Saturday, January 31, 2009

The power of ecosystems: the Palermo case

During 2001 Argentina's economic collapse, 30 percent of the population was unemployed, and pennyless -since their savings were caught in the broken banks and available at 200 dollar a week paid in 70% devalued pesos per original dollar deposited.-

During that period, however, young professionals moved to a cheap, blue-collar old Buenos Aires neighborhood -named Palermo by Italian immigrants- and transformed it into the most successful area of Buenos Aires: Palermo Soho and Palermo Hollywood.

They did it in small groups of 3 to 4 under-35 year old entrepreneurs, buying ruined and abandoned houses -like the one below- with initial investements of around 10,000 dollars.

The now self-employed architects and engineers renovated the old houses, transforming them into boutique hotels, restaurants, art galleries, stores and private homes.

Those in the restaurant and art businesses moved from expensive downtown Buenos Aires rents into the new places.

Those with business degrees and good English started publicizing Palermo in US and European newspapers.

Thanks to the tech-savvy, they used e-performance to link their offerings to international tourism-related Web sites such as Expedia, Priceline and all major US and EU newspapers, so tourists could check and make reservations directly of all the services and products.

Soon, an avalanche of tourists -attracted by the Web-informacion as well as the peso devaluation- started roaming through the neighborhood, patronizing their stores and restaurants and "getting out the news" to their countries of origin.

Old homes like this one -bought under 35,000 dollars- are now listed and sold to nationals and internationals on an average of 350,000, redesigned and redecorated by argentinian architects and engineers, with argentinian young artists art and furniture.

Palermo's entrepreneurs started also a small film industry, producing art and TV films subsidized by the government and attracting Hollywood stars and moguls such as Francis Ford Coppola, Madonna, Robert Duvall and Robert de Niro to film in and buy houses in Palermo.

Coppola filmed his last picture in the street below, with its old houses painted and decorated by young argentinian artists.

The entire neighborhood organized itself as a business ecosystem, creating clusters of compatible businesses -hotels, restaurants, stores, art galleries, developers and builders- organized block by block to offer a unique client experience to tourists and locals and to keep everthing clean, safe and organize street commerce -from high end to street sellers- in a harmonious way.

At the time of the present crisis, Palermo remains strong, backed by steady income from tourism -both cultural and recreational- that chooses its calm and creative neighoborhood hotels, low prices and toursit-friendly, English-speaking young waiters,

restaurateurs and artists.

Check this video showing the place with a rock and roll song referred to them, the "locos de Buenos Aires" (Crazies from Buenos Aires) as they were called at first:



Today, they don't laugh anymore at them: they buy their houses, eat at their 200 restaurants and shop at their stores, which in total provide income and jobs for an estimate of 45,000 families.

How can we use Palermo's lessons in building our own ecosystems?

In Argentina, other neighborhoods, such as Boedo and La Boca have already followed the ecosystem idea.

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References

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Business opportunities during economic downturns II

Some companies seem to have found good business models to face the economic downturn: Amazon reported a record sales surge of 9 % over 2007 on its holidays sales, with earning and profit rising accross all its multiple categories, as US and world consumers use the Web to compare prices and cut their own costs.

Chris Anderson -the "Long Tail" author- explains the advantages of business models that mix "free & paid" services, and shows how Microsoft and other for-profit companies are using them to grow during hard times.

Franchise models -such as McDonalds (which is currently hiring)- offer another key ingredient for downturns since they do not only create jobs, but small businesses that multiply them at lower costs for governments and taxpayers.

Focusing on high-value added activities can also help businesses to trim costs intelligently. Sharper Image, a "gadget" producer, closed its high rent stores and sought Chapter 11 protection to emerge focused on licensing its 40+ patents a year to large electronic chains such as Best Buy.

At the food front, thrifty consumers are turning away from reastaurants and diners towards cooking at home or buying prepared meals when cooking is not an option for single parents -30 to 50 percent of US market- or "double breadwinner" homes.

Healthy meals help also trim healthcare costs derived from diet-provoked chronic diseases such as obesity and diabetes.

Food for save and "food for thought".

How can we apply these ideas to our PII projects?

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References

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Tuesday, January 13, 2009

Business Oportunities during economic downturns

In the midst of the most severe economic downturn since 1929, while most business ask for government bailouts or engage in frantic -and debilitating- rounds of downsizing, divesting and restructuring, others thrive in double-digit growth.

While traditional automakers face bankrupcy and hang on governmental bailouts to keep their activities afloat, Chinese automakers such as BYD Co., launch a new electric car two years ahead of them and at half the price tag (20,000 dollars against 44,000). Several factors have helped them: once a battery maker, BYD betted on investing on new technology (longer-lasting batteries) and using their lower labor cost advantage to launch electric cars right when the US consumer is seeking for them.

Another thriving startup is Zip Car, that launched in 2000 a business model based on saving clients' costs by using a pay-per-use, just-in-time, just-where-you-want-it car rental program. Zip Car's business model is based on extracting profit from a segment of what Zip Car clients save by renting cars and what carmakers pay for publicizing their new hybrid or fuel-efficient cars to potential customers.

Amazon -a company doomed to failure by conventional business thinking- has thrived by not only becoming the market of choice for a wide variety of products and services, but also by creating an entire e-commerce ecosystem, with thousands of vendors not only selling their products online, but using Amazon's efficient e-commerce and logistics platform services.

But not all that looks "smart and green" is a guaranteed success, as former oilman and current wind energy advocate T. Boone Pickens has learned the hard way. Entrepreneurs must assess and reassess their original ideas and create smart and flexible implementation plans. Pickens invested billions on windmills, betting to a 100 dollar oil market. Cheaper oil and a global slowdown on investment revealed a flaw in his business model: windmill technology is still too expensive for a "normal" energy market (30 dollar oil). Pickens is back to the drawing board adjusting his model to new and long-term realities.

Timing is essential

Now, some questions for us to consider (please post your comments to at least two of them making reference to the articles in references below)

  1. How can your PII project benefit and thrive under an economic slowdown?
  2. What lessons from BYD, ZipCar and Pickens apply to your PII project?
  3. What points of Bernardez's article on Ed Tech during downturns apply to your PII project?

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References & reading

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