Early on I scored several major coups by enlisting the aid of various Raiderettes to the cause of Raider Nation. This drove the competition bonkers as they were driven insane by the very real speed by which Raider Nation was becoming the acknowledged leader for Raider fans on the Internet, and beyond. First they lost the coveted Raider Locker Room outlet by which the image and name of Raider Nation could be advertised daily through a brick and mortar outlet. Then they lost the battle for the very hearts of Raider fans when the Raider Nation moniker started to appear on the backs of cheerleaders – WTF, this is adding insult to injury. It was a brilliant execution of strategy aimed at making the Raider Nation brand well known and adopted as a symbol of Raider fans worldwide.
OK, there may be several teasers to the real lesson of building brand identity. What is undeniable is that a product or service can fail or succeed based upon the image that consumers have in their minds.
In 1996 the internet was secondary to the traditional marketing channels that existed at the time – meet and greets with the cheerleaders!! What was becoming clear, however, is that the internet could spread news and photos on current events much faster and across a much more diverse geographical base. Instead of only fans in the San Francisco Bay Area being able to see the latest news in the local rags there was now the ability to spread this info across the globe. No one appreciated the impact of the internet in this area more than I did when it came to formulating a strategy which would propel Raider Nation to the pinnacle of success.
The photos shown here were all published on the Raider Nation website exclusively and I, in effect, became the official photographer for events that were taking place at John Vella’s Raider Locker Room. The Raider Locker Room and Raider Nation became strategic partners in spreading the Raider Nation brand. Traditional brick and mortar retail was still the predominant method of sales in 1996 but to sell to a global fan base the internet was becoming the preferred marketing and sales channel. The symbiotic relationship between most retail outlets and the internet is taken for granted now, in 1996 Raider Nation was on the cutting edge.
Think back to 1996…… The internet was in its infancy and no one had yet fully tapped the true potential in the area of internet commerce. Netscape, anyone remember them?, was the dominant player in internet browsers. They spun off multiple firms that hoped to capitalize on the internet – from hosting solutions to content creation. Digital cameras were archaic and the size of a shoe box if you could afford one – think about cell phones or portable computers as a comparison for how they developed. Going from big and expensive to small and cheap in a span of ten years or less. Hard to believe but in 1996 the wave known as the internet had not yet started to crest, but all the signs were there. Internet commerce was just a glimmer in various enterprenuers minds and how to truly capitalize in this area was also on a scale of small to large – the individual with some HTML skills all the way up to those implementing grand shopping schemes. Some were spectacular failures – does anyone remember Webvan?
Now think back to 1996 as the year after the Raiders had returned from Los Angeles. Oakland Raider fans from the days of Kenny Stabler, Freddie Biletnikoff, Dave Casper, etc. were riding a surge of adrenaline from their beloved team returning to where they should never have left. I happened to be one of those “old” Raider fans who looked to rekindle the glory of the Oakland Raiders but little did I know that I was about to catch the wave of the internet at just the right moment in time. A time when fan pages were popping up anytime a fan wanted to post pictures or comments regarding the team. The majority of the sites at that time were primarily sites designed to talk about the team, the games, and trash talk with the other fans. No one had a concrete vision to combine the fan page with a concept such as Raider Nation – it did not exist. The plethora of “Nation” sites you see now were all given birth by the success of Raider Nation. There would be no Red Sox Nation, Bachelor Nation, Niner Nation, etc. without the first website designed to capitalize on the internet and fanaticism – Raider Nation.
The official filing with the US Patent and Trademark office:
Many have come forward after the success of Raider Nation claiming to be the originators but none have the conclusive documentation being presented here to substantiate their claims. What I am presenting here is the history and origins that fueled the success of the concept known as Raider Nation. I will present the original graphics that were used to develop the Raider Nation website for which, of course, I owned the domain RaiderNation.com. Intertwined in the history will be the business lessons learned along the way.
I will take you on a journey that validated many things taught in business schools and the journey itself was an education in business that many never receive in an entire lifetime. Are you ready to rumble………..
What drives me to drinking…….
Those who can influence the success or failure of a business but have never run a business on their own. Generally, these folks make decisions based upon book learning where everything fits into nice little boxes. They have no clue what the true business drivers are behind the financial ratios they learned. They pontificate about debt to equity and cash flow but can’t relate that to real life outside what they have been told is acceptable. Mas Tequila.
You would be surprised that some of the worst offenders of this are in the banking or surety industry where decisions are critical to the ongoing success of a business. Too many times I have seen knee jerk decisions made based upon sterile financial analysis with no consideration given to the surrounding circumstances. According to one bank and one surety my current company should not be in business. What they failed to take into account is the environment in which the company operates. All they know is that debt to equity over 3.0 is bad and having a balance in the line of credit is equally bad. Why, you ask? They would not have a clue as to why this is bad except that someone told them it was. Mas Tequila.
Same for the auditor in Lafayette who was so convinced that management needed a wake up call regarding the accounting function of the company even though he had no clue about what really drives a business. According to him the company was on the verge of bankruptcy and he was hell bent on spreading the message. At the end of the day I fired him and we are still here better than ever. Mas Tequila.
Ask yourself why we as a country are where we are. I would put forth that one reason is that we have allowed those with limited intelligence to exert undue influence on who succeeds and who fails. In my experience there are simply too many people in positions of great power who have no clue about what they are charged with managing. It is easier to say you are the problem and deflect responsibility for their own shortcomings. To the extent everyone believes them they continue to cause businesses to fail that might have otherwise succeeded. They would have gotten the the line of credit they needed, the bonding for the big project, or the credibility needed from an intelligent audit. Mas Tequila.
Lesson learned: stand up against those of limited intelligence and expose them for what they are – those who have truly risen to their highest level of incompetence. Unfortunately, some have gotten into positions that influence the lives of others.
The partner of an accounting firm we utilized for the annual audit turned out to personify all that is bad in the public accounting world. He had his head up his ass and turned out to be a member of the whack pack. The bank that referred him to us turned out to be official members of the whack pack as well. This audit partner barely knew what work in process was all about but he pontificated as if he originated the term – can you say bullshitter.
I can only assume that the audit partner and the banker involved did not realize that accounting and finance required an affinity for understanding, not only numbers, but what drives the numbers. Neither could find their way out of a paper bag if it involved understanding what financial ratios were about or what they meant to a business in reality. To them the numbers were just numbers and the underlying processes were lost on them. Trying to work with them was a losing proposition. So, we showed them the door.
I was told by the auditor who we hired to replace the whack packer that it was the first time he had heard of an auditor being fired prior to finishing the audit engagement. In retrospect I should have seen it coming since the audit team was staffed with what appeared to be foreign nationals where english was a second language, along with contract auditors who were brought in to supplement this firms thinly experienced staff. In the interest of keeping peace I allowed the incompetence to go on for way too long. By the time I pulled the plug this whack packer had already done all his damage, or so I thought.
Enter the whack pack banker who chose to contact the newly fired auditor. Of course, if you fire an auditor there must be something wrong with the company versus something wrong with how the auditor is performing, right? Ignore the fact that we, as the banks client, had provided copious amounts of data to the bank and kept them in the loop throughout the entire relationship. Another example of supposed professionals not understanding the parameters they are charged with monitoring. The extent of their understanding was that debt to equity should not exceed 3.0. Ask them what might drive debt to equity and their eyes would glaze over and the response was ,”..we only know it should not exceed 3.0, don’t question our requirements”. Head up ass syndrome.Completely clueless.
According to the auditor and the banker we were on the edge of failure, had no future, and the doors would be closing. Funny, three years down the road and the business is thriving. What gives? What gives is that nothing these whack packers predicted through their great expertise came to pass because they were wrong, wrong, wrong. Wow, what a surprise – auditors and bankers who are clueless. Unfortunately, it is not an isolated incident – incompetence in critical positions which influence the future of businesses is far too common.
I still remember the whack pack auditor and our last meeting where he declared that, “.. your charts and tracking are bullshit” when it came to identifying financial trends. Well, Einstein he was not as the benchmarks we utilize have proved to be invaluable despite this whack packers pronouncements. He was so convinced that all the accounting processes we had in place were deficient – funny, seems like his skills were the only thing deficient as the auditors we brought in to replace this numb nut found no deficiencies. Say what!! Of course this is the same numb nut who refused to work on the account because we had not paid his firm as per the terms. I pointed out that he should review the executed contract and, guess what, we were in compliance. This was typical of his incompetence. Adios, dipshit.
Similarly, the bankers thought we were too deficient to be granted lines of credit. We were schmucks that would be destitute in very short order. WTF, we not only got a larger line of credit but better loan covenants as well when we kicked them to the curb. Tell me it ain’t so Joe DiMaggio. How can this be?? It can be because incompetence appears to know no bounds, it pervades organizations at every level and can be devastating to a business. Luckily the “I don’t give a rat’s ass attitude” allowed us to persevere and rise above the whack packers.
Note: a good audit firm works with you to get the job done, not against you. They understand the inherent limits in working in the real world that prevent following accounting rules to the “T”. The same goes for a good banker, they work with you and understand that the world businesses operate in is not perfect – not everything happens as scheduled.
Lesson learned: don’t let the whack packers get you down. Make changes as necessary until you find the relationship that works for all parties involved. Jettison those who lack the intelligence to understand the realities of the environment your business operates in.
Looking back this phrase was a turning point in my career. The architectural firm I was working for had fallen so far into anarchy that the staff dictated what was acceptable direction for management. After evaluating processes I made a decision to change the vendor the firm was utilizing to process payroll.
This international firm was utilizing bush league vendors that were ill prepared to meet the needs of the firm. However, the payroll manager felt she knew better than I what was best for the firm and opposed any change. Of course this was the same payroll manager who committed to keying payroll data into several systems, not once but three times. Think about it – actually keying in daily information for a firm approaching 1,000 plus employees three times. Her claim to being state of the art was the color coding of the spreadsheet to highlight anomalies! Can you say – REDUNDANT, or to be less politically correct – dumb ass.
So, a meeting is arranged to meet with the payroll vendor in order to inform them of the decision moving forward. Things had gotten so bass ackwards at this firm, however, that immediately upon telling the sales rep that we had decided to make a change he replied, “Well, from discussions with your payroll manager we have decided that moving from us would be the wrong thing to do..”. After the shock of the sheer audacity of this vendor to think he could overrule a decision, I made the now infamous statement – “I don’t give a rat’s ass about what you think is the right decision for this firm. This meeting is over and you can pick your things up and get out!”.
The payroll manager in attendance went pale from shock and the vendor stammered his surprise at what he obviously took to be an inappropriate response. The staff at this firm had grown so accustomed to having their way on every issue due to weak and ineffective management that this turn of events indicated an unwelcome shift in the power structure. So much so that the payroll manager went straight to the human resource manager reporting my disgusting use of language and that she could not work with “that man”, meaning me. Remember this is San Francisco where liberalism rules and trampling upon the rights of vendors and not allowing for socialism in the decision making process is akin to being the second coming of Rush Limbaugh.
The immediate impacts were not evident but over time it became apparent that the human resource manager, as well as my payroll manager, saw me as the antichrist. Let me say that human resource managers are a valuable and indispensable resource in any firm unless…… the human resource manager is the source of dysfunctionality. In that case they become an impediment to needed change as they enforce the status quo and can essentially blackball anyone in the organization that they find fault with – that was clearly the case here. Not only was the human resource manager dysfunctional but it could be argued that she should have been on a heavy dose of antidepressants – pass her the bottle of zoloft, please!!!! Ditto the payroll manager in question.
It was OK for her to question my judgement in an open meeting attended by staff. When I responded in kind, however, she would reprimand me for not being a “team player” and lecture me on the inappropriatness of raising issues in a public forum. What was good for the goose was not good for the gander – can you say double standard? Of course, as the human resource manager she carried so much more credibility for understanding the inner working of the human psyche and what motivated people. In reality she understood nothing about human nature except on how to deflect criticism from her own shortcomings by painting others as deficient. Truly an unbelievable display of the ability of someone being mediocre at what they do running amok in an organization.
This is the same person who at one meeting asked me to step outside to settle a dispute – not to discuss the differences mind you, but to fight it out. I would have done so except I was in a no win situation – if I step outside to settle the dispute she would claim I initiated the transgression whether it was verbal or physical. If it became physical, which I am sure she would claim, I for sure would lose as she would have kicked my ass being the little spark plug she was. Actually, I think I could have fought her to a draw but it would be a close decision.
The payroll manager had written her ticket out of the organization and I replaced her shortly after this incident. The human resource manager lingered on for my tenure at the firm continuing to cause innumerable bad decisions to be made and was quite instrumental in several large scale disasters – a failed ERP implementation being one that cost the firm $5.0 million. Can you say OOPS…………..my bad.
As you may have surmised by now, many of the most dysfunctional situations I have experienced occurred at this large prestigious architecture firm. Contrary to what most may think, I look back on these as good experiences as they not only tested my professional skills in ways that no other organization could, but also the personal fortitude needed to survive the experiences and come out stronger. They laid the groundwork for future successes. As I have always said, if you can survive in the worst most unpleasurable business environment then anything less than that is a cake walk.
Lesson learned: I don’t give a rat’s ass about what anyone thinks about a situation they have no business being involved in and/or for which they lack the credentials to offer valuable insight or knowledge. Many business decisions must be made which will not please everybody, it is the nature of the beast.