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小蘑菇开始打怪

内容：小蘑菇开始打怪 编辑：小蘑菇开始打怪

公益申请名额，每月一名
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写在前面：
最近的几个经济（？）事件汇总一下~然后顺便终于可以小小地广告一下真爱。。
Speaker：马航事件，话说又一架飞机失事，R.I.P.的同时，非常担心，最近飞机真的安全嘛。。
Speed：1.真爱棒棒哒之一：真爱的咨询业务日渐扩大了好棒！2.KFC等一系列中枪的快餐的食品安全丑闻3.真爱棒棒哒之二：people first的口号不只是说说而已~男员工也可以有“产假”。容易请假的公司才是好公司！
Obstacle：大概日企就是这种风格吧。。控制欲太强也许不适合扩张哦，711是第四食堂真是棒棒哒。
所以，今天的主题就是，棒棒哒。。
顺便，后会无期今天上映，无耻给岳父广个告，快去给小野下聘礼吧~

Part I: Speaker

After Two Disasters, Can Malaysia Airlines Still Attract Passengers?


Source: NPR
http://www.npr.org/blogs/parallels/2014/07/23/334062483/after-two-disasters-can-malaysia-airlines-still-attract-passengers


[Rephrase 1, 03:52]

小蘑菇开始打怪

Part II: Speed

EY and The Parthenon Group agree to combine, building on EY's strategic advisory capabilities
July 21, 2014 12:01 AM

[Time 2]
NEW YORK, July 21, 2014 /PRNewswire/ -- The Parthenon Group, a global strategy consultancy with 300 professionals in offices in Boston, London, Mumbai, San Francisco, Shanghai and Singapore, has signed an agreement to combine its operations worldwide with EY, subject to the satisfaction of agreed conditions.  Parthenon is ranked among the top 10 management consultancies worldwide.1  Upon closing, the transaction will bring together EY's world-class brand, global reach, market-leading growth and track record of innovation with Parthenon's significant strategy capabilities across the Global 1000, private equity and education markets.

"Combining EY's and Parthenon's strengths, we will be better positioned in the marketplace to serve as strategic advisors working with companies to develop investment strategies across the capital lifecycle," said Pip McCrostie, EY Global Vice Chair, Transaction Advisory Services. "The combination is a great match on many levels. Just one example: Parthenon has first class credentials in the education sector and EY is already committed to making a positive difference in this area around the world."

The combined business will be part of EY's Transaction Advisory Services, operating under the Parthenon brand and the leadership of Parthenon's Chairman and Managing Partner Bill Achtmeyer. It will advise clients on when and where to invest their capital and assess the viability of strategic objectives around growth opportunities and portfolio management. It will also complement other strategy service offerings from different parts of the EY organization, and will play a key role in delivering exceptional client service across all sectors and geographies.

Achtmeyer added: "Parthenon is dedicated to helping our clients develop winning strategies, as is EY. Together we can offer corporations, private equity firms, and not-for-profit institutions superior end-to-end consulting services from ideation to implementation. Furthermore, our heritages are steeped in being entrepreneurial. I firmly believe this combination equates to one plus one equals ten."
[303 words]

[Time 3]
Mark Weinberger, EY Global CEO and Chairman, concluded: "Adding the high quality talent of the Parthenon Group to EY's rapidly growing strategy consulting capabilities will be a powerful proposition in the market. Parthenon's substantial capabilities will help our clients make better capital allocation decisions and grow sustainably. This in turn will help us fulfill our purpose of building a better working world. "

Clearsight Advisors has been acting as the exclusive financial advisor to The Parthenon Group in connection with this proposed transaction.

About The Parthenon Group
The Parthenon Group is a leading advisory firm focused on strategy consulting, with offices in Boston, London, Mumbai, San Francisco, Shanghai and Singapore. Since its inception in 1991, the firm has embraced a unique approach to strategic advisory services built on long-term client relationships, a willingness to share risk, an entrepreneurial spirit, and customized insights. This unique approach has established the firm as the strategic advisor of choice for chief executives and business leaders of Global 1000 corporations, high-potential growth companies, private equity firms, educational institutions, and healthcare organizations.

About EY
EY is a global leader in assurance, tax, transaction and advisory services. The insights and quality services we deliver help build trust and confidence in the capital markets and in economies the world over. We develop outstanding leaders who team to deliver on our promises to all of our stakeholders. In so doing, we play a critical role in building a better working world for our people, for our clients and for our communities. EY refers to the global organization, and may refer to one or more, of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients. For more information about our organization, please visit ey.com.
[298 words]

Source: Yahoo Finance
http://finance.yahoo.com/news/ey-parthenon-group-agree-combine-040100251.html;_ylt=AwrTWfx0CNFTL1MA3_.TmYlQ


Not yum!
Jul 23rd 2014, 23:41 by V.V.V. | SHANGHAI

[Time 4]
JUST a few months ago a meat-processing plant in Shanghai’s Jiading district won a food safety award. Shanghai Husi Food, one of several such facilities in China owned by OSI Group, an American firm that sells meat products to the world’s leading fast-food chains, was named an “Advanced Unit (A-Class) of Safe Food Production” by local authorities.
Not quite. A hidden-camera exposé, done by local reporters, appears to show workers at the plant relabelling expired meat as fresh and handling food with bare hands. It appeared that the floor of the processing plant was covered with rubbish and sewage, and meat was scooped up off the floor and thrown into mixers. Rotting meat was apparently mixed together with fresh meat and packaged for sale. In this and other ways, the A-Class plant made a mockery of “safe food production.”

The shockwaves rippled through deep fryers across the land. It turns out that OSI is an important supplier to such fast-food chains as McDonald’s and Yum Brands, which controls KFC and Pizza Hut. Both firms immediately halted sale of meat processed by OSI. Starbucks, an American coffee purveyor, pulled from its shelves chicken paninis that contained questionable meat. At least nine big chains, including two Chinese firms and the Japanese arms of several multinationals, are affected.

This is but the latest in a never-ending series of food-safety scandals in China. As usual, the firm at the heart of the controversy claims it is pure as the driven snow. Officials at OSI’s headquarters say they are shocked by the allegations, and insist that if they are true they are anomalies. The damage to the firm’s reputation (which, to be fair, had previously been good) may be hard to repair.

Five officials from the company’s Shanghai operations, including the head of the firm and its quality manager, were detained this week by police. China’s Food and Drug Administration is now investigating the company’s operations in five other provinces. Most damningly, an official declared that the illegal activities “are not the behaviour of a certain individual, but an organised arrangement.”
[346 words]

Source: Economist
http://www.economist.com/blogs/analects/2014/07/food-safety


Why Ernst & Young Believes So Strongly In Paid Paternity Leave
By Richard FeloniJuly 1, 2014 12:34 PM


[Time 5]
Research shows the large majority of dads think all companies should provide paid paternity leave.

Karyn Twaronite, Ernst & Young America's inclusiveness officer, recently found herself chatting at a company cocktail party with a group that included three soon-to-be dads in their early 30s.

Since it's part of her job, she asked if they were going to take paternity leave. "Of course," they all said — a response that she wouldn't likely have gotten 10 years ago.

"It's no longer an issue of 'if' men are going to take paternity leave," Twaronite tells Business Insider of EY's corporate culture, "but of 'how long.'"

Paid paternity leave has been a hot topic lately, especially after  President Obama advocated for flexible workplaces and paid family leave programs  at the White House Summit on Working Families last week.

Research shows that the majority of fathers believe all companies should offer some form of paid leave for them to spend time with their newborns, but only a small percentage of  American companies — 14% according to  the Families and Work Institute — currently offer paid paternity leave.

That might change.  With more Gen Xers and millennials starting their families and expecting more flexibility from employers, Twaronite says she's seen a cultural shift in the past decade or so.

Ernst & Young   introduced its paternity leave policy 12 years ago.  The accounting giant  offers two weeks of paid leave to all new fathers, and up to six weeks for fathers acting as the primary caregiver.  While tech companies like Facebook and Yahoo have attracted attention in the past few years for offering extremely generous paid paternity  leaves —four months and two months, respectively — EY started offering the benefit long before there was a public demand for it.

"There were some who thought it was silly and that there would be no participation," Twaronite says. It started as a perk that many men were happy to take, but today it is seen as an essential benefit, she says.
[329 words]

[Time 6]
EY doesn't offer paternity leave simply for the sake of being progressive. It firmly believes that it helps with employee retention, saving money on rehires and increasing engagement, Twaronite explains.  Between 500 and 600 EY employees take advantage of paternity leave each year.

A recent report called " The New Dad ," which is t he fifth annual study of working fathers by Boston College's Center for Work & Family (CWF)  and is sponsored by EY,  shows an increasing trend in professional men wanting paid paternity leave.

The CWF surveyed 1,029 fathers at 286 companies. While it's important to note that 58% of respondents came from the CWF's network of companies, meaning most were highly educated professionals at companies with progressive benefits , the report shows that most men will take paid paternity leave if it is offered and will take the maximum amount of time offered.

Eighty-six percent of fathers said they would take time off if they received at least 70% of their salary, and 91% said they would have taken more time with their families if paid leave had been available when their children were born.
A full 99% of those surveyed said companies should offer paid paternity leave, at an average of two to four weeks. Additionally, 95% said workplace flexibility was essential to managing their work-life balance.

Twaronite says that the trend of more Gen X and millennial employees replacing Boomers is largely responsible for the recent embrace of paternity leave. These younger generations are more aware of studies showing the psychological importance of bonding with infants and don't want to be absent fathers.

An EY study from last year  found that both generations rated workplace flexibility as more important than other benefits. This finding is consistent with the CWF's report, which found that both generations took more time off in paid paternity leave than Baby Boomer fathers.

"Our only asset is our people," Twaronite says of EY. "W e don't manufacture a product."

She says that internal surveys have shown an increase in employee retention over the past decade, and believes it's fair to draw the conclusion that offering more flexible benefits like paid paternity leave for dads has significantly contributed to it.  "We want our employees to work with us longer, so we try to stay ahead of trends."
[386 words]

Source: Yahoo Finance
http://finance.yahoo.com/news/why-ernst-young-believes-strongly-163214428.html;_ylt=AwrTWf2nD9FTxQ4Aa56TmYlQ

小蘑菇开始打怪

Part III: Obstacle

Franchisees Take 7-Eleven to Court for Alleged Racial Discrimination
JULY 24, 2014

[Time 7]
The world's largest convenience-store franchisor is facing a Big Gulp-sized lawsuit from within.

A group of 7-Eleven franchisees in California filed a lawsuit in federal court on July 11 claiming the company violated their rights as franchisees and individuals under federal and state laws. They argue 7-Eleven discriminates against South Asian immigrant franchisees and unjustly forced a number of former store owners to terminate their franchise agreements as part of a profit scheme.

"In one of the most tragic business stories in recent years, a foreign corporation has been allowed to transform the American Dream into an American Nightmare for countless individuals and families," the plaintiffs state in the complaint.

7-Eleven, which is headquartered in Dallas, has been owned by Japan-based Seven & I Holdings since 2005.
The plaintiffs include the Franchise Owner's Association of Greater Los Angeles (FOAGLA) -- an association that represents over 1,200 members -- and five individual 7-Eleven franchisees in California. They are not seeking any monetary gain, but a court declaration that 7-Eleven has violated state and federal laws in relation to its treatment of franchisees.

7-Eleven has thus far emphatically denied any truth in the complaints.

Churning franchisor or fraudulent franchisees?

A central argument in the complaint is that 7-Eleven is engaging in "churning." Churning is a ploy in which franchisors terminate franchise agreements in order to resell locations and get a fresh influx in franchise fees. The plaintiffs further believe that South Asian franchisees have been churning targets through harassment, false accusations and disenfranchisement.

"I think [churning] is becoming a more common claim," says Raymond Areaux, a franchise lawyer at Carver, Darden, Koretzky, Tessier, Finn, Blossman & Areaux. Areaux says that the influx in churning complaints stems from ex-franchisees' convictions that franchisors are attempting to turn a profit without concern for franchisees. "The other side is, representing franchisors, they are very concerned with their brand and they want to make sure their reputation and their brand is kept in the way that they view it." Areaux does not represent any of the parties involved in the 7-Eleven case.

At the center of the churning complaints is a family of former 7-Eleven franchisees. In December 2013, Dilip and Saroj Patel surrendered their store to 7-Eleven following a complaint by the company that they had violated their franchise agreement. The Patels argue that they were unfairly pressured to sign over their shop, with aggressive interrogation techniques and threats of lawsuit.

While 7-Eleven refrained from speaking with Entrepreneur.com about specific cases, a spokesperson stated that any franchisees who terminate their franchise agreements with the company have been fully investigated and found to have broken their agreement or federal laws. According to the recently filed complaint, 7-Eleven accused the Patels of coupon fraud. As 7-Eleven corporate and franchisees split the profit from sales in stores, coupon fraud is a way for franchisees to add money to their own bank account without having to give a cut of the profit to 7-Eleven.

"The unfortunate fact is a few franchisees have been caught violating the law or the franchise agreement," says a 7-Eleven spokesperson. "7-Eleven is determined to protect our guests, employees and other franchisees by ending the relationship with franchisees that violate the law or the franchise agreement, where appropriate."

For FOAGLA and other franchisees' accusation of churning to hold up in court, the jury must not only find that the Patels were wrongly defranchised, but also that they and other franchisees have been systematically targeted by 7-Eleven as a wider churning effort.

"The core aspect of the claim is that in recent times, in recent years, 7-Eleven has become far more litigious in targeting, defaulting and later terminating franchisees who have been seeing as violating policies or procedures of 7-Eleven, or violating labor laws," says Louis Tambaro, the lead lawyer for the plaintiffs in the case. "In other words, 7-Eleven has, in recent times, ramped up their efforts, which we believe are disproportionately targeting franchisees of a certain ethnic descent."

Tambaro is no stranger to these sorts of complaints; his firm, Marks & Klein, has filed similar lawsuits on behalf of franchisees from 7-Eleven,Pizza Hut and Edible Arrangements.

In this case, 7-Eleven argues the plaintiffs will not be able to find evidence of any systematic move to force franchisees to sign over their businesses.  

"The company has a very high retention rate for franchisees," says a 7-Eleven spokesperson. "In 2013, 7-Eleven, Inc. had a less than 4 percent franchisee turnover rate nationwide, less than 3 percent in California."

7-Eleven has more than 53,500 stores across the globe. Of the more than 7,800 stores operating in the U.S., about 6,200 are franchised.

A question of control
In addition to accusations of churning, FOAGLA claims that 7-Eleven overstepped its boundaries as franchisor, an accusation that could force the franchisor to overhaul its franchise model.

The overstepping is twofold. First, franchisees claim 7-Eleven violated franchisees' privacy, to the point of stalking. Second, franchisees argue that 7-Eleven's excessive control rendered them employees, not franchisees, of the company.

FOAGLA claims that in addition to in-store cameras, certain franchisees were followed outside of work by 7-Eleven. Franchisees suggest 7-Eleven was searching for reasons to terminate franchise agreements, such as incorrectly splitting the profits with 7-Eleven or employment of undocumented immigrants (the federal government arrested 7-Eleven franchisees in 2013 for "employing" unpaid, undocumented immigrants). 7-Eleven denies the allegations, which would potentially violate state and federal stalking laws.

Franchisees also claim that 7-Eleven's excessive control is embedded into the company's franchise model, leading them to be treated as employees as opposed to business owners.

"That is a claim that is not uncommon," says Areaux. One of the most influential instances was in 2010, when a group of janitorial franchisees successfully argued that their franchisor, Coverall, had improperly classified them as independent franchisees, denying them employment benefits such as minimum wage, overtime pay and eligibility for unemployment and workers' compensation. Coverall had to pay up $3 million and change its franchising structure.
Tambaro, whose firm is currently representing other 7-Eleven franchisees in New York and New Jersey in similar cases, calls the franchisor/employee dispute a "hot issue in franchising." He believes that if the court rules in favor of franchisees, the lawsuit could force 7-Eleven to overhaul its franchise model, affecting how 7-Eleven franchisees are paid, as well as their benefits and tax considerations.

7-Eleven and South Asian franchisees' long history
At the heart of FOAGLA's case against 7-Eleven is the claim that the franchise's values have crumbled over the last decade. While franchising once offered opportunity for South Asian franchisees, plaintiffs claim the company now tries to force them out of the system and reduce their ability to succeed as entrepreneurs.

Both FOAGLA and 7-Eleven acknowledge the role that South Asian and other immigrant franchisees played in helping build up the company over the 20th century.

"7-Eleven found that the South Indian cultural traits of hard work, family unity, respect for authority, and community-mindedness made South Asians ideal owner/operators for 7-Eleven stores," reads the complaint. "The same franchisee cultural attributes that were highly prized by 7-Eleven management would later be regarded as weaknesses to be exploited for profit by the current management."

The plaintiffs argue that when 7-Eleven was acquired by Seven & I Holdings nine years ago, the company changed its approach from a symbiotic relationship to an antagonistic and profit-driven connection. The complaint claims that Seven & I Holdings "staffed many of the top management position of the company with West Point graduates… with a cold, predatory and militaristic approach to business."

The company denies that it has changed its relationship with franchisees, and that its commitment to diversity is stronger than ever. Officially, the closest thing to a "militaristic approach to business" the company offers are incentives for veteran franchisees.

"7-Eleven is proud of its very diverse, independent franchisee population," says a company spokesperson. "In fact, USA Today named 7-Eleven one of the Top 50 Franchises for Minorities in 2013, and has received recognition as one of the top franchisee opportunities by Professional Woman’s Magazine, Hispanic Network Magazine and BLACK EOE Journal."

The apparently opposite views -- that 7-Eleven is a powerful vehicle for its franchisees' success and that 7-Eleven's racist policies are forcing out franchisees to turn a profit -- will play out over the next several months in court. Tambaro predicts the case will be a long haul, with both sides being forced to address a complex and extensive array of evidence.

"When franchisees are successful, theoretically franchisors are successful," says Tambaro. "Unfortunately, at certain times, their interests become diametrically opposed."
[1431 words]

Source: Entrepreneur
http://www.entrepreneur.com/article/235895

小蘑菇开始打怪

speaker:

competitive from asian area

low price and economical

a long time to remerge

time2:

parthenon group combine with EY

match on many levels

time3:

great advantages in the market

building a better working world

leading advisory firm

global leader among accounting firm

time4:

food safety problem again

investing the operation

organized arrangement

time5:

how long to take paternity leave

hot topic lately

little companies agree to offer paid leave

situation may change

time6:

reason for EY to offer paternity leave

workplace flexibility

only asset is our people

time7:

terminate franchise agreement

engaging in churning

more common claim

coupon fraud to get more profit

overstepped its boundaries

excessive control

菜农人民

speaker:
The two disasters will call the alaysia Airlines's restructing plan which are bankrupt or privatization. Some one declared the benefits of privatization
Time2 3:01
Time3 2:55
Time4 2:19
Time5 2:37
Time6 3:11

疏离无罪

占~~~~~~~~~

Speaker: The future of Malaysia Airlines. A restructure of Malaysia Airlines.It is losing money now.Privatization of Malaysia Airlines will be a good choice.And Malaysia Airlines is facing many cpompetitors,too.Malaysia Airlines could survive by depending on domestic customers.

01:48
EY and The Parthenon Group will combine their operations in many fields around the world,which can provice better and wider-ranged services to their customers.

01:11
The combination will strengthen their strategy consulting capabilities.

01:59
The OSI provided rotting meat to many fast-food chains.And this is not the behaviour of a certain individual, but an organised arrangement.

01:39
Research shows that the majority of fathers believe all companies should offer some form of paid leave,but a few companies have.EY and other tech companies have this policy and think it is deserved.

01:57
EY thinks that the paid leave can help with employee retention, saving money on rehires and increasing engagement.And EY study showed that both generations rated workplace flexibility as more important than other benefits.

10:36
A group of 7-Eleven franchiseessued the company for discriminates against South Asian immigrant franchisees.They are not seeking any monetary gain, but a court declaration that 7-Eleven has violated state and federal laws in relation to its treatment of franchisees.Though the company denied any accsuation.
A central argument in the complaint is that 7-Eleven is engaging in churning.At franchisee's side,they thought that franchisors are attempting to turn a profit without concern for franchisees.At another side,the company is concerned with their brand and they want to make sure their reputation and their brand is kept in the way that they view it.And some franchisees were broke the law and the agreement such as coupon fraud behavior.
Unfortunately,in this case,the plaintiffs will not be able to find evidence of any systematic move to force franchisees to sign over their businesses.
In addition to accusations of churning,the company is also charged for its behavior of overstepping its boundaries as franchisor in two aspects: violating franchisees' privacy and excessive controling rendered them employees.This kind of charge is common.
Moreover plaintiffs claim the company tries to force them out of the system and reduce their ability to succeed as entrepreneurs.But the company denied this and is proud of its diversity in fanchisees.
In most time,franchisors can benefit from franchisees' success.But in certain time,their request will be opposite.

hhd0530

咦，占位先，雅思攒人品
掌管 6        00:11:05.21        00:22:15.32
掌管 5        00:02:27.02        00:11:10.11
掌管 4        00:02:02.23        00:08:43.08
掌管 3        00:02:23.09        00:06:40.85
掌管 2        00:02:12.57        00:04:17.75
掌管 1        00:02:05.18        00:02:05.18
time 2
EY combined with Parthenon, 1+1=10

time 3
adding the Parthenon strategy consulting to EY will be a great position to the market

time 4
Fuxi, one of the food coporation in SH, has food problem of its meat
many food resturant companies has been involved because they acquire meat from Fuxi
this is not the only one food scandal in CH
the five leaders of Fuxi has been detained by the police since last week

time 5
nowadays, many fathers have their rights to take paid paternity leave, which is impossible 10 years ago
it happened partly because of Obama's encourage
many of fathers want to have that leave while only few companies allow
the leave bring benefits

time 6
research showed that men are increasingly wanting to have a paternity leave
they would like to have a paternity for their newborns if the leave is payed
allowing such a paid leave will help company to keep their worker longer in jobs

Ostacle
7-11 are said to violate state and federal law to the treatment of franchises
while 7-11 argues that it is protecting them
it may have dicrimination again south Asian franchises
the long history between 7-11 and franchises

hawk！！！

占位！明天下午坐！
谢谢lZ！！！
Speaker:
Recent two disasters' influence on Malaysian Airlines. Some information about the airlines.
Time2: 1'33"
EY and The Parthenon Group are about to combine. Some info about the Group. what benefits will bring to the two after combination. 1 plus 1 equlas to 10.
Time3: 40"
Concluded the benefits by the CEO of EY. info about the two companies.
Time4: 2'04"
Shanghai Husi food, an company owned by OSI group was involved in some food safety scandal. Several big company used its product. Now the company was under investigation now.
Time5: 1'28"
According to some research, companies should provide paid paternity leave, while very few companies do so. EY is one of those companies, and this article aimes to find out why.
Time6: 1'50"
Paternal leave helps EY to save money and to keep employees staying.
Obstacle: 7'02"
7-seven has been accused by franchises with 3 reasons: churning, over-control, and inappropriate management (logic the detailed of the accusation, people's experience and 7-seven's response).  

KKCarpeDiem

T2：3'11
T3：2'46
T4：3'03
T5：2'46
T6：4'34

ZOEYZHANG114

1)        ey is useful
2)        food security is important
paternity leave is essential benefit for employees
3)        the conflicts between franchisors and franchisees exist in 7-11