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| The old ways do not work anymore |
In recent weeks, the managers, employees, and customers of a New
England chain of supermarkets called "Market Basket" have joined
together to oppose the board of director's decision earlier in the year
to oust the chain's popular chief executive, Arthur T. Demoulas.
Their demonstrations and boycotts have emptied most of the chain's seventy stores.
What was so special about Arthur T., as he's known? Mainly, his
business model. He kept prices lower than his competitors, paid his
employees more, and gave them and his managers more authority.
Late last year he offered customers an additional 4 percent discount,
arguing they could use the money more than the shareholders.
In other words, Arthur T. viewed the company as a joint enterprise
from which everyone should benefit, not just shareholders. Which is why
the board fired him.
It's far from clear who will win this battle. But, interestingly,
we're beginning to see the Arthur T. business model pop up all over the
place.
Patagonia, a large apparel manufacturer based in Ventura, California,
has organized itself as a "B-corporation." That's a for-profit company
whose articles of incorporation require it to take into account the
interests of workers, the community, and the environment, as well as
shareholders.
The performance of B-corporations according to this measure is
regularly reviewed and certified by a nonprofit entity called B Lab.
To date, over 500 companies in sixty industries have been certified
as B-corporations, including the household products firm "Seventh
Generation."
In addition, 27 states have passed laws allowing companies to
incorporate as "benefit corporations." This gives directors legal
protection to consider the interests of all stakeholders rather than
just the shareholders who elected them.
We may be witnessing the beginning of a return to a form of capitalism that was taken for granted in America sixty years ago.
What changed? In the 1980s, corporate raiders began mounting
unfriendly takeovers of companies that could deliver higher returns to
their shareholders - if they abandoned their other stakeholders.
The raiders figured profits would be higher if the companies fought
unions, cut workers' pay or fired them, automated as many jobs as
possible or moved jobs abroad, shuttered factories, abandoned their
communities, and squeezed their customers.
Although the law didn't require companies to maximize shareholder
value, shareholders had the legal right to replace directors. The
raiders pushed them to vote out directors who wouldn't make these
changes and vote in directors who would (or else sell their shares to
the raiders, who'd do the dirty work).
Since then, shareholder capitalism has replaced stakeholder
capitalism. Corporate raiders have morphed into private equity managers,
and unfriendly takeovers are rare. But it's now assumed corporations
exist only to maximize shareholder returns.
Read more: Robert Reich: The World Needs This Saner Approach to Capitalism | Alternet