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By Michael R. Bloomberg

The amazing tale of the way Michael Bloomberg created a media empire

"Lots of marketers generate profits. plenty of marketers who become profitable write books. Few of these books make you comfortable they did. This one does."
—The big apple occasions publication Review

"A vintage story of a nimble, customer-focused, entrepreneurial David outsmarting bureaucratic, ossified, company Goliaths."
—Business Week

"Entertaining, attractive, and informative, Bloomberg via Bloomberg is filled with nice recommendation approximately easy methods to commence a lean, hungry company-and tips on how to maintain it that way."
—Bryan Burrough, coauthor, Barbarians on the Gate

Brash, competitive, and supremely self-confident, Michael Bloomberg, the visionary chief of the world's fastest-growing media empire, has been hailed because the new regular for what it takes to win within the details Age. disregarded from Salomon Brothers in 1981, Bloomberg instantly took his funds and acerbic character and began Bloomberg L.P. strengthened through a $30 million funding from Merrill Lynch, the corporate and the guy were sprinting prior to the pack ever considering the fact that. merely two decades after founding, he is on the best of his undefined. And on June five, 2001, he additional mayoral candidate for brand spanking new York urban to his checklist of accomplishments and aspirations. If elected, powerhouse Michael Bloomberg will carry his personal model of leadership-and own style-to the town that by no means sleeps.

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Over the next two years, he was an instantaneous expert on everything in my domain as well as his-and everyone else's, too. Determined, and armed with that great advantage lack of knowledge gives one, Rosenthal was a winner: Our rivalry was preordained to end in my divorce from the company. Many mimicked his ridicule of my insistence on one firmwide computer system to facilitate cross-department cooperation and multiple-product risk management. It didn't help my situation when I argued vociferously that the firm was going down the wrong path with the adoption of profit-center accounting I thought ill-suited to a complex, totally integrated business.

There were better managers and computer experts. But nobody had more knowledge of the securities and investment industries and of how technology could help them. A few large underwriting firms had internal systems that tried to fill this need but each required a PhD to use and weren't available off the shelf to the little guy. When it came to knowing the relative value of one security versus another, most of Wall Street in 1981 had pretty much remained where it was when I began as a clerk back in the mid-1960s: a bunch of guys using No.

M. No one could say I didn't give Salomon my all, even at the end. Still, I did think about it while running (the time I have my most creative thoughts). Having no musical abilities precluded starting a songwriting business; entertainment was out. Lack of interest in retailing excluded competing with Wal-Mart; Sam Walton's investment was safe. My impatience with government kept me away from politics; all elected officials could stop worrying. Doing rather than advising others is for me. The question led me back to Wall Street.

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