Sunday, June 28, 2009
Exploring International Business
A few weeks ago, I came across a sister city project between Raleigh, NC and one of Beijing's "star" cities. One of the US principles was Lily Yang of Yang Consulting. I reached out to Ms.Yang to create an introduction, and to explore if there might be ways that I could get engaged in any of her international projects. While I don't have the language skills yet, I believed that there might be some opportunity to offer my experience in strategy, marketing, research/analysis, or social media.
I may not have done this in previous years, but I have been learning a ton about actively networking outside your normal circles from Jack Perez over at Summit Strategy Partners.
I was pleasantly surprised when Ms.Yang offered to meet with me and discuss ways that I could leverage some of the skills and experience I've gained from this International semester towards some of her existing projects. While I don't have very many free hours to offer, I look at this as a valuable internship to get me the international experience that I would not easily be able to achieve in my current position. Just from talking to a few people at school about this, I may have two opportunities to engage new projects with Lily, so maybe I will bring some value to this interaction.
I don't know exactly what to expect from this opportunity, but I feel like it's the first step towards opening some doors that I will need for the rest of my career.
Saturday, June 27, 2009
Crowdsourcing - Part VI - Strategy
Building on our Global Strategy course this weekend, I have to wonder if Strategy is a crowdsourable activity? On the surface, it would seem to be too complex a task to expect a disconnected group to be able to coordinate. Maybe the high-level strategy needs to be well understood (ie. a framework), and then crowdsourcing could fill in the blanks and shape the direction.
But could the entire strategy for a consumer product be crowdsourced? To a certain extent, this is what happens with consumer surveys, polling and focus groups all the time. But those are typically looking for a level of validation for an existing product/strategy. So how could you interest others to want to create a new strategy?
I'm interested in hearing any and all feedback or experience on this point.
Disruption vs. Shareholder Maximization - Part II
"What's very dangerous, is not to evolve.", Jeff Bezos. In a recent interview with Fast Company, Bezos once again talks about how Amazon is using aspects of their core business to disrupt an existing business model (publishing). This time their Kindle eReader is threatening to reinvent the publishing business.
But Amazon is an online store, a reseller of other company's stuff. Why is it trying to compete in the consumer electronics business with a device? Without a massive quantity sold, how can they possibly achieve the same level of margins that the online business does?
Once again, letting NPV's dictate the business can be dangerous to a company's long-term health. Kindle is an enabler. It enables Amazon to make buying books (from Amazon) easier than ever before. It enables Amazon to potentially disrupt the publishing value-chain. It enables Amazon to accelerate the pace at which costs associated with supply-chain for physical reading materials are reduced or eliminated. And it ultimately enables the on-going evolution of Amazon's strategy to be a critical player in the digital economy.
The Kindle may or may not ultimately be the dominant eReading device. It may fail to pass any litmus tests for success (long-term positive NPV; etc.) but the paradigm it has enabled will position Amazon to be a significant influencer in the digital life of consumers for the next decade. That's a position than shareholders of many other companies would highly desire.
Wednesday, June 24, 2009
Searching for Real Experiences - The Flipside of Freemium
This recent article in Forbes highlights the flip side of freemium that is beginning to emerge as more and more people seek to broaden their experience with the brands they love online. This isn't surprising. Digital connections are about abundance, hence the free price tag. Real connections are about scarcity, hence the price premium. The two models co-exist to provide breadth to the user experience, and in turn they continue to feed both sides of the model.
Just as I believe that the upcoming economy will be filled with 2 Guys and the Internet companies around the edges, I also believe that product-centric companies will be looking for new ways to create the scarcity and abundance models that are highlighted here. It's a natural evolution of brand loyalty, this just extends it to micro-targeting and user opt-in. In the past it was too expensive to allow your customers to associate with the brands they loved (except for fanactics), but now the economics have completely changed.
Not accepting "we've tried that before..."
It's true that those that fails to learn from history are often doomed to repeat it. But that doesn't mean that yesterday's world is the same as today, and it doesn't mean you have to let someone else's past mistakes impede your next great idea.
Redbox
This concept was created by McDonalds. They didn't put the boxes in their stores, but rather in grocery stores. I would have loved to have been a fly on the wall when thise discussion happened. Why not in McDonalds restaurants? Do they miss out on too many people shopping after 6-7pm (4-9pm is the prime time for renting movies).
Tuesday, June 23, 2009
Disruption vs. Shareholder Maximization
I don't think I made too many friends in our Strategy class this weekend when I called the b.s. on two of the foundational principles of MBA programs: Accept all positive NPV projects and Shareholder Maximization Theory. I understand the concepts, and I understand the techniques. I'm just not convinced that it's the right guiding culture to build long-term companies. As Dr.Baliga stated this weekend, "too many times, those projects start with budget and then get wedged into strategy after the fact". I couldn't agree more.
Here is a good example from a recent article about Netflix, and how they are once again innovating to change and disrupt the market.But this time, they are not only disrupting the market with streaming video, they are potentially disrupting their current business model. I suspect that Netflix probably has positive NPV projects (today) that have values greater than their streaming projects, but are they aligned to help Netflix avoid the inevitability that all media will move online? The streaming project would eventually get funded using traditional approaches, but they would probably get started two years late and Netflix would be watching a streaming-only company pass them by.
The "E" in EMBA does not stand for Entrepreneur
Sunday, June 21, 2009
Crowdsourcing - Part V - Joint Ventures in the 21st Century?
Crowdsourcing - Part IV - Recognizing Value
Saturday, June 20, 2009
Crowdsourcing - Part III - Educating Customers
Crowdsourcing - Part II - Healthy Lifestyle
Crowdsourcing - Part I - The Big Picture
Crowdsourcing a New Project
Thursday, June 18, 2009
Award-Winning Classmate
Reinforcing my "2 Guys and the Internet" model
Tuesday, June 16, 2009
How Media will Impact your International Interactions
A lot of this we discussed in StratMktg last semester, but some interesting examples of how some of the usages and shifts are happening from "the simple or disadvantaged" as opposed to from the powerful nations. This doesn't discuss the election in Iran, but it's use of social media and the internet might end up making the Obama campaign's usage look like child's play.
Follow-Up: Failure & Growth in China
Monday, June 15, 2009
Another Facebook + HS Reunions update
Still trying to figure out Audience Targeting
Sunday, June 14, 2009
2 Million Minutes
Business School is like Business Books - Useful in Snippets
- Read a lot, almost anything you can get your hands on, in all formats (newspapers, blogs, magazines, books, etc.). Sometimes read the entire piece, and sometimes scan it.
- Listen a lot, to people from many of different backgrounds and social levels.
- Ask questions that sound broad, but are typically only looking for a partial answer.
- Do not consciously coordinate the things you read or hear or ask.
- Periodically have a whole bunch of facts, ideas, concepts, quotes and other relevant pieces come together into ideas or pictures. Scratch your head wondering how they all came together.
Textbook Rant
International Learnings - Page 2 ("China Growth")
A couple days ago, I wrote about my initial thoughts about China's Growth and their ability to sustain it over the next couple of decades. Much of it was based on our experiences from our company visits on the China trip, and multiple discussions with classmates on the subsequent bus rides around the country.
Much of class yesterday, in International Business, was focused on analysis of New Ventures and Corporate Expansion into foreign markets. So I went back and looked at some of the analysis models and compared them to what I had written. Needless to say, much of my initial thoughts were predictable and did not look at the connectedness of the bigger picture. Let's highlight a few of them:
- Demand for Goods, Worldwide - I said, "...they pay their workers in Mexican plants $13/hr, but pay their workers in Singapore/Taiwan/Malaysia $0.21/hr, so it's hard to make the math of the stimulus work unless people in the US wanted to start paying $200 for a pair of blue jeans." This is a classic mistake of looking at just one element of the end-to-end supply chain for bringing this textile good to market. Stepping back to look at the bigger picture, I may have found that shipping costs from Asia to the US have risen dramatically, or that new plants in the US are taking advantage of tax incentives to educate out-of-work furniture laborers, or some other element that could have made the overall business model work. But instead, I allowed myself to be fixated on a single, seemingly tanglible (and easily understandable) cost element.
- Failure to Consider Shifts in Capital & Investment - Nowhere in my analysis did I look at the possibilities that Chinese investment would flow directly into the US to take advantage of low-cost workers, or better environmental conditions, or attempts to gain a foothold within the country like Honda, Toyota, Mercedes and BMW did with plants in the US.
- Failure to Consider Shifts in US Opinions - I mentioned that in "Made in China" sometimes carries a stigma, especially when child safety issues arise. But I failed to look at attempts by Chinese companies to reduce any backlash towards a foreign company or brand.
This is going to be a fun semester.
Saturday, June 13, 2009
Making Sense of the Tremendous Growth in China
Throughout our visit to China, we were constantly stunned by the pace and scope of growth throughout the country. Every city we visited was filled with cranes and construction crews, often working until well into the night (3am in Shanghai). New freeways, subway systems, waterway tunnels. 50, 100 and 150 story office buildings. High-rise apartments packed densely into every corner of the city. And this wasn't just a building here or a building there, this was the equivalent of 10-12 Winston-Salem's being added in all directions of almost every major city.
During our visit with the CITIC Group, their Chief Economist told us that the State Government had set the mandatory GDP growth rate at 8% in order to sustain the level of employment required to meet their goals and sustain a harmonious society. As I've mentioned before, the Chinese economy is still much smaller than the US, but 8% growth is an enormous number for a country of 1.3B people. Over the past decade, the Chinese economy has averaged between 10-11% growth per year. But given the resetting of the global economy, it's worth examining if this rate of growth is realistically sustainable over the next 5, 10 or 20 years.
Growth Areas
Demand for Goods, Worldwide - While consumer's bank accounts, 401(k)s and home values have all fallen over the last 12 months, it hard to believe that regions with traditionally strong consumer demand (US, Europe) will stop buying goods. If anything, they will continue to move towards low-cost goods, which can only favor Asian manufacturers and sourcers. When visiting one of the Garmet manufacturers during our trip in Hong Kong, someone asked if they expected many factories to be reopened in the US (or North America) given the stimulus from the US Gov't. The response was that they pay their workers in Mexican plants $13/hr, but pay their workers in Singapore/Taiwan/Malaysia $0.21/hr, so it's hard to make the math of the stimulus work unless people in the US wanted to start paying $200 for a pair of blue jeans. At another factory visit in Xi'an, the Operations Manager told us that more and more factories are moving to the western part of China because the costs in the eastern plants are growing too fast. He said that for every 500 miles they move west (with Xi'an being the western gateway today), their labor costs drop by 50%. And China still has 25% of their population (450M people) living in western providences and areas. Many of those people make less than $5/day, with over 100M making less than $1/day. Those types of numbers say that it will be very difficult for the US to get back any of the jobs that have gone overseas in the last 1-2 decades.
Demand for Goods, Domestically (in China) - The GDP of China has risen from $2/person to $2,300/person over the last 20 years, and is expected to rise to $5-6,000/person in the next 3-5 years. After the economic collapse in 2008, the Chinese government quickly realized that it was too dependent on exports, with only 30-35% of GDP going towards internal consumption. With all the growth and opportunities within China, there is quickly developing a growing middle-class that is seeking additional goods, services and comforts in their lives. Many of the changes in the middle class are trending towards Western ways of consumerism. Just as the middle class became the backbone of growth in the US since WWII, there is an excellent chance that this same growth will happen within China over the next 10-20 years. Ironically, one of the things that many people have identified as coming out of the Tiananmen Square incidents in 1989 is the liberalization of China, which is creating greater economic freedoms from small and medium sized businesses.
Innovation - China graduates 600,000 engineers from university programs per year, while the US only graduates 60,000. Its elementary school children are in classes at least 6 days a week and are typically bilingual at an early school-age. While it's true that the US has been the center of 21st Century Innovation by some standards, others believe that the US stumbled or wasted the past decade and is failing behind in driving innovation in key technology areas. But once again, the massive numbers will drive the need for changes and innovation. Cleaner environmental conditions, renewal energy, greater food production, next-generation mobile communications - all of these challenges will spur innovation internally, and it will be subsidized by the State Government who has declared those all to be challenges that could impede China's sustainable future. Does this mean the US will stop innovating? No. But this should be a wake-up call to the US that our ways of looking at superiority or value-creation may need an overhaul. More and more major companies are locating R&D facilities in China, and it's only a matter of time before the innovation created in those labs spurs local entreprenuers and scientists to go out on their own and create the next Google or Genentech or Toyota or Airbus.
Potential Stumbling Blocks
3rd Semester begins - 6 months to go!!
Wednesday, June 10, 2009
Value creation through the dip
1. Can I explain the benefit of the technology (or vision) in 1-2 sentences, or do I need to ramble through some story?
2. If I can explain it in 1-2 sentences, do semi-technical or non-technical people understand it, or at least ask good questions to clarify?
3. If this technology was open-sourced, as opposed to being controlled by a single company (or a small number of companies), are there enough interesting aspects to get communities of developers to engage with it?
4. If it’s not happening already, what is going to be the “ah ha” moment when people will actually start valuing it enough to pay for it, or at least associating valid business models with it? If this is consumer-oriented, why would they include it in their life?
5. If it went away tomorrow, would anyone really miss it within 3-6 months?
Tuesday, June 9, 2009
We live in a world of Twitter-time value creation
- Do we have any sense of what value is anymore?
- Does long-term value exist anymore?
- Is all value going forward going to be measured in Twitter time?
- Is technology moving so fast that we won't recognize that we need additional value, or new value, until the technology is upon us?
Monday, June 8, 2009
China (Overall) Notes
Surface tradition; govt or society defined rules; no enforcement penalties; no rules for business in the "get it done" levels
Not about thc great people or ideas, the average / above average people and the masses at the bottom, hungry to get out.
US rules don't apply to business models or practices. One man's profit is another man's business model.
Growth model is not sustainable (questionable) and doesn't create real value, sustainable value (need to dig into these stats). Need to rethink this thought. The pace is face and destructive, but it may be moving value from other parts of the world.
Go back and study the evolutional of American economy (from 1900s) to have a viewpoint on how China & India may evolve.
Remember GaFe's viewpoint, it's about a long-term partnership, not adversarial. Let govt fight about keeping score.
Stop trying to defend why the US is better. Start thinking about better partnerships or ways to succeed within the new rules.
China ambitions are something better every 2 years (promotions), and salary/costs are rising 100% y-over-y. Think about how you'd structure your business within those models.
With China growing this fast, they don't have the legacy technologies...leapfrog to latest stuff.
Little Emperor syndrome, similar to US helicopter parents and Milenials
Go with the flow on new stuff.
SMB is difficult to create because their sense of size & scale is so different. Technology is a possibility, otherwise consider JV.
Just as other countries have strived to speak English to study the US, it's time to begin learning Mandarin to communicate and understand.
Xi'an Notes
Northwest part of China
8.3M people
No subway system - original line in 2011
Natural gas cabs
Beginning of Silk Road - China to Europe
Terra Cotta Warriors
Well balanced workforce, industry, infrastructure. Gateway to the west. Parallel to US Western expansion?
JV opportunities because of workforce education? Concerns about govt intervenion (IPR issues) because of aerospace industry.
Energy center; Chemical center
Volvo JV: (Joost)
- IPR - copy yourself or done within 90 days
- Supplies from state owned partner
- Top down management (only)
- Prices fall every year - China doesnt follow world market prices (govt subsidies)
- "hourly capital" - lean manufacturing
- 1/3 temporary workers, compete for jobs with others
- Attempts to reduce required floor space by 10% each year.
- Every 1500km west, labor costs drop 50%
Environmental - big difference between regulation & enforcement
Beijing Notes
10,000,000 bicycles - lose one, steal one
4 walls surrounding the city (old)
3.5 M cars (no carpools)
Huge change in Chinese culture in last 20-30 year
Small house destroyed for large buildings
40,000 yuan per 10 sq ft (business center)
1976 earthquake - buildings with white columns - reinforcement
Before 1980 - no buildings above 10 stories
90 universities
80% of trees removed from 1950s to build farms
Renewal of trees with last 10-15year
Great wall of trees - Green Wall
No receipt, don't pay taxes - sometimes you can ask locals for the "no receipt" price to get better deals
Coal mine owners are the riches segment of the country, behind the government
"Managing the Dragon" , "Mr. China" - books that explain this concept
For the good of China...don't harm the environment...use resources from other countries - a comment from CITIC on the State policy of using local natural resources vs. buying them from other countries
No appt. for medical services. Go to hospital (stand in line). Pay service fee. Dr. gets commission from prescriptions, so they typically over-medicate. TCM - Chinese Traditional Medicine. Wholistic medicine. No testing of drugs. Contrast vs United Family Healthcare. Life expectancy is similar to US...walking, biking, green tea. Tamaflu based on TCM.
Disregard for IPR (Intellectual Property Rights) is incredible. No morales for ideas. Copycat culture. Nothing sustainable. 20 international films per year. - later in the trip I learned more about their IPR laws vs. IPR enforcement, as we all the attitudes towards not caring about "YOUR" IPR if a copy can employ 100s or 1000s of Chinese workers.
Greg's analogy of the winding road system to the overall system of controlling the population - these was never a direct path to get between places in Beijing. It felt similar to waiting in line at an amusement park, where they have the long, wrapping lines to better handle crowd control and queuing. Driving anywhere in Beijing felt like this.
Thursday, June 4, 2009
FAILURE (or "I Failed")
- How long do they typically give themselves in a certain activity before it is considered a failure?
- Are they better than Americans at getting out of a bad situation? I know plenty of people in the US that dislike their job but stick with it because it pays the mortgage.
- Is their concept of failure considered a black mark on their career (or resume), or like a badge of honor, similar to how failed entrepreneurs (or NFL football coaches) are revered in Silicon Valley?
- Does their lack of creative thinking (vs. analytic thinking) lead them to consider activities failures earlier than they might if they stepped back and looked at alternative strategies or options more often?
Tuesday, June 2, 2009
The Golden Rules of China
Professor Mike Lord shared various tidbits from his previous travels with us throughout the trip. In an email today, he shared with us a list that he and several other exPats (and MNCs) have been developing since their visits in the mid-1990s.
Golden Rules of China
1. Everything is possible.
2. Nothing is easy.
3. Western business logic does not apply.
4. It is a fun project if there is no deadline.
5. You must persist – things will come your way – eventually.
6. Patience is the essence of success.
7. “You don’t know China” means they disagree.
8. New regulation means they found a new way to avoid doing something.
9. “Internal regulation” means they are mad at you.
10. “Basically, no problem” means BIG problem.
11. When you are optimistic, think about Rule 2.
12. When you are discouraged, think about Rule 1.