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Last Update: Wednesday June 23, 2021

Key Idea: Think Tomorrow, Sell Today

Bill Daring and his partner Jon Keefe balance their time between making products people need and will buy today against what they have to be creating for the future.

Key Question:


New products emerge as a result of your pushing forward and listening to customers at the same time.  Customers want practical solutions but they want you to be leading them into the future.

Q: How much revenue has KMP Internet earned from selling the automated receptionist?
A: The answer is zero and millions. They invented the receptionist because they had the ability to invent him. They thought they might could sell it be they never banked on it. None of their clients have bought the receptionist, but many clients have hired KMP Internet to do fascinating projects because KMP Internet demonstrated with the receptionist that they are thinking into the future.

While they would love to sell the receptionist, KMP Internet is successful because they listen to clients and then create a product that will fill the needs of that particular client.

Think about it

What can you do to attract more customers? To attract more profitable customers? To compete?

Clip from: Knowledge Management

Westerham and Stockport, England: In this episode of the show we go inside truly global businesses that are changing the way we know things and understand who we are. They are each uniquely helping us all get the information revolution under control and helping to open the way to a knowledge evolution.

You'll meet Miles Corbett and David Bowden and their team in Westerham, England. In their hands information becomes knowledge, and their programs are saving businesses millions of dollars every year.

Then later in the show, you will meet Bill Daring, Jon Keefe, Nick Smith and the team at KMPInternet of Stockport. They are eliminating mundane tasks from the work area and creating access paths over the barriers between languages.
Historically, if knowledge were on a grocery shelf, it would have been among the most perishable items. Here we meet people who are giving knowledge much more shelf space, at a much lower cost, and as a durable good.

Today intellectual property is as important as physical property. Physical property sustains the body -- food and shelter; intellectual property sustains the mind, imparting meaning and value to life. 

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Bill Daring, Chairman

Regent House
Heaton Lane, Stockport SK4 1BS

011 44 870 868 8900

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Think Tomorrow, Sell Today

(Voiceover) We see customers changing their Web sites perhaps every year, 18 months. So we have to be always looking for what's new and exciting.

BOB: Hi, I'm Bob the Bot for online business. What's your name?

HATTIE: (Voiceover) Bob is a Lingubot invented by KMPInternet.

BOB: Hi, Hattie. May I ask for your e-mail address in case I have difficulty answering your questions?

JON: (Voiceover) It's great for us to spend being on the edge, but, you know, if you're always ahead of the market, you never actually sell anything. So you've got to be in that market as well as being ahead of it to understand how it's going.

HATTIE: (Voiceover) So one of the issues that you and Bill have to deal with is cash flow.

JON: No, you've got to be real. You know, we have to pay ourselves and pay everybody else, and we have to capitalize the business. But, you know, these jewels that we have out there, sometimes we use them as kind of introductions to ourselves and jaw-droppers. You know, `We just want to show you this,' and people have never seen it before. You know, it's like the first time you saw, you know, the best piece of animation at the cinema or something like that. And these people think, `Wow! OK. That's where it could be. Well, actually, I just want to talk about let's understand this application.' So, you know, you've captured their imagination at that point. You've delivered them something that is beyond their scope of what they'd even imagined and put it in front of them and then drawn them back into saying, `The reality is that anything's possible. Given time and money, anything is possible.'

The hardest thing is to rein guys back in, to rein development back in, because you have to have some structure and there has to be a framework that we work in. And we work very hard so that everybody--it's a very open company. You know, one of the key--another key point for a motivational aspect of an organization like this is that we make sure that everybody understands where the company is up to. You know, `Hey, guys, we made this much profit last month.'

HATTIE: So it's open-book management.

JON: Completely open-book management. You know, `We didn't make this much profit last month. This is because X, Y and Z.' You know, we hold regular company meetings where everybody's word is listened to, is taken on board, and a lot of actions are taken out of, you know, a forum like that.

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