No More Perks

Tuesday, August 11th, 2009

Coffee shops are saying no more perks to laptop users:

A sign at Naidre’s, a small neighborhood coffee shop in Brooklyn, N.Y., begins warmly: “Dear customers, we are absolutely thrilled that you like us so much that you want to spend the day…”

But, it continues, “…people gotta eat, and to eat they gotta sit.” At Naidre’s in Park Slope and its second location in nearby Carroll Gardens, Wi-Fi is free. But since the spring of 2008, no laptops have been allowed between 11 a.m. and 2 p.m. weekdays and 10 a.m. and 3 p.m. weekends, unless the customer is eating and typing at the same time.

I think most people would agree that that policy makes perfect sense. Other coffee shops seem ham-handed in their reactions:

At Espresso 77 in Jackson Heights, Queens, owners covered three of five electric outlets six months ago after its loosely enforced laptop-use restrictions failed to encourage turnover. At two of three Café Grumpy locations — one in Brooklyn and the other in Manhattan’s Chelsea neighborhood — laptops are never welcome.

It doesn’t matter how long a patron sips a single cup of coffee if there are still seats available for other patrons.

230 MPG

Tuesday, August 11th, 2009

GM’s new Volt should get 230 MPG in city driving:

The Volt is powered by an electric motor and a battery pack with a 40-mile range. After that, a small internal combustion engine kicks in to generate electricity for a total range of 300 miles. The battery pack can be recharged from a standard home outlet.

GM came up with the 230-mile figure in early tests using draft guidelines from the U.S. Environmental Protection Agency for calculating the mileage of extended range electric vehicles, said Tony Posawatz, GM’s vehicle line director for the Volt.

If the figure is confirmed by the EPA, which does the tests for the mileage posted on new car door stickers, the Volt would be the first car to exceed triple-digit gas mileage, Posawatz said.

The downside? The car will cost close to $40,000. How much will gas have to cost for a Volt to make sense? A lot.

First, realize that the familiar miles-per-gallon metric is upside-down. What you want to know is gallons per mile — or gallons per 100 miles. If you travel 10,000 miles per year in a 10-mpg clunker, you use 1,000 gallons of gas per year. At $4 per gallon, that’s $4,000 per year on gas.

If you upgrade to a decent 20-mpg car, you’ll use 500 gallons of gas per year — saving yourself $2,000 per year.

If you upgrade a 20-mpg car to a super-efficient 50-mpg car, you’ll use just 200 gallons of gas per year — which may be impressive, but it only saves you an additional $1,200 per year.

In fact, upgrading a 20-mpg car to a 230-mpg Volt cuts annual gas consumption from 500 gallons to 43.5 gallons — which, again, seems impressive, but it only saves $1,826 per year.

Even a pure electric vehicle using no gas — getting infinite miles per gallon — could only save you $4,000 per year; you can’t spend less than zero on gas.

Miles per Gallon Gallons per 100 Miles Gallons per Year (10,000 Miles) Dollars Saved per Year (@$4 per Gallon)
10 10 1000 $0
20 5 500 2000
50 2 200 3200
230 0.43 43 3826
Infinite 0 0 4000

That said, I love the technology under the Volt’s hood. It isn’t a Prius-style hybrid; it’s an electric vehicle with a gas generator for extended range. That means no transmission.

They’d probably have a more sensible vehicle if they halved the size of the battery pack. That would dramatically reduce the cost of the vehicle, it would significantly reduce the weight of vehicle, and it would only ever-so-slightly increase the gas consumption of the vehicle.

For $19, you’ll get nothing, and like it

Monday, August 10th, 2009

For $19, you'll get nothing, and like it — because you bought the “Survivor Package”:

The Rancho Bernardo Inn, a luxury resort with three pools, two restaurants, a spa and a golf course, is offering rooms this summer for as little as $19 a night.

There’s just one catch. The room comes without pillows, sheets, towels, toiletries — or a bed.

From Aug. 16 to 31, the Rancho Bernardo Inn is offering steep discounts to customers willing to bring their own toilet paper and sleep on the floor.

Under the unusual pricing scheme called the “Survivor Package,” guests can lower the standard $219 room rate with each amenity they give up. Going without breakfast, the honor bar, air-conditioning and pillows saves $80. Bringing your own sheets saves an additional $20, while the room rate drops $20 more if you also give up lights.

The lowest price is $19, which buys a room that’s had the headboard unscrewed from the wall and the mattress carted away by hotel staff, though they will leave behind a small tent.
[...]
It takes about 90 minutes for hotel staff to disassemble a room for a $19-a-night guest.

I guess they’ve succeeded in generating marketing buzz. It does make you think about costs versus benefits in a hotel room though.

(Hat tip to Yana.)

No Brown M&Ms

Monday, August 10th, 2009

Rock superstars Van Halen infamously included a no brown M&Ms clause in their concert contracts — but this was not an example of egomaniacal rock stars running amok, as David Lee Roth explains:

Van Halen was the first band to take huge productions into tertiary, third-level markets. We’d pull up with nine eighteen-wheeler trucks, full of gear, where the standard was three trucks, max. And there were many, many technical errors — whether it was the girders couldn’t support the weight, or the flooring would sink in, or the doors weren’t big enough to move the gear through.

The contract rider read like a version of the Chinese Yellow Pages because there was so much equipment, and so many human beings to make it function. So just as a little test, in the technical aspect of the rider, it would say “Article 148: There will be fifteen amperage voltage sockets at twenty-foot spaces, evenly, providing nineteen amperes…” This kind of thing. And article number 126, in the middle of nowhere, was: “There will be no brown M&M’s in the backstage area, upon pain of forfeiture of the show, with full compensation.”

So, when I would walk backstage, if I saw a brown M&M in that bowl… well, line-check the entire production. Guaranteed you’re going to arrive at a technical error. They didn’t read the contract. Guaranteed you’d run into a problem. Sometimes it would threaten to just destroy the whole show. Something like, literally, life-threatening.
[...]
The folks in Pueblo, Colorado, at the university, took the contract rather kinda casual. They had one of these new rubberized bouncy basketball floorings in their arena. They hadn’t read the contract, and weren’t sure, really, about the weight of this production; this thing weighed like the business end of a 747.

I came backstage. I found some brown M&M’s, I went into full Shakespearean “What is this before me?”… you know, with the skull in one hand… and promptly trashed the dressing room. Dumped the buffet, kicked a hole in the door, twelve thousand dollars’ worth of fun.

The staging sank through their floor. They didn’t bother to look at the weight requirements or anything, and this sank through their new flooring and did eighty thousand dollars’ worth of damage to the arena floor. The whole thing had to be replaced. It came out in the press that I discovered brown M&M’s and did eighty-five thousand dollars’ worth of damage to the backstage area.

Well, who am I to get in the way of a good rumor?

Clunkertown, USA

Wednesday, August 5th, 2009

Bill Waddell describes the Cash for Clunkers program in less-than-glowing terms:

Buying America’s assets and scrapping them in order to spend money borrowed from our grandchildren to replace them will go down in the history books as one of the dumbest ideas ever, but so be it — the program is in place and running at a breakneck pace. So fast we are about to pour another $2 billion into it.

To me, it seemed like the kind of political expedient one might need to get a gasoline tax through Congress — but there’s no medicine to go with the sugar this time.

Waddell notices that the cars people are buying — and the cars they’re dumping — validate lean manufacturing:

The cars Americans are buying with the cash (in order):
Ford Focus, Toyota Corolla, Honda Civic, Toyota Prius, Toyota Camry, Hyundai Elantra, Honda Fit, Ford Escape, Dodge Caliber, and Chevy Cobalt.

7 out of 10 from a car maker managed somewhere other than Detroit — and the Detroit winner, Ford, the leanest of the three and the one that did not need a bailout

The top 10 clunkers they are trading in to buy this array of non-GM/Non-Detroit products?

Ford Explorer 2WD and 4WD, Ford F-150 2WD and 4WD, Jeep Grand Cherokee 2WD & 4WD, Dodge Caravan, Chevy Blazer 4WD, Chevy Silverado 1500 2WD, and Ford Windstar.

All from clunker ground zero — Detroit.

Charles Atlas

Wednesday, August 5th, 2009

This year marks the 80th that Charles Atlas‘s mail-order company has been in business:

Atlas himself is long gone — he died in 1972 — and Charles Atlas Ltd. now operates out of a combined shrine, archive and office over a nail salon in the northern New Jersey town of Harrington Park. But the Internet has given Dynamic-Tension a new life. From all over the world, letters and e-mails continue to pour in, testament to one of the most successful fitness programs ever devised. And to its mythic founder.

The man who made history marketing his muscles was an unlikely hero. Born in Acri, a tiny town in southern Italy, he arrived with his parents at Ellis Island in 1903 at age 10. His name was Angelo Siciliano, and he spoke not a word of English.

He didn’t look like much, either. Skinny and slope-shouldered, feeble and often ill, he was picked on by bullies in the Brooklyn neighborhood where his family had settled, and his own uncle beat him for getting into fights. He found little refuge at Coney Island Beach, where a hunky lifeguard kicked sand in his face and a girlfriend sighed when the 97-pound Atlas swore revenge.

On a visit to the Brooklyn Museum, he saw statuary depicting Hercules, Apollo and Zeus. That, and Coney Island’s side show, got him thinking. Body building was then a fringe pursuit, its practitioners consigned to the freak tents beside the fat lady and the sword swallower. Alone at the top was Eugen Sandow, a Prussian strongman discovered by showman Florenz Ziegfeld. Sandow toured vaude ville theaters, lifting ponies and popping chains with his chest. Atlas pasted a photo of Sandow on his dresser mirror and, hoping to transform his own body, spent months sweating away at home with a series of makeshift weights, ropes and elastic grips. The results were disappointing, but on a visit to the Bronx Zoo one day he had an epiphany, or so he would recall in his biography Yours in Perfect Manhood, by Charles Gaines and George Butler. Watching a lion stretch, he thought to himself, “Does this old gentleman have any barbells, any exercisers?…And it came over me….He’s been pitting one muscle against another!”

Some of us might draw another conclusion: he’s a lion. Anyway, this supposedly drove Atlas to create his method of dynamic tension:

Atlas threw out his equipment. He began flexing his muscles, using isometric opposition and adding range of motion to stress them further. He tensed his hands behind his back. He laced his fingers under his thighs and pushed his hands against his legs. He did biceps curls with one arm and squeezed his fist down with the other. Experimenting with varied techniques, and likely aided by exceptional genes, Atlas emerged from many months at home with a physique that stunned school chums when he first revealed himself on the beach. One of the boys exclaimed, “You look like that statue of Atlas on top of the Atlas Hotel!”

Fans of the old pulp hero, Doc Savage, may recognize dynamic tension in his series of special exercises pitting one muscle against another to build tremendous strength and endurance.

Anyway, Charles Atlas got his big break when an artist spotted him on the beach in 1916:

A boom in public sculpture was coming, and busy carvers were desperate for models with well-built bodies. Among the most prominent was socialite sculptor Gertrude Vanderbilt Whitney, who, watching Atlas disrobe, exclaimed, “He’s a knockout!” Further impressed by his ability to hold a pose for 30 minutes, she soon had him running from studio to studio. By the time he was 25, Atlas was everywhere, posing as George Washington in Washington Square Park, as Civic Virtue in Queens Borough Hall, as Alexander Hamilton in the nation’s capital. He was Dawn of Glory in Brooklyn’s Prospect Park and Patriotism for the Elks’ national headquarters in Chicago.

He went on to win a “World’s Most Beautiful Man” photo contest sponsored by Physical Culture magazine. When he brought on a savvy marketer, Charles Roman, who coined the dynamic-tension name, the money started rolling in. It didn’t last forever — but it has come back:

It turned out the World Wide Web was the perfect marketing tool: cheaper even than the back pages of comics, international in scope, the ideal vehicle for mail-order sales. Seemingly immune from inflation — the course now sells for $49.95, only $20 more than in the early 1930s — Atlas’ promise to “Make You a New Man!” was only a click away in banner ads on youth-oriented sites. The company says it now does 80 percent of its business online. “We are literally overwhelmed by the Web site activity,” says Hogue, who declines to provide figures on revenue or growth. And such high-profile brands as the Gap, Mercedes and IBM have licensed the Atlas image or “Hey, Skinny!” comic strips for retro advertisements.

Frankly, I’m shocked that his mail-order course could sell for anywhere near $29.95 in the 1930s. That’s the equivalent of hundreds of dollars today. The ads themselves offer a free 32-page illustrated book. I guess you don’t have to convert too many of those to make a decent living. It’s sure easier than selling and shipping iron weights.

The Omnivore’s Delusion

Tuesday, August 4th, 2009

Missouri farmer Blake Hurst speaks out against agri-intellectuals like Pollan and his Omnivore’s Delusion:

On the desk in front of me are a dozen books, all hugely critical of present-day farming. Farmers are often given a pass in these books, painted as either naïve tools of corporate greed, or economic nullities forced into their present circumstances by the unrelenting forces of the twin grindstones of corporate greed and unfeeling markets. To the farmer on the ground, though, a farmer blessed with free choice and hard won experience, the moral choices aren’t quite so easy. Biotech crops actually cut the use of chemicals, and increase food safety. Are people who refuse to use them my moral superiors? Herbicides cut the need for tillage, which decreases soil erosion by millions of tons. The biggest environmental harm I have done as a farmer is the topsoil (and nutrients) I used to send down the Missouri River to the Gulf of Mexico before we began to practice no-till farming, made possible only by the use of herbicides. The combination of herbicides and genetically modified seed has made my farm more sustainable, not less, and actually reduces the pollution I send down the river.

Finally, consumers benefit from cheap food. If you think they don’t, just remember the headlines after food prices began increasing in 2007 and 2008, including the study by the Food and Agriculture Organization of the United Nations announcing that 50 million additional people are now hungry because of increasing food prices. Only “industrial farming” can possibly meet the demands of an increasing population and increased demand for food as a result of growing incomes.

Hurst shares some darkly amusing anecdotes from his own experience:

Lynn Niemann was a neighbor of my family’s, a farmer with a vision. He began raising turkeys on a field near his house around 1956. They were, I suppose, what we would now call “free range” turkeys. Turkeys raised in a natural manner, with no roof over their heads, just gamboling around in the pasture, as God surely intended. Free to eat grasshoppers, and grass, and scratch for grubs and worms. And also free to serve as prey for weasels, who kill turkeys by slitting their necks and practicing exsanguination. Weasels were a problem, but not as much a threat as one of our typically violent early summer thunderstorms. It seems that turkeys, at least young ones, are not smart enough to come in out of the rain, and will stand outside in a downpour, with beaks open and eyes skyward, until they drown. One night Niemann lost 4,000 turkeys to drowning, along with his dream, and his farm.

Now, turkeys are raised in large open sheds. Chickens and turkeys raised for meat are not grown in cages. As the critics of “industrial farming” like to point out, the sheds get quite crowded by the time Thanksgiving rolls around and the turkeys are fully grown. And yes, the birds are bedded in sawdust, so the turkeys do walk around in their own waste. Although the turkeys don’t seem to mind, this quite clearly disgusts the various authors I’ve read whom have actually visited a turkey farm. But none of those authors, whose descriptions of the horrors of modern poultry production have a certain sameness, were there when Neimann picked up those 4,000 dead turkeys. Sheds are expensive, and it was easier to raise turkeys in open, inexpensive pastures. But that type of production really was hard on the turkeys. Protected from the weather and predators, today’s turkeys may not be aware that they are a part of a morally reprehensible system.

Like most young people in my part of the world, I was a 4-H member. Raising cattle and hogs, showing them at the county fair, and then sending to slaughter those animals that we had spent the summer feeding, washing, and training. We would then tour the packing house, where our friend was hung on a rail, with his loin eye measured and his carcass evaluated. We farm kids got an early start on dulling our moral sensibilities. I’m still proud of my win in the Atchison County Carcass competition of 1969, as it is the only trophy I have ever received. We raised the hogs in a shed, or farrowing (birthing) house. On one side were eight crates of the kind that the good citizens of California have outlawed. On the other were the kind of wooden pens that our critics would have us use, where the sow could turn around, lie down, and presumably act in a natural way. Which included lying down on my 4-H project, killing several piglets, and forcing me to clean up the mess when I did my chores before school. The crates protect the piglets from their mothers. Farmers do not cage their hogs because of sadism, but because dead pigs are a drag on the profit margin, and because being crushed by your mother really is an awful way to go. As is being eaten by your mother, which I’ve seen sows do to newborn pigs as well.

I warned you that farming is still dirty and bloody, and I wasn’t kidding.

Read the whole thing.

Dumb-dumb bullets

Monday, August 3rd, 2009

T.X. Hamme calls them dumb-dumb bullets:

Every year, the services spend millions of dollars teaching our people how to think. We invest in everything from war colleges to noncommissioned officer schools. Our senior schools in particular expose our leaders to broad issues and historical insights in an attempt to expose the complex and interactive nature of many of the decisions they will make.

Unfortunately, as soon as they graduate, our people return to a world driven by a tool that is the antithesis of thinking: PowerPoint. Make no mistake, PowerPoint is not a neutral tool — it is actively hostile to thoughtful decision-making. It has fundamentally changed our culture by altering the expectations of who makes decisions, what decisions they make and how they make them. While this may seem to be a sweeping generalization, I think a brief examination of the impact of PowerPoint will support this statement.

The last point, how we make decisions, is the most obvious. Before PowerPoint, staffs prepared succinct two- or three-page summaries of key issues. The decision-maker would read a paper, have time to think it over and then convene a meeting with either the full staff or just the experts involved to discuss the key points of the paper. Of course, the staff involved in the discussion would also have read the paper and had time to prepare to discuss the issues. In contrast, today, a decision-maker sits through a 20-minute PowerPoint presentation followed by five minutes of discussion and then is expected to make a decision. Compounding the problem, often his staff will have received only a five-minute briefing from the action officer on the way to the presentation and thus will not be well-prepared to discuss the issues. This entire process clearly has a toxic effect on staff work and decision-making.

Edward Tufte made this point earlier, after the Columbia space shuttle disaster:

Serious problems require a serious tool: written reports.

He’s Only in Field Service

Saturday, August 1st, 2009

Steve Blank has found that the most important early customers for your startup usually turn out to be quite different from who you think they’re going to be:

When I was at Zilog, the Z8000 peripheral chips included the new “Serial Communications Controller” (SCC). As the (very junior) product marketing manager I got a call from our local salesman that someone at Apple wanted more technical information than just the spec sheets about our new (not yet shipping) chip. I vividly remember the sales guy saying, “It’s only some kid in field service. I’m too busy so why don’t you drive over there and talk to him.” (My guess is that our salesman was busy trying to sell into the “official” projects of Apple, the Lisa and the Apple III.)

Zilog was also in Cupertino near Apple, and I remember driving to a small non-descript Apple building at the intersection of Stevens Creek and Sunnyvale/Saratoga. I had a pleasant meeting and was as convincing as a marketing type could be to a very earnest and quirky field service guy, mostly promising the moon for a versatile but then very buggy piece of silicon. We talked about some simple design rules and I remember him thanking me for coming, saying we were the only chip company who cared enough to call on him (little did he know.)

I thought nothing about the meeting until years later. Long gone from Zilog I saw the picture of the original Macintosh design team. The field service guy I had sold the chip to was Burrell Smith who had designed the Mac hardware.

The SCC had been designed into the Mac and became the hardware which drove all the serial communications as well as the AppleTalk network which allowed Macs to share printers and files.

Some sales guy who was too busy to take the meeting was probably retired in Maui on the commissions.

Should you spring clean your solar panels?

Saturday, August 1st, 2009

Should you spring clean your solar panels? Google ran the data to find out:

We have two different sets of solar panels on our campus — completely flat ones installed on carports, and rooftop ones that are tilted.

Since the carport solar panels have no tilt, rain doesn’t do a good job of rinsing off the dirt they collect. (Also, our carports are situated across from a sand field, which doesn’t help the situation.) We cleaned these panels for the first time after they had been in operation for 15 months, and their energy output doubled overnight. When we cleaned them again eight months later, their output instantly increased by 36 percent. In fact, we found that cleaning these panels is the #1 way to maximize the energy they produce. As a result, we’ve added the carport solar panels to our spring cleaning checklist.

The rooftop solar panels are a different story. Our data indicates that rain does a sufficient job of cleaning the tilted solar panels. Some dirt does accumulate in the corners, but the resulting reduction in energy output is fairly small — and cleaning tilted panels does not significantly increase their energy production. So for now, we’ll let Mother Nature take care of cleaning our rooftop panels.

I love their emphasis on data, but I’m pretty sure I could have provided that conclusion by eye-balling the two set-ups.

The financial analysis:

Our analysis now predicts that Google’s system will pay for itself in about six and a half years, which is even better than we initially expected.

I wouldn’t recommend using payback period for most financial decisions, but it is easy for a mass audience to understand. If we expect the solar panels to deliver in perpetuity, that would imply a 15 percent rate of return. If they degrade at 1 percent per year, as implied by the slides, that’s still impressive. In fact, even if the solar panels only deliver for 10 years, that’s still a nine-percent return with, apparently, very little risk. This implies that solar should be much more popular with bottom-line financial types. Hmm…

Manual Competence

Tuesday, July 28th, 2009

In his original New Atlantis article, Shop Class as Soulcraft, Matthew Crawford laments that manual competence has fallen out of favor:

Anyone in the market for a good used machine tool should talk to Noel Dempsey, a dealer in Richmond, Virginia. Noel’s bustling warehouse is full of metal lathes, milling machines, and table saws, and it turns out that most of it is from schools. EBay is awash in such equipment, also from schools. It appears shop class is becoming a thing of the past, as educators prepare students to become “knowledge workers.”

At the same time, an engineering culture has developed in recent years in which the object is to “hide the works,” rendering the artifacts we use unintelligible to direct inspection. Lift the hood on some cars now (especially German ones), and the engine appears a bit like the shimmering, featureless obelisk that so enthralled the cavemen in the opening scene of the movie 2001: A Space Odyssey. Essentially, there is another hood under the hood.

This creeping concealedness takes various forms. The fasteners holding small appliances together now often require esoteric screwdrivers not commonly available, apparently to prevent the curious or the angry from interrogating the innards. By way of contrast, older readers will recall that until recent decades, Sears catalogues included blown-up parts diagrams and conceptual schematics for all appliances and many other mechanical goods. It was simply taken for granted that such information would be demanded by the consumer.

A decline in tool use would seem to betoken a shift in our mode of inhabiting the world: more passive and more dependent. And indeed, there are fewer occasions for the kind of spiritedness that is called forth when we take things in hand for ourselves, whether to fix them or to make them. What ordinary people once made, they buy; and what they once fixed for themselves, they replace entirely or hire an expert to repair, whose expert fix often involves installing a pre-made replacement part.

So perhaps the time is ripe for reconsideration of an ideal that has fallen out of favor: manual competence, and the stance it entails toward the built, material world. Neither as workers nor as consumers are we much called upon to exercise such competence, most of us anyway, and merely to recommend its cultivation is to risk the scorn of those who take themselves to be the most hard-headed: the hard-headed economist will point out the opportunity costs of making what can be bought, and the hard-headed educator will say that it is irresponsible to educate the young for the trades, which are somehow identified as the jobs of the past. But we might pause to consider just how hard-headed these presumptions are, and whether they don’t, on the contrary, issue from a peculiar sort of idealism, one that insistently steers young people toward the most ghostly kinds of work.

Ask and It Shall be Given

Tuesday, July 28th, 2009

Ask, and it shall be given. That was Steve Blank’s experience:

Our small training department had been without a manager for months and finding a replacement didn’t seem to be high on the VP of Sales list. We four instructors would grumble and complain to one another about our lack of leadership.

Then it hit me — no one else wanted to be manager — what was the worst that could happen? I walked into the VP of Sales’ office and with my knees trembling, I politely asked for the job. I still remember him chuckling as I nervously babbled on what I good job I would do, what I would change for the better in the department, why I was qualified, etc.

He said, “you know I figured it would be you to come in here and ask for the job. I was wondering how long it would take you.” I was now manager of Training and Education at Zilog.

All I had to do was ask.

He learned to keep asking:

One day I heard there was an opening in the marketing department for a product marketing manager for the Z-8000 peripheral chips. The department had hired a recruiter and was interviewing candidates from other chip companies. I looked at the job spec and under “candidate requirements” it listed everything I didn’t have: MBA, 5–10 years product marketing experience, blah, blah.

I asked for the job.

The response was at first less than enthusiastic. I certainly didn’t fit their profile. However, I pointed out that while I didn’t have any of the traditional qualifications I knew the product as well as anyone. I had been teaching Z8000 design to customers for the last year and a half. I also knew our customers. I understand how our products were being used and why we won design-in’s over Intel or Motorola. And finally, I had a great working relationship with our engineers who designed the chips. I pointed out it that it would take someone else 6 months to a year to learn what I already knew — and I was already in the building.

A week later Zilog had a new product marketing manager, and I had my first job in marketing.

Now all I needed to do was to learn what a marketeer was supposed to do.

He came up with a heuristic:

In a technology company it’s usually better to train a domain expert to become a marketer than to train an MBA to become a domain expert. While MBA’s have a ton of useful skills, what they don’t have is what most marketing departments lack — customer insight. I found that having a senior marketer responsible for business strategy surrounded by ex-engineers and domain experts makes one heck of a powerful marketing department.

IBM buys SPSS for $1.2B in cash

Tuesday, July 28th, 2009

IBM buys SPSS for $1.2B in cash. I wonder what the folks just around the corner at SAS think of IBM’s decision.

The Wisdom of’ Mike Rowe

Monday, July 27th, 2009

I’ve never caught more than a few minutes of his show, Dirty Jobs, but every time I’ve seen Mike Rowe speak, he has impressed me as a very sharp guy — and an unusually wise one:

It’s quite reminiscent of Matthew Crawford’s Shop Class as Soulcraft.

Diversity on the Supreme Court

Sunday, July 26th, 2009

Philip Greenspun recommends real diversity on the Supreme Court:

The nomination of Sonia Sotomayor to the Supreme Court has sparked a debate over diversity on the Supreme Court.

Let’s look at Sotomayor’s life story: went to college, went to law school, became a government employee drawing a paycheck. This is remarkably similar to the life story of other senior government officials as well as politicians. No part of her story includes “was at risk of losing capital due to a change in government regulation” or “was at risk of losing job due to downturn in economy.”

Given that a large number of Supreme Court cases involve business disputes, important diversity on the court would be attained by adding a Justice with some experience in business. A lawyer, regardless of race or sex, who had started a dry cleaners and navigated the regulations associated with hiring a couple of employees would have a radically different experience to draw upon than the current Justices.

Consider George McGovern, one of the towering figures of 20th Century American liberalism. After a life in politics, he purchased a hotel. In a 1992 article, “A politician’s dream — a businessman’s nightmare”, he wrote “I also wish that during the years I was in public office I had had this firsthand experience about the difficulties business people face every day. That knowledge would have made me a better U.S. senator and a more understanding presidential contender.”