Philippa Kaur

IT WAS A bitter farewell. On May 25th Luciano Benetton, the 89-year-old eponymous co-founder, with his three siblings, of the maker of colourful jumpers, told Corriere della Sera, an Italian daily, that he would step down as chairman. Signor Luciano, as he is known, explained that he felt “betrayed” by Massimo Renon, the firm’s chief executive. Mr Renon was, in Mr Benetton’s telling, insufficiently transparent about a pre-tax “hole” of some €100m ($108m). That lack of transparency, and Benetton’s threadbare results, provoked the near-nonagenarian to throw in the towel. For the first time since its creation in 1965, Benetton will have to make do without a Benetton. The company says that Mr Renon did not break any rules or laws. On May 28th its board approved the financial statement for 2023. Revenue was €1.1 bn, with a net loss of €230m. Still, on the same day it said that Mr Renon would be replaced by Claudio Sforza, a restructuring expert with no experience in fashion but plenty in the turnaround of struggling firms. More

IMAGINE MEETING a stranger at a party. What makes for a successful encounter? Lesson one is to heed the wisdom of a shampoo commercial from the 1980s: you never get a second chance to make a first impression. Lesson two is to remember that you do not need to wear a beret or a fur stole in order to stand out. Lesson three is not to forget that what you leave out matters as much as what you say.These same principles, it turns out, apply to writing a CV. A resumé is not a list of every job you ever had. It is not your autobiography. It is, like that hair-care advert, a marketing tool. Your audience is made up of recruiters and hiring managers. Like cocktail-party guests, they do not take a long time to decide if they want to keep talking. According to one study, such professionals spend an average of 7.4 seconds skimming a job application. Your guest Bartleby has a few tips on how best to ensure that these seconds count. More

There is a wry sense of seen-it-all-before in the crucible of the world’s semiconductor industry. When your columnist took the bullet train to Hsinchu Science Park, home to Taiwan Semiconductor Manufacturing Company (TSMC), the world’s biggest chip producer, on May 24th, China was simulating a military encirclement of Taiwan in waters not far over the horizon. An invasion would be cataclysmic. A blockade could starve the island of vital energy resources. Even cyber-attacks could be crippling. Yet after decades of belligerence, many Taiwanese greet such threats with a shrug. “It’s nothing new to me,” chuckles one seasoned chip executive. “Since 1996 China has been throwing missiles.”Semiconductor executives to whom Schumpeter spoke on a tour of Taiwan, South Korea and Japan are not nearly as relaxed about America’s economic manoeuvres against China, though. They say sanctions, subsidies, tariffs and other blunt instruments of geopolitical rivalry and industrial policy may have strategic logic. But they jeopardise one of the miracles of modern technology: the fragile semiconductor supply chain that stretches from East Asia to America and Europe, with Taiwan at its crux. Along it silicon wafers are made and polished, etched with billions of nanometre-size transistors, sliced into microchips and packaged into the brain cells of the digital age. It is a process masterfully honed to combine government support with the invisible hand of the free market. The chip war threatens to bludgeon it. More

FOR YEARS ExxonMobil was the top dog among the world’s private-sector oil companies. It was the biggest of the Western majors, and the best-managed. It regularly posted higher returns on capital than its peers and enjoyed superior stockmarket valuations. This led to an arrogance among its chief executives that infuriated not just greens but even other oilmen. In 2003 Lee Raymond, a former boss with a ferocious temper, bragged that “everyone at this company works for the general good—and I’m the general of that general good.”More recently ExxonMobil appeared to have lost some of this braggadocio. Between 2016 and 2020, together with the rest of the industry, it eked out meagre returns as oil prices languished. At the same time it was hounded by climate activists and asset managers concerned about environmental, social and governance (ESG) issues. The lowest point came three years ago when it suffered an unprecedented defeat at the hands of Engine No.1, an obscure activist fund that managed to get three climate-minded directors elected to its board. More

Every day seems to bring fresh bets on artificial intelligence (AI). In the past few weeks CoreWeave, an AI cloud-computing company, and H, a French AI startup, have raised hefty sums of money. On May 26th it was Elon Musk’s turn. The tech billionaire’s startup, christened xAI, said it had raised $6bn at a valuation of $24bn. Investors include Silicon Valley stalwarts such as Sequoia Capital and Andreessen Horowitz, two venture-capital (VC) giants, and an investment fund with ties to the Saudi royal family. Their backing puts xAI’s firepower in the big leagues, alongside model-builders such as OpenAI, the creator of ChatGPT, and Anthropic (see chart). Can Mr Musk compete with the AI superstars?This is not his first foray into AI. Mr Musk co-founded OpenAI, then left after falling out with Sam Altman, its boss. In April he told investors that Tesla, his electric-vehicle maker, should be viewed as an AI firm. Never one for modest ambitions, Mr Musk wants his latest venture, which he launched last July, to “advance our collective understanding of the universe”. More

Not since the 1980s have Japanese businesses generated so much excitement. Japanese companies’ profit margins have doubled in the past decade or so. They are forking out twice as much to their owners in the form of dividends and share buy-backs as they did ten years ago. Shareholder-friendly changes to corporate governance in Japan have caused foreign investors to flock to the country once again. Having languished for decades, the Nikkei 225 index, which tracks the value of the country’s largest listed firms, is up by 25% over the past year (see chart 1). In February it at last exceeded the record it set in 1989, just before Japan’s bubble burst.Much of this success reflects Japan Inc’s transformation over the past 35 years. Faced with economic torpor at home, brought on by the stockmarket crash and an ageing population, Japan’s industrial giants have spent the past few decades hunting for growth abroad. In 1996 revenue booked by the foreign subsidiaries of Japanese manufacturers was just 7% of their total sales. Last year that figure reached 29%, a record high. More

Dear Max, My employer has a policy of allowing dogs in the office. Almost everyone there seems to think this is tremendous but I don’t like the things. (To be honest, I don’t like people either but I accept that they should be allowed to come to the workplace.) Is there anything I can do, or do I have to grin and bear it?You are not alone: I probably get more letters about this topic than any other. It’s very hard to admit to disliking dogs, so lots of people end up suffering them in silence. You could talk to HR about ending the policy, but would risk being known to all your colleagues as the psychopath who hates puppies. It’s much better to try to subvert the system. My advice is to say that you need to bring another type of much less acceptable animal to the office. If pressed, use the word “wellness” and hint at discrimination if they do not seem keen. With luck they will reach the conclusion that it is best simply to ban all pets. More

In the electronics department, every television is tuned to the same channel, showing a commercial for a cosmetics brand. At the end of the aisle is a sponsored stall promoting bags of popcorn. The music wafting through the air on the in-store radio is occasionally interrupted by advertising spots. Even at the checkout, a few final commercials pop up on screen to catch customers before they leave.Anyone strolling around a branch of Walmart, as more than 200m Americans do each month, will see thousands of goodies on offer. Increasingly, its shoppers are being served up as products, too. Walmart, the world’s top retailer by sales, has discovered that there is serious money to be made in selling access to its customers. On May 16th the company reported that its booming advertising business had helped it deliver a 9.6% increase in operating income, year on year, for its quarter ending in April. As it carpets its physical and virtual stores in commercials, the company is taking a growing share of the ad market. More