Folksy, and too humble by half: Israel-Curley was a rare bird, and it paid off handsomely. (128 b&w photographs)
The history of Judy’s, the young women’s clothing chain, along with tried-and-true business advice, from the force behind the operation.
From its start as a storefront in East Los Angeles in 1948 to its current superstore status, encompassing 104 stores, Judy’s was the inspiration of Israel-Curley, who set the tone and guided the business for 42 years, until she sold it in 1989. It was nearly unheard of for a woman to be running an expanding business in the 1950s, but Israel-Curley was successful by dint of her intuitive business sense—she welcomed her employees into an extended family, treated them fairly, offered them advancement, had impeccable timing for big moves, and worked like a dog (juggling family and work throughout)—not to mention that she had a flair for innovation. She is the first to say that the eye of the customer dictates fashion, yet it was her fashion sense that resulted in shortening sweater sleeves, introducing a certain pink, and bringing jeans and Keds to the fore. In a style that thrums with the obvious energy she brought to her work, she explains her guiding principles: that the aim is to sell a great product at good value; that fear is incompatible with creativity and ambition (but that worrying keeps you attentive to details); that the product comes first, then the location; that it’s not location location location, but customer customer customer. (“Be attentive to your customer and never help another at the same time without the consent of the first.”) She is frank about her unhappiness with unions: she feels she treats her employees better than a union would, and is, admittedly, a control freak; then again, she was one of the first to hire African-American saleswomen. Her chapter on rubbing shoulders with the rich and famous can be disregarded entirely.
Folksy, and too humble by half: Israel-Curley was a rare bird, and it paid off handsomely. (128 b&w photographs)Pub Date: Oct. 7, 2002
ISBN: 1-58567-307-2
Page Count: 240
Publisher: Overlook
Review Posted Online: May 19, 2010
Kirkus Reviews Issue: Aug. 15, 2002
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.
A helpful guide to working effectively with people from other cultures.
“The sad truth is that the vast majority of managers who conduct business internationally have little understanding about how culture is impacting their work,” writes Meyer, a professor at INSEAD, an international business school. Yet they face a wider array of work styles than ever before in dealing with clients, suppliers and colleagues from around the world. When is it best to speak or stay quiet? What is the role of the leader in the room? When working with foreign business people, failing to take cultural differences into account can lead to frustration, misunderstanding or worse. Based on research and her experiences teaching cross-cultural behaviors to executive students, the author examines a handful of key areas. Among others, they include communicating (Anglo-Saxons are explicit; Asians communicate implicitly, requiring listeners to read between the lines), developing a sense of trust (Brazilians do it over long lunches), and decision-making (Germans rely on consensus, Americans on one decider). In each area, the author provides a “culture map scale” that positions behaviors in more than 20 countries along a continuum, allowing readers to anticipate the preferences of individuals from a particular country: Do they like direct or indirect negative feedback? Are they rigid or flexible regarding deadlines? Do they favor verbal or written commitments? And so on. Meyer discusses managers who have faced perplexing situations, such as knowledgeable team members who fail to speak up in meetings or Indians who offer a puzzling half-shake, half-nod of the head. Cultural differences—not personality quirks—are the motivating factors behind many behavioral styles. Depending on our cultures, we understand the world in a particular way, find certain arguments persuasive or lacking merit, and consider some ways of making decisions or measuring time natural and others quite strange.
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.Pub Date: May 27, 2014
ISBN: 978-1-61039-250-1
Page Count: 288
Publisher: PublicAffairs
Review Posted Online: April 15, 2014
Kirkus Reviews Issue: May 1, 2014
Occasionally wonky but overall a good case for how the dismal science can make the world less—well, dismal.
“Quality of life means more than just consumption”: Two MIT economists urge that a smarter, more politically aware economics be brought to bear on social issues.
It’s no secret, write Banerjee and Duflo (co-authors: Poor Economics: A Radical Rethinking of the Way To Fight Global Poverty, 2011), that “we seem to have fallen on hard times.” Immigration, trade, inequality, and taxation problems present themselves daily, and they seem to be intractable. Economics can be put to use in figuring out these big-issue questions. Data can be adduced, for example, to answer the question of whether immigration tends to suppress wages. The answer: “There is no evidence low-skilled migration to rich countries drives wage and employment down for the natives.” In fact, it opens up opportunities for those natives by freeing them to look for better work. The problem becomes thornier when it comes to the matter of free trade; as the authors observe, “left-behind people live in left-behind places,” which explains why regional poverty descended on Appalachia when so many manufacturing jobs left for China in the age of globalism, leaving behind not just left-behind people but also people ripe for exploitation by nationalist politicians. The authors add, interestingly, that the same thing occurred in parts of Germany, Spain, and Norway that fell victim to the “China shock.” In what they call a “slightly technical aside,” they build a case for addressing trade issues not with trade wars but with consumption taxes: “It makes no sense to ask agricultural workers to lose their jobs just so steelworkers can keep theirs, which is what tariffs accomplish.” Policymakers might want to consider such counsel, especially when it is coupled with the observation that free trade benefits workers in poor countries but punishes workers in rich ones.
Occasionally wonky but overall a good case for how the dismal science can make the world less—well, dismal.Pub Date: Nov. 12, 2019
ISBN: 978-1-61039-950-0
Page Count: 432
Publisher: PublicAffairs
Review Posted Online: Aug. 28, 2019
Kirkus Reviews Issue: Sept. 15, 2019
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