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|Archives - September 2009|
|Thursday, August 20, 2009|
September is such a great month for many reasons, but maybe the best is that it promises a fresh start. As the warmth of the evening air starts to fade, and with kids getting ready to (finally!) go back to school, people tend to start thinking again about new beginnings and new ideas.
For small-business people here in Oregon of course, this past year has hardly been a time to dream big dreams and make big plans, but that’s the whole point. No matter what happened before, these cyclical moments of fresh starts are a perfect time to stop retrenching and begin retooling.
There is great power in thinking big, even if your business is small. One thing I have learned over the years is that the best businesses — the ones that grow and where the culture is positive — are more interested in ideas than profits.
Of course this is not to say that profit is not important; of course it is. We all love profit. But the best businesses, and the ones that go from small to big, are keyed in to a lot more than the bottom line.
Here’s an example: There is no bigger business in Oregon than Nike, but Nike started out as a very small, small business, to wit: After running track for the University of Oregon and getting an MBA from Stanford, Phil Knight went to Japan where he met with representatives of the Tiger Shoe Company. Upon his return, Knight began to import Tiger tennis shoes and sell them out of his car at track meets.
You don’t start much smaller than that, but Knight and his partner, former UO coach Bill Bowerman, always thought big. Knight says that from the start: “We wanted Nike to be the world’s best sports and fitness company. Once you say that, you have a focus. You don’t end up making wing tips or sponsoring the next Rolling Stones world tour.”
Another thing that Nike did right, right from the start, was to innovate. Great businesses, big and small alike, dare to be different and try new things. For instance, as legend has it, Bowerman created Nike’s first game-changer, the waffle sole tennis shoe, by pouring a rubbery potion into his wife’s waffle iron. The waffle sole shoe begat a culture of innovation.
So maybe the question for you this fall should be: What is your waffle shoe? What can you do that is unique and different? Of course, your innovation may not change the world like Nike’s did; it just needs to change your world. Dare to think big and think different.
Those two traits — thinking big and innovating — are the exact same ingredients that fueled the growth of Oregon’s other big athletic clothing company, Columbia Sportswear. Columbia began when Gert Boyle’s parents, Paul and Marie Lamfrom, fled Nazi Germany for Portland in 1937 and bought a small hat company, renaming it the Columbia Hat Company.
The company chugged along and grew slowly and fitfully over the years through various changes in leadership, but only really exploded after Gert Boyle and her son, Tim, took over. They made several significant changes, the most important being the introduction of an innovative “Interchange System” — a jacket with a soft liner and a weather-resistant, lightweight, breathable shell. Offering interchangeable wearing options and a new fabric technology created an avalanche of sales. Columbia became Columbia.
But it never would have happened if Gert and Tim Boyle had done what had always been done at the company. That had, in fact, led the enterprise to the brink of bankruptcy. It took some new people thinking in new ways to create new (and better) results.
So if you want one, this can be your assignment as school starts again: Sit down with your team and have one of those crazy brainstorming sessions where anything goes. Write down all ideas, weed out the worst, and mull over the best. Who cares if last year was crummy? It was crummy for most of us. The thing is, new markets create new opportunities.
Don’t let Columbia Sportswear or Nike’s size today trick you. We can all learn from what they did right.
Wednesday, February 25, 2015
BY KIM MOORE | OB RESEARCH EDITOR
Friday, March 27, 2015
BY COURTNEY SHERWOOD | Photos by Jason E. Kaplan
Pacific Seafood, one of the world’s largest processors, is rebranding as a more transparent and consumer-friendly operation. A controversial CEO and monopoly accusations from coastal fishermen complicate the tale.
Friday, March 27, 2015
BY LINDA BAKER
Founded 12 years ago, Keen Inc. likes to push the envelope, starting with the debut of the “Newport” closed toe sandal in 2003. Since then, the company has opened a factory on Swan Island and a sleek new headquarters in the Pearl District. The brand’s newest offering, UNEEK, is a sandal made from two woven cords and not much more.
Friday, February 20, 2015
BY LINDA BAKER | OB EDITOR
Vacasa may lack the name recognition of Airbnb. But not for long.
Friday, March 27, 2015
BY AMY MILSHTEIN
Damian Smith bets on changing himself — and Portland — through consulting.
Friday, March 13, 2015
BY JACOB PALMER | OB DIGITAL NEWS EDITOR
Ten startups have secured venture capital, angel or seed funding in 2015.
Tuesday, February 24, 2015
BY LINDA BAKER | OB EDITOR
At Oregon State University, a 21st century version of the bad dream — nuclear terrorism — is alive and well. This winter, the Department of Nuclear Physics and Radiation Health Physics created a new interdisciplinary graduate emphasis in nuclear forensics, a Sherlock Holmes-sounding program that aims to identify how and where confiscated nuclear and radiological materials were created.
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A new report highlights how Oregon bankers are giving back to their communities.
Since 1932 Tidewater Transportation & Terminals (operating as Tidewater Barge Lines and Tidewater Terminal Company) has operated a multicommodity transportation and terminal company based in Vancouver, Washington. The friendly expression on the company’s shipping containers reflects the attitude of about 330 safety and community-conscious employees but belies how complicated the barge business really is.
The Port of The Dalles has run marine facilities since the 1930s, but they are part of a larger mission to strengthen the local economy. They focus on regional economic development with a strong bent toward adding good-paying jobs in high tech, manufacturing and other industries.
Providing attendees with unique taste of the Northwest Reception.
CFM Strategic Communications turns 25 this year and is celebrating with a revamped website, special events for firm alumni and clients, a special-label wine and a list of 25 stories about its client work over the past quarter century.
The Atkinson Graduate School of Management at Willamette University has maintained its business accreditation by AACSB International—The Association to Advance Collegiate Schools of Business.