miércoles, noviembre 23, 2005

Re: Attack of the blogs

Hello Everyone,
Dr. Masaru Emoto will held a lecture this Friday (Nov 25) at 19:30 in the ITESO. Cost is 150 pesos (tickets available at ITESO (Edif. A below the stairs)). Read more on Masaru Emoto
Masaru Emoto's work is quoted in "what the bleep..." movie. He has done marvelous work with water and he is near the "morphic field" theory.
Hope you can make it, I think it'll be great :-)
Best regards,
Enrique F


miércoles, noviembre 16, 2005

Una invitaci�n personal (reciban DVDs por nada!)

¿Cómo va?

http://blockbuster.terra.com/?r=EUFDIjEpaBcSFl4IASwK&i=yh&z=1

¡Si se inscriben, pueden conseguir una prueba gratis!

martes, noviembre 15, 2005

Predatory Supply Chains

What do you think, guys? Best regards, Enrique F.

Apple's predatory supply chain

Posted by Chris Jablonski @ 2:42 pm
AMR Research’s Bruce Richardson writes about what he calls "predatory supply chains," situations where manufacturers through exclusive contracts monopolize key inputs leaving competitors high and dry, especially in new growth markets.
Richardson introduces the idea with Apple's iPod. He points out the recent wave of reports about Samsung's local competitors alleging that the chip maker was supplying flash memory chips to Apple at half the market price. While the scandal ultimately derailed a proposed $3.8 Billion join-venture between Apple and Samsung, it doesn't look like much of a set-back:
Of all the strategic moves, I like the flash memory story the best. Apple sold one million iPod nanos in the first 17 days after release. Create incredible demand for a new product while blocking competitor access to critical components.
If the flash memory story is true, Apple has built the Predatory Supply Chain. While that advantage won't last forever, it has allowed Apple to build a strong lead over all of the MP3 vendors. 
The predatory supply chain can also be found elsewhere and in other industries, according to Richardson. He points to Dell (predator behavior hastens price war on PCs), Wal-Mart (a predator via information systems and penny-pinching sourcing and logistics strategies), and Toyota (a predator in hybrid-engine cars) as examples.
Richardson asks: "Are the flash memory and hybrid transmission stories once-in-a-lifetime opportunities, or do companies have more frequent market windows where they could produce the next iPod or Prius?"  I'd reason that companies like Apple and Toyota are among the very few with the right mix of design, innovation, timing to seize the many opportunities that are floating out there.

miércoles, octubre 26, 2005

... if you treat people like idiots....

Hope you enjoy it: fragment of monthly newsletter by Paulo Coelho, Warrior of the Light

 

Prohibiting the prohibited

 

Right after the talk in The Hague in Holland, a group of my readers  came up to me.  They wanted me to visit the city where they live, claiming that there was a unique experience in Europe going on there.

“Unique experiences” are like water off a duck’s back to me, but at the same time I love talking to strangers.  We set an appointment for the following morning, since my flight to Paris would only leave in the late afternoon.

The readers – two girls and four boys – promised to take me to the airport as soon as I had seen something “unique in Europe” and escorted me to a neighborhood in the city of Drachten.  We got out the car, they had a beer, I drank coffee.  They looked at me in surprise, but I could not understand what was going on.  After some time, one of them asked:

“Don’t you notice anything different?”

A pretty little town, people walking down the street, an autumn day that still seemed like summer.  Aside from that, just the same as all the other towns that I have known all over the world.  They paid the bill, we crossed the street to go to another bar, they asked me to look again – and I still found Drachten very nice, and very like the rest of Europe.

“You disappoint me,” said one of the girls.  “I thought you believed in signs.”

“Of course I do.”

“And have you seen any here?”

“No.”

“Well, that’s just it!  Drachten is a town without signs!”

Her boyfriend added:

“Traffic signs!”

All of a sudden I realized that they were absolutely right: the famous “Stop” sign was nowhere to be seen, nor were the pedestrian crossings and “give way” notices.  There was not a single one of those contraptions we call traffic signals with their red, yellow and green lights!  And to my surprise, there was not even a division between the sidewalk and the street.  The movement was far from small: trucks, cars, bicycles (omnipresent in Holland), pedestrians, everything seemed perfectly organized in the middle of a place where there was nothing to put order into the traffic.  At no moment did I hear a curse-word or hear the sudden screech of brakes or deafening horns honking away.

On the way to the airport, they told me a little about the experience, which I have to agree is truly unique.  The idea came from an engineer called Hans Mondermann.  He was working for the Dutch government in the 70s  when he began to think that the only way to reduce the growing number of traffic accidents was to make the drivers fully responsible for what they did.

The only measure he took was to diminish the width of the roads that passed through villages by using red bricks instead of asphalt, remove the central line that separates the two flows of traffic, destroy the curbs, and fill the verges with fountains and relaxing landscapes – so that the people stuck in traffic jams could be distracted while they waited.  Then came the radical decision to take down all the traffic lights and put an end to the speed limit.

When they first entered the town, the 6,000 motorists who passed by every day were astonished: where can I turn?  Who has the right of way?  And so they began to pay twice as much attention to what was going on around them.   Two weeks later, the average speed was under 30 km/h in places like Drachten.  Monderman proclaimed loud and clear:

“If a pedestrian is about to cross the street, of course the cars will have to stop: our grandparents taught us the rules of courtesy.”

So far this has been a success.  I reached the airport thinking that Monderman did not just implement a traffic experience, he did something much deeper than that.  After all, as he himself says:

 “If you treat people like idiots, they will behave according to the rules, and nothing else.  But if you give them responsibility, they will know how to use it.”

 

lunes, octubre 24, 2005

OpenSource Software - sweet business

Guys, this is aligned with John's vision of using an OpenSource application and creating value around it. These businesses are being funded by Venture Capitals. Even though this sort of funding is not our model, we should pay attention to the opportunity and its current presence.
 
Ray Wu's blog post OpenSource Software:
 
Cheers!
Enrique F

lunes, octubre 17, 2005

Disminuciones en Costos de Hipotecas en Mexico


Aquí les presento un cuadro comparativo de las hipotecas de 2004 VS 2005.
Fuente:
El Universal
Buen momento para comprar hipoteca
Redacción online
Martes 23 de agosto de 2005

Artículo completo: Óscar Levín Coppel, presidente de la Condusef advirtió que la banca aún debe disminuir los gastos notariales y los trámites administrativos antes el registro público...

miércoles, octubre 05, 2005

�Que les parece?

100 Day Projects

In Rapid Results: How 100-Day Projects Build Capacity for Large-Scale Change, authors Robert Schaffer and Ronald Ashkensas say forget about "betting the company" and large-scale change. They say the key to success to small, quick projects that build over time into company-wide change. For this strategy to work, they are very specific about the qualities these projects need to have:

  1. Focus on an Important Goal - Everyone from the CEO to the front line worker recognize the need.
  2. Produce a Measurable Stretch Result - Pushing for what many consider impossible creates a buzz when it is acheived.
  3. Works in the Short Term - Short term focus completely changes the dynamics of the project
  4. Pinpoint Clear Accountability - One person needs to be responsible for the success or failure of the project
  5. Drives Experimentation - The message needs to be that this is not going to be business as usual.
  6. Is Planned and Disciplined - This may seem counterintuitive, but with speed, you need a good plan and good communications.
  7. Make Learning a Deliberate Outcome - The project should be a springboard for more projects and more change.

Fuente: http://www.800ceoread.com/blog/