Computer Business Solutions

If you’re reading this after January 1, 2000, by candlelight, shivering next to a dead computer, then Bob Dale was wrong about the impact of Y2K.

As 1999 waned, he believed that 2000 would make a benign arrival, with computer clocks and calendars clicking into the new millennium relatively glitch-free. “There might be some minor inconveniences, but I’m not moving to northern Minnesota and digging my own well,” he said, defining a minor inconvenience as finding your supermarket short on some items because less confident individuals stocked up on canned goods or their favorite cereal.

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Bob Weerts

If you’re expecting Bob Weerts to be another Rodin’s “The Thinker” or some introspective M.B.A who analyzed and plotted his way to success, think again. This guy is one big ball of bubbling electrons that won’t stay put, impulsive, a whirling dervish, a straight shooter but from the hip, who somehow worked and willed his way through a crippling childhood bout with polio to be one southern Minnesota’s most respected entrepreneurs.

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When a General Mills or Pillsbury president stumbles onto what seems like a fantastic idea for a new product, they have the wherewithal to bring in an army of Ph.D.s, M.B.A marketing gurus and ivy league patent attorneys in order to carry that idea to market. In a large corporation, the idea-to-market process may take years and tens of millions to play out. With General Mills, in ready-to-eat cereals, for example, long-term successes are rare, even after pumping over $30 million in advertising alone into each new product introduction.

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