The Biggest Mistakes Job Seekers Make Today

job-huntingWhat does it take to get a good job in today’s ever-evolving economy? Some people looking for that next position believe that networking is a key to success — whether through social connections or websites like LinkedIn. Others focus on crafting the personal brand they think will appeal to hiring managers. But a lot of those job seekers are way off the mark, says Illana Gershon, who has researched what works best and has reported the results in her book — Down and Out in the New Economy: How People Find and (or Don’t Find) Work Today. Gershon, an Indiana University professor of anthropology, discussed her findings on the Knowledge@Wharton Show, which airs on Sirius XM channel 111. She summed up the pervasive myths and out-of-date techniques, and offered advice for taking the pain out of the job-hunting process.
An edited transcript of the conversation follows.
Knowledge@Wharton: Let’s start with some of the best things people are doing right now in their job searches, and then also some of the biggest mistakes. What are you seeing?
Ilana Gershon: People are becoming extremely canny about doing research on the companies that they are interested in being hired into, and they’re thinking more carefully about what kinds of jobs that they would like to have. This is the thing that I’ve been really impressed by: People are getting more and more clever about figuring out whether the workplace that they are perhaps about to join is really a workplace that they want to be a part of.
What are the worst things that they are doing? There are two things that people seem to be spending a lot of time doing, that as far as I could tell, was wasting their time. It’s not necessarily a bad thing that they’re doing, but the question is, what is going to make the job search take longer? One of the things that seems to be taking up a lot of people’s time and not getting as much in the way of results as they would like is personal branding. People are putting in a lot of time in to making sure that their online presence reflects what they see as their authentic self, and on the hiring side, nobody seemed to care about personal branding. But personal branding, as you know, takes a lot of time.
“On the hiring side, nobody seemed to care about personal branding. But personal branding, as you know, takes a lot of time.”
The other thing that people seem to be doing — and it took me a while to realize why and how this was taking up a lot of people’s time — was focusing on weak ties or weak links in order to be able to get jobs. Weak ties and weak links used to be the ways that people were getting jobs. It used to be very effective in the 1970s, but nowadays, technology has changed so much that the pain point in getting a job has really shifted from trying to find out that the job exists in the first place to figuring out how to have hiring managers or recruiters notice you amid a pile of resumes.
It’s more a question of getting noticed rather than finding out that the job exists. Weak ties aren’t so helpful for that. It turns out that workplace ties — having someone who knew you from a previous job and can talk about what you are like as a worker — was very helpful for people.
Knowledge@Wharton: How effective do you believe LinkedIn is right now? It has seemingly become one of the go-to locations for people to be able to connect with others, and obviously, as you alluded to, in this digital age you need to have that component to your job search, but I don’t think it can be the be-all and end-all.
Gershon: No, absolutely not. LinkedIn was something that everybody who I was talking to was a little bit baffled by, actually, and they wanted it to work a lot better than it did. I think what happened is that if you’re trying to get a job in a social community where people are actively using LinkedIn and willing to respond to LinkedIn messages, then it’s really productive. But it’s not necessarily just about LinkedIn — it’s how people you know are using it, and whether it’s working well. Part of the reason Facebook works so well is that it’s a social community that people are using to make it work well.
LinkedIn seemed to work very well as a recruiter database. So if you’re looking for a job that you could get if a recruiter notices you, then writing your LinkedIn profile so that recruiters will notice you, in terms of making sure that you have the right keywords, seemed really important.
The other thing that LinkedIn seems to do that’s important is, it serves as a directory. People now are constantly moving from company to company, and if you know someone, but you don’t know them well enough to have another way to contact them outside of the company contact, LinkedIn worked very well as a Rolodex.
Knowledge@Wharton: Personal branding is quite an investment financially and time-wise. You went to some seminars on personal branding — what did you learn there?
Gershon: I was really trying to go see what job advice is circulating out there right now, so I ended up going to a lot of free personal branding workshops for job-seekers to learn how to do this. What people were saying is that what you need to do is figure out what three or four words reflect your authentic self, and then make sure that your online presence and your offline interactions all line up with those three or four words.
The other thing that people kept talking about as being very important was that these words really reflected your authentic self, and that they weren’t just any words that you thought might work or that seemed comfortable for you to use — it had to work because of authenticity. This was something that just really baffled me, because I couldn’t figure out why it actually had to reflect your authentic self. People are quite good at creating personas in this particular situation — a character that they will perform as in a workplace, or perform in a particular context. It doesn’t necessarily have to be fundamentally true to who they are for it to be really effective. But this is part of what the idea of personal branding was supposed to be.
Knowledge@Wharton: Part of this is because companies not only want somebody who is a good fit from a business perspective, but also someone who is a good fit from the corporate structure perspective. They don’t want to hire somebody who is going to be really grating on the other employees.
“The pain point in getting a job has really shifted from trying to find out that the job exists in the first place to figuring out how to have hiring managers or recruiters notice you….”
Gershon: Oh, I completely agree — I just don’t think that personal branding is a good way to figure out whether someone is going to be grating or not. One of the things that I find interesting is that in my life, the people who are most consistent, who are the same from context to context, are really the most unpleasant.
Knowledge@Wharton: You also talk about how this can be a regional issue. Going after a job and making contact with people in Seattle is obviously going to be a little bit different than in New York City or Missouri or Montana.
Gershon: I found that that was really true when it came to the length of time that people expected employees to stay at a company. In San Francisco, where I was doing most of my research, people expected a job tenure of two or three years; in the Midwest, people were expecting more like five to eight years. So when people in the Bay Area were looking at a job applicant from the Midwest they would say, “But wait a minute, you stayed too long. You were too static.” This was really a problem. Then I talked to people who were interviewing for jobs in Chicago, and they found it really frustrating because they kept being told, “But you’re a job-hopper, you don’t commit.” And they would say, “But this is the right length of time in my region.”
Knowledge@Wharton: I find it interesting because people are basing their opinions about that on what they see in a profile, but there can be a variety of different reasons why somebody was a job-hopper, or why somebody wasn’t a job-hopper.
Gershon: Absolutely.
Knowledge@Wharton: Family, health issues, etc. — those are the things that, in the end, really can only be determined when you actually sit down and talk to somebody.
Gershon: Or being really happy at your workplace.
Knowledge@Wharton: Right. To a degree then, do people need to be their own marketing agency when they are trying to go for that new job?
Gershon: I hope not. I really, really hope not. I think that this is something that we’re being pressured into, and I think that there are a lot of ways in which the people who are being pressured into doing this are really not very happy with it. Like I said, it takes a lot of time, it makes the job-search process so problematic that it’s very hard for people to look for a job and have a job at the same time, and yet that’s what you’re supposed to do. As a society, we need to figure out a different way to hire so that we’re not putting these impossible pressures on people.

Knowledge@Wharton: Google is starting a new venture in this arena — a Google for jobs.
Gershon: That’s very interesting. I wonder what they are going to be doing that is different than what is already available — because a lot of the information that you actually need about jobs is not necessarily information that you can get from online interaction. I think Glassdoor is very, very helpful for people in terms of offering insights into what workplaces are like, but job descriptions and the information on the site that companies carefully manage as though it is a recruitment portal are not necessarily as helpful for job seekers. I don’t know what Google is actually doing on this front, but it would be interesting to see what ways they allow people to share information about what is actually happening in a job.
Knowledge@Wharton: Marty is in Scranton, Pennsylvania. Marty, welcome to the show.
Marty: A comment and a question. My thoughts are that in terms of the job search, intentionality in my mind is the most important thing. Having a plan, no different than you would have a business strategy: What kinds of jobs you want, where do you want to be, who do you want to work with. There’s so much information out there that you can learn all of this, but to have an intentional plan – unfortunately, that does take work.
“When people in the Bay Area were looking at a job applicant from the Midwest they would say, ‘But wait a minute, you stayed too long. You were too static.’ ”
Gershon: I think you’re absolutely right. I think that’s what I began with. When asked what are people doing that they are doing really well, they’re getting better and better at researching the companies, thinking through what they actually want, and figuring out how to tell whether a company is really going to be able to offer that for them or not. I think you are right being thoughtful and intentional in that particular way, and knowing how to do good research is really helpful.
Knowledge@Wharton: It feels like more people just have that expectation of having to do the work of developing a strategy.
Gershon: I think they do have to do it. Yes. What was very interesting for me was that the workshops were divided up based on the level of job one was seeking, in terms of whether they were getting this kind of advice or not. People who were trying to be upper-level management were getting the advice that they needed — to do a lot more research and think very strategically about which business they wanted to partner with, and to imagine their hiring as partnering with a business instead of becoming an employee, if you know what I mean.
At the workshops for just anybody — and especially, for lower-level, white-collar work — people were being told, “This strategy is just for getting any job.” Sometimes people would talk about being more strategic about it, but it would be helpful if everyone was thinking more strategically about whether particular workplaces were the right places for them.
It also might put pressure on companies to deal with their job applicants in a better way. Because there isn’t that much pressure on companies right now to do as well as they can by their job applicants — to give them information about when the job is no longer available; to give them enough information about what the job will actually be like. There are a lot of complaints among job seekers about how badly they are being treated in the hiring process.
Knowledge@Wharton: That would require a shift in the HR dimension of this, part of which would be around the connection, and also, I would imagine, partly in the technology behind it.
Gershon: Yes, possibly. I think you could have a technology solution that would let all the applicants and job sites know when a job had been filled.
Knowledge@Wharton: Right, but there are companies out there that still don’t do that these days, which is kind of surprising. As advanced as we are technologically, you will see jobs actively posted that were filled a month, two months, three months before, and they’re still out there showing up as potential jobs for people.
Gershon: Right. I think that this is deeply frustrating for people.


Falabella se prepara para llegada de Amazon a Chile

Aunque el gerente general de Falabella no tiene información del arribo oficial a Chile de la compañía estadounidense, afirmó que "trabajamos a mil en tecnología" y que "esa es la manera de prepararse".

Con presencia en siete países de la región, más de cien mil trabajadores y una inversión anunciada de 1,000 millones de dólares en tecnología y logística, el gerente general corporativo del grupo Falabella, Sandro Solari, se muestra tranquilo ante la amenaza que podría significar la llegada de gigantes del retail digital, como Amazon, que según ha trascendido prepara su arribo a Chile en los próximos meses.
"Cuando invertimos 1,000 millones de dólares, esa es la manera de prepararse", afirmó, junto con destacar que la compañía está haciendo todo lo necesario, que acaba de rediseñar su página web y está haciendo una apuesta seria por la transformación digital.
"Estamos a mil trabajando en tecnología, en marcas propias, en logística y eso es lo que tenemos que seguir haciendo y que nos ha dado resultados", señaló.
Apuntó a que el reto es seducir al cliente, con moda, con precios competitivos y sobre todo con tecnología y con conocimiento de los patrones de consumo. "Hay mucha información que puedo utilizar, este es el nuevo petróleo, y debemos saber usarlo con respeto y responsabilidad para que se convierta en productos más accesibles", sostuvo.
Respecto de sus expectativas para Chile en lo económico, señaló que suele ver "el vaso más lleno que vacío" y recordó que el negocio creció en el primer trimestre, ganando market share en casi todos las unidades, especialmente en tiendas departamentales porque lo de internet está dando resultados, y "esperamos que el consumo se reactive más fuerte para seguir acompañando al país en su crecimiento".

Sodimac a México y Mendoza

Respecto de los proyectos en la región, dijo que en México ya están en licitación para llegar con Sodimac cerca de las tiendas de Soriana el próximo año y que ya partió un plan piloto con tarjetas de crédito en conjunto con ese mismo socio.
También explicó que no tienen previsto llegar con tiendas departamentales, pues "tenemos harto trabajo con llevar la tarjeta y Sodimac" aunque sí apuntó a que México es una "tremenda oportunidad" y allí tenemos "un muy buen socio".
En cuanto a Argentina, recordó que llegará Sodimac a Mendoza a fines de este año o comienzos del próximo y dijo que "estamos positivos" sobre Falabella en ese país, pues "está mostrando buenos números".

Avalancha de argentinos

Consultado por la llegada masiva de argentinos a comprar a Chile, explicó que en términos agregados no es relevante, aunque sí lo es para algunas tiendas en particular, como La Serena y Costanera Center. "De todas maneras hacemos algunas cosas para esos clientes, algunas promociones, para que ojalá usen nuestra tarjeta", comentó.
Sobre Brasil, además de un par de proyectos de Sodimac, recordó la compra de una empresa de baños y cocinas, a la cual le están agregando nuevas categorías en reparación y decoración.
En general, planteó que 60% de las ventas se realizan en Chile por lo que seguirán apostando al país, además de Perú y Colombia. En esos tres países están las "oportunidades de crecimiento", apuntó. También, aunque algo después en el listado, mencionó a Argentina, Brasil y México, "a medida que los países vayan tomando fuerza por si mismos y cuando ya los entendamos más".


Forbes 2017 Billionaires List: Meet The Richest People On The Planet

By Luisa Kroll and Kerry A. Dolan
It was a record year for the richest people on earth, as the number of billionaires jumped 13% to 2,043 from 1,810 last year, the first time ever that Forbes has pinned down more than 2,000 ten-figure-fortunes. Their total net worth rose by 18% to $7.67 trillion, also a record. The change in the number of billionaires -- up 233 since the 2016 list -- was the biggest in the 31 years that Forbes has been tracking billionaires globally. Gainers since last year’s list outnumbered losers by more than three to one.   
Bill Gates is the number one richest for the fourth year in a row, and the richest person in the world for 18 out of the past 23 years. He has a fortune of $86 billion, up from $75 billion last year. Amazon’s Jeff Bezos had the best year of any person on the planet, adding $27.6 billion to his fortune; now worth $72.8 billion, he moved into the top three in the world for the first time, up from number five a year ago.
Warren Buffett had the second-best year, and the biggest gain since Donald Trump was elected president in November 2016. His $14.8 billion jump in 12 months was enough for him to grab back the number two spot from Amancio Ortega, founder of Spanish clothing chain Zara. Ortega’s fortune was up $4.3 billion since last year, but he still fell to fourth in the world, unable to keep up with the outsize gains of others.  
Members of the 2017 Forbes list of billionaires, from top left: Chobani founder Hamdi Ulukaya, VietJet founder Nguyen Thi Phuong Thao, Bill Gates; from bottom left: Paytm founder Vijay Shekhar Sharma, Amazon.com's Jeff Bezos, Stripe cofounder John Collison.Forbes via agencies.
Facebook founder Mark Zuckerberg moved up to number five for the first time, after his fortune rose $11.4 billion in 12 months. Meanwhile Carlos Slim Helu of Mexico, once the world’s richest man, fell to number six, the first time he’s been out of the top five in a dozen years.
There were 195 newcomers. Mainland China had the most new ten-figure fortunes with 76. The U.S. was second with 25. Notable newbies include Patagonia sportswear founder Yvon Chouinard; Viking Cruises founder Torstein Hagen of Norway; U.S. hedge fund tycoon Cliff Asness and two of his partners; and John and Patrick Collison, Irish citizens who cofounded San Francisco-based Stripe, which enables online payments. John Collison, age 26, is now the world’s youngest self-made billionaire, just two months younger than Snapchat’s Evan Spiegel. The Collisons are two of just four self-made billionaires in their 20s (the other two are the Snapchat cofounders). There are 56 billionaires under age 40, down from 66 last year, after some aged out and others dropped below the $1 billion mark.
New Australian billionaire Manny Stul may not be a familiar name yet, but his popular Shopkins, grocery-inspired plastic collectibles with names like Kris P. Lettuce and Posh Pear, are a huge hit with American kids.
Click to view the full Billionaires pageForbes Staff
Click to view the full Billionaires page
There are also 15 new self-made women, all but one of whom are from Asia Pacific. That includes 10 from China and the first ever from Vietnam, Nguyen Thi Phuong Thao, who took her budget airline, VietJet Air, public in February 2017. The sole American self-made woman newcomer is Thai Lee, who was born in Thailand but moved to the U.S. as a child and now runs tech reseller SHI, reportedly the nation’s largest woman-owned business by sales. Altogether there are 227 women on list, including 10 who cofounded or own businesses with a spouse or a brother and thus share the fortune.
The U.S. continues to have more billionaires than any other nation, with a record 565, up from 540 a year ago. China is catching up with 319. (Hong Kong has another 67, and Macau 1.) Germany has the third most with 114 and India, with 101, the first time it has had more than 100, is fourth.
Seventy-eight people fell off the list, including 33 from China, 7 Americans and 9 who are still super wealthy but share their wealth among extended family members and therefore are not eligible for these ranks. Additionally, 20 billionaires died in the past year, including Enterprise car rental founder Jack Taylor and Michael Ilitch, who launched Little Caesar’s pizza with his wife, Marian.  
Go here for the full list of all the world's billionaires. 
The Forbes Billionaires list is a snapshot of wealth taken on February 17, 2017; we used stock prices and exchange rates from around the world to calculate net worths. Some fortunes have changed considerably since then.
We list individuals rather than multigenerational families who share large fortunes, though we include wealth belonging to a billionaire’s spouse and children if the current list member is the founder of the fortune. In that case you’ll see “& family” on the list. We also include married couples who built fortunes and businesses together. In those instance, we list both names (i.e. Tom & Judy Love).
For daily updates of net worths, go to www.forbes.com/real-time-billionaires.
Wealth Editors: Luisa Kroll and Kerry A. Dolan
Deputy Editor: Keren Blankfeld
Country Editors: Graham Button, Russell Flannery, Naazneen Karmali, John Koppisch, Nathan Vardi
Wealth Team: Angel Au-Yeung, Elena Berezanskaya, Maggie Chen, Grace Chung, Max Jedeur-Palmgren, Noah Kirsch, Andrea Murphy, Chase Peterson-Withorn, Ryan Salchert, Katia Savchuk, Daniela Sirtori-Cortina, Chloe Sorvino, Katie Taylor, Michela Tindera, Kate Vinton, Jennifer Wang
Reporters: Forbes Indonesia, Forbes Mexico, Forbes Middle East, Forbes Russia, Forbes Turkey, Dan Alexander, Kim Bode, Deniz Cam, Muhammad Cohen, Antoine Gara, Ricardo Geromel, Christopher Helman, Jane Ho, Neerja Pawha Jetley, Arooba Khan, Elaine Mao, Zina Moukheiber, Anuradha Raghunathan, Leonard Schoenberger, Deborah Steinborn, Jessica Tan
Research: Susan Radlauer
Design, Photography, and Style: Merrilee Barton, Charles Brucaliere, Anton Klusner, Bob Mansfield, Kristine Gentile Smith, Robyn Selman, Gail Toivanen
Database: Ariana Santana, Dmitri Slavinsky, Louie Torres
Additional Reporting: Forbes China, Forbes Czech Republic, Forbes Kazakhstan, Forbes Poland, Forbes Romania, Susan Adams, Vuri Aksyonov, Kurt Badenhausen, Abram Brown, Kathleen Chaykowski, Shu-Ching Jean Chen, Daniel Fisher, Sean Kilachand, Alex Konrad, Nicole Lindsay, Ryan Mac, Jan McCallum, Joann Muller, Johannes Musial, Suzanne Nam, Lan Anh Nguyen, Clare O’Connor, Wendy Pugh, Natalie Robehmed, Matt Schifrin, Lucinda Schmidt, Tatiana Serafin, James Simms, Brian Solomon, Neha Soni, Derek Xiao, Xiang Wang
Product: Uyen Cao, Kai Hecker, Daniel Kleinman, Jordan Lebeau, Ariana Santana, Dmitri Slavinsky, Louie Torres
Video: Leah Bottone, Nick Graham, Matt Kang, Michael Russo, Margaret Leigh Sinrod, Kirsten Taggart
Acknowledgments: Special thanks to LW Hospitality Advisors, Orbis by Bureau Van Dijk, Privco, Real Capital Analytics, Euromonitor International and dozens of other experts who helped us with our reporting and valuations:
Eric Anton, HFF; Farha Aslam, Stephens Inc.; Claudio Aspesi, Sanford C. Bernstein; Michael Braunholtz, Prestige Property Group; James Cahill, Costa Rica Invest; Keith Calder, Snoot Entertainment LLC; Paola Carboni, Equita Sim; Galen Chase, Chase Brother Properties; Jeremy Cunnington, Euromonitor; Cushman & Wakefield; Karl Danielsson, Karl Danielsson Egendomar; Martin Deboo, Jefferies; Rommel Dionisio, Wunderlich Securities; Thomas Druyen, Sigmund Freud PrivatUniversitat; Euromonitor; Nicklas Fharm, SEB; Kristian Gravenor; Green Street Advisors; Alexander Hall, Horwath HTL; Vineyard Intelligence; Jeffrey Harwood, Oriel Securities; Matt Hegarty, Daily Racing Form; Lars Hevreng, Danske Bank; Donna Hood Crecca, Technomic; International Consortium of Investigative Journalists; Julien Jarmoszko, S&P Capital IQ; Brian Ker, CBRE Canada; Daniel Lesser, LW Hospitality Advisors; Mark Lester, Jones Lang LaSalle; Staffan Lijleqvist, Tornstaden; Jack McCabe, Jack McCabe research; Michelin; Jonathan Miller, Miller Samuel; Maarten Mosselman; Diego Moyo-Ocampos, IHS Country Risk; Muskoka Tourism; Claudia Norrgren, Vessels Value; Bill Ostrove, Forecast International; Micheal Pachter, Webush Securities; Richard Parkes, Deutsche Bank; Pitchbook; Richard Pollak, Barrington Research; Matthias Queck, Lebensmittel Zeitung; John Ransom, Raymond James; Real Capital Analytics; Thomas Roeb, Hochschule Bonn-Rhein-Sieg; Erik Sandstedt, Handelsbanken; Andrew Sangster, Hotel Analyst; Patrick Scholes, SunTrust Robinson Humphrey; Martin Schreiber, Zurcher Kantonalbank; Bill Selesky, Argus Research; SNL Kagan; Lisa Springer, Singular Research; Duane Stanford, Beverage Digest; STR; Ole G Stenhagen, SEB; Surmontes BH Inmobiliaria; Tim Swannie, Home Hunts; Paul Swinand, Morningstar; Matt Tiampo, Craig-Hallum Capital; Stephen Volkmann, Jefferies; Kwame Webb, Morningstar; David Windley, Jefferies; Jerry Witler, Northwest Forestry Services; Marcus Yaniv, Diamond Investment & Intelligence Center; Paul Yong, DBS Bank; Paul Zimnisky, independent diamond analyst; Konrad Zomer, ABN AMRO Bank.

Follow me on Twitter at @KerryDolan

Ivanka Trump: Paid Family Leave ‘Will Benefit All Working Parents’

Tessa Berenson

In a new op-ed, Ivanka Trump argues that a paid family leave policy will "benefit all working parents," but particularly help women.
In the piece published in The Wall Street Journal, Trump writes:
While this policy will benefit all working parents, it will have an especially positive effect for women, who are far more likely than men to leave the workforce to provide unpaid care for a child. A 2012 study found that women who took paid family leave were more likely to be working a year after their child’s birth than those who didn’t take leave, and that women who took leave and returned to work were 39% less likely to report receiving public assistance than those who didn’t. Additionally, making it easier for new parents to return to work after the arrival of a new baby is a critical part of solving the persistent gender and minority pay gap that exists in part because of prolonged periods away from the workforce and challenges with re-entry.
The Trump Administration's budget includes mandatory six weeks of paid leave after the birth or adoption of a child, an issue that Ivanka has been advocating for within the White House and at the Capitol.

Amazon Alexa Shoppers Will Get Early Access to Prime Day Deals

The fireworks have barely burned off, but Amazon's Prime Day deals are already heating up.
Amazon isn't even waiting until its fabricated (nevertheless overwhelmingly successful) e-commerce holiday, Prime Day, to commence the special promotions.
The Seattle-based corporation announced early on Wednesday that users of Amazon's virtual assistant Alexa will get access to more than 100 exclusive deals starting today. Shoppers can use Alexa across Amazon's hardware catalog, including Amazon Echo, Echo Dot, Echo Show, Amazon Tap, Fire TV, or compatible Fire tablets.
Prime Day is scheduled to commence during the evening hours of July 10 and run for the subsequent 24 hours. But Amazon Alexa voice shoppers will have preferential treatment then, too, with a full two hours of access before the general public 4 p.m. to 6 p.m. PT. New deals will roll out every five minutes thereafter.
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Similar to Alibaba's Singles Day in China, Prime Day has proved to be a genius marketing bonanza for Amazon (AMZN, +0.56%) for the last two years, delivering up to 20 times more than its normal daily sales. Prime Day on July 12, 2016 even surpassed Black Friday and Cyber Monday during the holiday shopping season in generating the most sales for the company in a single day.
But Prime Day is only available to Prime subscribers, and some promotions will actually run through July 17.
Anyone who wishes to take part has until the end of July 11 to sign up to get in on the savings. As an extra incentive, Amazon is enticing Alexa device owners who are not yet Prime members to sign up for their first year of Prime membership for just $79, a $20 discount, for a limited time.

Ana Patricia Botín: Durante 20 años, Chile ha sido el modelo de crecimiento para A. Latina y el mundo

En más de una ocasión, la presidenta de Santander utilizó a Chile como ejemplo en su ponencia de apertura del XVI Encuentro de Santander América Latina, al cual PULSO fue invitado.
No sólo se refirió a la importancia de la operación en Chile para el grupo, que ya representa un 6% del beneficio neto atribuido, también destacó el desarrollo de productos y las oportunidades de crecimiento. “Podemos hacerlo aún mejor en Chile y estamos en eso. Muchas iniciativas de Santander Chile han sido replicadas en otros países. Hoy lo que viene es cambiar y reinventar el modelo que tenemos”.
Respecto de las perspectivas para el país, Ana Patricia Botín, destacó que durante 20 años, Chile ha sido el modelo de crecimiento para América Latina y el mundo. “Nuestra perspectiva es que, para los próximos años, Chile recupere su potencial de crecimiento (…) confiamos en la recuperación del crecimiento del país”.
La presidenta de Santander destacó además la importancia de entender cómo la economía ha cambiado y cómo esto impacta al país. “En Santander tenemos entender que el modelo cambió y como podemos aprovechar este cambio”.
El tema central del XVI Encuentro Santander América Latina es el proteccionismo, tema desafiado por coyunturas como el Brexit, el congelamiento del Acuerdo Transpacífico (TPP) y las pretensiones de cierre de algunas fronteras.
Por lo mismo, asistentes consultaron a Ana Patricia Botín respecto del impacto y claves de avanzar hacia una mayor apertura comercial en América Latina, ante lo cual, la presidenta de Santander retrucó: “Chile lideró la apertura económica hace bastante tiempo. Es un ejemplo y debemos aprender de él”.
En esa línea, la ejecutiva destacó que como grupo la apuesta en América Latina es profundizar la relación entre países y apostar por una mayor integración regional entre las diferentes operaciones.

Nuevo presidente de BHP impulsará "cambio radical" en la minera

Ken Mackenzie
El nuevo presidente del directorio de BHP Billiton Ltd. está a punto realizar una gran reorganización en la compañía minera más grande del mundo, según Sanford C. Bernstein Ltd., que dice que Ken Mackenzie probablemente llevará a cabo una revisión a gran escala de los activos y la estrategia y que podría separar el negocio petrolero.
“Pese a la renuencia de la dirección a cambiar en este momento, creemos que BHP está a punto de experimentar un cambio radical de estrategia, impulsado por la llegada, que se hará efectiva el 1 de septiembre, del nuevo presidente”, expresaron en una nota analistas entre los que se contaba Paul Gait. Mackenzie solía dirigir un compañía de embalajes y su “lejanía del sector minero, creemos, lo hace ser inevitablemente mucho más objetivo respecto de la mejor dirección que BHP debe tomar a partir de ahora”.
En los últimos meses, BHP ha sido blanco de una campaña de inversores activistas encabezados por Elliott Management Corp., que han criticado decisiones de gestión que, según el fondo, destruyeron alrededor de US$40.000 millones de valor. La llegada de Mackenzie para reemplazar a Jacques Nasser ha sido bien recibida por Elliott, y Bernstein dijo que entiende que el inversor y Mackenzie tienen opiniones similares sobre el futuro de la compañía.
“Recibimos con beneplácito la llegada de un presidente que está desvinculado de las presiones de la industria, puede tener una mirada nueva sobre la cartera de BHP y no está limitado por la necesidad de defender las decisiones de inversión heredadas y las opciones de carteras y materias primas”, dijo Gait, elevando la calificación de BHP a desempeño superior al mercado. “BHP no es el propietario natural de los activos petroleros, ya que no vemos sinergias evidentes entre la minería y la producción de petróleo. Separar los dos negocios, por otro lado, podría permitir la revelación de su valor total”.
Objetivo de precio
Las acciones de BHP en Londres treparon 1,9% a 1.251 peniques el miércoles, el nivel más alto desde abril. El objetivo de precio de Bernstein es 1.500 peniques, y dijo que valúa la empresa minera por sí sola en 1.310 peniques por acción, según un informe del 5 de julio.
Mackenzie, que nació en Montreal y es aficionado al esquí y a navegar, ingresó al directorio de BHP en septiembre de 2016 después de aumentar el valor de mercado del gigante mundial de embalajes Amcor Ltd. más de un 150 por ciento en una década de gestión como máximo ejecutivo, que terminó en 2015.

Si bien BHP posee y opera algunos de los mejores activos del mundo, ha estado rezagada respecto de sus pares y ha tenido un desempeño inferior al mercado en las materias primas a las que está expuesta, según Bernstein. “El precio de la compañía se ha desviado marcadamente de lo que consideramos su valor intrínseco”, escribió Gait.

Retailers refuerzan sus estrategias ante el crecimiento de las compras electrónicas

Camila Castillo www.pulso.cl

Mientras Jumbo implementó un servicio de entrega de compras en menos de 90 minutos, MercadoLibre decidió eliminar los cargos por despacho.
Los retailers ya no sólo pelean la mejor esquina geográfica. Ahora la batalla se da en el espacio virtual: el comercio electrónico les ha dado un espacio para que promocionen sus diversas ofertas y servicios a través de Internet. Y la competencia ha aumentado de la mano de una mayor demanda. De hecho, Amazon -el mayor retailer a nivel global- anunció que abrirá su primera oficina en Chile.
Según datos del Centro de Economía Digital de la Cámara de Comercio de Santiago (CCS), en 2016 un total de 4 millones de personas realizaron compras a través de Internet en Chile, transacciones que sumaron un total de US$3.074 millones. Sólo en el primer trimestre de este año las adquisiciones ascendieron a US$864 millones.
Según la CCS, el e-commerce crece anualmente a tasas entre 20% y 30%, mientras que las ventas en tiendas lo hacen a tasas en torno al 2%. Para Rodrigo Rivera, senior partner y managing director de The Boston Consulting Group (BCG), el crecimiento del comercio electrónico ayuda a que exista una cierta “presión” hacia las firmas tradicionales.
De hecho, los grandes retailers ya han implementando los cambios. Desde Cencosud, comentaron que han desarrollando una variada gama de alternativas de servicios, por ejemplo la entrega de compras online Jumbo en 90 minutos.
Falabella, en tanto, explicó en su análisis razonado del primer trimestre de 2017, que reportó un crecimiento de 8,1% en ventas comparables, alza impulsada por el canal de Internet y el positivo desempeño de las marcas propias y exclusivas. Y los planes de crecimiento son en grande. De hecho, el 30% de su plan de crecimiento orgánico para el período 2016-2019 -que contempla inversiones por US$4.038 millones- corresponderá a inversiones para reforzar el crecimiento omnicanal en todas las unidades de negocio, además de obtener mejoras de eficiencia y productividad.
En el caso de Ripley, sus ventas y compras electrónicas crecen anualmente 20% en Chile y Perú. Asimismo, detallaron en su presentación corporativa que durante 2016 han tenido más de 80 millones de visitas en su plataforma digital de la compañía. De hecho, aseguran que el crecimiento de este canal equivale a 1,8 veces el de la industria de comercio electrónico en Chile.
La mayor competencia también ha tocado a las plataformas únicamente digitales. Un ejemplo de ellos es MercadoLibre, que está aplicando nuevas estrategias en un entorno de mayor competencia. El pasado Cyberday fue la primera instancia para que la compañía pusiera a disposición de sus clientes el despacho gratuito y a fines de junio se definió de manera oficial que a través de la plataforma y del beneficio Mercado Punto, las personas podrían optar por este mecanismo por compras superiores a los $15 mil. “Esta estrategia ha hecho parte a mucha gente que antes no era parte de nuestra plataforma y acercó a los que sí lo eran”, señala Alan Meyer, director comercial de MercadoLibre, quien además afirma que durante estas semanas la visita de personas dentro del sitio ya aumentó 40%.


A pesar de este crecimiento, el comercio electrónica representa aproximadamente un 5% de las ventas totales del retail, por lo que las compañías todavía ven un amplio margen para seguir creciendo. De hecho, en EEUU este canal equivale al 11,7% de las ventas según datos de 2016.
¿Cómo seguir creciendo? George Lever, director del Centro de Economía Digital de la CCS, comenta que ve un “empoderamiento agresivo” de consumo de tecnologías digitales por parte de los consumidores, por ende se debiera comenzar trabajar en mejorar el desempeño logístico, integrar en forma más agresiva el comercio móvil, transformar redes sociales en espacios de transacciones e implementar modelos de omnicanal de compra unificada y continua.