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1 NOTE To appreciate this presentation you need MicrosoftWord FONTS Showcard Gothic Ravie 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!
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Repeat with a new selection
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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 (No Transcript) 211 (No Transcript) 212 (No Transcript) 213 (No Transcript) 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
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