China s size does not merely enable low-cost manufacturing

“China’s size does not merely enable low-cost manufacturing; it forces it. Increasingly, it is what Chinese businesses and consumers choose for themselves that determines how the American economy operates. ” —Ted Fishman/“The Chinese Century”/ The New York Times Magazine /07. 04

“One Monday this spring, a forty-three-year-old sales clerk at the Home Depot in Plano, Texas, scribbled some updates onto an old resume and took it to his local copy shop. To his education and work history—a bachelor’s degree in industrial engineering and technology, service in the U. S. Marine Corps—he added a recent moonlighting job as a handyman and a new ‘career objective. ’ Ten minutes later, in southern India, a middle-age Hindu man in a cavernous workplace began to type the Home Depot clerk’s words. ” —The New Yorker /07. 05. 2004

“The Ultimate Luxury Item Is Now Made in China” —Headline/p 1/The New York Times/ 07. 13. 2004/Topic: Luxury Yachts made in Zhongshan

Chinese Industrial Growth Rate Slows! April ’ 03 to April ’ 04: 19. 1% May ’ 03 to May ’ 04: 17. 5% Source: NYT/06. 11. 04

Re-imagine Tom Peters/15 July 2004 Motorola/The Breakers !

Slides at … tompeters. com

All Bets Are Off!

“Uncertainty is the only thing to be sure of. ” —Anthony Muh, head of investment in Asia, Citigroup Asset Management “If you don’t like change, you’re going to like irrelevance even less. ” —General Eric Shinseki, Chief of Staff, U. S. Army

Forbes 100 from 1917 to 1987: 39 members of the Class of ’ 17 were alive in ’ 87; 18 in ’ 87 F 100; 18 F 100 “survivors” underperformed the market by 20%; just 2 (2%), GE & Kodak, outperformed the market 1917 to 1987. S&P 500 from 1957 to 1997: 74 members of the Class of ’ 57 were alive in ’ 97; 12 (2. 4%) of 500 outperformed the market from 1957 to 1997. Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market

Rule #1: A Bias for Action!

The Kotler Doctrine: 1965 -1980: R. A. F. (Ready. Aim. Fire. ) 1980 -1995: R. F. A. (Ready. Fire!Aim. ) 1995 -? ? : F. F. F. (Fire!Fire!)

“We have a ‘strategic plan. ’ It’s called doing things. ” — Herb Kelleher

Fail. Forward. Fast.

Sam’s Secret #1!

Fail. Forward. Fast. –High-tech Exec

Weird Wins!

Huh? “Quiet, workmanlike, stoic leaders bring about the big transformations. ” —JC

Wellington Nelson Disraeli Churchill Montgomery Thatcher

“Humble” Pastels? T. Paine/P. Henry/A. Hamilton/T. Jefferson/B. Franklin A. Lincoln/U. S. Grant/W. T. Sherman TR/FDR/LBJ/RR/JFK Patton/Monty/Halsey M. L. King/C. de Gaulle/M. Gandhi/W. Churchill Picasso/Mozart/Copernicus/Newton/Einstein/Djerassi/Watson H. Clinton/G. Steinem/I. Gandhi/G. Meir/M. Thatcher E. Shockley/A. Grove/J. Welch/L. Gerstner/L. Ellison/B. Gates/ S. Jobs/S. Mc. Nealy/T. Turner/R. Murdoch/W. Wriston/S. Weill A. Carnegie/J. P. Morgan/H. Ford/S. Honda/J. D. Rockefeller/ T. A. Edison Elizabeth Cady Stanton/Susan B. Anthony/Martha Cary Thomas/Carrie Chapman Catt/Alice Paul/Anna Elizabeth Dickinson/Arabella Babb Mansfield/Margaret Sanger

Saviors-in-Waiting Disgruntled Customers Off-the-Scope Competitors Rogue Employees Fringe Suppliers Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees

CUSTOMERS: “Futuredefining customers may account for only 2% to 3% of your total, but they represent a crucial window on the future. ” Adrian Slywotzky, Mercer Consultants

COMPETITORS: “The best swordsman in the world doesn’t need to fear the second best swordsman in the world; no, the person for him to be afraid of is some ignorant antagonist who has never had a sword in his hand before; he doesn’t do the thing he ought to do, and so the expert isn’t prepared for him; he does the thing he ought not to do and often it catches the expert out and ends him on the spot. ” Mark Twain

“To grow, companies need to break out of a vicious cycle of competitive benchmarking and imitation. ” —W. Chan Kim & René Mauborgne, “”Think for Yourself —Stop Copying a Rival, ” Financial Times/08. 11. 03

“The short road to ruin is to emulate the methods of your adversary. ” — Winston Churchill

“How do dominant companies lose their position? Two-thirds of the time, they pick the wrong competitor to worry about. ” —Don Listwin, CEO, Openware Systems/WSJ/06. 01. 2004 (commenting on Nokia)

Kodak …. Fuji GM …. Ford …. GM IBM …. Siemens, Fujitsu Sears … Kmart Xerox …. Kodak, IBM

“This is an essay about what it takes to create and sell something remarkable. It is a plea for originality, passion, guts and daring. You can’t be remarkable by following someone else who’s remarkable. One way to figure out a theory is to look at what’s working in the real world and determine what the successes have in common. But what could the Four Seasons and Motel 6 possibly have in common? Or Neiman-Marcus and Wal*Mart? Or Nokia (bringing out new hardware every 30 days or so) and Nintendo (marketing the same Game Boy 14 years in a row)? It’s like trying to drive looking in the The thing that all these companies have in common is that they have nothing in common. They are outliers. They’re on rearview mirror. the fringes. Superfast or superslow. Very exclusive or very cheap. Extremely big or extremely small. The reason its so hard to follow the leader is this: The leader is the leader precisely because he did something remarkable. And that remarkable thing is now taken—so it’s no longer remarkable when you decide to do it. ” —Seth Godin, Fast Company/02. 2003

Employees: “Are there enough weird people in the lab these days? ” V. Chmn. , pharmaceutical house, to a lab director (06. 01)

“The Bottleneck is at the Top of the Bottle” “Where are you likely to find people with the least diversity of experience, the largest investment in the past, and the greatest reverence for industry dogma? At the top!” — Gary Hamel, “Strategy or Revolution/ Harvard Business Review

Best Talent Wins!

“When land was the scarce resource, nations battled over it. The same is happening now for talented people. ” Stan Davis & Christopher Meyer, future. WEALTH

Age of Agriculture Industrial Age of Information Intensification Age of Creation Intensification Source: Murikami Teruyasu, Nomura Research Institute

“The leaders of Great Groups love talent and know where to find it. They revel in the talent of others. ” Warren Bennis & Patricia Ward Biederman, Organizing Genius

Les Wexner: From sweaters to people!

From “ 1, 2 or you’re out” [JW] to … “Best Talent in each industry segment to build best proprietary intangibles” [EM] Source: Ed Michaels, War for Talent

“We believe companies can increase their market cap 50 percent in 3 years. Steve Macadam at Georgia-Pacific changed 20 of his 40 box plant managers to put more talented, higher paid managers in charge. He increased profitability from $25 million to $80 million in 2 years. ” Ed Michaels, War for Talent

Message: Some people are better than other people. Some people are a helluva lot better than other people.

Women Rule!

“AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts in almost every measure” Title, Special Report, Business. Week, 11. 20. 00

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. Source: Judy B. Rosener, America’s Competitive Secret: Women Managers

Opportunity! M. Mgt. U. S. 41% G. B. 29% T. Mgt. 4% 3% 2% <1% Peak Partic. Age 45 22 % Coll. Stud. 52% 50% E. U. 18% 27 48% Ja. 6% 19 26% Source: Judy Rosener, America’s Competitive Secret

Leaders Lead!

“Great speech, Tom, but you missed the most important point. ” Whoops:

“Warren, I know you want to ‘be’ president. But do you want to ‘do’ president? ”

33 Division Titles. 26 League Pennants. 14 World Series: Earl Weaver— 0. Tom Kelly— 0. Jim Leyland— 0. Walter Alston— 1 AB. Tony La. Russa — 132 games, 6 seasons. Tommy Lasorda—P, 26 games. Sparky Anderson— 1 season.

Clarity!

“To Don’t ” List

Challenge!

“Ninety percent of what we call ‘management’ consists of making it difficult for people to get things done. ” – P. D.

“I don’t know. ”

Quests!

Organizing Genius / Warren Bennis and Patricia Ward Biederman “Groups become great only when everyone in them, leaders and members alike, is free to do his or her absolute best. ” “The best thing a leader can do for a Great Group is to allow its members to discover their greatness. ”

WOW!

Language matters! Wow! BHAG! “Takes your breath away!”

“Astonish me!” / S. D. “Build something great!” / H. Y. “Immortal!” / D. O.

“Let’s make a dent in the universe. ” Steve Jobs

“Reward excellent failures. Punish mediocre successes. ” Phil Daniels, Sydney exec

Make Dreams Come True!

A Sea of Sameness

“While everything may it is also increasingly the same. ” be better, Paul Goldberger on retail, “The Sameness of Things, ” The New York Times

“Companies have defined so much ‘best practice’ that they are now more or less identical. ” Jesper Kunde, Unique Now. . . or Never

“The ‘surplus society’ has a surplus of similar companies, employing similar people, with similar educational backgrounds, coming up with similar ideas, producing similar things, with similar prices and similar quality. ” Kjell Nordström and Jonas Ridderstråle, Funky Business

“We make over three new product announcements a day. Can you remember them? Our customers can’t!” Carly Fiorina

From Products and Services to Solutions

09. 11. 2000: HP bids $18, 000, 000 for Pricewaterhouse. Coopers consulting business!

“These days, building the best server isn’t enough. That’s the price of entry. ” Ann Livermore, Hewlett-Packard

Systems Integrator of choice. Global Services: Gerstner’s IBM: $35 B. Pledge/’ 99: Business Partner Charter. 72 strategic partners, aim for 200. Drop many in-house programs/products. (BW/12. 01).

“UPS wants to take over the sweet spot in the endless loop of goods, information and capital that all the packages [it moves] represent. ” ecompany. com/06. 01 (E. g. , UPS Logistics manages the logistics of 4. 5 M Ford vehicles, from 21 mfg. sites to 6, 000 NA dealers)

And the Winners Are … Televisions – 12% Cable TV service +5% Toys -10% Child care +5% Photo equipment -7% Photographer’s fees +3% Sports Equipment -2% Admission to sporting event +3% New car -2% Car repair +3% Dishes & flatware -1% Eating out +2% Gardening supplies -0. 1% Gardening services +2% Source: WSJ/05. 16. 03

IBM/Q 3/10. 15. 03/Rev: +5% Services/Consulting: +11% Software: +5% Hardware: -5% PCs: -2% Technology/Chips: -33%

Solutions Nation/s HP … Sun … Farmers Group … Northwestern Mutual Financial Network … IBM … Flextronics … GE Power Systems … GE Industrial Systems … Ford … Siemens … Home Depot … Deere … UTC/Otis … UTC/Carrier … UPS … Springs Industries … RCI … Equity Office Properties … Omnicom … India … Singapore … Thailand … Etc.

From Solutions to Scintillating Experiences

“Experiences are as distinct from services as services are from goods. ” Joseph Pine & James Gilmore, The Experience Economy: Work Is Theatre & Every Business a Stage

“Club Med is more than just a ‘resort’; it’s a means of rediscovering oneself, of inventing an entirely new ‘me. ’ ” Source: Jean-Marie Dru, Disruption

Experience: “Rebel Lifestyle!” “What we sell is the ability for a 43 -year-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

WHAT CAN BROWN DO FOR YOU?

From Scintillating Experiences to Dream Marketing

DREAM: “A dream is a complete moment in the life of a client. Important experiences that tempt the client to commit substantial resources. The essence of the desires of the consumer. The opportunity to help clients become what they want to be. ” —Gian Luigi Longinotti-Buitoni

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

(Revised) Experience Ladder Dreams Come True Awesome Experiences Solutions Services Goods Raw Materials

“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

“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 computer. We stand facing the fifth kind of society: the Dream Society. … The Dream Society is emerging this very instant—the shape of the future is visible today. Right now is the time for decisions— before the major portion of consumer purchases are made for emotional, nonmaterialistic reasons. Future products will 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

“In Denmark, eggs from free-range hens have conquered over 50 percent of the market. Consumers do not want hens to live their lives in small, confining cages. They are willing to pay 15 percent to 20 percent more for the story about animal ethics. This is classic Dream Society logic. Both kind of eggs are similar in quality, but consumers prefer eggs with the better story. After we debated the issue and stockpiled 50 other examples, the conclusion became evident: Stories and tales speak directly to the heart rather than the brain. After a century where society was marked by science and rationalism, the stories and values are returning to the scene. ” —Rolf Jensen/The Dream Society: How the Coming Shift from Information to Imagination Will Transform Your Business

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

Dreamketing’s Bedrock: Great Design!

And Tomorrow … “Fifteen years ago companies competed on price. Now it’s Tomorrow it’s design. ” quality. Robert Hayes

All Equal Except … “At Sony we assume that all products of our competitors have basically the same technology, price, performance and Design is the only thing that differentiates one product from another in the marketplace. ” features. 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 meaning of design. of a man-made creation. ” Steve Jobs

More than a Great Designer! Catch 22:

Design Transforms even the [Biggest] Corporations! TARGET … “the champion of America’s new design democracy” (Time) “Marketer of the Year 2000” (Advertising Age)

Westin’s … Heavenly Bed

15 “Leading” Biz Schools Design/Core: 0 Design/Elective: 1 Creativity/Core: 0 Creativity/Elective: 4 Innovation/Core: 0 Innovation/Elective: 6 Source: DMI/Summer 2002

Trends Worth Trillion$$$: Pursue the “BIG 2” Underserved Markets!

Women!

? ? ? ? ? Home Furnishings … 94% Vacations … 92% (Adventure Travel … 70%/ $55 B 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%

91% women: ADVERTISERS DON’T UNDERSTAND US. (58% “ANNOYED. ”) Source: Greenfield Online for Arnold’s Women’s Insight Team (Martha Barletta, Marketing to Women)

Read This Book … EVEolution: The Eight Truths of Marketing to Women Faith Popcorn & Lys Marigold

Female. Think/ Popcorn “Men and women don’t think the same way, don’t communicate the same way, don’t buy for the same reasons. ” “He simply wants the transaction to take place. She’s interested in creating a relationship. Every place women go, they make connections. ”

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 don’t buy brands. They join them. ” EVEolution

Purchasing Patterns Women: Harder to convince; more loyal once convinced. Men: Snap decision; fickle. Source: Martha Barletta, Marketing to Women

2. 6 vs. 21

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.

Boomers & Geezers

Subject: Marketers & Stupidity “It’s 18 -44, stupid!”

Subject: Marketers & Stupidity “ 18 -44 is stupid, stupid!” Or is it:

2000 -2010 Stats 18 -44: -1% 55+: +21% (55 -64: +47%)

44 -65: “New Consumer Majority” * *45% larger than 18 -43; 60% larger by 2010 Source: Ageless Marketing, David Wolfe & Robert Snyder

“The New Consumer 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

“Baby-boomer Women: The Sweetest of Sweet Spots for Marketers” —David Wolfe and Robert Snyder, Ageless Marketing

“Marketers attempts at reaching those over 50 have been miserably unsuccessful. No market’s motivations and needs are so poorly understood. ”—Peter Francese, founding publisher, American Demographics

No: “Target Marketing” Yes: “Target Innovation” & “Target Delivery Systems”

Brand It!

“WHO ARE WE? ”

“WHAT’S OUR STORY? ”

“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 Companies will thrive on the basis of their stories and myths. Companies will need to understand how we work with others. that their products are less important than their stories. ” Rolf Jensen, Copenhagen Institute for Future Studies

“EXACTLY HOW ARE WE DRAMATICALLY DIFFERENT? ”

“You do not merely want to be the best of the best. You want to be considered the only ones who do what you do. ” Jerry Garcia

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! Source: Sam Hill & Glenn Rifkin, Radical Marketing (e. g. , Harley, Virgin, The Dead, HBS, NBA)

Get the “Vision Thing” Right!

“Create a ‘cause, ’ not a ‘business. ’ ” G. H. :

“A key – perhaps the key – to leadership is the effective communication of a story. ” Howard Gardner Leading Minds: An Anatomy of Leadership

Leaders Deal in Hope!

“A leader is a dealer in hope. ” Napoleon (+TP’s writing room pics)

“Ronald Reagan radiated an almost transcendent happiness. ” Lou Cannon, George (08. 2000)

“I’m not sure about his politics, but that’s not what made him great. He inspired people. He made us all feel better about ourselves. ” —bystander, California, during RR funeral

BZ: “I am a … Dispenser of Enthusiasm!”

Boil It Down!

Successful Businesses’ Dozen Truths: TP’s 30 -Year Perspective 1. Insanely Great & Quirky Talent. 2. Disrespect for Tradition. 3. Totally Passionate (to the Point of Irrationality) Belief in What We Are Here to Do. 4. Utter Disbelief at the Bullshit that Marks “Normal Industry Behavior. ” 5. A Maniacal Bias for Execution … and Utter Contempt for Those Who Don’t “Get It. ” 6. Speed Demons. 7. Up or Out. (Meritocracy Is Thy Name. Sycophancy Is Thy Scourge. ) 8. Passionate Hatred of Bureaucracy. 9. Willingness to Lead the Customer … and Take the Heat Associated Therewith. (Mantra: Satan Invented Focus Groups to Derail True Believers. ) 10. “Reward Excellent Failures. Punish Mediocre Successes. ” 11. Courage to Stand Alone on One’s Record of Accomplishment Against All the Forces of Conventional Wisdom. 12. A Crystal Clear Understanding of Brand Power.

All You Need to Know About “Strategy” 1. Do you have awesome Talent … everywhere? (“We are the Yankees of home improvement here in Omaha. ”) Do you push that Talent to pursue audacious Quests? 2. Is your Talent Pool loaded with wonderfully peculiar people who others would call “problems”? 3. Is your Board of Directors as cool as your product offerings … and does it have 50% (or at least one-third) Women Members? 4. Are Innovation and Entrepreneurship your primary aims? 5. Do you routinely use hot, aspirational words-terms like “Excellence” and B. H. A. G. (Big Hairy Audacious Goal, per Jim Collins) and “Let’s make a dent in the Universe” (the Word according to Steve Jobs)? 6. Do you subscribe to Jerry Garcia’s dictum: “We do not merely want to be the best of the best, we want to be the only ones who do what we do”? 7. Do you embrace the new technologies with child-like enthusiasm/revolutionary zeal? 8. Do you “serve” customers … or go berserk attempting to provide every customer with an “awesome experience” that automatically turns her/him into a “raving fan”? 9. Are your leaders accessible? Do they wear their passion on their sleeves? Is yours a “hot place to hang out” and “learn cool stuff”? 10. Does integrity ooze out of every pore of the enterprise? Is “We care” your implicit motto? 11. Do you understand business mantra #1 of the ’ 00 s: DON’T TRY TO COMPETE WITH WAL*MART ON PRICE OR CHINA ON COST? (And if you get this last idea, then see the 10 above!)

Kevin Roberts’ Credo 1. Ready. Fire! Aim. 2. If it ain’t broke. . . Break it! 3. Hire crazies. 4. Ask dumb questions. 5. Pursue failure. 6. Lead, follow. . . or get out of the way! 7. Spread confusion. 8. Ditch your office. 9. Read odd stuff. 10. Avoid moderation!

Sir Richard’s Rules: Follow your passions. Keep it simple. Get the best people to help you. Re-create yourself. Play. Source: Fortune/10. 03

Technicolor Rules!

“Wealth in this new regime flows directly from innovation, not optimization. That is, wealth is not gained by perfecting the known, but by imperfectly seizing the unknown. ” Kevin Kelly, New Rules for the New Economy

No Wiggle Room! “Incrementalism is innovation’s worst enemy. ” Nicholas Negroponte

“It’s no longer enough to be a ‘change agent. ’ You must be a change insurgent— provoking, prodding, warning everyone in sight that complacency is death. ” —Bob Reich

“In Tom’s world, it’s always better to try a swan dive and deliver a colossal belly flop than to step timidly off the board while holding your nose. ” —Fast Company /October 2003

The Re-imagineer’s Credo … or, Pity the Poor Brown* Technicolor Times demand … Technicolor Leaders and Boards who recruit … Technicolor People who are sent on … Technicolor Quests to execute … Technicolor (WOW!) Projects in partnership with … Technicolor Customers and … Technicolor Suppliers all of whom are in pursuit of … Technicolor Goals and Aspirations fit for … Technicolor Times. *WSC

“You can’t behave in a calm, rational manner. You’ve got to be out there on the lunatic fringe. ” — Jack Welch

The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it. Michelangelo

“the wildest chimera of a moonstruck mind” —The Federalist on Jefferson’s Louisiana Purchase

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