Saint Louis International Airport (Lambert Field) has been given a chance to operate more like a business under a private lease with the City of Saint Louis. This FLY314 media clip provides some public outreach results from public opinions collected by First Rule Focus Groups on April 5th, 2017. Since city voters own this airport, only city voter beliefs were collected at this time. Stay tuned for more FLY314 polling results for the entire Saint Louis Region.
This is part four of my series on Jammber, the premier team workflow and payment automation platform that strives to solve the money and metadata mess in the music industry. I conclude my interviews with Marcus Cobb, CEO of Jammber, as we discuss not only the future of Jammber, but provide some context on angel investing and startup incubators, as well as explain how and why Jammber ended up in Music City, USA after starting out at 1871, Chicago’s premiere entrepreneurial hub for digital startups.
1871 takes its name from the Great Chicago Fire of 1871 – it was a remarkable turning point for Chicago – to take what happened and give way for innovators to come together and build a new city. 140 years later innovators in the tech space are picking up where the engineers and architects left off. Through Jammber’s involvement there, they learned about Project Music at the Nashville Entrepreneur Center in Music City, USA.
Project Music supports innovation within the music industry, and tries to meet the unique needs of music-minded entrepreneurs by bringing tech and business leaders together to nurture startups desiring to grow music industry revenue. How the music industry plays with technology is still up for debate, but Marcus and Jammber hope to disrupt the industry and make way for music everywhere. At First Rule Ventures, we are excited to be partners with them on this groundbreaking journey.
This is part three of my 4-part series on Jammber, the platform that places itself at the intersection of commerce and data for the music industry by optimizing the team projects, paperwork and payment aspects of the business.
In this segment, Marcus Cobb, CEO of Jammber, talks about how Jammber is similar to IMDb, which has become the go-to database in finding information about a movie. Everyone involved on the project from writers, producers, actors, and directors are all searchable within the site. Currently the music industry is not on par with the movie industry in tracking information, which is why Marcus saw the need for Jammber, and thinks it will revolutionize the way musicians do business.
This is part two of my 4-part series on Jammber, the platform that places itself at the intersection of commerce and data for the music industry by optimizing the team projects, paperwork and payment aspects of the business.
As I sat down with Marcus Cobb, CEO of Jammber, in Vue 17 he began to talk about how coding is the backbone of what makes Jammber work. For those who like to nerd out, watch below to learn about Marcus’ coding background coupled with design, makes him uniquely qualified to create a platform with high-availability and high-scalability that is user friendly for all the musicians needing to use it.
I recently had the privilege of interviewing Marcus Cobb, CEO and co-founder of Jammber, at First Rule studios. This is the first of a 4-part series on what Jammber is, why is it needed, and how it looks to disrupt the music industry.
Jammber is the premier team workflow and payment automation platform for the entertainment industry whose mission is to enrich the lives of people in the entertainment industry by providing technologies that empower and enhance the creative process. Jammber places itself at the intersection of commerce and data for the music industry as an online platform which optimizes the team projects, paperwork and payment aspects of the business.
Cobb saw the need for this platform after many conversations with frustrated session musicians. Even though music related work is a $10 billion a year industry, over 40% of the workforce has trouble with payment. It can take months for some artist to receive pay for gigs they have worked on because of the failure of the industry to digitize their payment and paperwork process.
Jammber provides a solution in technology-enabled SaaS offerings which greatly streamline the music business. Jammber simplifies project management, payment tools, and facilitates workflow with unprecedented expediency. Data from these services powers a talent search portal, providing independent talent providers with opportunities for new, revenue-generating projects.
Keeping the creative process in mind when developing technology for artists is extremely important when working at the cross-section of commerce and craft, explains Cobb. In the technology industry everyone seems to be talking about “speed” and “access”, but at Jammber the focus is on “vision” and “art”. The strength of Jammber is having all the metadata in one convenient place, without encroaching on the creative process.
Stay tuned for more about this exciting new platform.
Aristotle, no, not the legislative information firm, but the original philosopher once said, “You will never do anything in this world without courage. It is the greatest quality of the mind next to honor.”
Pitching your brand story has always been a quest to convert entrepreneurial courage into pragmatic success. Ideas are plentiful in our world. What is not so easy to organize is applying your time, along with your money, to convert a notion into a worthy product or service that others want to see in our universe.
However, entrepreneurship is not a degree earned. It’s not even a place you occupy. It’s having ideas converted into positive habits that reward themselves.
America is a great idea in part because, on average, we’re still a place where free experiences can be exchanged easily, in a seamless manner that involves many diverse buyers and sellers.
Let’s start with the bus driver in this video. He is likely working for the bus company owner. But, what about the guy or gal “selling” the open deck experience on top of the bus? Is he/she working for tips?
Most of us riding that bus would appreciate knowing the finer details of New York City, pitched to us in real time, in a manner that is more interesting than just reading about it. That creates value among participants. That reward is given to the person that drives that value up by filling that interest.
Is this hospitality service only about the facts, that is, what information you can read on a map? Not if the entrepreneur is seeking to maximize his or her value.
No, as social networks, humans desire to share our emotions, our feelings, and even our hardships, with others. On a bus ride through Manhattan, this “need to belong” becomes part of our memory.
So, for the visiting couple, they may not remember what was said on this ride. One year from now, they likely will not remember all of the building names by which they traveled. However, as emotional creatures, they will remember how the entrepreneurs made them feel along the way.
If the ride was cold, but the driver offered you a blanket: you will remember that feeling of courtesy. If the ride was hot, but the driver gave you bad excuses for the air conditioning being out: you will also remember that feeling as well.
But think about the others in this video. The street vendors lining up to sell a poster, a buggy ride, or a photo. The cabbies driving in and around the park positioning their cab based upon early morning supply and demand. Even the park and museum vendors respond to seasonal human interests by making dog walking refuse bags available, or opening coffee shacks at major points of interest within Central Park. Even within New York City, where the price of work is very high, the spirited sense to produce things in demand still seeks out a customer every day.
Too often, aspiring entrepreneurs dwell too much on the price of their products or services. Let us never forget how we wish our customers to feel throughout any experience that we wish to share. If we courageously apply our quest to improve the feelings of others using our services, good fortune awaits our applied habits of excellence.
Lobbying within the age of so much digital media during major conferences can often bombard an events team with too many possibilities. That is precisely why it is vital to approach a large conference like CPAC 2013 in Washington, DC with a focused media and events plan.
In the above video, I want through a few tips that our Pelopidas media relations and/or special events team tries to employ whenever the venue is so large and broad. Ironically, a rule that I follow is: the bigger the show, the smaller our focus should be. Like a small business entrepreneur, defining your goals from a large event is key. For this book tour promotion, we determined that our target audience was mainly – under the age of 30, and likely to stop by our booth for less than three minutes unless we engage.
A good rule of thumb on exhibit booth traffic based upon past experience with large shows is to expect about 10% of total attendees to pass by at some point over several days. So, if the conference that you intend to staff expects more than 10,000 in attendance, that could mean that your booth could see about 1,000 pairs of eyeballs, or roughly 300 people passing per day. Assigning sales or marketing goals within this reality can help you determine the best staffing needs for your kind of experience.
During this conference, our How Money Walks blogger was also live blogging the entire weekend list of notable speakers and VIPs. By assigning specific roles to everyone’s highest and best use, we tried to operate our How Money Walks tour booth like a well-trained, high-tech Apple store. Our staff had a blast, our customers enjoyed the experience, and we were able to market media right on site throughout the major event.
Fine. Enjoy it while it lasts. However, as reports like these evolve, failure to define one’s digital presence will have dramatic consequences within five years or less. As your time will fly these next 60 months, others will be standing by to define you, your scope of work, and perhaps even your legacies.
By no means am I proclaiming the end of lobbyists, in Missouri, or elsewhere (influence-peddling is at least as old as Plato’s Republic). The fundamental organization of a strategy, a message, its production, or its direction. All of these entrepreneurial variables will continue to be essential to how democracies and republics must work in some fashion. However, whether or not your hired lobbyist in Jefferson City, in Springfield, or in Topeka, can remain relevant to your company’s demands with customer-driven social media will be another question.
Recently I was amazed to read a story in the Wall Street Journal about the differences in visa policies in and beyond the United States. As a Missouri entrepreneur, I have never faced this challenge myself. However, within the states, I have read about many stories, such as the Illinois inventors of Netscape, who had to flee elsewhere to find private equity. That’s when I was reminded that such races for entrepreneurial capital are not new at all. This short Nobel Peace Prize winner video story reminds us of one such example.
“Visionary,” we learned, does not mean soft and undisciplined. Quite the contrary. Because the visionary companies have such clarity about who they are, what they’re all about, and what they’re trying to achieve, they tend to not have much room for people unwilling or unsuited to their demanding standards.
They go on to outline four common characteristics of these driven cultures:
If you do not have this management book on your reference shelf, I recommend pinging itunes for it. Having lobbied for such companies as Procter & Gamble, mentioned in the book, it seems to me right on target.
I have found it very useful in the strategic planning process to always start with a values or vision conversation, before moving to strategy, tactics, operations, and best practices. If you have an approach that has worked well for you, feel free to share it with me at @pelopidas.