Tag: management

  • Booking a disruption

    Booking a disruption

    Last night, US based booking service Eventbrite launched their Australian service, which promises to disrupt some cozy local incumbents.

    The Australian ticket booking industry – like most of the nation’s business sectors – is dominated by two large players; Ticketmaster and Ticketek, with the latter dominating most ticket sales for big events.

    Like most Australian duopolies, both Ticketmaster and Ticketek have a comfortable existence. With almost every ticket for major sporting, entertainment and cultural fixtures sold through their services, they’ve been allowed to neglect investing in new platforms while reaping monopoly profits from both attendees and organisers.

    The development of online ticketing platforms like Eventbrite and Australian equivalents like Sticky Tickets are part of the disruption coming to this sector.

    All of a sudden, event organisers don’t have to rely upon the grace and favours of major incumbents and ticket buyers aren’t getting slugged with outrageous “administrative fees” by the agencies.

    The ticketing sector is one of these areas where decades of business practices have allowed middle men to develop, now a whole breed of new intermediaries are using technology to challenge the incumbents.

    Integrating other technologies like reporting services, mailing lists and social media platforms along with hardware like iPad, iPhone and Android based management platforms for those on the door makes these services even more compelling to event organisers.

    Right now the big incumbents probably aren’t taking these services too seriously as their cashflows, and management bonuses, seem safe and unassailable. Like all challenged industries, it might take them some time to figure out there is a real threat to their positions.

    It will be interesting when a big events organiser or sports venue decides to move across to one of the newer ticketing companies, then we’ll see how the big incumbents deal with the threat to their businesses.

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  • The four why’s of Sam Palmisano

    The four why’s of Sam Palmisano

    The New York Times’ profile of IBM’s outgoing CEO, Sam Palmisano, is an interesting study of how an established business can make well thought out long term plans through asking some basic questions.

    Under Palmisano, IBM moved a large part of their business from manufacturing and distributing computers to more Internet based products and services.

    A key part in IBM’s reinvention was recognising the PC hardware business was in decline as commoditisation of the computers and associated components eroded margins.

    To counter this, IBM looked at the areas where they believed the margins would be for the next decade and decided they lay in “on-demand” computing – what we now call “cloud computing”.

    What is particularly notable with IBM’s move to the cloud is this renting time on mainframes was the mainstay of their business up until the 1990s so the culture of reliable, accessible services backed by well priced plans is something not unknown to IBM.

    Having decided on the on-demand computing strategy, IBM then looked at who would buy their hardware division. Here they acted strategically and rather than selling to the highest bidder – someone like Dell or a private equity firm – they sold to China’s Lenovo which enhanced IBM’s standing within the Chinese markets.

    The notable thing with all of these plans is that they were made strategically and executed without the dithering we see at other companies struggling with similar issues. Yahoo! and HP being the two standouts in this area.

    While smaller businesses can’t execute on the same scale companies the size of IBM can should they choose, Sam Palmisano’s thinking was guided by four key questions;

    • “Why would someone spend their money with you — so what is unique about you?”
    •  “Why would somebody work for you?”
    • “Why would society allow you to operate in their defined geography — their country?”
    • “Why would somebody invest their money with you?”

    These four are something all of us could ask of ourselves and those around us. The answers to those questions are will guide what we do, where we do it and how we do it.

    For IBM, the future is fascinating as a new CEO comes in and they apply their investments in cloud computing, consulting and data mining to bigger picture projects like the Smarter Planet initiative.

    How this works for IBM and the other large technology companies remains to be seen although it’s quite clear that unlike many of their contemporaries, IBM’s management has a vision of where their business fits in the 21st Century.

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  • Does revenue solve all problems?

    Does revenue solve all problems?

    According to Eric Schmit, Google’s Executive Chairman, “Revenue solves all problems.” Is that really so?

    The truth is it doesn’t. Revenue can solve some problems, while creating others and having plenty of cash coming in may even cover over existing issues that can be ignored while times are good.

    Plenty of governments have found themselves unsuck after rich revenues allowed them to ignore problems in their own society, the Dutch Disease – where a country’s income rises rapidly because one industry booms and crowds the others out – is one example of revenue causing problems. Local Chinese governments are currently dealing with problems bought around by their massive income from selling land.

    In business, owners and managers sometimes find themselves in trouble because they can’t manage the demand that comes with the revenue a growing enterprise attracts.

    Sometimes, the revenue’s fine but there’s no profit. I can earn a lot of money selling bottles of beer for ten cents when everyone else is charging two dollars, but the fact the wholesale price is one dollar means I’m going to grow broke quickly unless I can impress a dumb corporation with my massive customer growth and get them to buy me out.

    The group buying model tends to combine two of the above problems – participating businesses struggle with the demand they generate while the discounts they are giving almost certainly guarantees they are not making a profit on the deal.

    So revenue doesn’t solve all problems, even the most profitable business – legal or not – has its own unique set of problems.

    Life’s easier when your business is profitable, but problems will never go away. Even the good life has problems; deal with it.

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