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kottke.org posts about business

Leadership & business lessons gleaned from running an “open-source soccer” club

posted by Jason Kottke   Dec 08, 2017

My pal Dennis Crowley, co-founder of Foursquare, has somehow found the time to also co-found a NPSL soccer club in Kingston, NY called Kingston Stockade FC. The club is only two years old, but they won their division this year, energized a community around the team, and have nearly reached the financial break-even point for 2017…you can read all about it in Crowley’s recap of how the team did in 2017. (And you can read his past writing about building the club from scratch.)

According to another club owner, year two was supposed to be more difficult than the first year…but that was not Crowley’s experience:

About a year ago, I remember talking to another owner of another club and he said something along the lines of “I know you had a great first season, but the second season is the hardest” — e.g. the novelty will wear off, the crowds will thin, etc. I remember being scared shitless by this piece of advice but our club experienced quite the opposite. Our overall attendance numbers were up (despite us having one fewer match on the schedule) and our biggest crowds were considerably larger than last year’s bigger crowds (and we hit our goal of 1000+ fans/game… twice!)

That stuck with me as I read the rest of the piece (which is written in plain, straightforward prose that’s perfectly readable even if you aren’t into soccer or business). I began gathering reasons as to why Stockade FC has thrived when other clubs might how found it difficult and framed them as lessons for anyone who runs a business or is in a leadership position.

1. The first thing is Crowley’s obvious enthusiasm and passion for soccer, starting a business, and his Kingston community (he and his family split their time between Kingston and NYC). No specific excerpt for this one (aside from this photo)…it’s infused throughout everything he’s written about the experience.

2. Be relentless. Sweat the details. Track everything you can. Look for opportunities everywhere to increase revenue and decrease expenses. Be practical. This is just one example of many:

Our hotel costs were ZERO because we designed our schedule so that we would not have an overnight trip. If you remember from last year, we did a 3 day / 2 night / 2 match trip through New Hampshire and Maine (aka: 2 nights in a hotel + 3 meals * 14 rooms). Dropping this trip from the schedule saved us a fortune. To say this another way: Our current business model (tickets/sponsors/merch) supports “day-trips by bus” and not “overnight trips and/or flights”.

3. Look for opportunities to build and grow from above:

With that said, and before we get real deep into Stockade FC data, I’m happy to share that this past weekend I was elected to the NPSL’s Board of Directors at our league’s Annual Operating Meeting (AOM). I am now one of 12 Board Members (and one of 2 representatives of the Northeast Region) operating under a two-year term. The Board Seat gets me a little closer to the bigger-picture decision making and the longer-team strategic planning for our league. It is literally the “seat at the table” I was referring to above and I’m excited to get back to work helping to build from the bottom up.

4. Look for opportunities to build and grow from below:

This is important to the club because a break-even club can operate forever. And this is important to me because I know that if we we can keep Stockade FC going for 10 years, we will have the opportunity to see the kids that we have inspired this season & last season trying out for our squad in a few years time. The idea of a Stockade FC squad full of kids who have been cheering on our club since they were 8, 10, or 12 years old is one of the things that motivates and inspires me the most about this entire project.

5. Do the right thing and often you’ll notice it’s a good business decision as well.

Game Day expenses were down 15% because we stopped buying bottled water for every match and instead started used refillable 10 gallon Gatorade jugs. A win for Mother Earth is a win for Stockade FC! (Btw, getting off plastic bottles, and the waste they produced, was an explicit goal of ours for this season.)

6. Acknowledge that you cannot do it alone. Crowley and his team bring some serious leadership and expertise to the table, but Stockade FC runs on volunteers from the community. Embrace them and don’t take them for granted.

And it’s impossible to talk about Stockade FC without talking about our $0 “Staff” costs. Our entire club is run by volunteers — sometimes an army of 30+ people who show up on game days to help with everything from setup + take down + scoreboard + clock + merchandise + tickets + managing the crowd + leading the youth teams at halftime + emceeing the halftime show + singing the national anthem + announcing on the PA + doing color commentary on the live stream + 100 other tasks. Without you all none of this would come together in the way that it does, so thank you! #WeAreStockade

7. I don’t know what business lesson this holds, but this is the perfect little detail about the club:

Our ticket prices were designed so a family of four can attend for $20 ($8 + $8 + $2 + $2 = $20). This is one of the many things I’m *really, really* proud of.

8. Don’t skimp where it matters and give back. Too many comp tickets for player’s families or first responders isn’t going to make or break your season.

It’s worth noting that less than 10% of attendance for any given is from comp tickets. This year we gave comp tickets to (a) press, (b) players family (4 tix max), (c) ballboys and ballgirls, (d) Radio Woodstock contest winners, (e) First Responder & Military Appreciation Nights.

9. “Think globally, act locally” isn’t just for activism. Stockade FC streamed their games online and sold merch to people from around the world. Their story is resonating around the country and the world. Hell, I live 300 miles away and I’m gonna try my damnedest to make it to a Stockade FC home game this summer.

Streaming continues to be an important part of the Stockade FC story — we know our story is being followed by people outside the Hudson Valley (and outside the USA!) and so streamed matches that are *enjoyable to watch* are a core part of our story.

10. Small teams can act big. The same forces that allowed Instagram’s 13-person company to get acquired by Facebook for $1 billion enable small teams to produce, for instance, a live-streaming experience that rivals the big networks for not a whole lot of money and effort.

And this year, our rockstar team of tech-savvy volunteers has raised the bar for what it means to stream a 4th Division soccer game. Last year’s goals were about “consistency” — “we gotta stream every match”. This year’s goals were around “professionalism” — let’s work in on-air graphics, color commentary and multiple cameras. The team officially outdid themselves when we had live video streaming from a drone during our Conference Championship match (for serious!)

11. Have larger goals that are outside the strict purview of your business. The goal of the US men’s national team winning a World Cup in the next 30 years isn’t going to sell more tickets, but having that as part of your story is going to open up opportunities for your club and everyone else.

Do something to make USA soccer better, faster. We started our club because we ultimately want to make soccer in the United States better, faster. (My original back-of-a napkin goal was: “What can we as fans do to better the US Mens National Team’s odds of winning a World Cup in our lifetime”).

12. Get involved in your local community. But not just that, actually give a damn about your local community and the people and other businesses in it. With everyone working together, you raise all the boats. Non-zero sum games, yo!

On some level, we’ve done much much more than “create a soccer team” — we’ve built something that folks in Kingston have started to rally around and are proud of, and we’ve helped to leverage some of that momentum and excitement and energy into a mechanism that could transform parts of Kingston’s actual urban infrastructure (through this $10M grant). We’re just a tiny, tiny, tiny part of the grant… but, hey, we’re a part of it!

13. Celebrate when successful team members move on to bigger opportunities. Build a team that people want to be a part of because they can develop the skills to move up (either inside your team or outside of it).

Last season, Stockade FC midfielder Dylan Williams got picked up by Australian 2nd division club Launceston City FC. This year, goalkeeper David Giddings got picked up by Swedish 3rd division team Värnamo Södra. Two players from our 2016 squad (Matel Anasta & Matt Koziol) were invited to play in last year’s NPSL Showcase (aka: NPSL All-Star Game w/ scouts) and we’ve expecting 1 or 2 players from our 2017 team will be invited to play in next year’s Showcase.

14. Success begets success. Winning the league obviously helped attendance and raised the team’s profile locally and nationally. But winning the league started with hiring the right coaches and finding the right players…and that started with all the other things on this list. It all connects.

15. Share your knowledge with others. From the start, one of Crowley’s goals has been to run a completely transparent club. He shares every single detail and the club’s finances are an open book. He writes clearly and enthusiastically without a lot of jargon. Move past thinking that other teams are your competition and start thinking about how everyone can work together to achieve larger goals by sharing what works and what doesn’t with each other. Compete on the field but collaborate in the community.

As a tiny business owner without employees or a real-world presence, some of this doesn’t apply to me, but I’ve found Crowley’s posts about Stockade FC incredibly valuable not when thinking about kottke.org from a business perspective but also when considering larger questions about how I want to live my life. Thanks, Dennis!

Mark Zuckerberg invents revolutionary new foundation called “government”

posted by Jason Kottke   Nov 29, 2017

I don’t know when this ran, but I liked this brief article published in Private Eye magazine called Zuckerberg Announces Revolutionary New Foundation to Eliminate Disease.

The genius founder of Facebook, Mark Zuckerberg, has announced an inspiring new foundation to which he and his wife will donate huge amounts of their fortune in a bid to defeat all disease over the next century.

“It’s called the government,” said Mr. Zuckerberg. “For such a long time I’ve been pondering how I can make a real difference with the enormous fortune I’ve amassed by concocting clever tax structures that minimise any tax liability from my firm.

“Imagine my shock when it turned out that this ‘government’ is devoted to ending disease. Not only that, it also has side projects dedicated to running schools, hospitals, a road system, parks, a national infrastructure, and lots of other worthy projects which make this planet a decent place to live.

I’m proud to announce that I’ll be giving lots of money to the ‘government’, as I’ve decided to call it, and I fully expect to get a lot of really fantastic publicity out of it.”

This reminded me of a pair of similar essays: I am an American conservative shitheel and I am an American liberal shitheel. (via @paulpod)

How to build a $600 million company without venture capital

posted by Jason Kottke   Nov 27, 2017

I loved this short profile of RXBAR founder Peter Rahal. He and his partner recently sold the company to Kellogg’s for $600 million. Some highlights:

- Each partner invested $5000 in the business…and they took no other outside investment. Yep, 0 to $600 million in about five years with no VC.

- Early on, when asking about getting investors, Rahal’s dad told him “You need to shut up and sell 1,000 bars.” Is that the best and most succinct business advice ever?

- They designed the packaging for their first bar in PowerPoint…and Rahal put his cell phone number on it. Whatever it takes.

(via @jasonfried)

The populism of Amazon’s real-world bookstores

posted by Jason Kottke   Nov 15, 2017

Voracious reader Tyler Cowen recently visited an Amazon Store for the first time and posted some impressions.

1. It is a poorly designed store for me, most of all because it does not emphasize new releases. I feel I am familiar with a lot of older titles, or I went through a more or less rational process of deciding not to become familiar with them. Their current popularity, as measured say by Amazon rankings, does not cause me to reassess those judgments. For me, aggregate Amazon popularity has no real predictive power, except perhaps I don’t want to buy books everyone liked. “A really smart person says to consider this again,” however, would revise my prior estimates.

6. I consider myself quite pro-Amazon, still to me it feels dystopic when an attractive young saleswoman says so cheerily to (some) customers: “Thank you for being Prime!”

Some of his observations match those of other reviewers from when the store opened back in May. On my last trip to NYC, I visited the same store as Cowen (also for the first time) and it didn’t change my opinion about the visibility of the data in the store:

Other bookstores have books arranged according to best-seller lists, store-specific best-sellers, and staff recommendations, but I’ve never seen any store layout so extensively informed by data and where they tell you so much about why you’re seeing each item. Grocery store item placement is very data driven, but they don’t tell you why you’re seeing a display of Coke at the end of the aisle or why the produce is typically right at the entrance. It’ll be interesting to see if Amazon’s approach works or if people will be turned off by shopping inside a product database, a dehumanizing feeling Frommer hints at with “a collection of books that feels blandly standard” when compared to human curated selections at smaller bookstores.

Walking around, I half-expected to see SQL queries accompanying some of the displays — “SELECT * FROM books WHERE rating > 4.8 AND pub_year = 2017 ORDER BY number_sold”. Amazon definitely needs to figure out how to get a little weird into their stores, a little of the human touch. Toning down the data talk would help. A more casual typeface might work too — not Comic Sans but perhaps something at least approaching handwritten? They’ve got so so much data about how people buy books…they just need to be more clever about how they slice and dice it. Maybe look for books that exhibit the Napoleon Dynamite Problem? Find people with interesting wishlists?

Ultimately, I didn’t buy anything either.

Entrepreneurship, inequity, and throwing darts at the carnival

posted by Jason Kottke   Nov 14, 2017

In a reply to an article called Entrepreneurs Aren’t A Special Breed — They’re Mostly Rich Kids, Hacker News commenter notacoward wrote:

Entrepreneurship is like one of those carnival games where you throw darts or something.

Middle class kids can afford one throw. Most miss. A few hit the target and get a small prize. A very few hit the center bullseye and get a bigger prize. Rags to riches! The American Dream lives on.

Rich kids can afford many throws. If they want to, they can try over and over and over again until they hit something and feel good about themselves. Some keep going until they hit the center bullseye, then they give speeches or write blog posts about “meritocracy” and the salutary effects of hard work.

Poor kids aren’t visiting the carnival. They’re the ones working it.

That’s a pretty succinct summary of the “born on third base and thinks they hit a triple” effect…and it doesn’t just apply to entrepreneurship or being rich.

Update: In response to Forbes’ most recent 30 Under 30 feature, Helen Rosner replied:

My take is: all 30 Under 30 lists should include disclosure of parental assets

Intrigue in the online mattress review world

posted by Jason Kottke   Oct 17, 2017

For Fast Company, David Zax wrote about the Casper mattress company suing mattress-reviewing bloggers over their affiliate marketing relationships.

As Casper flourished through 2014 and early 2015, I learned, it enjoyed a mutually beneficial relationship with Sleepopolis and similar sites. For many bloggers, in fact, Casper was among the first mattress companies to offer affiliate commissions, leading its competitors to respond in turn. The reviews sites were key parts of what marketers call the “purchase funnel,” converting a vague interest in mattresses into awareness of a specific brand, and often the decision to buy it. Many consumers were Googling terms like “best mattress,” landing on sites like Sleepopolis, and learning about e-tailers like Casper for the first time.

Indeed, one would never have predicted looming lawsuits from a friendly 2015 email exchange, in which Casper CEO Philip Krim attempted to court an affiliate marketer named Jack Mitcham, who ran a Sleepopolis-like site called Mattress Nerd.

In January 2015, Krim wrote Mitcham that while he supported objective reviews, “it pains us to see you (or anyone) recommend a competitor over us.”

Krim went on: “As you know, we are much bigger than our newly formed competitors. I am confident we can offer you a much bigger commercial relationship because of that. How would you ideally want to structure the affiliate relationship? And also, what can we do to help to grow your business?”

I was just thinking the other day about how these companies like Casper formed to undercut the price gouging mattress stores and now, with millions of VC dollars behind them, they’re pulling their own brand of underhanded tricks to manipulate people into buying their products. In five years, Casper will probably have dozens of retail stores and 10 different kinds of mattress at different price points — they already have more than a dozen stores and 3 models ranging from $600 to $1850 — just like the companies they are trying to replace. Their origin story won’t matter…VC-fueled marketing will paper over all of that and, tada, meet the new boss, same as the old boss.

Apple’s diseconomies of scale and the next iPhone

posted by Jason Kottke   Jul 19, 2017

Apple is the biggest company in the world and they sell one of history’s most successful consumer products. As the total human population of Earth becomes a limiting factor in the iPhone’s continued sales growth (see also Facebook), they are perhaps running into problems designing a desirable product that they need to produce 200 million times over the course of a year.

This is one of those areas where Apple may be the victim of its own success. The iPhone is so popular a product that Apple can’t include any technology or source any part if it can’t be made more than 200 million times a year. If the supplier of a cutting-edge part Apple wants can only provide the company with 50 million per year, it simply can’t be used in the iPhone. Apple sells too many, too fast.

A Daring Fireball reader put it this way:

People commonly think that scale is an unambiguously good thing in production, but the tremendous scale at which Apple operates shows this not to be the case. Annual iPhone production is so large that Apple is likely experiencing diseconomies of scale, a phenomenon one doesn’t often hear about. What significant, break-through technology can a company practically introduce to 300 million new devices in a year?

Diseconomies of scale is a real thing, btw. John Gruber has been arguing that Apple’s way around this is to produce a more expensive iPhone ($1000-1200) with exceptional components and features that the company simply can’t produce at a scale of 200 million/year. Rene Ritchie describes this iPhone++ strategy as “bringing tomorrow’s iPhone to market today”. Gruber compares it to the Honda Prelude, quoting from the Edmunds description of the car:

Honda established itself in America with the Civic and Accord — both good, solid but basic cars. But big profits in the automotive world don’t come from basic cars that sell for commodity prices. Those profits come from cars that get consumers so excited that they’ll pay a premium price just to have one. The Prelude was Honda’s first attempt at an exciting car.

The Prelude was Honda’s technological leading edge. Features that are now expected from Honda, like the double-wishbone suspension under the Accord, fuel injection, and VTEC electronic variable valve timing system showed up first on the Prelude before migrating across the Honda line (though VTEC first showed up on the 1990 Acura NSX).

Keen observations all around and it will be interesting to see if Apple can benefit from this strategy.

Startup idea generator: find spreadsheet tasks and build something better

posted by Jason Kottke   Jul 13, 2017

Need an idea for a viable startup company? Try this:

1) Pick an industry
2) Ask someone in that industry what they use spreadsheets for
3) Build something better

To which I would add:

4) Charge for it

You could even modify #2 slightly and replace “spreadsheets” with “email”…Slack did that generally and is reaping the benefits.

This reminds me of Marc Hedlund’s advice for entrepreneurs from 2007:

One of my favorite business model suggestions for entrepreneurs is, find an old UNIX command that hasn’t yet been implemented on the web, and fix that. talk and finger became ICQ, LISTSERV became Yahoo! Groups, ls became (the original) Yahoo!, find and grep became Google, rn became Bloglines, pine became Gmail, mount is becoming S3, and bash is becoming Yahoo! Pipes. I didn’t get until tonight that Twitter is wall for the web. I love that.

To which I added:

A slightly related way of thinking about how to choose web projects is to take something that everyone does with their friends and make it public and permanent. (Permanent as in permalinked.)

Made In Iowa, a Rust Belt comeback story

posted by Jason Kottke   Jul 03, 2017

Produced by Square, Made In Iowa tells the story of what happened after the Electrolux plant closed in the small town of Webster City, Iowa in 2011. The company had decided to move those jobs to Mexico and in the years after the closing, the unemployment rate in the town rose from about 3% to 10%. The video shows how the town rallied around the reopening of the movie theater and pursued an entrepreneurial strategy of revitalizing downtown through opening a number of small businesses. That approach brought the town’s unemployment rate back up to 3%.

But that’s not the entire story. The new jobs are mostly non-union and pay less than Electrolux jobs did. The town’s pivot was not entirely a bootstrap effort…the former workers had the government’s assistance and the advantage of their union’s negotiation of benefits. From a 2013 NPR story about the plant closure:

On March 31, 2011, Electrolux shut its washer-dryer plant in Webster City and sent the jobs to Juarez, Mexico. The employees were warned more than a year in advance of the closure, and many used the time to pay off debt and begin thinking about a new career.

Because their jobs had left the country, the laid-off workers qualified for federally funded retraining. A large number enrolled in two-year programs at community colleges and have been living off unemployment benefits as they learn new skills.

And those new businesses downtown are possible in part because people have access to healthcare through the ACA.

It seems relevant at this point to mention that in the 2016 election, the county in which Webster City is situated went for Trump 58.6% (to Clinton’s 35.8%). I mean, bootstrap all you want, but just don’t forget the massive governmental safety net that makes it possible for communities to recover when shit like this goes down and which party wants to dismantle it.

You have to switch to Sprint to hear Jay-Z’s new album

posted by Jason Kottke   Jun 30, 2017

Jay-Z has a new album out today called 4:44 and it’s available exclusively on the streaming music service he owns, Tidal. But that’s not the only catch. To hear the album, you need have been a Tidal customer before today or you need to switch your mobile service to Sprint (or be a current Sprint customer).

This is all part of Tidal’s $200 million deal with Sprint and it makes very little sense to me. It’s a nice extra for current Sprint subscribers, but I can’t imagine that many people are going to sign up for Sprint just to hear an album. And Tidal’s gonna get a bunch of pissed-off first-time subscribers who will sign up thinking they’ll have access to the album but, oops!, they actually don’t. Dumb.

Rumor has it the exclusive is only for a week and then it’ll be elsewhere…which seems like a lot of fuss for very little reward.

Why did Amazon buy Whole Foods? World domination.

posted by Jason Kottke   Jun 20, 2017

Amazon’s New Customer is a really great analysis by Ben Thompson of Amazon’s strategy and why Amazon bought Whole Foods: they purchased a new customer for Amazon infrastructure, not a retailer. Early on in the piece, Thompson lays this one on us:

Amazon’s goal is to take a cut of all economic activity.

No qualifiers. All economic activity. In the world. Sort of a Dutch East India Company for the internet age. Thompson explains how they’re going to do it and why fresh food is such a strategic hole for them.

As you might expect, given a goal as audacious as “taking a cut of all economic activity”, Amazon has several different strategies. The key to the enterprise is AWS: if it is better to build an Internet-enabled business on the public cloud, and if all businesses will soon be Internet-enabled businesses, it follows that AWS is well-placed to take a cut of all business activity.

On the consumer side the key is Prime. While Amazon has long pursued a dominant strategy in retail — superior cost and superior selection — it is difficult to build sustainable differentiation on these factors alone. After all, another retailer is only a click away.

This, though, is the brilliance of Prime: thanks to its reliability and convenience (two days shipping, sometimes faster!), plus human fallibility when it comes to considering sunk costs (you’ve already paid $99!), why even bother looking anywhere else? With Prime Amazon has created a powerful moat around consumer goods that does not depend on simply having the lowest price, because Prime customers don’t even bother to check.

This, though, is why groceries is a strategic hole: not only is it the largest retail category, it is the most persistent opportunity for other retailers to gain access to Prime members and remind them there are alternatives. That is why Amazon has been so determined in the space: AmazonFresh launched a decade ago, and unlike other Amazon experiments, has continued to receive funding along with other rumored initiatives like convenience store and grocery pick-ups. Amazon simply hasn’t been able to figure out the right tactics.

When I heard about the Whole Foods deal, the first thing I thought about was Amazon Go. The company has been trying to experiment with different retail environments, but without the proper scale, it doesn’t make a lot of sense. Whole Foods gives them a chance to develop their fresh food delivery infrastructure at scale…so that they can offer it to other customers just like they do with AWS.

P.S. Whenever I think about Amazon as a business, I recall this 2012 post by Eugene Wei on Amazon’s low-margin strategy. I suspect Thompson’s post will join it in my thoughts.

Foursquare: US tourism is down sharply in the age of Trump

posted by Jason Kottke   May 24, 2017

Over the past couple of years, Foursquare has used their location data to accurately predict iPhone sales and Chipotle’s sales figures following an E. coli outbreak. Their latest report suggests that leisure tourism to the United States was way down year-over-year over the past 6 months (relative to tourism to other countries).

Foursquare Tourism

Our findings reveal that America’s ‘market share’ in international tourism started to decline in October 2016, when the U.S. tourism share fell by 6% year-over-year, and continued to decrease through March 2017, when it dropped all the way to -16%. Currently, there is no sign of recovery in the data.

And business travel to the US is suffering as well, relative to other countries:

Business trip activity is up in the U.S. by about 3% (as a share of international traveler global activity), but that trend line is not as high as elsewhere in the world, where YoY trends are closer to 10%. Relative to business travel gains globally, business travel to the U.S. is suffering.

As Foursquare notes, correlation is not causation and there are other factors at play (e.g. a stronger US dollar), but it’s not difficult to imagine that our xenophobic white nationalist administration and its travel & immigration policies have something to do with this decline.

Nomadic gardener rents people’s yards to grow produce

posted by Jason Kottke   May 03, 2017

Jim Kovaleski is a nomadic gardener — he refers to what he does as “portable farming” at one point — who moves from place to place, renting out people’s yards to grow produce, which he then sells to stores and markets.

This nomadic gardener travels between Maine to Florida gardening leased front yards. With a frugal lifestyle and revenues as high as $1.5K a week, he’s living the dream.

That’s pretty cool. I have space for a garden at my place…I wonder if anyone local wants to farm it in exchange for some fresh produce? (via bb)

Option B: building resilience and finding meaning in the face of adversity

posted by Jason Kottke   Apr 25, 2017

Option B

Two years ago, Facebook COO and Lean In author Sheryl Sandberg lost her husband to an unexpected death. The loss left her bereft and adrift. Grieving hard, she struggled to figure out how to move forward with her life. The result of her journey is a book co-authored by Adam Grant called Option B: Facing Adversity, Building Resilience and Finding Joy.

After the sudden death of her husband, Sheryl Sandberg felt certain that she and her children would never feel pure joy again. “I was in ‘the void,’” she writes, “a vast emptiness that fills your heart and lungs and restricts your ability to think or even breathe.” Her friend Adam Grant, a psychologist at Wharton, told her there are concrete steps people can take to recover and rebound from life-shattering experiences. We are not born with a fixed amount of resilience. It is a muscle that everyone can build.

Option B combines Sheryl’s personal insights with Adam’s eye-opening research on finding strength in the face of adversity.

Jessi Hempel’s piece on Sandberg is a good overview on the book and that period in her life, particularly in relation to Sandberg’s return to work and how that changed leadership & communication at Facebook.

Every year in late May, Facebook gathers its policy and communications team for a day-long retreat. Employees fly in from satellite offices in Germany, say, or Japan. It’s a chance to address problems, and set strategy for the year to come.

Sandberg always speaks, but that year Caryn Marooney, who was then in charge of technology communications, remembers everyone told her she could skip it. She insisted on coming anyway. As 200 people looked on, she began telling the group what she was going through, and how it was. “There were a lot of tears. It was incredibly raw, and then she said, “I’m going to open it up to Q and A,” Marooney remembers. People spoke up.

Talking about her situation allowed Sandberg — and the entire team — to move past it and transition into a productive conversation. Having acknowledged the proverbial elephant in the room, they could all focus on the work at hand. “I think people think that vulnerable is soft, but it’s not,” said Marooney, as she described Sandberg’s tough approach to business questions that followed. “It was a blueprint of what we saw from Sheryl going forward.”

Sandberg has also started a non-profit “dedicated to helping you build resilience in the face of adversity — and giving you the tools to help your family, friends, and community build resilience too.”

See also Sandberg’s Facebook post about her husband’s death and her NY Times opinion piece How to Build Resilient Kids, Even After a Loss.

One afternoon, I sat down with my kids to write out “family rules” to remind us of the coping mechanisms we would need. We wrote together that it’s O.K. to be sad and to take a break from any activity to cry. It’s O.K. to be happy and laugh. It’s O.K. to be angry and jealous of friends and cousins who still have fathers. It’s O.K. to say to anyone that we do not want to talk about it now. And it’s always O.K. to ask for help. The poster we made that day — with the rules written by my kids in colored markers — still hangs in our hall so we can look at it every day. It reminds us that our feelings matter and that we are not alone.

The stock market’s reaction to United debacle vs a school shooting

posted by Jason Kottke   Apr 11, 2017

Yesterday, a video of a man dragged from an overbooked United flight because he wouldn’t give up his seat went viral. Public reaction to the incident and United’s subsequent fumbling of the aftermath has resulted in UAL’s stock falling several percentage points this morning:

Ual Stock 2017

The stock has rebounded slightly this afternoon and will probably fully recover within the next few weeks.

Also yesterday, a man walked into a San Bernardino elementary school and killed a teacher (his estranged wife) and an 8-year-old boy before shooting himself. The story has received very light national coverage, particularly in comparison to the United story. In response, the stock prices of gun companies were up a few percent this morning (top: American Outdoor Brands Corp which owns Smith & Wesson; bottom: Sturm, Ruger & Company):

Amer Outdoor Stock 2017

Sturm Ruger Stock 2017

This follows a familiar pattern of gun stock prices rising after shootings; Smith & Wesson’s stock price rose almost 9% after the mass shooting in Orlando last year.

Update: It took about three and a half weeks, but on May 2, United’s stock had regained all of the value “lost” due to the incident and subsequent PR blunders. As of this writing (May 3 at 12:41 PM ET), UAL is actually up about 3.5% from the closing price before the incident.

The state-fueled slavery of the Alabama coal mining industry

posted by Jason Kottke   Mar 23, 2017

Alabama Coal Slavery

From Ariel Aberg-Riger, a visual story for CityLab’s series on power about how, for decades, Alabama purposely imprisoned young black men on trumped-up charges in order to rent them out as de facto slaves to the Tennessee Coal, Iron, and Railroad Company, which grew fat on the cheap, coerced labor.

TCI, as it was known — was wildly profitable. Period accounts attribute the company’s booming success to the “sage” “energetic” “accomplished” entrepreneurial white developers of “intrepidity and public spirit” who capitalized upon the “admirable richness of the coal flora of Alabama.” But the true key to TCI’s “profits” lay in a deadly contract the company managed to negotiate with the state of Alabama in 1888.

(thx, david)

The economics of airline classes

posted by Jason Kottke   Mar 17, 2017

How much money does an airline make on a typical flight in the various classes of service? On some flights, revenue from first & business class seats can be up to 5 times that of economy seats. This video explores the economics of airline classes and looks at how we got to the present moment, where the people and companies buying business class and first class tickets are subsidizing those of us who fly economy.

How to succeed in business by Michael Bloomberg

posted by Jason Kottke   Mar 03, 2017

Michael Bloomberg, billionaire business owner of Bloomberg and former three-term mayor of NYC, recently shared some advice with the NY Times on how to succeed in business.

What disturbs me is you talk to kids applying today and they invariably say, “I cured cancer, I brought peace to the Mideast.” Spare me. How about, “My father never existed, my mother is a convicted drug dealer. I worked three shifts at McDonald’s.” That’s the kind of kid I want - with an ethic of taking care of his family - because then he’ll take care of others. Some of us don’t have much prenatal intelligence, but nevertheless go out and try and have a decent chance of surviving. I’m not the smartest guy in the room, but nobody’s going to outwork me.

About half of this advice seems useless to anyone who isn’t already fantastically successful relative to most other people. Being fired from your bond trading firm with a $10 million severance is adversity now? See also survivorship bias.

Green Angels: the NYC drug ring run by former models

posted by Jason Kottke   Feb 15, 2017

The Green Angels is a group of pot dealers that was started by a former fashion model named Honey (not her real name). Many of the dealers and dispatchers are also former models…or at least possess enough good looks and easy charm to talk their way out of trouble with NYPD officers.

Honey is clear-eyed about the nature of her operation: “I tell the girls, it’s not a club; it’s a drug ring.” The whole business is run via text messages between her, the dispatchers in her headquarters, the runners who do the deliveries, and the customers. “I have carpal tunnel in my thumb from all the texting,” Honey says. Dispatchers get 10 percent of each sale; the runners get 20 percent, which averages out to $300 or $400 a day. Several of them, according to Honey, “are paying off their NYU student loans.”

Just like any other business, there are tricks of the trade and protocols to follow:

One of the Angels suggests using a tote bag instead of a backpack to carry the box. She generally uses a WNYC tote bag, which is given out to donors to the public-radio station. The other day, an old lady gave her a high five after seeing her tote. “I thought, If you only knew what I have in this bag,” she says.

Honey tells the girls to get a work phone from MetroPCS, which costs $100. When buying it, they should pay in cash and have a name in mind to put down on the form, in case the police check. “I like to use the names of girls who were my enemies growing up,” Honey says.

The business is organized and disciplined, which I suspect it needs to be if you don’t want to get tossed in jail:

The Green Angels average around 150 orders a day, which is about a fourth of what the busiest services handle. When a customer texts, it goes to one of the cell phones on the table in the living room. There’s a hierarchy: The phones with the pink covers are the lowest; they contain the numbers of the flakes, cheapskates, or people who live in Bed-Stuy. The purple phones contain the good, solid customers. Blue is for the VIPs. There are over a thousand customers on Honey’s master list.

To place an order, a customer is supposed to text “Can we hang out?” and a runner is sent to his apartment. No calling, no other codes or requests. Delivery is guaranteed within an hour and a half. If the customer isn’t home, he gets a strike. Three strikes and he’s 86’d. If he yells at the runner, he’s 86’d immediately.

The Angels work only by referral. The customers should refer people they really know and trust, not strangers, and no one they’ve met in a bar. If you refer someone who becomes a problem, Charley says, you lose your membership.

Really interesting throughout.

My holiday shopping adventures and Amazon’s continued retail dominance

posted by Jason Kottke   Jan 12, 2017

French drone company Parrot recently announced significant layoffs and will shift focus away from their recreational drone business.

French company Parrot has had a rough year and missed its sales expectations. That’s why the company will lay off 290 employees who were working on drones. In total, Parrot currently has 840 employees on the drone team and more than a thousand employees in total.

While the company isn’t just selling drones, it represents a good chunk of the business. But it looks like other companies, such as DJI, are doing better in this market. Parrot expected to report $105.9 million in sales for 2016. It reported $90 million instead (€85 million vs. €100 million expected).

Even though the company is still selling quite a few drones, Parrot says that it doesn’t generate healthy margins. So here’s the new plan: focusing on commercial drones.

Well, this explains my holiday shopping difficulties with Parrot. Ollie asked for a drone for Christmas and after doing some research, I decided on the Parrot Swing. Amazon was out of stock, so I decided to buy directly from Parrot. They had stock and the site said they’d ship in plenty of time for Xmas. So I ordered one. The next day, I get a call from Parrot saying I need to “verify my order”. So, I call them back, give them some info about my order and where it’s being shipped and the very nice woman on the phone tells me that I’m all set and they’re shipping it out.

Two days go by, no shipping confirmation email in sight. I get another voicemail: you need to call us to verify your order. I call back, give them the same info and tell them, oh by the way I’ve already done this once. Profuse apologies were offered, that was a mistake, and the very nice woman on the phone tells me she’s going to tell the shipping people to send out my order “right away”. It will still arrive in time for Xmas. The next day I get an email from Parrot:

Hello! We have refunded your order No. XXXXX-XXXXX placed 12/15/2016. We are sorry that your order did not meet your expectations and hope that you will visit us again.

Obviously, I am done with them at this point but still need that drone. Amazon is still out of stock, but Walmart has them. I order one, it arrives two days later (with free shipping), and on Christmas morning, after some reflection, Ollie says it was the best present Santa has ever gotten him.

I did quite a bit of holiday shopping this year…went a bit nuts making up for some not-so-great efforts the past two years. The kids and I shopped for Toys for Tots (twice), I bought gifts for them from me and from Santa, I bought non-holiday stuff like clothes for myself,1 and I shopped virtually for the gift guide. I shopped every which way: small, locally, at big box stores, and online at 4-5 different retailers. My main takeaway from that experience? Amazon is miles and miles and miles ahead of everyone else. It is not even close.

Sure, Walmart had the drone in stock, but when I’d tried shopping with them earlier in the month, the product page threw a 404 error. I switched to Safari and was able to put the item into my cart, but then a form in the ordering flow wouldn’t work, so I had to get that item elsewhere. (When I did finally create an account while ordering the drone, Walmart thought my name was “Ashley”?!)

Target’s site was so slow that it was nearly unusable (like 30-40 seconds for a product page to start loading). But I persevered because they had an item I really wanted that no one else had in stock. I got an email two days before Xmas saying they were out of stock and couldn’t ship until Jan 4 at the earliest, but that if I still wanted the item, I would have to log in to my account to verify the new shipping date. I didn’t want the item later, so I did nothing. Guess what arrived on my doorstep last week?

My troubles with Parrot I shared above. The local toy stores are expensive (Lego sets are $5-10 more than if you buy online) and ran out of popular items 2-3 weeks before Xmas. Very few online stores outside Amazon, Walmart, etc. had clear holiday shipping policies, so relying on them more than a week or two out was risky. Zappos was great (Amazon owns them) and Patagonia was pretty good, although their shipping estimates aren’t that great and returns aren’t free.

And Amazon? The site is always fast, I have never seen a 404’d product page, the URLs for their products haven’t changed in almost 20 years,1 each product page was clearly marked with holiday shipping information, they showed the number of items in stock if they were running low, shipping was free (b/c I’m a Prime member), returns are often free, and the items arrived on time as promised. More than 20 years after the invention of online retailing, how is it that Amazon seems to be the only one that’s figured all this out? How come massive companies like Walmart and Target, whose very businesses are under immense pressure from Amazon, can’t get this stuff right despite having spent hundreds of millions on it? I’m not a financial analyst, but unless something changes drastically, Amazon is just going to continue to eat more and more of the US retail pie and at this point, with all these advantages they’ve accrued and their razor-sharp focus on low pricing, it’s difficult to see how anyone is going to compete.1

  1. After freezing my ass off wearing improper clothing the last few years (because, to be clear, I am an idiot), I made myself a promise this year that I was not going to be cold this winter. So in November and December, I spent a bunch of energy outfitting myself with the proper gear: sweaters, thermal layers, coats, mittens, boots, etc. I am both warm and happy now.

  2. I linked to the Office Space DVD on kottke.org in 1999 and the link still works. What’s the percentage of URLs from 1999 that still work? 5%? 2%? 0.1%?

  3. Just for fun, let’s take a quick stab. Stripe and Shopify are arguably better than Amazon in some ways and when the one-click patent expires this year, those payment flows will get even easier. And anyone can use them to sell anything. So the problem becomes stocking and shipping. Who’s going to build/provide the third-party fulfillment infrastructure so that shipping and returns are cheap and reliable…like Amazon’s fulfillment warehouses but for anyone to use? UPS? FedEx? The USPS? (Hahaha.) Uber? Can that company offer a Prime-like or Costco-like shipping membership? What is the rationale for everyone involved (the retailers, the payment company, the online store service, the fulfillment company) to keep prices as relentlessly low as Amazon does? There are a lot of different reasons why a collection of interchangeable third-party services could succeed against a fully integrated solution, but price does not seem like one of them…there’s just too much margin lost because of the friction between services.

    (And we haven’t even talked about AWS here. It’s profitable by itself but is also turning out to be a massive competitive advantage. The likes of Walmart and Target can’t use it even if it would be better than their home-grown infrastructure because that’s like the Trojans paying the Greeks to invade. AWS also potentially insulates Amazon against competitors like Shopify and Stripe. Imagine if Amazon got serious about integrating AWS with their payment and fulfillment systems…a low-cost, bulletproof, integrated system that almost anyone could use to sell almost anything would put an enormous amount of pressure on every other retail experience, particularly if they continue to ramp up their real-world retail offerings.)

Medium’s pivot and the inherent instability of new businesses

posted by Jason Kottke   Jan 05, 2017

From this piece by Evan Williams, it sounds like Medium is still trying to figure out what it wants to be when it grows up.

So, we are shifting our resources and attention to defining a new model for writers and creators to be rewarded, based on the value they’re creating for people. And toward building a transformational product for curious humans who want to get smarter about the world every day.

It is too soon to say exactly what this will look like. This strategy is more focused but also less proven. It will require time to get it right, as well as some different skills. Which is why we are taking these steps today and saying goodbye to many talented people.

I like Medium and read thoughtful & engaging stuff on there daily, including articles by the many publications that moved their entire publishing operations to Medium and who were caught off-guard by Williams’ announcement:

As part of the strategic pivot, Medium will lay off 50 staffers and close its satellite offices in New York and Washington. It will also stop selling “Promoted Stories,” its native ad unit, and distributing revenue from those sales to publishers.

Medium’s exit from the online ad business was news to some of its publishing partners, many of whom have come to depend on the publishing platform as a key source of revenue. More than two dozen publications are members of Medium’s revenue beta program, which allows them to sell paid subscriptions to readers and to receive a cut of Medium’s native advertising revenue.

Five members of the revenue beta program told POLITICO that they did not receive any advance notice of Medium’s change in strategy before Williams’ public announcement. One publishing partner only learned about the pivot after reading an article about it on the tech news site Recode.

Over the past year, when I was thinking about how best to steward kottke.org into a financially stable future, moving to Medium was definitely an option. But never, in my mind, a very serious option. It was just too many eggs in one basket for a small publisher like me, especially when Medium is still obviously trying to figure out if they’re even in the egg-carrying business. New businesses are unstable…that’s just the way it is.1 In Silicon Valley (and in other startup-rich areas), these unstable businesses have lots of someone else’s money to throw around — which makes them appear more stable in the short term — but they cannot escape the reality of the extreme risk involved in building a new business, particularly a business that needs to grow quickly (as almost all VC-backed startups are required to do). All of which can make it difficult to enter into a business arrangement with a startup…just ask publishers working with Facebook or businesses dependent on Twitter’s API or Vine or Tumblr, not to mention the thousands of startups that have ceased to exist over the years.

With kottke.org, even though it hasn’t been easy, I’ve opted for independence and control over a potential rocketship ride. Instead of moving the site to Medium or Tumblr or focusing my activities on one social network or another, I use third-party services like The Deck, Amazon Associates, Stripe, and Memberful that plug in to the site. Small pieces loosely joined, not a monolithic solution. If necessary, I can switch any of them out for a comparable service and am therefore not as subject to any potential change in business goals by these companies. Given the news out of Medium, I’m increasingly happy that I’ve decided to do it this way (with your very kind assistance).

Update: It’s tough to hear about the small companies that put their faith in Medium and then got blindsided by their umpteenth pivot.

“Right now, we’re very concerned about the future of our site’s partnership with Medium,” said Neil Miller, the founder of pop culture site Film School Rejects. “What we were sold when we joined their platform is very different from what they’re offering as a way forward.”

“It’s almost as if Ev Williams wasn’t concerned that he was pulling out the rug from underneath publishers who had placed their trust in his vision for the future of journalism,” he said.

Update: Film School Rejects ended up jumping ship back to an independently hosted site.

Our story begins last May, when we joined the Medium platform as one of their first 12 premium publishers. This meant moving 10-years of content over to their platform, where we were promised a beautiful user experience and a way forward that would allow us to grow our business, continue to pay our writers, continue our growth as a publication, and ultimately keep FSR on the cutting edge. It was a great partnership, until Medium changed its mind about what kind of platform it wanted to be. At first, we were a part of a group of publishers that took a wait-and-see approach with Medium. As time went on, it became clear that Medium’s priorities had shifted from being a platform for independent publishers to being itself a publisher of premium, subscription-based content. As we learned more about their future plans for the now-existent Medium ‘Members Only’ program, it became clear that our site wouldn’t be able to continue to operate the way we always had.

This was an interesting side effect of their time at Medium:

When we moved to Medium, we stopped worrying about what would be popular and started focusing on what we wanted to talk about. And guess what? Readers continued to follow us. So we’re going to continue to allow our very talented team to write freely. We’ll continue to deliver passionate, thoughtful, topical, and sometimes well-marketed articles.

I’ve never been that interested in chasing clicks because The Deck (the advertising network I used for 10 years) was not strictly based on clicks or pageviews. Even so, thinking about what sorts of posts might attract more attention than others was a growing consideration for me as traffic fell off the past few years. After launching memberships back in November, I feel as though I’m slowly trending back towards caring less about attention and more about writing for myself and the members. And lo and behold, traffic is up slightly since then.

  1. I will add that new services by large companies are unstable as well. They need to reach scale just as quickly as VC-backed startups or they don’t stick around that long or pivot to something else.

Amazon Go is AWS for retail

posted by Jason Kottke   Dec 22, 2016

Some interesting speculation from Evan Puschak on what Amazon is up to with Amazon Go. Basically, Puschak thinks Amazon Go is Amazon Web Services but for retail stores. In the same way that AWS provides hosting for sites like Netflix and Reddit, Amazon Go will provide patent-protected technology infrastructure for “self-shopping” supermarkets and retail stores. But it remains to be seen whether it’s more like their one-click patent, which was licensed by a few others (notably Apple) but everyone else was able to do without it.

Amazon Go and “Just Walk Out” shopping

posted by Jason Kottke   Dec 05, 2016

Amazon Go grocery stores will let you walk in by swiping an app, grab whatever you need, and just walk right out the door again.

Our checkout-free shopping experience is made possible by the same types of technologies used in self-driving cars: computer vision, sensor fusion, and deep learning. Our Just Walk Out technology automatically detects when products are taken from or returned to the shelves and keeps track of them in a virtual cart. When you’re done shopping, you can just leave the store. Shortly after, we’ll charge your Amazon account and send you a receipt.

I guess that makes these self-shopping stores? Lame jokes aside, this is a pretty cool idea. Not entirely revolutionary though…Apple’s EasyPay service has allowed shoppers to self-checkout with the Apple Store app since 2011. I used the self-checkout at an Apple Store once and it felt *really* weird, like I was shoplifting. New commercial transactions are always tricky. Things like one-click ordering, contactless payments (e.g. Apple Pay), and Uber-style payments feel strange at first, but you get used to them after awhile. Something like Square’s odd “put it on Jack” system — where instead of swiping a card or scanning a QR code on an app, you need to negotiate with a person about who you are — don’t catch on. It’ll be interesting to see where something like Amazon Go falls on that spectrum.

Update: This is an IBM commercial from the 90s that showed Just Walk Out shopping.

(via @stiegjon)

The bell tolls at Britain’s oldest manufacturing company

posted by Jason Kottke   Dec 05, 2016

Liberty Bell

The Whitechapel Bell Foundry is the oldest manufacturing company in Britain. It was officially founded in 1570, but there’s an unbroken line of master bellfounders dating back to 1420. The company cast the bell for Big Ben…you may have heard of it. They also made the Liberty Bell…you may have heard of that one too.

The Whitechapel Foundry’s connection with the Liberty Bell was reestablished in 1976, the year of the US Bicentennial. First, there was a group of about thirty or so ‘demonstrators’ from the Procrastinators Society of America who mounted a mock protest over the bell’s defects and who marched up and down outside the Foundry with placards proclaiming WE GOT A LEMON and WHAT ABOUT THE WARRANTY?. We told them we would be happy to replace the bell — as long as it was returned to us in its original packaging.

Alan Hughes, the current master bellfounder, is retiring soon and the business shall have to move — it’s been in the current location for 250 years — but hopes are that the company will be sold and the new owners will carry on with the business of making bells. Spitalfields Life recently sat down with Hughes for an interview and tour.

“Our business runs counter to the national economy,” he continued, “If the economy goes down and unemployment rises, we start to get busy. Last year was our busiest in thirty years, an increase of 27% on the previous year. Similarly, the nineteen twenties were very busy.” I was mystified by this equation, but Alan has a plausible theory.

“Bell projects take a long time, so churches commit to new bells when the economy is strong and then there is no turning back. We are just commencing work on a new peal of bells for St Albans after forty-three years of negotiation. That’s an example of the time scale we are working on — at least ten years between order and delivery is normal. My great-grandfather visited the church in Langley in the eighteen nineties and told them the bells needed rehanging in a new frame. They patched them. My grandfather said the same thing in the nineteen twenties. They patched them. My father told them again in the nineteen fifties and I quoted for the job in the nineteen seventies. We completed the order in 1998.”

The Telegraph did a piece on the foundry as well. (via @richardwestenra)

Isis Hair Salon

posted by Jason Kottke   Oct 20, 2016

Carrie Banks has owned and operated Isis Hair Salon in LA for more than 20 years. But because of recent events in the Middle East and jokers on social media, the name has become a liability in recent years. Banks has even had difficulty finding someone to replace the sign outside the salon in the event of a name change.

Philip Glass: own your work and get paid for it

posted by Jason Kottke   Oct 05, 2016

Philip Glass Whitney

From a new Kickstarter publication called The Creative Independent, Philip Glass was interviewed about the importance of artists owning their work and getting paid for it.

My personal position was that I had wonderful parents. Really wonderful people. But my mother was a school teacher. My father had a small record shop in Baltimore. They had no money to support my career. I began working early. You’re too young to know this, but when you get your first Social Security check, you get a list of every place you’ve worked since you began working. It’s fantastic! I discovered that I was working from the time I was 15 and putting money into the Social Security system from that age onward. I thought it was much later. No, I was actually paying money that early.

The point is that I spent most of my life supporting myself. And I own the music. I never gave it away. I am the publisher of everything I’ve written except for a handful of film scores that the big studios paid. I said, “Yeah, you can own it. You can have it, but you have to pay for it.” They did pay for it. They were not gifts.

A lot in this interview resonates, including this:

It’s never been easy for painters, or writers, or poets to make a living. One of the reasons is that we, I mean a big “We,” deny them an income for their work. As a society we do. Yet, these are the same people who supposedly we can’t live without. It’s curious, isn’t it?

And this bit about making work vs performing (italics mine):

What happens, is that the artists are in a position where they can no longer live on their work. They have to worry about that. They need to become performers. That’s another kind of work we do. I go out and play music. The big boom in performances is partly because of streaming, isn’t it? We know, for example, that there are big rock and roll bands that will give their records away free. You just have to buy the ticket to the concert. The cost of the record is rather small compared to the price of the ticket. It’s shifted around a little bit; they’re still paying, but they’re paying at the box office rather than at the record store. The money still will find its way.

Then you have to be the kind of person who goes out and plays, and some people don’t.

I’ve been thinking a lot about the economics of writing online. Making a comfortable living only by writing is tough and very few independents are able to do it. More successful are those who are able to get away from writing online by speaking at conferences, writing books, starting podcasts, selling merchandise,1 post sponsored tweets and Instagram photos, building apps, consulting for big companies, etc. This stuff is the equivalent of the band that tours, sells merch, composes music for TV commercials, etc. But as Glass said, what about those who just want to write? (And I count myself among that number.) How can we support those people? Anyway, more on this very soon (I hope).

Photo is of a Chuck Close painting of Philip Glass taken by me at The Whitney.

  1. Just this morning, a friend texted me a photo of The Pioneer Woman’s line of products on the shelf at Walmart.

Tesla’s Master Plan, part two

posted by Jason Kottke   Jul 20, 2016

Tonight, Elon Musk shared part two of Tesla’s “Master Plan” (here’s part one, from 2006). The company is going all-in on sustainable energy, building out their fleet of available vehicle types (including semi trucks and buses), and pushing towards fully self-driving cars that can be leased out to people in need of a ride.

When true self-driving is approved by regulators, it will mean that you will be able to summon your Tesla from pretty much anywhere. Once it picks you up, you will be able to sleep, read or do anything else enroute to your destination.

You will also be able to add your car to the Tesla shared fleet just by tapping a button on the Tesla phone app and have it generate income for you while you’re at work or on vacation, significantly offsetting and at times potentially exceeding the monthly loan or lease cost. This dramatically lowers the true cost of ownership to the point where almost anyone could own a Tesla. Since most cars are only in use by their owner for 5% to 10% of the day, the fundamental economic utility of a true self-driving car is likely to be several times that of a car which is not.

In cities where demand exceeds the supply of customer-owned cars, Tesla will operate its own fleet, ensuring you can always hail a ride from us no matter where you are.

Summing up: Telsa, Uber, and probably Apple all want to replace human drivers with robot chauffeurs. It’s a race between the Jetson’s future and the Terminator’s future. Fun!

LittleSis database of biz/gov’t connections

posted by Jason Kottke   Jun 20, 2016

Littesis

LittleSis is a freely available database that documents personal and business connections in the worlds of government and business. For instance, here’s George Soros. And Dick Cheney. Love the Lombardi-esque influence maps. (via @kellianderson)

(P.S. Does anyone remember the name of a similar project done in Flash many years ago by one of the hotshot Flash developers? Can’t find it…)

Update: The Flash site was They Rule by Josh On “with the indispensable assistance of LittleSis.org”. Well, how about that. (via @ajayskapoor)

A list of Radiohead’s entertaining business names

posted by Jason Kottke   May 13, 2016

Radiohead compartmentalizes various parts of its overall business dealings into several smaller companies. Here are some of them as detailed in this Guardian article.

Random Rubbish LTD
LLLP LLP
Over Normal LTD
Ticker Tape LTD
Unsustainabubble LTD
Unreliable LTD
_Xurbia_ Xendless LTD

You could whip up a really good Radiohead Business Name or Radiohead Song Title? quiz with these.

Big business pushes back against small minded governance

posted by Jason Kottke   Apr 19, 2016

In his 1975 song Jungleland, Bruce Springsteen laments, “the poets down here don’t write nothing at all, they just stand back and let it all be.” I was reminded of that line when Springsteen canceled his North Carolina concert to protest the state’s recently passed bathroom law. In this case, the poet wrote. While it’s not unusual for musicians and other artists to use their public podiums for protest, it’s less common for corporations to do the same. At least, that used to be the case. But recently, many top CEOs are using their corporate muscle to influence social and political decisions across the country. When you wondered who would stand up for individual and equal rights in America, it’s unlikely that you thought of the The Boss and The Man. Here’s The New Yorker’s James Surowiecki with more on these unlikely alliances.