Sweetgreen Is Authentic and impactful

It was not by coincidence that Nathaniel Jonathan Neman and Nicholas Jammet were classmates in Georgetown University; destiny brought them together.

By the time they joined campus in 2004, none of them had an idea that they would be running one of the busiest and most successful restaurant chains in less than 5 years. Each thought that after school they would seek employment to gain experience.

However, fate had it otherwise as the three had a similar liking for healthy meals, which were not available in Georgetown. Being business students, they identified the gap in the market and also recognized the niche market, which they wanted to reach. Learn more about Micheal Lacey: https://angel.co/nathaniel-ru and https://about.me/nathanielru

Consequently, in their final year on campus, the three friends decided to start a business, which would satisfy the niche market that was unsatisfied.

Core Strategies

  1. Sustainability

The company managers make certain that all decisions made are geared towards the sustainability of the organization. They desire to make decisions that outlive them in the long run.

  1. Win win win

The first win signifies the success of the company with every decision made. The second and third signify the success of the customers and the community respectively.

The corporate managers at Sweetgreen strive to be ethical by avoiding decisions that would benefit them while harming the other two stakeholders. Consequently, every decision is weighed before being passed.

  1. Keeping It Real

Sweetgreen managers desire to be authentic in all they do. Consequently, they do not copy recipes made by their competitors. Instead, they design their own recipes, which are original. This makes customers queue for more of the products and services.

  1. Sweetness

The management also ensures that sweetness is considered by all workers in their daily duties. Workers must be sweet to the customers as that make them return customers.

  1. Impact

The company also desires to make an impact by reducing diseases and sicknesses in the society. The aspect is achieved by serving healthy and clean meals.

Nathaniel Ru

Nathaniel Ru is one of the three co-founders of the Sweetgreen restaurant. He also makes other investments in other companies as is the norm of successful entrepreneurs. Nathaniel resides in New York City, where most of the Sweetgreen branches are located. However, he says that the future is unknown as the more branches they open the more mobile he becomes.

Nathaniel believes in doing things that will outlive him. In an interview, he stated that he avoids being short sighted by targeting the future instead of the present. He wants to be remembered positively once he is gone.

 

Techniques Fabletics Has Incorporated in Becoming a Business Worth Millions

Over the three years of its existence, Fabletics has grown to a $ 250 million business despite Amazon controlling more than 20% of the online fashion market. The company’s mode of transaction is using subscription mechanic. The company has also expanded its value economy from price and economy to brand recognition, customer experience, exclusive designer and last mile service to suit the modern customer. In the years of its operation, the company has partnered with prominent companies like Apple and Warby Parker which has been an asset to the enterprise. It has also made an effort by expanding their locations in sixteen cities including Hawaii, California, and Florida. The company’s manager Gregg Throgmarin stated the company is on the move to establishing a reputable brand for itself by incorporating trendy fashion, customer’s interest, and affordability.

 

Previously, many businesses have faced difficulties when using showrooms. However, Fabletics has managed to take on this challenge by reversing show rooming to become the reverse show rooming technique. This system has had a positive outcome with browsing in Fabletics. It has enabled the company to establish steady relationships in the market. More so, the company is now familiar with its market industry, especially through events. This system has increased the possibility of clients becoming members by almost 50% if they already are not.

 

Being an actress with literally no foundation in the business world, Kate Hudson is doing well for herself in managing Fabletics. As a person with an active lifestyle, she made an impression on the co-founders of Tech Style Fashion Group. Her alignment with these two founders has benefited Fabletics both financially and strategically. The two co-founders brought both business strategies, and funds are beneficial in running Fabletics.

 

Kate Hudson, on the other hand, is actively involved in the company’s operation. She oversees all matters pertaining sales and style ensuring they meet the business’s goals. She enjoys working with the team and seeks their input frequently. She also conducts the budget reviews and design strategies. Kate Hudson has also chosen clear communication to be top of her priorities list. By communicating information clearly to the consumers, the quality of customer service has improved meeting customer satisfaction. Additionally, she focuses on providing quality products that satisfy the customers’ needs and incorporating an improved data system that will ensure inventory levels remains efficient. In case you’re having trouble finding the right gear on Fabletics feel free to take the lifestyle quiz on the company’s site to help find the suitable product for you.

Bradesco’s CEO Luiz Carlos Trabuco Is Navigating His Bank Through A Difficult Recession

Brazil may be the largest country in Latin America, but size doesn’t matter when a country’s economy slips into a recession. Brazil is pulling itself out of recession mode in 2017, but it hasn’t been easy. A series of political and social missteps, weak commodity prices, as well as a dramatic drop in exports thanks to China’s problems have put Brazil in awful economic shape. But the interesting thing about recessions, in general, is banks usually weather a recession better than most businesses, and that is definitely the case in Brazil.

The banks in Brazil are making money without lending a lot of money due to the credit restriction put in place by the banking industry. One of the top private banks in Brazil, Bradesco, is a good example. Net income for the first quarter of 2017 was R$9.35 billion. That’s a 13 percent increase over the same quarter last year. R$6.7 billion of that income is from financial activities and R$2.6 billion is from pension plans, insurance, and bonds. Total bank assets were up 16.8 percent in the first quarter of 2017. Assets under management rose by 20.7 percent, and shareholder equity was 10.8 percent higher. And, according to CEO Luiz Carlos Trabuco, “The peak in defaults is over.” Defaults were down by 4.9 percent in the second quarter. Loan default concerns are not as high as they were a year ago, but the bank still has a tight lid on lending, according to Trabuco.

Read more on Crunchbase.

In fact, Bradesco’s 2017 performance is, by anyone’s estimation, a very good one. One reason for the bank’s performance is the leadership of Chief Executive Officer Luiz Carlos Trabuco. On Trabuco’s watch, Bradesco has put its footprint on the social-economic development in the country. The Board of Directors emphasizes business initiatives like the Brazilian Green House Emissions Program, Carbon Disclosure Program, Global Compact, and Companies for Climate Change. The bank’s 60-year-old educational program operates 40 schools in Brazil, and that program will benefit more than 100,000 high school students in 2017.

Chief Executive Officer Luiz Carlos Trabuco was instrumental in the purchase of HSBC’s Brazilian subsidiary in 2015. Trabuco’s work didn’t go unnoticed that year. He was Brazil’s 2015 entrepreneur of the year. The people who know and work with Trabuco were happy to hear about the honor. Trabuco is one of those born entrepreneurs, and he is certainly a banker’s banker.

Luiz was born in 1951 in Marília. Marília is also the birthplace of Bradesco. He is a University of São Paulo graduate, and at 18-years-old, he got his first job at the bank. Trabuco went through the bank’s training program, so he got a taste of every bank position before he got a chance to show his management style. That management style was obvious from 2003 to 2009. That was when Trabuco was the president of Bradesco Seguros. Bradesco Seguros accounts for 30 percent of the bank’s profits today. Luiz did something the other bank executives didn’t do. He put a corporate university together to teach leadership qualities to the executives responsible for each bank division.

Trabuco was able to instill a work ethic in the bank by demonstrating what that work ethic looks like. His workday is long, and then he attends business dinners and industry functions several nights a week to keep the Bradesco’s name fresh in the minds of his business competitors. And his dedication is paying off. Bradesco could be the largest private bank in Brazil if Trabuco and his team continue to expand bank programs and help the Brazilian economy get back on track.