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LyrArc brings in selected articles from many of the world's top publications.

Articles are selected by experts and you can see the gist of the important articles.


Wall Street Journal Original article ›
LyrArc Article Gist
Real estate website Zillow says it will partner with brokerage firms, following its acquisition of No. 2 real estate website Trulia Inc. CEO Randy Marsh of Zillow says Zillow was started as a media firm depending on advertising revenues, not a real estate brokerage. As Zillow was started by employees who left Expedia brokerage firms are nervous about the deal, considering what happened to travel agencies following the shift to sites like Bookings.com, Expedia and Kayak. Broker acceptance is important for the success of the combined firms. Brokers rely on the websites for information, but realize they have lost control of the information they once controlled. The two firms have combined revenue of $400 million, but lost money during 2014. Zillow plans to issue $3.5 billion in stock in the deal closing by 2015.
Wall Street Journal Original article ›
LyrArc Article Gist
CEO Jeffrey Boyd of Priceline.com hands the CEO role to Darren Huston, a former Microsoft executive. Boyd will continue as chairman. During a remarkable leadership for the company following the dotcom bust Boyd made important acquisitions, including Booking.com. The smaller online travel companies with a focus on hotels in Europe and Asia helped Priceline.com grow rapidly by taking smaller commissions. Priceline shares increased by 65% in 2013 to reach $1000. Revenue for the third quarter of 2013 increased 33% to $2.27 billion with increase in Asian bookings, and overall profit increased to $866 million from $596 million in the year ago quarter. Boyd's strategy in 14 years at Priceline.com was to keep the different websites acquired under separate management to keep brand loyalty and customer perceptions. Websites such as Agoda.com, Booking.com, Kayak, and Rentalcars thrived under independent leadership at each website. Huston headed the international brands and Booking.com from Amsterdam, where he will continue to be located....
The Times Original article ›
BusinessWeek Original article ›
LyrArc Article Gist
Specialized websites such as Realtor.com,Trulia, Zillow in the US and Rightmove in the UK have customized features appropriate for the field. In this case real estate search. This vertical search is proving superior to the horizontal search of the world's 182 million websites that Google searches, when it comes to specialized tasks. Restaurant reservations has OpenTable, job-hunting has Simply Hired. These sites do more than simply search, they also complete transactional tasks which Google doesn't. In the retail Amazon is adding new features specialized to the retail field, and also has consolidated online retail. Right now Google has 69.4% of the search market to Bing's 24.4%. For Google 96% of revenues come from search, even with diversification efforts through Android (mobile devices), YouTube (video advertising), and Chrome (browser software). Google acquired ITA Software in 2010 to compete in the travel field. Rayport says the search business is changing with users geting more sophisticated and demanding, and he sees a shift to vertical search. This shift appears to be the next step as the capabilities of horizontal search are being exhausted....
The New York Times Original article ›
LyrArc Article Gist
Baker and Shear show the changes in president Trump's views on Islam and Islamic extremism following his meetings with leaders from the region since taking office. In his speech to leaders of the region Trump said "Islam is one of the world's great faiths" and said what was needed was "tolerance and respect for each other." He also said it was not about "conflict between religions, sects or civilizations." General McMaster calls it "learning" for Trump, something Trump has shown a capacity for when he badly needs to get it together and make a conscious effort. As a result the page on the travel ban on the Trump website has been taken down. This is an astonishing about face seen in one way because of Trump's rhetoric during the election and right upto the travel ban, yet it also shows Trump's business instincts and willingness to learn and be open, showing he has many personality traits and is a more complex person than he looks at first glance. This may also be how he survived in business bankruptcies, by adapting and learning. Contrast this with the views of Marine Le Pen during the French presidential election, and it shows that the business side and commercial instincts of Trump make a real difference. He can appeal to the cultural angst of followers, whether it be for Mexico or the Middle East, yet take a sensible approach to get on with it when needed. Trump needed to be careful about words and meaning following a month of media revelations on the relations between Flynn and Russia, and the appointment of a Special Counsel to investigate Trump campaign connections with Russia. ...
New York Times Original article ›
LyrArc Article Gist
Lipton, Austin and LaFraniere of the NYT tell the story of how the serious differences between the prime contractor for the federal healthcare website, CGI Federal, and the Obama administration officials handling the website, evolved into conflicts that could not be resolved. This led to the flawed website being rolled out on schedule ignoring serious problems with the website. The detailed report comes after interviews with Obama administration officials and specialists who worked on the project and looking into government and contractor documents. A month ago in October 2013 the healthcare website for the Obama healthcare law was up only 42% of the time with 10 hour failures happening frequently. Basic steps for the functioning of website backup systems in case there is a failure, testing to ensure negligible or no outages, were not secured. The government officials responsible for the rollout did not have the capabilities to handle such a project. Henry Chao, who worked in the Medicare agency for 19 years was left to oversee day to day questions for the website HealthCare.gov, but lacked a formal background in software engineering and no authority to make the decisions needed. The $630 million project was setup inside the Medicare Agency, instead of a separate agency specially setup for this project and staffed with the appropriate skills as originally proposed. Five different lower level government officials made decisions without the authority needed and no one person with the necessary skills was given overall responsibility and decisionmaking. A series of missteps were allowed to take place- settting many added requirements that made it difficult for contractors to focus on basic steps and get them right, use of the MarkLogic database system instead of systems from IBM or Oracle against the advice of contractors, multiple contractors without a way to control the overall project, shifting requirements from the government and bureaucratic delays for resolving basic issues such as use of social security numbers, all worked to create delays. With the delays came a deterioration of relations between Obama administration officials and the contractors. The government officials response was to stick to the deadline of Oct. 1 rollout, with Michelle Snyder, chief operating officer of Medicare agency telling people she would fire the contractor if possible. In the end no one took responsibility for a safe reliable rollout, even though the system failed a test of 500 users in late September and was down half the time in mid-October. President Obama or his advisors were either not kept fully informed, or did not grasp the significance of the collapse in relations between contractors and the government and a project out of control. His aloof distanced approach was not an asset in such matters- saying about the rollout and use of the website: "this is real simple" like using the Kayak website for travel bookings- and he saw no need to take action leading to the major failure for the administration that followed....
Wall Street Journal Original article ›
LyrArc Article Gist
Jet Blue came to Boston in 2004. At the time it had one gate and 30 employees at Boston's Logan International Airport. The airline now has 2300 workers and 17 gates in Jan 2012. It now has 104 nonstop daily flights to 44 locations in the U.S. and Caribbean, with plans to reach 150 flights by 2015. As American and Delta pulled back to focus on their main hubs, Jet Blue expanded quickly. It started as an airline for vacation travellers, but soon attracted business passengers for the cheaper cost of flights, especially for cost conscious travellers after the recession hit in 2008. Jet Blue also offered better service and more leg room for business passengers. Jet Blue's CEO, Dave Barger, says 30% of traffic into and out of Logan now is for business travel.
Wall Street Journal Original article ›
WSJ Original article ›
LyrArc Article Gist
Contrast the slow US vaccine export response with that of India, Russia, EU and China. Only in May 2021 after India's daily Covid cases were close to 400,000 a day did the US make a serious offer of vaccines to other countries in need of assistance. U.S. president Biden says that 80 million vaccine doses would be exported by the end of June 2021. The WSJ says citing Airfinity, a London research firm, as of May 10 more than 333 million doses of vaccine were produced by the US and only 3 million vaccine doses were exported. Contrast that with the European Union which has shipped 111 million doses overseas one third of its total production, Russia which has exported 27 million doses.  India has exported 66 million doses according to the Ministry of External Affairs website as of May 17, 2021. This includes 4 million doses to Brazil, 4 million to Nigeria. Within its own region Bangladesh received 10 million and Sri Lanka 1.2 million doses, Afghanistan 1 million. Mexico received about 1 million doses. In Africa the Democratic Republic of the Congo which has suffered from many epidemics including Ebola virus received 1.7 million doses, Nigeria 4 million doses, Kenya 1 million, Uganda 1 million. Of the 66 million about half of it is a direct grant assistance and Brazil, Mexico, Morocco received all vaccine as grant assistance, 70% of Bangladesh's is grant assistance. The list on the Ministry of External Affairs site of the Government of India shows 95 countries including many of the most struggling nations of Latin America and Africa, bringing hope to countries which are struggling to hold onto hope for a better life beyond the pandemic. Sending help overseas through vaccine supplies is suspended for the moment but will resume in July after India has pulled in all of its pharmaceutical manufacturing industry under a government guided effort to go all out. Never has so much help bringing much needed hope gone to so many countries of the world in the twentieth or twenty first century from a nation that is struggling to meet its own needs. The US in pursuing a US first policy of vaccinating all its citizens has not taken into account the need to bring this evolving vaccine technology into the hands of as many qualified pharmaceutical manufacturers as possible. This in a rapid response to expand manufacturing capabilities to meet world wide demand. The risks of not doing so were not taken on early- the very same way the virus spread in January to March of 2020 can be repeated as people travel around the world particularly for tourism, business family reasons. This risk takes on anew dimension of contagious mutations of the virus which are 50% more- the Indian variant being 50% more contagious by some estimates than the UK variant, which itself was estimated to be 50% more contagious than the original one.  The result a pandemic that stretches out indefinitely unless billions of doses are made in a short timetable to beat the timetable of Nature through the coronavirus. India is doing this for the first time with plans to produce billions of doses by engaging the whole of the Indian pharmaceutical manufacturing industry in the effort in a rapid response so that July to December would see 1.2 billion people vaccinated. The US effort, the European effort is left to the individual effort of pharmaceutical makers in the US and Europe, not a government guided effort to engage the entire pharmaceutical industry of the US and Europe in a rapid response timetable of 2-6 months.  ...
WSJ Original article ›
LyrArc Article Gist
A 35 year old Engineering professor from Texas who studies how transportation systems propagate infectious diseases and her 2 graduate students from China started and since January maintain the database of coronavirus confirmed cases and deaths. This is one of the widely used databases, also used by public health officials in the U.S. The database was started with a hunch from one of Lauren Gardner's students from China Ensheng Dong who comes from Shanxi province, north of Wuhan. A geography and mapping specialist he had studied in the U.S. since 2012, and spent many hours inputting data by hand following his classes. This WSJ report says the website was built in 1 day and was launched on January 22, when the coronavirus cases were practically nonexistent in the rest of the world and were concentrated in the Wuhan area. This report says behind the data reported in the media everyday is a complicated supply chain filled with challenges that come with data, what is reported, underreported and with what assumptions it is reported. Dr. Gardner says she is dealing with so much data on her dashboard, 4000 points of data, that its hard enough to pull all the data scraped together from different sources, its impossible for her to check the assumptions behind the data for consistency and trying to figure out facts underlying the data.  One of the ways the virus developed in the rest of the world is the surprise with which it caught western countries and then the rest of the world. As a result something that the government authorites would do such as the Centres of Disease Control is being done in a totally ad hoc manner. The U.S. government uses the University of Washington Health Metrics database, and in turn the University of Washington Health Metrics database takes some of the data from the John Hopkins database. Because a complacent population in the western countries were relying on numbers counted as cases to know how serious this epidemic was or whether there was an epidemic, the significance of data count from China assumed a signifcance far out of proportion to what it might normally be. This was because the western countries in Europe and America never encountered an epidemic of this kind in living memory, the last one forgotten from 1917 hundred years ago. Researchers in Gottingen University study in Germany conducted analysis of data in studies of cases published in Lancet Journal and found that only 6% of cases were being shown- that a much larger part of the population was infected. A researcher at Princeton University Ramanan Laxminarayan says countries tend to delay reporting until a problem becomes certain, because telling others comes with economic costs such as a rapid drop in trade and travel. Yet he says early warning systems are key to prevention. Early warning from the different publicly available data bases was not possible for many reasons. Relying on such ad hoc data was hazardous considering that as the NYT reported recently when there was the first confirmed detected case reported in New York there were already 10,000 persons estimated to be undetected. James Glanz and Benedict Carey, say in the NYT.com on May 7, that hidden outbreaks spread through U.S. cities far earlier than Americans knew, estimates show, which makes the publicly available databases giving a false sense of security, and not acting as an early warning because of the inadequacy of the resources for this task for individual researchers to handle. Not depending on  hurriedly put together databases with inadequate resources and having an independent sense of what the danger was as German chancellor Merkel described it in her first coronavirus address in March, was a better early warning signal than the databases in retrospect. And this too had come late. The reason is that the response had to be fast, very fast, and public perceptions had to be shaped quickly about the magnitude and speed of enormous proportions of the coronavirus, so that actions could be shaped quickly and executed quickly to stop it in its tracks.    ...
WSJ Original article ›
New York Times Original article ›
LyrArc Article Gist
Best Buy sales increase by 3.4% in U.S. stores for the nine weeks of the 2014 holiday season through Jan. 3, and online sales increased 13.4%, with the improving U.S. economy. Sales were higher for newer flat screen televisions and smartphones as customers made replacement with new models. The outlook for 2015 remains uncertain because of volatile exchange rates and declining electronics prices.
New York Times Original article ›
LyrArc Article Gist
James Stewart of the NYT describes the remarkable turnaround at Best Buy executed by Hubert Joly, a graduate of the French Etudes de Politiques in Paris and former CEO of Swedish hotel and travel company Carlson. He did this by carefully analyzing the areas where Best Buy was falling short and not delivering for customers a winning proposition. Statistics showed Best Buy had fallen behind on price. One survey showed only 23% of respondents found Best Buy prices were lowest, compared to 71% for Wal-Mart, 56% for Amazon, and 38% for Target. That Wal-Mart and Target are able to hold their own- in the case of Target with 38% along with some other advantages of customer targeting- against showrooming and internet retailers such as Amazon, and the 56% for Amazon which showed Amazon was itself not a price leader, gave Jolly insights into the strategy to pursue. Jolly took out costs elsewhere and made Best Buy the place where the shopper would get the lowest price and much more in terms of convenience, service and advice. The strategy has worked but Jolly is not complacent saying that in this business your success is only as good as your last call. Best Buy's stock is up 240% and is one of the best three stocks of 2013....
Wall Street Journal Original article ›
LyrArc Article Gist
'Showrooming' is hurting big retailers with large stores such as Best Buy, Target and Wal-Mart, which are taking their own actions to reduce the impact.

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