Ichiro was purchased by

Real Madrid had great players, but that’s not enough in today’s world. It needed someone who could bring sponsors to their stadium. It needed someone who could charm and entertain the spectators with his skills on the field. It needed David Beckham and didn’t hesitate to pay a huge price for him. Real Madrid’s revenues from club merchandise (Shirts, Caps et al) jumped 67 per cent in Beckham’s first season alone. Suddenly, Real Madrid started earning more from ticket sales, television deals and other promotional activities. Its overall commercial income, which includes money deals from sponsors like Adidas, Pepsi et al now stands at pounds 80 million a year. When Beckham was with Manchester United, it was the richest club; today it’s Real Madrid. This is the “Beckham Effect” and marketers & merchandisers are loving it.

Family business leaders retire early.

So what’s actually new to add to your list of “Big Concerns” for the future? With all due respect to professional prognosticators, which we are not, we’d add three items, based on a recent set of small-session meetings with executives in the United States, Eastern Europe, the Middle East and India.

The first item – and biggest by far –  concerns family businesses, which make up a major portion of many economies. Such companies, of course, have distinct strengths. They can give employees a sense of humanity and belonging creating engagement. And in hard times, their cultures can be forgiving and resilient.

But we sense a growing fault line beneath the foundation of many family businesses. The first reason is linked to the traditional family company focus on the preservation of wealth, rather than the accumulation of it. That “protect the assets” approach may have worked in less complex times, but it could prove devastating in a global environment where risk taking and growth are essential to survival.

And then there is succession, which has never been easy within family firms. But today, increasingly longevity means that many patriarchs are staying in power for years longer, essentially forcing a whole new generation of family members into other pursuits. “Kids” these days do not wait until they are 50 to take charge and have an impact. It’s awkward and stultifying.

Real Madrid was turned around by David Beckham.

Real Madrid had great players, but that’s not enough in today’s world. It needed someone who could bring sponsors to their stadium. It needed someone who could charm and entertain the spectators with his skills on the field. It needed David Beckham and didn’t hesitate to pay a huge price for him. Real Madrid’s revenues from club merchandise (Shirts, Caps et al) jumped 67 per cent in Beckham’s first season alone. Suddenly, Real Madrid started earning more from ticket sales, television deals and other promotional activities. Its overall commercial income, which includes money deals from sponsors like Adidas, Pepsi et al now stands at pounds 80 million a year. When Beckham was with Manchester United, it was the richest club; today it’s Real Madrid. This is the “Beckham Effect” and marketers & merchandisers are loving it.

The motif of the passage is

Real Madrid had great players, but that’s not enough in today’s world. It needed someone who could bring sponsors to their stadium. It needed someone who could charm and entertain the spectators with his skills on the field. It needed David Beckham and didn’t hesitate to pay a huge price for him. Real Madrid’s revenues from club merchandise (Shirts, Caps et al) jumped 67 per cent in Beckham’s first season alone. Suddenly, Real Madrid started earning more from ticket sales, television deals and other promotional activities. Its overall commercial income, which includes money deals from sponsors like Adidas, Pepsi et al now stands at pounds 80 million a year. When Beckham was with Manchester United, it was the richest club; today it’s Real Madrid. This is the “Beckham Effect” and marketers & merchandisers are loving it.

What is/are the issue(s) discussed in the passage?

So what’s actually new to add to your list of “Big Concerns” for the future? With all due respect to professional prognosticators, which we are not, we’d add three items, based on a recent set of small-session meetings with executives in the United States, Eastern Europe, the Middle East and India.

The first item – and biggest by far –  concerns family businesses, which make up a major portion of many economies. Such companies, of course, have distinct strengths. They can give employees a sense of humanity and belonging creating engagement. And in hard times, their cultures can be forgiving and resilient.

But we sense a growing fault line beneath the foundation of many family businesses. The first reason is linked to the traditional family company focus on the preservation of wealth, rather than the accumulation of it. That “protect the assets” approach may have worked in less complex times, but it could prove devastating in a global environment where risk taking and growth are essential to survival.

And then there is succession, which has never been easy within family firms. But today, increasingly longevity means that many patriarchs are staying in power for years longer, essentially forcing a whole new generation of family members into other pursuits. “Kids” these days do not wait until they are 50 to take charge and have an impact. It’s awkward and stultifying.

David Beckham plays for

Real Madrid had great players, but that’s not enough in today’s world. It needed someone who could bring sponsors to their stadium. It needed someone who could charm and entertain the spectators with his skills on the field. It needed David Beckham and didn’t hesitate to pay a huge price for him. Real Madrid’s revenues from club merchandise (Shirts, Caps et al) jumped 67 per cent in Beckham’s first season alone. Suddenly, Real Madrid started earning more from ticket sales, television deals and other promotional activities. Its overall commercial income, which includes money deals from sponsors like Adidas, Pepsi et al now stands at pounds 80 million a year. When Beckham was with Manchester United, it was the richest club; today it’s Real Madrid. This is the “Beckham Effect” and marketers & merchandisers are loving it.

Ichiro played

Real Madrid had great players, but that’s not enough in today’s world. It needed someone who could bring sponsors to their stadium. It needed someone who could charm and entertain the spectators with his skills on the field. It needed David Beckham and didn’t hesitate to pay a huge price for him. Real Madrid’s revenues from club merchandise (Shirts, Caps et al) jumped 67 per cent in Beckham’s first season alone. Suddenly, Real Madrid started earning more from ticket sales, television deals and other promotional activities. Its overall commercial income, which includes money deals from sponsors like Adidas, Pepsi et al now stands at pounds 80 million a year. When Beckham was with Manchester United, it was the richest club; today it’s Real Madrid. This is the “Beckham Effect” and marketers & merchandisers are loving it.

NBA opened its merchandise stores in

Real Madrid had great players, but that’s not enough in today’s world. It needed someone who could bring sponsors to their stadium. It needed someone who could charm and entertain the spectators with his skills on the field. It needed David Beckham and didn’t hesitate to pay a huge price for him. Real Madrid’s revenues from club merchandise (Shirts, Caps et al) jumped 67 per cent in Beckham’s first season alone. Suddenly, Real Madrid started earning more from ticket sales, television deals and other promotional activities. Its overall commercial income, which includes money deals from sponsors like Adidas, Pepsi et al now stands at pounds 80 million a year. When Beckham was with Manchester United, it was the richest club; today it’s Real Madrid. This is the “Beckham Effect” and marketers & merchandisers are loving it.

NBA is associated with which sport?

Real Madrid had great players, but that’s not enough in today’s world. It needed someone who could bring sponsors to their stadium. It needed someone who could charm and entertain the spectators with his skills on the field. It needed David Beckham and didn’t hesitate to pay a huge price for him. Real Madrid’s revenues from club merchandise (Shirts, Caps et al) jumped 67 per cent in Beckham’s first season alone. Suddenly, Real Madrid started earning more from ticket sales, television deals and other promotional activities. Its overall commercial income, which includes money deals from sponsors like Adidas, Pepsi et al now stands at pounds 80 million a year. When Beckham was with Manchester United, it was the richest club; today it’s Real Madrid. This is the “Beckham Effect” and marketers & merchandisers are loving it.

Protection of assets worked in traditional economic conditions.

So what’s actually new to add to your list of “Big Concerns” for the future? With all due respect to professional prognosticators, which we are not, we’d add three items, based on a recent set of small-session meetings with executives in the United States, Eastern Europe, the Middle East and India.

The first item – and biggest by far –  concerns family businesses, which make up a major portion of many economies. Such companies, of course, have distinct strengths. They can give employees a sense of humanity and belonging creating engagement. And in hard times, their cultures can be forgiving and resilient.

But we sense a growing fault line beneath the foundation of many family businesses. The first reason is linked to the traditional family company focus on the preservation of wealth, rather than the accumulation of it. That “protect the assets” approach may have worked in less complex times, but it could prove devastating in a global environment where risk taking and growth are essential to survival.

And then there is succession, which has never been easy within family firms. But today, increasingly longevity means that many patriarchs are staying in power for years longer, essentially forcing a whole new generation of family members into other pursuits. “Kids” these days do not wait until they are 50 to take charge and have an impact. It’s awkward and stultifying.

Kids these days have high achievement drive.

So what’s actually new to add to your list of “Big Concerns” for the future? With all due respect to professional prognosticators, which we are not, we’d add three items, based on a recent set of small-session meetings with executives in the United States, Eastern Europe, the Middle East and India.

The first item – and biggest by far –  concerns family businesses, which make up a major portion of many economies. Such companies, of course, have distinct strengths. They can give employees a sense of humanity and belonging creating engagement. And in hard times, their cultures can be forgiving and resilient.

But we sense a growing fault line beneath the foundation of many family businesses. The first reason is linked to the traditional family company focus on the preservation of wealth, rather than the accumulation of it. That “protect the assets” approach may have worked in less complex times, but it could prove devastating in a global environment where risk taking and growth are essential to survival.

And then there is succession, which has never been easy within family firms. But today, increasingly longevity means that many patriarchs are staying in power for years longer, essentially forcing a whole new generation of family members into other pursuits. “Kids” these days do not wait until they are 50 to take charge and have an impact. It’s awkward and stultifying.

Yao Ming played

Real Madrid had great players, but that’s not enough in today’s world. It needed someone who could bring sponsors to their stadium. It needed someone who could charm and entertain the spectators with his skills on the field. It needed David Beckham and didn’t hesitate to pay a huge price for him. Real Madrid’s revenues from club merchandise (Shirts, Caps et al) jumped 67 per cent in Beckham’s first season alone. Suddenly, Real Madrid started earning more from ticket sales, television deals and other promotional activities. Its overall commercial income, which includes money deals from sponsors like Adidas, Pepsi et al now stands at pounds 80 million a year. When Beckham was with Manchester United, it was the richest club; today it’s Real Madrid. This is the “Beckham Effect” and marketers & merchandisers are loving it.

Famous people can be used by the business to garner huge cash fows.

Real Madrid had great players, but that’s not enough in today’s world. It needed someone who could bring sponsors to their stadium. It needed someone who could charm and entertain the spectators with his skills on the field. It needed David Beckham and didn’t hesitate to pay a huge price for him. Real Madrid’s revenues from club merchandise (Shirts, Caps et al) jumped 67 per cent in Beckham’s first season alone. Suddenly, Real Madrid started earning more from ticket sales, television deals and other promotional activities. Its overall commercial income, which includes money deals from sponsors like Adidas, Pepsi et al now stands at pounds 80 million a year. When Beckham was with Manchester United, it was the richest club; today it’s Real Madrid. This is the “Beckham Effect” and marketers & merchandisers are loving it.

Between 08 and 09 end bank branches would grow by

What are the expansion plans of the bank?

The least serviced segment is the

What are the expansion plans of the bank?

The author speaks of

So what’s actually new to add to your list of “Big Concerns” for the future? With all due respect to professional prognosticators, which we are not, we’d add three items, based on a recent set of small-session meetings with executives in the United States, Eastern Europe, the Middle East and India.

The first item – and biggest by far –  concerns family businesses, which make up a major portion of many economies. Such companies, of course, have distinct strengths. They can give employees a sense of humanity and belonging creating engagement. And in hard times, their cultures can be forgiving and resilient.

But we sense a growing fault line beneath the foundation of many family businesses. The first reason is linked to the traditional family company focus on the preservation of wealth, rather than the accumulation of it. That “protect the assets” approach may have worked in less complex times, but it could prove devastating in a global environment where risk taking and growth are essential to survival.

And then there is succession, which has never been easy within family firms. But today, increasingly longevity means that many patriarchs are staying in power for years longer, essentially forcing a whole new generation of family members into other pursuits. “Kids” these days do not wait until they are 50 to take charge and have an impact. It’s awkward and stultifying.

The bank currently has 250 branches.

What are the expansion plans of the bank?

Present number of branches according to the passage is

What are the expansion plans of the bank?

The maximum concentration of branches is in the

What are the expansion plans of the bank?

Directions: According to the passage, what is the meaning of devastation?

So what’s actually new to add to your list of “Big Concerns” for the future? With all due respect to professional prognosticators, which we are not, we’d add three items, based on a recent set of small-session meetings with executives in the United States, Eastern Europe, the Middle East and India.

The first item – and biggest by far –  concerns family businesses, which make up a major portion of many economies. Such companies, of course, have distinct strengths. They can give employees a sense of humanity and belonging creating engagement. And in hard times, their cultures can be forgiving and resilient.

But we sense a growing fault line beneath the foundation of many family businesses. The first reason is linked to the traditional family company focus on the preservation of wealth, rather than the accumulation of it. That “protect the assets” approach may have worked in less complex times, but it could prove devastating in a global environment where risk taking and growth are essential to survival.

And then there is succession, which has never been easy within family firms. But today, increasingly longevity means that many patriarchs are staying in power for years longer, essentially forcing a whole new generation of family members into other pursuits. “Kids” these days do not wait until they are 50 to take charge and have an impact. It’s awkward and stultifying.

Directions: According to the passage, what is the meaning of stultifying?

So what’s actually new to add to your list of “Big Concerns” for the future? With all due respect to professional prognosticators, which we are not, we’d add three items, based on a recent set of small-session meetings with executives in the United States, Eastern Europe, the Middle East and India.

The first item – and biggest by far –  concerns family businesses, which make up a major portion of many economies. Such companies, of course, have distinct strengths. They can give employees a sense of humanity and belonging creating engagement. And in hard times, their cultures can be forgiving and resilient.

But we sense a growing fault line beneath the foundation of many family businesses. The first reason is linked to the traditional family company focus on the preservation of wealth, rather than the accumulation of it. That “protect the assets” approach may have worked in less complex times, but it could prove devastating in a global environment where risk taking and growth are essential to survival.

And then there is succession, which has never been easy within family firms. But today, increasingly longevity means that many patriarchs are staying in power for years longer, essentially forcing a whole new generation of family members into other pursuits. “Kids” these days do not wait until they are 50 to take charge and have an impact. It’s awkward and stultifying.

Directions: According to the passage, what is the meaning of patriarch?

So what’s actually new to add to your list of “Big Concerns” for the future? With all due respect to professional prognosticators, which we are not, we’d add three items, based on a recent set of small-session meetings with executives in the United States, Eastern Europe, the Middle East and India.

The first item – and biggest by far –  concerns family businesses, which make up a major portion of many economies. Such companies, of course, have distinct strengths. They can give employees a sense of humanity and belonging creating engagement. And in hard times, their cultures can be forgiving and resilient.

But we sense a growing fault line beneath the foundation of many family businesses. The first reason is linked to the traditional family company focus on the preservation of wealth, rather than the accumulation of it. That “protect the assets” approach may have worked in less complex times, but it could prove devastating in a global environment where risk taking and growth are essential to survival.

And then there is succession, which has never been easy within family firms. But today, increasingly longevity means that many patriarchs are staying in power for years longer, essentially forcing a whole new generation of family members into other pursuits. “Kids” these days do not wait until they are 50 to take charge and have an impact. It’s awkward and stultifying.

Directions: According to the passage, what is the meaning of merchandise?

Real Madrid had great players, but that’s not enough in today’s world. It needed someone who could bring sponsors to their stadium. It needed someone who could charm and entertain the spectators with his skills on the field. It needed David Beckham and didn’t hesitate to pay a huge price for him. Real Madrid’s revenues from club merchandise (Shirts, Caps et al) jumped 67 per cent in Beckham’s first season alone. Suddenly, Real Madrid started earning more from ticket sales, television deals and other promotional activities. Its overall commercial income, which includes money deals from sponsors like Adidas, Pepsi et al now stands at pounds 80 million a year. When Beckham was with Manchester United, it was the richest club; today it’s Real Madrid. This is the “Beckham Effect” and marketers & merchandisers are loving it.

What is the major stumbling block in the growth of family concerns?

So what’s actually new to add to your list of “Big Concerns” for the future? With all due respect to professional prognosticators, which we are not, we’d add three items, based on a recent set of small-session meetings with executives in the United States, Eastern Europe, the Middle East and India.

The first item – and biggest by far –  concerns family businesses, which make up a major portion of many economies. Such companies, of course, have distinct strengths. They can give employees a sense of humanity and belonging creating engagement. And in hard times, their cultures can be forgiving and resilient.

But we sense a growing fault line beneath the foundation of many family businesses. The first reason is linked to the traditional family company focus on the preservation of wealth, rather than the accumulation of it. That “protect the assets” approach may have worked in less complex times, but it could prove devastating in a global environment where risk taking and growth are essential to survival.

And then there is succession, which has never been easy within family firms. But today, increasingly longevity means that many patriarchs are staying in power for years longer, essentially forcing a whole new generation of family members into other pursuits. “Kids” these days do not wait until they are 50 to take charge and have an impact. It’s awkward and stultifying.

Directions: According to the passage, what is the meaning of prognosticator?

So what’s actually new to add to your list of “Big Concerns” for the future? With all due respect to professional prognosticators, which we are not, we’d add three items, based on a recent set of small-session meetings with executives in the United States, Eastern Europe, the Middle East and India.

The first item – and biggest by far –  concerns family businesses, which make up a major portion of many economies. Such companies, of course, have distinct strengths. They can give employees a sense of humanity and belonging creating engagement. And in hard times, their cultures can be forgiving and resilient.

But we sense a growing fault line beneath the foundation of many family businesses. The first reason is linked to the traditional family company focus on the preservation of wealth, rather than the accumulation of it. That “protect the assets” approach may have worked in less complex times, but it could prove devastating in a global environment where risk taking and growth are essential to survival.

And then there is succession, which has never been easy within family firms. But today, increasingly longevity means that many patriarchs are staying in power for years longer, essentially forcing a whole new generation of family members into other pursuits. “Kids” these days do not wait until they are 50 to take charge and have an impact. It’s awkward and stultifying.