CEO to employee compensation ratios have increased seventeen-fold within the past five decades, helping propagate an increase in wealth inequality in the United States. But how much should CEOs reward themselves, relative to their employees? We examine two case studies of companies that stand on opposite ends of the issue.
As Berkeley students, we’ve had our fair share of instructors. There are those that assign easy write-ups, or notoriously hard papers. Some remember the thought-provoking discussions or the fascinating science demonstrations they saw in class. But a large proportion of these instructors are lecturers, not professors. Every year, they struggle with low pay, a demanding workload and the possibility of not getting a job the following semester.
The Northeast Corridor serves 17% of the US population, but covers 2% of the land in the US. In a 2014 report by Amtrak, the Northeast Corridor helps support the education and powerhouses that are located in the area. The train is competitive because it connects multiple affluent urban areas within a short distance of each other. From a passenger’s standpoint, the travel time and costs are comparable to driving or flying. Through price discrimination, Amtrak is able to charge higher prices for the consumer.
The credit card business has since been recovering since the Great Recession when banks drastically cut consumer lending as they scrambled to reduce risky loans. The number of people with credit cards has since increased, from 152 million in 2010 to 176 million in 2017. At the same time, the number of credit card accounts in the U.S increased from 386 million to 455 million in 2017. Alongside a modest increase in the average number of cards each person holds, more people are getting a credit card for the first time.