Business Plan : Examples and Best Practices of Business Plan Writing

Hello, my name is Ian Casterton and welcome to StartMeUp videos today we’re joined by doctor Steven Gedeon to discuss the proper techniques to business
plan writing. Thanks for joining us Steve My pleasure Steve you have started over a dozen companies venture
capital firms and nonprofits Can you tell us about your most recent company i haven’t started over a dozen i’ve been the CEO,
turnaround or started over a dozen My most recent company um… probably
would’ve been 3DNA we raised five rounds of financing five or six rounds of financing and it’s the number one download in our product
category for the last year and we grew the company to over a million in revenues and over twenty employees before declaring victory and moving.
Ian: Congratulation on your success.
Steve: Thanks and you have also started a number of venture capital firms
correct ? yes of the largest would’ve been are hundred
billion million dollars US VS program based out of san diego I was also involved with starting a couple of smaller seed venture capital firms as well so you had both perspectives, You have asked for money as an entrepreneur and you have spent someone else’s money as a venture capitalist. Can you tell us about the different perspectives ? It really doees give you different perspectives When it’s your baby and you are passionat about it. You don’t understand why don’t these idiots get it and then suddenly the next week on the other
side of the table going wow why don’t these entrepreneurs get it All I want is a simple answer to this, this and this and the entrepreneurs just don’t get it so yes it has given me a really intresting perspective on the both buy and sell side of the transactions and now you teach business plan writing correct ? that has given me an even bigger perspective. I thinnk Confucius said
something like; to really understand something you know if you hear something you learn
a little bit if you do something you learn more but to learn the best you have to teach somebody else
something so it sounds like a business plan is a useful
tool for just the entrepreneur just to get their ideas on paper ?
Steve: business plans play a variety of roles. Certainly a number of business I have started up, we never had a business plan.I have seen a lot of well written documents saying don’t waste
of time writing a business plan certainly for some businesses you shouldn’t
waste your time just get out there just do it do it,do it,do it and why bother write it down on a piece of paper but business plan certainly play a very
key role for certain reasons so certainly if you’re trying to raise financing and you want to promote yourself as a credible intelligent
entrepreneur or with the well-thought-out business plan you know what the money is going to look
like, how much you need and why then people want to see at least something you should keep it short i would say very few people will read more
than twenty, twenty five pages. That would be it a lot of people won’t go beyond the executive
summary before they make a decision on it so there is a lot of different reasons to write a business
plan so i’m an entrepreneur and I just decided, I want to write a
business plan Steve: Good for you
Ian: Thank you What are some strategies that I can get what is in my head right on the paper ? do I have to think about an outline for everything or should I start right away ? Good Question i think that the writing the business plan itself is not nearly
as important as the process by which you think through what is a successful business that if you leave if you think through and
write through what makes a successful business and figure out all those things then the business
plan will write itself so so when I teach the course for example What I start with is saying just write down week two or week three Just tell me what your idea is clearly and succinctly what is your idea and surprisingly that’s that’s hard for a
lot of people that’s, they talk around it’s they it seems clear in enough in their own mind when they
try to put down on a piece of paper the idea get’s burried under too many words you’ve got to be able to convey what your
idea is in a sentance maybe two if you’re selling to your mom who loves you maybe
three sentances because she will pay attention long enough but if it’s not if you can’t clearly articulated at a paragraph then it’s not clear in your
own mind that’s that’s the first phase of just what
is it and then second phase i usually go through is i say tell me in detail who your customer is and why they care and very often what’ll happen is as people think about who their customer is and why they care then they have to go back and
change what the original idea was and so the idea of being able to really focus on
who that customer is is so important and and and most entrepreners don’t
get this. What they do is to say I’m seeling to women well the problem is you can’t sell to women The thing I like to say to students sometimes is imagine you started a company there’s a telephone start making phone calls you are selling to women what are you going to do just pick up the phone call the first person Hi, are you a woman ? let me sell at you You stand on the street corner in a chicken outfit, hey women buy my thing ?! you have to have in mind a particular woman doing a particular thing what is it about that particular individual
that makes them pay attention to your idea, love your idea
and buy from you and and the more you can’t focus on and
it’s segmentation niche marketing kind of business lingo associate with this the better you can articulate who that target
demographic is their psychographics what they read where they hang out better you can place your message in a place where they’ll see it Steve: Does make sense ?
Ian: It does, and it sounds like you are detailing a lot about
the exectuive summary and how that is the more important element of a business plan. Steve:We haven’t written the executive summary yet. I’m still working through, think through the right business. You can do this on a piece of paper, hand written and so let me go through a little bit more some of
the kind of a big conceptual blocks that you need to fit all together maybe i’ll back up a little bit the business planning process self most business planning books seem to say you
start beginning and you write through the end but that’s not what you think through business. The way
you think through a businesses is you start you start thinking through a little bit then
you realize you got to go back to beginning and start over again then you think you little bit more go back to the beginnig so you’ve got the slate clean process to go
through before you fine you’ve figured out how to make it all came
together now you can start writing a business plan so the first thing you do is to say you in
general terms safely what’s the business and then say cooled by selling to but in detail not just you know women or you
know people between the ages of twenty five and
thirty five you people of different you got out honor that’s when you’re trying to sell your
product to them and so we figured we hear from you customers and uh… figured out how quickly with the price point
needs to be as an example then obviously need lookit career competitors are uh… then comes kind of a quarter business concept of strategy how it different from your competitors that way that’s important your customer which means you don’t know who the competitors
are getting the customers are and yet a hundred different now the figure that out and put it to go back
to rewrite business is all about at any time we have to go back to rewrite the customers
are again sorry at any time in this process should you be taking breaks to talk to any
potential customers the market will tell you anything you need basket but so many people rate these business plans
that are castles in the sky dreams based on you know it’s a billion dollar market side
is gonna get a fraction of a percent of the billion dollar market may act like that means
anything that’s not what business is the bill businesses are built one customer a time once sale at the time okay uh… just uh… dual curve ball uh… as a venture capitalist country with
them hundreds of business plan meanwhile was the
most important component or what did you first look at tearing me if you should keep
on reading or his electrical reports um i can speak with the story on this matter
everybody agrees on this point person you look at forces the executive summary of the first thing you look at is really uh… but people bet on the jockey before the fed of
course people that honor eighteen with the big plan over
and any plan with the people so they look at the entrance uh… they look at the overall business idea and that damn right to the financials and that seems like
it’s the most challenging part of the business plan ras pickens struggle with the financial
thing all the time shannon adaptive and so many of the business plan but six release
declined step one is estimate the overall size of the
market you know some big crazy large number step
to estimate your percentage of it all i need is one percent step three make a random crazy yes at how to go from zero to that one percents
over specs for your time and that becomes your top-line revenue number but but that’s that’s such fantasy and again it doesn’t honor the reality of hollow on thurs build a business make once
it with time so as a superficial example you would say month one popping a put in my financial protectionism
i’m gonna make five hundred cold calls of those five hundred cold calls a hundred
people above the election speak with of those hundred people tend to go into be interested alarming face-to-face with five of them of those five i’m not gonna close any sales month too i’m going to make three hundred phone calls you know meet with
that’s number of people and then i’m calling to make a sale and also part of those revenue drivers are why do you make a sale who wanted to make that sale to there’s a
big company little company like what part of my target demographic how much is that still than before so no as a b c when i look at that time thousands
eilers instruction arbitrate ten thousand dollars i can see it hard to come up with
that ten thousand all i see you can make a bunch of phone calls
you to meet with people you can’t see why the san francisco open a
cd expense that we are very good on and uh… all i see you not and you get a filmmaker silverstone i’ve been there you’re gonna feel glad to
be you know that you want to you can see all the steps of the author is
going through to get to that sale now that number has some credibility it’s not you know you throw darted a dart board and
month one of my have ten thousand dollars mean or even worse you say something stupid like
that this is conservative everybody knows that the numbers that you’re
putting your business plan are long before you put and you’ll be believes your numbers and chances are you getting your numbers right
are astronomically zero but the question is once you’ve got my millions of dollars your six months it and now the numbers are wrong we all know
to be wrong the question is has the projections giving
you a died management action so that’s the real purpose of the financial
numbers is does it give you a guide to action but let’s say for example that you say uh…
okay uh… on my spreadsheet first able to do them as
they are going to give away ten thousand brochures of those ten thousand brochures arm we’re gonna get a two percent response rate people go to our website uh… as result we have a certain number of
hits on our website fall from the number of people come to our
website we’re gonna conversant percentage of those two cells uh… at a certain dollar value and now what you know finally revenue number it was is you know all those numbers add up basically what comes and goes your numbers are wrong question is why what did you feel depicted
you give away the right number brochures yes but we didn’t get two percent sponsoring need we need to change the brochure didn’t change the color of marketing message
or who we give them out too maybe we need to change that or else they be did percent response rate
but didn’t get the drive through the web traffic what can we do to fix that mike you know maybe once people come to the website
they’re not buying if you do something different your website
if the price point is wrong but usual guide to management action as opposed to what we said would be ten thousand we didn’t
make ten thousand which we do different uh… i don’t know tried harder let’s try harder it up but that doesn’t work for you but have you how do you tell your business
plan for these different audiences you always have to evaluate your audiences
what they want to see and what the call to action is from them so the call to action for a brochure could be anything from by now call this number on go to our website began tell people what
the called actions so any chance you specific question perfect or after the cds is is a
different plan and you would write to your own poorly which is a different plan that you might right
for your bank which is a different plan than you might right for your phone clarity of
thought are for one of my going to do to uh… make money off of this venture as
opposed to is great ideas motivational pocket lots of pictures stuff like that are you getting a lot of questions that archer’s out out there in the world have i’m sure uh… thank you very much if you have any
other resources needed for now line for business plan warning or sources please visit family oppression
dot com defense again for joining us trip

Working with Lemons Family Explained

we’ve received a lot of questions of who’s related who’s not what does everyone do let me try and explain that it all started out with mom or Jean and she met Ernest born Ernest had three kids and Jean had six and then they got married which made a lot of them that’s me not the friend Milano gland on I’m Robbie Bagley on occasion I’ll act but usually I’m directing or editing then there’s Kamri Bagley she plays Elsa and she marries Jeremy Fox that’s my sister Taylor born and she married Tyler James when it comes to animals no one knows them like Taylor my brother Porter Bagley who plays Flynn Rider in re Bagley’s blade older Anna and Ariel Jordan born Anton Bagley we played Hans Nathan born and of course Mia Bagley we played on ax and we’ve got a lot of friends there’s Austin barrini Austin Wilson Josh Jorgenson Andrea Nelson Carson Woodmansee and many more so that’s working with lemons family thanks for letting us be a part of yours keep coming back and we’ll keep you entertained you

Why WeWork’s Business Model Is Risky | WSJ

– [Spencer] WeWork’s IPO is
coming as soon as next month. – Investors might rightly be wondering if it’s a bridge to nowhere. – This is, obviously,
an unprofitable company. We’ve seen a number of these companies come to market this year
with actually mixed results. – A lot of numbers are swirling around, but if you really wanna understand
WeWork’s business model, look at this one, $47 billion. That’s how much the
company is on the hook for in lease obligations leading
up to its public offering. It says a lot about how the company works and why some investors
are eyeing the risks. (pleasant piano and orchestral music) You probably know WeWork,
which recently changed its name to The We Company, as an office space with a specific aesthetic. You know what we’re talking about. The glass walls, plants, cafes, mid-century-style furniture. WeWork’s basic business model
is to lease large spaces, transform them to look like this, and then rent them out to
individuals and companies at a higher price. – [Spokesman] Our software
finds the best buildings in the best locations.
(dramatic orchestral music) Before we even begin construction, we build full 3D models to make sure we’re creating environments
that allow members to thrive. – [Spencer] As of 2018,
the company operated more than 35 million square
feet of space globally, and it currently occupies 528 locations in 29 countries around the world. (dramatic orchestral music) – [Spokesman] Speed is important, because on average, we
open two new locations every single day.
(dramatic orchestral music) – To cover the costs of
the renovations and leases, WeWork charges individuals and companies through four different membership options. For one of the cheaper plans, a member can bring their laptop and sit in a common area
if space is available, and for the most expensive plan, companies can rent out full offices, suites, or entire floors. WeWork also offers a service
called Powered by We, full custom build-outs
for larger companies. So why are some analysts
and investors skeptical? Well, some are concerned
with those lease obligations. When WeWork signs a lease
on a building in the U.S., they commit to an average of 15 years, but WeWork’s members only commit
to an average of 15 months. WeWork’s obligations top $47.2 billion, but its customers have only signed leases on $3.4 billion worth of space. Recently, the company has started signing more long-term clients, but still, with 528 locations, that’s a
lot of time and space to fill. It’s unclear how much
space WeWork needs to fill to break even, but the
company’s occupancy rate fell from 84% to about 80%
in the final quarter of 2018. The company said the drop
was caused by expansion. New offices traditionally
take up to 18 months to fill, but it’s unclear what would happen if suddenly fewer
start-ups and freelancers were looking for workspace, which could happen in
an economic downturn. It’s also unclear what would happen if existing tenants started to default. One place investors are
looking for precedent is International Workplace
Group, formerly known as Regus, a Swiss company with a similar
business model to WeWork. During the economic
downturn in the early 2000s, IWG’s U.S. unit filed for bankruptcy as its revenue fell but long-term
leases remained in place. WeWork has said it’s
flexible business model would help keep it safe in a downturn. The company’s rapid expansion has helped it stay out
in front of competitors, but some investors are
concerned that could change. That’s because WeWork’s business
model is easy to replicate. The company has filed for
some industrial design and furniture patent protections, but anyone with enough cash can lease out industrial office space
and flip it, and they have. A New York-based rival, Knotel, hit an estimated $1 billion valuation following a recent round of funding, and in 2017, Blackstone
acquired a majority share of The Office Group, a flexible workplace provider in the U.K. Investors will have to decide if WeWork’s size and
flexibility are enough to protect it in a period
of economic uncertainty. (pleasant mallet percussion music)

Model Testing | How To Build A Fashion Portfolio With Talent Agencies | PRO EDU Photography Tutorial

(upbeat music) – A model test is an
opportunity for a photographer and a model to build
their portfolios together. If you start in model testing, it’s gonna open doors in the
fashion photography field. The end result that needs to
happen in a great model test is that that model looks
their absolute best. When photographers fail at this, it’s not because they’re
bad photographers. It’s because they just don’t know what agencies and agency
represented models really need. In this tutorial, you’re gonna learn who to shoot and how to shoot them. I think we might do a hair and
makeup change at this point. Exactly. That arm can even like, yes. One foot bent that way, and
turn this foot this way. You’re gonna learn about
working with modeling agencies to shoot quality models. I love that ’cause that
lengthens your lengths, which your agents will love,
so bring that back out. Kick that foot. Good. You’re gonna see me shoot two
different types of models. We’re gonna take one model
that’s considered editorial. Go for it. Yes. And another model that’s
considered commercial. So let’s do that hand. Wrap it around your neck and then we’re gonna lean
in and gimme a little laugh. Perfect. Love that. We’re gonna use simple lighting, some natural light, some strobe. And then you’re gonna
open up your body to me as you come in here. Let’s try it. Perfect. Yes, perfect, good. And simple camera techniques. I love when I come lower with the model and they look like above me. It just exaggerates that. To get the quality that you want in as fast as possible time. Good. I think we’ve got that. With this tutorial, you’re gonna get my
Comprehensive Posing Guide. This is a great resource
to see what types of poses agencies are going to wanna see from a successful model test. Oh gosh, I love that! I’m gonna give you an
email template to send to modeling agencies. It’s gonna have the right
tone and the right language that’s gonna increase your success rate. My favorite thing that you’re gonna get from this tutorial is my
top secret packing list. It’s gonna make your
process so much easier, and it’s gonna give agencies
exactly what they want. Whether your goals are
to build a new portfolio, monetize model testing
or take that next step in your fashion photography career, these resources are foundational so that those things are easy,
seamless and quick for you.

Introducing Apple Card

♪ Music playing ♪ This is Apple Card. A credit card created by Apple,
not a bank. So it’s simple, transparent,
and private. And it’s the only credit card
designed to take advantage of the power of iPhone. It works with Apple Pay
so buying something is as easy as…
[APPLE PAY CHIME] And unlike other
credit cards, it helps you easily understand
your spending. It’s all right here by week,
by month, or by category. And if there’s a transaction
you don’t remember, Apple Card uses Maps
to show you where it was. Like, exactly where. Let’s talk about rewards. You should get them today,
not a month from today. That’s why Apple Card
gives you daily cash, with every purchase. It goes straight to your
Apple Cash Card so you can spend it
just like cash. [APPLE PAY CHIME] No points, no, “How do
I redeem this again?” Time to pay your balance? Check this out. Apple Card makes the interest
you pay clear and transparent. Pay off a little,
the interest is this much. Pay more, that figure goes down until
there’s no interest at all. A credit card that encourages
you to pay less interest? Imagine that. What you won’t pay are fees, because Apple Card
doesn’t have any fees, not even hidden ones. Apple Card sets a new level
for privacy and security. Apple Pay technology creates
a unique card number for you and then locks it away in the
secure element of your iPhone. And with Face ID and Touch ID, only you can use
your Apple Card. [APPLE PAY CHIME] Got a question? Just send a text. It’s that easy. You don’t have to wait on hold or remember
your mother’s maiden name. And it all lives in
the Wallet app on your iPhone, so it’s always with you. But if you happen
to be somewhere that doesn’t accept Apple Pay
yet, there’s this: titanium, laser-etched,
and no number. Nice. This is Apple Card. A new kind of credit card,
created by Apple.

How Airports Make Money

This video was made possible by Squarespace. After this, watch the video I made for their
channel. More about it after the video. Airports are incredibly complex and challenging
businesses but, in many cases, they’re businesses that make money. Many airports are owned by governments but
still then, they’re often operated as businesses—just businesses that are publicly owned. The majority of airports make their money
through what they earn from passenger carrying commercial flights using their facilities. Some airports are cargo focused and fund their
operations through cargo flights but the ones that you’ve most heard of, such as London’s
Heathrow Airport, rely almost entirely on passenger flights. While the amount of cargo going through Heathrow
is significant thanks to passenger aircraft transporting cargo in their holds, the number
of dedicated cargo flights is low in proportion to the airports 650 daily flights. They make their money off of the 78 million
passengers flying through each year. Heathrow is the busiest airport in the world
that is fully privately owned—the UK government owns no stake in it—and so it is perhaps
the best example of an airport built to turn a profit. It costs $1,485,650,000 per year to run Heathrow
airport. This includes costs like the $494 million
Heathrow pays in salaries to its 6,500 employees. Now, 76,000 people actually work at Heathrow
but only those 6,500 actually work for Heathrow. The company that runs Heathrow, Heathrow Airport
Holdings, is only really responsible for the oversight and administration of the airport. Within Heathrow’s walls, though, there are
hundreds of other companies operating. Those 70,000 other people work for the airlines,
the baggage handling companies, the air traffic control company, the restaurants, the rental
car companies, the bus companies, and all the other different employers at the airport. There are, of course, plenty of other costs
involved in running the airport from the $232 million per year in maintenance to the $113
million yearly utility bill for water, electricity, internet, gas, and more, but overall, that
number, $1.5 billion, is what it costs to run the sixth busiest airport in the world. That’s more than it costs to run the 1.3
million person country of Swaziland. So how do they pay for that? On a per passenger basis, it costs $19 to
run Heathrow Airport. Essentially, that means Heathrow needs to
make $19 from each passenger that passes through its doors in order to break even. Of course, some passengers are more profitable
than others. Arriving passengers generally just get off
the plane, go through customs, and leave immediately without buying anything while connecting and
departing passengers generally have more time to shop at the airport. Retail is incredibly important to the profitability
of any airport. This is part of the reason why its in the
airports best interest to make the check-in and security process as quick as possible—so
passengers have more time to shop. Heathrow makes money through retail by receiving
a cut of every sale made. On average, restaurants earn the airport 95
cents per passenger, retail stores earn them $5.15 per passenger, the parking lots add
on another $2.03, then all the other smaller sources of retail revenue such as rental car
companies and VIP lounges account for another $3.04. Rather uniquely, Heathrow also operates the
express train from the airport to Paddington Station in London which makes them another
$2.15 per passenger. All in all, the airport makes $13.32 from
passengers through purchases on top of their actual airplane ticket and, its worth pointing
out, this doesn’t mean that passengers spend $13.32—this means that Heathrow makes $13.32
per passenger. This is their cut—actual spending at the
airport per passenger is much higher. Now, you may think that this amount of retail
revenue per passenger is high and you’d be right, it is. In fact, it’s one of the highest retail
revenues per passenger of any airport worldwide. In comparison, Washington Dulles Airport makes
$5.68 per passenger, Auckland Airport makes $7.71, and Paris Charles de Gaulle Airport
makes $10.92 per passenger through retail. Heathrow is an expert in making passengers
spend. They use all sorts of tricks and tactics to
increase passenger spending. For example, in Terminal 3, to get from security
and to the gates, all passengers have to walk through duty free which increases sales enormously. Heathrow also doesn’t display the gate for
flights until around 45-90 minutes before departure. This is common in European airports, but uncommon
elsewhere. Because of this, passengers wait in the central
area where shops and restaurants are until just before their flight which leads to more
time with passengers exposed to the retail environment. Being one of the very few airports with non-stop
service to all six inhabited continents, Heathrow also has the advantage of being an airport
focused on long-haul service. These flights tend to carry the wealthiest
passengers and, while worldwide passengers arrive an average of 2 hours and 17 minutes
before their flight, Heathrow passengers arrive 2 hours and 51 minutes before which means
they have more time to shop at the airport. As mentioned, though, the airport needs to
make $19 per passenger and retail only earns them just over $13. The rest of it comes from flights. Each plane that lands at Heathrow pays the
airport an average of $9,500. Of course it varies hugely by aircraft—a
76 seat FlyBe Dash 8 isn’t paying the same as a 345 seat British Airways 747—but $9,500
is the average per visit to Heathrow. That goes to pay for things like gate space,
a check in area, and the runway time itself. The airport charges a fixed amount per aircraft
landing—for the small Bombardier Dash 8 it would be $999 while for the large 747 it
would be $11,600. On departure, airlines are then charged again
this time per passenger. For each passenger flying to a destination
outside of Europe the airline is charged a base of $58 but this charge is reduced if
a passenger connects through Heathrow rather than originating or if the aircraft is parked
at a remote stand rather than a gate. All in all, a fully loaded 76 seat FlyBe Dash
8 flying a domestic route to Edinburgh, for example, would be charged about $2,400 for
its whole visit, arrival and departure, while that British Airways 747 flying a long-haul
route to New York, for example, would be charged $31,700. It’s worth noting that these are the published
prices—in reality, many airlines with significant numbers of flights at Heathrow have agreements
with the airport that reduce their costs. Breaking it down, what those numbers mean
is that Heathrow gets, on average, $29 of the cost of every passenger’s ticket. As you can see that means that Heathrow makes
a fair bit more than it costs to run the airport. The company mostly uses this operating profit
to pay off debt from prior projects and to pay taxes so in the end, they’re only truly
making about $8.20 off of each of their passengers, but what these numbers also mean is that,
by design, Heathrow is incentivized to attract long-haul flights. The airport is currently at capacity. Their maximum number of flights per day is
657 and they currently have 650. They really have no more capacity which means
one of the only ways for them to grow financially is to bring in larger planes. The 76 seat FlyBe Dash 8 takes up the same
time on the runway that could be used by another 345 seat British Airways 747 while the airport
would make vastly more money by having that 747 land. This is no doubt part of the reason why Heathrow
is so poorly connected to the country that it’s in—the UK. The airport only has flights to eight airports
in the UK which means the airport has exactly the same number of destinations in the UK
as it has in China. Meanwhile, Amsterdam Airport Schiphol, in
the Netherlands, has flights to 25 destinations in the UK. That means that for the vast majority of UK
residents living outside of London, it’s easier to connect to wherever they’re going
through Amsterdam than the airport in their capital city. The reality is that Heathrow is a commercial
company. While most UK residents would likely want
to see domestic flights to their largest airport it just doesn’t make commercial sense to
operate short and cheap flights to Heathrow in the place of highly lucrative long-haul
flights. It’s not only less lucrative for the airport,
it’s also more costly for the passenger than flying to other smaller airports. Of course, not every airport is like Heathrow. Not every airport is a commercial company. That’s just because, in many cases, running
an airport the way the public wants it to be run is bad business. About two thirds of all airports worldwide
lose money. In many cases that’s because they’re government
run and just not that focused on making money. The US is a country that has not yet gotten
around to airport privatization like the UK. There is only one single privately owned and
operated airport in the US with commercial passenger flights—that’s Branson Airport
in Southern Missouri. Unlike Heathrow, which turns a considerable
profit, Branson airport is loosing money and has struggled to keep airlines flying there
for more than a few years. It’s not like Branson was the only attempt
at running a private airport in the US—National Express, a UK based transport company, took
over Newburgh airport 60 miles north of New York City in 2000, but it too failed and sold
the airport back to the government. The difference between airport privatization
in the US and the UK is that in the US, the smallest airports went private while in the
UK, the largest airports did. In the UK, ten of the fifteen busiest airports
are privately owned and operated. Meanwhile, only four of the fifteen least
busy airports in the country are privately owned. That’s because small airports, in most cases,
just don’t make money. Smaller airports being government run and
unprofitable in the US allow for a sort of indirect subsidy for airlines to operate there. In these cases, airports are willingly charging
airlines less than it costs to run the airport to operate there in order to attract them
to fly there. City, county, or state governments are willing
to do this because they view air service as a stimulant to economic development. The merits of private versus public airport
ownership can be debated, but proponents of publicly owned airports will argue that they’re
essential pieces of infrastructure while those for airport privatization will argue that
commercial ownership leads to lower costs and better service. Even in the UK public opinion is split on
whether airports are better off public or private. What’s sure, though, is that running an
airport, whether public or private, is not easy and that the fact that a few hundred
aircraft taking off per day is all it takes to fund the multi billion dollar business
of Heathrow is almost as impressive as the planes themselves. Now that you’ve finished this video, there’s
another one I made for you to watch. Squarespace asked me to make a video explaining
why, “design is not a luxury.” That phrase might not make sense now but the
whole point of the video I made is to explain it so make sure to watch it. You can either click the annotation on-screen
now or it’s linked at the top of the description. Oh, and fair warning, I go on camera in it. Thanks for watching and we’ll see you again
in two weeks for another Wendover Productions video.

Time Warner Cable is now Spectrum: Tv Commercial

The day may end, but our work is never done. There is always something out there that we
can improve or evolve, or flat out invent. The thing is we wanted more, better, faster
just like you. It comes with the territory. And this is big new territory. Time Warner Cable is now Spectrum. Redefining what a Cable company can be. With crystal clear HD picture and sound. Faster internet speeds and over 90,000 employees
working hard to earn your business. Welcome to America’s fastest growing Tv,
internet, and voice provider. Welcome to Spectrum.

Time Warner Cable and Bright House Merge Spectrum

By now you have probably already heard the
news. Charter Communications has completed the transaction with Time Waner Cable and
Bright House Networks. And soon you will get to know us by our new name Spectrum. At Spectrum
we work hard everyday to bring our customers most advanced fiberich technology in the industry.
Which means more HD, faster internet speeds, and reliable voice service. We believe that
our customers deserve the best value with no hidden fees, no unexpected surcharges,
and most importantly no contracts because we think it is important to earn you business
everyday. We believe our customers deserve the best possible customer experience which
is why we are bringing over 10,000 outsource jobs back to the US. We are committed to bringing
you the best TV, internet, and voice services. And have exciting things in store for you. So in the most to
come I will be back to tell you about Spectrums new products, services, and features as they
become available. Until then let me officially welcome you. Spectrum America’s
fastest growing TV, internet, and voice provider.

Small Business, Big Dreams with Derek Jeter :30 | @AmFam®

Wow! This looks amazing! Can I help you make a few? Sure! You sure? Mhmm. Hi, I’m Derek. – Hi, nice to meet you.
– Nice to meet you. What’s the ultimate
dream for your business? We have this hunger project, and I give back to
the kids to buy food. Wow, so how long
have you had this dream? Ten years. So you’re six years old and
you had the dream for ten years? That’s pretty good. That’s someone that knows
what they wanna do in life. Hahahaha.