Online Ad Spending to Surpass Print for First Time in 2012

January 26th, 2012

For the first time in U.S. history, marketers are projected to spend more on online advertising than on advertising in print magazines and newspapers.

According to a study released Thursday by eMarketer, online advertising is expected to generate $39.5 billion in sales this year — a 23.3% increase from 2011 — compared to a sum of $33.8 billion on print.

That’s impressive growth, especially since 2011 also witnessed a 23% jump in online ad spending, according to eMarketer’s calculations. Online ad revenues should continue to grow over the next half-decade, albeit at a more modest rate, as shown in the chart below. Total online ad investment is projected to hit $62 billion by that time.

The forecast for print is foreboding. Marketers are expected to continue cutting their print advertising budgets for the next half-decade, spending $32.3 billion in 2016, 10% less than what they invested in print ads in 2011.

Spending on TV promises to be largely unaffected by growing online ad budgets, although the gap between the two is set to narrow significantly. U.S. marketers are expected to spend $72 billion in TV advertising in 2016, up 18.6% from 2011.

Overall, it looks to be a healthy year for the ad industry, with total U.S. ad spending forecast to grow by 6.7% to $169.5 billion. eMarketer attributes the bump to investment in campaigns ads and mobile advertising. Total ad spending is set to reach nearly $200 billion by 2016, of which online will account for a third.

Written by by Lauren Indvik

marketing

Ten Tips for Pitching Your Company

January 25th, 2012

1) An investor is taking a meeting with you to confirm or deny a hypothesis they undoubtedly already have about your business. Find out what those are right off the bat by saying something like, “Based on what you know, what interests you about what we’re doing so far and what are some of the concerns I can address?” No sense going on and on about the market if being excited about your market is why I asked you to meet me in the first place.

2) Investors will jump around no matter what order your deck is in–be comfortable about it and be able to answer any question at any time. Don’t get visibly frustrated if they interrupt.

3) Have offline copies of whatever you’re doing, so you can demo using screenshots if you have to.

4) Be able to say what you do in a concise manner, in the pitch, in the opening e-mail: “We do X for Y using Z solution, and that’s exciting because there are a billion Ys who currently pay a million dollars a year for that.”

5) Be clear about the ask: “We’re here to get advice about the following specific three questions.” “We’re raising 500k to get us launched and a growing userbase.” “We’re here because we have an offer on the table to sell the company and we’re not sure what to do.” Don’t try to pretend you’re not raising.

6) Be honest about your situation. If you can’t figure out what grows traffic yet, just say it, because pretending you have growth when the numbers don’t look good is even worse. If you made mistakes, say what they are–because otherwise I’ll be scratching my head trying to figure out how you spent what you spent to get to this point. Mistakes happen.

7) Know that back of the napkin math of how many people need what you have and why this could be a big business.

8) Persistance is good, but when someone is clearly not going to get there on your deal, figure out what else they can be good for, besides other intros to investors. Most of the time, an investor is going to take a pass, statistically, so have a backup ask–like a contact you know they know who can help you with biz dev. Don’t spend a ton of energy on one investor like they’re the last investor on the face of the earth.

9) Speed is not a reason to raise money–unless lack of it is hindering basic aspects of your development. Usually, being the fastest one to market isn’t necessarily an advantage. Actually, it often makes a company look too nervous about the competition–as if there aren’t enough barriers to entry or execution in your market.

10) Know how much time you have for the pitch and stick to it. Don’t be halfway through your hour long version before you realize the investor only had 30 minutes. Finish up five or ten minutes early in an hour long meeting and an investor will love you–because they’ll have time to think, get coffee, use the bathroom, or make the intro you asked them to.

Written by Charlie O’Donnell

Business, VC

Hiring a VP

January 24th, 2012

It is now the new year, the old VP is gone and you are faced with the rather undesirable task of hiring a new VP. Upon reflection, you realize that the SpiderNet hiring process failed. Clearly, the issues surrounding the VP you just fired had to do with laziness and you realize now that the SpiderNet process (or lack thereof) did not exist to properly vet out a prospective job candidate.

Before you move on to hiring again, you take an inventory of the current process in an effort to better understand how to correct things in the future. Here’s what you find:

You identified the requirements of the position and developed a comprehensive job specification. You feel pretty good about the list, which you developed on your own. Given that this position reported to you, you did not see the need to ask for other input.
You hired a search firm and saw a number of good candidates, so you felt that the candidate pool was adequate but not exceptional.
The interview meetings were always with you, your co-founder and then one or two other people from the executive team. Everyone exchanged emails on the candidate after their meetings.
The search firm did the bulk of the reference checks, which significantly helped your schedule and time.

Most hiring mistakes occur when the interview process does not effectively assess candidate fit, motivation, and expectation. You don’t want to make the mistake again and you need to figure out what to do next. What mistakes do you think you made and how can you better go about interviewing future candidates? You are very nervous about screwing up again.
What now?

I have often considered the ability to hire great people as being analogous to a batting average in baseball. A player who hits .300 is near the top of their game. While I have certainly done much better than 30% success rate in my hiring overall, I’m not sure that I’ve topped 30% for truly exceptional hires. Hiring phenomenal employees, like hitting in baseball, is difficult. I must admit that only recently did I come to realize that there is a set of steps that a company can follow that significantly increase the hit rate.

With respect to the SpiderNet situation, there were several mistakes made with the current process. First, there was no input from either the board or the other executives on the job specifications. It is particularly important to gain agreement on the position and have the interviewing team help develop the requirements. Second, there wasn’t a defined interview team and the results of the interviews felt a bit ad hoc. Having a defined interview team should be part of the process. Finally, the CEO left reference checking to the search firm, which was a huge error in judgment and probably the biggest mistake of the entire process.

I took the liberty of asking Jeff Stump, our partner responsible for Executive Talent at Andreessen Horowitz, and he outlined the following steps that should be taken when hiring an executive:

Develop the candidate profile and expected qualifications
Lay out the compensation framework
Craft a set of questions to be used in the interview process
Identify your interview and recruiting methodology
Perform reference checks

Let’s look at each of these in more detail.

Candidate Profile and Qualifications. There should be a universal understanding of what the profile is and why the company is looking for this new hire. What is the charter of this hire over the next six months to one year? What does the company/hiring manager expect this person to deliver during this timeframe and what does success look like for this hire one year out?

The focus in this phase should be on developing a set of non-negotiable attributes as input to the interview process. Make sure to include input from anyone who is going to have a say in the interview process including the Board and the management team. There does not need to be universal alignment, but this process will help identify any differences of opinion that can be addressed up front. This first step will drive consistency in the interview process and candidates will take notice.

Compensation and Reporting Framework. Determine the title, reporting structure and the compensation of the position. Not doing this upfront can often lead to misalignment late in the recruiting process.

Interview Questions. Once the profile and qualifications have been identified and agreed upon, develop a set of questions that are going to be used in the interview process. These can also be used by the search firm to screen candidates. Questions should be crafted to gauge motivation, fit and expectation.

During this phase, the hiring manager also should identify the interviewing team and start the selection of a search firm. In most cases, the company’s internal network will not be sufficient to identify the absolute best candidate and a search firm is recommended. There are exceptions to this, but in most cases, thinking that the company has enough contacts often results in a substantial delay.

Interview and Recruiting Methodology. High-level items to consider:

Decide on the appropriate team members to be involved in the search process;
Determine who is running point on the management team. Tasks may include interview coordination, candidate follow-up, feedback collection, reference coordination, compensation/negotiation, etc.
Who from the board of directors will be involved, if at all?
Define the sequence of interviews and meetings. Who needs to meet when and what is the strategy/objective during a first round vs. a second round of interviews? I also recommend spending a great deal of the first meeting on determining “fit.” Can you work with this person? Nothing else matters if you can’t check this box.
Have the team interview for different attributes to create a better experience for the candidate and to avoid overlapping questions in the interview process.
Define the feedback loop: What info gets captured, recorded and how/when is it shared?

Reference Checking. One of the most important—and overlooked—parts of the recruiting process is reference checking. When you make an offer to a candidate, you should feel as if you really know the person, warts and all. Reference checking is the best way to really understand what a candidate is like to work with.

Often your search firm will offer to do reference checks. While it is fine for them to do some investigation, do not leave all of it to them. You need to do a large part of the reference checking yourself. Compare notes with the search firm but handing it off to someone else is a huge mistake.

In general, you should do between 10 to 15 reference checks and they should have a 360-degree approach (i.e., 1/3 bosses, 1/3 peers, 1/3 subordinates). At least one-third of these queries should be backchannel references.

Finally, when you have settled on the final two candidates, you should have the finalists come in to present a 100-day plan with your executive team at your staff meeting. This will give you a very good sense of how the person responds to an assignment and the nature of their work.

Hiring takes planning and time and the process is often ad hoc or simply non-existent. Don’t make hiring a batting average. Take the time, develop a clear process, and you will see much better results in your overall hit rate.

written by peter levine

Business

Knowledge@Wharton Law and Public Policy Research Article View Article on Knowledge@Wharton Mobile Revisiting the American Dream: Is the U.S. Providing Fewer Opportunities to Get Ahead?

January 21st, 2012

The widening income gap has become a controversial issue in the United States, as liberals decry the decline of the middle class and conservatives argue that a healthy market economy must reward effort, enterprise and risk taking. But on the related issue of economic mobility, or individuals’ ability to move up the income ladder, most people appear to agree: Upward mobility is good.

Indeed, conservatives often cite economic mobility as the reason not to worry about widening income inequality. As long as people can rise, it doesn’t matter that some are very rich and others are many rungs below: Economic mobility means people are not trapped where they started.

But a growing body of evidence shows that economic mobility is not as attainable in the United States as many people think. Moreover, various studies show that economic mobility declines as income inequality increases, indicating that in coming years, it could become harder for people to move from poverty to the middle class, or from the middle class to the top.

“Recent studies suggest that there is less economic mobility in the United States than has long been presumed,” concludes a study by The Economic Mobility Project, conducted by The Pew Charitable Trusts, The American Enterprise Institute, The Brookings Institution, The Heritage Foundation and The Urban Institute. “The last 30 years have seen a considerable drop-off in median household income growth compared to earlier generations. And, by some measurements, we are actually a less mobile society than many other nations, including Canada, France, Germany and most Scandinavian countries. This challenges the notion of America as the land of opportunity.”

What drives economic mobility? “I believe that one of the great historical advantages of the United States has been the remarkable mobility of the U.S. workforce,” says Wharton finance professor Richard J. Herring, referring to workers’ ability to move from one location to another to pursue jobs, education and other opportunities for a better life, making the economy more efficient than if workers were fixed in place. The chance to rise is key to workers’ willingness and ability to move, he argues.

“Historically, this may have come from our origins as a land of immigrants who came to the U.S. to seek a better life and the opportunity to move West whenever economic conditions declined in the East,” Herring adds. “It also had much to do with expenditures on public education…. This traditional strength has diminished in recent years, for both transitory and secular reasons.”

Economic mobility involves two measurements, notes Wharton finance professor Nikolai Roussanov. First is “absolute” mobility, or the wealth of children compared to their parents. Then there is “relative” mobility, the ability of children to rise to a higher economic position than their parents occupied, as when children of the poor rise to the middle class.

While both types of mobility are important, relative mobility is especially revealing because it shows the extent to which people are trapped by circumstances of birth or are able to rise relative to others. The Economic Mobility Project study argues that relative mobility determines whether a country has a “meritocratic” society where people rise on effort, a “fortune cookie” society where status depends on luck, or a “class-stratified” society where children tend to end up in the same position as their parents.

Americans have historically viewed theirs as a meritocracy, but data shows that is not necessarily the case. “Most studies find that, in America, about half of the advantages of having a parent with a high income are passed on to the next generation,” the Economic Mobility Project study concludes. “This means that one of the biggest predictors of a child’s future economic success — the identity and characteristics of his or her parents — is predetermined and outside the child’s control.”

Clearly, prosperous parents can provide their children with good education and other advantages that are typically not available to people in lower income brackets. While some children of means will fail because of laziness, lack of talent or bad luck, the average person benefits from the initial leg up. Measuring inter-generational economic mobility by comparing the child’s income to the parents’, the Economic Mobility Project study finds that Americans are slightly more mobile than people in the United Kingdom, but less so than residents of France, Germany, Sweden, Canada, Finland, Norway and Denmark. In the latter four countries, people have two to three times the economic mobility of Americans.

A second study by the Economic Mobility Project found that “42% of children born to parents in the bottom fifth of the income distribution remain in the bottom, while 39% born to parents in the top fifth remain at the top.” Only about one-third of Americans were ranked as “upwardly mobile,” which required earning more than their parents as well as moving to a higher quintile on the income ladder.

A Gain for Women

Another study, based on tax data back to 1937, found that economic mobility for all American workers has been relatively stable since the 1970s but that important changes have taken place below the surface. Men have experienced a decline in economic mobility in recent decades, while women have enjoyed a gain. The figure for women, however, may be influenced by increased work outside the home.

In addition, “the ‘rags-to-riches’ story is much more common in Hollywood than on Main Street,” the Mobility Project concluded. “Only 6% of children born to parents with family income at the very bottom move to the very top.”

What causes economic mobility to increase or decline? A key factor is income inequality: the greater the inequality, the less mobility. Roussanov points out that it takes less additional income to move up from one quintile to the next if the pyramid is flatter, and more if the pyramid is steep. That may help explain higher mobility in Europe and Canada. “It’s not clear necessarily that the European societies actually have more mobility … because their income distribution is more compressed,” Roussanov says.

Most experts think other factors are at play as well, but income inequality is clearly rising in the U.S. In a January 12 speech at the Center for American Progress, Princeton economist Alan B. Krueger, chairman of President Obama’s Council of Economic Advisors, cited data showing a strong correlation between income inequality and a lack of economic mobility. Of the 10 developed economies in the study, the U.S. had the highest inequality and lowest mobility, measured by children’s success at rising to levels above their parents. Countries with the least inequality — Sweden, Finland, Norway and Denmark — had the highest mobility.

From 1947 to 1979, the rate of real (inflation-adjusted) income growth was about the same at all income levels in the U.S., Krueger said, citing Census Bureau figures showing 2.5% annual growth for the lowest-earning quintile and 2.2% for the highest. Then, from 1979 to 2010, annual incomes fell by 0.4% in the lowest quintile and rose by 1.2% in the highest. The middle class made up about 50% of the U.S. households in 1970 but just 42.2% in 2010. According to the Congressional Budget Office, from 1979 to 2004, real after-tax income rose by 9% in the bottom quintile of earners, 69% in the top quintile and 176% among the wealthiest one percent.

Citing a poll of economists, Krueger suggested that technological change, which reduces demand for workers without computer and other high-level skills, was the largest factor in rising income inequality. Among other major factors: international trade, the decline in the minimum wage when adjusted for inflation, the decline in unionization and rising immigration. In addition, the Bush-era cuts in income, capital gains and estate taxes helped further enrich the wealthiest Americans. Most European countries, Krueger noted, have more progressive tax systems than the U.S., helping to flatten the income pyramid.

Herring and Roussanov say American’s income mobility has also been damaged by declines in education. The U.S., says Herring, “has fallen well behind its peers in educational attainment at virtually every level…. Standards have clearly slipped. Fewer students are completing college and of those who do, a very small proportion have the skill or inclination to complete a degree in science or engineering.”

This has occurred, Roussanov adds, at a time when “the education premium has grown,” meaning workers with poor education have less chance of landing jobs that pay well. “There certainly is a sense that the educational system, particularly the primary education system, has deteriorated over time.” In the past few years, Herring adds, the financial crisis and its aftermath have contributed to the decline in economic mobility. Not only are millions of people unemployed, or earning less than they were before the crisis, but many are trapped because they cannot sell their homes.

“One of the reasons that U.S. recessions have been more shallow and shorter than in most other countries is that U.S. workers have evidenced a remarkable willingness to move to where the jobs are when they become unemployed,” Herring says. “Depressed conditions in the housing market mean that many workers who would otherwise be willing to move to areas with better job opportunities are stuck in homes they cannot sell. Presumably this will abate over time, but it is taking a very long time.”

Because inequality has been rising in the U.S., economic mobility can be expected to decline in the future, Krueger said in his speech. “In other words, the persistence in the advantages and disadvantages of income passed from parents to children is predicted to rise by about a quarter for the next generation as a result of the rise in inequality that the U.S. has seen in the last 25 years,” he noted. “It is hard to look at these figures and not be concerned that rising inequality is jeopardizing our tradition of opportunity. The fortunes of one’s parents seem to matter increasingly in American society.”

A Crumbling Foundation?

To many Americans, upward mobility is a core value, the foundation of the American Dream. But the intertwined issues of income inequality and flagging mobility have economic implications as well.

Pew found that growing numbers of Americans are pessimistic about the future, and doubt that the next generation will be as prosperous as the last. According to Pew, “In a March 2007 Pew Research Center poll, 73% of respondents — an 8 percentage [point] increase since 2002 — agreed with the statement, ‘Today it’s really true that the rich just get richer while the poor just get poorer.’”

If people believe they cannot get ahead, how will it affect the effort they put into their jobs, or obtaining other forms of enrichment, such as skills training or attending college? People trapped on low rungs of the ladder represent talent going to waste — overlooked innovators, researchers, entrepreneurs, educators, artists and business and political leaders Some researchers have suggested that growing inequality and falling mobility has driven consumers to borrow more to maintain desired levels of consumption, contributing to events like the housing bubble. Others argue that consumer demand, which is critical to economic growth, is undercut when fewer people are in the middle class and more are poor.

Krueger used a “back-of-the-envelope” calculation to show that from 1979 to 2007, the top one percent of earners saw their share of national income increase by 13.5%, equal to about $1.1 trillion in 2007. Because the wealthy save about half of their wealth increases, compared to 10% for the population as a whole, this redirected income reduced annual consumption by $440 billion. While he conceded this figure is open to challenge, he concluded that “these calculations make clear that the economy would be in better shape, and aggregate demand would be stronger, if the size of the middle class had not dwindled as a result of rising inequality.”

Solutions to growing inequality and immobility are politically controversial. Conservatives tend to argue that tax cuts and reduced regulation will spur economic growth, benefiting the poor and middle class as well as the wealthy. Liberals point out that the Bush tax cuts did not have that effect, and that the economy grew faster, and economic inequality was lower, when taxes were higher in the 1990s. Europeans tend to argue that their social safety net provides education, health care and other benefits that help people rise even if their parents were on the lowest economic rungs.

Herring and Roussanov suggest that the U.S. redouble its commitment to education. “A less well-educated labor force will inevitably be less mobile because it will lack the flexibility to adapt to changing economic conditions,” Herring says. “The decline in labor mobility leads to a decline in social mobility and to a society that few of us would prefer.

“Nonetheless, the notion that the U.S. is the land of opportunity with exceptional mobility is held widely in the U.S. and around the world,” he adds. “It is of significant value in motivating people to strive to do their best, but it cannot long persist without solid evidence backing it up. This will depend on fixing the educational system, which no one seems willing or able to tackle.”

Adds Roussanov: “We don’t want people to be trapped in poverty simply because they were unlucky enough to be born into it.”

Published: January 18, 2012 @Wharton

Business

Customers, Competition and Cost: Sam’s Club CEO Brian Cornell on the Essential ‘Cs’ of Leadership

January 21st, 2012

Sam’s Club CEO Brian Cornell once attended a conference at Apple that was designed to give corporate executives a chance to learn some of the secrets behind the late Steve Jobs’s success. Cornell recalled asking Jobs how much he relied on focus groups to find out what his customers might be looking for, particularly when it came to developing the iPhone.

“He told me [the iPhone] wasn’t even particularly on the company’s agenda, that they were really looking at other categories of products,” Cornell said during a recent Wharton Leadership lecture. “But he and his executives were sitting around each day and complaining about how they hated their phones. They realized that it was probably also true of their customers. It’s not that Apple invented the mobile phone, but Jobs could see that by taking away a customer’s pain point — making a better phone — he could make a customer for life. For that he has been celebrated, as well he should, since one of the great things you have to do as a company — as a leader — is be aware of your customer’s pain points and alleviate them.”

Cornell came to Sam’s Club, the $50 billion warehouse shopping division of Wal-Mart, in April 2009 after a 20-year career in consumer products marketing, primarily at PepsiCo. There, among other positions, he was the president of North American food services, regional president for the company’s European and African beverage division and president of Tropicana International.

He was wary of leaving consumer products for retail, but ultimately realized that, in many ways, the principles of leadership would be the same at Sam’s Club as at PepsiCo. “The center of your strategy has to be, in each business, understanding your consumer,” Cornell noted. “Everyone in our organization has to wake up every day and think about what the consumer wants. We have to make good choices. We have to select good products for our customers.”

Cornell, however, is careful to call his customers “members,” since the 47 million Sam’s Club shoppers pay $40-$100 a year, depending on the level of discounts or services they receive, to shop at the company’s more than 600 stores in the United States. (There are about 100 additional locations in China, Mexico and Brazil.) “I like to use the term ‘member’ because we have a contract with the people who shop at Sam’s Club, which means we have to be even more conscious, category by category, of what our members want,” he said. Warehouse shopping, he noted, is different from typical supermarkets, which may have as many as 40,000 items in their inventories. Sam’s Club, and its major competitors, Costco and BJ’s Wholesale Club, carry only about 6,000-7,000 products, and usually only one brand — sometimes a house brand — of each item.

But Sam’s Club is moving toward carrying more private label items, which Cornell said has become the trend in Europe. While American wholesale clubs rarely have more than 25% of their stock in private labels, in England, the proportion would be more like 50%. In Scandinavia, private labels account for as much as 70% of the inventory offered by wholesale chains, Cornell added.

“Customers say they are looking for great value and lower priced alternatives, but private label quality has to [become] better,” Cornell said. “There are always consumers among our members who love their favorite brands, so we have to be conscious of that, too.”

Finding that balance has become more important as American consumers grow increasingly price conscious. “We have for several years now been dealing with a U.S. consumer under tremendous stress,” Cornell noted. “The uncertainty in the environment means we are seeing consumers [who are] basically in survival mode. Consumers are trying to survive day to day, and the first thing they do is pull back on discretionary spending. They have seen friends, neighbors and family [members] lose jobs and maybe lose their houses. It has changed their behavior and I don’t expect that value equation to change any time soon. The lesson for the last five years is that value is here to stay.”

In the warehouse category, Sam’s Club’s $50 billion in sales is second to Costco’s $88 billion. Both chains have about 600 domestic stores. BJ’s, which is primarily located in the Northeast, is a distant third with about $11 billion in annual revenue and about 200 stores. While Cornell does not expect Sam’s Club to knock Costco out of first place in the near future, he predicts that all three chains will do well in the coming years, with at least 5% annual increases in sales, due to the value and cost savings consumers now desire.

‘C’ Is For …

Like many other executives, Cornell likes to sum up his leadership essentials using a mnemonic device. His principles all start with the letter “C”. The first and most important “C”, he said, is to concentrate on the customer. “Whether you are an investment banker, in the consumer packaged goods world, in health care, retail, whatever, you have to be a student of the consumer. You have to know what they are doing with their time, what they are reading, where they shop and how they spend their money. It is absolutely critical. With business so rapidly changing, you have to know, up to the minute, what is happening in the consumer environment.”

To that end, he and other Sam’s Club executives visit stores and talk directly with customers. “Customers aren’t coming to my office. I have to go to them,” he said. The need to be customer-centric has also driven Cornell to invest more in technology. Customers today often come shopping with their smartphones in tow, Cornell noted, and Sam’s Club was the first warehouse chain to offer Wi-Fi in all of its stores. Using the Wi-Fi network, Sam’s Club members are able to quickly ask friends and relatives through Facebook or other social networks whether this or that item is worth buying.

Another of Cornell’s “C’s” is competition and keeping a wary eye on competitors. “I really believe that in business today, you have to know as much about your competition as your own business. When I worked for Tropicana and Pepsi, I knew as much about Coke as I did about our products. We studied their every move,” said Cornell. He makes sure everyone in his employ knows what Costco is doing. “We never travel in a market without going into their buildings. We have to understand their brands, the quality they offer and where they are ahead of us — and then how to take what they do well one step beyond.”

Cornell’s least favorite “C,” but the one he suggested is most important, is cost. “This is hardly fun talk, but all of us have to focus on managing costs,” he noted. “You have to manage budgets. You have to find how to be productive. Cost management provides the fuel for tomorrow’s innovation growth. You have to take the budgets you tighten and refunnel that money into tomorrow’s growth.”

His final “C” stands for the importance of having strong colleagues. “When you are young and in college, you learn to do things on your own,” he said. “But you get out into the business world and it is all about how you work with other people. If you can’t do that, you can’t be a good leader. No matter how smart you think you are, you can’t do anything alone.”

Building a Healthier Leader

Sam’s Club is entering its next phase in good shape, Cornell noted: The chain has had successive gains in same store sales in every quarter during his three years there. But Cornell said he constantly has to stay cognizant of where the store can improve. One of his most challenging moments came at the beginning of 2010, when he decided that Sam’s Club did not have a competency in doing in-store sampling of food and other products.

“We could have spent the time to do training, I suppose, but it wasn’t a core competency,” he noted. That meant laying off 10,000 employees and convincing the entire team that the move was the best thing for the company. “We had to tell our associates that [it] wasn’t an easy decision.” Though most of the employees laid off were part-timers, they accounted for about 10% of the company’s staff.

But Cornell stressed the importance of leaders taking responsibility for unpopular decisions and being ready to immediately respond to tough situations. “When you are a leader, you can’t take a day off,” he stated. “What if I said an executive does a great job Mondays through Thursdays, but Fridays? Eh, not her day. Would you want her to be running anything?”

Being a strong leader does not mean burning the candle at both ends 24 hours a day, however, Cornell added. He recalled attending an off-site training program a decade ago, when he was still employed at Pepsi. There were the usual seminars about sales, marketing and cost containment — and one titled “energy management,” which Cornell initially assumed was about how to manage costs in technology and the like.

The session turned out to be about the importance of good nutrition, exercise and rest, which Cornell now believes are vital for effective executives. He noted that leaders at some companies revel in describing how they stayed up until 3 a.m. and skipped a couple of meals to be ready for an important 8 a.m. presentation.

But Cornell has adopted a different approach. “If I am at the hospital and a doctor tells me he was up until 3 a.m. answering his email, is that the doctor I want operating on my Mom in the morning?” he asked. “It is the same way in business. It is important to always be in shape, to manage energy in that regard.” Cornell encourages employees at Sam’s Club to exercise every day, to eat right and to come to work well rested. “I want to work hard and be well-prepared,” he noted. “But I also want my employees to be at their peak as often as possible, and that means having the proper rest.”

That said, there is no one attribute Cornell looks for in an employee. “I want people to mesh, but that means everyone can have a different strength,” he said. “They have to be strategic thinkers, but also be able to run day-to-day operations. The best is to be able to adapt and mesh strengths. It is my job to have a team that works, and that means different kinds of people, especially in a business world that is changing so quickly and in ways we can’t yet know.”

Published: January 18, 2012 @Wharton

Leadership

London Fireworks 2012 in full HD – New Year Live – BBC One

January 17th, 2012

Building the business

January 17th, 2012

“building the business.” Building the business largely means building the management team. They are one and the same.

Many founders are naturally talented at building product and building the user base. But building the company comes harder to them. I once discussed this with Roelof Botha and he made a fantastic suggestion. Founders should think of the business as yet another product they are building. It is the penultimate product they are building because from the company can come any number of additional products and any number of additional initiatives. The company, if built correctly, will be more important than any single product it can create. Think about Steve Jobs and all the amazing products he created. But Apple is the most important thing he created. So building the business requires a deep commitment from the founder. At the appropriate point, they must turn their attention to it and make it their top priority.

Let’s quickly review the three stages so founders will know when they must turn their attention to building the company. The first stage is building the product. That is before product/market fit has been obtained. The second stage is building the user base. That is the period where you, either through organic growth or sales and marketing, build the user base to a level where you are certain you can build a long term sustainable business. Once you’ve built the user base to the point you know you can build a business, you enter the building the company stage.

As I said before building a company means building a management team. You start with a senior management team. You will need leaders for every part of the business. You will need a leader for your engineering team, you will need a leader for your product team, you will need a leader for your customer support/community team. You will need leaders for finance, marketing, sales, and business development. And to help you build and manage all of these people, you will need a experienced and talent HR leader.

Many founder/CEOs don’t look for a partner to help them build the company. I think that is a mistake. The HR leader can be this person. But you need to recruit someone senior and experienced enough and make them an integral part of the senior team if you really want a partner to help build the company. I have also seen founder/CEOs recruit a strong number two, a President or COO, to help them with the company building piece. That can work too if the President or COO is a strong manager and team builder.

Companies are not people. But they are comprised of people. And the people side of the business is harder and way more complicated than building a product is. You have to start with culture, values, and a committment to creating a fantastic workplace. You can’t fake these things. They have to come from the top. They are not bullshit. They are everything. There will be things that happen in the course of building a business that will challenge the belief in the leadership and the future of the company. If everyone is a mercenary and there is no shared culture and values, the team will blow apart. But if there is a meaningful culture that the entire team buys into, the team will stick together, double down, and get through those challenging situations.

Building a company is the most interesting work I know of. It is what every entrepreneur should set out to do. A company is a self sustaining entity that expresses the hopes, dreams, vision, values, and culture of the founder and leaders. It is an amazing thing and I have been blessed to watch a number of incredible companies be created.

Above article is written by Fred Wilson, he is extremely smart when it comes to business and technology

Some startups won’t reach this stage. That is the way it is. But for those that do reach this stage, I challenge all of you to step up to the work of company building with a passion and commitment for it. It will not be easy. It will be among the hardest things you will do. But the rewards are so great. Atoms and bits can be assembled to create fantastic things. But it is the things you build with people that are the most fulfilling of all.

Business

What’s an Entrepreneur?

January 14th, 2012

As an entrepreneur, you surely have an elevator pitch, the pithy 15-second synopsis of what your company does and why, and you can all but repeat it in your sleep. But until recently, I’d never seen a good elevator pitch for entrepreneurship itself—that is, what you do that all entrepreneurs do?

Now I’ve seen it, and it comes from Harvard Business School, of all places. It was conceived 37 years ago by HBS professor Howard Stevenson. I came across it in the book Breakthrough Entrepreneurship (which I highly recommend) by entrepreneur and teacher Jon Burgstone and writer Bill Murphy, Jr. Of Stevenson’s definition, Burgstone says, “people often need to say it out loud 50 or 100 times before they really understand what it means.” Here it is:

Entrepreneurship is the pursuit of opportunity without regard to resources currently controlled.

I talked to Stevenson about his classic definition this weekend. Back in 1983, he told me, people tended to define entrepreneurship almost as a personality disorder, a kind of risk addiction. “But that didn’t fit the entrepreneurs I knew,” he said. “I never met an entrepreneur who got up in the morning saying ‘Where’s the most risk in today’s economy, and how can I get some? Most entrepreneurs I know are looking to lay risk off—on investors, partners, lenders, and anyone else.” As for personality, he said, “The entrepreneurs I know are all different types. They’re as likely to be wallflowers as to be the wild man of Borneo.”

By focusing on entrepreneurship as a process, his definition opened the term to all kinds of people. Plus, it matched the one demographic fact HBS researchers already knew about entrepreneurs—they were more likely to start out poor than rich. “They see an opportunity and don’t feel constrained from pursuing it because they lack resources,” says Stevenson. “They’re used to making do without resources.”

The perception of opportunity in the absence of resources helps explain much of what differentiates entrepreneurial leadership from that of corporate administrators: the emphasis on team rather than hierarchy, fast decisions rather than deliberation, and equity rather than cash compensation.

What would you expect, asks Stevenson: When you don’t have the cash to boss people around, like in a corporation, you have to create a more horizontal organization. “You hire people who want what you have and not what you don’t have,” Stevenson says. In other words, entrepreneurs offer their team members a larger share of a vision for a future payoff, rather than a smaller share of the meager resources at hand. Opportunity is the only real resource you have.

written by Eric Schurenberg; is the editor of Inc.com.

Business

The Seven Habits of Spectacularly Unsuccessful Executives

January 5th, 2012

In it, he shared some of his research on what over 50 former high-flying companies – like Enron, Tyco, WorldCom, Rubbermaid, and Schwinn – did to become complete failures. It turns out that the senior executives at the companies all had 7 Habits in common. Finkelstein calls them the Seven Habits of Spectacularly Unsuccessful Executives.

These traits can be found in the leaders of current failures like Research In Motion (RIMM), but they should be early-warning signs (cautionary tales) to currently unbeatable firms like Apple (AAPL), Google (GOOG), and Amazon.com (AMZN). Here are the habits, as Finkelstein described in a 2004 article:

Habit # 1: They see themselves and their companies as dominating their environment

This first habit may be the most insidious, since it appears to be highly desirable. Shouldn’t a company try to dominate its business environment, shape thefuture of its markets and set the pace within them? Yes,but there’s a catch. Unlike successful leaders, failed leaders who never question their dominance fail torealize they are at the mercy of changing circumstances.They vastly overestimate the extent to which they actually control events and vastly underestimate the role of chance and circumstance in their success.

CEOs who fall prey to this belief suffer from the illusion of personal pre-eminence: Like certain film directors, they see themselves as the auteurs of their companies. As far as they’re concerned, everyone else in the company is there to execute their personal visionfor the company. Samsung’s CEO Kun-Hee Lee was so successful with electronics that he thought he could repeat this success with automobiles. He invested $5 billion in an already oversaturated auto market. Why? There was no business case. Lee simply loved cars and had dreamed of being in the auto business.

Warning Sign for #1: A lack of respect

Habit #2: They identify so completely with the company that there is no clear boundary between their personal interests and their corporation’s interests

Like the first habit, this one seems innocuous, perhaps even beneficial. We want business leaders to be completely committed to their companies, with their interests tightly aligned with those of the company. But digging deeper, you find that failed executives weren’t identifying too little with the company, but rather too much. Instead of treating companies as enterprises that they needed to nurture, failed leaders treated them as extensions of themselves. And with that, a “private empire” mentality took hold.

CEOs who possess this outlook often use their companies to carry out personal ambitions. The most slippery slope of all for these executives is their tendency to use corporate funds for personal reasons. CEOs who have a long or impressive track record may come to feel that they’ve made so much money for the company that the expenditures they make on themselves, even if extravagant, are trivial by comparison. This twisted logic seems to have been one of the factors that shaped the behavior of Dennis Kozlowski of Tyco. His pride in his company and his pride in his own extravagance seem to have reinforced each other. This is why he could sound so sincere making speeches about ethics while using corporate funds for personal purposes. Being the CEO of a sizable corporation today is probably the closest thing to being king of your own country, and that’s a dangerous title to assume.

Warning Sign for #2: A question of character

Habit #3: They think they have all the answers

Here’s the image of executive competence that we’ve been taught to admire for decades: a dynamic leader making a dozen decisions a minute, dealing with many crises simultaneously, and taking only seconds to size up situations that have stumped everyone else for days. The problem with this picture is that it’s a fraud. Leaders who are invariably crisp and decisive tend to settle issues so quickly they have no opportunity to grasp the ramifications. Worse, because these leaders need to feel they have all the answers, they aren’t open to learning new ones.

CEO Wolfgang Schmitt of Rubbermaid was fond of demonstrating his ability to sort out difficult issues in a flash. A former colleague remembers that under Schmitt,” the joke went, ‘Wolf knows everything about everything.’ In one discussion, where we were talking about a particularly complex acquisition we made in Europe, Wolf, without hearing different points of view, just said, ‘Well, this is what we are going to do.’” Leaders who need to have all the answers shut out other points of view. When your company or organization is run by someone like this, you’d better hope the answers he comes up with are going to be the right ones. At Rubbermaid they weren’t. The company went from being Fortune’s most admired company in America in1993 to being acquired by the conglomerate Newell a few years later.

Warning Sign for #3: A leader without followers

Habit #4: They ruthlessly eliminate anyone who isn’t completely behind them

CEOs who think their job is to instill belief in their vision also think that it is their job to get everyone to buy into it. Anyone who doesn’t rally to the cause is undermining the vision. Hesitant managers have a choice: Get with the plan or leave.

The problem with this approach is that it’s both unnecessary and destructive. CEOs don’t need to have everyone unanimously endorse their vision to have it carried out successfully. In fact, by eliminating all dissenting and contrasting viewpoints, destructive CEOs cut themselves off from their best chance of seeing and correcting problems as they arise. Sometimes CEOs who seek to stifle dissent only drive it underground. Once this happens, the entire organization falters. At Mattel, Jill Barad removed her senior lieutenants if she thought they harbored serious reservations about the way that she was running things. Schmitt created such a threatening atmosphere at Rubbermaid that firings were often unnecessary. When new executives realized that they’d get no support from the CEO, many of them left almost as fast as they’d come on board. Eventually, these CEOs had everyone on their staff completely behind them. But where they were headed was toward disaster. And no one was left to warn them.

Warning Sign for #4: Executive departures

Habit #5: They are consummate spokespersons, obsessed with the company image

You know these CEOs: high-profile executives whoare constantly in the public eye. The problem is that amid all the media frenzy and accolades, these leaders’ management efforts become shallow and ineffective. Instead of actually accomplishing things, they often settle for the appearance of accomplishing things.

Behind these media darlings is a simple fact of executive life: CEOs don’t achieve a high level of media attention without devoting themselves assiduously to public relations. When CEOs are obsessed with their image, they have little time for operational details. Tyco’s Dennis Kozlowski sometimes intervened in remarkably minor matters, but left most of the company’s day-to-day operations unsupervised.

As a final negative twist, when CEOs make the company’s image their top priority, they run the risk of using financial-reporting practices to promote that image. Instead of treating their financial accounts as a control tool, they treat them as a public-relations tool. The creative accounting that was apparently practiced by such executives as Enron’s Jeffrey Skilling or Tyco’sKozlowski is as much or more an attempt to promote the company’s image as it is to deceive the public: In their eyes, everything that the company does is public relations.

Warning Sign of #5: Blatant attention-seeking

Habit #6: They underestimate obstacles

Part of the allure of being a CEO is the opportunity to espouse a vision. Yet, when CEOs become so enamored of their vision, they often overlook or underestimate the difficulty of actually getting there. And when it turns out that the obstacles they casually waved aside are more troublesome than they anticipated, these CEO shave a habit of plunging full-steam into the abyss. For example, when Webvan’s core business was racking up huge losses, CEO George Shaheen was busy expanding those operations at an awesome rate.

Why don’t CEOs in this situation re-evaluate their course of action, or at least hold back for a while until it becomes clearer whether their policies will work? Some feel an enormous need to be right in every important decision they make, because if they admit to being fallible, their position as CEO might seem precarious. Once a CEO admits that he or she made the wrong call, there will always be people who say the CEO wasn’t up to the job. These unrealistic expectations make it exceedingly hard for a CEO to pull back from any chosen course of action, which not surprisingly causes them to push that much harder. That’s why leaders at Iridium and Motorola (MMI) kept investing billions of dollars to launch satellites even after it had become apparent that land-based cellphones were a better alternative.

Warning Sign of #6: Excessive hype

Habit #7: They stubbornly rely on what worked for them in the past

Many CEOs on their way to becoming spectacularly unsuccessful accelerate their company’s decline by reverting to what they regard as tried-and-true methods. In their desire to make the most of what they regard as their core strengths, they cling to a static business model.They insist on providing a product to a market that no longer exists, or they fail to consider innovations in areas other than those that made the company successful in the past. Instead of considering a range of options that fit new circumstances, they use their own careers as the only point of reference and do the things that made them successful in the past. For example, when Jill Barad was trying to promote educational software at Mattel,she used the promotional techniques that had been effective for her when she was promoting Barbie dolls, despite the fact that software is not distributed or bought the way dolls are.

Frequently, CEOs who fall prey to this habit owe their careers to some “defining moment,” a critical decision or policy choice that resulted in their most notable success. It’s usually the one thing that they’re most known for and the thing that gets them all of their subsequent jobs. The problem is that after people have had the experience of that defining moment, if theybecome the CEO of a large company, they allow their defining moment to define the company as well – no matter how unrealistic it has become.

Warning Sign of #7: Constantly referring to what worked in the past

The bottom line: If you exhibit several of these traits, now is the time to stamp them out from your repertoire. If your boss or several senior executives at your company exhibit several of these traits, now is the time to start looking for a new job.

written by Eric Jackson

Leadership

21 Habits of Happy People

January 3rd, 2012

Happiness is one aspiration all people share. No one wants to be sad and depressed.

We’ve all seen people who are always happy – even amidst agonizing life trials. I’m not saying happy people don’t feel grief, sorrow or sadness; they just don’t let it overtake their life. The following are 21 things happy people make a habit of doing:

1. Appreciate Life

Be thankful that you woke up alive each morning. Develop a childlike sense of wonder towards life. Focus on the beauty of every living thing. Make the most of each day. Don’t take anything for granted. Don’t sweat the small stuff.

2. Choose Friends Wisely

Surround yourself with happy, positive people who share your values and goals. Friends that have the same ethics as you will encourage you to achieve your dreams. They help you to feel good about yourself. They are there to lend a helping hand when needed.

3. Be Considerate

Accept others for who they are as well as where they are in life. Respect them for who they are. Touch them with a kind and generous spirit. Help when you are able, without trying to change the other person. Try to brighten the day of everyone you come into contact with.

4. Learn Continuously

Keep up to date with the latest news regarding your career and hobbies. Try new and daring things that has sparked your interest – such as dancing, skiing, surfing or sky-diving.

5. Creative Problem Solving

Don’t wallow in self-pity. As soon as you face a challenge get busy finding a solution. Don’t let the set backs affect your mood, instead see each new obstacle you face as an opportunity to make a positive change. Learn to trust your gut instincts – it’s almost always right.

6. Do What They Love

Some statistics show that 80% of people dislike their jobs! No wonder there’s so many unhappy people running around. We spend a great deal of our life working. Choose a career that you enjoy – the extra money of a job you detest isn’t worth it. Make time to enjoy your hobbies and pursue special interests.

7. Enjoy Life

Take the time to see the beauty around you. There’s more to life than work. Take time to smell the roses, watch a sunset or sunrise with a loved one, take a walk along the seashore, hike in the woods etc. Learn to live in the present moment and cherish it. Don’t live in the past or the future.

8. Laugh

Don’t take yourself – or life to seriously. You can find humor in just about any situation. Laugh at yourself – no one’s perfect. When appropriate laugh and make light of the circumstances. (Naturally there are times that you should be serious as it would be improper to laugh.)

9. Forgive

Holding a grudge will hurt no one but you. Forgive others for your own peace of mind. When you make a mistake – own up to it – learn from it – and FORGIVE yourself.

10. Gratitude

Develop an attitude of gratitude. Count your blessings; All of them – even the things that seem trivial. Be grateful for your home, your work and most importantly your family and friends. Take the time to tell them that you are happy they are in your life.

11. Invest in Relationships

Always make sure your loved ones know you love them even in times of conflict. Nurture and grow your relationships with your family and friends by making the time to spend with them. Don’t break your promises to them. Be supportive.

12. Keep Their Word

Honesty is the best policy. Every action and decision you make should be based on honesty. Be honest with yourself and with your loved ones.

13. Meditate

Meditation gives your very active brain a rest. When it’s rested you will have more energy and function at a higher level. Types of meditation include yoga, hypnosis, relaxation tapes, affirmations, visualization or just sitting in complete silence. Find something you enjoy and make the time to practice daily.

14. Mind Their Own Business

Concentrate on creating your life the way you want it. Take care of you and your family. Don’t get overly concerned with what other people are doing or saying. Don’t get caught up with gossip or name calling. Don’t judge. Everyone has a right to live their own life the way they want to – including you.

15. Optimism

See the glass as half full. Find the positive side of any given situation. It’s there – even though it may be hard to find. Know that everything happens for a reason, even though you may never know what the reason is. Steer clear of negative thoughts. If a negative thought creeps in – replace it with a positive thought.

16. Love Unconditionally

Accept others for who they are. You don’t put limitations on your love. Even though you may not always like the actions of your loved ones – you continue to love them.

17. Persistence

Never give up. Face each new challenge with the attitude that it will bring you one step closer to your goal. You will never fail, as long as you never give up. Focus on what you want, learn the required skills, make a plan to succeed and take action. We are always happiest while pursuing something of value to us.

18. Be Proactive

Accept what can not be changed. Happy people don’t waste energy on circumstances beyond their control. Accept your limitations as a human being. Determine how you can take control by creating the outcome you desire – rather than waiting to respond.

19. Self Care

Take care of your mind, body and health. Get regular medical check ups. Eat healthy and work out. Get plenty of rest. Drink lots of water. Exercise your mind by continually energizing it with interesting and exciting challenges.

20. Self Confidence

Don’t try to be someone that you’re not. After all no one likes a phony. Determine who you are in the inside – your own personal likes and dislikes. Be confident in who you are. Do the best you can and don’t second guess yourself.

21. Take Responsibility

Happy people know and understand that they are 100% responsible for their life. They take responsibility for their moods, attitude, thoughts, feelings, actions and words. They are the first to admit when they’ve made a mistake.

Begin today by taking responsibility for your happiness. Work on developing these habits as you own. The more you incorporate the above habits into your daily lifestyle – the happier you will be.

Most of all: BE TRUE TO YOURSELF.

Written by Cindy Holbrook

motivational