not a good approach. Individuals should always be marketed according to their beliefs and culture. This is the time when multicultural business arrives in our notice, which has been indeed, revolutionizing the style and essence of business marketing. Maybe it hasn’t surpassed the bars Internet has already set in business marketing, but the concept is turning out to be very significant and many marketers have willingly embraced it. Some of these include the market behemoths like WalMart, AT&T, IBM, and much more. Better known as multicultural business or ethnic marketing, it refers to one or more individual from a particular ethnicity. Apparently, this approach takes individual’s gender, norms, language, culture, traditions, age, religions, etc., in consideration persuade that individual to buy. The concept of multicultural business is momentous as there is a huge fortuity cost to be borne by simply avoiding it. The end results can be reflected in a huge amount of loss in profits, because individuals may misinterpret marketing messages with advertisements. Additionally, individuals tend to stay rooted within their ethnic boundaries, their culture, norms, traditions; everything tends to persuade their buying habits. Ethnic marketing or multicultural business is very consequential and it is one of the ace factors, which will help ascertaining the marketing campaign’s success. While it is conspicuous that giant enterprises use multicultural business aspects of marketing, and there are organizations with ethnicity, which offer multicultural marketing services to numerous businesses, the smaller ones are not using such. Instead, they prefer going for the more one-size-fits-all generic approach, over a longer period of time, this approach cannot be regarded as sustainable.

Industry Leaders Magazine [december 2015]

Connotations of Market Shift

hen business alliances are seen as a set of collaborations; a brand new accentuation on relationship skills and practices makes a move to the forefront. Perhaps, all partnerships require scrupulous selection and heedful nurturing in order to produce the coveted outcomes. Where multicultural partnerships are concerned, they already compound a complicated set of alliances management outflows, not unlike the augmented intricacy of a multi-cultural marriage!Some of the American business leaders, fewer middle level managers, and even technical employees have been exposed or trained to business practices and cultures outside North America.Substantially, we often combat a reluctance to identify that cultural influences have an enormous role in how others act and how we act in a business relationship. American’s ability to adapt, knowledge, understanding, and willingness to learn, trails behind competitors from Japan, the European Union, and developing countries like India and China. This results in a competitive issue.

Where multicultural partnerships are concerned, they already compound a complicated set of alliances management outflows, not unlike the augmented intricacy of a multi-cultural marriage!

The pace of variation affecting the American business is hastening, due to global sourcing of suppliers, operations, and markets. What used to be considered as “Globalization” significantly has embodied a broader scope of activities. Considerably, much of it was integrated more than a few years ago. If there is a shift underway, to be successful, companies require proper functional tools to perform a proper task. Company’s toolbox must be updated primarily with two areas of focus. Organizations must consider moving themselves to one, which understands the ins and outs of the market and is very effective in the multicultural business world. This shift requires collaborating multicultural business training into relationship management skills and team building as a part of the development program. Anyone involved within the efforts of global sourcing requires receiving particular training crafted to enhance their ability to carry out multicultural business partnerships.

Industry Leaders Magazine [december 2015]

Majority & Minority, an Oxymoron

espite the fact, the growth of the market in a multicultural business style is praiseworthy, why is it finding itself in an immaculate defensive state yet again? The most probable factors to be blamed for an outdated and unnecessary conventional multicultural business approach are: -Attaining a peak point where a large ratio of the “authentic” American consumers are Hispanic, Asian, or African American, eventually making “majority-minority” a paradox. -Full-fledged knowledge about the nuances of clique.

Being Asian is the most significant dimension for a customer purchasing “Two minutes, stir fry noodles” or being Hispanic could be a dimension for a customer buying “Oreos”

The multicultural debate has funneled on the assumptions that apparently, ethnic identity is the ultimate core to behaviors and attitudes of a consumer during commercial decisions. For example, being Asian is the most significant dimension for a customer purchasing “Two minutes, stir fry noodles” or being Hispanic could be a dimension for a customer buying “Oreos”. With the help of sophisticated analysis and market tools, we understand the requirement of sub- segmentation of ethnic identity customers into varied specific groups. More civilized vs. less civilized, African American young influencers vs. Single head women of African American household, Mandarin vs. Cantonese, let alone Korean, Vietnamese, and Thai. For some people, this nuance is either a justification to sabotage multicultural marketing altogether, or as a too complicated matter to deal with. Market-leading enterprises like McDonalds have appointed this ideology by having the entire market filtered by Hispanic, Asian, and African American customer segment leaders.

Industry Leaders Magazine [december 2015]

A Contributing Factor?

ccording to the US census report, in 2010, 80% of the entire growth of population in the US comes from Asians, Hispanics, and African American, with up to 54% of total growth coming from Hispanics.

Media targeting national minorities has detonated, from Telemundo, People en Espanol, BET, and Univision, to digital portals like AOL Latino and many more. Multi-billion dollars enterprises such as Wells Fargo, Pepsi, P&G, Disney, Coke, Ford, and many others have amassed decades of experience in appealing ethnic consumers. KFC (Kentucky Fried Chicken) has built a leading share of 40% in the Chinese market of fast food through persistently tailoring their product offering, according to Chinese local tastes and by building a robust team consisting of local managers. Various consumer-focused enterprises such as Starbucks and IKEA are following the footsteps of KFC, but the curve in the graph of learning is both long and steep, so far.

Industry Leaders Magazine [december 2015]

Wells Fargo, Pepsi, P&G, Disney, Coke, Ford, and many others have amassed decades of experience in appealing ethnic consumers.

Industry Leaders Magazine [december 2015]

Tell- a- Tale

LAtino is a Hispanic unit in Los Angeles, being built by Deutsch through poaching an executive creative director from Grupo Gallegos, an independent Hispanic Shop, and a partner. Juan PabloOubiĂąa and Montse Barrena, born in Argentina and Spain respectively, a few months ago, before the move, had only been working at ad agencies owned by U.S. Hispanics. On the other hand, across town at their former agency, John Gallegos is proceeding in an entirely opposite direction. Recent hires in his company include British director, who joined through BBH London, Rachael Gilmour, and non-Hispanics Jennifer Mull, Chief Marketing Officer and Marty Orzio, Chief Creative Officer. These set of directors before joining the Grupo Gallegos group had only been working for general market agencies. This story of two agencies accentuates a move many small stores are taking to thrive, or survive, in the ever changing, fast-paced market. The growing population in todayâ€™s time of multicultural and more influential Americans is too large for agencies in the general market to avoid. The Spanish-dominant migrants, who used to be the main target of Hispanic agencies are consequently minimizing. According to these companies, it is no more about the English or Spanish or Asians. It is more about where they reach their customers, and where exactly the customers are utilizing their contents.

The story of two agencies accentuates a move many small stores are taking to thrive, or survive, in the ever changing, fast-paced market.

Deutsch explains that their main focus is towards introducing Hispanic while planning in every step. DLAtino, so far, has worked with some Deutsch clients.

Industry Leaders Magazine [december 2015]

For a 7Up attempt, Hispanic millennials served as a target, which collaborated with 7 DJs at 7 events using electro dance music, last year. It is a type of music, which wasn’t particularly Hispanic, like merengue or salsa, but an over index amongst Hispanic millennials. Grupo Gallegos, on the other hand, wants to bring the best talent, who believe in embracing multicultural audiences to deliver the total market. Gallegos has been a key player for clients since a very long time such as the California Milk Processor Board. “If you want Californians to drink the more amount of milk, talk to Hispanic moms.” Gallegos thinks the entire race of senior marketers only care about actionable and fast-paced demographics for their business. Traditional sales in the United States from the current population are having 17% Hispanics in general market over the top broad base. The other future based reports outline the fact that 89% of the growth in population comes from Hispanics from the age group6-36 in 2014-2019.

Industry Leaders Magazine [december 2015]

“If you want Californians to drink the more amount of milk, talk to Hispanic moms.”

Industry Leaders Magazine [december 2015]

The Final Idea The ever growing war for skills and talents across boundaries insinuates that national enterprises will need to pour in more efforts and ideas to appeal and maintain the most promising talents for the purpose of their surviving operations. In order to build the translational and multicultural talent, executives and managers are required to structure programs within their organizations, which will expose their most promising talents to new cultures and geographies. Given the subjective challenges and contradictions of collecting up and shifting halfway round the globe, these programs may require to draw on models and new technologies, which will allow more pliability in cross-cultural partnerships.

The ever growing war for skills and talents across boundaries insinuates that national enterprises will need to pour in more efforts and ideas

Industry Leaders Magazine [december 2015]

COVER STORY

Industry Leaders Magazine [december 2015]

Creating Limitless Skyline

A Gensler Success Story

Industry Leaders Magazine [december 2015]

COVER STORY

The Shanghai Tower, Singapore

Industry Leaders Magazine [december 2015]

Subsequent to cutting around 30 percent of its workforce in a ninemonth period somewhere around 2008 and mid-2009, the

M. Arthur Gensler, founder of the world’s largest architecture and design firm, Gensler, celebrated the company’s 50th anniversary in November this year. From modest beginning as a threeperson firm in 1965 to a staff of 5,000 people in 46 locations, Gensler has seen near-continuous expansion throughout the decades of economic roller coaster rides. What makes Gensler so spectacular? Is it the growth and the challenges? Is it the 3,000 state-of-the-art projects a year? On September 6, 2015, Gensler finished the $1.9-billion project, the 2,073-foot Shanghai Tower, the tallest in China and second-tallest building in the world. The cutting edge, spiraling structure, which is designed to withstand tropical storms, pays tribute to the city’s dynamic ascent as a main business focus.

firm has quickly

The super-tower likewise symbolizes the climb— and flexibility—of the firm that engineered it. reestablished as In 2013, the green architecture firm worked on a power player over 6,000 projects for around 2,000 different clients, reporting an astounding $751 million in revenue. In 2014, its income rose to $800 million—considering the business is rising up out of one of most noticeably worse economies since the Great Depression. From 2008 to 2011, most architecture firms’ gross firm billings dropped 41 percent. Presently, most firms are recuperating back, yet gradually. In a landscape still loaded with aftermath of the financial crisis, Gensler has figured out how to survive the economic pitfalls. Subsequent to cutting around 30 percent of its workforce in a nine-month period somewhere around 2008 and mid-2009, the firm has quickly reestablished as a power player and now used more staff and produces more income than any time in recent memory. What’s Gensler’s secret to success? There is no profound formula to the firm’s dominance. Its prosperity has been fixed to a great extent to a philosophy that springs from its humble beginning. Albeit, astute business skills has been a contributing factor to its success. Two of the firm’s three CEOs hold MBAs, and they keep close tabs available from a full scale point of view, looking for global economic shifts. Furthermore, they’ve figured out how to end up conclusive in light of shifts, particularly in the most recent decade. “It was after 9/11 when we attempted to decide how to traverse subsidence cycles,” clarifies co-CEO

Industry Leaders Magazine [december 2015]

COVER STORY

David Gensler. “That is the point at which we began expanding our practice territories deliberately.” In past couple of years, Gensler launched a few new practice areas, including the latest—its twentieth— to serve the wellbeing and health sector. As per co-CEO Andy Cohen, the logistics of diversifying into new arenas ultimately comes down to three deciding components: market opportunity, strength of customer relationships, and profundity of enthusiasm and skill.

In a landscape still loaded with aftermath, Gensler has figured out how to survive the economic pitfalls.

Here is a fine example of it: The firm had long been included in designing hybrid entertainment districts and considered sports facilities as a characteristic augmentation of its aptitude. In the wake of watching that numerous colleges were putting resources into updating their athletic offices to enlist both competitors and understudies, Gensler introduced its games and recreation practice in 2009, a move hastened by its own particular key enrollment of Ron Turner. The designer had last been with RTKL and his resume included work on the Staples Center in Los Angeles, Lincoln Financial Field in Philadelphia, and Seattle’s Safeco Field. With Gensler, he has driven various tasks far and wide, including work on an opposition section for Rio de Janeiro’s Olympic Park, a 12.7-million-square-foot region that will organize occasions for the 2016 Olympics. Gensler’s latest launch was driven by the perceptions and hobbies of its architects over existing practice regions: “We launched our health and wellness practice last year after hearing from a wide range of clients—developers, employers, retailers, hotels, schools, and cities—who were all trying to figure out a way to incorporate wellness strategies into their facilities,” says co-CEO Diane Hoskins. “We felt that there is an enormous opportunity to rethink the relationship between space and well-being.” Seizing opportunity is just fraction of the Gensler success story. Understanding the firm’s development requires a look at its sources. David Gensler’s dad set up M. Arthur Gensler, Jr. and Associates, Inc. in San Francisco in 1965, with a staff of three and a to some

Industry Leaders Magazine [december 2015]

The Tower at PNC Plaza

Industry Leaders Magazine [december 2015]

COVER STORY

Industry Leaders Magazine [december 2015]

The ﬁfirm long list of loyal clients that now incorporates half of Fortune magazine’s Global 100 organizations, and 33 of the main 50 U.S. Fortune 500 companies

degree one of a kind center: interior design for commercial tenants. Most of the interior design work was then done by furniture vendors, however Arthur saw the interior designs as a true blue design challenge. He believed that it doesn’t take care of an issue, it’s not so much design. That philosophical thought of planning from inside for the end client is still genuinely novel today. More than that, the M. Arthur Gensler perceived an undiscovered business sector, a system that would describe the firm as it developed. While rival firms attempted to recognize their brands with design plans and signature styles, Gensler adjusted with every job to the requests of the customer. Arthur Gensler called the methodology the “rubber band theory”— the thought of inspiring designers to challenge customers without pushing them so far that their trust was bargained. In spite of the fact that detractors today may say that Gensler is playing too hard to get their job done. The firm long list of loyal clients that now incorporates half of Fortune magazine’s Global 100 organizations, and 33 of the main 50 U.S. Fortune 500 companies. This list of huge, long-standing customers gives Gensler two self-strengthening favorable circumstances: rehash business and institutional information. During the 2008 recession, Gensler may have needed to loosen its rubber band a bit as customers expected to cut expenses, yet the firm attempted to help numerous with the move. Their global clients were facing new challenges, so the way they worked with them needed to evolve. So we offered a few customers some assistance with advising so as to reduce their land foot shaped impression them on work environment mobility systems, and they worked with others to rebrand and reposition undervalued structures.

Industry Leaders Magazine [december 2015]

COVER STORY

With its diverse practice arenas and close binds to huge clients, Gensler manages a plan of action that reliably yields balanced income portfolios.

With its diverse practice arenas and close binds to huge clients, Gensler manages a plan of action that reliably yields balanced income portfolios. In 2013, 43 percent of the firm’s billings originated from structural planning employments and 39 percent from interior design work. The portfolio is genuinely adjusted geologically also, with 62 percent of its income got from work in the United States. Moreover, the rest from abroad. It appears to be well positioned to exploit global trends. Of the 38 percent of its 2012 foreign billings, 22 percent originated from Asia, for the most part from work in China, which will assume an inexorably essential part in the coming years. “According to McKinsey, more than half of all the new building activity in the world during the next two decades will take place in China and the U.S.,” says Edward Mazria, CEO of Architecture 2030. Unlike rival architecture firms, Gensler has not grown by mergers and acquisitions. Rather, it has created aptitude and cut profound advances into its customers’ respective markets. As it developed, the firm introduced itself into diverse markets—and areas—with a belief to become a global giant, it must first become local. Since its global clients are served by local talent with access to a global support system, Gensler has delighted in a particular favorable position in China. Obviously, with growth come challenges that are innate with size. With respect to the near-continuous growth Gensler has experienced more than five decades and all through various economic meltdowns, the firm takes a very nearly Zen approach. “Growth isn’t the objective,” Hoskins contends, “it’s the outcome.”

Industry Leaders Magazine [december 2015]

The Ritz-Carlton Hotel & Residences and JW Marriott, Los Angeles

Industry Leaders Magazine [december 2015]

Inking Up the

Nail Queen

Thea Green, founder of Nails Inc, is known for her â€œTwistedâ€? entrepreneurial style. She knows her business, staff, and customers to the core, which eventually pampers her with a thriving nails empire. Started in London, from a rough idea taken from the Americans, Nails Inc., is now one of the leading brands in beauty industry. Industry Leaders Magazine [december 2015]

Industry Leaders Magazine [december 2015]

Fall into Colors! There are nails, and then there are the nail colors. Obsessing over nail paints is quite prevalent now-a-days. So I took the liberty of visiting the nail queen’s den in London suburbs while on a trip. At the centre heart of the extravagant Nails Inc. head quarter, situated off Regent Street in a magnificent 1970s building, there is a platform, which displays 60 bottles of nail paints in a rich, vibrant, and exotic color shades. There are café au lait shades with names such as Fouberts Place and Jermyn Street, Portobello- a tomato red, Kensington-a midnight teal and Camden- an crackle-effect jet-black, edgy topcoat, of course. Nail Inc. is celebrated for their richer screens of nail polish. In the Nails Inc. color library, there are a total 100 vibrant shades of colors, all named after London boroughs and streets, and all manufactured in their home country Britain.

“

Green compares the enthusiasm from propel ling and learning about international markets to the initial days of the business.

Industry Leaders Magazine [december 2015]

Ridin’ High in Nail Style Thea Green, 39, the woman behind Britain’s largest nail bar chain Nail Inc, surely knows the definition of hard graft. Green not only has changed the face of the entire high-end fashion streets and the burgeoning nail industry by introducing quick and cut-rate nail jobs to Brits, but she is also using her years of expertise to motivate teens into planning their future prospective and ambitions when they grow up. Green is great when it comes to getting things done. Once juggling to pay her bills, she served as Tatler’s fashion editor. The nail queen established her company Nails Inc. keeping a brief synchronization with the current catwalk trends and requirements of customers, as to satisfy the clients’ needs. Her collections include the latest trends around the world, for the delight of customers. With the customers like Beyoncé, what else do you expect? Green compares the enthusiasm from propelling and learning about international markets to the initial days of the business. Her company has extended its manufacturing operations into various other countries as well, but what she rejoices the most is Nail Inc’s top ten products are the same in every market. In terms of customer trust and satisfaction, it is a nice testament that clients are excited and the products are superstars of market. They have accomplished everything they had planned to, which includes, setting up nail bar with best services, trade products with outside communities, and take the business on an international scale. Although it took a whole set of 10 years to make it international. From one store in the year 1999, Thea Green’s Nail Inc. now has around 15,000 clients on a weekly basis and nationwide 60 flagship stores. Not at all bad for someone who entered into venture at the mere age of 24, while there are people of the same age still chaotic about not being at the college drinking affordable Sambucas with chicken wings on side.

From one store in the year 1999,Thea Green’s Nail Inc. now has around 15,000 clients on a weekly basis and nationwide 60 flagshi p stores. 76

Industry Leaders Magazine [december 2015]

THea Green, Founder of Nails Inc.

Industry Leaders Magazine [december 2015]

Bringing Home the American Concept Green’s light-bulb moment arrived on a business trip to New York City, where numerous nail bars offered cheap and quick manicures for busy executives and professionals. While in London, only ladies who had the free time to sit around spa over their free lunch times used to get their nails done. This idea influenced Green and after her arrival, with the help of private investors, she managed to raise £250,000 to launch her first store in 1999 on South Molton Street. Now the business is a giant name in the fashion industry with a turnover of £22 million every year, with 60 flagship stores, and Green holding an MBE. Thea Green describes her nail paint shades as ‘Rainbow nails’ as she adorns shades of “Orange, Green, Pale Blue, Neon Pink, and Peach.” Usually, most women would prefer balking over wearing these five shades, but the Thea Green is not one of those women for all we know. Trends by her company are translated very easily world-wide in the form of feather and leather polish, and fashionable colors like Brights or Neons. She never hesitates to express her admiration for American women. She feels that women in America never shy away from getting their stuff done by some help, while in Britain the condition is different. Once during an interview in Mayfair she expressed, “It’s very different from people in the UK. American women will talk to you about their cleaning lady, their hairdresser, their fitness instructor, and all the things they outsource at home and work. British women hide it, they pretend that they’re doing it all themselves. I like that American way of being completely transparent about having help. Its how you get things done.”

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Green feels that women in America never shy away from getting their stuff done by some help,while in Britain the condition is different. Industry Leaders Magazine [december 2015]

Building an Empire on Nails The staff of Nails Inc. consists of over 400 employees, which is a female-forward business mostly consisting of women having a strong background in retail rather than beauty. According to Green, retention is the key. Her company is made up of an expert team of mix corporate-savvy, entrepreneurial, and learnt-on-thejob type of people. All are very creative, self-managing, and entrepreneurial, according to the founder of Nails Inc. Before diving into this nail business venture, Thea had undergone a brief research to deal with the enormity of the stuff she was supposed to do before leaving her job. She made a brief to- do list and before taking up the entrepreneurial role, she designed a P&L model, resourced the manufacturing and products, planned wise selection of right staff, and raised investments along with suitable property. Green believes that a huge deal of brand excitement and greater innovations, whether in the field of international growth or product development, keeps her employees glued to their company. Each and every member in her staff list works to make an impact with a fast pace of approach to deliver the best quality within a period of time. This is probably one of the strong factors boosting her market growth in nail industry. Apart from the marketing factors, one of the strong reason Theaâ€™s business is striving is her strong HR strategies, in which she keeps providing praiseworthy employee benefits and perks of working in a nail bar like free highlight product or manicures once in a month. She involves every level of her employees in her marketing discussion for a creative brainstorm session, in which they freely discuss opinions about branding, marketing, shortfalls, profit, and other thing that can be used as a future strategy for companyâ€™s growth.

Nails Inc. is made up of an expert team of mix corporatesavvy,entrepreneurial,and learnt-on-the-job type of people.

Industry Leaders Magazine [december 2015]

Recession can never hit her business, as even during bad economy women always inclined towards fashion. Especially, the business she is involved in is a huge venture because a casual customer walking down the street could enter and buy two-three nail colors without being concerned about the economic times. Changing a nail colour and buying it frequently is much easier than buying a new pair of dress or shoes.

Success Behind Theaâ€™s NAIL-VOLUTION Plan and Execute Meticulously a Business Idea Tweak the Ultimate Successful Formula Stay obsessed with cultivating the brand Stay up to date with latest trends to stay ahead of the nemesis Celebrate Success Be surrounded by a strong team, train your staff

The business Green is involved in is a huge venture because a casual customer walking down the street could enter and buy two-three nail colors without being concerned about the economic times.

Industry Leaders Magazine [december 2015]

Retreat of Sedate Luxury in Monte Carlo

Industry Leaders Magazine [december 2015]

Monte Carlo, the platinum-plated name evokes scenes of James Bond films, Grand Prix, Russian oligarchs gambling for high-stakes while extoling Cuban cigars, multimillion-dollar yachts with Heidi Klum-esque women in bikinis, racecar owners who feel safe enough to leave their keys in the ignition and European royalty. Hotel suites with a view of the French Riviera in Monte Carlo can cost tens of thousands of euros. A meal of butter-smeared brioche and beef fillet tartare can cost you as much as 800 Euros, along with an ice bucket filled with a bottle of Champagne and a giant sparkler which would cost another 400. The jazzle-dazzle aside, what is the French Riviera like during the most spectacular time of the year?

Industry Leaders Magazine [december 2015]

The nationâ€™s three unmistakable eras can even be found in its architecture. On one slope stands the Royal Palace and the old town, Monaco Ville, dating from the fifteenth and sixteenth centuries. During summer there are tours of the palace. However in winters you need to do with watching Prince Rainierâ€™s soldiers changing the guard â€“ daily event that happens at 11:55 A.M. A little band goes with the seven soldiers in blue caps, dark coats and blue trousers as they walk from the eighteenth century barracks before the castle to do their bit for custom. In the narrow lanes opening the court before the royal residence toward the Place de la Mairie, there are a dozen trinket shops and unobtrusively priced Italian eateries where you can have a bottle of wine and a pizza for just 10 Euros. Another way off the plaza winds along the edge of the cliff, offering a spectacular view of the new Port de Fontvieille marina underneath, and prompts the Cathedral, a nineteenth century neoRomanesque building that contains royal tombs.

Industry Leaders Magazine [december 2015]

Monaco has a few historical museums, the most fascinating of all is the Oceanographic Museum, which dates from the turn of the century and stands on the edge of the Mediterranean. On its lower floor is an aquarium, with an awe inspiring collection of fish from both tropical and temperate waters, some as brilliantly shaded as chartreuse. The main hall of the aquarium, with its vaulted roof, has one area on the science of the seas with stuffed walruses and ocean lions and another segment on marine exploration technology. The roof of the museum offers a breathtaking view of the Port de Monaco to what a century back was the new town of Monte Carlo. The casino built by Charles Garnier overwhelms the Place du Casino is only a 15 minute walk away from the museum. For shoppers on a midgetbudget, the Avenue des Beaux-Arts, which runs next to the Hotel de Paris, sets the best possible tone of fabulousness: it houses Yves Saint Laurent,

Industry Leaders Magazine [december 2015]

Chanel, Christian Dior, Givenchy, Celine, Louis Vuitton and Cartier. On the opposite side of the parkway stands the Galerie du Sporting, a shopping center with more varied offerings, from frozen yogurt to an extravagance blessing shop called Czarina including old books to silver candelabra. A visit to Monte Carlo is unfinished if thereâ€™s no gambling involved. A simple two-hour visit to the famed Casino de can illuminate your experience. The entrance free here is 50 francs ($9) for the European Rooms with slot machines and tables where stakes in roulette, craps and blackjack are limited to around $100. An additional $8.50, can give you access to Private Rooms, where serious gambling takes place. Far from Monte Carlo and Monaco Ville, whatever remains of this nation is by all accounts a muddle of office and flat squares, yet there is alleviation

Industry Leaders Magazine [december 2015]

from the gathering around the two marinas and along the oceanside Princess Grace Avenue. There’s also Jimmy’z, the in night spot, which wakes up after 12 pm, is on Princess Grace Avenue, as is La Galinette, dinner for two with quaffable wine costs around $150. Restaurants in Monte Carlo can be seen everywhere. But when it comes to French cuisine, nothing equals the Louis XV restaurant in the Hotel de Paris, where Chef Alain Ducasse changes the menu with the seasons. Dinner for two - soft-boiled hen egg and the soufflé at the Louis XV can cost you 700 to 800 francs, wine excluded. Among his recommendations are five dishes made with black truffles. The next time you visit France, make a quick detour to the world’s smallest country, Monaco. A few nights is enough to get yourself acquainted with the serene world of fabulousity and decadent glamour.

Industry Leaders Magazine [december 2015]

events

Industry Leaders Magazine [december 2015]

A Pharma Powerhouse is Born Financial Highlights of the Blockbuster Pfizer-Allergans Deal

t all started back in 1849 in Williamsburg, Brooklyn, when two German cousins, Charles Pfizer and Charles Erhart, developed their first commercial drug, an anti-parasitic pill designed to fight intestinal worms. Unsurprisingly, by late nineteenth century, the company established by the name of Pfizer became a leading manufacturer of ascorbic acid, citric acid, and vitamin pills. Towards the end of the Second World War, it developed a new way of making penicillin, a miracle drug that helped save soldiersâ€™ lives. The nineteen-

seventies saw Pfizer as a global leader in antibiotics and other areas of drugs and chemicals. During the same time, it invested heavily into research and development, which helped boost its global sales by around twenty percent. The investment lead to the development of a number of drugs, including Zoloft, Viagra, Procardia, and Glucotrol. On its 150th anniversary in 1999, Pfizer Inc., was seen as a global leader in pharmaceuticals. Today, like many leading American corporations, Pfizer faces the risk of adapting to an evolving business

Industry Leaders Magazine [december 2015]

events

Industry Leaders Magazine [december 2015]

milieu. It’s not financial threats that it faces, it’s something much more potentially destructive: Pfizer Inc., is skipping off to a foreign locale, like several members of the Fortune 500. On November 25, 2015, Pfizer announced a record-breaking $155 billion proposed tie-up with Botox Maker Allergan PLC, which would create the world’s biggest drugmaker by sales.

Ireland a Source of Competitive Advantage The Scottish-born Pfizer chief executive office, Ian Read, in his statement explained the tie-up with Dublin-based Allergen would help put Pfizer “on a more competitive footing within” the pharma industry. The statement is a reference to the fact that big pharma companies, such as GlaxoSmithKline, AstraZeneca, are moving their

corporate residency to countries with lower corporate tax rates than in the U.S. As Pfizer becomes headquartered in Ireland, where the corporate tax rate is only 12.5 percent compared to 35 percent in the U.S. In the first three years, the pharma giant could save up to $2 billion in corporate taxes. Although, even if Pfizer moves to the Ireland (which has the second-lowest corporate taxes, next to Switzerland), it wouldn’t stop paying taxes to the U.S. government on its U.S. income. In 2014, the amount was a staggering $948 million in taxes, as it made over $9 billion in profits, so the government won’t see a drop in tax revenue due to the blockbuster merger. Pfizer Global has a large facility in Cork, employing over 4,000 people in Cork, Kildare, and Dublin, and is the 10th largest exporter in Ireland. While, Allergan which was created

Today, like many leading American corporations, Pfizer faces the risk of adapting to an evolving business milieu. It’s not financial threats that it faces, it’s something much more potentially destructive

Industry Leaders Magazine [december 2015]

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last year by a tax-driven takeover with Actavis PLS, employs around 1,000 people in Ireland. Allergan, once based in New Jersey, United States reaps the benefits of tax rate lower than 5 percent in Ireland as a domiciled pharma company. The main source of revenue is going to be geographical expansion of Allergan’s products. There is a massive opportunity that a large part of its sales which currently comes from the US, may represent additional income from other markets. Its products represent an opportunity for longer-term upside if they make it to global soil. Ireland has largely recovered from the post-2008 property and banking crisis due to activates such as strategic tax planning of foreign companies. The country has seen soaring tax revenues – 2.5 billion Euros in the first ten months of 2015. Apart from bragging rights to

playing host to the world’s largest pharmaceutical company, the synergies bring much for Ireland. Since both the companies have large operations in Ireland, the mega deal would create extra jobs in the country and not job losses. The Industrial Development in Ireland (IDA), which does not encourage inversions would ensure that there are no job losses. Pfizer was one of the first U.S. companies to set up its manufacturing operation near Cork in 1969, the region that was once a quiet village has now become a major industrial hub. Ireland offers corporate rate of less than 12.5 percent, which is then pushed down even more due to the Double Irish Arrangement that allows offshore profits to be shifted to tax holiday soils. As the pharma giant domiciles itself in Ireland, it will have an earning windfall of up to $21 billion, as well as access to

Even if Pfizer moves to the Ireland it wouldn’t stop paying taxes to the U.S. government on its U.S. income.

Industry Leaders Magazine [december 2015]

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its foreign income of more than $130 billion that has sheltered from the U.S. government, and 13 to 18 percent of corporate tax rate compared to 25.5 percent of tax in the U.S. soil. The combined Pfizer-Allergan entity which will be known as Pfizer PLC (which will have estimated annual sales of $64 billion) will be able to particularly revel in the tax-system where they can easily move patents and associated profits for drugs that are invested on foreign locale.

A $160 Billion Deal Brent Saunders, Allergan CEO will become the CEO and president of Pfizer PLC, while Read would help put the company on a competitive footing with rivals. The deal comes 18 months after the failed $118 billion AstraZenecaPfizer inversion attempt. Saunders would put Allergan products such as Botox, Namenda (Alzheimerâ€™s drug) and Restasis (dry-eye medicine) on a

global market covering 70 countries excluding the United States. The tie-up is the fourth largest acquisition over the 15 years for Pfizer, following the acquisition of Pharmacia, Warner-Lambert, and Wyeth. The Allergan-Pfizer M&A is the biggest ever in pharmaceutical history, taking their cumulative value to a recordhigh $600 billion. The proposed tie-up would increase earnings per share by approximately 10 percent in 2019, and reach an even greater number in 2020. Pfizer Inc., would control 65 percent of the combined entity.

The combined Pfizer-Allergan entity which will be known as Pfizer PLC, which will have estimated annual sales of $64 billion and will be able to particularly revel in the tax-system.

Industry Leaders Magazine [december 2015]

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ENERGY AND RENEWABLES Electric & Hybrid Marine World Expo

Date: 11-13 Jan 2016

Electric & Hybrid Marine World Expo is a 3 day event being held from 11th January to the 13th January 2016 in Fort Lauderdale, USA. This event showcases products like permanent magnet motors, waste heat recovery systems, hybrid electric drive systems, to that of super capacitors based products and services associated with this field etc. in the Electronics & Electrical Goods, Industrial Products, Business Services, Power, Renewable Energy & Energy Conservation, Marine & Boat industries.

Venue: to be announced | Fort Lauderdale, USA

Energy, Utility & Environment Conference

Date: 03-05 Feb 2016

Energy, Utility & Environment Conference is a 3 day event being held from 3rd February to the 5th February 2016 at the San Diego Convention Center in San Diego, United States Of America. This event showcases product from Power, Renewable Energy & Energy Conservation industry.

Venue: San Diego Convention Center | San Diego, USA

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Industry Leaders Magazine [december 2015]

Date: 09-11 Feb 2016

MiaGreen Expo & Conference

The 8th edition of the MiaGreen Expo & Conference -The Green Convention of the Americas- takes place on February 09, 10 & 11, 2016 in Miami, Florida at the fully renovated Miami Airport Convention Center (MACC). MiaGreen Expo & Conference is the only trade show and conference based in the USA focused on Sustainability and Renewables targeting domestic and international major markets at the same time, like East USA PLUS Latin America & the Caribbean. The event showcases cutting-edge technologies, services, know-how & education serving the GREEN BUILDING & REMODELING, SOLAR, ENERGY SAVING & CLEANTECH Industries MiaGreen, as The Green Convention of the Americas, is supported by prestigious industry sponsors, partners and hemispheric institutions. Based in Miami, Americaâ€™s Business Hub, MiaGreen also provides a vacation escape in South Florida. By EXHIBITING in & SPONSORING MiaGreen Expo & Conference you target East USA PLUS Latin American & Caribbean top markets in the hottest spot at the right time.By ATTENDING MiaGreen Expo & Conference you meet major suppliers, get the best deals, increase your professional value, connect with innovation and uncover top business opportunities at local, regional and global scales.

Venue: Miami Airport Convention Center | Miami, USA

Building Energy

Date: 07-09 Mar 2016

Building Energy is a 3 day event being held from 7th March to the 9th March 2016 at the Seaport World Trade Center in Boston, United States Of America. This event showcases product from Power, Renewable Energy & Energy Conservation industry.

Venue: Seaport World Trade Center | Boston, USA

Industry Leaders Magazine [december 2015]

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Construction Building Innovation Conference

Date: 11-15 Jan 2016

The Building Innovation Conference, organized by the National Institute of Building Sciences will take place from 11th January to the 15th January 2016 at the Washington Marriott Wardman Park Hotel in Washington, United States Of America. The conference will cover areas like focus on various means and methods for improving resilience to ensure the future of the nationâ€™s built environment.

Venue: Washington Marriott Wardman Park Hotel | Washington, USA

International Conference on Civil and Architectural Engineering

Date: 02 Feb 2016

The International Conference on Civil and Architectural Engineering, organized by the International Academic of Science, Technology, Engineering and Management will take place on 2nd February 2016 at the Flamingo by the lake, Kuala Lumpur in Kuala Lumpur, Malaysia. The conference will cover areas like is to bring together innovative academics and industrial experts in the field of Civil and Architectural Engineering to a common forum.

Venue: Flamingo by the lake, kuala lumpur | Kuala Lumpur, Malaysia

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Industry Leaders Magazine [december 2015]

World of Concrete-USA

Date: 02-05 Feb 2016

World of Concrete-USA is a 5 day event being held from 1st February to the 5th February 2016 at the Las Vegas Convention Center in Las Vegas, United States Of America. This event showcases product from Building Construction industry.

Venue: Las Vegas Convention Center | Las Vegas, USA

Eco House Expo

Date: 02-04 Mar 2016

Eco House Expo is a 3 day event being held from 2nd March to the 4th March 2016 at the Tokyo Big Sight in Tokyo, Japan. This event showcases product from Building Construction, Office & Commercial Supplies, Business Services, Misc., & Exhibition, Household Consumables, Household Services industries.

Venue: Tokyo Big Sight | Tokyo, Japan

Industry Leaders Magazine [december 2015]

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Manufacturing MicroTech JAPAN

Date: 13-15 Jan 2016

MicroTech JAPAN is a 3 day event being held from 13th January to the 15th January 2016 at the Tokyo Big Sight in Tokyo, Japan. This event showcases product from Automotive, Electronics & Electrical Goods, Hand, Machine & Garden Tools, Manufacturing, Fabrication, Repair & Maintenance S industries.

Venue: Tokyo Big Sight | Tokyo, Japan

Automotive Electronics Expo

Date: 13-15 Jan 2016

Automotive Electronics Expo is a 3 day event being held at the Tokyo International Exhibition Center (Tokyo Big Sight) in Tokyo, Japan. This event showcases product from Electronics & Electrical Goods, Manufacturing, Fabrication, Repair & Maintenance S industries.

Venue: Tokyo Big Sight | Tokyo, Japan

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Industry Leaders Magazine [december 2015]

Tucson Gem and Mineral Show

Date: 11-14 Feb 2016

Tucson Gem and Mineral Show is a 4 day event being held from 11th February to the 14th February 2016 at the Tucson Convention Center in Tucson, United States Of America. This event showcases product from Gems & Jewelry, Gifts & Handicrafts, Natural Stones, Manufacturing, Fabrication, Repair & Maintenance S industries.

Venue: Tucson Convention Center | Tucson, US

International Conference and Expo on Smart Material and Structures

Date: 29 Feb-02 Mar 2016

Exploring the Fusion of Intelligence with Materialsâ€™. Smart Materials-2016 will be one of the major events for the first time to explore the research and development of smart materials for the structure designing in various fields like architecture, automobile, mechanical engineering, nanotechnology, metallurgy and etc.

Venue: Venue to be announced | Philadelphia, USA

Industry Leaders Magazine [december 2015]

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Logistics and Supply Chain London Model Engineering Exhibition

Date: 15-17 Jan 2016

London Model Engineering Exhibition is a 3 day event being held from 15th January to the 17th January 2016 at the Alexandra Palace in London, United Kingdom. This event showcases product from Railway, Shipping & Aviation Products, Logistics & Transportation industries.

Venue: Alexandra Palace | London, UK

AIR CARGO INDIA 2016

Date: 23-25 Feb 2016

AIR CARGO INDIA 2016 is a 3 day event being held from 23rd February to the 25th February 2016 at the Grand Hyatt Mumbai in Mumbai, India. This event showcases product from Automotive, Logistics & Transportation, Railway, Shipping & Aviation industries.

Venue: Grand Hyatt Mumbai | Mumbai, India

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Industry Leaders Magazine [december 2015]

Intermodal Asia

Date: 25-26 Feb 2016

Intermodal Asia is a 2 day event being held from 25th February to the 26th February 2016 at the Intercontinental Melbourne The Rialto in Melbourne, Australia. This event showcases products like harbour masters, harbour engineers, port engineers, maintenance supervisors and procurement decision makers together with the regionâ€™s leading shippers, cargo owners, importers / exporters, shipping lines, freight forwarders, logistics companies, ports, terminal operating companies, railway operators, port equipment and services suppliers from countries throughout Asia and Australasia etc. in the Logistics & Transportation industry.

Venue: Intercontinental Melbourne The Rialto | Melbourne, Australia

Oil & Gas World Expo

Date: 03-05 Mar 2016

Oil & Gas World Expo is a 3 day event being held from 3rd March to the 5th March 2016 at the Bombay Convention & Exhibition Centre (BCEC) in Mumbai, India. This event showcases products like aiming to connect, discuss and conclude views of leaders, policy makers, regulatory authorities, service providers of the Indian & Global hydrocarbon industry etc. in the Chemicals & Dyes, Electronics & Electrical Goods, Industrial Products, Plant, Machinery & Equipment, Business Services, Logistics & Transportation industries.

Venue: Bombay Convention & Exhibition Centre.. | Mumbai, India

Industry Leaders Magazine [december 2015]

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Food and Drink International Conference On Food And Agricultural Engineering

DATE: 01 Jan 2016

The International Conference On Food And Agricultural Engineering, organized by the IRES will take place on 1st January 2016 at the Fairmont Royal York Hotel in Toronto, Canada. The conference will cover areas like Agricultural Mechanization and Automation Agricultural Processing Bioinformation System Bioprocess and Environment Drying Technology Fermentation Technology Food and Agricultural Waste Management Food Processing Packaging Engineering Particle and Powder Technology.

Venue: Fairmont Royal York Hotel | Toronto, Canada

Agro Farm Russia

DATE: 02-04 Feb 2016

Agro Farm Russia is a 3 day event being held from 2nd February to the 4th February 2016 at the All-Russian Exhibition Centre in Moscow, Russia. This event showcases product from Industrial Products, Agriculture & Forestry, Packaging Materials, Business Services, Meat, Poultry & Seafood, Food & Beverage industries.

Venue: All-Russian Exhibition Centre | Moscow, Russia

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Industry Leaders Magazine [december 2015]

Gourmet & Dining Style Show

DATE: 03-05 Feb 2016

Gourmet & Dining Style Show is a 3 day event being held from 3rd February to the 5th February 2016 at the Tokyo Big Sight in Tokyo, Japan. This event showcases products like Aquatic Produce, Livestock Produce, Processed Foods, Cakes, Wines and Beverages, Frozen Foods, Makers of â€˜Souzaiâ€™ Take-Home Side-Dishes, Bakery Desserts, Kitchen Electrical Appliances, Kitchen Appliances etc. in the Travel & Tourism industry.

Venue: Tokyo Big Sight | Tokyo, Japan

International Fast Food Fair

Date: 01-03 Mar 2016

International Fast Food Fair is a 3 day event being held from 1st March to the 3rd March 2016 at the Crocus Expo IEC in Moscow, Russia. This event showcases products like Assorted Food & Beverage Processing Equipment, Drink / Juice Processing Equipment, Food Sterilizing Machinery / Equipment, Bakery & Confectionery Equipment. Food & Beverages: Poultry / Meat / Halal Meat, Dairy Products, Chilled & Frozen Foods, Fresh Produce. Seafood: Fresh Seafood Products, Seafood Processing. Food Ingredients: Aromas, Flavours & Fragrances, Food Additives / Raw Material etc. in the Food & Beverage industry.

Venue: Crocus Expo | Moscow, Russia

Industry Leaders Magazine [december 2015]

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International Conference on Agricultural and Biological Science

DATE: 08-March 2016

The International Conference on Agricultural and Biological Science, organized by the ISER will take place on 8th March 2016 at the Tibet Hotel, Chengdu in Chengdu, China. The conference will cover areas like Food Sciences, Food Technology, Agricultural Soil Science, Soil Quality.

Venue: Tibet Hotel Chengdu | Chengdu, China

Foodex Japan

DATE: 08-11 March 2016

Foodex Japan is a 4 day event being held from 8th March to the 11th March 2016 at the Makuhari Messe - International Convention Complex in Chiba, Japan. This event showcases product from Food & Beverage industry.

Venue: Makuhari Messe - International Convention | Chiba, Japan

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Industry Leaders Magazine [december 2015]

NuScale Power has created a new kind of nuclear power plant: one that is safe, reliable, and economical. The innovative design incorporates all of the components for steam generation and heat exchange into a single integrated unit, the NuScale Power Module™ (NPM). Using up to 12 of these 50MWe (gross) NPMs, a NuScale nuclear power plant can provide 600 MWe (gross) of safe, carbon-free, electrical generation. The compact design of the NPM allows it to be built and assembled in a U.S. factory, then shipped to a prepared site for easy deployment. The design eliminates many costly, complex systems while cutting-edge manufacturing cuts time and cost of production. The result: a power source that is simultaneously safe, reliable, scalable, carbon-free, and economical. Innovation: the Element of Nu™.

nuscalepower.com

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