All business is the business of redlining—avoiding customers who cannot pay their bills. I immediately remembered two other takeaways that could have protected investors from losing trillions of dollars.
In June 2005, I started writing this e-newsletter.
My wife, Peggy, who is the publisher, came up with the idea of having takeaway points―a short collection of bulleted one- and two-liners or short paragraphs at the end of each piece―that summarize why a particular column might be worth reading.
I assume readers are very busy. I have no interest in wasting anybody’s time.
For example, many blogs start off with the writer clearing throat, rolling up sleeves, rubbing hands together, by which time the reader is on Page 2 with nothing to show for the time spent. That is why my private definition of the typical blog is “a cross between a blob and a bog.”
Put another way: It is imperative to remember that on the Internet a writer is one click away from oblivion. If I don’t ruthlessly self-edit, the reader is gone in a twentieth of a second.
Readers of Business Common Sense can scan the lede, and if they have no interest in today’s subject, can be out of here in less than 20 seconds, maybe with a useful takeaway or two, maybe not.
Every now and then a reader would write me and ask if I ever were planning to publish a collection of the takeaways. I said thanks for the suggestion (I personally answer all e-mail correspondence), and put the idea on the back burner.
In 2010, I moved the idea to the front burner and what turned up is:
Quotations, Rules, Aphorisms, Pithy Tips, Quips,
Sage Advice, Secrets, Dictums and Truisms in
99 Categories of Marketing, Business and Life
If you like what follows, you’ll find more information and how to order at www.dennyhatch.com
I persuaded the publisher (my wife, Peggy) to offer readers a fat pre-publication discount.
In 60 years of watching television, I never saw anything like it. At one end of the witness table facing the House Committee on Oversight and Government Reform sat perhaps the greatest pitcher in baseball history, Roger Clemens, winner of seven Cy Young Awards. With short haircut and dressed in a conservative blue suit and rust-colored tie, Clemens was articulate, forceful, and sounding wounded and angry. At the other end of the table was sports trainer Brian McNamee: thin, with small eyeglasses, small mouth and projecting thin chin. He answered the questions from Congress in a monotone. It was a contentious, nasty hearing. At
Two recent headlines encapsulate the current financial wreck—the mortgage crisis that has ensnared the markets across the globe and may threaten the economy of the entire world: OVER THEIR HEADS: Small Investors, Too, Get Nailed by Arcane Trades —The Wall Street Journal, August 14, 2007 INVESTORS MULL HOW TO GET OUT OF HEDGE FUNDS: Market Turmoil Highlights Notoriously Tricky Rules for Redeeming Shares. —The Wall Street Journal, August 15, 2007 The words “over their heads” and “tricky” caught my attention. Investors are being hosed these days by Wall Street sharpies that have come up with highly complex, tricky and incomprehensible schemes that are over everyone’s head—including those that dreamed them
Merger talks—United and Continental and US Airways, with its $8.65 billion hostile bid for bankrupt Delta—have the investment community a-twitter. When AirTran made a hostile bid for Midwest Air Group, its stock jumped 4.1 percent while Midwest’s skyrocketed to 22 percent. The first commercial airline—the St. Petersburg-Tampa Airboat Line— was founded in 1914. The line carried a total of 1,205 passengers without a single accident. It never made money. Call the St. Petersburg-Tampa Airboat Line a harbinger. Since its beginnings, 92 years ago, the airline industry cumulatively has never made money. The idea that “investors” are seriously looking at airline stocks is a
By Denny Hatch Where channel integration means a sales and marketing network that never rests. You have to be in awe of a company that opened its doors in 1987 and ended 2002 with 26 patents, 321 retail outlets, 25,000 testimonials from happy customers, net sales of $335.8 million and a dazzling stock performance in what can only be called a bungee-jumping market. The company is Select Comfort, headquartered in Minneapolis, manufacturer of beds that encompass a revolutionary design and blessed with a marketing team that rivals the legendary David Oreck and the wizards of Bose. About the Interview That Follows Noel