business

You are currently browsing articles tagged business.

Some good dialog out there now from smart people like Clay Shirky that’s moving the ball in terms of how to think about the entertainment industry.

Of course, I like it because it’s consistent with what I’ve been saying for what feels like a loooong ass time.

Here’s the best way I can sum up what’s happened/happening, and how to move forward.

1. People are predisposed to share things.

2. People are more predisposed to share information than other things (i.e. tangible stuff), because there’s no “cost” to sharing information, and there’s often a benefit (you feel happy when you educate someone, turn them on to something, etc.).

3. Music went from a tangible item (vinyl, cassette, CDs) that, when shared, represented a loss for the sharer (“Now I don’t have that CD, because I shared it with someone else.”), to, where it is now: an informational item (mp3 that, due to Moore’s law, etc., doesn’t even represent opportunity cost because you can zap it to people in a nano-second) that represents no loss when shared, but does represent gain (i.e. “When I forward someone an mp3, I’m really sharing information with them, and it doesn’t cost me anything, but I do gain something when the person I share with enjoys it, etc.”). Same deal for movies, books…entertainment.

4. You make money when you realize that music (and other “entertainment”) is information (and is thus not scarce, and represents no loss to the sharer when shared, but does represent gain), and that people will pay for convenience (speed, filtering), access, and (sometimes) other associated non-informational (i.e. scarce) goods that relate to these informational goods.

There ya go. Have at it.

Tags: , ,

All good:

1. Constraints are empowering

2. Accept threats as resignations

3. Never follow; either leapfrog or stop

4. Diversity means survival

5. Don’t tolerate intolerance

6. Strategy and architecture are inseparable

7. Short and direct earns respect

8. Delaying the inevitable inevitably backfires

9. A re-org will never cure what ails you

10. You needn’t be an #%@hole to get things done

[via James O'Neill's blog]

Tags:

It’s always funny when non-business publications decide to analyze successful companies. Not because these non-business publications are (always) wrong in their analysis, but rather because they believe that no one else has come to these realizations before.

Case in point: Wired has decided it would be timely to inform its readers about Southwest Airlines’ Seven Secrets for Success.

Not a terrible idea, and the Seven Secrets they list aren’t wrong, it’s just that people have been writing about Southwest’s success for…oh…about the last twenty years or so.

It’s so bad, in fact, that I have a Southwest moratorium in the business classes I teach. I feel it’s frankly irresponsible, and just sort of lame, for me to talk about SW at this point. There literally is no intro to business or management text which doesn’t use SW as a case study. (By the way, a similar moratorium is soon to be imposed on Apple).

Again, Wired isn’t wrong, it’s just so oddly out of time that it caught my attention.

Also, here’s another quick business lesson. Wired could have greatly shortened their article and simply called it “Southwest Airlines’ One Rule for Success,” and included just this:

Strong Management
The public face of Southwest Airlines for a generation, hard-drinking, chain-smoking, always-leave-’em laughing Herb Kelleher, finally stepped away from the carrier earlier this year. Kelleher’s bonhomie masked the discipline that Southwest has had throughout its history. The airline has always avoided fads and eschewed anything that increased costs or complicated the basic travel proposition. When it has changed—last year it ended its infamous cattle-call boarding process to favor its most frequent fliers and highest-fare customers—it has done so without slowing down the movement of aircraft. Management ranks are lean, but well compensated and, most importantly, productive. I once calculated that the top executives of Southwest generated 10 times more revenue per dollar of compensation than did the C-suite types at some of the network carriers.

As anyone who has studied any business knows, all companies live or die/succeed or fail because of one thing, and one thing only: Good Management.

Perhaps that can be a Wired article twenty years from now, or so.

/snarkiness

Last, I’d say that this type of coverage may very well be the type of thing that signals SW’s demise. Here’s SW’s (LUV) yearly chart:

Certainly better than the other airlines, but, really, not so great. Let’s see how it goes from here. Watch this space.

Tags: , , ,

These are pretty genius. Amazing how few people can follow them. From Richard Russell’s Dow Theory Letters:

(1) The ideal business sells the world, rather than a single neighborhood or even a single city or state. In other words, it has an unlimited global market (and today this is more important than ever, since world markets have now opened up to an extent unparalleled in my lifetime). By the way, how many times have you seen a retail store that has been doing well for years — then another bigger and better retail store moves nearby, and it’s kaput for the first store.

(2) The ideal business offers a product which enjoys an “inelastic” demand. Inelastic refers to a product that people need or desire — almost regardless of price.

(3) The ideal business sells a product which cannot be easily substituted or copied. This means that the product is an original or at least it’s something that can be copyrighted or patented.

(4) The ideal business has minimal labor requirements (the fewer personnel, the better). Today’s example of this is the much-talked about “virtual corporation.” The virtual corporation may consist of an office with three executives, where literally all manufacturing and services are farmed out to other companies.

(5) The ideal business enjoys low overhead. It does not need an expensive location; it does not need large amounts of electricity, advertising, legal advice, high-priced employees, large inventory, etc.

(6) The ideal business does not require big cash outlays or major investments in equipment. In other words, it does not tie up your capital (incidentally, one of the major reasons for new-business failure is under-capitalization).

(7) The ideal business enjoys cash billings. In other words, it does not tie up your capital with lengthy or complex credit terms.

(8) The ideal business is relatively free of all kinds of government and industry regulations and strictures (and if you’re now in your own business, you most definitely know what I mean with this one).

(9) The ideal business is portable or easily moveable. This means that you can take your business (and yourself) anywhere you want — Nevada, Florida, Texas, Washington, S. Dakota (none have state income taxes) or hey, maybe even Monte Carlo or Switzerland or the south of France.

(10) Here’s a crucial one that’s often overlooked; the ideal business satisfies your intellectual (and often emotional) needs. There’s nothing like being fascinated with what you’re doing. When that happens, you’re not working, you’re having fun.

(11) The ideal business leaves you with free time. In other words, it doesn’t require your labor and attention 12, 16 or 18 hours a day (my lawyer wife, who leaves the house at 6:30 AM and comes home at 6:30 PM and often later, has been well aware of this one).

(12) Super-important: the ideal business is one in which your income is not limited by your personal output (lawyers and doctors have this problem). No, in the ideal business you can sell 10,000 customers as easily as you sell one (publishing is an example).

Tags: ,