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Heavyweight boxer Max Schmeling (right) shakes hands with Joe Louis, an undefeated fighter, before their fight on June 19, 1936. Louis was considered invincible and was strongly favored to win. Phot0: Fight CityBattle City
Jeff Bezos recently made headlines predicting that one day Amazon would go bankrupt.
Bezos' comments have been echoed worldwide because of the perception of most business leaders and retail analysts that Amazon is invincible.
In business and sport, no corporate, team or individual athlete is invincible. There is always a weakness.
The challenge is to find and exploit the weakness. Something that I call Schmeling effect.
The unbeatable Joe Louis
In 1936, Joe Louis Barrow, a 21-year-old boxer from Detroit, but nicknamed Joe Louis by the press, had amassed a record 24 fights with 20 knockouts.
The talent of the young Mr. Louis was so great that none other than the writer Ernest Hemingway, himself a boxer and ardent admirer of boxing, said this after witnessing Louis's victory over his fellow heavyweight Buddy Baer:
"Too good to be true and absolutely true. . . the most beautiful fighting machine I've ever seen. "
To say that Louis was considered the champion on hold is not an understatement.
In fact, he was universally admitted in boxing that not only Louis would become champion, but that he was invincible.
A German fighter named Max Schmeling, the "Black Uhlan of the Rhine", as the press designated him, was chosen to become the next victim of Louis.
At 29 and with a record of 49 wins, 7 losses and four draws, Schmeling was considered a good fighter who had no chance against the great Joe Louis.
The fight, or as some writers murmured under the breath of the massacre, was to take place on 19 June 1936 at Yankee Stadium.
The fact that Schmeling does not play the role of victim was neglected at the time.
Instead, Schmeling was extremely confident and really believed that he would beat Louis.
When reporters asked him why, a 10-1 outsider seemed so confident about his imminent execution at Louis' fists, Schmeling replied, "I see something."
What Schmeling saw was that, contrary to what everyone said and wrote about Louis, Louis actually had a weak point.
The weakness discovered by Schmeling was that Louis tended to drop his left hand during a fight and that he often pulled his left hand down after throwing a shot.
For Schmeling, this meant that Louis would be vulnerable to a right counter-center, something that Schmeling had in his arsenal of punches.
As in many scenarios where everything is supposed to work perfectly, with no chance of disturbing the inevitable, things did not go as planned for the brown bomber Joe Louis.
When the fight took place, it quickly became clear that Schmeling had actually seen something, a defect that could be exploited.
Schmeling consistently scored Louis with the right hand throughout the fight. A reversal of Louis by Schmeling in turn 4 was followed by a knockout of Louis on lap 12.
Shakespeare would not have dared to write such an end.
The unbeatable Joe Louis had not only been defeated, he had been eliminated by a 10-1 outsider.
The effect Schmeling in business
I speak frequently at conferences and business roundtables.
The story of Louis and Schmeling is still popular with the public because it effectively explains the ability of an individual or a company to see a competitor's weakness and exploit that weakness to his or her advantage.
Below is a list of people who have seen what others have not created to create new businesses and, in some cases, have overcome larger, more established competitors to gain market share:
Henry Ford – The founder of Ford Motor Company did not invent the automobile or the assembly line. However, he saw an opportunity to build the first affordable car in the middle class, making the car of curiosity a convenient means of transportation.
Michael Dell – The founder of Dell Computer has understood the interest of a manufacturer selling computers directly to consumers. In 2001, Dell surpassed Compaq as the world's largest PC maker.
Steve Jobs – The co-founder of Apple has seen the digital revolution and the need for digital devices. Steve saw the future and chose to help shape it.
Michael Dell quoted the famous opinion cited on October 6, 1997 at a symposium Gartner, when he asked him what he would do if he ran the company Apple Computer, then troubled, and said: "I would have closed and I would have returned my money. " shareholders. "
In 2006, Apple's market capitalization overshadowed Dell, proving that Steve Jobs could be superior to Michael Dell.
Elon Musk – Tesla's co-founder and Space-X founder have discovered new ways to disrupt established companies and organizations, rocket cars, but he continues to see ways to do things that others do not do.
Larry Page and Sergey Brin – The founders of Google have seized the opportunity to apply to the Web page links in academic writings.
The breakthrough of Page and Brin was to create an algorithm – called PageRank – that managed to take into account both the number of links in a particular site and the number of links in each of the link sites.
Google remains the number one search engine.
Travis Kalanick – The co-founder of Uber saw the opportunity to create new business models for carpooling and commercial transportation to take advantage of the growth of the sharing economy.
Uber is considered one of the most disruptive companies ever created and its market capitalization exceeds $ 60 billion.
Mark Zuckerberg – The co-founder of Facebook saw the potential of creating a social media and a social networking site. Facebook is the largest social platform with over 2 billion users in 2018.
Sam Walton – The founder of Walmart has seen a new retail business based on logistics and technology, offering daily low prices to consumers.
Throughout the 1990s and into the 2000s, Walmart was considered by most analysts to be an invincible retail gorilla of £ 800.
As of January 31, 2017, Walmart had 11,695 stores and clubs in 28 countries, under 63 banners representing a turnover of more than $ 400 billion.
Jeff Bezos – No doubt the most influential leader in the history of business.
In 1994, Jeff left a job in a hedge fund in New York because he could see the potential of the Internet as a mechanism for trading.
Amazon currently has a higher market capitalization than Walmart and impacts so many business and retail sectors that one term, the Amazon effect, was created to account for the impact d & # 39; Amazon.
Jeff continues to see beyond anyone in business.
Conclusion
History proves the power to see what others are not doing to exploit a loophole, or to create a business model that will overthrow a market leader. It's enough that someone something way what others do not do, The Schmeling Effect.
What do you see?
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Heavyweight boxer Max Schmeling (right) shakes hands with Joe Louis, an undefeated fighter, before their fight on June 19, 1936. Louis was considered invincible and was strongly favored to win. Phot0: Fight CityBattle City
Jeff Bezos recently made headlines predicting that one day Amazon would go bankrupt.
Bezos' comments have been echoed worldwide because of the perception of most business leaders and retail analysts that Amazon is invincible.
In business and sport, no corporate, team or individual athlete is invincible. There is always a weakness.
The challenge is to find and exploit the weakness. Something that I call Schmeling effect.
The unbeatable Joe Louis
In 1936, Joe Louis Barrow, a 21-year-old boxer from Detroit, but nicknamed Joe Louis by the press, had amassed a record 24 fights with 20 knockouts.
The talent of the young Mr. Louis was so great that none other than the writer Ernest Hemingway, himself a boxer and ardent admirer of boxing, said this after witnessing Louis's victory over his fellow heavyweight Buddy Baer:
"Too good to be true and absolutely true. . . the most beautiful fighting machine I've ever seen. "
To say that Louis was considered the champion on hold is not an understatement.
In fact, he was universally admitted in boxing that not only Louis would become champion, but that he was invincible.
A German fighter named Max Schmeling, the "Black Uhlan of the Rhine", as the press designated him, was chosen to become the next victim of Louis.
At 29 and with a record of 49 wins, 7 losses and four draws, Schmeling was considered a good fighter who had no chance against the great Joe Louis.
The fight, or as some writers murmured under the breath of the massacre, was to take place on 19 June 1936 at Yankee Stadium.
The fact that Schmeling does not play the role of victim was neglected at the time.
Instead, Schmeling was extremely confident and really believed that he would beat Louis.
When reporters asked him why, a 10-1 outsider seemed so confident about his imminent execution at Louis' fists, Schmeling replied, "I see something."
What Schmeling saw was that, contrary to what everyone said and wrote about Louis, Louis actually had a weak point.
The weakness discovered by Schmeling was that Louis tended to drop his left hand during a fight and that he often pulled his left hand down after throwing a shot.
For Schmeling, this meant that Louis would be vulnerable to a right counter-center, something that Schmeling had in his arsenal of punches.
As in many scenarios where everything is supposed to work perfectly, with no chance of disturbing the inevitable, things did not go as planned for the brown bomber Joe Louis.
When the fight took place, it quickly became clear that Schmeling had actually seen something, a defect that could be exploited.
Schmeling consistently scored Louis with the right hand throughout the fight. A reversal of Louis by Schmeling in turn 4 was followed by a knockout of Louis on lap 12.
Shakespeare would not have dared to write such an end.
The unbeatable Joe Louis had not only been defeated, he had been eliminated by a 10-1 outsider.
The effect Schmeling in business
I speak frequently at conferences and business roundtables.
The story of Louis and Schmeling is still popular with the public because it effectively explains the ability of an individual or a company to see a competitor's weakness and exploit that weakness to his or her advantage.
Below is a list of people who have seen what others have not created to create new businesses and, in some cases, have overcome larger, more established competitors to gain market share:
Henry Ford – The founder of Ford Motor Company did not invent the automobile or the assembly line. However, he saw an opportunity to build the first affordable car in the middle class, making the car of curiosity a convenient means of transportation.
Michael Dell – The founder of Dell Computer has understood the interest of a manufacturer selling computers directly to consumers. In 2001, Dell surpassed Compaq as the world's largest PC maker.
Steve Jobs – The co-founder of Apple has seen the digital revolution and the need for digital devices. Steve saw the future and chose to help shape it.
Michael Dell quoted the famous opinion cited on October 6, 1997 at a symposium Gartner, when he asked him what he would do if he ran the company Apple Computer, then troubled, and said: "I would have closed and I would have returned my money. " shareholders. "
In 2006, Apple's market capitalization overshadowed Dell, proving that Steve Jobs could be superior to Michael Dell.
Elon Musk – The co-founder of Tesla and the founder of Space-X have discovered new ways to disrupt established companies and organizations, from rocket cars, but he continues to see ways to do things that others do not not.
Larry Page and Sergey Brin – The founders of Google have seized the opportunity to apply to the Web page links in academic writings.
The breakthrough of Page and Brin was to create an algorithm – called PageRank – that managed to take into account both the number of links in a particular site and the number of links in each of the link sites.
Google remains the number one search engine.
Travis Kalanick – The co-founder of Uber saw the opportunity to create new business models for carpooling and commercial transportation to take advantage of the growth of the sharing economy.
Uber is considered one of the most disruptive companies ever created and its market capitalization exceeds $ 60 billion.
Mark Zuckerberg – The co-founder of Facebook saw the potential of creating a social media and a social networking site. Facebook is the largest social platform with over 2 billion users in 2018.
Sam Walton – The founder of Walmart has seen a new retail business based on logistics and technology, offering daily low prices to consumers.
Throughout the 1990s and into the 2000s, Walmart was considered by most analysts to be an invincible retail gorilla of £ 800.
As of January 31, 2017, Walmart had 11,695 stores and clubs in 28 countries, under 63 banners representing a turnover of more than $ 400 billion.
Jeff Bezos – No doubt the most influential leader in the history of business.
In 1994, Jeff left a job in a hedge fund in New York because he could see the potential of the Internet as a mechanism for trading.
Amazon currently has a higher market capitalization than Walmart and impacts so many business and retail sectors that one term, the Amazon effect, was created to account for the impact d & # 39; Amazon.
Jeff continues to see beyond anyone in business.
Conclusion
History proves the power to see what others are not doing to exploit a loophole, or to create a business model that will overthrow a market leader. It's enough that someone something way what others do not do, The Schmeling Effect.
What do you see?
