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2013

E-Read

Volume2: Issue1

PR Cell UBS

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Summer Intern Challenge held at UBS

2nd September 2013

Students at University Business School (Panjab University) were introduced to Bloomberg

Aptitude Test (BAT) during their summer internship. Fortunately, Bloomberg Institute wasalready ready with a summer intern challenge for students all over the globe and students at UBS

were encouraged to give the test under this challenge.

The Bloomberg Aptitude Test (BAT) is a free 2-hour multiple-choice test. Every BAT test-taker

is anonymously entered into the Bloomberg Talent Search Database. Available to more than

20,000 top firms, the Talent Search allows employers to contact a test-taker for an internship, or

full-time position.

Summer Intern Challenge was about scoring among top 100 scorers in APAC region and win an

invite to attend a networking event at London/New York. Around 40 students gave this test,

many of whom scored very well. Among the top scorers were Jotsaroop Singh & Vilay Gupta,

who scored 630 & 610 respectively and received an invite to attend the event.

Photo credits: Bloomberg

The test was organised by Anurag Sharma (student of MBA-International Business at UBS) the

Bloomberg Campus Ambassador for Bloomberg Institute who was later promoted to Team

Leader of Global Team of Campus Ambassadors from India, US and Spain. He visited the

Bloomberg Headquarters at New York City on 1st August 2013 to attend the event, where he met

students from all around the globe who were also the top scorers among their regions (EMEA-

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Europe Middle East Africa; North America; APAC- Asia Pacific). The event was hosted by head

of Bloomberg Institute, Managing Director of Union Bank of Switzerland(UBS) & a famous wall

street trainer were also present to share their valuable experiences with students & also to advise

them on how to build their resumes & make the right decisions at right time so that they dont

loose any opportunity. Training The Street (TTS) Founder and CEO Scott Rostan was present to

join an expert panel at the Bloomberg Institutes Summer Intern Challenge to discuss Wall Street

training and hiring.

Photo: Training the Street founder & CEO Scott Rostan interacting with students

It was a life time experience for me. I met senior management from Bloomberg Institute &

discussed about back end operations & what they were doing to connect recruiters and BAT test

takers through this initiative. Also, new ideas were shared to make the process more efficient and

smooth. Anurag said.

Recently, Bloomberg Institute has come up with BAT from home, where students can give BAT

sitting at their home, free of cost. They will be monitored by e-proctoring during the test, which

is a tested tool foolproof of any cheating during the test.

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Students can register online at www.takethebat.com orcontact Summy Kataria at

summy.kataria@bloomberginstitute.com orAnurag Sharma at anuragsharma.ubs@gmail.com for more

information.

Summy Kataria Anurag Sharma(MBA-IB)

Country Manager-University Relations Campus Ambassador

Bloomberg Insitute Bloomberg Insitute

Summy.kataria@bloomberginstitute.com anuragsharma.ubs@gmail.com

011 41792000 +91 9988338122

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http://www.takethebat.com/mailto:summy.kataria@bloomberginstitute.commailto:ubs@gmail.commailto:Summy.kataria@bloomberginstitute.commailto:Summy.kataria@bloomberginstitute.commailto:Summy.kataria@bloomberginstitute.commailto:Summy.kataria@bloomberginstitute.commailto:ubs@gmail.commailto:summy.kataria@bloomberginstitute.comhttp://www.takethebat.com/

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Microsoft CEO Ballmer to retire within 12 months

Fri| Aug 23 2013 | 06 53 PM IST

New York: Microsoft Corp chief executive Steve Ballmerunexpectedly announced his

retirement on Friday, ending a controversial 13-year reign at the head of the worlds largest

software company and sending the companys shares up 7.1%.

Ballmer, 57, took over from co-founder Bill Gates in January 2000, but his leadership was

questioned throughout his tenure by Wall Street and Silicon Valley, as Microsofts stock

price floundered and the PC-centric pioneer was overtaken by Apple Inc and Google Incin

the shift toward mobile computing.

Only last month Ballmer launched a massive reorganization to reshape Microsoft into a company

focused on devices and services, essentially mimicking Apple, leaving most industry watchersnonplussed.

My original thoughts on timing would have had my retirement happen in the middle of our

companys transformation to a devices and services company, said Ballmer in a statement. We

need a CEO who will be here longer term for this new direction.

Although Ballmer has faced criticism for some time, his decision to retire surprised analysts.

Yes, this was a surprise, especially considering how close it is to the recently announced

strategic overhaul towards devices and services, said Sid Parakh, an analyst at McAdams

Wright Ragen.

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Ballmer is to retire within the next 12 months, once a special committee has selected a new CEO.

The committee is to be chaired by John Thompson, the boards lead independent director, andincludes Microsoft co-founder and chairman Bill Gates, as well as other board members Chuck

Noski and Steve Luczo.

Internal shock

Ballmer said in an interview with ZDNet on Friday that he officially communicated that he

would exit during a board call two days ago. Gates, who is chairman and on the board, didnt ask

Ballmer to stay, said the CEO.

Bill respects my decision, Ballmer said to ZDNet. Ultimately, these kinds of things have to be

ones own personal decision.

Members of Microsofts senior leadership team only learned about Ballmers decision to retire at

a meeting on 22 August, said a person with knowledge of the matter. Many senior executives

were surprised, said another person, who asked not to be identified because the discussions were

private.

The announcement of Ballmers departure coincides with the time when Microsoft conducts the

CEOs annual performance review. In each of the past two years, Ballmer has received less than

his maximum bonus because of deficiencies in areas like online services, mobile and tablets.

Possible successors

Microsoft said it would consider both external and internal candidates for CEO. Among theinternal candidates are Bates, Myerson, Satya Nadella, head of the server business who was

appointed to direct cloud and enterprise products last month, and Qi Lu, responsible for the Bing

search engine and other Internet projects and who was named to oversee Office and the Skype

videoconference business and to run a new applications group, according to people with

knowledge of the matter who asked not to identified because the discussions are private.

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E-Commerce

Why Amazon Is on a Warehouse Building Spree

Danielle Kucera| August 29, 2013

For a company whose showrooms are all online, Amazon.com (AMZN) spends a staggeringamount on bricks and mortar. The e-commerce giant has invested roughly $13.9 billion since 2010to build 50 new warehouses, more than it had cumulatively spent on storage facilities since its 1994founding, bringing the total to 89 at the end of 2012. (Its announced five more in the U.S. this

year.) Amazon aims to be able to deliver most items the day theyre ordered, so it can keep rivalssuch as EBay (EBAY) and Wal-Mart Stores (WMT) from peeling off customers. EBay offerssame-day delivery in some cities, and Wal-Mart is moving more sales online. What Wal-Mart andEBay are working on is, can they be faster than Amazon? says Wells Fargo (WFC) analyst Matt

Nemer. It might not be the highest-margin sale in the world, but they can potentially getsomething to you in an hour.

Amazon introduced its expedited-shipping program, Prime, in 2005. Prime offers two-day servicefor $79 a year, plus $3.99 or more per order for same-day or one-day delivery; non-Prime Amazoncustomers pay $8.99 and up for same-day delivery. But Amazon cant guarantee top speed for mostitems or locations. To be fair, the same holds for Wal-Mart, which charges $10 to deliver an onlineorder from one of its 4,700 stores within the day, and EBay, which charges $5 for same-daydelivery from retailers including Target (TGT), Walgreen (WAG), and Best Buy (BBY).

To help speed delivery, Amazon is building its warehouses bigger, though the company wouldnt

say how much bigger, and boosting its storage capacity with floor-to-ceiling shelves. We now getabout twice as much product in this building as we would have four or five years ago, says Dave

Clark, vice president of worldwide operations and customer service, standing in a new Chattanoogawarehouse that occupies more than 1 million square feet. Software that can sort items by deliverydate and optimize storage space has helped Amazon roughly double the number of items it can ship

http://www.businessweek.com/authors/733-danielle-kucerahttp://investing.businessweek.com/research/stocks/snapshot/snapshot.asp?ticker=AMZNhttp://investing.businessweek.com/research/stocks/snapshot/snapshot.asp?ticker=EBAYhttp://investing.businessweek.com/research/stocks/snapshot/snapshot.asp?ticker=WMThttp://investing.businessweek.com/research/stocks/snapshot/snapshot.asp?ticker=WFChttp://investing.businessweek.com/research/stocks/snapshot/snapshot.asp?ticker=TGThttp://investing.businessweek.com/research/stocks/snapshot/snapshot.asp?ticker=WAGhttp://investing.businessweek.com/research/stocks/snapshot/snapshot.asp?ticker=BBYhttp://investing.businessweek.com/research/stocks/snapshot/snapshot.asp?ticker=BBYhttp://investing.businessweek.com/research/stocks/snapshot/snapshot.asp?ticker=WAGhttp://investing.businessweek.com/research/stocks/snapshot/snapshot.asp?ticker=TGThttp://investing.businessweek.com/research/stocks/snapshot/snapshot.asp?ticker=WFChttp://investing.businessweek.com/research/stocks/snapshot/snapshot.asp?ticker=WMThttp://investing.businessweek.com/research/stocks/snapshot/snapshot.asp?ticker=EBAYhttp://investing.businessweek.com/research/stocks/snapshot/snapshot.asp?ticker=AMZNhttp://www.businessweek.com/authors/733-danielle-kucera

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per facility, says Clark. The warehouses are operational within 10 months, down from two yearsbefore the building spree started. Weve standardized them in such a way that opening them and

replicating them happens very fast, Clark says.

Item storage, shipping, and delivery have become Amazons top operating expenses, jumping more

than 40 percent a year from 2010 to 2012 and contributing to a $39 million loss last year. Buildingon pricier land closer to cities drives up near-term expenses. Costs will rise more as the companyadds 5,000 full-time jobs in 17 U.S. warehouses to its 20,000 existing employees, along with 2,000customer service workers (including some part-time and seasonal hires). Upstarts such as onlinegrocery deliverer Instacart are moving in the opposite direction. We dont have to build

warehouses, lease a fleet of trucks, or manage perishable inventory, says Instacart Chief Executive

Officer Apoorva Mehta, a former Amazon employee. Unlike AmazonFresh, which ships groceriesin Seattle and Los Angeles, Mehtas San Francisco-based startup guarantees delivery in less thantwo hours, using contract shoppers who drive their own cars to customers.

Amazon has a strong record of trading short-term losses for market share and sustained profitslater, and investors are giving CEO Jeff Bezos the benefit of the doubt. Since the start of 2010 the

companys stock has more than doubled. With warehouses close to the top 20 U.S. metropolitanareas, Amazon could reach 50 percent of Americans with same-day delivery, compared with15 percent now, says supply chain consultant MWPVL International. That would require 12warehouses beyond those built and announced, MWPVL says.

As they expand, Amazons warehouses will become more efficient, says Clark. The company lastyear bought Kiva Systems, whose packing robots are already used by acquisitions Zappos andDiapers.com, and Amazon is bulking up its grocery business with more refrigerators and trucks.Like car models, Clark says, Well very quickly incorporate what we learned this fall from the

2013 buildings and launch the 2014 model.

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Contributors

Microsoft CEO Ballmer to retire within 12 months : Manjalika (MBA HR) 1st year

Why Amazon Is on a Warehouse Building Spree : PR Cell

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