Word: ceos
(lookup in dictionary)
(lookup stats)
Dates: during 1990-1999
Sort By: most recent first
(reverse)
...exerts full authority. But some of these same critics were certain that the Turner deal would never go through. The fact is, Levin and Turner are cable-industry cronies who could conceivably pair well together. Certainly, Levin is a survivor. He has outlived one boss and outplotted a co-CEO, dumped executives and board members who didn't buy his vision and hung around long enough to pull off the deal he's always wanted. But the question remains: Will the company of his dreams prove to be a nightmare? As he told the shareholders' meeting, "The stars have aligned...
...problem, though, is that for many newspaper owners--and their stockholders--12.5% margins are no longer good enough. Tony Ridder, CEO of Knight-Ridder's 17-paper empire, explains that he must answer to many masters. "I've got a number of constituencies: the customers, the communities in which we do business, and I've got the shareholders." And some shareholders remember the boom-boom 1980s, when newspaper profit margins routinely approached 20%. Cold reality hit along with the recession in the early 1990s: retailing, then retail advertising, then newspapers dependent on such advertising suffered, and profits fell. Ridder insists...
...Angeles Times, employees entering the building are greeted by an LED display of parent company Times Mirror's stock price--an irksome reminder that their CEO, Mark H. Willes, is wielding one of the sharpest axes in the industry. In 1995, his first year on the job, Willes slashed a grand total of 3,000 jobs, including almost 800 that died along with the New York edition of Newsday--which hemorrhaged some $100 million in its 10 years of life--and 140 newsgathering positions at the once fabulously profitable L.A. paper...
...surprising smell emanates from Only the Paranoid Survive (Currency Doubleday; 202 pages; $27.50), a literate new business-technology book from Intel CEO Andy Grove. The first wave comes as he describes how the microprocessor giant narrowly avoided tanking after shipping defective Pentium chips and then ignoring customer pleas for help in 1994. Another whiff drifts by as Grove recounts Intel's stumbling exit from the memory business just in time to avoid becoming lunchtime sushi for chip-dumping Japanese megaliths. And the scent grows stronger as he chronicles his decision not to orient his company to the Internet. The aroma...
...just the sorts of horrors now identified with American health-maintenance organizations. He doesn't want to be taken for a liberal, liberal, liberal. The difference between HMOs and socialized medicine, the Bill Clinton of this presidential campaign might say, is that an efficiently run hmo can produce a CEO who walks away with $4 million or $5 million a year without ever seeing a patient--proof that America remains the land of opportunity for all our citizens as we build a bridge to the 21st century...