Chris Anderson
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Chris Anderson
Key Topics:
  • Emerging Technologies
  • New Economy
  • Bio Info:


    As editor-in-chief of Wired magazine, Chris Anderson is one of the most knowledgeable, insightful and articulate voices at the center of the new economy. In a series of groundbreaking articles and books, he has identified important new trends in the economy and described new business models for seizing the business opportunities they represent.

    Chris is the author of two New York Times bestsellers:

    In his first book, The Long Tail, he named the rise of the niche as a powerful new force in our economy—why the future of business is selling small quantities of more things to the few people who want those things; how all of those small communities together make up a vast market potential; and how the efficiencies of digital and web technology make it all possible.

    Chris’s second book, Free: How Today’s Smartest Businesses Profit by Giving Something for Nothing (reprint edition), he explains why Free is the future of business and how to thrive through freeconomics—what business models look like when free has emerged as a full-fledge economy.

    Chris is the founder of DIYDrones and 3DRobotics, a robotic manufacturing company, which began as a GeekDad hobby with his children. DIYDrones is an open source community with 12,000 people and three factories around the world.

    Chris Anderson is the editor-in-chief of Wired magazine. He led the magazine to two dozen National Magazine Award nominations, winning the prestigious top prize for general excellence in 2005, 2007 and 2009. He worked at The Economist for seven years in various positions and served as an editor at the two premier science journals, Science and Nature. Education background in physics, including research at Los Alamos.


    How to thrive when FREE is the future of business.

    Once a marketing gimmick, free has emerged as a full-fledged economy.

    By giving away the razors, which were useless by themselves, King Gillette created demand for disposable razor blades. A few billion blades later, this business model is now the foundation of entire industries: Give away the cell phone, sell the monthly plan . . . Thanks to Gillette, the idea that you can make money by giving something away is no longer radical.

    Over the past decade, a different sort of free has emerged. The new model is based not on cross-subsidies—the shifting of costs from one product to another—but on the fact that the cost of products themselves is falling fast. To follow this money, you have to shift your view of a market as a matching of two parties—buyers and sellers—to a broader sense of an ecosystem with many parties, only some of which exchange cash.

    Between new ways companies have found to subsidize products and the falling cost of doing business in a digital age, the opportunities to adopt a free business model of some sort have never been greater. But how do these models work? And which do I choose? Chris Anderson has answers to these questions.

    The Long Tail

    Tap the huge business potential of the niche—niche offerings to niche customers.

    Chris Anderson's bestselling and groundbreaking book The Long Tail: Why the Future of Business is Selling Less of More explores the tremendous business potential of the long tail—the rise of the niche as a powerful new force in the economy.

    The long tail. The insight of the Long Tail is that our culture and economy are increasingly shifting away from mainstream products and markets at the head of the demand curve toward a huge number of niches in "the tail"—the yellow portion of the curve. As costs of production and distribution fall, especially online, narrowly targeting goods and services can be as economically attractive as mainstream fare. Traditional business models have to ignore these many small markets, but, together, they rival traditional markets in economic potential.

    The potential. Niche products outnumber mainstream offerings by several orders of magnitude. Online retailers can stock virtually everything, which gives them access to a huge pool of niche customers. Not only are they an enormous market in the aggregate, but virtually every consumer is a niche customer for something. People gravitate towards niches because they satisfy narrow interests better and, in one aspect of our life or another, we all have some narrow interest. Thus the long tail strategy opens up areas of profit never available before.

    The book—and the presentation. The Long Tail chronicles the effect of technologies that have made it easier for consumers to find and buy niche products, that break through the bottlenecks of broadcast and traditional bricks and mortar retail. It offers indispensable help in building your company’s business model around this incredible potential.


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