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Выбор редакции
01 декабря, 02:52

U.S. judge throws out Kodak, Fujifilm aluminum price-fixing cases

NEW YORK, Nov 30 (Reuters) - A U.S. judge on Wednesday threw out the last vestiges of private litigation over alleged aluminum price-fixing, dismissing lawsuits by Eastman Kodak Co , Fujifilm Holdings Corp, Reynolds Consumer Products and three other plaintiffs.

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28 ноября, 10:33

Nanoco Group buys quantum dot patents from Eastman Kodak

Nov 28 (Reuters) - Nanoco Group Plc, a technology company spun out of the University of Manchester, said it bought a group of quantum dot patents from Eastman Kodak Co for an undisclosed sum.

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28 ноября, 10:26

BRIEF-Nanoco says buys quantum dot patents from Eastman Kodak

* Commercial terms of patent acquisition are undisclosed Source text for Eikon: Further company coverage: (Bengaluru Newsroom: +91 806 749 1136)

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16 ноября, 16:05

Bull of the Day: FutureFuel (FF)

Bull of the Day: FutureFuel (FF)

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16 ноября, 00:45

BRIEF-Eastman Kodak closes sale of $200 mln Series A convertible preferred stock

* Eastman Kodak closes the sale of $200 million of Series A convertible preferred stock Source text for Eikon: Further company coverage:

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10 ноября, 01:05

BRIEF-Kodak posts Q3 profit of $12 million

* Eastman Kodak Co- company remains committed to completing sale of KODAK PROSPER business

09 ноября, 14:21

Сегодня в США ожидается публикация недельных данных по запасам нефти

В среду, 9 ноября, в Соединенных Штатах Америки ожидается публикация лишь одного важного макроэкономического показателя, а именно недельное изменение запасов нефти за неделю по данным EIA (в 18:30 МСК). Согласно нашим прогнозам, показатель продемонстрировал рост на 1,33 млн баррелей. Среди второстепенной статистики можно выделить ипотечные индексы, а также запасы бензина и дистиллятов. Сегодня до открытия рынка будут опубликованы финансовые результаты Coty, Dish Network, Viacom, а после закрытия Eastman Kodak. Кроме того, сегодня состоятся выступления представителей ФРС Нила Кашкари и Джона Уильямса. К 14:00 МСК фьючерсы на индекс S&P 500 торгуются с понижением на 1,7%.

09 ноября, 09:48

Сегодня в США ожидается публикация недельных данных по запасам нефти

В среду, 9 ноября, в Соединенных Штатах Америки ожидается публикация лишь одного важного макроэкономического показателя, а именно недельное изменение запасов нефти за неделю по данным EIA (в 18:30 МСК). Согласно нашим прогнозам, показатель продемонстрировал рост на 1,33 млн баррелей. Среди второстепенной статистики можно выделить ипотечные индексы, а также запасы бензина и дистиллятов. Сегодня до открытия рынка будут опубликованы финансовые результаты Coty, Dish Network, Viacom, а после закрытия Eastman Kodak. Кроме того, сегодня состоятся выступления представителей ФРС Нила Кашкари и Джона Уильямса. К 14:00 МСК фьючерсы на индекс S&P 500 торгуются с понижением на 1,7%.

24 октября, 09:09

Продавцы на дронах: пять трендов которые изменят рынок коммерции

Почему исчезнут автодилеры, продавцы товаров для дома и аптеки

20 октября, 17:12

Kodak представил профессиональный фотосмартфон

20 октября компания Eastman Kodak представила новый смартфон, рассчитанный, в первую очередь, на фотографов. Об этом сообщается на страничке компании в twitter.  Фотосмартфон носит название одноименного фотоаппарата Kodak 1941 года «Kodak Ektra» и работает на операционной системе Android. Новый гаджет оснащен 21-мегапиксельной камерой и 5-дюймовым дисплеем с разрешением 1920×1080 пикселей.   Introducing the #KodakEktra phone. Kodak’s professional-quality, photography-first smartphone. https://t.co/JBTW1VNzFd pic.twitter.com/aKMluEfCvq — Kodak (@Kodak) 20 октября 2016 г. В компании отмечают, что хотя основной упор в смартфоне сделан именно на фотографию, они не стремятся конкурировать с подобными iPhone 7 или Google Pixel за качество изображения, пишет The Verge. Kodak постарался сделать более удобным и легким сам процесс фотосъемки.  Смартфон поступит в продажу пока лишь в Европе. Первой страной, в которой он станет доступен для покупок будет Великобритания, как сообщает TechCrunch. Цена устройства составит 550 долларов (примерно 35 тысяч рублей по текущему курсу).

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20 октября, 16:58

Kodak представил новый фотосмартфон

Компания Eastman Kodak представила новый смартфон на ОС Android, ориентированный в первую очередь на фотографов, сообщается в Twitter компании.

Выбор редакции
20 октября, 16:58

Kodak представил новый фотосмартфон

Компания Eastman Kodak представила новый смартфон на ОС Android, ориентированный в первую очередь на фотографов, сообщается в Twitter компании.

10 августа, 01:15

BRIEF-Eastman Kodak files for mixed shelf offering of up to $1.2 bln - SEC Filing

* Files for mixed shelf offering of up to $1.2 billion - SEC filing Source text for Eikon: Further company coverage:

01 августа, 16:30

Can 3D Systems (DDD) Spring an Earnings Surprise in Q2?

3D Systems Corporation (DDD) is slated to report second-quarter 2016 results before the opening bell on Aug 3.

15 июля, 16:00

Kodak’s Downfall Wasn’t About Technology

A generation ago, a “Kodak moment” meant something that was worth saving and savoring. Today, the term increasingly serves as a corporate bogeyman that warns executives of the need to stand up and respond when disruptive developments encroach on their market. Unfortunately, as time marches on the subtleties of what actually happened to Eastman Kodak are being forgotten, leading executives to draw the wrong conclusions from its struggles. Given that Kodak’s core business was selling film, it is not hard to see why the last few decades proved challenging. Cameras went digital and then disappeared into cellphones. People went from printing pictures to sharing them online. Sure, people print nostalgic books and holiday cards, but that volume pales in comparison to Kodak’s heyday. The company filed for bankruptcy protection in 2012, exited legacy businesses and sold off its patents before re-emerging as a sharply smaller company in 2013. Once one of the most powerful companies in the world, today the company has a market capitalization of less than $1 billion. Why did this happen? An easy explanation is myopia. Kodak was so blinded by its success that it completely missed the rise of digital technologies. But that doesn’t square with reality. After all, the first prototype of a digital camera was created in 1975 by Steve Sasson, an engineer working for … Kodak. The camera was as big as a toaster, took 20 seconds to take an image, had low quality, and required complicated connections to a television to view, but it clearly had massive disruptive potential. Insight Center How Digital Business Models Are Changing Sponsored by Accenture No strategy is static. Spotting something and doing something about it are very different things. So, another explanation is that Kodak invented the technology but didn’t invest in it. Sasson himself told The New York Times that management’s response to his digital camera was “that’s cute – but don’t tell anyone about it.” A good line, but not completely accurate. In fact, Kodak invested billions to develop a range of digital cameras. Doing something and doing the right thing are also different things. The next explanation is that Kodak mismanaged its investment in digital cameras, overshooting the market by trying to match performance of traditional film rather than embrace the simplicity of digital. That criticism perhaps held in early iterations of Kodak’s digital cameras (the $20,000 DCS-100, for example), but Kodak ultimately embraced simplicity, carving out a strong market position with technologies that made it easy to move pictures from cameras to computers. All of that is moot, the next argument goes, because the real disruption occurred when cameras merged with phones, and people shifted from printing pictures to posting them on social media and mobile phone apps. And Kodak totally missed that. But it didn’t, entirely. Before Mark Zuckerberg wrote a line of Facebook’s code, Kodak made a prescient purchase, acquiring a photo sharing site called Ofoto in 2001. It was so close. Imagine if Kodak had truly embraced its historical tagline of “share memories, share life.” Perhaps it could have rebranded Ofoto as Kodak Moments (instead of EasyShare Gallery), making it the pioneer of a new category called life networking where people could share pictures, personal updates, and links to news and information. Maybe in 2010 it would have lured a young engineer from Google named Kevin Systrom to create a mobile version of the site. In real life, unfortunately, Kodak used Ofoto to try to get more people to print digital images. It sold the site to Shutterfly as part of its bankruptcy plan for less than $25 million in April 2012. That same month Facebook plunked down $1 billion to acquire Instagram, the 13-employee company Systrom had co-founded 18 months earlier. There were other ways in which Kodak could have emerged from the digital disruption of its core business. Consider Fuji Photo Film. As Rita Gunther McGrath describes in her compelling book The End of Competitive Advantage, in the 1980s Fuji was a distant second in the film business to Kodak. While Kodak stagnated and ultimately stumbled, Fuji aggressively explored new opportunities, creating products adjacent to its film business, such as magnetic tape optics and videotape, and branching into copiers and office automation, notably through a joint venture with Xerox. Today the company has annual revenues above $20 billion, competes in healthcare and electronics operations and derives significant revenues from document solutions. The right lessons from Kodak are subtle. Companies often see the disruptive forces affecting their industry. They frequently divert sufficient resources to participate in emerging markets. Their failure is usually an inability to truly embrace the new business models the disruptive change opens up. Kodak created a digital camera, invested in the technology, and even understood that photos would be shared online. Where they failed was in realizing that online photo sharing was the new business, not just a way to expand the printing business. So, if your company is beginning to talk about a digital transformation, make sure you ask three questions: What business are we in today? Don’t answer the question with technologies, offerings, or categories. Instead, define the problem you are solving for customers, or, in our parlance “the job you are doing for them.” For Kodak, that’s the difference between framing itself as a chemical film company vs. an imaging company vs. a moment-sharing company. What new opportunities does the disruption open up? Our colleague Clark Gilbert described more than a decade ago a great irony of disruption. Perceived as a threat, disruption is actually a great growth opportunity. Disruption always grows markets, but it also always transforms business models. Gilbert’s research showed how executives who perceive threats are rigid in response; those who see opportunities are expansive. What capabilities do we need to realize these opportunities? Another great irony is that incumbents are best positioned to seize disruptive opportunities. After all, they have many capabilities that entrants are racing to replicate, such as access to markets, technologies, and healthy balance sheets. Of course, these capabilities impose constraints as well, and are almost always insufficient to compete in new markets in new ways. Approach new growth with appropriate humility. Kodak remains a sad story of potential lost. The American icon had the talent, the money, and even the foresight to make the transition. Instead it ended up the victim of the aftershocks of a disruptive change. Learn the right lessons, and you can avoid its fate.

07 июля, 18:58

Women in Business Q&A: Nithya Ruff, Director Open Source Strategy, SanDisk

Nithya A. Ruff is the Director of SanDisk's Open Source Strategy Office. SanDisk is a global leader in flash storage solutions from edge devices to cloud and enterprise data centers. She has been working in the open source world since 1999 when Linux and Open Source were in their infancy. She has since introduced new support models for open source, been a key member of two open source projects and led the product management and marketing function for the industry's best embedded open source distribution. She currently is working on bringing best in class open source ideas and to grow community and commercial engagement for SanDisk. She has worked at companies like Wind River (Intel Subsidiary). Synopsys, Avaya, SGI, Eastman Kodak and at start-ups like Movius, Cranite and Tripwire. Nithya has an MBA from the University of Rochester, NY and an MS in Computer Science from North Dakota State University. She lives in the San Francisco Bay Area with her husband and two daughters. She is an avid traveler, designer of beautiful jewelry and a student of life and business. She enjoys speaking both on technology issues as well as on women in technology and business. How has your life experience made you the leader you are today? I grew up in India where I had amazing role models, such as my father, and a very supportive family. Education was important and it was expected that I would pursue medicine, engineering, or a related field. I mention this because, the expectations parents have, usually influence what their kids pursue as a career. My father's advice to study computer science has made me the person I am today and coming to the US for my graduate degree opened up a whole new world of possibilities for which I'm very grateful. How has your previous employment experience aided your tenure at SanDisk? I started out at Kodak during the heyday of photography and imaging. That experience helped me understand the role SanDisk plays in the imaging and storage industries. My work at various Silicon Valley companies, both large and small, gave me a broad perspective on technology and trends. It also allowed me to understand how open source was transforming technology creation and collaboration across the industry. I am a highly collaborative person and aim to always be open-minded about new ideas. This allowed me to innately understand open source, its ability to solve big inter-connected problems, and improve the way we develop products. My experience and open source exposure has made me an expert on open innovation and prepared me for my role at SanDisk. Our role is to work with the outside world on collaboration with SanDisk and to encourage innovation internally. My other role is as a board member of the SanDisk Women's Innovation Network. This is an employee resource group that works on empowering women at SanDisk and advocating for them. This is something I care deeply about and this role has allowed me to give back, mentor, and bring programs that enhance our corporate culture. What have the highlights and challenges been during your tenure at SanDisk? While SanDisk is a Fortune 500 company with offices all around the world, it feels surprisingly small and intimate. I have been very fortunate to have the opportunity to shape my role and align it to my strengths and interests. As I mentioned, I lead our open source strategy, as well as the Women's Innovation Network, and I'm very passionate about both. The challenge in everything I do is to align the work to SanDisk's business objectives and goals. In some of the areas I work in, that may not be so direct or clear, and I challenge myself to make those linkages. I consider myself a change agent and am drawn to these types of roles. Often when you are a change agent, not everyone will get it and support your work. The challenge is to persist in making those changes and having deep belief in what you are doing. I find myself drawing on that when I run into walls. What advice can you offer to women who want a career in your industry? It is helpful to have a technical background or a deep interest in how technology works. Whether you are in marketing or on the finance side, you will need to understand it and know what it means to your function. I believe in having a background in technology and some experience in programming. Technology is the backbone of most businesses. The second is to be a strong communicator. It's important to learn how to communicate and sell your ideas. This allows you to be seen as an expert and a go-to-person. Networking in your industry is also very important and helps you gain visibility with others. It is a fast moving industry and you need to be up to speed on the latest in your field to be relevant. Lastly, we work in a people driven business - develop emotional intelligence, get to know yourself better, have the ability to self-regulate, and try not to take things personally. What is the most important lesson you've learned in your career to date? The most import aspect of a long career is to understand who you are and to take care of yourself. It is easy to be completely focused on your work and ignore your needs. By knowing yourself, you can develop confidence in your choices and your point of view. It sounds like common sense but so many of us forget that if your engine is not strong, you cannot sustain a busy career and life. Create a support system, find time for family, friends and mentors, develop a hobby or other interests and be a lifelong learner. How do you maintain a work/life balance? Balance implies that you balance both work and life without one overtaking the other. With smart phones and the constant connectivity, we have the ability to work from anywhere, and are often expected to be available. It has become more of a work-life integration issue, as the boundaries between work and life are not always clearly defined. The trick becomes seeing life as a whole and how you can set and achieve goals in all areas of it. This is something that I am always striving to do, and will continue to focus on moving forward. I look at each day and see what absolutely needs to be done that day. The stress comes when we try to do too much or too many things at the same time. What do you think is the biggest issue for women in the workspace? Historically, one of the biggest challenges in the technology world has been the availability of talent, and specifically women. That's one of the reasons why I got involved in SanDisk's Women Innovation Network. It has established a great mentorship system internally and has improved our corporate culture. It is important to recognize that every company will be more successful with a diverse workforce; it brings different ideas, experiences, and customer understanding. How has mentorship made a difference in your professional and personal life? Mentors and sponsors are very important when you need advice and help throughout your career. My father was a huge mentor and advisor for many years. My husband is someone I turn to constantly. There are people I admire at work for the way they approach problems. The open source community has been one of the most collaborative and supportive communities I have ever been a part of. I can always look to peers in the community to answer a question or bounce ideas off of. I strongly believe in building a network of experts, supporters, and advisors in various parts of your life. It does not need to be a formal mentor-mentee relationship, but simply someone you can call when you have a question. Always return the favor, give back, be a resource to someone else. What goes around comes around. Which other female leaders do you admire and why? There is not one specific female leader that I admire. There are many. One of them is Padmasree Warrior, former CTO at Cisco and now CEO at Nextev USA. She is a visionary when it comes to technology, but is also an amazing communicator and a people person. I also admire Indra Nooyi, CEO of Pepsi and Rear Admiral Grace Hopper. All these women defy boundaries and don't leave their unique strengths as a woman behind either. Padmasree talks about the need to digitally detox to "refresh" yourself. It is great to hear a whole-person perspective from these leaders. There are also many amazing women in open source both on the technical side and on the business side. These women support each other and I never hesitate to ask them for help or inspiration. What do you want SanDisk to accomplish in the next year? SanDisk has been a great place to work and I have been able to be the change agent on multiple fronts. SanDisk's enlightened leadership has allowed me to align my passion, competency and goals. We have made huge strides in how we work with the open source community and I want to continue to drive this as an engine of innovation for us. On the inclusion and diversity front, we want to broaden awareness and education throughout the company of the strength from diversity. We want to expand our mentorship program and make SanDisk a great place for both women and men to work. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

Выбор редакции
24 июня, 17:13

Xerox Names Jeff Jacobson CEO of New Entity Post Split

Xerox Corporation (XRX) recently declared that Jeff Jacobson will be the chief executive officer of Xerox Corporation, following the completion of the company's split into two publicly traded companies.

16 июня, 17:03

3D Systems Management Shakeup: McMullen to be New CFO

3D Systems (DDD) has appointed veteran executive John McMullen as its CFO, replacing David Styka.

08 июня, 22:46

12 Worries Every Entrepreneur Has (Or They Are Lying)

Worry. Does it hold you back or does it motivate you as you build your business, make plans for your future, and follow your dreams? That's the million dollar question. Depending on your perspective, as you approach a problem, worry could paralyze you or it could be your sixth sense, like an advanced warning system, keeping you sharp. Whatever the case, we all worry, but instead of having worry stop you dead in your tracks, learn to manage your worry and turn worry into its distant cousin, intuition (a.k.a. gut instinct), and use it to your advantage. The following are 12 worries all entrepreneurs have: 1. Will I ever make another sale? The sale that I just made, will it be my last one and why isn't my phone ringing? Is my internet connection down and why is every email I get spam? Did I go out of business and someone just forgot to tell me? These are just a few insecurities that go through my head, even after 30 years of being in business. And it's normal if you have them too. The point here is to manage your worry, either let it wash over you and manage it or let worry keep you sharp instead of paralyzing you with fear. Yes, you will make another sale, and no, you are not going out of business. Instead of worrying, take action and look at the big picture, settle into the steps needed to reach your goals. Don't focus on the loss column, keep yourself facing forward, stay positive and keep your head in a good place. Baby steps forward, focus on the tasks at hand and you will make another sale, and another, and another. "If the problem has a solution, worrying is pointless, in the end the problem will be solved. If the problem has no solution, there is no reason to worry, because it can't be solved. " -- Zen saying 2. Can I make a living at this? Give your ideas time to grow. In the beginning everything seems so delicate, vulnerable and fragile. It may take some time to grow roots. But stay with it, believe in your ideas, and you absolutely can make a living at it. Your ideas will become reality. Over time, the roots of your ideas will grow deeper and stronger as you develop your ideas into products and services. Tell everybody and anybody that will listen what you are up to. Become a student and learn everything there is to know about your idea. Welcome passion into your life and become an expert at your passion. The world will eventually beat a path to your door to learn from you. That being said, be patient and do not rush it. Always keep in mind in order to get what you want you have to help others get what they want. In order to become successful, never lose focus on helping others solve their problems. 3. How will I ever find the time to do everything on my plate? It will seem like 24 hours is not enough time during the day to get everything done. Do your best to prioritize, manage, and delegate, all the while keep moving. Failure to move, take action and develop systems will keep you on the hamster's wheel. Get beyond the wheel by sticking with only those ideas that contribute to your main goals. Learn to say no when something crosses your desk that is not in your plans. By nature, you are an ambitious person, uniquely qualified and capable of many amazing feats. Remember, you will never be short of ideas, just short of time to accomplish every one of them, so learn to manage your time effectively. 4. How long will I have to keep up this pace? Not forever! My good friend Strickland Bonner (co-host on The Nice Guys on Business Podcast) always reminds me of the mechanics behind a flywheel. The flywheel is a large wheel-like object, requiring a disproportionate amount of energy to get started, but once moving keeps a steady pace of continuous energy going. In the beginning, as you start building your business and you crank into action, lots of effort is required just to get the flywheel started. Because it's only you and your idea, it can seem lonely, daunting, intimidating and tiring. Once you experience the taste of a sale, or a positive word from someone, your actions will be fueled by your success, helping you crank that flywheel, building momentum. Think back to all of the things you did for the first time - tying your shoes as a child, balancing your checkbook as a college student, getting your social media legs as an adult, they were all a challenge to you, but you practiced until you got to be an expert at each of these tasks. Now, they are all a given. Things will get easier over time, (or so it will seem because you will no longer need to put so much energy into many of the tasks that are second nature to you. Your flywheel will zip along, powering your business. 5. Why do I feel like a fraud? This is a feeling that many entrepreneurs have at some point during their journey. Most often it happens during the first few years of building your business. You will be going in a thousand directions, not 100% sure of up from down. You will be called upon as the "expert" in your industry and you will be overcome with a feeling of insecurity. You will have thoughts like this, "Why are they asking me this question or want my point of view? I barely know what the hell it is I am doing, so what makes me an authority." Whenever this feeling hits me, I take a deep breath and think about all that I have done to get me to where I am in my journey. I remind myself of all of the triumphs, wins, successes and glory-filled moments. You are worthy of being titled an expert because you have worked hard to get to the point that someone calls upon you for your input. Think like an expert and you will become one. "Why do I feel like a fraud? I barely know what the hell it is I am doing, so what makes me an authority." 6. How can I stay current and up to date with my products and services? Time marches on and you need to stay current. Embrace change and allow it to become one of your best friends. The best way to do this is to listen to your customers. Hear what they say, listen to what they are asking for and do everything you can to provide it. A guaranteed way to fail to to stick with your old ideas and to ignore the march of time. In a recent interview I did with Jeffrey Hayzlett, former Chief Marketing Officer and V.P. of Eastman Kodak talks about Kodak's inability to change with the times, eventually leading to Kodak's failure. They thought they were in the film business, when in actuality they were in the business of preserving memories. Years before their collapse they were presented with opportunities in the digital camera arena but refused to get too deep into it because they thought they were in the business of making film. Be ready, willing and able to change with the times and to make adjustments to your business. 7. How do I know where to invest in my business? Should you put money into advertising, marketing, technology, systems, education or somewhere else? Like any business, you will have to stick to a budget. At every stage of building your business, you will need to prioritize where money should be invested. Have open and honest conversations with others in your industry that you respect and look up to. Keep your business as lean as possible, especially in the beginning stages. There is nothing wrong with building your business out of your basement or spare bedroom. You should be busting at the seams before you take on the responsibility of paying rent or hiring staff. Keep in mind your best investment is you. Educate yourself and put money into getting around other successful people (conferences, mastermind groups, etc). Avoid "idea of the month" mentality. Develop a solid plan and stick to it. Most businesses fail because they run out of capital or they don't manage the money that is coming in properly. If you are working for someone else while you are building your own business, hold onto your job as long as possible, because lean times will make it very challenging to pay the bills unless you have plenty of reserves in the bank. "Will I ever make another sale? Did I go out of business and someone just forgot to tell me?" 8. Why is everyone in my industry killing it while I am failing? Not the case. Don't believe everything you see on Facebook. People frequently post their wins and very rarely post their losses. My wife, Danielle, often reminds me to stop comparing my beginning to someone else's middle. We all grow at different rates and grow to different levels. If you need a reminder about how far you have come, just look at all you have accomplished over the last few weeks, months or years. Document your progress as you go and you will be amazed at how far you have actually come. Also, leave the pity party now, the pointy hat doesn't look good on you AND you are much better than that. 9. Who can I trust to help me? Building relationships will be a key component on your way to success. You will not be able to succeed without the help of others, so invest wisely in these relationships. Surround yourself with positive people who believe in your message and truly want your success. Find partners that you like and that you feel comfortable with. A great way to build relationships in business is to find others that you can help as well. As I continue to build my speaking and podcasting businesses, I am always on the lookout for businesses that also need something that I offer, so we can work in trade or barter. Many of those relationships have evolved over the years and the owner of those businesses have become my most trusted sources for information, knowledge and business. Give out what you are hoping to get back in return. If you start by being a trustworthy entrepreneur, you will find others in a very similar space. 10. Should I rely upon others or do it myself? Most entrepreneurs fall into the trap of thinking that the best way to get something done is to do it themselves. And while that may be true for some things, it will not be true for everything. We all start by doing our own books, marketing, invoicing, selling, social media posting, blogging, and so much more. At some point you will need to let go of the control of many of these responsibilities, otherwise you will be limiting the growth of your business. Some tasks should be automated, others will require bringing team members into the mix (on-site or virtually). Whatever the case, keep an eye on others that specialize in what you specifically would consider a support task. The key thing to remember is your goal is to work on the business and not always in the business. "Most entrepreneurs fall into the trap of thinking that the best way to get something done is to do it themselves. Not true!" 11. What systems should I have in place? Systems are a way of life, there are systems everywhere you go, helping you do everything from raising a baby, planting crops, developing your network and to help you grow your business. Regardless of it's complexity or simplicity, you will need a system in place to manage your customers, marketing, accounting, prospecting and that's not even taking into account systems in place to manage inventory and help you further explore the products and services you develop and provide. Start with your biggest tasks, look for ways to make more efficient your processes. Time is your most precious resource and any systems you put in place should help you become more productive and more efficient, saving you time and money. 12. Are my customers happy? The best way to determine the happiness of your customers is to ask them. Don't be afraid of the answers they give you and always hear what they have to say. Your customers will tell you everything they love about you but work hard to find out what it is that you and your company need to improve upon. Growth will come when you fix the things that are wrong with your business. Don't get defensive or play the blame game when you have issues. Shoulder the responsibility, fix the problem, report back to your customer and check their temperature again. They will appreciate you more when you are imperfect, human and open to their suggestions. Never argue with a customer, even when you win, you lose. Running a business can be very challenging. Add into the equation a beefy dose of worry, plus a dash of self-doubt, and pretty soon paralysis sets in. By keeping yourself focused on your goals and narrowing your goals into smaller, bite-size pieces, the bigger picture will often times be much more clear. I have found that clarity and specific action steps will help ease my worries and let me focus on the tasks at hand, allowing me to grow my business, with a few less worries. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

04 мая, 21:02

Can You Imagine a World Without Budweiser? We Can

Samuel S. Holloway, University of Portland; Mark R. Meckler, University of Portland, and Rhett Andrew Brymer, Miami University Budweiser, the so-called King of Beers, may be on its last kegs. It may seem odd to picture the demise of the flagship brand of the world's largest beer company. But Anheuser-Busch -- the U.S.-based unit of AB InBev -- is following in the footsteps that led to the irrelevance of a host of other once-dominant companies -- Eastman Kodak, Woolworth's Department Stores, Bethlehem Steel and Blockbuster Video, to name a few. While AB InBev shareholders are cheering each move to boost short-term profitability by snapping up other companies -- including the US$110 billion takeover of rival SABMiller -- CEO Carlos Brito may be unwittingly digging Anheuser-Busch's grave by ignoring long-term trends. How could the rational pursuit of profits and growth through acquisition mean the beginning of the end for Anheuser-Busch? This, we would argue, is a case of disruption theory in action. And the disruptors are the growing ranks of craft brewers that are collectively changing the industry and beer consumption habits as consumers increasingly shun Anheuser-Busch and its products -- the disrupted -- for beers made locally and with a wider variety of higher-quality ingredients. It's something we've witnessed firsthand, in our own research and through an online community called Crafting A Strategy that two of us set up to share knowledge in the beer industry. New market disruption Harvard Business School Professor Clay Christensen coined the phrase "disruptive innovation" in 1995 to describe how a new product or service initially takes root at the bottom of a market and then relentlessly moves upmarket, eventually displacing established competitors. Eight years later he and Michael Raynor described three criteria needed for a new market disruption to occur. Let's consider each criterion in turn in the case of the beer industry. Prohibition became the law of the land in 1919. Flickr/Thomas Cizauskas 1. Large populations of consumers who have not had the means to make the product themselves and have gone without it altogether. For most of the 20th century, high-quality craft beer was in short supply. The bigger brewers mass-produced what one anonymous Midwest "braumeister" described as "flavored water," while home brewing was illegal in the U.S. until relatively recently. In the words of Bill Coors, Adolph Coors chairman and CEO, in 1987: You could make Coors from swamp water and it would be exactly the same. The repeal of Prohibition in 1933 didn't include home brewing, which meant few people knew how to brew and new brewery start-ups were rare. The number of brewers dwindled from several thousand prior to Prohibition to about 100 in the late '70's. That marked a turning point, as a new federal law finally made home brewing legal again. But other laws remained in force in the '80's and '90's that didn't allow early craft brewers to sell directly to consumers, forcing them to first sell to a wholesaler that would then distribute the beer to a retail grocer or bar. This system meant the only way to make a reasonable profit was to go big and leverage economies of scale to ensure your product was featured by distributors. Revelers celebrate with a pint after prohibition is repealed. Bar drinking via www.shutterstock.com 2. Customers who use the product need to go to an inconvenient, centralized location. There were only 89 breweries in America in the late 1970s, and their distribution model meant that consumers had very few choices. In particular, they had inconvenient or no access to craft beer. They generally drank Bud, Pabst, Schlitz, Miller, Coors, etc. By 1981, these brewers controlled 76 percent of the U.S. market. In other words, you had a large population without easy access to well-crafted beer and a system that centralized production and tightly controlled distribution. This created an opportunity for disruption, in the view of Christensen. The question was, would something change that allowed a larger population to make beer and sell the product more directly to consumers? 3. A technology/business model is developed so that a large population can begin owning and using, in a more convenient context, something that historically was available only in a centralized, inconvenient location. In the beer story, that game-changing innovation was the brewpub business model. This became possible after laws began to change in the 1980s to allow over-the-counter sales of beer produced in-house. Yakima Brewing and Malting Inc. opened in Washington state in 1982 and was closely followed by California's Mendocino Brewing in 1983. The advent of microbreweries coincided with other industry trends that made it easier to make a profit from small production. There was also growing ideological opposition to the incumbent sector. Collectively, these changes drove the craft beer revolution in the U.S. Noted beer historian Dr. Martin Stack summed up the innovation this way: Microbreweries represented a new strategy in the brewing industry: rather than competing on the basis of price or advertising, they attempted to compete on the basis of inherent product characteristics. The result? The number of new breweries has grown exponentially, recently surpassing the 1873 U.S. record of 4,131 breweries that now occupy every state. Why disruption works Disruption works because the initial business models or technologies of the eventual disruptors don't perform as well as existing ones, so little attention is paid by the incumbents. N. Taylor Thompson succinctly summarized new market disruption as: a cheaper, more accessible, and worse-performing (business model) that turns non-consumers into customers. From a financial perspective, chasing a smaller group of nonconsumers (like craft beer drinkers) who want only beer that costs a lot to make seems like a relatively foolish use of assets. Instead, executives at AB InBev, which is also known for beers including Corona, Stella Artois and Michelob, understood that making light lagers at a 30 percent to 33 percent operating margin allowed them to earn the most money out of each dollar spent. They ignored craft for so long because craft breweries typically operate on an unattractive 2-5 percent margin. While being ignored, craft beer producers learned and improved without needing to focus attention on direct competition from the large incumbents, pushing operating margins higher and getting the attention of wholesalers who were keen to the changing buying habits among beer drinkers. As a result, their operating margins soared, even as their scale remained relatively small. Boston Beer Company's operating margins, for example, have crept up to 16.3 percent. Brewers Association The number of craft breweries has soared in recent years. Brendan McDermid/Reuters The numbers say it all: while overall beer sales fell 0.2 percent in 2015, sales of craft surged 12.8 percent. Bigger craft brewers are building factories all over the U.S., and pipelines of expertise are flowing toward craft as Anheuser-Busch executives migrate over. But AB InBev's response continues to follow the "disrupted" playbook and typical strategy for mature companies: mergers and acquisitions to defend their existing space and to increase average margins through economies of scale. Most recently, the company agreed to buy fellow behemoth SABMiller, maker of dozens of beers including Leinenkugel's, Miller Lite and Peroni and another brewer chasing the same high-margin beers American consumers increasingly shun. Even attempts by SABMiller's American division, MillerCoors, to create "crafty" beers are increasingly dismissed by consumers. Here's the irony: this merger equates to chasing a 30-33 percent margin on a $2 product (about $0.62) instead of investing in craft processes to make a 16-20 percent margin on a $5 product (about $0.90) that more and more people seem to want. To make things worse for AB InBev, this craft beer movement seems to be not only spreading all over the U.S. but also the world. AB InBev CEO Brito pours a Stella Artois beer after the annual shareholders meeting in Brussels in April. Francois Lenoir/Reuters Chasing profits to death? Wessell and Christensen suggest that by the time incumbent firms realize a new market disruption is occurring, it is usually too late. Even a recent craft beer company buying spree by Carlos Brito and AB InBev likely cannot stem the tide. Case in point: its courtship of highly acclaimed Cigar City Brewing fell apart after the Tampa Bay brewer rejected AB InBev's bid and opted instead in March to become a part of private equity backed brewer Oskar Blues for $60 million. Cigar City likely left tens (perhaps hundreds) of millions of dollars on the table when it walked away from AB InBev. Late last year, for example, wine giant Constellation Brands paid $1 billion for the slightly larger craft brewer Ballast Point from California. At the time, Cigar City founder Joey Redner said: I was almost at the altar with someone else, but it never felt 100 percent right... It was a potentially life-changing opportunity and ultimately, I thought that I wasn't going to be happy. No amount of money was going to make me happy. And his customers, the ones helping drive the trends reshaping the beer industry, must be very pleased, because AB InBev's strategies are creating a backlash. The fear is that by buying up craft breweries they'll end up destroying what they represent. Was Cigar City's move foolish or wise? Redner opted for less money, a better corporate fit and greater control in brewing the product Cigar City's customers expect. Regardless of whether that strategy is successful, we believe this move signals a tectonic shift in the global beer industry. Specifically, craft beer has diminished big beer's longstanding competitive advantages built on scale, distribution and laws that minimized competition from small-scale brewers. Large breweries have now, it seems, entered a strategic decline, merging and acquiring each other and chasing profits at the expense of future customers. Chasing higher profitability through lower-quality products and acquisitions might please shareholders, but it also fits nicely into disruption theory's playbook where new technologies, laws, consumer awareness and business models actively work against the long-held advantages of incumbents. In 20 years, will cracking open a Budweiser on a summer day still be commonplace? Or will it be a relic of times past? If AB InBev stays on its current strategic course, the latter, while tough to imagine now, is the more plausible scenario. Samuel S. Holloway, Associate Professor of Strategy and Entrepreneurship, University of Portland; Mark R. Meckler, Associate Professor of Management, University of Portland, and Rhett Andrew Brymer, Assistant Professor of Management, Miami University This article was originally published on The Conversation. Read the original article. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

05 января 2015, 20:48

Реклама Kodak

Реклама KodakРекламные публикации компании Kodak, иллюстрирующие повышение потребительской культуры и рождение профессиональной рекламной индустрии.                                          Част 2