Tom Peters

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Tom Peters Re-Imagine2006!Business
Excellence in a Disruptive AgeMadrid/21-22Fe
bruary2006
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China!
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China!
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China!
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China
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Ch
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THREE BILLION NEW CAPITALISTS Clyde Prestowitz
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Re-imagine! Not Your Fathers World I.
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26m
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U.S. manufacturers and retailers are shifting
their domestic warehouses and distribution
facilities to China as they seek to make supply
chains more efficient Headline, page 1,
Financial Times, 11.07.2005
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43h
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Chinas Next Export Innovation McKinsey
Quarterly (Cover Story)
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2003 98 U.S.2005 U.S. 150 Shanghai
500
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168/18,500/51,000
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Chinas share of global consumption/2005Cement
47Cotton 37Coal 30 Steel
26Source BusinessWeek/08.05
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Savings, internal investment, external
investment gt 50 GDP
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2.5M vs 7.1M40/40
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Suddenly, China is the No. 3 consumer of
high-end goodsSource BusinessWeek, 0206.06
(from To Get Rich Is Glorious)
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35/70
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600,000350,00070,000
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Beijing Rushes to Build World-class
Universities Headline, International Herald
Tribune, 1028.05Headline, same day China
Bank Becomes a Giant Worth 470 Billion
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Re-imagine! Not Your Fathers World II.
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Income Confers No Immunity as Jobs Migrate
Headline/USA Today/02.2004
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There is no job that is Americas God-given
right anymore. Carly Fiorina/HP/January2004
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December 9, 2005 Ogre to Slay? Outsource It to
Chinese (New York Times, page 1news section).
The factory Fuzhou, China. The workers
youngsters logging 12-hour shifts. Their
clientele youngsters from Seoul to San
Francisco. The work The Chinese youngsters
are playing the early levels of video games for
their affluent clients, who want to avoid the
pain and time associated with those annoying
first few levels.
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In a global economy, the government cannot give
anybody a guaranteed success story, but you can
give people the tools to make the most of their
own lives. WJC, from Philip Bobbitt, The Shield
of Achilles War, Peace, and the Course of History
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Re-imagine! Not Your Fathers World III.
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A focus on cost-cutting and efficiency has
helped many organizations weather the downturn,
but this approach will ultimately render them
obsolete. Only the constant pursuit of innovation
can ensure long-term success. Daniel Muzyka,
Dean, Sauder School of Business, Univ of British
Columbia (FT/09.17.04)
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The Generals Story. (And Darwins)
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If you dont like change, youre going to
like irrelevance even less. General Eric
Shinseki, Chief of Staff. U. S. Army
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It is not the strongest of the species that
survives, nor the most intelligent, but the one
most responsive to change. Charles Darwin
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My Story.
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Excellence! The Basics, 1982-2006
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Excellence1982 The Bedrock Eight Basics 1. A
Bias for Action 2. Close to the Customer 3.
Autonomy and Entrepreneurship 4. Productivity
Through People 5. Hands On, Value-Driven 6. Stick
to the Knitting 7. Simple Form, Lean Staff 8.
Simultaneous Loose-Tight Properties
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ExIn 1982-2002/Forbes.comEI 10,000 yields
140,050DJIA 10,000 yields 85,000Basket of
32 publicly traded stocks
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• Excellence2006 The Bedrock
  Bakers Dozen
• 1. A Bias For Action Is Job One! (Construct a
  Discipline/Culture of EXECUTION!)
• 2. DECENTRALIZATION! ACCOUNTABILITY! (Toms Top
  Two, 1965-2005.)
• 3. Fail. Forward. Fast. (Reward Excellent
  Failures, Punish Mediocre Successes.)
• 4. Metabolic Management Matters! (Hustle!
  Adapt! EAT CHANGE! Win the
• O.O.D.A. Loop WarConfuse Your
  Competitors!)
• 5. INNOVATE or Die. (Game-changers or Bust!
  Lead the Customer! Just Shout NO to Imitation!)
• 6. A Damn Good Product. (Pursue Dramatic
  Difference.)
• 7. A Damn Cool Product. (Design Rules!)
• 8. Ride the Value Added Curve to the Sky! (Sell
  GamechangerSolutions Provide Scintillating
  Experiences Become a Dream Merchant Strive
  to Be a Lovemark.)
• 9. Relentlessly Pursue the Big Two Markets.
  (WOMEN Buy Everything
• BOOMERS GEEZERS Have All the Money!)
• 10. Best Talent/Roster Wins! (HR Rules!
  Everyone a Leader! Women Lead Best!
• Weird Matters Most! A Workplace to Brag
  About! Educate for Creativity!)
• 11. Demanded Radical Technology Strategies!
  (Incrementalism Is for Wimps!)

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13. Do you understand Business Mantra 1 of the
00s DONT TRY TO COMPETE WITH WALMART ON PRICE
OR CHINA ON COST?
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Everybodys Story.
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One Singaporean worker costs as much
as 3 in Malaysia 8
in Thailand 13 in China
18 in India. Source The Straits
Times/2003
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One Singaporean worker costs as much
as 3 in Malaysia 8
in Thailand 13 in China
18 in India. Source The Straits
Times/2003
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Thaksinomics (after Thaksin Shinawatra, PM)/
Bangkok Fashion City managed asset reflation
(add to brand value of Thai textiles by
demonstrating flair and design excellence)Sourc
e The Straits Times/2004
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Better By Design A National StrategyNZ
Design Excellence
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What an Evolving-Bizarre Story E.g., Life
Sciences
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WE ARE BEGINNING TO ACQUIRE DIRECT AND
DELIBERATE CONTROL OVER THE EVOLUTION OF ALL
LIFE FORMS ON THE PLANET.Source Juan
Enriquez, As The Future Catches You
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We face the biggest change in tens of thousands
of years in what it means to be human. In
just 20 years the boundary between fantasy and
reality will be rent asunder. (Rodney Brooks,
AIL/MIT) We are at an inflection point in
history. It is about the defining cultural,
social, and political issue of our age. It is
about human transformation. Source Radical
Evolution The Promise and Peril of Enhancing Our
Minds, Our Bodiesand What It Means to Be Human,
Joel Garreau
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I. NEW BUSINESS. NEW CONTEXT.
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1. Re-imagine Permanence The Naked Emperor
Problem!
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Pathetic!
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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.SP 500 from 1957 to 1997
74 members of the Class of 57 were alive in 97
12 (2.4) of 500 outperformed the market from
1957 to 1997.Source Dick Foster Sarah
Kaplan, Creative Destruction Why Companies That
Are Built to Last Underperform the Market
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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
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Exit, Stage Right CEO departure rate,
1995-2004 300Source Booz Allen Hamilton
(per USA Today/06.13.05)
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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
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Lessons Learned. GE. Me.
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4/40
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De-cent-ral-iz-a-tion!
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Ex-e-cu-tion!
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Ac-count-a-bil-ity!
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615A.M.
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2. Re-imagine Innovate or Die!
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No Option!
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Innovateor Die!!
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Brilliant!
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Under his former boss, Jack Welch, the skills GE
prized above all others were cost-cutting,
efficiency and deal-making. What mattered was the
continual improvement of operations, and that
mindset helped the 152 billion industrial and
finance behemoth become a marvel of earnings
consistency. Immelt hasnt turned his back on the
old ways. But in his GE, the new imperatives are
risk-taking, sophisticated marketing and, above
all, innovation. BW/2005
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Resist!
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Huff. Puff. Consolidate or else! This is it!
Macys, Kmart, Xerox, IBM, Microsoft,
TimeWarnerAOL
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When asked to name just one big merger that had
lived up to expectations, Leon Cooperman, former
cochairman of Goldman Sachs Investment Policy
Committee, answered Im sure there are success
stories out there, but at this moment I draw a
blank. Mark Sirower, The Synergy Trap
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Not a single company that qualified as having
made a sustained transformation ignited its leap
with a big acquisition or merger. Moreover,
comparison companiesthose that failed to make a
leap or, if they did, failed to sustain itoften
tried to make themselves great with a big
acquisition or merger. They failed to grasp the
simple truth that while you can buy your way to
growth, you cannot buy your way to greatness.
Jim Collins/Time/2004
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Almost every personal friend I have in the world
works on Wall Street. You can buy and sell the
same company six times and everybody makes money,
but Im not sure were actually innovating. Our
challenge is to take nanotechnology into the
future, to do personalized medicine Jeff
Immelt/Fast Company/07.05
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Schrempp is one of the last dinosaurs of Germany
Inc. He represents a strategy of acquiring assets
and building empires that just didnt work.
Arndt Ellinghorst/analyst/ Dresdner Kleinwort
Wasserstein
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Theres A and then theres A.
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Winning the Merger Game Is Possible--Lots of
deals--Little deals--Friendly deals--Stay
close to core competence--Strategy is easy to
understandSource The Mega-merger Mouse
Trap/Wall Street Journal/02.17.2004/ David
Harding Sam Rovit, Bain Co./re Comcast-Disney
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Scale?
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I dont believe in economies of scale. You dont
get better by being bigger. You get worse.
Dick Kovacevich/Wells Fargo/Forbes/08.04 (ROA
Wells, 1.7 Citi, 1.5 BofA, 1.3 J.P. Morgan
Chase, 0.9)
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Scale?Microsofts Struggle With Scale
Headline, FT, 09.2005Troubling Exits at
Microsoft Cover Story, BW, 09.2005Too Big
to Move Fast? Headline, BW, 09.2005
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Spinoffs perform better than IPOs track record,
profits freed from the confines of the parent
more entrepreneurial, more nimble Jerry
Knight/Washington Post/08.05
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Focus!
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Scales Limitations All Strategy Is Local True
competitive advantages are harder to find and
maintain than people realize. The odds are best
in tightly drawn markets, not big, sprawling
ones Title/Bruce Greenwald Judd
Kahn/HBR09.05
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Hedge funds are leading a demand for companies
to sharpen their focus or break themselves up.
Headline, Financial Times, 1028.05
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Different!Dramatic Difference (DH),
Remarkable Point of view (SG)
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Franchise Lost! TP How many of you 600
really crave a new Chevy?NYC/IIR/061205
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This is not a mature category.
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This is an undistinguished category.
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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
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Just Say No to Imitation!
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To grow, companies need to break out of a
vicious cycle of competitive benchmarking and
imitation. W. Chan Kim Renée Mauborgne,
Think for Yourself Stop Copying a Rival,
Financial Times/2003
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Value innovation is about making the
competition irrelevant by creating uncontested
market space. We argue that beating the
competition within the confines of the existing
industry is not the way to create profitable
growth. Chan Kim Renée Mauborgne (INSEAD),
from Blue Ocean Strategy (The Times/London)
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Acquisitions are about buying market share. Our
challenge is to create markets. There is a big
difference. Peter Job, former CEO, Reuters

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Immelt is now identifying technologies with GE
will systematically set out to build entirely new
industries StrategyBusiness, Fall 2005
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Easy!
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FLASH! Innovation is easy!
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Innovations Saviors-in-WaitingDisgruntled
CustomersOff-the-Scope CompetitorsRogue
EmployeesFringe SuppliersWayne Burkan, Wide
Angle Vision Beat the Competition by Focusing on
Fringe Competitors, Lost Customers, and Rogue
Employees
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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
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Suppliers There is an ominous downside to
strategic supplier relationships. An SSR supplier
is not likely to function as any more than a
mirror to your organization. Fringe suppliers
that offer innovative business practices need not
apply. Wayne Burkan, Wide Angle Vision Beat
the Competition by Focusing on Fringe
Competitors, Lost Customers, and Rogue Employees
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COMPETITORS The best swordsman in the world
doesnt need to fear the second best swordsman in
the world no, the person for him to be afraid of
is some ignorant antagonist who has never had a
sword in his hand before he doesnt do the thing
he ought to do, and so the expert isnt prepared
for him he does the thing he ought not to do
and often it catches the expert out and ends him
on the spot. Mark Twain
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How do dominant companies lose their position?
Two-thirds of the time, they pick the wrong
competitor to worry about. Don Listwin, CEO,
Openwave Systems/WSJ/06.01.2004 (commenting on
Nokia)
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Kodak . FujiGM . FordFord . GMIBM .
Siemens, FujitsuSears KmartXerox . Kodak, IBM
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Dont benchmark, futuremark! Impetus The
future is already here its just not evenly
distributedWilliam Gibson
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Employees Are there enough weird people in the
lab these days?V. Chmn., pharmaceutical house,
to a lab director
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We become who we hang out with!
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Measure Strangeness/Portfolio
QualityStaffConsultantsVendorsOut-sourcing
Partners (, Quality)Innovation Alliance
PartnersCustomersCompetitors (who we
benchmark against) Strategic Initiatives
Product Portfolio (LineEx v. Leap)IS/IT
ProjectsHQ LocationLunch MatesLanguageBoard
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Somewhere in your organization, groups of people
are already doing things differently and better.
To create lasting change, find these areas of
positive deviance and fan the flames. Richard
Tanner Pascale Jerry Sternin, Your Companys
Secret Change Agents, HBR
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Some people look for things that went wrong and
try to fix them. I look for things that went
right, and try to build off them. Bob Stone (Mr
ReGo)
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Hard!
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The Bottleneck Is at the Top of the
BottleWhere are you likely to find people
with the least diversity of experience, the
largest investment in the past, and the greatest
reverence for industry dogma? At the top!
Gary Hamel/Harvard Business Review
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Bold!
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No Wiggle Room! Incrementalism is
innovations worst enemy. Nicholas
Negroponte
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Beware of the tyranny of making Small Changes
to Small Things. Rather, make Big Changes to Big
Things. Roger Enrico, former Chairman,
PepsiCo
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Five Myths About Changing BehaviorCrisis
is a powerful impetus for changeChange is
motivated by fearThe facts will set us
freeSmall, gradual changes are always easier
to make and sustainWe cant change because our
brains become hardwired early in lifeSource
Fast Company/05.2005
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Wealth in this new regime flows directly from
innovation, not optimization. That is, wealth is
not gained by perfecting the known, but by
imperfectly seizing the unknown. Kevin Kelly,
New Rules for the New Economy
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Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
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Speed/ Tempo!
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Read It Closely We dont sell insurance
anymore. We sell speed. Peter Lewis,
Progressive
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Strategy meetings held once or twice a year to
Strategy meetings needed several times a week
Source New York Times on Meg Whitman/eBay
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He who has the quickest O.O.D.A. Loops
wins!Observe. Orient. Decide. Act. / Col.
John Boyd
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Action!
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TP/BW on BigCo Sin 1 too much talk, too little
do
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Ninety percent of what we call management
consists of making it difficult for people to get
things done. Peter Drucker
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I saw that leaders placed too much emphasis on
what some call high-level strategy, on
intellectualizing and philosophizing, and not
enough on implementation. People would agree on
a project or initiativeand then nothing would
come of it. Larry Bossidy Ram
Charan/Execution The Discipline of Getting
Things Done
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Execution is the job of the business leader.
Larry Bossidy Ram Charan/ Execution The
Discipline of Getting Things Done
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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
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The Leaders Seven Essential
BehaviorsKnow your people and your
businessInsist on realismSet clear goals and
prioritiesFollow throughReward the
doersExpand peoples capabilitiesKnow
yourself Source Larry Bossidy Ram Charan/
Execution The Discipline of Getting Things Done
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Realism is the heart of execution. Larry
Bossidy Ram Charan/Execution The Discipline
of Getting Things Done
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Action8/VPMR/Peters on BossidyKnowledge/Extern
al Focus (Competitors/Customers)Realism/Truth-te
llingVision Projects (Must add up to Vision)
MilestonesCommitment/EnergyRapidReviewCons
equences (/-)
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We have a strategic plan. Its called doing
things. Herb Kelleher
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This is so simple it sounds stupid, but it is
amazing how few oil people really understand that
you only find oil if you drill wells. You may
think youre finding it when youre drawing maps
and studying logs, but you have to drill.
Source The Hunters, by John Masters, Canadian
O G wildcatter
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Measurable!
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Innovation Index How many of your Top 5
Strategic Initiatives/Key Projects score 8 or
higher (out of 10) on a Weirdness/
Profundity/ Wow/ Gasp-worthy/
Game-changer Scale?
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Immelt on Innovation breakthroughs Pull out
and fund ideas in each business that will
generate gt100M in revenue find best people to
lead (80 throughout GE)Source Fast
Company/07.05
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Personal!
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Step 1 Buy a Mirror!
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The First step in a dramatic organizational
change program is obviousdramatic personal
change! RG
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Summary/The SE22 Origins of Sustainable
Entrepreneurship
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SE22/Origins of Sustainable
Entrepreneurship 1. Genetically disposed to
Innovations that upset apple carts (3M, Apple,
FedEx, Virgin, BMW, Sony, Nike, Schwab,
Starbucks, Oracle, Sun, Fox, Stanford
University, MIT) 2. Perpetually determined to
outdo oneself, even to the detriment of
todays winners (Apple, Cirque du Soleil,
Nokia, FedEx) 3. Treat History as the Enemy
(GE) 4. Love the Great Leap/Enjoy the Hunt
(Apple, Oracle, Intel, Nokia, Sony) 5. Use
Strategic Thrust Overlays to Attack Monster
Problems (Sysco, GSK, GE, Microsoft) 6. Establish
a Be on the COOL Team Ethos. (Most PSFs,
Microsoft) 7. Encourage Vigorous
Dissent/Genetically Noisy (Intel, Apple,
Microsoft, CitiGroup, PepsiCo) 8. Culturally as
well as organizationally Decentralized
(GE, JJ, Omnicom) 9. Multi-entrepreneurship/Many
Independent-minded Stars (GE, PepsiCo)
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HPs Big Duh!Decentralize (90B)Undo
MatrixAccountabilitySource HP Says
Goodbye To Drama/BW/09.05/re Mark Hurds first
5 months
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DePuySpine/JJ70/3Game-changers!Still
decentralized after all these years!
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Decentralization is not a piece of paper. Its
not me. Its either in your heart, or not.
Brian Joffe/BIDvest
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SE22/Origins of Sustainable
Entrepreneurship 10. Keep decentralizingtireles
s in pursuit of wiping out Centralizing
Tendencies (JJ, Virgin) 11. Scour the world for
Ingenious Alliance Partners especially
exciting start-ups (Pfizer) 12. Acquire for
Innovation, not Market Share (Cisco, GE) 13.
Dont overdo pursuit of synergy (GE, JJ, Time
Warner) 14. Execution/Action Bias Just do it
dont obsess on how it fits the business
model. (3M, J J) 15. Find and Encourage and
Promote Strong-willed/ Hyper-smart/Independe
nt people (GE, PepsiCo, Microsoft) 16. Support
Internal Entrepreneurs (3M, Microsoft) 17. Ferret
out Talent anywhere/No limits approach to
retaining top talent (Virgin, GE, PepsiCo)
138
SE22/Origins of Sustainable
Entrepreneurship 18. Unmistakable Results
Accountability focus from the get-go to the
grave (GE, New York Yankees, PepsiCo) 19. Up or
Out (GE, McKinsey, big consultancies and law
firms and ad agencies and movie studios
in general) 20. Competitive to a fault! (GE, New
York Yankees, News Corp/Fox,
PepsiCo) 21. Bi-polar Top Team, with Unglued
Innovator 1, powerful Control Freak 2
(Oracle, Virgin) (Watch out when 2 is
missing Enron) 22. Masters of Loose-Tight/Hard-no
sed about a very few Core Values,
Open-minded about everything else (Virgin)
139
SummaryWallopWalMart16Or Why its so
unbelievably easy to beat a GIANT Company
140
The Small Guys Guide Wallop
WalMart16 Niche-aimed. (Never, ever all
things for all people, a mini-WalMart.) Never
attack the monsters head on! (Instead steal niche
business and lukewarm customers.) Dramatically
Different (La Difference ... within our
community, our industry regionally, etc is as
obvious as the end of ones nose!) (THIS IS WHERE
MOST MIDGETS COME UP SHORT.) Compete on
value/experience/intimacy, not price. (You aint
gonna beat the behemoths on cost-price in 9.99
out of 10 cases.) Emotional bond with Clients,
Vendors. (BEAT THE BIGGIES ON EMOTION/CONNECTION!!
)
141
The Small Guys Guide Wallop
WalMart16 Hands-on, emotional leadership.
(We are a great cool intimate joyful
dramatically different team working to transform
our Clients lives via Consistently Incredible
Experiences!) A community star! (Sell
local-ness per se. Sell the hell out of it!) An
incredible experience, from the first to last
momentand then in the follow-up! (These guys
are cool! They get me! They love me!) DESIGN
DRIVEN! (Design is a premier weapon-in-pursuit-o
f-the sublime for small-ish enterprises,
including the professional services.)
142
The Small Guys Guide Wallop
WalMart16 Employer of choice. (A very cool,
well-paid place to work/learning and growth
experience in at least the short term marked by
notably progressive policies.) (THIS IS EMINENTLY
DO-ABLE!!) Sophisticated use of information
technology. (Small-ish is no excuse for small
aims/execution in IS/IT!) Web-power! (The Web
can make very small very big if the
product-service is super-cool and one
purposefully masters buzz/viral
marketing.) Innovative! (Must keep renewing and
expanding and revising and re-imagining the
promise to employees, the customer, the
community.)
143
The Small Guys Guide Wallop
WalMart16 Brand-Lovemark (Kevin Roberts)
Maniacs! (Branding is not just for big folks
with big budgets. And modest size is actually a
Big Advantage in becoming a local-regional-niche
lovemark.) Focus on women-as-clients. (Most
dont. How stupid.) Excellence! (A small player
per me has no right or reason to exist unless
they are in Relentless Pursuit of Excellence. One
earns the rightone damn day and client
experience at a time!to beat the Big Guys in
your chosen niche!)
144
II. NEW BUSINESS. NEW TECH.
145
3. Re-imagine Organizing I IS/IT as Disruptive
Tool!
146
We all live in Dell-WalMart-eBay-Google World!
147
WalMart (!) Katrina
148
the FedEx Economy headline/New York
Times/10.08.05
149
Any3 Anything/ Anywhere/ Anytime
150
UPS used to be a trucking company with
technology. Now its a technology company with
trucks. Forbes
151
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
152
Power Tools for Power Solutions/ Strategies!
TP
153
5 F500 have CIO on Board While some of the
worlds most admired companiesTesco, WalMart
are transforming the business landscape by
including technology experts on their boards, the
vast majority are missing out on ways to boost
productivity, competitiveness and shareholder
value.Source Burson-Marsteller
154
4. Re-imagine Organizing II What Organization?
155
Organizations will still be critically important
in the world, but as organizers, not
employers! Charles Handy
156
TP In Nagano Revenue 10BFTE 1Maybe
157
Not out sourcingNot off shoringNot near
shoringNot in sourcingbut Best Sourcing
158
global innovation networks vs research in
large monolithic companies Source George
Colony/Forrester Research
159
In the 21st century well see a rise of
invention companies earning licensing fees.
Nathan Myhrvold, Forbes, 11.05
160
THE NEW INSTANT COMPANIES Cheap Design Tools.
Offshore Factories. Free Buzz Marketing. How
Todays Startups Are Going from Idea to 30
Million HitOvernight Business 2.0/June 2005
161
The networked model is a conversation. Eric
SchmidtSergey Brin and Larry Page have
created a corporate organism that tackles most
big projects in small, tightly focused teams,
setting them up in an instant and breaking them
down weeks later without remorse. Forbes,
11.05
162
III. NEW BUSINESS. NEW VALUE PROPOSITION.
163
Re-imagineUp, Up, Up, Up the Value-added
Ladder.
164
6. Re-imagine Organizing IV The White-Collar
Tsunami and the Professional Service Firm (PSF)
Imperative.
165
Disintermediation is overrated. Those who
fear disintermediation should in fact be afraid
of irrelevancedisintermediation is just another
way of saying that youve become irrelevant to
your customers. John Battelle/Point/Advertising
Age/07.05
166
Sarah Mom, what do you do?Mom
Im overhead.
167
Sarah Mom, what do you
do?Mom I manage a cost
center.
168
Answer Professional Service Firm/PSF!Departmen
t Head to Managing Partner, IS HR, RD,
etc. Inc.
169
DD21M
170
The PSF35 Thirty-Five Professional Service
Firm Marks of Excellence
171
The PSF35 The Work The
Legacy1. CRYSTAL CLEAR POINT OF VIEW (Every
Practice Group If you cant explain
your position in eight words or less, you dont
have a positionSeth Godin)2. DRAMATIC
DIFFERENCE (We are the only ones who do what
we doJerry Garcia)3. Stretch Is Routine
(Never bite off less than you can
chewanon.)4. Eye-Appetite for Game-changer
Projects (Excellence at Assembling Best
TeamFast) 5. Playful Clients (Adventurous
folks who unfailingly Aim to Change the
World)6. Small Uneconomic Clients with Big
Aims 7. Life Is Too Short to Work with Jerks
(Fire lousy clients)8. OBSESSED WITH LEGACY
(Practice Group and Individual Dent the
UniverseSteve Jobs)9. Fire-on-the-spot Anyone
Who Says, Law/Architecture/Consulting/
I-banking/ Accounting/PR/Etc. has become a
commodity 10. Consistent with 9 above DO
NOT SHY AWAY FROM THE WORD (IDEA)
RADICAL
172
Point of View!
173
The PSF35 The Client
Experience11. 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-in- Planet Team for the
Project13. Client Team Members routinely declare
that working with us was the Peak
Experience of my Career14. The jobs not done
until implementation is 100.00 complete
(Those who dont get it must go)15.
IMPLEMENTATION IS NOT COMPLETE UNTIL THE CLIENT
HAS EXPERIENCED CULTURE CHANGE16.
IMPLEMENTATION IS NOT COMPLETE UNTIL SIGNIFICANT
TECHNOLOGY TRANSFER HAS TAKEN PLACE-ROOT
(Teach a man to fish )17. The Final
Exam DID WE MAKE A DRAMATIC, LASTING,
GAME-CHANGING DIFFERENCE?
174
The PSF35 The People The
Leadership18. TALENT FANATICS (Best-Coolest
place to work) (PERIOD)19. EYE FOR THE PECULIAR
(Hiring Go beyond same old, same old)
20. Early Opportunities (vs. Wait your turn)
21. Up or Out (Based on Legacy/Mentoring as
much as Billings/Rainmaking)22. Slide
the Old Aside/Make Room for Youth (Find oldsters
new roles?)23. TALENT IS OBSESSED WITH
RENEWAL FROM DAY 1 TO DAY R R
Retirement24. Office/Practice Leaders Evaluated
Primarily on Mentoring-Team Building
Skills 25. A PROPRIETARY TALENT DEVELOPMENT
PROCESS (GE) 26. Team Leadership Skills Valued
Early27. Partner with B.I.W. Best In World
Outsiders as Needed and to Infuse Different
Views
175
The PSF35 The Firm The
Brand28. EAT-SLEEP-BREATHE-OOZE INTEGRITY (My
life is my messageGandhi) 29. Excellence
in EXECUTION 100.00 of the Time (No such
thing as a small sins/World Series Ring to
the Batboy!) 30. Drop everything/Swarm to
Support a Harried-On The Verge Team31.
SPEND AS AGGRESSIVELY ON RD AS A TECH FIRM OR
CIRQUE DU SOLEIL 32. A PROPRIETARY
METHODOLOGY (FBR, McKinsey, Chiat Day, IDEO, old
EDS)33. Web (Technology) Obsession 34.
BRAND/LOVEMARK MANIACS (Organize Around a
Point of View Worth BROADCASTING You must
be the change you wish to see in the
worldGandhi) 35. PASSION! ENTHUSIASM! (Passion
Enthusiasm have as much a place at the
Head Table in a PSF as in a widgets
factory You cant behave in a calm, rational
manner. Youve got to be out there on the
lunatic fringeJack Welch)
176
Static/ImitativeIntegrity.Quality.Excellence.
Continuous Improvement.Superior Service (Exceeds
Expectations.)Completely Satisfactory
Transaction.Smooth Evolution.Market
Share.Dynamic/DifferentDramatic
Difference!Disruptive!Insanely Great!
(Quality)Life-(Industry-)changing
Experience!Game-changing!WOW!Surprise!Delight!
Breathtaking!Punctuated Equilibrium!Market
Creation!
177
PSF, damn it!
178
Game-changing Solutions Core MechanismPSF
(Professional Service Firm model)Wow
Projects (Different vs Better)Brand You
179
7. Re-imagine Businesss Fundamental Value
Proposition PSFs Unbound Fighting
Inevitable Commoditization via The Solutions
Imperative.
180
Up, Up, Up, Up the Value-added Ladder.
181
While everything may be better it is also
increasingly the same. Paul Goldberger on
retail, The Sameness of Things, The New York
Times
182
Companies have defined so much best practice
that they are now more or less identical.
Jesper Kunde, Unique Now ... or Never
183
And the M Stands for ?Gerstners IBM
Systems Integrator of choice./BW (Lou, help
us turn all this into that long-promised
revolution. ) IBM Global Services
(Integrated Systems Services Corp.) 55B
184
Big Browns New Bag UPS Aims to Be the Traffic
Manager for Corporate America Headline/BW/07.19.
2004
185
Instant Infrastructure GE Becomes a General
Store for Developing Countries headline/
NYT/07.16.05
186
And MasterCard Advisors
187
Customer Satisfaction to Customer
SuccessWere getting better at Six Sigma
every day. But we really need to think about the
customers profitability. Are customers bottom
lines really benefiting from what we provide
them? Bob Nardelli, GE Power Systems
188
Bear In Mind Customer Satisfaction versus
Customer Success
189
The Value-added Ladder/Stuff n ThingsGoods
Raw Materials
190
The Value-added Ladder/Stuff TransactionsServ
icesGoods Raw Materials
191
The Value-added Ladder/Opportunity-seeking
Gamechanging Solutions /Business
AdvantageServicesGoods Raw Materials
192
What Isnt Matter Is What Matters section
title, Branded Nation The Marketing of
Megachurch, College Inc., and Museumworld, James
Twitchell
193
Gas ... 1.75 per gallonLipton Iced Tea ..
9.52 per gallonOcean Spray ... 10.00Gatorade
.. 10.17Diet Snapple ... 10.32STP brake
fluid .. 33.60Pepto-Bismol .. 123.20Vicks
NyQuil ... 178.13Evian water . 21.19
(50B-200B)Source Branded Nation The
Marketing of Megachurch, College Inc.,
and Museumworld, James Twitchell (2004)
194
Fleet ManagerRolling Stock Cost Minimization
Officervs/orChief of Fleet Lifetime Value
Maximization Strategic Supply-chain Executive
Via drivers Customer Experience Director
195
IV. NEW BUSINESS. NEW GAME.
196
8. Re-imagine Enterprise as Theater I A World
of Scintillating Experiences.
197
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
198
Club Med is more than just a resort its a
means of rediscovering oneself, of inventing an
entirely new me. Source Jean-Marie Dru,
Disruption
199
The Starbucks Fix Is on We have
identified a third place. And I really believe
that sets us apart. The third place is that place
thats not work or home. Its the place our
customers come for refuge.Nancy Orsolini,
District Manager
200
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
201
The Value-added Ladder/Memorable
ConnectionScintillating Experiences
Gamechanging Solutions/Business
AdvantageServicesGoods Raw Materials
202
Beyond the Transaction/ Satisfaction
MentalityGood hotel/ Happy guest/ Exceeded
Expectationsvs. Great Vacation/ Great
Conference/ Operation Personal Renewal/
Good to Be Home
203
Warren Goes Shopping
204
Q Why did you buy Jordans Furniture?A
Jordans is spectacular. Its all
showmanship.Source Warren Buffet
interview/Boston Sunday Globe/12.05.2004
205
Most executives have no idea how to add value to
a market in the metaphysical world. But that is
what the market will cry out for in the future.
There is no lack of physical products to choose
between.Jesper Kunde, Unique Now ... or Never
on the excellence of Nokia, Nike, Lego, Virgin
et al.
206
Extraction Goods Male dominanceServices
Experiences Female dominance
207
9. Re-imagine Enterprise as Theater II
Embracing the Dream Business.
208
DREAM A dream is a complete moment in the life
of a client. Important experiences that tempt the
client to commit substantial resources. The
essence of the desires of the consumer. The
opportunity to help clients become what they want
to be. Gian Luigi Longinotti-Buitoni
209
The Marketing of Dreams (Dreamketing)Dreamket
ing Touching the clients dreams.Dreamketing
The art of telling stories
and entertaining.Dreamketing Promote the dream,
not the product.Dreamketing
Build the brand around
the main dream.Dreamketing Build the buzz,
the hype, the
cult.Source Gian Luigi Longinotti-Buitoni
210
The Value-added Ladder/EmotionDreams Come
TrueScintillating Experiences Gamechanging
Solutions/Business AdvantageServicesGoods Raw
Materials
211
The Ritz-Carlton experience enlivens the
senses, instills well-being, and fulfills even
the unexpressed wishes and needs of our guests.
from the Ritz-Carlton Credo
212
Furniture vs. DreamsWe do not sell furniture
at Domain. We sell dreams. This is accomplished
by addressing the half-formed needs in our
customers heads. By uncovering these needs, we,
in essence, fill in the blanks. We convert
needs into dreams. Sales are the inevitable
result. Judy George, Domain Home Fashions
213
Six Market Profiles1.
Adventures for Sale2. The Market for
Togetherness, Friendship and Love3. The
Market for Care4. The Who-Am-I Market5. The
Market for Peace of Mind6. The Market for
Convictions Rolf Jensen/The Dream Society
How the Coming Shift from Information to
Imagination Will Transform Your Business
214
Six Market Profiles1.
Adventures for Sale/IBM-UPS-GE2. The Market for
Togetherness, Friendship and
Love/IBM-UPS-GE3. The Market for
Care/IBM-UPS-GE4. The Who-Am-I
Market/IBM-UPS-GE5. The Market for Peace of
Mind/IBM-UPS-GE6. The Market for
Convictions/IBM-UPS-GE Rolf Jensen/The Dream
Society How the Coming Shift from
Information to Imagination Will Transform Your
Business
215
IBM, UPS, GE Dream Merchants!
216
The sun is setting on the Information
Societyeven before we have fully adjusted to its
demands as individuals and as companies. We have
lived as hunters and as farmers, we have worked
in factories and now we live in an
information-based society whose icon is the
computer. We stand facing the fifth kind of
society the Dream Society. Future products
will have to appeal to our hearts, not to our
heads. Now is the time to add emotional value to
products and services. Rolf Jensen/The Dream
SocietyHow the Coming Shift from Information to
Imagination Will Transform Your Business
217
10. Re-imagine the Soul of New Value Design
Rules!
218
Designs place in the universe.
219
All Equal Except At Sony we assume that all
products of our competitors have basically the
same technology, price, performance and features.
Design is the only thing that differentiates one
product from another in the marketplace.Norio
Ohga
220
Design is treated like a religion at
BMW.Fortune
221
We dont have a good language to talk about
this kind of thing. In most peoples
vocabularies, design means veneer. But to me,
nothing could be further from the meaning of
design. Design is the fundamental soul of a
man-made creation.Steve Jobs
222
SAMSUNG DESIGN THE KOREAN GIANT MAKES SOME OF
THE COOLEST GADGETS ON EARTH. NOW ITS
REINVENTING ITSELF TO GET EVEN COOLER.
Cover/BusinessWeek/11.29.2004
223
Samsung By Design 5
IDEA in 2004 (Industrial Design Excellence
Awards)/1st Asian company to win more than top
European or American company 1993/LA Chmn
Why are our products lost, while Sonys are
out front? Design staff/470 (120 in last 12
months) design budget 20 to 30 p.a. Design
Centers in London, LA, SF, Tokyo Designers
often dictate to engineers, not vice versa
224
Design coda.
225
Having spent a century or more focused on other
goalssolving manufacturing problems, lowering
costs, making goods and services widely
available, increasing convenience, saving
energywe are increasingly engaged in making our
world special. More people in more aspects of
life are drawing pleasure and meaning from the
way their persons, places and things look and
feel. Whenever we have the chance, were adding
sensory, emotional appeal to ordinary function.
Virginia Postrel, The Substance of Style
How the Rise of Aesthetic Value Is Remaking
Commerce, Culture and Consciousness
226
With its carefully conceived mix of colors and
textures, aromas and music, Starbucks is more
indicative of our era than the iMac. It is to the
Age of Aesthetics what McDonalds was to the Age
of Convenience or Ford was to the Age of Mass
Productionthe touchstone success story, the
exemplar of all that is good and bad about the
aesthetic imperative. Every Starbucks store is
carefully designed to enhance the quality of
everything the customers see, touch, hear, smell
or taste, writes CEO Howard Schultz.
-Virginia Postrel, The Substance of Style How
the Rise of AestheticValue Is Remaking Commerce,
Culture and Consciousness
227
Marketing MagicThe Missing 95 The
Unconscious!E.g. ZMET/Zaltman Metaphor
Evaluation Technique
228
Design at Apple/ Starbucks/BMW is a state of
mind , not a program. Tom Kelley/IDEO
229
Better By DesignThe Design49Tom
Peters/Auckland/30March2005
230
Better By Design Toms
Design491. There are only 2 rules.2. Rule 1
You cant beat WalMart on price or China on
cost.3. Rule 2 See Rule 1.4. Econ Survival
Innovate and Sprint Up the Value-addedChain OR
DIE!5. DESIGN (WRIT LARGE) (DESIGN
MINDFULNESS) IS THE SOUL/ENGINE OF THE NEW
VALUE-ADDED IMPERATIVE.6. Design as Soul-Core
Competence 1 is a cultural imperative, not a
programmatic or process orthrow at it
issue!7. CDEs (Culturally Design-driven
Enterprises) use Design-Experiences-Dream
Merchantry-Lovemarks as the LeadDog(s) in the
Olympian Innovation-Strategy-ValueProposition
Struggle. 8. Dream Merchant makes as much
sense for IBM or GE or UPS as for Starbucks!
231
11. Re-imagine the Infrastructure of Enterprise
Design Beautiful Systems.
232
K.I.S.S.
233
450/8
234
Metrics K.I.S.S.
235
Really Important Stuff Rogers Rule of Three!
236
Control K.I.S.S.
237
Lees Rule Run It off a Blackberry!
238
Life K.I.S.S.
239
Its T-H-R-E-E, Stupid!I used to have a rule
for myself that at any point in time I wanted to
have in mind as it so happens, also in writing,
on a little card I carried around with me the
three big things I was trying to get done. Three.
Not two. Not four. Not five. Not ten. Three.
Richard Haass, The Power to Persuade
240
First Steps Beauty Contest!

• 1. Select one form/document invoice, airbill,
  sick leave policy, customer returns claim form.
• 2. Rate the selected doc on a scale of 1 to 10
  1 Bureaucratica Obscuranta/ Sucks 10 Work
  of Art on four dimensions Beauty. Grace.
  Clarity. Simplicity.
• 3. Re-invent!
• 4. Repeat, with a new selection, every 15
  working days.

241
BeautifulAesthetic TriumphBreathtaking
242
Systems Must have. Must hate. / Must design.
Must un-design.
243
The Planning, Planning Systems, Intelligence
Measures50
244
The Planning, Planning Systems, Intelligence
Measures50 K.I.S.S. (!!) (450/8.) (500/50GB.)
(Lees Blackberry.) Complexity accretes one
day/person/item at a time! There must be a
Systems Measures Un- designer. (Rem
Koolhaas Often my job is to undo
things.) Focus!!!! 5 or fewer key indicators.
(Enricos Rule of Three.) Key indicators must
be backed up by unmistakable impact on evals
and compensation! (JW 6-sigma) Prune 50 of
your measures TODAY.
245
The Planning, Planning Systems, Intelligence
Measures50 Measurement Architecture (Real)
Corporate Strategy. (PERIOD.) CIOs CFOs
CROs will become Soulmates in effective
organizations! Can a fourth grader understand
it (Paul Sherlock, JW)? Overall systems
architecture should be in the heads of no more
than three people. (Fred Brooks
jr./360.) Nothing is easier than lying with
statistics. (Measurement is not Reality.) Hard
is Soft. Soft is Hard. (TP-RWjr.) (c.f. Enron.)
246
The Planning, Planning Systems, Intelligence
Measures50 Fanatically measure Customer
Satisfaction regarding systems/measures! If
the Customer says its confusing its
confusing. PERIOD. Systems Measures planning
must be Bottom Up! (Buy-in Rules in systems
world.) If, as a systems guy/gal, it turns
you on BEWARE! (Jeffersons Rule. Lessons
from Clio.)
247
The Planning, Planning Systems, Intelligence
Measures50 Systems Measures should be/can
be/ought to be Works of Art! Great systems are
about aesthetics! Is it beautiful? Is it
graceful? Is it Surprising? Use a great
Graphic Designer on all systems development
teams and a damn good Psychologist. (Steve
world.)
248
The Planning, Planning Systems, Intelligence
Measures50 Systems design is not innocent It
is the Ultimate Power Game! She/He who
controls the primary measures Rules the
World!
249
The Planning, Planning Systems, Intelligence
Measures50 Planning systems should support
execution! (PERT/CPM.) Uniformity of
measurement/presentation across units is
fantastic up to a point. Let a thousand
flowers bloom, let a hundred schools contend
Let a 100 flowers bloom, let a dozen schools
contend. Selection of measurements is one of the
Most Creative Acts in the Enterprise! Are
there Freaks aplenty in the Systems Measures
Intelligence activities?
250
12. Re-imagine the Fundamental Selling
Proposition It all adds up to (THE
BRAND.) (THE STORY.)(THE DREAM.)The Love.
251
WHO ARE WE?
252
Brand? Its all about Character!
253
WHATS OUR STORY?
254
We are in the twilight of a society based on
data. As information and intelligence become the
domain of computers, society will place more
value on the one human ability that cannot be
automated emotion. Imagination, myth, ritual -
the language of emotion - will affect everything
from our purchasing decisions to how we work with
others. Companies will thrive on the basis of
their stories and myths. Companies will need to
understand that their products are less important
than their stories.Rolf Jensen, Copenhagen
Institute for Future Studies
255
WHATS THE DREAM?
256
EXACTLY HOW ARE WE DRAMATICALLY DIFFERENT?
257
Brand You Must Care!Success means never
letting the competition define you. Instead you
have to define yourself based on a point of view
you care deeply about. Tom Chappell, Toms of
Maine
258
You do not merely want to be the best of the
best. You want to be considered the only ones who
do what you do.Jerry Garcia
259
Brands have run out of juice. Theyre dead.
Kevin Roberts/Saatchi Saatchi
260
Kevin Roberts Lovemarks!
261
MysteryMagic SensualityEnchantmentInt
imacyExplorationSource Kevin Roberts (e.g.
Apple/iMac/ Yum.)
262
When we were working through the essentials of a
Lovemark, Mystery was always at the top of the
list. Lovemarks The Future Beyond Brands,
Kevin Roberts
263
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264
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265
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266
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267
Tattoo Brand What of users would tattoo the
brand name on their body?
268
Top 10 Tattoo BrandsHarley . 18.9Disney
.... 14.8Coke . 7.7Google .... 6.6Pepsi ....
6.1Rolex . 5.6Nike . 4.6Adidas .
3.1Absolut . 2.6Nintendo . 1.5BRANDsense
Build Powerful Brands through Touch, Taste,
Smell, Sight, and Sound, Martin Lindstrom
269
Up, Up, Up, Up the Value-added Ladder.
270
Lovemark Dreams Come True Awesome
ExperiencesGamechanging SolutionsServicesGoods
Raw Materials
271
Lead It New C-Levels
272
One companys answer CXOChief eXperience
Officer
273
CFOChief Festivals Officer
274
CCOChief Conversations Officer
275
CL OChief LoveMark Officer
276
CDMChief Dream Merchant
277
CWOChief WOW Officer
278
CSTOChief StoryTelling Officer
279
CROChief Revenue Officer
280
V. NEW BUSINESS. NEW MARKETS.
281
13. Re-imagine the Customer I Trends Worth
Trillion Women Roar.
282
Women are the majority market Fara
Warner/The Power of the Purse
283
?????????Home Furnishings 94Vacations 92
(Adventure Travel 70/ 55B travel
equipment)Houses 91D.I.Y. (major home
projects) 80Consumer Electronics 51 (66
home computers) Cars 68 (90)All consumer
purchases 83 Bank Account 89Household
investment decisions 67Small business
loans/biz starts 70Health Care 80
284
USA/F.Stats Short n (Very) Sweetgt50 of stock
ownership, 13T total wealth (2X in 15
years)gt7T consumer biz spending (gt50 GDP gt
Japan GDP) gt80 consumer spdg (Consumer 70
all spdg) 50 biz travel57 BA degrees
(2002) ed social strata, no wage gap60
Internet users gt50 primary users of electronic
equipmentWimBiz Employees gt F500 10M 33
all US Biz60 work 46M (divorced, widowed,
never married)Source Fara Warner, The Power of
the Purse
285
Commercial Purchasing PowerPurchasing mgrs.
agents 51HR gtgt50Admin officers
gt50Source Martha Barletta, Marketing to Women
286
91 women ADVERTISERS DONT UNDERSTAND US.
(58 ANNOYED.)Source Greenfield Online for
Arnolds Womens Insight Team (Martha Barletta,
Marketing to Women)
287
FemaleThink/ Popcorn MarigoldMen and women
dont think the same way, dont communicate the
same way, dont buy for the same reasons.He
simply wants the transaction to take place. Shes
interested in creating a relationship. Every
place women go, they make connections.
288
SensesVision Men, focused Women,
peripheral.Hearing Womens discomfort level I/2
mens.Smell Women gtgt Men.Touch Most sensitive
man lt Least sensitive women.Source Martha
Barletta, Marketing to Women
289
Women speak and hear a language of connection
and intimacy, and men speak and hear a language
of status and independence. Men communicate to
obtain information, establish their status, and
show independence. Women communicate to create
relationships, encourage interaction, and
exchange feelings.Judy Rosener, Americas
Competitive Secret
290
Thanks, Marti Barletta!
291
The Perfect Answer
Jill and Jack buy slacks in black
292
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293
Resting State 30, 90 A woman knows her
childrens friends, hopes, dreams, romances,
secret fears, what they are thinking, how they
are feeling. Men are vaguely aware of some short
people also living in the house.Barbara
Allan Pease, Why Men Dont Listen Women Cant
Read Maps
294
As a hunter, a man needed vision that would
allow him to zero in on targets in the distance
whereas a woman needed eyes to allow a wide arc
of vision so that she could monitor any predators
sneaking up on the nest. This is why modern men
can find their way effortlessly to a distant pub,
but can never find things in fridges, cupboards
or drawers.Barbara Allan Pease, Why Men
Dont Listen Women Cant Read Maps
295
Female hearing advantage contributes
significantly to what is called womens
intuition and is one of the reasons why a woman
can read between the lines of what people say.
Men, however, shouldnt despair. They are
excellent at imitating animal sounds.Barbara
Allan Pease, Why Men Dont Listen Women Cant
Read Maps
296
Women come out better on almost every count as
investors They are less likely to hold a losing
investment too long, and less likely to wait too
long to sell a winner theyre also less likely
to put too much money into a single investment or
to buy a reputedly hot stock without doing
sufficient research. The Merrill report When
It Comes to Investing, Gender A Strong Influence
on Behavior./Atlantic
297
Women poker players More cautious. More patient.
More disciplined. Bluff with more attention to
the odds. More notes on-line. Learn more and
improve faster. Less emotional, less ego. Know
more about men than men do about them more
effective at exploiting mens attitudes.Source
Ante Up, Ladies As poker mania grips the
nation, more women are mastering the game,
applying their own life lessons to poker and the
lessons of poker to life, Time, 11.05
298
Read This Book EVEolution The Eight Truths
of Marketing to WomenFaith Popcorn Lys
Marigold
299
EVEolution Truth No. 1Connecting Your Female
Consumers to Each Other Connects Them to Your
Brand
300
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
301
Women dont buy brands. They join
them.EVEolution
302
2.6 vs. 21
303
Purchasing PatternsWomen Harder to convince
more loyal once convinced.Men Snap decision
fickle.Source Martha Barletta, Marketing to
Women
304
1. Men and women are different.2. Very
different.3