Bonobos is one of my favorite companies that I’ve written up. Right now they’re offering a free $50 gift card to new customers. Their awesome men’s clothing makes a great holiday gift, and it’s the kind of stuff that guys can wear to a new job.
This morning I learned that Audiogalaxy is being acquired by Dropbox. Audiogalaxy was the ultimate way to find and download awesome music back in the day. The experience that it offered back in the early 2000s was pretty remarkable, but they operated in a legal gray area and eventually had to drastically change their service. Today downloading is out and streaming is in. And if you’re streaming music, chances are that you’re using Spotify. The Swedish company launched its product in the US (their US headquarters is in New York, NY) about a year and a half ago and pretty much blew away the competition. While most streaming services offer a “radio” type experience, Spotify allows you to listen to any of their 20 million licensed songs whenever you want.
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The way that large corporations operate often boggles my mind. Take for example my friend who worked in the internal consulting division of a massive, well-known company. Despite being owned and operated by the company, his division had to bid against outside consulting firms for projects. There was a good reason for this (it forced the internal consulting division to watch its back), but it still seems a bit ridiculous. Another example of this kind of thinking is transfer pricing (don’t worry, I had to look it up too). It’s the “pricing of contributions (assets, tangible and intangible, services, and funds) transferred within an organization.” At first it may seem that since all of the money is going to the same place pricing things that are transferred within an organization doesn’t really matter. Unfortunately, that would cause all of the accountants in an organization (and the IRS too) to have a fit. So how do companies price these transfers? There’s no external market to set the price, and trying to do it internally can get really messy. That’s when companies bring in Ceteris a “global independent consulting firm specializing in transfer pricing, intellectual property and valuation services” that is headquartered in Chicago.
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I love boring businesses. It may not seem like it considering the fact that I’m often featuring startups that are on the cutting edge of technology, but I really do appreciate when a company is able to take an extremely simple idea and make it profitable. Uline is a perfect example. They are a Waukegan, IL based company that considers itself “the leading distributor of shipping, industrial, and packing materials to businesses throughout North America.” It all started in 1980 when Liz and Dick Uihlein identified a need for a local shipping supplies distributer. They started the business in their basement with the H-101 carton sizer, and now they have a product line that fills a 452 page catalog. That’s a lot of growth, and I expect it to continue as e-commerce and the shipping that results from it keep expanding (I have about a dozen boxes in my apartment from various holiday season shipments). And if for some reason the shipping business does slow down, Uline can always reorganize as a producer of forts for children—I always loved playing in cardboard boxes.
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We all know it; studying abroad can be a total joke. I know plenty of kids who partied in a different country for a semester and managed to get college credit for it. Fortunately, there are plenty of study abroad programs that focus more on the “study” than the “abroad.” One of those is The School for Field Studies. Now, you may be skeptical when you see their list of locations sounds more like your top 5 vacation destinations (Costa Rica, Turks & Caicos, Kenya, Mexico, and Australia), but look at all of their student accomplishments. The School for Field Studies is “the nation’s oldest and largest environmental study abroad program,” and it combines “hands-on environmental studies with scientific research to develop sustainable solutions to critical environmental problems.”
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