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Archives › August 2007
August 30, 2007
Today's news
Deep Thoughts From Inc. 500 CEOs
Posted by Mike Hofman at 7:50 PM
I've been working on a project pulling together quotes from Inc. 500 CEOs past and present, and here are a few that have caught my eye:
“If you think you have everything under control, then you’re not growing fast enough."
“One of the sayings I live by is, ‘The tragedy of life is what dies inside a man while he lives.’”
and....
“I am not interested in wealth. I want to produce something of value.”
Magazine news
Our Far Flung Companies
Posted by Sarah Goldstein at 5:30 PM
For the first year ever we mapped out where Inc. 500 companies do business globally. Sure there are firms outsourcing to India and China, but they're also doing business in some less expected locales like Cameroon, Kuwait, and Uzbekistan.
Of 500 companies, 103 do business overseas and some 40 have at least one permanent office abroad. Thanks to NAFTA, Canada and Mexico are two of the biggest winners, but Asia is nothing to scoff at with more than 20 companies doing business in China, India, and Japan. Seven companies currently do business in Israel, largely due to Tel Aviv's emergence as a Middle Eastern Palo Alto. As reflected in year's past, the war on terror continues to be a boon for the defense industry--there are six companies working in both Iraq and Afghanistan and dozens of others operating in nearby countries.
To read about how Tom Mosey, CEO of Mini Melts keeps ice cream cold in 120 degree Dubai, how WineCommune managed to sell its goods to Chinese oenophiles while avoiding China's high liquor tariffs, and other tales of global commerce, you can find the map here.
Does your company do business overseas? Tell us your cautionary tales and revelations.
August 28, 2007
When Entrepreneurs Need Help
Posted by Bobbie Gossage at 3:06 PM
We have a new survey on Inc.com. I'm pasting it below. It can be tough to run a company and make time to walk the dog, drive the kids to baseball practice, pick up the dry cleaning, cook, do the shopping, or even just get a haircut. We'd like to know which of these household chores you would most like someone else to do for you.
Would you like to outsource something that's not on this list? Feel free to write in your own answers in the comment box. Thanks for voting!
Inc. Poll | ||||||||
Busy entrepreneurs often hire people to take care of personal tasks they don't have time for. Which of these would you most like to outsource?
Results | ||||||||
August 27, 2007
Today's news
Inc. 500: A Former No. 1 Acquired
Posted by Mike Hofman at 11:06 AM
Gateway, the Inc. 500 alum known for its utilitarian computers, groundbreaking direct sales model, and Holstein-spotted boxes, has agreed to be acquired by Acer, the Taiwanese computer maker, for $710 million, according to the Associated Press. On the one hand, it's a good sum for a company that was started by Ted Waitt and Mike Hammond with virtually nothing. On the other hand, through the late 1990s, Gateway was a star of American business on par with the likes of Dell and (for a time) well ahead of Apple. In 1991, the recessionary year during which Gateway jumped to No. 1 on the Inc. 500 (up from No. 2 the year before), Inc.'s Joshua Hyatt wrote the following:
"Gateway's growth, and Waitt's genius, can't be reduced to just one overwhelming advantage. America's fastest-growing private company got there by managing, practically without exception, to come out on the right side of several dicey gambles. Waitt has gambled on his gut to figure out what customers want; he has gambled on his own taste regarding how best to advertise it to them; and he is gambling on his brain to make sure the company's growth doesn't smother its clearest impulses." (To read the rest of the article, click here.)
For the next five years or so, Waitt's gut--that, and the rapidly improving and digitzing economy--managed to keep Gateway growing fast. As Dell picked up more market share and Apple began to enjoy a renaissance, however, Gateway seemed to go astray. Waitt moved its headquarters from South Dakota to La Jolla, California, depriving the business of the sense of place that was one the most lovely components of its brand. (He subsequently moved the HQ back.) In 2005, Waitt retired from the company to work full time on other ventures and on philanthropy.
What's your take on the Acer-Gateway deal? Is it a sad day for American business or simply further proof that any company, no matter how high flying, can lose its way and/or fall victim to ever-changing market forces? And what's your take on Ted Waitt? Great innovator or guy who let his company get away from him--or both?
August 24, 2007
The Inc. 500 Software Entrepreneurs
Posted by Ryan McCarthy at 1:05 PM
I had the pleasure of reporting on the software category for this year's Inc. 500 list. Though the software companies on this year's list covered a broad range of industries and functions, after a while it became pretty clear to me that a certain sector of the B2B software category is absolutely booming. In fact, there were relatively few consumer software companies on this year's list. Why? Well, for one, the consumer software market is dominated by industry titans like Microsoft and Apple. And much of the software talent out there might well be flocking to the latest sexy internet startups. More specifically, this year's software entrepreneurs seem to be making a killing by bringing change to industries that have been slow to make technological leaps.
Take Turning Technologies, for example, which makes software used in schools that turns the dreaded PowerPoint presentation into an interactive learning tool. They're trying to rid the world of chalkboards once and for all (Check out the "How I Did it" featuring Turning's CEO Mike Broderick in this year's Inc. 500 issue for more information). Or eClinicalWorks, which makes software that helps doctor's offices move their medical records online. eClinical had more than $38 million in revenue last year. Then there's companies like Discovery Mining and Zantaz, which help large corporations produce internal communications, E-mails and IMs in response to lawsuits. As is common in the legal field, this used to involve stacks of paper so gigantic they would make even the most industrious law clerk cringe. Believe it or not, electronic discovery will soon be a multi-billion dollar industry. Zantaz, incidentally, was recently sold to UK-based company Autonomy for $375 million, or about 3.5 times their 2006 revenue.
What all these companies have in common is that they're serving other businesses. But more than that, they represent the latest wave in the drive to update the last few industries -- the medical and legal field especially -- that are clinging to paper-based operations. Think of the opportunity eClinicalWorks has next time you visit your local doctor's office and catch a glimpse of all those manila folders containing patient records.
There are also a few software companies that seem to be on the verge of changing the way we access and use information itself. Endeca Technologies has come up with a brilliant piece of software that acts as a sort of Google for company intranets and internal networks. The program can search and categorize everything from employee manuals to obscure company databases. ROME Corporation, based in Austin, hopes to prevent future Enron-sized financial disasters by selling software that analyzes the risk exposure of any partner a large company might do business with, as well as their business partner's partners. Think of ROME's software as a constantly updated credit check on your business partners, a service that companies exposed to the volatile commodities markets desperately need. QL2 Software, for its part, has developed a program that mines the internet for data in real time. Its clients use the software to monitor everything from mentions of their company in blogs to tracking competitor's prices online.
What do you think of the software companies on this year's list? Where do you think the future opportunities lie in this industry? Did you spot any long-term winners on this year's list?
August 23, 2007
Today's news
Let's Make Some Jobs
Posted by Bobbie Gossage at 4:37 PM
One of the things that impresses me most about the Inc. 500, and now the Inc. 5000, is how many jobs these companies create. They are truly fueling the growth of the American economy. This year's Inc. 5000 companies employ 942,224 people. And many of those jobs were created in the last four years. (For more data points about the Inc. 5000, including the total revenue and median annual revenue figures, go here. There are also interesting results from our Inc. 5000 CEO survey here and here.)
For our Inc. 500 special issue, I interviewed Charles Hallberg, founder of MemberHealth, this year's No. 1 company. Just five years ago, his company employed 13 people. Now, Hallberg employs 157 full-time workers and hires hundreds more subcontractors. As you might expect, MemberHealth, which manages Medicare Part D prescription drug coverage and processed 52 million prescriptions last year, has gone through a lot of changes recently.
Hallberg gave a lot of credit to his employees for being able to roll with punches. At MemberHealth, an employee's job today might be different than the one he had three months ago and the one he will have three months from now, he says. "For the last couple of years, every day has been get up in the morning and run 100 miles an hour," says Hallberg. "This has put all of us under tremendous pressures. Change can be difficult but also very exciting." Exciting, he says, because it opens career paths and opportunities for everyone at the company.
Today's news
Gobs of Great Companies
Posted by Mike Hofman at 10:59 AM
Today's a big day: we have officially unveiled the 26th annual Inc. 500 and the first-ever expanded rankings, the Inc. 5,000. (To check out Inc.com's coverage, click here. For a full explanation of the subtleties of the two lists, click here and here.)
As always, this project offers a window onto the ever-changing economy, which my colleagues and I will be blogging about over the next few days. For starters, one often finds ebbs and flows in various markets. In recent years, for example, the defense sector has been robust (I'm talking about the Inc. 500 here). But this year, we noticed that many defense companies were branching out into other kinds of government work, so we renamed that category "Government Services." Talk to the entrepreneurs themselves and you realize that something else is happening: firms that used to rely very directly on defense dollars (including some that, when faced with the dot-com bust of 2000 and 2001, completely reorganized themselves around security matters) are now looking ahead to a possible withdrawal of U.S. forces from Iraq. Many of them are certain that, regardless of our force levels in Iraq, there will be plenty of business for contractors. Still, you are seeing companies take steps to reduce their reliance on the Pentagon.
Another observation: California is making something of a comeback. I've worked at Inc. for 11 years, and the Golden State has always had the most Inc. 500 companies. But in recent years, the Washington, D.C., area seemed to be vying with California as the psychological epicenter of the Inc. 500 world for some of the reasons I describe in the previous paragraph. Last year, there were only 66 California companies on the list. This year, however, thanks to strong totals in metro Los Angeles, San Francisco, and Silicon Valley, California boasts 81 Inc. 500 companies. (For the record, D.C. remains the top city, although Maryland fell out of the top ten states in terms of total number of companies on the list.)
I was surprised to learn that many of the Californian companies are in industries like advertising and marketing and finance—sectors better associated with New York.
One final note: as always, there are some crazy-ass companies on the list, including a business that makes bandages from the skin of shrimp, a company that sells totaled automobiles online, and a company that makes WiFi badges that resemble the Star Trek communication system. If it's growth rates continues apace, I suppose that very soon we'll all be comfortable saying "Beam me up, Scotty."
Will market jitters hurt small business?
Posted by Hannah Clark Steiman at 10:41 AM
One thing you'll notice about this year's Inc. 500 list: a lot of companies got big by riding the mortgage wave. Just check out the finance section: Your Best Rate Financial is a mortgage lender in 14 states; Bryco Funding does both residential and commercial mortgage lending; and Loan Toolbox provides do-it-yourself marketing tools for mortgage loan officers who flocked to the industry during the boom.
So what happens now? Jitters in the subprime mortgage industry have finally spilled over into the larger markets. Even homebuyers with good credit are finding it harder to get a mortgage. It's not just real estate companies who have to worry about the weakening market. Will other small companies feel the pinch, as banks clamp down on credit? Meanwhile, private equity firms are having a difficult time getting backing for their multi-billion dollar deals--will that spill over, and make it harder for small companies to find capital?
What do you think? If you own a small or mid-sized company, have you experienced any effects from the recent market troubles?
Magazine news
From the Editor of Inc.: The 2007 Inc. 500
Posted by Jane Berentson at 6:00 AM
Jim Melloan, Project Manager for the Inc. 500/5,000, and one of the 47 heads above, stopped by my office the other day to discuss a few last-minute details having to do with this issue. I asked him how he was doing. He responded, "Every day is like an episode of 24."
I think everyone who reads Inc., and certainly everyone whose company is featured in the Inc. 500 issue, knows how that feels. The day begins with a bang, is shot through with excitement (and some disappointments), and ends in exhaustion--but with a great deal accomplished. It's no wonder that when we asked this year's Inc. 500 honorees what real or fictional Jack they most identified with, 21 percent named Jack Bauer, the hero of 24. (Hey, just because the questions are fun doesn't mean they don't reveal something.)
Every Inc. 500 issue takes hard work, dedication, and a lot of good cheer on the part of the Inc. staff. This year, we decided to multiply all that by 10 and find not just the 500 fastest-growing privately held companies in America, but the 5,000 fastest-growing companies. You can read about this group here and dive into the full list at Inc.com. The magazine, as usual, provides capsule profiles of each of the top 500 companies.
Some of the many staff members and freelancers who labored long over all these pages are pictured above. Special thanks goes to Rachel Moskovitz, in charge of production at Inc. Production people never get a byline, but if Rachel's contributions carried one, her name would be all over our issues, this one in particular.
More than any other issue of Inc., the 500 is about excellence. The people in it and the people who put it together work hard to excel, and it shows.
Images, From Top, Left To Right: Travis Ruse, photography editor; Paula Vasan, intern; Jason Mischka, deputy art director; Donna Fenn, contributing editor; Heather Haggerty, freelance designer; Joshua Talton, intern; Lauren Cooper, intern; Cara Cannella, freelance writer; Dan Ferrara, deputy editor; Kathleen Berger, copy chief; Stephanie Clifford, senior writer; Jaime Santa, deputy photo editor; Blake Taylor, creative director; Todd Stone, intern; Max Chafkin, staff writer; Nitasha Tiku, reporter; Jim Melloan, Inc. 500/5,000 project manager; Beth Kwon, freelance writer; Bobbie Gossage, associate editor; Farah Merchant, intern; Patrick Cliff, reporter; Athena Schindelheim, assistant editor; Gerson Koenig, freelance data coordinator; Kate Spear-Brodsky, assistant photo editor; Patrick Sauer, contributing editor; Miriam Gross, freelance fact-checker; Donte Gibson, freelance writer; Hannah Clark, associate editor; Alexandra Brez, managing editor; Darren Dahl, contributing editor; Aaron Lammer, freelance fact-checker; Rachel Moskovitz, editorial production manager; Larry Kanter, executive editor; Pam Warren, copy editor; Bill Lauck, freelance production associate; Nadine Heintz, freelance writer; Don Steinberg, senior articles editor; Victoria Belyavsky, intern; Daryl Hannah, intern; Annie Hamm, intern; Uzo Ometu, intern; Sarah Garcea, deputy art director; Mike Hofman, executive editor; Ryan McCarthy, reporter; Sarah Goldstein, reporter; Kalina Mazur, assistant managing editor; Jaclyn Trop, intern
Not pictured: Leigh Buchanan, editor-at-large; Bo Burlingham, editor-at-large; Dominick Santise, production associate; Jim Hyatt, accounting consultant; Joel Griffiths, freelance copy editor; Sara Brady, freelance fact-checker; Elaine Appleton Grant, contributing editor; Adam Bluestein, freelancer writer; Amy Feldman, freelancer writer; Amy Gunderson, freelancer writer; Eileen Gunn, freelancer writer; Larry Olmstead, freelancer writer; Melissa Phipps, freelancer writer.
August 22, 2007
Today's news
Proof You Can't Kill a Good Idea?
Posted by Mike Hofman at 3:47 PM
One of the great failed entrepreneurial ventures of the last 30 years—the DeLorean—is poised to make a comeback. So reports the Associated Press (link.)
An entrepreneur named Stephen Wynne is behind the venture, which uses the name DeLorean Motor Co. (John DeLorean reportedly gave Wynne his blessing before he died in 2005.)
The company, which is based in Houston, "hopes to parlay the car's celebrity -- along with the world's biggest stash of DeLorean parts and engines -- into a niche production business that begins hand-making two DeLoreans a month sometime next year," the AP reports.
The price will start at $42,500.
What do you think? Is this long-overdue redemption for a car that, whatever its faults, once captured the imagination? Or is failed product best left in the scrap heap?
August 21, 2007
Will Whole Foods succeed?
Posted by Hannah Clark Steiman at 6:11 PM
The Whole Foods/Wild Oats merger is still up in the air, as a federal appeals court reviews the Federal Trade Commission's request to block the deal. My personal, non-expert opinion: this case is a waste of time. The FTC is trying to argue that a merger between the two health food giants would stifle competition. But everyone sells natural foods now, even Wal-Mart. When I'm debating whether to go to Whole Foods to buy milk and eggs, my alternatives are Food Emporium, Trader Joe's, the farmer's market, and the local corner deli. There's plenty of competition in the grocery business. Last week, a judge issued a ruling agreeing with me. Nevertheless, the deal is still on hold for now.
I think the deal will go through, John Mackey's ridiculous chat room antics notwithstanding. What do you think? Does the FTC have a good argument?
Today's news
Are You A Bad Boss?
Posted by Mike Hofman at 3:35 PM
If you're one of those bosses who believes that to spare the rod is to spoil the bottom line, beware: "Lawmakers across the country are considering legislation that would give workers grounds to sue their superiors for being, basically, jerks," The Los Angeles Times reports. Meanwhile, "Bookstores are stocking bad-boss advice tomes, including 'Snakes in Suits' and 'Was Your Boss Raised by Wolves?' Today the AFL-CIO will name the worst boss in the country, based on the results of an online contest."
The states considering sue-the-boss bills are New Jersey, New York, Vermont, and Washington. There are some nascent efforts to revive similar legislation in California, the paper reports.
In February, Inc.'s Leigh Buchanan contributed this article to the oeuvre of asshole-boss journalism.
What do you think? Is this a textbook case of legislation run amok, or a sign of some deeper breakdown in the way that management is practiced at a large number of American companies?
August 16, 2007
Global Business
Africa's New Entrepreneurial Hubs
Posted by Mike Hofman at 1:48 PM
The west African nation of Ghana is quickly becoming a hub of global business in a region long known for its economic, political, and social challenges. As Nitasha Tiku reported in our April issue, "The country's GDP has posted gains for six consecutive years, the government has lowered trade barriers, and the stock market in the capital, Accra, is bustling."
So bustling in fact that now Hilton is jumping into the Ghanese market, building a luxury hotel in Airport City, a newly developed part of Accra, according to the web site Hotel Business News. (To see the article, click here.)
Hilton is also considering new properties in Equatorial Guinea and Uganda.
Is the development of business-traveller hotels across Africa a sign that the continent is finally becoming an integrated part of the global business community? Consider this additional fact: Our latest survey of Inc. 500 companies, to be published in September, shows that America's fastest-growing firms are currently doing business in at least 12 African countries, led by cosmopolitan South Africa but including such once-hard-luck cases as Uganda, Nigeria, Cameroon, Ethiopia, and Djibouti.
August 15, 2007
ESPN Addicts, Rejoice
Posted by Max Chafkin at 3:18 PM
Got a burning question for Bill Rasmussen? The founder of ESPN—and, by extension, the modern cable TV network—will offer advice in our Ask Inc. section.
When Rasmussen started the Entertainment and Sports Network with his son Scott in 1979 with $9,000 in credit card debt, the idea of attracting national advertisers with non-stop sports programming (initial offerings included slow-pitch softball and rodeo) seemed ludicrous. But Rasmussen’s network grew up quickly, cutting deals with the NFL and Major League Baseball. When Disney acquired ESPN, along with the ABC network, in 1995 for $19 billion, CEO Michael Eisner called Rasmussen’s brand, “a magic name.”
After leaving the company in the early 1980s, Rasmussen has gone on to start a handful of sports and media companies. Send your questions to askinc@inc.com, or leave them in the comments below. We’ll the print best one, along with Rasmussen’s response, in the November issue of the magazine.
August 8, 2007
Sales and Marketing, Technology
Hearst Acquires Social Shopping Site
Posted by Ryan McCarthy at 3:27 PM
In February, we wrote about an emerging e-commerce trend known as "social shopping." This week, Kaboodle, one of the sites we discussed, was acquired by the Hearst Corporation, a media titan that owns magazines like Cosmopolitan and Esquire and has over 20,000 employees worldwide. Though no details of the deal were released and Kaboodle does not disclose revenue figures, it has been estimated to be in the $30 - $40 million range.
Launched in February of 2006, Kaboodle was one of the first forays into the social shopping realm. Marketing gurus have long sought to access "mavens" and "connectors," those rare consumers who can truly act as brand evangelists. Social shopping is all about taking this vaunted power of word of mouth and moving it to the web. Sites like Kaboodle, ThisNext and Stylehive let users assemble lists of their favorite products and share them with others online. Betting that consumers are far more likely to buy a product that's been recommended by someone they trust, these sites each employ their own proprietary method of ranking the most influential recommenders and highlighting the latest cool products. After all, we all have those in-the-know friends we go to for music or book recommendations, right?
The entrepreneurs we talked to had gotten some pretty impressive benefits from the social shopping trend. Many online retailers we spoke to found that a single recommendation on a social shopping site was more powerful than even some of the most trusted forms of traditional advertising. And social shopping doesn't seem to just be a trend. Kaboodle's traffic grew precipitously, to more than 2 million unique visitors per month. Hearst will likely use Kaboodle to add product recommendation functionality to magazine sites. It's not hard to imagine Cosmo or Esquire readers compulsively sharing their favorite fashion products.
What do you think of social shopping? Do you think your customers would like a venue to share their favorite product recommendations online? Did Hearst overpay for a site in which people are doing little more than recommending products to each other? How crucial is a recommendation to the success of your business?
August 7, 2007
Who's Behind The Funded?
Posted by Max Chafkin at 2:31 PM
It's hard to say what Web 2.0—that horrible, overwrought catchphrase—really means, but it usually has something to do with disruption, whether it's long distance telephony (Skype), concert tickets (StubHub), book publishing (Google), or newspapers (take your pick). Venture capitalists have been responsible for many of these breakthroughs, happily financing (and profiting from) technologies that have reshaped a host of industries.
Until the industry that's getting shaken up is their own. For the past few months, entrepreneurs have been turning the power of social media against their erstwhile backers, posting anonymous flames about VCs on TheFunded.com. The website, which is the subject of an article in our September issue (read it here), was created as an outlet for entrepreneurs to frankly discuss their experiences with VCs. While still in it's infancy, the site has attracted more than 1,500 members and was the subject of a story in today's Wall Street Journal.
Back in June, I began chatting with the site's founder, whose name I still don't know (read on for speculation). Ted, as he calls himself, told me that he hopes to upset the imbalance of power that has traditionally existed between VCs and entrepreneurs. In short, VCs have loads of information about the entrepreneurs they back (personal references, financial statements, etc.) while company founders must make their decision based on a pitch meeting and a website full of success stories. The same thinking motivated Naval Ravikant and Babak Nivi, the co-founders of another potentially disruptive site Venture Hacks.
Continue reading "Who's Behind The Funded?"
August 6, 2007
The Office Blog
Comedy Networks
Posted by Leigh Buchanan at 7:19 AM
One subject we neglected in our August fun package is the entertainment value of e-mail: specifically links to YouTube videos and other examples of online hilarity. (Personal recent favorite: Medieval Tech Support. Personal all-time favorite: Strindberg and Helium). We left it out because of space constraints and also because the enjoyment of such material seems like an individual rather than organizational pursuit. But there are political nuances to almost everything that occurs in the office, and that includes the sharing of cat-playing-piano clips.
It’s a damned-if-you-do-damned-if-you-don’t situation. If the material’s of questionable taste, you’re almost certainly damned if you do. Every office probably has some median comfort zone for risqué humor, above which half of employees say, “that’s funny” and below which half say, “that’s sick.” Consequently, you may get into trouble if you do send something remotely naughty to members of the “sick” brigade. That trouble will most likely be a chilly reply from the offended party (“It is inappropriate to distribute such filth in a place of business. If you must indulge your boorish nature please do so in the privacy of your own cesspool.”) It could also conceivably be a lawsuit. I have no knowledge of anyone claiming harassment because of a link passed around office e-mail, but I presume it has happened somewhere. I do recall an episode of The Drew Carey Show in which Drew was sued by a colleague for displaying a comic strip of a caterpillar attempting coitus with a French fry. But even I—a former crossword puzzle editor for TV Guide--realize that sitcoms don’t constitute valid legal precedent.
Damned if you don’t is a trickier situation—and it applies to all humor, naughty or not. Sensible people don’t broadcast stuff that amuses them far and wide. Instead, they send it to a list of select kindred spirits, who generally send them things in turn. I have several such lists representing different levels of sensitivity, senses of humor, and domains of interest. These lists do not align with any particular group of friends or people I like (although there’s no one on any list that I don’t like). You can’t read the “To:” line on a link I send out and know whom I hang with at work or outside of it. That’s how these things usually work.
Yet, some people regard such lists as proxies for friendship—or at least fellow feeling. If you work in a 12-person office and share jokes and videos with eight colleagues but not the other three—and if those three find out, they may feel hurt or rejected. If you are the boss in that office, those three may feel jealous or afraid for their jobs. Perhaps you’re trying to spare their feelings. But you are also implicitly passing judgment on them. “This set of people likes what I like. This set of people doesn’t.”
I’m not saying don’t be viral—just be sensitive when you’re being viral. The people with whom you share jokes and links and videos constitute a network, and networks represent relationships: in this case, communities of kind. If you’re going to have a club for the cool kids, be discreet about it. There’s nothing so public as jokes on the Internet. But that doesn’t mean you can’t keep your enjoyment of them private.
I do realize, by the way, that perusing YouTube and its ilk isn’t great use of company time. But so long as you don’t employ hermits, employees will receive links from their friends, and some of them are too good not to share. And wouldn’t you feel badly if no one shared them with you?
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