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    • From humble beginnings to a multi-state enterpriseLearning from past experiences, taking calculated risks, and maintaining a positive attitude can lead to business success despite initial limitations and challenges.

      Success in business and life comes from hard work, determination, and a positive mental attitude, even in the face of challenges and setbacks. Bill Rosenberg, the founder of Dunkin' Donuts, shares his experiences of growing his business from humble beginnings to a multi-state enterprise, despite facing numerous obstacles such as cancer diagnoses and a divorce. He emphasizes the importance of learning from past experiences and applying that knowledge to new ventures. Despite starting with limited resources and facing skepticism from others, Rosenberg believed in the power of franchising and took calculated risks to expand his business. His success is a testament to the value of persistence, innovation, and a positive attitude. As he reflects on his life and career, Rosenberg encourages readers to learn from his experiences and apply his insights to their own businesses and ventures.

    • Insights from the Early Days of PayPalLearn from the experiences of Elon Musk, Reid Hoffman, Peter Thiel, and Bill Gurley as they navigated the challenges of starting PayPal and offering valuable lessons for entrepreneurs, including resourcefulness, openness to new ideas, and problem-solving skills.

      That the book about the early days of PayPal, written by Adam Grant, provides valuable insights into the lives and experiences of key founders and investors, including Elon Musk, Reid Hoffman, and Peter Thiel. The book offers a detailed look at the problems they faced and how they overcame them. Additionally, Bill Gurley, the podcast host, shares his own experiences and lessons learned from his father during the Great Depression. His father, Pop Rosenberg, taught him the importance of resourcefulness and finding solutions under any circumstances, which is a valuable lesson for entrepreneurs. Gurley also emphasizes the importance of being open to new ideas and not thinking you know it all. The book, which comes out on February 22nd, is recommended for anyone interested in entrepreneurship and the early days of PayPal.

    • Lessons from a Father's FailuresFocus on making the first step a success and learn from those who have achieved it before you.

      Lying constantly and having unrealistic goals can lead to uncertainty and failure. The speaker learned this lesson from his father, who had grand ideas but failed to achieve them due to starting with overly ambitious goals. Instead, the speaker advocates for focusing on making the first step a success before moving on to the next venture. Additionally, the speaker shares an experience from his childhood where he made a significant amount of money selling ice cream at a car race, which instilled in him a strong work ethic and belief in his abilities to succeed. He learned to observe and learn from those who were successful and apply those lessons to his own pursuits. Despite his father's violent temper, the speaker strived to be the opposite and found motivation in his father's struggles.

    • Lessons from father's strugglesHard work, determination, and calculated risks are essential for success and happiness. Learning from past mistakes can instill valuable life lessons.

      Sometimes, the most valuable lessons in life come from the experiences of others' mistakes. The speaker learned from his father's inability to financially support his family that his first responsibility was to provide for his loved ones. This experience instilled in him a strong work ethic and determination to succeed. Despite dropping out of school to help support his family, he found success in selling ice cream and later used that experience to start his own business, Dunkin' Donuts. However, even with his success, he longed for the freedom to enjoy life beyond work. This desire led him to learn the importance of taking risks and overcoming fear, as evidenced by his later venture into starting a vending machine company. Overall, the speaker's experiences taught him the importance of hard work, determination, and taking calculated risks to achieve success and find happiness.

    • Focus on customer benefit in sales pitchesBill Rosenberg's success in selling vending machines taught him to focus on customer benefits, leading him to start Dunkin' Donuts by identifying customer demand for fresh donuts

      Bill Rosenberg, the founder of Dunkin' Donuts, learned the importance of focusing on the customer's benefit when making sales pitches. This lesson came from his experience selling vending machines to factories, where he realized that people don't care about the seller or their company, but rather what they can gain from the transaction. Rosenberg's success in selling vending machines led him to start his first business, an industrial lunch service, during World War 2. He was approached by a factory to run their cafeteria operation, and this opportunity laid the groundwork for his future business, Dunkin' Donuts. Before starting Dunkin' Donuts, Rosenberg was inspired by the success of a local donut shop near a shipyard. He noticed the high demand for fresh donuts and later opened his own donut shop, which became the foundation for Dunkin' Donuts. Overall, Rosenberg's success came from his ability to identify opportunities and focus on the benefits for his customers.

    • Lessons learned from facing adversityAdversity can be a great teacher. Don't let setbacks deter you, instead learn from them and stay true to your values.

      Facing rejection and negativity is a natural part of life and entrepreneurship, but it's important not to let it stop you from pursuing your goals. Bill Bowditch encountered numerous obstacles in his journey to starting his own business, from resistance to his ideas to shady business partners. However, he refused to let these setbacks deter him and instead used them as learning experiences. Adversity, in fact, proved to be a great teacher for him. Another key lesson is the importance of being true to your values and partnering with people who share the same vision and work ethic as you. Bill's experience with his initial business partners, who were dishonest and only interested in making a quick profit, taught him the importance of finding trustworthy and like-minded partners. Ultimately, these lessons helped Bill overcome adversity and propel him towards greater success.

    • The power of determination and continuous improvementDetermination and a focus on improvement can help entrepreneurs succeed, even in tough times. Observing workflows and making small improvements can lead to significant growth.

      Determination and a relentless focus on improvement can lead to business success, even in the face of adversity. The story of this entrepreneur, who left his partners and started over after a bad business experience, illustrates this principle. He faced tough times, including moving back in with his parents and starting from scratch with limited resources. But he was driven by his passion for the business and his commitment to making it better. He observed workflows and identified ways to make processes more efficient, such as implementing a color-coded pricing system. His focus on quality and continuous improvement helped him grow his business rapidly, despite challenges along the way. The entrepreneur's story shows that it doesn't take a genius to improve things – all it takes is observation and a willingness to make things just a little bit better every day.

    • Overcoming Business Challenges with Perseverance and a Strong TeamDuring tough business times, focus on your strengths, hire trusted partners, and surround yourself with capable employees to ensure customer satisfaction and business growth.

      Running a business can be incredibly challenging, and there will be times when you feel like giving up. The speaker shares his experience of coming close to quitting during a particularly tough period for his business, when many employees were sick and trucks were unable to leave the garage due to snow. However, he ultimately decided to persevere and focus on his strengths, hiring a trusted partner to handle internal concerns. This allowed him to devote more time to growing the business and ensuring customer satisfaction. Another important lesson he learned was the value of good employees, as demonstrated by their loyalty during difficult times. The speaker also emphasizes the importance of understanding your strengths and weaknesses, and surrounding yourself with capable people to complement your skills. Overall, the experience of building a successful business requires resilience, adaptability, and a strong team.

    • The Importance of Second Chances and Learning from MistakesGiving second chances can be risky, but they can also lead to valuable lessons and business success. Observe and learn from others' successful models and don't be afraid to take calculated risks.

      Giving second chances can be risky, but it's important to consider the potential consequences and learn from past mistakes. Bill Rosenberg, the founder of Dunkin' Donuts, learned this lesson the hard way when he gave a manager a second chance after catching him stealing, only to discover later that the man had taken his own life due to guilt. However, Rosenberg also learned the value of observing and improving upon successful business models. He was inspired by a donut wholesaler who made more money from a retail store than from 12 wholesale trucks. Rosenberg then opened his own retail store, which was differentiated by offering seating and high-quality coffee, and focused on selling a wide variety of donuts. This approach proved successful and led to the growth of Dunkin' Donuts. Overall, Rosenberg's experiences taught him the importance of both giving second chances and learning from the successes and failures of others.

    • Building a loyal following through exceptional customer experienceProviding a great customer experience can help businesses attract a large customer base and build a strong brand, even in a saturated market. Bill, the founder of Dunkin' Donuts, discovered this when he gave away free donuts on opening day and owned the customer relationship, allowing him to expand through franchising.

      Providing an exceptional customer experience and building a strong brand can help a business attract a large customer base and outshine competitors, even in a saturated market. Bill, the founder of Dunkin' Donuts, discovered this firsthand when he gave away free donuts on opening day and attracted a massive crowd. He realized that in his industrial lunch service business, he didn't have a direct relationship with his customers, and expanding required going out and selling accounts to factories. In contrast, the donut business allowed him to own the customer relationship and build a loyal following. This experience ignited Bill's ambition to expand the donut business through franchising, and he embarked on a cross-country road trip to research the market and ensure he stayed ahead of the competition. This early focus on customer experience and brand building set Dunkin' Donuts apart and contributed to its success.

    • Differing Visions and Legal Issues in Dunkin' DonutsClear communication, mutual respect, and trust are crucial for successful business partnerships. Legal issues and competing businesses can pose significant challenges to growth.

      Business partnerships can be challenging when there are differing visions and personal conflicts. In the case of Dunkin' Donuts, the co-founders, Bill and Harry, had opposing views on expanding the business through franchising. Harry was content with the current state of the business, while Bill saw the potential for growth. This disagreement led to tension, jealousy, and ultimately, a potential lawsuit. Despite the legal issues, Bill was determined to buy out Harry and continue growing the business. However, Harry and their former mutual lawyer had breached their fiduciary duty by forming a competing business and attempting to steal Dunkin' Donuts' locations. Although Bill was advised to sue, he chose to let it go and focus on building the business instead. This experience highlights the importance of clear communication, mutual respect, and trust in business partnerships. It also underscores the potential risks and challenges that come with growing a successful business.

    • Overcoming financing challenges for franchise growthFocusing on core business and addressing main challenges can help navigate uncertainty and negative public perception.

      During the growth of Dunkin' Donuts, the founder, Bill Rosenberg, faced significant challenges in securing financing for franchising. He had to find creative solutions, such as convincing suppliers to finance his growth, to overcome this bottleneck. It's crucial for businesses to identify their major challenges and focus their resources on addressing them. At the time, franchising was a new and popular trend, but it was also associated with "fast buck artists" and negative attention due to the lack of regulation and organization. This led to government intervention and a negative reputation for the industry. Despite these challenges, successful franchises like McDonald's, Kentucky Fried Chicken, and Dunkin' Donuts continued to thrive. The lesson here is that focusing on your core business and addressing your main challenges can help you navigate through periods of uncertainty and negative public perception.

    • Learning from real-life experiences and staying focused on the customerBill Gates' focus on reaching more customers inspired the speaker, emphasizing the importance of informal education and hands-on experience for business success. Real-life experiences and strong work ethic are crucial for prioritizing the customer and achieving business success.

      Importance of learning from real-life experiences and staying focused on the customer. The speaker shares an anecdote about how he learned from Bill Gates' autobiography that Gates was always looking for ways to reach more customers, just like how he set up a coffee and donut stand in a supermarket to increase sales. The speaker emphasizes the value of informal education and hands-on experience, which he believes is crucial for business success. Furthermore, the speaker shares a personal story about his own business and the challenges he faced when turning it over to his son, who had a formal education but lacked real-life experience. The speaker's dedication to his business and customers led him to make difficult decisions, prioritizing the relationship with his son over the business's success. Overall, the speaker's message is that business success requires a relentless focus on the customer, and that real-life experience and a strong work ethic are essential for achieving that success. As the speaker says, "keep your foot on the gas and stay close to the money," and never lose sight of the importance of the customer.

    • The importance of leaders embracing their company's products and valuesLeaders should genuinely commit to their company's offerings and culture to inspire employees and drive success.

      The importance of understanding and believing in the products and values of a company, especially for those in leadership roles. This was highlighted in a story about a father passing down his business to his son, who had little connection to the company's offerings. The father emphasized the need for the son to embrace the company's products and culture, even going as far as suggesting the son learn to like coffee, a product the company sold. The father believed that sharing profits with employees was a key to success and motivation, as demonstrated by Les Schwab in his autobiography. Schwab's shrewd compensation systems, which included sharing 50% of profits with employees, helped attract and retain top talent, leading to the success of his tire shop chain. The story underscores the idea that genuine commitment and investment in a company's offerings and employees are crucial for effective leadership.

    • Handing Over a Business to an Inexperienced HeirIgnoring experienced employees and relying solely on family can lead to business culture clashes and valuable talent loss.

      Blindly handing over a family business to an inexperienced heir can lead to detrimental consequences. The father in this story, who had built the business from scratch, became overly confident in his son's business education and overlooked the value of the experienced employees. This led to a clash in business culture and the eventual departure of valuable employees. The father's internal conflict of interest between his principles and his loyalty to his son caused heated arguments and a growing rift between them. Despite his health issues, the father's absence from the business during his cancer treatment allowed the situation to deteriorate further. This story serves as a reminder that experience and practical knowledge are essential in running a business, and that family dynamics should not overshadow sound business decisions.

    • Loyalty vs Business PracticesUnchecked loyalty can lead to significant losses and damage to a company, even if the person involved is a family member. Prioritize business success and stakeholder well-being over loyalty.

      Unchecked loyalty and disregard for sound business practices can lead to significant losses and damage to a company, even if the person in question is a family member. The story illustrates this through the experiences of a business owner who, despite numerous red flags and poor decisions made by his son, continued to give him opportunities and overlooked his mismanagement and dishonesty. This ultimately resulted in financial losses, legal issues, and the closure of a large number of stores. The accountant's advice to write off the losses all at once led to a significant drop in the company's stock price and further financial struggles. The lesson here is that, while loyalty is important, it should never come at the expense of the business's success and the well-being of its stakeholders.

    • Lessons from a Father's Business MistakesRecognize capable individuals can make mistakes, focus on strengths, and learn from others' experiences.

      Family and business relationships can be complex and fraught with challenges, especially when they intertwine. The speaker in this discussion shares a personal story about his relationship with his father, Bill Rosenberg, and the mistakes they made when involving family in business dealings. Despite their disagreements and interpersonal dynamics, the speaker learned valuable lessons from his father's experiences, which he encourages others to internalize. The speaker emphasizes the importance of recognizing that capable and driven individuals can still make mistakes and that it's crucial not to assume others will treat us as we treat them. The speaker's father, Bill Rosenberg, made a business decision to purchase a Chili's franchise against the speaker's advice, which ultimately led to the destruction of their business. This experience underscores the importance of staying focused on what one does best and not getting sidetracked by distractions or opportunities that may not align with one's core strengths. Overall, the speaker's reflections on his relationship with his father and the lessons he learned from his mistakes serve as a reminder of the importance of learning from the experiences of others and the complexities of balancing family and business relationships.

    • Learning from the experiences of others and believing in oneselfStudy successful entrepreneurs, understand their methods, apply insights, believe deeply in what you're doing, and overcome challenges to achieve success.

      Importance of learning from the experiences of others and the power of belief in achieving success. The speaker shares his own experience of losing control of Dunkin' Donuts and the lessons he learned from it. He emphasizes the value of studying successful entrepreneurs, understanding their methods, and applying their insights to one's own endeavors. The speaker also highlights the importance of having a deep belief in what one is doing and feeling it in one's heart. By learning from the experiences of others and believing in oneself, one can overcome challenges and achieve success.

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    (2:30) Sam Walton built his business on a very simple idea: Buy cheap. Sell low. Every day. With a smile.

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    (2:00) My father was a self-made man who had known extreme poverty in his youth and had a practically limitless capacity for hard work.

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    "Learning from history is a form of leverage." — Charlie Munger. Founders Notes gives you the superpower to learn from history's greatest entrepreneurs on demand.

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    You can search all my notes and highlights from every book I've ever read for the podcast. 

    You can also ask SAGE any question and SAGE will read all my notes, highlights, and every transcript from every episode for you.

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    (0:01) At the age of twelve I was an orphan.

    (1:00) My uncles made me become self-reliant very early in life. Looking back, I believe that it is to this, that much of my success is due.

    (9:00) The idea of wearing a watch on one's wrist was thought to be contrary to the conception of masculinity.

    (10:00) Prior to World War 1 wristwatches for men did not exist.

    (11:00) Business is problems. The best companies are just effective problem solving machines.

    (12:00) My personal opinion is that pocket watches will almost completely disappear and that wrist watches will replace them definitively! I am not mistaken in this opinion and you will see that I am right." —Hans Wilsdorf, 1914

    (14:00) The highest order bit is belief: I had very early realized the manifold possibilities of the wristlet watch and, feeling sure that they would materialize in time, I resolutely went on my way. Rolex was thus able to get several years ahead of other watch manufacturers who persisted in clinging to the pocket watch as their chief product.

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    (28:00) It's tempting during recession to cut back on consumer advertising. At the start of each of the last three recessions, the growth of spending on such advertising had slowed by an average of 27 percent. But consumer studies of those recessions had showed that companies that didn't cut their ads had, in the recovery, captured the most market share. So we didn't cut our ad budget. In fact, we raised it to gain brand recognition, which continued advertising sustains. — Four Seasons: The Story of a Business Philosophy by Isadore Sharp. (Founders #184)

    (32:00) Social proof is a form of leverage. — Poor Charlie's Almanack: The Wit and Wisdom of Charlie Munger. (Founders #329)

    (34:00) What really matters is Hans understood the opportunity better than anybody else, and invested heavily in developing the technology to bring his ideas to fruition.

    (35:00) On keeping the main thing the main thing for decades: In developing and extending my business, I have always had certain aims in mind, a course from which I never deviated.

    (41:00) Rolex wanted to only be associated with the best. They ran an ad with the headline: Men who guide the destinies of the world, where Rolex watches.

    (43:00) Opportunity creates more opportunites. The Oyster unlocked the opportunity for the Perpetual.

    (44:00) The easier you make something for the customer, the larger the market gets: “My vision was to create the first fully packaged computer. We were no longer aiming for the handful of hobbyists who liked to assemble their own computers, who knew how to buy transformers and keyboards. For every one of them there were a thousand people who would want the machine to be ready to run.” — Steve Jobs

    (48:00) More sources:

    Rolex Jubilee: Vade Mecum by Hans Wilsdorf

    Rolex Magazine: The Hans Wilsdorf Years

    Hodinkee: Inside the Manufacture. Going Where Few Have Gone Before -- Inside All Four Rolex Manufacturing Facilities 

    Vintage Watchstraps Blog: Hans Wilsdorf and Rolex

    Business Breakdowns #65 Rolex: Timeless Excellence

    Luxury Strategy: Break the Rules of Marketing to Build Luxury Brands by Jean Noel Kapferer and Vincent Bastien 

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    #350 How To Sell Like Steve Jobs

    #350 How To Sell Like Steve Jobs

    What I learned from reading The Presentation Secrets of Steve Jobs: How to Be Insanely Great in Front of Any Audience by Carmine Gallo 

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    (1:00) You've got to start with the customer experience and work back toward the technology—not the other way around.  —Steve Jobs in 1997

    (6:00) Why should I care = What does this do for me?

    (6:00) The Match King: Ivar Kreuger, The Financial Genius Behind a Century of Wall Street Scandals by Frank Partnoy.  (Founders #348)

    (7:00) Easy to understand, easy to spread.

    (8:00) An American Saga: Juan Trippe and His Pan Am Empire by Robert Daley 

    (8:00) The Fish That Ate the Whale: The Life and Times of America's Banana King by Rich Cohen. (Founders #255)

    (9:00)  love how crystal clear this value proposition is. Instead of 3 days driving on dangerous road, it’s 1.5 hours by air. That’s a 48x improvement in time savings. This allows the company to work so much faster. The best B2B companies save businesses time.

    (10:00) Great Advertising Founders Episodes:

    Albert Lasker (Founders #206)

    Claude Hopkins (Founders #170 and #207)

    David Ogilvy (Founders #82, 89, 169, 189, 306, 343) 

    (12:00) Advertising which promises no benefit to the consumer does not sell, yet the majority of campaigns contain no promise whatever. (That is the most important sentence in this book. Read it again.) — Ogilvy on Advertising 

    (13:00) Repeat, repeat, repeat. Human nature has a flaw. We forget that we forget.

    (19:00) Start with the problem. Do not start talking about your product before you describe the problem your product solves.

    (23:00) The Invisible Billionaire: Daniel Ludwig by Jerry Shields. (Founders #292)

    (27:00) Being so well known has advantages of scale—what you might call an informational advantage.

    Psychologists use the term social proof. We are all influenced-subconsciously and, to some extent, consciously-by what we see others do and approve.

    Therefore, if everybody's buying something, we think it's better.

    We don't like to be the one guy who's out of step.

    The social proof phenomenon, which comes right out of psychology, gives huge advantages to scale.

    —  the NEW Poor Charlie's Almanack: The Wit and Wisdom of Charlie Munger (Founders #329)

    (29:00) Marketing is theatre.

    (32:00) Belief is irresistible. — Shoe Dog: A Memoir by the Creator of Nike by Phil Knight.  (Founders #186)

    (35:00) I think one of the things that really separates us from the high primates is that we’re tool builders. I read a study that measured the efficiency of locomotion for various species on the planet. The condor used the least energy to move a kilometer. And, humans came in with a rather unimpressive showing, about a third of the way down the list. It was not too proud a showing for the crown of creation. So, that didn’t look so good. But, then somebody at Scientific American had the insight to test the efficiency of locomotion for a man on a bicycle. And, a man on a bicycle, a human on a bicycle, blew the condor away, completely off the top of the charts.

    And that’s what a computer is to me. What a computer is to me is it’s the most remarkable tool that we’ve ever come up with, it’s the equivalent of a bicycle for our minds.

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    #349 How Steve Jobs Kept Things Simple

    #349 How Steve Jobs Kept Things Simple

    What I learned from reading Insanely Simple: The Obsession That Drives Apple's Success by Ken Segall. 

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    Can you give me a summary of Warren Buffett's best ideas? (Substitute any founder covered on the podcast and you'll get a comprehensive and easy to read summary of their ideas) 

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    (1:30) Steve wanted Apple to make a product that was simply amazing and amazingly simple.

    (3:00) If you don’t zero in on your bureaucracy every so often, you will naturally build in layers. You never set out to add bureaucracy. You just get it. Period. Without even knowing it. So you always have to be looking to eliminate it.  — Sam Walton: Made In America by Sam Walton. (Founders #234)

    (5:00) Steve was always easy to understand. He would either approve a demo, or he would request to see something different next time. Whenever Steve reviewed a demo, he would say, often with highly detailed specificity, what he wanted to happen next.  — Creative Selection: Inside Apple's Design Process During the Golden Age of Steve Jobs by Ken Kocienda. (Founders #281)

    (7:00) Watch this video. Andy Miller tells GREAT Steve Jobs stories

    (10:00) Many are familiar with the re-emergence of Apple. They may not be as familiar with the fact that it has few, if any parallels.
    When did a founder ever return to the company from which he had been rudely rejected to engineer a turnaround as complete and spectacular as Apple's? While turnarounds are difficult in any circumstances they are doubly difficult in a technology company. It is not too much of a stretch to say that Steve founded Apple not once but twice. And the second time he was alone. 

    —  Return to the Little Kingdom: Steve Jobs and the Creation of Appleby Michael Moritz.

    (15:00) If the ultimate decision maker is involved every step of the way the quality of the work increases.

    (20:00) "You asked the question, What was your process like?' I kind of laugh because process is an organized way of doing things. I have to remind you, during the 'Walt Period' of designing Disneyland, we didn't have processes. We just did the work. Processes came later. All of these things had never been done before. Walt had gathered up all these people who had never designed a theme park, a Disneyland. So we're in the same boat at one time, and we figure out what to do and how to do it on the fly as we go along with it and not even discuss plans, timing, or anything. We just worked and Walt just walked around and had suggestions." — Disney's Land: Walt Disney and the Invention of the Amusement Park That Changed the World by Richard Snow. (Founders #347)

    (23:00) The further you get away from 1 the more complexity you invite in.

    (25:00) Your goal: A single idea expressed clearly.

    (26:00) Jony Ive: Steve was the most focused person I’ve met in my life

    (28:00) Editing your thinking is an act of service.

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    Michael Jordan In His Own Words

    Michael Jordan In His Own Words

    What I learned from reading Driven From Within by Michael Jordan and Mark Vancil. 

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    Episode Outline: 

    Players who practice hard when no one is paying attention play well when everyone is watching.

    It's hard, but it's fair. I live by those words. 

    To this day, I don't enjoy working. I enjoy playing, and figuring out how to connect playing with business. To me, that's my niche. People talk about my work ethic as a player, but they don't understand. What appeared to be hard work to others was simply playing for me.

    You have to be uncompromised in your level of commitment to whatever you are doing, or it can disappear as fast as it appeared. 

    Look around, just about any person or entity achieving at a high level has the same focus. The morning after Tiger Woods rallied to beat Phil Mickelson at the Ford Championship in 2005, he was in the gym by 6:30 to work out. No lights. No cameras. No glitz or glamour. Uncompromised. 

    I knew going against the grain was just part of the process.

    The mind will play tricks on you. The mind was telling you that you couldn't go any further. The mind was telling you how much it hurt. The mind was telling you these things to keep you from reaching your goal. But you have to see past that, turn it all off if you are going to get where you want to be.

    I would wake up in the morning thinking: How am I going to attack today?

    I’m not so dominant that I can’t listen to creative ideas coming from other people. Successful people listen. Those who don’t listen, don’t survive long.

    In all honesty, I don't know what's ahead. If you ask me what I'm going to do in five years, I can't tell you. This moment? Now that's a different story. I know what I'm doing moment to moment, but I have no idea what's ahead. I'm so connected to this moment that I don't make assumptions about what might come next, because I don't want to lose touch with the present. Once you make assumptions about something that might happen, or might not happen, you start limiting the potential outcomes. 

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    Founders
    en-usMay 12, 2024

    #348 The Financial Genius Behind A Century of Wall Street Scandals: Ivar Kreuger

    #348 The Financial Genius Behind A Century of Wall Street Scandals: Ivar Kreuger

    What I learned from reading The Match King: Ivar Kreuger, The Financial Genius Behind a Century of Wall Street Scandals by Frank Partnoy. 

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    Episode Outline: 

    1. Ivar was charismatic. His charisma was not natural. Ivar spent hours every day just preparing to talk. He practiced his lines for hours like great actors do.

    2. Ivar’s first pitch was simple, easy to understand, and legitimate: By investing in Swedish Match, Americans could earn profits from a monopoly abroad.

    3. Joseph Duveen noticed that Europe had plenty of art and America had plenty of money, and his entire astonishing career was the product of that simple observation. — The Days of Duveen by S.N. Behrman.  (Founders #339 Joseph Duveen: Robber Baron Art Dealer)

    4. Ivar studied Rockefeller and Carnegie: Ivar's plan was to limit competition and increase profits by securing a monopoly on match sales throughout the world, mimicking the nineteenth century oil, sugar, and steel trusts.

    5. When investors were manic, they would purchase just about anything. But during the panic that inevitably followed mania, the opposite was true. No one would buy.

    6. The problem isn’t getting rich. The problem is staying sane. — Charlie Munger

    7. Ivar understood human psychology. If something is limited and hard to get to that increases desire. This works for both products (like a Ferrari) and people (celebrities). Ivar was becoming a business celebrity.

    8.  I’ve never believed in risking what my family and friends have and need in order to pursue what they don't have and don't need. — The Essays of Warren Buffett by Warren Buffett and Lawrence Cunningham. (Founders #227)

    9. Great ideas are simple ideas: Ivar hooked Durant with his simple, brilliant idea: government loans in exchange for match monopolies.

    10. Ivar wrote to his parents, "I cannot believe that I am intended to spend my life making money for second-rate people. I shall bring American methods back home. Wait and see - I shall do great things. I'm bursting with ideas. I am only wondering which to carry out first."

    11. Ivar’s network of companies was far too complex for anyone to understand: It was like a corporate family tree from hell, and it extended into obscurity.

    12. “Victory in our industry is spelled survival.”   —Steve Jobs

    13. Ivar's financial statements were sloppy and incomplete. Yet investors nevertheless clamored to buy his securities.

    14. As more cash flowed in the questions went away. This is why Ponzi like schemes can last so long. People don’t want to believe. They don’t want the cash to stop.

    15. A Man for All Markets: From Las Vegas to Wall Street, How I Beat the Dealer and the Market by Ed Thorp. (Founders #222)

    16.  A summary of Charlie Munger on incentives:

    1. We all underestimate the power of incentives.
    2. Never, ever think about anything else before the power of incentives.
    3. The most important rule: get the incentives right.

    17. This is nuts! Fake phones and hired actors!

    Next to the desk was a table with three telephones. The middle phone was a dummy, a non-working phone that Ivar could cause to ring by stepping on a button under the desk. That button was a way to speed the exit of talkative visitors who were staying too long. Ivar also used the middle phone to impress his supporters. When Percy Rockefeller visited Ivar pretended to receive calls from various European government officials, including Mussolini and Stalin. That evening, Ivar threw a lavish party and introduced Rockefeller to numerous "ambassadors" from various countries, who actually were movie extras he had hired for the night.

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    #347 How Walt Disney Built His Greatest Creation: Disneyland

    #347 How Walt Disney Built His Greatest Creation: Disneyland

    What I learned from reading Disney's Land: Walt Disney and the Invention of the Amusement Park That Changed the World by Richard Snow. 

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    (8:00) When in 1955 we heard that Disney had opened an amusement park under his own name, it appeared certain that we could not look forward to anything new from Mr. Disney.

    We were quite wrong.

    He had, instead, created his masterpiece.

    (13:00) This may be the greatest product launch of all time: He had run eight months of his television program. He hadn't named his new show Walt Disney Presents or The Wonderful World of Walt Disney.

    It was called simply Disneyland, and every weekly episode was an advertisement for the still unborn park.

    (15:00) Disneyland is the extension of the powerful personality of one man.

    (15:00) The creation of Disneyland was Walt Disney’s personal taste in physical form.

    (24:00) How strange that the boss would just drop it. Walt doesn’t give up. So he must have something else in mind.

    (26:00) Their mediocrity is my opportunity. It is an opportunity because there is so much room for improvement.

    (36:00) Roy Disney never lost his calm understanding that the company's prosperity rested not on the rock of conventional business practices, but on the churning, extravagant, perfectionist imagination of his younger brother.

    (41:00) Walt Disney’s decision to not relinquish his TV rights to United Artists was made in 1936. This decision paid dividends 20 years later. Hold on. Technology -- developed by other people -- constantly benefited Disney's business. Many such cases in the history of entrepreneurship.

    (43:00) Walt Disney did not look around. He looked in. He looked in to his personal taste and built a business that was authentic to himself.

    (54:00) "You asked the question, What was your process like?' I kind of laugh because process is an organized way of doing things. I have to remind you, during the 'Walt Period' of designing Disneyland, we didn't have processes.

    We just did the work. Processes came later. All of these things had never been done before.

    Walt had gathered up all these people who had never designed a theme park, a Disneyland.

    So we're in the same boat at one time, and we figure out what to do and how to do it on the fly as we go along with it and not even discuss plans, timing, or anything.

    We just worked and Walt just walked around and had suggestions."

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    Related Episodes

    #103 Hetty Green (The Richest Woman in America)

    #103 Hetty Green (The Richest Woman in America)

    What I learned from reading The Richest Woman in America: Hetty Green in the Gilded Age by Janet Wallach. 

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    [0:10] She was  the smartest woman on Wall Street, a financial genius, a railroad magnate, a real estate mogul, a Gilded Era renegade, a reliable source for city funds.

    [0:19] “I have had fights with some of the greatest financial men in the country. Did you ever hear of any of them getting ahead of Hetty Green?”

    [1:10] I go my own way, take no partners, risk nobody else’s fortune.

    [1:29] She was considered the single biggest individual financier in the world.

    [1:58]  A Mind at Play: How Claude Shannon Invented the Information Age by Jimmy Soni and Rob Goodman (Founders #95)

    [2:55] Watch your pennies and the dollars will take care of themselves.

    [3:31] Don’t close a bargain until you have reflected on it overnight.

    [4:00] I am always buying when everyone wants to sell, and selling when everyone wants to buy.

    [4:51] I never set out for anything that I don’t conquer.

    [5:55] To live content with small means; To seek elegance rather than luxury, And refinement rather than fashion; To be worthy, not respectable, and wealthy, not rich.

    [7:27] Her father’s advice: Never owe anyone anything.

    [9:44] By the time she is 13 she is the family bookkeeper.

    [11:53] She paid attention when he (her father) repeated again and again that property was a trust to be taken care of and enlarged for future generations. She obeyed when he insisted that she keep her own accounts in order and later praised the experience. “There is nothing better than this sort of training,” she said.

    [13:28] Hetty hungered for money itself.

    [14:08] List of financial panics discussed in the book: Panic of 1857, Panic of 1866, The Long Depression 1873-1896 which had several panics within, (Panic of 1873, 1884, 1890, 1893) Panic 1901 and Panic of 1907.

    [16:18] She was a master at studying what happened before her.

    [16:31] The First Tycoon: The Epic Life of Cornelius Vanderbilt by TJ Stiles. (Founders #54) and Tycoon's War: How Cornelius Vanderbilt Invaded a Country to Overthrow America's Most Famous Military Adventurer by Stephen Dando-Collins (Founders #55)

    [17:15] Clever men like Russell Sage, a future role model for Hetty, kept substantial amounts of cash on hand and used it to buy stocks at rock-bottom prices. John Pierpont Morgan told his son there was a good lesson to be learned from other people’s greed and good bargains to be found in the aftermath. In future times, Hetty would always keep cash available and use it to buy when everyone else was selling. Much later, Warren Buffett would do the same. But most people watched their money wash away in the flood.

    [23:57] This was the start of the contrary investing she followed for the rest of her life: buying when everyone else was selling; selling when everyone else was buying. “I buy when things are low and nobody wants them. I keep them until they go up and people are crazy to get them. That is, I believe, the secret of all successful business,” she said.

    [26:46] Hetty, like Claude Shannon, Warren Buffett, and Ed Thorp, collected a lot of information. Hetty read more and studied more than most other people.

    [28:07] The opportunities were enormous for those with the stomach to take the risks.

    [30:25] The markets may change, the methods may be revamped, but as long as human beings are propelled by greed and ego, they are doomed to repeat the mistakes of the past.

    [31:11] She had a pile of cash when others were scouring for pennies, but she also had a deft mind and the colossal courage to push against the crowd.

    [36:17] Hetty’s investments were not always known: she purchased property under fictitious names, bought stocks under other identities, and was praised by shrewd observers for how closely she held her positions.

    [37:41] Williams greeted his new customer with all the courtesy and respect due a woman of her wealth. “I have observed that many a tattered garment hides a package of bonds and that gorgeous clothing does not always cover a millionaire,” he told his colleagues.

    [44:14] The Fish That Ate the Whale: The Life and Times of America's Banana King by Rich Cohen (Founders #37)

    [45:52] Hetty didn't like the idle rich. She respected authentic achievement.

    [48:48] Companies who stocks had skyrocketed collapsed when their lack of capital was revealed.

    [49:22] The HP Way: How Bill Hewlett and I Built Our Company by David Packard. (Founders #29)

    [49:30] More companies die from indigestion than starvation. —David Packard

    [50:58] She used her intelligence to increase her wealth, her independence to live as she wished, and her strength to battle anyone who stood in her way.

    [55:24] They sought her out to sell off their possessions. As rates rose, more and more of “the solidest men in Wall Street,” she said, from “financiers to legitimate businessmen,” came to call, begging to unload everything from palatial mansions to automobiles. “They came to me in droves,” she recalled.

    [59:30] When it comes to spending your life, there have to be some things neglected. If you try to do too much, you can never get anywhere.

    [59:53] You see this advice over and over again. You just got to figure out what that thing is that you want to focus on. No one can answer that question for you.

    [1:00:14] I think the key to a happy life is getting to the end of your life with the least amount of regrets as possible.

    [1:00:24] She prized the life she led. “I enjoy being in the thick of things. I like to have a part in the great movements of the world and especially of this country. I like to deal with big things and with big men. I would rather do [this] than play bridge. Indeed, my work is my amusement, and I believe it is also my duty.”

    ——

    I have listened to every episode released and look forward to every episode that comes out. The only criticism I would have is that after each podcast I usually want to buy the book because I am interested, so my poor wallet suffers. ”— Gareth

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    #207 Claude Hopkins (Scientific Advertising)

    #207 Claude Hopkins (Scientific Advertising)

    What I learned from reading Scientific Advertising by Claude Hopkins. 

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    Individuals come and go, but they leave their records and ideas behind them. These become a guide to all who follow.

    Genius is the art of taking pains. 

    The best ads ask no one to buy. That is useless. The best ads are based entirely on service. They offer wanted information. They site advantages to users.

    Remember the people you address are selfish, as we all are. The care nothing about your interests or your profit. They seek service for themselves. Ignoring this fact is a common mistake and a costly mistake in advertising. Ads say in effect, “Buy my brand. Give me the trade you give to others. Let me have the money." That doesn't work.

    We learn that people judge largely by price. We often employ this factor. Perhaps we are advertising a valuable formula. To merely say that would not be impressive. So we state as a fact that we paid $100,000 for that formula. That statement when tried has won a wealth of respect.

    The weight of an argument may often be multiplied by making it specific. Makers of safety razors have long advertised quick shaves. One maker advertised a 78-second shave.  The difference is vast. If a claim is worth making, make it in the most impressive way.

    The product itself should be its own best salesman. Not the product alone, but the product plus a mental impression, and atmosphere, which you place around it. Samples are of prime importance. However expensive, they usually form the cheapest selling method. Samples serve numerous valuable purposes. They enable one to use the word "Free" in ads. That often multiplies readers. Samples pay for themselves in multiplying the readers of your ads.

    Mail order advertising tells a complete story if the purpose is to make an immediate sale. You see no limitations there on the amount of copy. The motto is, "The more you tell the more you sell." And it has never failed to be proven wrong in any test we know.

    Show health, not sickness. Don't show the wrinkles you propose to remove, but the face as it will appear. Your customers know all about the wrinkles. Show pretty teeth, not bad teeth. Talk of coming good conditions, not conditions that exist. We are attracted by sunshine, beauty, happiness, health, and success. Point the way to them, not the way out of the opposite.

    I spend far more time on headlines than on writing. I often spend hours on a single headline. The identical ad run with various headlines differs tremendously in its returns. It is not uncommon for a change in headlines to multiply returns by five or ten times over.

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    I have listened to every episode released and look forward to every episode that comes out. The only criticism I would have is that after each podcast I usually want to buy the book because I am interested so my poor wallet suffers. ” — Gareth

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    #245 Rick Rubin (In the Studio)

    #245 Rick Rubin (In the Studio)

    What I learned from reading Rick Rubin: In the Studio by Jake Brown.

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    Rick Rubin on Lex Fridman Podcast #275

    Rick Rubin on The Peter Attia Drive Podcast #57

    Shangri-La Documentary

    Rick’s podcast Broken Record

    [1:39] Decoded by Jay Z. (Founders #238)

    [3:19] Simplicity is the ultimate sophistication.

    [3:31] His goal is to record music in its most basic and purest form. No extra bells and whistles. All wheat, no chaff.

    [5:42] Dr. Land was saying: “I could see what the Polaroid camera should be. It was just as real to me as if it was sitting in front of me before I had ever built one.” And Steve said: “Yes, that’s exactly the way I saw the Macintosh.” He said if I asked someone who had only used a personal calculator what a Macintosh should be like they couldn’t have told me. There was no way to do consumer research on it so I had to go and create it and then show it to people and say now what do you think?” Both of them had this ability to not invent products, but discover products. Both of them said these products have always existed — it’s just that no one has ever seen them before. We were the ones who discovered them. The Polaroid camera always existed and the Macintosh always existed — it’s a matter of discovery.

    [7:31] My goal is to just get out of the way and let the people I'm working with be the best versions of themselves.

    [7:50] Berkshire Hathaway Letters to Shareholders 1965-2018 by Warren Buffett (Founders #88)

    [11:26] In-N-Out Burger: A Behind-the-Counter Look at the Fast-Food Chain That Breaks All the Rules by Stacy Perman. (Founders #244)

    [14:13] “Designing a product is keeping 5,000 things in your brain and fitting them all together in new and different ways.” —Steve Jobs

    [16:00] Less is more but you have to do more to get to less.

    [16:25] Against The Odds: An Autobiography by James Dyson and reading A History of Great Inventions by James Dyson. (Founders #200)

    [17:56] Rubin's most valuable quality is his own confidence.

    [20:57]  If we're going to do this, let's aim for greatness. You have to believe what you were doing is the most important thing in the world.

    [21:29] Damn Right: Behind the Scenes with Berkshire Hathaway Billionaire Charlie Munger by Janet Lowe. (Founders #221) “Everybody engaged in complicated work needs colleagues. Just the discipline of having to put your thoughts in order with somebody else is a very useful thing.”

    [24:24] On being a reducer —not a producer: Often in the studio there will be the idea to add layers to make it seem bigger. Sometimes the more things you add, the smaller it gets. A lot of it is counterintuitive. You need to discover it in practice.

    [27:10] I want to play loud. I want to be heard. And I want all to know I'm not one of the herd.

    [36:16] There were no stars in rap music. It was really just a work of passion. Everyone who was doing it was doing it because they loved it, not because anyone thought it was a career.

    [38:12] Krush Groove YouTube link

    [38:47] Russell really cared about finding new ways to expose their music to a bigger audience.

    [39:03] Bloomberg by Michael Bloomberg.  (Founders #228)

    [44:19] A handmade product at scale.

    [48:23] Rap music as recorded work was just eight years old.

    [50:06] Q: Do you have an engine of constant dissatisfaction. Self criticism that I could have done better? A: No. I’m pleased with the work that we did. Excited to keep working. It’s fun. I don’t know what else I’d do with myself. I like making things, it’s fun. I feel like it’s my reason to be on the planet so I just keep doing it. If it could be better I would have kept working on it. If it could be better it’s not done. I’ve done everything I can to make it the best it can be. I can’t do more than that so there is nothing to be critical of. It is almost like a diary entry. Everything we make is a reflection in a moment in time. Could be a day, could be a year.

    [52:54] These things that we don't understand and cannot explain happen regularly.

    [58:33] To be ignorant of what occurred before you were born is to remain always a child.

    [58:58] He's living in four different centuries at once.

    [1:01:02] I believe in you so much, I'm going to make you believe in you.

    [1:03:07] Hard Drive: Bill Gates and the Making of the Microsoft Empire by James Wallace and Jim Erickson (Founders #140)  Gates and Allen were convinced the computer industry was about to reach critical mass, and when it exploded it would usher in a technological revolution of astounding magnitude. They were on the threshold of one of those moments when history held its breath... and jumped, as it had done with the development of the car and the airplane. They could either lead the revolution or be swept along by it.

    [1:05:35] The newest sounds have a tendency to sound old when the next new sound comes along. But a grand piano sounded great 50 years ago and will sound great 50 years from now. I try to make records that have a timeless quality.

    [1:13:58] Mozart: A Life by Paul Johnson. (Founders #240)

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    “I have listened to every episode released and look forward to every episode that comes out. The only criticism I would have is that after each podcast I usually want to buy the book because I am interested, so my poor wallet suffers. ”— Gareth

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    #132 Edwin Land (Steve Jobs's Hero)

    #132 Edwin Land (Steve Jobs's Hero)

    What I learned from reading The Instant Image: Edwin Land and the Polaroid Experience by Mark Olshaker. 

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    [1:42] The word “problem” had completely departed from Edwin land's vocabulary to be replaced by the word “opportunity”. 

    [2:01] What was it about this man and his company that allowed such confidence and seeming lack of concern with the traditional top priorities of American business? 

    [2:38] There is something unique about Polaroid having to do both with the human dimension of the company, and with a unity of vision of its founder and guiding genius.  

    [3:36] Perhaps the single most important aspect of Land's character is his ability to regard things around him in a new and totally different way.  

    [4:14] Right from the beginning of his career Land had paid scant attention to what experts had to say, trusting his own instincts instead.  

    [4:49] Land has always believed that for any item sufficiently ingenious and intriguing, a new market could be created. Conventional wisdom has little capacity with which to evaluate a market that did not exist prior to the product that defines it. 

    [5:21] He feels that creativity is an individual thing. Not generally applicable to group generation. 

    [5:52] Land is a man deeply caught up in the creative potential of the individual. 

    [6:33] An institution is the lengthened shadow of one man. 

    [7:43] Apple founder Steve Jobs once hailed Edwin Land, the founder of Polaroid and the father of instant photography, as "a national treasure" and once confessed to a reporter that meeting Land was "like visiting a shrine." By his own admission, Jobs modeled much of his own career after Land’s. Both Jobs and Land stand out today as unique and towering figures in the history of technology. Neither had a college degree, but both built highly successful and innovative organizations. Jobs and Land were both perfectionists with an almost fanatic attentiveness to detail, in addition to being consummate showmen and instinctive marketers. In many ways, Edwin Land was the original Steve Jobs.  

    [8:36] There's a rule that they don't teach you at the Harvard business school. It is, if anything is worth doing it's worth doing to excess

    [11:22] Steve Jobs: I always thought of myself as a humanities person as a kid, but I liked electronics. Then I read something that one of my heroes, Edwin Land of Polaroid, said about the importance of people who could stand at the intersection of humanities and sciences. And I decided that's what I wanted to do.  

    [12:51] In a world full of cooks, Edwin Land was a chef. [Link to The Cook and The Chef: Elon Musk’s Secret Sauce]  

    [19:34] Land was asked what he wanted to be when he was younger: I had two goals. To be the world's greatest scientist and to be the world's greatest novelist. 

    [21:28] Everyone acknowledged that the future of Polaroid corporation would be determined by what went on in the brain of Edwin Land. 

    [22:01] My motto is very personal and may not fit anyone else or any other company. It is: Don't do anything that someone else can do.  

    [22:54] Fortunately our company has been one which has been dedicated throughout its life to making only things which others can not make.  

    [25:06] Land had far more faith in his own potential, and that of the company he inspired, than did any of the experts looking in from the outside.  

    [27:30] Polaroid failed to build a successful company by selling to other businesses: Each [product] would have involved millions of dollars in revenue for the company, but each invention involved a certain degree of transformation of an existing industry controlled by an existing power structure. From this Land realizes he needs to control the relationship with the customer. He realizes he needs to sell directly to the end user

    [36:16] Edwin Land is inspired by, and learned from, people that came before him. One example of this is Alexander Graham Bell. Edwin Land is not worried about the marketing [of a new product] because Bell went through the same thing: Land apparently lost little sleep over the initial situation, calling to mind that the same sort of reaction had greeted the public introduction of Bell's telephone, 70 years earlier. The telephone had been a dominant symbol in Land's thinking. He began making numerous connections between his camera and the telephone.  

    [40:16] Over the years, I have learned that every significant invention has several characteristics. By definition it must be startling, unexpected, and must come into a world that is not prepared for it. If the world were prepared for it, it would not be much of an invention.  

    [40:46] It is the public's role to resist [a new invention, a new product/service]. 

    [41:29] It took us a lifetime to understand that if we're to make a new commodity —a commodity of beauty —then we must be prepared for the extensive teaching program needed to prepare society for the magnitude of our invention

    [45:12] Only the individual— and not the large group— can see a part of the world in a totally new and different way.  

    [48:08] Land's view is that a company should be scientifically daring and financially conservative. 

    [50:30] To understand more about every aspect of light, Edwin Land read every single book on light that was available in the New York City Public Library. That reminded me of one of my favorite lectures ever: Running Down A Dream: How to Succeed and Thrive in a Career You Love

    [51:59] Land on the problem with formal education: Young people for the most part —unless they are geniuses— after a very short time in college, give up any hope of being individually great. 

    [54:16] Among all the components and Land's intellectual arsenal, the chief one seems to be simple concentration.  

    I have listened to every episode released and look forward to every episode that comes out. The only criticism I would have is that after each podcast I usually want to buy the book because I am interested, so my poor wallet suffers.”— Gareth

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    #206 Albert D. Lasker (the creation of the advertising industry)

    #206 Albert D. Lasker (the creation of the advertising industry)

    What I learned from reading The Man Who Sold America: The Amazing (but True!) Story of Albert D. Lasker and the Creation of the Advertising Century by Jeffrey L. Cruikshank and Arthur W. Schultz.

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    Advertising is a very simple thing. I can give it to you in three words: Salesmanship in print.

    Before he arrived on the scene, advertising agencies were mostly brokers of space in newspapers and magazines. With Lasker's prodding, the industry became a creative force and began earning substantial commissions.

    His rare ability to put troubled geniuses to work on challenging problems grew in part from the fact that he himself had been driven by "a thousand devils.”

    Albert measured himself against the man who had braved the privations and horrors of the Civil War, epidemics, and hurricanes and made several fortunes in a foreign and sometimes hostile land.

    Thomas was often taken aback by his young colleague's unconventional views and methods.

    He decided that he could represent as well as anybody, because at least as far as he could tell, nobody in his office really knew anything much about the business they were in.

    He was beginning to suspect that advertising agencies were leaving an enormous amount of money on the table. Lasker felt sure that he could build the business, and boost commissions if he could improve the agency's copywriting.

    You are insufferably egotistical on the things you know nothing about, and you are painfully modest about those things about which you know everything.

    Hopkins began imparting his theory of copywriting. We should never brag about a client's product, he said, or plead with consumers to buy it. Instead, we must figure out how to appeal to the consumer's self-interest.

    Lasker argued that rather than maintaining many modestly successful small brands, the company needed to create one overwhelmingly powerful product.

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    I have listened to every episode released and look forward to every episode that comes out. The only criticism I would have is that after each podcast I usually want to buy the book because I am interested so my poor wallet suffers. ” — Gareth

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