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Up in the air

21 Mar


Our little chart tries to answer the age-old question: Can you be rich and popular?

We compared the the top ten most popular airlines with the top ten most profitable ones. The chart reveals: Ryanair, arguably the most awkward airline, has the biggest EBIT margin (22 %). Local airlines like LAN or Copa Airlines are doing well. But the biggest winner is Turkish Airlines. Yes, THY (frequent flyers not long ago translated this abbreviation „THEY HATE YOU“) has become one of the most popular (No. 7) and most profitable (11.2 % EBIT margin) companies in the airline business. And they are running one of the most powerful hubs in the world connecting the Europe with Asia: Istanbul.

Change hurts

14 Sep

Our little graph shows the process of change.
Nothing changes without movement. Movement causes friction. Friction causes pain. So no real change will take place if we don’t accept any pain as part of the change-process. This is true for large scale transformation of societies, and it’s true for personal development. So the question is not: how to change. The question is: Are you willing to take some pain?
Typically the announce of a new, say, Head of Marketing leads to lots of movement (hiring new ad agency, re-positioning etc), it stirs a lot of water, but you won’t expect a lot of pain. And therefore: also no real change. On the other end: endless meetings lead to a lot of pain but often no movement, because no one is willing to make a decision.

Better never than late

4 Aug

Here’s a dilemma:
What’s worse: Committing a mistake early on or committing a mistake after having thoroughly adressed a problem? In other words: is it worse to make a mistake based on superficial judgement or doing a mistake believing you were absolutely right?

Science say: the latter is the worst. Manager loose more money if they ponder a question for a long time than if they make a quick but wrong decision. The bottom-line: better never than late.

What’s the best and what’s the right idea?

26 Feb

Best vs. Right Idea

If your idea is neither groundbraking nor lucrative, it’s not an idea. Ideas who appear to be very lucrative are often copies of exisiting, lucrative ideas. Take Motorola’s 1996 „StarTAC“ clam-shell. How did everyone in the market react? They copied this idea, even Nokia did. Ideas that seem far out are what we often call „the best idea“. Ideas you fall in love with. When studying with the Kaospilots ( we were given the task to re-brand the danish City of Aarhus. The City is known as the City of Women (they have the only exisiting Women Museum, their girls are known as the most beautiful in the whole of Denmark etc) Our idea: in Europe all pedestrian traffic lights have small green/red men to indicate WALK/NOT WALK. We wanted to exchange the men with green/red women. Aarhus said: great, but too expensive. So what is an exemple for „the right idea“? An idea that is lucrative for the market and groundbreaking? Like Radiohead’s idea to give away their latest album „Rainbow“ for whatever you are willing to pay. They ended up with more money than they would have earned selling the CD in stores.

The Understanding of a Flow Chart

15 Dec

Use a chart to understand waht a chart is. Very dialectic! Thanks Randall Munroe,

Marketing Strategy

12 Mar
Abell D.F. 1980    

Abell D.F. 1980

We don’t know if this works in real life but it helps when you turn vague ideas into business ideas to check them out in a real market. Here some examples, seen from our perspective (correct us, if we are wrong, it’s quite difficult to come up with comparable examples).

  1. One product in one market: segment concentration (e.g. most of the “we make exactly these screws for exactly this machine-companies”)
  2. One product in different markets: specialized in a certain product (e.g. Nintendo, not any longer for kids but for 30+ doing exercise or with using it in the kitchen as e-recipe-book)
  3. Several products in one market: specialized in a certain market (e.g. Apple pods, ipod classic, ipod touch, ipod nano)
  4. Several products in several markets: selective specialized (e.g. swiss health insurance company Helsana with its spin-offs Areosan, SANSAN, progrès, etc)
  5. Market coverage (e.g. copyright societies lika GEMA, SUISA)

Swede dreams are made of these

10 Mar
We love Sweden 

We love Sweden!