2. Status
• That old way of doing things is obsolete, but
luckily, fear is making the record companies
less arrogant. They're more open to ideas.
• So, what's important now is to find music
that's timeless. I still believe that if an artist
gains the belief of the listener, then anything
is possible."
3. Status
• At the end of their paid internships, the students took part in focus groups
that were closely observed by Steve Barnett, Rubin's co-head at the label,
and Mark DiDia, whom Rubin brought in as head of operations, as well as
by other Columbia executives. The focus groups may have been the real
point of Big Red — Barnett and the New York executives, especially those
who had been at Sony for years, wanted to try to take the pulse of the
elusive music audience. "The Big Red focus groups were both depressing
and informative, and they confirmed what I — and Rick — already knew,"
DiDia told me afterward. "The kids all said that a) no one listens to the
radio anymore, b) they mostly steal music, but they don't consider it
stealing, and c) they get most of their music from iTunes on their iPod.
They told us that MySpace is over, it's just not cool anymore; Facebook is
still cool, but that might not last much longer; and the biggest thing in their
life is word of mouth. That's how they hear about music, bands,
everything."
4. Status
• "Columbia is stuck in the dark ages. I have
great confidence that we will have the best
record company in the industry, but the
reality is, in today's world, we might have
the best dinosaur. Until a new model is
agreed upon and rolling, we can be the best
at the existing paradigm, but until the
paradigm shifts, it's going to be a declining
business. This model is done."
5. Status
• Rubin sees no other solution. "Either all the record
companies will get together or the industry will fall
apart and someone like Microsoft will come in and
buy one of the companies at wholesale and do what
needs to be done," he said. "The future technology
companies will either wait for the record companies
to smarten up, or they'll let them sink until they can
buy them for 10 cents on the dollar and own the
whole thing."
8. •Three is a magic number,
Yes it is, it's a magic number.
Somewhere in the ancient, mystic trinity
You get three as a magic number.
•The past and the present and the future.
Faith and Hope and Charity,
The heart and the brain and the body
Give you three as a magic number.
•It takes three legs to make a tri-pod
Or to make a table stand.
It takes three wheels to make a ve-hicle
Called a tricycle.
•Every triangle has three corners,
Every triangle has three sides,
No more, no less.
You don't have to guess.
When it's three you can see
It's a magic number.
11. Tibetan Buddhists
• 111 (3 “Ones”)
• 108 of the traditional beads + 3 Colored
Beads
• 111 mantras = 1 round
12. Make Mantra
• Don’t make mission
• painful, frustrating
• result is mediocre
• direct result of “group” think
attempting to satisfy the needs of
another large group
15. Process to Mantra
• Mantra doesn’t just happen. It comes from
repetition.
• It comes from verbalization
• It comes from learning from mistakes
• This comes from making mistakes
• This comes from implementing
18. Implement
• Entrepreneurship is a process of taking
your ideas, goals, visions, and dreams,
and combining them with strategy.
19. Process
• Convert ideas to something tangible
• Elevator pitch
• make it clear for yourself
• make it clear for your mom
20. Visualize
• What will your success look like?
• Are there other successes out there that
are informing this picture (point of Our
Band)
• products
• people
21. Fight Cogitation
• Think Big
• something 10x better than the status quo
• Find Soulmates
• successful companies are started and made by at least two
soulmates
• Polarize people
• Some will love it; some will hate it - both fine
• Lack of interest = Not Fine
23. Define
• Marketing summary:
• “Who has your money in their pockets?
• (ie define your customer and the pain he feels)
• “How are you going to get it into your
pockets?”
• (ie create a sales mechanism to ensure your revenue exceeds your costs)
24. Define
• Be specific
• the more precisely you can describe your customers the better
• Keep it simple
• If you can’t describe your business in 10 words or less, you don’t have a
business
• Copy Somebody
• Relate your model to one that’s already successful and understood
25. Milestones
• prove your concept
• complete design specifications
• finish a prototype
• raise $
• ship a testable version
• ship the final version
• achieve breakeven
26. Just setting goals without a genuine vision will likely lead to backsliding
when the goals prove difficult to realize.
—Senge
• a. you have to have vision
• b. your vision must be genuine
• c. you have to have goals
• d. your vision must have a deep connection to your
goals
• e. achieving goals is difficult
• f. only a genuine vision will allow you to work through
the difficulties to achieve your goals
• g. failure occurs when you don’t have a genuine
vision
