Analysis of all the teams of FIFA World Cup 2014 Brazil

GROUP A
Brazil (BRA), Croatia (CRO), Mexico (MEX), Cameroon (CMR)

GROUP B
Spain (ESP), Netherlands (NED), Chile (CHI), Australia (AUS)

GROUP C
Colombia (COL), Greece (GRE), Ivory Coast (CIV), Japan (JPN)

GROUP D
Uruguay (URU), Costa Rica (CRC), England (ENG), Italy (ITA)

GROUP E
Switzerland (SUI), Ecuador (ECU), France (FRA), Honduras (HON)

GROUP F
Argentina (ARG), Bosnia & Herzegovina (BIH), Iran (IRN), Nigeria (NGA)

GROUP G
Germany (GER), Portugal (POR), Ghana (GHA), USA (USA)

GROUP H
Belgium (BEL), Algeria (ALG), Russia (RUS), Korea Republic (KOR)

Promising the good times

An overwhelming election victory promises to reshape Indian politics.

INDIA brims with colorful politicians, but none has quite the sense of political theatre of Narendra Modi of the Bharatiya Janata Party (BJP). He swept into Varanasi, India’s most ancient city, on May 17th pledging to clean the Ganges, its holiest and filthiest river. Three days later, in Delhi, BJP parliamentarians chanted and roared unanimous support for him, and he broke down in tears in mid-speech. After that he called on India’s president, Pranab Mukherjee, who agreed to swear him in as India’s 14th prime minister on May 26th.

India Election: What Narendra Modi’s Victory Means for the U.S. Economy?

Narendra Modi's victory in the Indian election is expected to improve trade ties between New Delhi and Washington and could eventually lift U.S. exports in industries ranging from pharmaceutical products to heavy infrastructure, U.S. officials and business leaders say.

Narendra Modi addresses a public rally Friday after his party won its biggest victory in 30 years on promises to revitalize the economy.

 

But the prospects for greater economic ties, which suffered in recent years under India’s ruling Indian National Congress, depend at least partly on relaxing U.S. diplomatic tensions with Mr. Modi. The Hindu nationalist politician has been blamed for mass violence against Muslims while he was governor of Gujarat, an issue that has made him ineligible for travel to the U.S. and prevented high-level contact with the U.S. State Department until earlier this year. Mr. Modi has said his government did its best to stop the violence against Muslims in 2002.

Why a CEO Needs to Have a Plan B

For nearly three decades, in good times and bad, Jack Stack has run his company, SRC, as though disaster could strike at any moment. Now, with the economy cratering, he’s glad he did.

If you think times are tough now, consider that in the early '80s, the prime interest rate topped 21 percent, and unemployment was just shy of 11 percent. That was the economic environment confronting Jack Stack and 12 other managers of a small engine-remanufacturing plant in Springfield, Missouri, as they prepared to buy the factory from International Harvester in a desperate attempt to save their own jobs and those of the people they worked with. Their new company, Springfield ReManufacturing Corporation, survived that recession and went on to prosper for the next 26 years.

Today, Stack, the company's CEO, and his colleagues are weathering a recession of similar magnitude. But they find themselves in a far different situation. The enterprise, now called SRC Holdings, is a mini conglomerate of seven holding companies with 26 businesses whose 1,200 employees make automobile engines, irrigation pumps, home furnishings, and more. Its current health is no accident. Having launched the company to save jobs, Stack was determined never to be forced to lay people off. He spoke with editor-at-large Bo Burlingham (with whom he has co-authored two books) about how he has worked to keep that promise to his employees -- and build a company that is bucking nearly every current economic trend.

Most American manufacturers are in terrible shape right now. And yet you seem to be doing well. What do you attribute that to?

How to Develop a Business Growth Strategy

There are many ways to guide a business through a period of expansion.

Turning a small business into a big one is never easy. The statistics are grim. Research suggests that only one-tenth of 1 percent of companies will ever reach $250 million in annual revenue. An even more microscopic group, just 0.036 percent, will reach $1 billion in annual sales.

In other words, most businesses start small and stay there.

But if that's not good enough for you—or if you recognize that staying small doesn't necessarily guarantee your business's survival— there are examples of companies out there that have successfully made the transition from start-up to small business to fully-thriving large business.

That's the premise behind the search Keith McFarland, an entrepreneur and former Inc. 500 CEO, undertook in writing his book, The Breakthrough Company. "There has always been lots of books out there on how to run a big company," says McFarland, who now runs his own consulting business, McFarland Partners based in Salk Lake City. "But I couldn't find one about how to maintain fast-growth over the long-term. So I studied the companies who had done it to learn their lessons."