La literatura más innovadora de los últimos tiempos :-)

Innosoñando: así NO se debe ver el fútbol

La transmisión del encuentro Junior-Once Caldas el miércoles por RCN es lo más insoportable que he visto últimamente en TV. Cada 20 segundos (o menos a veces) aparecía el recuadro (abajo, o a la izquierda arriba) con el mensaje publicitario; interrumpiendo: 1) la voz del narrador y comentaristas, 2) las imágenes del juego, 3) la publicidad que se instala alrededor de la cancha.

Sepan los anunciantes que, al menos conmigo, perdieron la plata: me dí a la tarea durante todo el partido de colocar el "mute" cada vez.

¿Por qué tiene que ocurrir algo así tan desagradable, que a nadie beneficia, y que para otros de hecho es un fraude (para los que pagaron por la publicidad alrededor de la cancha)?

R/ Porque el productor no está pensando en el cliente (en el televidente en este caso); porque tal vez cree que éste no tiene opciones; porque se siente todo poderoso en su oferta. También porque el anunciante, ingenuamente, cree que está haciendo un buen negocio al pautar así; también porque el anunciante, para el caso del anuncio de una agencia del estado que apareció como 1000 veces, no tiene que rendirle cuentas a nadie de sus gastos...

¿Podría ser de otro modo? ¿De modo que productores, anunciantes y televidentes resultaran todos beneficiados en virtud del hermoso "contenido" provisto por los atletas durante el juego en el campo?

R/Podría ser; así:

1. Haciendo una producción 1A en la previa al partido, que atraiga durante este tiempo al televidente y al anunciante.

2. Colocando el mensaje publicitario ("opt in" y logeados además los que quieran) en las otras pantallas: PC, Teléfono móvil Internet, Teléfono móvil SMS, iPad, etc. Ésto por supuesto, junto a contenidos valiosos como por ejemplo estadísticas del juego, del jugador, del equipo, de la jugada, etc.

3. Creando nuevos formatos de despliegue; como el que se usó con "Postobon" en la repetición de jugadas importantes: aparece durante un segundo o menos cubriendo toda la pantalla, en el momento en que el televidente está más atento a ésta. Ya se había ensayado con éxito total en Sudáfrica 2010.

4. Cobrando más (y ajustando la producción consecuentemente; y compartiendo con el productor de TV los ingresos) a los anunciantes de la publicidad alrededor de la cancha y en las camisetas.

5. Por último, también por supuesto, ofreciendo una producción PREMIUM, vía Internet, pagada, a quienes estén dispuestos a pagar por ella, con CERO anuncios publicitarios :-)

Una "ideita" contra el trancón

Se trata de lo siguiente: "sacar" de las calles la circulación y parqueo sobre las vías, de las flotas logísticas que mueven las mercancías que el comercio para comodidad y conveniencia nuestra nos surte a toda hora.

Esto se tendría que hacer vía una combinación de modos:

1. Algunas flotas podrían hacer la tarea a media noche (como hoy ya lo hacen los camiones de la basura; que a propósito deberían hacerlo más silenciosamente).

2. Otras flotas podrían desaparecer del todo en ciertos perímetros de alta densidad comercial; sería reemplazadas por viaductos aéreos permanentes que transportarían "mini-contenedores" a "mini-bodegas" que luego surtirían a los locales comerciales.

3. Las flotas de lavanderías y resto de domiciliarios tendrían entrada a los edificios o a bahías construidas a propósito para su parqueo; y plena libertad de circulación.

4. Las "mini-bodegas" ubicadas en sitios privilegiados, permiten luego el movimiento de las mercancías a discreción por los andenes asistido por "zorras" de mano (o vía bicicletas por las ciclo-rutas).

5. Las "mini-bodegas", los "mini-puertos" y las "mini-contenedores" son todo un nuevo negocio por supuesto ¡no regulado, por supuesto!

(mañana, tal vez más :-)

Ya despidiendo el año... recordamos a quienes nos dolió despedir.

Dos artículos desde Innosight

The Empire Strikes Back

Making Innovation Cheap and Easy

***

¿Qué nos hace pensar que la innovación (y la innovatividad) estarían inaugurando una nueva época en el mundo?

Que nos hace pensar. Que vuelve a hacernos pensar (por supuesto :-) :-) :-)

Lo primero en INNOVATIVIDAD :-) (a propósito del fin de año que se acerca y el próximo que también)

Todo el mundo quiere todo el tiempo RESULTADOS.
Es más, ¡RESULTADOS rutilantes!
Pues bien, para tal, es menester un ACTUAR así mismo ¡BRILLANTE!
El que a su vez no será posible (no podrá "venir a ser") si antes no se ha PENSADO DURO, DURO, DURO... (en las opciones sobre qué hacer, en su valoración, en la decisión finalmente adoptada)

Lo primero... es lo primero :-)

"Elogio" del columnista en management de The Economist, a Jim Collins (sin comentarios :-)

Aquí la entrada completa

Extracto:

"Schumpeter

Built to last
Jim Collins has stayed at the top by practising what he preaches

Nov 26th 2011 | from the print edition

WHY do some companies flourish for decades while others wither and die? Jim Collins got his start as a management guru puzzling about corporate longevity. Given that Mr Collins has remained at the top of his profession for almost two decades, it is worth applying the same question to him."

"Cultura de innovación" y "Cultura para la innovación"

Aquí la entrada completa

Extracto:

"2011: Why Culture is Key

In past editions of the Global Innovation 1000, we found that companies focused on developing cutting-edge products and services fall under one of three fundamental innovation strategy models: Need Seekers, Market Readers, and Tech Drivers. This year, our seventh annual study of the world’s 1000 largest corporate R&D spenders focuses on the link between the three strategy models, culture, and organization — and their effect on companies’ alignment to innovation objectives and the impact on financial performance. The key finding: culture is key to innovation success, and its impact on performance is measurable. Specifically, the 44 percent of companies who reported that their innovation strategies are clearly aligned with their business goals — and that their cultures strongly support those innovation goals — delivered 33 percent higher enterprise value growth and 17 percent higher profit growth on five-year measures than those lacking alignment."

***

Los números "hablan" esta vez... :-)

Un libro que amerita su lectura...

... d e
a
p o c o

¿Por qué?

1. Porque su autor escribe desde una experiencia bastante peculiar
2. Porque el libro te obliga a preguntarte sobre tí mismo
3. Porque su contenido (las "técnicas") son de invaluable ayuda en más de una situación

:-)

Invierno, Innovatividad, Ingenio :-)

Innosoñando: la billetera

Lo que quiero (esta vez :-) es poder cambiar todos los días de billetera, así como cambio de correa o zapatos... pero sin tener que sacar de una, y volver a acomodar en la otra, todo lo que va dentro (¡qué pereza!) Parece (más o menos) fácil ¿no? :-) :-) :-)

Los 10 mitos de la innovación por Scott Anthony

Aquí la entrada completa

Aquí decimos que en efecto, si estos no son los 10 mitos (o sea si la verdad es que hay 11 o 12 o 13, etc.) al menos sí con toda seguridad son los 10 más importantes :-) :-) :-)

Paper.li

Aquí el sitio

*****

¿Cuál sería ese períodico que todos quisiéramos leer?

¡Exactamente! R/ Aquel que haríamos sólo para que nosotros (cada uno) leyéramos en el máximo disfrute... y que por tanto probablemente nadie más leería :-)

PS. De todas formas es una innovación que merece todo nuestro aplauso :-)

Lo de Boeing en los últimos 10 días es impresionante...

...aunque lo impresionante debe estar en verdad en el trabajo duro de los últimos 10 años.

Aquí y aquí y aquí la noticia desde la fuente oficial: la compañía misma

Primero, en Nov.13, un pedido de USD 18 billones... Y luego, en Nov.17, una pre-orden por otros USD 21,7 billones. Para que los lectores tengan una referencia, USD 40 billones es lo que Colombia entera produce hoy más o menos en 4 meses.

El trabajo duro no es otra cosa que la INNOVACIÓN; que da respuesta efectiva a los Jobs-To-Be-Done del cliente (en este caso las aerolíneas).

¿Cuál es el secreto? See that my friends....



Aquí el detalle de lo presentado en la imagen.

Magos de la innovación estos "señores"

En la foto hay menos $COL 100.000 del bolsillo de la familia (papás, ahorros del niño, abuelos,etc.), y más $COL 100.000 para Disney :-)

Club Penguin por supuesto


*****

Combinación magistral del mundo virtual y del físico.

Combinación magistral del juego en solitario y en grupo.

Combinación magistral del narrar historias y permitir crear historias.

10 sobre 10 esta vez para Disney :-)

Sencilla (y maravillosa) innovación

Aquí el sitio de la editorial

"Phaidon Press is the world’s leading publisher of books on the visual arts, with offices in London, Paris, Berlin, Barcelona, Milan, New York and Tokyo, and distributors worldwide. It has had a long and fascinating history, as recorded by art historian Nigel Spivey for Phaidon's 75th anniversary in 1998."

*****

Lo mostrado son dos ejemplos del producto.

Cada libro reúne la totalidad (o en todo caso una gran cantidad) de las obras de pintura alrededor del mismo tema.

Así podemos apreciar cómo vió cada artista (y a través del tiempo, cómo se vió en cada época) el tema.

¿Por qué me gustó?

1. Me mostró que en verdad hay "infinitas" posibilidades de realización (sobre el mismo "tema"), todas de excelencia.

2. Me mostró las virtudes de la re-creación respetuosa.

3. Me mostró el poder de la pintura (tal vez como lo veía mi madre; tal vez como siempre quizo que lo viera :-)

¡Qué innovación tan sencilla y exitosa!

Aquí el sitio de la compañía

*****

Jobs-To-Be-Done

¿Cómo extender el disfrute de un "juguete" que es una fiebre desde hace 100 años entre los adolescentes ahora a los más pequeños?

¿Cómo vencer la restricción - problema de la seguridad del producto para los más pequeños?

¿Cómo lograr de contera que esos más pequeños sean luego al crecer los clientes del "juguete original"?

¡Genial la solución Tech Deck! :-)

Opssss!: no deja de impresionarnos este "señor Google" :-)

¿Esta es la clase de innovación que queremos? :-/

*****

La verdad quisiera trabajar y viajar menos y pasar más tiempo con mis hijos (cara a cara) y leyendo :-)

Innosoñando: la alcancía virtual

La idea es muy sencilla:

En cambio de estar donando las "vueltas" a las causas x, y, z en los supermercados y otros sitios, poder poner esas "moneditas" en la alcancía virtual de mis hijos.

Que también los abuelos (o cualquier otro autorizado) puedan hacerlo en cualquier lugar en donde ellos estén recibiendo vueltas.

Que también si deseo deshacerme de monedas en cualquier checkout me las reciban y abonen a la alcancía virtual.

Que también pueda (a un costo dado) convertir millas y otros premios de fidelidad en "monedas" para la alcancía virtual.

¿Qué recibe a cambio el administrador de la alcancía virtual?

(Que sería un banco por supuesto) mi compromiso de trasladar cada mes a una cuenta de sólo ahorros (programada a una meta dada en el tiempo y en el monto) todo lo que vaya entrando a la alcancía virtual :-) :-) :-)

*****

¿Qué banco se le medirá primero? :-)

RSA Animate - Changing Education Paradigms (Ken Robinson)

Acerca del autor:

"Sir Ken Robinson, PhD is an internationally recognized leader in the development of education, creativity and innovation. He is also one of the world’s leading speakers with a profound impact on audiences everywhere. The videos of his famous 2006 and 2010 talks to the prestigious TED Conference have been seen by an estimated 200 million people in over 150 countries.

He works with governments in Europe, Asia and the USA, with international agencies, Fortune 500 companies and some of the world’s leading cultural organizations. In 1998, he led a national commission on creativity, education and the economy for the UK Government. All Our Futures: Creativity, Culture and Education (The Robinson Report) was published to wide acclaim in 1999. He was the central figure in developing a strategy for creative and economic development as part of the Peace Process in Northern Ireland, working with the ministers for training, education enterprise and culture. The resulting blueprint for change, Unlocking Creativity, was adopted by politicians of all parties and by business, education and cultural leaders across the Province. He was one of four international advisors to the Singapore Government for its strategy to become the creative hub of South East Asia.

For twelve years, he was professor of education at the University of Warwick in the UK and is now professor emeritus. He has received honorary degrees from the Rhode Island School of Design, Ringling College of Arts and Design, the Open University and the Central School of Speech and Drama, Birmingham City University and the Liverpool Institute for Performing Arts. He was been honored with the Athena Award of the Rhode Island School of Design for services to the arts and education; the Peabody Medal for contributions to the arts and culture in the United States, the LEGO Prize for international achievement in education, and the Benjamin Franklin Medal of the Royal Society of Arts for outstanding contributions to cultural relations between the United Kingdom and the United States. In 2005, he was named as one of Time/Fortune/CNN’s ‘Principal Voices’. In 2003, he received a knighthood from Queen Elizabeth II for his services to the arts. He speaks to audiences throughout the world on the creative challenges facing business and education in the new global economies.

His book The Element: How Finding Your Passion Changes Everything (Penguin/Viking 2009) is a New York Times best seller and has been translated into twenty-one languages. His latest book is a 10th anniversary edition of his classic work on creativity and innovation, Out of Our Minds: Learning to be Creative (Capstone/Wiley). Sir Ken was born in Liverpool, UK, as one of seven children. He is married to Therese (Lady) Robinson. They have two children, James and Kate, and now live in Los Angeles, California."

RSA (an special kind of innovation)

Aquí

"The RSA: an enlightenment organisation committed to finding innovative practical solutions to today’s social challenges. Through its ideas, research and 27,000-strong Fellowship it seeks to understand and enhance human capability so we can close the gap between today’s reality and people’s hopes for a better world."

El iPhone como parte de.... (¡todo!)

Aquí

"Congratulations, you’ve found the WVIL website. As you’ve most likely figured out, the WVIL camera is not a real product, but a Concept Camera envisioned by Artefact's award-winning design team. It answers the question: “what’s next for camera design?”

The WVIL represents Artefact's passion for creativity and strategic vision in the camera space. Learn more about Artefact’s take on the history of photography as well as where it’s going in the future."

Concept Camera: The WVIL from Artefact on Vimeo.

Space Balloon

Aquí

Podría decirse que es "Basic Research", hecha por "Normal People" :-)

¡Genial!

Homemade Spacecraft from Luke Geissbuhler on Vimeo.

Kindle Fire at USD 199 (a la venta desde nov. 15 2011)

Aquí la home page de Amazon

Extracto desde el blog de GigaOm:

(Aquí la entrada completa)

"Just weeks after dismissing the Kindle Fire as a potential challenger to the iPad, J.P. Morgan is now upping its assessment of Amazon’s debut tablet, saying the device is expected to move 4.5 to 5 million units in the fourth quarter. Based on checks with supply chain vendors, J.P. Morgan’s hardware team reports production momentum for the Fire has is up sharply of late, suggesting that the device is seeing a lot of pre-order demand. Several vendors, including Foundry partners, have experienced rush orders in the last two to three weeks, J.P. Morgan said Monday in a research note.

J.P. Morgan Internet analyst Douglas Anmuth, who covers Amazon, is looking for 5 million units in the fourth quarter and expects to see multiple models in 2012, including 7 and 10-inch units and models with 3G radios in addition to Wi-Fi. The Kindle Fire goes on sale Nov. 15. [...]"

***

1. Puede argumentarse ampliamente que en este caso Amazon ha "seguido" a Apple y su iPad

2. Lo que sería una prueba del éxito del iPad

3. Pero también puede argumentarse que Apple con el iPad "siguió" al Kindle original (para mejorarlo)

4. Lo que sería una prueba del éxito del Kindle original

5. Puede afirmarse, más bien, que Apple y Amazon son dos grandes organizaciones innovadoras, que cuidan en extremo de sus clientes :-)

Pricing basics: "the price you can obtain for making something determines how much you can spend making it"

Aquí la entrada completa desde el Ludwig von Mises Institute

Extracto:

"Book buyers have been used to hardback books being the most expensive, with softcover versions being priced much less, while e-book versions are cheaper still.

This pricing scheme comports with David Ricardo's doctrine that the value of consumption goods are determined by the "cost of production" or the labor theory of value. Obviously the production cost of a hardback book is greater than that for a paperback, with both of these far and away more expensive to produce than a Kindle or ePub version.

The costs of book preparation — formatting, editing, typesetting, indexing, marketing, and royalties — are incurred no matter what the book's version. However, with hard and softcover books, publishers must warehouse their inventory and there are costs associated with that. With e-books, as well as downloadable audio versions, no warehouse is required — just a hard drive somewhere.

But that's not the half of it. When Amazon or any bookseller runs through their inventory of a book in the physical form, they have to order and pay for more paper and ink to be constructed into the particular title so that orders can be filled. Replenishing inventory costs money. Not so for an e-book. Once the digital version has been created, it's good until the market doesn't accept it anymore.

So for those thinking David Ricardo had it right, expensive hardbacks and cheap e-books make all the sense in the world. But Austrians see the world differently. Consumers set prices based on their preferences. It doesn't matter what a book costs; what matters is what a reader will pay for it. Likewise, consumers in the Western world determine the prices — not by haggling — but by buying or not buying.

The illusion that costs of production determine price is created by the reality of financial viability. If you can't recover in proceeds what you have spent in production, you have to stop what you are doing or change the way you do it. If your profits are extremely high, you attract the competition to your endeavors, and then your prices have to fall. Over the long run, it's true, your marginal costs and marginal prices tend to equalize. What matters is the cause and effect: the price you can obtain for making something determines how much you can spend making it.

Buying the hardback means paying for shipping and waiting for the book to arrive. The same goes for the paperback. Physical books require shelving and space, which is, again, an expense.

E-books offer immediate availability and thousands of books can be stored in a single thin, lightweight piece of machinery, not to mention the many other cool features e-readers offer."

The biggest innovator soul: Steve Jobs

La entrada es de Innosight aquí

¿Qué hace de Steve Jobs (qepd) el más grande genio innovador de los últimos tiempos?

¿Cuál era su modo de acercarse a los problemas que plantea la innovación radical, para llegar a ser exitosa?

¿Qué legado nos queda a quienes procuramos que nuestros clientes lleguen a tanta satisfacción con el producto como a la que llevó Steve Jobs a los de Apple?

*****

Extracto introductorio:

"To mark the passing of one of the world’s all-time great innovators, some of the leaders of Innosight are reflecting on what Steve Jobs taught the world. He leaves as his legacy a set of lessons about innovation that will continue to inspire us for generations to come. These are just eight of the main takeaways from his remarkable career and life:

1. The zen of knowing what customers want without actually asking them
One of our favorite Steve Jobs quotes came as his answer to the question: What market research did you do that led to the iPad? “None,” he replied. “It's not the customer’s job to know what they want.”

Innosight co-founder and Harvard Business School professor Clayton Christensen says that Steve Jobs helped teach us to shun focus group-type research and instead carefully observe what people are trying to do, not just functionally but socially and emotionally too. “His instinct was not to focus on the customer, but rather to focus his innovations on the job that the customer is trying to do.”

2. A passion for breakthrough experiences..."

Marketing and Sales

Aquí el artículo completo desde The Economist

El representante de ventas, el gerente de cuenta, el vendedor, ¡no ha muerto!

La venta personal desde siempre ha sido un componente vital del buen funcionamiento de la Distribución y de la Comunicación. Vitales éstos a su vez del buen marketing. Los medios electrónicos han amplificado su importancia. El buen vendedor sigue siendo apreciado en toda organización: esto es, aquel que es capaz de vencer los 4 No`s de camino hacia la transacción: No Trust ("no le creo, a su compañía"), No Need ("no necesito, su producto"), No Help ("ya lo tengo, y me funciona mejor que el suyo"), No Hurry ("tal vez sí, pero hoy no")

*****

Extracto introductorio:

"WÜRTH, a German family firm, makes the most basic products imaginable: screws, nuts and bolts. No need for fancy salesmanship here, you might think. In fact, Würth has 30,000 sales reps. It calls them its “beating heart” and strokes them deftly: when one performs exceptionally, the firm writes to congratulate his wife.

Reports of the death of the salesman have circulated since the first dotcom boom. Consumers are doing their own research. Businesses are opting for automated purchasing and reverse auctions where all that matters is price. Online comparisons, ratings and other unbiased information have made the tough task of selling tougher still. Customers have become warier of being sold to. Drug firms used to hire ex-cheerleaders to sway doctors into prescribing their pills. But doctors (many of whom are female these days) have grown less swayable. About a third of them are now considered “hard to see” by the drugs industry."

Creative thinking and Doodling&Sketching

"Studies show that sketching and doodling improve our comprehension -- and our creative thinking. So why do we still feel embarrassed when we're caught doodling in a meeting? Sunni Brown says: Doodlers, unite! She makes the case for unlocking your brain via pad and pen."

"A doodle is an unfocused drawing made while a person's attention is otherwise occupied. Doodles are simple drawings that can have concrete representational meaning or may just be abstract shapes. Stereotypical examples of doodling are found in school notebooks, often in the margins, drawn by students daydreaming or losing interest during class. Other common examples of doodling are produced during long telephone conversations if a pen and paper are available.
Popular kinds of doodles include cartoon versions of teachers or companions in a school, famous TV or comic characters, invented fictional beings, landscapes, geometric shapes and patterns, textures, banners with legends, and animations made by drawing a scene sequence in various pages of a book or notebook."

CHILE: Tierra fértil para la innovación :-)

Aquí el video de la imagen arriba

Y aquí otro:

Zemoga

Aquí su sitio web

"About Zemoga

Zemoga is an award-winning digital innovation firm that specializes in the creation of meaningful and engaging interactive experiences and applications. Zemoga empowers customers with groundbreaking solutions through a model that provides efficiencies at every level.

HOW WE WORK

Zemoga distinguishes itself from other digital agencies through our dedication to a highly effective and project-proven development methodology. At the heart of this process is our utilization of the "Scrum" methodology. Scrum is an agile process that allows us to focus on delivering the highest business value in the shortest time. It lets us (and our clients) rapidly and repeatedly inspect actual working software or code on a frequent (usually bi-weekly) basis. Business objectives set the priorities and our teams self-organize to determine the best way of delivering the highest priority features. At the end of these small development cycles (called "Sprints") anyone can see real working software and decide to release it or enhance it for another sprint. It's a dynamic way of working that involves our clients at every stage of project development and ensures "no surprises" when the final product is delivered."

"Discovery" innovation

Aquí su sitio Web

¿De qué se trata?

"Who we are

We are a leading financial services institution founded on the principles of consumer engagement and wellness. Our approach to financial products is highly differentiated and involves integrating our entire product range with our science-based wellness programme, Vitality. The integration with Vitality has enabled us to improve our competitive position by offering unique products with better benefits and at a lower price than our competitors."

Ejemplo:

"What is VitalityDrive™?

VitalityDrive™: the better you drive, the higher your status, the greater your rewards.

VitalityDrive™ is Discovery Insure’s incentive-based driver programme that gives you access to valuable rewards. The programme uses DQ-Track™, the latest automotive telematics technology, to develop a scientific measure of your driver behaviour, your Driver Quotient (or “DQ”).

Your DQ encapsulates the key measures of driver intelligence. VitalityDrive™ measures your DQ based on the number of points you earn. The more DQ Points you earn, the higher your DQ."

"What are the benefits of VitalityDrive™?

Engage in VitalityDrive™ to receive up to 40% fuel rewards and other valuable benefits for driving well

Advanced telematics measure your Driver Quotient
Fuel rewards on your monthly fuel spend
Boosted Vitality and DiscoveryCard rewards
State-of-the-art vehicle and passenger safety features"

La promesa en dos renglones:

"Welcome to Vitality

Through Vitality, Discovery's wellness programme, you can access a wide range of tools and partners to help you get healthier. And the more you do to know your health and improve it, the more Vitality rewards you."

La lección más sencilla, dicha en palabras sencillas, por el sencillo empresario que nadie imagina

"No existe más que un jefe: EL CLIENTE. Él puede despedir a todos los empleados de esta almacén. Desde el gerente hasta el portero. Con sólo gastar su dinero en otro almacén."

"Marketing as manipulation"

Aquí la columna desde The Economist (Schumpeter)

Extracto introductorio:

"VANCE PACKARD was the Malcolm Gladwell of his day, a journalist with a gift for explaining business to the general public. But in his 1957 classic “The Hidden Persuaders”, he out-Gladwelled Gladwell. The book not only had a perfect title. It also revealed for the first time the psychological tricks that the advertising industry used to make Americans want stuff, instantly transforming the image of America’s advertising executives from glamorous Mad Men into servants of Mephistopheles.

“Brandwashed: Tricks Companies Use to Manipulate Our Minds and Persuade Us to Buy” is an attempt to write a modern version of “The Hidden Persuaders”. Martin Lindstrom cannot write as elegantly as Packard, as his chapter titles (eg, “Buy it, get laid”) make clear. But as a marketing veteran who lists McDonald’s, Procter & Gamble and Microsoft among his former clients, he knows the industry well. It is far more sophisticated than it was in the 1950s, and just as cynical."

*****

Sin duda la "manipulación" es posible:

- Si ud. no tiene nada más que hacer que darse a ella
- Si su cabecita nunca aprendió a pensar por sí misma
- Si para ud. "tener" es más importante que "ser"

Así, en verdad, no hay de que preocuparse; pero sólo si así :-)

Schumpeter de The Economist sobre Clayton Christensen e Innovación

Aquí

Extracto introductorio:

"INNOVATION is today’s equivalent of the Holy Grail. Rich-world governments see it as a way of staving off stagnation. Poor governments see it as a way of speeding up growth. And businesspeople everywhere see it as the key to survival.

Which makes Clay Christensen the closest thing we have to Sir Galahad. Fourteen years ago Mr Christensen, a knight of the Harvard Business School, revolutionised the study of the subject with “The Innovator’s Dilemma”, a book that popularised the term “disruptive innovation”. This month he publishes a new study, “The Innovator’s DNA”, co-written with Jeff Dyer and Hal Gregersen, which tries to take us inside the minds of successful innovators. How do they go about their business? How do they differ from regular suits? And what can companies learn from their mental habits?"

*****

So?

La innnovatividad, ¿resulta del genio o de habilidades enseñables-aprendibles?

La pregunta por supuesto no es ésta. Más bien, no olvidemos que, todo lo que podamos aprender de los innovadores y sus obras, nos acerca un poco más a la "esencia" de la innovación y sus misterios :-)

Nuevo libro de Clayton Christensen

Aquí la página en amazon.com

The Innovator's DNA: Mastering the Five Skills of Disruptive Innovators

"Are you the next Steve Jobs?

You could be as innovative and impactful—if you can change your behaviors to improve your creative impact.

In The Innovator’s DNA, authors Jeffrey Dyer, Hal Gregersen, and bestselling author Clayton Christensen (The Innovator’s Dilemma, The Innovator’s Solution) build on what we know about disruptive innovation to show how individuals can develop the skills necessary to move progressively from idea to impact.

By identifying behaviors of the world’s best innovators—from leaders at Amazon and Apple to those at Google, Skype, and Virgin Group—the authors outline five discovery skills that distinguish innovative entrepreneurs and executives from ordinary managers: Associating, Questioning, Observing, Networking, and Experimenting.

Once you master these competencies (the authors provide a self assessment for rating your own innovator’s DNA), the authors explain how you can generate ideas, collaborate with colleagues to implement them, and build innovation skills throughout your organization to sharpen its competitive edge. That innovation advantage can translate into a premium in your company’s stock price—an innovation premium—which is possible only by building the code for innovation right into your organization’s people, processes, and guiding philosophies.

Practical and provocative, The Innovator’s DNA is an essential resource for individuals and teams who want to strengthen their innovative prowess."

Niall Ferguson: The 6 killer apps of prosperity (video from TED)

"Niall Ferguson teaches history and business administration at Harvard and is a senior research fellow at several other universities, including Oxford. His books chronicle a wide range of political and socio-economic events; he has written about everything from German politics during the era of inflation to a financial history of the world. He’s now working on a biography of former US Secretary of State Henry Kissinger.

Ferguson is a prolific and often controversial commentator on contemporary politics and economics. He frequently writes, reviews, and hosts for the British and American press. His latest book and TV series, Civilization: The West and the Rest, aims to help 21st-century audiences understand the past and the present. In it, he asks how, since the 1500s, Western nations have surpassed their Eastern counterparts and came to dominate the world (his answer: thanks to six “killer apps”: science, medicine, protestant work ethic, competition, property rights, consumer society). And he wonders whether that domination is now threatened by the rise of Asia. His theories have drawn criticism and prompted discussions, which he says was his intent. “It’s designed to be slightly annoying, so that you talk about it,” he told The Observer.
He says: "If a majority of people subscribe to a particular view, it pays to question it. It pays to think: maybe this is wrong."
"[He] has been sending the left into fits of rage ever since he published Empire in 2003 – an elaborate cost-benefit analysis of the British empire, which concluded that it had, on the whole, been a good thing."
Guardian"

Chevy Volt and Innosight

Innovation and business model innovation

Un video desde Innosight:

Nicholas Carr on innovation of the newspaper business

Aquí la entrada completa, titulada "Raise high the paywalls, publishers"

Extracto introductorio:

"This is the third in a series of occasional pieces on the transformation of the newspaper business. The first two pieces, both published in 2009, were The Writing Is on the Paywall and Google in the Middle.

Information doesn't want to be free. Nor does it want to be expensive. Information wants to be reasonably priced. And when it's reasonably priced, it gets purchased.

The internet has changed patterns of supply and demand in media businesses in profound ways. We're not going back to the way things used to be. But it's a mistake to assume that the contours of the landscape in the immediate aftermath of the disruption are the permanent contours of the landscape. New patterns of supply and demand - and, in turn, new ways of doing business - emerge to replace old ones, though it can take a long time for those patterns to mature and become stable. And in the meantime, there can be a whole lot of wreckage to clean up."

Extracto clave:

"What we've witnessed in the recording industries in general is that the internet has actually expanded, not constricted, the ways people consume media. In particular, we've seen the establishment of five modes of consumption,* four of which produce revenue for the supplier:

1. Unit purchase. Buy an item (song, album, movie, TV show, etc.) for a fixed price in order to own it in (theoretical) perpetuity.

2. Subscription. Pay a recurring fee to access a collection of items. The fee may be variable, tied to limits on access and use.

3. Rental. Pay a nonrecurring fee to access a particular item or a collection of items for a set period of time.

4. Ad-subsidized. Watch or listen for free, but with some form of advertising included.

5. Freeloading. Unauthorized copying or trading."

*****

Aquí agregamos, que lo que les falta a los períodicos para volverse atractivos otra vez, es entender la segmentación vía Jobs-To-Be-Done. Ejemplos:

1. Nunca han habido períodicos para niños, para asistirlos en sus tareas escolares, entre otras cosas; muchos padres de seguro estarían encantados de pagar una suscripción tal...

2. Abundan los períodicos de negocios, que de seguro tienen su audiencia fiel; pero de igual manera podrían lanzarse el períodico de artes y letras, y el de ciencias naturales, y el de comida gourmet (no pequeños insertos, sino un períodico de frecuencia fin de semana por ejemplo, de 50 páginas como mínimo)... (una revista es otra cosa; y una mera sección en el períodico tradicional también es insuficiente)

3. El períodico 'de la gente': simplemente que se publique, sin editar texto o imágenes, adecuadamente organizado, todo lo que la gente quiera decir-mostrar-etc (sólo filtrando el libelo, la calumnia, o el odio). Otra vez, una vez a la semana, el viernes por ejemplo. Los estudiantes de periodismo podrían ayudar en la tarea del filtro :-)

"It's Not about Consumption!"

Lo propio, lo privado, la innovación

Aquí la entrada original y completa desde el Ludwig von Mises Institute

Extracto definitivo:

"The economy remains moribund not because consumption spending has failed to recover and not because government spending has failed to increase but because the true driver of economic growth — private investment — remains deeply depressed. Gross private domestic fixed investment fell steeply after the second quarter of 2007, and in the second quarter of 2011 it remained 19 percent below its prerecession peak. This figure fails to show how bad the investment situation really is, however, because the bulk of the investment spending now taking place is for what the accountants call the "capital-consumption allowance," the amount estimated as necessary to compensate for the wear and tear and obsolescence of the existing capital stock.

The key variable is net private domestic fixed investment — the investment that builds the productive private capital stock. Quarterly data through this year are not currently available at the BEA website, but the annual data show that an index of its real amount peaked in 2006, fell substantially in each of the following three years, and recovered only slightly in 2010, when the index showed net private domestic fixed investment was running about 78 percent below its level in 2005 and 2006. Here is the true reason for the recession's persistence.

Private investors, despite the full recovery of real consumer spending and the increase of real government spending for final goods and services, remain apprehensive about the future of new investments, especially new long-term investments. I have argued repeatedly during the past three years that an important reason for this apprehension and the consequent reluctance to make new capital commitments is regime uncertainty — in this case, a widespread, serious fear that the government's major policies in areas such as taxation, Obamacare, financial reform, environmental regulation, and other areas will have the effect of depriving investors of control over their capital or diminishing their ability to appropriate the income that the capital generates. President Obama's harping on the desirability of making "the rich" pay their "fair share" (that is, more) of the government's ever-rising costs only exacerbates regime uncertainty. Business leaders have spoken again and again of how the present political environment is discouraging risk taking and entrepreneurship."

De un almuerzo de 2 horas a uno de 8 horas: Andrés (Jaramillo) Carne de Res

Aquí su página web

El restaurante (y el salir a almorzar fuera) re-definido a la colombiana

Jobs-To-Be-Done (los de un segmento de ACDR):

"
Quiero almorzar despacio
Quiero no regresar temprano a casa
Quiero conversar tras almorzar
Quiero oir buena música además de conversar
Quiero bailar tras oir buena música
Quiero tomar algo (ya que estoy disfrutando la música y bailando un poco)
Quiero volver a comer
Quiero seguir aquí, comiendo, tomando, bailando...

Tanto tiempo aquí sólo es posible SI ME SIENTO MUY PERO MUY CÓMODO AQUÍ"

*****

Y así la cuenta puede resultar de USD 100 por persona ¡Es ok! :-)

Innovación agroindustrial desde el suelo colombiano

Aquí la página web de la compañía: Infinite Herbs



Jobs-to-Be-Done?

"Cooking with herbs has taken on new importance with our awareness of reducing salt and fat in the diet. Infinite Herbs can add interesting flavors to foods when salt and fat are reduced in a recipe."

Jobs-to-Be-Done?

"In addition, Infinite Fresh herbs compliment and enrich taste without adding any calories or fat."

Jobs-to-Be-Done?

"Infinite Herbs is an organization founded on freshness! Our state of the art facilities produce some of the finest culinary herbs available in the world. We comply with the most rigorous growing standards throughout the growing, harvesting, and shipping process to ensure only the best quality is delivered to you."

Jobs-to-Be-Done?

"We are proud to offer a wide assortment of organic and conventional culinary herbs including Basil, Bay Leaf, Chives, Cilantro, Dill, Marjoram, Mint, Oregano, Rosemary, Tarragon, Thyme, and many, many more! Our extensive list of product offerings can be viewed in the Products section of our web site."

Jobs-to-Be-Done?

"Our services are diverse, offering our clients exactly what they need, when they need it. Our control or "traceability" over shipments from start to finish allows us to know exactly what is happening with your order at any given moment. When dealing with perishables, this is a vital point to the fresh conscience buyer. We are available to assist with merchandising and packaging solutions. Customizing displays and herb programs around the individual client's needs versus a standardized approach is our specialty."

Jobs-to-Be-Done?

"Our offices are based in Miami, FL, Boston, MA, Chicago, IL and Bogotá, Colombia offering delivery 7 days a week in most locations in North America. If you Contact Us, it would be our pleasure to speak with you and provide any additional information about our company."

"Collaborative consumption"

Aquí la entrada completa desde Knowledge@Wharton

Extracto introductorio:

"The founders of Internet startup Airbnb were accustomed to rejection. Joe Gebbia, Brian Chesky and Nathan Blecharczyk peddled to venture capitalists their idea for using the Internet to help people rent out a room, or even a couch, to frugal travelers. All of the venture capitalists took a pass. But after receiving funding as well as mentoring from incubator Y Combinator in 2009, the startup exploded. Airbnb -- the name was originally Airbed and Breakfast in a reference to the use of airbeds for guests -- has listings in 16,000 cities around the world and has booked more than two million nights."




Jobs-To-Be-Done?

""There are two forces converging," says Wharton marketing professor David Bell. "First is the notion that it might be better to have access to something than to own it outright. And the second is the realization that people have slack resources. So that car you own may sit idle for 22 hours a day. The grease that makes the whole thing work is social media and technology, like iPhone applications that can create markets that didn't exist before.""

Jobs-To-Be-Done?

"Of course, renting out one's home or car to a stranger comes with risks. Wharton professor of operations and information management Eric Clemons warns that the security measures associated with some of these sites may not be keeping pace with those risks. "My sense is that the enthusiasm in some spaces may be outstripping logic," Clemons says.

Case in point: Airbnb recently received negative press when a few consumers went public with stories of their homes being robbed or damaged by renters found through the site. Airbnb responded with a new policy where it will cover loss or damage from guests up to $50,000. In an apology note posted to the company's blog on August 1, CEO Chesky also announced plans to start a 24-hour customer hotline to provide safety tips for guests and hosts and to let hosts set parameters for bookings that include verified phone numbers and location information."

Jobs-To-Be-Done?

"The catastrophic recession of the last few years is part of the force behind the move by consumers to tap into the value of assets they already own. In addition, these services typically allow people to rent out these assets at rates that are cheaper than mainstream hotel or car rental firms. "The economy is a big factor," notes Hosanagar. "People are really looking for ways to cut down on their spending. This is a great way to do that without dramatically changing your lifestyle.""

Jobs-To-Be-Done?

"The increased attention on environmental sustainability and reducing one's impact on the planet is also at work here, Hosanagar adds. "If you are driven by the sense that you want to decrease the total resources that are being drained, this allows you to do that. The product has already been made, and you are adding no more burdens through your consumption. That is very appealing.""

The "AMANET (Amazon-Netflix)" innovative business model

Aquí la entrada desde el blog de Om Malik, titulada: Why the idea of a Netflix for e-books makes sense

Extracto introductorio.

"According to several reports, including one from the Wall Street Journal quoting several unnamed people “familiar with the matter,” Amazon is considering launching a Netflix-style subscription service in which users would pay a monthly fee for access to a virtual library of e-books. Although publishers don’t seem overly enthusiastic about the idea, it feels like the kind of thing whose time has come — in many ways, the book as we know it has already evolved to the point where it’s more like renting a movie than buying something to treasure forever. The kind of service Amazon is allegedly planning seems like a natural extension of that transition."

La idea "suena bien", pero no olvidar que hay libros de libros, y lectores de lectores.

- Los niños y sus libros de cuentos o aventuras
- Los adultos de vacaciones y sus libros para leer en la playa
- Los adultos que estudian y sus libros de texto
- Los libros de hojear (como los de fotografía)
- Los de leer despacio por la noche, que además duermen junto a nosotros en el nochero
- Los de aprenderse de memoria (los de poesía)

El asunto es ¿quién es el suscriptor? R/ La familia, el hogar, que tiene adultos, niños, hombres y mujeres. Por tanto el catálogo ha de traer toda la variedad. Pero también podría ocurrir que el suscriptor fuera el colegio, o la universidad, o un club de lectura; casos en los cuales interesa menos la variedad y más la profundidad temática.

El otro asunto es la EDICIÓN: cada tipo de lector apreciaría diferentes ediciones, hechas a la medida; por lo que de cada título podrían requerirse varias; y el trabajo de los editores se multiplicaría, sin que creciera necesariamente al mismo ritmo el volumen de lectores. La EDICIÓN es el "alma" del libro...

Y el otro asunto es el "SENTIDO de PROPIEDAD". Con las películas crecimos siendo espectadores de un servicio de proyección; con los libros, en cambio, venimos de ser dueños de las estanterías y su "versión" impresa y encuadernada. Sin duda también siempre han estado ahí las bibliotecas públicas.

¿Será que "leemos" igual sabiendo que al cabo de nuestra lectura sólo conservaremos lo que desde nuestros ojos-memoria SE-LEYÓ y no el OBJETO-LEÍDO? Con algunos libros, en algunas lecturas, ciertos lectores, sí; y con otros, en otras y este lector, ¡no!

N E C E S I T O la C O M P A Ñ Í A del O B J E T O
(antes y después de someterlo a mi lectura)

:-)

Devotion Cafe

Aquí su página web

Esta empresa es pionera en la producción y exportación de cafes colombianos de calidad excepcional (desde USD 12 hasta tanto como USD 80 la libra)



"Café Devotion S.A.S. se especializa en la producción y comercialización de cafés excelsos (gourmet), especiales y micro lotes exóticos (cafés boutique) producidos en las mejores regiones de Colombia, entre los cuales hemos seleccionado y asegurado la exclusividad de las fincas más destacadas en cada una de ellas, con el fin de garantizar para nuestros productos y clientes la mejor calidad de café existente en el mercado colombiano."

"Contamos con una capacidad de producción de más de 1 millones de libras mensuales de café tostado 100% colombiano para nuestras marcas de café y desarrollos de marcas propias a terceros. Las producciones exclusivas de fincas nos permiten garantizar a nuestros clientes una permanente disponibilidad de materias primas para responder a sus necesidades."

"Desde diciembre del 2009 hasta octubre de 2010, Devotion tuvo el honor de ir por todo el mundo con Proexport representando a nuestro país en café. Por primera vez una compañía privada es escogida como “embajadora” del café colombiano con Proexport para la campaña “Colombia, El riesgo es que te quieras quedar”. 
Este trabajo, tradicionalmente realizado por la Federación Nacional de Cafeteros y Juan Valdez, fue otorgado a Café Devotion S.A.S. por su alto compromiso social y a la calidad de sus cafés."

R Taxi: un único Jobs-To-Be-Done fue suficiente...

...para posicionar una nueva MARCA en un mercado (el servicio accesorio de solicitar el Taxi por teléfono en Colombia) de fuertes líderes y alta competencia.

Aquí su página Web

¿Cuál es ese único elemento innovador, ese Jobs-To-Be-Done?

R/ Que las empresas se pueden afiliar y así su personal que está o sale a la calle paga con 'vales', lo cual traduce que no necesita hacer reembolsos ante el jefe, y lo más importante, el jefe, o sea el empleador, la empresa, no necesita hacer verificación del gasto, pues al no circular efectivo el pequeño-eventual-'papaya'-fraude ya es imposible.

El vale elimina esa posibilidad al colocar en manos del conductor la cantidad de dinero a recaudar y no tener sentido que ésta sea mayor que la realidad por cuenta de una sobrefacturación del pasajero; la empresa paga a su vez lo que en el vale quedó registrado.

El pasajero y el conductor tendrían que ponerse de acuerdo, y repartir a mitades, para verse luego, de intentarse tal sobrefacturación.

3 obstáculos de cara a la misma: ponerse de acuerdo, volverse a encontrar, repartir a mitades: ¡Así no vale la pena! :-) ¡Muy bien pensado y hecho!

A propósito de la despedida de Steve Jobs: innovador, empresario, triunfador; compitiendo duro

Aquí la entrada desde el Ludwig von Mises Institute, titulada: Steve Jobs and the Beautification of Capitalism

Extracto introductorio:

"The day that Steve Jobs resigned from Apple, hosannas for his life's work and accomplishments erupted from every corner of the earth (or the blogosphere, in any case). He was universally hailed as a genius. He was praised for changing and upgrading our lives in so many ways. He was treated as an innovator who dedicated himself to the well-being of society, and accomplished miracles none of us mere mortals could have imagined. He did more than dream; he acted and created one of the great companies on the planet, a company that has enabled us to live out our own dreams."

Extracto siguiente:

"It's all true. This kind of language is not just welcome; it is magnificent. The same could be said of millions of great entrepreneurs both inside and outside the hardware and software sectors. Every time I slip on a pair of shoes, I think of the marvels of entrepreneurship and the division of labor that make my foot comfort possible. I have the same sense for those who make my refrigerator, provide lettuce for my salad, create alarm systems for my home and car, own and run chain stores that sell everything from pet food to paper clips, sell me insurance, build our homes and offices, and make it possible for me to buy a plane ticket with a few clicks on a computer — or finger swipes on a smartphone."

¡Muy bien dicho! (y continúa mejor :-)

"...a memorable experience..."

Aquí la entrada completa desde el blog de Innosight

Extracto introductorio:

"Innovators can sometimes find surprising new business mashups at the crossroads of two customer needs. At a recent lunch seminar with Innosight co-founder Clayton Christensen, the Harvard Business School professor observed how the timing of two different “jobs to be done” can inspire a potential intersection. The key to figuring out whether different services can complement one another is to observe when the consumer is looking to accomplish something. The timing becomes the glue that predicts how successfully two contrasting ideas can be bound together.

Clay used a simple example: Why do nearly all gas stations now double as convenience stores? These two businesses co-exist since the “jobs” they fulfill tend to happen simultaneously. Junk food cravings often coincide with empty gas tanks. When a consumer fills up the car’s gas tank, the convenient nature of the experience is enriched by grabbing a quick bite or beverage for the drive."

Siguen ejemplos en:

Furniture shopping plus family entertainment

Social laundry

Wine and dog biscuits

*****

Jobs-To-Be-Done convenientemente combinados:

1. No se trata sólo de la complementariedad clásica de productos: bolsos y zapatos para mujeres

2. No se trata sólo de expandir "naturalmente" el portafolio: el tendero que del pan y la leche pasa al atún en lata, al papel higiénico, etc.

3. No se trata sólo de "mezclar" convenientemente la oferta para justificar mejor la visita al punto de venta: el supermercado que ofrece todo lo que un hogar (y un carro) puede necesitar: one stop shopping

Se trata de Jobs-To-Be-Done que durante la VIVENCIA en el punto de venta se REMEMORAN y desatan así el impulso de compra. Dos ejemplos de por acá:

1. La fritanga a la salida del estadio: hay hambre, hay tiempo, hay ocasión propicia y urgencia de conversar y comentar sobre las incidencias del match recién visto (en USA, en los match de baseball, curiosamente, "comen y hablan mientras ven"... debe ser por lo del hábito de comer mientras se ve TV)

2. El viaje en taxi que, cuando el conductor es uno como los de antes, sirve de excusa para revisar la situación nacional, los últimos escándalos, el azote del clima, en fin, se consume el tiempo viajando y al tiempo desahogando la tensión de cara a la tarea que espera al arribo a destino :-)

The Economy Hasn't Changed Innovation

Es el título de la entrada aquí desde el Innosight blog

"Yes, the market has gone down and up — markets do that. Yes, U.S. debt was downgraded — but that shouldn't have much of an effect on companies (unless interest rates reverse their current trend downward). Sure, there's been turbulence — but there always is."

"We live now in a condition of constant change brought on by more interconnected markets and rapidly advancing technologies. (In The Silver Lining I dubbed today's times the "Great Disruption," in which shocks are normal and hard-won competitive advantage disapppears quickly.)"

"So, if I were asked what corporate innovators should do, my answers would be about the same today as they would have been a month ago."

*****

La INNOVACIÓN crea la riqueza.

Las CRISIS macroeconómicas (mal llamadas de los mercados) son CRISIS del monopolio del PODER.

La INNOVACIÓN tiene todo que ver con monopolios y con PODER, pero así: es la libertad de crear el poder y el monopolio temporales que pronto otro INNOVADOR sustituirá para bien de todos (más riqueza) :-)

Mientras que la innovación es como una espiral ascendente, la economía (o sea en nuestros días -últimos 250 años- la política) es una espiral descendente: hacia los infiernos diría alguien más medieval que el suscrito :-)

Tiempo en las pantallas: ¿Dónde ES el mundo por estos días?

Aquí la entrada completa desde el blog de Nicholas Carr

(Todo esto resultado de la cantidad de INNOVATIVIDAD acumulada por las TIC`s)

"158 horas y 25 min al mes (persona USA promedio) frente al TV (eso fue en el 1Q de 2010)"

"158 horas y 47 min al mes (persona USA promedio) frente al TV (esto si es en el 1Q de 2011 :-)"

"4 horas y 33 min de consumo de streaming video en el PC al mes (persona USA promedio)"

"4 horas y 20 min de consumo de streaming video en el móvil al mes (persona USA promedio)"

Ops!

Aristóteles tuvo (hace 2500 años) sus razones sin duda -al cabo hemos venido a comprobarlo- para, en su comprensión del ser humano y sus capacidades de conocer, privilegiar el sentido de la vista :-) y :-(

PS: Sin duda también, que, la "persona USA promedio", no necesariamente es EL SER humano :-)

Innosoñando: del libro de recetas a la mesa, ojos, oidos, y paladar :)

Me imagino un servicio de 'restaurante' al que pueda pedir por anticipado me preparen para tal fecha y hora y número de comensales, el plato que se me antoje tras haber visto un libro de recetas que acabo de comprar (u hojear).

Llamo, doy la fuente de la receta, y en 5 min. me dicen cuánto costará, hago un pago de compromiso... y allá nos encontramos el día y hora pactados.

Adicionalmente, antes de la fecha me informan por email y video sobre calorías y aspectos de nutrición del plato, y hacen sugerencias de vinos, aperitivos y postres.

Y el día de la comida, antes de comer, un experto nos cuenta de los orígenes del plato, de los ingredientes, en fin, de la cultura que lo rodea; todo ambientado con fotos, videos, etc.: media hora de 'introducción' al manjar.

¿Cómo les parece? :-)

La globalización reflejada en el empaque de un gran producto. Obsérvese con cuidado. (Sin palabras. En el blog :-)