John, (01)
Steve J and Warren B were in the right place for their individual
skills at the right time, as well as being smart and motivated
individuals able and willing to pursue their visions. In
particular, Warren B said that, with his skills at resource
allocation, he would have been lunch for a saber toothed tiger a
hundred thousand years ago. You have to be lucky as well as
good. (02)
There are a lot of hard working, smart, motivated individuals who
never seem to meet up with the right circumstances, but mostly
they strive, they do well, and they generate jobs for millions of
people from their efforts. (03)
I have a lot of respect for business people who can satisfy all
the demands of customers, investors, employees, lenders, and
quality all at the high end. (04)
Sincerely,
Rich Cooper,
www DOT EnglishLogicKernel DOT com
Rich AT EnglishLogicKernel DOT com
( 9 4 9 ) 5 2 5-5 7 1 2 (05)
-----Original Message-----
From: ontolog-forum-bounces@xxxxxxxxxxxxxxxx
[mailto:ontolog-forum-bounces@xxxxxxxxxxxxxxxx] On Behalf Of John
F Sowa
Sent: Friday, March 20, 2015 1:00 PM
To: [ontolog-forum]
Subject: Re: [ontolog-forum] SME (subject matter experts) and
Ontology developement - principle? - Ethics? (06)
Rich, (07)
I accidentally hit SEND before finishing. (08)
For every simple solution, you can find a long string of
counterexamples: (09)
> the little startup firms, nipping the buds of the
> colossus fruit, find the little missing niche products and
> services that colossus has no time to pursue because the profit
> margin is lower than their current fruit market margin. (010)
That's often true. But note that the big corporate research
centers -- such as IBM, AT&T Bell Labs, and Xerox PARC -- had
discovered many niches that they filled with successful products. (011)
There are also some large corporations, such as Samsung, which
took over the TV market from other large corporations. For their
success story, see the article about "Heidegger's Marketing
Secrets":
http://www.businessweek.com/printer/articles/185129-heideggers-ma
rketing-secrets-what-german-philosophers-know-about-selling-tvs (012)
> For example, telephone over telegraph (telegraph management had
> not a clue), TV over radio, transistors over tubes, whatever
new
> innovation takes over the old. (013)
But many do. Note that the old radio networks became the new
TV networks: CBS, NBC, ABC. Dumont was the pioneer in TV in
the US, and they started a network of TV stations. But they
didn't know how to sustain their growth. Guess who bought them?
Clue: Who owns the most Channel 2 TV stations? (014)
> The winners have been the companies that specialize in one
highly
> focused area. (015)
Warren Buffett's conglomerate of companies ranging Dairy Queen
to railroads to Dairy Queen has been one of the most successful
long-term investments for many years. His insight is to buy
undervalued firms whose technology is simple enough to understand
*and* run them as autonomous businesses within the conglomerate.
Buffett is the de facto chairman of every board, but each
business
has its own CEO. (016)
And Steve Jobs had consistently discovered new areas in which
he led Apple (a large corporation that kept becoming bigger)
in a wide range of areas: grow the PC business much faster
than Microsoft; develop the iPod to beat Sony's dominance
with the Walkman; develop the iPhone to beat Nokia, Blackberry,
etc.; develop the iPad to succeed in areas where other groups
had tried and failed repeatedly. (017)
A longer explanation that is more complex than a one-line slogan: (018)
The person in charge of technology must have the insight to learn
from the competition, the technical smarts to recognize a good
design,
the executive power to make the technical design into a product,
and
the knowledge of how to sell the product. (019)
Steve J. had that combination. Warren B. found a good way to
manage a conglomerate of semi-autonomous companies. (020)
John (021)
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