A Quote by Lee Scott
It's hard for us in our stores to be a leader in technology.
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Purchasing items made in the U.S. for our stores here or Canadian goods for our stores in Canada makes good business sense because it allows us to ensure greater customer relevance and reduce delivery times.
If we're not able to launch our own people and operate our own spacecraft anymore then, you know, space - whether it should be or not, it's seen as like a harbinger of technology. If you can fly people into space, if you can operate into space, then you've got high technology and if you're the leader of that, then you're the leader in technology. If we lose that on a more or less permanent basis, or for a long period of time, my fear is that it will creep into the national psyche in all areas and we as a nation as a whole will kind of be diminished.
We've built our own technology platform in-house, which operates our website and powers our retail stores.
In 1974, we began franchising. We didn't have any big thought process except that, 'OK, franchising will help us get to our goal of 32 stores and help us run stores farther away from home.'
We're in partnership with technology, influencing each other in a dance. My loyalties are to our making and shaping technology to conform to our human values; and to confronting the hard job of figuring out what those values are, and how are we're going to get technology to do that.
Radio Shack is meeting the fate of many other stores that were wildly popular in the twentieth century, including record stores, comic book stores, bookstores and video stores.
There's no doubt who was a leader in space after the Apollo Program. Nobody came close to us. And our education system, in science, technology, engineering and math, was at the top of the world. It's no longer there. We're descending rather rapidly.
We must ask whether our machine technology makes us proof against all those destructive forces which plagued Roman society and ultimately wrecked Roman civilization. Our reliance - an almost religious reliance - upon the power of science and technology to forever ensure the progress of our society, might blind us to some very real problems which cannot be solved by science and technology.
I believe 3D is inevitable because it's about aligning our entertainment systems to our sensory system. We all have two eyes; we all see the world in 3D. And it's natural for us to want our entertainment in 3D as well. It's just getting the technology - it's really more the business model than the technology piece. We've solved the technology.
The shock of twentieth-century technology numbed our brains and we are just beginning to notice the spiritual and social debris that our technology has strewn about us.
I don't think any of us can do much about the rapid growth of new technology. A new technology helps to fuel the economy, and any discussion of slowing its growth has to take account of economic consequences. However, it is possible for us to learn how to control our own uses of technology.
Mom & pop stores are not about something small; they are about something big. Ninety percent of all U.S. businesses are family owned or controlled. They are important not only for the food, drink, clothing, and tools they sell us, but also for providing us with intellectual stimulation, social interaction, and connection to our communities. We must have mom & pop stores because we are social animals. We crave to be part of the marketplace.
We live in a technocratic culture. We worship at the altar of technology. Our lives are increasingly shaped by the machinations of the techies. It is vital, therefore, for all of us to think hard about the role the technical plays in our lives.
Technology is neutral and sterile. Now, technology is the nature of modern man; it is our environment and our horizon. Of course, every work of man is a negation of nature, but at the same time, it is a bridge between nature and us. Technology changes nature in a more radical and decisive manner: it throws it out.
I'd still say that visiting the stores and listening to our folks was one of the most valuable uses of my time as an executive. But really, our best ideas usually do come from the folks in the stores. Period.
Big box just wasn't our strength. We are a men's and boy's specialty store focused on providing high quality clothing with custom tailoring. Our customer is king. When we had seven stores, communication between the stores and with our customers became more disconnected. We started to lose that great family 'camaraderie' that is essentially the key to our success.
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