Category Archives: Books

Review of “The Next Millionaires” by Paul Zane Pilzer

Paul Zane Pilzer’s book, The Next Millionaires, has great information on how to position yourself to take advantage of the next wave of wealth.

Now you may be thinking that this book is out dated because it was written before the latest economic issues arose and so his forecast missed the mark. In fact just the opposite is the case; Pilzer’s arguments make even more sense in the context of the recent economic downturn.

I highly recommend Chapter 2 “A Short History of Civilization” for those who want to understand the origin of the free enterprise economic situation. In addition Chapter 3 “The Economics of Scarcity” is great for those who want to understand why our thought process can get caught in downward spiral.

The central argument of the book is in Chapter 4; “The Economics of Abundance”. Here Pilzer presents his six laws of Economic Alchemy.

  1. The First Law: Resources are unlimited because our minds are unlimited
  2. The Second Law: Technology determines the supply of any given resource
  3. The Third Law: The advance of technology is determined by the exchange of information
  4. The Fourth Law: Technology determines need
  5. The Fifth Law: There is no limit to our economy because there is no limit to demand
  6. The Sixth Law: Your immediate economic potential is defined by your technology gap

A key point Pilzer makes is it used to be that one was born, lived and died in the same “T” or type of technology. But now “T” can change over the course of a life time. Pilzer gives several examples that are instructive. Because I had a great uncle who owned three sections of land in Kansas and almost two sections of land in Oklahoma, my favorite example is how technology has impacted farming.

In 1930, 30 million, or one third of the 100 million U.S. population were farmers. And those 30 million struggled to feed 100 million people. 50 years later in 1980, even though the population had increased to 300 million, there were now only 3 million farmers, or one percent of the population. And yet those 3 million farmers would feed 300 million, with an additional 50% of the food remaining for export. That is a 4,500% increase per farmer. A 1,000% increase per acre. Thus “T” created 100 times more land.

 

W = P W = P X T
1930 30 million farmers 1980 3 million farmers
Struggle to feed 100 million Feed 300 million
  With 50% remaining
  4,500% increase per farmer
  1,000% increase per acre
  “T” created 100 times more land

 

Note this shift in “T” took 50 years. But since then, “T” shifts have occurred at a much faster pace.

  • From 1976 to 1996 there were 130 million VCR’s sold in the US. That change in "T" took  only 20 years.
  • CD’s over took vinyl records in less than five years.
  • And it took less than two years to move from the VCR to DVD’s.

When technology is created, and those without it discover it, this creates what Pilzer calls a “T” Gap. When there is a “T” Gap the technology is transferred from those who have it to those who do not, but want it. The key to wealth is to position oneself in a “T” gap and take advantage of the wealth transfer from those who have the technology to those who do not have.

In the old Economics of Scarcity wealth was equal to physical resources. Pilzer represents this in the form of an equation:

W=P
(where W=Wealth and P=Physical Resources).

But in the Economics of Abundance wealth is equal to the physical resources times the technology applied to those physical resources. Pilzer represents this in the form of an equation:

W=PxT
(where W=Wealth, P=Physical Resources and T=Technology)

Pilzer points out that the equation W=PxT not only applies to nations but to the individual entrepreneur. Individually our wealth equals our personal resources “P”, times our technology “T”.

Pilzer states that in the new system the “P” are not just the physical resources, but are the people we know. “P stands for your relationships, knowledge and available hours.”

Pilzer’s Fourth Law states that “demand” and “need” do not drive technology. Rather, technology creates a new product and the new product creates the need. He gives the Sony Walkman as an example. Once the Walkman was created, people started finding all kinds of uses for it. It was possible to listen to music in a crowded café and not disturb others. And it could be used while working or jogging. Suddenly everyone had a use for a Walkman and they wanted one. This created the need.

The dynamics of how millionaires are created has changed over time as well.

  • Resource Millionaires: When the world was ruled by the old economics of W=P, millionaires were created through acquiring resources. The most common was land.
  • Distribution Millionaires: Starting in the 1950’s millionaires were created through physical distribution. The best example here is Wal-Mart.
  • Intellectual Millionaires: The next millionaires will be created through the process of educating consumers about products and services that will improve their lives. Product and services that a consumer currently does not know exist. This is where the fortunes of the future will be made.

“The gap between what people are using and what they could be using if they only know about it is huge and growing huger even as you read these words. And if you are the one to tell them about this technology, you stand to make a fortune.” (Page 71)

Pilzer makes a great point when he states that Direct Selling is almost wholly intellectual distribution. In addition;

“A person to person conversation is the most effective way, the most efficient way, and often the only way, to help bridge another person’s technology gap.” (page 85)

“In direct selling, the “property” that you develop is the network of direct sellers whose sales volume generates a commission to you, the creator of the network.” (page 87)

This type of enterprise has a spiritual nature to it.

“More than any other business, direct selling starts with the core: not with the product or the service, but with the process of helping other people, by teaching other people how to succeed, regardless of their education or what business or field they’ve been in. This is why I say that at its heart, building a direct selling business is a theological act every bit as much as it is an economic act.” (page 95)

I highly recommend "The Next Millionaires" as a base and framework from which to grow your business at any time, but especially during these current challenging economic times.

 

© 2011, VoiceWind. . .Greg Loveless. All rights reserved.

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Review of Blue Ocean Strategy by W. Chan Kim and Renee Mauborgne

In their book, “Blue Ocean Strategy”, W. Chan Kim and Renee Mauborgne outline the concept of Blue Ocean Strategy which creates uncontested market space and makes the competition irrelevant.

In Red Ocean Strategy companies compete on the same level for the same customers. An example of Red Ocean Strategy would be McDonalds. They compete for the same customers, in nearly the same way that their competitors do.

However, in Blue Ocean Strategy companies compete for customers on such a radically different level compared to other companies that they move out of the Red Ocean of their competitors to a Blue Ocean where they swim alone among their customers.

Blue Ocean and Red Oceans are not simple On/Off or Black/White situations. Blue Ocean Strategy slides along a spectrum with pure Blue Oceans at one end and pure Red Oceans at the other end. A company’s location along this spectrum is determined by several factors.

Rival verses Non-rival:
A rival good or service is one that can only be used by one company at a time. As they point out in the book, a Nobel prize winning scientist employed by IBM cannot be employed by another company.

On the other hand a non-rival good is one that can be imitated. Again as they point out Virgin Atlantic Airways launched its Upper Class brand that had the leg room of first class for a business class price. However, other airlines could use this idea and Virgin Atlantic could not restrict it. Hence this business strategy was non-rival.

Excludability:
Connected to the idea of Rival and Non-Rival is that of Excludability.

“A good is excludable if the company can prevent others from using it because of, for example, limited access of patent protection.” (page 126)

The best example of excludability is a pharmaceutical company that invents a new drug and then protects it with a patent. Any patient who needs this medication, must purchase it from the manufacturer who patented it.

Lack of Excludability:
The best example of the lack of excludability, that runs the risk of free riding, would be the concepts of Curves or Starbucks. Without a patent they are not excludable and are then vulnerable to imitation by other companies. And the moment a company’s goods or services are imitated is the moment they move from a Blue Ocean to a Red Ocean.

Blue Ocean Strategic Price:
Companies have to start with price point that a buyer cannot refuse and must keep it that way to discourage free-riding imitations.

“When exceptional utility is combined with strategic pricing imitation is discouraged.” (page 127)

What this means is the lower the “utility” of a good or service the lower the strategic price point must be in order to discourage imitation and free riding by competing companies. Lower “utility” naturally slides the goods and services closer to the Red Ocean end of the spectrum. But when the “utility” is high — when the goods or services are Rival and excludable ( i.e. patented), then the strategic price point can be set higher without the risk of imitation by other companies. This naturally slides the goods and services towards the Blue Ocean end of the spectrum.

Target Costing:

“To maximize the profit potential of a blue ocean idea, a company should start with the strategic price and then deduct its desired profit margin from the price to arrive at the target cost. Here, price-minus costing, and not cost-plus pricing, is essential if you are to arrive at a cost structure that is both profitable and hard for potential followers to match.” (page 131)

The examples that are given in the book are Cirque de Soleil who by eliminating animals and stars reduced cost considerably. The other example is Ford and the Model-T which was introduced in one color, one model, having few options. In addition Ford created the assembly line. As a result, rather than skilled craftsman, who were more expensive, and who took twenty one days to make one auto, Ford used unskilled workers, who did one task faster. This not only reduced the cost of labor, but reduced the time it took to make a car from twenty one days with skilled craftsman to four days with unskilled workers. This allowed Ford to price their Model-T close to the cost of a horse carriage. Something the other car companies could not do. Hence Ford moved into a Blue Ocean.

I would highly recommend Blue Ocean Strategy to anyone in a position of leadership in any organization that is struggling or going through change. I have used Blue Ocean Strategy to:

  1. Help guide a church that was dying and $24,000 in debt, into a unique Worship Experience and Ministry that placed us in a Blue Ocean with few if any competitors.
  2. Restructure my speaking business, including branding, that allowed me to move into a Blue Ocean of expertise with few if any competitors.
  3. Start a new business partnership from scratch, based on existing successful business model, which was then tweaked and allowed us to add two additional groups to our customer base. This moved us into a Blue Ocean with few if any competitors.

 

© 2011 – 2012, VoiceWind. . .Greg Loveless. All rights reserved.

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Fox News Interview with Author of The World Turned Upside Down

This Fox News interview of Malenie Phillips by Paul Gigot is excellent.

Malenie's Phillips book "The World Turned Upside Down" deals with England's failure to deal with the Radical Jihadist threat because British Officials do not see it as religious.

Click here to view the video of the interview.

© 2010, VoiceWind. . .Greg Loveless. All rights reserved.

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Book Review – “God According to God” by Gerald Schroeder

Coming Soon!

© 2009, VoiceWind. . .Greg Loveless. All rights reserved.

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Review of “I Refuse to Lead a Dieing Church” by Paul Nixon

Title: “I Refuse to Lead a Dieing Church”
Author: Paul Nixon
Publisher: The Pilgrim Press, Cleveland
ISBN: 978-0-8298-1759-1 (softcover)

Review:

The two most important concepts Nixon has in his book are in chapter “Choosing Life Over Death” and “Choosing Frontier Over Fortree”.

The key information in “Choosing Life Over Death” are taken from pages 31 to 33.

“In stagnant and dying churches, the members usually turn inward and become a bit selfish in what they expect of the church; decisions are made based upon what is most convenient and comfortable for the church members rather than what is expedient in effectively serving the community people.”

“Often the most helpful persons to partner with are inactive members…who have grown bored or frustrated with their church over the years and who may have turned their energy toward other good projects in the community…”

“I urge you to take names. Keep a list of the bright-eyed people, the people who are energized by the thought of their church living and thriving in ministry with a new set of people…”

“Grow this list of bright-eyed vision share holders—both inside the church membership and beyond it! Keep a roll. This roll is your real church roll…reframe your ministry toward this roll of living disciples…”

“The bright-eyed people form the green shoot poking its way to life from what appeared to be a dead tree. Growing this new shoot is your main task as a turnaround leader. This shoot, these people are the living church you are called by God to lead.”

The key information in “Choosing Frontier Over Fortress” are taken from pages 88 to 89.

The historical statistics that Nixon outlines in this chapter paints a very powerful picture.

  • “From 1790 to 1830, the congregations that would become the United Methodist grew from 58,000 in 1790 to 501,000 in 1830.”
  • “They went from 1.5% to 5.1% of the US population.”
  • “These churches were so nimble that one third of the Methodist Episcopal congregations in 1830 had no building.”
  • “By 1840 the groups growth rate was slowing.”
  • “The correlation between the slow-down of the Methodist movement’s expansion over the next century and the steady construction of larger more substantial buildings is nothing short of remarkable…there is definitely a correlation: the more building-oriented any church becomes, the more it will be tempted to take on the settle attitudes and habits of an institution, and to leave the free-spirited, frontier-oriented attitudes and practices that grew it to start with.”

I would highly recommend this book to any Church Leader, lay or professional. It cuts through the common assumptions and misconceptions we all have when we consider how to turn a church around. It will eliminate the mistakes that are often made that waist time and resources and then create burn out.

How this Book Helped Us:

As the Church Chairman, I read this book when our church, Olathe Covenant, was going through a difficult transition period. Our attendance had been on a steady decline for over 5 years. For a three year period we had not a single couple or family under 40 years of age visit and stay. Our lead pastor accepted another call. Our youth director accepted another call. We were over $24,000 in debt.

After reading this book and “Church Unique” by Will Mancini (click here for our review) the church Leadership Team decided to follow the guidelines and recommendations in these two books. We did this even if these guidelines ran contrary to those provided by our denominational conference leadership.

As a result we chose to go with a non-traditional model of a video worship experience. From August to December of 2008 we used LifeChurch.tv Message videos in place of traditional pulpit supply. We did this for several reasons:

  1. This would make us “Unique” in our area which is a main point of Mancini’s book.
  2. The Messages from LifeChurch.tv were free so this saved on the cost of pulpit supply.
  3. The concept, worship experience and the content of the LifeChurch.tv Messages by Craig Groeschel were “X” & “Y” generation friendly.

When we had our Annual Meeting in December of 2008 the members voted to continue with this video worship experience. Subsequently, in February of 2009 the congregation voted, with only one dissenting vote, to become a LifeChurch.tv Network Church. Since then we have had seven families visit and three have remained and have become active in church ministries. In addition 6 singles have visited with one continuing to visit and another who has become a member of our Praise Team.

© 2009, VoiceWind. . .Greg Loveless. All rights reserved.

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Review of “Church Unique” by Will Mancini

Title: “Church Unique”
Subtitle: How missional leaders cast vision, capture culture, and create movement.
Author: Will Mancini
Publisher: Leadership Network Publication
ISBN: 978-0-7879-9683-3 (hardcover)

Review:

I would highly recommend this book to any Church Leader, lay or professional. It cuts through the common assumptions and misconceptions we all have when we consider how to turn a church around. It will eliminate the mistakes that are often made that waist time and resources and then create burn out.

How This Book Helped Our Church:

As the Church Chairman, I read this book when our church, Olathe Covenant, was going through a difficult transition period. Our attendance had been on a steady decline for over 5 years. For a three year period we had not a single couple or family under 40 years of age visit and stay. Our lead pastor accepted another call. Our youth director accepted another call. We were over $24,000 in debt.

After reading this book and “I Refuse to Lead a Dieing Church” by Paul Nixon, the church Leadership Team decided to follow the guidelines and recommendations in these two books. We did this even if these guidelines ran contrary to those provided by our denominational conference leadership.

As a result we chose to go with a non-traditional model of a video worship experience. From August to December of 2008 we used LifeChurch.tv Message videos in place of traditional pulpit supply. We did this for several reasons:

  1. This would make us “Unique” in our area which is a main point of Mancini’s book.
  2. The Messages from LifeChurch.tv were free so this saved on the cost of pulpit supply.
  3. The concept, worship experience and the content of the LifeChurch.tv Messages by Craig Groeschel were “X” & “Y” generation friendly.

When we had our Annual Meeting in December of 2008 the members voted to continue with this video worship experience. Subsequently, in February of 2009 the congregation voted, with only one dissenting vote, to become a LifeChurch.tv Network Church. Since then we have had seven families (all under the age of 40) visit and three have remained and have become active in church ministries. In addition 6 singles (all under the age of 40) have visited with one continuing to visit and another who has become a member of our Praise Team.

In addition to the above we have paid off our $24,000 of debt. Our attendance has stabilized. We have been in the black for over nine months. After our worship team leader decided to leave last fall because he did not agree with the LifeChurch.tv model, we were able to bring in a new Worship Team Leader who has published two CD’s, (one vocal and the other insturmental), and he is working on a third that will be Praise music. We just completed a much needed and expensive repair, seal and restriping of our parking lot. And now we plan to turn our focus on the interior of the worship center to bring it up to LifeChurch.tv standards.

So what was the key to the turn around? The Leadership Team walked through the process in “Church Unique” and as a result we eliminated some cherished ideas. The most important idea was this — that by adding another ministry, this would be the silver bullet that would turn our church around. Rather, as Will Mancini discusses in his book, we simplified by throwing everything out and then we came up with three basic ministries that we were going to focus on and do well. No matter the pain, the rest of the ministies were eliminated.

The three main ministries we focused on were:

  1. The LifeChurch.tv Worship Experience: We decided we would follow this format even it it made some uncomfortable because it’s not about us, it’s about those who need Christ. See Craig Groeschel’s Message “Dangerous Church 2″ (Message Week #1 and Message Week #2). Also see Andy Stanley’s Message on LifeChurch.tv regarding the Church should be “A Place for Everyone“.
  2. Children’s Ministries: We focused on this area rather than trying to do all the ministries for adults and high school, etc.
  3. LifeGroups: We made a focused effort to get as many persons as possible in LifeGroups. In the past many of our members connected intimately only with the pastor on Sunday morning. Since we were doing a video Message from LifeChurch.tv, and there was no live person in the pulpit, so we replaced it with the intimacy in the LifeGroups.
© copyright 2009 VoiceWind & Greg Loveless

© 2009, VoiceWind. . .Greg Loveless. All rights reserved.

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