by Adam Hartung | Mar 4, 2008 | Defend & Extend, Disruptions, General, Innovation, Leadership, Openness
When markets shift it’s better to "get it fast" and make changes than "fight to the death" to protect the past.
The Chicago Tribune recently reported results of music compact disc sales (read article here.) It may not surprise readers to learn that nearly half of all teenagers bought no (not one) CDs last year. I’m 50, and I remember when teenagers were the mass consumers of 45’s and then LPs (remember small records with big center holes and "long playing albums") then later 8-tracks, cassettes and eventually CDs (how’s that for a walk down memory lane folks!). So to learn that the percentage of CD sales to teenages fell to 10% from 15% in 2007 was a bit surprising. When my sisters and I were young, teenagers were the vast majority of the market!
What does this tell us about the future? CD’s have a pretty lousy future. In 10 years I’ll be 60 – and who knows if I’ll be buying any CDs. But we know that these teenagers aren’t going to start. They’ll never buy a CD. If you’re a music company that depends on CD sales (like EMI, Sony, Vivendi/Universal or AOL Time Warner) you had better be pretty worried. Whether these companies will ever Disrupt their Lock-in and get a new approach is far from clear. They have ignored the trend for a long time, and Locked-in businesses are well known to remain Locked-in until they, quite literally, fail (at least in that market).
Do you remember how people bought all those albums or tapes? Does anyone remember Musicland – the retailer that in the 1970’s had 20%+ of music sales? Or that Virgin was begun as a direct mail company selling music through the mail? In 2007 the number of sold CDs fell by 19%! While sales of digital songs grew 45%! Today Apple, the company once known for a niche computer called the Macintosh, is the number 2 retailer of music in the country – without a single music store! Apple displaced Best Buy to take the #2 position (of course, #1 is Wal-Mart, but how long do you think that will remain as trends continue?) Clearly, the company that "gets it" has made a fortune, while the ones locked-in to traditional physical product sales and bricks-and-mortar have fared far more poorly.
Do you remember Wayne Huizenga? He was the megalomaniac who built up a car dealership into a network of dealerships making a fortune. He also bought the Florida Marlins, and they became World Series winners. And he bought Blockbuster Video, converted it to Blockbuster Music. So now you think, "what a dope." Guess again. This guy gets it fast. He sold his car dealerships when folks were willing to pay a lot. And he sold his ball players, capitalizing on the world series to make a big profit before overspending to try a repeat – as most owners have done. And he was fast to shut those Blockbuster music stores and sell the real estate before he got stuck with a bunch of unsellable inventory. He got it fast — which is more than we can say for the traditional companies mentioned above. Markets are constantly shifting. Those businesses (and their leaders) that Get it fast can avoid costly Defend & Extend – and build on early wins (like Apple) to huge success.
by Adam Hartung | Nov 30, 2007 | In the Rapids, Leadership, Lifecycle, Openness
There is no doubt that it’s more fun running a business in the Rapids than one stuck in the Swamp. But it’s surely no walk in the park! Even in high growth markets, competition is fierce and the demands for growth are merciless. Recently Starbucks (see chart here) admitted to a 1% decline in store traffic (see article here). The stock was punished, dropping to it’s lowest price of the year.
Businesses in the Rapids have to grow, grow, grow. There’s no time to relax and count the money. Even a very small hiccup scares the devil out of investors. As it should, because a growth stall could mean a very quick trip from the Rapids to the Swamp. Starbucks has felt this fear palpably.
It is inevitable that Starbucks store growth will slow. Honestly, no matter how good the product or store ambiance, there is a limit to how many Starbucks we need. If we view Starbucks as a one-trick pony, just out to replicate its Success Formula by opening store after store, then investors should be very wary of this company. If Starbucks is Locked-in on selling coffee in its stores, that Success Formula has a half-life and there’s plenty of reason for concern.
But, is that true about Starbucks? Let’s see, they’ve started adding sandwiches and other food to their stores – which could well lead to an increase in the average check size and continue growth even if number of stores and number of customers per store doesn’t grow. They don’t sell coffee just in their stores, but also in grocery and other outlets. They are still moving Starbucks liquor into more liquor retailers. They still produce music, and are the Starbuck’s agency just this year added Paul McCartney to the list of musicians represented. And the movie production company that put out Akeelah and the Bee is still alive and kicking. When we look at all these other businesses, we can see that Starbucks doesn’t rely just on store foot traffic for individual coffee purchases to create growth. They have a number of other businesses, many not just Defending & Extending Starbucks but actually White Space, as growth vehicles.
Starbucks does not do a good job of educating investors about all it does. And its White Space does not get much attention. That’s too bad, because investment analysts like simple stories – and they oversimplify Starbucks when discussing the company’s future. Yes, a drop in foot traffic – even a mere 1% – is something to be concerned about. But the important question is whether any of the other Starbucks initiatives are powerful enough to keep the company in the Rapids. We need to know more about those programs before writing an epitaph for a company showing lots of Disruptions and White Space.
by Adam Hartung | Oct 28, 2007 | In the Rapids, Leadership, Openness
I talk frequently with small businesses. Many with revenues under $1million. And for many of these owner/operators they wonder how it can make sense to maintain White Space. After all, they say, as a small business isn’t even more important to focus on the primary business? The allure of doing one thing is high, but in the end the best businesses always utilize White Space.
The era of drive-in theatres is almost gone. But many of us remember when every town had one. Did you ever wonder how Drive-ins started? I bet you thought someone in the movie business invented the concept. Or perhaps someone with a traditional theatre. But that would be wrong. In 1933 it was a parts store/gas station owner who wanted to increase his night business that opened the first drive-in theatre. He started by experimenting with a projector and a sheet between trees. He launched what became an entirely new theatre concept, and it became a lot bigger than his gas station. (For more on the history go here.)
Businesses of all ages and sizes need White Space. It’s in this part of the business where anything goes, not encumbered by Lock-in, that we are the most creative and capable of trying new ideas. None of us know what will lead to the Rapids, and fast, profitable growth. Even though lots of small businesses think they know what they should do, until they hit the Rapids and grow at double digits they are still in the Wellspring. And the Wellspring breeds the highest number of business failures – usually because enterpreneurs Lock-in before they hit the Rapids and they don’t know what will grow. Maybe you think you’re in the gas station business, only to learn your night movies are worth more than parts selling. Only the marketplace will determine if you’re in the Rapids.
Domino’s thought it was in the pizza business. For 20 years Domino’s did not grow, nor did it make any money. But when the founder realized he was in the prepared food delivery business, rather than the pizza business, he hit the Rapids and became a billionaire in just a decade. No business is too small to benefit from White Space – and avoid the traps Lock-in lays to thwart growth.
by Adam Hartung | Sep 2, 2007 | Defend & Extend, General, In the Swamp, Leadership, Lifecycle, Lock-in, Openness
A few weeks ago this blog talked about the mistake Ford (see chart here) was making by selling off its most profitable group (Jaguar and Land Rover) in order to generate cash to Defend & Extend the broken Success Formula in traditional Ford business. Ford is selling it’s White Space for cash to defend in its old business. Just the opposite action Ford should take to turn itself around.
And one very savvy competitor has seen the opportunity. Tata Group of India is not well known outside its home country (see website for Tata here). It’s best known business is TCS (Tata Consultancy Services) which provides IT services globally. But inside India Tata is known for everything from electricity generation to automobile manufacturing. While Tata makes a complete line of vehicles, from large trucks to very small cars, in India (see website here) these are not known outside it’s domestic marketplace. The company has recently made a splash by developing a quality automobile that it will sell for only $2,000, and potentially taking this new vehicle global (see article here.)
While Tata Motors is not yet regarded on the world stage, the company is very serious about learning how to compete. And the commonly held view is that Tata should produce a cheap car, which is not expected to be very good, and eventually try to migrate up market. This slow approach is what the Japanese auto companies did, and more recently the Korean auto competitors. But Tata Group is very astute. And they recognized an opportunity to take a very different approach.
It has been reported that Tata is considering buying Jaguar and Land Rover (see article here.) And this sort of Phoenix Principle thinking is why Tata has become a very successful, high growth and extremely profitable company. This acquisition would give Tata a fast growing and very profitable auto company operating across the globe. Tata already knows how to make inexpensive high volume automobiles. These companies would give Tata global market access, and two very positively positioned brands. Tata could then migrate its business toward the global marketplace, learning what will work from its acquisition, while developing new skills and capabilities in its very large, domestic business. These acquisitions will provide the White Space that can help Tata Motors continue its rapid growth by developing a new Success Formula which can meet future market needs and help Tata become a world -class competitor.
Ford should have migrated its Success Formula forward with the White Space it has in its premier auto gruop. By selling these businesses it effectively hands over its White Space, probably its most valuable assets, to an emerging competitor very willing, eager and capable of learning from these businesses to accelerate its growth. In effect, Ford will create a new global competitor that may well help accelerate the demise of Ford itself.
Tata has been brillliant in its efforts to expand its information services business globally. It is one of the world’s largest suppliers. And while TCS results are not reported, it is well known in the industry that TCS’s performance is right up there with Infosys (see chart here) – the fastest growing and most profitable competitor on earth. Now, Tata is looking to move forward similarly with its auto business. And Ford is handing the knowledge keys to Tata for some money to short-term protect its badly outdated traditional business. When the fox comes home to eat the eggs, Ford will only have itself to blame.
by Adam Hartung | Jul 10, 2007 | Defend & Extend, In the Swamp, Leadership, Lock-in, Quotes
Do you remember the old Smith, Barney television ad where the professorial actor said “We make money the old fashion way. We EARN it.”?
More executives appear to need reminding of this. In today’s market report from Merrill Lynch (see info here, page 2) we learn that in the first quarter of 2007 the S&P 500 spent an incredible $117BILLION on share buybacks. So much was spent buying back shares that it added from a full point to 1.5 points to EPS for the quarter! In May and June IBM, WalMart and Home Depot announced share buyback plans of $50Billion (and keep in mind, just yesterday Home Depot announced real earnings would be down 18% this year! [see page 1 of same link]). Conoco and Johnson & Johnson are announcing plans to buy back $25Billion of equity between them.
When businesses are growing they spend money on hiring employees, building plants and offices, traveling to see customers and making new products. When they want to Defend & Extend their existing business they take the money out of such productive long-term uses and spend it instead on buying back their own stock. An action which does not create a single job, nor new product, nor help the business create enhanced growth in revenue or profitability. We have to be careful not to confuse financial machinations with real growth.
by Adam Hartung | Jun 22, 2007 | Defend & Extend, Leadership, Lock-in, Quotes
This week Blackstone, one of the world’s largest private equity firms announced it was likely to soon go public. Ironic that a business based upon taking companies private is now going public… Reflecting upon this, Merrill Lynch today ran the following quote (see page 5 of report here) in it’s daily North America Morning Market Memo by David Rosenberg. His topic is what happens after a business is purchased by a private equity firm:
"All of a sudden managment is focused and will do anything to maintain or increase cash flow. Here’s the usual list: Cut spending, workers, officeds, factories and advertising, and with tech companies now in play cut R&D, their lifeblood. Don’t mistake financial engineering for company building."
Well said Mr. Rosenberg.
by Adam Hartung | May 21, 2007 | General, In the Rapids, Leadership, Openness
In January of this year I blogged about the White Space prevalent in the highly Disruptive Virgin culture. Sir Richard Branson has built an empire from small beginnings by constantly Disrupting his organization and creating White Space. Many high paying jobs have been created, and lots of money made for investors, due to this Phoenix Principle culture.
But there can be a definite downside if a Phoenix Principle culture is not managed well. Disruptions and White Space can be opportunities to overspend, and overinvest, leading to losses and failure. White Space is not child’s play. It is where new Success Formulas are formed via the crucible of competition. It is critical that managers in these environments have their "feet held to the fire" to produce results. Otherwise, cash flow is negative and profits never materialize. That’s bad news.
All businesses need a mix of Explorers and Stabilizers. Explorers usually become in short supply in Locked-in cultures, because optimization of the old Success Formula says that these kinds of managers are unnecessary. So Locked-in companies have to recruit Explorers to identify and create Disruptions, and then to have the skills for managing the creation of a new Success Formula.
White Space companies, and projects, need Stabilizers as well. Activities need to be disciplined and directed toward managing for cash flow and profit in the Rapids. As we saw all too well in the 1990s internet boom, too many Explorers make short shrift of these requirements, and their businesses simply flame out.
And that risk is now at Virgin Media. Using clever planning and intense hard work, Virgin Media has built itself into a large and powerful company that delivers mobile phone service, land-line service, internet service and satellite television service across Europe and other parts of the world. The company has made several growth-oriented acquisitions in the process, and those acquisitions have saddled the company with a huge debt load (see article here). This is big trouble for a business in the media game, because assets are not long-lived. So the debt payments go on after the technology needs to change – sucking up cash that should be used for changes and growth. Virgin Media is now losing money, and forced to make debt payments, while its primary competitors (the Murdoch-controlled Sky and British Telecom) are in far healthier financial shape. This is a risky situation, that may require someone buy out Virgin Media or it risks a precipitous decline that will be bad for Virgin as well as its investors, suppliers, employees and customers.
In the headlong rush to grow at Virgin Media, the managers may have been short a sufficient number of Stabilizers. The Explorers, which are sure to be popular in the Virgin culture, have been allowed to push the company growth. But now the entire Virgin Media organization is at risk. If there had been a more balanced management, with more Stabilizers, it is very likely the company would be in better financial shape and more competitive.
Everyone loves a party. And we all want to have a good time. But, if someone gets drunk the party can come to a crashing, unpleasant end. White Space can not be run like a party. It is a business. And if there aren’t Stabilizers around to control the consumption of resources, then the White Space business can find itself crashing.
by Adam Hartung | Apr 26, 2007 | Disruptions, In the Rapids, Leadership, Openness
Lately I’ve been pretty hard on companies in this blog, so today I’m taking time to highlight two examples of companies following The Phoenix Principle on the road to long-term evergreen success.
Firstly is Motorola (see chart here). As previously blogged, Motorola is under attack by corporate raider Carl Icahn who would like to borrow a lot of money and pay it, as well as existing cash, out in a special dividend to investors. In other words, do to Motorola what Sam Zell is doing to Tribune Company. In the face of this effort, Motorola announced Tuesday it is buying Terayon Communications Systems to gain more capability (specifically software for delivering video) to it’s television set-top box business (see article here). Keep in mind, in 2009 the television system switches from analog to digital and the demand for set-top boxes to go with all the existing analog TVs is sure to grow – possibly exponentially. This acquisition is a great example of continuing to fund the White Space in a market that is in the early stages of the Rapids. Now that’s a great use of corporate cash – and will provide a real return to Motorola investors. If Motorola leadership and investors can keep the shark away.
Secondly is J.P. Morgan Chase (see chart here.) J.P. Morgan Chase is run by Jamie Dimon. Mr. Dimon is a very colorful character well known for short patience. When Jack Welch institutionalized White Space he was nicknamed Neutron Jack. Mr. Dimon may someday get a similar monicker for his willingness to Disrupt his own people and organization. And this week J.P. Morgan announced the acquisition of technology company Xign (see article here). Xign has been a pioneering company in developing the e-payments system for automated commercial (or busineess-to-business) transactions. This is projected to become a $1.7 billion market by 2010, even though you may never have heard of Dynamic Discount Management (DDM for short). Here we see a Disruptive leader investing in a new business opportunity at the front end of very high growth – exactly the kind of White Space that should excite investors. Compare this with the actions taken by J.P. Morgan’s primary competitor – Citigroup – last week when they laid off 5% of their work force and starting shutting offices and centralizing decision-making in order to protect their faltering old Success Formula.
Far too many leaders use Defend & Extend Management and kill the growth of their company. They manage for protection of the old Success Formula and wipe out all capabilities to Disrupt. They refuse to invest in White Space in favor of trying to prop up the old Success Formula. But there are reasons to be optimistic. There are companies using The Phoenix Principle and positioning themselves to migrate their Success Formulas forward to meet new Market Challenges. You just have to keep your eyes open and look.
by Adam Hartung | Apr 17, 2007 | Defend & Extend, General, Lock-in, Openness
Will Rogers once said "All I know is what i read in the newspapers." While many have heard that phrase, few know that the back half was "and of course I’m the most ignorant man alive!" It was his joke that newspapers often obscured important bits of information.
Dow Jones (see chart here) just announced earnings. But, be careful what you read. The headline boasted "a 63% drop in quarterly profit due to a year-earlier gain." (Obtain full article here.) Pretty clear Defend & Extend language telling investors to ignore the decline because the past and current aren’t really comparable. Further on we real lots of D&E obfuscation as we learn revenue is up, but then again they bought half of Factiva not previously included in revenues. And tax benefits positively affected resuls – which is code for "real tax payments and GAAP reported payments don’t match so we manipulate a bit year-to-year in GAAP to suit our needs." These financial machinations are common in D&E management trying to sustain an old Success Formula nd make it look better than it is.
So you wold conclude that I think Dow Jones, like I’ve previously blogged on Tribune Company, is in dire straits. Not so!
Read on in the article and we learn that Dow Jones is not just The Wall Street Journal and Barron’s. It is also MarketWatch (a great website from which I get substantial business news), WSJ on-line and Barron’s on-line. WSJ on-line paid subscriptions rose 20% last quarter, and ad revenue at the on-line Journal and Marketwatch climbed 30%! And, in the on-line business units of the 8 daily and 15 weekly local newspapers owned by Dow Jones revenue jumped 66%! Meanwhile the Index business grew 5.2% even after honestly comparing the business pre-Factiva and post-Factiva acquisition.
Yes, ad revenues at the print WSJ dropped 1.8% on a 3.1% volume decline. And the local papers saw revenue fall 3.5% on a 4.6% volume decline. But Dow Jones management should quit apologizing for this, such as stating that a small decline "is not really bad in this environment." Dow Jones’ future is not about print products, it’s about the on-line world. The world Tribune and other media companies has not effectively addressed. Dow Jones is clearly in the market with their products and doing some good things growing readers and advertisers.
Get beyond the headlines. Look if there is White Space inside the company. No matter what management leads with, the winners will be those who play the game for the long-term market. Dow Jones is clearly one of the old-media companies that at least has its eye on the market and some effective White Spce producing positive results that the company appears to be migrating towards.
by Adam Hartung | Apr 4, 2007 | General, In the Swamp, Innovation, Lifecycle, Openness
I’ve lived in Chicago many years. And anyone who’s ever worked in the Loop (that’s the downtown area) is familiar with the guys running around in the brightly colored sport coats. You see them on the street every week day, impervious to hot, cold and rain, usually (it seemed) with a cigarette. These were the floor traders from the Board of Trade. "Heart attack job," most of us would think, and say to our colleagues, as we watched these runners dealing with customers and their orders.
But these folks are disappearing quickly. Computer trading has practically replaced the pits for a preponderence of trading volume. And the rug was pulled out from under people who practiced what was a very skilled, but very limited, occupation. What do you do when you have a highly specialized Success Formula and suddenly there’s no need for it?
You can read about what some of these former traders are now doing here. Market Challenges don’t just affect companies and industries. Technology and new competitors don’t just hit businesses. Individuals, and their personal Success Formulas are impacted by Challenges as well. And when that happens, what’s critical is that we use personal Disruptions to find White Space for our future.
Very few of these old traders have turned into "screen traders." The skills for success are very different trading on a computer versus a pit. And for most of these people, their identity was tied to more than a title – it was tied to the strategies and tactics used in the activity of being a pit trader. Their Success Formula suddenly had a lot less value. For some, this signaled retirement – the personal equivalent of shutting down operations. Others have taken up screen trading, but at far lower volumes and with less satisfaction (monetarily and personally.) They are trying to find a way to Defend & Extend their old Success Formula – but it isn’t going too well (as we might expect). And others have Disrupted themselves and moved on to roles as salespeople and restauranteurs. It’s this latter group that is now finding the most fulfillment in their lives, because they have moved themselves into personal White Space and are developing a new Success Formula.
It’s personally rough when your Success Formula needs changing. But we are no more immune to the impacts of a dynamic world, and the affect it has on labor, than are businesses. Succeeding in this dynamic world increasingly requires that we keep our eyes scanning for Challenges, that we practice Disrupting our lives to make sure we don’t become too "comfortable and cozy," and finding ways to insert White Space in our lives. Places to experiment with new ideas that we can potentially use to keep our careers, and lives, in our control and flourishing – instead of waking up wondering "Where’s the Rug"?
When was the last time you took a college class? The last time you explored how to turn your hobby into a job? Interviewed someone who walked away from a job to something totally different for insights on how she did it? Discussed with your spouse squirreling away significant funds as "walk away money"? Checked on the value of your house not to get more spending money, but to finance a career change? Attended a networking meeting not looking for a job, but just to hear about what other people do? Where’s the White Space in your life?
