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jerryking : david_freedman   7

The Tech Profile: How a Small Retailer Handles I.T. - NYTimes.com
May 17, 2011 | NYT |By DAVID H. FREEDMAN
The business: JetPens, based in San Jose, Calif., is a 14-person online
retailer of mostly Japanese pens and pen-related paraphernalia. The
slick, slightly edgy Web site is packed with stuff that you won’t find
just anywhere, including pens designed specifically for drawing Japanese
Manga-style cartoon art and a five-function eraser. As a result,
JetPens has drawn a cult following and fills about 100,000 orders a
year.
running_a_business  marketing  retailers  e-commerce  David_Freedman  google  PayPal  Quickbooks  facebook  handwritten  analog  writing  artifacts  IT  owners  small_business  Japanese  premium  brands  Stanford  alumni 
may 2011 by jerryking
A Tech Tool That Puts Employees and Customers to the Test - NYTimes.com
March 31, 2011, 7:00 am
A Tech Tool That Puts Employees and Customers to the Test
By DAVID H. FREEDMAN
David_Freedman  tools  presentations  testing 
april 2011 by jerryking
In Small Business, How Much Technology Is Too Much? - NYTimes.com
March 22, 2011, 7:00 am
How Much Technology Is Too Much?
By DAVID FREEDMAN
David_Freedman  running_a_business 
march 2011 by jerryking
globeadvisor.com: Experts of wrong: Beware biases of people-in-the-know
August 11, 2010 | The Globe and Mail | HARVEY SCHACHTER
who reviews Wrong, By David H. Freedman,
Little Brown, 295 pages, $31.99. Wrong: is an all-out assault on
experts, and, perhaps more significantly, our mindsets, which give the
experts more licence than they deserve...." Freedman says, "expert
wisdom usually turns out to be at best highly contested and ephemeral
and at worst flat-out wrong."... " A key problem is what he calls the
certainty principle. Given an expert who equivocates on some approach
and an expert who is dramatically certain, we opt for the expert with
conviction. "... " We want advice that's simple, clear-cut, doubt-free,
universal in application, upbeat, actionable, and palatable, in the
sense of conforming to our predispositions rather than challenging those
biases. " " "We happen to be complex creatures living in a complex
world, so why would we expect answers to any questions to be simple?" "
book_reviews  David_Freedman  complexity  conformity  expertise  Harvey_Schachter  biases  pretense_of_knowledge  overconfidence  certainty  confirmation_bias  books  questions  predispositions 
august 2010 by jerryking
Pinpoint Weather
June 2003 | Technology Review | by David H. Freedman. Cheap
computer power and high-tech observation systems mean precise forecasts,
offering consumers personalized reports and saving weather-sensitive
businesses millions.
weather  bespoke  personalization  David_Freedman  hyperlocal  microtargeting 
january 2010 by jerryking
Divided We Stand: Smart firms expand in pieces, spinning fast-growth units into standalone entities
Mar 2005 | Inc. Vol. 27, Iss. 3; pg. 59, 2 pgs | by David H
Freedman. "Technology is working its way into an ever wider array of
products, frequently reinventing them, and the Internet has made word of
mouth nearly instantaneous. The result: an increasingly unpredictable
landscape of "instant markets" that requires new levels of speed and
agility. High-tech companies have a way of coping. The basic idea is
deceptively simple: Instead of thinking in terms of expanding the
company as a whole, focus on new, fast-growth, "spin-up" business units
with their own identities - even if it means letting other parts of the
company languish."
growth  spinups  fractals  innovation  Apple  speed  agility  windows_of_opportunity  David_Freedman  spin-offs  new_categories  pop-ups  standalone  high-growth 
october 2009 by jerryking

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