Some of the best learning happens when you read stories about real people and real companies. Read them for ideas, for lessons, and inspiration. This week’s stories and strategies from real life are about ImagineAir, Target, Twitter, McDonald’s, and Yuengling.
“Flying in a Cirrus SR22-GTS is a lot like riding in a car–that is, if your car could go airborne and cruise at about 200 miles an hour. Okay, so maybe it’s not like riding in a car. But that’s not stopping Benjamin Hamilton from making the comparison. He’s the co-founder and CEO of Atlanta-based air taxi service ImagineAir, which wants to do as much for the aviation industry as Uber did for car travel.”
“Target Corp. is the latest big-box store to try small boxes. The chain is opening several smaller stores in urban areas and college towns from New York City to State College, Pa., as it battles declining traffic and sales at its nearly 1,800-strong fleet of largely suburban stores.”
From Yoree Koh: A Year After CEO’s Return, Dorsey’s Failure to Invigorate Twitter Leaves It Vulnerable
“Now, on the first anniversary of Mr. Dorsey’s return as CEO, Twitter is exploring the possibility of a sale. It is working with Goldman Sachs Group Inc. to evaluate offers as soon as this week from companies that could include Salesforce.com Inc., Walt Disney Co. and Alphabet Inc., according to people familiar with the matter.”
“Just one in five millennials, the fast-food industry’s core customer, has tried the flagship product, the memo said. The number of hamburgers sold at McDonald’s U.S. restaurants has been flat for the past few years, and was growing only at a 1% to 2% annual rate before that, according to former high-ranking McDonald’s executives. New, ‘better burger’ chains are pulling in customers with gourmet, made-to-order burgers and quick, casual service. Serving that kind of product is at odds with McDonald’s strategy of six decades, in which speed and low cost are pillars of sales.”
“So many Pennsylvania manufacturing families have sold and shut, leaving neighborhoods desolate. Instead, Yuengling modernized, plugging his old family brand just as Americans were seeking new beers beyond the familiar factory brands. Now he says he’s intent on giving the next two generations of his family a larger legacy.”