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The skateboard: a vehicle for chicken

By Pola Esguerra del Monte, Multimedia Editor
FROM MERE slacker uniform, skateboard attire has seeped into the runways of the world’s fashion capitals.
For trans-disciplinary designer Sean Bautista, the skateboard culture is more than just a fashion thing: it is also a vehicle to purvey chicken.
The Comme des Garçons-wearing Ateneo graduate who looks up to David Chang took workshops in design management at Parsons School of Design in New York City before building two original concepts: Tetsuo, an East-Asian casual dining restaurant, and Transit, a retail design concept.
“I’m a fine arts student,” he insists when asked if he ever considered taking a business course. Tetsuo, after all, began as a chicken stall at Ateneo competing for space in the cafeteria. In a week, they met their ROI. After that, they began selling merchandise (imagine, a chicken stall with its own merch), before branching out to events.
“Organically” is how he describes the ideation process. “I and a few friends came together,” he recounted. “I mean we just hung out, we were into skateboarding, music, hiphop… but then we also liked cooking.”
“So from that idea and just trying to be authentic to ourselves, we’ve created a brand that suits or embodies what we thought. Like, embodies our relationship as friends. It starts with the chicken concept because, yeah, we wanted to create something that was palatable to our audience and that everyone would enjoy, but then we tried to elevate the concept and create a bigger personality around it by injecting things that were authentic to us,” he said. “To simplify that idea, we just came from a unique standpoint of dudes just hanging out, cooking together, and being interested in different facets of subculture, and then translating that into a product.”
From its formerly five-square-meter space inside Ateneo, it has expanded into a 50-square-meter restaurant along Katipunan, housing 31 seats. And it is, in fact, things like the playlist, typography, and visuals, among others, that formulate the overall brand.
“I’m able to connect to other people in a way that I wouldn’t have been able to do if I was just thinking about the business,” he says. “If I was only thinking about business goals, I don’t think Tetsuo as a product would translate in the way it does.”

The rising tech start-up scene in the Philippines

By Robert A. Vergara, Jr., Digital Reporter
IN 2016, 22-year-old Charles Lim established his own company Veer Immersive Technologies, Inc. (Veer), dismissing a possible corporate career in line with his background in computer science.
Lim, who hails from a family of Filipino-Chinese businessmen, established Veer that develops software content focused on augmented reality (AR) and virtual reality (VR), banking on the growing trends of emerging technologies.
To date, his company’s clients include Philippine Airlines, to which it provides VR-enabled training for its cabin crew.
“Right now we want to focus on the airline industry, to create a really good system that would revolutionize cabin crew training for any kind of airline, be it in the Philippines, Singapore, US or Europe,” he said.
Veer is just among the booming technology-powered start-ups in the Philippines. Since 2012, the country has witnessed an unprecedented rise in the number of new and innovative businesses mostly led by ambitious young entrepreneurs like Mr. Lim.
According to the first study profiling the Philippine start-up ecosystem by PwC Philippines and the Department of Trade and Industry (DTI), there are currently more than 300 start-ups in the country and over 200 of them are actively operating.

INCUBATORS
With this came the interest of the private sector to support startups by investing in them through business incubation, providing selected enterprises with mentorship, funding, and office spaces, to name a few grants.
For example, IdeaSpace Foundation, Inc. — established in 2012 with the help of companies, including Smart Communications, Inc., PLDT, First Pacific, and Meralco, among others — has received a total of 4,386 entries for its annual start-up incubation program since it opened. A total of 50 start-ups have undergone the program.
Kickstart, a venture capital firm under telecommunication giants Globe Telecom and backed by Ayala Corporation and SingTel, has been investing in tech start-ups in different funding series. Today, its portfolio of investees is comprised of 24 companies, including Wattpad, Zalora, coins.ph, and Kalibrr.
Lim and his company benefited from such initiatives. Veer had undergone the incubation programs of organizations like LaunchGarage and BrainSparks.
“Incubators are a huge help for businesses that are starting out because of the support and community that they provide. The years’ worth of experience and network that mentors can provide prove to be invaluable to businesses in their infancy as they learn to get their feet off the ground,” he said.
GOVERNMENT ROLE
The public sector, on its part, has also launched several initiatives to support these businesses.
In 2016, DTI and the Department of Science and Technology partnered with IdeaSpace and J.P. Morgan Foundation to establish QBO Innovation Hub, which aims to develop the local start-up scene.
Located at the DTI International Building in Makati, QBO has served as a mecca for start-up founders and budding entrepreneurs seeking network and education through weekly forums and free business 101 classes.
In 2017, the Department of Information and Communications Technology, in partnership with the private sector, launched the first Philippine Roadmap for Digital Startups, laying out strategic plans to develop the country’s start-up community.
In October of the same year, DTI held ASEAN Slingshot, a convention that gathered more than 80 tech start-ups from across Southeast Asia, including Mr. Lim’s Veer. During the event, at least 20 foreign angel investors were also invited and introduced to participating start-ups.
Just this May, a bill dubbed as the “Innovative Startup Act” had been passed on final reading in the Senate. Once enacted, the policy will direct the appropriation of a P1-billion venture fund, on top of other support like tax exemption, expedite processing of business permits, and free access to government services.
Katrina Chan, director of QBO, believes that the government plays a crucial role in developing the local start-up ecosystem.
“There’s so many things that the government can do, but at the end of the day it’s not the government’s job to create start-ups. The government’s role is to create that enabling environment where start-ups can thrive,” she said.
“The more that the government creates this kind of environment, it’s easy to start up, it’s easy to invest, and a lot of it will happen so start-ups can compete with the big guys.”
FUNDING
The current developments in the local start-up ecosystem have yet to transcend outside the Philippines. While Southeast Asia has pulled in more money from investors since 2012, only a small chunk of it went to the Philippines.
According to data from CB Insights, the country is far from its neighbours when it comes to outsourced funds. From January to September 2017, for example, the country has pocketed just $18 million, far from Singapore’s $3 billion, Indonesia’s $2.9 billion, and Malaysia’s $352 million.
However, the data showed that the Philippines had a significant deal activity despite the low funding, closing a total of 100 deals over the years.
For Mr. Lim, the development of the country’s startup ecosystem lies no longer just in business attributes, but in culture.
“I think we need to address the crab mentality and the mind-set that people are always out to get you. It’s too common that I see a person refusing to disclose their business idea fearing it might get stolen,” he said.
“We need to better develop a culture of collaboration and support for one another. We’ve taken steps in that direction, but some of the overarching issues are pretty deeply rooted in Filipino culture.”

America’s start-up scene is looking anemic

By Noah Smith
WHY AREN’T PEOPLE starting more start-ups? That might seem like a weird question to ask, in an age when Silicon Valley ventures are hot commodities and money and talent is flooding into machine learning companies. But in fact, Americans don’t start businesses like they used to.
Some of this decline has come from the decline of small businesses. When national chains like Walmart Inc. and Target Corp. can come to town and muscle out the competition, there’s not much point in opening a mom-and-pop shop. Online retailers like Amazon.com Inc. just compound the effect. Research indicates that this has been responsible for much of the overall decline in entrepreneurship.
That’s worrisome, because small business was traditionally one of the main gateways to the middle class. Without the option of starting a corner store, Americans without high skills or advanced degrees will find it that much harder to maintain comfortable lifestyles. Instead, many will have to seek jobs from large corporations, depriving them of personal autonomy and possibly driving down wages due to the increased competition for jobs.
This is an old and well-known problem. The decline in business formation in the retail and service sectors has been happening since the 1980s, even though the US government has enacted a steady stream of policies to counteract the trend. More initiatives to put the government’s thumb on the scale in favor of small businesses would probably be a good thing, but the decline in new retail businesses isn’t an acute crisis.
More worrying, however, is the decline in high-tech business formation. Tech businesses, unlike corner stores, tend to be high-growth businesses that employ lots of people. That same demand for labor also probably helps to drive up wages. And perhaps most important for the long term, technology startups are important for productivity growth.
Innovation is at the core of what tech startups do. They don’t necessarily do original science, but they take scientific findings and new technologies and combine them with creative new business models. That results in either better or cheaper versions of existing goods — for example, improved lithium-ion batteries — or entirely new goods that people didn’t even realize they would want, like coding tool GitHub (which was recently acquired by Microsoft Corp. for $7.5 billion). Newer, better and cheaper products raise the overall standard of living in the economy.
So it’s disturbing to see that high-technology start-ups have also been getting rarer. Here is a graph from a recent paper by economists Ryan Decker, John Haltiwanger, Ron Jarmin and Javier Miranda, who study economic dynamism and business formation, showing the percent of young businesses in various sectors:
The data only goes through 2013, so it’s possible that the last few years have seen a reversal of the trend. The Great Recession — from which the recovery only really began in earnest in 2013 — probably pushed these lines downward. But there are reasons to think there hasn’t been much of a start-up recovery. Chris Canipe of the website Axios notes that startup formation has barely ticked up in the last few years. While it’s possible that high-tech companies are bucking the overall trend, it seems unlikely.
So why are so few high-technology companies being formed in the US? There are a number of possible explanations. The boom in high-tech activity in the 1990s might have been a one-time bubble, or a temporary burst of activity in response to the invention and expansion of the internet. Davis et al. also mention the possibility that the US’s aging population might result in fewer founders and high-tech workers. An extremely pessimistic possibility is that there might simply be fewer new technologies and ideas to exploit.
But it’s also possible that the high-tech sector is becoming dominated by a few big players, leaving less room for innovators to break in. Tech titans like Amazon, Facebook Inc., Apple Inc., Alphabet (Google) and Microsoft have grown to staggering size.
These companies may be such powerhouses that entrepreneurs don’t find it worth their while to enter the market, because they’ll just get out-competed.
If Alphabet et al. are actually doing their own innovation, like Bell Labs or Xerox PARC in past decades, then this isn’t that big of a problem. But if it’s merely the threat of big-company competition keeping tech entrepreneurs out of the market, the picture looks worse.
Suppose I have a great idea for a new kind of algorithm to match customers with products. I could start my own online retailer built around that algorithm, but Amazon could just copy it (rather than acquiring my company), so I don’t. Yet in this hypothetical example, since I don’t actually start my start-up, Amazon actually doesn’t invent the new recommendation algorithm, and the innovation never gets done!
In other words, big tech companies might be acting like Walmart and Target, but muscling out tech startups rather than mom-and-pop stores. But unlike the retail sector, competition in the innovation space might sometimes leave new ideas unexploited.
The source of the decline in startup dynamism isn’t yet known. More research, and better understanding of the last few years, is needed before any definitive conclusions are reached. But if the tech sector is getting too concentrated, regulators might take a second look at options to reduce the dominance of the big players. — Bloomberg
This article does not necessarily reflect the opinion of the editorial board or Bloomberg LP and its owners.

How flexible and co-working spaces are boosting productivity

By Arra B. Francia, Reporter
WHEN HEAD-HUNTING and executive search firm Manila Recruitment first rented out office spaces by ASPACE in Makati City in 2013, it started out with a “plug and play” concept— incorporating designs and work stations based on their immediate needs.
Five years hence, Manila Recruitment now views the co-working office brand as a contributor to its success over the years.
“Every client that comes in says, ‘this office is really cool,’ which helps us actually make a good impression. We’ve been here for five years now, and ASPACE has been very flexible in accommodating our needs,” Manila Recruitment Co-Founder Ida Montemayor told BusinessWorld in an interview.
Manila Recruitment is just one of several businesses who use offices operated by ASPACE, a homegrown co-working brand that runs collaborative workspaces in Makati, Bonifacio Global City, and Cebu.
ASPACE, like the vast market for co-working spaces in the country nowadays, seeks to cater to the revolving need for office spaces in a work force that is increasingly being dominated by millennials.
“I wanted to support the innovation community…We built the entire concept around that. We made sure that instead of putting people in boxes, we encourage interactions. We’re actually accessing life, and they leave work feeling like it was time well spent, and that helps the company thrive,” ASPACE Founder Matthew Morrison said in an interview.
International flexible workspace operator Regus also shares this view, noting that while traditional offices are still a legitimate and viable solution, they do not “work for the employee’s satisfaction,” nor do they recognize their needs.
“That is why even for the conventional office space, they need flexible workspace solutions to complement their needs,” Regus Philippines Country Manager Lars Wittig said in a separate interview.
Mr. Wittig noted that based on studies, workstations are actually vacant for 55% of the time, on average. With this, it would be much more efficient to switch to flexible workspaces.
“It’s driven by technology, the way that we work. People want to work flexibly…the primary reason for resigning is ‘because my employer was not flexible enough.’ So there’s that speed of change and financial implications. It hammers your key performance indicators,” Mr. Wittig said.
While providing workspaces for its member-companies, flexible workspaces also help companies reduce office rental costs—which is vital especially for firms that are just starting out.
Graphic and digital design studio startup DEZYNSPACE, for instance, said it saves around 40% for office rentals, since they only need office spaces at around three times a week. Co-working spaces such as ASPACE allows them this kind of flexibility.
“As a small design agency, we don’t need to have a team together everyday…The flexibility and cost effect of what we can do with lower office rental costs is there,” the company said.
In addition, DEZYNSPACE noted that using co-working spaces has actually made it easier to retain talent, since it gives them a fun working environment.
“As a medium-sized company, we need to invest in people…you can’t save on talent, you can’t discount that, so you have to learn to manage other costs,” DEZYNSPACE said.
ASPACE’s Mr. Morrison also said that given the traffic situation in Metro Manila, it is becoming less convenient for companies to hold programs or events outside their offices.
“If you work in a place where the events are, it takes the problems away. It’s a huge benefit,” Mr. Morrison said, adding that staging events inside the office allows their members to get a break.
A study by real estate consultancy firm Colliers International tagged flexible and co-working office spaces as no longer just a disruptor in the office market, but a fundamental part of the commercial real estate market.
In 2017, Colliers found that flexible workspace take-up by operators reached 204,600 square feet across 80 locations located primarily in central business districts. The property consultancy projects 200,000 sq. ft. more to be taken up this year.
The expansion of flexible workspaces followed the take-up from traditional companies, business process outsourcing firms, and offshore gaming firms.
“Given the range of end-users in flexible workspace we expect a wide geographical spread, and operators will likely set up several smaller sites rather than fewer large scale sites due to the poor transport infrastructure. For this reason, we may see space within retail malls repositioned as flexible workspace,” according to the report prepared by Colliers Associate Director Maricris Sarino.

Why basic education is a legacy-making issue

By Michael Henry Ll. Yusingco
FROM ABOUT THE EARLY 1970s to the mid-1980s, both the Philippines and South Korea were under brutal authoritarian regimes. Filipinos ousted the dictator Ferdinand Marcos via people power in February 1986, which coincidentally was the watershed event that inspired South Koreans to remove their own despotic leader.
It is worthy to point out however that when South Korea transitioned to democratic rule in 1987, they were already fully prepared to host the Summer Olympic Games in 1988. Whereas when Marcos and his cronies were deposed, the Philippines was left bankrupt and deep in debt. Indeed, Filipinos are still suffering from the devastation Marcos wreaked on the country during his dictatorship.
The disparity in economic development between the two countries since embarking on their respective constitutional democratic path is stark. For instance, for the past decade South Korea has been fully entrenched in the Very High Human Development category of the United Nation’s Human Development Index while the Philippines has been stuck at the Medium Human Development tier.
The blueprint for South Korea’s successful nation-building model is no secret. In his book Diamond Dilemma, author Tariq Hussain wrote:
“Asked to explain the reasons for Korea’s rapid economic ascent, economists will provide different interpretations. Broadly speaking, the two mains schools are the neoclassical view, which focuses on competitive export industries, and the revisionist view, which points to the role of the government in picking and pushing national champions. Both claims are valid in a sense but both fail to sufficiently recognize the real creators of modern Korea. Ultimately, it was the Koreans themselves who were responsible for making the world take notice of their country.”
Moreover, in their book, South Korea Since 1980, authors Uk Heo and Terrence Roehrig explained:
“Because of South Korea’s heavy investment in education and miraculous economic development, the World Bank describes South Korea as follows: “Korea’s successful knowledge-based development experience offers many valuable lessons for developing economies. The country has invested heavily in education and training, boosting innovation through intensive research and development, and developing modern and accessible infrastructure.””
Clearly, to view the population as the main driver of economic development entails giving education, both formal and technical-vocational, unprecedented premium. South Korea has done this even under their dictatorial leaders.
Filipino politicians on the other hand, have always treated the people as a collection of ignorant and impoverished citizens begging to be “saved.” Hence, public education has always been tied to patronage politics.
If genuine change is to happen in President Rodrigo R. Duterte’s term of office, his administration must treat Filipinos as a critical economic resource. Not simply the passive recipient of progress, but its main driver. And in doing so, the trajectory of the country’s population growth requires putting significant attention on basic education.
The population of the Philippines by 2020 will be 110 million. More critically, the school age population (0-19 years old) of the country will be around 44 million.
By 2045, the same demographic will be around 41 million. This means that Filipinos who are currently in elementary and high school will be responsible for roughly the same number of citizens 25 years or so down the line.
Consequently, the attention given by government to the education system particularly on the K to 12 framework must change. Basic education must be given more importance in the national human development plan.
In this regard, this caveat from respected BusinessWorld columnist, Filomeno S. Sta. Ana must be reiterated here:
“In this case, it is more equitable to use the bulk of the new money for services that will mainly benefit the poor — say K to 12 programs or public health programs. The argument to give resource priority to basic education gains more weight since it is the bedrock of higher education. Poor basic education results in ill-prepared students for tertiary education, Sadly, it is the poor who have a hard time meeting the standards for higher education, precisely because the preparatory work they get is inferior.”
Pertinently, one of the key findings of Working Paper 17-005 of the Ateneo School of Government entitled, K-12: Sustaining Education Under the Duterte Presidency, is very relevant:
“Political will, especially at the grassroots level, is necessary to sustain the gains as well as overcome implementation challenges of K to 12.”
South Korean leaders have always shown political will specially when it comes to the economic development of their country. Of course, their ways have not always been benign and trouble-free but the impact of their focus and determination on the economic performance of South Korea through the years is undeniable.
Mr. Duterte has consistently been promoted by his supporters as a leader who possesses the political will to do what is necessary for the good of his people. While at times his methods have been seen by some as controversial, his doggedness on doing right by the Filipino people can also be an asset.
Obviously, the president faces a very tough challenge when it come to the country’s basic education system. But promises of more classrooms and textbooks will definitely be not be enough. Neither are simplistic statements such as, “The quality of education is directly related to spending for education.” And public school being free does not automatically translate to Filipino youths being inside classrooms and learning.
The Duterte administration can project the status quo to 2045 by doing absolutely nothing and just blindly hope that Filipinos can overcome the surrounding difficulties that they will surely face. Or his government can institute radical reforms to ensure a truly high quality basic education for the Philippines in 2045 and beyond.
Jose Rizal in Manifesto to Certain Filipinos wrote: “Fellow countrymen: I have given many proofs that I desire as much as the next man liberties for our country: I continue to desire them. But I laid down as prerequisite the education of the people in order that by means of such instruction and work, they may acquire a personality of their own and so become worthy of such liberties. In my writing I have recommended study and the civic virtues, without which no redemption is possible”
For Mr. Duterte then, improving the quality of basic education in the Philippines is a legacy-making issue.
Michael Henry Ll. Yusingco is a lecturer at the Institute of Law of the University of Asia and the Pacific and Non-Resident Research Fellow at the Ateneo School of Government.

A glimpse into AIM and Ateneo’s data science graduate programs

By Patrizia Paola C. Marcelo
and Robert A. Vergara, Jr.
Digital Reporters
WITH THE GROWING demand for data scientists in today’s time of big data, machine learning, among others, and demand pegged to continue to outgrow supply (as said by McKinsey & Co.), two educational institutions in the Philippines have kick-started their own data science graduate programs.
The Asian Institute of Management (AIM) and the Ateneo de Manila University (ADMU) have launched their data science programs: both master’s degrees in data science. AIM is currently teaching its inaugural batch of 42 students, while ADMU is starting the program this year and will offer a dual-degree program joint with Queen Mary University London next year.

AIM
For AIM, the program is spearheaded by Christopher Monterola and Erika Fille Legara. Both have physics backgrounds and have years of experience in data science at the Agency for Science, Technology, and Research (A*STAR), under the Ministry of Trade and Industry of Singapore, with competencies in big data analytics, data science, and advanced analytics.
Ms. Legara said they got on board when AIM President and Dean Jikyeong Kang was preparing a program on data science or analytics. Mr. Monterola already heads the School of Innovation, Technology, and Entrepreneurship, where the program is under, while Ms. Legara said she “liked the idea of starting the first data science program in the country.”
The current enrolees have a diverse set of backgrounds, especially chosen by the school through a set of educational and work experience standards, with nearly half of them are sponsored by their private employers. Also part of the program are employees from government financial institutions.
Fresh graduates applying to the program must have knowledge in linear algebra, basic calculus, and background in fields including computer programming, and probability and statistics. Those with at least two years of work experience must have had experience preferably in data analysis and software engineering and have had at least two years of work experience with analytical tools.
The professors said that the program combines the theoretical side of the field with the practitioner side, in order to prepare the graduates of the program to be able to communicate well what they have learned in a business or organizational setting, where some top management or leadership may not easily understand the need for understanding and using data.
“We made sure all the right technical things are there, it’s not half-baked…The math, the fundamentals are there, but at the same time, we wanted to make sure it’s not detached from the more practical side,” Ms. Legara said.
“In AIM, we combine the technical aspect and business management side. If you’re a data scientist and you can’t read their [companies’] language, it’s difficult to implement something that’s beneficial.”
Looking forward, the data science professors aim for something bigger so that organizations in the Philippines will not have to look for data scientists as they might have gone abroad.
“We want to propagate data science in Visayas, Mindanao, outside Metro Manila,” Mr. Monterola said. The current batch already bodes well for this plan, Mindanao State University (MSU)-Iligan Institute of Technology has already expressed their interest in forming a data science program of their own, having sent their own representatives to the program.
Mr. Monterola added that they want to spark a historically “weak” collaboration between academe and industry. This is especially applicable today when all sectors are getting huge amounts of data with the need to properly use them.
“The academe wants novelty, something new, companies want value, and government wants impact,” Mr. Monterola said. “But they can work together, and all of them need to understand data.”
ATENEO
Meanwhile, ADMU partnered with Queen Mary University of London (QMUL) to create master’s programs in data science or big data, as well as media and arts technology.
“In this digital age we will need programs like big data for digital innovation and we will need renewed competency to navigate such strange new world,” ADMU President Jose Ramon Villarin said in a previous interview with BusinessWorld during the launch of the partnership late last year at the university in Quezon City.
“The digital economy will run on many engines. In such an economy the most important engine will be creativity and innovation,” Mr. Villarin said.
The university will choose 10 scholars for the first batch for the programs, which will run for 18 months. Selected students will study in ADMU for 12 months, and then stay in QMUL for six months.
The launch of such programs marks the preparation of the country’s education sector for a digital economy, which according to Mr. Villarin is “data‑intense, algorithm‑driven, efficient, fast, hyper‑connected, and personalized.”
“[What will be] more crucial to the economy of the future will be intelligent and creative contents and the new connections that these kinds of content can make among people from all over,” he said.
“For instance the Internet of Things is all about software connecting devices, people, and services. Disruption and obsolescence are happening not because of brick‑and‑mortar structures but because of much softer things like creative software and the creative integration of systems,” Mr. Villarin added.
DATA SCIENTISTS
Citing a report by US‑based research and advisory firm Gartner, Inc., Francis del Val, founder and President of Cobena Business Analytics & Strategy, Inc., said the global business intelligence and analytics software market is set to grow to $22.8 billion by the end of 2020. By the same period there will also be a demand for 1.7 million data scientists in the world.
According to Del Val, the Philippines has a “huge potential” to be a source of the world’s best data scientists. In five to 10 years, he said, the country could have an industry of “hundreds of thousands or maybe even half a million” data scientists.
“Here in the Philippines it is already happening. You can see that a lot of more modern organizations can now find better, more efficient way of moving around because they get to transport data, but equally what we are seeing right now is that companies who adapt big data are able to make smarter decisions,” he told SparkUp during the event.
However, the integration of such technology in the country is “just at the tip of the iceberg” as many companies remain “very reluctant to share their data and the government still has a lot to do in terms of releasing data to the public.”
“It’s very difficult to come up with a figure right now, but what we do know, though, is that the future is immense because we have a lot of consumers and consumers, of course, generate a lot of data,” he said.
 
Parts of this article, particularly that of the Ateneo data science program, were previously published at sparkup.ph under the title “Ateneo is offering a Master’s in big data by 2018 and we got all the deets here.”

Why are young billionaires so boring?

EARLY in Warren Buffett’s life, his father failed to get hired at the family grocery store during the Great Depression. Without a job, and without any money after a run on the banks, the family of four ran up a tab of grocery bills at the store to put food on the table, and even then, his mother sometimes skipped meals. Leila Buffett, beset by stress and with a mind likely impacted by linotype fumes she inhaled as a child, would often berate her two small children.
From this nadir, the family gradually achieved more secure financial footing. His father started a stock brokerage and eventually went on to become a four-term congressman. Young Warren started showing an aptitude for numbers. He became obsessed with timing everything, calculating odds, even tallying the frequency of the letters that appeared in the Bible most frequently, according to The Snowball: Warren Buffett and the Business of Life. By age 15 he managed to earn thousands working his local paper route. The rest, as they say, is history.
On Friday, the legendary investor, 87, was surpassed in wealth by 34-year-old Mark Zuckerberg. The gap was closed in part by Facebook’s surging stock — up 15 percent this year so far — and in part by Buffett’s large charitable cash outflows. Today, the three richest people in the world, Jeff Bezos, Bill Gates and Zuckerberg, have all made their fortunes in tech.
Compared to Buffett and many of his contemporaries, Zuckerberg’s childhood was more banal. He grew up in Dobbs Ferry, a small middle-class suburb of New York, the son of a dentist and a psychiatrist. He started using his father’s computer at a young age, and showed an early facility for programming, before graduating from an elite prep school.
Zuckerberg’s story is typical of the slate of newly minted technology billionaires in the ranks of the Bloomberg Billionaires Index. And there are a lot of them. With 64 technology businessmen and women on Bloomberg’s list, which tracks the world’s 500 richest people, the industry has produced more billionaires than any other (unless you count inheritances—there’s a lot of inherited wealth on the list, too). This year alone, tech has created 11 new billionaires.
But there’s something missing from the foundational stories of this new group of self-made men (yes, they’re mostly men). Where earlier generations’ formative experiences revolved around paper routes and pathos, today’s prototypical founding story involves an upper-middle-class childhood, early access to a computer, and an elite education—even if that education was abandoned. Before he famously walked out of Harvard University, Zuckerberg created an instant messaging system for his dad’s dental practice at age 12. At 15, Twitter’s Jack Dorsey was dazzling his bosses during a programming internship. And Uber’s Travis Kalanick was writing code by middle school.
The self-made man has always played a profound role in the American imagination. Horatio Alger wrote stories of plucky, lower-class strivers who made their way in the world by dint of honesty and hard work. Hollywood has fetishized the underdog since movies were invented. And for years, the business world offered real stories too.
But the modern rise of the Harvard dropout (or New York University in Dorsey’s case, or UCLA in Kalanick’s case), complicates that story. Today’s founders are long on brilliance, but short on hardship. It’s difficult, after all, to become a computer prodigy without a computer. That dollop of privilege speaks to a larger trend in the American economy: For millions of low-income people, it’s getting harder to build something from nothing. In order to drop out of Harvard, first you have to get in.
Buffett, with a father who was a politician and investor, often jokes that despite the family’s temporary bout with poverty, he won the “ovarian lottery.” He would eventually attend Columbia Business School and study with renowned investor Benjamin Graham. But for many leaders of Buffett’s generation, dorm rooms weren’t a part of the origin story. Consider Bruton Smith, who until he stepped down as CEO of Speedway Motorsports Inc. in 2015 at age 88, was one of the oldest serving public company leaders. Smith grew up on a farm, never went to college, and once took a shotgun to a construction site to settle a labor dispute. Oil baron Harold Hamm, born in 1945 as the youngest of 13 children of Oklahoma sharecroppers, drilled his first oil well at age 25 (it eventually paid for college). And then there’s recently deceased casino and movie magnate Kirk Kerkorian, born in 1917, who faked documentation of a high school graduation in order to join the military as a pilot.
In some ways, it’s great to live in the age of the nerd. And it’s tough to mourn the decline of Wall Street-style corporate machismo. But a poor kid growing up today may find it much harder to emulate the life path of someone like Zuckerberg, who coded an instant messaging system before hitting puberty, than that of even Goldman Sachs CEO Lloyd Blankfein, who grew up in Brooklyn housing projects and at one point served concessions at Yankee Stadium to earn extra money.
Statistically as well as anecdotally, true American rags-to-riches stories are getting rarer. Class mobility, as defined by the percentage of children who earn more than their parents, has been in a state of mostly uninterrupted decline since the 1940s. Economist Raj Chetty found that only about half of the children born in 1980 have surpassed their parents’ income. In 1940, that number exceeded 90%.
Of course, most successful entrepreneurs have earnings that vastly outstrip their parents’. In fact, they outstrip the earnings of nearly every human in history. In by-now-familiar statistics, the rate of income growth at the top levels of earning in the US have far outpaced growth at the bottom segments (in the 1980s, it was the other way around, according to research by Thomas Piketty, Emmanuel Saez and Gabriel Zucman). Last year Oxfam International found that more than 80% of earnings went to the top 1% of the world population.
That so many of today’s new billionaires mostly come comfortable backgrounds is emblematic of a broader concentrating of wealth in the US. According to recent Federal Reserve data, the median family’s net worth had not recovered its pre-recession value by 2016, while the top 10% gained double digits since 2007.
Of course, you can still find evidence of rough patches and plenty of hard work in the early childhoods of today’s wealthiest tech luminaries. Elon Musk, 47, an immigrant from South Africa, came from wealth, but was bullied as a kid before moving to Canada alone at just 17, where he enrolled in Queens University and transferred to the University of Pennsylvania, before eventually dropping out of a Stanford University PhD program. Jeff Bezos, 54, was born when his mother was 16 years old, and was adopted by her second husband, a Cuban immigrant and an engineer. And Sergey Brin, 44, came to the US as a six-year-old, when his parents traded the anti-Semitic backdrop of Moscow academia for a new life in the US.
But even these founders, who all had at least one parent with a science background, stand in contrast to an earlier era. According to the Bloomberg Billionaire Index, the second-oldest self-made American billionaire is Amway’s Richard DeVos, born in 1926. DeVos was a boy when his father lost his job as an electrician during the Great Depression, and the family moved in with his grandparents. He remembered stuffing a baseball with fabric and tying it together because he and his friends couldn’t afford a new one. As a sophomore, he was labeled “not college material,” sent to trade school, and had to work to pay his way back into the local Christian high school.
Ted Lerner, who at 92 is the oldest self-made man on the Bloomberg index, is the son of a clothing salesman from Palestine. He grew up in an immigrant community in Washington, and recalled to a local paper, “I remember chickens being plucked and koshered on Georgia Avenue.” Casino mogul Sheldon Adelson, 84, now a controversial figure in US politics, grew up in a working-class Boston neighborhood as the son of a taxi driver. Eli Broad, born in 1933, is the son of a Lithuanian house painter, went on to become the only man to found two Fortune 500 companies in two different industries: housing and financial services.
It is, of course, not the fault of tech’s young luminaries that the economy has shifted toward technological skills. Even as it’s boosted Americans’ standard of living, the rapid pace of innovation has made education an increasingly important factor in determining income, a trend that in turn has exacerbated rising inequality. Overall educational attainment in the US is rising, but nearly 70 % of the adult population has still never graduated from college. That’s even though higher education has increasingly become a prerequisite for white-collar work. The college wage premium, or what bachelor’s degree holders make compared to high school graduates, has skyrocketed since the 1970s and now hovers at about 50%, near-record levels.
The so-called “digital divide” between rich and poor households, has reinforced the gap between haves and have-nots. Despite the pervasiveness of personal computing, poor kids today are less likely to have access to the programs that could help them develop early coding genius. According to Pew Research Center data, 87% of households with an income of $75,000 or higher use broadband at home. But for households making less than $30,000, it’s only 45%.
That inequality of opportunity is rising is hardly a matter of debate. What’s still unclear, though, is the eventual result. Besides barring the path for talented people of limited means, a widening chasm between the rich and everyone else also presents political problems. Witness mounting anger at tech companies in cities like San Francisco and Seattle. The Seattle city council voted to levy a punitive per-worker tax on Amazon and other large employers in response to the area’s growing homelessness problem. Seattle officials relented, but tensions still simmer beneath the surface nationwide, threatening to boil over in unpredictable ways.
And unlike yesterday’s titans, the newest of generation billionaires don’t have histories likely to assuage popular resentment. The three youngest self-made billionaires on Bloomberg’s index are all Facebook cofounders. Their story is legend: After Zuckerberg’s auspicious beginnings in Dobbs Ferry, he created a hotness-ranking tool called Facemash before he and his friends dropped out to found The facebook.com. Just above them on the list in age is Sean Parker, now 38, who took up programming early and interned for future Zynga CEO Mark Pincus while he was still in high school.
This is not a lamentation of the comfortable childhoods of corporate leaders. In some ways, the American myth of the up-from-nothing elite was always mostly imagined. The likelihood that a child today will rise from the lowest to the highest quintile of earnings, is less than 10 %. That’s low compared to other rich countries, according to Chetty’s data, but it’s not much changed since the 1970s.
The American Dream has always been a story we told ourselves, bolstered by the hardscrabble tales of men who rose from nothing to become magnates. Today, Zuckerberg is a moral leader — a family man, and a donor to noble causes. But those looking to follow in his footsteps will cast an eye back to his early days: To the comfortable Westchester upbringing, the fencing club captainship at an elite prep school, the insouciant Harvard days, and to Facemash. American youth may aspire to climb the same ladder. They’re likely to find it’s missing some rungs. — Bloomberg

Prada gets it. Luxury needs the digital rich kids

YOUNG, RICH and surrounded by high-end toys.
This isn’t Rich Kids of Instagram we are talking about. It’s the new generation of leaders who are taking up roles within their families’ luxury businesses. And given the increasing influence of millennials, online and social media on top-range consumption, that’s just what storied fashion houses need.
Bloomberg News reported this week that Lorenzo Bertelli, the 30-year-old son of Prada’s co-chief executives, has joined the Italian group as head of digital communication. Up to now he’d mainly spent his time as a racing driver.
Four of LVMH Chairman Bernard Arnault’s children are already involved in the business. Last week the group tapped his 41-year-old son, Antoine Arnault, to oversee the group’s image and communications, including social media. This is on top of his roles as chief executive of Berluti and chairman of Loro Piana. Meanwhile, Richemont Chairman Johann Rupert last year elevated his 30-year-old son Anton to the board.
The family-controlled conglomerates have always sought to bring in fresh blood. But luxury adviser Mario Ortelli, of Ortelli & Co, says in the old days this would have involved putting younger generations in charge of emerging geographic markets.
Nowadays, the new frontier is digital, and that is exactly what many of the scions are slotting in.
For example, 26-year old Alexandre Arnault is co-chief executive of Rimowa, and has been spearheading streetwear collaborations at the 120-year old luggage label. He was also involved in LVMH’s recent investment in luxury e-commerce platform Lyst.
Luxury internet sales are growing faster than those through traditional channels. Consequently, the houses are accelerating their digital strategies, and looking to take more control of their sales online.
Fortunately, the younger generations share many characteristics with the millennial customers that top-end brands are desperately trying to court.
According to Bain & Co. and Altagamma, the Italian luxury association, younger customers are increasingly shaping the market. The analysts say groups must adopt a “millennial mindset” if they are to survive.
There are some differences in what younger customers want. They may be introduced to a brand through a logo T-shirt rather than a fragrance or pair of sunglasses, as in the past.
But customers of all ages not only want beautiful products, they demand seamless online service, and a relationship with a brand that is more than transactional, often through social media.
SHOP ’TIL YOU DROP
High end demand is still strong, but there ‘s a risk it could wane later this year
Bain forecasts continued strong growth for the luxury industry this year. There are still risks. Shares in Gucci owner Kering SA and LVMH fell on Thursday after Luca Solca, Exane BNP Paribas analyst, said he saw evidence of a possible slowdown in Chinese demand.
As I have argued, there is a risk that the bling party, which has been in full swing for much of the past two years, starts to lose its fizz over the course of 2018.
There will be few hiding places if this happens. But having a strong online presence, and a plentiful supply of new, younger customers, will help.
When the downturn hits, those rich kids of luxury could turn out to be a valuable corporate asset. — Bloomberg

Restaurants must embrace online delivery, and fast

DOMINO’S KNOWS IT — IHOP, McDonald’s and Panera are catching on.
Restaurant megachains already have a lot on their plate: The industry is too crowded and their menus and supply chains need an overhaul as consumers opt for trendy or healthy ingredients. But they must be careful that dealing with those ongoing challenges doesn’t cause them to miss out on their best hope for long-term growth.
Over the next five to 10 years, nothing will be more decisive than online food delivery in sorting winners and losers in the dining sector. In fact, restaurant chains are at much the same moment that mall-based and big-box chains were in the first decade of the 2000s, when e-commerce had just started to show itself as a massive threat to the traditional retail model.
FEEDING FRENZY
Online delivery is forecast to see a strong pace of growth over the next several years
Just 1.6% of all restaurant industry transactions in 2017 were conducted online for delivery, according to a report by Cowen, Inc. restaurant industry analyst Andrew Charles. The same analysis estimates that online delivery accounted for $19.7 billion in gross merchandise volume, or 3.7%, of US restaurant sales in 2017. That’s roughly in line with the proportion of retail sales that had moved online by 2008. And we all know how different the mall landscape is now compared to 10 years ago.
SWIPE, TAP, SHOP
Online shopping now accounts for nearly 10% of US retail sales.
BON APPETIT
Delivery is forecast to account for some $75.9 billion in gross merchandise volume by 2022, making it a major opportunity for big restaurant chains
Some of the major players in the dining business have gotten the hint. Domino’s Pizza, Inc. has been consistently delivering robust comparable sales growth, in no small part because it was an early leader on digital-enabled ordering. Yum! Brands, Inc., corporate parent of KFC, Taco Bell and Pizza Hut, took a $200-million stake in GrubHub earlier this year, and Panera Bread has built an in-house delivery operation that served 43 states as of May. On Tuesday, IHOP, owned by Dine Brands Global, Inc., announced it is partnering with DoorDash to offer delivery from more than 300 of its restaurants, with plans to expand to close to 1,000 locations by the end of the year.
But others appear to be approaching delivery only cautiously or at a small scale, likely because they’re worried each sale made in this format could be less profitable. But restaurants can’t afford to think that way. In the last year or so, consumers appear to be giving in to the routine of swiping and tapping a dinner order.
IT’S WHAT’S FOR DINNER
The gap is closing between the share of diners who are using online delivery habitually and those who don’t use it and aren’t interested in it
Plus, chains such as McDonald’s Corp., which offers delivery from more than 11,500 of its restaurants thanks to a partnership with Uber Eats, are finding that the average order value is actually larger for delivery orders and that the offering is attracting incremental business, such as during late-night hours. That should offset some of the profitability concerns.
BAIT FOR NIGHT OWLS
Nighttime hasn’t been a particularly strong period of time for McDonald’s, but the company said last year that 60% of Uber Eats orders were placed in the evening or overnight.
Restaurants need to move quickly, because it’s hard to overstate just how many changes this format necessitates. For instance, they have to rethink how they use space in their kitchens and dining rooms. Consider Chipotle Mexican Grill, Inc., which got 8.8% of its sales from digital transactions — including mobile orders for pickup — in the latest quarter. So the burrito chain has been outfitting its kitchens with second “make lines” to handle additional demand from online.
Sit-down chains also need to think about ways to make their food travel well. IHOP, for example, has introduced patented to-go packaging designed to suit the shape and texture of pancakes.
And restaurants may even find themselves wanting to change their menus. Uber Eats has been using its data to help local restaurants launch delivery-only menus. In Chicago, it found people were searching for suddenly popular Hawaiian poke, but there weren’t many options. So Uber Eats reached out to neighborhood sushi spots, which would already have some of the same ingredients, and asked them to try making the dish for the app. Imagine how transformative those kinds of insights could be if applied at the scale of a chain restaurant.
There are, of course, risks in embracing digital-powered delivery. It’s possible some third-party providers flame out, leaving them in the lurch. There could also be consolidation in this arena, which would make for a less competitive landscape and leave restaurants paying frustratingly high commissions.
RUNNING THE DINNER TABLE
Bloomberg Intelligence estimates that GrubHub had a commanding market share of online food-delivery sales last year. GrubHub closed its acquisition of Eat24 in October, adding to its firepower.
And while outsourcing delivery means restaurants don’t have to develop a new competency, it also means they are relinquishing control over how consumers engage with their brand. When diners buy Popeyes fried chicken through Uber Eats, they won’t be interacting with customer service workers that Popeyes trained. They’ll be interacting with some contractor driver. Still, these risks shouldn’t obscure the bigger picture.
On a recent conference call, Nigel Travis, who was announcing his retirement as CEO of Dunkin’ Brands Group, Inc., called delivery the biggest change in the quick-service restaurant industry since drive-thru. He’s not wrong. Just look at all the mall retailers that have vanished or are in disarray because they were late to adapt to the digital swell. The same fate could befall restaurants if they don’t hurry up. — Bloomberg

Tiffany & Co. has built a secret lab to crush its rivals

THE FAMOUS BRAND is using a 21st century workshop to speed its rebound from sparkly oblivion.
At Tiffany & Co.’s new workshop in Manhattan, jewelers sit at wooden desks peering through magnifying glasses as they polish silver rings and twist bits of gold. They’re making prototypes of future products, one-of-a-kind experimental items that may never end up in a glass case.
Their marching orders come straight from Tiffany Chief Executive Officer Alessandro Bogliolo: Rev up the pace of new ideas. Under Bogliolo, the 181-year-old company has been trying to attract a younger clientele with revamped jewelry lines and punchier marketing. Early results are positive. A rebound, which began just before he took over last year, is gaining momentum. Last quarter, Tiffany’s revenue growth was its highest since 2012.
Still, executives repeated the word “newness” a half-dozen times on a recent call with analysts. “We should have newness throughout the year and in the different parts of our assortment,” said Bogliolo. “Newness is not only entirely new designs. Newness is also introducing versions, colors, stones that are new to existing collections.”
Tiffany was, until recently, stuck in a sparkly rut. Megahit styles have been key to its success over the decades, yet the company struggled to come up with new franchises to replace old standbys created by such designers as Elsa Peretti and Paloma Picasso. To this day, those designs remain some of the retailer’s top stars. The T collection, however — released in 2014 under former design director Francesca Amfitheatrof — has managed to catch on, and the jeweler is putting out additions each season. It now sells more than 130 different T necklaces, rings and bracelets.
Reed Krakoff leads design at Tiffany. The former Coach designer, who’s credited with the handbag label’s rise to prominence, came to Tiffany to save it from stodginess after years of weak sales and few new exciting products. Given a broader, more powerful role than his predecessors, Krakoff runs all creative at the jewelry house, including products, stores, e-commerce and advertising.
His first jewelry line, unveiled to the public 15 months after he took on the role, came out in May. Tiffany considers the collection, which features flowers of diamonds and blue tanzanite, the most significant high-end jewelry launch since 2009.
Dana Naberezny, a bubbly, wise-cracking industry veteran, runs the 17,000-square-foot Jewelry Design and Innovation Workshop that opened in April. A hiring spree is under way, she said — management even has a secret space for bringing in designers, engineers and quality-control specialists looking to jump from rivals, bringing them in through a separate entrance of the nondescript Manhattan building. Jewelers, meanwhile, are subjected to a real-time test where they must show sufficient skill with their instruments in front of watchful eyes.
Naberezny, who worked at Tiffany earlier in her career, returned in 2016 after stints at David Yurman and Movado Group, Inc. She points to rows of empty benches and desks she plans to fill in the next six months. The company is counting on the workshop to churn out new things quicker than ever, with rapid prototyping and cost analysis processes. “It’s to keep pace with the new product introductions that are coming out,” she said. “We want to get that intelligence in here as soon as possible.”
But who really decides what designs you’ll be plunking down thousands of dollars for on your anniversary? Everyone, it turns out.
Representatives from merchandising, design and the prototyping center meet to discuss new projects. Merchants say what kind of jewelry they need, and designers share their ideas. Once a project begins, a group at the new Tiffany workshop — including a CAD designer, an engineer and a quality-control expert — move to desks near one another. Before, there would be multiple handoffs between people in different departments, with each transfer creating lag. Now everyone is in one room making the product mock-ups in conjunction with teams at headquarters nearby.
Miniature versions of the heavy machinery found at a typical jewelry production plant can be seen throughout the workshop, such as laser engravers and sandblasters. One corner has a brick enclave where jewelers can torch items without scorching their desks. Next to a glass partition sits a series of old-school apparatus — chains, hand cranks and rolling presses — reminiscent of a medieval torture chamber. A separate room houses some of the latest technology: five 3-D printers in various sizes for making wax or resin models.
The jewelers only need to make single items here. Work desks are cluttered with all sorts of torches, tweezers, drill bits, handsaws and polishing wheels. Gems and other precious materials are kept in a vault to the side. The whole area is secure, Naberezny said, thanks to cabinets that double as safes at each desk.
Everything that comes out of the center must translate to mass manufacturing, since most of what Tiffany sells isn’t one-of-a-kind. Making one of something is easy, said Naberezny. Making tens of thousands is hard. Tiffany brings suppliers to the workshop and sits them alongside jewelers who can display manufacturing processes right at their desks. All the conference rooms have microscopes hooked up to big screens for meetings with suppliers abroad.
So far, much of the work done at the studio has been for Tiffany’s mass-market and midlevel items, though they sometimes help with the jeweler’s fanciest creations. Uptown, atop Tiffany’s Fifth Avenue flagship store, is where the company’s most glitzy rings, necklaces and bracelets are conjured. They come up with exotic items such as a diamond-stitched collar connected to hundreds of golden fronds and a platinum ring adorned with a massive 26-carat yellow diamond.
But the new studio is where Bogliolo’s plans may live or die. While 50 of the 80 positions at the workshop have been filled thus far (mostly from staff at other Tiffany facilities), competitors with sharp employees should beware: Naberezny’s shiny behemoth is looking to grow.
“If the company wants it in one month, or if they want it in a year, I want to fill that need,” she said. “Whatever the new beautiful idea is.”— Bloomberg

Continuing the BusinessWorld legacy in the age of digital

By Mark Louis F. Ferrolino, Special Features Writer
ONE BY ONE, publishers around the world are shutting down as newspaper sales continue to decline. Amid this gloomy headline, is the print industry likewise seeing its impending demise?
Not in the case of BusinessWorld Publishing Corp., which started in the era of hot lead, typewriters and telegraphs. It continues to thrive in the digital age as a multimedia and multiplatform news source. Through all the changes it has faced, BusinessWorld’s legacy of professional business and economic journalism stands through time.
News consumption is undergoing a fundamental shift. News, which has historically been distributed through print and radio, is now accessible by consumers via mobile devices, right at their fingertips. People, especially the younger generations, may not be reading newspapers as often, but they are still finding out more news and trends at a faster speed though the Internet and social media networks.
MORE THAN JUST A PAPER
This massive digital transformation has brought a strong impact to the entire media landscape, leaving traditional companies behind, especially the print.
In light of all the changes, BusinessWorld has retained and strengthened its position in the industry. The 31-year-old business daily continues to stay relevant and ahead of the curve as it keeps its flagship newspaper alive, embraces latest digital innovations, and hosts valuable events that tackle pertinent issues in the business scene. BusinessWorld’s excellent business journalism has also reached the Philippine television screens as being part of the new local news channel, One News.
BusinessWorld is no longer just a newspaper. BusinessWorld few years now has genuinely a multimedia, multiplatform company. But most importantly, we have retained and strengthened our position as the oldest and living business news and information provider for and in the Philippines,” said BusinessWorld Editor-in-Chief Roby Alampay.
In the past years, the BusinessWorld newspaper went through a few facelifts. From having a content-heavy front page, it now includes infographics that present data in an eye-catching and easily digestible format. Also, considering how smartphones have become a convenient medium for the readers to consume news, the paper also features QR codes that help readers easily access the full story of some articles on its Web site.
Mr. Alampay believes that newspapers remain relevant. There is a segment of the market that still prefers to consume news in a printed format, he said.
Miguel G. Belmonte, PhilStar Media Group and BusinessWorld president and chief executive officer, shared the same sentiment. He said that even in the first-world countries, who have a more advance technology like United States and countries in Europe, newspapers still exist. Citing the neighbors — China, Korea and Japan — as another example, Mr. Belmonte said that there are still newspapers in these countries, and have a circulation of more than a million copies per day.
“What more for a country like ours, where in terms of technology we’re somewhat behind them?” Mr. Belmonte said. “Definitely, newspapers, the way we know it as a diyaryo or physical newspaper, is still relevant here. We still have a big market.”
In addition to this, newspapers, he said, remain a reliable source of information, especially in this era of “fake news.” BusinessWorld, with its broad spectrum of business and economic international and local news, columns, features, and special reports, provides accurate and in-depth stories that policy makers and businessmen can rely on in making decisions.
Meanwhile, bworldonline.com, the company’s first foray in the digital world and was the first news Web site in the country, underwent many upgrades. Last year, in line with its 30th anniversary, BusinessWorld launched its redesigned Website, which is more user-friendly, and emphasizes photos, videos and infographics. To be more engaging with readers, it occasionally creates microsites of special coverages, like the ASEAN summit in 2017.
According to PhilStar Media Group Executive Vice President Lucien C. Dy Tioco, BusinessWorlds content is now easily accessible through several digital initiatives it has implemented. He said that since the launch of the Web site, BusinessWorld’s social engagement has been more active.
THE NEXT GENERATION
To address the needs of business-minded millennials — who are known as digital natives and make up the biggest part of the market — BusinessWorld introduced a digital-first platform called SparkUp.
SparkUp engages the new generation of business leaders through its Web site and print magazine issues that bring timely and well-rounded stories, creatively executed in more customize and fun ways. It also holds events with the aim to empower the young go-getters in transforming their aspirations into reality.
“SparkUp allows us to bring in the new and emerging generation of entrepreneurs and business leaders. It is not just about attracting younger readers, SparkUp allows us to not only be younger but also more relevant for the fast-changing times,” Mr. Alampay said. “It is not just about going digital, SparkUp also allows us to keep a pulse and keep abreast of the changing environment, changing practices, changing structures in human resource, changing work preferences and behavior, even changing regulations.”
Realizing forum and events as a profitable venue for the company, as well as in strengthening its brand and image, BusinessWorld ventures into conducting valuable events, such as the BusinessWorld Stock Market Roundtable and the annual BusinessWorld Economic Forum. These events serve as a great avenue for industry and government leaders to converse on key challenges and opportunities for the nation.
Mr. Dy Tioco said that forum and events being conducted by BusinessWorld is a validation of the kind of stature and capability that it can bring, especially in putting the spotlight on more important issues that the business community should be talking about.
“We were able to create an avenue where pertinent issues could be really discussed,” Mr. Dy Tioco said. “It’s different from other business forum because it’s tightly packed, it’s a day worth of learning because you really hear a lot of speakers.”
Moving forward, BusinessWorld is slowly establishing a strong foothold in the cable television as it was included in the integration of the most trusted media organizations in the country under one channel, One News.
One News is the premier news channel of Cignal TV that features original and local content, ranging from news, public affairs and business. Its programs, among others, are Rush Hour, BusinessWorld Live, The Big Story and The Chiefs.
BusinessWorld personalities, including Mr. Alampay and reporters, contribute their expertise in some of the said programs. These, together with the strengths and capabilities of The Philippine Star, TV5 and Bloomberg TV Philippines, make One News an enviable powerhouse.
“Our participation in One News now brings us to cable television and to being leading news provider on the airwaves,” Mr. Alampay said.
Over the past years, BusinessWorld has carefully developed a stable of offerings that provide the market with an all-around media experience. And in the future, Mr. Belmonte said that whatever direction the company is heading to, it will be always in line with the vision of its founder Raul L. Locsin.
“The late Raul Locsin is a very proud man with very high standards, and the BusinessWorld is his legacy. And even he’s no longer with us, still, we owe it to him as the founder, to maintain the good and proud name of the BusinessWorld,” Mr. Belmonte said.

Who are the influencers?

By Romsanne R. Ortiguero, Special Features Writer
FILTERED SELFIES ‘liked’ a thousand times online. Tutorial videos watched a million times. An opinion written in less than a 280-character limit that goes viral. Behind these posts that proliferate across social media platforms everyday are content creators that continue to attract a growing number of audiences online.
Just like television personalities, these creators on social media, commonly referred to as “influencers,” have reached a certain celebrity status, and are able to amass hundreds of thousands — if not millions — of engaged followers. Given such massive following online, these influencers have been tapped in the recent years for brand marketing, and to some extent, selling of ideas as well.
But what paved the way for these online celebrities to thrive online, and what makes people drawn to them?
According to Dr. Cheryll Ruth R. Soriano, associate professor and chair of De La Salle University’s Department of Communication, the practice of tapping influencers is already an old concept.
“We don’t necessarily call them influencers in the past but you already have prominent people, for example, celebrities, who are able to exert their influence in a lot of different realms whether in sports or in show business among others,” Ms. Soriano told BusinessWorld in an interview.
Ms. Soriano said that the traditional notion of an influencer is connected to the persons’ affiliation within bigger institutions like celebrities or actors whose influence is connected to big media institutions where they are working with.
Sharing the same sentiment, Manny S. Fernando, Managing Director and Chief Experience Officer of advertising and digital marketing agency McCann Worldgroup Philippines, explained to BusinessWorld, “When you talk about influencer marketing, it’s nothing new. Ever since different media channels emerged, the point of influencer marketing has always been there. I guess in that early part, we call it endorsements. As far back as when you had TV and radio stations, the discipline of influencer marketing has always been there.”
“When you talk about influencer marketing, it’s the ability to influence so when you say the ability to influence, it can affect change in terms of opinion, in terms of changing behaviors, so it creates a relevance and importance for marketing.”
While the concept of influencer is already a thing of the past, what made the difference according to the both of them is the emergence of internet and social media.
Mr. Fernando said that the advent of internet enabled a lot of people to create their own content. And as long as people create content, it could be an avenue for brands to be endorsed and promoted.
For her part, Ms. Soriano said that what created the shift is really the term ‘microinfluencers’ or in academic literature, ‘microcelebrities’ — the ones who sprouted in relation to social media.”
“Social media has made it possible for people to create their own self representation, to carve out their own spaces where people can really develop their identities or at least the identities that they wanted to project, and this started the concept of microcelebrities—people who started drawing fans, attention, and support to the point not exactly equal but comparable to your old celebrities or to your old influencers in the traditional sense.”
VALUE, RELATABILITY, AUTHENTICITY
While everyone can easily create content, and with billions of content being published on a daily basis, how were influencers able to stand out and attract a large number of followers?
“I think anyone can create content but not anyone can be an influencer,” Ms. Soriano said, and added that influencers are able to sustain significantly large influence by managing the identity and persona she aforementioned.
This identity or persona — for example, an influencer who consistently posts about fashion, is able to cater to a particular niche audience — helps sustain an influence because they have the capacity to appear to be an expert or kind of retain a certain kind of expertise in relation to a particular realm.
Moreover, Ms. Soriano said people get enamored with influencers because they create value through these ‘expertise.’
“That’s one import thing. You cannot retain influence if you’re not creating value… You kind of consistently create value that people will follow,” she said, adding that one way influencers to these is by sharing tips on a particular kind of topic or expertise.
Ms. Soriano also said that the creation of personal intimacies — where influencers create a notion of intimacy with their audience and their followers — enables them to sustain the audience they have.
“That’s curated. They post things that make them appear relatable but also make them appear close to their audience. It’s a different thing compared to celebrities who may seem unreachable; whereas for these ones, they have this sense of relatability plus intimacy as if you’re just friends. It really creates that affect.”
“They will post snippets in what they do in ordinary days; they will post everyday something that a normal person would do; then they would say, ‘Hi’ to you — that’s also a strategy of curating an intimacy with their followers. You can really see influencers where you can notice that people feel that they can access them.”
For Mr. Fernando, influencers are able to differentiate themselves because of authenticity and believability. He underscored the importance of truth, just as what they are doing in McCann, as an advertising agency who creates value for brands.
“The meaning of the brand is more important than ever because a lot of content are out there, so how do you differentiate yourself? It’s authenticity. Especially here in the Philippines, we’re highly social, we’re one of the highest consumers and we’re the highest producers also of content so it’s important to really to remain authentic,” he said.
He said that inauthentic content has negative repercussions.
“When you look at what’s happening right now, for example, fake news: it can create awareness but if they feel it’s not authentic, you’ll end up being criticized for making that. At the end of the day, even if it can create awareness, did it do what it is supposed to do, or did it (cause) damage? We have a study in McCann where we realized that in the Philippines, if a person is happy about what they saw in a content, eight out of 10 times, they’re going to share it; but at the same time, at the same level, if people basically don’t like it, eight out of 10 times, they will share their disappointment with the brand.”
“Reputation, at the end of the day, actually matters. At the end of the day, that’s brand equity. Did people love you more or did people hate you more?”
INFLUENCERS IN POLITICS
According to Ms. Soriano, politics also started to realize the value of ordinary people or influencers in magnetizing people’s support.
“Politicians have always tapped celebrities in the forefront of their campaigns to endorse them anyway. The use of celebrities for politics for example is problematic because it diverts the attention from the important issues. .. When that happens in the context of social media influencers, when their influence are used to be able to divert attention on maybe what’s important, when an influence is used to distort things, maybe that becomes problematic,” she said.
“It (influence) can really be used for everything. It can be used to promote war it can be used to promote anything.”

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