In a interview with New York Times reporters and senior management, Trump says that the paper has treated him poorly.
I have great respect for The New York Times. I have tremendous respect. I think I’ve been treated very rough.
He also says he does not want to investigate Hillary Clinton:
I don’t want to hurt the Clintons, I really don’t. She went through a lot and suffered greatly in many different ways. [A prosecution] Is just not something that I feel very strongly about. I don’t think [Clinton Supporters] will be disappointed [with my presidency]. I think I will explain it that we, in many ways, will save our country.
He says he will “keep an open mind” about whether to pull the United States out of agreements on climate change. Trump also disavows his supporters in the alt-right movement, says he would have preferred to have been elected through a victory in the popular vote and reaffirms his commitment to the First Amendment. He also says he has different ideas on how to solve the Syria crisis than other people.
"Syria, we have to solve that problem," Trump says. Adds he has a "different view than everybody else."
In response to Bush’s statement at a New Hampshire town hall that ending property needs “stronger families,” Philip B. Richardson, a New York Times news assistant, tweets “F— you Jeb Bush”. The tweet is later deleted.
Here’s why I’m writing you. The NYT article prominently features anecdotes describing shockingly callous management practices, including people being treated without empathy while enduring family tragedies and serious health problems. The article doesn’t describe the Amazon I know or the caring Amazonians I work with every day. But if you know of any stories like those reported, I want you to escalate to HR. You can also email me directly at firstname.lastname@example.org. Even if it’s rare or isolated, our tolerance for any such lack of empathy needs to be zero…The article goes further than reporting isolated anecdotes. It claims that our intentional approach is to create a soulless, dystopian workplace where no fun is had and no laughter heard. Again, I don’t recognize this Amazon and I very much hope you don’t, either. More broadly, I don’t think any company adopting the approach portrayed could survive, much less thrive, in today’s highly competitive tech hiring market. The people we hire here are the best of the best. You are recruited every day by other world-class companies, and you can work anywhere you want.
I strongly believe that anyone working in a company that really is like the one described in the NYT would be crazy to stay. I know I would leave such a company. But hopefully, you don’t recognize the company described. Hopefully, you’re having fun working with a bunch of brilliant teammates, helping invent the future, and laughing along the way.
The New York Timespublishes an article titled, Inside Amazon: Wrestling Big Ideas in a Bruising Workplace, that talks about difficult working conditions at Amazon.
At Amazon, workers are encouraged to tear apart one another’s ideas in meetings, toil long and late (emails arrive past midnight, followed by text messages asking why they were not answered), and held to standards that the company boasts are “unreasonably high.” The internal phone directory instructs colleagues on how to send secret feedback to one another’s bosses. Employees say it is frequently used to sabotage others. (The tool offers sample texts, including this: “I felt concerned about his inflexibility and openly complaining about minor tasks.”)
President Obama writes letter to New York Times saying voting rights must be vigorously defended. The Times published the letter in response to an article in its Sunday magazine last month describing efforts to undercut or dismantle the protections of the Voting Rights Act of 1965. Obama:
These efforts are not a sign that we have moved past the shameful history that led to the Voting Rights Act. Too often, they are rooted in that history. They remind us that progress does not come easy, but that it must be vigorously defended and built upon for ourselves and future generations.
The Times passes one million digital subscribers mark less than four-and-a-half years after launching its metered paywall. The one million figure is on top of the 1.1 million print subscribers who can also access all of the NYT’s content online. Chief executive and president Thomson:
This is a major milestone for our digital consumer business, which we launched in 2011 and has continued a strong and steady growth trajectory. It puts us in a unique position among global news providers. We believe that no other news organization has achieved digital subscriber numbers like ours or comparable digital subscription revenue.
The company also releases second-quarter results showing an 80% year-on-year increase in profits to $16m (£10m), despite a 1.5% fall in revenue to $383m.
The New York Times and Starbucks announce that selected NY Times articles will be made free-of-charge to members of the Starbucks loyalty program via the Starbucks App beginning in early 2016. NYT CEO Thompson:
We have enjoyed a long and fruitful relationship with Starbucks and we’re delighted that this arrangement will further extend our digital relationship.
Starbucks CEO Schultz:
We see a future where the Starbucks retail experience seamlessly extends to the mobile devices our millions of customers carry with them every day. Our relationship with the New York Times is the perfect example of bringing this vision to life.
Kopit Levien is promoted to NYT Chief Revenue Officer. She keeps her existing responsibilities as executive vice president and head of advertising, but adds oversight of the company’s consumer businesses including subscription revenue from The Times’ print and digital publishing services. Thompson:
[Since joining the company two years ago Kopit Levien has] transformed our advertising group and presided over great success in our sales efforts. She introduced Paid Posts, a standard setter in native advertising and has been the architect of a remarkable turnaround in digital advertising. I fully expect that she will provide the same sort of leadership to our marketing group. In addition, like with product and technology, I believe that unifying the responsibilities of advertising and marketing under single leadership makes sense and will enable us to more effectively balance the needs and accelerate the progress of both groups.
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