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TRIZ – Merging
“Everyone called him Pepto, because every day at work he had a pint of vodka in his back left pocket and a bottle of Pepto Bismol in his right. Throughout the day he collected the bottles from his pockets, took a sip of vodka, then follow up the booze with a shot of Pepto.”
” Are you serious ? He drank while he worked?
“Oh yeah. It was high school and we were just a bunch of rednecks working in the factory.”
I had asked my friend Dave to tell me the story of when he auctioned off his paycheck on payday.
“Well, every year at the church we used to auction a car. One of the guys from the church owned a local Ford dealership and he donated a car to the church auction. Every year people always thought they would be the luckiest to drive the car home.”
“I ran the auction for the church, so I was very familiar with the auction process, where to get the rolls of tickets, and stuff like that. I’m also from Louisville, a huge betting community where we always bet on horses (Dave always pronounces it as ‘harassed’). One of the accounting guys was even a bookmaker.”
“In the factory, I drove a forklift. There was a ton of stuff to move on the floor, so I was constantly moving from station to station delivering parts. Well, you know my personality. and how talkative I am. I knew everyone in the building so I always stopped and talked to the other workers while I was doing my rounds. I was able to talk with people all day.
“Then one day, without thinking too much, I decided to auction my paycheck. I mean I knew a lot about auctions, I used to bet and I had access to everyone in day-to-day business. It wasn’t rocket science.”
“So I rode the forklift every Tuesday morning yelling, ‘Hey everyone, I’m raffling off my paycheck, come get your tickets!’ “”
“How much was your paycheck at the time?”
“About $125 a week.”
“How many raffle tickets did you sell and how many did you win?”
“Tickets were a dollar each and a minimum…I mean a minimum, I took $250, although I usually made $350-400…all tax free! On payday, I took the lucky winner had lunch at the GE Bar and Grill. The place was a hole in the wall. Anyway, everyone went there to cash their checks on payday. I bought the winner’s lunch, cashed my check, then counted the winnings out loud for the lucky winner in front of the whole lunch crowd…twenty, forty, sixty, and so on.”
“Here’s the kicker. The previous week’s winner was the first person I hit for the new raffle. The winner would always buy a minimum of $5 tickets, a lot of the time $10. Then I’d hit all the other winners, and eventually I would make my rounds to the rest of the people.”
“So basically you looked at all your available resources and merged them. I mean you had experience at auctions, you know bets and you talk to people all day. You took your available resources and merged them to find something new.”
“Yeah Mark, I’d say that’s perfect.”
“You know Dave, you probably didn’t realize it at the time, but you were using some of the basics of TRIZ and the fusion lens. Remember when I explained that you should be looking at all the available resources that you already have around you.
“Well, now that you say it, yes I do.”
As I’ve discussed throughout my TRIZ articles, many of the great thinkers probably never heard of TRIZ (for the most part the concept didn’t exist yet) or never realized they were applying the principles. Because not all of us are able to understand these principles unconsciously, the intention of my TRIZ teachings is to give you a set of tools to help you consciously apply the principles of creativity and innovation as the greats have. done unconsciously throughout history.
By the way, Dave became a senior executive at GE, among other great things.
The technical definition of the Merging Principle involves either:
1. Bring together or merge identical or similar objects, or assemble identical or similar parts to perform parallel operations.
ouch Personal computers in a network
2. Make contiguous operations parallel; bring them together in time.
have A mulching mower.
Circuit boards are a great example of the Merging goal. In a PCB, you merge multiple functions into one place rather than leaving each control in its place.
The internet is also full of fusion examples. Mashups are the merging of two existing applications to create something new. For example, someone took an app, a sex offender directory, and overlaid the directory with Google Maps. Users can type in their zip code and see a visual map of all sex offenders in a particular location.
Fast food chains also enjoyed the benefits of the merger. KFC, Taco Bell and Pizza Hut are often associated in pairs under one roof. The advantage of the merger is that each restaurant can use the same staff, the same soda fountain, the same kitchen equipment and the same location. Two different brands use the same resources and cater to customers from one place.
As you can see, the merger brings things together to improve the product or the system. The applications of fusion, however, go beyond tangible objects.
Enjoy the view
Let’s talk about the Sydney Bay Bridge for a moment. Obviously this monument is beautiful, but I mean an entrepreneur who wanted to sell the experience of climbing the bridge. People don’t actually climb onto the bridge; they climb the rainbow type arches to the top of the bridge. The person who came up with this idea is a man named Paul Cay.
This story isn’t just about marketing, merging and packaging your product; it’s also a lesson in using persistence to get what you want. Perhaps the most important takeaway from this story is this:
If you have a really unique and creative idea and people don’t hate it,
they weren’t listening.
People who have attended my workshops or conferences have no doubt heard me say that. I was told that Paul pitched his bridge climbing business idea to Sydney city governments and various other bureaucracies. The board came back with a list of 60 reasons why he couldn’t do this job. Most people would give up if someone threw 60 roadblocks at their idea, but Paul was persistent. It took him a few years to come back, but he finally came back to the naysayers and said, “Is it still the same 60 reasons why I can’t do this job? Because I have a solution. for the 60 of them now.”
He presented his rebuttals to them and after a review process, they decided that there was no good reason why he couldn’t start his business. Thus, in October 1998, the company was officially launched: bridgeclimb.com.
There was an initial investment of $2 million in the bridge for safety cables, harnesses, communications equipment and that sort of thing. Two million may seem like a lot, but I’ll let you calculate the return on investment.
People pay $160 each to do the climb. In eight years, more than 2 million people have risen to the top. You do the math.
The original idea seemed so incredibly simple, yet Paul’s idea has won over 33 awards to date. The company actually won its first award for “Best New Tourist Attraction” before the climb program even opened.
The bridge already existed, and with a modest investment, they turned the bridge into one of Australia’s biggest tourist attractions. I thought a lot about this company. What is their product? What are they really selling?
They are selling a view. And that view doesn’t come in the form of a beachfront property that can only be sold to one person. It’s a view that you sell again and again to new customers every day. It’s a cash cow.
Think about your own existing products and services. Is there a way to package them differently to have a much bigger effect? Maybe there’s a popular or famous landmark you can partner with to get more exposure. Who can you merge with to create your own cash cow?
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