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Tom Peters

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Title: Tom Peters


1
Tom Peters X25EXCELLENCE.
ALWAYS.Re-imagine2007/Focus Conferences
Amsterdam/19 December 2006In Search of
Excellence 1982-2007
2
Slides at tompeters.comalso long
3
The Irreducible209One WordThe Sales122
60TIBsTom-A-to,Tom-ah-to
4
The Irreducible209
5
1. Hare 1, Tortoise 0. (Hare-y times.) 2. Tempo.
(O.O.D.A.) 3. MBWA. 4. Appreciation. (Motivator
1.) (Cant be faked. Good.) 5. Decency. 6.
Hurry. 7. Time out. 8. One matters. 9. Big
change. Short time. (Alt not work.) 10.
Excellence. Always. 11. Passion. Energy. Hustle.
Enthusiasm. Exuberance. (Move mountains. No
alt.) 12. You must care. 13. Emotion. 14. Hard is
soft. (Soft is hard.)
6
EXCELLENCE. ALL YOU NEED TO KNOW.
7
25
8
MBWA, Grameen Style!Conventional banks ask
their clients to come to their office. Its a
terrifying place for the poor and illiterate.
The entire Grameen Bank system runs on the
principle that people should not come to the
bank, the bank should go to the people. If any
staff member is seen in the office, it should be
taken as a violation of the rules of the Grameen
Bank. It is essential that those setting up a
new village Branch have no office and no place
to stay. The reason is to make us as different as
possible from government officials. Source
Muhammad Yunus, Banker to the Poor
9
EXCELLENCE. ALL. YOU. NEED. TO. KNOW.
ANYWHERE. ANY MARKET. ANY TIME.
10
Jims Group
11
Thats a Big Number .
12
THREE BILLION NEW CAPITALISTS Clyde Prestowitz
13
5 (Years) /42 (New Airports)
14
There is no job that is Americas God-given
right anymore. Carly Fiorina/HP/January2004
15
There is no job that is _____s God-given right
anymore.
16
Income Confers No Immunity as Jobs Migrate
Headline/USA Today/02.2004
17
Deutsche Bank Moves Half of Its Back-office Jobs
to India/ headline/FT/0327 (500 of 900 Research)
18
Forget China, India and the Internet Economic
Growth Is Driven by Women. Headline,
Economist, April 15, 2006, Leader, page 14
19
EXCELLENCE. EVERYWHERE.ASPIRATION.NECESSITY.

20
One Singaporean worker costs as much as
3 in Malaysia 8 in
Thailand 13 in China 18 in
India. Source The Straits Times/2003
21
ThailandSpainPortugalItalyIrelandSingapore
TaiwanMalaysiaSingapore PhilippinesUAEOmanCh
ileBotswanaRomania New Zealand
22
Better By Design A National StrategyNZ
Design Excellence
23
The Creative Age is a wide-open game.
Richard Florida, The Rise of the Creative Class
24
EXCELLENCE. THE MANDATE.
25
I am often asked by would-be entrepreneurs
seeking escape from life within huge corporate
structures, How do I build a small firm for
myself? The answer seems obvious Buy a very
large one and just wait. Paul Ormerod, Why
Most Things Fail Evolution, Extinction and
Economics
26
Forbes100 from 1917 to 1987 39 members of the
Class of 17 were alive in 87 18 in 87 F100
18 F100 survivors significantly underperformed
the market 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
27
Welcome to the Club of Shattered Dreams Of
Koreas Top 100 companies in 1955, only 7 were
still on the list in 2004. The 1997 crisis
destroyed half of Koreas 30 largest
conglomerates.Source KET Issue Report, Kim
Jong Nyun (14.05.2005)
28
SP Stability Ratings
1985 2006Low Risk
41 13 Average Risk 24
14High Risk 35 73Likelihood
of stable long-term earnings growthSource
Fortune (2 October 2006)
29
It is not the strongest of the species that
survives, nor the most intelligent, but the one
most responsive to change. Charles Darwin
30
It is generally much easier to kill an
organization than change it substantially.
Kevin Kelly, Out of Control
31
C.E.O. to C.D.O.
32
Wealth in this new regime flows directly from
innovation, not optimization. That is, wealth is
not gained by perfecting the known, but by
imperfectly seizing the unknown. Kevin Kelly,
New Rules for the New Economy
33
RMcK A lot of companies in the Valley
fail.RN Maybe not enough fail.RMcK What
do you mean by that?RN Whenever you
fail, it means youre trying new
things.Source Fast Company
34
EXCELLENCE. STARTERS.BASICS.K.I.S.S.
35
Raging Success P-SQUARED. C. E-CUBED.
36
People.Product.Clients.Execution.Enthusiasm.E
xcellence.
37
People.Product.Clients.Execution.Enthusiasm.E
xcellence.Resilience.Relentless. Senility.
38
ForgetgtLearnThe problem is never how to get
new, innovative thoughts into your mind, but how
to get the old ones out. Dee Hock
39
A pattern emphasized in the case studies in this
book is the degree to which powerful competitors
not only resist innovative threats, but actually
resist all efforts to understand them, preferring
to further their positions in older products.
This results in a surge of productivity and
performance that may take the old technology to
unheard of heights. But in most cases this is a
sign of impending death. Jim Utterback,
Mastering the Dynamics of Innovation
40
EXCELLENCE. THE WORD.
41
SynonymsPurityTranscendenceVirtueEleganceMaj
estyAntonymsMediocrity
42
EXCELLENCE. PETERS.WATERMAN.CIRCA 1982.
43
Excellence1982 The Bedrock Eight Basics 1. A
Bias for Action 2. Close to the Customer 3.
Autonomy and Entrepreneurship 4. Productivity
Through People 5. Hands On, Value-Driven 6. Stick
to the Knitting 7. Simple Form, Lean Staff 8.
Simultaneous Loose-Tight Properties
44
ExIn 1982-2002/Forbes.comDJIA 10,000 yields
85,000 EI 10,000 yields 140,050
Forbes/Excellence Index /Basket of 32
publicly traded stocks
45
Excellence can be obtained if you ... care
more than others think is wise ... risk more
than others think is safe ... dream more than
others think is practical ... expect
more than others think is
possible. Source Anon. (Posted _at_ tompeters.com
by K.Sriram, November 27, 2006 117 AM)
46
EXCELLENCE. (MAYBE.)
47
Hardball Are You Playing to Play or Playing to
Win? by George Stalk Rob Lachenauer/HBS
PressThe winners in business have always
played hardball. Unleash massive and
overwhelming force. Exploit anomalies.
Threaten your competitors profit sanctuaries.
Entice your competitor into retreat.Approximat
ely 640 Index entries Customer/s (service,
retention, loyalty), 4. People (employees,
motivation, morale, worker/s), 0. Innovation
(product development, research development, new
products), 0.
48
good words.Bad words.
49
Words that may NOT be used in my presence
Motivate
50
In the end, management doesnt change culture.
Management invites the workforce itself to
change the culture. Lou Gerstner
51
Words that may NOT be used in my presence
Marketing
52
SellSellSell
53
Incidentally
54
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
55
Words that may NOT be used in my presence
Customer service that Exceeds expectations
56
Radically Thrilling Language! Radically
Thrilling. BMW Z4 (ad)
57
EXCELLENCE. ASPIRATION.
58
Why in the world did you go to Siberia?
59
The Peters Principles Enthusiasm. Emotion.
Excellence. Energy. Excitement. Service. Growth.
Creativity. Imagination. Vitality. Joy.
Surprise. Independence. Spirit. Community.
Limitless human potential. Diversity. Profit.
Innovation. Design. Quality. Entrepreneurialism.
Wow.
60
Enterprise (at its best) An emotional,
vital, innovative, joyful, creative,
entrepreneurial endeavor that elicits maximum
concerted human potential in the wholehearted
service of others.Excellence.
Always.Employees, Customers, Suppliers,
Communities, Owners, Temporary partners
61
EXCELLENCE.ASPIRATION. YOU ME.
62
The First step in a dramatic organizational
change program is obviousdramatic personal
change! RG
63
Every time we come to a comfort zone, we will
find a way out. A typical day at the office for
me begins by asking, What is impossible that I
am going to do today? Daniel Lamarre,
president, Cirque du Soleil
64
Do one thing every day that scares you.
Eleanor Roosevelt
65
EXCELLENCE. DEFINED.AGENDA. SETTER.
66
Great Companies SET THE AGENDA. (PERIOD.)
disturb the sleep of
67
AGENDA SETTERS Set the Table/ Pioneers/
Questors/ AdventurersUS Steel Ford Toyota
Sears GM ITT The Gap Limited WalMart
Tesco PG 3M Intel IBM Apple Nokia
Cisco Dell MCI Sun Microsoft Google
Enron Schwab GE Laker Southwest People
Express Ogilvy Virgin eBay Amazon Sony
Amgen BMW CNN Nike
68
Built to LastvsBuilt to Change/Rock the World
69
TP1 Netscape!Where would you rather have
worked for those 5 years, Netscape or
IBM-HP-Microsoft-Oracle? (Where, 25 years from
now, would you rather to be able to tell
someonee.g., grandchildthat you worked?)
70
GM25/50-75 Built to last????
71
The last word There is no last word.
72
U.S. SteelFord GMIBMMacysSearsMicrosoft?D
ell?WalMart?
73
EXCELLENCE. DEFINED. X06.
74
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.
75
Commerce Bank
76
The Power of WOW!How Commerce Bank Created a
Super-Growth Business in a No-Growth
IndustryVernon W. Hill, II
77
Our whole story is growing revenue. Vernon
Hills (Top-line driven standard is bottom-line
driven by cost cutting)
78
8,000 Radio City Music Hall J.D.
Power/Customer service/Bank/NYC/1st in 5 of 6
2nd in 6 Inspired by Ray Kroc 36B (100B
in 6 years) 750M per month/373 branches in 7
states/900 in 6 years player piano Penny
Arcade/25K per machine 9M lollipops, 2M dog
biscuits stupid rule (red) button call center
not cost center, but opportunity/human by
second operation over-invest in real estate
design-experience fanaticism Red!/Red
Friday/Hot music deposits available next day
(vs ½ on 3rd ½ on 5th focus on 99, not 1)
LONG HOURS!!!! (7/week/12 hours/Fridays/15
minutes before) Do whacky things for
customers (VH) create magical moments of
surprise and delight for employees (VH) Hire
for attitude. Train for skills. (VH)
Chinatown/10K first day 28K first week
Commerce U in 93 (underlying theme is funVH)
79
S.M.A.R.T.S. Say Yes
(approval for No)M. Make Each Customer Feel
SpecialA. Always Keep Customer PromisesR.
Recover! (To err is human, to recover is
divine.)T. Think Like Our Customers
80
cut costs at most banks. We have to push
them out of the branches. We have to push them
to machines. We have to push them to the
Internet.Source Vernon Hill
81
sewell
82
Customers for Life
83
FLOWERPOWER
84
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
85
X.06
86
High end. Experience. Design. Crazy for
customers! Crazy for Patients! (Whole
person). Wow! People first, second,
third. Breakthrough or bust. Seriously
cool. Virus management. Resilience. Tippy-top
talent. Solutions, not just
satisfaction. Engagement. Self-control.
(Customer/Patient/Student control.) Blue
Ocean. Mundane stuff made great. Great
demographic. The best. Period. Effective
partnering. K.I.S.S. Play to win. (Offense gt
Defense.) Bold! Action! Always! Integrity-as-strat
egy.
87
Focused on growth and revenue and offense,
not defense and cost containment. People-talent
obsession. Provide mind-bending experiences.
(Driven by design primacy.) Nuts about
customers. Happy to use words like
Wow. Pretty close to the high end of the
market. Ability to make silk purses filled
with gold out of sows ears Wegmans-Whole
Foods-Stew Leonards and groceries Jims
Group and dog-walking Donnelly and
weatherstrip installation DeMar and
plumbing. Execution!
88
EXCELLENCE. REVENUE.MATTERS.MOST.
89
Analysts preferred cost cutting, as long as
they could see two or three years of EPS growth.
I preached revenue and the analysts eyes would
glaze over. Now revenue is in because so many
got caught, and earnings went to hell. They said,
Oh my gosh, you need revenues to grow earnings
over time. Well, Duh! Dick Kovacevich, Wells
Fargo
90
P R C
91
CROChief Revenue Officer
92
EXCELLENCE. INNOVATE. OR. DIE.
93
Under his former boss, Jack Welch, the skills GE
prized above all others were cost-cutting,
efficiency and deal-making. What mattered was the
continual improvement of operations, and that
mindset helped the 152 billion industrial and
finance behemoth become a marvel of earnings
consistency. Immelt hasnt turned his back on the
old ways. But in his GE, the new imperatives are
risk-taking, sophisticated marketing and, above
all, innovation. BW/2005
94
More than 1 RD spending, last 25 years?
95
GM
96
I am often asked by would-be entrepreneurs
seeking escape from life within huge corporate
structures, How do I build a small firm for
myself? The answer seems obvious Buy a very
large one and just wait. Paul Ormerod, Why
Most Things Fail Evolution, Extinction and
Economics
97
I dont believe in economies of scale. You dont
get better by being bigger. You get worse.
Dick Kovacevich/Wells Fargo
98
Scale?Microsofts Struggle With Scale
Headline, FT, 09.2005Troubling Exits at
Microsoft Cover Story, BW, 09.2005Too Big
to Move Fast? Headline, BW, 09.2005
99
When asked to name just one big merger that had
lived up to expectations, Leon Cooperman, former
cochairman of Goldman Sachs Investment Policy
Committee, answered Im sure there are success
stories out there, but at this moment I draw a
blank. Mark Sirower, The Synergy Trap
100
Not a single company that qualified as having
made a sustained transformation ignited its leap
with a big acquisition or merger. Moreover,
comparison companiesthose that failed to make a
leap or, if they did, failed to sustain itoften
tried to make themselves great with a big
acquisition or merger. They failed to grasp the
simple truth that while you can buy your way to
growth, you cannot buy your way to greatness.
Jim Collins/Time/2004
101
Acquisitions are about buying market share. Our
challenge is to create markets. There is a big
difference. Peter Job, former CEO, Reuters

102
Standard bank Keep em out of branches ignore
middle income cost-driven following mergers.
(No great American retailer was ever created by
doing acquisitions VH /Commerce bank) CB
deposit focus customer experience best
facilities no stupid rules revenue driven
better experience for lower yield
103
Spinoffs systematically perform better than IPOs
track record, profits freed from the
confines of the parent more entrepreneurial,
more nimble Jerry Knight/ Washington Post/
08.05
104
Private Equity-financed Firm, Best
CaseFocus! Focus! Focus!In a Big
hurryCEO/Top team, skin in the gameCEO,
100 of time on the bizMerit!
Merit!Motivated oversightWorst case Rape
Pillage
105
Theres A and then theres A.
106
InnoTacs
107
We become who we spend time with!
108
Innovations 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
109
Measure Strangeness/Portfolio
QualityStaffConsultantsVendorsOut-sourcing
Partners (, Quality)Innovation Alliance
PartnersCustomersCompetitors (who we
benchmark against) Strategic Initiatives
Product Portfolio (LineEx v. Leap)IS/IT
ProjectsHQ LocationLunch MatesLanguageBoard
110
The Bottleneck Is at the Top of the
BottleWhere are you likely to find people
with the least diversity of experience, the
largest investment in the past, and the greatest
reverence for industry dogma At the top!
Gary Hamel/Harvard Business Review
111
futuremark
112
To grow, companies need to break out of a
vicious cycle of competitive benchmarking and
imitation. W. Chan Kim Renée Mauborgne,
Think for Yourself Stop Copying a Rival,
Financial Times/2003
113
How do dominant companies lose their position?
Two-thirds of the time, they pick the wrong
competitor to worry about. Don Listwin, CEO,
Openwave Systems/WSJ
114
Kodak . FujiGM . FordFord . GMIBM .
Siemens, FujitsuSears . KmartXerox . Kodak,
IBM
115
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
116
Dont benchmark, futuremark! Impetus The
future is already here its just not evenly
distributed William Gibson
117
Find em!
118
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 Pascale Jerry Sternin, Your
Companys Secret Change Agents, HBR
119
Innovation Tool/Source 1
Angry-furious-agitated Person/ People
120
invite em!
121
In the end, management doesnt change culture.
Management invites the workforce itself to
change the culture. Lou Gerstner
122
send em on a quest!
123
Organizing Genius / Warren Bennis and Patricia
Ward BiedermanGroups become great only when
everyone in them, leaders and members alike, is
free to do his or her absolute best.The best
thing a leader can do for a Great Group is to
allow its members to discover their greatness.
124
Leaderships Mt Everest/Mt Excellencefree to
do his or her absolute best allow its
members to discover their greatness.
125
Concoct a Parallel universe!
126
Venture fund Gerstner/Amex, Dow/Marriott,
Grove/Intel, Bedbury/Starbucks
127
SkunkWorks/ ParallelUniversethe 1
solutionSource Scott Bedbury (Others 3M,
Google, Shell, NAVFAC)
128
try it. Try it. Try it. Try it. Try it. Try it.
Try it. Try it. Try it. Try it. Try it. Try it.
Try it. Try it. Try it. Try it. try it. Try it.
Try it. try it. Try it. Try it. Try it. Try it.
Try it.
129
This is so simple it sounds stupid, but it is
amazing how few oil people really understand that
you only find oil if you drill wells. You may
think youre finding it when youre drawing maps
and studying logs, but you have to drill.
Source The Hunters, by John Masters, Canadian
O G wildcatter
130
We made mistakes, of course. Most of them were
omissions we didnt think of when we initially
wrote the software. We fixed them by doing it
over and over, again and again. We do the same
today. While our competitors are still sucking
their thumbs trying to make the design perfect,
were already on prototype version 5. By the
time our rivals are ready with wires and screws,
we are on version 10. It gets back to planning
versus acting We act from day one others plan
how to planfor months. Bloomberg by Bloomberg
131
We ground up more pig brains!
132
READY.FIRE!AIM.Ross Perot (vs Aim! Aim!
Aim! /EDS vs GM/1985)
133
You miss 100 percent of the shots you never
take. Wayne Gretzky
134
Excellence1982 The Bedrock Eight Basics 1. A
Bias for Action 2. Close to the Customer 3.
Autonomy and Entrepreneurship 4. Productivity
Through People 5. Hands On, Value-Driven 6. Stick
to the Knitting 7. Simple Form, Lean Staff 8.
Simultaneous Loose-Tight Properties
135
Intelligent people can always come up with
intelligent reasons to do nothing. Scott Simon
136
tolerate encourage? failure
137
Fail . Forward. Fast.High Tech CEO,
PennsylvaniaFail faster. Succeed
Sooner.David Kelley/IDEO
138
Sams Secret 1!
139
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
140
SERIOUS PLAY
141
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.
Michael Schrage, Serious Play
142
Culture of PrototypingEffective prototyping
may be the most valuable core competence an
innovative organization can hope to have.
Michael Schrage

143
Think about It!?Innovation Reaction to the
PrototypeSource Michael Schrage
144
Learn not to be careful. Photographer Diane
Arbus to her students (Careful The sidelines,
fromHarriet Rubin in The Princessa)
145
Experiment fearlesslySource BW0821.06, Type
A Organization Strategies/ How to Hit a Moving
TargetTactic 1
146
Speed/ Tempo/is-it
147
We dont sell insurance anymore. We sell
speed. Peter Lewis, Progressive
148
WalMart (!) Katrina
149
the FedEx Economy headline/New York
Times/10.08.05
150
Any3 Anything/ Anywhere/ Anytime
151
UPS used to be a trucking company with
technology. Now its a technology company with
trucks. Forbes
152
Open-source Goldmining! Rob McEwen, CEO,
Goldcorp Inc. Goldcorp Challenge/
575,000 Source Wikinomics How Mass
Collaboration Changes Everything, Don Tapscott
Anthony Williams
153
Power Tools For Power Strategies
154
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
155
5 F500 have CIO on Board While some of the
worlds most admired companiesTesco, WalMart
are transforming the business landscape by
including technology experts on their boards, the
vast majority are missing out on ways to boost
productivity, competitiveness and shareholder
value.Source Burson-Marsteller
156
bet big
157
Beware of the tyranny of making Small Changes
to Small Things. Rather, make Big Changes to Big
Things. Roger Enrico, former Chairman,
PepsiCo
158
Immelt is now identifying technologies with
which GE will systematically set out to
build entirely new industries
StrategyBusiness, Fall 2005
159
No Wiggle Room! Incrementalism is
innovations worst enemy. Nicholas
Negroponte
160
Five MYTHS About Changing BehaviorCrisis
is a powerful impetus for changeChange is
motivated by fearThe facts will set us
freeSmall, gradual changes are always easier
to make and sustainWe cant change because our
brains become hardwired early in lifeSource
Fast Company/05.2005
161
Conscious measurement
162
Innovation Index How many of your Top 5
Strategic Initiatives/Key Projects score 8 or
higher out of 10 on a Weird/ Profound/
Wow/Game- changer Scale?
163
Personal 1
164
Step 1 Buy a Mirror!
165
Inno64 Innovation Strategies Tactics
166
Excellence The SE22 ORIGINS OF SUSTAINABLE
ENTREPRENEURSHIP
167
SE22/Origins of Sustainable
Entrepreneurship 1. Genetically disposed to
Innovations that upset apple carts (3M, Apple,
FedEx, Virgin, BMW, Sony, Nike, Schwab,
Starbucks, Oracle, Sun, Fox, Stanford
University, MIT) 2. Perpetually determined to
outdo oneself, even to the detriment of
todays winners (Apple, Cirque du Soleil,
Nokia, FedEx) 3. Treat History as the Enemy
(GE) 4. Love the Great Leap/Enjoy the Hunt
(Apple, Oracle, Intel, Nokia, Sony) 5. Use
Strategic Thrust Overlays to Attack Monster
Problems (Sysco, GSK, GE, Microsoft) 6. Establish
a Be on the COOL Team Ethos. (Most PSFs,
Microsoft) 7. Encourage Vigorous
Dissent/Genetically Noisy (Intel, Apple,
Microsoft, CitiGroup, PepsiCo) 8. Culturally as
well as organizationally Decentralized
(GE, JJ, Omnicom) 9. Multi-entrepreneurship/Many
Independent-minded Stars (GE, PepsiCo)
168
HPs Big Duh!Decentralize (90B)Undo
MatrixAccountabilitySource HP Says
Goodbye To Drama/BW/09.05/re Mark Hurds first
5 months
169
SE22/Origins of Sustainable Entrepreneurship 1
8. Unmistakable Results Accountability focus
from the get-go to the grave (GE, New York
Yankees, PepsiCo) 19. Up or Out (GE, McKinsey,
big consultancies and law firms and ad
agencies and movie studios in general) 20.
Competitive to a fault! (GE, New York Yankees,
News Corp/Fox, PepsiCo) 21. Bi-polar
Top Team, with Unglued Innovator 1,
powerful Control Freak 2 (Oracle, Virgin) (Watch
out when 2 is missing Enron) 22.
Masters of Loose-Tight/Hard-nosed about a very
few Core Values, Open-minded about
everything else (Virgin)
170
EXCELLENCE. 4/40.
171
4/40
172
De-cent-ral-iz-a-tion!
173
Decentralization is not a piece of paper. Its
not me. Its either in your heart, or not.
Brian Joffe/BIDvest
174
If if feels painful and scarythats real
delegation Caspian Woods, small biz owner
175
The True Logic of Decentralization6 divisions
6 tries6 divisions 6 DIFFERENT leaders
6 INDEPENDENT tries Max probability of
win6 divisions 6 very DIFFERENT leaders 6
very INDEPENDENT tries Max probability of
far out/3-sigma winDriver Law of
Large s
176
Ex-e-cu-tion!
177
Execution is the job of the business leader.
Larry Bossidy Ram Charan/ Execution The
Discipline of Getting Things Done
178
Execution is a systematic process of
rigorously discussing hows and whats,
tenaciously following through, and ensuring
accountability. Larry Bossidy Ram Charan/
Execution The Discipline of Getting Things Done
179
Projects Goal (Vision)Milestones
Project Rapid Review Truth-telling
accountability
180
Ac-count-a-bil-ity!
181
GE has set a standard of candor. There is no
puffery. There isnt an ounce of denial in the
place. Kevin Sharer, CEO Amgen, on the GE
mystique (Fortune)
182
615A.M.
183
DECENTRALIZATION.EXECUTION.ACCOUTABILITY.61
5A.M.
184
EXCELLENCE. VALUE ADDED.UP THE LADDER.
185
EXCELLENCE.VALUE-ADDED LADDER I. SOLVE IT.
186
55B
187
Big Browns New Bag UPS Aims to Be the Traffic
Manager for Corporate America Headline/BW/2004
188
MasterCard Advisors
189
Security devices to Turnkey security
solutions
190
Huge Customer Satisfaction versus Customer
Success
191
Up, Up, Up, Up the Value-added Ladder.
192
The Value-added Ladder/ STUFF N THINGSGoods
Raw Materials
193
The Value-added Ladder/Stuff TRANSACTIONSServ
icesGoods Raw Materials
194
The Value-added Ladder/ OPPORTUNITY-SEEKING
Gamechanging SolutionsServicesGoods Raw
Materials
195
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
196
The Value-added Ladder/ OPPORTUNITY-SEEKING
Gamechanging Solutions/Business
AdvantageServicesGoods Raw Materials
197
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
198
EXCELLENCE.NECESSITY.OPPORTUNITY.
199
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
200
ChicagoHRMAC
201
support function / cost center/ overhead
or
202
Are you Rock Stars of the Age of Talent
203
EXCELLENCE.SOLVE IT. NO OPTION.PSF. (PSF)
204
Department Head to Managing Partner, IS
HR, RD, etc. Inc.
205
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)
206
Solutions World The Mega-PSF
207
Big Idea Corporation as Mega-PSF
(Professional Service Firm) Virtual
Collection of Entrepreneurially-minded
Professionals (Talent/Roster)
Creating/Applying Intellectual Capital (Work
Product)
208
The PSF35 Thirty-Five Professional Service
Firm Marks of Excellence
209
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
210
Pointed Point of View!
211
EXCELLENCE. ATTITUDE.TRANSFORMATION.PSF.
212
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)
213
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
214
EXCELLENCE.VALUE-ADDED LADDER II. EXPERIENCE
IT.
215
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
216
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
217
Up, Up, Up, Up the Value-added Ladder.
218
The Value-added Ladder/ MEMORABLE
CONNECTIONSpellbinding Experiences
Gamechanging SolutionsServicesGoods Raw
Materials
219
CXOChief eXperience Officer
220
Most executives have no idea how to add value to
a market in the metaphysical world. But that is
what the market will cry out for in the future.
There is no lack of physical products to choose
between.Jesper Kunde, Unique Now ... or Never
on the excellence of Nokia, Nike, Lego, Virgin
et al.
221
Extraction Goods Male dominanceServices
Experiences Female dominance
222
EXCELLENCE. DRAMATIC.DIFFERENCE.DOABLE.
223
This is not a mature category.
224
This is an undistinguished category.
225
7X. 730A-800P. F12A.93-03/10 yr annual
return CB 29 WM 17 HD 16. Mkt Cap 48
p.a.
226
1/100 Best Companies to Work for/2005
227
Wegmans
228
EXCELLENCE. NO EXCUSES.
229
WallopWalMart16Or Why its so ABSURDLY
EASY to BEAT a GIANT Company
230
The Small Guys Guide Wallop
WalMart16 Niche-aimed. (Never, ever all
things for all people, a mini-WalMart.) Neve
r attack the monsters head on! (Instead steal
niche business and lukewarm customers.) Dramatic
ally 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!!)
231
tom peters what Ive Learned about Small
Business
232
SMALL GIANTS COMPANIES THAT CHOOSE TO BE GREAT
INSTEAD OF BIG by Bo Burlingham
233
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."
234
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."
235
EXCELLENCE.VALUE-ADDED LADDER III. DREAM
IT.
236
DREAM A dream is a complete moment in the life
of a client. Important experiences that tempt the
client to commit substantial resources. The
essence of the desires of the consumer. The
opportunity to help clients become what they want
to be. Gian Luigi Longinotti-Buitoni
237
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
238
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
239
Up, Up, Up, Up the Value-added Ladder.
240
The Value-added Ladder/ EMOTIONDreams Come
TrueSpellbinding Experiences Gamechanging
SolutionsServicesGoods Raw Materials
241
CDMChief Dream Merchant
242
Dreams Come TrueIBM
243
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
244
EXCELLENCE.VALUE-ADDED LADDER IV. LOVE IT.
245
Kevin Roberts Lovemarks!
246
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247
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248
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249
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250
Tattoo Brand What of users would tattoo the
brand name on their body?
251
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
252
Up, Up, Up, Up the Value-added Ladder.
253
The Value-added Ladder/ ECSTASY Lovemark
Dreams Come True Spellbinding
ExperiencesGamechanging SolutionsServicesGoods
Raw Materials
254
CL OChief Lovemark Officer
255
Up, Up, Up, Up the Value-added Ladder.
256
Ladder.2006 4 of 7! Lovemark Dreams Come
True Spellbinding ExperiencesGamechanging
SolutionsServicesGoodsRaw Materials
257
EXCELLENCE.SOUL I.THE STORY.
258
Storytelling is the core of culture.
Branded Nation The Marketing of Megachurch,
College Inc., and Museumworld, James Twitchell
259
Market Power Story Power
260
Best story wins!
261
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
262
CSTOChief Storytelling Officer
263
EXCELLENCE. SOUL II.DESIGN.
264
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
265
Design is treated like a religion at BMW.
Fortune
266
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
267
CDOChief Design Officer
268
EXCELLENCE.NEW MARKETS.ENORMOUS.
OPPORTUNITIES.
269
women.BOOMERS.GEEZERS.
270
E-nor-mous Strat-eg-ic opp-or-tun-ity
271
women.BOOMERS.GEEZERS.
272
EXCELLENCE. OPPORTUNITY.ENORMOUS.WOMEN.
273
???????
274
Thats a very diverse team. Patrick Cescau,
CEO, Unilever 1 of 14 Board of Directors
members is a woman (not an exec) 2 of 7 Exec
Team members are Indians. (Source FT/24-25
June.) Approximately 85 of Unilevers products
are purchased by women.
275
EXCELLENCE. FOUND.DUH.
276
To be a leader in consumer products, its
critical to have leaders who represent the
population we serve. Steve Reinemund/CEO/PepsiC
o
277
To be a leader in consumer products, its
critical to have leaders who represent the
population we serve. Steve Reinemund/ FORMER
CEO/PepsiCo
278
Indra Nooyi
279
Another Delightful Blinding Flash of the
Obvious! PG does more than half its
business outside the U.S., so CEO A.G. Lafley
has recast his top executive group to be 50
non-American. Fortune, 1218.06 Ill take
it! Women next? 85?
280
EXCELLENCE. OPPORTUNITY.ENORMOUS.WOMEN.
281
Women are the majority market Fara
Warner/The Power of the Purse
282
?????????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
283
The 91 Factor! More than 9 in 10 women age 35
- 49 say they either make or at least equally
influence their household purchases of home
electronics. Source Andrea Learned, co-author,
Dont Think Pink
284
The most significant variable in every sales
situation is the gender of the buyer, and more
importantly, how the salesperson communicates to
the buyers gender. Jeffery Tobias Halter,
Selling to Men, Selling to Women
285
91 women ADVERTISERS DONT UNDERSTAND US.
(58 ANNOYED.)Source Greenfield Online for
Arnolds Womens Insight Team (Martha Barletta,
Marketing to Women)
286
The Perfect Answer
Jill and Jack buy slacks in black
287
(No Transcript)
288
She knows more about the Volvo than the
salesman who greets her at the door. But how is
she treated? As if she has a low IQ , is slightly
hard of hearing , and really has no right to be
buying a luxury car and if she brought a male
friend with her, odds are 101 that the clueless
salesperson spent most of his time speaking to
him . Selling to Men, Selling to Women, Jeffery
Tobias Halter
289
EVEolution The Eight Truths of Marketing to
WomenFaith Popcorn Lys Marigold
290
EVEolution Truth No. 1Connecting Your Female
Consumers to Each Other Connects Them to Your
Brand
291
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
292
Women dont buy brands. They join
them.EVEolution
293
Selling to men The TRANSACTION ModelSelling to
Women The RELATIONAL ModelSource Selling
to Men, Selling to Women, Jeffery Tobias Halter
294
Editorial/Men Tables, rankings.Editorial/Women
Narratives that cohere.Redwood (UK)
295
Purchasing PatternsWomen Harder to convince
more loyal once convinced.Men Snap decision
fickle.Source Martha Barletta, Marketing to
Women
296
2.6 vs. 21
297
1. Men and women are different.2. Very
different.3. VERY, VERY DIFFERENT.4. Women
Men have a-b-s-o-l-u-t-e-l-y nothing in
common.5. Women buy lotsa stuff.6. WOMEN BUY
A-L-L THE STUFF.7. Womens Market Opportunity
No. 1.8. Men are (STILL) in charge.9. MEN ARE
TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN.
298
10. Womens Market Opportunity No. 1.
299
P-l-e-a-s-e Read Fara Warner The Power of the
Purse
300
Cases! Cases! Cases!McDonalds
(mom-centered to majority consumer not via
kids)Home Depot (Do it everything!
Herself)PG (more than house cleaner)
DeBeers (right-hand rings/4B)AXA
FinancialKodak (women emotional centers of
the household)Nike (gt jock endorsements new
def sports majority consumer)AvonBratz (young
girls want friends, not a blond
stereotype)Source Fara Warner/The Power of the
Purse
301
Goldman Sachs in Tokyo has developed an index of
115 companies poised to benefit from womens
increased purchasing power over the past decade
the value of shares in Goldmans basket has risen
by 96, against the Tokyo stockmarkets rise of
13. Economist, April 15
302
EXCELLENCE. OPPORTUNITY.WOMEN. BUSINESS.
OWNERS.
303
10.6
304
The growth and success of women-owned businesses
is one of the most profound changes taking place
in the business world today. Margaret
Heffernan, How She Does It
305
94 of loans to womenMicrolending
Banker to the poor Grameen Bank Muhammad
Yunus 2006 Nobel Peace Prize winner
306
WOMEN. DOMINATE. ECONOMIC. GROWTH.
307
Forget China, India and the Internet Economic
Growth Is Driven by Women. Headline, Economist,
April 15, 2006, Leader, page 14
308
Since 1970, women have held two out of every
three new jobs created. FT, 10.03.2006
309
Impact! Add It Up!Primary
markets/Everything (Men buy things that other
men will buy for women. I buy things that women
want.successful jeweler/F. Women are the
majority market Fara Warner/The Power of the
Purse. Women as Purchasing Officers, CIOs,
etc.)Greater global workforce participation rate
(bigger contributor to GDP growth than
technology, China, IndiaEconomist)Higher wages
(more seniority, promotionseven if not to CEO
greater pay equityeven if not equal)Business
decision makers (more seniority,
promotionseven if not to CEO)Women-owned
businesses (answer to the Glass Ceiling10.6M in
USA recipients of micro-lendingdeveloping
world)
310
10 UNASSAILABLE REASONS WOMEN
RULE Women make all the financial
decisions.Women control all the wealth. Women
substantially outlive men. Women start most of
the new businesses. Womens work force
participation rates have soared
worldwide. Women are closing in on same pay for
same job. Women are penetrating senior
ranks rapidly even if the pace is slow for
the corner office per se. Womens
leadership strengths are exceptionally well
aligned with new organizational effectiveness
value-added imperatives. Women are better
salespersons than men. Women buy almost
everythingcommercial as well as consumer
goods. So what exactly is the point of men?
311
Not Just America Boys Falling Seven Years
Behind Girls at GCSE Level headline, Weekly
Telegraph, UK, 10.25.06
312
One thing is certain Womens rise to power,
which is linked to the increase in wealth per
capita, is happening in all domains and at all
levels of society. Women are no longer content to
provide efficient labor or to be consumers with
rising budgets and more autonomy to spend.
This is just the beginning. The phenomenon will
only grow as girls prove to be more successful
than boys in the school system. For a number of
observers, we have already entered the age of
womenomics, the economy as thought out and
practiced by women. Aude Zieseniss de Thuin,
Financial Times, 10.03.2006
313
COROLLARY. EXCELLENCE. WOMEN.RULE.
314
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measure TITLE/ Special
Report/ BusinessWeek
315
Womens Negotiating
StrengthsAbility to put themselves in their
counterparties shoesComprehensive, attentive
and detailed communication styleEmpathy that
facilitates trust-buildingCurious and attentive
listeningLess competitive attitudeStrong
sense of fairness and ability to
persuadeProactive risk managerCollaborative
decision-makingSource Horacio Falcao, Cover
story/May 2006, World Business, Say It Like a
Woman Why the 21st-century negotiator will need
the female touch
316
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
diversity. Judy B. Rosener, Americas
Competitive Secret Women Managers
317
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
318
EXCELLENCE. OPPORTUNITY.ENORMOUS.BOOMERS.GEEZ
ERS.
319
women.BOOMERS.GEEZERS.
320
Subject Marketers StupidityIts 18-44,
stupid!
321
Subject Marketers StupidityOr is it 18-44
is stupid, stupid!
322
2000-2010 Stats18-44 -155 21(55-64
47)
323
!!!!!!!!!!!!!!!!! People turning 50 today have
more than half of their adult life ahead of
them. Bill Novelli, 50 Igniting a Revolution
to Reinvent America
324
BoomerBucks!Boomer turns 50 every 7 seconds.
2009 majority of U.S. households headed by
someone over 50. 2006-2016 U.S. population up
22.9 million 22.1 million in over-50 group.
2006 1 in 5 adults is F, over 50. Women
between 50-70 who are single 35. Age 45-54
highest average income, 59, 021 (national
average is 42,209). FASTEST GROWING INCOME
CATEGORY WOMEN, 55-64 (4X men in same category).
Women, age 60-64 50 still in workforce.
Highest net worth families, 55-64 (182,000).
People over 50 70 to 79 of all financial
assets 80 of all savings accounts 62 of all
large Wall Street asset accounts 66 of
invested in the stock market. Age 50 29 of
population, 40 of total consumer spending, 50
of discretionary spending. Next 2 decades
BOOMERS WILL INHERIT 14 TRILLION-25 TRILLION
(largest intergenerational transfer of wealth in
history). Marti Barletta, PrimeTime Women
325
Average of cars purchased per household,
lifetime 13Average of cars bought per
household after the head of household reaches
age 50 7Source Marti Barletta, PrimeTime Women
326
Fifty-four years of age has been the highest
cutoff point for any marketing initiative Ive
ever been involved in. Which is pretty weird when
you consider age 50 is right about when people
who have worked all their lives start to have
some money to spend. Marti Barletta, PrimeTime
Women
327
44-65 New Customer Majority 45 larger
than 18-43 60 larger by 2010Source Ageless
Marketing, David Wolfe Robert Snyder
328
The New Customer Majority is the only adult
market with realistic prospects for significant
sales growth in dozens of product lines for
thousands of companies. David Wolfe Robert
Snyder, Ageless Marketing
329
Possession Experiences /Desires for
things/Young adulthood/to 38Catered
Experiences/ Desires to be served by
others/Middle adulthoodBeing
Experiences/Desires for transcending
experiences/Late adulthoodSource David Wolfe
and Robert Ageless Marketing
330
Baby-boomer Women The Sweetest of Sweet Spots
for Marketers David Wolfe and Robert Snyder,
Ageless Marketing
331
!!!!!!!!!!!!!!!!! People turning 50 today have
more than half of their adult life ahead of
them. Bill Novelli, 50
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