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| COURSE CONNECTOR |
| ARTICLE SUMMARIES AND QUESTIONS |
"Inside Fox Business News," pp. 104-114: Look out, CNBC! That bit of advice could easily come from the mouths of executives at CNN. For years, the cable news giant was the ratings leader, until upstart Fox News Channel grabbed the top spot in 2003, at the start of the war in Iraq, and hasn't let go since. Now, Rupert Murdoch and News Corp. are launching the Fox Business Network — and the current leading business channel, CNBC, lies squarely in its crosshairs. Along with his company's recent acquisition of the Wall Street Journal, Murdoch sees FBN as a key component of his strategy to dominate global financial journalism. News Corp. is pitching FBN as the Main Street alternative to CNBC's Wall Street appeal, a populist take that has served Fox News well. Anchor duties have been duly assigned to well-known and respected correspondents from Fox News and other business news outlets. Further, the planning for FBN has fallen to none other than Roger Ailes, the television genius responsible for Fox News' rise from laughingstock to ratings leader. All this rightfully has not only CNBC running scared, but also every company whose livelihood depends on gathering and disseminating financial information. Students take a closer look at the Fox Business Network, a News Corp.-owned channel launched on Oct. 15, and the challenge it poses to CNBC and other competitors. Discussion Questions:
"Nissan’s Radical Chic," pp. 126-134: Carlos Ghosn is widely known in the business world as the tough-minded bean counter who rescued Nissan from near bankruptcy. It's an apt description of the man — since joining the company in 1999, he has tirelessly worked to boost sales and cut costs, while reaching earnings targets in all but one fiscal year. But despite his best efforts, Nissan remains a second-tier brand, with its market share in the United States and in Japan lagging well behind that of Toyota and Honda. Thus, Ghosn has had to rely on his less-recognized skill as a long-term strategic thinker. To that end, he has invested heavily in two state-of-the-art facilities that serve as the twin hubs of the company's design and advanced technology research operations. Ghosn's to-do list for making Nissan more competitive includes launching 33 new models in the next three years, adding more than 15 new features to Nissan vehicles every year beginning in 2009, and creating a car that can be sold in developing markets for $3,000 and still make a profit. It's an ambitious plan, to be sure, but Ghosn's considerable self-esteem, infectious confidence, and remarkable track record suggest he’s the right man to get the job done. In this article, students read about Nissan CEO Carlos Ghosn's aspirations for his company and his plans to make Nissan an automotive industry leader. Discussion Questions:
"Google Goes to India," pp. 160-166: During the dot-com boom of the late 1990s, scores of skilled high-tech workers from India came to the United States to study at American universities and participate in technology's cutting edge. All that is changing as India has emerged in the 21st century as a rising economic force in its own right. Indians are increasingly returning to their native country — or choosing not to leave at all — to participate in India's growth, and some of the United States' biggest tech companies are riding the trend. At the top of that list is Google, which in 2004 chose Bangalore as the site of its first R&D center outside the United States. In addition to exporting its famed Silicon Valley work-place indulgences (think massage chairs, billiard tables, and free food), Google also pays its employees in India about three times the average annual salary they would receive at another tech services company. In return, Google enjoys a workforce that reflects the country's broad ethnic and cultural diversity, which helps drive innovation and provides a variety of ideas, perspectives, and approaches to solving problems. With its presence in the Indian market, Google and companies like it are well-positioned to take advantage of India’s transformation. Students examine Google's Indian operations and how they are contributing to the company’s overall success. Discussion Questions:
"The Biggest Gators in the Swamp," pp. 168-176: Financing a truly successful college athletics program in today's competitive Division I sports environment requires a lot of support from private donors. It should come as no surprise then that the reigning king of college sports, the University of Florida, home of the defending national champs in NCAA football and men's basketball, has one of the most passionate, well-organized armies of high-earning donors in the nation. Known collectively as the Gator Boosters, after the school's reptilian mascot, these donors contributed $38 million — more than a third of the athletic department's revenue — in 2007 alone. They've also helped make Florida's athletic department the wealthiest in its division and the fifth largest in terms of revenue in the nation. As is usually the case whenever large sums of money are floated around, big-time athletic donations have drawn some scrutiny of late. The Senate Finance Committee, led by Charles Grassley of Iowa, launched an investigation earlier this year into whether athletic donations should remain tax-deductible. But with the best seats at the games, naming rights on sports facilities, and even their own championship rings on the line, no investigation is likely to deter the Gator Boosters, regardless of the outcome. This article reveals how the University of Florida bankrolls its remarkably successful athletics program — with a little help from its friends. Discussion Questions:
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