Lebanese Film - Rights for Sale
We are young freshly graduated performing
arts students living and working in Lebanon, we recently produced a
Lebanese Feature Film which participated in the Arab Film Festival in
California and was a success among audiences.
Due to the economic and political
situation in Lebanon it was impossible for us to find any investors or
sponsors to help us produce this movie, so we had to take a loan from
individuals since the bank wouldn't give us a loan as freelancers.
This Loan exceeded it's due date, and we
still don't have the amount to pay our debts.
That is why we are seeking help from
abroad, we are ready to sell the entire rights of the movie including
the rights of the original soundtrack for what may be considered as
"Peanut Money" to settle our debts.
Do you think you could help us in any
Thank you in advance for your cooperation,
Fady Antoine Hachem
Jacques Nasser, CEO of Ford Motor Co
Yourself. Be Your Own Brand."
Enlai, former premier of China, was asked during the mid 1970s about the
significance of the Chinese revolution of 1949. His reply: "It's too
early to say." That observation, says Jacques Nasser, CEO of Ford Motor
Co., who was in China last month celebrating the 50th anniversary of the
revolution, could well apply to the worldwide technological revolution
that the Internet has unleashed in this decade. It may take years to
recognize, but "cyber-business is going to become part of everything we
Business Week touch," says Nasser. Nasser should know. Since having
taken the steering wheel at Ford nine months ago, he has launched his
own revolution at the 96-year-old auto giant. Ford, according to
(October 11), is now the world's most profitable car company with $5.9
billion in net income. Fueled by its purchase of Volvo for $6.45 billion
and an increased stake in Nissan, the company is positioned to overtake
General Motors as the world's No. 1 automaker by 2001, Business Week
predicts. Although Ford still faces challenges-such as over dependence
on its truck line and faltering operations in South America-Nasser is
widely seen as having his foot firmly on the gas pedal. Speaking at the
Wharton School on October 7, Nasser discussed issues ranging from the
Internet revolution to the challenges of leading Ford's 360,000
employees. "E-commerce is not going to settle down," Nasser says. "Every
second of the day, someone is tunneling into your customer base.
Technology makes that possible. Anyone who does not look at business as
a total equation will be taken over." That perspective, in part, drove
Nasser to invest in early September in Microsoft's MSN CarPoint web
service. The goal was not, as some might imagine, to sell cars directly
to customers over the Internet and to bypass dealers. The most valuable
aspect of its partnership with CarPoint is the access that Ford now has
to large amounts of customer data about car design, color, feature
preferences and so on. Mining this data will enable Ford to better
understand its customers, which Nasser sees as Ford's core mission.
"Businesspeople tend to think of business and profits as being the
same," says Nasser. "But if you are mesmerized by profits, you'll never
get them. Business is about nurturing customers. Profits are a measure,
over time, of how well you are doing that." Nasser believes that the
combination of the Internet with manufacturing will give companies
opportunities to get closer to customers than ever before.
Traditionally, auto companies designed vehicles, manufactured them, sold
them through dealers, and didn't hear from customers for at least
another three years until they returned to make their next purchase. The
Internet, however, changes all that by giving customers power over
crucial design and feature decisions. "We'll use the combination of Ford
and Microsoft to redesign the design and manufacturing process, so that
customers won't just be able to order cars, but also see them through
the whole process," Nasser says. "We'll get unfiltered information about
what our customers want, and that will affect the entire value chain."
To guide companies through such wrenching changes, companies will need
insightful leadership. According to Nasser, the key to cultivating
leadership lies in recognizing differences-and using them to make a
difference. He explained this with reference to his own life. Nasser was
born in Lebanon, and his family moved to Australia when he was three. "I
didn't look Australian, and when I went to school, I was different than
the kids in my class. I spoke Arabic, not English. My lunch was tabouli
and flat bread, and kids would laugh at me. But I stayed with my food.
The lesson I learned was, it's okay to be different. Be yourself. Be
your own brand. Stand up for what you believe in." Daring to be
different is just one trait of a confident leader. Nasser believes that
leaders should teach and learn at the same time. "Get into a zone that
makes you uncomfortable," he says. "Be an expert in your own field, but
develop a horizontal network of people off whom you can bounce ideas.
Get as much international experience as you can. Be technically literate
about the Internet and how it relates to your field." Nasser says that
leaders who cultivate these traits can potentially succeed in any
industry. Wealth-creating opportunities are available in all industries
today, unlike what the dot.com mania might seem to suggest. "There's no
bad business, only bad strategies," Nasser notes, and people who believe
in themselves can certainly succeed. "Be passionate about what you do,"
he says. "You've got to be driven by a goal beyond monetary value. It
has to be in your heart, not just an intellectual stimulus. Every single
moment for me is a hair-tingling moment." Source :Wharton