540.co

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2025 Best Small Workplaces-540.co_US1__684876e62756741e5db4b193_6

<p>Employees say:</p><p>"540 espouses and lives its core values all the time. 540 ownership expends a lot of time and resources to give employees a chance to get together during 540 week each August to work, have fun, and do a hackathon. Further, 540 is committed to its charity partners and employees alike, offering opportunities to benefit our communities and ourselves. Performance-based rewards are generous and just-in-time, not reliant on an annual performance review-type model."</p>

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CEO Joanne Crevoiserat talks growth at Coach and its other brands, Kate Spade and Stuart Weitzman.

How Premium Luxury Brand Coach Has Built A Moat For Parent Company Tapestry

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Leadership

 Steve, thank you for having breakfast with me today. [MUSIC PLAYING] So I was going to ask you, what your favorite cereal was, but can you give me your top three. That would be-- I have four kids, so giving like I wouldn't tell you what my top three, four favorite kids are. Do you have a favorite mascot? Now that one, that's a little bit the same question, but I have to say Tony. Tony? Tony the Tiger. Can you give me your best impression? There great. Rice Krispies or Cocoa Krispies. Rice Krispies, I think. Why? Because we do Rice Krispies treats as well and we sell lots and lots of those. The treats? Yes. Breakfast or dessert? Both. Both. Why not? For breakfast. Yeah, and lunch. [MUSIC PLAYING] You playing three on three versus Snap, Crackle and Pop, what other two teammates do you choose? Tony the Tiger and Toucan Sam. Because Tony can box out anybody and Toucan can fly straight up to the rim. And what are you doing? Watching. What are your thoughts on having breakfast for dinner? Absolutely. Do you do that often? Yes, very much. Is there a breakfast food you just can't stand? Anything from any my competitors. You're only allowed one Pop Tart flavor for the rest of your life. What is it? Chocolate. Thank you, Steve. Now let's eat. All right. 

Out Of the Office: What Kellogg's CEO Steve Cahillane Really Thinks About Breakfast

Health

And whether or not it's OK to eat it for dinner.

Thank you for having breakfast with me today. Is gonna ask you what? Your favorite cereal, waas. But can you give me your top? You know, that would be I have four kids giving, like I wouldn't tell you what my top 34 favorite kids are. You have a favorite mascot. Now, that one that's a little bit the same question. But I have to say, Tony, Tony, Tony the tiger. Can you give me your best impression? They're growing Rice Krispies. Cocoa. Uh, Rice Krispies, I think. Why? Because we do Rice Krispies treats as well. We sell lots of treats, breakfast or dessert? Uh, both. Oh, both. Why not? For breakfast and lunch? You're playing real three versus snap, crackle and pop. What other two teammates? Huge. Oh, Tony, the tiger into can, Sam. Because you know, Tony can box out anybody into Can't fly straight up to the rim. But what are you doing? Watching What are your thoughts on having breakfast for dinner? Oh, you do that often? Uh, yes, very much. Their breakfast food. You just can't stand, um, anything from any of my competitors. You're only allowed one pop tart flavor for the rest of your life. What is it? Chocolate. Thank you, Steve. Uh, now, let's see. All right,

 ANDREW NUSCA: Verizon will buy Yahoo for $4.8 billion dollars. Erin, is it a smart move? ERIN GRIFFITH: All right, I think it's too early to say whether or not it's a smart move, but I'm going to take the negative argument here. I don't think it's a great move for Verizon. What they're trying to do is get into the mobile advertising market. It's $100 billion market. ANDREW NUSCA: Huge. ERIN GRIFFITH: But It's completely dominated by Facebook and Google. And so the question is, if you're going to try to take on Facebook and Google, two of the most valuable, innovative companies in the world, is Yahoo really going to be the weapon that you bring to the situation? It's a shrinking, declining asset. And it's been struggling to turn itself around for almost a decade now. I don't see it. ANDREW NUSCA: I do agree with you that Yahoo's turnaround has left a lot to be desired. I'm not the only one who thinks that. I think users would agree that it hasn't really moved the needle. But at the same time, you have to take Verizon's CEO Lowell McAdam's view. You run a $230 billion dollar telecommunications company. That's good. You're the tops in the United States. But at the same time, this is tough. It's a really saturated market. It's viciously competitive. It's really capital intensive. So why not use the pipes that you've already spent all that money for and just make more money from them? That's where Yahoo comes in. ERIN GRIFFITH: But you know what other market is extremely saturated, extremely competitive, and very capital intensive? Creating content. ANDREW NUSCA: Yeah, all right. All right. ERIN GRIFFITH: And that's what Yahoo has been doing. In fact, that's the difference between Yahoo and Facebook and Google. If you look at, Facebook and Google are making tons of money. They're not producing any of the content. They're simply facilitating the way we find it, and they're making a ton of money advertising against it. They don't have to hire content creators or journalists that are very expensive. Yahoo is doing that, and that is a really tough business. ANDREW NUSCA: But isn't content supposed to be the hot new thing in 2016? Come on, you got Google investing in YouTube talent. You've got Apple starting radio stations. You've even got Amazon building a whole movie studio inside the company. So why not Yahoo and Verizon? ERIN GRIFFITH: Well, that's true. And it's very fun when tech companies decide to dabble-- sprinkle some of their profits out into the media and content world. ANDREW NUSCA: [LAUGHS] ERIN GRIFFITH: But it's not their core business. And often what they do-- and this happens every few years. There's a cycle of media companies or tech companies investing in media. And what usually happens is that they realize it's so expensive, it's really hard to know-- you can't A/B test something like content. It's really hard to really have consistent hits. And I think Yahoo has struggled with that. They hired Katie Couric. They were very criticized for how much they're paying her. They bought some TV shows including Community, which they eventually ended up writing down. They're realizing that it's expensive and really tough to do. And so I think Verizon has to be prepared for the struggle. ANDREW NUSCA: That's a fair point. For one show that's big on the internet, come the fortune.com for more Tech Debate.

Verizon's Yahoo Acquisition Might Not Be a Smart Move

Finance

It bought Yahoo's core Internet business for $4.8 billion.

Verizon will buy Yahoo for $4.8 billion. Erin, is it a smart move? All right. I think it's too early to say whether or not a smart move, but I'm gonna take the I'm gonna take the negative argument here. I don't think it's a great move for Variety. What they're trying to do is get into the mobile advertising market. It's $100 billion market, but completely dominated by Facebook and Google. And so the question is, if you're gonna try and take on Facebook and Google, two of the most valuable, innovative companies in the world yeah, who really gonna be the weapon that you bring to the situation, that shrinking, declining af it, and has been struggling to turn itself around for almost a decade now? I don't see. I do agree with you that Yahoo's turnaround has left a lot to be desired. I'm not the only one who thinks that. I think users would agree that it hasn't really moved the needle. But at the same time, you have to take Verizon CEO McAdams view, right? I mean, you run it to $230 billion telecommunications company, right? That's good. You're the tops in the United States, but at the same time, this is tough, right? It's a really saturated market. It's viciously competitive. It's really capital intensive. So why not use the pipes that you've already spent all that money for and just make more money from them? That's where. Yeah, But you know what? Other market is extremely saturated, extremely competitive and very capital intensive, creating content. All right, that's what Yahoo has been doing. In fact, that's That's the difference between Yahoo and Facebook and Google. If you look at it like Google are making tons of money, they're not producing any of the content there, simply facilitating the way we find it. And they're making a ton of money advertising against it. They don't have to hire content. Creators are journalists like us. They're very expensive. Yeah, who's doing that? And that is a That is a really tough but isn't content supposed to be the hot new thing in 2016. I mean, come on, you got Google investing in YouTube talent. You've got Apple starting radio stations. You've even got Amazon building a home movie studio inside the company. So why not Yahoo in variety. Well, that's true. And it's very fun when you know tech companies decides to dabble, Sprinkle some of their profits out into the media and content well. But it's not their core business, and often what they do. And this happens every few years of the cycle of media company are tech companies investing in media. And what usually happens is that they realize it's so expensive. It's really hard to know you can't a B test something like hunting. It's really hard to really have consistent hits. And I think, yeah, who has traveled without you know, they hired Katie Couric. They were criticized for how much they're paying her. They bought from TV shows, including community, which they eventually ended up writing down. They're realizing that it's expensive and really, um to do. And so I think Verizon has to be prepared for the struggle. That's a fair point for one show that's big on the Internet. Come to fortune dot com for more tech debate

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