12 Secrets of Truly Unsuccessful Internet Marketers by vad49754

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									  Tom Peters‟

Rules for
Radicals
 MGM/Las Vegas/02.26.03
 1. New World
Order: The Race
Goes to the Swift
    & Wily.
 “IT MAY SOMEDAY BE SAID THAT THE 21ST
CENTURY BEGAN ON SEPTEMBER 11, 2001. …

    “Al-Qaeda represents a new and
     profoundly dangerous kind of
organization—one that might be called
 a „virtual state.‟ On September 11 a virtual
    state proved that modern societies are
vulnerable as never before.”—Time/09.09.2002
 “The deadliest strength of America‟s new adversaries
     is their very fluidity, Defense Secretary Donald
 Rumsfeld believes. Terrorist networks, unburdened by
fixed borders, headquarters or conventional forces, are
  free to study the way this nation responds to threats
      and adapt themselves to prepare for what Mr.
      Rumsfeld is certain will be another attack. …

  “ „Business as usual won‟t do it,‟ he said. His
 answer is to develop swifter, more lethal ways
to fight. „Big institutions aren‟t swift on their feet
  in adapting but rather ponderous and clumsy
    and slow.‟ ”—The New York Times/09.04.2002
     Eric‟s Army

Flat.
Fast.
Agile.
Adaptable.
Light … But Lethal.
From BLOCKBUSTER
vs. BLOCKBUSTER to
      AGILITY,
    ELUSIVENESS,
      PERFECT
     TARGETING.
      Forget>“Learn”
“The problem is never how
   to get new, innovative
 thoughts into your mind,
but how to get the old
     ones out.‖
        Dee Hock
    2.
Destruction
  Rules!
   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
    “Mr. Foster and his McKinsey
    colleagues collected detailed
performance data stretching back 40
years for 1,000 U.S. companies. They
  found that none of the long-term
survivors managed to outperform the
market. Worse, the longer companies
 had been in the database, the worse
   they did.‖—Financial Times/11.28.2002
         Survivors
“It‟s just a fact:

   underperform.‖
           —Dick Foster
―Conglomerates
don‘t work‖ —James
Surowiecki, The New Yorker (07.01,2002)
“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
   Committee, answered:
  there are success stories
    out there, but at this
   moment I draw a blank.‖
      Mark Sirower, The Synergy Trap
“Facing Crisis, Media
 Giants Scrounge for
  Fresh Strategies”
 —Headline, P1, Wall Street Journal/ 01.14.2003
“The corporation as we know it,
 which is now 120 years old, is
not likely to survive the
next 25 years. Legally and
    financially, yes, but not
structurally and economically.”
 Peter Drucker, Business 2.0 (08.00)
 The [New] Ge Way



DYB.com
C.E.O.
  to


C.D.O.
―Don‘t rebuild.
 Reimagine.‖
The New York Times Magazine on the future of
the WTC space in Lower Manhattan/09.08.2002
   No Wiggle Room!

“Incrementalism
 is innovation‟s
 worst enemy.”
     Nicholas Negroponte
          Just Say No …

 “I don‟t intend to be
known as the „King of
    the Tinkerers.‟ ”
  CEO, large financial services company
             (New York, 5-99)
“Active mutators in placid
times tend to die off. They
   are selected against.
   Reluctant mutators in
quickly changing times are
  also selected against.‖
     Carl Sagan & Ann Druyan,
   Shadows of Forgotten Ancestors
“Acquisitions are about
buying market share.
Our challenge is to
create markets. There
is a big difference.”
      Peter Job, CEO, Reuters
The Gales of Creative Destruction


+29M = -44M + 73M

  +4M = +4M - 0M
   “The secret of fast
       progress is
inefficiency, fast and
 furious and numerous
        failures.”
       Kevin Kelly
     Jane Jacobs:   Exuberant
Variety vs. the Great Blight of Dullness.
  F.A. Hayek: Spontaneous

  Discovery Process.
 Joseph Schumpeter: the Gales of

 Creative Destruction.
Silicon Valley Success Secrets:
        The 1 in 20 Rule

 “Pursuit of risk”: 4 of 20 in V.C.
 portfolio go bust; 6 lose money;
      6 do okay; 3 do well;
      1 hits the jackpot
        Source: The Economist
 Jim & Tom.
Joined at the
hip.   Not.
     Huh?
“Quiet, workmanlike, stoic
leaders bring about the big
   transformations.”--JC
                         Pastels?
    T. Paine/P. Henry/A. Hamilton/T. Jefferson/B. Franklin
            A. Lincoln/U. S. Grant/W. T. Sherman
                     TR/FDR/LBJ/RR/JFK
                          M.L. King
                         C. de Gaulle
                          M. Gandhi
                         W. Churchill
                         M. Thatcher
                           Picasso
                            Mozart
                 Copernicus/Newton/Einstein
 J. Welch/L. Gerstner/L. Ellison/B. Gates/S. Ballmer/S. Jobs/
                         S. McNealy
A. Carnegie/J. P. Morgan/H. Ford/J.D. Rockefeller/T. A. Edison
 “Pity the
   poor
brown.” —WSC
“In Italy for 30 years under the Borgias
   they had warfare, terror, murder,
       bloodshed—and produced
     Michelangelo, da Vinci and the
 Renaissance. In Switzerland they had
brotherly love, 500 years of democracy
      and peace, and what did they
      produce—the cuckoo clock.”
  Orson Welles, as Harry Lime, in “The Third Man”
  3. The
  Same-
Same Trap.
“While everything may
        it is also
be better,
   increasingly
    the same.‖
 Paul Goldberger on retail, “The Sameness of Things,”
                 The New York Times
 “When McDonald‟s first started
 exporting its formula of quality,
 cleanliness and service, it was
something of a novelty. … These
  days, quality, cleanliness and
service are a given—and people
are becoming more interested in
what they are eating.” —FT/12.21.2002
“The „surplus society‟ has a surplus of
    similar companies, employing
     similar people, with similar
 educational backgrounds, coming up
    with similar ideas, producing
  similar things, with similar prices
        and similar quality.”
  Kjell Nordström and Jonas Ridderstråle, Funky Business
 Funky Business: “To succeed we must stop
being so goddamn normal. In a winner-takes-all



     normal =
 world …



    nothing.‖
 “We are crazy. We should do
something when people say it is
       If people say
  „crazy.‟
something is ‗good‘, it
means someone else is
  already doing it.‖
       Hajime Mitarai, Canon
                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: “Future-
 defining customers may
account for only 2% to 3%
  of your total, but they
  represent a crucial
window on the future.‖
   Adrian Slywotzky, Mercer Consultants
    W.I.W?


  20 of 26
7 of top 10*
*P&G: Declining domestic sales
 in 20 of 26 categories; 7 of top 10
       (The ―billion-
categories.

  dollar‖ problem.)
   Source: Advertising Age 01.21.2002/BofA Securities
  Primary Obstacles to “Marketing-driven Change”

1. Fear of “cannibalism.”
2. “Excessive cult of the
consumer”/ “customer driven”/
“slavery to demographics, market
research and focus groups.”
3.Creating “sustainable
advantage.”
     Source: John-Marie Dru, Disruption
Account planning
has become “focus
group balloting.”
     —Lee   Clow
 “Chivalry is dead. The new code of conduct is
 an active strategy of disrupting the status quo
to create an unsustainable series of competitive
   advantages. This is not an age of defensive
 castles, moats and armor. It is rather an age of
cunning, speed and surprise. It may be hard for
 some to hang up the chain mail of „sustainable
      advantage‟ after so many battles. But
 hypercompetition, a state in which sustainable
 advantages are no longer possible, is now the
           only level of competition.”
 Rich D‟Aveni, Hypercompetition: Managing the Dynamics of
                   Strategic Maneuvering
             ―Deviance tells
 Deviants, Inc.
  the story of every mass
  market ever created. What
   starts out weird and dangerous
becomes America‟s next big corporate
payday. So are you looking for the next
mass market idea? It‟s out there … way
              out there.”
Source: Ryan Matthews & Watts Wacker, Fast Company (03.02)
  ―A great idea always
comes from one person‘s
 mind, someone who is, by
definition, local. If you place 10
people in Brussels to conceive
  a European [ad/marketing]
campaign, you‟ll get nothing.”
     Source: Jean-Marie Dru, Disruption
       Ways to Raise a Purple Cow
 Think small. One vestige of the TV-
industrial complex is a need to think
mass. If it doesn‟t appeal to everyone,
 the thinking goes, it‟s not worth it.
  Think of the smallest conceivable
market—and describe a product that
overwhelms it with remarkability. Go
               from there.
   Source: Seth Godin, Fast Company (02.2003)
  “HAVE MBAs KILLED OFF MARKETING?                          Prof
   Rajeev Batra says: „What these times call for is more creative
and breakthrough reengineering of product and service benefits,
but we don‟t train people to think like that.‟ The way marketing is
  taught across business schools is far too analytical and data-
   driven. „We‟ve taken away the emphasis on creativity and big
  ideas that characterize real marketing breakthroughs.‟ In India
   there is an added problem: most senior marketing jobs have
    been traditionally dominated by MBAs. Santosh Desai, vice
 president, McCann Erickson, an MBA himself, believes in India
   engineer-MBAs, armed with this Lego-like approach, tend to
    reduce marketing into neat components. „This reductionist
 thinking runs counter to the idea that great brands must have a
    core, unifying idea.‟ ”—Businessworld/04Nov2002/“Why Is
                      Marketing Not Working?”
     WEIRD IDEAS THAT WORK: (1) Hire slow learners (of the
      organizational code). (1.5) Hire people who make you
   uncomfortable, even those you dislike. (2) Hire people you
 (probably) don‟t need. (3) Use job interviews to get ideas, not
to screen candidates. (4) Encourage people to ignore and defy
superiors and peers. (5) Find some happy people and get them
    to fight. (6) Reward success and failure, punish inaction.
(7) Decide to do something that will probably fail, then convince
yourself and everyone else that success is certain. (8) Think of
     some ridiculous, impractical things to do, then do them.
(9) Avoid, distract, and bore customers, critics, and anyone who
just wants to talk about money. (10) Don‟t try to learn anything
  from people who seem to have solved the problems you face.
    (11) Forget the past, particularly your company‟s success.
 Bob Sutton, Weird Ideas That Work: 11½ Ideas for Promoting,
            Managing, and Sustaining Innovation
4. Weird
 Wins.
       enough
“Are there
weird people in
 the lab these days?”
 V. Chmn., pharmaceutical house, to a lab director (06.01)
    Innovation Source No. 1*:

PPPs/Personally Pissed-off
              People

“Branson started Virgin Atlantic
because flying other airlines was
   so dreadful.” —Fortune/05.13.2002
     *And there is no No. 2!
―Reward excellent
 failures. Punish
     mediocre
   successes.‖
   Phil Daniels, Sydney exec
 Eglin Flag: “100%
                AGAINST
       ZERO DEFECTS”
  “General, if you‟re not having
accidents, your training program is
not what it should be. … You need
       to kill some pilots.”

     BOYD: The Fighter Pilot Who Changed
        the Art of War (Robert Coram)
“Blitzkrieg is far more than lightning
  thrusts that most people think of
when they hear the term; rather it was
 all about high operational tempo
      and the rapid exploitation of
 opportunity.”/ “Arrange the mind of
     the enemy.”—T.E. Lawrence/
  “Float like a butterfly, sting like a
               bee.”—Ali
       BOYD: The Fighter Pilot Who Changed
          the Art of War (Robert Coram)
―Maneuverists‖
    BOYD: The Fighter Pilot Who
Changed the Art of War (Robert Coram)
 The Kotler Doctrine:

1965-1980: R.A.F.
    (Ready.Aim.Fire.)

1980-1995: R.F.A.
    (Ready.Fire!Aim.)

1995-????: F.F.F.
     (Fire!Fire!Fire!)
   5.
Astonish
  Me!
      “This is an essay about what it takes to create and sell
something remarkable. It is a plea for originality, passion, guts
and daring. You can‘t be remarkable by following someone else
  who‘s remarkable. One way to figure out a theory is to look at
     what‟s working in the real world and determine what the
 successes have in common. But what could the Four Seasons
and Motel 6 possibly have in common? Or Neiman-Marcus and
 Wal*Mart? Or Nokia (bringing out new hardware every 30 days
or so) and Nintendo (marketing the same Gameboy 14 years in
  a row)? It‘s like trying to drive looking in the rearview mirror.
The thing that all these companies have in common is that they
   have nothing in common. They are outliers. They‘re on the
 fringes. Superfast or superslow. Very exclusive or very cheap.
   Extremely big or extremely small. The reason its so hard to
    follow the leader is this: The leader is the leader precisely
   because he did something remarkable. And that remarkable
   thing is now taken—so it‟s no longer remarkable when you
         decide to do it.” —Seth Godin, Fast Company/02.2003
“Let‟s make a
 dent in the
  universe.”
     Steve Jobs
  ―Astonish me!‖ / S.D.

―Build something great!‖ /
          H.Y.
    ―Immortal!‖ / D.O.
Legacy
  CEO Assignment2002 (Bermuda):
“Please leap forward to 2007, 2012, or
 2022, and write a business history of
         What will have
  Bermuda.
  been said about your
  company during your
        tenure?‖
Ah, kids: “What is your vision for
  the future?” “What have you
  accomplished since your first
   book?” “Close your eyes and
imagine me immediately doing
  something about what you‟ve
   just said. What would it be?”
     “Do you feel you have an
 obligation to „Make the world a
           better place‟?”
 Have you
  changed
civilization
   today?
  Source: HP banner ad
    6.
Distinction.
     Branding: Is-Is Not “Table”

TNT is not:     TNT is:      TNT is not:
Juvenile      Contemporary   Old-fashioned
Mindless       Meaningful      Elitist
Predictable   Suspenseful          Dull
Frivolous       Exciting           Slow
Superficial     Powerful     Self-important
  “WCW Monday Nitro was our top rated
 show by more than double anything else
 [and the top rated show on basic cable],
and we dumped it! Can you name another
network that dropped its top-rated show? I
  don‟t know if consumers noticed, but it
said everything to our staff.”—Scot Safon,
   on the successful reinvention of TNT
    to embody its new vision: ―TNT: We
               Know Drama.‖
―Experiences are as
 distinct from services
  as services are from
        goods.”
Joseph Pine & James Gilmore, The Experience Economy:
     Work Is Theatre & Every Business a Stage
     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
―Club Med        is more
than just a „resort‟; it‟s a
means of rediscovering
 oneself, of inventing an
   entirely new „me.‟ ”
    Source: Jean-Marie Dru, Disruption
       “I see us as being in
Bob Lutz:
   the art business. Art,
entertainment and mobile
     sculpture, which,
   coincidentally, also
    happens to provide
     transportation.”
            Source: NYT 10.19.01
7. Speed!
   “It takes six years to
develop a new car. That‟s
  ridiculous. It only took
 four years to win World
     War II.” —Ross Perot
K.I.S.S.:   Gordon Bell (VAX

daddy):500/50.        Chas.
Wang (CA): Behind schedule?

   Cut least
productive 25%.
Fred S.‟s “mediocre”
 thesis. Herb K.‟s
      napkin.
There Are Lawyers … and Then There Are
      Lawyers: John De Laney/ICM

  ANYTHING TRULY
 IMPORTANT CAN BE
  BOILED DOWN TO
    1/3 RD PAGE.*
                (*NO SHIT.)
      have. Must
Systems: Must

  hate. / Must
design. Must un-
   design.
  Mgt. Team
includes … EVP
 (S.O.U.B.)
Executive Vice President, Stomping Out Unnecessary Bullshit
8. Missing the
Demographic
Boat I: Women
           ?????????
     Home Furnishings … 94%
Vacations … 92% (Adventure Travel … 70%/ $55B travel
                      equipment)

            Houses … 91%
        D.I.Y. (“home projects”) … 80%
    Consumer Electronics … 51%
          Cars … 60% (90%)
   All consumer purchases … 83%
         Bank Account … 89%
          Health Care … 80%
  2/3rds working women/
50+% working wives > 50%
        80% checks
         61% bills
  53% stock (mutual fund boom)
       43% > $500K
 95% financial decisions/
    29% single handed
               1970-1998

 Men‟s median income: +0.6%
Women‟s median income: + 63%


 Source: Martha Barletta, Marketing to Women
        91% women:
   ADVERTISERS DON‘T
    UNDERSTAND US.
    (58% “ANNOYED.”)
Source: Greenfield Online for Arnold‟s Women‟s Insight Team
           (Martha Barletta, Marketing to Women)
Carol Gilligan/ In a Different Voice

  Men: Get away from authority, family
           Women: Connect

         Men: Self-oriented
        Women: Other-oriented

           Men: Rights
       Women: Responsibilities
      FemaleThink/ Popcorn
“Men and women don‟t think the same
  way, don‟t communicate the same
way, don‟t buy for the same reasons.”
 ―He simply wants the transaction
 to take place. She‘s interested in
creating a relationship. Every place
       women go, they make
           connections.‖
“Shopping: A Guy‟s Nightmare or a
    Girl‟s Dream Come True?”

     “Buy it and be gone”
                      vs.
  “Hang out and enjoy the
       experience”
  Source: The Charleston [WV] Gazette/06.22.2002
        Women's View of Male
           Salespeople

   Technically knowledgeable;
assertive; get to the point; pushy;
  condescending; insensitive to
         women‘s needs.
 Source: Judith Tingley, How to Sell to the Opposite Sex
          (Martha Barletta, Marketing to Women)
 Read This: Barbara & Allan Pease‟s

 Why Men Don‘t
Listen & Women
Can‘t Read Maps
    “It is obvious to a woman when
 another woman is upset, while a man
  generally has to physically witness
    tears or a temper tantrum or be
slapped in the face before he even has
 a clue that anything is going on. Like
  most female mammals, women are
  equipped with far more finely tuned
        sensory skills than men.‖
Barbara & Allan Pease, Why Men Don‘t Listen & Women Can‘t Read Maps
   “Resting” State: 30%, 90%: “A
    woman knows her children‟s
friends, hopes, dreams, romances,
     secret fears, what they are
thinking, how they are feeling. Men
 are vaguely aware of some short
  people also living in the house.‖
Barbara & Allan Pease, Why Men Don‘t Listen & Women Can‘t Read Maps
  “As a hunter, a man needed vision that
would allow him to zero in on targets in the
distance … whereas a woman needed eyes
  to allow a wide arc of vision so that she
 could monitor any predators sneaking up
 on the nest. This is why modern men can
find their way effortlessly to a distant pub,
    but can never find things in fridges,
          cupboards or drawers.‖
 Barbara & Allan Pease, Why Men Don‘t Listen & Women Can‘t Read Maps
      “Female hearing advantage
  contributes significantly to what is
 called „women‟s intuition‟ and is one
of the reasons why a woman can read
between the lines of what people say.
Men, however, shouldn‘t despair.
 They are excellent at imitating
       animal sounds.‖
Barbara & Allan Pease, Why Men Don‘t Listen & Women Can‘t Read Maps
                Senses
Vision: Men, focused; Women,
          peripheral.
Hearing: Women‟s discomfort
        level I/2 men‟s.
    Smell: Women >> Men.
 Touch: Most sensitive man <
    Least sensitive women.
Source: Martha Barletta, Marketing to Women
   We Really … Don‟t Get It!
Review of “Unfaithful”: ― … the
latest entry in the category of
    male directors‘ clueless
  fantasies concerning what
women fantasize about in their
    nonexistent free time.‖
         Source: NYT (05.19.2002)
Men & Women on Thelma & Louise.
 MEN: Sundance Kid; women who
get angry, swear, go to bars, leave
  their mate. WOMEN: women
controlled by the men in their lives,
  who would rather be dead than
            oppressed.
   Source: Judy Rosener, America‘s Competitive Secret
 “The Hollywood scripts that
men write tend to be direct and
    linear, while women‟s
  compositions have many
conflicts, many climaxes, and
       many endings.”
Helen Fisher, The First Sex: The Natural Talents of
 Women and How They Are Changing the World
“Women speak and hear a language of
  connection and intimacy, and men
 speak and hear a language of status
and independence. Men communicate
 to obtain information, establish their
   status, and show independence.
    Women communicate to create
 relationships, encourage interaction,
        and exchange feelings.”
 Judy Rosener, America‘s Competitive Secret
    “I only really understand
myself, what I‟m really thinking
 and feeling, when I‟ve talked it
  over with my circle of female
   friends. When days go by
 without that connection, I feel
like a radio playing in an empty
              room.”
          Anna Quindlen
Editorial/Men: Tables, rankings.*

Editorial/Women: Narratives that
cohere.*

TP/Furniture: “Tech Specs” vs.
“Soul.” **
*Redwood (UK)
**High Point furniture mart (04.2002)
     Read This Book …

  EVEolution:
 The Eight Truths of
Marketing to Women
  Faith Popcorn & Lys Marigold
   EVEolution: Truth No. 1

Connecting Your Female
  Consumers to Each
Other Connects Them to
      Your Brand
 “The „Connection Proclivity‟ in
women starts early. When asked,
 „How was school today?‟ a girl
  usually tells her mother every
detail of what happened, while a
    boy might grunt, „Fine.‟ ”
          EVEolution
“Women don‟t buy
      They
brands.

join them.‖
    EVEolution
      STATEMENT OF PHILOSOPHY: I am a
 businessperson. An analyst. A pragmatist. The
  enormous social good of increased women‟s
 power is clear to me; but it is not my bailiwick.
   My “game” is haranguing business leaders
  about my fact-based conviction that women‘s
       increasing power – leadership skills
  and purchasing power – is the strongest and
   most dynamic force at work in the American
economy today. Dare I say it as a long-time Palo
  Alto resident … THIS IS EVEN BIGGER THAN
                 THE INTERNET!
                    Tom Peters
“Customer is King”:          4,440
  “Customer is Queen”:              29
   Source: Steve Farber/Google search/04.2002
1. Men and women are different.
2. Very different.
3. VERY, VERY DIFFERENT.
4. Women & Men have a-b-s-o-l-u-t-e-l-y
   nothing in common.
4. Women buy lotsa stuff.
5. WOMEN BUY A-L-L THE STUFF.
6. Women‟s Market = Opportunity No. 1.
7. Men are (STILL) in charge.
8. MEN ARE … TOTALLY, HOPELESSLY
   CLUELESS ABOUT WOMEN.
9. Women‟s Market = Opportunity No. 1.
10. NO SHIT.
9. Missing the
Demographic
  Boat II:
 Boomers.
Subject: Marketers & Stupidity


   “It‟s 18-44,
      stupid!”
 Subject: Marketers & Stupidity


        ―18-44 is
Or is it:

      stupid,
      stupid!‖
  2000-2010 Stats

 18-44: -1%
55+: +21%
 (55-64: +47%)
    Aging/“Elderly”


 $$$$$$$$$$$$
―I‘m in charge!‖
―NOT ACTING THEIR
AGE: As Baby Boomers
 Zoom into Retirement,
Will America Ever Be the
        Same?”
      USN&WR Cover/06.01
                      50+
$7T wealth (70%)/$2T annual income
   50% all discretionary spending
79% own homes/40M credit card users
   41% new cars/48% luxury cars
    $610B healthcare spending/
      74% prescription drugs
     5% of advertising targets
      Ken Dychtwald, Age Power: How the 21st
       Century Will Be Ruled by the New Old
  “Advertisers pay more to reach the kid
because they think that once someone hits
 middle age he‟s too set in his ways to be
susceptible to advertising. … In fact this
 notion of impressionable kids and
  hidebound geezers is little more
than a fairy tale, a Madison Avenue
    gloss on Hollywood‘s cult of
     youth.‖—James Surowiecki (The New
             Yorker/04.01.2002)
      Read This!

  Carol Morgan &
   Doran Levy,
 Marketing to the
Mindset of Boomers
 and Their Elders
   ―Marketers attempts at
reaching those over 50 have
      been miserably
 unsuccessful. No market‘s
 motivations and needs are
 so poorly understood.‖—Peter
   Francese, founding publisher, American
                Demographics
 “Households headed by someone
  40 or older enjoy 91% ($9.7T) of
our population‟s net worth. … The
  mature market is the dominant
    market in the U.S. economy,
      making the majority of
   expenditures in virtually every
category.” —Carol Morgan & Doran Levy, Marketing to
         the Mindset of Boomers and Their Elders
   “Women 65 and older spent $14.7
 billion on apparel in 1999, almost as
much as that spent by 25- to 34-year-
  olds. While spending by the older
  women increased by 12% from the
  previous year, that of the younger
  group increased by only 0.1%. But
     who in the fashion industry is
currently pursuing this market?” —Carol
Morgan & Doran Levy, Marketing to the Mindset of Boomers and
                       Their Elders
 “While the average American age
 12 or older watched at least five
movies per year in a theater, those
   40 and older were the most
 frequent moviegoers, viewing
12 or more a year.‖ —Carol Morgan & Doran
 Levy, Marketing to the Mindset of Boomers and Their Elders
― ‗Age Power‘ will
rule the        21
           century,st

and we are woefully
    unprepared.”
Ken Dychtwald, Age Power: How the 21st
    Century Will Be Ruled by the New Old
 The Royal
Tenenbaums
     10.
Michelangelo‟s
 BIG TRUTH!
 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.
      Michelangelo
Successful Businesses‟ Dozen Truths: TP‟s 30-Year Perspective

1. Insanely Great & Quirky Talent.
2. Disrespect for Tradition.
3. Totally Passionate (to the Point of Irrationality) Belief in What
   We Are Here to Do.
4. Utter Disbelief at the Bullshit that Marks “Normal Industry Behavior.”
5. A Maniacal Bias for Execution … and Utter Contempt
   for Those Who Don‟t “Get It.”
6. Speed Demons.
7. Up or Out. (Meritocracy Is Thy Name. Sycophancy Is Thy Scourge.)
8. Passionate Hatred of Bureaucracy.
9. Willingness to Lead the Customer … and Take the Heat Associated
   Therewith. (Mantra: Satan Invented Focus Groups to Derail True
   Believers.)
10. “Reward Excellent Failures. Punish Mediocre Successes.”
11. Courage to Stand Alone on One‟s Record of Accomplishment
    Against All the Forces of Conventional Wisdom.
12. A Crystal Clear Understanding of Brand Power.

								
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