NOTE: To appreciate this presentation, you
need MicrosoftWord FONTS “Showcard Gothic,”
“Ravie,” “Chiller” and “Verdana”
Master*
Excellence
part two (of 3)
value added ladder.
New Markets/Women/
Boomers & Geezers
25 May 2007
Tom Peters’ X25*
EXCELLENCE.
ALWAYS.
MASTER/0525.2007/Part Two
*In Search of Excellence 1982-2007
Section 3
value added/
ladder
Up,
Up,
Up,
Up
the Value-added Ladder.
LEAVE IT
TO BEAVER.
Trapper: <$20
per beaver pelt.
Source: WSJ
WDCP: $150 to remove
“problem beaver”; $750-
$1,000 for
flood-control
piping … so that beavers
can stay.
Source: WSJ
wdcp/“Wildlife
Damage-control
Professional”: $150 to
“remove” “problem beaver”;
$750-$1,000 for
flood-control piping … so
that beavers can stay.
Source: WSJ
EXCELLENCE.
VALUE ADDED.
UP THE LADDER.
EXCELLENCE.
VALUE-ADDED LADDER I.
SOLVE IT.
“By making the Global Delivery Model both legitimate and mainstream,
we have brought the battle to our territory. That is, after all, the purpose
of strategy. We have become the leaders, and incumbents [IBM, Accenture]
are followers, forever playing catch-up. … However, creating a new
business innovation is not enough for rules to be changed. The
innovation must impact clients, competitors, investors, and society. We
have seen all this in spades. Clients have embraced the model and are
demanding it in even greater measure. The acuteness of their
circumstance, coupled with the capability and value of our solution, has
made the choice not a choice. Competitors have been dragged kicking
and screaming to replicate what we do. They face trauma and disruption,
Investors have
grasped that this is not a passing
fancy, but a potential restructuring
of the way the world operates and
how value will be created in the
future.” —Narayana Murthy, chairman’s letter, Infosys Annual Report
but the game has changed forever.
“Big Brown’s New Bag: UPS
Traffic
Manager for
Corporate
America”
Aims to Be the
—Headline/BW/2004
MasterCard
Advisors
California Closets: “a
whole-life upgrade, not
just a tidy bedroom.”
—WSJ/0329.07, “Why the ContainerStore Guy Wants to Be Your Therapist”
Huge: Customer
Satisfaction
versus
Customer
Success
Up,
Up,
Up,
Up
the Value-added Ladder.
The Value-added Ladder/ STUFF ‘N’ THINGS
Goods
Raw Materials
The Value-added Ladder/Stuff & TRANSACTIONS
Services
Goods
Raw Materials
The Value-added Ladder/ OPPORTUNITY-SEEKING
Customer Success/
Gamechanging
Solutions
Services
Goods
Raw Materials
“ ‘Results’ are
measured by the
success of all those
who have purchased
your product or
service” —Jan Gunnarsson & Olle Blohm, The
Welcoming Leader
“He had done nothing to sell me on his
business, yet he had given me the most
Because
his sole concern had
been my welfare and the
success of my business.”
powerful sales pitch of my life.
—Jim Penman, on learning how to sell (What Will
They Franchise Next? The Story of Jim,’s Group)
Era #1/Obvious Value: “Our ‘it’ works, is
delivered on time” (“Close”)
Era #2/Augmented Value: “How our ‘it’
can add value—a ‘useful it’ ” (“Solve”)
Era #3/Complex Value Networks: “How our
‘system’ can change you and deliver
‘business advantage’ ” (“CultureStrategic change”)
Source: Jeff Thull, The Prime Solution: Close the Value Gap,
Increase Margins, and Win the Complex Sale
“The business of selling is not just about matching viable
It’s
equally about managing the
change process the customer
will need to go through to
implement the solution and
achieve the value promised by
the solution. One of the key differentiators of
solutions to the customers that require them.
our position in the market is our attention to managing change
and making change stick in our customers’ organization.”*
(*E.g.: CRM failure rate/Gartner: 70%)
—Jeff Thull, The Prime Solution: Close the Value Gap,
Increase Margins, and Win the Complex Sale
The Value-added Ladder/ OPPORTUNITY-SEEKING
Implemented
Gamechanging
Solutions
Services
Goods
Raw Materials
EXCELLENCE.
SOLVE IT.
NO OPTION.
PSF. (PSF++)
“ ‘Disintermediation’ is overrated. Those who fear
disintermediation-outsourcing should in fact be
afraid of irrelevance; ‘outsourcing’ is just another
you’ve
become irrelevant to
your customers.”
way of saying that …
—John Battelle/Point/Advertising Age/07.05
“Deutsche Bank Moves Half of Its
Back-office Jobs to India”/
(500
of 900
Research)
headline/FT/0327
“[Former Fed Vice-chairman Alan] Blinder …
remains an implacable opponent of tariffs and
trade barriers. But now he is saying loudly that a
new industrial revolution—communication
technology that allows services to be delivered
40
million American
jobs
from afar—will put as many as
at risk of being shipped out of the
country in the next decade or two.”* —Wall Street
Journal /0328
“only the tip
of a very big iceberg.”
*Blinder: 40 million =
Chicago:
HRMAC
Sarah:
Mom:
“ Mom, what
do you do?”
“I’m ‘overhead.’”
“support function” /
“cost center”/
“overhead”
or …
Are you …
“Rock
Stars of the
Age of
Talent”
Department Head
to …
Managing
Partner,
IS Inc.
[HR, R&D, etc.]
Answer:
“Typically in a mortgage company or
financial services company, ‘risk
management’ is an overhead, not a
revenue center. We’ve become more
We pay for
ourselves, and we
actually make money for
the company.” —
than that.
Frank Eichorn, Director
of Credit Risk Data Management Group, Wells Fargo Home
Mortgage (Source: sas.com) (Who Owns the Data? Using
Internal Customer Relationship Management to Improve
Business and IT Integration —Frank Eichorn)
Mantra:
“Eichorn it!”
Core Mechanism:
“Game-changing Solutions”
PSF
(Professional Service Firm “model”/The Organizing Principle)
+
Brand You
(“Distinct” or “Extinct”/The Talent)
+
Wow! Projects
(“Different” vs “Better”/The Work)
Are you the …
“Principal
Engine of
Value Added”
*E.g.: Your R&D budget as robust as the New Products team?
The “PSF35”:
Thirty-Five
Professional Service Firm
Marks of Excellence
The PSF35: The Work & The Legacy
1.
CRYSTAL CLEAR POINT OF VIEW
(E very Practice Group: “If you can’t explain your position in eight
words or less, you don’t have a position”—Seth Godin)
2. DRAMATIC DIFFERENCE (“We are the only ones who do what
we do”—Jerry Garcia)
3. Stretch Is Routine (“Never bite off less than you can chew”—anon.)
4. Eye-Appetite for Game-changer Projects (Excellence at Assembling
“Best Team”—Fast)
5. “Playful” Clients (Adventurous folks who unfailingly Aim to Change
the World)
6. Small “Uneconomic” Clients with Big Aims
7. Life Is Too Short to Work with Jerks (Fire lousy clients)
8. OBSESSED WITH LEGACY (Practice Group and Individual: “Dent the
Universe”—Steve Jobs)
9. Fire-on-the-spot Anyone Who Says, “Law/Architecture/Consulting/
I-banking/ Accounting/PR/Etc. has become a ‘commodity’ ”
10. Consistent with #9 above … DO NOT SHY AWAY FROM THE
WORD (IDEA) “RADICAL”
Pointed
Point of
View!
The PSF35: The Client Experience
11. Always team with client: “full partners in
achieving memorable results” (Wanted: “Chimeras
of Moonstruck Minds”!)
12. We will seek assistance Anywhere to assemble the Best-inPlanet Team for the Project
13. Client Team Members routinely declare that working with us
was “the Peak Experience of my Career”
14. The job’s not done until implementation is
“100.00% complete” (Those who don’t “get it” must go)
IMPLEMENTATION IS NOT COMPLETE UNTIL
THE CLIENT HAS EXPERIENCED “CULTURE
CHANGE”
16. IMPLEMENTATION IS NOT COMPLETE UNTIL
SIGNIFICANT “TECHNOLOGY TRANSFER HAS
TAKEN PLACE-ROOT (“Teach a man to fish …”)
17. The Final Exam: DID WE MAKE A DRAMATIC,
LASTING, GAME-CHANGING DIFFERENCE?
15.
The PSF35: The People & The Leadership
18. TALENT FANATICS (“Best-Coolest place to work”) (PERIOD)
19. EYE FOR THE PECULIAR (Hiring: Go beyond “same old,
same old”)
20. Early Opportunities (vs. “Wait your turn”)
21. Up or Out (Based on “Legacy”/Mentoring as much as
“Billings”/“Rainmaking”)
22. Slide the Old Aside/Make Room for Youth (Find oldsters
new roles?)
23. TALENT IS OBSESSED WITH RENEWAL FROM DAY #1 TO
DAY #“R” [R = Retirement]
24. Office/Practice Leaders Evaluated Primarily on
Mentoring-Team Building Skills
25. A “PROPRIETARY” TALENT DEVELOPMENT PROCESS (GE)
26. Team Leadership Skills Valued Early
27. Partner with B.I.W. [Best In World] Outsiders as Needed
and to Infuse Different Views
The PSF35: The Firm & The Brand
28. EAT-SLEEP-BREATHE-OOZE
is my message”—Gandhi)
INTEGRITY (“My life
29. Excellence+ in EXECUTION … 100.00% of the Time
30. “Drop everything”/“Swarm” to Support a Harried-On
The Verge Team
31. SPEND
ON R&D LIKE A TECH FIRM.
32. A PROPRIETARY METHODOLOGY (FBR, McKinsey,
Chiat Day, IDEO, old EDS)
33. BRAND
MANIACS (Organize Around a Point of View Worth
BROADCASTING)
34. PASSION!
35.
ENTHUSIASM!
EXCELLENCE. ALWAYS.
Static/Imitative
Integrity.
Quality.
Continuous Improvement.
Superior Service (Exceeds Expectations.)
Completely Satisfactory Transaction.
Smooth Evolution.
Market Share.
Dynamic/Different
Dramatic Difference!
Disruptive!
Insanely Great! (Quality++++)
Life-(Industry-)changing Experience!
Game-changing!
WOW!
Surprise!
Delight!
Breathtaking!
Punctuated Equilibrium!
Market Creation!
EXCELLENCE =
Flawless EXECUTION
+ Continuous IMPROVEMENT
+ Brilliantly Trained PEOPLE
+
Gamechanging QUESTS +
WEIRD Rosters +
GASPWORTHY Results
EXCELLENCE =
Flawless EXECUTION
+ Continuous IMPROVEMENT
+ Brilliantly Trained PEOPLE
+
Gamechanging QUESTS +
WEIRD Rosters +
GASPWORTHY Results
Psf.
Bedrock.
PSF/Professional Service Firm/Beliefs
Profession: Calling/Passion to make a
difference/Excellence (always)
point of view: know exactly what we
stand for/
“Dramatic Difference”
Client: enduring, test-the-limits
relationship/Trusted advisor
Solution: Rock His-her World/ “wow”/
implemented “Culture change”/
>>>>>> “satisfaction”
Cost
(at All Costs*) Minimization
Professional?
Or/to: Full Partner“Purchasing Officer” Thrust #1:
Leader in Lifetime
Value-added
Maximization?
(*Lopez: “Arguably ‘Villain #1’ in GM tragedy”/Anon VSE-Spain)
“Technology
Executive” (workin’ in a hospital)
HCare CIO:
Full-scale,
Accountable (life or death)
Member-Partner of XYZ
Hospital’s Senior
Or/to:
Healing-Services
Team
(who happens to be a techie)
PSF Transformation: Credit Department/Trek
Was
Is
Credit Dept
Financial Services
Hammer on dealers until
they pay
Make dealers successful so they
CAN pay
AR sold to 3rd party
commercial co.
Trek is the commercial financial
Company
23 employees
12 employees
Oversee peak AR of $70M
Oversee peak AR of $160M
Identify risky dealers
Identify opportunities
Cost Center
Profit Center
No products
Products: Consulting, MC/Visa,
Stored value of gift cards, Gift card
peripherals, Online payments
Source: John Burke/0330.06
Photographer: Louise Roach
Big Idea:
“Corporation” as
Mega-“PSF”
(Professional Service
Firm*)
* “Virtual” Collection of Entrepreneurially-minded
Professionals (“Talent”/“Roster”) Creating/Applying
Intellectual Capital (“Work Product”)
Are you the …
“Principal
Engine of
Value Added”
*E.g.: Your R&D budget as robust as the New Products team?
Core Mechanism:
“Game-changing Solutions”
Brand You(S)
(“Distinct” or “Extinct”/The Talent)
+
Wow! Project(s)
(“Different” vs “Better”/The Work)
=
PSF(S)
(Professional Service Firm “model”/The Organizing Principle)
=
“Corporation” as
“Mega-PSF”
Photographer: Mike Brake
WOW!
The
Project.
“Let’s make a
dent in the
universe!”
—Steve Jobs
Your Current Project?
1. Another day’s work/Pays
the rent.
4. Of value.
7. Pretty Damn Cool/Definitely
subversive.
10. WE AIM TO CHANGE THE
WORLD. (Insane!/Insanely
Great!/WOW!)
“Astonish me!”
(S.D).
“Build something great!”
“Make it immortal!”
(H.Y.).
(D.O.)
If you are not
prepared to be
fired over your
beliefs … you are
working on the
wrong project.
—TP
You! =
Your Project
Portfolio!
A “position” is
not an
“accomplishment.”
—TP
Will you actually
remember it as
worthwhile 10 years
from now?”
—S.H.
WOW! Projects:
Nuts & Bolts
(a few)
“Every project we undertake starts with
‘How can
we do what has
never been done
before?’”
the same question:
—Stuart Hornery, Lend Lease
Playmate!*
Playpen!
Prototype!
*Can be Client, supplier … as well as Insider
Where to look for “Playmates”:
F.F.F.F.
(Find a Fellow Freak Faraway)
BIG
Division, BIG Customer,
Where NOT to look for “Playmates”:
BIG Vendor,
UP
The
“Sri Lanka
Stratagem”
Forward, march:
WOW!
Projects
Epidemic:
Starting a
Demos, Heroes,
Stories!
Premise:
“Ordering”
Systemic Change is a
Waste of Time!
“Somewhere in your
organization, groups of
people are already doing
things differently and
better. To create lasting
change, find these areas of
positive deviance and fan
the flames.” —Richard Tanner Pascale & Jerry
Sternin, “Your Company’s Secret Change Agents,” HBR
JKC
1. Scour for renegades;
wine & dine.
2. Go outside for funds.
Demo = Story
“A key – perhaps the key –
to leadership is the
effective communication
of a story.”
—Howard Gardner, Leading Minds:
An Anatomy of Leadership
REAL Org Change: Demos
& Models (“Model
Installations,” “ReGo Labs”)/ Heroes (mostly extant: “burned to
reinvent gov’t”)/
Stories & Storytellers (Props!)/
Chroniclers (Writers, Videographers, Pamphleteers, Etc.)/
Cheerleaders & Recognition (Pos>>Neg, Volume)/
New Language (Hot/Emotional/WOW)/ Seekers
(networking mania)/ Protectors/ Support Groups/
End Runs—“Pull Strategy” (weird alliances, weird
customers, weird suppliers, weird alumnae-JKC)/ Field “Real
People” Focus (3 COs) (long way away)/
Speed (O.O.D.A. Loops—act before the “bad guys” can react)
C.f., Bob Stone, Lessons from an Uncivil Servant
“Some people look for
things that went wrong
and try to fix them. I
look for things that
went right, and try to
build off them.” —Bob Stone
(Mr ReGo)
Demos!
Heroes!
Stories!
“Make your own
McKinsey” (AP)
Build a “School on top of
a school”/ContinuingExec Ed (The Parallel
Universe Strategy)
Stories … Paint me a
picture … Story
“infrastructure” … Demos
… Quick prototypes …
Experiments … Heroes …
Renegades … Skunkworks
… Demo Funds … V.C. … G.M.
… Roster … Portfolio …
Stone’s Rules … JKC’s Rules
Subversive Change
Be(very)ware “genetic constraints” (history’s looong arm)
You must “do” Gandhi
Hire weird (fulltime or temp)
Find the extant crazies (troll for them via offers to join
weird project teams)
Create a (quiet) “Crazies Club”/Keep extendin’ the Web
Create “boondocks projects” by the truckload (with
partners of every flavor)
Understand: Yours is a “protection racket”
Sky High Standards!! (There’s a deadly serious reason for
“all this”—life or death)
TP Heroes: Allan Puckett; Bob Stone; Jill Ker Conway;
Kelly Johnson; John Boyd
SP: “But can you turn a ‘defensive player’
into an ‘offensive player’?”
TP: “Yes! Work with him/her to re-frame
their principal project to the point that
their ego is fully engaged and it becomes
something of a ‘life compulsion.’ ” *
* “If you and I had $150K in the bank and on the line
and the day before the opening the Fire Inspector …”
EXCELLENCE.
VALUE-ADDED LADDER II.
EXPERIENCE IT.
“Experiences
are as distinct
from services as
services are from
goods.”
—Joe Pine & Jim Gilmore, The
Experience Economy: Work Is Theatre & Every Business a
Stage
“The [Starbucks] Fix” Is on …
“We have
identified a ‘third
place.’
And I really believe
that sets us apart. The third place is
that place that’s not work or home. It’s
the place our customers come for
refuge.” —Nancy Orsolini, District Manager
WHAT CAN BROWN
DO FOR YOU?
Up,
Up,
Up,
Up
the Value-added Ladder.
The Value-added Ladder/ MEMORABLE CONNECTION
Spellbinding
Experiences
Gamechanging Solutions
Services
Goods
Raw Materials
Beyond the “Transaction”/ “Satisfaction” Mentality
“Good hotel”/ “Happy guest”/
“Exceeded Expectations”
vs.
“Great Vacation”/
“Great Conference”/
“Operation Personal
Renewal”
“Big Brown’s New Bag: UPS
Traffic
Manager for
Corporate
America”
Aims to Be the
—Headline/BW/2004
Photographer: Fernando Rodrigues
I. LAN Installation Co.
II. Geek Squad.
(3%)
(30%.)
III. Acquired by BestBuy.
IV. Flagship of BestBuy
Wholesale “Solutions”
Strategy Makeover.
Experience: “Rebel Lifestyle!”
“What we sell is the
ability for a 43year-old accountant
to dress in black
leather, ride through
small towns and have
people be afraid
of him.”
Harley exec, quoted in Results-Based Leadership
Q: “Why did you buy
Jordan’s Furniture?”
A: “Jordan’s is
It’s all
showmanship.”
spectacular.
Source: Warren Buffet interview/Boston Sunday Globe/12.05.04
“ … focus on
‘engagement,’ not
‘experience’ …”
Caution:
—Martin Buber, I and Thou, 1927
(from Steve Yastrow, We)
C
*Chief e
O*
Xperience Officer
EXCELLENCE.
DRAMATIC.
DIFFERENCE.
DOABLE.
“The ‘surplus society’ has a surplus of
companies, employing
similar
similar
similar
similar
similar
people, with
educational backgrounds, coming up with
similar
similar
ideas, producing
with
prices and
things,
quality.”
—Kjell Nordström and Jonas Ridderstråle, Funky Business
This is not
a “mature
category.”
This is an
“undistinguished
category.”
#1/100
“Best Companies to
Work for”/2005
EXCELLENCE.
NO EXCUSES.
WallopWal*Mart16*
*Or: Why it’s so ABSURDLY EASY
to BEAT a GIANT Company
The “Small Guys” Guide: Wallop Wal*Mart16
*Niche-aimed. (Never, ever “all things for all people,” a “miniWal*Mart.)
*Never attack the monsters head
business and lukewarm customers.)
on! (Instead steal niche
*“Dramatically
Different”
(La Difference ... within our community, our
industry regionally, etc … is as obvious as the end of one’s nose!) (THIS IS
WHERE MOST MIDGETS COME UP SHORT.)
*Compete on value/experience/intimacy, not price. (You
ain’t gonna beat the behemoths on cost-price in 9.99 out of 10 cases.)
*Emotional bond with Clients,
ON EMOTION/CONNECTION!!)
Vendors. (BEAT THE BIGGIES
The “Small Guys” Guide: Wallop Wal*Mart16
*Hands-on, emotional leadership. (“We are a great &
cool & intimate & joyful & dramatically different team working to
transform our Clients lives via Consistently Incredible
Experiences!”)
*A community
out of it!)
star! (“Sell” local-ness per se. Sell the hell
*An
incredible experience, from the first to last
moment—and then in the follow-up! (“These guys
are cool! They ‘get’ me! They love me!”)
*DESIGN DRIVEN! (“Design” is a premier weapon-inpursuit-of-the sublime for small-ish enterprises, including the
professional services.)
The “Small Guys” Guide: Wallop Wal*Mart16
*Employer of choice. (A very cool, well-paid
place to work/learning and growth experience in at
least the short term … marked by notably progressive
policies.) (THIS IS EMINENTLY DO-ABLE!!)
*Sophisticated
use of information
technology. (Small-“ish” is no excuse for “small
aims”/execution in IS/IT!)
*Web-power! (The Web can make very small very
big … if the product-service is super-cool and one
purposefully masters buzz/viral marketing.)
*Innovative! (Must keep renewing and expanding
and revising and re-imagining “the promise” to
employees, the customer, the community.)
The “Small Guys” Guide: Wallop Wal*Mart16
*Brand-Lovemark* (*Kevin Roberts) Maniacs!
(“Branding” is not just for big folks with big budgets. And modest
size is actually a Big Advantage in becoming a local-regionalniche “lovemark.”)
*Focus
*
on women-as-clients. (Most don’t. How stupid.)
Excellence!
(A small player … per me …
has no right or reason to exist unless they are in Relentless
Pursuit of Excellence. One earns the right—one damn day and
client experience at a time!—to beat the Big Guys in your chosen
niche!)
tom peters: what
I’ve Learned
about “Small
Business”
Passion for PRODUCT.
OBSESSION With Product.
LOVE The Product.
Aim To Be “ONLY ONES WHO DO WHAT WE DO.”
Keep ADDIN’ Stuff.
Invest “UNWISELY” in R&D.
Reside Permanently In The DISCOMFORT Zone.
“Unhealthy” PARANOIA Is A Good Thing.
Add Clients That PUSH-PULL.
SELL. SELL. SELL. SELL.
Go For Broke: CUSTOMER CONTACT PEOPLE.
PERFECTION: Customer Contact People.
Hire for ATTITUDE.
INVITE On An Adventure.
GREAT CFO/Biz Guy-Gal.
NASTY CFO/Biz Guy-Gal.
QUADRANGULAR LEADERSHIP: Visionary-Talent FanaticProject Manager-I.P.M. (I.P.M. = Inspired Profit Mechanic)
GREAT Logo.
DESIGN!
“OVERDO” Marketing Materials.
WOMEN Roar. WOMEN Rule. WOMEN Buy.
Diversity = $$$$$$
Be RELENTLESS. Cut And RUN.
Product Includes-Features the PACKAGING.
Define Your DRAMATIC DIFFERENCE (R.P.O.V.8)
Best STORY Wins.
DRESS For Success.
First Goal: AMUSE Yourself.
Know YOURSELF.
DON’T Do Stuff You Hate.
“Over-invest” In RELATIONSHIPS.
(R.O.I.R.: Return On Investment in Relationships)
SYSTEMATICALLY “Manage” Relationships.
“Work” The SUPPORT PEOPLE In Client Orgs.
“A man
without a
smiling face
must not open
a shop.”
—Chinese Proverb
BLOG As If Your Life Depended On It.
SOPHISTICATED Use Of Infotech.
RESPONSE To Problems.
Make ’Em PAY.
CLOSE The Sale.
Invest BIGTIME In PR.
Media FRIENDLY.
Live-To-SCHMOOZE.
Fun/Laughter = $$$$
MBWA: Stay In Touch.
“You Must Be The Change You Wish
To See In The World”/GANDHI
5K For 5M.
Your CALENDAR Never Lies.
OUT: Pastels. IN: Technicolor
JUST SAY “NO” TO C.E.O.: CIO/Chief Innovation
Officer. CSO/Chief Sales Officer. CWO/
Chief Wow Officer
EXCELLENCE Is Very Cool.
“MICRO-MANAGE” Your Reputation.
Wear Your Integrity On Your SLEEVE.
KEEP Your Promises.
EXECUTION!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!
“A Man Without A Smiling Face
MUST NOT Open His Shop.”
RECOGNITION!
Work HARD, Not Smart.
“Insanely Great.” THE STANDARD.
Small Giants:
Companies That
Choose To Be
Great Instead
Of Big
—by Bo Burlingham
Small Giants/Bo Burlingham
"First, I could see that, unlike most entrepreneurs,
their founders and leaders had recognized the full
range of choices they had about the type of company
they would create."
"Second, the leaders had overcome the enormous
pressures on successful companies to take paths they
had not chosen and did not necessarily want to follow."
"Third, each company had an extraordinarily intimate
relationship with the local city, town, or county in
which it did business -- a relationship that went well
beyond the usual concept of `giving back.'"
"Fourth, they cultivated exceptionally intimate
relationships with customers and suppliers, based on
personal contact, one-on-one interaction, and mutual
commitment to delivering on promises."
Small Giants/Bo Burlingham
"Fifth, the companies also had what struck me as
unusually intimate workplaces."
"Sixth, I was impressed by the variety of corporate
structures and modes of governance that these
companies had come up with."
"Finally, I noticed the passion that the leaders brought
to what the company did. They loved the subject
matter, whether it be music, safety lighting, food,
special effects, constant torque hinges, beer, records
storage, construction, dining, or fashion."
Brand = You Must Care!
“Success means never
letting the competition
define you. Instead you have
to define yourself based on a
point of view you care deeply
about.” —Tom Chappell, Tom’s of Maine
I [“Bacteria Man”] HEREBY PLEDGE:
When asked, “What are some examples
of companies stepping up to today’s
challenges?” … I will …
NEVER
AGAIN … offer an example of a
Giant Company; instead I’ll refer to
Cirque du Soleil, Donnelly’s Weatherstrip
Service, 3K tanning salons, 10.6M
women-owned businesses (or the
typically/95+% female recipients of
micro-lending) …*
*There is more to Biz Life than Giant Cos … LOTS MORE … that “hidden 99%”
Stephen Jay Gould (& Me*):
Bacteria rule!
Sizeable cases
are reasonably
insignificant
anomalies.
[e.g. humans]
(*Call me “Bacteria Tom”)
Hmmm …
Bacteria.
Productivity of small.
Failure rate of Big Mergers.
Failure rate of Big Companies.
Terrorists.
Galbraith vs Hayek.
(“Left tail” limits.)
Jim’s
Group
Jim Penman/“Empire Builders”/MT /
Jan/Feb 2006/Australia
Jim’s Group: Jim Penman.*
1984: Jim’s Mowing. 2006: Jim’s Group.
2,600 franchisees (Australia, NZ, UK).
Cleaning. Dog washing. Handyman.
Fencing. Paving. Pool care. Etc.
“People first.” Private. Small staff. Franchisees
can leave at will. 0-1 complaint per year is
norm; cut bad ones quickly.
*Ph.D. cross-cultural anthropology; mowing on the side
Source: MT/Management Today (Australia), Jan-Feb 2006
Basement
Systems inc/
seymour ct
the met/ big
picture
EBF* to EBI**
“engage the kids
around their
passions.”
—Dennis Littky/
The Met-Big Picture Schools
* Education By Fiat
** Education By Interest
Planetree:
A Radical Model for New
Healthcare/Healing/
Wellness Excellence
"All sane persons agree that 'healthcare needs an overhaul.' And that's where
the agreement stops. Healthcare issues are thorny, and system panaceas are
about as likely as the sun rising in the West. But there is good news here and
there--and great news courtesy the Planetree Model.
"In the midst of ceaseless gnashing of teeth over 'healthcare issues,' the
patient and frontline staff often get lost in the shuffle. Enter Planetree. While
oceanic systemic solutions remain out of reach, Planetree provides a
remarkable demonstration of what healthcare--with the patient at the center-can be all about; and is all about among Planetree Alliance members.
"I know this may sound ridiculous, but everything about the 'model' works. It
is great for patients and their families--and is truly about humanity and
healing and health and longterm wellness, not just a 'fix' for today's problem.
It is great for staff--Planetree-Griffin is rightly near the top of the 'best places
to work in America' list, year in and year out. And Planetree also works as a
'business model'--any effectiveness measure you can name is in the Green
Zone at Griffith.
"For 25 years my 'gig' has been 'excellence.' Put simply, there is no better
exemplar of customer-centered, employee-friendly excellence, in any
industry, than Griffin-Planetree. The Planetree model works--and in my
extensive work in the health sector, I 'sell' it shamelessly, and pray that my
clients are taking it all in."
tom peters/response to request for comment on Planetree
The 9 Planetree Practices
1. The Importance of Human Interaction
2. Informing and Empowering Diverse Populations: Consumer
Health Libraries and Patient Information
3. Healing Partnerships: The importance of Including
Friends and Family
4. Nutrition: The Nurturing Aspect of Food
5. Spirituality: Inner Resources for Healing
6. Human Touch: The Essentials of Communicating
Caring Through Massage
7. Healing Arts: Nutrition for the Soul
8. Integrating Complementary and Alternative Practices
into Conventional Care
9. Healing Environments: Architecture and Design
Conducive to Health
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
The Patient-Family Experience
“Patients are stripped of control, their clothes are
taken away, they have little say over their schedule,
and they are deliberately separated from their family
and friends. Healthcare professionals control all of the
information about their patients’ bodies and access to
the people who can answer questions and connect them
with helpful resources. Families are treated more as
intruders than loved ones.” Putting Patients First
—
Susan Frampton, Laura Gilpin, Patrick Charmel
,
139,380 former
patients from 225 hospitals:
Press Ganey Assoc:
none
of THE top 15 factors
determining Patient Satisfaction
referred to patient’s health outcome
PS directly related to Staff Interaction
PS directly correlated with Employee
Satisfaction
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
“There is a misconception that supportive interactions require
more staff or more time and are therefore more costly. Although
labor costs are a substantial part of any hospital budget, the
interactions themselves add nothing to the budget.
Kindness is
free.
Listening to patients or answering their
questions costs nothing. It can be argued that negative
interactions—alienating patients, being non-responsive to their
needs or limiting their sense of control—can be very costly. …
Angry, frustrated or frightened patients may be combative,
withdrawn and less cooperative—requiring far more time
than it would have taken to interact with them initially in a
positive way.” —Putting Patients First, Susan Frampton,
Laura Gilpin, Patrick Charmel
Care Partner Programs
(IDs, discount meals, etc.)
Unrestricted visits (“Most Planetree hospitals
have eliminated visiting restrictions altogether.”) (ER at one
hospital “has a policy of never separating the patient from the
family, and there is no limitation on how many family members
may be present.”)
Collaborative Care Conferences
Clinical Guidelines Discussions
Family Spaces
Pet Visits (POP: Patients’ Own Pets)
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
Griffin:
Music in the parking
lot; professional musicians in
the lobby (7/week, 3-4hrs/day) ;
5 pianos ;
volunteers (120-140 hrs arts &
entertainment per month).
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
“Planetree Look”
Woods and natural materials
Indirect lighting
Homelike settings
Goals: Welcome patients, friends and
family … Value humans over technology ..
Enable patients to participate in their care
… Provide flexibility to personalize the
care of each patient … Encourage
caregivers to be responsive to patients …
Foster a connection to nature and beauty
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
Access to nurses station:
“Happen to”
vs
“Happen with”
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
Conclusion:
Caring/Growth
“Experience”
“It was the goal of
Planetree to help
patients not only get
well faster but also to
stay well longer.”
—Putting Patients First, Susan Frampton,
Laura Gilpin, Patrick Charmel
(Planetree Alliance/Griffin Hospital)
Care!/Love!/Spirit!
Self-Control!
Connect!/learn!/
involve!/Engage!
Understanding!/Growth!
De-stress!/heal!
Whole patient & family
& friends!
be well!/stay well!
“Planetree is about
human beings
caring for other
human beings.”
—Putting Patients First, Susan Frampton, Laura Gilpin,
Patrick Charmel (“Ladies and gentlemen serving
ladies and gentlemen”—4S credo)
f.y.i.
Griffin Hospital/Derby CT (Planetree Alliance “HQ”) Results:
Financially successful.
Expanding programsphysically. Growing market
share. Only hospital in “100
Best Cos to Work for”—
7 consecutive years,
currently #6.
—“Five-Star Hospitals,” Joe Flower,
strategy+business (#42)
“What’s Really Propping
Up the Economy:
Healthcare has added 1.7
million jobs since 2001.
The rest of the private
sector? None.”
Source: Title, cover story, BusinessWeek, 0925.2006
Excellence.
Bank on it.
(commerce bank.)
“We defy conventional
wisdom, operating more
like the young bucks at
Starbucks than the old
farts at the Bank of
America.” —Vernon Hills
The Commerce Bank Model
“Are you going to cost cut
your way to prosperity?
Or …
are you going to spend your
way to prosperity?”
Source: Fans! Not customers. How Commerce Bank
Created a Super-growth Business in a No-growth Industry,
Vernon Hill & Bob Andelman
The Commerce Bank Model
*deposit focused.
*Customer value-added.
*Great retail experience.
*Best facilities. Best locations.
*No stupid rules.
*Driven by revenue growth,
not cost reduction.
Source: Fans! Not customers. How Commerce Bank
Created a Super-growth Business in a No-growth Industry,
Vernon Hill & Bob Andelman
The Commerce Bank Model
“cost cutting
is a death
spiral.”
Source: Fans! Not customers. How Commerce Bank
Created a Super-growth Business in a No-growth Industry,
Vernon Hill & Bob Andelman
“Our whole
story is
growing
revenue.”
—Vernon Hills (Top-line driven; standard
is bottom-line driven by cost cutting)
The Commerce Bank Model
“over-invest in our
people, over-invest
in our facilities.”
Source: Fans! Not customers. How Commerce Bank
Created a Super-growth Business in a No-growth Industry,
Vernon Hill & Bob Andelman
The Commerce Bank Model
“we want
them in our
stores.”
Source: Fans! Not customers. How Commerce Bank
Created a Super-growth Business in a No-growth Industry,
Vernon Hill & Bob Andelman
Commerce Bank: From “Service” to “Experience”
7X. 730A800P. F12A.*
*’93-’03/10 yr annual return: CB: 29%;
WM: 17%; HD: 16%. Mkt Cap: 48% p.a.
The Commerce Bank Model
“we don’t accept the 80/20 theory.
We believe every customer has
value, that you can’t tell which
one is the high-value customer
over time, and that that
philosophy degrades the brand.”
Source: Fans! Not customers. How Commerce Bank
Created a Super-growth Business in a No-growth Industry,
Vernon Hill & Bob Andelman
The Commerce Bank Model
“every computer at commerce bank has a
special red key on it that
says, ‘found something stupid that we are doing
that interferes with our ability to service the
customer? Tell us about it, and if we a gree, we
will give you $50.’”
Source: Fans! Not customers. How Commerce Bank
Created a Super-growth Business in a No-growth Industry,
Vernon Hill & Bob Andelman
“You do not merely want to be
You
want to be
considered the
only ones who
do what you
do.”
the best of the best.
—Jerry Garcia
Up,
Up,
Up,
Up
the Value-added Ladder.
The Value-added Ladder/ MEMORABLE CONNECTION
Spellbinding
Experiences
Gamechanging Solutions
Services
Goods
Raw Materials
DONNELLY’S
WEATHERSTRIP
SERVICE
Weymouth MA
EXCELLENCE.
SOUL I.
DESIGN.
Franchise Lost!
TP:
“How many of you
really
[600]
crave a
new Chevy?”
NYC/IIR/061205
All Equal Except …
“At Sony we assume that all products
of our competitors have basically the
same technology, price, performance
and features. Design is the
only thing that
differentiates one product
from another in the
marketplace.” —Norio Ohga
“Design is treated
like a religion
at BMW.” —Fortune
“We don’t have a good language to talk
about this kind of thing. In most people’s
vocabularies, design means veneer. … But
to me, nothing could be further from the
Design is
the fundamental
soul of a man-made
creation.”
meaning of design.
—Steve Jobs
“With its carefully conceived mix of colors and textures,
Starbucks
aromas and music,
is more
indicative of our era than the iMac. It is to the Age of
Aesthetics what McDonald’s was to the Age of
Convenience or Ford was to the Age of Mass
Production—the touchstone success story, the exemplar
‘Every
Starbucks store is carefully designed
to enhance the quality of everything
the customers see, touch, hear, smell
or taste,’ writes CEO Howard Schultz.”
of … the aesthetic imperative. …
-—Virginia Postrel, The Substance of Style: How the Rise of Aesthetic
Value Is Remaking Commerce, Culture and Consciousness
O*
C
*Chief
Design
Officer
Westin’s …
Heavenly
Bed
THE
DESIGN49
Design is to
Experiences as
PSF is to
Solutions
EXCELLENCE.
SYSTEMS.
DESIGN.
K.I.S.S.
450/8
Grunge Removal 101
Ellie Mae
Great design =
One-page
business plan
(Jim Horan)
First Steps: “Beauty Contest”!
1. Select one form/document:
invoice, airbill, sick leave policy,
customer returns claim form.
2. Rate the selected doc on a scale of
1 to 10 [1 = Bureaucratica
Obscuranta/Sucks; 10 = Work of
Art] on four dimensions:
Beauty. Grace.
Clarity. Simplicity.
3. Re-invent!
4. Repeat, with a new selection,
every 15 working days.
“One bank is currently
claiming to … ‘leverage its global
footprint to provide effective financial
solutions for its customers by providing
a gateway to diverse markets.’”
—Charles Handy
“I assume that it is just
saying that it is there to
‘help its customers
wherever they are’.”
—Charles Handy
“Seek honest, minimalist management.
Look for companies run by a team that
explains things clearly and briefly. …
You can tell a lot about the firm by
reading an annual report or two. If
management can’t explain the
business in plain English, move
on to another firm. If you see
phrases like ‘creating knowledge-based
value in emerging markets’ … someone
is trying to pull the wool over your eyes,
you lazy Fool. Run.” —Seth Jayson, “Stocks for the
Lazy Investor,” The Motley Fool
EXCELLENCE.
VALUE-ADDED LADDER III.
DREAM IT.
Furniture vs. Dreams
“We do not sell ‘furniture’ at Domain.
We sell dreams. This
is accomplished by addressing the
half-formed needs in our customers’
heads. By uncovering these needs,
we, in essence, fill in the blanks. We
convert ‘needs’ into ‘dreams.’
Sales are the inevitable
result.”
— Judy George, Domain Home Fashions
“No longer are we only an insurance
provider. Today, we also offer
our customers the products
and services that help them
achieve their dreams —
whether it’s financial security, buying
a car, paying for home repairs, or even
taking a dream vacation.” —Martin
Feinstein, CEO, Farmers Group
“We don’t
‘close units,’
we build
homes.”
—Larry Webb,
John Laing Homes
“Soft Skills,
Hard Dollars”
Source: Headline, BigBuilder, September 2006
The Marketing of Dreams (Dreamketing)
Dreamketing: Touching the clients’ dreams.
Dreamketing: The art of telling stories
and entertaining.
Dreamketing: Promote the dream,
not the product.
Dreamketing: Build the brand around
the main dream.
Dreamketing: Build the “buzz,” the
“hype,” the “cult.”
Source: Gian Luigi Longinotti-Buitoni
Starbucks = Shaper
of Culture: “At our core,
we’re a coffee company,
but the opportunity we
have to extend the brand is
it’s
entertainment.”
beyond coffee;
—Howard Schultz (“The Starbucks Aesthetic,” NYT, 10.22.06)
Up,
Up,
Up,
Up
the Value-added Ladder.
The Value-added Ladder/ EMOTION
Dreams Come True
Spellbinding Experiences
Gamechanging Solutions
Services
Goods
Raw Materials
C
*Chief Dream Merchant
“Dreams Come True”:
IBM
UPS
Six Market Profiles
1. Adventures for Sale
2. The Market for Togetherness,
Friendship and Love
3. The Market for Care
4. The Who-Am-I Market
5. The Market for Peace of Mind
6. The Market for Convictions
Rolf Jensen/The Dream Society: How the Coming Shift from
Information to Imagination Will Transform Your Business
Six Market Profiles
1. Adventures for Sale/ IBM-UPS
2. The Market for Togetherness, Friendship
and Love/ IBM-UPS
3. The Market for Care/ IBM-UPS
4. The Who-Am-I Market/ IBM-UPS
5. The Market for Peace of Mind/ IBM-UPS
6. The Market for Convictions/ IBM-UPS
Rolf Jensen/The Dream Society: How the Coming Shift from
Information to Imagination Will Transform Your Business
“The sun is setting on the Information Society—even
before we have fully adjusted to its demands as
individuals and as companies. We have lived as hunters
and as farmers, we have worked in factories and now we
live in an information-based society whose icon is the
We stand facing the
fifth kind of society: the
Dream Society. … Future products will
computer.
have to appeal to our hearts, not to our heads. Now is the
time to add emotional value to products and services.”
Rolf Jensen/The Dream Society:How the Coming Shift from
Information to Imagination Will Transform Your Business
EXCELLENCE.
SOUL II.
THE STORY.
“Storytelling
is the core
of culture.”
—Branded Nation: The Marketing of Megachurch,
College Inc., and Museumworld, James Twitchell
Best
story
wins!
Market Power =
Story Power
C
O*
*Chief Storytelling Officer
“We are in the twilight of a society based on data. As
information and intelligence become the domain of
computers, society will place more value on the one human
ability that cannot be automated: emotion. Imagination, myth,
ritual - the language of emotion - will affect everything from
our purchasing decisions to how we work with others.
Companies will thrive on
the basis of their stories
and myths.
Companies will need to
understand that their products are less important than their
stories.” —Rolf Jensen, Copenhagen Institute for Future Studies
Emotion is to
Dreamketing
as Design is to
Experiences
EXCELLENCE.
VALUE-ADDED LADDER III.
ALL YOU NEED IS LOVE.
“Brands have
run out of
juice. They’re
dead.”
—Kevin Roberts/Saatchi & Saatchi
“Brands Are Out of Juice”
1. Brands are worn out from overuse.
2. Brands are no longer mysterious.
3. Brands can’t understand the new consumer.
4. Brands struggle with good old-fashioned
competition.
5. Brands have been captured by formula.
6. Brands have been smothered by creeping
conservatism.
Source: Lovemarks: The Future Beyond Brands, Kevin Roberts
Kevin Roberts:
Lovemarks!
“When I first suggested that Love was the
way to transform business, grown CEOs
blushed and slid down behind annual
accounts. But I kept at them. I knew it was
Love that was missing. I knew that Love
was the only way to ante up the emotional
temperature and create the new kinds of
relationships brands needed. I knew that
Love was the only way business could
respond to the rapid shift in control to
consumers.” —Kevin Roberts/Lovemarks
Brand …………………………………………………. Lovemark
Recognized by consumers ………………. Loved by People
Generic ………………………………………………… Personal
Presents a narrative ………………….. Creates a Love story
The promise of quality ……………… A touch of Sensuality
Symbolic ………………………………………………….. Iconic
Defined ………………………………………………….. Infused
Statement ………………………………………………….. Story
Defined attributes ……………………... Wrapped in Mystery
Values ………………………………………………………. Spirit
Professional …………………………... Passionately Creative
Advertising agency ………………………….. Ideas company
Source: Kevin Roberts, Lovemarks
“When we were working
through the essentials of a
Mystery
Lovemark,
was always at the top of the
list.”
—Lovemarks: The Future Beyond Brands, Kevin Roberts
“Lovemarks are
owned by the
people who love
them.”
—Lovemarks: The Future Beyond
Brands, Kevin Roberts
Tattoo Brand: What %
of users would tattoo the
brand name on their body?
Top 10 “Tattoo Brands”*
Harley .… 18.9%
Disney .... 14.8
Coke …. 7.7
Google .... 6.6
Pepsi .... 6.1
Rolex …. 5.6
Nike …. 4.6
Adidas …. 3.1
Absolut …. 2.6
Nintendo …. 1.5
*BRANDsense: Build Powerful Brands through Touch,
Taste, Smell, Sight, and Sound, Martin Lindstrom
“Shareholders very seldom love the brands they
have invested in. And the last thing they want is an
intimate relationship. They figure this could warp
their judgment. They want measurability,
increasing returns (always) and no surprises
(ever). Imagine a relationship with someone like
that!
“No wonder so many brands lost the emotional
thread that had led them to their extraordinary
success and turned them instead into metricmunchers of the lowest kind. Watch for the sign:
HEADS, NOT HEARTS, AT WORK
HERE.” —Lovemarks: The Future Beyond Brands, Kevin Roberts
Rules of “Radical Marketing”
Love + Respect Your Customers!
Hire only Passionate Missionaries!
Create a Community of Customers!
Celebrate Craziness!
Be insanely True to the Brand!
Sam Hill & Glenn Rifkin, Radical Marketing
(e.g., Harley, Virgin, The Dead, HBS, NBA)
Up,
Up,
Up,
Up
the Value-added Ladder.
The Value-added Ladder/ ECSTASY
Lovemark
Dreams Come True
Spellbinding Experiences
Services
Goods
Raw Materials
C
O*
*Chief Lovemark Officer
Passion is to
Lovemarks as
Emotion is to
Dreamketing
Up,
Up,
Up,
Up
the Value-added Ladder.
Ladder.2007: 4 of 7!
Lovemark
Dreams Come True
Spellbinding Experiences
Gamechanging Solutions
Services
Goods
Raw Materials
New (4 of 7) Value-added “Ladder”:
Plays to Women’s Inherent Strengths!
Lovemark/F
Dreams Come True/F
Spellbinding Experiences/F
Gamechanging Solutions/F
Services/F
Goods/M
Raw Materials/M
EXCELLENCE.
DOES MATTER
MATTER?
“What Isn’t
Matter Is What
Matters”
—section title, Branded Nation: The Marketing of Megachurch,
College Inc., and Museumworld, James Twitchell
VA “Teaching Moment”
“Andy pointed to
a molding,
about halfway
up the wall …”
The Boot … and
Timberland
The Tomato/
Farmer … and
Campbell’s
Ladder.2007: 4 of 7!
Lovemark
Dreams Come True
Spellbinding Experiences
Gamechanging Solutions
Services
Goods
Raw Materials
EXCELLENCE.
NEW VALUE
EQUATION.
NEW “C-levels”.
C.E.O.
to
C.D.O.
C
*Chief
O*
Revenue
Officer
C
*Chief e
O*
Xperience
Officer
C
*Chief Dream Merchant
C
O*
*Chief Festivals Officer
C
*Chief Portal Impresario
C
W
M*
*Chief WikiWorld Maniac
C
O*
*Chief Conversations Officer
C
O*
*Chief Lovemark Officer
C
O*
*Chief Seduction Officer
C
O*
*Chief Storytelling Officer
O*
C
*Chief
Design
Officer
C
O*
*Chief talent acquisition Officer
C
O*
*Chief freaks acquisition Officer
C
O*
*Chief quest-meister
C
O*
*Chief Thrills Officer
C
O*
*Chief WOW Officer
*
C
o
Chief DESTRUCTION Officer
C
o*
*Chief Transcendence Officer
C
*Chief
O*
!
Officer
Part four
value added/
“new” markets
“NEW”
MARKETS.
E-nor-mous
Strat-eg-ic
opp-or-tun
women.
BOOMERS.
GEEZERS.
Amazon Reviewer: “‘Trends’ [TPMB book] is old news!” (1 of 5
stars)
TP:
“Repeating it doesn’t make it
It ain’t old if it
hasn’t been
implemented!”
‘old.’
What the hell
do I have to
do to make
my point?
Tom Peters/10.10.2006
The Copenhagen (Self) Pact re “This Topic”:
*Early!
*Loud!
*Repetitive!
*Aggressive!
*Unfriendly!/rude!/
insulting!
Objections
Don’t believe the DATA
Don’t believe the ENORMITY of the opportunity
Don’t believe the UBIQUITY of the opportunity
Think they “GET IT”
See it as an “Initiative”
Flies in the face of CONVENTIONAL MARKETING WISDOM
Don’t see it as … THE ESSENCE OF STRATEGIC POSITIONING
Fail to understand-TAKE FULL ADVANTAGE “Everything must be
changed” (It’s a “Culture” issue)
Look at it analytically; miss the need for OBSESSION
Subconsciously threatened!!??
Occasion to make JOKES
women
BOOMERS
“EXCELLENCE.”
AARGH.
200
Good Thinking, Guys!
“Kodak Sharpens Digital Focus
On Its Best Customers:
Women”
—Page 1 Headline/WSJ/0705
women
BOOMERS
Just Say No.
“Forget China,
India and the
Internet: Economic
Growth Is Driven
by
Women.”
—Headline,
Economist, April 15, 2006, Leader, page 14
Women’s Trifecta+
*Buy
*Wealth
*Lead
+ECLIPSE
OF MALES
(Old/Retire; Young/Poorly educated)
Not Just America …
“Boys Falling
Seven Years
Behind Girls
at GCSE Level”
—headline, Weekly Telegraph, UK, 10.25.06
Fred Reichheld’s
Question :
The Ultimate
Customer satisfaction is
best measured* by one simple
“how likely
are you to
recommend ______
to a friend?”
question,
* “Net Promoter Score”
“Girls are
the new
boys.”
Source: The Daily Mail, 0425.2007,
“Why today’s women want a girl”
New World, New “Girl Power”?
“Not long ago I was talking with a group of girls at
Greenfield High, in northern New Jersey, about Mary
Pipher’s bestselling book, Reviving Ophelia. … The girls’
reaction to Ophelia was one of confusion. They disagreed
with the book’s premise—that girls are robbed of vitality
and self-esteem as they enter adolescence. According to
Pipher, our sexist society causes girls ‘to stifle their
creative spirit and natural impulses, which ultimately
destroys their self-esteem.’ ‘Who are the girls in this
book?’ asked Sarah, a Greenfield sophomore. ‘I mean, I
feel sorry for them, but they’re pretty much losers. We’re
not at all like them.’ From what I could see, she was
right. The girls I met were vital. They appeared more
confident than many of the boys. They had not
‘lost their voice.’ … They neither feared
competition from boys nor the consequences of
out-performing them.” —Dan Kindlon, Alpha Girls
“Women are
the majority
market”
—Fara Warner/The Power of the Purse
?????????
Home Furnishings … 94%
Vacations … 92% (Adventure Travel … 70%/ $55B travel equipment)
Houses … 91%
D.I.Y. (major “home projects”) … 80%
Consumer Electronics … 51% (66% home computers)
Cars … 68% (90%)
All consumer purchases … 83%
Bank Account … 89%
Household investment decisions … 67%
Small business loans/biz starts … 70%
Health Care … 80%
1970-1998
Men’s median income: +0.6%
Women’s median income:
+ 63%
Source: Martha Barletta, Marketing to Women
Women
Household spending: 80%
Investment decisions: 53%
Home improvement purchase decisions: 80%
New cars: 60%+
Computers: 60%
Managers and professionals, overall: 51%
New businesses started: 70%* (*Women-owned
businesses as a share of all new businesses: Employee
growth, 3X; Sales growth, 4X.)
Source: Marti Barletta, PrimeTime Women (2007)
USA/F.Stats: Short ’n (Very) Sweet
>50% of stock ownership, $13T total wealth (2X in 15 years)
>$7T consumer & biz spending (>50% GDP; > Japan GDP);
>80% consumer spdg (Consumer = 70% all spdg)
57% BA degrees (2002); = ed & social strata, no wage gap
60% Internet users; >50% primary users of
electronic equipment
>50% biz trips
WimBiz: Employees > F500; 10M+: 33% all US Biz
Pay from 62% in 1980 to 80% today; equal if education,
social status, etc are equal
60% work; 46M (divorced, widowed, never married)
Source: Fara Warner, The
Power of the Purse
Women > 50% of Household Income in >50% of households.
In 48% of the 55% of households/married couples, women
provide >50% of income. 27% of households are headed by
a single female. 75% of married female execs with the rank
of VP or above out earn their spouse. Women control 51% of
private wealth in the U.S.; head 40% of households with
>$600K assets; 47% of market investors are women.
Major Credit Union: pre Y2K, modal customer was 53-year-old
family man; today, 46-year-old single working woman.
Commercial: 51% purchasing managers are women.
Women make >80% consumer purchases; businesswomen
make >90% of household purchasing decisions. Women:
70% of travel decisions; purchase 57% of consumer
electronics; write 80% of personal checks; purchase >50% of
cars (primary influence >80%).
Source: Don’t Think Pink: What Really Makes Women Buy—and How to
Increase Your Share of This Crucial Market, Lisa Johnson & Andrea Learned
Internet
users: 60%*
*“manage their lives and the lives of their families” —
Kelley Mooney, president, Resource Interactive
Source: Fara Warner, The Power of the Purse
The “91% Factor”!
More than 9 in 10 women
age 35 - 49 say they
either make or at least
equally influence their
household purchases
of home electronics.
Source: Andrea Learned, co-author, Don’t Think Pink
most significant
variable in every
“The
sales situation is the
gender
of the buyer, and
more importantly, how the
salesperson communicates
to the buyer’s gender.”
—Jeffery Tobias Halter, Selling to Men, Selling to Women
A World of Difference
Build Sales and Share by Tapping into
the Buying Power of Women
Martha
Barletta
T r e n d S i g h t™
Author, Marketing to Women
President & CEO, The TrendSight Group
Powered by Microsoft Office® Live Meeting
The Perfect Answer
Jill and Jack buy
slacks in black…
“She
knows more about the
[Volvo] than the salesman who greets
her at the door. But how is she
treated? As if she has a low IQ , is
slightly hard of hearing , and really
has no right to be buying a luxury
car; and if she brought a male friend
with her, odds are 10:1 that the
clueless salesperson spent most of his
time speaking to him .” —Selling to Men, Selling
to Women, Jeffery Tobias Halter
“Women don’t buy
They
join them.”
brands.
EVEolution
Selling to men:
The
TRANSACTION Model
Selling to Women:
The
RELATIONAL Model
Source: Selling to Men, Selling to Women, Jeffery Tobias Halter
Purchasing Patterns
Women:
Harder to convince; more
loyal once convinced.
Men:
Snap decision; fickle.
Source: Martha Barletta, Marketing to Women
EVEolution: Truth No. 1
Connecting Your
Female Consumers to
Each Other Connects
Them to Your Brand
“The ‘Connection Proclivity’ in
women starts early. When asked,
‘How was school today?’ a girl
usually tells her mother every
detail of what happened, while a
boy might grunt, ‘Fine.’ ”
EVEolution
“Women speak and hear a language
of connection and intimacy, and men
speak and hear a language of status and
independence. Men communicate to
obtain information, establish their status,
and show independence. Women
communicate to create relationships,
encourage interaction, and exchange
feelings.”
—Judy Rosener, America’s Competitive Secret
“A woman can effortlessly speak 6,000
to 8,000 words a day, use an additional
2,000-3,000 vocal sounds and 8,00010,000 gestures and body signals. A
man utters 2,000-4,00 words, 1,0002,000 vocal sounds and makes 2,0003,000 body language signals. In
other words, women
communicate three times more
than men.” —Barbara and Allan Pease (from Selling
to Men, Selling to Women, Jeffery Tobias Halter)
Week #8:
testosterone
time!*
*Louann Brizendine, Neuropsychiatrist, The Female Brain. Week
#8/Testosterone surge kills: communication cells; grows: sex &
aggression cells. Also/E.g.: 10X to 20X, F eye contact/look for
emotional signals by 3 months. Later: F, more sentences that
begin with “Let’s …”; more likely to take turns
2.6 vs.
75% switch
financial advisors
within 3 years of
widowhood
Source: Eileen McDonnell, The American College
Addenda: Vive La
difference!
“A woman
knows her children’s friends, hopes,
dreams, romances, secret fears, what
they are thinking, how they are
“Resting” State: 30%, 90%:
feeling. Men
are vaguely
aware of some short people
also living in the house.”
Barbara & Allan Pease, Why Men Don’t Listen & Women Can’t Read Maps
“As a hunter, a man needed vision that would
allow him to zero in on targets in the distance …
whereas a woman needed eyes to allow a wide
arc of vision so that she could monitor any
predators sneaking up on the nest. This is
why modern men can find their way
effortlessly to a distant pub, but can
never find things in fridges, cupboards
or drawers.”
Barbara & Allan Pease, Why Men Don’t Listen & Women Can’t Read Maps
“Female hearing advantage contributes significantly to
what is called ‘women’s intuition’ and is one of the
reasons why a woman can read between the lines of
Men, however,
shouldn’t despair. They are
excellent at imitating animal
sounds.”
what people say.
Barbara & Allan Pease, Why Men Don’t Listen & Women Can’t Read Maps
“One good thing
about being a man
is that men don’t
have to talk to each
other.”
—Peter Cocotas
Addenda
ends
“Women come out better
on almost every count as
investors … They are less likely to
hold a losing investment too long, and
less likely to wait too long to sell a
winner; they’re also less likely to put too
much money into a single investment or
to buy a reputedly hot stock without
doing sufficient research.”
Source: The Merrill report: “When It Comes to Investing,
Gender A Strong Influence on Behavior.”/Atlantic
Discover, by accident,
“blue ocean” [women’s financial needs]!
Ignore your
[Dean Witter]
boss!
Sell 750,000 copies of your
latest book to Wells Fargo
Home Mortgage!
Source: the David Bach story, including
Smart Women Finish Rich, per IBD (01.08.07)
1. Men and women are different.
2. Very different.
3. VERY, VERY DIFFERENT.
4. Women & Men have a-b-s-o-l-u-t-e-l-y
nothing in common.
5. Women buy lotsa stuff.
6. WOMEN BUY A-L-L THE STUFF.
7. Women’s Market = Opportunity No. 1.
8. Men are (STILL) in charge.
9. MEN ARE … TOTALLY, HOPELESSLY
CLUELESS ABOUT WOMEN.
10. Women’s
Market =
Opportunity
No. 1.
P-l-e-a-s-e Read …
Fara Warner:
The Power of
the Purse
Cases! Cases! Cases!
McDonald’s (“mom-centered” to “majority consumer”; not
via kids)
Home Depot (“Do it [everything!] Herself”)
P&G (more than “house cleaner”)
DeBeers (“right-hand rings”/$4B)
AXA Financial
Kodak (women = “emotional centers of the household”)
Nike (> jock endorsements; new def sports; majority consumer)
Avon
Bratz (young girls want “friends,” not a blond stereotype)
Source: Fara Warner/The Power of the Purse
“Mostly Moms”
“Women were either ignored
in favor of focusing on men—
generally considered the
industry’s most frequent
users and therefore its most
important consumers—or they
were cast in the role of moms
who were simply conduits to
their children.” —Fara Warner, The Power of
the Purse, “From Minority to Majority: McDonald’s Discovers
the Woman Inside the Mom”
“We simply had
stopped being
relevant to women.”
—Kay Napier, SVP Marketing (Fara Warner, The Power of the
Purse, “From Minority to Majority: McDonald’s Discovers the
Woman Inside the Mom”)
“McDonald’s shifted its strategy
toward women from one of
‘minority’ consumers who served as
a conduit to the important
children’s market to one in which
women are the company’s majority
consumers and the main driver
behind menu and promotion
innovation.” —Fara Warner,
The Power of the Purse, “From Minority to Majority:
McDonald’s Discovers the Woman Inside the Mom”
“Dove’s Campaign Ads Are
Raging Success Because
They Are Aspirationable,
But Doable”* —Dr Joyce Brothers,
Advertising Age article-headline
*Unilever: “For too long beauty has been defined by
naqrrow, unattainable stereotypes. It’s time to change all
that … because real beauty comes in many shapes,
sizes, colors, and ages.” Dr Brothers: “everyday people”
“The disconnect between the Barby-esque model and
the average woman begins to fade.” “looks” vs “beauty”
EXCELLENCE.
OPPORTUNITY.
WOMEN.
BUSINESS.
OWNERS.
“The growth and
success of womenowned businesses is
one of the most
profound changes
taking place in the
business world
today.” —
Margaret Heffernan, How She Does It
U.S. firms owned or controlled by Women: 10.6
million (48% of all firms)
Growth rate of Women-owned firms vs all firms: 3X
Rate of jobs created by Women-owned firms vs all
firms: 2X
Ratio of total payroll of Women-owned firms vs total
for Fortune500 firms: >1.0
Ratio of likelihood of Women-owned firms staying in
business vs all firms: >1.0
Growth rate of Women-owned companies with
revenues of >$1,000,000 and >100 employees vs all
firms: 2X
Source: Margaret Heffernan, How She Does It
94%
of loans to …
women*
*Microlending; “Banker to the poor”; Grameen Bank;
Muhammad Yunus; 2006 Nobel Peace Prize winner
PrimeTime Women: How to
Win the Hearts, Minds and
Business of Boomer Big
Spenders —Marti Barletta
How She Does It: How Women
Entrepreneurs Are Changing
the Rules of Business
Success. —Margaret Heffernan
WOMEN.
DOMINATE.
ECONOMIC.
GROWTH.
“Forget China,
India and the
Internet: Economic
Growth Is Driven
by
Women.”
—Headline,
Economist, April 15, 2006, Leader, page 14
“Since 1970, women
have held two
out of every
three new jobs
created.”
—FT, 10.03.2006
“Forget China, India and the
Internet: Economic Growth Is Driven
by Women.” [Headline.] “Even today in the modern,
developed world, surveys show that parents still prefer to have
a boy rather than a girl. One longstanding reason boys have
been seen as a greater blessing has been that they are expected
to become better economic providers for their parents’ old age.
Yet it is time for parents to think again. Girls may now be a better
investment.” “Girls get better grades in school than boys, and in
most developed countries more women than men go to
university. Women will thus be better equipped for the new jobs
of the 21st century, in which brains count a lot more than brawn .
… And women are more likely to provide sound advice on
investing their parents’ nest—e.g.: surveys show that women
consistently achieve higher financial returns than men do.
Furthermore, the increase in female employment in the rich
world has been the main driving force of growth in the last
couple of decades. Those women have contributed more to global
GDP growth than have either new technology or the
new giants, India and China.”
Source: Economist, April 15, Leader, page 14
Continuing on page 73:
“A Guide to Womenomics: The
Future of the World Economy Lies Increasingly
in Female Hands.” (Headline.) More stats: Around the globe
since 1980, women have filled “two new jobs for everyone
taken by a man.” “Women are becoming more important in the
global marketplace not just as workers, but also as
consumers, entrepreneurs, managers and investors.” Re
consumption, Goldman Sachs in Tokyo has developed an index of
115 companies poised to benefit from women’s increased
purchasing power; over the past decade the value of shares in
“Goldman’s basket has risen by 96%, against the Tokyo
stockmarket’s rise of 13%.” A couple of final assertions: (1) It
is now agreed that “the single best investment that can be
made in the developing world” is educating girls. (2) Also,
surprisingly, nations with the highest female laborforce
participation rates, such as Sweden and the U.S., have
the highest fertility rates; and those with the lowest
participation rates, such as Italy and Germany, have the
lowest fertility rates.
Source: Economist, April 15, page 73
Repeat: “Goldman Sachs in Tokyo
has developed an index of 115
companies poised to benefit from
women’s increased purchasing
power; over the past decade the
value of shares in Goldman’s
basket has risen by 96%, against
the Tokyo stockmarket’s rise
of 13%.” —Economist, April 15
Q: No. 1 contributor to
developing country
economic improvement?
A: More education for women.
Source: Many* (*On a related note, eBay founder Pierre Omidyar
and his wife just gave $100M to Tufts—its biggest gift ever—to
support micro-lending; women typically are
the recipients of 90% of micro-loans because they use
the $$$ more productively than men.)
10 UNASSAILABLE REASONS WOMEN RULE
Women make [all] the financial decisions.
Women control [all] the wealth.
Women [substantially] outlive men.
Women start most of the new businesses.
Women’s work force participation rates have
soared worldwide.
Women are closing in on “same pay for same
job.”
Women are penetrating senior ranks rapidly
[even if the pace is slow for the corner
office per se].
Women’s leadership strengths are exceptionally well
aligned with new organizational effectiveness &
value-added imperatives.
Women are better salespersons than men.
Women buy [almost] everything—commercial
as well as consumer goods.
So what exactly is … the point of men?
“One thing is certain: Women’s rise to power,
which is linked to the increase in wealth per
capita, is happening in all domains and at all
levels of society. Women are no longer content
to provide efficient labor or to be consumers
with rising budgets and more autonomy to
spend. … This is just the beginning. The
phenomenon will only grow as girls prove to be
more successful than boys in the school
For a number of observers, we
have already entered the age of
‘womenomics,’ the economy as
thought out and practiced by a
woman.” —Aude Zieseniss de Thuin, Financial Times, 10.03.2006
system.
10.6M
94%
COROLLARY.
EXCELLENCE.
WOMEN.
RULE.
“AS LEADERS,
WOMEN
RULE:
New Studies find that
female managers outshine their male
counterparts in almost every measure”
TITLE/ Special Report/ BusinessWeek
Women’s Strengths Match New
Economy Imperatives: Link [rather than rank]
workers; favor interactive-collaborative leadership
style [empowerment beats top-down decision
making]; sustain fruitful collaborations; comfortable
with sharing information; see redistribution of power
as victory, not surrender; favor multi-dimensional
feedback; value technical & interpersonal skills,
individual & group contributions equally; readily
accept ambiguity; honor intuition as well as
pure “rationality”; inherently flexible; appreciate
cultural diversity. —Judy B. Rosener,
America’s Competitive Secret: Women Managers
New World, New “Girl Power”?
“Not long ago I was talking with a group of girls at
Greenfield High, in northern New Jersey, about Mary
Pipher’s bestselling book, Reviving Ophelia. … The girls’
reaction to Ophelia was one of confusion. They disagreed
with the book’s premise—that girls are robbed of vitality
and self-esteem as they enter adolescence. According to
Pipher, our sexist society causes girls ‘to stifle their
creative spirit and natural impulses, which ultimately
destroys their self-esteem.’ ‘Who are the girls in this
book?’ asked Sarah, a Greenfield sophomore. ‘I mean, I
feel sorry for them, but they’re pretty much losers. We’re
not at all like them.’ From what I could see, she was
right. The girls I met were vital. They appeared more
confident than many of the boys. They had not
‘lost their voice.’ … They neither feared
competition from boys nor the consequences of
out-performing them.” —Dan Kindlon, Alpha Girls
Women’s Negotiating Strengths
*Ability to put themselves in their
counterparties’ shoes
*Comprehensive, attentive and detailed
communication style
*Empathy that facilitates trust-building
*Curious and attentive listening
*Less competitive attitude
*Strong sense of fairness and ability to persuade
*Proactive risk manager
*Collaborative decision-making
Source: Horacio Falcao, Cover story/May 2006, World Business, “Say It
Like a Woman: Why the 21st-century negotiator will need the female touch”
New (4 of 7) Value-added “Ladder”:
Plays to Women’s Inherent Strengths!
Lovemark/F
Dreams Come True/F
Spellbinding Experiences/F
Gamechanging Solutions/F
Services/F
Goods/M
Raw Materials/M
“TAKE THIS QUICK QUIZ: Who manages more things
at once? Who puts more effort into their
appearance? Who usually takes care of the
details? Who finds it easier to meet new
people? Who asks more questions in a
conversation? Who is a better listener? Who
has more interest in communication skills?
Who is more inclined to get involved? Who
encourages harmony and agreement? Who has
better intuition? Who works with a longer ‘to
do’ list? Who enjoys a recap to the day’s
events? Who is better at keeping in touch
with others?”
Source: Selling Is a Woman’s Game: 15 Powerful Reasons Why
Women Can Outsell Men, Nicki Joy & Susan Kane-Benson
“Society is based on
male standards
with women seen as
anomalies
deviating from the
male norm.”
— Bi Puvaneu,
Institute for Future Studies (Stockholm)
The Core Argument: Women [Ought to] Rule!
1. We are in a War for Talent.
2. The war will intensify.
3. There is a severe shortage of effective leaders
at all levels.
4. Women are under-represented in our
leadership ranks at or near the top.
5. Women and men are different; “new science”
reinforces this view.
6. Women’s strengths match the New Economy’s
leadership needs—to a striking degree.
7. Women are also the principal purchasers of
goods and services—retail and commercial.
8. Ergo, women are a large part of “the answer”
to the War for Talent/leadership shortage
issue/opportunity.
women
BOOMERS
GEEZERS
!!!!!!!!!!!!!!!!!
“People turning 50
more
than half of
today have
their adult life
ahead of them.”
—Bill Novelli,
50+: Igniting a Revolution to Reinvent America
20
$14,000,000,000,000$25,000,000,000,000
women
BOOMERS
GEEZERS
Subject: Marketers & Stupidity
“It’s 18-44,
stupid!”
Subject: Marketers & Stupidity
Or is it:
“18-44
is stupid,
stupid!”
Subject: Marketers & Stupidity
Or is it:
“18-44 is
stupid, stupid!”
2000-2010 Stats
18-44: -1%
55+: +21%
(55-64:
+47%)
!!!!!!!!!!!!!!!!!
“People turning 50
more
than half of
today have
their adult life
ahead of them.”
—Bill Novelli,
50+: Igniting a Revolution to Reinvent America
BOOMERS.
GEEZERS.
MONEY.
ALL.
NOW.
We are the Aussies & Kiwis & Americans &
Canadians. We are the Western Europeans &
Japanese. We are the fastest growing, the
biggest, the wealthiest, the boldest, the
most (yes) ambitious, the most
experimental & exploratory, the most
different, the most indulgent, the most
difficult & demanding, the most service &
experience obsessed, the most vigorous,
(the least vigorous,) the most health
conscious, the most female, the most
profoundly important commercial market
in the history of the world—and we will
be the Center of your universe for the
See me.
Watch me.
respect me.
Suck up to me.
Serve me.
Love me.
Love my longevity.
Love my m-o-n-e-y.
lizabeth Cady Stanton
(more or less) (circa 0331.2007)
See “her.”
Watch her.
respect her.
Be obsequious to her.
Serve her.
Love her.
Love her long longevity.
Love her m-o-n-e-y.
(which is damn near a-l-l
the mon-$$$$$$.)
Boomers’-Geezers’-Womens’ Trifecta+
*Buy/all
*Wealth/all
*time left/ lots
*Eclipse of males/retire-die
Average # of cars purchased per
household, “lifetime”:
13
Average # of cars bought per household
after the “head of household” reaches age
50:
7
Source: Marti Barletta, PrimeTime Women
Median Household Net Worth
<35: $7K
35-44: $44K
45-54: $83K
55-64: $112K
65-69: $114K
70-74: $120K
>74: $100K
Source: U.S. Census
BoomerBucks!
Boomer turns 50: every 7 seconds. 2009: majority of
U.S. households headed by someone over 50. 20062016: U.S. population up 22.9 million; 22.1 million in
over-50 group. 2006: 1 in 5 adults is F, over 50.
Women between 50-70 who are single: 35%. Age
45-54: highest average income, $59, 021 (national
average is $42,209). FASTEST GROWING INCOME
CATEGORY: WOMEN, 55-64 (4X men in same
category). Women, age 60-64: 50% still in
workforce. Highest net worth: families, 55-64
($182,000). People over 50: 70% to 79% of all
financial assets; 80% of all savings accounts; 62% of
all large Wall Street asset accounts; 66% of $$
invested in the stock market. Age 50+: 29% of
population, 40% of total consumer spending, 50% of
discretionary spending. Next 2 decades: BOOMERS
WILL INHERIT $14 TRILLION-$25 TRILLION (“largest
intergenerational transfer of wealth in history”).
—Marti Barletta, PrimeTime Women
55-64 vs 25-34
E.g.: New cars & trucks: 20% more
spending. Meals at full-service restaurants:
+29%. Airfare: +38%. Sports equipment:
+58%. Motorized recreational vehicles:
+103%. Wine: 113%. Maintenance, repairs
and home insurance: +127%. Vacation
homes: +258%. Housekeeping & yard
services: +250% to +500%.
Source: Marti Barletta, PrimeTime Women
50+
$7T wealth (70%)/ $2T annual income
50% all discretionary spending
79% own homes
40M credit card users
41% new cars/48% luxury cars
$610B healthcare spending/
74% prescription drugs
5% of advertising targets
Ken Dychtwald, Age Power: How the 21st
Century Will Be Ruled by the New Old
44-65:
“New
Customer
Majority” *
*45% larger than 18-43; 60% larger by 2010
Source: Ageless Marketing, David Wolfe & Robert Snyder
“The New Customer
Majority is the only adult
market with realistic
prospects for significant
sales growth in dozens of
product lines for
thousands of companies.”
—David Wolfe & Robert Snyder, Ageless Marketing
!!!!!!!!!!!!!!!!!
“People turning 50
more
than half of
today have
their adult life
ahead of them.”
—Bill Novelli,
50+: Igniting a Revolution to Reinvent America
“Fifty-four years of age has been
the highest cutoff point for any
marketing initiative I’ve ever been
involved in. Which is pretty weird
when you consider age 50 is right
about when people who have
worked all their lives start to have
some money to spend.” —Marti Barletta,
PrimeTime Women
“One particularly puzzling category of youthobsession is the highly coveted target of men
18-34, and it’s always referred to as ‘highly
coveted category.’ Marketers have been
distracted by men age 18-34 because they are
getting harder to reach. So what? Who wants
to reach them? Beyond fast food and beer, they
don’t buy much of anything. … The theory is
that if you ‘get them while they’re young,
What
nonsense!”
they’re yours for life.’
—Marti Barletta, PrimeTime Women
“Baby-boomer
Women: The
Sweetest of
Sweet Spots for
Marketers”
—David Wolfe and Robert
Snyder, Ageless Marketing
“WOMAN of the Year: She’s
the most powerful
consumer in America. And
as she starts to turn sixty
this month, the affluent baby
boomer is doing what she’s
always done—redefining
herself.”
—Joan Hamilton, Town & Country, JAN06
“Marketers attempts at reaching those
over 50 have been miserably
No market’s
motivations and needs
are so poorly
understood.” Peter Francese, founding
unsuccessful.
—
publisher, American Demographics
Possession Experiences /“Desires
for things”/Young adulthood/to 38
Catered Experiences/ “Desires to
be served by others”/Middle
adulthood
Being Experiences/“Desires for
transcending experiences”/Late
adulthood
Source: David Wolfe and Robert Ageless Marketing
2006/Top 10% of U.S. Earners*
Luxury goods for the home …. -5.7%
Fashion & jewelry …………...… -8.7%
Luxury cars …………………….. -0.9%
Experiential luxury** …..… +10.7%
* “The wealthy are increasingly spending more on doing things
than owning things” /Unity Marketing
**Travel, dining, entertainment, spa & beauty
Source: European Business (04.2007)
Boomer Days/Richard
Branson:
Virgin Night
Clubs to … Virgin
Health Clubs
Subject: Marketers & Stupidity
Or is it:
“18-44 is
stupid, stupid!”
“Fifty-four years of age has been
the highest cutoff point for any
marketing initiative I’ve ever been
involved in. Which is pretty weird
when you consider age 50 is right
about when people who have
worked all their lives start to have
some money to spend.” —Marti Barletta,
PrimeTime Women
“While Fox’s overall ratings are down about 6% from last year, the network
has moved from fourth place into first among viewers from ages 18 to 49,
define as the only
competition that counts.” *
which all the networks other than CBS
—NYT/11.01.2004*
dumb./
ignorant./
stupid./
all three.
*Translation …
Brand Loyalty: Stable
or Unstable/Fickle?
Serial Monogamy:
A Personal Odyssey
Tom Peters/0411.07
Beer: National Boh to Bud to Anchor Steam to Zilch
Car: Chevrolet (1942-1962) to miscl to Subaru
Biz Clothes: Various warehouses to Brooks to Nordstrom to Milan
Biz: Big (U.S. Navy,McKinsey) to Small (de facto self-employed)
Sports clothes: Miscl-cheap to Northface
Spouse: “Sexy broad” (wife #1) to Best friend/Brainy (+sexy)
School: Cornell to Stanford to RISD (Go Nads!)
Pens: Cross to Bic
Food: Safeway to Whole Foods
Music: Beatles to Queen
Home Furnishings: With it to Comfortable
Home: SF Bay Area to West Tinmouth VT
Favorite sport: Lacrosse-Crew to Speed Walking-Trekking-Rowing
Favorite MLB, NFL: Orioles-Baltimore Colts to A’s-Raiders (Warriors!)
Favorite magazine: Life to Wired
Favorite media: Print-Radio to Web-Radio
Favorite airline: TWA to American to Lufthansa
Home: East to West
Vacations: USA to New Zealand
Price: Cheap to Varied (Wal*Mart to Milan)
Hotel: Ramada/Holiday Inns to Four Seasons/Leading Hotels
Restaurants: McDonald’s to Hole in the wall
Stores: Miscl/Big to Little shops
Loyalty: Serial monogamy (just as loyal now as then; “love ‘em, then leave ‘em”)
“Older people have an image problem. As
a culture, we’re conditioned toward youth.
… When we think of youth, we think
‘energetic and colorful;’ when we think of
middle age or ‘mature,’ we think ‘tired and
washed out.’ and when we think of ‘old’ or
‘senior,’ we think either ‘exhausted and
gray’ or, more likely, we just don’t think.
… The financial numbers are
absolutely inarguable—the Mature
Market has the money. Yet advertisers
remain astonishingly indifferent to them.
…”
—Marti Barletta, PrimeTime Women
not.
Yet.
Done.
“‘Age Power’ will
st
rule the 21 century,
and we are woefully
unprepared.”
Ken Dychtwald, Age Power: How the 21st
Century Will Be Ruled by the New Old
Just
Scream “No”:
Launch an
“Initiative.”
Women’s Trifecta+
*Buy/all
*Wealth/all
*Lead/ better
+Eclipse of males/whoops
(Retire-old/Poorly educated-young)
Boomers’-Geezers’-Womens’ Trifecta+
*Buy/all
*Wealth/all
*time left/ lots
*Eclipse of males/retire-die
E-nor-mous
Strat-eg-ic
opp-or-tun
EXCELLE
ALWAYS
PART
Part five
Potpourri
Pause.
“Little
Stuff.”
Thank
You!
FLOWER
POWER
“Courtesies of a small and
trivial character are the
ones which strike
deepest in the grateful
and appreciating heart.”
—Henry Clay
Jim Jeffords
oversight!
The …
Remember
what your
mama told
you!*
*It’s first impressions, yo yo!
The Manager’s Book of Decencies:
How Small gestures Build Great
Companies. —Steve Harrison, Adecco
Servant Leadership
—Robert Greenleaf
One: The Art and Practice of
Conscious Leadership —Lance Secretan,
founder of Manpower, Inc.
“Leaders
‘SERVE’
people.
Period.”
—Anon.
Servant Leadership/Robert Greenleaf
1. Do those served grow as
persons?
2. Do they, while being served,
become healthier wiser, freer,
more autonomous, more likely
themselves to become servants?
Leader as Servant
Decency as the bedrock of
effective corporate culture
Host, Hostmanship,
Welcoming Leader as
metaphor for those who
would seek the
wholehearted engagement
of others
Cause
Space
(worthy of commitment)
(room for/encouragement
for initiative)
Decency
(respect,
humane)
Consider: “We do no great things, only small
things with great love.” —Mother Teresa
Consider: “What would happen if we looked
at a customer and saw the face of God in
them? To most people it sounds like a lofty
idea. But if you see the face of God in a
flower, why wouldn’t you see it in the face of
a customer? If we treated customers and
honored the God within them—if we loved
them—we would not need a ‘quality
program’.” —Lance Secretan, founder of Manpower, Inc.
and most recently author of One:
The Art and Practice of Conscious Leadership
“Be kind, for
everyone you meet
is fighting a great
battle.”
—Philo of Alexandria
“We do no great
things, only small
things with great
love.” —Mother Teresa
Questions: What do others think of you? [Are you sure?] What
do you think of you? [Are you sure?] What is your impact on
others? [Are you sure?] What is your impact on others? [Are
you sure?] What is your impact on others? [Are you sure?]
What are the “little things” you (perhaps unconsciously) do that
cause people to shrivel—or blossom? [Are you sure?] What do
you want? [Are you sure?] Are you aware of your changing
moods? [Are you sure?] How fragile is your ego? [Are you sure?]
Do you have a true confidant? [Are you sure?] Do you perform brief
or not-so-brief self-assessments? Do you talk too much? [Are you
sure?] Do you know how to listen? [Are you sure?] Do you
listen? [Are you sure?] What is your style of “hashing things
out”? Are you perceived as (a) arrogant, (b) abrasive (c) attentive,
(d) genuinely interested in people, (e) etc? [Are you sure?] Are
you flexible? Have you changed your mind about anything important
in a while? Are you comfortable-uncomfortable with folks on the
front line? Do you think you’re “in touch with the pulse of
things around here”? [Are You Sure?] Are you too
emotional/intuitive? Are you too unemotional/rational? Do you
spend much time with people who are new to you? [Do you think
questions like this are “so much BS”?]
“Sorry, I’ve got to go—the
HR people get on me if I
don’t go do my ‘shake handschat up’ duty”
—president, large
division of large company in the _______
industry
THE PROBLEM
IS RARELY THE
PROBLEM.
THE PROBLEM IS
RARELY/NEVER THE
PROBLEM. THE
RESPONSE
TO THE
PROBLEM INVARIABLY
ENDS UP BEING THE
REAL PROBLEM.*
*RMN, M Stewart, WJC, “Scooter” Libby
OFTEN AS
NOT/MORE OFTEN
THAN NOT THE
UNDERLYING
PROBLEM IS NOT
MUCH OF A
PROBLEM.
PERCEPTION
IS ALL THERE
IS. PERIOD.*
*From Whole Foods to IBM to the corner deli
Relationships
THERE
ONCE WAS A TIME WHEN A
(of all varieties):
THREE-MINUTE
PHONE CALL WOULD
HAVE AVOIDED SETTING OFF
THE DOWNWARD SPIRAL
THAT RESULTED IN A
COMPLETE RUPTURE.
“WHY NOT
JUST TELL
THE TRUTH?”
—Raymond Carver
POWER WORDS!
“I’m sorry.”
RESPECT
“It was much later that I realized
Dad’s secret. He gained respect by
giving it. He talked and listened to
the fourth-grade kids in Spring Valley
who shined shoes the same way he
talked and listened to a bishop or a
He was
seriously interested in
who you were and what
you had to say.”
college president.
Sara Lawrence-Lightfoot, Respect
“The [Union senior] officers rode past the
Confederates smugly without any sign
of recognition except by one. ‘When
General Grant reached the line of
ragged, filthy, bloody, despairing
prisoners strung out on each side of
the bridge, he lifted his hat and held it
over his head until he passed the last
man of that living funeral cortege. He
was the only officer in that whole train
who recognized us as being on the
face of the earth.’*”
*quote within a quote from diary of a Confederate soldier
“The deepest
human need is
the need to be
appreciated.”
William James
“Don’t
belittle!”
—OD Consultant
“Be kind, for
everyone you meet
is fighting a great
battle.”
—Philo of Alexandria
“Ph.D. in leadership. Short
course: Make a short list of
all things done to you that
you abhorred. Don’t do them
to others. Ever. Make
another list of things done to
you that you loved. Do them
to others. Always.” — Dee Hock
“You can make more
friends in two months by
becoming interested in
other people than you can
in two years by trying to
get other people interested
in you.” —Dale Carnegie
R.O.I.R.
Rules!
“He had done nothing to sell me on his
business, yet he had given me the most
Because
his sole concern had
been my welfare and the
success of my business.”
powerful sales pitch of my life.
—Jim Penman, on learning how to sell (What Will
They Franchise Next? The Story of Jim,’s Group)
“If you don’t
listen,
you don’t sell
anything.”
—Carolyn Marland/Managing Director/Guardian Group
Sorry!
Thank
you,
Ann!!!
THE ONE THING
YOU NEED TO
KNOW
(Marcus Buckingham)
“No matter what the
situation, [the great manager’s] first
response is always to think
about the individual
concerned and how things
can be arranged to help that
individual experience
success.”
—Marcus Buckingham,
The One Thing You Need to Know
“The key difference between checkers and
chess is that in checkers the pieces all move
the same way, whereas in chess all the pieces
Discover what
is unique about each
person and capitalize
on it.”
move differently. …
—Marcus Buckingham, The One Thing You Need to Know
“The mediocre manager believes that most
things are learnable and therefore that the
essence of management is to identify ach
person’s weaker areas and eradicate them.
The great manager believes the opposite.
He believes that the most influential
qualities of a person are innate and
therefore that the essence of management
is to deploy these innate qualities as
effectively as possible and so drive
performance.” —Marcus Buckingham, The One Thing
You Need to Know
“Managers are the dinosaurs of our
modern organizational ecology. The
Age of Management is finally coming
to a close. The need for overseers, surrogate parents,
scolds, monitors, functionaries, disciplinarians, bureaucrats, and
lone implementers is over, while the need for visionaries, leaders,
coordinators, coaches, mentors, facilitators, and conflict resolvers
is steadily increasing, pressing itself upon us. ... Nearly unnoticed,
a far-reaching organizational transformation has already begun,
based on the idea that management as a system fails to open the
heart or free the spirit. This revolution is attempting to turn
inflexible, autocratic, static, coercive bureaucracies into agile,
evolving, democratic, collaborative, self-managing webs of
association.” —The End of Management, Kenneth Cloke & Joan Goldsmith
Priorities
“I used to have a rule for myself that at any point in
time I wanted to have in mind — as it so happens,
also in writing, on a little card I carried around with
me — the three big things I was trying to get done.
Three.
Not two.
Not four.
Not five.
Not ten.
Three.”
— Richard Haass, The Power to Persuade
“Really Important
Roger’s
Rule of
Stuff”:
Three!
“Dennis, you need a …
‘To-don’t ’
List !”
“The one thing you need
to know about sustained
individual success:
Discover what you don’t
like doing and
stop
doing it.”
—Marcus Buckingham, The One Thing You Need to Know
SWEET SPOT:
SEEKING THE
DISCOMFORT
ZONE.
“Do one thing
every day
that scares
you.”
—Eleanor Roosevelt
“Every time we come to a
comfort zone, we will find a way
out.” “No Cloning.” “‘Reinvent
the brand’ with each new show.”
“A typical day at the office for
me begins by asking, ‘What
is impossible that I
am going to do
today?’”
—Daniel Lamarre, president,
Cirque du Soleil
“Little Stuff”
(the end)
(almost)
Conrad Hilton, at a big celebration of his
life, on “the most important lesson you’ve
learned in you long and distinguished
career”:
“remember
to tuck the shower
curtain inside
the bathtub”
“Little Stuff”
(the end)