The Evolution of Marketing
Where will your business be in 100 years?
As questions go, this is about as big as it gets. Most of us don’t think much beyond a few years, but it does
raise some interesting thoughts. Many years ago I worked for a large Japanese shipping company in their
marketing department. Shortly after I started working there, I was given a copy of their 100-year plan and, I
have to say, it completely floored me.
Initially I imagined it would be a simple promotional tool, without much substance but plenty of pretty
pictures. I couldn’t have been more wrong. This was a working document that was open-ended. By this I
mean it gets updated every year and, as far as I know, it still does. So what was in this 100-year plan?
Their team of futurists had done their best to map out what kinds of challenges and opportunities the
company could expect to face. They looked at financial challenges like recessions, natural disasters
including large scale earthquakes, political unrest and wars, much more informed and demanding
expectations environmentally, the end of fossil fuels as the primary energy source, and much more. In many
ways it wasn’t a document that boded well for the future of this company.
Think about what is must have been like for them to be seeing the end of fossil fuels. They made almost 50
percent of their overall revenue from transporting oil and gas around the world so this could be considered
But the really amazing part of their 100-year plan was the fact that they identified all of these challenges
(and many more than I have mentioned here) and, rather than throw their arms up in despair, they figured
out what it would mean for their company and what they would need to do to manage the relevant issues.
For example, they determined that water would become a prized commodity in many parts of the world and
they could easily move from shipping oil to shipping water, which I believe they have. They also figured out
that tourism was a good business to get into as there is a never-ending supply of people wanting to go on
holidays, so they got into the cruise business. Their luxury cruise ships now ply the oceans of the world.
Some of you may be familiar with their American cruise division, Crystal Cruises.
I noticed three very important philosophies that the company had followed when they developed their 100-
1. They never doubted that they would be around in 100 years.
2. They painted worst-case scenarios, not overly optimistic scenarios.
3. They understood that they needed to evolve to meet these challenges not just change.
Understanding the difference between evolution and change
There is a big difference between evolving and changing. When something changes it simply becomes
different, not necessarily better. Often change is forced upon us, and the end result is not pretty. Evolution is
much smarter. When something evolves, it reacts to external stimuli and transforms into something better
able to survive in the new environment.
The shipping company had this concept firmly embedded in its culture—to figure out what was going to
impact them and then get really smart about working out ways to grow into an even better organization. To
me, this is very smart, but it seems a rare philosophy.
Right now many businesses around the world are changing, but my question is: are they changing or are
they evolving? Are they just reacting to what is going on around them in terms of economic challenge,
technical advancements, and new consumer behavior, but not getting better?
Business are not the only ones evolving, so are our customers.
We also have to understand that customers are evolving as well. Today’s consumer is very different from
the consumer of ten years ago. Of course one of the most influencing factors on consumer behavior is the
Internet. I tend to think of consumer behavior in terms of BG (before Google) and AG (after Google).
Consumers today are incredibly well-informed. They have access to information and other people’s
feedback instantly. They are time-deprived like never before. They have an incredible amount of choice, and
they are certainly not afraid to use it. They are incredibly open-minded when it comes to new.
If your business is not evolving to meet this new and, in many ways, very demanding modern consumer, you
will be in trouble. Interestingly enough, with all of the access to information and data, people are still very
much driven by word-of-mouth referral. So we might do a lot more research online about a purchase, but we
will still be highly influenced by the recommendation of someone we know or trust. Hence, the reason that,
as business owners, we need to be creating good “word-of-mouth” and good “word-of-mouse” comments
about us wherever we can. But more of that later. The real moral here is that, if your business is not evolving
as your customers evolve, there will be a growing rift between the two, and that will have a very dramatic
impact on your business.
When I am asked what the key to business success is, I am very clear. Long-term success and financial
profitability are directly related to a business’s ability to evolve. Get really good at evolving and everything
else falls into place. Now I am not saying it is easy, but it also isn’t that hard if you know what to do. I have
nine very clear strategies that will enable any business to not only survive in tough times, but to thrive.
This is particularly relevant when it comes to how we market our businesses. What used to be so simple has,
for many, become incredibly complicated.
My top nine strategies for marketing evolution in the modern business world
1. Regain the passion that the Global Financial Crisis (GFC) has stolen.
There is no doubt that many businesses (if not all businesses) are suffering a high degree of GFC fatigue. It
certainly has been draining, and there really is no overnight solution. But if we are not energetic and
passionate about our businesses, it shows. I strongly believe that passion equals profit.
As the boss, the business owner, the manager, the partner—whatever position you hold—there is no doubt
that the person (or the people) at the top set the mood for the entire organization. I tend to think of them as
the business's barometer.
If the leader is stressed out, angry, exhausted, or bored, this attitude will permeate through the entire
business before long. It will be reflected in the staff, their attitude toward the business, the customers, and
each other. But on the upside, if you are positive, energetic, considerate, and supportive, this attitude will
also permeate throughout the business and, likewise, be reflected by pretty much everyone who works with
For this reason alone, the well-being of your business is intrinsically linked to your state of mind. How we
manage ourselves is vitally important and something that needs to be considered on a daily basis.
Whenever I am asked to evaluate a business to determine what is going wrong or what needs to be done to
get it back on track, the first place for me to start is with the business owner. What is going on in his world?
What is his state of mind? What is he afraid of? What needs to change? This is normally hidden below the
surface and it takes a bit of digging, but once you get to the root of the problem and address it, the business
undergoes an energetic transformation, with predictable outcomes. Remember, passion equals profit.
So how do you regain your passion if you’ve have lost it? Often the place to start is simply to have a good
holiday. Now I know there is never a good time, enough money, or a clear diary, but the more reasons you
can come up with for not having a holiday, the more important it is that you do it. Most of us come up with
our best ideas lying on a beach in an exotic location, when we are not stressed, when we haven’t got 100
people all trying to get some attention from us, or a never-ending stream of e-mails and messages.
To me it is like the oxygen mask in a plane. You need to put yours on first before you can help anyone else.
The same applies to finding your mojo if you have lost it. You need to be a bit selfish, you need to invest in
yourself, you need to be careful whom you spend time with (keep away from the energy vampires), and you
need to make this a daily habit.
2. Building your brand is so much more than a logo.
Today, what we say has to align with what we do and how we act. Consumers will not buy because of a
slick corporate image and flash advertisement. Building a brand is a big job, and we need to be prepared to
work on this every day.
I like to talk about Moments of Truth. These are the moments where our customers interact with us. It is
during these interactions that they form their opinion of our business—good, bad, or neutral opinions. Every
business has many Moments of Truth, generally, the bigger the business, the more Moments of Truth they
have. We need to make a list of each and every Moment of Truth and find ways to make that connection
more engaging, more satisfying, and more memorable in every way.
Some Moments of Truth are more significant than others, and this means they have more influence when it
comes to a customer forming an opinion about a business. For example, in a restaurant, the appearance of
the meal when it first comes to the table is a big Moment of Truth, whereas the types of glasses used when
making drinks is a smaller Moment of Truth.
The way to really build your brand effectively is to first identify each and every Moment of Truth that your
business has. This can be a simple list. Then rate each as either big, medium, or small in terms of its
importance in the overall experience that the customer has when dealing with your business. Then set about
making each of these Moments of Truth better, starting with the big ones and working your way through the
This may sound like a simple process and, in fact, it is. I have helped organizations completely transform
themselves by working through this process and committing to it on an ongoing basis. Making a lot of small
changes generally has a dramatic effect on a business.
The real goal here is to build our brand in a very positive way by making each and every interaction as
positive as it can be. We also have to remember that our customers interact with us in different ways today.
Online interaction is very relevant. A frustrating website (or even worse, no website) is a thumbs down on
the Moments of Truth scale. Not being able to find your office, having a grubby office, bad telephone
manners, or not delivering on promises all become negative Moments of Truth, and they erode our brand
So yes, branding is about a lot more than a nice logo. It needs much more substance to support it. The
process is not that complicated, but very few businesses take this approach to building positive Moments of
Truth. If they did, on a regular basis, they would evolve naturally as their customers evolve.
3. Creativity is a precious commodity.
There is no doubt that creativity has become a highly sought-after commodity. When you live in a world that
is really only limited by imagination, creativity can be very profitable. Today, marketing is driven less by
how much you spend and more by how creative you can be.
The tourism body that promotes Queensland, Australia, where I live, recently came up with the campaign
the “Best Job in the World.” The concept was to have a competition where the winner would be paid to
spend six months traveling throughout Queensland doing every tourism experience imaginable. They had to
blog about it and do some media interviews but that was about it (sounds tough doesn’t it?). Now the
campaign didn’t cost very much (it was promoted purely in the online realm), with a heavy focus on social
media. Within 12 months it had generated close to $120 million in publicity, which of course translated into
many millions of dollars in tourism revenue for the state. Clearly someone came up with a good idea that
was easy to market, created significant online and off-line attention, and got results accordingly.
Now of course, not every business can run a Best Job in the World contest, but marketing is about much
more than just the obvious ways we try to generate business. It is about being noticed, it is people talking
about us, it is standing out from the crowd. We need to apply creativity to every area of our business—how
we interact with our customers, the messages we send, our promotional material, our websites, the way we
run our businesses, our products, our pricing schedule—everything.
To think creatively we have to be serious about creativity, and this means investing in it. By this I mean we
need to make time to be creative, do nothing but think and talk. Have open forums where conversations and
ideas can lead anywhere, and everyone’s input is equally valid.
We need to be prepared to try new ideas and new ways of doing things. Being stuck in the “way we always
did it” mentally is not conducive to evolving. Most importantly, we need to beware of being a beige
business. That is a business that simply blends into the background.
I spend a lot of time researching business online and off-line. I am always looking for ideas to see how I
could use them, how I could recommend them to my clients, and how I could write about them. In fact,
every morning I research from about 5 a.m. to 7 a.m., and it is my most valuable two hours a day.
There is so much valuable information out there that even those people who claim they are not creative can
find thousands of ideas that can be adapted and used in any business. But we need to be prepared to invest
time to look. We need to look for ideas and inspiration outside of our own industry and our own country. So
what I am really saying here is that we need to invest time in researching, but we also need to be able to see
an idea and ask the question, “How could I adapt this and use it in my business?”
I always carry a notebook with me to write down notes about my experiences and observations. I do it while
they are fresh in my mind. In particular I write down things that have caught my eye and made me, as a
consumer, stop and take notice or even buy.
Often we spend so much time asking ourselves how to get more customers when most of the best ideas are
out there already. We just need to be open-minded, prepared to invest time in finding them, and brave
enough to try them out.
4. Be your business’s “crash test dummy.”
In 1933 the first Zippo lighters went on sale in the United States. They cost $1.95 and, in many ways, they
were revolutionary. Mr. George Blaisdell, a wealthy oil man, owned the company, and he was devastated as
early sales of the lighter could only be described as dismal.
Looking for some way to get people’s attention and show just how good their Zippo lighters were, Blaisdell
offered a lifetime guarantee on every lighter, something that had never been done before. Sales went through
the roof. Zippos were bought in bulk for the U.S. army—one famously stopped a bullet of a Sergeant
Martinez. They were iconic in movies like Die Hard and James Bond, and they have become highly sought
after as collectables, with a solid gold Zippo likely to set you back about $10,000.
Today, some 450 million Zippos have been sold around the world, all as a result of believing in their product
enough to offer a lifetime guarantee.
We have to be the number one fans and believers in our business. This means backing ourselves and our
business completely and, in turn, it means using every product and service that we sell. This means being
serious when there are problems with quality that need to be fixed.
It is an interesting concept, but many business owners grow to develop almost a sense of detachment from
their business after a while, and this shows to the customer. Think of those businesses, large and small, that
are always in the media for good news stories, and there will be a highly proactive and passionate business
owner there flying the flag, using the product or service proudly.
5. The importance of being ethically unequaled
The new benchmark for the modern consumer is “Korporate Karma” —and if your business doesn’t stack
up, he won’t just walk away, he will run away. We need to be ethical, contribution focused, socially aware,
and environmentally considerate. These are long-term attitudes that aren’t just nice warm fuzzies, they are
essential for any business hoping to be successful in the modern world.
Consumers are much more aware and informed than ever before. There was a time when people believed
everything they heard or read, but that is certainly not the case today, nor should it be. We all want to know
that the businesses we deal with are good businesses. We want to know that they care about the community
where they operate. We are asking harder questions about contribution. What does your business do to make
our community a better place to live? And where do you buy your products from? Do you buy locally? Do
you have a plan to reduce your carbon footprint? And the list goes on.
You can’t play lip service to these big questions. The modern consumer will be your biggest fan or your
biggest nightmare. The choice is entirely up to you. We need to make the time to put some serious thought
into these hard questions. We need to come up with our business’s standards and ethical charter, and then
we need to make sure we tell everyone. This is the step that many business owners get wrong.
They feel that they are beating their own chest if they start writing slogans about their business’s ethical
position all over the wall (well maybe the website), and this is not a very humble approach. This is not about
being humble; this is about education. Your customers want to know answers to the tough questions about
your business and, if you don’t tell them, they will simply go elsewhere.
The easiest way to illustrate this point is to consider which business you would use in a particular
situation—the one that clearly supports local charities, that proudly buys locally, that is environmentally
responsible, and that genuinely cares for its customers and staff, or one that doesn’t? The only way we can
figure that out is if we have all of the information. So as business owners, our job is make sure we get very
good at telling people about our ethical position on everything.
6. We need to become inspired communicators as part of our marketing journey.
How we communicate, specifically what we ask, what we hear, and what we say, need to take one vital
factor into consideration—everyone is unique, and we all want to be treated that way.
As a business owner and operator, it’s very easy to spend your time in the back office rather than standing
out front talking to your customers. People love to talk to the owner of a business—it’s a mark of respect for
you and for them.
No matter how busy you are, always take the time to talk to your customers. Ask them how they find
dealing with your business. Get to know them and find out why they use your business. A few minutes of
conversation with your customers can give you a lot of information. I find that if I stop and have a chat with
my clients, I get to know them better and that strengthens our relationship, but it also inevitably leads to new
business. Perhaps they were talking to someone who needs some marketing advice. “Maybe I should give
them a call.”
When the owner of the business is too busy to talk to the people who pay the bills, there is a problem
looming. It is important to remember that, without customers, there is no business. Spend time building
relationships with your customers. Show them that you value them and want their feedback and ideas.
7. The new world of networking
If we don’t have a network of fans, supporters, referrers, and followers, it will be tough to survive, let alone
prosper. The concept of networking hasn’t really changed, but the networking mediums have. The reality is
that, if you think you can sit behind a desk and business will come to you, you are in for disappointment.
The world has changed. People have a ridiculous amount of choice and they are waiting for you to come to
them, not the other way around.
This means that we have to get out more in every sense of the word. We need to get very good at asking
people to refer us, we need to put some energy back into our sales skills, and we need to get out of our
As much as we live in a world that is full of technology, I think it will be a few generations before virtual
worlds will be as engaging as face-to-face human interaction. So we need to make sure we are actively
participating in networking events in a physical sense. At the same time our businesses are being talked
about in the online world (with lots of little thumbs up or thumbs down), so we need to be making comment,
monitoring comments about us, speaking up, and standing out.
8. Social media—if you’re not confused, you’re not trying hard enough.
It is okay to be confused about social media; in fact, it should be encouraged. If you are confused, it means
that at least you have taken the time to try to understand or learn something about it. Understand it or not,
it’s here to stay and we need to figure out how we can use it in our business world.
I often hear business owners complaining that social media is a waste of time. I tend to think it is easier to be
dismissive of something rather than figuring out how to use it to your advantage, and that is exactly what we
need to do.
I spend a lot of time trolling the Internet, researching a host of business topics, and one of my favorites is
social media. I am not looking to see what people are saying as much how are they using social media in
their industry in a proactive way. I came across an example of Twitter use in New York.
Many of the street vendors use Twitter to let their regular customers know where they are located and how
long they will be there. One tweet to 1,000 people and the hot dogs run off the shelf for the next couple of
hours. Then they move on. How else could they possibly let their regulars know where they are so quickly
and for little to no cost?
As business owners in the modern world, we need to get very good at researching. Never before have we
had access to such an enormous amount of material at our fingertips. It isn’t much value if we don’t use it.
When it comes to social media, invest time in working out how other smart businesses are using it to
connect and engage with their customers or their potential customers. Once you start finding ideas, it doesn’t
take long to adapt them for use in your business.
9. What have you stopped doing?
Remember, evolving is about getting better. What are the things you have stopped doing that made you
better in the first place?
Recently I had a man come to me who ran a podiatry clinic. He was very successful, but in the last few years
he had been expanding and opening new offices, and it was starting to take a toll. The main problem was
that his primary business, the one that started it all, was in free fall financially. Revenue had dropped from
about $1 million per year to about $300,000 per year, and there was no sign that the free fall was coming to
a stop. On top of this, his other offices were not doing well and they needed propping up financially.
Unfortunately, his “propping up pool” had evaporated and things were not looking pretty.
Rather that overwhelming him with high-level strategies, my advice was pretty simple. I made a list of all
the things I thought he needed to do to build up his primary business. This was a simple list that mainly
focused on engaging with his customers, showing them that they are valued, refreshing his advertising and
his message to potential customers, cleaning up the outside of the building, which was showing significant
signs of a lack of attention, and another 20 or so very simple pieces of advice that really got back to the
As I ran through the list with him, he started shaking his head, and I asked him what was wrong? He said
these were all the things he used to do when he first started the business. He put a huge amount of effort into
building relationships with his customers, he always arrived early to hose down the front pavement and to
clean the windows, he took in fresh cut flowers on a daily basis, and much more. But as he expanded, he
grew too busy to do the very things that had made him so much better than his competitors and the very
things that had made his business successful.
From here he shut down several of his new ventures and he devoted 90 percent of his time to rebuilding his
main business, which he has done very successfully in a short amount of time. At our last meeting he vowed
to never stop doing the “basics” ever again.
Now I know that some people will consider this to be good old-fashioned common sense. But the problem is
that common sense is not that common. We need to ask ourselves some hard questions. What are the things
we have stopped doing in our business, and what price are we paying for this? Where are we spending our
time and energy? Is it in the right places?
Last, but not least, we need to have fun.
I am a very firm believer that business should be fun. Sure there are plenty of times when this is easier said
than done, but some businesses just seem to lack any joy at all. I can’t imagine working in an environment
like that for hours on end, day after day, month after month. I think some people confuse professionalism
with being serious. It is not unprofessional to have a workplace where people like to laugh and enjoy
themselves. As a customer it is much more enjoyable to walk into a light, friendly, energetic environment
than a serious, gloomy, and uncomfortable environment.
Fun takes many different shapes, but I feel that it should be welcomed into all businesses. I do believe it is a
common characteristic of many of the leading winning businesses that I have had the pleasure of working
with. For me it is a real joy to see modern entrepreneurs who are such key advocates of promoting fun for
their staff and customers. Think Richard Branson—life for him is one big party. But don’t be fooled, he
works incredibly hard, but he knows the value of creating positive and fun-filled working environments. As
a result, he attracts the best staff and the best customers.
Sure we all have stressful times. We all have to balance money, deal with unhappy customers, manage staff
problems, and a host of other everyday issues, but it really isn’t that serious. Have some fun at work,
encourage other people to do likewise, and you and your business will enjoy the benefits for many years to
One of the best things I have ever done is to put a whiteboard in my office where I list the things I have
achieved during the year and that I consider milestones for me and my business. On the first of January, the
board gets wiped clean (but I do take a picture of the previous year’s victories to keep handy), and as I
achieve something significant, it gets put on the board.
It is amazing how this list of milestones and achievements makes me feel during the year. The things that I
forget about, the victories from months ago that would have been lost in the day-to-day happenings of a
It adds a sense of perspective that is particularly important on those tough days when nothing seems to be
going right. One glance at my Victory Board and all is better.
We need to celebrate our victories whenever we can. We need to look for ways to encourage other people
around us to celebrate theirs. The more we create a culture of celebration, the more we find to celebrate, and
this has a constantly rejuvenating effect on you and the business.
Let’s bring it all together.
I feel that it is important to be able to paint a picture of a business that has firmly grasped the need to evolve
and one that is taking the right steps to not only become successful, but to stay successful for many years to
come. So I would like to paint the picture of what this business might look like. In the spirit of evolution,
let’s call this business Darwin Corp.
Darwin Corp has no doubt about its survival or future. The owners and managers know that there are bound
to be challenges ahead, but they will look for the opportunity that arises from these challenges. They will
keep one eye on the future and one eye on the present.
Darwin Corp has the highest level of respect for their customers. In fact, the entire business revolves around
their customers, not the other way around. They are constantly engaging with their customers to ensure that
any evolving needs and expectations are not just being met, but they are being exceeded. There is a
company-wide commitment to constant and never-ending improvement.
Darwin Corp has been around for a few years and it has certainly had its ups and downs in this time. But the
people running the business are passionate. They believe in what they do, and they have created an
environment that promotes smart thinking and energetic people. Whenever there is a challenging situation to
deal with, they rally around the flagpole, support each other, and focus on the solutions, not the problems.
Darwin Corp values its brand highly. It is considered the badge of honor for the business, and it represents
the highest of standards and values that all people involved in the business aspire to. There is an integral
alignment between what the company says and what it does. Honor, reputation, trust, and pride all apply to
this business. They are not just hollow words on a company mission statement.
Creative thinking is a way of life in Darwin Corp. It is not only highly valued, it is actively encouraged and
rewarded. New ideas, new products, new services, new ways to do what the business does and new ways to
connect and engage with customers are all given due consideration. Sure there are guidelines, but you will
never hear the words “that’s the way we’ve always done it,” uttered in the corridors of Darwin Corp. If
someone has a better way to do something, the entire company celebrates that breakthrough.
At Darwin Corp the people in the business, from the top down, believe in the products and services they sell,
so they use them. They are also the ones who stress test new products and services to actively look for flaws
or ways to make improvements. Customers are never used as crash test dummies—that is a job for the
business owners and managers.
Darwin Corp is an exceptional corporate citizen. The business looks for ways to always make a difference to
their staff, their community, their suppliers, and their environment. They have considered work practices,
they contribute on many different levels, and they encourage all members of the team to get involved in the
community. Most importantly, they look beyond the fiscal bottom line to find ways to improve the social,
community, and environmental bottom lines in the regions where the business operates. Darwin Corp has no
problem telling their customers why they want to make a difference and how they make a difference.
Darwin Corp is very good at communicating. Their messages to all stakeholders are clear, considered, and in
alignment with the values of the business. The importance of communicating often is clearly understood.
Darwin Corp prides itself in treating people as unique individuals and showing them the respect they
deserve. They listen to their customers, their staff, and anyone else who is generous enough to give them
Darwin Corp is very well connected. The business owners and managers invest time and energy into
building strong networks. They understand that these networks are not only sources of business, but they are
also ways to gather information, mechanisms for skill development, and another way to contribute. Darwin
Corp is a generous networking partner, reciprocating where possible and treating all people within its
network with the respect they deserve.
When it comes to technology, things like the Internet and social media, Darwin Corp is always the first to
find out what the technology does. This doesn’t mean they leap on the new technology, but they make
informed decisions and look for ways this new technology can either help them to increase the efficiency of
their business or, alternatively, to improve the way they engage and connect with their customers. In other
words, they are smart.
Last but not least, at Darwin Corp, fun is a welcome part of the work ethos. Everyone in the business
understands that having fun in the workplace is actually good for productivity, good for morale, and good
for business. Victories are celebrated, success of any kind is acknowledged, and humanity is welcomed into
There are not a lot of Darwin Corps out there, but those that exist are so far ahead of their competitors that it
isn’t even a race anymore.
Becoming a One Percenter
Over many years of working with a very diverse range of businesses, from all corners of the planet, I have
formed the opinion that only about 1 out of one 100 businesses are actually exceptional businesses. I call
these businesses the One Percenters, and they are impressive.
A One Percenter business is one that seems to do everything right. Their branding is great, their premises are
professional and inviting, they offer exceptional service, they are consistent, they do the little things that
their competitors won’t do, and they treat their customers with absolute respect. In return, their businesses
grow through solid word-of-mouth (and now word-of-mouse) recommendations and lots of little thumbs-up
Building a business on solid foundations is important, but equally important is the desire to build a great
business not a mediocre one. This may sound strange, surely everyone wants to build a great business, but
the reality is that many people accept average. Unfortunately, their customers don’t. Hence the reason why
so many businesses fail.
We have already spoken about today’s evolving consumer. He expects a lot and why shouldn’t he? He also
wants great value for money, but he is prepared to pay for what he gets. To succeed with these modern and
demanding consumers (which we all are), a business can no longer aspire to be a good business. The bar is
being raised. They have to become an exceptional business.
The reality is that very few businesses aspire to One Percenter’s degree of excellence. Those that do enjoy
not just good results, but phenomenal results. They get far more than their fair share of customers who are
incredibly loyal. They can charge more, they attract the best staff, they are respected by their peers and, best
of all, they make more money.
The ideas and strategies I have shared here are simple, but incredibly powerful. I have seen and helped many
businesses, large and small, completely transform simply by changing their outlook, introducing new habits,
and developing new and more relevant philosophies toward their customers and the way they run their
business. In other words, they are evolving and constantly getting better as a result.
So while I don’t think we need a 100-year plan, we do need the desire and clarity to know what kind of
business we want to be today, tomorrow, and well into the future. I encourage you to take up the challenge
and commit to becoming a One Percenter. Then light the fire, kick the tires, and hang on for the ride ahead.