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πŸ”— Phoebus Cartel

πŸ”— Technology πŸ”— Business πŸ”— Electronics πŸ”— Energy πŸ”— Home Living

The Phoebus cartel existed to control the manufacture and sale of incandescent light bulbs. They appropriated market territories and fixed the useful life of such bulbs. Corporations based in Europe and America founded the cartel on January 15, 1925 in Geneva. They had intended the cartel to last for thirty years (1925 to 1955). The cartel ceased operations in 1939 owing to the outbreak of World War II. The cartel included manufacturers Osram, General Electric, Associated Electrical Industries, and Philips, among others.

The Phoebus cartel created a notable landmark in the history of the global economy because it engaged in large-scale planned obsolescence to generate repeated sales and maximize profit. It also reduced competition in the light bulb industry for almost fifteen years. Critics accused the cartel of preventing technological advances that would produce longer-lasting light bulbs. Phoebus based itself in Switzerland. The corporation named itself PhΕ“bus S.A. Compagnie Industrielle pour le DΓ©veloppement de l'Γ‰clairage (French for "Phoebus, Inc. Industrial Company for the Development of Lighting").

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πŸ”— List of Cognitive Biases

πŸ”— Lists πŸ”— Philosophy πŸ”— Philosophy/Logic πŸ”— Business πŸ”— Psychology πŸ”— Cognitive science

Cognitive biases are systematic patterns of deviation from norm or rationality in judgment, and are often studied in psychology and behavioral economics.

Although the reality of most of these biases is confirmed by reproducible research, there are often controversies about how to classify these biases or how to explain them. Some are effects of information-processing rules (i.e., mental shortcuts), called heuristics, that the brain uses to produce decisions or judgments. Biases have a variety of forms and appear as cognitive ("cold") bias, such as mental noise, or motivational ("hot") bias, such as when beliefs are distorted by wishful thinking. Both effects can be present at the same time.

There are also controversies over some of these biases as to whether they count as useless or irrational, or whether they result in useful attitudes or behavior. For example, when getting to know others, people tend to ask leading questions which seem biased towards confirming their assumptions about the person. However, this kind of confirmation bias has also been argued to be an example of social skill: a way to establish a connection with the other person.

Although this research overwhelmingly involves human subjects, some findings that demonstrate bias have been found in non-human animals as well. For example, loss aversion has been shown in monkeys and hyperbolic discounting has been observed in rats, pigeons, and monkeys.

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πŸ”— Goodhart's Law

πŸ”— Economics πŸ”— Statistics πŸ”— Business πŸ”— Politics

Goodhart's law is an adage named after economist Charles Goodhart, which has been phrased by Marilyn Strathern as "When a measure becomes a target, it ceases to be a good measure." One way in which this can occur is individuals trying to anticipate the effect of a policy and then taking actions that alter its outcome.

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πŸ”— The Toyota Way

πŸ”— Business πŸ”— Automobiles

The Toyota Way is a set of principles and behaviors that underlie the Toyota Motor Corporation's managerial approach and production system. Toyota first summed up its philosophy, values and manufacturing ideals in 2001, calling it "The Toyota Way 2001". It consists of principles in two key areas: continuous improvement, and respect for people.

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πŸ”— Category:Obsolete occupations

πŸ”— Economics πŸ”— Business πŸ”— Sociology πŸ”— Occupations

This is a category of jobs that have been rendered obsolete due to advances in technology and/or social conditions.

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πŸ”— General Motors Streetcar Conspiracy

πŸ”— California πŸ”— Business πŸ”— Politics πŸ”— Trains πŸ”— Trains/Rapid transit πŸ”— Buses πŸ”— Trains/Streetcars

The notion of a General Motors streetcar conspiracy emerged after General Motors (GM) and other companies were convicted of monopolizing the sale of buses and supplies to National City Lines (NCL) and its subsidiaries. In the same case, the defendants were accused of conspiring to own or control transit systems, in violation of Section 1 of the Sherman Antitrust act. The suit created lingering suspicions that the defendants had in fact plotted to dismantle streetcar systems in many cities in the United States as an attempt to monopolize surface transportation.

Between 1938 and 1950, National City Lines and its subsidiaries, American City Lines and Pacific City Linesβ€”with investment from GM, Firestone Tire, Standard Oil of California (through a subsidiary), Federal Engineering, Phillips Petroleum, and Mack Trucksβ€”gained control of additional transit systems in about 25 cities. Systems included St. Louis, Baltimore, Los Angeles, and Oakland. NCL often converted streetcars to bus operations in that period, although electric traction was preserved or expanded in some locations. Other systems, such as San Diego's, were converted by outgrowths of the City Lines. Most of the companies involved were convicted in 1949 of conspiracy to monopolize interstate commerce in the sale of buses, fuel, and supplies to NCL subsidiaries, but were acquitted of conspiring to monopolize the transit industry.

The story as an urban legend has been written about by Martha Bianco, Scott Bottles, Sy Adler, Jonathan Richmond, and Robert Post. It has been explored several times in print, film, and other media, notably in Who Framed Roger Rabbit, Taken for a Ride, Internal Combustion, and The End of Suburbia.

Only a handful of U.S. cities, including San Francisco, New Orleans, Newark, Cleveland, Philadelphia, Pittsburgh, and Boston, have surviving legacy rail urban transport systems based on streetcars, although their systems are significantly smaller than they once were. Other cities are re-introducing streetcars. In some cases, the streetcars do not actually ride on the street. Boston had all of its downtown lines elevated or buried by the mid-1920s, and most of the surviving lines at grade operate on their own right of way. However, San Francisco's and Philadelphia's lines do have large portions of the route that ride on the street as well as using tunnels.

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πŸ”— Poka-yoke

πŸ”— Business πŸ”— Engineering πŸ”— Japan πŸ”— Japan/Science and technology πŸ”— Japan/Business and economy

Poka-yoke (ポカヨケ, [poka yoke]) is a Japanese term that means "mistake-proofing" or "inadvertent error prevention". A poka-yoke is any mechanism in any process that helps an equipment operator avoid (yokeru) mistakes (poka). Its purpose is to eliminate product defects by preventing, correcting, or drawing attention to human errors as they occur. The concept was formalised, and the term adopted, by Shigeo Shingo as part of the Toyota Production System. It was originally described as baka-yoke, but as this means "fool-proofing" (or "idiot-proofing") the name was changed to the milder poka-yoke.

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πŸ”— Complaint tablet to Ea-nasir

πŸ”— History πŸ”— Ancient Near East πŸ”— Business πŸ”— Iraq

The complaint tablet to Ea-nasir is a clay tablet from ancient Babylon written c. 1750 BC. It is a complaint to a merchant named Ea-Nasir from a customer named Nanni. Written in cuneiform, it is considered to be the oldest known written complaint. It is currently kept in the British Museum.

Ea-Nasir travelled to the Persian Gulf to buy copper and return to sell it in Mesopotamia. On one particular occasion, he had agreed to sell copper ingots to Nanni. Nanni sent his servant with the money to complete the transaction. The copper was sub-standard and not accepted. In response, Nanni created the cuneiform letter for delivery to Ea-nasir. Inscribed on it is a complaint to Ea-nasir about a copper ore delivery of the incorrect grade, and issues with another delivery. He also complained that his servant (who handled the transaction) had been treated rudely. He stated that, at the time of writing, he had not accepted the copper but had paid the money.

The tablet is 11.6 centimetres (4.6Β in) high, 5 centimetres (2.0Β in) wide, 2.6 centimetres (1.0Β in) thick, and slightly damaged. Translated from Akkadian, it reads:

Tell Ea-nasir: Nanni sends the following message:

When you came, you said to me as followsΒ : "I will give Gimil-Sin (when he comes) fine quality copper ingots." You left then but you did not do what you promised me. You put ingots which were not good before my messenger (Sit-Sin) and said: "If you want to take them, take them; if you do not want to take them, go away!"

What do you take me for, that you treat somebody like me with such contempt? I have sent as messengers gentlemen like ourselves to collect the bag with my money (deposited with you) but you have treated me with contempt by sending them back to me empty-handed several times, and that through enemy territory. Is there anyone among the merchants who trade with Telmun who has treated me in this way? You alone treat my messenger with contempt! On account of that one (trifling) mina of silver which I owe(?) you, you feel free to speak in such a way, while I have given to the palace on your behalf 1,080 pounds of copper, and Ε umi-abum has likewise given 1,080 pounds of copper, apart from what we both have had written on a sealed tablet to be kept in the temple of Shamash.

How have you treated me for that copper? You have withheld my money bag from me in enemy territory; it is now up to you to restore (my money) to me in full.

Take cognizance that (from now on) I will not accept here any copper from you that is not of fine quality. I shall (from now on) select and take the ingots individually in my own yard, and I shall exercise against you my right of rejection because you have treated me with contempt.

The tablet was acquired by the British Museum in 1953. It was originally found in the ruins of Ur.


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πŸ”— Nvidia’s CEO Is the Uncle of AMD’s CEO

πŸ”— Biography πŸ”— Computing πŸ”— Computing/Computer hardware πŸ”— Business πŸ”— Women scientists πŸ”— Biography/science and academia πŸ”— Electrical engineering πŸ”— Taiwan πŸ”— Women in Business

Lisa Su (Chinese: θ˜‡ε§ΏδΈ°; Pe̍h-ōe-jΔ«: So͘ Chu-hong; born 7 November 1969) is a Taiwanese-born American business executive and electrical engineer, who is the president, chief executive officer and chair of AMD. Early in her career, Su worked at Texas Instruments, IBM, and Freescale Semiconductor in engineering and management positions. She is known for her work developing silicon-on-insulator semiconductor manufacturing technologies and more efficient semiconductor chips during her time as vice president of IBM's Semiconductor Research and Development Center.

Su was appointed president and CEO of AMD in October 2014, after joining the company in 2012 and holding roles such as senior vice president of AMD's global business units and chief operating officer. She currently serves on the boards of Cisco Systems, Global Semiconductor Alliance and the U.S. Semiconductor Industry Association, and is a fellow of the Institute of Electrical and Electronics Engineers (IEEE). Recognized with a number of awards and accolades, she was named Executive of the Year by EE Times in 2014 and one of the World's Greatest Leaders in 2017 by Fortune. She became the first woman to receive the IEEE Robert Noyce Medal in 2021.

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πŸ”— Beer distribution game

πŸ”— Business πŸ”— Games

The beer distribution game (also known as the beer game) is a type of gamification that is used to experience typical coordination problems of a supply chain process. It reflects a role-play simulation where several participants play with each other. The game represents a supply chain with a non-coordinated process where problems arise due to lack of information sharing. This game outlines the importance of information sharing, supply chain management and collaboration throughout a supply chain process. Due to lack of information, suppliers, manufacturers, sales people and customers often have an incomplete understanding of what the real demand of an order is. The most interesting part of the game is that each group has no control over another part of the supply chain. Therefore, each group has only significant control over their own part of the supply chain. Each group can highly influence the entire supply chain by ordering too much or too little which can lead to a bullwhip effect. Therefore, the order taking of a group also highly depends on decisions of the other groups.

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