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The Challenge To Create More Value in All Negotiations Excellence

VIEWS: 26 PAGES: 260

									Excellence Through the Relentless Provision of “Outrageous” Value-added
CA Americas Sales Kickoff Orlando/06April2006/LONG


Tom Peters‟

Re-imagine Excellence:

Tom Peters‟

Dramatic Difference!

The Relentless Pursuit of


—Clyde Prestowitz

New Economy?

Sergey, Larry > Harvard

“This is a dangerous world and it is going to become more dangerous.”

“We may not be interested in chaos but chaos is interested in us.”
Source: Robert Cooper, The Breaking of Nations: Order and Chaos in the Twenty-first Century

“the metabolically dominant soldier”
Source: Radical Evolution: The Promise and Peril of Enhancing Our Minds, Our Bodies—and What It Means to Be Human, Joel Garreau

The General‟s Answer.

(And Darwin‟s.)

“If you don‟t like change, you‟re going to like irrelevance even less.”

—General Eric Shinseki, Chief of Staff. U. S. Army

“It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.” —Charles Darwin

My Answer.

better to try a swan dive and deliver a colossal belly flop than to step timidly off the board while holding your nose.” —Fast Company /October2003

“In Tom‟s world, it‟s always

Naked Emperors.

“Forbes100” from 1917 to 1987: 39 members of the Class of ‟17 were alive in ‟87; 18 in ‟87 F100; 18 F100 “survivors” underperformed the market by 20%; just 2 (2%), GE & Kodak, outperformed the market 1917 to 1987.
S&P 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

“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

New Economy?!

Genentech09, Amgen09 > Merck09

Lessons Learned. GE. Me.







Only the constant pursuit of innovation can ensure long-term success.”
render them obsolete.
—Daniel Muzyka, Dean, Sauder School of Business, Univ of British Columbia (FT/2004)

“A focus on cost-cutting and efficiency has helped many organizations weather the downturn, but this approach will ultimately

“When asked to name just one big merger that had lived up to expectations, Leon Cooperman, former cochairman of Goldman Sachs‟ Investment Policy

I‟m sure there are success stories out there, but at this moment I draw a blank.”
Committee, answered:
—Mark Sirower, The Synergy Trap

“TOO BIG TO GROW: Why Wall
Street has soured on many of corporate America‟s most admired and feared companies”
—headline, Newsweek, 0313.06

Joined at the Hip. How?

Microsoft Citigroup GE Wal*Mart Intel TimeWarner


“Microsoft‟s Struggle With Scale”
—Headline, FT, 09.2005

“Troubling Exits at Microsoft”
—Cover Story, BW, 09.2005

“Too Big to Move Fast?”
—Headline, BW, 09.2005

Inspiration/s: “Dramatic Difference”/Doug Hall, “Remarkable Point of View”/Seth Godin

Franchise Lost!


“How many of you
a new Chevy?”




Beyond the “Pension Problem” Sedan, Less Than $20,000. Sedan, $20,000-$30,000. Sedan, $30,000-$40,000. Luxury Sedan. SUV, Less Than $30,000. SUV, More Than $30,000. Pickup Truck. Minivan. Green Car. Fun To Drive.*

This is not a “mature category.”

This is an


—W. Chan Kim & Renée Mauborgne, “Think for Yourself —Stop Copying a Rival,” Financial Times/2003

“To grow, companies need to break out of a vicious cycle of competitive benchmarking and imitation.”

$415/SqFt/Wal*Mart $798/SqFt/Whole Foods

7X. 730A800P. F12A.*
*’93-’03/10 yr annual return: CB: 29%; WM: 17%; HD: 16%. Mkt Cap: 48% p.a.

Cirque du Soleil!

“Every time we come to a comfort zone, we will find a way out.” “No Cloning.” “„Reinvent the brand‟ with each new show.” “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


*Or: Why it‟s so unbelievably easy to beat a GIANT Company

The “Small Guys” Guide: Wallop Wal*Mart16 *Niche-aimed. (Never, ever “all things for all people,” a
“mini-Wal*Mart.) *Never attack the monsters head steal niche business and lukewarm customers.)

on! (Instead

*“Dramatically Different”
*Compete in 9.99 out of 10 cases.)

(La Difference ... within our

community, our industry regionally … is as obvious as the end of one‟s nose!) (THIS IS WHERE MOST MIDGETS COME UP SHORT.)

not price. (You ain‟t gonna beat the behemoths on cost-price
*Emotional bond with Clients, Vendors. (BEAT THE BIGGIES ON EMOTION/CONNECTION!!)

on value/experience/intimacy,

Donnelly‟s Weatherstrip Service
Weymouth MA


“We will not, I repeat not, pretend to be „all things to all people.‟”
—CEO, Investec (03.06)

The Benefits of … “FOCUSED EXCELLENCE”

Shouldice/Hernia Repair:
30 min,

1% recurrence. Avg: 90 min, 10%15% recurrence.
Source: Complications, Atul Gawande

Big Winners
Lousy industry … Specialty (No competition) … Smaller than competitors

Sweet spot … Agility … Discipline … FOCUS
4 Traits:
Source: Alfred Marcus, Big Winners and Big Losers: The 4 Secrets of Long-term Business and Failure

Op-ed. Wall Street Journal. 2 March 2006:

“Boutique vs. Behemoth: Upstarts

Steal Market Share from the Investment Banks.”



Innovation is easy!

Innovation‟s Saviors-in-Waiting

Disgruntled Customers Off-the-Scope Competitors Rogue Employees Fringe Suppliers
Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees

CUSTOMERS: “Futuredefining customers may account for only 2% to 3% of your total, but they

represent a crucial window on the future.”
Adrian Slywotzky, Mercer Consultants

We become who we hang out with!

Measure “Strangeness”/Portfolio Quality
Staff Consultants Vendors Out-sourcing Partners (#, Quality) Innovation Alliance Partners Customers Competitors (who we “benchmark” against) Strategic Initiatives Product Portfolio (LineEx v. Leap) IS/IT Projects HQ Location Lunch Mates Language Board

“Don‟t benchmark, futuremark!”
Impetus: “The future is already here; it‟s just not evenly distributed.” —William Gibson


of making Small Changes to Small Things. Rather, make Big Changes to

“Beware of the tyranny

Big Things.”

—Roger Enrico, former Chairman, PepsiCo

excellent failures. Punish mediocre successes.”
Phil Daniels, Sydney exec

Speed/ Tempo!

He who has the quickest O.O.D.A. Loops* wins!
*Observe. Orient. Decide. Act. / Col. John Boyd


“We have a „strategic plan.‟ It‟s called doing things.”
— Herb Kelleher

how few oil people really understand that

you only find oil if you drill wells.
You may think you‟re finding it when you‟re drawing maps and studying logs, but you have to drill.”
Source: The Hunters, by John Masters, Canadian O & G wildcatter

“This is so simple it sounds stupid, but it is amazing

*Churchill, Grant, Patton, Welch, Bossidy, Nardelli (GE execs), UPS, FedEx, Microsoft/Gates-Ballmer, Eisner, Weill, eBay, NixonKissinger, Gerstner, Rice, Jordan, Armstrong


your Top 5 Strategic Initiatives/Key Projects score 8 or higher (out of 10) on a “Weird”/ “Profound”/ “Wow”/“Game- changer” Scale?

Innovation Index: How many of


Buy a Mirror!
Step #1:

“The First step in a „dramatic‟ „organizational change program‟ is obvious—dramatic personal change!” —RG

The New Look of “Organizing”: IS/IT as a Disruptive Tool. Period.

We all live in Dell-Wal*MarteBay-Google World!

Wal*Mart (!) & Katrina

FedEx Economy”
—headline/New York Times/10.08.05


Anything/ Anywhere/ Anytime

Power Tools for Power Solutions/ Strategies!


“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


The New Look of “Organization”: The Age of “Best-sourcing.”

“Organizations will still be critically important in the world, but as „organizers,‟ not „employers‟!”
— Charles Handy

Not “out sourcing” Not “off shoring” Not “near shoring” Not “in sourcing”
but …

“Best Sourcing”

“global innovation networks”

“research in large monolithic companies”
Source: George Colony/Forrester Research






the Value-added Ladder.

The New Look of “Organizing”: The WhiteCollar Tsunami and the Professional Service Firm/“PSF” Imperative.

“ „Disintermediation‟ is overrated. Those who fear disintermediation should in fact be afraid of irrelevance—disintermediation is just another way

you‟ve become irrelevant to your customers.”
of saying that …
—John Battelle/Point/Advertising Age/07.05

“Imagine you are sitting next to a stranger at dinner and you have to describe your job in one that they can understand. If you fail this test, you are either a nuclear physicist or your job shouldn‟t exist.”
—Lucy Kellaway/personal relevance test/FT/0206.06


The Rule of Positioning

“If you can‟t describe your position in eight words or less, you don‟t have a position.”
Get What You Deserve!

— Jay Levinson and Seth Godin,


Answer: Professional Service Firm/PSF!

Department Head
to …

Managing Partner, IS [HR, R&D, etc.] Inc.

The “PSF35”:
Thirty-Five Professional Service Firm Marks of Excellence

The PSF35: The Work & The Legacy

CRYSTAL CLEAR POINT OF VIEW (Every Practice Group: “If you can‟t explain your position

in eight words or less, you don‟t have a position”—Seth Godin) 2. DRAMATIC DIFFERENCE (“We are the only ones who do what we do”—Jerry Garcia) 3. Stretch Is Routine (“Never bite off less than you can chew”—anon.) 4. Eye-Appetite for Game-changer Projects (Excellence at Assembling “Best Team”—Fast) 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 Universe”—Steve 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


Point of View!

The PSF35: The Client Experience
11. Always team with client: “full partners in achieving memorable results” (Wanted: “Chimeras of Moonstruck Minds”!) 12. We will seek assistance Anywhere to assemble the Best-inPlanet Team for the Project 13. Client Team Members routinely declare that working with us was “the Peak Experience of my Career” 14. The job‟s not done until implementation is “100.00% complete” (Those who don‟t “get it” must go)

15. 17.



(“Teach a man to fish …”)

“PSF” Nirvana

Counselor Trusted Advisor



Your Current Project?

1. Another day‟s work/Pays the rent. 4. Of value. 7. Pretty Damn Cool/Definitely subversive. 10. WE AIM TO CHANGE THE WORLD.

“Insanely Great”

Will you actually remember it as worthwhile 10 years from now?”

The Project 50

The Project 50 CREATE 1. REFRAME: NEVER ... EVER! ... ACCEPT A PROJECT/ASSIGNMENT AS GIVEN! 2. TRANSLATE YOUR DAILY EXPERIENCES INTO COOL STUFF TO DO. 2A. Become a Benchmarking Fanatic: LOOK at every-small-thing-thathappens-to-you as a Golden Learning Opportunity. 3. Improve your vocabulary! Learn to love “WOW!” Use “the word.” WOW! 4. There are no “small” projects: IN EVERY “LITTLE” FORM OR PROCEDURE, IN EVERY “LITTLE” PROBLEM THERE USUALLY LURKS A B-I-G PROJECT! 4A. CONVERT today's annoying “chore” into a WOW! Project. THE B-I-G IDEA: THERE'S NO SUCH THING AS A “GIVEN.” 5. Put on the brakes! DON‟T BETRAY WOW! 6. LOVE MAKES THE WORLD GO ‟ROUND! 7. Will it—the project, our baby—be beautiful? Yes ... BEAUTIFUL! 8. Design-Is-It. I.e.: One of the single most powerful forces in the whole bloody universe. 9. IS THE PROJECT REVOLUTIONARY? (ARE YOU SURE?)

The Project 50 10. Is the Web factored into the project? In a b-i-g way? 11. Impact. Henry James asked this, as his ultimate question, of an artist's work: “Was it worth doing?” 11A. Made Anybody(s) Angry Lately? 12. RAVING FANS! 12A. Women-as-Raving Fans. Women take to products/services—and, thence, “project deliverables”—for (very) different reasons than men. 13. Pirates-on-the-high-seas. “We” are on a Mission/Crusade. We plan to upset the applecart (convention wisdom) Big Time ... and Make a Damn Difference. 14. If you can (hint: you can!), create a “place.” That Is ... Pirates Need Ships at Sea and Caves on Land. (“Safe Houses” in Spy-speak.) 15. Put it in your resume. NOW! PICTURE YOURSELF CROSSING THE FINISH LINE. 16. THINK RAINBOW! 17. THINK ... OR RETHINK ... OR REFRAME ... YOUR CONCEPT ... INTO A “BUSINESS PLAN.” 18. Think/obsess ... D-E-A-D-L-I-N-E. Be ridiculously/absurdly/insanely demanding of yourself/your little band of renegades.

The Project 50
19. Find a Wise Friend. WOW Projects Ain‟t Easy! They Stretch You, Stress You, and Often Vex You. And the Organization. 20. FIND—AND THEN NURTURE—A FEW (VERY FEW) CO-CONSPIRATORS. 20A. Find at least one user/co-conspirator. NOW. Think user from the start. 21. Consider carrying around a little card that reads: WOW! BEAUTIFUL! REVOLUTIONARY! IMPACT! RAVING FANS!

22. Be S-U-C-C-I-N-C-T. Describe your project (its benefits and its WOW!) in T-HR-E-E minutes. 22A. METAPHOR TIME! The “pitch”—and every aspect of the project—works best if there is a compelling theme/image/hook that makes the whole thing cohere, resonate, and vibrate with life. 23. SALES MEANS SELLING ... EVERYONE! 24. Hey: WOW Project Life = Sales. Right? So ... WORK CONSCIOUSLY ON BUZZ. GET VISIBLE AND STAY VISIBLE. 25. Do your “Community Work.” Start to Expand the Network! ASAP.

The Project 50 Last is as good as first. If they support you ... they are your friends. Preach to the choir! Never forget your friends! Don't try to convert your enemies. Don’t waste time on them. CREATE AN A-TEAM ADVISORY BOARD. Become a Master Bootstrapper. You heard it here first: Too much initial money ... kills! 31. Think B-E-T-A! As in ... Beta Site(s). You need customer-partners ... as safe-haven testing grounds for rough prototypes. IMPLEMENT 32. CHUNK! CHUNK! CHUNK! We’ve gotta break “it”—our project, now on the move—down into tidbit/do-it-today/do-it-in-the-next-fourhours pieces. 33. Live ... Eat ... Sleep ... Breathe: Prototype! I.e.: BECOME AN UNABASHED PROTOTYPING FANATIC. 33A. Teach prototyping. Prototyping is a “corporate culture” issue. I.e.: Work to create a Culture of Prototyping. 34. PLAY! FIND PLAYMATES! 35. Scrunch the Feedback Loops! 36. BLOW IT UP! PLAY ... AND DESTRUCTION ... ARE HANDMAIDENS. 26. 27. 28. 29. 30.

The Project 50 37. Keep recruiting! Iron Law: WOW Projects Call for WOW! People. Never stop recruiting! 37A. WANTED: COURT JESTER. 38. Make a B-I-G binder! This is the Project Bible. It's the Master Document ... the macro-map. 39. List mania. Ye shall make lists ... and the lists shall make ye omniscient. (No joke.) 40. Think (live/sleep/eat/breathe) Timeline/ Milestones. 40A. WANTED: MS. LAST TWO PERCENT! 41. Master the 15-Minute Meeting. You can change (or at least organize) the world in 15 minutes! 42. C-E-L-E-B-R-A-T-E! 42A. CELEBRATE FAILURES! 43. Station break! The keynote here is action. Exactly right! But: Don't allow the action fanaticism to steer you off course re WOW!/Beauty/Revolution/Impact!/Raving Fans. 44. A Project Has an Identity. It’s Alive. PROJECT = LIFE ... SPIRIT ... PERSONALITY.

The Project 50 45. Cast the Net a Little/Lot Farther Afield. 46. It's the U-S-E-R, stupid! Never lose sight of the user community. 47. Concoct a B.M.P./Buzz-Management Program. Marketing is Implementation. EXIT 48. SELL OUT! It's been “us” against “them” ... and one heck of a ride. But now the time has come to dance with the suits ... if we really want full impact. 48A. Recruit a Mr. Follow-up ... Who Is as Passionate as You Are! (And L-O-V-E-S Administration.) 49. SEED YOUR FREAKS INTO THE MAINSTREAM ... WHERE THEY CAN BECOME MUTANT VIRUSES FOR YOUR (QUIRKY) POINT OF VIEW! 50. Write up the project history. Throw a Grand Celebratory Bash!





the Value-added Ladder.

Solve It.

And the “M” Stands for … ?

“Systems Integrator of choice.”/BW
Gerstner‟s IBM:

(“Lou, help us turn ‘all this’ into that long-promised ‘revolution.’ ” )

IBM Global Services*

Services Corp.):

(*Integrated Systems

Planetary Rainmaker-in-Chief!

“Palmisano’s strategy is to expand tech’s borders by pushing users—and entire industries—toward radically different business models. The payoff for IBM
would be access to an ocean of revenue—Palmisano estimates it at $500 billion a year—that technology
companies have never been able to touch.” —Fortune

“By making the Global Delivery Model both legitimate and mainstream, we have brought the battle to our territory. That is, after all, the purpose of strategy. We have become the leaders, and incumbents [IBM, Accenture] are followers, forever playing catch-up. … However, creating a new business innovation is not enough for rules to be changed. The innovation must impact clients, competitors, investors, and society. We have seen all this in spades. Clients have embraced the model and are demanding it in even greater measure. The acuteness of their circumstance, coupled with the capability and value of our solution, has made the choice not a choice. Competitors have been dragged kicking and screaming to replicate what we do. They face trauma and disruption,

Investors have grasped that this is not a passing fancy, but a potential restructuring of the way the world operates and how value will be created in the future.” —Narayana Murthy, chairman‟s
but the game has changed forever. letter, Infosys Annual Report

“Big Brown‟s New Bag: UPS Aims to Be the

Traffic Manager for Corporate America”

“Instant Infrastructure: GE Becomes a General Store for Developing Countries”
—headline/ NYT/07.16.05

GE Commercial Finance ($233B assets). Gratis advisory service called “At the customer, for the Customer” (E.g., GE disciplines such as Six Sigma, JIT, succession planning, leadership development); GE Mentor.
Source: “Michael Neal runs GE‟s biggest profit engine. His secret: “free” advice for the clientele,” Forbes, 11.05

And …

MasterCard Advisors

“Photo marketers have to inspire seller innovation: „Retailers have to redefine what a camera store is‟ ”
—headline, USA Today/ 0227.06

“Customer Satisfaction” to “Customer Success”

“We‟re getting better at [Six Sigma] every day. But we really need to think about the

Are customers‟ bottom lines really benefiting from what we provide them?”
customer‟s profitability.
—Bob Nardelli, GE Power Systems


Huge: Customer


“Security „devices‟” to “Turnkey security solutions” (A/C, elevators, DIY,
photo shops, etc, etc)

The Value-added Ladder/Stuff „n‟ Things

Goods Raw Materials

The Value-added Ladder/Stuff & Transactions

Goods Raw Materials

The Value-added Ladder/Opportunity-seeking

Gamechanging Solutions
Services Goods Raw Materials

Era #1/Obvious Value:“Our „it‟ works, is delivered on time” (“Close”)

Era #2/Augmented Value: “How our „it‟ can add value—a „useful it‟ ” (“Solve”)
Era #3/Complex Value Networks: “How our „system‟ can change you and deliver „business advantage‟ ” (“CultureStrategic change”)
Source: Jeff Thull, The Prime Solution: Close the Value Gap, Increase Margins, and Win the Complex Sale

The Value-added Ladder/Opportunity-seeking

Gamechanging Solutions/ Business Advantage
Services Goods Raw Materials

“Game-changing Solutions”: Core Mechanism

(Professional Service Firm “model”)


Wow Projects
(“Different” vs “Better”)


Brand You
(“Distinct” or “Extinct”)

Fleet Manager

Rolling Stock Cost Minimization Officer

Chief of Fleet Lifetime Value Maximization Strategic Supply-chain Executive

Customer Experience Director (via drivers)

Cost (at All Costs*) Minimization Professional? Or/to: Full PartnerLeader in Lifetime Value-added Maximization?
“Purchasing Officer” Thrust #1:
(*Lopez: “Arguably „Villain #1‟ in GM tragedy”/AnonVSE-Spain)

HCare CIO:

“Technology Executive” (workin‟ in a hospital)

Full-scale, Accountable (life or death) Member-Partner of XYZ Hospital‟s Senior

Healing-Services Team
(who happens to be a techie)

Trapper: <$20 per beaver pelt.
Source: WSJ

flood-control piping … so that beavers can stay. * “Wildlife Damage-control Professional”
Source: WSJ

$1,000 for

“problem beaver”; $750-

WDCP*: $150 to remove

I. LAN Installation Co.


II. Geek Squad.


III. Acquired by BestBuy.

IV. Flagship of BestBuy Wholesale Strategy Makeover.

“What Isn‟t Matter Is What Matters”
—section title, Branded Nation: The Marketing of Megachurch, College Inc., and Museumworld, James Twitchell

Gas ………….….. $1.75 per gallon Lipton Iced Tea .. $9.52 per gallon Ocean Spray …... $10.00 Gatorade ……….. $10.17 Diet Snapple …... $10.32 STP brake fluid .. $33.60 Pepto-Bismol ….. $123.20 Vicks NyQuil …... $178.13 Evian water ……. $21.19 ($50B-$200B)
Source: Branded Nation: The Marketing of Megachurch, College Inc., and Museumworld, James Twitchell (2004)

VA ―Teaching Moment‖

“Andy pointed to

a molding, about halfway up the wall …”

Experience It.

“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

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

“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 that’s not work or home. It’s the place our customers come for refuge.”
Nancy Orsolini, District Manager


The Value-added Ladder/Memorable Connection

Spellbinding Experiences
Gamechanging Solutions/ Business Advantage Services Goods Raw Materials

Beyond the “Transaction”/ “Satisfaction” Mentality

“Good hotel”/ “Happy guest”/ “Exceeded Expectations”

“Great Vacation”/ “Great Conference”/ “Operation Personal Renewal”

Warren Goes Shopping …

Q: “Why did you buy Jordan‟s Furniture?” A: “Jordan‟s is spectacular.

It‟s all showmanship.”
Source: Warren Buffet interview/ Boston Sunday Globe/12.05.2004

Dream It.

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

DREAM: “A dream is a complete

The Value-added Ladder/Emotion

Dreams Come True
Spellbinding Experiences Gamechanging Solutions/ Business Advantage Services Goods Raw Materials

experience enlivens the senses, instills well-being, and fulfills even the unexpressed wishes and needs of our guests.”
— from the Ritz-Carlton Credo

“The Ritz-Carlton

Six Market Profiles

1. Adventures for Sale 2. The Market for Togetherness, Friendship and Love 3. The Market for Care 4. The Who-Am-I Market 5. The Market for Peace of Mind 6. The Market for Convictions
Rolf Jensen/The Dream Society: How the Coming Shift from Information to Imagination Will Transform Your Business

Six Market Profiles
1. Adventures for Sale/IBM-UPS-GE 2. The Market for Togetherness, Friendship and Love/IBM-UPS-GE 3. The Market for Care/IBM-UPS-GE 4. The Who-Am-I Market/IBM-UPS-GE 5. The Market for Peace of Mind/IBM-UPS-GE 6. The Market for Convictions/IBM-UPS-GE
Rolf Jensen/The Dream Society: How the Coming Shift from Information to Imagination Will Transform Your Business


Dream Merchants!

Dream Merchants!




Love It.

have run out of juice. They‟re dead.”


—Kevin Roberts/Saatchi & Saatchi

Kevin Roberts:


Brand …………………………………………………. Lovemark Recognized by consumers ………………. Loved by People Generic ………………………………………………… Personal Presents a narrative ………………….. Creates a Love story The promise of quality ……………… A touch of Sensuality Symbolic ………………………………………………….. Iconic Defined ………………………………………………….. Infused Statement ………………………………………………….. Story Defined attributes ……………………... Wrapped in Mystery Values ………………………………………………………. Spirit Professional …………………………... Passionately Creative Advertising agency ………………………….. Ideas company Source: Kevin Roberts, Lovemarks

“Lovemarks are owned by the people who love them.”
Brands, Kevin Roberts

—Lovemarks: The Future Beyond

Tattoo Brand: What %
of users would tattoo the brand name on their body?

Top 10 “Tattoo Brands”* Harley .… 18.9% Disney .... 14.8 Coke …. 7.7 Google .... 6.6 Pepsi .... 6.1 Rolex …. 5.6 Nike …. 4.6 Adidas …. 3.1 Absolut …. 2.6 Nintendo …. 1.5
*BRANDsense: Build Powerful Brands through Touch, Taste, Smell, Sight, and Sound, Martin Lindstrom

Top 10 “Tattoo Brands”* Harley .… 18.9% Disney .... 14.8 Coke …. 7.7 Google .... 6.6 Pepsi .... 6.1 Rolex …. 5.6

Computer Associates?
Nike …. 4.6 Adidas …. 3.1 Absolut …. 2.6 Nintendo …. 1.5
*BRANDsense: Build Powerful Brands through Touch, Taste, Smell, Sight, and Sound, Martin Lindstrom





the Value-added Ladder.

Dreams Come True Spellbinding Experiences Gamechanging Solutions/ Business Advantage
Services Goods Raw Materials

4 of 7

Dreams Come True Spellbinding Experiences Gamechanging Solutions/ Business Advantage
Services Goods Raw Materials


The Power Is the Story.

Story > Brand


is the core of culture.”
—Branded Nation: The Marketing of Megachurch, College Inc., and Museumworld, James Twitchell

“Branding, in the simplest sense, is the application of a story to a product or a service—and is utilized whenever there is a surplus of interchangeable goods.”
—Branded Nation: The Marketing of Megachurch, College Inc., and Museumworld, James Twitchell

Market Power = Story Power = Dream Power

Message …

Is Not > Is

Branding: Is-Is Not “Table”
TNT is not: TNT is: TNT is not:

Mindless Predictable Frivolous Superficial

Meaningful Suspenseful Exciting Powerful

Elitist Dull Slow Self-important

Rules of “Radical Marketing”

Love + Respect Your Customers! Hire only Passionate Missionaries! Create a Community of Customers! Celebrate Craziness! Be insanely True to the Brand!
Sam Hill & Glenn Rifkin, Radical Marketing (e.g., Harley, Virgin, The Dead, HBS, NBA)

No Option: Brand You World.

“One of the defining characteristics [of the change] is that it will be less driven by countries or corporations and more driven by real people. It will
unleash unprecedented creativity, advancement of knowledge, and economic development. But at the same time, it will tend to undermine safety net systems and penalize the unskilled.” —Clyde Prestowitz, Three Billion
New Capitalists


Happy 300

Brand You!


very special about your work, no matter how hard you
apply yourself you won‟t get noticed, and that increasingly means you won‟t get paid much either.” —Michael Goldhaber, Wired

“If there is nothing

“You are the storyteller of your own life, and you can create your own legend or not.”
—Isabel Allende

The Rule of Positioning

“If you can‟t describe your position in eight words or less, you don‟t have a position.”
Get What You Deserve!

— Jay Levinson and Seth Godin,

“Imagine you are sitting next to a stranger at dinner and you have to describe your job in one that they can understand. If you fail this test, you are either a nuclear physicist or your job shouldn‟t exist.”
—Lucy Kellaway/personal relevance test/FT/0206.06


Oh, S+&*#!

“Tom, what have you done this year?”
—Jessica Sutherland, IIR ME

Rate: 15%?, 25%? Therefore: Formal “Investment



*Renewal Investment Plan

Have you invested as much this year in your career as in your car?
Source: Molly Sargent

3 Weeks in May

“Training” & Prep: 187 “Work”: 41 (“Other”: 17)




Divas do it. Violinists do it. Sprinters do it. Golfers do it. Pilots do it. Soldiers do it. Surgeons do it. Cops do it. Astronauts do it. Why don’t

businesspeople do it?

Personal “Brand Equity” Evaluation
– I am known for [2 to 3 things]; next year at this time I‟ll also be known for [1 more thing]. – My current Project is challenging me … – New things I‟ve learned in the last 90 days include … – My public “recognition program” consists of … – Additions to my Rolodex in the last 90 days include …

– My resume is discernibly different from last year‟s at this time …

New Work SurvivalKit.2006 1. Mastery! (Best/Absurdly Good at Something!) 2. “Manage” to Legacy (All Work = “Memorable”/“Braggable” WOW Projects!) 3. A “USP”/Unique Selling Proposition (R.POV8: Remarkable Point of
View … captured in 8 or less words) 4. Rolodex Obsession (From vertical/hierarchy/“suck up” loyalty to horizontal/“colleague”/“mate” loyalty) 5. Entrepreneurial Instinct (A sleepless … Eye for Opportunity! E.g.: Small Opp for Independent Action beats faceless part of Monster Project) 6. CEO/Leader/Businessperson/Closer (CEO, Me Inc. Period! 24/7!) 7. Master of Improv (Play a dozen parts simultaneously, from Chief Strategist to Chief Toilet Scrubber) 8. Sense of Humor (A willingness to Screw Up & Move On) 9. Comfortable with Your Skin (Bring “interesting you” to work!) 10. Intense Appetite for Technology (E.g.: How Cool-Active is your Web site? Do you Blog?) 11. Embrace “Marketing” (Your own CSO/Chief Storytelling Officer) 12. Passion for Renewal (Your own CLO/Chief Learning Officer) 13. Execution Excellence! (Show up on time! Leave last!)

Distinct … or … Extinct

always showtime.”
—David D‟Alessandro, Career Warfare


100 WAYS TO SUCCEED #35: Lovemark or Bust!
(1) Enjoy your the Holiday Season! (2) Between now and 1JAN2005, invent 10 actions, solo or with pals, to Launch Your “Lovemark Journey2005.” (3) Focus directly—Architect or Lawyer or Realtor—on the following “KRWs”/Kevin Roberts Words: Mystery … Magic … Sensuality … Enchantment … Intimacy … Exploration. (3A) The words in #3 above Do Apply to You! (4) Develop a “No Bull” Action Schedule that includes 2 Hard First Steps by 10JAN05, 5 Hard First Steps by 01FEB05. (5) Report back to this Website, Pronunciamento: I HEREBY DESIGNATE, IN ACCORDANCE WITH THE POWERS GRANTED TO ME (the Inalienable Right To Blog) THAT 2005 IS PROCLAIMED AS “THE YEAR OF THE PROFESSIONAL SERVICE LOVEMARK.” Welcome aboard!
Source: TPBlog/12.17.2004


(more or less)


The Sales122: 122 Ridiculously Obvious Thoughts About Selling Stuff
Tom Peters/0402.2006

This list was first prepared for GE Energy sales & marketing people in January. It started with a half-dozen items, and grew like Topsy. Possibly, given its origins, it‘s a little tilted toward complex, engineeringbased sales. It certainly is twisted toward ―solutions selling‖—but, then, I think all selling worth the name is ―solutions selling‖ or ―success selling.‖

Tom Peters

1. ―Strategy‖ overrated, simply ―doin‘ stuff‖ underrated. See Kelleher and Bossidy: ―We have a ‗strategic plan,‘ it‘s called doing things.‖—Herb Kelleher. ―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. Action has its own logic—ask Genghis Khan, Rommel, COL John Boyd, U.S. Grant, Patton, W.T. Sherman. 2. What are you personally great at? (Key word: ―great.‖) Play to strengths! ―Distinct or Extinct.‖ You should aim to be ―outrageously good‖/B.I.W. at a niche area (or more). 3. Are you a ―personality,‖ a de facto ―brand‖ in the industry? The Dr Phil of ... 4. Opportunism (with a little forethought) mostly wins. (―Successful people are the ones who are good at Plan B.‖) 5. Little starts can lead to big wins. Most true winners—think search & Google—start as something small. Many big deals— Disney & Pixar—could have been done as little-er deals if you‘d had the guts to jump before the value became obvious.

6. Non-obvious targets have great potential. Among many other things, everybody goes after the obvious ones. Also, the ―non-obvious‖ are often good Partners for technology experiments. 7. The best relationships are often (usually?) not ―top to top‖! (Often the best: hungry division GMs eager to make a mark.) 8. IT‘S RELATIONSHIPS, STUPID—DEEP AND FROM MULTIPLE FUNCTIONS. 9. In any public-sector business, you must become an avid student of ―the politics,‖ the incentives and constraints, mostly non-economic, facing all of the players. Politicians are usually incredibly logical—if you (deeply!) understand the matrix in which they exist. 10. Relationships from within our firm are as important— often more important—as those from outside—again broad is as important as deep. Allies—avid supporters!—within and from non-obvious places may be more important than relationships at the Client organization. Goal: an ―insanely unfair ‗market share‘‖ of insiders‘ time devoted to your projects!

“Everyone lives by selling something.”
—Robert Louis Stevenson

11. Interesting outsiders are essential to innovative proposal and sales teams. An ―exciting‖ sales-proposal team is as important as a prestigious one. 12. Is the proposal-sales team weird enough—weirdos come up with the most interesting, game-changer ideas. Period. 13. Lunch with at least one weirdo per month. (Goal: always on the prowl for interesting new stuff.) 14. Gratuitous comment: Lunches with good friends are typically a waste of (professional) time. 15. Don‘t short-change (time, money, depth) the proposal process. Miss one tiny nuance, one potential incentive that ―makes my day‖ for a key Client player—and watch the whole gig be torpedoed. 16. ―Sticking with it‖ sometimes pays, sometimes not—it takes a lot of tries to forge the best path in. Sometimes you never do, after a literal lifetime. (Ah, life.) 17. WOMEN ARE SIMPLY BETTER AT RELATIONSHIPS—don‘t get hung up—particularly in tech firms—on what industriescountries ―women can‘t do.‖ (Or some such bullshit.)

18. Work incessantly on your ―story‖—most economic value springs from a good story (think Perrier)! In sensitive public or quasi-public negotiations, a compelling story is of immense value—politics is about the tension among competing stories. (If you don‘t believe me, ask Karl Rove or James Carville.) (―Storytelling is the core of culture.‖ —Branded Nation: The Marketing of Megachurch, College Inc., and Museumworld, James Twitchell) 19. Call this 18A, or 18 repeat: Become a first-rate Storyteller! (―A key – perhaps the key – to leadership is the effective communication of a story.‖—Howard Gardner, Leading Minds: An Anatomy of Leadership) 20. Risk Assessment & Risk Management is more about stories than advanced math—i.e., brilliant scenario construction. 21. Good listeners are good sales people. Period. 22. Lousy listeners are lousy sales people. Period. 23. GREAT LISTENERS ARE GREAT SALES PEOPLE. (Listening ―skills‖ are hard to learn and subject to immense effort in pursuit of Mastery. A virtuoso ―listener‖ is as rare as a virtuoso cello player.) (―If you don‘t listen, you don‘t sell anything.‖—Carolyn Marland/MD/Guardian Group)

24. Things that are funny to me (American) are often-mostly not funny to those in other cultures. (Humor is as fine-edged as it gets, and rarely travels.) 25. You don‘t know Jack Squat about other peoples‘ cultures— especially if you are a typically myopic American. (Like me.) 26. Are you a great interviewer? It‘s a make or break skill. (Think Barbara Walters‘ skill at extracting unwanted truths from pros in persona-protection ... in front of 10s of millions of people. 27. Are you a great (not merely ―good‖) presenter? Mastering presentation skills is a life‘s work—with stupendous payoff. 28. Work like hell on the Big 2: LISTENING/INTERVIEWING, PRESENTING. These are ―the essence of [sales] life‖—and usually picked-up in an amateurish fashion. Mistake! (Become a ―professional student‖ of these two areas, achieve Mastery.) 29. Are you good at flowers? Think: FLOWER POWER! (see Harvey Mackay‘s ―Mackay 66‖—what you should know about a Client; e.g., birthdays & anniversaries.) (My ―flowers budget‖ is out of control. Hooray for me.) 30. You can‘t do it all—be clear at what you are good at, bad at, indifferent at. Hubris sucks.

“If you don‟t listen, you don‟t sell anything.”
—Carolyn Marland/ Managing Director/ Guardian Group

31. The point is not to ―prove yourself.‖ (That‘s ego-talk.) Let the best person present to the Client—perhaps a ―lower level‖ geek. (―Control freaks‖ get their just desserts in the long haul— or sooner.) 32. The numbers will more or less take care of themselves over the long haul—if the relationship/s is/are solid gold. 33. The Gold Standard in selling: INDISPENSABLE to the Client. No other goal is worthy. 34. Never stop growing-broadening-deepening the relationship. The key to ―indispensability‖ is to get the Client more and more … and more … and then more … imbedded in ―our‖ web. Hence the so-called ―selling process‖ is only the first step! 35. USE THE WORD ―WE‖ … CONSTANTLY & RELIGIOUSLY! (E.g.: ―We‖—the Client & me—―are going to change the world with this service.‖) 36. Don‘t waste your time on jerks—it‘ll rarely work out in the mid- to long-term. 37. Genius is walking away from lousy ―scores‖ (deals)—and accepting the attendant heat. Big Business is the premier home to Big Egos overpaying by a factor of 2 to 22 with billion$$$$ at stake. (Think Jerry Levin and AOL Time Warner.)

38. You haven‘t a clue as to how this situation will actually play out—be prepared to move fast in a different direction. 39. Keep your word. 40. KEEP YOUR WORD. 41. Underpromise (i.e., don‘t over-promise; i.e., cut yourself a little slack) even if it costs you business—winning is a long-term affair. Over-promising is Sign #1 of a lack of integrity. You will pay the piper. 42. There is such a thing as a ―good loss‖—if you‘ve tested something new and developed good relationships. A half-dozen honorable, ingenious losses over a two-year period can pave the way for a Big Victory in a New Space in year 3. 43. It‘s a competitive world out there. New, innovative products are harder to sell than old stand-bys. Nonetheless, you will be a long-term star to the extent that you are willing to push the harder-to-sell-at-the-moment Innovative Products that cement long-term Client success (Indispensability!) —even if it means a #s hit this quarter. PART OF YOUR JOB: TAKE CLIENTS ON AN ADVENTURE THAT PUTS THEM AHEAD OF THE GAME CALLED (GAMECHANGING—hopefully) COMPETITIVE ADVANTAGE!

44. Think ―legacy‖—what the hell is all this really about for you and the world? (―Tell me, what is it you plan to do with your one wild and precious life?‖ —Mary Oliver) 45. THERE ARE NO ―MODERATES‖ IN THE HISTORY BOOKS! 46. Keep it simple! (Damn it!) No matter how ―sophisticated‖ the product. If you can‘t explain it in a phrase, a page, or to your 14year-old ... you haven‘t got it right yet. 47. Know more than the next guy. Homework pays. (of course it‘s obvious—but in my work it is too often honored in the breach.) 48. Regardless of project size, winning or losing invariably hinges on a raft of ―little stuff.‖ Little stuff is and always has been everything!!!!!!!!!!!!!!!!!!!!—or, ―one man‘s little stuff is another man‘s 7.6 Richter deal-breaker.‖ 49. In public settings in particular, face saving is all. When something changes, allow the other guy to come out looking like a winner, especially if he has lost. (Even if you must accept the egg on your face—he will always remember you!) 50. Don‘t hold grudges. (It is the ultimate in small mindedness— and incredibly wasteful and ineffective. There‘s always tomorrow.)

51. IT’S ALWAYS “THE POLITICS”—wee private-sector deal or giant public sector deal. (Every player, small or large, is angling for something. Master the calculus of advantage.) 52. To beat the ―turnover problem‖ in key Client posts amidst long negotiations, invest outrageous amounts of time building a wide & deep set of relationships with mid-level (& lower!!) ―plodding‖ ―careerists.‖ The invisible careerists are the bedrock upon which repeated success is built! (My ―Capitol Hill Axiom‖: It‘s the 24-year-old LA who in the end briefs the Senator right before she goes to the Floor to vote.) 53. Speaking of ―she‖: Gender differences are Enormous— dealing with a woman and dealing with a man are different kettles of fish—you must become an A+ student of gender differences. (E.g.: Men are typically more interested in the short-term ―score.‖ Women are more interested in the longterm consequences.) 54. ―LITTLE PEOPLE‖ OFTEN HAVE BIG FRIENDS. 55. This is not war, damn it. All parties can win (or not lose, anyway). And losing bidders can walk away from a deal with increased respect for you and your team.

56. Never, ever dump on a competitor—the Tom Watson IBM glory-days mantra. 57. Never forget the ―Law of Cousins!‖ In developing nations in particular, power brokers at all levels are at least cousins! Consideration for a second cousin can pay off big time. 58. Speaking of ―favors,‖ jail sucks. 59. Work hard beats work smart. (Mostly.) 60. REPEAT: HE/SHE WHO HAS THE MOST-BEST RELATIONSHIPS WINS. RELATIONSHIPS ARE THE ESSENCE OF THE WORK OF THE SALESPERSON. THE HARD ... AND LONG ... WORK OF THE SALESPERSON. 61. Mano v mano ―hardball‖ is seldom the answer—end runs based and patient multi-level relationship building via deeperwider networks win. 62. If the deal is wired from below, truly wired, than the socalled ―big negotiations‖ are essentially irrelevant. 63. If every quarter is a ―little better‖ than the prior quarter— then you are not taking any serious risks. 64. Phones beat email.

“Nothing is so contagious as enthusiasm.”
—Samuel Taylor Coleridge

65. A THREE-MINUTE CALL TODAY CAN AVOID A GAME-LOSER OF A FIASCO NEXT MONTH. There was always a time when a little thing could have been addressed that headed off a subsequent big thing. As to avoiding that call, didn‘t someone say, ―Pride goeth before the fall‖? 66. Be hyper-organized about relationship management—you are in the anthropology business. Study the great pols! Brilliant NRM (network relationship management) is not accidental! It is not catch-as-catch can. (Football analogies are cute—but deep political understanding pays the private-school tuition.) 67. Obsess on ROIR (Return On Investment In Relationships). 68. ―THANK YOU‖ NOTES: World‘s highest-return investment!! 69. The way to anyone‘s heart: Doing a nice thing for their kid. (But, gawd, does this take a gentle touch.) 70. Scoring off other people is stupid. Winners are always in the business of creating the maximum # of winners—among adversaries at least as much as among ―partners.‖ 71. Your colleagues‘ successes are your successes. Period. (Trust me, my greatest personal success—financially as well as artistically—has been creating a bigger pond in which everyone wins, even if my ―market share‖ is down.)

72. Lend a helping hand, especially when you don‘t have the time. E.g. share relationships—the more you give away the more you get in return (just like they say in church). 73. Listen up: ―It was much later that I realized Dad‘s secret. He gained respect by giving it. He talked and listened to the fourth-grade kids in Spring Valley who shined shoes the same way he talked and listened to a bishop or a college president. He was seriously interested in who you were and what you had to say.‖ —Sara Lawrence-Lightfoot, Respect. (I.e., Respect is Cool.) 74. Mentoring is a thrill—and the practical payoff is enormous. The best mentors have the whole world working its buns off for them! 75. Hire for enthusiasm. Promote for enthusiasm. Cherish enthusiasm. REMOVE NON-ENTHUSIASTS—THEY ARE CANCERS. (―Nothing is so contagious as enthusiasm.‖— Samuel Taylor Coleridge. ―A man without a smiling face must not open a shop.‖—Chinese Proverb.) 76. IT‘S ALWAYS YOUR PROBLEM—you sold it to them.

77. It‘s never over: While there may be an excellent service activity in your company, the ―relationship‖ belongs to You! Hence the ―aftersales‖ ―moments of truth‖ are at least as—if not more than*--important to the Continuing Relationship as the sale ―transaction‖ itself. (*I vote for ―more than.‖) You‘ll get your biggest ―points‖ with the Client for being an effective after-the-fact go-between with your company. 78. Don‘t get too hung up on ―systems integration‖—first & foremost, the individual bits have got to work. 79. For God‘s sake don‘t over promise on ―systems integration‖—it‘s nigh on impossible to deliver. 80. On the other hand … winners clamber Up the Value-added Ladder, and offer ever so much more than ―mere‖ product. ALL SUCCESSFUL SALES PEOPLE ARE IN THE ―SOLUTIONS BUSINESS‖—no matter how jargony that may sound.

81. ―Systems‖ / ―Solutions‖ selling means grappling directly with ―culture change‖ in Client organizations. (―The business of selling is not just about matching viable solutions to the customers that require them. It‘s 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‖—Jeff Thull, The Prime Solution: Close the Value Gap, Increase Margins, and Win the Complex Sale) 82. Shit happens. That‘s what they pay you for. 83. This is not a ―GE‖ or ―Ben & Jerry‘s‖ sale—it is a Joe Jones/Jane Jones sale. YOU ARE THE ―BRAND‖ THE CLIENT BUYS—especially over the long haul. 84. Duh: You make money, the company makes money—on repeat business. 85. Master—yes, you—the ―PR‖ Game. ―Word of Mouth‖ is not accidental! You want Word of Mouth? Make it happen! 86. GOAL #1: MAKE YOUR CLIENT A HERO—YOU ARE NOT THERE TO GET CREDIT. (―Taking credit‖ is for egomaniacs. And losers.) 87. ―Decent margins,‖ over the mid- to long-term, are a product of better relationships, not better ―negotiating skill.‖ (Mostly.)

“You can‟t behave in a calm, rational manner. You‟ve got to be out there on the lunatic fringe.”
—Jack Welch

88. In the immortal words of ex-GE Vice Chairman Larry Bossidy, more or less, ―Realism rocks.‖ (―Bullshit artist‖ and ―great salesperson,‖ contrary to conventional wisdom, are Diametric Opposites. ―Truthteller‖ and Great Salesperson is more like it.) 89. Be the first to tell the Client bad news (e.g., slipped delivery); his intelligence sources will tell him fast—you want to be there first with your story and to enhance your rep as Truthteller! 90. Work like hell to get a reputation as a valued industry expert, to become an industry resource. 91. Work the Trade Association angle for all its worth—it may take a decade to pay off—e.g., when you become an officer or are on an important panel or testify Before Congress. 92. PAY YOUR DUES IN THE CLIENT ORG AND IN YOUR OWN ORG! 93. It‘s all bloody tactics. 94. You must ... LOVE .... the product! (Period.) 95. YOU MUST LOVE THE PRODUCT! 96. Don‘t over-schedule. ―Running late‖ is inexcusable at any level of seniority; it is the ultimate mark of self-importance mixed with contempt.

97. Women are better salespeople. (See Addendum.) 98. Women alone understand Women. 99. Actually, Women by and large understand Men better than Men understand Men. 100.Women purchasers buy Stories and recommendations. 101. Women take longer to become Loyal purchasers, but then stay Loyal. 102. Men buy Stats. 103. Men decide fast, but are fickle. 104. Men & Women are … VERY, VERY … Different. 105. Women buy most things. Consumer. Increasingly, professional goods and services. 106. Women‘s Market is Opportunity #1. 107. Boomers. Many, many. Lots & lots & lots of … $$$. 108. Boomers-Geezers are very different purchasers than those in other categories.

109. It takes time to get to know people. (DUH.) 110. The very idea of ―efficiency‖ in relationship development is ... STUPID. 111. MBWA (still) rules. 112. ―Preparing the soil‖ is the ―first 98 percent.‖ (Or more.) 113. WORK THE PHONES! 114. Rule 5K-5M: 5K miles for a 5-Minute meeting often makes sense. (Yes, often.) (Even with constrained travel budgets.) (Thanks, super-agent Mark McCormack.) 115. Become a student! Study great salespeople! (Including Presidents.) (―Natural‖ is a little bit true—but then Naturals are always the ones who study hardest— e.g., Jerry Rice.) 116. Become a student! Yes, you can study Relationship Building. So, study … 117. Beware complexifiers and complicators. (Truly ―smart people‖ ... Simplify things.)

118. The smartest guy in the room rarely wins—alas, he usually is aware he‘s the smartest guy. (And needn‘t waste his time on that ―soft relationship crap.‖) 119. Be kind. It works. 120. Be especially kind when there are screw-ups. (There‘s plenty of time later to Play the Great Accountability Game.) 121. Presidents never tire of being treated like Presidents.

122. Luck matters. So: Good luck!

ADDENDUM: Women Rock … as Salespersons (From Item #98.)

And the answers are?
―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 day’s events? Who is better at keeping in touch with others?‖ Source: Selling Is a Woman’s Game: 15 Powerful Reasons Why Women Can Outsell Men, Nicki Joy & Susan Kane-Benson

Getting Things Done:



Power &

*Send “Thank You” notes!

It‟s (always)

“all about relationships.” And at the Heart of Effective Relationships is … APPRECIATION. (Oh yeah: Never, ever forget a birthday of a co-worker.) *Bring donuts! “Small” gestures of appreciation (on a rainy day, after a long day‟s work the day before) are VBDs … Very Big Deals.

*Make the call! One short, hard-to-make call today can avert a relationship crisis that could bring you down six months from now.
*Remember: There are no “little gestures” of kindness. As boss, stopping by someone‟s cube … for 30 seconds … to inquire about their sick parent will be remembered for … 10 years. (Trust me.) *Make eye contact! No big deal? Wrong! “It” is all about … Connection! Paying attention! Being there … in the Moment … Present. So, work on your eye contact, your Intent to Connect. *Smile! Or, rather: SMILE. Rule: Smiles beget smiles. Frowns beget frowns. Rule: WORK ON THIS. *Smile! (If it kills you.) Energy & enthusiasm & passion engender energyenthusiasm-passion in those we work with.

*It’s all … RELATIONSHIPS. Remember: Business is a relationships business. (Period.) We‟re all in sales! (Period.) Connecting! Making our case! Following up! Networking! “Relationships” are what we “do.” *You = Your Calendar. Your true priorities are “given away” by your calendar. YOUR CALENDAR NEVER LIES. What are you truly spending your time on? Are you distracted? Focused? *What’s in a number? EVERYTHING! While we all “do a hundred things,” we may not/should not/cannot have more than 2 (or 3) true “strategic” priorities at any point in time. BELIEVE IT. *She (he) who is best prepared wins! Out study, out-read, out-research the competition. Know more (lots more!) than “the person on the other side of the table.” *“Excellence” is the Ultimate Cool Idea. The very idea of “pursuing excellence” is a turn on—for you and me as well as those we work with. (And, I find to my dismay, it‟s surprisingly rare.) *Think WOW! language! Language matters! “Hot” words generate a Hot Team. Watch your

*Take a break! We need all the creativity we can muster these days. So close your office door and do 5 (FIVE) minutes of breathing or yoga; get a bag lunch today and eat it in the park.

*You are the boss! Old ideas of “lifetime employment” at one company (maybe where Dad/Mom worked) are gone. No matter what your current status, think of your self as CEO of Brand Me, Inc. We are all Small Business Owners … of our own careers. *Do something in … the next half hour! Don‟t let yourself get stuck! There is … ALWAYS … something little you can start/do in the next thirty minutes to make a wee, concrete step forward with a problem-opportunity. *Test it! NOW! We call this the “Quick Prototype Attitude.” One of life‟s, especially business life‟s, biggest problems is: “Too much „talk‟, too little „do‟.” If you‟ve got a Cool Idea, don‟t sit on it or research it to death. Grab a pal, an empty conference, and start laying out a little model. That is, begin the process of transforming the Idea to Action … ASAP. Incidentally, testing something quarter-baked in an approximation of the real world is the quickest way to learn. *Expand your horizons. Routinely reach out beyond your comfort zone. TAKE A FREAK TO LUNCH TOMORROW! Call somebody interesting “you‟ve been meaning to get in touch with;” invite them to lunch tomorrow. (Lunch with “the same ole gang means nothing new learned. And that‟s a guarantee.) (Remember: Discomfort = Growth.)

*Build a Web site. The Web is ubiquitous. Play with it! Be a presence! Start … ASAP!

*Spread the credit! Don‟t build monuments to yourself, build them to others—those whose contributions we wholeheartedly acknowledge will literally follow us into machine gun fire! *Follow Tom’s patented VFCJ strategy! VFCJ = Volunteer For Crappy Jobs. That is, volunteer for the crummy little assignment nobody else wants, but will give you a chance to (1) be on your own, (2) express your creativity, and (3) make a noticeable mark when it turns out “Wow.” *VOLUNTEER! Life‟s a maze, and you never know what‟s connected to what. (Six degrees of separation, and all that.) So volunteer for that Community Center fund raising drive, even though you‟re busy as all get out. You might end up working side-by-side with the president of a big company who‟s looking for an enthusiast like you, or someone wealthy who might be interested in investing in the small business you dream of starting. *Join Toastmasters! You don‟t need to try and match Ronald Reagan‟s speaking skills, but you do need to be able to “speak your piece” with comfort, confidence and authority. Organizations like Toastmasters can help … enormously.

*Dress for success! This one is old as the hills and I hate it!! But it‟s true. FIRST IMPRESSIONS DO MATTER. (A lot!!!)

*Follow the Gospel of “Experience Marketing” in all you do. The shrewdest marketers today tell us that selling a “product” or “service” is not enough in a crowded marketplace for everything. Every interaction must be reframed as a … Seriously Cool Experience. That includes the “little” 15-minute presentation you are giving to your 4 peers tomorrow. *Think of your resume as an Annual Report on Brand Me Inc. It‟s not about keeping your resume “updated.” It is about having a Super-cool Annual Report. (Tom Peters Inc 2004.) What are your “stunning” accomplishments that you can add to that Report each 6 months, or at the most annually? *Build a Great Team … even if you are not boss. Best roster wins, right? So, work on your roster. Meet someone new at Church or your kid‟s birthday party? Add them to your team (Team Tom); you never know when they might be able to assist you or give you ideas or support for something you are working on. *She or he who has the Fattest & and Best-managed Rolodex wins. Your Rolodex is your most cherished possession! Have you added 3 names to it in the last 2 weeks? Have you renewed acquaintance (email, lunch, gym date) with 3 people in your Rolodex in the last month? “MANAGE” YOUR ROLODEX!

*Start your own business! Sure that‟s radical. But people are doing it—especially women—by the millions. Let the idea percolate. Chat about it, perhaps, with pals. Start a file folder or three on things you Truly Care About … that just might be the basis for Cool Self-employment. *There’s nothing cooler than an Angry Customer! The most loyal customers are ones who had a problem with us … and then marveled when we went the Extra Ten Miles to fix it! Business opportunity No. 1 = Irate customers converted into fans. So … are you on the prowl for customer problems to fix? *All “marketing” is Relationship Marketing. In business, profit is a byproduct of “bringing ‟em back.” Thus, systematic and intense and repeated Follow-up and After-sales Service and Scintillating New Hooks are of the utmost importance.

*BRANDING ain’t just for Big Dudes. This may well be Business Mistake No. 1 … the idea that “branding” is only for the likes of Coke and Sony and Nike. Baloney! Branding applies as much for the one-person accountancy run out of a spare bedroom as it does for Procter & Gamble.
*Credibility! In the end … Character Matters Most. Does he/she give their word, and then stick to it … come hell & high water? Can you rely on Her/Him in a pinch? Does she/he … CARE? *Grace. Is it “a pleasure to do business with you”? Is it a pleasure to “be a member of your team”?

Presentation Excellence: The PresX56

“The problem with communication the ILLUSION that it has
been accomplished.”
—George Bernard Shaw

Presentation Excellence
1. Total commitment to the Problem/Project/Outcome 2. A compelling “Story line”/“Plot” 3. Enough data to sink a tanker (98% in reserve) 4. Know the data from memory; ability to manipulate the data in your head 5. Great Stories/Illustrations/Vignettes 6. Superb “political antennae” (you must “play the room” like a Virtuoso and be hyper-attentive to the likes of Body Language) 7. By hook or by crook … CONNECT 7A. CONNECT! CONNECT! CONNECT! 8. Punch line/Plot Outline/WOW/Surprise in first

one to two minutes

mother‟s toaster went on the fritz, I asked myself, „If I were that toaster and didn‟t work, what would be wrong with me?‟”
—Mihaly Csikszentmihalyi, Flow: The Psychology of Optimal Experience, on “empathetic identification” (Joe: “burdens” vs “opportunities” to master complex problems)

Joe Kramer, welder: “When my

Presentation Excellence
9. Once you‟ve “won” … stop pushing (don‟t “rub it in”) 10. Be “in command” but don‟t “show off” (if you‟re brilliant they‟ll figure it out for themselves) 11. Pay attention to the Senior Person present, but not too much (don‟t look like/act like/be a “suck up”) 12. Brief the hell out of your “champions” before the presentation; insist that they make changes/fine tune ... they must “own” the outcome before the fact! 13. Don‟t try to “score off” your detractors … be especially courteous to them (even if/especially if they‟re jerks) 14. Adjust as you go: LET THE GROUP ARRIVE AT “YOUR” CONCLUSION! THEY MUST OWN IT (“I knew that”) IN THE END!

Presentation Excellence 15. No more than THREE key points! Come at them in several different ways. 16. No more than ONE point per slide! 17. Slides: NO CLUTTER!!!!!!!!!!!!!!!!!!!!! (no wee print/ charts/graphs) 18. Slides: Good quotes from the field. (Remember you‟re “telling a story”) 19. Be aware of differing cognitive styles, especially M-F 20. There must be “surprise” … some key facts that are not commonly known/are counter-intuitive (no reason to do the presentation in the first place if there are no Surprises) 21. Summarize the argument/story from time to time 22. Include an Action Agenda that involves some small items that will be started/accomplished in the next 72 HOURS (this ices commitment/practicality)

Presentation Excellence 23. If you don‟t know something … ADMIT IT! (this is actually a good thing—as opposed to appearing as a “know it all”) 24. ASK FOR THE SALE! (Remember to be a “closer”) 25. This is War (a war for Hearts & Mind), but never forget that you are the Supplicant! 26. Data are imperative, but also play to Emotion. 27. Consider bringing along a “customer” (internal or perhaps external) for support 28. Be precisely clear where/when you intend to prototype … and that the prototype guinea pig is lined up (better yet, do the first, at least partial, prototype before the presentation) 29. Compromise but don‟t yield! (Lost battles are normal, no matter how agonizing) 30. Assume that you may be cut off at any moment, and be prepared to give on the spot a compelling 30-second to one- minute (no longer!) Brilliant Summary including Sales Pitch

Presentation Excellence 31. Follow the Law of Recency: Make sure that you have been in the field with the key “operating” players more recently than anyone in the room 32. Make it clear that you‟ve done a Staggering Amount of Homework, even though you are exhibiting but a tiny fraction … allude to the tons of research that are available if desired by participants; offer deeper one-on-one briefings if desired 33. SMILE! RELAX (to a point) (fake it if necessary) (“up tight” is disastrous) (remember you are doing them a favor by sharing this Compelling Opportunity!) 34. EYE CONTACT!!!!!!! 35. Be shrewd: Override some interruptions; be attentive to others (distraction is okay and normal … within limits!) 36. Becoming an Excellent Presenter is as tough as becoming a great baseball pitcher. THIS IS IMPORTANT … and Presentation Excellence is never accidental! (Work your buns off!)

Presentation Excellence 37. Practice … but don‟t leave your game in the locker room. 38. Seek tips on how various participants “play the [presentation] game” 39. A Presentation is an Act (FDR: “The President must be the nation‟s number one actor”) 40. Remember, the presentation is about Change … RESISTANCE IS NORMAL (in fact if there‟s little resistance then your Project is hardly a “game changer”) 41. Dress well. Don‟t over-dress. 42. Be early (obvious, but worth saying) 43. GET THE A/V RIGHT/PERFECT. 44. Don‟t bring a supporting horde … a couple of back-ups is okay/enough 45. No matter how good you are you‟ll have crappy days … WEEP AND THEN GET BACK ON THE HORSE

Presentation Excellence
46. Speak in “Plain English” … keep the jargon to a minimum 47. Make your Personal Commitment clear as a bell! 48. Emphasize “competitive advantage” and timeliness (act now), without stooping to ridiculous war-like language (“tear the heart out of the competition”) (in audiences with heavy female component, if you are male, avoid repetitive “football analogues”) 49. Underscore the USP/Unique Selling Proposition 50. Emphasize the Positive 51. Sell Novelty yet “fit” with “core values” 52. Remember JFK‟s immortal words: “The only reason to give a speech is to change the world”

Presentation Excellence 53. Say what you have to say Clearly … and then Say It Again & Again from slightly different angles 54. Make it clear that you are a Man/Woman of Action … and Execution Excellence is your First, Middle, and Last Name! 55. Energy! Enthusiasm! (don‟t know the answer to, “If you ain‟t got it how do you get it?”) 56. Enjoy it! This is a Hoot! THE ULTIMATE TURN ON! Remember your Goal:

Change the world!

“The only reason

to give a speech is to change the world.”

“Speech is power: speech is to persuade, to convert, to compel.”
—Ralph Waldo Emerson

were taken from me with one exception, I would choose to keep the power of speech, for by it I would regain all the rest.” —Daniel Webster

“If all my possessions

“In classical times when Cicero had finished speaking, the people said, „How well he spoke,‟ but when Demosthenes had finished

us march.‟”

speaking, they said, „Let

—Adlai Stevenson

Let us march.

The Interviewing Excellence: The IntX31

Interviewing Excellence 1. INTERVIEWING IS AN “ART” WORTH MASTERING! (Think Christiane Amanpour, Mike Wallace) 2. Don‟t overschedule—2 or 3 in depth interviews are a solid day‟s work. (More than that is lunacy and will lead to shallow results.) 3. Save, if possible, the “Big Guy/Gal until last—that is, until you know what the hell you‟re doing! 4. Find a comfy/“safe”/neutral setting. THIS IS ALL IMPORTANT! (Worst case: You on the other side of his/her desk.) 5. Start with a little bit (LITTLE) of local small talk. But get some tips on the interviewee ahead of time; he may be one of the “brusque ones” who considers any small talk a waste of his Imperial Time. 6. DO YOUR DAMN HOME WORK! (On the interviewee, the subject matter.) 7. Concoct a … LONG LIST … of questions. (You‟ll only use 10% of it, but that‟s okay.)

Interviewing Excellence
8. Prepare a … SHORT LIST … of questions you must get answered. 9. Begin by briefly reviewing your assignment—why you‟re here. 10. ALWAYS ASK FOR EXAMPLES! (When she says “Customer Service is in good shape,” you ask for specifics—hard data, recent Customer Service successes (and failures). And: PRECISELY WHO YOU CAN FOLLOW UP WITH TO GET MORE DETAIL. 11. STORIES! STORIES! STORIES! (You are in the “Story Collection Business.) 12. Dress well. DON‟T OVERDRESS. (Look like they look, more or less; perhaps a touch more formal—this is a Serious Affair you are engaging in.) 13. Assume you‟ll never get another chance to talk to this person. 14. Be personable, but more or less match the interviewee‟s style. (THIS IS HARD WORK!) 15. THINK … SMALL! “Please walk me in great detail through the [complaint resolution] process. Here, let‟s diagram it.”

Interviewing Excellence 16. For God‟s sake, get to the Front Line! (The devil is in the details, and the details are to be found on the loading dock at 3a.m.) (YES … 3A.M.) 17. Don‟t quit until you understand. THE INTERVIEWEE ALWAYS TALKS IN SHORTHAND—using the jargon of the Corporate Culture. You‟ve got to crack the code. (THIS IS ABOUT THE HARDEST THING TO DO, ESPECIALLY IF YOU ARE YOUNG AND UNCERTAIN: Tell yourself you are here to ask “Dumb” Questions—this is not a job interview. Again, think Mike Wallace: “So did you in fact murder Mrs. Smith?”) 18. Ignore generalizations! YOU ARE HERE IN SEARCH OF SPECIFICS!!! 19. CONTEXT! “Get” the “corporate culture”—e.g. Shell is not ExxonMobil! Find out (from a set of interviewees) “Core Values” (in theory and in practice).

Interviewing Excellence 20. Engage the Interviewee! GET HER TO DO SOME OF THE WORK! E.g., write out her view of the Ten Key Operative Core Values—or some such. 20A. ENGAGE! ENGAGE! ENGAGE! 21. You must come across as “trustworthy.” YOU ARE A DUMBO HERE TO LEARN—NOT AN FBI AGENT IN DISGUISE. 22. “Take me through yesterday.” Get past the theoretical crap. Give me in excruciating detail an average day: YESTERDAY! (One hour/meeting at a time.) 23. “If you‟re comfortable, let‟s go over your Calendar for the last month, so I can understand the flow of things.” (Remember TP‟s Rule #1: YOU = YOUR CALENDAR.) 24. DON‟T LET YOUR NOTES AGE!! Immediately after the interview set aside some time to do a “stream of consciousness” recap. And to clean up the obscure scrawl on your notes.

Interviewing Excellence 25. Ask the interview if you can get back to her by phone tomorrow to fill in holes that your tin ear missed. NO MORE THAN TEN MINUTES. 26. LEARNING! Tag along with “great interviewers” in your organization. (I made three PBS films with a Director who had been Mike Wallace‟s director at 60 Minutes—oh my God, how much I learned—or, rather, how little I learned: He could drag stuff out of people that you couldn‟t believe. (Secret: “I’m just a dumb old fart trying to figure out what goes on here. HELP ME. PLEASE.”) 27. “Work on” your Level of Dis-satisfaction: BE MAD AS HELL WHEN YOU SPENT 1.5 HOURS ON AN INTERVIEW WITHOUT REVALATIONS! 28. No, you‟re not FBI—BUT YOU ARE HERE TO FERRET OUT THE NON-OBVIOUS. So: Keep Digging! (Think Woodward & Bernstein.)

Interviewing Excellence 29. Repeat: INTERVIEWING IS A CRUCIALLY IMPORTANT “ART.” Study it! Work on it! It‟s no different than golf or underwater basketweaving. The more & harder you work, the better you get. 30. Yes, we need “facts” (e.g., stories), but remember alWays: INTERVIEWS ARE PURE & SIMPLE ABOUT EMOTIONAL INTERACTION! 31. Tom Wrap-up Note: FEW THINGS IN LIFE PISS ME OFF MORE THAN GOING THROUGH SOMEONE‟S INTERVIEW NOTES AND FINDING A DEARTH OF “SOLID EVIDENCE”—examples., stories, detailed process maps, etc. (I BLOODY HATE Generalizations!) (Think doctor‟s office: Come hell & high water they start with weight, blood pressure, pulse.)

Leading2006: The Passion Imperative.

Tom Peters/0405.06

1. Enthusiasm. Energy. Exuberance. 2. Action. Execution. 3. Tempo. Metabolism. 4. Relentless. 5. Master of Plan B. 6. Accountability. 7. Meritocracy. 8. Leaders ―do‖ people. Mentor. (―Success creation business.‖) 9. Women. Diversity. 10. Integrity. Credibility. Humanity. Grace. 11. Realism. 12. Cause. Adventures. Quests. 13. Legacy. 14. Best story wins. 15. On the edge. (―Wildest chimera of a moonstruck mind.‖) 16. ―Reward excellent failures. Punish mediocre successes.‖ 17. Different > Better. (―Only ones who do what we do.‖) 18. MBWA. Customer MBWA. 19. Laughs. 20. Repot. Curiosity. Why? 21. You = Calendar. ―To Don‘t.‖ Two. 22. Excellence. Always. 23. Nelsonian! (―Other admirals more afraid of losing than anxious to win.‖)

Kevin Roberts‟ Credo

1. Ready. Fire! Aim.

2. If it ain‟t broke ... Break it! 3. Hire crazies. 4. Ask dumb questions. 5. Pursue failure. 6. Lead, follow ... or get out of the way! 7. Spread confusion. 8. Ditch your office. 9. Read odd stuff.

10. Avoid moderation!

Sir Richard‟s Rules:

Follow your passions. Keep it simple. Get the best people to help you. Re-create yourself. Play.
Source: Fortune on Branson

No Less Than Excellence. Ever.

The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it.

“You can‟t behave in a calm, rational manner. You‟ve got to be out there on the lunatic fringe.”
— Jack Welch

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