- Tapa blanda: 272 páginas
- Editor: Random House Business; Edición: Trade Paperback. (13 de septiembre de 2012)
- Idioma: Inglés
- ISBN-10: 1847940668
- ISBN-13: 978-1847940667
- Valoración media de los clientes: 4 opiniones de clientes
- Clasificación en los más vendidos de Amazon: nº221.227 en Libros en idiomas extranjeros (Ver el Top 100 en Libros en idiomas extranjeros)
Makers: The New Industrial Revolution (Inglés) Tapa blanda – 13 sep 2012
|Nuevo desde||Usado desde|
|Tapa blanda, 13 sep 2012||
Los clientes que compraron este producto también compraron
¿Qué otros productos compran los clientes tras ver este producto?
Descripción del producto
Reseña del editor
If a country wants to remain economically vibrant, it needs to manufacture things. In recent years, however, many nations have become obsessed with making money out of selling services, leaving the real business of manufacturing to others.
Makers is about how all that is being reversed. Over the past ten years, the internet has democratised publishing, broadcasting and communications, leading to a massive increase in the range of participation in everything digital - the world of bits. Now the same is happening to manufacturing - the world of things.
Chris Anderson, bestselling author of The Long Tail, explains how this is happening: how such technologies as 3D printing and electronics assembly are becoming available to everybody, and how people are building successful businesses as a result. Whereas once every aspiring entrepreneur needed the support of a major manufacturer, now anybody with a smart idea and a little expertise can make their ideas a reality. Just as Google, Facebook and others have created highly successful companies in the virtual world, so these new inventors and manufacturers are assuming positions of ever greater importance in the real world.
The next industrial revolution is on its way.
Biografía del autor
CHRIS ANDERSON is editor-in-chief of Wired magazine and is the author of the internationally acclaimed The Long Tail, which was shortlisted for the Financial Times and Goldman Sachs Business Book of the Year award in 2006 and won the Loeb Award for the best business book in 2007. His next book, Free, was a New York Times bestseller. He lives in Northern California with his wife and five children.
No es necesario ningún dispositivo Kindle. Descárgate una de las apps de Kindle gratuitas para comenzar a leer libros Kindle en tu smartphone, tablet u ordenador.
Obtén la app gratuita:
Detalles del producto
Si eres el vendedor de este producto, ¿te gustaría sugerir ciertos cambios a través del servicio de atención al vendedor?
Opiniones de clientes
Principales opiniones de clientes
Ha surgido un problema al filtrar las opiniones justo en este momento. Vuelva a intentarlo en otro momento.
Falta profundidad, análisis, no describe ventajas e incovenientes de los procesos de fabricación actuales, de la personalización, la producción en masa, etc.
Para mí el libro es superficial e intranscendente.
El mundo de los negocios está cabeza abajo intentado darse la vuelta para no marearse, sólo unos pocos han sabido como adaptarse a la nueva situación, sobre todo los que han empezado de cero y han puesto en marchas sus proyectos sin pasar por escuelas de negocios ni nada parecido.
Este libro cuenta como van a ser las cosas de aquí a unos años, la transformación va a ser increible, o te subes al tren o te pasa por encima.
Opiniones de clientes más útiles en Amazon.com
I think there are a few things worth adding. First while digital fabrication technology is amazing it is only as useful as the people using it. A cnc router won't make you a good cabinet maker any more that a word processor will make you a good writer or a digital synthesizer will make you a good musician. A synthesizer enables a good musician to become a whole orchestra almost instantly. But a bad musician still sounds like a bad musician and a bad writer is just as annoying as ever to read. What these technologies do is allow the talented craftsman, musician, writer to be more productive than ever, and also lower the barriers to entry for the people with talent who are not part of the established social hierarchy.
In my own shop I don't have my own cnc equipment. When I take on a project like a kitchen, I simply email lists of parts (doors, drawers, carvings) to fabricators not far from my shop and in some cases the parts come back to me the next morning. My suppliers don't stock inventory, they fabricate the parts digitally and so they can produce whatever I want in whatever sizes I want. This is the easy part of my job. The hard part getting the clients to decide on what they want, and figuring out how to fit everything they want into the space they have on their budget. To use a car analogy most clients want something like a "Hummer/Lamborghini/Porsche/Lexus/Rolls" for the price of a Focus. They often send me 3d cad drawings of their dream kitchen. It is nearly always like those famous drawings by Escher. At first glance they seem very geometrically precise, but they can't exist in 3 dimensional reality. Squaring this circle is always a challenge, and demands a combining the skills of an expert cabinet maker with those of a psychotherapist. The second hard part of my job is fitting cabinets which are always made to be regular shapes into old real houses which are never square or level. Accomplishing this task demands the skills of an expert finish carpenter, tricks that I learned from my grandfather.
In short to be a cabinet maker in the digital age you still need all the skills of a traditional cabinet maker. However what digital technology and advances in new technology in general mean is that small shops can now compete with large factories in a way they couldn't 30 years ago. I can now offer my clients anything that large factory kitchen manufacturers could in the past. For example, 30 years ago complex cabinet door styles could only be made custom at great expense using traditional cabinet shop tools or economically in large batches at big factories. Now I can order 1 door if I need it economically. And, I can beat mass production companies hands down in terms of service and speed.
In many cases I can also compete with mass producers on cost. This is because I have lower transaction costs. One of the things that frightens small scale producers is the fact that labour costs of small scale production can't compete with mass production particularly if the goods can be produced in places like China. People say "They make that thing in China for $5, how can I compete". However, if the small scale producer sells locally they don't have to compete with the $5 labour cost in China; they only have to compete with the $50 or $100 retail cost in their local market. The goods that are produced in China have a long list of transaction costs associated with them: transportation, wholesaling, retailing, packaging, inventory, obsolescence, corporate expenses and profit, mass market advertising and promotion. All these costs mean that the widget that is produced for $ 5 needs to sell for $ 50 or $ 100 to make a profit. This leaves lots of room for local artisans to make a living, as long as they keep their transaction costs down.
Anderson points out the digital crowd is rediscovering actual reality. I think he does not go far enough in this. People like actual reality. One of the things little noted in the frenzy of the digital revolution is the success of the Home Depot retail model. 30 years ago building materials was a virtual business. Materials were stored in warehouses to which customers both commercial and retail had no access. Most businesses would simply phone the supplier, say what they wanted and give an account number or use a visa and it would be delivered, much like ordering things online but over the phone. Even if you went to a lumber yard, you would usually go to a desk and order things and they would be brought out to you. Home Depot changed all this by putting everything on open shelves so people could go in a play with it. The builders supply became playground for handy people. At the height of the virtual revolution, Home Depot took over the market for home building supplies by `going actual'.
I find this in my own business. While the web is a good way to get my name out, showing people real physical samples is the best way to close a sale. After a visit I always make sure I leave a potential customer with a few samples to play with. This way my brand sits on the kitchen table while they are trying to come to a decision.
All this points to the possibility of a business model that Anderson hints at, but does not really explore; the return of the traditional neighborhood artisan. A few hundred years ago if you wanted a pair of shoes, or a coat or a piece of furniture you went to a shoemaker, or a tailor or a cabinet maker and told them what you wanted and they made it for you. There was personal contact between the producer and the consumer, you could touch and feel the materials and say what you liked. People could take pride in their work and see the smiles on the faces of happy customers.
This was a world wiped out by mass production. Huge production runs meant the artisan could not compete with mass produced goods. But mass production brought its own costs. The producer and the consumer became separated by a huge faceless corporate distribution system, which pretended to care, but most suspected really didn't. This was partially documented by Marx as worker alienation. The flipside, consumer alienation, is perhaps best documented by Monty Python. Mass production also brings with it a whole host of transaction costs, noted above, which make it not as cheap as it might at first appear.
New production technology offers the possibility of changing all this. When I go to a shoe store it is always a frustrating experience. I always want some combination of style and size that they never seem to have in the back. Imagine however if a shoe store had say 50 or 100 basic shoes that you could try on for size and fit, as well as some other samples that you could use to pick the styles. With the help of an expert shoemaker you could try on the fitting samples until you found something comfortable. Then you could use the style samples to mix and match all the colour and style details that fit your taste. This shoe store would not have a big warehouse of boxes in the back but some rolls of material as well as some cnc cutting and printing machines and specialized assembly tools. Depending on the complexity of the order you could go and have a coffee and then come back and pick up your order, or maybe come back the next day. This shoe store would give you exactly what you want as well as have some real cost benefits. There would be no packaging cost, low inventory costs, and much lower transportation costs. (Compressed rolls of material are much cheaper to transport and store than packaged finished good). Many of these cost reductions would also be environmental benefits, such as less packaging and transport. And worker and consumer alienation would be a thing of the past.
This is how I run my cabinet shop and I think it has great potential. Sign shops already work on this model. Perhaps the mall of the future could look like the high street of old, with shoemakers, tailors and furniture makers crafting what you want when you want them. The digital world provides the infrastructure and the tools, but the purchasing process would be actual and face to face. The best of both worlds maybe?
(I also wrote a doctoral dissertation at Oxford which was in large part about the relationship of the world of things to the world of symbols, so I have also been interested in these problems from a philosophical perspective. My examiners, postmodernists who don't believe in outdated concepts like `reality', didn't take kindly to it.)
I am a huge fan of Chris Anderson. Both "The long tail" and "Free" are great reads and
Truly thought provoking. Both, but particularly "Free" is a book we use regularly with clients. The question asked is "what happens if your service will become available for free (which it will)?
Talk about throwing a fox into a chicken den.
A few weeks ago we used "Digital disruption" as a way to explain to a client the speed of innovation. We are now talking overnight, Big Bang disruption, by Coder dojo trained entrepreneurs using free tools, utilising global platforms, using shared IP, open source and community principles as a key features to compete with the big boys (and winning). In "digital disruptions" there are a few references to the "making community" and how that will be the next wave of disruptions. "Making" as the new black.
And presto, a few weeks later there is Chris Anderson with "Makers, the new industrial revolution". Another cracking book about how the same principals that transformed the ICT world is going to transform the manufacturing world.
A book that should be read by any policy maker in the area of entrepreneurship, SME policy and economic development. Will be sending Richard Bruton a copy.
Digitised DIY, where the need for economy of scale no longer applies, bottom up, highly networked, open source, with access to all the production tools you need with a single click of a mouse. Where the long tail of things creates millions of opportunities for small local businesses. The one-size fits all approach of the large manufactures no longer need to apply. You can make small batches at compettive prices. Scale is no longer an issue.
Jump on the bandwagon
From an entrepreneurial perspective, the maker movement is where ICT was in 1985. You can already predict where this is going, apply the lessons and get on the bandwagon. But it also behest on the education system to jump on the same train and teach making. We need a 3D printer in every school.
Which brings us to printers. Remember the dot-matrix printer? That is where 3D printing is now. Now you have a small printer on your desk, printing HD colour pictures. That is where 3D printing is going. In materials, biology and DNA. For 99 Euro per printer.
Open source hardware, with no patent protection, shared by a community of passionate, people. For the large manufacturers it is going to be very hard to beat that. Open source innovation is cheaper, faster, better researched and already has a head start in market research, marketing and support. With social capital and your eco system the new marketing tools. With word of mouth automatically build in. With a lot of emphasis on branding and trademarking.
Loosing the talent war
And because it is driven by passion, it will attract the best talent from all over the world, working together. Try to beat that as a company. The long tail of talent and the need for a drastic relook on the way your organise your business. Which brings us to books such as "Loose" or "The connected company".
No barriers to entry
So as a company you are now loosing on economy of scale, IP, marketing, talent and passion. Maybe finance as the last barrier to entry? Alas that is why they invented crowd funding. Which even reinforces all the above. The market research, the selling, the word of mouth, the social media, the story telling, the community, the speed to market, the channel, the distribution and the beginning of what Brian Solis calls the dynamic customer journey and constant feedback loop (from "What is the future of business" #WTF).
Chris Anderson has been spot on with his earlier books and I think he is spot on with "Makers". From a policy perspective, from an educational perspective and from a personal perspective. This movement can transform economies, people and allow you to finally follow your passion.