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Fall 2001 Fall 2003 Winter 2018
I once knew a man who worked for a major oil company. He managed a large wholesale territory that sold fuel and oil products to airlines and other big accounts. Some years ago, the company decided to pull out of his territory. They offered him the opportunity to buy the wholesale business “for a song,” which he readily accepted. He worked diligently and set specific financial goals for his company. He committed these goals to writing on 3x5 cards and kept them in his shirt pocket so he could frequently review them. Everything he did with that business was aimed at fulfilling these goals.
Two BYU Marriott professors are lighting the way to a more accurate system of reading the stars of business.
How many times this semester have you been asked, “What are your plans after you graduate?” Dozens? Thousands? Most of you likely have a plan for your life.
As Benjamin Franklin aptly noted, “In this world nothing is certain but death and taxes.” Might we add another inevitability—namely, the dread that for many accompanies the tax season?
Making use of her well-honed business chops, this 1976 BYU Marriott grad has spent retirement focused on improving her community—one creative solution at a time.
At some point during their education, every BYU Marriott undergrad takes the M COM 320 class, an advanced writing course required for graduation.
Lessons from Joseph Smith, Lehi, and the Recent Accounting Scandals
Successful organizations are dynamic, not static, always looking for a better way of doing business. With a vision of what they want to become, they set goals that make the vision a reality.
After a quarter of a century, we pause to look back at the development and growth of the now worldwide Management Society.
After living and working in London for the past three years and having recently moved to Dublin, where pub culture is the hub of social interaction, I have been extended many invitations to “grab a pint” after work.
I own two small companies. It’s hard to pay myself benefits, let alone all my employees. The first thing to look at is making sure they are paid a competitive wage, then add vacation/holidays and keep within reason. Next, they might need health insurance, but if the spouse is working elsewhere and is covered, we can sometimes eliminate it. Finally, you might look at adding tax deferred savings plans and insurance. Since both my companies are retail, we offer very steep discounts to employees. It has been my experience that most people working for small companies do not expect superb benefits. Also, in order to keep costs down, you must do a lot of shopping.
Several weeks ago, I traveled to the north side of Chicago to visit my son. I drove from downtown Chicago to Lincoln Park, where he lives. As I turned onto Clybourn Avenue, I suddenly encountered a scene that I hadn’t seen or thought of in years—the Clybourn Gospel Chapel.