Growing up in a rural area with rolling hills and green pastures with small farms dotting the landscape, I saw plenty of farm animals. Adding to this way of life, my grandfather tended herds of cattle for many years. If you have never seen a cow up close, they are loud, stinky, and fly ridden. If you have seen a cow up close, however, it is a remarkable life experience that is not forgotten, especially if you were a kid. This same remarkable quality is the key message behind The Big Moo by Seth Godin. The books premise is for companies to be great, they must cultivate and launch game changing innovations.
"In order to grow at the pace the markets demand, you and your colleagues must find the big moo, the insight that is so astounding that people can't help but remark on it." - The Big Moo by Seth Godin
A few companies within the print industry are implementing game changing innovations. Many of print's big moos have resulted from harnessing the geographically neutral power of the Internet. Companies like 4over have used the Internet to change the game of outsourcing, or B2B printing, by becoming a "super trade" printer. Others like Vistaprint, Mimeo, Hotcards, and many others are using the Internet to reach the end print purchaser, or B2C printing. These business models are relatively new and did not really exist ten years ago. In challenging the typical relationships and distribution models, they have experienced industry leading growth.
There are 10 preview chapters available for free online at the Big Moo website. Take the time to read the previews, but get a copy in-hand to read. The book is a collection of thoughts/articles by 33 leading business thinkers. Below is a summation of three chapters that I think have an acute message for the print industry today.
Don't Be Like Pete, p. 60
Pete had ran a print shop for many years, was well known within his community, well respected, and a joy to be around. Customers loved the value and service that the print shop provided. Pete decided to heavily invest in a website for on demand printing for his clients. After the eventual launch, Pete referred his customers to the website. His customers grew more frustrated. What Pete failed to realize is that his customer's loyalty was based completely upon their relationship with Pete himself. The website could not offer the hot cup of coffee, fresh baked cookies, a friendly smile, or a firm handshake.
Bottom Line: Ask your customer's what their needs are instead of guessing. Call your top clients and ask them for input and critique whether good or bad. It always helps when you and your customer are speaking the same language.
Where do Ideas Come From?, p. 76
New faces - New employees are not strapped by the "this is how it has always been done" mantra. Interview them after a few months on the job at which point they understand enough about the business to make suggestions for improvement.
People on the edges - Ever feel like you cannot get any work done in the office? You are probably right. Often it is simply too distracting and too difficult for your great new idea to get traction at the main office. Instead use the people and offices outside the main activity area to test new procedures, ideas, products, etc. If they work on the edge, then they can be launched from the center. If they fail on the edge, no one at the center will know - no harm, no foul.
People on the street - The technicians, line workers, salesmen, and any others who interact directly with your customers, know the problems and can offer solutions.
From your customers - What sounds simple is often overlooked from the top, try to step down the corporate ladder to talk to your customers on a regular basis.
From your idols - Other great companies, both within and outside of your current industry, have probably already been there and done that.
Read this chapter for six suggestions for coming up with great ideas.
Bottom Line: Companies can only grow from new ideas.
Is Bigger Better?, p. 160
It only takes a few passionate people to spark an idea and move it forward. Larger companies are hampered by people, procedures, and systems that do not exist in start-up type operations.
Bottom Line: If you are a big company, find that passionate group(s), give them access to any resource, and let them work without the handcuffs of the company.
