Eric Ryan and Adam Lowry of Method | photo by Suzy Poling
Target’s strategy of rolling out capsule collections by well-known designers has kept the store’s fashion merchandise leading the trends. In 2008, that strategy will take the form of vintage-inspired sports apparel and footwear with Converse, and a line of bedding, linens, and baby goods designed by StudioDwell. Target’s appetite for hip design also extends to its marketing initiatives, such as 2007’s “model-less” fashion show at New York’s Grand Central Terminal (think holograms strutting down virtual runways) and a 2005 “vertical fashion show” at Rockefeller Center (left). Internally, the company encourages non-big-box thinking with a quarterly Big Idea contest. Winners don’t just get a star on their performance reviews; they get a cash prize and a chance to see their ideas brought to life.
When CEO Mark Hurd took over the demoralized post–Carly Fiorina company in 2005, he knew it would be a messy job -- and that was before the spying scandal. But in just two years, HP has stolen Dell’s leadership in the PC market, tripled its own stock price, and grabbed some heat with an ad campaign that features Gwen Stefani and Jay-Z. Then there are the new products, such as Blackbird 002, an extreme-performance gaming computer that has opened a new market in high-margin, premium PCs.
Two or three times a week since November, a Fresh & Easy grocery has opened in California, Arizona, or Nevada. It’s part of a plan to open 200 stores in two years envisioned by the chain’s British parent, Tesco, the world’s third-largest retailer. If Tesco’s past is precedent, the U.S. grocery business ought to pay attention: Tesco has already quashed challenges from Wal-Mart in the U.K., and overseas expansion is its biggest growth generator. With more selection than a 7-Eleven but less than a standard supermarket, Fresh & Easy is geared toward the typical American shopper who buys only a few hundred products. The company plans to keep costs low by centralizing distribution, selling more store-brand items, and relying solely on automated checkout. By 2011, sales are projected to reach $4 billion, according to TNS Retail Forward.
Give Ausra CEO Bob Fishman a 92-by-92-mile expanse of desert land -- an area less than one-tenth the size of Nevada -- and he could power the entire United States. Fishman doesn’t control that much land, of course, and transporting electricity all over the country would get tricky. But that doesn’t make the power of Ausra’s solar technology any less mind-boggling.
While most older solar setups depend on pricey photovoltaic panels, Ausra’s installations boast mass-produced mirror clusters that focus the sun’s rays onto water-filled tubes. When the water begins to boil, it produces enough steam to turn an array of turbines. Fishman estimates electricity generated this way will cost 10 to 12 cents per kilowatt-hour -- on par with power from polluting sources such as coal, and 50% less than photovoltaic power. “Photovoltaic is constrained because it uses high-grade silicon,” he says. “We’re using everyday materials -- just steel, glass, and water.”
VC extraordinaire Vinod Khosla invested $25 million in Ausra last year, and Kleiner, Perkins, Caulfield, & Byers kicked in another $15 million, a colossal vote of confidence that has proven contagious. In November 2007, Pacific Gas & Electric signed a 20-year power purchasing agreement with the company that will generate more than $1 billion in revenue (Ausra’s first California plant is slated to be up and running by 2010), and Ausra officials are in talks with utilities in Florida and Nevada to cement similar deals. “I don’t think it’s out of the question for us to get 30% of the national grid within 20 years,” Fishman says.
Rather than just going carbon neutral (which it aims to do by 2010) or using sustainable materials (which it does in everything from its products and packaging to its factories and stores), New Hampshire–based Timberland has taken the bully pulpit in its environmental efforts, leading the way to greater responsibility even as it struggles financially. The company aims to influence its consumers’ and employees’ behavior with big benefits for hybrid-car buyers, community-service incentives, green scorecards on its products -- even recycling its billboards into tote bags.
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Recent Comments | 16 Total
February 17, 2008 at 6:48pm by john ralston
sorry if this is a repeat - not sure the last post went thru.
I was surprised to see Prosper in this article for several reasons. Among them is high default rates - below is information from Prosper's site showing that defaults are 4.24% for the highest rated borrowers and 45% for the lowest rated borrowers (note actual default rates will be higher since some of these loans are only six months old).
Prosper, unlike other 2.0 firms, has squelched input from the community by deleting all the old forum postings and putting in a new process that screens all comments. Screening is usually fine, but many posts do not make it thru - seems like Prosper does not want its community to be engaged.
Here are the stats - hopefully they will make sense with this cut/paste...
Estimated ROI Help
Performance metric AA A B C D E HR
Average lender rate 10.74% 12.69% 15.05% 17.78% 20.81% 24.03% 23.80%
Net defaults -4.24% -7.01% -11.72% -15.63% -19.09% -29.65% -45.55%
Adjustment (interest and fees) -0.22% -0.43% -0.76% -1.21% -1.72% -2.85% -4.29%
Prosper servicing fee -0.49% -0.48% -0.70% -0.68% -0.67% -0.56% -0.53%
Average annual return 5.80% 4.77% 1.87% 0.25% -0.67% -9.02% -26.58%
Sorry this is not more positive, but I want to make sure you had perspective from someone who has been (was) a long term lender on Prosper.
John R.
February 19, 2008 at 12:00am by Jeremy Fretts
It is ironic to me as a user of AutoDesk products to see them on this list. I suppose their success as a business, and as a technology innovator merits #25. However, it is worth noting that many of their users are at best begrudging at accepting their market dominance.
In ten years of architectural practice, I can't say that I've met ANYONE who truly loved AutoDesk's products. In many cases, they are in fact loathed.
True competition would serve the industry well-- someone needs to inspire improvements to AutoDesk's user interfaces, help documentation, and pricing structure.
February 20, 2008 at 1:08pm by Mike Adam
Tesco's 'Fresh and Easy?' How innovative can that be? Trader Joe's has been around for years, and the concept sounds the same. They sell organics for prices you'd normally see for non-organic/natural at the grocery store, have fresh meat and produce, and are indeed just slightly larger than a 7-11. And yet, Trader Joes' has just about everything you need. They had $1 cliff bars while everyone else still had them $1.50-2.00.
February 20, 2008 at 2:08pm by Brock Stout
I suppose that each company can be argued with, but Toyota's inclusion made me laugh out loud. They helped invent just-in-time manufacturing (decades ago), but everything else, including auto designs, has been copied from other companies. Even in Japan, Toyota is known as the non-innovator, "borrowing" from competitors. Like most American press representatives, Fast Company just prints Toyota press releases without editing them. Sorry, I can't possibly take you seriously in the future on any issue.
February 20, 2008 at 11:54pm by Christoph Spitzenpfeil
I have to add a similar comment to this article about the 50 most innovative companies. I agree on Toyota as a co-commentator did before. The Lexus cars and even the new Camry are just design copies of the real innovator in the Auto industry - BMW, Mercedes, and Porsche; all three dare new technologies whereas Toyota only deploys them when these new technologies have proven themselves in the market.
I am also missing companies in this list which are helping making our environment cleaner and more livable. Where are those companies - the wind turbine and solar panel manufacturers? I am sorry Google, video game companies & Co. do not belong on this list as innovators. The world would be as good or as bad as it is now with or without them! Last but not least it would be nice if this list would contain more companies - and there are really good ones - from outside the English speaking hemisphere. Innovation does not always have only to do with good balance sheets, more sales, more entertainment, and higher volumes; the world has more difficult issues to deal with than those. This is where the list of the 50 most innovative companies massively falls short.
February 28, 2008 at 2:24am by akram uddin
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March 18, 2008 at 8:52pm by Kristen Wachsmuth
I was surprised and disappointed that Walmart made your list. They have to do more than market energy saving lightbulbs and teach employees about sustainability to be considered a company that is making an environmental transformation. What about all the wetlands and marshes and land that is being destroyed to build their behemoth supercenters right down the street from their current store? Selling 100 million light bulbs in nine months does not make up for that.
August 9, 2009 at 2:36pm by Sergio Mokko
In my opinion, deservedly dominate google and apple. 2 the most innovative companies. By Sergio
August 15, 2009 at 10:36pm by Todd McCalla
There are several companies that looked next to the Cool Springs Galleria that could easily fit into the worlds most innovative companies list. They are startups totally bootstrapping all operations with not one person taking a dime in salary. Williamson County Tennessee, primarily Cool Springs, is a petri dish for venture capital and bright minds.
October 7, 2009 at 9:38pm by cartier jewelry
Nice Post!!
October 20, 2009 at 10:16pm by dd dd
There are several companies that looked next to the Cool Springs Galleria that could easily fit into the worlds most innovative companies list. They are startups totally bootstrapping all operations with not one person taking a dime in salary. Williamson County Tennessee, primarily Cool Springs, is a petri dish for venture capital and bright minds.
http://www.uggboots365.co.uk
October 21, 2009 at 11:29am by Howard Carl
Nike's latest masterstroke is social networking, online and off. From events to the Web to unique retail hubs, Nike is blurring the line between brand and experience. jeep grand cherokee
October 21, 2009 at 11:29am by Howard Carl
Nike's latest masterstroke is social networking, online and off. From events to the Web to unique retail hubs, Nike is blurring the line between brand and experience. jeep grand cherokee
November 23, 2009 at 2:09pm by Faraz Alam
I am big fan of google. I like the way the company has evolved. They are seriously best at web.
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December 23, 2009 at 12:26am by Goemesee Osame
This man is extraordinary. He inspires many young men worldwide about going to college and achieving their dreams. people may have different perception though. To me, it is about balancing study, creativity, and work.
elite
December 23, 2009 at 12:46am by Goemesee Osame
This man is extraordinary. He inspires many young men worldwide about going to college and achieving their dreams. people may have different perception though. To me, it is about balancing study, creativity, and work.
elite