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Chiller and VerdanaMasterExcellencepart
two (of 3)value added ladder.New
Markets/Women/ Boomers Geezers25 May 2007
2
Tom Peters X25EXCELLENCE.
ALWAYS.MASTER/0525.2007/Part TwoIn Search of
Excellence 1982-2007
3
Section 3 value added/ladder
4
Up Up Up Up the Value-added Ladder.
5
LEAVE IT TO BEAVER.
6
Trapper lt20 per beaver pelt.Source WSJ
7
WDCP 150 to remove problem beaver
750-1000 for flood-control piping so that
beavers can stay. Source WSJ
8
wdcp/Wildlife Damage-control Professional
150 to remove problem beaver 750-1000
for flood-control piping so that beavers can
stay. Source WSJ
9
EXCELLENCE. VALUE ADDED.UP THE LADDER.
10
EXCELLENCE.VALUE-ADDED LADDER I. SOLVE IT.
11
55B
12
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 but the game has changed
forever. 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
chairmans letter Infosys Annual Report
13
Big Browns New Bag UPS Aims to Be the Traffic
Manager for Corporate America Headline/BW/2004
14
MasterCard Advisors
15
California Closets a whole-life upgrade not
just a tidy bedroom. WSJ/0329.07 Why the
Container-Store Guy Wants to Be Your Therapist
16
Huge Customer Satisfaction versus Customer
Success
17
Up Up Up Up the Value-added Ladder.
18
The Value-added Ladder/ STUFF N THINGSGoods
Raw Materials
19
The Value-added Ladder/Stuff TRANSACTIONSServ
icesGoods Raw Materials
20
The Value-added Ladder/ OPPORTUNITY-SEEKING
Customer Success/ Gamechanging
SolutionsServicesGoods Raw Materials
21
Results are measured by the success of all
those who have purchased your product or service
Jan Gunnarsson Olle Blohm The Welcoming Leader
22
He had done nothing to sell me on his business
yet he had given me the most powerful sales pitch
of my life. Because his sole concern had been my
welfare and the success of my business. Jim
Penman on learning how to sell (What Will They
Franchise Next The Story of Jims Group)
23
Era 1/Obvious Value Our it works is
delivered on time (Close)Era 2/Augmented
Value How our it can add valuea useful it
(Solve)Era 3/Complex Value Networks How
our system can change you and deliver business
advantage (Culture-Strategic
change)Source Jeff Thull The Prime Solution
Close the Value Gap Increase Margins and Win
the Complex Sale
24
The business of selling is not just about
matching viable solutions to the customers that
require them. Its 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 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
25
The Value-added Ladder/ OPPORTUNITY-SEEKING
Implemented Gamechanging SolutionsServicesGoods
Raw Materials
26
EXCELLENCE.SOLVE IT. NO OPTION.PSF. (PSF)
27
Disintermediation is overrated. Those who
fear disintermediation-outsourcing should in fact
be afraid of irrelevance outsourcing is just
another way of saying that youve become
irrelevant to your customers. John
Battelle/Point/Advertising Age/07.05
28
Deutsche Bank Moves Half of Its Back-office Jobs
to India/ headline/FT/0327 (500 of 900 Research)
29
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 revolutioncommunication
technology that allows services to be delivered
from afarwill put as many as 40 million
American jobs at risk of being shipped out of
the country in the next decade or two. Wall
Street Journal /0328 Blinder 40 million
only the tip of a very big iceberg.
30
ChicagoHRMAC
31
Sarah Mom what do you doMom
Im overhead.
32
support function / cost center/ overhead
or
33
Are you Rock Stars of the Age of Talent
34
Department Head to Managing Partner IS
HR RD etc. Inc.
35
AnswerPSF
36
Typically in a mortgage company or financial
services company risk management is an
overhead not a revenue center. Weve become more
than that. We pay for ourselves and we
actually make money for the company. 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)
37
Mantra Eichorn it!
38
Core MechanismGame-changing Solutions PSF
(Professional Service Firm model/The
Organizing Principle) Brand You(Distinct or
Extinct/The Talent) Wow! Projects
(Different vs Better/The Work)
39
Are you the Principal Engine of Value
AddedE.g. Your RD budget as robust as the
New Products team
40
The PSF35 Thirty-Five Professional Service
Firm Marks of Excellence
41
The PSF35 The Work The Legacy1.
CRYSTAL CLEAR POINT OF VIEW (E very
Practice Group If you cant explain your
position in eight words or less you dont
have a positionSeth Godin)2. DRAMATIC
DIFFERENCE (We are the only ones who do what
we doJerry Garcia)3. Stretch Is Routine
(Never bite off less than you can
chewanon.)4. Eye-Appetite for Game-changer
Projects (Excellence at Assembling Best
TeamFast) 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
UniverseSteve 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
42
Pointed Point of View!
43
The PSF35 The Client
Experience11. 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-in- Planet Team for the
Project13. Client Team Members routinely declare
that working with us was the Peak
Experience of my Career14. The jobs not done
until implementation is 100.00 complete
(Those who dont get it must go)15.
IMPLEMENTATION IS NOT COMPLETE UNTIL THE
CLIENT HAS EXPERIENCED CULTURE CHANGE16.
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
44
The PSF35 The People The
Leadership18. 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.
the Old Aside/Make Room for Youth (Find oldsters
new roles)23. TALENT IS OBSESSED WITH
RENEWAL FROM DAY 1 TO DAY R R
Retirement24. Office/Practice Leaders Evaluated
Primarily on Mentoring-Team Building
Skills 25. A PROPRIETARY TALENT DEVELOPMENT
PROCESS (GE) 26. Team Leadership Skills Valued
Early27. Partner with B.I.W. Best In World
Outsiders as Needed and to Infuse Different
Views
45
The PSF35 The Firm The
Brand28. EAT-SLEEP-BREATHE-OOZE INTEGRITY (My
life is my messageGandhi) 29. Excellence
in EXECUTION 100.00 of the Time30. Drop
everything/Swarm to Support a Harried-On
The Verge Team31. SPEND ON RD 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!
ENTHUSIASM! 35. EXCELLENCE. ALWAYS.
46
Static/ImitativeIntegrity.Quality.Continuous
Improvement.Superior Service (Exceeds
Expectations.)Completely Satisfactory
Transaction.Smooth Evolution.Market
Share.Dynamic/DifferentDramatic
Difference!Disruptive!Insanely Great!
(Quality)Life-(Industry-)changing
Experience!Game-changing!WOW!Surprise!Delight!
Breathtaking!Punctuated Equilibrium!Market
Creation!
47
EXCELLENCE Flawless EXECUTION Continuous
IMPROVEMENT Brilliantly Trained
PEOPLEGamechanging QUESTS WEIRD Rosters
GASPWORTHY Results
48
EXCELLENCE Flawless EXECUTION Continuous
IMPROVEMENT Brilliantly Trained
PEOPLEGamechanging QUESTS WEIRD Rosters
GASPWORTHY Results
49
Psf.Bedrock.
50
PSF/Professional Service Firm/BeliefsProfes
sion Calling/Passion to make a
difference/Excellence
(always)point of view know exactly what we
stand for/
Dramatic
DifferenceClient enduring test-the-limits
relationship/Trusted
advisorSolution Rock His-her World/ wow/
implemented Culture
change/ gtgtgtgtgtgt
satisfaction
51
Purchasing Officer Thrust 1 Cost (at All
Costs) Minimization Professional Or/to Full
Partner-Leader in Lifetime Value-added
Maximization(Lopez Arguably Villain 1 in
GM tragedy/Anon VSE-Spain)
52
HCare CIO Technology Executive (workin in a
hospital) Or/to Full-scale Accountable (life
or death) Member-Partner of XYZ Hospitals
Senior Healing-Services Team (who happens to be a
techie)
53
PSF Transformation Credit
Department/TrekWas
IsCredit Dept
Financial
ServicesHammer on dealers until
Make dealers successful so theythey pay
CAN payAR
sold to 3rd party Trek is
the commercial financialcommercial co.
Company23 employees
12 employeesOversee
peak AR of 70M Oversee peak AR of
160MIdentify risky dealers
Identify opportunitiesCost Center
Profit CenterNo
products
Products Consulting MC/Visa
Stored
value of gift cards Gift card

peripherals Online paymentsSource John
Burke/0330.06
54
Photographer Louise Roach
55
Big Idea Corporation as Mega-PSF
(Professional Service Firm) Virtual
Collection of Entrepreneurially-minded
Professionals (Talent/Roster)
Creating/Applying Intellectual Capital (Work
Product)
56
Are you the Principal Engine of Value
AddedE.g. Your RD budget as robust as the
New Products team
57
Core MechanismGame-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
58
Photographer Mike Brake
59
The WOW! Project.
60
Lets make a dent in the universe! Steve Jobs
61
Your Current Project1. Another
days work/Pays the rent.4. Of value.7.
Pretty Damn Cool/Definitely subversive.10.
WE AIM TO CHANGE THE WORLD.
(Insane!/Insanely Great!/WOW!)
62
Astonish me! (S.D).Build something great!
(H.Y.).Make it immortal! (D.O.)
63
If you are not prepared to be fired over your
beliefs you are working on the wrong project.
TP
64
You! Your Project Portfolio!
65
A position is not an accomplishment. TP
66
Will you actually remember it as worthwhile 10
years from now S.H.
67
WOW! Projects Nuts Bolts (a few)
68
Every project we undertake starts with the same
question How can we do what has never been done
before Stuart Hornery Lend Lease
69
Playmate!Playpen!Prototype!Can be Client
supplier as well as Insider
70
Where to look for Playmates F.F.F.F. (Find
a Fellow Freak Faraway)
71
Where NOT to look for Playmates BIG Division
BIG Customer BIG Vendor UP
72
Forward march The Sri Lanka Stratagem
73
Starting a WOW! Projects Epidemic Demos Heroes
Stories!
74
Premise Ordering Systemic Change is a Waste of
Time!
75
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 Companys
Secret Change Agents HBR
76
JKC
77
JKC1. Scour for renegades
wine dine.2. Go outside for funds.
78
Demo StoryA key perhaps the key to
leadership is the effective communication of a
story.Howard Gardner Leading Minds An
Anatomy of Leadership
79
REAL Org Change Demos Models (Model
Installations ReGo Labs)/ Heroes (mostly
extant burned to reinvent govt)/ Stories
Storytellers (Props!)/ Chroniclers (Writers
Videographers Pamphleteers Etc.)/ Cheerleaders
Recognition (PosgtgtNeg Volume)/ New Language
(Hot/Emotional/WOW)/ Seekers (networking mania)/
Protectors/ Support Groups/ End RunsPull
Strategy (weird alliances weird customers
weird suppliers weird alumnae-JKC)/ Field Real
People Focus (3 COs) (long way away)/ Speed
(O.O.D.A. Loopsact before the bad guys can
react)C.f. Bob Stone Lessons from an Uncivil
Servant
80
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)
81
Demos! Heroes! Stories!
82
Make your own McKinsey (AP)
83
Build a School on top of a school/Continuing-Exe
c Ed (The Parallel Universe Strategy)
84
Stories Paint me a picture Story
infrastructure Demos Quick prototypes
Experiments Heroes Renegades Skunkworks
Demo Funds V.C. G.M. Roster Portfolio
Stones Rules JKCs Rules
85
Subversive ChangeBe(very)ware genetic
constraints (historys looong arm)You must
do GandhiHire 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 WebCreate
boondocks projects by the truckload (with
partners of every flavor)Understand Yours is a
protection racketSky High Standards!! (Theres
a deadly serious reason for all thislife or
death)TP Heroes Allan Puckett Bob Stone Jill
Ker Conway Kelly Johnson John Boyd
86
SP But can you turn a defensive player into
an offensive playerTP 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
87
EXCELLENCE.VALUE-ADDED LADDER II. EXPERIENCE
IT.
88
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
89
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 thats not work or home. Its the
place our customers come for refuge. Nancy
Orsolini District Manager
90
798
91
WHAT CAN BROWN DO FOR YOU
92
Up Up Up Up the Value-added Ladder.
93
The Value-added Ladder/ MEMORABLE
CONNECTIONSpellbinding Experiences
Gamechanging SolutionsServicesGoods Raw
Materials
94
Beyond the Transaction/ Satisfaction
MentalityGood hotel/ Happy guest/ Exceeded
Expectationsvs. Great Vacation/ Great
Conference/ Operation Personal Renewal
95
Big Browns New Bag UPS Aims to Be the Traffic
Manager for Corporate America Headline/BW/2004
96
Photographer Fernando Rodrigues
97
I. LAN Installation Co. (3)II. Geek
Squad. (30.)III. Acquired by BestBuy.IV.
Flagship of BestBuy Wholesale Solutions
Strategy Makeover.
98
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
99
Q Why did you buy Jordans FurnitureA
Jordans is spectacular. Its all
showmanship.Source Warren Buffet
interview/Boston Sunday Globe/12.05.04
100
Caution focus on engagement not
experience Martin Buber I and Thou
1927 (from Steve Yastrow We)
101
CXOChief eXperience Officer
102
EXCELLENCE. DRAMATIC.DIFFERENCE.DOABLE.
103
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
104
This is not a mature category.
105
This is an undistinguished category.
106
798
107

108
1/100 Best Companies to Work for/2005
109
EXCELLENCE. NO EXCUSES.
110
WallopWalMart16Or Why its so ABSURDLY
EASY to BEAT a GIANT Company
111
The Small Guys Guide Wallop
WalMart16 Niche-aimed. (Never ever all
things for all people a mini-WalMart.) Never
attack the monsters head on! (Instead steal niche
business and lukewarm customers.) Dramatically
Different (La Difference ... within our
community our industry regionally etc is as
obvious as the end of ones nose!) (THIS IS WHERE
MOST MIDGETS COME UP SHORT.) Compete on
value/experience/intimacy not price. (You aint
gonna beat the behemoths on cost-price in 9.99
out of 10 cases.) Emotional bond with Clients
Vendors. (BEAT THE BIGGIES ON EMOTION/CONNECTION!!
)
112
The Small Guys Guide Wallop WalMart16
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 star! (Sell
local-ness per se. Sell the hell out of it!) An
incredible experience from the first to last
momentand then in the follow-up! (These guys
are cool! They get me! They love me!) DESIGN
DRIVEN! (Design is a premier weapon-in-pursuit-o
f-the sublime for small-ish enterprises
including the professional services.)
113
The Small Guys Guide Wallop WalMart16
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.)
114
The Small Guys Guide Wallop WalMart16
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-regional-niche
lovemark.) Focus on women-as-clients. (Most
dont. 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 rightone damn day and client
experience at a time!to beat the Big Guys in
your chosen niche!)
115
tom peters what Ive Learned about Small
Business
116
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
RD.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 Fanatic-Project Manager-I.P.M.
(I.P.M. Inspired Profit Mechanic)
117
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. DONT Do Stuff You Hate.
Over-invest In RELATIONSHIPS. (R.O.I.R.
Return On Investment in Relationships)SYSTEMATICA
LLY Manage Relationships.Work The SUPPORT
PEOPLE In Client Orgs.
118
A man without a smiling face must not open a
shop. Chinese Proverb
119
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.F
un/Laughter MBWA Stay In Touch.You
Must Be The Change You Wish To See In The
World/GANDHI5K For 5M.Your CALENDAR Never
Lies.OUT Pastels. IN Technicolor
120
JUST SAY NO TO C.E.O. CIO/Chief Innovation
Officer. CSO/Chief Sales Officer. CWO/Chief Wow
OfficerEXCELLENCE 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.
121
Small Giants Companies That Choose To Be Great
Instead Of Big by Bo Burlingham
122
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.
123
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.
124
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 Toms of
Maine
125
I Bacteria Man HEREBY PLEDGEWhen asked
What are some examples of companies stepping up
to todays challenges I will NEVER AGAIN
offer an example of a Giant Company instead Ill
refer to Cirque du Soleil Donnellys
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
126
Stephen Jay Gould ( Me) Bacteria rule!
Sizeable cases e.g. humans are reasonably
insignificant anomalies.(Call me Bacteria
Tom)
127
Hmmm Bacteria. (Left tail limits.)Productivi
ty of small.Failure rate of Big Mergers.Failure
rate of Big Companies.Terrorists.Galbraith vs
Hayek.
128
Jims Group Jim Penman/Empire Builders/MT
/Jan/Feb 2006/Australia
129
Jims Group Jim Penman. 1984 Jims Mowing.
2006 Jims Group. 2600 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 sideSource
MT/Management Today (Australia) Jan-Feb 2006
130
Basement Systems inc/ seymour ct
131
the met/ big picture
132
EBF to EBIengage the kids around their
passions. Dennis Littky/The Met-Big Picture
Schools Education By Fiat Education By
Interest
133
Planetree A Radical Model for New
Healthcare/Healing/Wellness Excellence
134
All sane persons agree that healthcare needs an
overhaul. And thats 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 todays
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  
135
The 9 Planetree
Practices1. The Importance of Human
Interaction2. Informing and Empowering Diverse
Populations Consumer Health Libraries and
Patient Information3. Healing Partnerships The
importance of Including Friends and Family4.
Nutrition The Nurturing Aspect of Food5.
Spirituality Inner Resources for Healing6.
Human Touch The Essentials of Communicating
Caring Through Massage7. Healing Arts Nutrition
for the Soul8. Integrating Complementary and
Alternative Practices into Conventional
Care9. Healing Environments Architecture and
Design Conducive to HealthSource Putting
Patients First Susan Frampton Laura Gilpin
Patrick Charmel
136
The Patient-Family ExperiencePatients 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
137
Press Ganey Assoc 139380 former patients from
225 hospitalsnone of THE top 15 factors
determining Patient Satisfaction referred to
patients health outcomePS directly related to
Staff InteractionPS directly correlated with
Employee Satisfaction Source Putting Patients
First Susan Frampton Laura Gilpin Patrick
Charmel
138
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 interactionsalienatin
g patients being non-responsive to their needs
or limiting their sense of controlcan be very
costly. Angry frustrated or frightened
patients may be combative withdrawn and less
cooperativerequiring 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
139
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
ConferencesClinical Guidelines
DiscussionsFamily SpacesPet Visits (POP
Patients Own Pets)Source Putting Patients
First Susan Frampton Laura Gilpin Patrick
Charmel
140
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
141
Planetree LookWoods and natural
materialsIndirect lightingHomelike
settingsGoals 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
beautySource Putting Patients First Susan
Frampton Laura Gilpin Patrick Charmel
142
Access to nurses stationHappen
tovsHappen withSource Putting Patients
First Susan Frampton Laura Gilpin Patrick
Charmel
143
Conclusion Caring/Growth Experience
144
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)
145
Care!/Love!/Spirit!Self-Control!Connect!/learn
!/involve!/Engage!Understanding!/Growth!
De-stress!/heal! Whole patient family
friends! be well!/stay well!
146
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
gentlemen4S credo)
147
f.y.i.
148
Griffin Hospital/Derby CT (Planetree Alliance
HQ) Results Financially successful.
Expanding programs-physically. Growing market
share. Only hospital in 100 Best Cos to Work
for7 consecutive years currently 6.
Five-Star Hospitals Joe Flower
strategybusiness (42)
149
Whats 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
150
Excellence.Bank on it.(commerce bank.)
151
We defy conventional wisdom operating more like
the young bucks at Starbucks than the old farts
at the Bank of America. Vernon Hills
152
The Commerce Bank Model Are you going to cost
cut your way to prosperityOr are you going
to spend your way to prosperitySource Fans!
Not customers. How Commerce Bank Created a
Super-growth Business in a No-growth Industry
Vernon Hill Bob Andelman
153
The Commerce Bank Modeldeposit
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
154
The Commerce Bank Modelcost 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
155
Our whole story is growing revenue. Vernon
Hills (Top-line driven standard is bottom-line
driven by cost cutting)
156
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
157
The Commerce Bank Modelwe 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
158
Commerce Bank From Service to Experience7X.
730A-800P. F12A.93-03/10 yr annual return
CB 29 WM 17 HD 16. Mkt Cap 48 p.a.
159
The Commerce Bank Model we dont accept the
80/20 theory. We believe every customer has
value that you cant 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
160
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
161
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
162
Up Up Up Up the Value-added Ladder.
163
The Value-added Ladder/ MEMORABLE
CONNECTIONSpellbinding Experiences
Gamechanging SolutionsServicesGoods Raw
Materials
164
DONNELLYS WEATHERSTRIP SERVICE Weymouth MA
165
EXCELLENCE. SOUL I.DESIGN.
166
Franchise Lost! TP How many of you 600
really crave a new ChevyNYC/IIR/061205
167
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
168
Design is treated like a religion at BMW.
Fortune
169
We dont have a good language to talk about
this kind of thing. In most peoples
vocabularies design means veneer. But to me
nothing could be further from the meaning of
design. Design is the fundamental soul of a
man-made creation. Steve Jobs
170
With its carefully conceived mix of colors and
textures aromas and music Starbucks is more
indicative of our era than the iMac. It is to the
Age of Aesthetics what McDonalds was to the Age
of Convenience or Ford was to the Age of Mass
Productionthe touchstone success story the
exemplar of the aesthetic imperative. Every
Starbucks store is carefully designed to enhance
the quality of everything the customers see
touch hear smell or taste writes CEO Howard
Schultz. -Virginia Postrel The Substance of
Style How the Rise of AestheticValue Is
Remaking Commerce Culture and Consciousness
171
CDOChief Design Officer
172
Westins Heavenly Bed
173
DHL
174
THE DESIGN49
175
Design is to Experiences as PSF is to Solutions
176
EXCELLENCE.SYSTEMS. DESIGN. K.I.S.S.
177
450/8
178
Grunge Removal 101Ellie Mae
179
Great design One-page business plan (Jim
Horan)
180
First Steps Beauty Contest!

• 1. Select one form/document invoice airbill
  sick leave policy customer returns claim form.
• 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!
• Repeat with a new selection
• every 15 working days.

181
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. Charle
s Handy
182
I assume that it is just saying that it is there
to help its customers wherever they are.
Charles Handy
183
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 cant 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
184
EXCELLENCE.VALUE-ADDED LADDER III. DREAM
IT.
185
Furniture vs. DreamsWe 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
186
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 its financial security buying a car
paying for home repairs or even taking a dream
vacation. Martin Feinstein CEO Farmers Group
187
We dont close units we build homes. Larry
Webb John Laing Homes
188
Soft Skills Hard DollarsSource Headline
BigBuilder September 2006
189
The Marketing of Dreams (Dreamketing)Dream
keting 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
190
Starbucks Shaper of Culture At our core
were a coffee company but the opportunity we
have to extend the brand is beyond coffee its
entertainment. Howard Schultz (The Starbucks
Aesthetic NYT 10.22.06)
191
Up Up Up Up the Value-added Ladder.
192
The Value-added Ladder/ EMOTIONDreams Come
TrueSpellbinding Experiences Gamechanging
SolutionsServicesGoods Raw Materials
193
CDMChief Dream Merchant
194
Dreams Come TrueIBMUPS
195
Six Market Profiles1.
Adventures for Sale2. The Market for
Togetherness Friendship and Love3. The
Market for Care4. The Who-Am-I Market5. The
Market for Peace of Mind6. The Market for
Convictions Rolf Jensen/The Dream Society
How the Coming Shift from Information
to Imagination Will Transform Your Business
196
Six Market Profiles1.
Adventures for Sale/ IBM-UPS2. The Market for
Togetherness Friendship and Love/ IBM-UPS3.
The Market for Care/ IBM-UPS4. The Who-Am-I
Market/ IBM-UPS5. The Market for Peace of Mind/
IBM-UPS6. The Market for Convictions/ IBM-UPS
Rolf Jensen/The Dream Society How the Coming
Shift from Information to Imagination
Will Transform Your Business
197
The sun is setting on the Information
Societyeven 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. 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
SocietyHow the Coming Shift from Information to
Imagination Will Transform Your Business
198
EXCELLENCE.SOUL II.THE STORY.
199
Storytelling is the core of culture.
Branded Nation The Marketing of Megachurch
College Inc. and Museumworld James Twitchell
200
Best story wins!
201
Market Power Story Power
202
CSTOChief Storytelling Officer
203
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
204
Emotion is to Dreamketing as Design is to
Experiences
205
EXCELLENCE.VALUE-ADDED LADDER III. ALL YOU
NEED IS LOVE.
206
Brands have run out of juice. Theyre dead.
Kevin Roberts/Saatchi Saatchi
207
Brands Are Out of Juice1. Brands
are worn out from overuse.2. Brands are no
longer mysterious.3. Brands cant 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
208
Kevin Roberts Lovemarks!
209
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
210
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211
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212
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213
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214
Brand . LovemarkRecognized by
consumers . Loved by PeopleGeneric
PersonalPresents a narrative
.. Creates a Love storyThe promise of
quality A touch of SensualitySymbolic
.. IconicDefined
.. InfusedStatement
.. StoryDefined attributes
... Wrapped in MysteryValues
. SpiritProfessional
... Passionately CreativeAdvertising
agency .. Ideas companySource Kevin
Roberts Lovemarks
215
When we were working through the essentials of a
Lovemark Mystery was always at the top of the
list. Lovemarks The Future Beyond Brands
Kevin Roberts
216
Lovemarks are owned by the people who love
them. Lovemarks The Future Beyond Brands
Kevin Roberts
217
Tattoo Brand What of users would tattoo the
brand name on their body
218
Top 10 Tattoo BrandsHarley . 18.9Disney
.... 14.8Coke . 7.7Google .... 6.6Pepsi ....
6.1Rolex . 5.6Nike . 4.6Adidas .
3.1Absolut . 2.6Nintendo . 1.5BRANDsense
Build Powerful Brands through Touch Taste
Smell Sight and Sound Martin Lindstrom
219
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 metric-munchers of the lowest kind. Watch
for the sign HEADS NOT HEARTS AT WORK HERE.
Lovemarks The Future Beyond Brands Kevin
Roberts
220
Rules of Radical MarketingLove 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)
221
Up Up Up Up the Value-added Ladder.
222
The Value-added Ladder/ ECSTASY Lovemark
Dreams Come True Spellbinding
ExperiencesServicesGoodsRaw Materials
223
CL OChief Lovemark Officer
224
Passion is to Lovemarks as Emotion is to
Dreamketing
225
Up Up Up Up the Value-added Ladder.
226
Ladder.2007 4 of 7! Lovemark Dreams Come
True Spellbinding ExperiencesGamechanging
SolutionsServicesGoodsRaw Materials
227
New (4 of 7) Value-added Ladder Plays to
Womens Inherent Strengths! Lovemark/F Dreams
Come True/F Spellbinding Experiences/FGamechangi
ng Solutions/FServices/FGoods/MRaw Materials/M
228
EXCELLENCE. DOES MATTER MATTER
229
What Isnt Matter Is What Matters section
title Branded Nation The Marketing of
Megachurch College Inc. and Museumworld James
Twitchell
230
VA Teaching MomentAndy pointed to a molding
about halfway up the wall
231
The Boot and TimberlandThe Tomato/ Farmer
and Campbells
232
Ladder.2007 4 of 7! Lovemark Dreams Come
True Spellbinding ExperiencesGamechanging
SolutionsServicesGoodsRaw Materials
233
EXCELLENCE.NEW VALUE EQUATION. NEW
C-levels.
234
C.E.O. to C.D.O.
235
CROChief Revenue Officer
236
CXOChief eXperience Officer
237
CDMChief Dream Merchant
238
CFOChief Festivals Officer
239
CPIChief Portal Impresario
240
C Ww MChief WikiWorld Maniac
241
CCOChief Conversations Officer
242
CL OChief Lovemark Officer
243
CSOChief Seduction Officer
244
CSTOChief Storytelling Officer
245
CD OChief Design Officer
246
CtaOChief talent acquisition Officer
247
CFAOChief freaks acquisition Officer
248
CQOChief quest-meister
249
CTOChief Thrills Officer
250
CWOChief WOW Officer
251
CDo Chief DESTRUCTION
Officer
252
CTR oChief Transcendence Officer
253
C!OChief ! Officer
254
Part fourvalue added/new markets
255
NEW MARKETS.
256
E-nor-mous Strat-eg-ic opp-or-tun-ity
257
women.BOOMERS.GEEZERS.
258
Amazon Reviewer Trends TP-MB book is old
news! (1 of 5 stars)TP Repeating it doesnt
make it old. It aint old if it hasnt been
implemented!
259
What the hell do I have to do to make my
pointTom Peters/10.10.2006
260
The Copenhagen (Self) Pact re This
TopicEarly!Loud!Repetitive!Aggressive!
Unfriendly!/rude!/ insulting!
261
ObjectionsDont believe the DATADont believe
the ENORMITY of the opportunityDont believe
the UBIQUITY of the opportunityThink they GET
ITSee it as an InitiativeFlies in the face
of CONVENTIONAL MARKETING WISDOMDont see it as
THE ESSENCE OF STRATEGIC POSITIONINGFail to
understand-TAKE FULL ADVANTAGE Everything must
be changed (Its a Culture issue)Look at it
analytically miss the need for
OBSESSIONSubconsciously threatened!!Occasion
to make JOKES
262
women.BOOMERS.GEEZERS.
263
EXCELLENCE. AARGH.
264
2005
265
Good Thinking Guys!Kodak Sharpens Digital
Focus On Its Best Customers Women Page 1
Headline/WSJ/0705
266
women.BOOMERS.GEEZERS.
267
Just Say No. Men
268
Forget China India and the Internet Economic
Growth Is Driven by Women. Headline Economist
April 15 2006 Leader page 14
269
Womens TrifectaBuy WealthLead
ECLIPSE OF MALES (Old/Retire Young/Poorly
educated)
270
Not Just America Boys Falling Seven Years
Behind Girls at GCSE Level headline Weekly
Telegraph UK 10.25.06
271
Fred Reichhelds The Ultimate Question
Customer satisfaction is best measured by one
simple question how likely are you to recommend
______ to a friend Net Promoter Score
272
Girls are the new boys.Source The Daily
Mail 0425.2007 Why todays women want a girl
273
New World New Girl PowerNot long ago I was
talking with a group of girls at Greenfield High
in northern New Jersey about Mary Piphers
bestselling book Reviving Ophelia. The girls
reaction to Ophelia was one of confusion. They
disagreed with the books premisethat 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
theyre pretty much losers. Were 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
274
Women are the majority market Fara
Warner/The Power of the Purse
275
Home Furnishings 94Vacations 92
(Adventure Travel 70/ 55B travel
equipment)Houses 91D.I.Y. (major home
projects) 80Consumer Electronics 51 (66
home computers) Cars 68 (90)All consumer
purchases 83 Bank Account 89Household
investment decisions 67Small business
loans/biz starts 70Health Care 80
276
1970-1998Mens median income 0.6Womens
median income 63Source Martha Barletta
Marketing to Women
277
WomenHousehold
spending 80Investment decisions 53Home
improvement purchase decisions 80New cars
60Computers 60Managers and professionals
overall 51New 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)
278
USA/F.Stats Short n (Very) Sweetgt50 of stock
ownership 13T total wealth (2X in 15
years)gt7T consumer biz spending (gt50 GDP gt
Japan GDP) gt80 consumer spdg (Consumer 70
all spdg) 57 BA degrees (2002) ed social
strata no wage gap60 Internet users gt50
primary users of electronic equipmentgt50 biz
tripsWimBiz Employees gt F500 10M 33 all US
BizPay from 62 in 1980 to 80 today equal if
education social status etc are equal60
work 46M (divorced widowed never
married)Source Fara Warner The Power of the
Purse
279
Women gt 50 of Household Income in gt50 of
households. In 48 of the 55 of
households/married couples women provide gt50 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 gt600K 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 gt80 consumer purchases
businesswomen make gt90 of household purchasing
decisions. Women 70 of travel decisions
purchase 57 of consumer electronics write 80
of personal checks purchase gt50 of cars
(primary influence gt80). Source Dont Think
Pink What Really Makes Women Buyand How to
Increase Your Share of This Crucial Market Lisa
Johnson Andrea Learned
280
Internet users 60 manage their lives and
the lives of their families Kelley Mooney
president Resource InteractiveSource Fara
Warner The Power of the Purse
281
The 91 Factor! More than 9 in 10 women age 35
- 49 say they either make or at least equally
influence their household purc