Monday, July 9, 2007

Cheerios, An Invention That Almost Didn't Happen

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(WCCO) It's a staple of the American breakfast table -- Cheerios.

The cereal was developed in the Twin Cities at General Mills by a Minneapolis man. Lester Borchardt was Vice President and Director of Research at General Mills when he retired in 1969. He died on Sunday. He was 99-years-old.

The snack is popular with moms. Little Danika was out with her mom on Wednesday afternoon, and of course, she had a stock of Cheerios in her bag. Danika popped a few in her mouth.

"Her favorite is the Honeynut Cheerios. She eats them all the time, usually for breakfast," said Danika's mother, Denise Carr.

Cheerios, originally called Cheerioats, were invented by Lester Borchardt back in 1941, but Cheerios almost didn't happen.

Les and his team were working on the machine to puff cereal, like Cheerios, but his boss wanted them to stop the project. Les insisted they go on, and two months later, Cheerios was born.

"Some people referred to him as a genius, and I do think he was," said Les' Daughter-in-Law Mary Borchardt.

Years ago Les' granddaughter drank a bottle of furniture polish. Cheerios may have helped save her life.

"So we took her to the emergency and had her stomach pumped. The doctor came out and said if she hadn't had such a good breakfast of Cheerios and milk, she would have not made it," said Mary Borchardt.

Les' family said he was humble and didn't talk about all his inventions and patents. He had 11 of them and he also helped come up with the process to fortify milk with vitamin D.

He worked at General Mills for more than 35 years and his daughter said he ate Cheerios just about every morning of his life.

"He was just a very good, generous father," said Les' daughter Gail Borchardt.

"He was just the greatest guy ever. I mean, everybody just loved him," said Mary Borchardt.

Les Borchardt also conducted research other familiar cereal brands including Wheaties and Kix.

(© MMVII, CBS Broadcasting Inc. All Rights Reserved.)


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BladeTape inventor eyes big leagues after lucky NHL product placement

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Every Vancouver Canucks hockey fan had sweaty palms Tuesday night when, in the dying moments of the Vancouver-Dallas playoff game, Vancouver defenceman Willie Mitchell swept the puck from his team's goal line, preserving a Canucks win.

Richard Findlay had reason to be more grateful than your average fan. In multiple replays from the camera tucked inside the net on CBC's Hockey Night in Canada, viewers saw repeated closeups of the product Findlay invented and Mitchell uses on his stick: BladeTape. Mitchell's dramatic product placement came just two nights after HNIC broadcasters Ron MacLean and Kelly Hrudey gave a between-periods demonstration of BladeTape for the CBC viewing audience.

"The phone is so busy I can't get out of the office," says Findlay, a landscape architect and recreational league hockey player, from his Kitsilano home office. Right on cue, the phone rang in the background.

BladeTape consists of two cross-hatched rubberized plastic strips that a player applies to either side of a hockey stick blade.

It is applied like a bumper sticker -- you peel away the paper backing and lay it over the blade, preferably at room temperature. Unlike conventional hockey tape, BladeTape does not cover the bottom of the stick, which lengthens the life of the product (on average, 15 games) and leads to less buildup of snow and ice.

It provides shock absorption, less drag on the ice and a better grip on the puck, the latter a problem with the new one-piece sticks made of composite-materials.

It retails for $9.99 a pair and can be found at Canadian Tire outlets, among other stores.

Findlay first came up with the idea a decade ago, and experimented with wrapping a bicycle inner tube, condom style, over his stick. The one-piece composite sticks weren't prominent then, so Findlay shelved the idea for nine years.

Then, in a rec-league game last spring, Findlay made a perfect breakaway pass to a teammate, but the puck bounced off his one-piece stick. Findlay went home, pulled out his old files and, with the encouragement of his wife, pursued the idea of making a product that would make these sticks less lively. Several prototypes later, he had BladeTape, but when he went to his patent agent he found out a Pennsylvania man had patented the same thing.

He contacted the American, a millionaire thermoplastics engineer who made surgical implants, who offered to sell him the patent and the business. By the end of July, Findlay had flown all the equipment north, and set up a manufacturing shop at the White Rock garage of Ted Ferguson, one of three business partners in the venture.

One of those partners is Anaheim Ducks general manager Brian Burke, whom Findlay bumped into in Vancouver. After a second meeting, Burke took a 10-per-cent interest in BladeTape, and worked on getting the National Hockey League to endorse the product.

In BladeTape's corporate structure, Findlay, 44, owns 68 per cent, production manager Ferguson and Toronto resident Scott McBride, an old high school friend of Findlay's, each have 11 per cent, and Burke has 10 per cent.

As a marketing ploy, Findlay went to local ice rinks and handed the product out to kids. Later, when he approached stores, he found out the kids had asked them to stock the product.

In its first six months of business, BladeTape has done more than $100,000 in sales. The plug on Hockey Night in Canada will surely cause that figure to rise.

In the NHL, Mitchell and Detroit Red Wings defenceman Danny Markov use BladeTape. Canucks forward Matt Cooke used it for about 15 games before changing his stick.

"With the pros, their hands are so good they don't need this product," says Findlay, who obviously hadn't seen many Philadelphia Flyers games. "They don't get the snow and ice buildup, because they get a [Zamboni] flood every 20 minutes.

"But for the recreational player, it gives you the feeling of hands without having good hands."

Findlay, who wants to devote his time to his landscaping business, harbours hope that one of the three big sporting goods companies -- Nike, Reebok or Easton -- will come to his aid.

"I'll ride out the storm, and see if next year at this time we've made some serious inroads," says Findlay.

- - -

www.vancouversun.com/digital.


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Hold The Coffee! Caffeinated Donuts and Bagels Could Provide That Morning Buzz!

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DURHAM, N.C., Jan. 24 /PRNewswire-FirstCall/ -- If that cup o' joe you drink each morning to get moving is getting old, just wait. You soon may be able to get the same jolt from a donut or bagel. A North Carolina scientist has developed a way to add caffeine to baked goods and is now pitching the concept to some of your favorite bakeries and coffee shops.

Buzz Donuts(TM) and Buzzed Bagels(TM) are the brainchild of Dr. Robert Bohannon, a molecular scientist living in Durham, NC. Dr. Bohannon has developed a way to mask the normal bitterness of caffeine so that it can be used in food and pastry products such as bagels and donuts.

"I had the idea for caffeinated pastries several years ago, but the bitter taste of the caffeine would always overwhelm the flavor," says Dr. Bohannon, who is president of Onasco, Inc. "I eventually worked with some flavoring experts and designed a method to mask the bitterness, which led to successfully adding the caffeine equivalent of one to two cups of coffee to the food item."

Dr. Bohannon has already approached well-known chains including Krispy Kreme, Starbucks and Dunkin' Donuts about his invention. He thinks it's just a matter of time before caffeinated pastries become a morning mainstay. He has already patented the idea along with a method of controlling the amount of caffeine contained in the food.

A typical cup of coffee contains 50 mg of caffeine. Caffeinated pills contain between 100 to 200 mg per capsule.

"Some people get their caffeine buzz from soda, chocolate and other sources besides coffee," continues Dr. Bohannon. "The Buzz Donut and the Buzzed Bagel lets them get the caffeine buzz by simply eating a delicious pastry item."

For more information, visit www.buzzdonuts.com.

About Dr. Robert Bohannon

Robert C. Bohannon is a scientist and entrepreneur with a wide variety of developments to his credit, including developing rapid tests for infectious diseases such as bird flu and HIV. He holds a BA from the University of Colorado at Boulder, in Molecular Biology and a PhD in Molecular Virology from the Baylor College of Medicine. He resides in Chapel Hill, NC with his wife and three children.


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Biggest IT Challenges for Entrepreneurs

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Technology can be a very valuable tool for business owners trying to streamline their businesses and increase productivity--and just make their lives easier--but it’s a tool that's multifaceted, complex and just a plain mystery to some. If used effectively, you'll reap huge benefits for your business, but using it improperly may mean more inefficient systems, lost customers and a host of other problems.

When it comes to managing your technology needs, there are a number of challenges facing business owners today. The four biggest ones are a lack of education about technology options, an inability to prioritize which technologies are most important at what time, how to go about integrating technology into your business and, finally, how to protect it. Let's talk about that lack of education first.

Lack of Education
Although it seems that technology gets easier and easier to use every year, for many, technology is still a “closed box.” And this closed box creates a digital divide. Take your website, for instance. It’s pretty easy to create one, but the digital divide part comes into play when your competitor has features on their site that enables them to provide better customer service than yours does. And while it's easy to blame your weaker site on a lack of money, that's most likely not the reason your competition has a feature that your site doesn't. The real reason is that they had the vision (or education, if you will) to hire an expert or do it by themselves using a low-cost hosted application.

What it comes down to is this: Because you didn't know you could add an instant chat tool to your website for just a few dollars per month--and probably didn't even know such a service existed--you didn’t have it on your website and your competitor did.

So how can you educate yourself about what's out there that you should have?

  • Set a goal to read the technology sections of a few small-business-focused magazines on a weekly or monthly basis, or subscribe to a few free online newsletters focused on small-business technology.
  • Regularly keep in touch with your local tech advisor and let them know you want them to keep you informed about the technologies you should know about that could help your growing business.
  • Take advantage of free and/or low-cost technology seminars offered by your local chamber of commerce, the SBA or other business organizations.

Inability to Prioritize
Maybe you know about the latest and greatest technologies already and have a super consultant to guide you. Since you most likely have a limited amount of time and money to implement the technology you need, it’s important to have a technology plan in place to prioritize what technology you decide to implement and when.

Let’s say, for instance, that your company’s sales force is growing and you need to consider implementing a wireless e-mail system. Then your marketing manager tells you that you have to expand your marketing department and need to consider adding WiFi in your office to accommodate the new employees. About this time, you also realize that more and more sales are happening outside your local region and you should expand your website to include better customer service and sales features.

In this kind of scenario, it's vital to work within a technology plan (just like your business plan) and consider what your goals are for the near, mid-term and long-range future. Using a technology plan will help you wisely invest in the right technology for your business at the right time. Without a technology plan, you’ll always feel like you're running after the “technology train” instead of managing it.

Integrating Information
When you first started out, it's likely that you began using Microsoft Excel to store critical facts and figures. As your business grew, you might have then begun using a PDA and Microsoft Outlook to store customer information. A number of your employees now use ACT! to manage customers while your marketing manager uses a hosted application. Congratulations! You've now graduated to multiple silos of data, not one of which is connected or integrated.

As your business grows, it's absolutely essential that you ensure your business’s data is integrated as much as possible. Your inventory, sales data and marketing information need to be linked to together to best serve your customers and increase your profitability.

When inventory levels are low, you don’t want to promise a customer you can get them something you really can’t deliver. If a very important customer regularly buys from you, you should know about it and be able up-sell them on another product to compliment their purchase.

Integrating your company’s information is critical to growing your business, and you need to find a way to do that. Whether you figure it out yourself or hire an IT person to help out, don't neglect this critical part of your technology plan.

Data Protection & Security
Another critical challenge to your business is how to protect your data from any number of internal and external threats. Hackers want to steal it. Floods, fire, earthquakes and storms can destroy it. Disgruntled employees want to erase it (after selling it to your competition). You might accidentally delete it.

In order to ensure your data is as protected as possibly, you must do three things: 1) protect it from hackers and others who shouldn't have access to it; 2) install a well-thought-out backup plan to ensure your data is backed up should it get lost; and 3) ensure you can recover your data in a timely fashion.


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Masters of their Domains

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(Business 2.0) – On a balmy night in late October, hundreds of partiers, most sporting red or blue Hawaiian shirts, pack the Delux nightclub in Delray Beach, Fla. It's a swank place--outdoor decks, two bars, plush, bed-size sofas scattered throughout--and the crowd arrives in chartered buses and stretch Hummers. Many head straight for the guy rolling cigars and toss back shots as if it were 1999. Which, to them, it might as well be.

They call themselves domainers. They make their living buying and selling domain names and turning their Web traffic into cash--lots of it. They have gathered in Delray Beach for a trade show called Traffic that this year boasts 300 paying attendees, more than twice the number that came for the first show, in '04.

The man behind the conference, Rick Schwartz, couldn't be happier--and he isn't even around when midnight strikes and bikini-clad women take to the dance floor to raffle off prizes and peel off their tops. Schwartz, 52, began buying up domain names 10 years ago. Like many early players, he gravitated to where the money was: porn. He snapped up names like Ass.com, Makeout.com, and Porno.com, to name a few. It was a quick path to riches: Adult sites were paying handsomely for the traffic; mainstream sites were not--at least not yet.

Today, Schwartz owns about 5,000 names, with less than a third falling into the "adult" category. He's the industry's biggest promoter, preaching the power of domains to anyone who will listen and bringing domainers together with moneymen and execs from the likes of Google and Yahoo. He sports a $65,000 Rolex on his left wrist, a $32,000 diamond bracelet on his right, and is astounded that he--a community college dropout--is living like a king in a waterfront house in Boca Raton.

"I don't like to work," Schwartz says, almost yelling as if to convince everyone within earshot that they're fools if they do. "I figure any moron in the world can generate work for themselves and tie up their time. I have one laptop, no employees, and no product whatsoever--none! This is magic." Magic, he claims, that's earning him $2 million a year.

And you thought the domain grabbers vanished with the dotcom bust. The boom in Internet advertising and the success of the pay-per-click ad model are making the go-go '90s look sluggish. Back then, buying a domain name was pure speculation: Snap up Whatever.com and sit back until some big company with a get-on-the-Internet-at-any-cost mentality offers you a set-for-life payday to buy it.

Now it's all about the income stream. A single good domain name--Candy.com, Cellphones.com, Athletesfoot.com--can bring in hundreds of dollars a day, in some cases while the owner hardly lifts a finger. Schwartz, for instance, directs his traffic to one of the many small companies that serve as go-betweens with Google and Yahoo, the two giants that make this all possible. The middlemen, known as aggregators, do all the heavy lifting, designing the sites and tapping into one or the other of the search engines' advertising networks to add the best-paying links. Many other big domainers cut out the middlemen, creating their own webpages and working directly with Google or Yahoo.

The secret? It has to do with what's known as type-in traffic, or, in Wall Street jargon, direct navigation. Though it may seem odd in the era of powerful search engines, it turns out that millions of Internet surfers don't use search at all. Instead, they type what they're looking for right into the top of their Web browser. Looking to buy candy? Type in Candy.com, a name Schwartz bought in May 2002 for $108,000. A page filled with links to candy-related products comes up. Click on one of the ads and the advertiser pays Google, which in turn sends a share to Schwartz and the company that runs Candy.com. Some days Candy.com makes Schwartz $300 in profits; the site paid for itself in a year and a half.

No one knows for sure how much Web traffic comes from type-ins, and Google and Yahoo execs won't discuss it. But privately, during one of the late-night parties at the Traffic conference, one Yahoo official estimates that type-ins could make up 15 percent of its search business. Marchex, a Seattle-based public startup whose strategy rests largely on type-in traffic, estimates that it accounts for nearly 10 percent of the global paid search market, which is projected to soar from $9 billion this year to $23 billion in 2009.

That's why some domain names are commanding six- and seven-figure price tags and attracting big-money players. Private money manager Stuart Rabin is cutting those sorts of checks to domainers two to three times a week. In November 2004, Marchex shelled out $164 million for a single domainer's portfolio. Even a few venture capital firms are now placing bets. Earlier this year, Boston-based Highland Capital paid $80 million to acquire BuyDomains, a company with 500,000 names, according to people familiar with the deal. Says Highland principal Richard de Silva, who wouldn't confirm the price, "These are profit machines."

Domainers have their heroes, and one of the most mysterious is a man named Yun Ye, a Chinese citizen living in Vancouver, British Columbia. He is credited with boosting the entire market when he sold his portfolio of more than 100,000 domains to Marchex. His names were bringing in more than $20 million a year in revenues--and $19 million in profits--when Marchex paid the equivalent of 8.6 times annual earnings, based on figures provided in SEC documents.

"He is our god," says domainer Michael Bahlitzanakis the moment he hears Ye's name uttered at a Delray Beach party. Every domainer knows of Ye, but few have ever met him. He's the domainers' Keyser Soze. "My attorney happens to be his attorney, but that's as close to him as I can get," says Bahlitzanakis, 29.

A onetime hotshot programmer, Ye used his software chops to build the bulk of his domain empire in the late '90s and early 2000s. He became a master at what's known as "catching," or buying up domains that were dropping because people gave up on them or forgot to pay the annual registration fee. At the time, the system was secretive, and domainers were trying to figure out what names were expiring and when. In the dark of night, Ye would sit before a bank of computers and, like a conductor, launch programs he wrote to shoot rapid-fire requests to purchase names.

His prowess quickly became clear. Chad Folkening, a domainer in Indianapolis, was disorganized in those years and sometimes missed renewal deadlines. He noticed that Ye was grabbing his expired names with lightning speed. After Ye had snapped up 100 of them, Folkening decided he needed to talk to Ye. "I was eating, sleeping, and drinking Yun Ye," he says. E-mail drew no response. Nor did phone calls. So in late 2001, Folkening traveled to an address near San Jose listed on Ye's domain registrations. "I figured I was going to walk up to his front door, knock, and say, 'Yun Ye, I just had to meet you,'" says Folkening, who now owns 7,000 names. Instead, the address led him to a Mail Boxes Etc. outlet. Folkening stuck Post-It notes on Ye's box asking him to call. Ye sent Folkening an e-mail a couple of days later, but the two never met up. Two years later, some acquaintances of Folkening's set up a get-together with Ye in a Los Angeles bar. "I did most of the talking, then he left," Folkening recalls. It wasn't until the next day that it dawned on Folkening that the man he'd had drinks with was probably an entirely different Yun Ye, which the real Ye confirmed to him in an e-mail. (Ye's attorney, John Barryhill, says Ye won't talk to the press, and he adds, "I don't answer questions about him.")

When Ye was building his portfolio, there was really only one way to make money from names--reselling them. That began to change in 2003 as paid search--developed and pushed by Overture, now part of Yahoo, and current market leader Google--started to take off. The technology powering the whole thing is complex, but not the basic business model: Advertisers pay only when someone clicks on their ads. And to get their links listed high in search results--or on a domainer's page that someone lands on by typing a name into a Web browser--they bid on keywords.

Generic names are gold for domainers, but names that target a specific audience are also valuable. Take, for instance, people looking for information on anorexia or bulimia. Type the phrase "eating disorders" into Yahoo's search engine and an ad from Remuda Ranch treatment center in Wickenburg, Ariz., appears across the top of the results. To win that spot, Remuda pays Yahoo handsomely--$3.06 per click was the price when Business 2.0 checked in early November. But the way many people looking for the same information go about it is to type www.eatingdisorders.com into their Web browser. That takes them to a page with five links to treatment centers, and again Remuda sits at the top of the page. But here's the difference: Click on it from this page and the $3.06 Remuda pays Yahoo for the referral gets shared with the domainer who owns the name.

In this case, that's Frank Schilling, a reclusive man who has quietly become one of the world's most powerful and respected domainers. Schilling bought the name in late 2002 for $1,100, snapping it up in an auction. It struck Schilling as a smart one to own since eating disorders are common. "What I didn't realize," he says, "is that more than 100 people a day blindly type the name into their address bar." Today, he says, the site gets around 120 click-throughs a day, providing steady, easy cash.

Ironically, Schilling came close to selling off his portfolio at the same time as Ye--until Vice President Dick Cheney inadvertently persuaded him to keep building his business. It was the evening of Oct. 5, 2004. Schilling, who is 36, was monitoring his sites from the Ritz-Carlton in Naples, Fla., where he and his family had been living since Hurricane Ivan leveled their house in the Cayman Islands a month earlier. As Schilling was scanning traffic data, he noticed that something wasn't right. An enormous burst of traffic was threatening to take down his servers.

He pulled up Google News, quickly discovering the culprit. The vice presidential debate between Cheney and Sen. John Edwards was going on, and to defend his record, Cheney told viewers to look at Factcheck.com. Cheney had meant to say Factcheck.org, a site run by the University of Pennsylvania. Factcheck.com was one of Schilling's.

Schilling had two options: Take down his servers, which could cost him tens of thousands of dollars in traffic to his other sites, or redirect Factcheck.com surfers elsewhere. The onslaught was useless to him, after all, since he only makes money when a visitor clicks on an advertiser's link. No fan of the Bush administration, Schilling thought of an anti-Bush ad that financier George Soros had run in the Wall Street Journal. Seconds later, he pointed the surging traffic to GeorgeSoros.com, so that anyone seeking out Cheney's record--and many millions did--was greeted with the message "Why We Must Not Reelect George Bush."

For Schilling, it was an epiphany. At the time, he had an offer on the table to sell his portfolio for more than $100 million; the potential purchaser, whom Schilling won't disclose, was in the middle of auditing his business. The experience--a flood of people surging across the Internet and ending up at a page he controlled--made Schilling realize that the value of domain names would become exponentially greater over time. "A few keystrokes and look what I did," says Schilling, flipping back his shoulder-length blond hair and typing into the air. "It was totally surreal." Since the night of the debate, he's added another 100,000 names to his portfolio, bringing his holdings to more than 300,000--cash-generating generic names that are again attracting well-financed suitors.

One of those suitors is Rabin, a soft-spoken man who keeps a white handkerchief tucked into his suit jacket pocket. Rabin runs a private fund called Jacobson Family Investments from the 56th floor of Carnegie Hall Tower, a suite with sweeping views of Central Park and uptown New York City. It's a fitting view, since the Internet in 2005 looks to Rabin a lot like Manhattan 100 years ago--awash in real estate opportunities.

Rabin teamed up a year ago with a Harvard-trained finance whiz named Bob Martin and domain speculator Marc Ostrofsky. They named their company Internet REIT and, according to Ostrofsky, are spending $250 million, probably far more, buying out domain owners as fast as they can find good names. (Ostrofsky, for the record, was the man who pulled off the much-publicized sale of Business.com for a reported $7.5 million in December 1999.)

When Martin and Ostrofsky approached Rabin about forming a business, Rabin knew little about domains. Then he did some research and was astounded. Type-in traffic is a growing phenomenon, the fixed costs are minimal, and U.S. advertisers are expected to spend $26 billion on the Internet by 2010--roughly double the current level. He immediately thought of the billboard industry a decade ago, before Clear Channel and Viacom bought up the small operators. "We've only just begun the roll-up phase," says Rabin, 39. "This market will likely be in the billions."

The team of Martin, Ostrofsky, and Rabin is working the Delray Beach conference hard. Ostrofsky, the salesguy, dives right in: "What are your names? What's your monthly traffic? What kind of multiple are you looking for?" Ostrofsky pulls aside Bahlitzanakis, the Ye worshiper. Bahlitzanakis, who works from his apartment in Queens, N.Y., owns fewer than 100 names, but at least one is a gem: Cellphones.com. The site--a plain page with relevant links--makes an average of $1,300 a day.

Bahlitzanakis spends his last night in Delray Beach at an Internet REIT party, tossing back Grey Goose vodka and tonics. He returns to his hotel room in the early morning to find a contract under his door. Total price: $4.2 million. He paid $90 for the name in 1996. "I just went to my 10th high school reunion, and I thought to myself, 'Who's laughing now?'" Bahlitzanakis says.

Ostrofsky talks about fuzzy concepts like "mindshare" when it comes to evaluating a name. But like all the top domainers, he and his crew also analyze traffic data. Internet REIT figures it will run some of its sites, like Officesupply.com, as virtual stores, with links to suppliers and products. But they're expecting that the pay-per-click model will drive the business.

From his office in Houston, Ostrofsky trolls the Web late each night to find prospective sellers. That's how he ended up negotiating with Marie and Bob Benz at their home in Philadelphia one evening in September. The couple, both doctors, began buying names in 1995 as a hobby. They bought some they liked--Heartdisease.com, Highbloodpressure.com, Athletesfoot.com. In some cases, they developed the sites and added content; in others, they set them up as simple landing pages with relevant advertising links.

After an evening of talk, Ostrofsky and the Benzes reached a deal, and Internet REIT is paying $3.6 million for their 101 names. Says Bob Benz, who specializes in kidney diseases, "It's a lot more lucrative than being a doctor."

Plenty of things could spoil the domainers' party. Internet advertising could turn south. Click fraud, in which someone writes a program that repeatedly clicks on paying links, could become a bigger problem for the paid search industry, making advertisers reluctant to spend. The model itself could change entirely. Or sites could become so commercial that Web surfers sour on them.

But the way domainers look at it, they own the property. "And if you own the real estate," Rabin says, "people are going to wind up there at some point." Soon, he figures, Wall Street at large will begin to catch on, providing opportunities to tap into the public markets. Then big Internet players like Rupert Murdoch or Barry Diller could buy out the domain owners. Some even speculate that Google or Yahoo--or Microsoft, which is entering the paid search business--will roll up the domainers, cutting out a layer and serving up the type-in traffic directly to their advertisers.

In the meantime, Google and Yahoo are trying to keep the type-in business coming--and execs from both companies are using the Delray Beach conference to court the folks who control it. As the party at Delux winds down, 14 Yahoo executives pile into a stretch Hummer with a few of the domainers, including Schilling, who has an exclusive contract in which Yahoo serves all the ads for his sites. The limo heads 35 miles south on Interstate 95 to Scarlett's Gentlemen's Club. The men kick back in the VIP section, outfitted with plush booths and red velvet curtains.

When the woman in charge of the area comes by and mentions the cost of the booths, the Yahoo crew gets nervous. And in the end, no one wants to submit the $1,000 tab to the expense department back at headquarters. Finally, Schilling pulls out a roll of cash and pays up. Not a big deal for a guy who owns a share of a jet. But considering that Schilling's traffic generated more than 1 percent of Yahoo's $3.6 billion in revenues last year, you'd think one of those guys could have stood up and taken one for the team.


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Does 'Toyota Way' Really Work Outside Japan?

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TOYOTA CITY, Japan — It does not occupy much space on the office wall, but Latondra Newton calls it the hardest thing for Toyota’s new American employees to accept: those colored bar charts against a white bulletin board, in plain view for all to see.

No, they are not representing the company’s progress toward goals. Rather, they are the work targets of individual workers, visibly charting their successes or failures to meet those targets.

This is part of the Toyota Way. The idea is not to humiliate, but to alert co-workers and enlist their help in finding solutions. It took a while for Ms. Newton, a general manager at Toyota’s North American manufacturing subsidiary, to take this fully to heart. But now she is a convert.

“For Americans and anyone, it can be a shock to the system to be actually expected to make problems visible,” said Ms. Newton, a 38-year-old Indiana native who joined Toyota after college 15 years ago and now works at the North American headquarters in Erlanger, Ky. “Other corporate environments tend to hide problems from bosses.”

Toyota’s corporate culture has transformed it from a small manufacturer into a market-gobbling giant famous for quality circles and giving workers control over production lines. For years, aspiring factory leaders have come here to attend Toyota’s select technical high school, the Toyota Technical Skills Academy in Toyota City.

But Toyota — on course to become the world’s largest automaker — needs to sharpen its game to meet even larger challenges, including raising quality in the face of rapid overseas expansion and its largest recalls in history.

The nerve center for that task is a nondescript cluster of buildings in the lakeside town of Mikkabi, an hour away from the humble-looking headquarters of Toyota, in Toyota City.

It is the Toyota Institute, charged with preparing executives to enter the leadership class at Toyota by inculcating in them some of the most prized management secrets in corporate Japan. The institute sends off its executives to offices around the world as missionaries of sorts for the Toyota Way. The institute does not quite aspire to be Japan’s answer to General Electric’s famed Crotonville training center in Ossining, N.Y., which spawned a generation of top executives across American industry. But it is Toyota’s best effort to avoid corporate short-sightedness and to keep the company true to its original mission of winning customers with quality cars, even as it comes under intensifying scrutiny.

“There is a sense of danger,” said Koki Konishi, a Toyota general manager who heads the institute. “We must prevent the Toyota Way from getting more and more diluted as Toyota grows overseas.”

It used to be enough for the culture to be transmitted by word of mouth among Toyota’s Japanese employees, on factory floors and around cafeteria tables. But Toyota outgrew these informal teaching methods and created the institute, which is so secretive the company would not allow a reporter to visit it, let alone sit in on any classes. Mr. Konishi said Toyota was building similar centers in the United States, in Kentucky, and in Thailand.

“Before, when everyone was Japanese, we didn’t have to make these things explicit,” Mr. Konishi said. “Now we have to set the Toyota Way down on paper and teach it.”

“Mutual ownership of problems,” is one slogan. Other tenets include “genchi genbutsu,” or solving problems at the source instead of behind desks, and the “kaizen mind,” an unending sense of crisis behind the company’s constant drive to improve.

The whole company prizes visibility. To nurture a sense of shared purpose, Toyota has open offices — often without even cubicle partitions between desks.

Dissemination of the Toyota Way overseas, however, can be spotty, executives and analysts warn. Toyota prides itself on pampering customers, but analysts are reporting weak or uneven service at Toyota sales subsidiaries, particularly in emerging markets like China and India.

Worse, some executives like Mr. Konishi complain of managers at Toyota factories who have not adhered to some of the company’s most basic creeds, like allowing workers to stop factory lines when they spot defects. Empowering factory workers has long been central to Toyota’s quality control.

And analysts say Toyota’s recent and embarrassing surge in vehicle recalls was partly a failure by Toyota to spread its obsession for craftsmanship among its growing ranks of overseas factory workers and managers.

“If Toyota can’t infuse its philosophy into its workers, these quality problems will keep happening,” said Hirofumi Yokoi, a former Toyota accountant who is now an auto analyst at CSM Worldwide in Tokyo. “The institute was founded because Toyota is afraid of growing too fast and losing control. It’s still too early to know if it will work.”

For Toyota’s 26 board members — all Japanese salarymen raised on the founder’s ways and with an average age of 62 — the adjustment to its recent emergence as a global leader will not be easy. It was not until 2001 that the company first set the Toyota Way down in writing, at the orders of Fujio Cho, the president at the time who helped orchestrate Toyota’s rapid overseas growth. The company established the institute a year later.

In the last decade, as Toyota has expanded into a vast international group, it has often exported its manufacturing and management methods to 200,000 workers at 27 plants overseas without always taking the time to explain the ideas behind them, analysts and executives say.

So now, with only a third of its total workers employed at its 18 plants in Japan, much of Toyota’s sprawling global empire does not always march to the same tune, these executives and analysts warn.

“Toyota is growing more quickly than the company’s ability to transplant its culture to foreign markets,” said Takaki Nakanishi, an auto analyst at JPMorgan Securities in Tokyo. “This is a huge issue for Toyota, one of the biggest it will face in coming years.”

Ms. Newton, a general manager in charge of training and employee development in North America, can testify to that. She said that while new American hires often had difficulty at first with some tenets of the Toyota Way, they quickly caught on.

Ms. Newton includes herself in that group. At first, she confessed, she did not embrace some of these practices, especially the white bulletin board, which she said she overlooked at first as “wallpaper” because she did not look at it closely. But Ms. Newton said the institute — which has already trained about 700 foreign executives — changed her. There, she says, Toyota tackles the problem of cultural education with the same intensity that it applies to building drive trains and transmissions.

After arriving at Mikkabi last September, she and her 40 classmates from the United States, New Zealand, Singapore and Japan were immediately plunged into a week of 12- to 14-hour days, starting with lectures about the Toyota Way from the company’s president, Katsuaki Watanabe; Mr. Cho; and other Japanese executives. Each day was focused on a specific core concept, with students discussing the meanings in their own words.

Ms. Newton says the students often worked late into the night on group presentations summarizing the Toyota Way and how to apply it to actual problems back at their home offices. One tenet that she studied was “drive and dedication,” a practice of always seeking out problems and then solving them by breaking them into smaller, more manageable pieces. The class also discussed other slogans, like “effective consensus building” and “respect for people.”

After an additional week at the Wharton School of the University of Pennsylania, she spent five months in Kentucky on an independent project about teaching Toyota culture to generations that would enter the company around 2020. She says she flew to Japan in December to give a 10-minute presentation to Toyota’s president, Mr. Watanabe.

Toyota’s culture, she said, is still grounded in a Japanese-oriented brand of group-think. But in some cases, Toyota has also adapted it to fit American culture, she said, dropping group calisthenics at American factories, for example, although that is still common at Japanese plants.

She said she understood the Toyota Way better after learning from people who had lived it their entire professional lives. She now uses the wall chart as a critical motivating tool for managing her employees.

“When I saw folks in high ranks, like Mr. Watanabe, and how consistent and dedicated they were, I knew they were true believers” in the Toyota Way, Ms. Newton said. “Now, I’m a true believer, too.”

NYTimes.Com


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Slap The Guru

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Any self-annointed guru who can’t handle a little rough treatment — and a vigorous dissection of his offered materials — needs to leave the stage. Just put your hype down, and back away slowly.

Teaching is, and should be, hard. At the public level, I think it’s a friggin’ crime both that our teachers earn shitty wages… and that the job doesn’t command the respect necessary to lure truly bright and motivated people with an aptitude for sharing knowledge and skills.

I slogged my way through 16 years of school, and I met exactly one teacher who took her job seriously. She taught the course, vigorously… she engaged each and every student individually, and strove to motivate you using every trick possible (from flattery to bullying, from deep discussion to specific challenges)… and she honestly cared about you.

Meeting her represented my first encounter with “real” teaching, and it rattled my cage profoundly. This was in community college, where I got a two-year degree in slacking off and partying. This teacher took me aside and upbraided me for being a brooding, rudderless wannabe writer… and gave me something that no other adult had ever offered before: Specific, useable advice.

And I took it.

It was my first experience with having a goal to focus on… and following through on that task required discipline (which I had almost no history with) and changing my worldview from “what’s the point?” to “this is what I want.”

Mind you, it still took me another 12 years to finally get my act together… but that’s why I’m diving into this “guru glut” subject.

That teacher was my first “course correction” in life. I was definitely headed in the wrong direction, and she whacked me upside the head (metaphorically, though I don’t doubt she would have used physical force if necessary — she cared that much) and sent me careening off on another path altogether. A new path that eventually opened up all kinds of opporunitities and possibilities.

Looking back, she gave me two distinct gifts as a teacher: First, that specific course of action, which gave me hope and direction. And second, a sense that — with just a tiny bit of concerned advice — there were secrets of living well that I needed to learn.

Those secrets weren’t going to just fall into my lap. They were a privilege, and they had to be pursued and earned.

Life is rough. Pitfalls are everywhere, and modern society seeks to lull you into a life-long slumber. Most people are sleep-walking zombies, terrified of risk and willing to trade in the wonders of this amazing ride for a safe, warm couch to snooze on.

Teachers are not a luxury. They are vital to living a full life.

Yet the good ones are few and far between. It’s your main job, until you learn what you need to learn, to search them out.

And caveat emptor applies at all times. (”Let the buyer beware.”)

When I started my career as a freelance copywriter, there were ZERO teachers available. Count ‘em, zero. I’d been fortunate to have a few bosses, while I was still working for The Man, who gave me tidbits of advice here and there… but there was no roadmap for freelancing.

No guru’s anywhere.

Joe Sugarman and Joe Karbo (look ‘em up if those names are not familiar — very important guys in advertising) offered small seminars, but not on any regular basis. Strictly for insiders, and a startling small population of insiders at that.

I met, and started working for, Jay Abraham right around the time he was stepping forward to offer more structured teaching. Still, compared with what’s available today, it was fairly meager stuff.

Mind you, for an ambitious twerp like me — chomping at the bit to devour every shred of knowledge and every trace of skill I could find — it was a cornucopia of amazing learning opportunities.

I was VERY lucky to have encountered quality teachers early in my career.

By the time I started co-producing regular seminars with Gary Halbert, in the late ’80s, more and more people were realizing the need for teachers.

That didn’t mean the best and brightest stepped forward, of course.

Still, I was happy to see so many options suddenly become available.

Today, the Web is crammed to the rafters with wannabe guru’s. (The word “guru”, by the way, means “teacher”. In case you were wondering.)

Most of ‘em are just opportunists, looking for easy ways to make a buck. For many, their plan seems to be this: Slap together a course or seminar, hype the bejesus out of it, get good at making joint ventures with people bearing large lists… and see what happens.

And yes, it’s frustrating for the guy looking to learn. Who do you believe? How do you separate the crafty hype from the serious opportunity?

Thus, we get flame wars on forums about the “death of the guru”, and angry rebellions among seminar junkies over the relentless pitching going on at many events.

And, we also get many wannabe guru’s jumping in front of that very parade, claiming to be the “anti-hype” teacher.

Whatever.

Again: Learning is tough. It’s a process… and it’s up to YOU, the seeker of truth, to do your job separating the crap from the gems. There is NEVER going to be a golden age where truth wins out completely, and it becomes easy to find your perfect teacher.

I found ONE teacher who actually taught me something as a young man coming out of the public school system. I could’ve easily lumped her in with all the others who’d wasted my time… but I’m damned lucky I allowed her to shake me up.

The “magic” in learning comes not from any secret way to master something without effort. That doesn’t exist.

No. The magic is all about finding a relationship with a teacher who not only aces the facts… but also cares enough to metaphorically smack you around until you “get” it.

The winners in life never stop learning, and never stop seeking the truth. They’ve learned to love the challenge of encountering something new, and mastering it. They don’t whine about how hard life is — they roll up their sleeves and dig in with gusto.

I’m GLAD there is a glut of guru’s out there. The charlatans are easy enough to spot, if you just pay attention. The good ones are known, too. They may not be the most popular, or the most savvy at getting attention.

But they’re the ones who get the job done, teaching you what you need to learn.

Bitching about having too many guru’s is like complaining about having too many choices at the local sandwich shop.

Just get over your bad self. As a student, you have a job to do, and part of it is finding out the right way for you to learn.

Having choices is a good thing.

And remember — the best teachers are not necessarily good at elbowing their way to the front of the crowd.

They do, however, have the most vocal fans.

Stay frosty…

[Via - MarketingRebelRant.Com]


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How to Deduct a Home Office

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NEW YORK -- One of the most tempting but also terrifying small business tax deductions is for a home office _ deducting the cost of operating out of your home can help you save on taxes, but complying with IRS regulations can be a little daunting.

Accountants say the good news is that the deduction, which used to be considered a fast way to an audit by the IRS, doesn't raise red flags with the government as it did in the past. Still, business owners often make mistakes trying to claim the deduction that can grab the attention of the tax authorities _ something every taxpayer wants to avoid.

Stephen Fishman, an attorney and author of "Home Business Tax Deductions" said a common error company owners make is to try to deduct space in their homes that has both business and personal uses. That won't fly with the IRS.

"You have to use the space in your home exclusively for business," Fishman said.

An office with PCs and a fax machine isn't the only way to take advantage of the deduction for using your home for business. If you manufacture goods or store inventory in your home, the space you use for that can also be deducted. The same applies if you run a business like a day care center or nail salon in your home.

You don't necessarily have to have a separate room for your office or business space, but taking the deduction is less complicated if a room is indeed set aside for business purposes. For example, it might be hard to convince the IRS that the home office in part of your family room is never used by your children to do their school work or play computer games.

Whatever the space is, it must be regularly used for your business. It doesn't have to be your only place of business, however.

An owner with a home business can deduct the expenses used to maintain the business space _ the portion of utilities, mortgage interest or rent, insurance, repairs and maintenance and other expenditures that can be attributed to that space. One of the big pluses of a home business deduction is that you can also depreciate the portion of a residence used for business; normally, a residence cannot be depreciated.

To determine how much of their expenses they can deduct, most owners divide the total square footage of the home by the square footage allotted to the business. For example, if 5 percent of a house was used for a business, and the owner had $5,000 in expenses for the entire house, then $250 could be deducted.

But square footage is another way owners can run into trouble with the government _ for example, if it appears to the IRS employees examining your return that your home business space is too big for the kind of business you operate, they may question the size of your deduction.

If you're thinking of claiming the deduction, you need to get yourself educated about the IRS' requirements. The first thing you should probably do is download and carefully read IRS Publication 857, Business Use of Your Home, from the IRS Web site, http://www.irs.gov. There are also several small business and home business tax guides available in bookstores that can give you a grounding about the deduction.

Also take a look at the IRS form you'll need to file, 8829, Expenses for Business Use of Your Home, and its accompanying instructions. They can also be downloaded from the IRS Web site.

It's probably a good idea not to try to claim the deduction without consulting a tax professional. Jeffrey Chazen, a tax partner at the accounting and consulting firm Richard A. Eisner & Co. LLP in New York, noted, "there are little quirks you have to look out for" with a home business deduction.

For example, he noted, if you've been depreciating the space for your home office but now sell your home, you'll have to "recapture" the depreciation, or adjust the profit you made on your house to account for the tax break you already received.

Another, important quirk: Your deduction cannot be larger than the net profit you make. But you can use the excess to offset profits in succeeding years.

Chazen suggests that now, as you're preparing your 2006 tax return, isn't the time to be thinking about the home business deduction for last year. If your business space didn't already meet the requirements for the deduction, you can't shoehorn it in after the fact.

You can, however, start working now so you can claim the deduction for the 2007 tax year.


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The Web 2.0 Nonsense

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After listening to people (mostly geeks) wax rhapsodic about the wonders of “Web 2.0? for, oh, almost two years now… I decided to go deep and see what the fuss was about.

The reality?

Nothing much to see here. Move along. We’re just tearing down the set, getting ready for the next act.

Web 3.0 and 4.0 are getting dressed and ready to take the stage.

2.0 (or “The Tooster”, as his friends call him) is pretty much history. The term was really just a glib marketing gimmick meant to separate “today’s” Web from the bad old “bubble” Web circa 1999 and 2000. The mainstream media — clueless, as always — decided the bursting of that bubble signalled the death-blow to this “Internet-nonsense fad”, and promptly found other things to be ignorant about.

(The scariest example of just how out-of-touch mainstream culture is toward the Web is the fact almost NONE of the federal government is wired in any significant way — not the FBI, not the Supreme Court, not the politicans. True to form, just as The Tooster is fading away, those in charge are finally beginning to upgrade to DSL.)

The term “Web 2.0? is useful only as shorthand when you want to refer to the notion that — yet again — technology is changing fast. (Imagine that.) The implied secondary notion is that — yet again — these changes will affect us all in profound ways. (Ooooh, don’t be scared.)

And — yet again — the reality simply doesn’t live up to the hype.

I’ve coined a phrase that, for me, helps explain why the “experts” get so preoccupied with announcing the latest revolutionary upheaval in human development through technology.

The term is “Paleo-Tech”… and it means, simply, “ancient technology”. We are (according to Professor Carlton) in the Paleo-Tech Age, which mimics the Paleolithic age, when Man (with a capital “M”) was just beginning to use technology.

Back then, it was fire and stone and metals… and for the next ten thousand years or so, we played around with better ways to cook, melt, forge and build stuff.

Today, it’s Java script, XML and the “semantic Web”… and because the development of new technologies is so super-condensed, by the time most people catch on, it’s already ancient history.

Thus, we are living in a time when all newly-developed technology is instantly on the way out. Almost, anyway.

Paleo-Tech. It’s driving Hollywood nuts, because no matter how much they try to make the technology in their scripts brand-spanking-new, they risk looking like dorks by the time the movie comes out six months later. (I recently saw a two-year old flick that might as well have been made last century, because the meant-to-be-hip cell phones used were embarrassingly out-of-style.)

But this is what I find interesting: Entrepreneurs are almost always on the cutting edge of the newest and flashiest tech. (The military drives most of the coolest advances, but they’re trying to kill people, not earn an honest living.)

And this creates an ongoing “situation” that requires the direct intervention of grizzled old veterans like me.

The situation is this: People are easily dazzled by shiny new objects. And lots of the new online technology is VERY pretty and seductive.

But here’s the mantra I want you to repeat, often: Technology doesn’t sell stuff. Salesmanship sells stuff.

I’ve seen a LOT of sci-fi quality technology in my career. I started my advertising career in Silicon Valley back when the Internet was just a twinkle in Al Gore’s eye… I had inside connections with the Stanford Artificial Intelligence labs… played the very FIRST online games ever invented… began working on a PC (sorry, Woz) back when I had to load DOS on a 5-1/4? floppy each time I booted up… wrote one of the very first online ads… and on and on.

I also worked on some of the very first modern infomercials, helped clients create prototypes that begat e-books, had one of the first ad-related podcasts posted to iTunes, participated in the earliest e-mail blasts ever done, and have tended this blog for a very, very long time (making good use of functions like RSS and tags before most marketers had even heard of them).

The Tooster and his application-drunk buddies 3.0 and 4.0 don’t scare me even a tiny bit.

I will make full use of every blip of technology I discover… and learn the stuff I need to learn, and pay other people to stoke the fires of the crap I suspect will soon blend into the woodwork.

Because every bit of tech that matters to entrepreneurs is just another way to communicate with other humans. From smoke signals to cuneiform tablets to the Guttenberg press to radio and TV and now the ever-wondrous Web… it’s still just one creature with a cerebral cortex talking to another one.

It’s fun. It’s like living out a sci-fi fantasy.

But the foundations are still the same as they were back when our ancestors were incinerating each other trying to find new uses for fire.

Humans want to get the basics of suvival settled… so they can use new technology to entertain themselves, kill each other… and buy shit.

As a business owner or entrepreneur… you want to sell shit for other people to buy. So you need to separate out the hyped tech that is mostly about entertainment (and for God’s sake, keep your hands off the evil lethal stuff).

And learn the simple secrets of using all new technology as a way to channel your salesmanship.

The technology, all by itself, will not magically generate profits for you. (In the still-current Paleo-Tech Age model, the only people who are supposed to get rich from new tech are the creators and share-holders. As Google proved with its profit-murdering “slap” at sites trying to use pay-per-click to build lists, entrepreneurs are seen as suspicious usurpers of technology, and must be thwarted whenever possible.)

I know people who are ecstatic about getting massive numbers of hits for their funny video on YouTube… who spend days figuring out how to use Slingbox to catch TV shows on their cell phones while they travel… and who prefer texting to talking.

Not that there’s anything wrong with any of that.

But a million hits for your video of Farquar falling off his skateboard won’t put a nickel into your pocket.

And why are you still wasting so much time watching TV? There’s a brave new world spinning out there, wondering when you’re gonna show up.

If you’re gonna be an effective entrepreneur, you gotta brush the stars out of your eyes and see all the technology tumbling down the chute ONLY in terms of how you can use it in conjunction with your salesmanship skills.

I’ll post more on this soon.

It’s fun, I gotta admit. I LOVE all the new tech gadgetry. The X-Box bored me, mostly (it really was just a small step up from playing Pac-Man drunk in a loud bar), but I’m excited about the Wii’s potential for truly gnarly gaming.

And all the career adventures I’d craved in my youth are now available again, thanks to technology advancing faster than The Man can censor it. (I can now have my own pirate radio station, publish and distribute my own books, and produce any type of late-night-quality TV show I like… all from my cluttered little office, digitally, online. I get shivers just considering all the possibilities.)

I’ve got some pretty valuable insights to share with you, too.

But I’m tired. I wanna surf the Web a bit, buy some more oldies on iTunes, enjoy a microbrew (another modern invention courtesy of the harnessing of fire long ago), and get a good night’s sleep on my Tempurpedic. (Space-age sleeping technology!)

Let’s pick this up later.

Stay frosty.

John Carlton, http://www.marketingrebelrant.com/


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