Operando un negocio ganadero desde un celular

Esta nota es un buen ejemplo de como debemos de intentar romper ideas arraigas acerca de la ganadería.

Debemos de estar abiertos a nuevas tecnologías que nos permitan ser mas eficientes.

Entiendo que los servicios de telefonía celular en las zonas rurales de Latinoamerica son deficientes y en muchas ocasiones no funcionan...pero vean al futuro, en 5 años el servicio mejorará y los "gadgets" nos harán algunas cosas mas sencillas.

Insistimos, hay que estar abiertos a nuevas tecnologías que nos ayuden a eficientar nuestro tiempo.




Ordering bulls and baler parts from a cell phone?


Record-high prices for cattle this spring helps make nearly every ranch look like a fine-tuned operation. And yours may be just that. But it's no secret that many operators from across America have had some struggles in recent years, and more than a few have left the business of producing beef.

If you count your ranch among those still actively engaged in beef production you're likely experienced enough to know that the good times won't last indefinitely. Prices will go down, or margins will narrow, and you'll be searching for new ideas and new methods of operation.

Ranch business advisors suggest you start making plans now - during the good times - for the potential struggles ahead. Brainstorming business ideas is never easy, and that's why many business coaches recommend you look outside your industry to see how other successful managers cope with adversity.

Learning from the experiences of prominent business managers is often a good place to find fuel for developing new ideas and strategies. In recent years some of the best real-life case studies are found in the technology industry, the subject David Pogue writes about regularly for The New York Times in his column called Pogue's Posts.

Last week Pogue described how the creator of the Flip camcorder plans to open 500 grilled-cheese-and-soup restaurants by 2015. An intriguing story, and maybe one that will spark some creative thinking on your part as you seek to keep your business on the cutting edge.

In addition to his work as The Times' technology writer, Pogue taught a course this spring at the Columbia Business School. A guest speaker during the course was Jonathan Kaplan, founder and chief executive of Pure Digital.

"That's the company," Pogue wrote, "that made the wildly successful Flip camcorders, the company Cisco bought two years ago for $590 million, the company that Cisco then shut down last month, without any reasonable explanation."

Cisco systems, Inc., is a company that designs and sells consumer electronics, networking, voice, and communications technology and services.  Headquartered in San Jose, CA, Cisco has more than 70,000 employees and annual revenue of $40 billion last year. In late March 2000, at the height of the dot-com boom, Cisco was the most valuable company in the world, with a market capitalization of more than $500 billion. That figure has dropped to just over $100 billion, but still leaves Cisco as one of the most valuable companies.

During his visit to Pogue's classroom, Kaplan openly discussed the demise of his Flip camcorder. One common assumption about the Flip is that smartphones were responsible for the death of Flip.

"I don't think the smartphone was really at all involved," Kaplan said. "Cameraphones haven't stopped over 35 million cameras a year from being sold in the U.S."

Kaplan also told Pogue's class that the Flip was very profitable at Cisco; it took in $500 million the first year. So why, Pogue asked, did Cisco kill it?

Kaplan noted that Cisco's stock had crashed for the first time in years, and he guessed that Cisco's shareholders wanted the company to focus on its core business, which is not consumer electronics.

So, Cisco, a company with $45 billion in annual revenue, purchased the Flip, a deal pursued by LG, Sony, Amazon, Hewlett-Packard and Kodak, only to kill the product two years later. It sounds silly, but if the strategy helps Cisco turn its business around, analysts say it will look like a brilliant strategy.

In addition to his comments about the Flip, Kaplan also gave Pogue's students a few lessons "from his life as a serial entrepreneur. 

*       "It's not about the hour, day, week; it's about the month, quarter, year."
*       "It's better to be happy than to be right. (It's hard for drivenpeople to realize this.)"
*       "Say thank you."
*       "Anything is possible."
*       "If you hire someone bad, fire them immediately and give them a big severance package so they feel good about you." (Kaplan says he has been
fired three times during his career.)

Kaplan told Pogue's students his future will not be in Flip cameras, but in grilled-cheese-and-soup restaurants. He plans to open five The Melt restaurants around San Francisco this year, then 500 more nationwide by
2015.

"You'll order online or from your phone; you'll be sent a QR barcode, which you hold up to a scanner when you arrive at the restaurant. Your sandwich and soup combo ($8) will be ready in one minute." So, maybe Kaplan's tale and Pogue's technology columns have very little to do with ranching. Or, maybe, they have everything to do with the future of ranching.

Let your imagination run free. Will you soon be ordering bulls or baler parts from your cell phone? How will the technology of today change your ranch business tomorrow?

Fuente: Greg Henderson

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