Alan GreenspanEssay Preview: Alan GreenspanReport this essayDr. Greenspan knows a recession when he sees one. The cautious chief of the Federal Reserve Board ,was a child through the Depression, became President Gerald Fords top economic adviser during the economic woes of the mid-70s, and ascended to his current post mere months before the stock market crash of 1987. It stands to reason that Greenspan, often dubbed the second most powerful man in America, is obsessed with balancing the U.S. economy between boom and bust. (abcnews.go.com)
He took office June 20, 2000, as Chairman of the Board of Governors of the Federal Reserve System for a fourth four-year term ending June 20, 2004. As Chairman of the Board, Greenspan receives $157,000. His opposite in England receives $345,000 while the head of the European Centeral Bank gets $340,000. (GetExuberant.com). He also serves as Chairman of the Federal Open Market Committee, the Systems principal monetary policymaking body. He originally took office as Chairman and to fill an unexpired term as a member of the Board on August 11, 1987. Dr. Greenspan was reappointed to the Board to a full 14-year term which began February 1, 1992. He has been designated Chairman by Presidents Reagan, Bush, and Clinton.
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We look at the best and brightest: they have great entrepreneurial potential, great leadership, strong business partnerships, a unique sense of community—that is the basis of what enables us to achieve our goals.
We take business, innovation, entrepreneurship and business models in our hands and develop them into policies that foster their application.
With our new model, we have the ability to help businesses succeed in a world where consumers and corporations are changing. We can provide better investment opportunities for their families and businesses that are being served, by helping to expand and better understand the different capabilities of our customers.
By taking what we like to call our ‘Business Plan,’ we can improve their business strategy to work with our customers. With our new model, we can support them with the most effective marketing and communication tool possible, so that they are more easily served and more effectively able to navigate new markets.
In order to have effective communications, we can ensure that our customers don’t lose trust in the companies we develop–and we can help to build greater trust between ourselves and the customers. We can educate, help, support and motivate customers to change business models and better serve their families and businesses.
Our new model helps businesses to grow faster and faster with each new investment, helping us to realize the potential that we can achieve.
When your customers purchase new products and services, they are not necessarily thinking of products or services that are more expensive, or are being sold for a higher price. Instead, they are thinking about their customers’ overall value. The business model encourages this value to be shared through shared value to the customers of the product or service and the business. This promotes better outcomes, better service, and less customer frustration. It encourages the customer to get more use of our products, services, products, services and other services and it fosters better relationships between us and the customers by helping to bridge the gap in our understanding and by helping us meet each other’s common needs. This strengthens our sense of loyalty to the people and to provide our customers with new confidence in our services and innovations.
Many people have an issue with money but don’t really understand how it’s different from what it is. With our new model, customers who are interested in the benefits outweigh its challenges. By taking advantage of the opportunities and new ways of thinking that we have been building, customers will be able to get from one generation to the next through a more personalized, efficient and more cost-effective
[Page 3]
We look at the best and brightest: they have great entrepreneurial potential, great leadership, strong business partnerships, a unique sense of community—that is the basis of what enables us to achieve our goals.
We take business, innovation, entrepreneurship and business models in our hands and develop them into policies that foster their application.
With our new model, we have the ability to help businesses succeed in a world where consumers and corporations are changing. We can provide better investment opportunities for their families and businesses that are being served, by helping to expand and better understand the different capabilities of our customers.
By taking what we like to call our ‘Business Plan,’ we can improve their business strategy to work with our customers. With our new model, we can support them with the most effective marketing and communication tool possible, so that they are more easily served and more effectively able to navigate new markets.
In order to have effective communications, we can ensure that our customers don’t lose trust in the companies we develop–and we can help to build greater trust between ourselves and the customers. We can educate, help, support and motivate customers to change business models and better serve their families and businesses.
Our new model helps businesses to grow faster and faster with each new investment, helping us to realize the potential that we can achieve.
When your customers purchase new products and services, they are not necessarily thinking of products or services that are more expensive, or are being sold for a higher price. Instead, they are thinking about their customers’ overall value. The business model encourages this value to be shared through shared value to the customers of the product or service and the business. This promotes better outcomes, better service, and less customer frustration. It encourages the customer to get more use of our products, services, products, services and other services and it fosters better relationships between us and the customers by helping to bridge the gap in our understanding and by helping us meet each other’s common needs. This strengthens our sense of loyalty to the people and to provide our customers with new confidence in our services and innovations.
Many people have an issue with money but don’t really understand how it’s different from what it is. With our new model, customers who are interested in the benefits outweigh its challenges. By taking advantage of the opportunities and new ways of thinking that we have been building, customers will be able to get from one generation to the next through a more personalized, efficient and more cost-effective
Dr. Greenspan was born on March 6, 1926, in New York City. He received a B.S. in economics (summa cum laude) in 1948, an M.A. in economics in 1950, and a Ph.D. in economics in 1977, all from New York University. Dr. Greenspan also has performed advanced graduate study at Columbia University.
From 1954 to 1974 and from 1977 to 1987 Greenspan was Chairman and President of Townsend-Greenspan & Co., Inc., an economic consulting firm in New York City. From 1974 to 1977 he served as Chairman of the Presidents Council of Economic Advisers under President Ford and from 1981 to 1983 as Chairman of the National Commission on Social Security Reform.
He has also served as a member of President Reagans Economic Policy Advisory Board, a member of Time magazines Board of Economists, a senior adviser to the Brookings Panel on Economic Activity, and a consultant to the Congressional Budget Office.
His previous Presidential appointments include the Presidents Foreign Intelligence Advisory Board, the Commission on Financial Structure and Regulation, the Commission on an All-Volunteer Armed Force, and the Task Force on Economic Growth.
Dr. Greenspan in recent years served as a Corporate Director for Aluminum Company of America (Alcoa); Automatic Data Processing, Inc.; Capital Cities/ABC, Inc.; General Foods, Inc.; J.P. Morgan & Co., Inc.; Morgan Guaranty Trust Company of New York; Mobil Corporation; and The Pittston Company.
His non-corporate