(p. 178) They wanted to cut waste, freeing people to produce higher-quality elevators faster at lower cost to leapfrog the competition. But plant employees could not have known that.
Source:
Kim, W. Chan, and Renée Mauborgne. Blue Ocean Strategy: How to Create Uncontested Market Space and Make Competition Irrelevant. Boston: Harvard Business School Press, 2005.
On April 11, 2007 I posted an entry noting a new science fiction book with the title Creative Destruction. Not having read the book, I wondered aloud whether the book contained any reference to Schumpeter.
Yesterday (4/13/07), I was delighted to receive an email from the author of the book, answering my question. With his permission, I reproduce his email below:
Dr. Diamond,
I noticed your blog entry about Creative Destruction, my computer-themed SF collection. You asked: Does Schumpeter get a mention?
Absolutely. Here are the opening lines of the foreword:
If the Internet bubble had a patron saint, he was an obscure economist named Joseph Schumpeter.
Schumpeter owes his posthumous celebrity to two words: creative destruction. In 1942, he wrote of the "… Process of industrial mutation that incessantly revolutionizes the economic structure from within, incessantly destroying the old one, incessantly creating a new one.
"Creative destruction," he said, "is the essential fact about capitalism." Every dotcom, of course, claimed its new technology would sweep out the old in a frenzy of creative destruction. Occasionally — think Yahoo! and Amazon — they were even correct.
The stories in the collection are most definitely science fiction — I have degrees in physics and computer science — but I also have an MBA from the University of Chicago.
Best regards,
– Ed Lerner
(Note: I have changed the format of the email, a little. The ellipsis was in the original.)
(p. 205) The picture palaces were a commercial success. Between 1914 and 1922, four thousand new Palace Theaters opened in the United States. Movie-going became an increasingly important entertainment event for Americans of all economic levels. As Roxy pointed out, "Giving the people what they want is fundamentally and disastrously wrong. The people don’t know what they want . . . [Give] them something better." Palace Theaters effectively combined the viewing environment of opera houses with the viewing contents of nickelodeons—films—to unlock a new blue ocean in the cinema industry and attract a whole new mass of moviegoers: the upper and middle classes.
Source:
Kim, W. Chan, and Renée Mauborgne. Blue Ocean Strategy: How to Create Uncontested Market Space and Make Competition Irrelevant. Boston: Harvard Business School Press, 2005.
Source of graphic: online version of the WSJ article cited below.
(p. A1) JUCHITÁN, Mexico — For as long as anyone can remember, shopping for many items in this Zapotec Indian town meant lousy selection and high prices. Most families live on less than $4,000 a year. Little wonder that this provincial corner of Oaxaca, historically famous for keeping outsiders at bay, welcomed the arrival of Wal-Mart.
Back home in the U.S., Wal-Mart Stores Inc. is known not only for its relentless focus on low prices but also for its many critics, who assail it for everything from the wages it pays to its role in homogenizing American culture. But while its growth in the U.S. is slowing, Wal-Mart is striking gold south of the border, largely free from all the criticism. Like Wal-Mart fans in less affluent parts of America, most shoppers in developing countries are much more concerned about the cost of medicine and microwaves than the cultural incursions of a multinational corporation.
That fact is making Wal-Mart a dominant force in Latin America. Wal-Mart de México SAB, a publicly traded subsidiary, is not only the biggest private employer in Mexico — it’s the biggest single retailer in Latin America. Sales at Wal-Mex, as the Mexican unit is called, are forecast to rise 16% to $21 billion this year, representing a quarter of Wal-Mart’s foreign revenue. International revenue soared 30% to $77.1 billion, accounting for 22% of Wal-Mart’s sales, in the fiscal year ended Jan. 31. Wal-Mex profits are forecast to grow 20% to $1.3 billion this year.
. . .
(p. A14) In Mexico, Wal-Mart has been a counterweight to the powers that control commerce. One of the most closed economies in the world until the late 1980s, Mexico was dominated for decades by a handful of big grocers and retailers. All were members of a national retailing association called ANTAD, and cutthroat competition was taboo. At the local level, towns are still hostage to local bosses, known here as caciques, the Indian word for local strongmen who control politics and commerce.
. . .
In recent months, as rising prices for U.S. corn pushed up the price of Mexico’s corn tortilla, a staple for millions of poor, Wal-Mart could keep tortilla prices largely steady because of its long-term contracts with corn-flour suppliers. The crisis turned into free advertising for Wal-Mart, as new shoppers lined up for the cheaper tortillas.
Wal-Mart also overcame a Juchitán cacique, or local boss: Héctor Matus, a trained doctor who goes by La Garnacha, the name for a fried tortilla snack popular in town. Dr. Matus, 55, owns six pharmacies, stationery stores and general stores. He has also held an array of political posts, including Juchitán mayor and state health minister. As town mayor from 2002 to 2004, he says he blocked a national medical-testing chain from opening in town because it meant low-price competition to local businessmen doing blood work.
But Dr. Matus couldn’t persuade local and state officials to block Wal-Mart, and he is feeling the pinch. Sales are off 15% at his stores since Wal-Mart arrived, and he is now lowering prices in response. Even so, he’s still more expensive. A box of Losec stomach medicine costs 80 pesos ($7.30) at one of Dr. Matus’s stores, marked down from 86 pesos. The price at Wal-Mart is 77 pesos ($7.20).
Dr. Matus isn’t happy about the competition. "I could still kick them out of town, because I know how to mobilize people," he said, sitting in his living room surrounded by pictures of him with leading Mexican politicians dating back to the 1970s. Despite his bravado, town officials say Wal-Mart is staying. "The ones who have benefited the most [from Wal-Mart] are the poorest," says Feliciano Santiago, the deputy mayor. "I hope another one comes."
. . .
Gisela López, the 31-year-old head of billing at the Juchitán store, benefited from the retailer’s system of promoting from within. Raised by her uneducated, Zapotec-speaking grandparents, Ms. López earned a computer degree at Juchitán’s small technical college and then left for the booming northern city of Monterrey in search of opportunity.
Lacking connections, she couldn’t find the office job she dreamed about, and took a job at one of Wal-Mart’s stores. After three months, Ms. López made cashier supervisor, and later moved over to the billing department. When Wal-Mart opened a store in Juchitán, Ms. López jumped at the chance to move home — and was promoted to billing chief in the process.
"It’s a very different place to work, because you can succeed by your own effort," says Ms. López, whose $12,000-a-year salary now puts her in Mexico’s middle class.
Ms. López’s story of economic mobility is a rare one. Most of her childhood friends don’t have steady jobs, she said. The success stories are friends who inherited jobs from their parents at the state oil company’s big refinery in Salina Cruz, about an hour away.
For the full story, see:
(Note: ellipses added.)
Source of map and images: online version of the WSJ article cited above.
Mohinder on left; Sylar on right. Source of photo: http://www.nbc.com/Heroes/images/photos/scet/645/NUP_104904_0252.jpg
In the hit series "Heroes" episode "Parasites" Sylar (pretending to be someone else) unctuously thanks Mohinder Suresh for giving him hope. I loved Mohinder’s response:
Hope is great; we need caffeine.
(The "Parasites" episode was first broadcast on NBC on 3/5/07)
Source of book image: http://ec1.images-amazon.com/images/P/0809557487.01._SS500_SCLZZZZZZZ_V38973347_.jpg
There’s a new collection of science fiction stories entitled Creative Destruction (after one of the main stories in the collection that is also entitled "Creative Destruction"). I have not read the book, but used to enjoy reading science fiction, and hope to have a look before too long.
I welcome comments from anyone who has read the book. Does Schumpeter get a mention?
The reference to the book is:
Lerner, Edward M. Creative Destruction. Rockville, MD: Wildside Press, 2006.
Swan Lake is part of the Rockefeller State Park Preserve created and donated by the Rockefellers. Source of photo: online version of the NYT article cited below.
(p. D1) THE tranquil hamlet of Pocantico Hills, N.Y., has been bound up with the Rockefellers for more than a century. The family’s imprint is everywhere: In the thousands of acres of nearby pastures, woodlands and lakes that John D. Rockefeller Sr. began acquiring as he created his family’s estate in the 1890s. In the august stone walls enclosing a collection of even more august mansions. And in the stunning stained-glass windows by Matisse and Chagall that grace a simple stone church.
The Rockefellers are still an active presence — David Rockefeller, who at 91 is the last of the “brothers” from the illustrious third generation, spends weekends at his farm, Hudson Pines, and still rides in his horse-drawn carriage over the graceful carriage roads designed by his father and grandfather. A number of other Rockefellers — including Happy, the widow of David’s brother Nelson, the former governor and vice president — have houses on the family land as well.
Much of the Rockefeller family’s business and pleasure in and around Pocantico Hills is, not surprisingly, out of view. But the tradition of philanthropy that has defined the clan as much as its vast fortune also operates there. The result is a sense of shared bounty.
The public has long been allowed to enjoy the Rockefellers’ 55 miles of carriage roads, which also function as hiking trails, and the opportunity to experience Rockefeller country grew with the creation of the Rockefeller State Park Preserve. Its 1,384 acres are used for hiking, horseback riding and carriage driving. . . .
. . .
(p. D5) A visitor can hike quiet trails evoking the family’s legacy, with names like Peggy’s Way and Brothers’ Path, and then have lunch in a smartly rustic cafe at Stone Barns — or an elegant dinner at Blue Hill. And while tours of Union Church of Pocantico Hills, with its Chagall and Matisse windows, will not resume until early April, anyone can attend Sunday morning services at 9 and 11. (But be discreet: the pastor, the Rev. Dr. F. Paul DeHoff, noted on the phone that services were for worship, not window viewing.)
. . .
The rose window over the altar was dedicated on Mother’s Day 1956 in memory of Abby Aldrich Rockefeller, John D. Jr.’s wife. Mrs. Rockefeller, a co-founder of the Museum of Modern Art, collected contemporary art, including works by Matisse. The head of the museum at the time suggested Matisse, then in his 80s, for the memorial window, and approached the artist on the family’s behalf.
Matisse accepted the commission, which turned out to be his last. The paper cutouts he used to design the blue, green and yellow window were in his bedroom when he died.
A much larger window at the rear of the church, by Marc Chagall, celebrates the life of John D. Rockefeller Jr., who died in 1960. The window tells the biblical story of the good Samaritan in brilliant blues and greens, echoing Matisse’s window.
Unlike Matisse, Chagall traveled to Pocantico Hills to see the church. At the dedication, Chagall broached the subject of the lackluster nave windows. He received a commission to redo all eight, including one in memory of Nelson Rockefeller’s son, Michael, who died in New Guinea in 1961.
If the memorial windows represent an extraordinary gift of culture in an unlikely nook of Westchester, the family’s present of the state park preserve was equally significant — a chunk of green space one and a half times the size of Central Park.
A good winter hike in the preserve is along Eagle Hill Trail, a steep ascent that offers panoramic views of the Hudson, farmland and Kykuit. Another scenic walk is on Brothers’ Path, which runs next to Swan Lake near the visitors’ center. Brothers’ Path connects to Brook Trail, which crosses a half-frozen stream: water bubbles beneath thin sheets of ice and the dazzling snow frames dark pools of water.
For the full story, see:
(Note: ellipses added.)
Upper left is a carriage road in Rockefeller country; upper right is a Marck Chagall window in Union Church; lower left is a map of Rockefeller country. Source of photos and map: online version of the NYT article cited above.
Emmanuel Gottlieb Leutze’s 1851 "George Washington Crossing the Delaware." Source of the photo: http://www.metmuseum.org/explore/gw/art_gw/ap97.341.jpg
Besides Fischer’s book, there was a modest, but quite good, movie made by the History Channel a few years ago called "The Crossing" and starring Jeff Daniels as George Washington. From Daniels’ comedy roles, I was surprised that he could portray Washington with such understated intelligence and humanity.
(p. B5) The painting, with its life-size figures, “is one of the most frequently reproduced images in American culture,” said David Hackett Fischer, Warren professor of history at Brandeis University and author of the 2005 Pulitzer Prize-winning book, “Washington’s Crossing.” Leutze’s highly romanticized rendition captures a desperate effort, a turning point in American history, when on Christmas night in 1776 George Washington crossed the Delaware River with 2,500 troops in a surprise attack on Hessian soldiers.
“The crossing was a pivot point in a crucial campaign that rescued the revolution from failure,” Professor Fischer said, adding that it burnished not only Washington’s reputation as a leader, but also brought foreign support for the rebels’ cause.
Through the centuries the painting has been criticized aesthetically and for historical shortcomings. (The design of the fluttering American flag, for example, was not yet in use.) “You can add one inaccuracy to another, but Leutze understood the air of desperation, the small scale of the event and the very large meaning,” Professor Fischer said. “He got all of that right.”
For the full story, see:
The reference for the Fischer book is:
Fischer, David Hackett. Washington’s Crossing, Pivotal Moments in American History. New York: Oxford University Press, 2004.
Source of book image: http://images.barnesandnoble.com/images/10670000/10672110.jpg
A Kodak digital production printer. Source of photo: online version of the NYT article cited below.
Digital photography replacing film technology is an example of Schumpeter’s process of creative destruction, and maybe also of the gradual growth of a disruptive technology. Leading incumbent firms frequently have trouble prospering, or even surviving, during such a change. Both the Wall Street Journal and the New York Times had articles on the latest news from Kodak. Here is an excerpt from the New York Times version:
On Tuesday, as the Eastman Kodak Company unveiled its long-anticipated consumer inkjet printer in New York, the mood at the company’s Rochester headquarters could not have been more positive.
“People know we are back on the offensive,” said Frank Sklarsky, Kodak’s chief financial officer. “And that’s making them a lot more charged up about coming to work.”
But yesterday, Kodak gave them reason again to feel depressed. The company said it would cut 3,000 more jobs this year, on top of the 25,000 to 27,000 it had already said would be gone by the end of 2007. At that rate, Kodak will end the year with about 30,000 employees, half the number of just three years ago and a fraction of the 145,000 people it employed in 1988, when its brand was synonymous with photography.
Kodak executives insist that the new cuts do not indicate any snags in the continuing struggle to transform itself from a film-based company into a major competitor in digital imagery. And analysts, too, say the cuts are inevitable, and probably healthy.
For the full NYT story, see:
For the related WSJ story, see:
Source of the first and third graphic: the WSJ article cited above. Source of the second graphic: the NYT article cited above.
It is the common characteristic of new products from creative destruction that new products are first so expensive that only the rich can afford them, but then fairly soon, usually within a few years at most, the price falls to the level that ordinary people can afford. At that point, what the rich gets are added features, at a high premium, but the basic product is widely available. Consider the automobile:
(p. 193) The autos of the time were a luxurious novelty. One model even offered electric curlers in the back seat for on-the-go primping. They were unreliable and expensive, costing around $1,500, twice the average annual family income. And they were enormously unpopular. Anticar activists tore up roads, ringed parked cars with barbed wire, and organized boycotts of car-driving businessmen and politicians. Public resentment of the automobile was so great that even future president Woodrow Wilson weighed in, saying, "Nothing has spread socialistic feeling more than the automobile . . . a picture of the arrogance of wealth." Literary Digest suggested, "The ordinary ‘horseless carriage’ is at present a luxury for the wealthy; and although its price will probably fall in the future, it will never, of course, come into as common use as the bicycle."
Source:
Kim, W. Chan, and Renée Mauborgne. Blue Ocean Strategy: How to Create Uncontested Market Space and Make Competition Irrelevant. Boston: Harvard Business School Press, 2005.
(Note: ellipsis in original. Also, the book provides sources for each quote in the passage above.)
A snow-white llama that has not yet been symbolically sacrificed by Bolivian President Evo Morales. Source of the photo: http://www.staff.stir.ac.uk/f.r.wheater/images/25%20Llama%205_8_04.JPG
Picture it, in President Evo Morales’ Bolivia: a peaceful, innocent-looking, snow-white llama slaughtered in homage to a barbaric mystical ritual, and in celebration of the slaughter, through nationalization, of private property and economic growth. And afterwards, one imagines the visitng French brass band played on.
VINTO, Bolivia: The ritual sacrifice of a snow-white llama provided a symbolic completion Friday to President Evo Morales’ nationalization of Bolivia’s lone operating tin smelter.
Swiss mining giant Glencore International AG owned the plant until last week and has threatened to seek compensation through international arbitration. Morales still says his government will not compensate Glencore for the Feb. 9 nationalization of the Vinto plant, located on a high Andean plain 180 kilometers (110 miles) southeast of the capital of La Paz.
. . .
After the ceremony, Morales hosted plant workers, a troupe of Andean pipers and a visiting French brass band to an outdoor supper of fried chicken and chuno, a traditional Bolivian dish of dehydrated potatoes.
While the nationalization retained all but a handful of smelter employees, workers remained divided over the change in management. Some rushed to greet "Companero Evo" as he toured the plant; others hung back and wondered about the future.
"Anywhere in the world they’ll tell you the government can’t be a good administrator," said plant employee Oscar Leyton. "But we’ll just have to wait and see how they do it. If they screw up here, they’ll screw up the whole country."
For the full story, see:
(Note: ellipsis added.)
