| Previous Articles Good
News for New Business Models
... The success factors of disruptive
technologies
Focus on Starnet
... Online Casino Operating Systems
Focus on HomeCom
... Web Builder for Banks, Insurance Sellers
Focus on Security First
Technologies:
... Turnkey Net Bank Systems
Focus on Peapod (PPOD)
...Online Grocery
Sales
Focus on Radio Frequency
Micro Devices (RFMD)
... Wireless infrastructure
Financial Services
Online:
March '98
Update on Insurance
Insurance.com
. . . Online
Distribution Strategies for Insurance Products
Bi$Net97
. . . The Net Proves Commercial Viability
Bi$Net96
. . . Introduction
to E-Commerce & Law of Net
. . . whimsical
explorations of Net Resources
A Report of an Evening with Kinsley, Negroponte, Polese,
Bateson, Janney & Lanier at
Hartford's Bushnell Memorial
|
The "E-Gang"
and Twelve Rules of Digital Business
- Doug
Simpson 7/23/99
In
"The E-gang," the cover article in the July 26
issue, Forbes features this year's list of the New
Digital Entrepreneurs, the people "reinventing the
rules of business, customer by customer, new issue by new
issue."
They also
list what they told Forbes are the rules that they live
by:
1)
Trade products for loyalty.
In the Internet Age, great companies will be based
not on products but on deep relationships with
customers, and the more you give customers up front,
the more loyal -- and eventually lucrative -- they
will be. William Gross, Idealab.
2)
Let the community run your business.
The best Net successes are not about products, but
about creating communities where users can shape the
business to their needs; managing such a
community requires entirely different skills and
procedures than does managing a traditional
business. Margaret Whitman, Ebay.
3)
You should be in communications.
By assisting their clients to better communicate with
each other and their customers, a company can build a
steady stream of revenue. David Hayden,
Critical Path.
4)
To start a revolution, give up control.
"Open source" systems, of which
the Linux operating system is the best example,
allows its own users to develop and extend the
system, enabling rapid development. Linus
Torvalds, Linux Movement.
5)
Let technology outrun the law.
Much of the technology of the Net has made
traditional legal rules, like music copyrights,
almost impossible to enforce. Trying to hold back
change while waiting for the legal system to adapt
may counterproductive and futile. Eugene
Hoffman, EMusic.com.
6)
The power lies with the newcomers.
At established firms, new ideas are seen as risky and
too often reworked to fit with existing
products. Managers in such companies may use
traditional strategies that don't work with the new
environment. Those traits may be disabling on
the Net. Donna Dubinsky, Handspring.
7)
Don't just quit the club -- defy it.
New pioneers in Net businesses often come
from positions of success and power in traditional
institutions, and set up processes that wholly
replace the institutions from which they came.
William Hambrecht, W.R. Hambrecht.
8)
Reinvent your startup.
Find a middle ground between a dictatorship
and the slow decision making of consensus
building. Robert Knowling, Covad
Communications.
9)
Put strategy before technology.
What's important about the Net is not technology: it
is creating a clear vision of what a company is
trying to accomplish for its customers. Eric
Brewer, Inktomi.
10)
Make your technology invisible.
Business should not be about the next
high-tech widget, but about making things work.
Chris McCleary, USInternetworking.
11)
Create a scene.
Cultivate your customers; they may also be your
investors. Startups have to start the public
relations push early, creating a brand while creating
products. Pamela Alexander, Alexander Ogilvy
P.R.
12)
Go public first, make money later.
Is the Internet just a bubble? No, the next trend,
business selling Net-based services to other
business, will dwarf the revenues of the past four
years. Mary Meeker, Morgan Stanley Dean Witter.
The full
article, on Forbes Online, is at:
http://www.forbes.com/forbes/99/0726/6402145a.htm
Please, let's hear from you.
Nuggeteers: If you are already a member of
our online discussion forum, share your thoughts by email
to net_nuggets@egroups.com
Not yet a
Nuggeteer? You can't post to Net Nuggets Forum
unless you join. Comment on and contribute to draft
articles before they are posted here. Its free, the
membership list is unpublished, and Egroups protects
against spam.
The Net offers tremendous opportunities
for those who can appreciate the "increasing
returns" economics of networks, the power of
community, and its opportunity to eliminate the costs of
intermediaries and manual hand-offs in the distribution
chain.
This focus page will be archived at nnarc-12rules.html and may be edited in the future. Check in at Net
Nuggets from time to time. The information
contained herein is believed to come from reliable
sources, but no warranty of accuracy is expressed
or implied. The author may own shares of
securities mentioned in this focus and that were
purchased on the open market. This article is for
information only and is neither an offer to buy or sell a
security and is not intended to constitute financial or
legal advice.
If you have written an original,
objective essay or business analysis that you'd like to
share, please share it via email with me or subscribe to the Net_Nuggets@EGroups.com email
forum and post it there.
Subscription is free, the member list is unpublished, and
EGroups protects against spam.
|
The Innovator's Dilemma
: When New Technologies Cause Great Firms to Fail
by Clayton M. Christensen
Hardcover
- 256 pages (June 1997)
Avg.
Customer Review: 
|
