Showing posts with label Denver and Colorado Springs innovation Consultants. Show all posts
Showing posts with label Denver and Colorado Springs innovation Consultants. Show all posts

Friday, June 22, 2012

Steps to Becoming a Disciplined Disruptor: Innovation

Some companies lose themselves in trying to grow too quickly. In the fight to get ahead, they forget where they came from – the core tenets that made them unique, and gave them the ability to compete and win.

This can be particularly true for start-up executives, who often find challenges in discovering their company’s true advantage. As they attempt to grow, they sometimes have a tendency to want to branch out beyond that advantage. In many cases, this approach to growth lacks discipline and does not take into account what actually makes their company special – its offerings, yes, but also its core philosophies. If this is the case, the growth process can lead down uncertain paths that include the creation of disparate product offerings, unhappy employees, and disenchanted customers and a lack of competitive advantage.

The business landscape is littered with large and small companies that started doing one thing and then got distracted by bright, shiny objects – the concept of “Hey, wait a minute – if we can do THIS, then certainly we can do THAT, too!” Startups will often try to reach beyond core capabilities, but, unfortunately, in far too many cases this means diluting the focus that initially made the business great, to the point where mediocrity reigns across the board.

Then, there are organizations like Atlassian, a Sydney-based software company. Its website describes the corporate culture and make-up as “geeks, beer drinkers, nerf herders, fraggers and Wolverine-wannabes.” And that could very well be. But Atlassian is also very, very good at creating issue tracking and collaboration software. That’s the company’s focus, and it’s committed to doing it well. It’s why Atlassian has grown from a handful of employees in 2002 to more than 400 today.

There are, of course, examples of larger companies that have done well by applying a laser-like focus and disciplined approach. Over the past five years, Apple has been extremely focused on delivering quality content through the iPad, iPhone and more. Its M.O. is to deliver attractive, cool devices that are fast and user-friendly. While its primary rival Google is intent on offering many services and products in a multitude of areas, getting further away from its core service offering (search), Apple seems content to provide a singular, focused experience. Needless to say, the approach has worked well for the company.

Contrast that with companies like Research in Motion (RIM) or, going back even further, Digital Equipment Corporation (DEC). RIM’s troubles within the mobile space have been well documented, but they stem from one common mistake made by many companies: not listening to the customer base. At one point in time, RIM was an innovator; it provided businesspeople with communications devices the likes of which had never been seen before. But when customers declared they wanted a better browsing experience and applications, RIM balked and stubbornly refused to provide either. The company moved away from a core aspect of its business – providing innovative mobile devices – and have since stagnated.

DEC’s an even more cogent example of a company that had everything yet lost its way. DEC started off by focusing on the microcomputer market, eventually growing into one of the biggest technology organizations on the planet. But the company strayed from its roots, incorporating new and varied products, different distribution models, and more, to the point where DEC became a behemoth without focus, one that could not support its own weight. Slowly, the company that once proudly announced that it had never undergone a layoff began breaking apart until, in 1998, the remaining assets were sold to Compaq – a sad end to a once-promising company’s epic decline.

But for every DEC, there is a Red Hat. For every RIM, there is a SalesForce.com. And for every startup’s inspiration, there is an Atlassian and others like it. All of these organizations have successfully found the sweet spot between growth, discipline, and differentiation by not only identifying and honoring uniqueness, but by also keeping customers happy.

The good news is that discipline is an attitude that can be fine-tuned and adopted.

Kevin B. Thompson

Kevin B. Thompson is president and CEO of SolarWinds (NYSE: SWI), a provider of IT management software. He has served in that role since March 2010. Prior to that, Mr. Thompson was the company’s COO, as well as CFO and treasurer. He has also held positions at SAS Institute and Red Hat,, and serves on the board of directors of NetSuite.

via chiefexecutive.net

 

Saturday, May 12, 2012

Solving Family Business Conflicts Before They're Out of Control: Alan E. Fishman

The strong personalities and wills that make family businesses successful are also the roots of family conflicts.  Too many of these conflicts have been allowed to grow out of control and have wound up in litigation, causing major rifts in families as well as in the businesses. They usually cause major strain on family relationships through one party buying out another or by family members continuing to work with each other in an atmosphere of tension. 
Often I have heard comments such as, "My sister wants to keep our company small and is fighting a controlled growth," or "Dad won't let go of the control," or "My brother and I are paid the same and he doesn't carry his weight."
Family members usually have different levels of involvement and will rarely agree on what those levels are, or how to set fair compensation for different levels of involvement.  Are the perks reasonable?  What about the children of the non-active family member?  Should the business be required to give them good jobs as well?  Can it afford to?  These conflicts get much worse if a divorce takes place.
One way to avoid lawsuits is to agree to binding arbitration.  This means that you let a third party decide who is right after the party hears arguments and sees evidence from both sides. 
Another alternative dispute resolution approach is the so-called "rent-a-judge" method.  Family members hire a judge who gives a binding or, depending upon the wishes of the parties, a non-binding opinion.
Some family disputes are being solved by using a confidential-non-binding process in which the attorneys representing the family members give condensed arguments to an expert advisor.  This process, called a mini-trial, lets family members look at the strengths and weaknesses of both sides and facilitates a settlement through the exchange of information.
Of course, the best solution is always to try to avoid disputes of this scale altogether, by structuring the ownership and responsibilities in a family business to suit the abilities and personalities of the family members involved.  The sad reality is that these disputes are inevitable.  When they do occur, the key is to acknowledge and address them right away, usually through an objective third party.  The sooner you can act on a problem in your family-run business, the better your chances of avoiding the knockdown drag-out family feuds that cause the downfall of many businesses and the disruption of many families in business. 
Allen E. Fishman founded The Alternative Board® (TAB), the world’s largest franchise system providing advisory board and executive coaching services to business owners, Presidents and CEOs. TAB’s worldwide business advisory network operates in over 1,000 cities in the United States, Canada, the UK, and Venezuela.
Fishman is also the author of several books in which he shares his business insights to help business owners, including two best-sellers: 7 Secrets of Great Entrepreneurial Master: The GEM Power Formula for Lifelong Success (McGraw-Hill, 2006) and 9 Elements of Family Business Success: A Proven Formula for Improving Leadership & Relationships in Family Business (McGraw-Hill 2008).

Rethink Your Business Approach. Driving Top Line Growth through Effective Innovation 

Strategies defining business in the 20th Century no longer work in meeting today’s challenges. Companies are reinventing how they respond to consumers, employees and suppliers. At InnoThink Group we help companies find new methods of increasing top line growth and achieving competitive advantage. 

With InnoThink Group as your innovation partner, your company will create and implement growth strategies that work.

Innothink Group is a strategic management and innovation consultancy.

Our Guarantee. Where many consulting firms are reluctant to bear risks or tie their rewards to project outcomes, we decided to build a better model. We align our success with yours. We’re outcome obsessed, outcome paid, putting nearly two thirds of our fees at risk subject to hitting predetermined milestones. More than a guarantee we wanted from the outset to create true partnerships with shared responsibility. See a few of our clients. 

We will enable you to: 

  1. Effectively create an Innovation culture that drives top line growth
  2. Total customer responsiveness
  3. Develop creative leadership
  4. Create uniqueness
  5. Turn manufacturing into marketing weapons
  6. Pursue fast paced innovations
  7. Set qualitative innovation goals
  8. Develop an inspiring vision
  9. Create a sense of urgency
  10. Demand total integrity
  11. Exceed shareholder expectations
  12. Increase top line growth

 For speaking, coaching or consulting inquiries complete the  contact form >>> or call719-649-4118.

Also: 

  • Define an Innovation and Growth Strategy
  • Build Innovation Capabilities 
  • Learn to avoid commoditization
  • Generate Customer Insights
  • Blueprint Business Model
  • Prototype and Model

Email: CEO Jim Woods

Call: +1 719- 649-4118

 

Thursday, May 10, 2012

Richard Branson on Embracing Change, Competition, & Obsolesence

In business, change sometimes happens more quickly than you want it to – transformative technologies arrive suddenly and economies shift. Telling your staff to embrace change and get creative is all well and good, but that will not address their (or your) underlying anxieties. The reality is that change is usually a threat – one that has the potential to bring your business to a halt.

Given Virgin's long experience in the music industry, I often receive questions from readers about the industry's future. How can anyone successfully launch a business in this sector when transformative change is stressing even the nimblest players?

Our experience shows there is always opportunity in times of change. The pundits who have predicted the end of the industry should remember the last time it was in meltdown: 1982. The economic recession was having a deep impact. Many people were home-taping off the radio or from a friend's LP – a forerunner to illegal downloading.

At the time, Virgin Retail had over 100 record stores across the U.K. On weekdays they were deserted. Then we learned that the CD was about to take the market by storm.

The new format's advantages were immediately obvious. It was much smaller than the LP, and there was no wear, distortion or surface noise. My notebooks from that period are full of questions about the potential impact on our business. I wrote: "What happens to the record collection around the country – do people replace their vinyl with CDs?"

At first the only way for us to survive was to start clearing the decks for the new stocks and discounting our LPs. We succeeded in switching our business over to CDs, which not all competitors did.

We could also see the dawn of another retailing phenomenon. Two years after the introduction of the personal computer in 1980, there were already nearly 500,000 video-game machines in use in the U.K. Soon, selling games and then films became a worthwhile sideline for our stores.

By 1986, even Virgin Megastores was under threat. Our biggest rival, HMV, was going after us by opening giant stores, some near our flagship locations. Undeterred, we launched our Dublin store, then the biggest in the world, at Aston's Quay. That store not only stocked specialist classical and jazz, folk and rock music, but also sold music videos, games and computer software. This was where I could see the future of our business.

And we gave the old-fashioned retailers, such as Woolworths, Dixons and Currys, a run for their money. Our shop windows and store interiors were dynamic and exciting. We brought in bands to perform and play a few songs. These events brought more sales and better publicity.

So, despite -- and because of --the disruptive change that had just taken place, we transformed our business model and did very well in the '80s and '90s. 

Did all this work make us future-proof? Of course not. Even from the start, our smaller Virgin Records shops made little money. The stores kept our youthful, irreverent brand in the public eye, but they were unsustainable in the long run. One of my biggest business mistakes – indeed, regrets – was not selling all of our stores sooner. Closing the book on Virgin Records in 1992, with the sale to EMI, was painful, but the best decision.

Today, is digital downloading killing music? The economics of music production are far healthier now than they ever were in Virgin's heyday as a music company. When we built our recording studio, it was a massive, expensive undertaking. Virgin Records' job was to bankroll recording sessions for musicians – and take the risks. To make money, we had to sell a lot of albums.

Now a top-quality album can be made on a laptop, and then you can send the file over the Internet to anyone, almost anywhere. Promotion is as easy as setting up a page on MySpace, Facebook or another social networking site. Economies of scale don't matter anymore to young musicians, although they still matter a great deal to the record companies and their shareholders.

I do think that record companies will survive, but they will have to be much leaner – and in business, small is beautiful. Those smaller companies will have to discover genuine talent, which is the reason many people who are passionate about music choose careers in the industry. And with all that energy and zeal, there's no telling what some entrepreneurs will achieve next.

This is an edited excerpt from Richard Branson's book Business Stripped Bare: Adventures of a Global Entrepreneur (Virgin Books, 2010).

Consulting, Speaking & Coaching. Driving Growth through Innovation 

Innothink Group is a strategic management and innovation consultancy. Where many consulting firms are reluctant to bear risks or tie their rewards to project outcomes, we decided to build a better model. We align our success with yours. We’re outcome obsessed, outcome paid, putting over a third of our fees at risk subject o hitting predetermined milestones. More than a guarantee we wanted from the outset to create true partnerships.

 

For speaking, coaching or consulting inquiries contact:  

Email: CEO Jim Woods

Call: +1 719- 649-4118

 

Tuesday, May 8, 2012

Innovation & Competitive Advantage - How a Young Fashion Designer Stands Out in a Crowded Market

How a Young Fashion Designer Stands Out in a Crowded Market

 

When Rebecca Minkoff co-founded a New York-based luxury handbags company in 2005, her goal was to develop a high-quality product that was both practical and sexy. What she didn't expect -- especially in the competitive fashion industry -- was that sales would rise so quickly.

Revenues at Rebecca Minkoff LLC jumped to $17.5 million in 2010 from $5.5 million in 2008, according to the Women Presidents' Organization (WPO), which ranked Rebecca Minkoff No. 6 on its recently released Top 50 Fastest-Growing Women-Led Companies annual list.

"We came out at a time when contemporary bags were hot and exciting," says Minkoff, who is 30 and also the youngest business owner on the WPO list. "We definitely rode that momentum and learned how to build a business along the way."

Minkoff's journey into the fashion business started when, at age 18, she moved from St. Petersburg, Fla., to Manhattan and landed an internship at fashion-design house Craig Taylor. She worked closely with the CEO "who took me under her wing and taught me about the whole business," Minkoff says.

By the time she left the company in 2001, Minkoff was already working on her own designs. Her first taste of national recognition came when actress Jenna Elfman -- best known for her starring role in the TV sitcom Dharma and Greg -- wore an "I Love New York" T-shirt Minkoff designed on the Jay Leno show. After the appearance, retailers began calling and Minkoff spent the next six months "sewing T-shirts on my living-room floor."

Although Minkoff continued designing, starting a full-fledged company was daunting. So, her older brother, Uri, who had founded a small handful of health-care and technology startups, joined her, and the duo officially launched Rebecca Minkoff LLC in 2005. Minkoff serves as creative director, while Uri is CEO. The company's first prototype was a leather satchel Minkoff called the "Morning After Bag."

"I envisioned a bag that you'd want to take with you on late nights out when you weren't sure where you'd wind up or when you'd come home the next morning," she says.

Rebecca Minkoff's Morning After Bag.
Rebecca Minkoff's "Morning After Bag."

The $500 bag struck a chord with consumers -- including celebrities such as Lindsay Lohan and Hayden Panettiere. Minkoff's line has expanded beyond handbags to include accessories and women's apparel, which are sold in 300 U.S. retail stores -- such as Nordstrom, Bloomingdales and Saks Fifth Avenue. This spring, the 30-person company launched a new division called Ben Minkoff, named for Minkoff's grandfather, which manufactures and sells men's bags and accessories. 

How to Break into a Crowded Industry
Minkoff's fast-track growth is particularly notable because she found success in an already crowded and fiercely competitive fashion industry. While the number of fashion-design houses has decreased 2.3 percent annually since 2005, industry revenues have been growing 0.6 percent per year, giving the remaining players an increasingly bigger piece of the market, according to IBISWorld, a market-research firm based in Los Angeles.

Here, Minkoff shares her top three tips for launching a business in a competitive industry:

  1. Be unique. Piggybacking on an existing product or service usually won't get your business noticed in competitive markets, Minkoff says. Yours should fill a need and stand out from the competition. "I created a line for what I wanted to wear -- and what I saw there was a lack of in the market -- in terms of design and function at an affordable price," she says.
  2. Know your price point. Regardless of the industry, customers want a quality product for a great price, Minkoff says. Setting an appropriate price for a product or service is crucial.

    Minkoff learned that lesson after she downgraded the leather for a particular handbag without lowering the retail price. "I didn't put a tag on it saying it was made with this other type of leather, but the bag didn't look the same, and my customers knew it," she says. "We recognized that immediately when sales for the item didn't perform." Talk to us about our 28 day program to strengthen your innovation capabilities to drive growth.  

  3. Listen and respond. Establishing communication with customers and making them feel a part of the decision-making process has been important to Minkoff's success. She connects with her 23,000 Twitter followers and more than 16,000 Facebook fans. In 2009, Minkoff launched Minkette, an online forum for customers to share thoughts about the brand.

    "If someone writes in and tells us the strap on a particular bag isn't long enough to wear in the winter when she's wearing a coat, we'll make the bag with a longer strap the next season," Minkoff says. "My customers know I'm listening and responding." via entrepreneur.com

    Consulting, Speaking & Coaching. Driving Growth through Innovation  

    Innothink Group is a strategic management and innovation consultancy. Where many consulting firms are reluctant to bear risks or tie their rewards to project outcomes, we decided to build a better model. We align our success with yours. We’re outcome obsessed, outcome paid, putting over a third of our fees at risk subject o hitting predetermined milestones. More than a guarantee we wanted from the outset to create true partnerships. 

    For speaking, coaching or consulting inquiries contact: 

    CEO Jim Woods

    +1 719- 649-4118

     

     

 

Monday, April 30, 2012

When NASA dreamed Bigger

Share this page

Media_httpfarm8static_bpuxt

 

In the age of disco and inspired by putting a man on the moon, NASA dreamed big as these photos from their archives so thrillingly demonstrate.

Amongst their many projects at the time, NASA Ames proposed massive spaceships that would orbit communities of 10,000 people around the earth--planned communities in space--and they commissioned a series fantastical artistic renderings of the vision. “These orbital space settlements could be wonderful places to live; about the size of a California beach town and endowed with weightless recreation, fantastic views, freedom, elbow-room in spades, and great wealth,” describes Al Globus, Senior Research Associate for NASA Ames.

Check out the gallery in the NASA archives and show the kids; maybe they’ll end up being the dreamers we need to once again be inspired on this kind of scale.

 

Media_httpfarm9static_hielg

 

 

Media_httpfarm8static_tsham

 

 

Media_httpfarm8static_ekltz

Full story at NASA via FastCo Design.

Visions of NASA.

Hire Jim To Speak to Your Organization!

Jim Woods is president and founder of InnoThink Group; a leading Strategic Management and Innovation Consulting Firm in Denver, Colorado. He is an author, speaker, and a strategic innovation and hypercompetition expert to profit, non-profit organizations and municipalities. He advises clients with an objective view of their competitive capabilities and defines a clear course of action to maximize their innovation return on investment to achieve profitable growth. Build a capability for ongoing competitive innovation across your company. Call 719-649-4118 or complete our form: contact us for more information on hiring Jim to advise or speak for your next event.

Thursday, April 19, 2012

Scott D. Anthony: The Making of an Innovation Master

A workshop attendee asked me this seemingly simple question: “So, what else should I read to learn more about innovation?”

It’s a hard question to answer because there is so much high-quality material out there. And specific recommendations depend on the specific topic about which you are most curious. But in thinking it through, I did eventually end up with a highly personal list I call “The Masters of Innovation” (which appears in my latest book). My intent was to provide a simple entry point to innovation literature by describing people I’ve found consistently insightful, distilling their key lesson to a single sentence, and pointing to where to go to learn more. To see my selections, click here.

So what makes a Master? I didn’t create any kind of ranking algorithm while making my choices, but did consider three basic criteria:

  1. Do the individual’s ideas bring clarity to the quest of improving the predictability and productivity of innovation?
  2. Are the ideas presented in a way that a practitioner can put them to work immediately?
  3. To what degree has the person’s work affected me personally?

These three questions lead to obviously biased selections. For example, I’m sure that most innovation practitioners wouldn’t put baseball researcher Bill James on their list, but his mission to find patterns, develop theories, and overturn orthodoxy has greatly influenced my own thinking. Michael Mauboussin doesn’t write about innovation, but his clear writing that blends finance, strategy, and psychology puts him on my list. Some readers have asked why I put A.G. Lafley and not Steve Jobs on my list. While Jobs and everything he accomplished at Apple is certainly worth studying, in my mind Lafley is a better role model for practitioners. After all, Lafley’s bent is to manage innovation in a systematic, disciplined way. From everything I’ve read, Jobs’s approach relied more on his singular genius. It’s much easier to become more disciplined than to become more of a genius!

Read the rest at Scott’s Harvard Business Review blog.

Scott D. Anthony is managing director, Innosight Asia-Pacific.

Need an Innovation Speaker or Advisor? Jim works confidentially with start ups, governments as well as profit and for profit enterprises. 

Jim Woods is president and founder of InnoThink Group. A global management consulting firms specialized solely in helping organizations of all sizes in all industries catalyzing top line growth through strategic innovation and hypercompetition. Jim has over 25 years consulting experience in working with small, mid size and Fortune 1000 companies. He is a former U.S. Navy Seabee and grandfather of five. To arrange for Jim to speak at your next event or devise an effective growth strategy email or call us at 719-649-4118 for availability. Subscribe to our innovation and hypercompetition newsletter.   

Follow us on Twitter

Follow us on Linkedin

Fan us on Facebook

Monday, April 16, 2012

Betsy Morais: Has Kindle Killed the Book Cover?

How designers are responding to e-readers

morais_ebook_post.jpg

AP Images

Daylight Saving came out in the U.K. in February, and in the months leading up to its release, the publisher used a novel strategy to generate interest in the teen novel: It placed a ticker at the bottom of the digital cover, counting down to the launch date. (It's still counting, now into a negative number.) In addition to the digital jacket's embedded clock, an underwater design ripples with the drag of a cursor, as if your finger could make waves through the screen. The interactive blue splashes (gimmicky, maybe) are nonetheless entrancing for the few minutes spent toying with the cover. And with that, the book has caught the eye of a potential buyer. Once purchased, of course, the water transforms into a static image, its graceful motion unsupported by the media formats in which it is ultimately consumed (print or the standard digital forms). The cover is seductive, but its spell is broken. Which brings to mind the tagline of Daylight Saving: "Can you save someone from something that's already happened?"

That question comes to bear on the book publishing industry. Digital reading is already happening, but electronic books have only barely begun to adapt to current habits and devices—not to mention forge new standards for either. The various constraints—technological, financial, and cultural—allow hardly any clarity in seeing what books will be, or how they will be. Especially if we are to judge them by their covers.

In November, at the Build 2011 conference in Belfast, Northern Ireland, a publisher-designer named Craig Mod told the crowd, "We're trying to bring order and form and boundaries to what is otherwise a boundless space" and went on to describe the "generalized marginalization of the cover that's happening in digital books."

A digital book has no cover. There's no paper to be bound up with a spine and protected inside a sturdy jacket. Browsers no longer roam around Borders scanning the shelves for the right title to pluck. Increasingly, instead, they scroll through Amazon's postage stamp-sized pictures, which don't actually cover anything, and instead operate as visual portals into an entire webpage of data (publication date, reader reviews, price) some of which can also be found on a physical cover and some of which cannot.

The abstract idea of the cover remains, though, as it does for album covers. Book designer Carin Goldberg remembers when she would sit in her room as a teenage girl listening to Joni Mitchell, holding the record in her arms. Since then she has designed hundreds of covers—among them are the 1986 edition of James Joyce's Ulysses, books by Kurt Vonnegut, and Madonna's first record. The cover "functions as an emotional visual touchstone," Goldberg says. "It's still something that we will always visualize in our heads as what that book looked like. It definitely becomes part of the experience."

For three decades, Goldberg has also been teaching design. This year, for the first time, she is offering a digital editorial design class using the iPad. To explain the technology side of things, she teamed up with two pros from Conde Nast. Goldberg didn't have a computer for her entire career, and hasn't designed any covers for ebooks herself. These days, she says, "I'm more sort of, I guess, the guru."

Or, as she added later, "I'm just somebody who gives a shit but I don't really know how to do it." In late January, Goldberg tried her hand by presenting at an event on the future of design in digital book publishing, sponsored by AIGA, the professional association for design. She showed off her students' work with animated book covers, and declared that the Kindle experience is like "reading through a tub full of dirty dishwater." Eric Himmel, the editor in chief of Abrams publishing, took notice. After the talk, he called her up and said, "I'm not waiting for the world to shift."

Himmel has been in publishing for 30 years, and at the art-focused ABRAMS, it is his job to care about design. "Book covers have been in crisis for some time now," he told me. Pressure comes from the shrunken images on Amazon, a need for covers to be more multifunctional, and, on the other hand, a renewed desire to reclaim the tactile qualities of textured, gorgeous print. The idea of a book cover as a singular form has vanished some time ago, and he says, "I don't have a clear view of the future."

Then he saw how Goldberg's students incorporated the vocabulary of bookmaking into multimedia cover layouts. Rather than borrow techniques from documentary film, they used typography in more sophisticated ways that seemed to be digitally-native expressions of book design. Her students also used moving images, video, and audio.

The digital book can be a complete piece of art, Goldberg explained, though "we're doing it by the seat of our pants. There is no technology that is uniform yet." And publishers haven't embraced it, she says, because "they don't have resources."

"I don't think anybody's figured out how to create a whole creative environment that's able to fit well into every publishing house right now," Goldberg told me, adding, "I'm sure there are companies that are talking about it all the time. But I haven't seen anybody go about it."

Himmel's call after her talk came as a sign of hope. He asked Goldberg for her students' phone numbers. He isn't quite sure how he wants to put them to work, but he described "a kind of laboratory" to develop some prototypes using the most accessible software. There's the ubiquitous program, Adobe—which Goldberg and others say can be hard to use for digital book design—and Himmel pointed to Apple's iBook platform as an alternative option. Still, Himmel says, this is all very new.

And costly. Paul Buckley, Vice President, Executive Creative Director at Penguin—who oversees the development of 800 book covers each year—noted the expense of adding digital features: "Benefits have not yet caught up to the costs of this extra content. Because the viewer's not going to pay for it." Publishers' art departments haven't traditionally come equipped with highly tech-savvy illustrators and typographers. And even as more digitally-capable designers arrive, so too will their demand for new tools to support their talents.

With or without digital frills, the cover sensibility is fetching simplicity. A winning formula tends to involve bold text and pared down illustrations. Says Buckley, "We need to broadcast ourselves clearly."

Legible means, literally, capable of being read. For Buckley and other like-minded designers, there is elegance in legibility: The cover can be deciphered by the human eye, from a distance or on a small screen. But it's not only our eyes that must do the reading. So too, computers read our books, with varying degrees of success. So says Holladay Penick—Creative Director at OnixSuite, and formerly of the Institute for the Future of the Book—in noting that "legibility is a big concern."

When Buckley's team at Penguin designs a book cover, they turn it into a PDF (or sometimes a JPG) and load it onto their server for someone else to send out into the marketplace. But major retailers, like Apple's iBook store, won't sell ebooks as PDFs, mainly because these files can't adapt to different screen sizes. Instead, publishers must offer up their books in a format called EPUB, sometimes by working backwards and converting from the PDF. The EPUB file can then be changed again, as is the case for Amazon's Kindle. In other words, digital reading doesn't only have one kind of digital expression, and this poses obvious complications for how books may be aesthetically packaged.

The early ebooks tossed readers right into the text, without ceremony. This is still true in many cases. On a standard Kindle, for example, you can buy a book and pop right over to the first page of the introduction. There is no procession through the cover, title page, and so on. To see the cover at all, you have to manually click backwards, perhaps more than two dozen times.

"I'm not sure they should be called 'covers,'" says Bill McCoy, the director of International Digital Publishing Forum, which oversees the EPUB system. Rather, "It's really more an introduction to the experience you're going to have in consuming this content." For McCoy, this is comparable to an entrée into a video game or DVD main menu page. If a movie were to just start playing, the viewer's impulse would be, "What's wrong, what's going on here?" he explains, "You expect to get some choices and a menu of options." Whereas the movie business has been sorting this out for the past 15 years, "We're just in year one of that for digital books."

For some, those introductions are simply an annoyance to be tolerated until they can get to the good stuff. When McCoy's 9 year-old son plays video games, he skips past preliminary screens to jump right into play. For their part, readers with print copies rarely stare admiringly at a cover for 20 seconds before diving into the text. "People will come to see what works and what's annoying," he says.

Earlier this year, Nielsen released a white paper on the relationship between metadata and book sales. Metadata was defined on different levels—basic and enhanced—so that the former included familiar elements such as title, publication date, and cover image; the latter included author biography, plot descriptions, and table of contents. "As the book industry takes its next step into the digital age, metadata will not only remain an essential part of the industry, but become increasingly important," the report concluded. Also of note: by including a cover image, sales go up 268 percent.

At his Build conference presentation, Craig Mod said "The cover is being encroached upon by social actions," adding that "the cover is no longer this thing that sits on its own, but it's competing with other metadata."

In digital space, the areas where books are read and discussed need not be set apart. The metadata in the Nielsen paper—recognizable from every Amazon book page—is only one part of the equation.

"What's in books is data. And that data is going to be increasingly subject to business," says McCoy. Cover testing—commonly used for magazines—could just as easily be applied to books, and "data analytics-driven optimization is going to have to be something designers are going to have to deal with." Create 20 covers and watch which one sells the best. Or create a monitored ad campaign to determine which branding strategy works for a given title.

"Books ought to have multiple covers and multiple flaps," says Seth Godin, a marketing expert and founder of the direct publishing website, The Domino Project. Readers should be able to set preferences on their ebooks to show different covers depending on what they're looking for, he explained. This might include, among other things, how many people tweet about the book.

That morning, as Godin spoke about book covers within the context of the publishing industry at large—"the next two years are going to be really bloody. A huge, huge about of income is going to disappear, and the amount of competition is going to increase"—Godin had just published a book of his own. He made it available for free in PDF and EPUB formats, as well as html and a Kindle version. The "cover," visible here as the first page of the PDF, is simple text. The title is set in white inside a black rectangle. Yet most of the Domino Project books have no words, just pictures, because Godin says, "We felt like words are redundant. And we wanted to use every square inch to send a message." The message of his book on that particular morning was spelled out clearly: Stop Stealing Dreams.

Ultimately, though, he says "I don't think book covers are going to save the day."

Meanwhile, at Penguin, Paul Buckley is not extremely worried. "Whether it's a hard copy or a digital copy, it's still going to have a cover. I think they might change to a certain degree, but everything evolves," he says. And although he faltered when explaining how covers are tailored for ebooks—"It's sort of amazing how behind I am. It's kind of scary"—he also expressed his willingness to make a few adjustments. "I don't get bogged down in visual integrity. If somebody wants the cover to move a little bit, I won't lose sleep over it." via theatlantic.com

Speaking 

As the CEO and founder of InnoThink Group, Jim can help your organization enhance the strategic innovation and competitiveness of your business policy and strategy, with an emphasis on increasing top line growth. 

 If you’re interested in having Jim speak at your next event, simply use this form to send us your details and speaking requirements, and we’ll be in touch shortly. Or you may call us at 719-649-4118. 

Sunday, April 15, 2012

Bordeaux citizens design bike for city-wide rental scheme

The City of Bordeaux has crowdsourced the design of its Bike of the Future for its public bike rental system.

alttext
France

3rd April 2012 in Government, Transportation.

We’ve seen the crowds chipping in to design everything from credit cards to new fashion collections, and we’ve seen a number of city-based bike rental schemes. Combing elements from all of these, The City of Bordeauxrecently asked its citizens to design the Bike of the Future for its public bike rental system.

The City asked residents to submit their ideas for a new bike design through the official City of Bordeaux je participe micro-site, with more than 300 respondents taking part. Designer Philippe Starck was then brought in to translate the numerous suggestions into a single concept. The final design, unveiled at the second Cyclab event in Bordeaux in February, is a silver and yellow bike-scooter, with a foot panel placed in front of the pedals to enable users to safely push start the machine. Peugeot has now been contracted to put the bikes into production before they become part of a city-wide rental scheme.

The aim of the project was to give citizens an input into a service they will be using themselves, with the final bike reflecting their concerns over ease-of-use and safety. Government departments elsewhere: could crowdsourcing ideas from local residents improve your services?

Speaking 

As the CEO and founder of InnoThink Group, Jim can help your organization enhance the strategic innovation and competitiveness of your business policy and strategy, with an emphasis on increasing top line growth. 

 If you’re interested in having Jim speak at your next event, simply use this form to send us your details and speaking requirements, and we’ll be in touch shortly. Or you may call us at 719-649-4118. 

 

Snap a photo of physical junk mail, become unsubscribed

Snap a photo of physical junk mail, become unsubscribed

Seattle-based Readabl’s PaperKarma mobile app lets users submit a photograph of each piece of junk mail they’d like to stop receiving, and then works to make that happen.

alttext
United States

30th March 2012 in Life Hacks.

No one likes junk mail, and the average US household receives some 850 pieces of it over the course of a year. Whereas French Pubeco aims to shift such communications to the online sphere, Readabl’sPaperKarma mobile app lets users submit a photograph of each piece of junk mail they’d like to stop receiving, and then works to make that happen.

Roughly 44 percent of unsolicited mail in the US ends up in landfills each year without ever being opened, according to Seattle-based Readabl. Aiming to help address that problem, the company’s PaperKarma app enables users to simply snap a picture of an unwanted piece of junk mail and press “send” to become unsubscribed from the mailing list that generated it. The company explains: “We work closely with the source companies to help you unsubscribe from catalogs, magazines, credit card offers, etc. and optionally – i.e., if you explicitly choose to – convert you to the corresponding online (email) versions.” Launched earlier this year, the free PaperKarma app is now available for AndroidiPhone, and Windows Phone.

Of course, unwanted mass mailings aren’t just a problem for consumers — such fruitless effort also represents a significant waste for the companies that send them. How can your brand help to reduce the many resources wasted this way?

Speaking  

As the CEO and founder of InnoThink Group, Jim can help your organization enhance the strategic innovation and competitiveness of your business policy and strategy, with an emphasis on increasing top line growth.  

 If you’re interested in having Jim speak at your next event, simply use this form to send us your details and speaking requirements, and we’ll be in touch shortly. Or you may call us at 719-649-4118.  

 

Why Apple Slams Amazon for Behaving Just Like Apple

Apple finally responded on Thursday to the Justice Department’s lawsuit against it and several of the Big Six book publishers — for allegedly colluding to keep ebook prices high — by releasing a statement saying it did nothing wrong.

The company says its agreement with publishers actually helped break Amazon’s “monopolistic grip” on the market, and that it always lets the companies that supply it with things like apps or books set their own prices.

But wait: didn’t Apple more or less control the market for digital music in the early days of iTunes, and dictate prices to the major record labels in order to keep prices low? It sure did. In other words, it behaved more or less the same way towards the music business as it accuses Amazon of behaving towards the publishing industry.

The situations are not identical, mind you. When iTunes was first launched, Apple negotiated an agreement with the major record companies to charge a fixed price of 99 cents a track and give the labels roughly 70% of the proceeds (in most cases), while it kept the remainder as a commission.

Before the arrival of the “agency pricing” model that Apple negotiated with ebook publishers — which allowed the publishers to decide what price Apple would charge for their books on the iPad — Amazon had deals that paid a specific wholesale price to publishers for a certain number of copies, and then it was able to charge whatever it wanted for the books in the Kindle store. In most cases, that was $9.99, a price the publishers believed was too low.

But despite the differences in these two models — with Apple’s iTunes model being closer to the agency approach, where the supplier sets the price and the retailer or “agent” gets a flat commission, rather than the wholesale model where the retailer gets to charge whatever they want — Apple’s purpose was effectively the same as Amazon’s, and so was the outcome for their respective markets.

Was Apple a Monopolist, A Market Innovator, or Both?

Apple wanted to keep the price of iTunes music low in order to stimulate the market, and because it hoped that low prices and control over the content supply chain would drive sales of iPods and other devices. And since it had the most popular portable music player at the time, it was able to dictate terms to the record labels — who had failed in virtually every attempt to launch their own digital music operations, and therefore had virtually no choice but to play ball.

They protested every chance they got about the 99 cent limit, but Apple was able to hold that line until relatively recently when it changed to more flexible pricing.

In a similar way, Amazon jump-started the ebook market with the Kindle and wanted to keep prices low in order to stimulate the market — and to gain and keep control over as much of the supply chain as possible so that it could drive sales of Kindles and related devices. So for a time, it dictated prices to publishers just as Apple did, and when they balked it took steps like pulling all of their titles from its retail stores to show them who was boss. And when they charged too much, it simply discounted prices to $9.99 — a level that in some cases meant taking a loss on each book sold, something critics have called “predatory pricing.”

If Amazon had wanted to go head-to-head with Apple a few years ago — a giant who enjoyed monopoly control over both the online music business and the market for related hardware like the iPod — it might have offered record labels the opportunity to cut a deal that would have guaranteed them higher prices, just as Apple has done with publishers and the agency-pricing model. And presumably Apple would have argued that it was trying to stimulate a burgeoning market, and Amazon would have protested to regulators about the horrible monopolist who was treating content producers so poorly.

In the case of books, Apple did what it believed it had to do to try and compete with Amazon, and whether that involved collusion is ultimately for the Justice Department or the courts to decide. But it looked at things very differently when it was in charge of the music business — and the way that it treated record companies arguably benefited the music industry and music consumers in the long run. Who’s to say that the way Amazon has been trying to deal with publishers wouldn’t have similar benefits?

Post and thumbnail images courtesy of Flickr users Beverly and Mike Licht via mashable.com

Speaking 

As the CEO and founder of InnoThink Group, Jim can help your organization enhance the strategic innovation and competitiveness of your business policy and strategy, with an emphasis on increasing top line growth. 

 If you’re interested in having Jim speak at your next event, simply use this form to send us your details and speaking requirements, and we’ll be in touch shortly. Or you may call us at 719-649-4118. 

How To Win Over Difficult or Combative Customers

Eventually, all small business owners are faced with a customer who’s ready for conversational battle. Sometimes there is good reason for these combative conversations; sometimes there isn’t. Either way, when faced with this situation, you might get the urge to fight back. Or you might try to submit or adhere to every demand of the other person. Neither of these options is a good idea. Instead, the best way to extinguish a fiery conversation is to be assertive. To do this you need to listen up, pace yourself, and then take the lead.

Listen up. In a poker game, the player who bets last has a big advantage because he or she gets to hear the other bets first. Using the extra information, he or she can make better decisions. This principle is the same for conversations, especially difficult ones. Always let difficult customers speak first so you can use what they tell you to craft the right response.

Pace yourself. Mirror the customer’s body language, tone of voice, and talking speed. This is known as pacing. Don’t duplicate the behavior, but strive to create similarities. Take into consideration gestures, posture, hand positioning, and rhythm of speech. If mirrored smoothly, it will create an instant connection. If applicable, use a phrase such as: "If I were you, I would feel the same way."

Take the lead. Once you have established a rapport, you can start to move the conversation where you want it to go. Slowly bring your tone, body language, and breathing into a calmer, more relaxed condition and the customer will follow. Lead customers out of their current emotional state by putting their feelings in the past with statements such as: "So you were mad when …."

Always strive to achieve a state of cooperation in the customer relationship. No matter how difficult a customer is being, you have been approached because he or she believes you can help. By using the listening, pacing, and leading method, you can bring the customer to a position where solutions are much more easily realized. via businessweek.com

Speaking 

As the CEO and founder of InnoThink Group, Jim can help your organization enhance the strategic innovation and competitiveness of your business policy and strategy, with an emphasis on increasing top line growth. 

 If you’re interested in having Jim speak at your next event, simply use this form to send us your details and speaking requirements, and we’ll be in touch shortly. Or you may call us at 719-649-4118.