Tom Peters Seminar2001 We Are in a Brawl with No Rules! SOCAP/New Orleans/10.29.2001

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Tom Peters Seminar2001 We Are in a Brawl with No Rules! SOCAP/New Orleans/10.29.2001

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Title: Tom Peters Seminar2001 We Are in a Brawl with No Rules! SOCAP/New Orleans/10.29.2001


1
Tom Peters Seminar2001 We Are in a Brawl with
No Rules!SOCAP/New Orleans/10.29.2001
2
There will be more confusion in the business
world in the next decade than in any decade in
history. And the current pace of change will only
accelerate.Steve Case
3
Uncertainty We dont know when things will get
back to normal.Ambiguity We no longer know
what normal means.
4
BMcC (1) Hierarchy vs. Network organization.
(2) NWO Doctrine as center of gravity/source
of motivation distributed support
decision-makinglargely self-organizing outside
the military sphere.
5
From Weapon v. Weapon To
Org structure v. Org structure
6
Our military structure today is essentially one
developed and designed by Napoleon.Admiral
Bill Owens, former Vice Chairman, Joint Chiefs of
Staff
7
lt1000A.D. paradigm shift 1000s of years1000
100 years for paradigm shift1800s gt prior 900
years1900s 1st 20 years gt 1800s2000 10 years
for paradigm shift 21st century 1000X tech
change than 20th century (the Singularity, a
merger between humans and computers that is so
rapid and profound it represents a rupture in the
fabric of human history)Ray Kurzweil, talk
april2001
8
Unless mankind redesigns itself by changing our
DNA through altering our genetic makeup,
computer-generated robots will take over the
world. Stephen Hawking, in the German magazine
Focus
9
StructurePart I Brand InsidePart II Brand
OutsidePart III Brand Leadership
10
All Slides Available at tompeters.comNote
Lavender text in this file is a link.
11
Part I Brand InsidePart II Brand OutsidePart
III Brand Leadership
12
Forces _at_ Work IThe Destruction Imperative!
13
Forbes100 from 1917 to 1987 39 members of the
Class of 17 were alive in 87 18 are in 87
F100 the 18 F100 survivors underperformed the
market by 20 just 2 (2), GE Kodak,
outperformed the market from 1917 to 1987.SP
500 from 1957 to 1997 74 members of the Class of
57 were alive in 97 12 (2.4) of 500
outperformed the market from 1957 to
1997.Source Dick Foster Sarah Kaplan,
Creative Destruction Why Companies That Are
Built to Last Underperform the Market
14
Good management was the most powerful reason
leading firms failed to stay atop their
industries. Precisely because these firms
listened to their customers, invested
aggressively in technologies that would provide
their customers more and better products of the
sort they wanted, and because they carefully
studied market trends and systematically
allocated investment capital to innovations that
promised the best returns, they lost their
positions of leadership.Clayton Christensen,
The Innovators Dilemma
15
Brand InsideBrand Org Lean, Linked,
Internet-driven, Virtual
16
White Collar Revolution!
17
108 X 5vs. 8 X 1 540 vs. 8 (-98.5)
18
The Pincer 51. Destructive
entrepreneurs/ Global Competition2. White
Collar Robots3. THE INTERNET! E.g. GM
Ford DaimlerChrysler4. Global Outsourcing
E.g. India, Mexico5. Speed!!
19
Automation75 of what we do 40 expert
decision rules!
20
IBMs Project eLiza!
21
The Pincer 51. Destructive
entrepreneurs/ Global Competition2. White
Collar Robots3. THE INTERNET! E.g. GM
Ford DaimlerChrysler4. Global Outsourcing
E.g. India, Mexico5. Speed!!
22
Brand InsideBrand Work The Professional
Service Firm Model
23
So what will be the Basic Building Block of the
New Org?
24
Every job done in W.C.W. is also done outside
for profit!
25
Answer PSF!Professional Service
FirmDepartment Head to Managing Partner,
HR IS, etc. Inc.
26
eHR/PCCAll HR on the WebProductivity
Consulting CenterSource E-HR A Walk through a
21st Century HR Department, John Sullivan, IHRIM
27
(1) Translate departmental affairs
into discrete W.W.P.F. Products.(2) 100
go on the Web.(3) Non-awesome are
outsourced (75??).(4) Remaining Centers of
Excellence are retained leveraged to
the hilt!
28
Brand InsideThe Heart of the Value Creation
Revolution PSF Unbound!
29
09.11.2000 HP bids 18,000,000,000for
PricewaterhouseCoopersconsulting business!
30
These days, building the best server isnt
enough. Thats the price of entry.Ann
Livermore, Hewlett-Packard
31
HP Sun GE IBM UPS UTC General Mills
Springs Anheuser-Busch Carpet One Delphi
Etc. Etc.
32
We want to be the air traffic controllers of
electrons.Bob Nardelli, GE Power Systems
33
Customer Satisfaction to Customer
SuccessWere getting better at Six Sigma
every day. But we really need to think about the
customers profitability. Are customers bottom
lines really benefiting from what we provide
them?Bob Nardelli, GE Power Systems
34
GEs Six Sigma ApproachOld view Out of
service 9 days. 4 days are transport, which is
client responsibility.New view ALL 9 DAYS ARE
OUR RESPONSIBILITY! Why? 9 days Clients
World.Source Steve Kerr, VP, GE
35
UPS wants to take over the sweet spot in the
endless loop of goods, information and capital
that all the packages it moves
represent.ecompany.com/06.01 (E.g., UPS
Logistics manages the logistics of 4.5M Ford
vehicles, from 21 mfg. sites to 6,000 NA dealers)
36
New Springs TurnkeyCollections.Flexible
sourcing.Packaging.Merchandising.Promotion.Sys
tems Site mgt.
37
Problem Everybody is going after the same space!
38
Brand InsideBrand You Distinct or Extinct
39
If there is nothing very special about your
work, no matter how hard you apply yourself, you
wont get noticed, and that increasingly means
you wont get paid much either.Michael
Goldhaber, Wired
40
Minimum New Work SurvivalSkillsKit2001MasteryRo
lodex Obsession (vert. to horiz.
loyalty)Entrepreneurial InstinctCEO/Leader/Bus
inessperson/CloserMistress of ImprovSense of
HumorIntense Appetite for TechnologyGroveling
Before the YoungEmbracing MarketingPassion
for Renewal
41
Sams Secret 1!
42
Minimum New Work SurvivalSkillsKit2001MasteryRo
lodex Obsession (vert. to horiz.
loyalty)Entrepreneurial InstinctCEO/Leader/Bus
inessperson/CloserMistress of ImprovSense of
HumorIntense Appetite for TechnologyGroveling
Before the YoungEmbracing MarketingPassion
for Renewal
43
Invent. Reinvent. Repeat.Source HP banner ad
44
Brand InsideRedefining the Work Itself The WOW
Project
45
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
46
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
47
Language matters! Wow! BHAG! Takes your breath
away!
48
Brand InsideBrand ActionGetting Started a
Personal Perspective
49
The following slide begins the Boss-Free
Implementation of Stuff That Matters Section.
The slides in this section are heavily
annotated.Use Normal or Notes Page View to
access the notes.
50
Worlds Biggest Waste Selling Up
51
THE IDEA Model F4 Find a Fellow Freak Faraway
52
Heart of the MatterF2F!/K2K!/1_at_T/R.F!A.Fre
ak to Freak/Kook to Kook/One at a Time/
Ready.Fire!Aim.
53
Brand InsideBrand Talent The Great War for
Talent
54
When land was the scarce resource, nations
battled over it. The same is happening now for
talented people.Stan Davis Christopher
Meyer, futureWEALTH
55
The Talent Ten
56
1. ObsessionP.O.T. All ConsumingPursuit
of Talent
57
Model 24/7 Sports Franchise GM
58
2. GreatnessOnly The Best!
59
From 1, 2 or youre out JW to Best
Talent in each industry segment to build best
proprietary intangibles EMSource Ed
Michaels, War for Talent (05.17.00)
60
3. PerformanceUp or out!
61
We believe companies can increase their market
cap 50 percent in 3 years. Steve Macadam at
Georgia-Pacific changed 20 of his 40 box plant
managers to put more talented, higher paid
managers in charge. He increased profitability
from 25 million to 80 million in 2 years.Ed
Michaels, War for Talent (05.17.00)
62
Message Some people are better than other
people. Some people are a helluva lot better than
other people.
63
4. PayFork Over!
64
Top performing companies are two to four times
more likely than the rest to pay what it takes to
prevent losing top performers.Ed Michaels,
War for Talent (05.17.00)
65
What gets measured gets done. What gets paid
for gets done more. What gets paid a lot for
gets done a lot more.
66
5. Youth Grovel Before the Young!
67
Why focus on these late teens and
twenty-somethings? Because they are the first
young who are both in a position to change the
world, and are actually doing so. For the first
time in history, children are more comfortable,
knowledgeable and literate than their parents
about an innovation central to society. The
Internet has triggered the first industrial
revolution in history to be led by the
young.The Economist 12/2000
68
6. DiversityMess Rules!
69
Diversity defines the health and wealth of
nations in a new century. Mighty is the mongrel.
The hybrid is hip. The impure, the mélange, the
adulterated, the blemished, the rough, the
black-and-blue, the mix-and-match these people
are inheriting the earth. Mixing is the new norm.
Mixing trumps isolation. It spawns creativity,
nourishes the human spirit, spurs economic
growth and empowers nations.G. Pascal
Zachary, The Global Me New Cosmopolitans and the
Competitive Edge
70
7. WomenBorn to Lead!
71
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measureTitle, Special Report,
Business Week, 11.20.00
72
The New Economy Shout goodbye to command and
control!Shout goodbye to hierarchy!Shout
goodbye to knowing ones place!
73
Womens Strengths Match New Economy Imperatives
Link rather than rank workers favor
interactive-collaborative leadership style
empowerment beats top-down decision making
sustain fruitful collaborations comfortable with
sharing information see redistribution of power
as victory, not surrender favor
multi-dimensional feedback value technical
interpersonal skills, individual group
contributions equally readily accept ambiguity
honor intuition as well as pure rationality
inherently flexible appreciate cultural
diversitySource Judy B. Rosener, Americas
Competitive Secret
74
Boys are trained in a way that will make them
irrelevant.Phil Slater
75
63 of 2,500 top earners in F5008 Big 5
partners 14 partners at top 250 law firms43
new med students 26 med faculty 7
deansSource Susan Estrich, Sex and Power
76
Encouraging signs CEO, HP. CEO, eBay. CEO, Avon.
CEO, Mirant. CEO, Xerox. President,
Pharmaceutical Group, Pfizer. President, Chevron
Products. Co-CEO, Kraft. President, PepsiCo. CEO,
Ogilvy Mather. COO, Enron Americas. COO,
Colgate-Palmolive. President, Southwest Airlines.
77
8. WeirdThe Cracked Ones Let in the Light!
78
The Cracked Ones Let in the LightOur business
needs a massive transfusion of talent, and
talent, I believe, is most likely to be found
among non-conformists, dissenters and
rebels.David Ogilvy
79
Are there enough weird people in the lab these
days?V. Chmn., pharmaceutical house, to a lab
director (06.01)
80
9. OpportunityMake It an Adventure!
81
H.R. to H.E.D. ???Human
Enablement Department
82
10. Leading GeniusWe are all unique!
83
Beware Lurking HR Types One size NEVER fits
all. One size fits one. Period.
84
48 Players 48 Projects 48 different success
measures
85
MantraM3Talent Brand
86
Whats your companys EVP?Employee Value
Proposition, per Ed Michaels et al., The War for
Talent
87
EVP Challenge, professional growth, respect,
satisfaction, opportunity, rewardSource Ed
Michaels et al., The War for Talent
88
Brand InsideReprise THINK WEIRD The High
Standard Deviation Enterprise
89
Saviors-in-WaitingDisgruntled
CustomersOff-the-Scope CompetitorsRogue
EmployeesFringe SuppliersWayne Burkan, Wide
Angle Vision Beat the Competition by Focusing on
Fringe Competitors, Lost Customers, and Rogue
Employees
90
CUSTOMERS Future-defining customers may account
for only 2 to 3 of your total, but they
represent a crucial window on the
future.Adrian Slywotzky, Mercer Consultants
91
COMPETITORS The best swordsman in the world
doesnt need to fear the second best swordsman in
the world no, the person for him to be afraid of
is some ignorant antagonist who has never had a
sword in his hand before he doesnt do the thing
he ought to do, and so the expert isnt prepared
for him he does the thing he ought not to do and
often it catches the expert out and ends him on
the spot. Mark Twain
92
Employees Are there enough weird people in the
lab these days?V. Chmn., pharmaceutical house,
to a lab director (06.01)
93
Suppliers There is an ominous downside to
strategic supplier relationships. An SSR supplier
is not likely to function as any more than a
mirror to your organization. Fringe suppliers
that offer innovative business practices need not
apply. Wayne Burkan, Wide Angle Vision Beat
the Competition by Focusing on Fringe
Competitors, Lost Customers, and Rogue Employees
94
The Top Creators of Shareholder ValueAccept
depressed earnings for several quarters to
support hot productExpense rather than
capitalize new venture costsBonuses without
caps
Source Fortune (09.17.201)
95
Message TAKE SOMEONE NEW WEIRD TO LUNCH TODAY
OR TOMORROW. Inundate yourself with weird.
96
Part I Brand InsidePart II Brand OutsidePart
III Brand Leadership
97
Forces _at_ Work IIThe Sameness Trap
98
Quality Not Enough!While everything may be
better, it is also increasingly the same.Paul
Goldberger on retail, The Sameness of Things,
The New York Times
99
We make over three new product announcements a
day. Can you remember them? Our customers
cant!Carly Fiorina
100
The surplus society has a surplus of similar
companies, employing similar people, with similar
educational backgrounds, working in similar jobs,
coming up with similar ideas, producing similar
things, with similar prices and similar
quality.Kjell Nordstrom and Jonas
Ridderstrale, Funky Business
101
Companies have defined so much best practice
that they are now more or less identical.Jesper
Kunde, A Unique Moment
102
10X/10X
103
Brand OutsideStrategy 1AUse E-Commerce to
Re-invent Everything!
104
Dells OptiPlex FacilityBig Job 6 to 8
hours.(80,000 per day)Parts Inventory 100
square feet.
105
Cisco!90 of 20B (50M/day)Annual savings
in service and support from customer
self-management 550M (P.S. C.Sat e gtgt C.Sat h)
106
Secret Cisco Community!Customer Engineer
Chat Rooms/Collaborative Design (1B free
consulting) (45,000 customer problems a week
solved via customer collaboration)
107
Welcome to D.I.Y. Nation Changes in business
processes will emphasize self service. Your costs
as a business go down and perceived service
goes up because customers are conducting it
themselves. Ray Lane, Oracle
108
Psych 101 Strongest Force on Earth?My need to
be in perceived control of my universe!
109
WebWorld Everything Web as a way to run your
businesss innardsWeb as connector for your
entire supply-demand chain Web as spiders web
which re-conceives the industryWeb/B2B as
ultimate wake-up call to commodity
producersWeb as the scourge of slack,
inefficiency, sloth, bureaucracy, poor customer
dataWeb as an Encompassing Way of LifeWeb
Everything (P.D. to after-sales)Web forces you
to focus on what you do bestWeb as entrée, at
any size, to Worlds Best at Everything as next
door neighbor
110
Message eCommerce is not a technology play! It
is a relationship, partnership, organizational
and communications play, made possible by new
technologies.
111
Message There is no such thing as an effective
B2B or Internet-supply chain strategy in a
low-trust, bottlenecked-communication, six-layer
organization.
112
Ebusiness is about rebuilding the organization
from the ground up. Most companies today are not
built to exploit the Internet. Their business
processes, their approvals, their hierarchies,
the number of people they employ all of that is
wrong for running an ebusiness.Ray Lane,
Kleiner Perkins
113
Theres no use trying, said Alice. One cant
believe impossible things. I daresay you
havent had much practice, said the Queen. When
I was your age, I always did it for half an hour
a day. Why, sometimes Ive believed as many as
six impossible things before breakfast.Lewis
Carroll
114
Inet allows you to dream dreams you could
never have dreamed before!
115
Case CRM
116
UBIQUITY! Its the cars, not the tires, that
squeal NYT/Circuits/10.25.01) E-ZPass (6M in
NE), tests with McDs, gas stations and parking
lots next. OnStar (GM/1.5M). Plus black
boxes, GPS (the case of the 450 ticket), CA
smog offenders.
117
CRM has, almost universally, failed to live up
to expectations. --Butler Group (UK)
118
No! No! No! FT The aim of CRM is to make
customers feel as they did in the pre-electronic
age when service was more personal. Rebuttal
(1) Service sucked in the pre-electronic age.
(2) NewGen believes in the screen! (So do I.)
119
One Persons OpinionTP to reporter Service
is MUCH better! Would you go back to bank
tellers and phone operators? Value that I place
on a smile 3 on a scale of 10. Value I place
on fast accurate digital response 11 on a
scale of 10!!
120
M. Rogers -5 defections 25 to 85 profit.
Lose 15 to 35 p.a. 69 defect as a result
of lousy sales or service experience. (QBut is
this the point???? A Yes. No.)
121
CGEY (Paul Cole) Pleasant Transaction vs.
Systemic Opportunity. Better job of what we do
today vs. Re-think overall enterprise strategy.
122
Customer Service is DEAD.One-to-One is
DEAD.Welcome to ??????? We live together in
seamless-responsive harmony with all Members of
the Value Chain. We Create together. We Fulfill
together. We Learn together. We Adjust together.
All old categories which imply separation and
linearity and hierarchy and do-it-to-themism
must die.
123
Inet allows you to dream dreams you could
never have dreamed before!
124
Message CRM Madness 600 CRM vendors. ???
Do it all or do something. Past
over-invest in low-value customers. Idea
better experience, not off-load work to customer.
Relationship f(dialogue knowledge
duration). Key new attitudes, DESTRUCTION of
functional barriers to info action.
125
Brand OutsideStrategy 1BEmbracing an e-Led
Age of Self-Determination
126
Parents, doctors, stockbrokers, even military
leaders are starting to lose the authority they
once had. There are all these roles premised on
access to privileged information. What we are
witnessing is a collapse of that advantage,
prestige and authority.Michael Lewis, next
127
Anne Busquet/ American ExpressNot Age of the
InternetIs Age of Customer Control
128
Amen!The Age of the Never Satisfied
CustomerRegis McKenna
129
Impact 1 Healthcare
130
HealthCare2001Consumerism X Demographics X
IS/Internet X Info Consolidators X Genetics
Devices YIKES!
131
1. Consumerism (Patient-centric Healthcare)
132
A seismic shift is underway in healthcare. The
Internet is delivering vast knowledge and new
choices to consumersraising their expectations
and, in many cases, handing them the controls.
Healthcare consumers are driving radical,
fundamental change.Deloitte Research, Winning
the Loyalty of the eHealth Consumer
133
Consumer ImperativesChoiceControl (Self-care,
Self-management)Shared Medical
Decision-makingCustomer ServiceInformationBrand
ingSource Institute for the Future
134
Consumerism HMO backlash (e.g., plans with
more choice). Alternative Medicine, Wellness
Prevention. Info availability (disease, health,
docs, support groups, outcomes). Self-care
(chronic disease). High expectations (genetics,
etc.) Boomers (see below).
135
He shook me up. He put his hand on my shoulder,
and simply said, Old friend, you have got to
take charge of your own medical care.
Hamilton Jordan, No Such Thing as a Bad Day
(on a conversation with a doctor pal, following
Jordans cancer diagnosis)
136
Savior for the Sickvs. Partner for Good
Health Source NPR/VPR 08.15.00
137
2. Demographics The BOOMERS Reach 55!
138
Boomer WorldFrom jogging to plastic surgery,
from vegetarian diets to Viagra, they are
fighting to preserve their youth and defy the
effects of gravity.M.W.C. Howgill, Healthcare
Consumerism, the Information Revolution and
Branding
139
Message Boomer (1) There are l-o-t-s of us.
(2) We have the . (3) Were/Im in
charge! (4) Well take no guff from anyone.
(5) We know the emperor has no clothes.
140
3. The IS/Web REVOLUTION
141
Henry Lowe, U. of Pitt. School of Medicine
Broadband, Internet-based, multimedia
electronic medical records
142
Were in the Internet age, and the average
patient cant email their doctor.Donald
Berwick, Harvard Med School
143
Without being disrespectful, I consider the U.S.
healthcare delivery system the largest cottage
industry in the world. There are virtually no
performance measurements and no standards. Trying
to measure performance is the next revolution
in healthcare.Richard Huber, former CEO, Aetna
144
As unsettling as the prevalence of inappropriate
care is the enormous amount of what can only be
called ignorant care. A surprising 85 of
everyday medical treatments have never been
scientifically validated. For instance, when
family practitioners in Washington were queried
about treating a simple urinary tract infection,
82 physicians came up with an extraordinary 137
strategies.Demanding Medical Excellence
Doctors and Accountability in the Information
Age, Michael Millenson
145
In health care, geography is destiny.Dartmouth
Medical School 1996 report, from Demanding
Medical Excellence Doctors and Accountability in
the Information Age, Michael Millenson
146
Practice variation is not caused by bad or
ignorant doctors. Rather, it is a natural
consequence of a system that systematically
tracks neither its processes nor its outcomes,
preferring to presume that good facilities, good
intentions and good training lead automatically
to good results. Providers remain more
comfortable with the habits of a guild, where
each craftsman trusts his fellows, than with the
demands of the information age.Michael
Millenson, Demanding Medical Excellence
147
CDC 1998 90,000 killed and 2,000,000 injured
from nosocomial hospital-caused drug errors
infections
148
Tufts Health to issue doctor report cards
Boston Globe 10.25.2001
149
Patient by patient, problem by problemdrug
reactions, hospital caused infectionsSalt Lake
Citys LDS Hospital has attacked treatment-caused
injuries and deaths. One of the secrets of LDSs
success is a custom-built clinical computer
system that may serve as a national model for how
to save patient lives.Demanding Medical
Excellence Doctors and Accountability in the
Information Age, Michael Millenson
150
4. Information Consolidators The Network Maestros
151
America has twice as many hospitals and
physicians as it needs.Med Inc., Sandy Lutz,
Woodrin Grossman John Bigalke
152
WebMD (or heirs assigns)
153
5. Genetics Devices
154
Recognizing that a single misspelled gene means
the difference between being poisoned and being
cured was the first victory for the new science
of pharmacogenetics.Newsweek (06.25.01)
155
Pharmacogenomics could fundamentally change the
nature of drug discovery and marketing, rendering
obsolete the pharmaceutical industrys practice
of spending vast amounts of time and money to
craft a single medicine with mass-market
appeal.The Industry Standard (05.28.01)
156
There is no question in my mind that the future
of heart surgery is in robotics.Dr. Robert
Michler, OSU Med Center, upon the FDAs approval
of robotic partial-bypass surgery
157
Golden Age of Patient-centric, Genetics-driven
Healthcare Looms! Current status 1.3T. 70M
uninsured. 90K killed and 2M injured p.a. in
hospitals. 85 treatments unproven. Cure depends
on locale in which treated. 50 prescriptions
not work. 2X docs. 2X hospitals. IS primitive.
Accountability measurement nil. And everybodys
mad and feels powerless docs, patients, nurses,
insurers, employers, hospital administrators and
staff.
158
Message Embrace R R radical and rapid Change
or Become Historys Footnote
159
Brand OutsideStrategy 2AWomen Rule!
160
?????????Home Furnishings 94Vacations
92Houses 91Consumer Electronics 51 Cars
60 (90)All consumer purchases 83 Bank
Account 89Health Care 80
161
????80
162
Riding Lawnmowers
163
2/3rds working women/50 working wives gt
5080 checks61 bills53 stock (mutual fund
boom)43 gt 500K95 financial decisions/ 29
single handed
164
4.8T gt Japan9M/27.5M/3.6T gt Germany
165
Yeow!1970 12002 50
166
OPPORTUNITY NO. 1! No shit!
167
Carol Gilligan/ In a Different VoiceMen Get
away from authority, familyWomen ConnectMen
Self-orientedWomen Other-orientedMen
RightsWomen Responsibilities
168
FemaleThink/ PopcornMen and women dont think
the same way, dont communicate the same way,
dont buy for the same reasons.He simply
wants the transaction to take place. Shes
interested in creating a relationship. Every
place women go, they make connections.
169
Men seem like loose cannons. Men always move
faster through a stores aisles. Men spend less
time looking. They usually dont like asking
where things are. Youll see a man move
impatiently through a store to the section he
wants, pick something up, and then, almost
abruptly hes ready to buy. For a man,
ignoring the price tag is almost a sign of
virility.Paco Underhill, Why We Buy (Buy
this book!)
170
Read This Barbara Allan Peases Why Men Dont
Listen Women Cant Read Maps
171
It is obvious to a woman when another woman is
upset, while a man generally has to physically
witness tears or a temper tantrum or be slapped
in the face before he even has a clue that
anything is going on. Like most female mammals,
women are equipped with far more finely tuned
sensory skills than men. Barbara Allan
Pease, Why Men Dont Listen Women Cant Read
Maps
172
Resting State 30, 90 A woman knows her
childrens friends, hopes, dreams, romances,
secret fears, what they are thinking, how they
are feeling. Men are vaguely aware of some short
people also living in the house.Barbara
Allan Pease, Why Men Dont Listen Women Cant
Read Maps
173
As a hunter, a man needed vision that would
allow him to zero in on targets in the distance
whereas a woman needed eyes to allow a wide arc
of vision so that she could monitor any predators
sneaking up on the nest. This is why modern men
can find their way effortlessly to a distant pub,
but can never find things in fridges, cupboards
or drawers.Barbara Allan Pease, Why Men
Dont Listen Women Cant Read Maps
174
Female hearing advantage contributes
significantly to what is called womens
intuition and is one of the reasons why a woman
can read between the lines of what people say.
Men, however, shouldnt despair. They are
excellent at imitating animal sounds.Barbara
Allan Pease, Why Men Dont Listen Women Cant
Read Maps
175
Read This Book EVEolution The Eight Truths
of Marketing to WomenFaith Popcorn Lys
Marigold
176
EVEolution Truth No. 1Connecting Your Female
Consumers to Each Other Connects Them to Your
Brand
177
The Connection Proclivity in women starts
early. When asked, How was school today? a girl
usually tells her mother every detail of what
happened, while a boy might grunt, Fine.
EVEolution
178
Women dont buy brands. They join
them.EVEolution
179
Not!!Year of the Woman
180
Enterprise Reinvention!RecruitingHiring/Rewardi
ng/PromotingStructure ProcessesMeasurementStra
tegyCulture VisionLeadershipTHE BRAND ITSELF!
181
Honey, are you sure you have the kind of money
it takes to be looking at a car like this?
182
27 March 2000 email to TP from Shelley Rae
Norbeck I make 1/3rd more money than my
husband does. I have as much financial pull in
the relationship as he does. Id say this is also
true of most of my women friends. Someone should
wake up, smell the coffee and kiss our asses long
enough to sell us something! We have money to
spend and nobody wants it!
183
STATEMENT OF PHILOSOPHY I am a businessperson.
An analyst. A pragmatist. The enormous social
good of increased womens power is clear to me
but it is not my bailiwick. My game is
haranguing business leaders about my fact-based
conviction that womens increasing power
leadership skills and purchasing power is the
strongest and most dynamic force at work in the
American economy today. Dare I say it as a
long-time Palo Alto resident THIS IS EVEN
BIGGER THAN THE INTERNET!Tom Peters
184
If we are single, they say we couldnt catch a
man. If we are married, they say we are
neglecting him. If we are divorced, they say we
couldnt keep him. If we are widowed, they say
we killed him.Kathleen Brown, on the joys of
female political candidacy
185
Ad from Furniture /Today (04.01)MEET WITH THE
EXPERTS! How Retailings Most Successful Stay
that WayPresenting Experts M 16F ??
(94 272)
186
0
187
The Furniture Industry
doesnt understand BRANDINGdoesnt understand
FASHIONdoesnt understand WOMENdoesnt
understand SPEED RESPONSIVENESS
VALUE-ADDED SERVICESdoesnt
understand EXCITING RETAIL
PRESENTATION
EXPERIENCE MARKETING. And is run
by old, conservative white guys who dont even
understand what they dont understand.
188
Prescription SHE is the Consumer.
(PERIOD.)SHE is the Brand. (PERIOD.)75 women
designers (Men CANNOT design for women.
PERIOD.)75 women reps.Cool retail spaces in
high-rent districts (à la Ethan Allen).Match
furniture with accessories i.e., create an
experience.FOCUS ON RELATIONSHIPS-FOR-LIFE,
not transactions.
189
Brand OutsideStrategy 2BWelcome to Old
World!
190
Age Power will rule the 21st century, and we
are woefully unprepared.Ken Dychtwald, Age
Power How the 21st Century Will Be Ruled by the
New Old
191
Subject Marketers StupidityIts 18-44,
stupid!
192
Subject Marketers StupidityOr is it 18-44
is stupid, stupid!
193
2000-2010 Stats18-44 -155 21(55-64
47)
194
NOT ACTING THEIR AGE As Baby Boomers Zoom into
Retirement, Will America Ever Be the
Same?USNWR Cover/06.01
195
Member Growth 1987 199718 34 2635
49 6350 118Source IHRSA
196
Aging/ElderlyIm in charge!
197
507T wealth (70)/2T annual income50 all
discretionary spending79 own homes/40M credit
card users41 new cars/48 luxury610B
healthcare spending/74 prescription drugs5 of
advertising targetsKen Dychtwald, Age Power
How the 21st Century Will Be Ruled by the New Old
198
No Target MarketingYes Target Innovation
Target Delivery Systems
199
Brand OutsideStrategy 3ADesign Matters!
200
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
201
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
202
Design is WHAT WHY I LOVE. LOVE.
203
I LOVE my ZYLISS Garlic Peeler!
204
Design is WHY I GET MAD. MAD.
205
Wanted THE DESIGNER OF MY RADIO SHACK PHONE.
Major Reward!
206
Design is never neutral.
207
Hypothesis DESIGN is the principal difference
between love and hate!
208
THE BASE CASE I am a design fanatic.
Personally, though not artistic, Im a
cool-stuff guy. I love what I love and I hate
what I hate. Openly. But it goes much
further, far beyond the personal. Design has
become a professional obsession. I SIMPLY
BELIEVE THAT DESIGN PER SE IS THE PRINCIPAL
REASON FOR EMOTIONAL ATTACHMENT or detachment
RELATIVE TO A PRODUCT OR SERVICE OR EXPERIENCE.
Design, as I see it, is arguably the 1
determinant of whether a product-service-experienc
e stands out or doesnt. Furthermore, its one
of those things that damn few companies put
consistently on the front burner.
209
Message Men cannot design for womens needs.
Period.
210
Brand OutsideStrategy 3BIts the Experience!
211
Experiences are as distinct from services as
services are from goods.Joseph Pine James
Gilmore, The Experience Economy Work Is Theatre
Every Business a Stage
212
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
213
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
214
The Experience LadderExperiences
ServicesGoods Raw Materials
215
1940 Cake from flour, sugar (raw materials
economy) 1.00 1955 Cake from Cake
mix (goods economy) 2.00 1970
Bakery-made cake (service economy) 10.001990
Party _at_ Chuck E. Cheese (experience economy)
100.00
216
Message Experience is the Last 80P.S.
Experience applies to all work!
217
1940 Cake from flour, sugar (raw materials
economy) 1.00 1955 Cake from Cake
mix (goods economy) 2.00 1970
Bakery-made cake (service economy) 10.001990
Party _at_ Chuck E. Cheese (experience economy)
100.00
218
Bob Lutz (1) I see us as being in the art
business. Art, entertainment and mobile
sculpture, which, coincidentally, also happens to
provide transportation. (2) Focus groups can
be misleading. (What did you like about that
movie you just saw? Was there enough violence?
Was the car chase long enough?) (3) Design
must be Priority No. 1.Source NYT 10.19.01
219
Brand OutsideStrategy 4BRAND POWER!
220
WHO ARE YOU these days ?TP to Client
221
Most companies tend to equate branding with the
companys marketing. Design a new marketing
campaign and, voila, youre on course. They are
wrong. The task is much bigger. It is about
fulfilling our potential not about a new logo,
no matter how clever. WHAT IS MY MISSION IN
LIFE? WHAT DO I WANT TO CONVEY TO PEOPLE? HOW
DO I MAKE SURE THAT WHAT I HAVE TO OFFER THE
WORLD IS ACTUALLY UNIQUE? The brand has to give
of itself, the company has to give of itself, the
management has to give of itself. To put it
bluntly, it is a matter of whether or not you
want to be UNIQUE NOW.Jesper Kunde, A
Unique Moment
222
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
223
Brand Promise Exercise (1) Who Are WE?
(poem/novella/song, then 25 words.) (2) List
three ways in which we are UNIQUE to our
Clients. (3) Who are THEY (competitors)? (ID, 25
words.) (4) List 3 distinct us/them
differences. (5) Try results on your
teammates. (6) Try em on a friendly Client. (7)
Big Enchilada Try em on a skeptical Client!
224
1st Law Mktg Physics OVERT BENEFIT (Focus 1 or
2 gt 3 or 4/One Great Thing. Source 1
Personal Passion)2ND Law REAL REASON TO
BELIEVE (Stand Deliver!)3RD Law DRAMATIC
DIFFERENCE (Execs Dont Get It See the next
slide.)Source Jump Start Your Business Brain,
Doug Hall
225
2 QuestionsHow likely are you to purchase this
new product or service? (95 to 100 weighting
by execs)How unique is this new product or
service? (0 to 5)No exceptions in 20 years
Doug Hall, Jump Start Your Business Brain
226
The Heart of Branding
227
WHO ARE WE?
228
WHATS OUR STORY?
229
EXACTLY HOW ARE WE DRAMATICALLY DIFFERENT?
230
WHY DOES IT MATTER TO THE CLIENT?
231
EXACTLY HOW DO I PASSIONATELY CONVEY THAT
DIFFERENCE TO THE CLIENT
232
Part I Brand InsidePart II Brand OutsidePart
III Brand Leadership
233
The Leadership50Leading in Totally Screwed Up
Times
234
The Leadership50
235
1. Leaders Cede Control.
236
I dont know.
237
1A. Leaders Try Not to Screw Things Up
238
Ninety percent of what we call management
consists of actions that make it difficult for
people to get things done. P.D. My goal is
not to motivate them. Its to not de-motivate
em. N.D. fball coach
239
1B. Leadership Is a Mutual Discovery Process.
240
I am inalterably opposed to organization
change, empowerment, motivation. The goal
to awaken the latent talent already within, by
providing opportunities worthy of the
individuals investment of her or his most
precious resources time and emotional
commitment.
241
Leaders-Teachers Do Not Transform People!
Instead leaders-mentors-teachers (1) provide a
context which is marked by (2) access to a
luxuriant portfolio of meaningful opportunities
(projects) which (3) allow people to fully (and
safely, mostlycaveat they dont engage unless
theyre mad about something) express their
innate curiosity and (4) engage in a vigorous
discovery voyage (alone and in small teams,
assisted by an extensive self-constructed
network) by which those people (5) go to-create
places they (and their mentors-teachers-leaders)
had never dreamed existedand then the
leaders-mentors-teachers (6) applaud like hell,
stage photo-ops, and ring the church bells 100
times to commemorate the bravery of their
followers explorations!
242
2. Great Leaders on Snorting Steeds Are Important
but Great Managers/Talent Developers (Type I
Leadership) are the Bedrock of Organizations that
Perform Over the Long Haul.
243
25/8/53
244
Whoops Jack didnt have a vision!
245
2A. Just One Great Leading Great Mentoring.
246
T.A. 3
247
Goal of the Year No. 1 Find-Develop-Mentor ONE
Extraordinary Person.CEO, large financial
advisory firm, April 2001
248
3. But Then Again, There Are Times When This
Cult of Personality (Type II Leadership) Stuff
Actually Works!
249
A leader is a dealer in hope.Napoleon
250
4. Find the Businesspeople! (Type III
Leadership)
251
I.P.M. (Inspired Profit Mechanic)
252
4A. All Organizations Need the Golden Leadership
Triangle.
253
The Golden Leadership Triangle (1)
Creator-Inventor-Visionary (2) Talent Fanatic
(3) Inspired Profit Mechanic.
254
5. Leadership Mantra 1 IT ALL DEPENDS!
255
Renaissance Men are a snare, a myth, a delusion!
256
6. The Leader Is Rarely/Never the Best Performer.
257
33 Division Titles. 26 League Pennants. 14 World
Series Earl Weaver0. Tom Kelly0. Jim
Leyland0. Walter Alston1AB. Tony LaRussa132
games, 6 seasons. Tommy LasordaP ,26 games.
Sparky Anderson1 season.
258
7. Leaders LOVE the MESS!
259
If things seem under control, youre just not
going fast enough.Mario Andretti
260
8. Leaders DO!
261
The Kotler Doctrine1965-1980
R.A.F.(Ready.Aim.Fire.)1980-1995
R.F.A.(Ready.Fire!Aim.)1995-????
F.F.F.(Fire!Fire!Fire!)
262
ISOE 1 A Bias for Action
263
8A. Leaders Re-do.
264
If Microsoft is good at anything, its avoiding
the trap of worrying about criticism. Microsoft
fails constantly. Theyre eviscerated in public
for lousy products. Yet they persist, through
version after version, until they get something
good enough. Then they leverage the power theyve
gained in other markets to enforce their
standard.Seth Godin, Zooming
265
8B. Leaders Are PLAYFUL.
266
You cant be a serious innovator unless and
until you are ready, willing and able to
seriously play. Serious play is not an
oxymoron it is the essence of innovation.Micha
el Schrage, Serious Play
267
Axiom Never trust a boss with no toys in
his/her office!
268
9. BUT Leaders Know When to Wait.
269
Tex Schramm The too hard box!
270
Axioms (1) Pick your battles carefully. (2)
Sometimes inaction promotes sorting out
preserves options.
271
10. Leaders DELIVER!
272
Leaders dont want to win. Leaders need to
win.49
273
10B. Leaders Are Optimists.
274
Half-full Cups Ronald Reagan radiated an
almost transcendent happiness.Lou Cannon,
George (08.2000)
275
11. BUT Leaders Are Realists/Leaders Win
Through LOGISTICS!
276
The Gus Imperative!
277
12. Leaders FOCUS!
278
To Dont List
279
Leaders dump the ones who brung em Nokia, HP,
3M, PerkinElmer, Corning, Enron, etc.
280
13. Leaders Trust in TRUST!
281
Credibility!
282
13A. Leaders Infuse the Dreaded-All Important
Evaluation Process with CREDIBILITY!
283
25 100
284
Talent-minded leaders (1) treat the evaluation
process strategically (2) invest enormous
amounts of personal time in it (to give it
credibility amass data) (3) depend on dialogue
plain English, not obscure, standardized
instruments.
285
14. Leaders Understand the Ultimate Power of
RELATIONSHIPS.
286
Women speak and hear a language of connection
and intimacy, and men speak and hear a language
of status and independence. Men communicate to
obtain information, establish their status, and
show independence. Women communicate to create
relationships, encourage interaction, and
exchange feelings.Judy Rosener, Americas
Competitive Secret
287
14B. Leaders Wire the Joint!
288
Winners wire. Losers are slaves to rank.
289
TAKE THIS QUICK QUIZ Who manages more things
at once? Who puts more effort into their
appearance? Who usually takes care of the
details? Who finds it easier to meet new
people? Who asks more questions in a
conversation? Who is a better listener? Who
has more interest in communication skills? Who
is more inclined to get involved? Who
encourages harmony and agreement? Who has
better intuition? Who works with a longer to
do list? Who enjoys a recap to the days
events? Who is better at keeping in touch
with others?Source Selling Is a Womans Game
15 Powerful Reasons Why Women Can Outsell Men,
Nicki Joy Susan Kane-Benson
290
14C. Leaders Are Natural EMPOWERMENT FREAKS!
291
15. Leaders Know Women Roar/ Women Rule.
292
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measureTitle, Special Report,
Business Week, 11.20.00
293
15A. Oh Yeah and Women Buy All the Stuff
294
4.8T gt Japan9M/27.5M/3.6T gt Germany
295
16. Leaders LOVE RAINBOWS for Pragmatic Reasons.
296
Diversity defines the health and wealth of
nations in a new century. Mighty is the mongrel.
The hybrid is hip. The impure, the mélange, the
adulterated, the blemished, the rough, the
black-and-blue, the mix-and-match these people
are inheriting the earth. Mixing is the new norm.
Mixing trumps isolation. It spawns creativity,
nourishes the human spirit, spurs economic
growth and empowers nations.G. Pascal
Zachary, The Global Me New Cosmopolitans and the
Competitive Edge
297
16A. Leaders Pursue Poets!
298
Gardners MI7 Logical-mathematical, Linguistic,
Spatial, Musical, Bodily-kinesthetic,
Interpersonal, Intrapersonal.
299
17. Leaders FORGET!/Leaders DESTROY!
300
ForgetgtLearnThe problem is never how to get
new, innovative thoughts into your mind, but how
to get the old ones out.Dee Hock
301
The New Ge WayDYB.com
302
The Word(s) on Vitality Gary HamelSell By
jettison old crapSpin Out support
entrepreneursSpin In buy young firms
303
18. BUT Leaders Have to Deliver, So They Worry
About Throwing the Baby Out with the Bathwater.

304
Damned If You Do, Damned If You Dont, Just
Plain DamnedSubtitle in the chapter, Own Up
to the Great Paradox Success Is the Product of
Deep Grooves/ Deep Grooves Destroy Adaptivity,
Liberation Management (1992)
305
19. Leaders HONOR THE USURPERS.
306
Saviors-in-WaitingDisgruntled
CustomersUpstart CompetitorsRogue
EmployeesFringe SuppliersWayne Burkan, Wide
Angle Vision Beat the Competition by Focusing on
Fringe Competitors, Lost Customers, and Rogue
Employees
307
20. Leaders HANG OUT WITH FREAKS!
308
Message TAKE SOMEONE NEW WEIRD TO LUNCH TODAY
OR TOMORROW. Inundate yourself with weird.
309
21. Leaders Make Lotsa Mistakes and MAKE NO
BONES ABOUT IT!
310
Sams Secret 1!
311
Fail faster. Succeed sooner.David Kelley/IDEO
312
22. Leaders Make BIG MISTAKES!
313
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec (and, de
facto, Jack)
314
22A. Leaders Honor Mistakes Create Blame-free
Cultures.
315
Accountability YES!Never-ending witch hunts NO!
316
23. Leaders Set DESIGN SPECS.
317
JackWorld/1_at_T (1) Neutron Jack. (Banish
bureaucracy.) (2) 1, 2 or out Jack. (Lead or
leave.) (3) Workout Jack. (Empowerment, GE
style.) (4) 6-Sigma Jack. (5) Internet Jack.
(Throughout) TALENT JACK!
318
23A. Leaders Send V-E-R-Y Clear Signals About
Design Specs!
319
Ridin with Roger What have you done to
DRAMATICALLY IMPROVE quality in the last 90 days?
320
24. Leaders Know When to CHALLENGE (BURN) Design
Specs!
321
The chump-to-champ-to-chump cycle used to be
three generations. Now its about five
years.Bill McGowan
322
25. Leaders Know that THERES MORE TO LIFE THAN
LINE EXTENSIONS. Leaders Love to CREATE NEW
MARKETS.
323
No one ever made it into the Business Hall of
Fame on a record of line extensions.
324
Acquisitions are about buying market share. Our
challenge is to create markets. There is a big
difference. Peter Job, CEO, Reuters

325
The Top Creators of Shareholder ValueAccept
depressed earnings for several quarters to
support hot productExpense rather than
capitalize new venture costsBonuses without
caps
Source Fortune (09.17.201)
326
26. Leaders Pursue DRAMATIC DIFFERENCE!
327
1st Law Mktg Physics OVERT BENEFIT (Focus 1 or
2 gt 3 or 4/One Great Thing. Source 1
Personal Passion)2ND Law REAL REASON TO
BELIEVE (Stand Deliver!)3RD Law DRAMATIC
DIFFERENCE (Execs Dont Get It intent to
purchase 100 unique 0 to 5)Source
Jump Start Your Business Brain, Doug Hall
328
26A. Leaders Make Their Mark / Leaders Do Stuff
That Matters
329
Today the problem is not how to produce more to
sell more. The fundamental question is that of
the products right to exist. And it is the
designers right and duty to question the
legitimacy of the product.Philippe Starck
330
My main task when I was artistic director at
Thompson for four years to make the company
virtuous. Not because there was a desire to do
evil, but because they had simply forgotten their
purpose in lifeto be of service.Philippe
Starck
331
27. Leaders Push Their Organizations W-a-y Up the
Value-added/ Intellectual Capital Chain
332
09.11.2000 HP bids 18,000,000,000for
PricewaterhouseCoopersConsulting business!
333
28. Leaders LOVE the New Technology!
334
Inet allows you to dream dreams you could
never have dreamed before!
335
100 square feet
336
28A. Needed? Type IV Leadership Technology
Dreamer-True Believer
337
The Golden Leadership Quadrangle (1)
Creator-Inventor-Visionary (2) Talent Fanatic
(3) Inspired Profit Mechanic. (4) Technology
Dreamer-True Believer
338
29. When It Comes to TALENT Leaders Always
Swing for the Fences!
339
Message Some people are better than other
people. Some people are a helluva lot better than
other people.
340
30. Leaders Dont Create Followers THEY CREATE
LEADERS!
341
Brand You, Big Time!I AM AN ARMY OF ONE
342
31. Leaders Win Followers Over
343
WHAT AN IDIOT Instead of employees being in the
drivers seat, now were in the drivers seat.
344
PJ Coaching is winning players over.
345
32. Leaders Manage Their EVP/Internal Brand
Promise.
346
EVP Challenge, professional growth, respect,
satisfaction, opportunity, rewardSource Ed
Michaels et al., The War for Talent
347
MantraM3Talent Brand
348
33. Leaders Know Its My Fault.
349
You recruited em.You hired em.You trained
em. You evaluated em.You motivated em.
350
34. Leaders have MENTORS.
351
The Gospel According to TP Upon having the
Leadership Mantle placed upon thine head, thou
shalt never hear the unvarnished truth again!
(Therefore, thy needs one faithful compatriot to
lay it on with no jelly.)
352
35. Leaders Out Their PASSION!
353
!
354
!
355
!
356
!
357
!
358
!
359
!
360
!
361
!
362
!
363
!
364
G.H. Create a cause, not a business.
365
Lets make a dent in the universe.
Steve Jobs
366
36. Leaders Know ENTHUSIASM BEGETS ENTHUSIASM!
367
BZ I am a DISPENSER OF ENTHUSIASM!
368
36A. Leaders Know that Culture Change Takes But
a Minute. No Bull!
369
What Do I Do First?One Minute
Excellence!Thomas Watson
370
Culture Change is not Corporate.Culture Change
is not a Program.Culture change does not take
Years.Culture Change does not start
Today.Culture Change starts Right
Now!Culture Change Lives in the Moment!Culture
Change is Entirely in Your Hands!
371
37. Leaders Know Its ALL SALES ALL THE TIME.
372
Sales2001
373
TP If you dont LOVE SALES find another life.
(Dont pretend youre a leader.)
374
The Sales25 Great Salespeople 1.
Know the product. (Find cool mentors, and use
them.)2. Know the company.3. Know the customer.
(Including the customers consultants.) (And
especially the corporate culture.)4. Love
internal politics at home and abroad.5.
Religiously respect competitors. (No badmouthing,
no matter how provoked.)6. Wire the customers
org. (Relationships at all levels
functions.)7. Wire the home teams org. and
vendors orgs. (INVEST Big Time time in
relationships at all levels functions.) (Take
junior people in all functions to client
meetings.)
375
Great Salespeople 8.
Never overpromise. (Even if it costs you your
job.) 9. Sell only by solving problems-creating
profitable opportunities. (Our product solves
these problems, creates these unimagined
INCREDIBLE opp