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Maps for Modern Magellans: Charts for Captains of Commerce By Roger Anderson Ph.D. Copyright © 2007, Modern Magellans Media 4502 Granada Drive Yorba Linda, CA 92886 www.modernmagellans.com All rights reserved, including the right of reproduction of any portion of this publication or transmission in any from or means without the expressed written permission of the author or copyright holder. Brief quotations and extracts may be used for review or editorial purposes without written permission. Quotations without attribution are by Roger Anderson All brand names and Trademarks mentioned in this publication are the property of their respective owners. All trademark names and designations were capitalized to assist in the recognition of such. No endorsements were received for inclusion in this work nor are any endorsements of other products or publications are to be inferred from their inclusion in this publication. Cover Design: Brett Anderson Book Layout and Illustrations: Brett Anderson Editors: Becky Clines, Liz Kylin, Lorrie Winter, & Lloyd Porter Special corporate editions can be made available which can include a foreword by a company executive or selected individual. Special editions for distribution to employees or customers can also have the corporate logo on the cover. For information regarding special corporate editions or bulk sales discounts please contact Modern Magellans Media directly by: E-mail: firstname.lastname@example.org Phone: 714-779-1095 FAX: 309-418-6304 Library of Congress Cataloging-in-Publication information available upon request. ISBN 13; 978-0-9794789-0-1 (For the full paperback book)
There are so many people to thank and I will undoubtedly omit important names. Fortunately, there will be other editions and books in this series. I need to thank, in no particular order Alan Stanford, John Halff, David Landsberger, Paul Seliskar, Dan Rime, and John Baldeschweiler for mentoring through the development of my first company. To my friends and colleagues at Anderson Unicom Group, I thank you for your patience while an eager but inexperienced entrepreneur learned the ropes. I am better for it and much of what I know, I know because we all learned it together. It was not always easy but it was a great time to ride the wave. Over 30 people read or listened to all or parts of this book as it developed. I thank them for their input, understanding, and encouragement. The list of readers includes: Larry Daines, Chris Kendig, Dane Shank, Drew Hansen, Jack Cassidy, Mark Prebe, Kevin Weigler, Tiana Fatutalia, Ken “KC” Clement, Craig Winter, Stan Klein, Bart Greenburg, Matt Holt, J. “Jay” Brown, Louise Dalton, Sally van Haitsma, Ron Ralston, Steve Clark, Dan Rime, James Obermeyer, Tersia d’Elgin, John Halff, and Alan Stanford. A special thanks to those who read with the intent to fix the grammar, flow, and clarity: Chris Anderson, Phyllis Helton, Ryan Anderson, Lorrie Winter, Becky Clines, Lloyd Porter, and Liz Kylin. An extra special thanks goes to my son Brett who took my scribbled drawings or amateur diagrams and made them into the works of art you see in this book and on the website. One final thank you to my great friend Charlie Graham. He was always there for me when I needed anything. We had many late nights bowling and talking. He left this world much too soon for everyone who ever met him, including me.
Mapmaking, Not Just Cartography
Chapter I Mapmaking, Not Just Cartography
The focus for this chapter is the value and potential to communicate information with a great map. By the end of this chapter you should understand the value of useful designs, how to make them, and how to make them more effective. You will know the steps to make great diagrams, advertisements, and announcements. You will also be able to create uncomplicated messages that stay true to the original intent.
here may not be a more complex subway illustration than the official map of the Tokyo Metro. First-time visitors are inclined to look for
a geographically correct map but that would be a mistake. Having little knowledge of the geography of the city, such a layout adds no value. Simplified subway maps are easy to find in the stations, on the trains, and in guidebooks. The compact subway maps are more useful because they do not complicate the matter with unnecessary information, like parks, harbors, sights, and the coastline. The important task for the traveler is figuring out what line stops where and how can they get to the desired station, not how much the system overlaps or winds around. Thanks to skilled cartographers, we can make sense of the colored lines and various fonts found on maps. We are able to find where we are and where we want to go in any situation with a good map. 11
Charts for Captains of Commerce We first learned about maps, diagrams, and charts in grade school. Maps were used to show us geography and the paths of explorers like Magellan. We were taught that charts are a graphical representation of the underlying numbers, usually in the context of some math problem or survey result. Charts, graphs, and other figures enhance a presentation because they convey a large amount of information in a more interesting fashion than raw data. They can also make a presentation more confusing. Maps, diagrams, and tables can be intimidating. Diagrams can over-simplify the truth. . It is also important that analogies not be taken too far. Illustrations can be used to hide critical data by adjusting the presentation. Good charts add perspective to raw numbers, they focus attention on selected points, and they can support an argument. A good map can be like having an agenda for a meeting that reduces tangents during a discussion. An agenda gives you a place to put those things of least importance last, or if they do not belong, they can be set aside for discussion some other time. Having an agenda for a meeting lets everyone know when various topics will come up and attendees can save comments for the appropriate time. A good navigation chart, or GPS (Global Positioning System) receiver, provides a means of determining a position or location and gives us a better idea of what we need to do to move to that position. In other words, understanding where you are going is a required part of navigation. You cannot get there if you do not know where there is and what is in between. For the purposes of this book, a map is defined very loosely as any diagram or illustration that shows the lay of the land and indicates various routes that can be taken.
Mapmaking, Not Just Cartography
Many illustrations fit the Modern Magellans map definition:
1— Road map 2— Delivery route 3— Table of contents 4— Sewing pattern1 5— Flowchart 6— Billboard 7— Sign 8— Class schedule 9— Retirement plan 10— Floor plan 11— Business plan 12— Chemical reaction 13— Biological signaling pathway2 14— Biochemical pathway3 15— Minard’s depiction of Napoleon’s march into Russia4 1810-12
To the untrained, these can be more complicated than any subway map. To those who know the key they are very plain and clear. They are a good example of maps that require training. 2 Visit www.biocarta.com to see hundreds of examples 3 Visit http://www.expasy.org/cgi-bin/show_thumbnails.pl 4 In 1861, French engineer Charles Joseph Minard created one of the most complicated and yet visually informative diagrams of a single two-year period. There are many online copies. An example that was found in January 2007 is at http://it.coe.uga.edu/studio/seminars/visualization/minard.html
Charts for Captains of Commerce
Map 1 - Figure 1.1 – The Seven Steps of Mapmaking These steps are essential to follow when making quality maps for advertising, leadership training, or any form of communication where an illustration or text will be used to convey a message.
Mapmaking, Not Just Cartography
Map 1 – Seven Steps of Mapmaking
This map (figure 1.1) is to be used to help you make better maps. The steps outlined are also useful in any design process. Great writers and artists are able to put feelings, emotions, and events into forms, words, or pictures that the rest of us are then able to understand with more depth. A good mapmaker does not draw everything exactly as it is, but as it is best understood. Most artistic creations take several attempts to craft the final product. We see the finished result but do not always know how many tries it took to create the work we see. For whatever you are creating, the number of revision cycles should be based on the size of the audience. If the composition is to be viewed by nine people or less, then one revision draft is needed. Material to be presented to an audience of 10,000 should go through at least five cycles. The seven major steps that are used in making a quality map, diagram, or graphic are illustrated in Map 1 (figure 1.1). Use these steps when creating messages for: • • • • • Internal memos Advertising Packaging Leadership training Business plans • • • • • Change initiatives Policies and procedures Contracts Teaching Parenting
The return arrows indicate that if the audience to which the message is displayed does not grasp the meaning as it was intended to be understood, then the mapmaker has to return to the point where clarity was lost to make changes. 15
Charts for Captains of Commerce The most important point of this chapter, and one that too many businesses miss, is that Perception is reality, and perception is more significant than intention. What you meant to say or mean to do does not matter. It is what you say or do and how it is received that matters.
Step One – Choose the Subject
The subject for this chapter: How to make better maps
While this is obvious, it is the first step and every journey has to start somewhere. It is important that the subject message be small enough, or concise, to fit on one map whenever possible. One of the reasons the most complicated Tokyo transportation map is large and hard to understand is that it has the bus system, other rail systems, geographical information, key buildings, and shrine locations included. When too many subjects are mixed together, some will be lost. Use the e-mail rule of; one message: one subject. If you send someone an e-mail with two or more questions, they inevitably answer the least important question and often fail to respond to the rest. If you send an e-mail addressed to multiple people, then they will all assume that the other recipients will answer it.
Step Two – Choose the Objective
The objective of this chapter: To make you a better mapmaker
Why is this message being sent out? What is a person to do after receiving the information? Is there an action item? The intent of a message is often lost during the steps of the design process. It is easy to forget the objective and at times the subject, when the use and capabilities of the drawing tools becomes the focus of the effort. You can have too much fun using a new program or tool creating an artistically profound design while obliterating the message.
Mapmaking, Not Just Cartography Writers, speakers, and leaders fall in love with their words and become fixated on keeping them intact instead of concentrating on the intent of the message. The objective is not met by what you want to say but by what is heard and understood. It is not what you meant; it is what the audience infers. Television commercials can be so engaging and yet not achieve an increase in sales because the viewers do not know, or remember, what the company is selling. Spending millions of dollars on advertising that does not get the proper message across is wasteful and career damaging. You do not want to hear in a job interview; “Are you the one who did the …ad campaign and cost that company millions?”
Step Three – Choose a Style
The style for this chapter: An analogy with steps to show the process
The presentation style is as important as any other part of the process. Analogies can be very powerful and add deeper meaning but they can also be confusing. Images can convey more than just words but they can be distracting. Clarity is also difficult when there are too many colors, words, or images. If it is important enough to be said, then it is important enough to say it in the right way. • • • • • • • Is the subject something that can be divided into pieces? Is it a list? With steps? What kind of graph could be used? (Pie, Line, Bar, Scatter, 3-D) Is it like a group of dissimilar items or eclectic? Is it like an object, a square, a pyramid, a road, or an animal? Is it like two or more items in contrast? Will it need bullets, numbered points, or both? 17
Charts for Captains of Commerce
Step Four – The Method of Display
The method of display for this chapter: A map with an explanation
Artwork for a business card is quite different in most cases from artwork intended for a poster. The amount of detail is dictated by the space allowed. Handouts and Power Point slides do not function in the same way, even though the same software can generate them. A picture for a wide screen display will not look as nice on a mobile phone. Post cards and letters can have the same exact text but have different response rates. A note from a friend can have the same words as an advertisement but it carries more weight.
Step Five – Medium of Creation
The medium for this chapter: Computer graphics and word processing
Having a large meeting to announce a change in coffee suppliers is probably only appropriate for companies that sell coffee. Such largess may communicate the wrong message. The company wanted to show the employees how much they are appreciated. What the employees saw was that they were not going to be getting any raises soon. The artist has to know the medium to make the best use of it. A map made of cheap paper will not last long and does not suggest importance. A map made by someone who does not know how to make maps will also look inferior and suggest that the company that produced it is possibly inferior. Colors, font styles, and text sizes can convey emotion, but the correct emotion will only be there if the artist knows how to use colors, fonts, and text properly. As the old saying goes, “you get what you pay for.” Simple maps can be made with a pencil and paper or markers and a whiteboard. Sophisticated instruments like compasses and drafting tools can be used. Computers have replaced many 18
Mapmaking, Not Just Cartography of these mechanical devices and they enable us to make easily improved creations. Cutting and pasting, as well as dragging and dropping make editing much easier. They also make copyright infringement easier.
Step Six – Creating
The creation for this chapter: Almost one year to create this book
Changes in the message can be introduced by unforeseen problems in the creation process. This is why the subject and the objective have to be kept clearly in mind. The quality of the creation is important, but not as important as effectively communicating the subject and the objective. Many aspiring writers believe that their creativity is best demonstrated by the words that first flow from their brains to their page. They incorrectly believe that their genius will shine through when they express their thoughts as the impressions occur to them. The accomplished writer knows that true skill is demonstrated when the text is crafted to be understood by others in a way that moves or elevates understanding. Writing is not just saying what you think. With many projects, what seemed like a good idea at the beginning can often become a nightmare once the creative work begins. The cost may be greater than expected. Perhaps a desired effect cannot be created in the medium or material chosen. The skill level of the creator can be pushed over its limits. Programmers who said they could make a webpage sing and dance have to admit they can only make it sing. The picture that was used in the mock-up for an ad is not available or is now prohibitively expensive. Learning new software is so much fun that you forget what you were working on and now the
Charts for Captains of Commerce project has to be finished in five minutes. When you do not have what you need, you have to do the best you can with what you have.
Step Seven – Test
The test for this chapter: Over thirty readers, reviewers, and editors
Showing the piece of work to someone else can be a traumatic experience. The best intentions are often undone by the realities of life. If the project was reviewed during the process, this step can be much less difficult. It is important to involve new reviewers in each cycle of the process. Fresh eyes and perspective can catch things that went undetected even by people with the best intentions or experience. Last minute changes often miss the review process. At least one pair of fresh eyes should be reserved for a final check. Step seven, and the four that preceded it, should be repeated several times. It is important to determine at this point or possibly before if the subject is clearly communicated to those viewing the map or receiving the message. It is then possible to see if the objective was met. The greater the resources spent preparing the message, the more important the audience, or the larger the expected audience the more care that should be taken to do the job correctly. On the other hand, small meetings and one-on-one situations may not require multiple rounds of editing to create an adequate product. Consider the audience and the importance of the message. A certificate of appreciation from the local teachers supply store may not be appropriate to hand a person who is retiring after 40 years with the company. Such an act can send many negative messages beyond the moment.
Mapmaking, Not Just Cartography
The Worst Maps
There is little to be gained by going over too many bad map examples. We have all seen plenty of them. Almost every Monday evening on the Tonight Show with Jay Leno there is a segment titled Headlines. For ten minutes Mr. Leno displays newspaper clippings, menus, and other printed material with humorous errors confirming the fact that skilled editors are being underutilized. Mass-market advertisements provide extreme examples of message development issues. Everyone has seen messages that worked and those that did not. We usually know why they did not work and yet we make the same mistakes in our own communications. A mixed message is often the result of not deciding on the objective or staying true to it. In personal communications, it helps to clarify the objective of the interaction so that the other person is not left to guess at motives or possible meanings. We know what we meant to say, but do they know? The look on their face should help us understand if we missed the mark. The potential for miscommunication is why e-mails and text messages can create more confusion than a phone call or faceto-face meeting. When we cannot see the recipient’s reaction or hear the inflection in their voice, we cannot correct the situation before trouble starts. In addition, e-mail and text messages are rarely edited for content or quality.
The Best Maps - A map must be usable to be useful
The best maps are easy to describe. They are clear, accurate, uncluttered, and understandable. They accomplish the objective they were designed to achieve. People do not have to work hard to use
Charts for Captains of Commerce not take people much time to get it. The obvious is not assumed but is also not overstated. Cultural conventions are often bent but not too far. A good map says more than was intended but not excessively. If it requires an explanation, it should have one that is easy to grasp without assistance. The best maps are the ones people use repeatedly. They take time, patience, and repeated improvement cycles. A simple phrase in the right font is often enough, Just Do It, works well. Not all maps will have the following but most should. A Title is important. It often conveys the subject and the objective. It sets expectations. A Legend can reduce the amount of time it takes to understand a map. A good legend makes it easy to identify roads, rivers, and railways. Scale and Direction indicators give the viewer perspective and bearing. A Grid can be handy when there is a lot of detail to search through. No one wants to search a complicated map that is difficult to read when they are in a hurry or stressed. There are analogous items for less traditional maps. On an advertisement or announcement, the first words of the message are often the subject (Title). Defining a brand builds recognition for future messages (Legend). Using standard cultural images, words, and symbols makes the message intent easier to comprehend (Scale and Direction indicators). People understand messages more quickly when they follow an established pattern or method (Grid). Lastly, great maps are easy to refold. New England Biolabs (NEB) is a unique company located just north of Boston. They make a special line of supplies for use in molecular biology research. Their product catalogs are well made, filled with useful tables, and loaded with charts. The catalogs of most companies are tossed each year when new editions arrive. People keep the old NEB catalogs even though the company makes 22
Mapmaking, Not Just Cartography
a new one every year. Just as you can count the age of a tree by the rings, you can sometimes tell how long a person has been in their current position by the number of NEB catalogs on their shelf. With the advent of the World Wide Web, much of the catalog’s value as a source of useful information was challenged but the ease of use and immediate availability still makes the catalog a winner. Not many companies can say that their annual catalogs are collectors’ items as soon as they arrive.
The value of a good diagram – when you only get 15 seconds
My first company, Anderson Unicom Group provided a multisupplier online catalog of over 1 million products and a web-based order placement service. When we started in 1995, outside of the major universities, very few people knew what the Internet was, let alone what a website was. We were frequently asked to illustrate our business model with a diagram that explained the search and order process to university administrators and industry suppliers. An example is shown in figure 1.2. The first attempts to diagram our concept were not very clear or effective. The early illustration was better than nothing but the diagram failed to sufficiently communicate how we would function in the supply chain. As Internet pioneers, we often had to explain how the Internet worked so that people could see what it was we did and how we fit into the grand scheme of things. We drew that early diagram so many times that we decided to put it on the back of the first business cards we had professionally printed. Before this we printed our own business cards using an ink jet printer to save money. To make the diagram large enough to be readable, the cards were double sized, and then folded with the 23
Charts for Captains of Commerce diagram on the inside. The fold has an unexpected benefit. Not only were the cards a nice handout, with a blank back for notes, but they also functioned as a name card since they could stand up. Unfortunately, this diagram did not really work. We understood what our business model was, but most others still did not understand it from the illustration. We had a very clear vision of what we were trying to build, but it was not so clear to the people that mattered: the potential customers. We continued to improve the diagram until we came up with the final version that was introduced in our third or fourth year. The final map not only illustrated what we did, but it also included more of the supply chain we served (see figure 1.3) With the new map, people could tell us what service we provided. In 1997, I attended a dinner in Los Angeles with about 5,000 other people, including Larry King and Ross Perot. Mr. Perot founded EDS
Figure 1.2 – The original Anderson Unicom Group business card back
and later Perot Systems, an early innovator in the web commerce
arena, and he ran for President of the United States in 1992. The hope was that I could explain our concept to him and see if he wanted to invest in the company or form a partnership with us.
Mapmaking, Not Just Cartography
Figure 1.3 – The final diagram inside the Anderson Unicom Group business card. The card illustrates the two cycles of the purchasing process. We served the inner loop.
After the dinner concluded it was very difficult to even get near Perot, let alone talk to him. When I was able to get near him, I only had seconds before he was whisked away. I handed him my card, told him I thought he might be interested in our company and asked him take a look at it so that he could see what we do. Before I could say anything else, he was gone. The dinner was on a Friday night. I had to wait all weekend to see if anything would come of it. On Monday morning, about 10 AM, the phone rang in our little 900 square foot office in Yorba Linda, California. The receptionist called out: “There’s a guy on the phone says he’s Ross Perot. Should I get rid of him?”
Charts for Captains of Commerce I could see by the way she was holding the phone away from her ear that she had not put the call on hold. It’s a good thing Ross Perot has a great sense of humor. When I picked up the phone he was laughing so hard he could hardly speak. In his thick Texas drawl he said, “That’s the funniest thing I’ve ever heard. That gal really made my day.” He then told me he did not recall speaking to me but found the business card in his pocket and understood what we were trying to create. He listed the people to contact at Perot Systems in Boston and wished me luck. The call came because he was able to understand the map and the message on the inside of that little card. Never forget the importance of a little card, or a good map!
A very confusing message: The simplified rules for Cricket
Cricket is played between two teams who each get a chance to bat and bowl. When they bat a batsman is in until he’s out. When he’s out the next batsman comes in until he’s out. When all the batsmen are out, the team is all out, apart from one batsman who is not out. The team that were fielding then go into bat until they are all out and it is a case of the team who scored the most being the winner. If you’re confused visit http://news.bbc.co.uk/sportacademy/bsp/hi/
This message does not work because it assumes too much knowledge on the part of the recipient; at least it does in the United States. In the UK, this message is probably crystal-clear. 26
Charts for Captains of Commerce Volume I
(Table of Contents)
Introduction - What Do You Need to Sail the World? Chapter 1 – Mapmaking; Not Just Cartography
Map 1 - The Seven Steps of Mapmaking - 14
Chapter 2 - Minding Your Own Business
Map 2 - The Question Dice - 29
Chapter 3 - Where Are You On the Curve? (Curves Part I)
Map 3 - Trajectories - 66
$2,000,000 $1,500,000 $1,000,000 $500,000
Chapter 4 - Which Curve To Follow? (Curves Part II)
Map 4 - The Total Cash Curve - 104
Major Inflection Point
6 12 18 24 30 36 42 48 54 60 66 72 78 84
$(500,000) $(1,000,000) Revenue
Point of Profitability
Cumulative Cash (Retained Earnings)
Chapter 5 - The 5-Fold Way
Map 5 - The 5-Fold Way - 113
Chapter 6 – Who Wants More?
Map 6 - The More Cycle - 155
Chapter 7 - Diffusion
Map 7 - The Lighthouse - 175
Chapter 8 - Three Steps to a Sale
Map 8 - The Marketing and Sales Compass - 203
Conclusion - Success
Charts for Captains of Commerce Volume I
Bibliography – Selected Books cited in this publication
Anderson, Chris “The Long Tail”, Hyperion (July 2006) Ansoff, I. Strategies for Diversification, ‘Harvard Business Review’ (September-October 1957) Bossidy, Larry and Charan, Ram “Execution”, Crown Business, (2002) Bossidy, Larry and Charan, Ram “Confronting Reality”, Crown Business, (2004) Buckingham, Marcus “The One Thing You Need to Know“, Free Press, (2005) Christensen, Clayton M. “The Innovator’s Dilemma”, HarperBusiness; May 2000 Collins, Jim and Porras, Jerry I. “Built To Last”, HarperCollins Publishers, (1994) Collins, Jim “Good to Great”, HarperCollins Publishers, (2001) Covey, Stephen “The 7 Habits of Highly Successful People”, Free Press, (1990) Covey, Stephen “The 8th Habit; From Effectiveness to Greatness”, Free Press, (2005) Covey, Merrill, & Merrill, “First Things First ”, New York: Fireside; Simon & Schuster, 1994 Diamond, Jared “Guns, Germs, and Steel”, W. W. Norton & Company (1999) Gerber, Michael “The E-Myth Revisited”, Collins; Updated edition (1995) Gladwell, Malcolm “The Tipping Point”, Little, Brown (2000) Gladwell, Malcolm “Blink: The Power of Thinking Without Thinking”, Little, Brown (2005) Glauser, Michael J. “Glorious Accidents” Deseret Book Company (1998) Godin, Seth “Purple Cow”, Portfolio Hardcover (2003) Grove, Andrew “Only the Paranoid Survive” Currency; (1996) Kaplan, Robert S. & Norton, David P. “The Balanced Scorecard”, Harvard B-School Press, (1996) Kawasaki, Guy “The Art of the Start”, Portfolio (1995) Kotter, John P. “Leading Change”, Harvard Business School Press; (1996) Kotter, John P. &. Cohen, Dan S “The Heart of Change”, Harvard Business School Press; (2002) Lehrer, Jonah “How We Know”, published in Seed magazine, September 2006 Machiavelli, Nicolò “The Prince“ Written c. 1505, Translated by W. K. Marriott 1908 Maslow, A. & Lowery, R., “Toward a Psychology of Being”, New York, Wiley & Sons, 1998 Moore, G. A. “Crossing the Chasm”, Harper Business, (1991) Moore, G. A. “Inside the Tornado”, Harper Business, (1995) Rogers, Everett “Diffusion of Innovations“, The Free Press. New York, 1962 Siebel, Thomas M. & House, Pat “Cyber Rules” Currency; 1st edition (1999) Stern, Jane and Michael “The Encyclopedia of Pop Culture”, Harper Perennial Press, (1992) Schwartz, Barry “The Paradox of Choice: Why More Is Less “ Ecco (2004) Woolf, & Johnson, PhD, “The Break-Even Point:”, Ann. Fam. Med, Nov 2005; 3: 545 - 552.
Volume II - Chapter Map
(Table of Contents) Introduction - Volume II Chapter 9 – Waves, Riding the Waves - Crisis Immunity
Map 9 - The Parts of a Wave
Chapter 10 - Change
Map 10 - The Changing Forms of Water
Chapter 11 - Knowing is Half the Battle or Maybe Less
Map 11 - Knowledge Iceberg
Chapter 12 - Doing is the Other Half and Maybe More
Map 12 - The Project Curve
Chapter 13 - Why Things Don’t Happen As Expected
Map 13 - The Field of Rocks
Chapter 14 – The Bubble Diagram
Map 14 - The Bubble Diagram
Chapter 15 - Leadership Pedigree
Map 15 - Leadership Pedigree Chart
Chapter 16 - Putting the Pieces Together
Map 16 - The Business Pursuit Wheel
Conclusion - Success Part II
Watch for it in Fall 2007
About the Series
About the Author: Roger Anderson Ph.D.
Dr. Anderson received his Ph.D. in Molecular Biology from Caltech in 1996. After leaving Caltech, he has been on the business side of science. He has experience in large corporations and start-ups, twice serving as CEO. Dr. Anderson has also served as a consultant to dozens of companies in the laboratory reagents and diagnostics markets. Dr. Anderson concentrates on the focus of the executive team, business transformation, industry relationship development, fund-raising, investor management, and developing collaborations or acquisitions. The entrepreneurial urge hit early in his career and has never left. During graduate school, he compared offerings from various suppliers to find the best item at the best price for the lab he worked in. That led to the concept of a database driven website online purchasing system for life science products and Anderson Unicom Group (AUG). Under his leadership, AUG grew from a concept to a full-fledged business, competing with much larger companies.
Maps for Modern Magellans
Maps for Modern Magellans
The Maps for Modern Magellans series is written for people who feel frustrated after starting a business and realizing that they need help, but believe they do not have time to read a business book to get that help. The series is written for everyone that wants to start a business but is afraid they may not know what to do once they get going. This series is for those people who feel stuck in their present work situation and want to make a change. Every chapter of this series stands on its own. Each topic is a vitally important concept for business leaders to master. The maps, charts, and diagrams are designed to help business owners, operators, managers, and those who want to be leaders better grasp and communicate important business principles. The original illustrations are memorable and easy to use. A reader can immediately share their new insight with others and enable greater business communication. Leadership training and management development will be improved using this series as a key part of your process. Maps for Modern Magellans books are written by experienced business leaders. Each volume is a collection of diagrams and information developed to successfully illustrate and teach business concepts. There are 25 million businesses in the U.S.; 5.5 million with one or more employees. According to the 2002 Survey of U.S. Business Owners, 25% had no college training when they started. A leader does not want to receive an Idiot’s or Dummies’ Guide. A business owner is a ship’s captain and deserves respect. They are Modern Magellans who need good maps and then a clear path to transform their business. Business Transformation is the key to improving your business success.
For more information about Dr. Roger Anderson, this book, or other products from Modern Magellans Media please visit our website at:
On the site you will find: • Individual book chapter activity pages where you can download tables, forms, and spreadsheets. • Access to video and audio presentations • Links to websites mentioned in the chapters. • A complete bibliography and links to many of the books mentioned in this book series. • Areas for continued discussion and comment. • News about future releases, book-signings, and speaking engagements. • How to purchase additional books, posters, calendars, and desk ornaments.
For information about speaking engagements, books, online learning materials or contact Modern Magellan Media at: 4502 Granada Drive Yorba Linda, CA 92886 W: (714) 779- 1095 F: (309) 418- 6304 email@example.com
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