https://promax7.com/product/promax7-ethereum-miner-7-2 -
Promax 7.2 is the innovation in the latest technology which stands in no compete with any other miner till date offering 3710 MH/s making it the first, powerful and cost efficient miner. This device has been built up with features that increase the basic necessity and increase the output and further leading to shortening of the investment cycle.
It works on all algorithms making it mine different crypto currency.
Future of Crypto Currency and boom in Ethereum Mining - 2018
1. FEBRUARY 28, 2018
CRYPTO
OVERLORD
CZ
ZERO TO
BILLIONAIRE
IN 6 MONTHS
MEET THE FREAKS, GEEKS AND VISIONARIES
DOMINATING THE DIGITAL CURRENCY CRAZE
CRYPTO’S SECRET
BILLIONAIRE CLUB
EXCLUSIVE:
TRUMP’S TOWERING TENANT CONFLICTS
YOUR
MONEY’S
FUTURE
REENGINEER
YOUR
RETIREMENT
TOP WEALTH
ADVISORS
BY STATE
TECH’S 50
TOP FINANCE
STARTUPS
РЕЛИЗ ГРУППЫ "What's News" VK.COM/WSNWS
2. FEBRUARY 28, 2018
6 | FORBES FEBRUARY 28, 2018
13 | FACT & COMMENT // STEVE FORBES
Don’t wreck the new boom.
LEADERBOARD
17 | 30 UNDER 30
Europe’s latest crop of young entrepreneurs, inventors and
disruptors.
20 | NEW BILLIONAIRE: THE BIG WHEELER
Ernie Garcia’s used-car kingdom.
Plus: Another billionaire president—what are the odds?
22 | SPORTSMONEY: THE NBA’S MOST VALUABLE
TEAMS
A pro squad is now worth an average of $1.65 billion.
Plus: Who’s richer—LeBron or Steph? The league’s highest-
earning players.
24 | THE 10-Q: GEORGE GILDER
The technology prophet on Bell’s Law and Google.
Plus: Utah’s charitable chemical king.
26 | FROM THE VAULT: GETTY’S MIGHTY GRIP,—
JULY 15, 1957
By mid-century J. Paul Getty’s empire spanned continents and
fueled industries.
28 | CONVERSATION
Readers rap about YouTube’s top earners and our inaugural
Just 100 ranking.
STRATEGIES
31 | OVER A BARREL
In an exclusive interview, ExxonMobil’s new CEO lays out
his plan to supply a growing world with energy—without
destroying it in the process.
BY CHRISTOPHER HELMAN
TECHNOLOGY
36 | DIGITAL MEDICI
You no longer need to be rich to be an arts benefactor. But can
crowdfunding site Patreon save creators from the starvation
wages of online advertising?
BY KATHLEEN CHAYKOWSKI
17
36
42
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3. ENTREPRENEURS
42 | FAMILY TREE
Jonathan Saperstein began his efforts to professionalize and dominate
the nursery industry with a hostile takeover of a grower—from his dad.
BY AMY FELDMAN
48 | CRACKING THE CODE
Challenged by a female employee, Gusto, an HR-software unicorn in
San Francisco, figures out how to hire women engineers.
BY SUSAN ADAMS
FEATURES
79 | BEST-IN-STATE WEALTH ADVISORS
In the age of robo-advice, meeting clients face-to-face can be a real
competitive advantage. Here are the top-ranked advisors in all 50 states.
BY HALAH TOURYALAI, MAGGIE MCGRATH AND KRISTIN STOLLER
85 | THE FINTECH 50
The future of your money.
EDITED BY JANET NOVACK AND MATTHEW SCHIFRIN
88 | OPEN FOR BUSINESS
Forget the international partnerships and the D.C. hotel. The surest
way to put money into Donald Trump’s pocket is through his core real
estate assets. More than 150 tenants—from foreign governments to big
banks—throw him some $175 million a year without an accounting of
who they are or how much they pay. Until now.
BY DAN ALEXANDER AND MATT DRANGE
REENGINEER YOUR RETIREMENT
97 | TRUSTS IN THE AGE OF TRUMP
December’s tax overhaul is spawning new ideas for transferring big
bucks and minimizing taxes. Procrastinators, beware: Your current
estate plan may now be booby-trapped.
BY ASHLEA EBELING
102 | LIVE WELL WHILE THE MARKET TANKS
Here’s a spending formula to protect you in retirement from panic and
from penury.
BY WILLIAM BALDWIN
104 | THE HAIL MARY RETIREMENT PLAN
Looking to turbocharge your retirement account? Put some crypto in
your IRA, but only if you can stomach extreme risk and high fees.
BY JEFF KAUFLIN
110 | SUNNIER DAYS ON SESAME STREET
After a merger knocked him from his CEO’s perch, Jeffrey Dunn
considered globe-hopping. Instead, he headed to Harvard and then on
to retool an iconic not-for-profit.
BY KERRY HANNON
FORBES LIFE
118 | SEPARATED AT REBIRTH
Thanks to signature models, Rolls-Royce and Bentley are both enjoying
a renaissance. But the iconic British automakers have traveled two very
different roads.
BY JOANN MULLER
124 | THOUGHTS
On value.
8 | FORBES FEBRUARY 28, 2018
FEBRUARY 28, 2018
118
88
110
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5. 32 | FORBESFEBRUARY 28,2018
Spotlight
ryptocurrency is thriving in different parts
of the world, and this is because more
people and businesses areCbecoming aware of its features and the
numerous advantages its usage brings.
One cryptocurrency that is
performing tremendously well is
Ethereum.
Ethereum is a decentralized open
source blockchain-based computing
platform that also has a valuable coin
called Ethereum (ETH) and is the
second most valuable coin after
Bitcoin. It will interest you to know
that the Ethereum coins can also be
gotten from mining. Ethereum
transactions are usually contained
within singularly specific blocks.
Mining Ethereum requires the use of
computers, powerful graphics card or
a combination of graphics cards that
are capable of computing algorithms that will get
solved in order to generate Ethereum coins. There are
a variety of miners that can be used, and these
varieties and their performance are a function of the
amount of money required to purchase them.
Promax7 Ethereum Miner
Of the many miners in the market, the best Ethereum
miner so far is the Promax7 Ethereum Miner. The
Promax7 Ethereum Miner is one of the latest
innovations that was created using cutting edge
technology and improving on efficiency and
productivity while reducing the cost of maintenance
as with other Ethereum miners within the same
operational range. As it is, there is no competition
with the Promaz7 Ethereum Miner, as it stands
shoulder high than other miners, and is able to offer
as much as 3710 MegaHash per second, which makes
it the first ever cost-efficient and powerful miner.
This mining hardware is becoming popular by the
day and takes advanced Ethereum mining to a whole new level, as the
miner was built with amazing features that are capable of increasing the
productivity of mining, while also increasing to output and rather than
have a long investment cycle, a short one is gotten, hence the cost of
running the mining process is reduced. Furthermore, the miner comes
with an added advantage, which is its ability to perform multicoin
functionalities; hence, the miner can work with every cryptocurrency
mining algorithm (multi-algorithm), which invariably makes it possible
for the GPU miner to mine different types of cryptocurrency.
The Promax7 Ethereum Miner was launched in April 2018, and its already
in its second batch of orders, with 80788 units
already ordered. The sales growth of the mining
hardware is increasing, as the miner is becoming
popular. Many people and companies are opting for
this multicurrency mining equipment because its
specifications indicate the hardware is not just
powerful, but very efficient, and effortlessly
functions more than is expected.
Specifications
Dimensions - 31” x 17” x 28”
ETH 3710 MegaHash per second, ZCash 59484 Sol/s
Ethernet: 1 x Gigabit with Wi-Fi connectivity
Installed Memory: 32 GigaByte
High Definition Multimedia Interface (HDMI): 1 x HDMI Port
Power Supply: 4500 Watt (Inclusion of Smart Inverter Tech)
Security: In-built Firewall
Operating System: Optional
Cooling: High-speed Jet Cooling Fans
Warranty: Yes (180 Days)
Multicurrency mining;
aside from the mining
of Ethereum, this
miner mines altcoins
like Zcash, Multi-
algorithm; this miner is
capable of mining all
algorithms.
CRYPTO MINER
ETHEREIUM MINING:
Here is Powerful
Ethereum Promax7
Miner 7.2 Review
6. LeaderBoard
24 | FORBES FEBRUARY 28, 2018
THE 10-Q
RICHESTBYSTATEBYLUISAKROLL
JONATHANKOZOWYKFORFORBES;ILLUSTRATIONBYCHRISLYONS
GEORGE GILDER SPOKE WITH RICH KARLGAARD, OUR EDITOR-AT-LARGE
AND GLOBAL FUTURIST. THIS INTERVIEW HAS BEEN EDITED AND CONDENSED.
FOR THE EXTENDED CONVERSATION, VISIT FORBES.COM/SITES/RICHKARLGAARD.
Is progress in technology accelerating or
decelerating?
It is not accelerating. It’s continuing to ad-
vance, of course, but I completely agree with
Peter Thiel that technology progress is not
inevitable.
What do you mean by that?
Recall Margaret Mead’s story of mariner tribes
that once made their living building stream-
lined canoes to catch fish in huge volumes.
Over time, they just forgot how to make the
canoes. When Mead found them, they were
sitting on the beaches looking at the oceans
with no idea that canoes were the solution to
their food shortage.
But in our day, learning is stored forever on billions
of devices. It’s not going to disappear.
We’re actually at risk of this kind of amnesia.
We forget the real entrepreneurial sources of
creativity and progress: invention, summed up
in technological progress. It’s not good to have
most of the stock market advance [coming
from] five companies, which buy back their
own stock and buy up the shares of their rivals.
I’m talking about Google, Apple, Facebook,
Microsoft and Amazon.
How does big tech’s success hurt innovation?
Their success does not represent some funda-
mental change in technology. It reflects, rather,
a vast enlargement of government regulations,
A NEW GILDED AGE
Technology prophet George Gilder
believes Silicon Valley’s innovations
benefit only a select few.
rules that really favor big compa-
nies. It reflects their capability
of lobbying and lawyering and
litigating and finding a path
through the mazes of rules.
Your next book is called Life After
Google. Why that title?
I’m convinced the Google para-
digm of massive data centers and
artificial-intelligence determinism
will be transcended in the next era.
Replaced by . . . ?
I’ll refer you to Gordon Bell’s
law: Every ten years, the rate of
progress predicted by Moore’s
Law produces a hundredfold rise
in computer cost effectiveness.
Which then requires a completely
new computer architecture.
Your point being that we’re now past
the ten-year point of Bell’s Law and
the cloud.
And lo and behold, a new architec-
ture is arising. It will solve the in-
creasing concentration problem of the internet,
which is porous security. It will be millions of
small data centers around the world, many of
them mobile, all using cryptography and a new
computer architecture based on blockchains
and other inventions.
Why would Google not see this?
Google is trapped by its own illusion. The
advances in machine learning that Google
trumpets and preens about are really just ad-
vances in the speed of processing. When their
Go-playing computer can play more Go games
in a minute than the whole human race has
played through all history, that’s not a great
advance in intelligence. It’s the same intelli-
gence just accelerated to terahertz speeds.
And this creates this illusion for Google and
others that machine learning can somehow
gain consciousness and usurp humans.
Artificial intelligence evokes both excitement and
fear. Elon Musk, for one, is fearful.
Musk is a tremendous entrepreneur and a quite
stale thinker. When he starts pretending that
he’s an ethical visionary, that human life is just
a simulation in a smarter species’ game . . .
A rather demoralizing view of humanity.
It’s really nuts. It’s clinically crazy. Silicon
Valley should stop trying to make human
beings obsolete and figure out how to make
them more productive again.
UTAH
POPULATION: 3.1 MILLION
2016 GROSS STATE PRODUCT:
$156 BILLION (3% GROWTH)
GSP PER CAPITA: $51,243
(RANKS NO. 29 NATIONWIDE)
NUMBER OF BILLIONAIRES: 2
RICHEST:
JON HUNTSMAN SR.
NET WORTH: $1.2 BILLION
DESPITE HIS best efforts to give away
his wealth, Jon Huntsman Sr. remains
extremely rich. He and his foundation
have donated $1.8 billion—more than
150% of his current net worth—most
prominently to cancer research, having
founded an eponymous Salt Lake City
institute to study the disease in 1995. (It
claims to have identified more cancer-
causing genes than any other such cen-
ter in the world.)
Huntsman himself has battled can-
cer four times, and both his parents
died from it—experiences that have
given him a clear-eyed view of mortal-
ity. When Warren Buffett invited him to
sign the Giving Pledge in 2009, Hunts-
man replied, “You don’t have the formu-
la right. It should be 80%. Why should
someone who has $5 billion give away
only $2.5 billion?”
Huntsman, 80, first landed on The
Forbes 400 in 1989, 19 years after found-
ing his chemicals firm, Huntsman Corp.
Today it’s a $9.7 billion (sales) giant;
Huntsman remains a director, having
handed the chairmanship to his son
Peter in December. Another son, Jon Jr.,
Utah’s former governor, is currently the
U.S. ambassador to Russia.
RICHEST BY STATE
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7. Someone has to manage
all those robots in accounting.
Why not you?
Did you ever think you’d see the day when you’d be working side-by-side with robots? Would you be
PGTXQWUQTGZEKVGF!+H[QWoTGC%GTVKƂGF/CPCIGOGPV#EEQWPVCPV[QWoXGOCUVGTGFVJGOQUV
ETKVKECNRTCEVKEGCTGCUKPDWUKPGUU9JKEJOGCPU[QWoNNDGVJGQPGFQKPIVJGOCPCIKPI#PFPQVVJGQVJGT
YC[CTQWPF8KUKVWUCVEOCEGTVKƂECVKQPQTIVQUGGKH[QWJCXGYJCVKVVCMGUVQECNNVJGUJQVU
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8. LeaderBoard
CONVERSATION
The Highest-Paid YouTube Stars 2017
The NHL’s Most Valuable Teams
Just 100 2018
Chris Cline Could Be the Last Coal Tycoon Standing
Unions Are Dead? Why Competition Is Paying
Off for America’s Best Workers
BlackRock’s Edge: Why Technology
Is Creating the Amazon of Wall Street
What Do You Get a Billionaire for Christmas?
How to Make a Warren Buffett–Inspired Cocktail
BYALEXANDRAWILSON
QUICKHONEY
OUR DECEMBER 26 issue debuted the
Just 100, ranking the country’s best cor-
porate citizens. Maggie McGrath’s cover
story chronicled how the scrum to at-
tract top talent has prompted American
companies to shower their workers with
perks and benefits—“Competition is
the new union,” as we put it. Said MA
analyst Dinesh Advani, “Employees have
the power to be your biggest promoters
or your biggest detractors, and I know
which I’d rather have.” (Cover star Brian
Krzanich, CEO of top-ranked Intel,
muddied his company’s victory with a
post-press-time stock sale before news
broke of a major Intel-chip security flaw
in early January. Tsk, tsk, sir.) Krzanich’s
actions aside, many readers clamored
for further tales of corporate kindness.
“Please keep writing about companies
with heart,” offered Benita Lee. “We need
to know they’re out there.”
410 VIEWS
THE BOMB
1,122,645 views
64,410
243,735
34,443
12,482
’TUBE TOPPERS
Readers marveled at the money made by
the highest-paid YouTube personalities—
one toy-testing tot in particular.
KISHALAYA KUNDU, BEEBOM.COM:
“YouTube means big money these days,
and nothing exemplifies this more than
Forbes’ recently released list of the
highest-earning YouTubers.”
LENNY, TODAYFM.COM: “This will have you
grabbing a toy and the nearest child.”
@||SUPERWOMAN|| (LILLY
SINGH): “I’m very grateful that
my passion has become my career.
Looking forward to seeing more women
on the list next year. Thank you @Forbes
@WomenAtForbes @YouTube”
NATHAN MCALONE AND JOHN LYNCH,
BUSINESS INSIDER: “YouTube has
become the de facto launchpad for the next
generation of internet celebrities.”
@SKM353: “PewDiePie got canceled
. . . but he still got paid anyway.”
TheyTube, YouClick: The internet’s top-earning entertainers far outclassed the competition
in our December 26 issue, gaining nearly six times the page views of the runner-up.
THE INTEREST GRAPH
33,693
11,751
28 | FORBES FEBRUARY 28, 2018
@SALLYMACFOX26: “@Forbes
says a 6-year-old @YouTube star’s
channel earned $11 million this year!
Ryan tests new toys. So on top of the $
he gets toys! What’s my 6-yr-old doing?
Our kids are slackers.”
THEQUINT.COM: “It’s time for some
adults to slump into a pit of shame.”
“Cline is amused
by the popular
misconception
that coal is on its
deathbed. Coal’s
death—if it comes at
all—will be long and
slow.”
“The program
expands and
contracts, from a
holistic view of firm-
wide risk down to a
single trade in a split
second.”
“This might surprise
less-enlightened CEOs
and investors: Treating
workers right ultimately
benefits shareholders
after all.”
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10. Forbes and SHOOK Research have teamed up
to host the second annual gathering of the world’s
top preeminent wealth advisors and industry
leaders. This exclusive forum—convening a group
that represents nearly $1 trillion of assets under
management—will provide the industry’s highest-level
insights tailored for America’s most elite advisors.
CONGRATS
TO THE 2018
HONOREES
PLATINUM SPONSOR
PRESENTED BY
PARTNERS
SUPPORTING SPONSOR
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11. 50 | FORBES FEBRUARY 28, 2018
ing officer in 2015, they made it a priority to find
a woman. Lexi Reese, a veteran of Google and
American Express, is one of two women on the
six-person executive team, and firmwide, women
account for 51% of Gusto’s 525 employees. Even
after Gusto began its diversity initiative, applica-
tions from women didn’t flood in. Gusto assigned
two in-house recruiters to the job, and it hired
TalentDash, a Singapore-based firm that sources
talent, to look exclusively for women.
Though hiring women engineers took more
time, Kim says, Gusto never dropped its stan-
dards. “It bothers me when people say that prior-
itizing diversity lowers the bar in terms of the cal-
iber of talent you’re able to hire,” he says. “That is
simply not true.” Nor, he says, was there any push-
back from inside Gusto.
Gusto also addressed its compensation policy.
Since 2016 its salaries have been audited by Mercer,
a human resources consulting firm, which has found
no gender pay disparity. Benefits include 16 weeks of
paid leave for a primary parent,
plus an additional $100 a week
for groceries and food deliver-
ies, $100 a month for six months
of housecleaning and up to $500
for a baby-sleep coach.
Gusto’s women-only re-
cruiting effort lasted six
months. It stopped, Kim says,
because “we exceeded our
goals.” In 2015 Gusto was
trying to hit 18% women en-
gineers, the proportion ma-
joring in computer science as
undergraduates, according to
the National Center for Education Statistics, and
it reached 21%. Since then it has started staff-
ing a Denver office, where it aims to increase the
engineer head count by at least 25 this year and
where the company is reprising its women-only
recruiting strategy. Now that 17 of Gusto’s 70 en-
gineers are female, it’s getting a little easier, says
Gusto’s HR head, Maryanne Brown Caughey.
“It’s kind of a domino effect,” she says. “Women
know they’re joining a welcoming community.”
While Gusto has made progress, its engineer-
ing team has no Latinos and no African-Amer-
icans. Kim says Gusto has two hiring goals in
2018: senior women and racial diversity in en-
gineering. “The way we make progress is by fo-
cusing on one problem,” Kim says, “and then we
move on to the next.”
lieve that diversity is in itself a core strength that
will enable us to write better software and build
better products,” he wrote.
In line with more than 80% of startups, ac-
cording to a 2017 Crunchbase study, Gus-
to’s three founders are men. Kim and Gusto’s
CEO, Joshua Reeves, both 34, met as under-
grads in Stanford’s electrical engineering depart-
ment. They launched Gusto in 2012 along with
Tomer London, 33, an Israeli immigrant who got
to know Reeves while a Ph.D. student at Stan-
ford. Like its boom-and-bust competitor, Zene-
fits, which launched the following year, Gusto
sells cloud-based comprehensive subscription
software to small businesses to help them man-
age employee records like payroll and health
benefits. At the outset Gusto even had a simi-
lar name, ZenPayroll, which it changed in 2015
when it started offering a more complete selec-
tion of employee-tracking software.
Zenefits attracted $584 million in venture cap-
ital and hit a valuation of $4.5 billion in 2015 be-
fore running into regulatory problems relat-
ed to the way it sold health insurance. It sacked
its CEO, reworked its business model and saw its
valuation slashed to $2 billion. Gusto, meanwhile,
grew less feverishly. By late 2015 it had raised
$176 million from firms like CapitalG (formerly
Google Capital) and General Catalyst, and 75 in-
dividual investors handpicked by Reeves, includ-
ing Ashton Kutcher and PayPal cofounder Max
Levchin. That year it broke through to a $1.1 bil-
lion valuation. Forbes estimates Gusto’s annual
revenue at nearly $100 million.
At the start, Gusto’s founders acknowledge,
diversity was on the back burner, and as it
grew, they found that it didn’t happen organi-
cally. When it came time to hire a chief operat-
“Urging an organization to be inclusive is not an attack. It’s progress.” —DASHANNE STOKES
FINAL THOUGHT
BY JOHN BUCKINGHAM
At Armonk, New York’s IBM, spreading the gospel of
diversity has been a priority during the tenure of chief
executive Virginia Rometty. She wasn’t dealt a pretty
hand when she took the helm in 2012, but she has
played many of her cards well, buying back stock and
boosting the dividend. She’s also invested heavily in
IBM’s Strategic Imperatives business, which includes analytics, cloud,
mobile and security and accounts for nearly 50% of sales. The stock
has a 3.6% dividend yield and is a bargain at 12 times next year’s
earnings.
John Buckingham is chief investment officer of AFAM Capital and
editor of The Prudent Speculator.
HOW TO PLAY IT
Entrepreneurs DIVERSITY
MARGINPROPHETBYAMYFELDMANLEFT:THOMASKUHLENBECKFORFORBES
MARGIN
PROPHET
WAREHOUSE
À LA CARTE
Getting goods from
supplier to store is a
$163 billion global industry
ripe for a rethink, says
Sean Henry, the 21-year-old
cofounder of Stord, an
Atlanta-based on-demand
warehouse service.
So you’re a kind of
warehouse Airbnb?
Customers choose us not
just for our warehouses
but for our software. The
industry runs off emails,
phones and faxes—the
average warehouse order
takes 25 minutes of human
interaction. We said, “If
we build software to give
customers more transpar-
ency into trucks and
warehouses, we can help
them be more efficient.”
How many facilities
do you have?
In the ballpark of 160.
We go to mom-and-pop
operators and tell them
Stord can give them access
to customers that wouldn’t
otherwise use them.
How do you persuade them
to adopt this new model?
Everyone’s competing on
delivery speed against
Amazon. We can integrate
our software into their
existing warehouses, then
see where they need to
add distribution points
in Stord’s network for a
better supply chain.
How fast can Stord move?
If Walmart in Georgia
orders 5,000 units from a
supplier and that supplier
needs a new warehouse
in Atlanta, they can get it
within 24 hours.
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13. SPECIAL ADVERTISTING SECTION
Japan1
Japanese companies face a unique and envy-
inducing opportunity in 2018. Those that are
prepared to take on more risk in the markets
while channeling fund stockpiles towards
workers have the chance to kick-start the
business-to-consumer (B2C) sector, after
years of relying on exports and the busi-
ness-to-business (B2B) market. At the same
time, artificial intelligence (AI) and robotics
are playing an increasingly important role
in the workplace, and companies with the
foresight to adapt to unfolding technologi-
cal developments will be in the driving seat
when it comes to cheaper unit-per-cost
manufacturing.
Japanese companies have built up in-
house fund stockpiles to levels now esti-
mated to outstrip gross domestic product
(GDP) by as much as a multiple of three.
Those funds have been progressively squir-
reled away since the global financial crisis,
mirroring moves by risk-averse individuals
to remove funds from the markets and keep
them in low-interest bank accounts.
Fresh Incentives
But Japan now stands at a crossroads. The
risk-off stance of both companies and indi-
viduals will be difficult to maintain amid a
shrinking labor market, which has also seen a
depletion of experience and talent as skilled
labor retires without immediate replacement.
Japanese companies that empower
younger workers with greater upfront returns,
in terms of higher wages, can help fuel a self-
perpetuating consumer boom.
This move would entail companies shifting
away from the longstanding export and B2B-
driven economic model that has sustained
Japan for decades, and reinventing them-
selves in a domestic-demand-driven B2C
market. The ensuing multiplier effect would
not only underpin statistics such as GDP but
also boost loan demand and drive interest
rates out of the deflationary zone.
Rise of the Robots
AI and robotics will also play a greater and
more influential role going forward. Gone
is the idea of robots as slave machines in
production plants. CEOs interviewed for
this special edition agree that robots of the
future will be more intelligent, more adapt-
able, and eventually able to anticipate human
needs more rapidly and more selectively than
humans can.
Companies that develop and harness the
effective use of such robots will be at the cut-
ting edge of manufacturing by the end of the
first quarter of the 21st century, particularly
as they take in more young workers imbued
with the values of the new millennium.
Industry leaders will be those that not
only effectively utilize AI and robotic power
but also prepare their staff for the emerging
realities of this new world. Companies that
develop managers and skilled labor capable
of using robots as their servants, and not as
their workplace masters, will also avoid the
possible polarization in the workplace, where
low-end labor may be forced to compete
with robots for jobs.
2018 marks 10 years since the onset of the
global financial crisis. Japanese companies
have put this decade to good use, rebuild-
ing balance sheets, creating new overseas
markets, and replacing obsolete plants
and equipment. It is now time to reopen
the floodgates and power the potential of
domestic growth.
JAPAN:
LOOKS TO THE FUTURE
Japanese Companies Ideally Positioned to Power a B2C Revival in 2018.
SPECIAL ADVERTISTING SECTION
AI-equipped robots such as Pepper (above) will have a huge role
to play in driving growth over the next decade.
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15. SPECIAL ADVERTISTING SECTION
6Japan
Yuzaburo Mogi, Honorary CEO and Chairman
of the Board of Kikkoman Corporation, is a
nigh ageless embodiment of his company’s
philosophy, and also the firm’s most energetic
spokesman.
“This is a time of anniversaries,” Mogi says,
beaming. “We just celebrated the 100th
anniversary of the establishment of what is
now Kikkoman Corporation. Although our
business goes back centuries, we legally
incorporated in 1917.”
Asked about the company’s century of
changes, Mogi says it’s more important to
talk about what has not changed: “Our focus
on consumers has been at the center of
Kikkoman’s approach since the beginning.” He
notes that even before its legal incorporation,
the soy sauce brewer set up a research
laboratory.
“Our research facility worked constantly
to improve and unify the quality of our
products,” he says proudly. “Quality for the
end consumer became our guiding principle.
And that has never changed.”
From Japan to the World
Mogi notes that this year also marks the 45th
anniversary of the company’s first overseas
plant in Walworth, Wisconsin and the 20th
anniversary of its Folsom, California plant. The
two facilities have helped make Kikkoman a
household name in North America.
But Kikkoman is a Japanese company. Surely
the Japanese plants are more important?
“Kikkoman is a global company,” he
corrects. “One with a proud Japanese
heritage. But our overseas markets contribute
more to our sales and profits. America is very
important, and Europe and Asia are growing
rapidly.”
Mogi smiles again, for there are more
celebrations to discuss. “At the end of last
year we marked the 20th anniversary of our
European flagship plant in the Netherlands,
which is our production base for the region.”
He points out that the European and American
markets are vastly different. While the U.S. has
regional variations in culinary styles, in general
“American”-style cooking is more similar than
different. Not so with Europe.
“Each country in Europe has a different
food culture, and some have more than one,”
he explains. “Because Kikkoman is so highly
consumer-oriented, that means respecting,
celebrating, and becoming a part of 20 or
30 different food cultures. We are constantly
developing recipes and different ways to use
our products that will enhance each different
local cuisine.”
A Taste for Growth
His approach must be working, because Euro-
pean sales have been growing in double dig-
its for over a decade. Growth is the name of
the game in Asia as well. Although the com-
pany now has factories and/or sales offices in
Taiwan, Thailand, China, the Philippines, and
Australia, Kikkoman’s ongoing Asian expan-
sion began with a plant in Singapore. How-
ever, Mogi says they are too busy meeting
growing Asian demand to think about the
35th anniversary of this plant in 2020.
“Asian consumers already have their own
local seasonings that are similar to soy sauce,”
he notes. “However, they are not accustomed
to the richly flavored, aromatic sauce that is
the hallmark of Kikkoman. We are already
seeing solid growth in these markets, and I
expect even greater results in the future.”
For a company that has been around in one
form or another for centuries, it is inspiring to
hear the chairman talk seriously about “the
next hundred years.” Mogi is constantly look-
ing to the future, envisioning more growth in
today’s markets and the prospect of opening
up new markets in South America and Africa
in the decades to come. But some things, he
points out, will never change. “Even a hundred
years from now, our focus will still be on the
consumer,” he says.
Yuzaburo Mogi is a descendant of one of
the founding families of Kikkoman, which is
one of the oldest continually running busi-
nesses in Japan. He became company Presi-
dent in 1995, was named Chairman in 2004,
and assumed the title of Honorary CEO and
Chairman of the Board in 2011. Mogi holds
an MBA from Columbia University.
www.kikkoman.com
Yuzaburo Mogi, Honorary CEO and Chairman
of the Board of Kikkoman Corporation
Global food giant Kikkoman Corporation just marked the 100th anniversary of its incorporation in Japan, but
the company is even prouder of its achievements overseas.
KIKKOMAN
CORPORATION:
MULTIPLE MILESTONES HIGHLIGHT A CENTURY OF QUALITY
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16. SPECIAL ADVERTISTING SECTION
8Japan
THK, the company that pioneered the Linear
Motion Guide mechanism, has also relocated
its head office to strengthen group-wide
cooperation, improve operational efficiency,
and enhance business continuity planning. In
addition, the company is investing in Japan,
China and Vietnam to maximize production
in response to soaring demand driven by the
rise of the Internet of Things (IoT), the auto-
mobile industry, and also as a result of the
automation of production facilities.
“We have our hands full just keeping up
with demand,” says Teramachi. “In addition
to the spread of IoT, semiconductor-related
investment is expanding as a result of the
increase in electric vehicles and advances in
self-driving technologies. We are also see-
ing increased overall demand for our prod-
ucts given the steady growth in investment
related to the automation of production facil-
ities against a backdrop of labor shortages.”
Brave New World
Teramachi has triggered a major change in
the company’s business style driven by AI,
robotics and IoT as the third strategic pillar
for THK. The challenge is to develop products
that match changing needs, and to simulta-
neously consider sales-based uses and other
applications.
And yet, Teramachi is wary of over-reliance
on AI and robotics. “If we allow robots to pen-
etrate society in their existing format, they
will not be in a position to purchase goods or
services, leading to shrinking consumption,
smaller markets, and an atrophied economy.
In addition, humans would lose their position
in the workplace. We must avoid this state of
affairs,” he says.
“Looking ahead, humans must actively
trust their work to AI and robotics, and focus
their efforts on high-value-added creative
work in other areas where this is not possible,
such as anticipating needs that others cannot
see. The 10,000-plus employees of the THK
Group may be forced to alter the way they
perform their jobs,” Teramachi says.
With robots gaining the ability to do tasks
currently performed by mid-income class
workers, Teramachi sees a high potential for
the workplace to polarize, between low-sal-
ary labor hired at costs that undercut robot-
ics, and high-income workers who need to
be able to constantly think on their feet. “We
need to develop human resources capable
of qualifying for this high-income group at
THK, even while society becomes polarized,”
he says.
Changing Minds
Education, training and self-awareness are
vital in this process, but one hurdle is that
the global education system continues to
revolve around the idea that humans are irre-
placeable. Teramachi believes it is essential
for people to be able to adapt to changes
in society and the environment, and that we
must develop an education system that sup-
ports this.
“The good thing about the Japanese is that
they are a close-knit, homogenous and duti-
ful society, which is extremely useful when it
comes to ensuring quality and safety. On the
other hand, these qualities can also impede
the launching of, and reactions to, change.
If the Japanese education system can be
steered towards providing pupils with a
sense of independence and self-respect,
along with a healthy appreciation for change
while maintaining its other positive points,
then there is a good chance it can develop
students capable of guiding global society in
a better direction,” Teramachi says.
Akihiro Teramachi graduated from
Keio University in 1971 and joined THK
Co., Ltd. in 1975. He became a Direc-
tor in 1982 and Vice President in 1994,
before taking over as CEO in 1997.
www.thk.com
Akihiro Teramachi, Chief Executive Officer and President of THK Co., Ltd, is looking to increase his company’s
growth capacity by leveraging Artificial Intelligence (AI) and robotics in the face of a shrinking labor market.
THK:
BOOSTING GROWTH CAPACITY THROUGH AI AND ROBOTICS
Akihiro Teramachi, Chief Executive Officer and
President of THK Co., Ltd.
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17. But here is the proverbial fork in the road:
While Bentley plans to accelerate growth by lever-
aging the engineering might of Volkswagen, in-
cluding new electrified power trains, Rolls-Royce
shares little with BMW. Instead, it has developed
its own, scalable platform, which underpins the
Phantom and future models, including Project
Cullinan, its first four-wheel-drive utility vehicle,
due to be revealed later this year.
Bentley’s ambition is to grow sales to 20,000 ve-
hicles a year, while Rolls-Royce aims to stay more
exclusive, at fewer than 6,000. By comparison, Mase-
rati sold 46,186 vehicles last year, Lamborghini just
3,104.
At prices frequently north of $400,000, Rolls-
Royce can afford to thumb its nose at the notion of
sharing platforms with a “mass-market” brand. Its
biggest challenge is shedding the stodgy image still
lingering from those notorious Grey Poupon com-
mercials from the 1980s.
Bentley, by contrast, occupies a unique middle
ground between the highest-priced Mercedes-Ben-
zes and the cheapest Rolls-Royce mod-
els. It’s done a good job of creating sex
appeal, says Rebecca Lindland, a senior
analyst at Cox Automotive, “but the real-
ity is these brands have to make money.”
With the average price of a Bentley
around $250,000, you’d expect the com-
pany to be raking in profits. But its op-
erating margin through September 2017
sank to 2.5%, well below that of proletar-
ian automakers like General Motors and
Ford. So modifying a Porsche platform
could help Bentley keep costs down and
boost margins, as long as it doesn’t sacrifice its brand
DNA, notes LMC Automotive analyst Jeff Schuster.
Besides, he adds, “leveraging Porsche isn’t exactly
slumming it in terms of technology and capability.”
The reality is both automakers have found vi-
able business models. “If I compare the cars and
drive them, they are different,” says Wolfgang
Dürheimer, the recently retired CEO at Bentley.
“Rolls-Royce is ultimate luxury. We are luxury and
performance.”
And Rolls-Royce doesn’t disagree. “We are
operating in a completely different price segment
than Bentley,” says CEO Torsten Müller-Ötvös.
Of course, in this rarefied air, where wealthy
owners possess an average of seven cars, it’s not
about price anyway. “Our clients have garages like
we have wardrobes,” Müller-Ötvös reasons. “For
every occasion there is the right car.”
120 | FORBES FEBRUARY 28, 2018
launching redesigned versions of the cars that
started this renaissance 15 years ago.
For Rolls-Royce, it’s the 2018 Phantom VIII,
the stately sedan that is the epitome of bespoke
luxury. For Bentley, it’s the redesigned Continen-
tal GT, a refined Grand Tourer delivering a com-
bination of performance and luxury.
New Rolls-Royce Phantoms don’t come along
very often: The 2018 model is only the eighth edi-
tion since the Phantom was introduced in 1925.
Men as diverse as Fred Astaire and John Lennon
owned Phantoms throughout its history. As with
all Phantoms, the newest edition was designed for
the rear passenger. When the coach doors gently
close, you are embraced in a plush, silent sanctu-
ary, soothed by a starlight canopy that can be cus-
tomized to reflect your birth constellation.
Up front, the Phantom’s dashboard can be trans-
formed into a rolling art gallery, where owners can
display works behind a single piece of glass that also
houses the instrument cluster and a retractable in-
fotainment screen.
And with the average age of Rolls-Royce buyers
dipping to the low 40s (thanks to younger custom-
ers in markets like China), the new model was also
engineered to be as pleasing to drive as it is to be
driven in. The Phantom floats along on an electri-
cally controlled suspension, called Magic Carpet
Ride. And a new twin-turbocharged, 12-cylinder
engine delivers 0 to 60 mph in 5.1 seconds.
Meanwhile, Bentley’s new Continental GT, like-
ly to start at around $240,000, was designed for a
driver who loves performance, while still swaddling
passengers in luxury. Its twin-turbo, 12-cylinder en-
gine powers the car to a top speed of 207 mph and
goes from 0 to 60 mph in a dazzling 3.6 seconds.
The dashboard also astonishes. An optional
three-sided display rotates, allowing the driver to
choose between the sleek wood veneer, a 12.3-inch
touchscreen and three elegant analog gauges.
THEHAUTELISTBYMICHAELSOLOMON
“Whither goes thou, America, in thy shiny car in the night?” —JACK KEROUAC
FINAL THOUGHT
LAMBORGHINI
TIME
Fast times call for
a watch built for
speed. The Swiss
watchmaker Roger
Dubuis will begin
a partnership with
Lamborghini Squadra
Corse this spring
to produce limited-
edition watches. The
Excalibur Aventador S
is made in a carbon-
fiber case with a
movement inspired
by the engine block
of the Lamborghini
Aventador. (Another
model is inspired by
the Huracàn Super
Trofeo EVO.) Like the
legendary Italian sports
car, the Aventador S
timepieces will have
very limited production
and come with luxury-
car sticker prices—88
pieces will be produced
with accents of
Lambo’s Neptune
Blue and Giallo Orion
yellow (retailing for
$194,500) while
an 8-piece orange-
accented edition will
cost $216,000.
Forbes Life AUTOS
Wheeling: Bentley’s Continental GT is designed for drivers, not passengers.
THE
HAUTE
LIST
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18. “THE ONE WHO GETS
WISDOM LOVES LIFE; THE
ONE WHO CHERISHES
UNDERSTANDING WILL
SOON PROSPER.”
—PROVERBS 19:8
“WHO STEALS MY PURSE STEALS TRASH;
’TIS SOMETHING, NOTHING.”
—WILLIAM SHAKESPEARE
FINAL
THOUGHT
“Money’s merits
are measured by its
use, not amount.”
—MALCOLM FORBES
THOUGHTS ON
CLOCKWISEFROMTOPLEFT:UPPA/ZUMAPRESS/NEWSCOM;AGIP/RDA/GETTYIMAGES;PRISMA/UIG/GETTYIMAGES;PERRYREICHANADTER;PICTURESLTD/CORBIS/GETTYIMAGES;
ETHANPINES;PAKOMERA/ALAMY;THEPRINTCOLLECTOR/GETTYIMAGES;COLINMCPHERSON/CORBIS/GETTYIMAGES
“Price is a proposed
point of agreement
between a buyer
and seller. The
proposal is the key.
It is not a marching
order.”
—JEFFREY TUCKER
SOURCES: OTHELLO, BY WILLIAM SHAKESPEARE; ANIMAL, VEGETABLE, MIRACLE, BY BARBARA KINGSOLVER;
CRYPTONOMICON, BY NEAL STEPHENSON; THE RAPE OF THE LOCK, BY ALEXANDER POPE; MEDITATIONS, BY
MARCUS AURELIUS; LITERARY THEORY: AN INTRODUCTION, BY TERRY EAGLETON; WHERE IS SCIENCE GOING?, BY MAX
PLANCK; THE EVOLUTION OF THEOLOGY, BY THOMAS HENRY HUXLEY; THE TROPIC OF SERPENTS, BY MARIE BRENNAN.
Value
124 | FORBES FEBRUARY 28, 2018
“EVERY ADVANCE
IN KNOWLEDGE
BRINGS US FACE
TO FACE WITH
THE MYSTERY OF
OUR OWN BEING.”
—MAX PLANCK
“Law, and force, and ether, and the like,
are merely useful symbols, while the
ignorant and the careless take them for
adequate expressions of reality.”
—THOMAS HENRY HUXLEY
“Beauties in vain
their pretty eyes
may roll; charms
strike the sight,
but merit wins
the soul.”
—ALEXANDER POPE
“LOOK BENEATH
THE SURFACE;
LET NOT THE
SEVERAL QUALITY
OF A THING
NOR ITS WORTH
ESCAPE THEE.”
—MARCUS AURELIUS
“One does not
cease to treasure
a gem simply
because one owns
another that is
larger.”
—MARIE BRENNAN
“Value is not made
of money, but a
tender balance of
expectation and
longing.”
—BARBARA KINGSOLVER
“IT IS IN DIALOGUE
WITH PAIN THAT
MANY BEAUTIFUL
THINGS ACQUIRE
THEIR VALUE.”
—ALAIN DE BOTTON
“Statements of
fact are after
all statements,
which presumes
a number of
questionable
judgments.”
—TERRY EAGLETON
“GOLD IS THE CORPSE OF
VALUE. WEALTH STORED
UP IN GOLD IS DEAD.”
—NEAL STEPHENSON
“JUST
BECAUSE
PEOPLE
THROW IT
OUT AND
DON’T
HAVE ANY
USE FOR IT
DOESN’T
MEAN IT’S
GARBAGE.”
—ANDY WARHOL
“NETWORKS GAIN
SOVEREIGNTY THROUGH
THEIR OWN DIGITAL
CURRENCY.”
—OLAF CARLSON-WEE
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