Category: Entrepreneurs

Cheeseheads’ Taste of Chester

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Frank Fitzpatrick pens a Philly view of UW basketball coach Bo Ryan (Ryan is from Philadelphia):

Ryan peddled the cards until he got the camera. Forty-nine years later, the big picture hasn’t changed much. He’s still fighting and selling relentlessly.

“You’ve got to sell,” he said, “because a lot of times you’re a perfect stranger trying to convince somebody to do something they might not want to do. If I wasn’t a coach, I’d probably be a salesman. I’ve got to have that competition.”

Now Ryan sells Badger basketball – to recruits, to his players, to boosters, to the media, to the nation. With that slick exterior abetted by street smarts, he has transformed Wisconsin, once an off-the-rack program, into one of the hottest items on college basketball’s shelf.

Apple iPhone UI Notes

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Bruce Tognazzini:

I could go down through the other “innovations” in iPhone and slowly knock them off. Yes, it’s the first cell phone with a visual display of voicemail messages, so you can randomly move among voicemails, etc., etc. However, such lists have been displayed, in an identical fashion, on enterprise-level voicemail systems and, of course, such lists have been a standard feature in email for decades.

The origins of these bits and pieces, however, is not what’s important about the iPhone. What’s important is that, for the first time, so many great ideas and processes have been assembled in one device, iterated until they squeak, and made accessible to normal human beings. That’s the genius of Steve Jobs; that’s the genius of Apple.

It’s also speaks to the limited vision of the cell phone industry. Exactly why have we never had random-access voicemail on cell phones? We’re talking about hand-held devices with more computer power than the Apollo spacecraft that took us to the moon. We’re talking about devices with screens of more than sufficient resolution. Could nobody think of displaying the messages?

A good friend often reminds me that ideas are easy, it’s execution that matters.
iPhone is a game changer.

The Case for Artisan Meats

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The Economist:

The artisans themselves also continue to use the same methods they have always used. At some point after the second world war, as food production across Europe became industrialised, making hams in the traditional labour-intensive manner ceased to be a necessary way of life and became a wonderfully tasty two-finger salute to all the boiled, pink, anaemic, mealy, tasteless hams sitting on supermarket shelves and in refrigerated cabinets.


Curing meat celebrates heterogeneity like no other culinary process. McDonald’s manages to make hamburgers that taste the same from Cape Town to Novosibirsk; cured meats, with almost identical ingredients from region to region, taste wildly different. Italy produces six denominazione di origine controllata varieties of prosciutto, all of which are made from the whole leg of a pig, salt and perhaps a bit of sugar or spice. But by virtue of the airborne yeasts and moulds native to the particular region, variations in humidity, temperature and air quality, the diet and care of the pigs and the storage of the resulting hams, each of them tastes and feels quite different from the rest. The only other product for human consumption that varies so greatly from one area to another is whisky, which also relies on tradition, fanatical attention to detail and environmental alchemy. Just as Suntory can buy all the disused stills it wants, mimic the chemical and mineral composition of Scottish water and still produce something completely different from a Highland single malt, so a prosciutto from Parma will be softer, pinker and milder than a prosciutto from Modena, and a Lyonnais saucisson will have a tang that a salame Piacentino lacks.

Related: Fra’Mani:

Our mission is crafting salumi in the finest Italian pastoral traditions, using the highest-quality, all-natural pork.

Our pork comes from family farmers committed to the well-being of their animals and their land. The hogs are never given antibiotics, artificial growth hormones, growth-promoting agents or meat by-products. They eat only the finest grains and natural feed. This old-fashioned way to raise hogs produces pork of outstanding quality, which is the essential ingredient in all Fra’ Mani salumi.

A Chronicle of Allen-Edmonds Sale

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Avrum Lank:

Stollenwerk and some partners bought Allen-Edmonds in 1980 from descendents of the founders. Later on, Stollenwerk bought out his partners and built the brand into one recognized around the world.


Unlike his competitors in the footwear industry, Stollenwerk has kept production in the U.S. Allen-Edmonds employs about 550 people in Wisconsin and Maine and makes more than 500,000 pairs of men’s shoes a year. Thanks to the introduction of lean manufacturing and cell concepts, the company can make a pair in seven hours. Shoes are made to order, with the inventory of finished products kept very low.


The shoes are handcrafted from imported leather and can sell for more than $300 a pair. During his tenure, Stollenwerk has seen a decline in the number of independent shoe stores interested in carrying the line, and his distribution channels have become limited. As a result, the company has opened a chain of retail stores that carry not only shoes but also upscale accessories. Sales are about $100 million annually.


As he reached his mid-60s, Stollenwerk knew the company would need to invest in even more stores – at about $1 million each – to continue to grow. That meant “I would have to go to a bank and borrow a considerable amount of money,” he said.


He had done that in the past, and the idea of managing it in the future did not appeal to him. He has children, but none is interested in taking over the company, so his mind turned to other options.

Frank Stanton Obituary

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Holcomb Noble:

ith the 1960 Presidential election approaching, Dr. Stanton persuaded Congress to suspend the “equal time” provision in the Federal Communications Act. That made it possible for the networks to televise debates between the Democratic nominee, Sen. John F. Kennedy, and his Republican rival, Vice President Richard M. Nixon, without including candidates of smaller parties. The debates signaled the arrival of television as a dominant force in presidential politics.

Dr. Stanton bore much of the criticism when Washington objected to CBS News’s coverage of the war in Vietnam, though he denied a frequently told tale that President Johnson had telephoned him at home to curse him for broadcasting a report by Morley Safer showing Marines burning down peasant huts in Cam Ne.

A Relatively Dark Chat with Frank Gehry

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Akhil Sharma:

Describing what it takes for him to accept a commission, Mr. Gehry says, “The determining factor is: Can I get it done while I am still alive?” Explaining why he doesn’t build houses any more, Mr. Gehry says, “They involve a lot of personal hand holding. I guess at my age I don’t have the patience.”

Probably more than most architects, one sees Mr. Gehry’s buildings–buildings that have been described as resembling ruffling sails or looking like they are melting–and has a sense that there is a single personality behind them.

“I don’t know why people hire architects and then tell them what to do,” Mr. Gehry says. “Architects have to become parental. They have to learn to be parental.” By this he means that an architect has to listen to his client but also remain firm about what the architect knows best, the aesthetics of a building. This, Mr. Gehry says, is what makes an architect relevant in the process that leads to a completed building. “I think a lot of my colleagues lose it, lose that relevance in the spirit of serving their client, so that no matter what, they are serving the client. Even if the building they produce, that they think serves the client, doesn’t really serve the client because it’s not very good.”

An Interesting Look at Xerox Management’s Missed Market Opportunities (PC’s, the GUI, Networking)

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Stephen Miller:

Peter McColough never powered up a personal computer, but he helped unleash the digital revolution.

Many of the technologies at the center of today’s computerized offices and homes — the mouse, the laser printer, the local area network — were first developed in the 1970s at a Silicon Valley skunk works he chartered at Xerox Corp.

But Xerox never reached Mr. McColough’s goal of being at the forefront of what he called “the architecture of information.” The company still best known for copiers pioneered in the 1950s and ’60s failed to develop many of the technologies into marketable products. Instead, a herd of start-ups, often headed by the very workers at Xerox’s Palo Alto Research Campus who had invented them, rumbled in and created industries in personal computers, networking, office software and others.

“If Xerox had known what it had and had taken advantage of its real opportunities, it could have been as big as IBM plus Microsoft plus Xerox combined — and the largest high-technology company in the world,” Apple Computer Inc. co-founder Steve Jobs is quoted as saying in “Joe Wilson and the Creation of Xerox,” a book by Charles Ellis about the company and its early chief executive.

The reasons for Xerox’s inability to take advantage of its own inventions are debated in business schools to this day. Jacob Goldman, Xerox’s chief scientist at the time who founded PARC, blames short-sighted managers unwilling to take chances on small-scale, unproven technologies. “They managed the company quarter to quarter and looked at the bottom line,” Mr. Goldman says. “They weren’t thinking about the future really.”

20 Business Ideas & The VC’s with Cash

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Michael Copeland & Susanna Hamner:

The result is this list of 20 tantalizing business ideas, ranging from a host of new websites and applications to next-generation power sources and a luxury housing development. This isn’t small-time thinking, either: These investors -which include some of Silicon Valley’s most successful VCs as well as serial entrepreneurs like Steve Case and Howard Schultz are backing their ideas with a collective $100 million in funding to the entrepreneurs who can get them off the ground.