#15 – Galton Voysey Has a Proven Replicable Model of Taking Undiscovered Brands and Turning Them Into Household Names

A chat with William Wolfram about Article 7 in Galton Voysey’s Manifesto – “Galton Voysey has a proven model of turning undiscovered brands into household names”. 

TRANSCRIPT 

Kat: The 7th article is that “Galton Voysey has a proven replicable model of taking undiscovered brands and turning them into household names” and I’m just going to read a little bit more. We build brands with countless fans on social media and staunch loyal followings. So, why? What does that mean for our process?

William: Well someone said that the world will never again change as slowly as it is right now. So enjoy the slow pace of change because it’s going to get faster and faster. As it changes, it is very important that individuals are always learning and companies are always learning.

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#14 – Logistics and Last Mile Delivery Has Been Commoditised and Is No Longer Owned Exclusively by the Established

Article 6 of the Galton Voysey Manifesto: Logistics and Last Mile Delivery Has Been Commoditised and Is No Longer Owned Exclusively by the Established.

TRANSCRIPT

Kat: Article 6 is logistics and last mile delivery has been commoditized and is no longer owned exclusively by the established. This is something we’ve already touched on in a previous bit, so can you go into any more detail.

William: It’s worth talking about in more detail. Just like, 100 years ago, flight and flying was something exclusively given to the rich. Last international logistic was something biggest companies.

Kat: What was last mile delivery logistic because I didn’t know until I started here.

William: So last mile delivery is that logistics from the final warehouse to the consumer’s home. That is a very, very important part of online shopping because it dictates customer experience. They don’t want to go up to a post office to pick up a product, they don’t want to wait forever, and they don’t want them to leave it outside my house and get stolen by my neighbour. Last mile delivery is very important and it’s also one of the most expensive components. 50 years ago, if you wanted to provide international phenomenal customer experience when it came to logistics you would have to be a very, very big company. You would have to invest billions of dollars around the world to build the logistics capability up.

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#13 – Today, Creating Quality Products Has Become Democratized and Accessible

A chat about Article 5 of our Manifesto: Today, creating quality products has become democratized and accessible.

TRANSCRIPT

Kat: So, article 5 is for those who choose to pursue it, creating quality products has become democratized and accessible across the board. So, this is something that has surprised me! Can you explain a little about how does this change the game and this is actually true?

William: Well, this is actually true. When Steve Jobs came back to Apple as interim CEO in 96/97 what he did is he said we’ve got all these factories that we own are making all these products for us. Our own core competency is not running conveyor belts and factories and production lines. Our own core competence is designing great products, marketing great products and selling those great products.

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#12 – Consumer Product Brands Compete as Media Buying Companies

A chat with William Wolfram about Article 4 of our Manifesto: Consumer Products Brands Compete as Media Buying Companies. 

TRANSCRIPT

Kat: So, the 4th article is “Consumer Product Brands Compete as Media Buying Companies”. To me, consumer product brands well before you know I understood this its like a “Tiffany’s brand” or a “Razor brand” or a “Handbag brand”, so what do you mean?

William: Well, it’s quite – you have to ask just with human beings, are people what they say they are or are they what they do? Do you judge a person by what they say their values are or do you judge them by their behaviour? The same thing applies to companies. Do you judge a company by what they say they are, or do you judge them by where they allocate resources?

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#11 – The Internet Is the Great Equaliser

A chat with William Wolfram about Article 3 of our Manifesto: The Internet is the Great Equalizer between the big man and the small man

TRANSCRIPT

Kat: So, Article 3 is “The Internet is the Great Equalizer”, which I know you were really inspired by a certain ad.

William: Yeah, this ad, back in the 1920’s from Colt, the revolver company makes the famous revolver. They had this ad which said “Colt revolver is the great equalizer between the big man and the small man.” I think that the internet is actually the great equalizer between the big brand and the small brand. It truly is! I mean e-commerce is still you know 15% of retail, in certain categories it’s a lot less but we’re competing on a level playing field. You know LVMH or one of these you know amazing successful conglomerates or companies like Procter & Gamble which owns lots of brands they don’t really have an advantage when it comes to direct to consumer e-commerce.

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#10 – Large, Established Brands Face the Quintessential Innovator’s Dilemma

A chat with William Wolfram about how large, established brands face the ‘Innovator’s Dilemma’, and a little about what that concept is.

TRANSCRIPT

Kat: Article 2 is, “Large, established brands face the quintessential Innovator’s Dilemma”, what is it exactly that large, established brands are facing that’s an issue for them.

William: Professor Clayton Christensen at Harvard Business School wrote the book called Innovators Dilemma, you know I think it’s one of the great business books for anyone to read today. He introduces a concept called the Innovators Dilemma, which essentially means that when the predominant player in a market is disrupted by a new technology or competitor, the innovator dilemma occurs, and that predominant player would have to cannibalize their own core business in order to stay competitive with that new technology or new competitor. So the example there would be, Netflix having their core business be the DVDs in the mail and then Reed Hastings, their founder and CEO, saying 10 years from now bandwidth is going to cheaper, more people are going to have faster internet connections so, we’re going start pushing that you know streaming product even though it’s losing it’s money at the time bandwidth is very expensive. We’re going to push it and cannibalize our own core business in order to survive in the long term. But that’s extremely rare, they are you know thousands of examples where you know companies fail to adapt.

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#9 – Galton Voysey & DealDash

A chat with William Wolfram about his first ever business venture at the age of 15.

TRANSCRIPT

Kat: Hi, so I’m Kat and today I am here with William the Chairman and CEO of Galton Voysey. Today, I thought we could talk a bit about how you founded a few companies. One of the most successful companies you have founded is DealDash but you did it at 15. There’s some confusion online about how DealDash and Galton Voysey work together.

Well, what is DealDash first of all and how does DealDash and Galton Voysey work together?

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#8 – The Current Predominant Way Consumer Products Are Distributed Through Middlemen Is Outdated

A chat with William Wolfram about Article 1 of our Manifesto: The current predominant way consumer products are distributed by 3rd parties and through middlemen is massively flawed and outdated.

TRANSCRIPT

Kat: Hi, I’m Kat and today I’m here with Galton Voysey’s Chairman and CEO, William. I thought we could talk today a little bit about our manifesto. It goes through some really interesting ideas I thought we could go maybe through every single article in slightly different videos so there’ll be multiple parts to this.

William: First of all, I think every company should be built with a set of beliefs and assumptions that preferably differ from the conventional beliefs and assumptions out there, so you need to have a thesis and you need you think differently about the world in the future. I think Galton Voysey does that and we try to communicate how we think differently to an investor.

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#7 – The Types of People We Look For at Galton Voysey (Part 2)

More on the types of people we look for at Galton Voysey, and what makes working here unique.

TRANSCRIPT

Kat: Yeah, you’ve been in recruitment for so long, laughter

John: Is this almost black and white *points at hair*

Kat: No, so what I was going to say was is you know for a candidate coming in what do you think is different about this company that wouldn’t necessarily be true about the other options a candidate might have you know out of university for example you know maybe switching jobs

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#6 – The Types of People We Look for at Galton Voysey (Part 1)

A chat with John about the types of people we look for at Galton Voysey.

//TRANSCRIPT//

Kat: Hi, so today I am here with John who acquires talent at Galton Voysey, so I thought it would be good for us to talk a little bit more about the people that we’re looking to hire here, so can you tell me a bit about the usual like profiles that we get through that we like.

John: I guess there’s no such thing as a usual profile for us, which is the strength of them anyways so we are diverse. I guess we look for bright, very can-do people, people that aren’t afraid to fail, people who aren’t afraid to try new things, people that aren’t afraid to step outside their job descriptions. So, to say there was a usual candidate would be I guess a bit silly.

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