Everything Is A Remix The Ideas Episode

The Myth of Original Creation

Learning Through Emulation

Everything is a Remix (Original Series)

I invented nothing new. I simply assembled the discoveries of other men, behind whom were centuries of work. Had I worked fifty or ten or even five years before, I would have failed. So it is with every new thing. Progress happens when all the factors that make for it are ready, and then it is inevitable. To teach that a comparatively few men are responsible for the greatest forward steps of mankind is the worst sort of nonsense.

– Henry Ford

The act of creation is surrounded by a fog of myths. Myths that creativity comes via inspiration. That original creations break the mold. That they’re the products of geniuses. And appear as quickly as electricity can heat a filament.

But creativity isn’t magic. It happens by applying ordinary tools of thought to existing materials. And the soil from which we grow our creations is something we scorn and misunderstand even though it gives us so much. And that’s copying.

Put simply, copying is how we learn. We can’t introduce anything new until we’re fluent in the language of our domain, and we do that through emulation. For instance, all artists spend their formative producing derivative work.

Myths About Creativity

The Myth of Inspiration

Creativity comes suddenly through divine moments of inspiration

The Myth of Originality

True creations must break the mold and be completely new

The Myth of Genius

Significant creations are only produced by exceptional people

The Reality of Creation

Ordinary Tools

Creativity happens by applying ordinary tools of thought to existing materials

Learning Through Copying

We can’t introduce anything new until we’re fluent in the language of our domain

Your Thoughts?

How has learning from others influenced your own creative process? What existing ideas have you built upon to create something new?

Happy Meal Marketing Magic

Marketing to Children

Lessons from McDonald’s Golden Arches

McDonald's Happy Meal

I’m not a huge fan of the quality of McDonald’s food. However, the golden arches have a tractor beam that pulls me in with a seemingly irresistible force. Part of why I still like McDonald’s is the nostalgia. I now prefer burgers from Fudruckers or Five Guys, but I noticed my son Tyler started recognizing company brands wherever we went.

I’m loyal to Safeway because I work for the company. Therefore, Tyler quickly learned to recognize Safeway and its trucks as we passed them on the highway. I have always loved Starbucks since I was introduced to coffee in college, and Tyler knows that brand because I go there a lot. As I am raising Tyler, what is interesting is what companies are, and are not, doing regarding marketing to children.

The McDonald’s Strategy

I have taken particular interest in McDonald’s marketing strategy because they are masters of marketing to youth. I’m a big fan of ice cream, so on a nice hot day a McDonald’s shake hits the spot. Not to mention the Shamrock Shakes around St. Patrick’s Day, but I digress.

How is your company’s marketing to younger demographics? McDonald’s is a master of marketing to children, their happy meals and “Play Places” are brilliant. Whether you are a retailer, technology company, church, or politician, you can’t forget about youth if you want to compete and stay relevant long term.

A Few Ways You Can Market to Children

  • A children’s menu
  • A seating area for children
  • A play area for children
  • Carts for children to push around your store, or ride in
  • Gumball machines at the “choke points” in every store, such as the entrance and exits
  • Free cookies or candy. Mom and dad have to go into the department to get it. This usually leads to the parents looking for other goodies for themselves, which aren’t free. It is the drug dealer tactic, where, “I’ll give you this one for free, but I know you’ll be back for more.”
  • Internships
  • Commercials
  • DVDs that come with toys
  • Candy and toys in the check stands
  • Don’t forget about your employees, either. Daycare at your facility while mom or dad are working is one of the best ways to retain talent. Lunch with the kid(s) increases work/life balance, even if it is just for an hour.

What Works For Your Business?

What are some other strategies you’ve seen, and what other ideas do you have?

Another McDonald's Happy Meal

Build Brand Recognition

Children learn to recognize logos and associate them with experiences

Create Family Experiences

Engage both children and parents in your business environment

Think Long-Term

Today’s children are tomorrow’s adult customers and employees

Join the Conversation

What child-focused marketing strategies have you found most effective? Are there ethical considerations businesses should keep in mind?

Qwiki In The Enterprise

LinkedIn Discussion

The Future of Interactive Content in Corporate Communication

LinkedIn Logo

I commented on a LinkedIn discussion board comment/question today and wanted to share it.

Q:

The alpha version of qwiki (search engine that builds interactive videos on the fly) is pretty exciting. What do you think a corporate version could do to juice up employee or investor communications?

A:

Engaging content is definitely the future. You want to know the interesting thing in my mind though? Everyone says content is king and I agree. Corporations can have great tools, but only if they have great content. If you are interested try and remind me to talk with you in about a month. I’ll need to get clearance to show it to you but we are working on a knowledge sharing tool within the company and it has some really interesting social gaming aspects to it.

Rewarding Collaboration

My hope is in the coming years we can use these types of tools as a basis for merit increases and performance reviews. That type of thinking is counter culture to many organizations but social tools can help break down information silos and encourage collaboration like never before. They “can” also show you who your team players are in the organization meaning those who are helping others and not just themselves.

If we reward and recognize via virtual currency and in the future provide monetary incentives, it will be very interesting to see what happens as a result. Whether you have a LinkedIn discussion board, a blog, or a survey people are busy and often hesitant to share.

Incentivizing Participation

Want to see a dramatic increase in our discussion board usage? Send out a message to membership telling them if they post at least one comment or post on the discussion board they will get 25% (50%, 75%, 100%…whatever) off their next conference fee.

My point is some people will share but many will do so only when rewarded or recognized.

The Future of Interactive Technology

The other interesting thing I like about Qwiki is they are using it as a platform. I was fascinated by what they are looking at as a future alarm clock (see video link below). I’d imagine it won’t be too many more years before our bathroom mirrors are huge rear projection touch sensitive screens which let us see news, weather, or any other gadget/widget we want to subscribe to.

Same thing with the business world. I’d imagine it won’t be long before E-ink type screens will allow us to have constantly updated information presented to us to interact with throughout the day. But we can only have these tools if we have the content which means employees will need to write and contribute that content.

Qwiki at TechCrunch Disrupt

Watch the whole video or forward to 4 mins in to see the future alarm clock concept

Content Is King

Great tools require great content to be effective

Reward Sharing

Incentives drive participation and collaboration

Interactive Future

Tomorrow’s technology requires user-generated content

Join the Conversation

How does your organization encourage content sharing and collaboration? What incentives have you found most effective?

Retail Company Revenues By Employee

Data Geek Analysis

Comparing Revenue Per Employee Across Major Companies

Geek with computer

Yes, I’m a data geek and I crunch company operating results for fun. Check this out…

Wolframalpha is a public data search engine which allows for lots of complex data analysis. The data below is how much revenue each publicly traded company generates when it is divided by the total number of employees it has (per year).

I work in the retail sector, so I first looked at how much revenue each company makes if it were divided by their number of employees. As you can see below, I for instance was able to determine that Kroger is making $36,841.74 more revenue per employee than Safeway. The numbers are correct and publicly available via calculation, but they don’t make sense to me.

Annual Company Revenue/Employee

Retail Companies

Kroger

$244,659.51

Safeway

$207,817.77

Walmart

$198,398.10

Target

$189,692.31

Tech Companies

Google

$1.81 million

Apple

$1.32 million

Source: http://www.wolframalpha.com/

Questions for Discussion

I’ve posted similar things in the past and have had some really smart followers of this blog add to the conversation so I hope this post continues that trend.

  • Why would a Safeway employee create more revenue per year than a Walmart employee?
  • Why would a Kroger employee make $36,841.74 more revenue per year than a Safeway employee?
  • Is sales per square foot the real reason the numbers are so unexpected?
  • Is the number of retail stores a major factor?
  • Did these numbers surprise you?
  • Is looking at annual company revenue by employee even important?
  • Then when you think each retail revenue by employee is high, look at Google and Apple!

“You should look at profits by employee. A more telling story.”

Disclosure: I am in no way representing any company in this post or site. I’m surfacing public data and merely asking what we can derive (if anything) from it. Thanks for taking the time to read this, and thanks for adding to the conversation.

Join the Conversation

What factors do you think contribute to these differences in revenue per employee? Would profit per employee tell a different story?

The Lamborghini Story

When Feedback Creates Competition

The Legendary Meeting Between Ferruccio Lamborghini and Enzo Ferrari

Ferruccio Lamborghini Portrait

Ferruccio Lamborghini, founder of the iconic luxury sports car brand

I love my lunch time chats with coworkers and I know they are anything but typical. We get into some interesting subjects and I always seem to take away at least one thing every lunch hour. Somehow the topic of Ferrari’s came up a few months ago and after doing some fact checking I found what they told me to not only be true, but also inspirational and amusing.

I wasn’t aware Ferruccio Lamborghini started his career building tractors. He had a passion for sports cars and Mr. Lamborghini wasn’t satisfied with the quality and performance of his Ferrari so he requested a meeting with Mr. Enzo Ferrari himself.

I love the story of Mr. Ferrari and Mr. Lamborghini meeting because it helps demonstrate why leaders need to listen and respond to the feedback they are provided. If you fail to listen you leave the door wide open for others to stop telling you and to start showing you what they want. In some instances what is requested is in fact a better way of doing things and if those who were trying to give you feedback to help you stop telling you and start showing you, they can become your most fierce rival.

The Legendary Meeting

“The exchange between Ferrari and Lamborghini is often cited as the latter’s inspiration for founding a carmaker in the first place, but it is as much the stuff of legend and myth as it is a factual occurrence. In the 1991 Thoroughbred & Classic Cars interview, Lamborghini said that after the clutch problems endured, “I decided to talk to Enzo Ferrari. I had to wait for him a very long time.

‘Ferrari, your cars are rubbish!’ I complained. Il Commendatore was furious. “Lamborghini, you may be able to drive a tractor but you will never be able to handle a Ferrari Properly.’ This was the point when I finally decided to make a perfect car.”

Later re-tellings of the story center around several basic points: Lamborghini visited Ferrari; proceeded to challenge, demand improvements, or deride Ferrari; and finally was dismissed as a mere tractor manufacturer. Whether the industrialist’s spite was enough of a reason to enter the carmaker business, or if the exchange inspired further business interests or merely served as an anecdote, is unknown. Sackey writes that the economic motives for entering the high-profit-margin sports car business far outweighed Lamborghini’s personal sentiments. In the T&CC interview, Lamborghini notes that “Ferrari never spoke to me again. He was a great man, I admit, but it was so very easy to upset him.”

Source: Wikipedia

Leadership Lessons

Listen to Feedback

Even critical feedback from customers contains valuable insights for improvement.

Avoid Dismissiveness

Dismissing ideas based on a person’s background can lead to missed opportunities.

Adversity Drives Innovation

Sometimes being told “no” or “you can’t” provides the greatest motivation for success.

From Tractors to Supercars

1948

Lamborghini Trattori

Ferruccio Lamborghini founded his tractor manufacturing business, which became highly successful.

1963

Automobili Lamborghini

Following his infamous meeting with Enzo Ferrari, Lamborghini founded his sports car company.

1964

The 350 GT

Lamborghini’s first production car was released, beginning the legendary rivalry with Ferrari.

Long live the Lamborghini…

Lamborghini Gallardo

The 1000th Lamborghini Gallardo, continuing Ferruccio’s legacy of excellence

Your Thoughts?

Have you ever experienced a situation where feedback was dismissed, only to become competition? How do you handle criticism in your leadership role?

Today’s Raging River Of Information

At today’s Dev Learn 10 in San Francisco, I attended a seminar where a woman at the back of the room said “social media is great and all, but I am overwhelmed with the influx of information all around me.”  I liked what another person said which was that just because there is lots of data in the world, it doesn’t mean you have to consume everything available to you.  The 3-4 minute discussion gave me a lot of ideas, so hopefully you beat me to solving the problem because either way we’ll all win.

Nordstrom Company Culture

The Nordstrom Way

A Culture of Service in 75 Words

For many years, new employees were given a copy of the famous Nordstrom’s Employee Handbook – a single 5-by-8-inch (130 × 200 mm) gray card containing 75 words:

Welcome to Nordstrom

We’re glad to have you with our Company. Our number one goal is to provide outstanding customer service. Set both your personal and professional goals high. We have great confidence in your ability to achieve them.

Nordstrom Rules: Rule #1: Use your best judgment in all situations. There will be no additional rules.

Please feel free to ask your department manager, store manager, or division general manager any question at any time.

However, new hire orientations now provide the card above along with a full handbook of other more specific rules and legal regulations, as the way Nordstrom operates has changed. During this time, Nordstrom had the highest sales per square foot performance in the retail industry – by almost double.

>> Source: http://en.wikipedia.org/wiki/Nordstrom#Employee_handbook

More on Nordstrom’s Culture

Customer Service Philosophy

  • Nordstrom’s culture encourages entrepreneurial, motivated men and women to make the extra effort to give customer service that is unequaled in American retailing. “Not service like it used to be, but service that never was.”
  • “A place where service is an act of faith.”
  • Their system is embarrassingly simple, “we out-service, not outsmart, the competition”.
  • “Our success is simply a matter of service, selection, fair pricing, hard work, and plain luck!”
  • ‘It was never that we were so great, it was just that everyone else was so bad.’ We know that at this moment, someone somewhere is getting bad service at Nordstrom
  • When you stop worrying about the money and concentrate on serving the customer, the money will follow. (People who succeed in sales understand this paradox.)

Employee Empowerment

  • Nordstrom’s salespeople are empowered to make decisions and Nordstrom management is willing to live with these decisions – it’s like dealing with a one-person shop. Empowered employees are energized. “Giving away responsibility and authority is the ultimate expression of leadership.”
  • “The customer is always right” is not a cliché at Nordstrom.
  • Nordstrom’s employees are instructed to always make a decision that favors the customer before the company. They are never criticized for doing too much for a customer; they are criticized for doing too little.
  • Nordstrom believes that too many rules, regulations, paperwork, and strict channels of communication erode employee incentive.
  • Because Nordstrom doesn’t have many rules, employees don’t have to worry whether they are breaking any.

Hiring & Training

  • Nordstrom feels that the best training courses come from parents. Previous retail experience or a college degree has never been a prerequisite for succeeding at Nordstrom.
  • Nordstrom “hires the smile and trains the skill.”
  • Nordstrom would rather hire nice people and teach them to sell, then hire salespeople and teach them to be nice.
  • When the company expands to other regions, it dispatches an advanced force of veteran “Nordies” who carry the culture with them and imports it to new employees.
  • Nordstrom never acquires other chains, because it is too difficult for those employees to break old habits.

The Nordstrom Selling Approach

  • At Nordstrom, the priority is on Selling, and the key to successful selling is providing outstanding customer service.
  • If you treat customers like royalty and let them know that you will take care of them, they will usually come back to you.
  • When customers enter a department, salespeople always make sure they are acknowledged. They are relaxed and unhurried in order to help the customer feel the same way.
  • The unconditional money-back guarantee is designed for the 98% of customers who are honest.
  • Nordstrom’s standard of performance is “Sales per hour”.
  • Outstanding sales performances are rewarded with prizes and praise, as are good ideas and suggestions.

“If I take care of the customer, the dollars will follow”

Organizational Structure & Store Design

  • Nordstrom is informally organized as an “inverted pyramid” with the top positions occupied by customers and salespeople. Every tier of the pyramid supports the sales staff.
  • Employees have access to sales figures from all departments and stores in the chain, so they can compare their performances.
  • Part of good customer service is (Store Design) creating “a memorable experience”: Store presentation must be understood immediately. Nordstrom states that it only takes 15 seconds to impress their customers. That’s why Nordstrom has more seating, better lighting, larger fitting rooms, wider aisles, and a more residential feeling.
  • Decision by consensus is how the Nordstrom brothers run their business. Disagreements are worked out behind closed doors and a united front is always presented to the public.

At its best, Nordstrom never forgets that it doesn’t have all the answers. They know that the customers have all the information that they need and that salespeople are the most valuable people in the company!

The underlying Nordstrom culture and philosophy is not difficult to pass on to the next generation because it’s simple: “give great customer Service.”

Join the Conversation

How could you apply Nordstrom’s approach to customer service in your organization? What elements of their culture do you find most compelling?

John Spence Fall Conference Keynote

CMMA’s fall conference keynote presentation was from John Spence.  At the age of just 26, John was named CEO of an international Rockefeller foundation, overseeing projects in 20 countries and reporting directly to the Chairman of the Board, Winthrop P. Rockefeller III. Two years later John was nominated as one of the top CEOs under the age of 40 in Florida and Inc. Magazine’s “Zinc Online” recognized him as one of America’s up and coming young business leaders.

>> My Presentation Notes

John Nese Soda Pop Shop Inverview

Galco’s Soda Pop Stop

A Sweet Journey Through America’s Most Unique Beverage Shop

Obsessives - Soda Pop

This is a very good video interview with John Nese who is the proprietor of Galco’s Soda Pop Stop in LA. His father ran it as a grocery store, and when the time came for John to take charge, he decided to convert it into the ultimate soda-lovers destination. About 500 pops line the shelves, sourced lovingly by John from around the world. John has made it his mission to keep small soda-makers afloat and help them find their consumers. Galco’s also acts as a distributor for restaurants and bars along the West Coast, spreading the gospel of soda made with cane sugar (no high-fructose corn syrup if John can avoid it). The part where he talks about CRV is interesting as well.

About Galco’s Soda Pop Stop

Galco’s is more than just a store – it’s a living museum of carbonated beverages. Located in the Highland Park neighborhood of Los Angeles, this family business transformed from a traditional Italian grocery store into a specialty soda emporium showcasing hundreds of unique beverages from around the globe.

What makes Galco’s special is not just its vast selection but the philosophy behind it: celebrating small, independent producers who create quality products with passion and traditional ingredients.

Meet John Nese

John Nese is the charismatic proprietor of Galco’s and a passionate advocate for independent soda makers. His enthusiasm for carbonated beverages is contagious, and his encyclopedic knowledge of soda history and production has made him something of a celebrity in the beverage world.

With his friendly demeanor, John personally selects every product that enters his store, ensuring that each bottle meets his standards for quality ingredients and authentic production methods.

Highlights from the Interview

Business Transformation

How John transformed his father’s grocery store into a specialized soda emporium with over 500 varieties.

Supporting Small Producers

John’s mission to keep independent soda makers in business by connecting them with appreciative consumers.

The CRV Discussion

John’s insights on California Redemption Value and how it affects small businesses and beverage distribution.

Soda Pop Facts

Cane Sugar vs. HFCS

Many soda enthusiasts prefer cane sugar to high-fructose corn syrup for its cleaner taste profile and traditional production methods.

Regional Varieties

The United States once had thousands of local soda brands, many with distinctive regional flavors reflecting local tastes and ingredients.

Glass Bottles

Glass bottles preserve flavor better than plastic or aluminum and are often preferred by craft soda makers for quality and environmental reasons.

Business Lessons from Galco’s

Find Your Niche

Specialization can transform an ordinary business into a destination experience.

Passion Sells

Authentic enthusiasm for your products creates a customer experience that can’t be replicated.

Support Small Producers

Building relationships with independent makers can create a unique product selection.

Quality Over Quantity

Focusing on product excellence rather than price competition creates loyal customers.

Visit Galco’s Soda Pop Stop

Address: 5702 York Boulevard, Los Angeles, CA 90042

Phone: (323) 255-7115

Galco’s ships their unique sodas nationwide through their website!

Order Online

Your Thoughts?

Have you ever visited a specialty shop like Galco’s that transformed your perspective on a common product? What’s your favorite craft soda or beverage?