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Why The Beauty Industry Hates Men Part 5A - Heart Breaking Lessons From Yahoo, Xerox, and Compuserve! By Face Lube Candace Chen
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Why The Beauty Industry Hates Men Part 5A - Heart Breaking Lessons From Yahoo, Xerox, and Compuserve! By Face Lube Candace Chen

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Why The Beauty Industry Hates Men Part 5A - Heart Breaking Lessons From Yahoo, Xerox, and Compuserve! By Face Lube Candace Chen is part of the Masculine Men’s Anti-Aging Face Care Series. These …

Why The Beauty Industry Hates Men Part 5A - Heart Breaking Lessons From Yahoo, Xerox, and Compuserve! By Face Lube Candace Chen is part of the Masculine Men’s Anti-Aging Face Care Series. These articles form the basis of Face Lube Marketing System and Face Lube Masculine Anti-Aging, Face and Skin Care Brands. Mens face skin care, face skin care mens, face skin care for men, men’s anti-aging skin care products, masculine men face skin care, facelube, face lube, anti-aging face skin care, male face skin care, men face skin care, Candace Chen.

Brought to you by Candace Chen and FaceLube, Home of the Ultra Masculine Anti-Aging Face and Skin Care products for men with everything he needs, nothing he doesn't.

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  • 1. Why The Beauty Industry Hates Men Part 5A - Heart Breaking Lessons From Yahoo, Xerox, and Compuserve Part 1 The Beauty Industry and Missed Opportunities: Part 1 of a 2 Part seriesIn business, weve all played the "if I only knew then what I know now…" game. And yes,most - if not all - of us would lunge at the opportunity to jump into a time machine andemerge at the fabled right place at the right time: say, just before a wild stock marketsurge, or just as valuably, right before an impending crash.But of all of the "if I only knew then what I know now" ponderings, the ones that are themost painful - the ones that keep us up at night, lamenting not just what might havebeen, but what should have been - are the opportunities that we let slip right through ourvery own fingers.Those are the opportunities that sting the longest and cut the deepest, because inhindsight we see, with tragic clarity, that they were actually designed for us. Thoseopportunities came knocking at our door, and all we really needed to do was turn thedoorknob, let them in, and reap the life-changing rewards. But for a variety of reasons -call it destiny, bad luck, or anything else - we missed it. And so the knocking stopped,the door remained closed, and the opportunity went elsewhere.Top Missed Opportunities (and Blunders) in Tech HistoryIf reflecting on missed opportunities has you feeling pretty lousy, then take heart: at leastyou didnt make PC Worlds harshly (but accurately!) entitled "The Top 10 StupidestTech Company Blunders" list. Indeed, while you may occasionally lie awake in bed atnight wondering "what might have been," the folks on this list are probably knee-deep intherapists by this point.Behold:In 2006, Yahoo! CEO Terry Semel reacted to some bad company financial news bypulling back a virtually sealed $1 billion dollar offer for Facebook. The offer was reducedto $600 million, which was too low for Facebooks CEO Mark Zuckerberg. Just five yearslater, Facebook is now worth a jaw dropping $80+ billion.In 2000, an engineer, Tony Fadell pitched a music player that was an innovation fromthe current mix of MP3 players. He was shown the door by Real Networks and Philips,but he did capture the interest of some guy named Steve Jobs. Jump ahead a decadeand Fadells vision - which became the iPod - commands 80% of the digital musicmarket and has transformed the way the music industry produces and delivers itsproduct.In the early 2000s, monoliths Sony and Toshiba waged corporate warfare over whowould define the new high definition DVD standard. Sony had a thing called Blu-ray.Toshiba had a thing called HD DVD. The battle waged on until 2008, when Sony finallywon - but only after paying Warner Brothers Studios a tidy $400 million to kill HD DVD infavour of Blu-ray. Had they worked together, they would have saved hundreds of millionsof dollars and profited hundreds of millions more. Talk about a missed opportunity!
  • 2. Folks of a certain age will easily remember the days when MS-DOS ruled the computeroperating system world (can I get a dir, please?). But most folks dont know that beforeIBM chose Microsoft, it tried to strike a deal with a guy named Gary Kildall of DigitalResearch. As it turns out, the day that IBM stopped by Garys place to forge a deal, hewas out delivering a product to a customer - leaving his wife to handle the negotiations.Mrs. Kildall didnt like some of what IBM was proposing, and sent them on their way. IBMwent straight to Bill Gates and Microsoft and the rest is history.In 1973, Xerox built something very interesting and called it the Alto. At the time, nobodyreally knew what the Alto was, because nothing like it had ever existed. All they knewwas that it had a windows-based GUI, ethernet networking, and a WYSIWYG textprocessor. But who in their right minds would want that? There was no personalcomputer market in 1973, and so the Alto was put on the back burner. However, thiswasnt before that iPod guy Steve Jobs played around with one, went "aha!" and thenspun the vision into Apples Lisa and Mac computers. By the time Xerox woke up to this,it was too late and they never did catch up.In 1999, millions of people basked in front of the warm glow of their monitors and loadedup on digitial music courtesy of Napster. But not everyone was thrilled - including themusic industry itself, which went into DefCon 3 mode and attacked Napster andthousands of the "pirates" who were using it to "ripem off". Thats when Napster CEOHank Barry offered this revolutionary solution: license the music and pay royalties to theartists, just like a radio station. To put things mildly, his suggestion was not heeded. Norwas it heeded by the music industry when a similar solution was proposed by MP3.com,or any of the other sites where music loving "pirates" were congregating. Of course, weknow how this story ends: today, Barrys licensing model is worth billions of dollars ayear - and growing. The digital music industry could have avoided years of missed sales,legal costs, and the ire of music lovers (especially the 30,000 or so that it sued) if it hadsimply seen the writing on the wall and READ it.Back in the 90s, the Internet Service Provider landscape was dominated byCompuserve. It had everything that a CEO, investor or shareholder dreams of: massivemarket share, established customer base, huge resources, little competition, andtechnical advantages (particularly around data) that functioned in some ways like anatural monopoly. So what happened? Neglecting to fortify its leadership position, re-invest in innovative technologies and services, Compuserve in essence held the dooropen for AOL to come in and within a few years - kicked Compuserve out of themarketplace altogether.For years, Craigslist was seen but not heard by the newspaper industry. Who couldimagine anyone turning away from (the very lucrative) newspaper classifieds and puttingtheir truth in some weird ads on some weird website named after some (presumablyweird) guy. Instead of understanding Craig Newmarks business model and exploiting it,the newspaper industry went on whistling, while Craigslist and friends - eBay, Google,and so on - kept growing exponentially. And now, theres a good chance that the onlyplace future generations will see a newspaper, or at least the classified section of anewspaper, will be in a museum.We live in the Google Age, but we could be living in the Open Text age - that is, if thefolks at Yahoo! and its new partner Open Text had, in 1997, decided not to abandon
  • 3. their plans to create a search engine that could quickly and accurately scan documentson the web and bring back search results. Their oversight was Googles invitation,because in 1998, Google launched its search engine and, well, the rest is history (and,no doubt, the stuff of nightmares for the people at Yahoo! and Open Text who missedout on tens of billions of dollars in profits).At the turn of the century, Apple and its advisor Steve Jobs (yes, him again) were facinga very scary problem: they didnt have cash, their stock was close to worthless, and itdidnt even have a CEO at the time. So why didnt Apple fade into oblivion? Enter: BillGates and Microsoft, who sent over a check for a cool $150 million to keep Apple fromrotting to the core. Obviously, Microsoft never realized that this strategic miscalculationwould cost the company billions of dollars in lost profits and market share in PCs, digitaldevices and software. But it did, and thats why Bill is on the list.See the conclusion to this article in the Part 2 of this two part series