Integrity is what I am made of and cannot live without, but forgiveness is what I constantly need to work on. God, help me become a bigger vessel.

5분 이상 하는 고민은 쓰잘데 없는 걱정이다. 그럴때는 분해할 수 있는 고민은 분해를 해서 작게 만들어 해결하고 아닌것은 시간이 해결해주리니 회사에서의 고민은 집에 갖고 들어오지 않는 것이 좋다. 시간뿐이랴 행동을 바로 하고 기본을 지키면 위의 분이 지켜주신다.

덕과 위엄 중 어느 것이 먼저인가?
덕으로 근본을 삼고 위엄으로 그들을 지도할 것
- 덕만 있고 위엄이 없을 시 나라를 타국에게 빼앗김
- 위엄만 있고 덕이 없을 시 백성들이 들고일어나 나라를 혼란케 함

천하를 제패하기 위해 지켜야 할 3가지
1. 욕심을 버릴 것 – 욕심이 많으면 그만큼 잃는 것이 많음, 일은 크고 작은 것을 잘 살펴 추진
2. 분노하지 말 것 – 분노하면 할수록 일이 어려워 짐, 상대와 자기를 저울질해서 베풀 것
3. 조급히 서둘지 말 것 – 조급히 서둘면 그만큼 실패하게 됨, 천천히 할 것과 급히 할 것을 짐작해서 펴야 함

오늘을 사랑하여라.
오늘을 감사하여라.
오늘을 열심히 살아라.
오늘을 내 인생의 최초의 날이라 생각하자.
인생은 오늘의 연속이다.

- 故 안병욱 숭실대 명예교수

새벽2시다. 어느새 잠자는 시간을 넘겨버렸다.

사람이란 양파같은 존재인 듯 싶다. 서로간의 살아온 배경과 역사가 다름에도 불구하고 지레짐작 하려하는 오류를 범할 수 있으나 좀 더 상대방을 듣는 편이 상대방에 대한 이해에 도움이 될 듯 싶다. 상대방이 자신에 관해 오해를 한다고 실망하거나 상처받을 것이 아니라 자기 자신의 본질을 깨닫고 자존감을 갖고 상대방을 이해하려 해야한다. 상대방을 포용할 수 있는 큰 그릇이 되는 것이다.

The following is from Seth Godin’s Blog:

The river guide and the rapids
It’s probably not an accident that rapid (as in rapid change) shares a root with rapids (as in Lava Falls in the Grand Canyon).

The river guide, piloting his wooden dory, has but one strategy. Get the boat to the end of the river, safely. And he has countless tactics, an understanding of how water and rocks work, and, if you’re lucky, experience on this particular river.

The thing is, the captain changes his tactics constantly. He never whines. He doesn’t stop the boat and say, “wait, no fair, yesterday this rock wasn’t like this!” No, the practice of being great at shooting the rapids is a softness in choosing the right tactic, the ability to hold the tiller with confidence but not locking into it. If your pilot keeps demanding that the rapids cooperate, it’s probably time to find a new pilot.

Domain knowledge underlies all of it. Give me an experienced captain over a new one any day–the ones that got this far for a reason. Yes, the reckless pilot might get lucky, but the experienced pilot brings domain knowledge to her job. It takes guts to go onto the river, but once you’re there, the one who can see–see what’s coming and see what matters–is the one you want piloting your boat.

Go with the flow. Bravely take actions, and learn from them. It’s your life, and the decisions are made by you, so the responsibilities are yours alone.

Roya is continually causing the problems on Central American coffee.

오늘은 행복한 경영이야기에 나온 글을 올립니다.

희망은 언제나 고통 너머에서 기다린다.

인생은 평화와 행복만으로는 지속될 수 없다.
고통과 노력이 필요하다.
고통을 두려워하지 말고 슬퍼하지 말라.
참고 인내하면서 노력해 가는 것이 인생이다.
희망은 언제나 고통의 언덕 너머에서 기다린다.
-맨스필드

앤 브래드스트리트의 글도 함께 보내드립니다.
‘우리 삶에 만일 겨울이 없다면,
봄은 그다지 즐겁지 않을 것이다.
만일 우리가 때때로 역경을 경험하지 못한다면,
번영은 그리 환영받지 못할 것이다.’

이번 일을 당하며 사기꾼들이 왜 사기꾼인지 느끼게 되고 타락한 자들은 사람들이 다 자기들 같다고 생각을 하는 구나라는 것을 많이 생각하게 되네요. 이번 건 때문에 부모님께서도 건강적으로 타격을 많이 받으시고 계시는 것을 보면서 저 사기꾼들을 절대 용서를 할 수 없고 철저하게 대응할 생각입니다. 왜 사람들이 저러면서 살아야 하는 것인지 이해가 않가네요. 그만 하라고 사람으로서 이야기 했거늘 용서를 빌 생각은 없이 더 나가네요. 왜 저들은 자신들이 저러면서 자신들의 부모에게조차 불효를 하고 자신들 가족에게 또한 악영향을 끼친다는 것을 느끼지 못 할까요? 먼저 인간이 되야지요. 아무튼 이번 일은 제게 확실히 담금질이 되는 계기가 되고 있습니다.

The following is the quotation of Thomas Keller:

It’s not about passion. Passion is something that we tend to overemphasize, that we certainly place too much importance on. Passion ebbs and flows. To me, it’s about desire. If you have constant, unwavering desire to be a cook, then you’ll be a great cook. If it’s only about passion, sometimes you’ll be good and sometimes you won’t. You’ve got to come in every day with a strong desire. With passion, if you see the first asparagus of the springtime and you become passionate about it, so much the better, but three weeks later, when you’ve seen that asparagus every day now, passions have subsided. What’s going to make you treat the asparagus the same? It’s the desire.

I agree with Mark Wilson. This isn’t just for cooking. Passion is important to start out, but a persistent desire to be something and to go step by step will get us to where we want.

Seth wrote an excellent post regarding interface design, so I would like to share it with you:

First, do no harm–three rules for public interfaces

When we think of design, we usually imagine things that are chosen because they are designed. Vases or comic books or architecture…

It turns out, though, that most of what we make or design is actually aimed at a public that is there for something else. The design is important, but the design is not the point. Call it “public design”…

Public design is for individuals who have to fill out our tax form, interact with our website or check into our hotel room despite the way it’s designed, not because of it.

In the quest to make it work better, look better or become more powerful, sometimes we do precisely the wrong thing, because we forget about the ‘public’ part of public design. If the user isn’t focused or interested in the innovation of our design, we have an obligation to get out of the way.

Rule 1: The more often a device is used by first-time users, the more standardized the interface should be.

For example, the shower in a hotel. Some of the most elegant, clever design ever created by man exists in the dials and wheels in the hotel shower. All of it is worse than a waste–it’s dangerous and time-consuming. Guests don’t want to learn a new way to turn on the shower, they don’t want to burn themselves, they just want the water to come out, at the right temperature, in the right direction, with the right quantity. The first time.

Rule 2: Who gets left out is the most important question.

Small ramps are better than a few stairs, given the choice. The more of the public we include, by definition, the better the choice.

Everyone takes a shower without their glasses, and yet the little, indistinguishable bottles in the shower often have 12 point type describing what’s inside. No, I’m not going to wear reading glasses in the shower.

If the disabled, the elderly, or those without the latest browser can’t use what you’ve created, it doesn’t deserve to be in public.

Rule 3: The best interface is no interface.

Great design tells a story. It moves a product from one category to another, increases yield, creates efficiencies and most of all, adds beauty to the interaction.

But it doesn’t have to shout. Or confuse. The pro user, the individual who chose your design because it is something she wants to use every day–this user appreciates the power and the beauty you’ve created. But in public, for the infrequent passerby, do not call attention to what you’ve built. We have other things to do. The best designer understands what’s important.

Don’t abdicate the responsibility for great public design. Do not settle for inefficient, banal or ugly. But at the same time, respect the rules. Anyone can grandstand, but it takes real skill to do great public design that works. We’re not looking for design we notice… no, it’s design that improves the experience for the public that is the best public design

다음은 공병호 박사의 자기경영레터에서 갖고 온 글입니다:

독일에서 20년동안 국회의원을
지냈던 위르겐 토덴회퍼 씨가 펴낸 (행복을 꿈꾸는
보수주의자)에 실린 생각할 만한 문장들을
정리해 보았습니다.

1. 우리 시대에 추세와 경향은 이상, 의무, 덕과는
멀리 떨어져 있어,
이러한 추세에 동조하지 마라!
정의, 지혜, 용기, 절제와 같은
고전적인 이상과 가치는 오늘날 부족할 뿐만 아니라
위태롭기도 하지.
이것이 바로 나침반과 도구 없이 야간비행을 하는
거라네.

2. 덕이란 유능함으로부터 비롯된다.
덕에 따라 살기 위해 반드시 수도사나 수녀, 성자가
될 필요는 없다.

3. 고전적인 가치와 덕은 수 천년 동안
쌓여온 인간 문명의 지식이자 앎이지.
행복에 이르는 성공적인 방법에 대한 인류의
기억이라네.
우리 시대 수많은 인간은
우리 문명의 고전적인 가치와 맞서 싸울 때,
자기 스스로 진보적이라 여기지.
동시에 그들은 자기가 벌이는 싸움이
본인이 살아남기 위한 조건을 거스르며
자신의 행복과 맞서는 방향으로 이끈다는 사실을
간과하지.

4. 내게 있어 모든 덕 중 가치가 가장 큰 것은
바로 정의다. 그리고 평화다.
전쟁은 언제나 정의롭지 못했기 때문이다.

5. 플라톤의 4주덕인 정의, 지혜, 용기, 절제에는
덕이 아주 많이 지속적으로 따라오지.
덕의 일부는 4주덕으로부터 발생하기도 하고,
나는 주관적인 관점으로 선택한,
인류 역사에서 입증된 덕만 지니고 있지.
나는 변화의 흐름에도 불구하고,
덕을 존중과 박애와 같은 온유한 덕으로,
정직, 규율과 같은 질서의 덕으로,
아울러 공평무사, 아량과 같은 승자의 덕으로 분류해왔지.
이 세 종류의 덕을 전부 소중히 간직해야 해.

6. 인간이란 언제나 자신의 권력 이익과 일치하는 덕과 가치를
관철시키려 애쓰지.
그리고 자기 이해관계와 위배되는 덕과 가치는
제외하려 애쓰지.
존 스튜어트 밀은 이런 현상을 ‘지배적인 의견, 압제’라고
불렀지.
독재정치, 군주정치나 귀족정치 시대는 물론
자제력이 실종된 자본주의 시대에도
온유한 덕이란 하찮은 존재 같다는 느낌이 들 위험이 존재하지.
민주주의나 사회주의 시대에서 평균적인 지도자는
승리자의 덕을 한쪽으로 밀어 넣으려 한다는 걸
염두에 두지.
이를 깨닫는 것이 반드시 받아들인다는 것을 의미하지는 않아.

7. 나는 ‘중용’ 철학을,
즉 온유한 덕, 질서의 덕, 승자의 덕 사이의 균형을 지지해.
패자를 동정하는, 아울러 승자를 동정하는 마음을 지닌
철학을 지지해.
관대한 마음을 지닌 승자를 지지해.

이런 자세를 유지한 전형적인 인물은 내가 보기에는
헬무트 슈미트(서독총리를 역임한 정치인)다.

8. 경쟁자와 맹렬하게, 하지만 공정하게 싸워라!
마치 공정한 운동선수처럼, 승리를 얻으려고 맹렬하게
분투하기 위해,
아울러 경쟁자를 인간으로 존중하는 법을 배워라!
의견 충돌로 논쟁을 벌일 때는
전투적으로 전력을 다하여 싸워라.
그럼에도 관용의 자세를 유지해라.-정치분야에서도!
하지만 너와 다른 의견을 대변하는 인간에 대해
증오와 맹신을 갖지 말고,
맹렬하면서도 헌신적으로 논쟁에 임하라!
나는 이를 ‘전투적인 관용’이라고 부르련다.
-출처: 위르겐 토덴회퍼, (행복을 꿈꾸는 보수주의자),
피플트리, pp.29-51

윗 글을 읽으면서 손자의 智信仁勇嚴을 떠올립니다. 동양이나 서양이나 덕은 같다는 생각이 듭니다.

The following is an article from Wall Street Journal:

Nestlé Boosting Coffee-Growing Efforts in China
By LAURIE BURKITT

BEIJING—Nestlé SA is boosting efforts to grow coffee in China to supply a growing population of coffee drinkers and to secure quality beans.

The Swiss food company is investing about 100 million yuan ($16 million) in the town of Pu’er in China’s western Yunnan province to build a new coffee warehouse and quality testing facilities, said Heiko Schipper, managing director of Nestlé ‘s food and beverage division in China, in an interview. The funds will also be used to build Nestlé’s largest coffee-training facility, which will seek to teach 5,000 farmers in this traditionally tea-growing countryside to grow coffee, he said.

Bloomberg News
A worker packages Nescafe at a Nestlé facility in China’s Guangdong province last year.

Nestlé also plans to build what it calls a coffee “experience center” in Pu’er, to draw tourists to coffee farms and help them learn more about coffee in hopes that it will stir their desires to drink more, Mr. Schipper said. The company plans to work with local tourism boards but hasn’t yet worked out those details, Mr. Schipper said.

China’s thirst for coffee is small in comparison to the West, but sales are building. Coffee sales in China climbed 13% last year to 7 billion yuan ($1.13 billion), according to research company Euromonitor International.

Starbucks Corp. executives have said China is poised to become the Seattle-based coffee chain’s second-largest market behind the U.S., overtaking Canada, Japan and the U.K. by 2014. The company currently has more than 800 stores in China.

Mr. Schipper says Nestlé’s coffee sales to Chinese consumers are a key part of its growth strategy in the country. He declined to disclose sales details.

Nestlé’s premium drinks, like cappuccino, have been a big hit with Chinese consumers and the company plans to roll out more like them, including more flavored latte varieties, in the years ahead, Mr. Schipper said. “We’ll be expanding here to fit a market that is moving rapidly,” Mr. Schipper said.

The company, which sells in China a portfolio of products ranging from peanut milk to chocolate wafer bars, reformulated some of its coffee drinks last year to cater to Chinese tastes, which prefer sweet and creamy flavors to the bitterness of straight coffee.

Part of Nestlé’s new initiative is teaching farmers to grow the higher quality arabica coffee bean, Mr. Schipper said. Both Nestlé and Starbucks, which in 2010 also announced plans in China for its first-ever coffee farm, are hoping that China can become a potential producer of arabica. Other Asian nations produce coffee, but have become suppliers of lower quality robusta beans.

Over the past decade, China has encouraged farmers to swap out tea for coffee or add it to their crops to bring in higher revenue and tax dollars. The Yunnan government announced several years ago plans to increase the amount of land it allocates for coffee growing.

Write to Laurie Burkitt at laurie.burkitt@wsj.com

Copyright 2012 Dow Jones & Company, Inc. All Rights Reserved

I know. I know; now it’s “Maxwell House”, but there is a good lesson to be learned. The following is an article from Fast Company:

The Genius Marketing Idea That Put Maxwell House On Every Passover Table
BY CHET FENSTER | MARCH 22, 2013

If you’ll be attending a Passover Seder this year, chances are you’ll be reading from the Maxwell House Haggadah–which is the perfect example of how to do branded content right.

Over 90 years ago, American Jews celebrated the Passover holiday by eating matzo and unleavened treats, but when they reached for a beverage they shunned coffee in favor of tea. It seems there wasn’t a coffee brand certified kosher for Passover. In 1923, Maxwell House saw an opportunity and introduced the first kosher for Passover coffee; others soon followed. Looking to solidify the brand in the minds of Jewish consumers in the early 1930s, Maxwell House’s ad agency employed an innovative marketing tactic for the time: branded content.

Well, that’s what we call it today. In fact, Maxwell House decided to publish a book, specifically a Haggadah, and offer it to customers for free with the purchase of a can of coffee. (A Haggadah recounts the Exodus from Egypt, comprised of prayers, songs, and stories which guide the Passover Seder.) The Maxwell House edition was an instant hit. Today, it’s the most popular Haggadah in the world, with over 50 million printed.

IT’S A VERY POWERFUL IDEA TO BRING SOMETHING TO A SPECIFIC COMMUNITY, BE WOVEN INTO PEOPLE’S RITUALS, AND HELP ESTABLISH NEW ONES.

This Haggadah is so ubiquitous that it’s become difficult to find others. When I went to a Judaica shop in NYC looking to buy a nice set of Haggadahs, the salesperson suggested I hit the supermarket and pick up the Maxwell House edition: “They’re really good,” she exclaimed.

Why has this piece of branded content endured generation after generation? Four underlining principles make the Maxwell House Haggadah the perfect case study in branded content:

1. Branded content must serve a consumer need. Maxwell House wasn’t distributing content for the sake of distributing content; most likely, the agency lead didn’t have a secret ambition to be a translator (or rabbi!). Instead, it began with a simple insight: Jewish families spend quality time around the Seder engaged with a Haggadah.

2. Branded content needs to add value. Before Maxwell House published its own, consumers purchased many different versions of Haggadahs. As the number of Seder guests grew, people needed to purchase or borrow additional books and find the right match. Maxwell House made it easier to bring family and friends together year after year with one common text.

3. Branded content should be organic, not intrusive. Besides the cover and introductions, Maxwell House’s Haggadah has no branding inside the book. A smart executive resisted the urge to have the Jews take a coffee break while fleeing the Pharaoh, or have Moses descend Mt. Sinai with the tablets in one hand and a latte in the other. They kept it simple, making sure that the brand enabled the content but didn’t interfere with it. Would we have the same restraint today?

4. Branded content should enable communities and establish new rituals. It seems obvious, but by embracing the Jewish community, Maxwell House was able to build brand loyalty with a targeted consumer segment. Today we think of this in terms of multi-cultural marketing. It’s a very powerful idea to bring something to a specific community, be woven into people’s rituals, and help establish new ones. For Jewish people, the ritual is a yearly pilgrimage to pick up new Haggadahs and Maxwell House coffee.

These four principles could easily be rephrased into questions when examining your own marketing plans. (My grandma would kill me if I attempted to rewrite the Haggadah).

Even in the age of social media, digital series, and custom apps, the Maxwell House Haggadah provides a great lesson in the right way to create content.

A tablet version of the Haggadah is probably in the works, where different portions are highlighted and distributed to those that are assigned the reading. But until that app takes over the world, the Maxwell House edition will be ingrained in Jewish culture. After all, it’s tradition!

–Chet Fenster is the Managing Partner of MEC Entertainment, a division of MEC. He has no affiliation with Maxwell House or Kraft Foods, but seeing this in print will make his grandma kvell.

The following is an article from Mobile Commerce Daily:

Starbucks generates more than 3M mobile payment transactions per week
By Rimma Kats
March 22, 2013

Starbucks is seeing big results via mobile, with the beverage giant generating more than three million United States mobile payment transactions per week.

In addition, Starbucks is rolling out a cross-channel, multi-brand loyalty brand, as well as global social impact initiatives. The comments were made by Howard Schultz, president/CEO of Starbucks, during the company’s annual meeting of shareholders.

“The opportunity we have to create value for our shareholders is exceeded only by our unique ability to contribute meaningfully to the communities we serve around the world,” Mr. Schultz said during the shareholders meeting.

“From leveraging and expanding our strong global business partnerships, to bringing innovation to our customers and each of the markets and channels in which we operate, to expanding our broad array of digital customer touch points and deepening our ethical sourcing model, Starbucks is continuing to grow with passion and intent to become one of the world’s most relevant, admired and trusted brands,” he said.

Mobile success
Starbucks has new developments in the works.

Beginning in May, customers will earn My Starbucks Rewards stars for purchases of Starbucks packaged coffee in grocery channels.

The stars can then be redeemed for free food or beverages in Starbucks retail stores.

The program is expected to be expanded to include other Starbucks products sold through grocery channels this fall.

Moreover, there will be integration of the Starbucks Card and My Starbucks Rewards loyalty program across several of its emerging brands, including Teavana.

Beginning next month, registered customers who make purchases with a Starbucks Card or through the Starbucks mobile app at any of over 300 Teavana retail stores will be able to earn stars for their purchases.

The upcoming enhancements are part of the coffee giant’s ongoing efforts to expand its My Starbucks Rewards membership.

Starbucks also generates more than three million mobile transactions each week in the U.S. – accounting for approximately 10 percent of total U.S. tender, per the company.

Starbucks is also reporting that new mobile users are embracing its mobile payments app because it lets them track their loyalty status in an interactive way.

Driving innovation
Starbucks is reigning the mobile commerce space.

In October, Starbucks’ mobile app surpassed 70M mobile payments transactions.

Additionally, Starbucks ran a mobile advertising campaign that aimed to drive in-store traffic and mobile revenue for its new Verismo products.

Most recently, Starbucks teased an upcoming mobile strategy for grocery store.

“Mobile payments plays a huge role for us,” said Linda Mills, spokeswoman for Starbucks, Seattle. “Mobile makes it easier for consumers – they can leave their wallets behind.

“The Starbucks mobile app is a clean and elegant way for consumers to pay, and it’s something that’s working for us,” she said. “Mobile payments are great and customers are adopting it in droves.

“[We’re still] in the early stages of mobile, but we’re excited of what’s going to happen next.”

Final Take
Rimma Kats is associate editor on Mobile Commerce Daily, New York

Rimma Kats is associate editor on Mobile Commerce Daily and Mobile Marketer. Reach her at rimma@mobilemarketer.com. Follow her on Twitter: @RimmaKats.

The following is an article from China Daily:

Starbucks upbeat about China
Updated: 2013-03-22 09:03
By Zhang Haizhou in Seattle (China Daily)

Coffee giant has ‘no doubt’ nation will become its second-largest market after US

Starbucks Chief Executive Howard Schultz said China has the potential to become the company’s top market, highlighting the coffee house giant’s confidence in the Asia-Pacific market.

Announcing the company’s fiscal 2012 record revenue of $13.3 billion on Wednesday, Schultz noted the company has achieved “stunning success” in China.

“It’s no doubt that one day China will become our second-largest market after the US and it’s possible that, over many years, potentially the largest one,” he said at the company’s annual meeting of shareholders.

Starbucks now has more than 800 stores in 58 cities on the Chinese mainland, and it aims to have more than 1,500 stores in 70 cities by 2015.

Schultz made the remarks at a time when the Chinese market has never been more competitive.

The number of cafes in China doubled from 15,898 in 2007 to 31,783 in 2012, according to a report from UK-based research company Mintel Group Ltd.

Apart from Starbucks, more players are trying to get a slice of this big market.

British company Costa Coffee aims to have 500 cafes in the country by 2016, while Hong Kong-based chain Pacific Coffee said that it aims to expand and overtake Starbucks on the Chinese mainland.

Local names, such Sculpting in Time, are on track to rapid growth.

Starbucks, despite its 61 to 62 percent market share in China’s coffee house sector, is now “encircled”, the Chinese version of Bloomberg Businessweek magazine said earlier this year.

But Schultz remains optimistic.

“In our 42 years of history, our focus has been on our customers and doing anything that we can to exceed our expectations, not on the competition,” he told China Daily before Wednesday’s meeting.

Starbucks, based in Seattle, opened its first Chinese mainland store in Beijing in 1999. It’s also the first Western cafe chain to enter the tea-drinking nation.

The Chinese mainland now ranks as the fourth-largest market in Starbucks’ global network of more than 18,000 stores in 62 countries and regions.

It had nearly 12,000 outlets in the United States, 1,175 in Canada and 975 in Japan by the end of 2012.

Schultz said Starbucks remains in “a very early stage of growth in China”, and he is “inspired about the opportunities”.

The company’s Asia-Pacific revenue increased to $721 million in the 2012 fiscal year, from $552 million the year before.

It has nearly 3,500 stores in 13 countries and regions in the Asia-Pacific.

Schultz said the “uncertainty of the world economy” and the “uncertainty of customer behavior” are the major challenges Starbucks faces.

“We are not only dealing with things that are in our control, but we have to navigate through the things that we are not,” he said.

“I’m very optimistic about the Chinese economy and the future of China.”

zhanghaizhou@chinadaily.com.cn
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