Page 5 - Business Facts

Michelin gives 3 Stars to restaurants that are so good, it's worth visiting its country to eat there. There are only 81!

The Michelin Guide is a series of annual guide books published by Michelin for over a dozen countries. The term normally refers to the Michelin Red Guide, the oldest and best-known European hotel and restaurant guide, which awards the Michelin stars.

Michelin also publishes Green Guides for travel and tourism, as well as several newer publications such as the Guide Voyageur Pratique, Guide Gourmand, Guide Escapade, and Guide Coup de Cœur.

First published in 1900 for France, Michelin introduced additional guides thereafter for other European countries. In 2005, it published the first guide for the United States focusing on New York City; followed by it's first Asian guide in 2007 for Tokyo.

In 2012, the Michelin Guide collection had 27 guide books covering 23 countries on three continents, with over 45,000 worldwide addresses. The 3 star Michelin rating means the guide suggests you visit the country just to try out the restaurant.

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The Mako Shark Corvette's designer wanted it painted like the real shark in his office. It was so difficult, his team just painted the shark itself a different color!

The Mako Shark Corvette was designed by Larry Shinoda under the Styling and Design head Bill Mitchell in 1961. It was a concept for future Chevrolet Corvette production cars. To stay true to it's name, the hood of the corvette was designed to a pointed snout.

Other parts of the design were inspired by the fast-moving, sleek short finned Mako shark. A widespread story has it that Mitchell had an actual mako shark mounted on the wall in his office, and ordered his team to paint the car to match the distinctive blue-gray upper surface gently blending into white underside of the fish.

After numerous attempts to match the fish's color scheme failed, the team hit upon the idea of kidnapping the fish one night, painting it to match their best efforts on the car, and returning it to the office. Mitchell never realized the difference and pronounced himself pleased with the team's duplication on the car of nature's handiwork.

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In 2011, McDonald’s turned away a higher % of applicants than Harvard!

McDonalds is a popular first job for many high school kids in the United States. However, as the economy struggled in the years surrounding 2011, more and more people saw themselves in the need for an easy-to-get, low-paying job.

However, they found it was not the case during the latest recession. In a 2011 National Hiring Day, McDonalds only accepted 6.2% of people who applied. Compare that to Harvard, which accepts 7% of their applicants.

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Hugh Jackman founded a charity coffee company. 100% of its profits are donated!

Laughing Man Worldwide helps entrepreneurs help humanity by creating and developing new business, and in return for that help, Laughing Man worldwide receives some ownership. One hundred percent of Laughing Man Worldwide revenue goes back to education, community development and new business development.

They don't ask for charity. They request ideas, believers, and support from people to welcome their products into individuals’ homes. Laughing Man Coffee & Tea is the first venture under this model and 50 percent of Laughing Man Coffee & Tea goes back to Laughing Man Worldwide to further it's mission.

Every day, the Laughing Man team works hard to build a great company for it's customers and keep doors open for others. Hugh Jackman co-founded the organization with Barry Steingard and David Steingard. They’re seeking to better the world, or so it seems.

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A 21-year-old CEO fired 66% of managers on day 1. He’s grown the company from $4m to $200m in sales!

Ricardo Semler is a Brazilian businessman and majority owner of Semco, a Brazilian multimillion Dollar company. Semco was first owned by his father and Ricardo worked under him.

After frequent clashing about how to run the business, Ricardo threatened to leave the company. His father instead decided to step aside and let Ricardo run the company as he pleased.

On his first day on the job, Ricardo Semler fired 2/3rds of all top managers. He believes in a radical form of industrial democracy and a more participative system of business. Since he was 25 he has been inspired to want a greater work-life balance for him and his employees.

Through his leadership, the company expanded into many different industries and the revenues exploded: From $4 million in 1982 to $212 million in 2003.

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