ReportWire

Tag: Business opportunity

  • It’s 5 a.m. Somewhere

    It’s 5 a.m. Somewhere

    [ad_1]

    JFK Terminal 8—It is 9:22 a.m., and I am learning about consumer protections from a food-safety inspector who is on her second Bloody Mary. There is nothing quite like alcohol to facilitate an expansive conversation: I should encourage young people, she tells me, to consider careers in food safety. She’s on her way back from a work trip, and I learn that she always drinks Bloody Marys when she travels, which is often, but never drinks them at home. We move on to other topics: reincarnation, ExxonMobil, karma, the state of labor unions. The only thing that seemed to be off limits was her full name (her job, she said, prevents her from speaking to the media).

    We’re sitting in the New York Sports Bar across from Gate 10, which is next to Solstice Sunglasses and a vending machine selling ready-to-eat salads in plastic mason jars. In the corner, two blond women drank white wine. A passing traveler pops her head in: Does the bar serve French fries? The bartender says no, they don’t start serving French fries until 10:30. It is too early for French fries. But it is not too early for white wine.

    By the time security spit me out into JFK Terminal 8 at 7:02 a.m., the bars were already slinging drinks. At least four bars had patrons, including O’Neal’s Restaurant (a “cozy wood-paneled pub,” according to the JFK directory) and Bobby Van’s Grill (“elegant ambiance and upscale menu”). At JFK, alcohol service can begin at 6 a.m., the same time bars open at LAX. That’s hardly early for major airports. At MSP, outside Minneapolis, opening time was once also 6 a.m. but is now 4 a.m.; at Tokyo Narita Airport and London’s Heathrow, there are no restrictions. Early-morning drinking at airports is not just accepted but pervasive, Kenneth Sher, a University of Missouri expert on alcohol habits, told me. The internet has noticed, too. “What’s with all these people drinking pints in the airport at 6am?” wondered a Redditor in one of the many threads devoted to the topic.

    Outside the airport, this is not how drinking works—or at least, not how it works in public. Morning drinking, with few exceptions (brunch, tailgating), tends to be “a sign of pretty severe alcohol dependence,” Sher said. Legally, it is discouraged: Non-airport bars in New York State are not allowed to start serving alcohol until 8 a.m. (10 a.m. on Sundays), and most hold out until at least the early afternoon, if not happy hour, Andrew Rigie of the New York City Hospitality Alliance, told me. But in the airport, the normal rules of drinking do not apply. “I’m not judging,” the bartender at Bobby Van’s Grill said, pouring vodka into a flute of orange juice. “It’s 5 o’clock somewhere.”

    I’d woken up at 4 a.m. to get to the airport, and by the time I met the food inspector, five hours later, I would have believed it was any time you told me. I was hopped up on adrenaline—feeling glamorous and vaguely ill—even though I had accomplished nothing. Mostly, travel is standing in different types of lines. I waited for people to look at my ticket. I waited for different people to inspect my shoes. None of this especially made me want alcohol, even though the idea of drinking at the airport felt romantic, in a novelistic sort of way.

    At Bobby Van’s, perhaps the most dignified dining option in Terminal 8, I ate lukewarm potatoes next to a sad-eyed man drinking coffee and red wine. Mostly, the terminal was quiet. How Do I Live played, which seemed like a reasonable question. I watched a man in a zip-up cardigan eat eggs.

    What are any of us doing here, sipping early-morning drinks at the airport Bobby Van’s? I am here because I am trying to answer that question. Other people have other reasons. You can, by observation and experience, put together a basic taxonomy of airport-drinking types. There is the solo business traveler with time to kill and no particular interest in working. There is the festive couple for whom airport drinks signal the beginning of vacation, and their corollary, the festive group of friends. And then there is the anxious traveler, motivated less by excitement than by ambient terror of being in a pressurized metal tube at 36,000 feet.

    For a place where everyone is watching clocks, there is no real sense of time at an airport. “If you look out, all you see is the tarmac, a few airplanes,” says Michael Sayette, an alcohol researcher at the University of Pittsburgh. There are very few cues that you shouldn’t drink, and maybe it is actually happy hour for you. “You’ve got people coming in from all over the world who are on different times,” he points out. “It really is 5 p.m. where they woke up.” The airport perhaps is best understood as what French anthropologist Marc Augé has called a “non-place:” a blip in space and time. “A person entering the space of non-place is relieved of his usual determinants,” he wrote in his book on the subject. “He becomes no more than what he does or experiences in the role of passenger.” It is perversely freeing, if lightly dehumanizing, to be alone in the airport.

    Once you pass security—the transition, in the language of the business, between “landside” and “airside”—you assume another version of yourself. Landside, you are still anchored in your normal life, which is to say that you can come and go and hang out with your family and carry as many ounces of water as you want. Airside, you have assumed a new identity. You have become a traveler. You have no legible context and no obvious history. Are you a person who orders cocktails on a weekday morning? Who’s to say? You belong to the airport now.

    So does everybody else there. There is a sense of solidarity: As fellow travelers, we are all indefinitely trapped in the same timeless, placeless boat. Why not drink? “It’s exciting for people to take an activity that is normally very, very regulated, time-wise, and then be embedded in a space where everything’s okay,” Edward Slingerland, the author of Drunk: How We Sipped, Danced, and Stumbled Our Way to Civilization, told me. Alcohol signals the transition from one set of rules to another. “We use this, on a small scale, at the end of the workday, to transition to leisure time at home,” he suggests. “Drinking in airports is just kind of a bigger version of that. It’s a way of transitioning from our normal everyday lives to whatever unusual thing we’re off to.”

    From the bartender at New York Sports Bar, I learn that women drink white wine and men order whiskey. I learn that back in Terminal 4, where she worked until recently, she’d go through five or six bottles of prosecco every morning shift. Luckily, for the travelers, JFK has no shortage of drinking opportunities, also including but not limited to Tigín Irish Pub, Soy & Sake Asian Eats, Blue Point Brewery, and Buffalo Wild Wings. And that’s not counting the multitude of private lounges, where elite passengers (or those with certain credit cards) are treated to an oasis of snacks and free-flowing booze. The American Express Centurion Lounge in Terminal 4, in fact, has three distinct bars, including a Prohibition-inspired speakeasy with drinks curated by a James Beard Award–winning mixologist.

    None of this is an accident. The modern airport produces a captive, thirsty audience. Airports were once permeable by design, says Janet Bednarek, a historian of airports at the University of Dayton. Bars and shops and restaurants were open to everyone, and “airports depended upon non-travelers to spend money,” she told me. Then 9/11 happened, airports locked down, security tightened, and once you were airside, you’d passed a point of no return. For airports, Bednarek said, that provedt to be a business opportunity rather than a problem: People were now getting to the airport hours early, and they had to do something to pass the time, whether it was shopping or eating or lounging at the bar. “Airports are looking for any way they can to generate revenue,” Henry Harteveldt, a travel-industry analyst, told me. Airports charge airlines huge fees, and still, pre-pandemic, retail concessions accounted for approximately 30 percent of airports’ total revenue, according to data from the Airports Council International.

    Here is the thing about the airport, though: Nobody has control. You cannot control the people sitting next to you, or their children, or the security line, or the prepackaged sandwich options at CIBO Express. And most of all, you cannot control when the plane comes, or whether it comes, or how long it is delayed. More than 20 percent of arrival flights in the U.S. in the first three months of this year were delayed, more than the same stretch in any year since 2014. And that’s not even considering the epic meltdowns that can leave travelers stranded for days. “In a way, alcohol may be crucial for air travel, because it allows you to relax into passive helplessness,” said Slingerland, who was in an airport when we spoke. “I’ve been on, like, 10 flights in the last week and a half, and every single one of them was delayed.” Alcohol, he explains, turns down your brain’s ability to focus, suppress distractions, delay gratification, and do all the things you need to do to succeed in your daily life as a functional adult. But you are not a functional adult in the airport. You are a giant suitcase-wielding baby.

    There is, perhaps, a darker read. “I think 80 percent of what you’re seeing is people who, in their normal lives, would never drink in the morning,” Slingerland said. But that leaves a good number of people whose regular behavior is presumably on display at 7 a.m. No one at JFK seemed all that bothered by the white wine and whiskey passengers were sipping so early in the day, but it’s hard to not see it as yet another sign of what everyone keeps saying: Americans drink too much.

    “Drinking is acceptable in all sorts of other places it didn’t used to be,” wrote The Atlantic’s Kate Julian in 2021. “Salons and boutiques dole out cheap cava in plastic cups. Movie theaters serve alcohol, Starbucks serves alcohol, zoos serve alcohol.” A study published last year traced one in five deaths of people ages 20 and 49 to booze. Another paper found that one in eight American adults drank in a way that met the criteria for alcohol use disorder, a figure that seems to have worsened during the pandemic. And drunken passengers cause problems. Although all-hours drinking is useful for airports, airlines have been less thrilled. “It’s completely unfair,” a Ryanair executive said in a statement arguing for stricter policies in 2017, “that airports can profit from the unlimited sale of alcohol to passengers and leave the airlines to deal with the safety consequences.”

    Alcohol in the airport, I had thought, isn’t like alcohol in the world outside. But perhaps airport drinking isn’t different at all. It still facilitates transition from one state to another—only literally. It still provides the illusion of easing the low-grade misery of life. And it still fosters camaraderie. I thought about the food-safety inspector, whom I’d talked with for most of an hour and surely will never see again. Our conversation had been lovely, I thought. Why don’t I talk to people more? This is the weird duality of alcohol: It can simultaneously blunt and enhance the world. In the airport, you desperately need both.

    [ad_2]

    Rachel Sugar

    Source link

  • Harness These 4 Effective Strategies to Succeed in Untapped Rising Economies

    Harness These 4 Effective Strategies to Succeed in Untapped Rising Economies

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    Before the global economy can recover and stabilize market patterns, the focus must be placed on dynamic markets where costs are lower and production is higher, over industrialized countries.

    In emerging markets, there are generally fewer rules and regulations than in developed countries. Governments are more willing to trade with other nations and conduct business as long as their people and companies see economic prosperity.

    Emerging markets are integral to any company’s growth strategy, but what factors make it so? This article answers that question and discusses strategies for entering one.

    What do rising economies look like in 2023?

    Emerging markets are the growing economies of developing nations that have become dynamic enough to increase participation in global trade. These markets have many characteristics similar to already developed markets but with a much lower cost and a higher enthusiasm for new products.

    • Integration — Welcomes investment, focuses on barter and supply rather than manufacturing, and engages more with global markets.
    • Liquid equity — Increased local debt and equity in both domestic and foreign markets, with easy cash flow.
    • Increased trade — Lower transportation, storage and labor costs result in higher profit margins that help increase trade for both domestic and international investment.
    • Enhanced legislative support — Foreign investment taxes and regulations are less stringent in emerging nations, allowing for an easy flow of goods and investment.

    Related: Is Now the Right Time to Take Your Company Global?

    Best strategies for winning in rising economies in 2023

    Opportunities in vibrant markets need to be pursued aggressively. The right plan can aid in generating higher revenue owing to population size alone. Investors can increase their chances of success and return on investment by utilizing one of four strategies when entering these markets:

    1. Understand the political and commercial environment

    It’s crucial to be aware of the political situation in any country you want to invest in. The political forces that govern emerging markets can have a significant impact on your ability to generate profits.

    Foreign policies that are conducive to investment and a vibrant economy can be strengthened by stable governments that are receptive to such efforts. Having an understanding of shifting political environments and having the assistance of local political forces can make investments safer.

    Stability is a prerequisite for prosperity, and prosperity requires an open economy where money and goods can move freely across national boundaries. Emerging markets embrace good business practices and investment to boost their economies and bring them up to speed with those of developed nations. In some circumstances, emerging markets may even offer significantly larger returns due to the environment.

    2. Hire local teams

    The major purpose of investing in developing markets is to expand your business and capitalize on local opportunities. Hiring local people and resources is more logically efficient because they are more familiar with indigenous scenarios, which in turn can boost investment opportunities.

    Local hiring also increases the economy of the community and strengthens emotional attachment among locals, motivating them to work harder and support long-term objectives in these markets. Additionally, the lower wages result in cost savings that don’t just boost earnings but also support local economic development.

    For example, emerging economies like Saudi Arabia allow massive investment but make it compulsory that the board have local members. They also fix a percentage of local employees to be hired against the foreign workforce. In the long run, this also sends the political message that foreign companies bring business and prosperity.

    Related: The Benefits and Risks of Launching New Products in New Markets

    3. Let go of assumptions

    CEOs and businesses believe they can conduct business in emerging economies and marketplaces in the same way they do in developed countries; yet, infrastructural quality varies by country. For instance, political officials or pragmatic leaders often enforce contracts in developing economies instead of the legal system.

    4. Utilizing extensive distribution to reach customers

    Utilizing extensive distribution helps raise product awareness and ensures that the company reaches the maximum number of people. It enables businesses to expand their reach and gain the best possible market coverage and when done right, this strategy has the potential to generate millions of loyal customers.

    There is a lot of untapped potential in emerging markets. If investors can combine local practices with their expertise and technical innovation, the opportunities are virtually limitless.

    [ad_2]

    Pritom Das

    Source link

  • Free Webinar | November 9: How Veterans Are Finding Big Success With Franchising

    Free Webinar | November 9: How Veterans Are Finding Big Success With Franchising

    [ad_1]

    Opinions expressed by Entrepreneur contributors are their own.

    With exceptional leadership skills and a deep understanding of how teams work, veterans are uniquely well-suited to running a successful business within a proven system. That’s why each year, more and more entrepreneurial veterans are getting into the franchise industry when their military service ends — and finding meaningful financial and personal success in the process.

    If you’ve dreamed of starting your own business, this event will put you on the path. We’ve assembled a panel of leaders from brands named on Entrepreneur magazine’s Top Franchises for Veterans list who will explain the ins and outs of finding, buying, and running the perfect franchise for you. Join us for this free webinar on Tuesday, November 9th at 3:00 PM ET.

    Key topics:

    • Transferring your military skills to small business

    • Finding the franchise that matches your goals

    • Financial incentive programs for veterans

    • What you can expect in your first year

    • Road map to success from veteran franchisees

    • Audience Q&A with the experts — ask anything!

    Register Now

    Our Panel:

    Steve White, President and COO of PuroClean

    • Steve White has more than 35 years of leadership experience at every level of the franchising industry including food and B2B franchises, ownership and his current role as the President and COO of PuroClean. His passionate leadership has radically changed failing organizations and helped good organizations become great. Steve is an Army Veteran, a Board Member of the International Franchise Association (IFA), and immediate past Chairman of the IFA’s Education Foundation VetFran Committee.

    Tom Kasbohm, Director of Franchising of Snap-on Tools

    • In his over 32 years with the Snap-on Tools company, Tom Kasbohm has held numerous leadership roles, including that of a franchise owner. Currently, he serves as the Director of Franchising for the 3600+ franchise owners and 165 company stores across all of North America. Tom is charged with leading the #1 Franchise for Veterans and the #1 Tool Franchise, as recognized by Entrepreneur. For the past 10 years, Tom has helped the franchise system reach historic highs and navigate safely through the Covid-19 pandemic. Snap-on was recognized for the past two years as a Recession Proof Franchise by Franchise Business Review. A proud member of the VetFran committee and the IFA, Tom Kasbohm is an accomplished franchise industry leader.

    Drew Daly, GM and SVP of Dream Vacations

    • As a leader in the travel industry, Drew sits on several boards and serves a voice among other industry thought leaders. He is also a member of the American Society of Travel Agents, the Executive Leadership Broward Class of 2017 and is on the events committee for Gilda’s Club of South Florida. In addition to being interviewed by CNN, he is a regular contributor offering travel advice and tips on NBC and FOX affiliate; and is often cited as an industry expert in travel trade publications.

    Register Now

    [ad_2]

    Entrepreneur Insider

    Source link

  • Helen Doron Educational Group Partners With ACES, Connecticut

    Helen Doron Educational Group Partners With ACES, Connecticut

    [ad_1]

    Education trailblazers partner to launch the first bilingual Helen Doron Academy in the US

    Press Release


    Dec 30, 2021

    ACES Connecticut recently became the first Helen Doron Academy franchisees in the United States. The Helen Doron Educational Group is active in 39 countries, with 1100 Kindergartens, Helen Doron English, and MathRiders Learning Centres. Students from ages 6 months through elementary school enrolled in the Academy will benefit from bilingual Spanish-English education. The Helen Doron Academy encourages a lifelong love of learning, helping each child reach their potential through a unique curriculum that brings children a multisensory, musical education. The curriculum includes Spanish speaking, reading and writing in English, science, multilingualism through song (7 languages), fitness through yoga, Pilates, dance, and much more.

    CEO and Founder Helen Doron and her team met the ACES Executive Directors at the Helen Doron International flagship kindergarten premises in Dongtan, South Korea.

    “Helen has developed wonderful learning experiences for young children across the globe. We at ACES can’t wait to spread it in the United States.” – Tom Danehy, Executive Director, ACES.

    CEO and Founder Helen Doron concurs. “We are excited that we, at last, found the ideal partner in the United States, as we share the same goals, values, and visions for the children of the world. Helen Doron Educational Group and Aces will work hand-in-hand to fulfill that mission, bringing excellence in education to as many children as possible.” 

    What each company brings to the partnership:

    Helen Doron Educational Group 

    Celebrating 36 years of success in 39 countries, Helen Doron Educational Group’s groundbreaking methodology has earned the global franchise many accolades. By creating an atmosphere of positive reinforcement, multisensory stimulation, and unconditional support, children are empowered with a successful start on the road to intellectual development, social integration, physical development, and a lifetime of achievement and joy in learning.

    ACES

    With over 50 years devoted to creating imaginative educational programming for the children of Connecticut, ACES (Area Cooperative Educational Services) is the ideal North American partner to extend the Helen Doron brand into this new market and beyond. 

    More Than a Business. A Way of Life.

    Award-winning Helen Doron Educational Group was founded in 1985 to teach children English as a Foreign Language and has 1,100 learning centers and kindergartens in 39 countries. Helen Doron’s innovative and proven methodology is the creative inspiration behind the company’s flagship franchise, Helen Doron English, together with Helen Doron Kindergartens and MathRiders! To date, the Group has taught over three million children to speak English, master maths, learn through movement, and much more. The network is rapidly expanding while maintaining its core values and community spirit, combined with business success. We seek additional franchisees to penetrate new markets and business partners to expand its rich educational content and continue breaking new boundaries in children’s education.

    For more information on business opportunities, write to us: info@helendorongroup.com and visit https://www.helendoron.com/franchising

    Source: Helen Doron Educational Group

    [ad_2]

    Source link