Author Archives: Mitch Ratcliffe
I’ve been writing a bit every evening, using comments or postings on Facebook as a prompt. When something captures my attention, I start writing, trying to take an analytic view in the case below of riff on the 2016 Presidential campaign. Some replies on Facebook become a complete idea sometimes.
He wrote: Is he worse than Cruz? They are all bat shit crazy
And the improvisation started:
They’re both in the batshit crazy category, but it is so batshit crazy inside that category that you can never say which is currently more batshit crazy.
You may think one is batshit crazier than the other with a high degree of certainty and just then, with an audibly sharp “Frack,” the other goes batshit crazier to take the lead. I haven’t been able to test it, but I theorize that this happens several thousand times a second. The egos of Trump and Cruz are so massively bat shit crazy that the pressures must be intense. If we could tune into the signal, see the singularity of batshit craziness in the Republican primary, where would that insight lead us?
How about Gore/Warren, with Bernie Sanders designated to become Attorney General or Secretary of Health and Human Services, against Rubio/Kasich (Strident and Duller)? That’s my prediction. Gore’s too rich now to be bought, an idea the Trumpies seem to value, and he could tap the Kennedy era spirit of reinvention in the face of global warming. Gore has the money, and could bring plenty of Democratic money, to battle the Koch Network. Finally, he can take the mantel of economic growth from Bill Clinton, something Hillary can’t do. Just spitballing that Gore idea.
Jump in, Al Gore, jump in! [End improvisation]
I’m going to keep this up. I’ll post the complete ideas that emerge. Some of these will be steps toward broader consequences of the election, but I’ll write about technology and business, too.
What does the local on-demand economy mean to companies and their customers? In this keynote address at BIA/Kelsey NOW, Mike Boland and I explain the rise of logistical systems for small business and individuals and how it changes the nature of work. In a nutshell, society built the old economy to keep needed resources on the bench and ready to work. Today, work will be assigned and completed through systems that put customers in control of the supply chains that serve them. It raises issues of fairness, as labor struggles to adapt and rethink how to build a “career.”
The whole talk is on YouTube, in case the player below doesn’t load in your browser.
Over at BIA/Kelsey’s Local Media Watch Blog today…. LODE in 2015: Household service and travel market penetration currently at 3.9 percent.
I wanted to lay down a foundational number for the on-demand economy, one that reflects how the economy can grow if the rhetoric of on-demand plays out to allow workers to be paid well enough to exchange some paid household labor for household services.
Based on our analysis, the on-demand market today could be worth up to $465 billion (labor fees inclusive), based only on converting some unpaid labor to paid using on-demand marketplaces. But only $18.5 billion in revenue appears to be headed for on-demand company P&Ls this year, so current addressable market penetration is 3.9 percent. And the current addressable market is only about 16.5 percent of the total U.S. population.
Next up, we’ll start to incorporating competitive industries that may be cannibalized by on-demand. At that point, the clear opportunity for lower transaction and logistics costs for LODE companies will be ridiculously self-evident. We’re talking many new billion-dollar markets, some vertical, some horizontal and some purely geographic.
Join me at BIA/Kelsey NOW: Rise of the Local On-Demand Economy on June 12th in San Francisco! Save $100 off the already reasonably priced tickets with the discount code “MR100,” for this one-day briefing and discussion on the Local On-Demand Economy.
For the past several months, I’ve been working with BIA/Kelsey, a long-time local media analyst and banking firm, to quantify the Local On-Demand Economy. We’ll be holding a conference, NOW: The Rise of the Local On-Demand Economy, at the Mission Bay Conference Center in San Francisco on June 12th. If you use the discount code “MR100,” you will receive $100 off the ticket price (currently $495 and going up to $595 in mid-May).
This is a convergence of several technical and socioeconomic trends, including automation (keyed entry record-keeping is dead, along with many of the jobs that perform that function in the enterprise), sharing (the eschewing of “stuff” and emphasis on the value of time and experience, the build-out of the last logistical mile that brings enterprise metrics-driven efficiency to the small and medium-sized business, and the end of full-time work as a means of keeping skills in-house even when they are not immediately needed.
There are many issues to discuss and explore in the Local On-Demand Economy, from the potential commodification of labor, including in specialized fields, to the problems of supporting a thriving middle class that works essentially entrepreneurially, for themselves across many different organizations and customer communities. Join us on June 12th to get a bead on the Local On-Demand Economy. Use the discount code “MR100” to save $100.
I’m working on a project with long-time local media research and banking firm, BIA/Kelsey, to create a new series of sponsored white papers that explore key issues in the local media market from an objective perspective, offering new options and approaches to profitable engagement in local markets.
Our first paper, Optimizing Local Marketing: SMB Marketing Needs Do-It-With-Me Models, which is sponsored by Vendasta, published today. We’re leading a discussion at LinkedIn, which I urge you to join. Do download the paper now and share your thoughts on how to make local marketing work in the LI forum.
The paper examines the pressing need for consultative marketing services that blend easy-to-use digital presence management tools with hands-on marketing expertise for companies that are too large to continue to market on an ad hoc basis and too small to hire and retain full-time marketers while paying for expensive enterprise tools that are often overkill, and over-priced, relative to the SMB’s needs.”
Specifically, it’s the “troubled teens,” when a company is between 10 and 19 employees, that represent the greatest opportunity for local marketing services players to step into a startling gap in success. Even as smaller and larger firms continue to grow, albeit with very high failure rates among the smallest businesses, it is the teen companies that fail at a rate more than an order of magnitude greater than other businesses of any size.