The European Conference on Customer Management In Search of 21st Century Excellence Tom Peters London 24.04.2001

“There will be more confusion in the business world in the next decade than in any decade in history. And the current pace of change will only accelerate.” Steve Case

“In 25 years, you’ll probably be able to get the sum total of all human knowledge on a personal device.” Greg Blonder, VC [was Chief Technical Adviser for Corporate Strategy @ AT&T] [Barron’s 11.13.2000]

“We are entering an era of no limits, with nothing to brake the cascade of human intelligence unleashed by the Information Age. The Web essentially allows all the brains on earth to communicate and share insights in real time, around the globe, all the time.” Jeffrey Young, Cisco Unauthorized

<1000A.D.: paradigm shift: 1000s of years 1000: 100 years for paradigm shift 1800s: > prior 900 years 1900s: 1st 20 years > 1800s 2000: 10 years for paradigm shift 21st century: 1000X tech change than 20th century (“the ‘Singularity,’ a merger between humans and computers that is so rapid and profound it represents a rupture in the fabric of human history”) Ray Kurzweil, talk april2001

“Most of our predictions are based on very linear thinking “Most of our predictions are based on very linear thinking. That’s why they will most likely be wrong.” Vinod Khosla, in “GIGATRENDS,” Wired 04.01

“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)

“We are in a brawl with no rules.” Paul Allaire

S.A.V.

TP: “So nobody really knows what they’re doing TP: “So nobody really knows what they’re doing?” CL: “Pretty much right.” TP: “Will this channel cannibalize that? WHO KNOWS?” CL: “Right.” TP: “So?” CL: “Well, you just gotta cut the crap, and try something. And see what happens. Don’t form a ‘Debating Society.’ ” TP: “Amen!”

“It used to be that the big ate the small. Now the fast eat the slow “It used to be that the big ate the small. Now the fast eat the slow.” Geoff Yang, IVP/ (Institutional Venture Partners)

Read It Closely: “We don’t sell insurance anymore. We sell speed Read It Closely: “We don’t sell insurance anymore. We sell speed.” Peter Lewis, Progressive

21st Century Excellence: The Kotler (Peters) Doctrine 1965-1980: R. A 21st Century Excellence: The Kotler (Peters) Doctrine 1965-1980: R.A.F. (Ready.Aim.Fire.) 1980-1995: R.F.A. (Ready.Fire!Aim.) 1995-????: F.F.F. (Fire!Fire!Fire!)

Part I: Brand Inside Part II: Brand Outside Part III: Brand Leadership

Forces @ Work I The Destruction Imperative!

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

The [New] Ge Way DYB.com

Built to Last v. Built to Flip “The problem with Built to Last is that it’s a romantic notion. Large companies are incapable of ongoing innovation, of ongoing flexibility.” “Increasingly, successful businesses will be ephemeral. They will be built to yield something of value – and once that value has been exhausted, they will vanish.” Fast Company (03-00)

The Gales of Creative Destruction +29M = -44M + 73M +4M = +4M - 0M

RM: “A lot of companies in the Valley fail RM: “A lot of companies in the Valley fail.” RN: “Maybe not enough fail.” RM: “What do you mean by that?” RN: “Whenever you fail, it means you’re trying new things.” Source: Fast Company

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

Brand Inside Brand Work: The Professional Service Firm Model & The WOW Project

White Collar Revolution!

“Assetless Company” John Bryan, CEO, on selling all Sara Lee’s manufacturing

“Don’t own nothin’ if you can help it. If you can, rent your shoes.” F.G.

Cisco, Dell = Brand-owning companies who sell Customer Satisfaction Source: David Schneider & Grady Means, MetaCapitalism [e.g.: Cisco owns 2 of 38 assembly plants]

So what will be the Basic Building Block of the New Org?

Answer: PSF! [Professional Service Firm] Department Head to … Managing Partner, HR [IS, etc.] Inc.

09.11.2000: HP bids $18,000,000,000 for PricewaterhouseCoopers Consulting business! (31K bods)

[“These days, building the best server isn’t enough [“These days, building the best server isn’t enough. That’s the price of entry.” Ann Livermore, Hewlett Packard]

% Rev From Service: GE (80%) … IBM (80%) … HP … Sun … UT …

Maybe one [or more] of your “PSFs” becomes the tail that wags the dog Maybe one [or more] of your “PSFs” becomes the tail that wags the dog????? [E.g.: engineering, IS-logistics-customer service]

Mystery Co. : The NEW “Service” Collections. Flexible sourcing Mystery Co.: The NEW “Service” Collections. Flexible sourcing. Packaging. Merchandising. Promotion. Design. Systems & Site mgt. Turnkey.

Brand Inside Brand You: Distinct … or Extinct

“New Economy changes how firms treat layoffs” Headline, USA Today (03

“If there is nothing 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

Minimum New Work SurvivalSkillsKit2000 Mastery Rolodex Obsession (vert Minimum New Work SurvivalSkillsKit2000 Mastery Rolodex Obsession (vert. to horiz. “loyalty”) Finishing Skills Entrepreneurial Instinct CEO/Leader/Businessperson Mistress of Improv Sense of Humor Intense Appetite for Technology Groveling Before the Young Embracing “Marketing” Passion for Renewal

The Raw Material … The WOW Project!

Getting Started F2F. /K2K. /1@T/R. F. A Getting Started F2F!/K2K!/1@T/R.F.A.* *Freak to Freak/Kook to Kook/ One at a Time/ Ready.Fire!Aim. The hell with B2B. Try K2K!!!! That is, Kook 2 Kook. [Or, a pal says, F2F … Freak 2 Freak. Fine!] [Or, per me redux: W2W … Weirdo 2 Weirdo.] “They” say that no revolution has ever been concocted by more than a dozen people. I’m inclined to buy that. Hence the key to your Revolution [in HR, IS, Purchasing & Logistics] is those first recruits! Your Premier Fellow Kooks [Freaks, Weirdos]! Who will risk life & professional limb for this Very Cool [Kewl] idea which will change the world. Frankly, we’d rather not have a Vice President or Div. Gen. Mgr. aboard at first. They are subject to too bright a spotlight. We’d rather labor in the distant vineyards with young, passionate pioneers … who want to change the world … JUST FOR THE HELL OF IT. To be sure, once we’ve demo-ed the idea in a few places, we’ll go after a Rad/Kewl VP to become our Management Sponsor/Protector-from-the Forces-of-Evil. But for starters, the invisible, passionate ones are the keys.

World’s Biggest Waste … Selling “Up” Yes it is! BIGGEST WASTE! People – bosses especially – are not impressed by intellectual arguments, from 26-year-olds or 46-year-olds. [Particularly when it comes to revolutionary – nonestablishment – ideas.] THEY ARE IMPRESSED BY RESULTS! So forget the “perfect” presentation, long labored over. Hey, forget the boss. Instead …

Characteristics of the “Also rans” Characteristics of the “Also rans”* “Minimize risk” “Respect the chain of command” “Support the boss” “Make budget” *Fortune, article on “Most Admired Global Corporations”

Joe J. Jones 1942 – 2001 HE WOULDA DONE SOME REALLY COOL STUFF BUT … HIS BOSS WOULDN’T LET HIM! Tragedy! [Doesn’t remind you of Churchill or Gandhi or Betty Friedan, does it?]

“Success is the ability to go from failure to failure without losing your enthusiasm.” Winston Churchill (as quoted by John Peterman)

“Fail faster. Succeed sooner.” DK/IDEO

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

Message: Distinct … or Extinct.

Brand Inside Brand Talent: The Great War for Talent

“We have transitioned from an asset-based strategy to a talent-based strategy.” Jeff Skilling, COO, Enron

From “1, 2 or you’re out” [JW] to … “Best Talent in each industry segment to build best proprietary intangibles” [EM] Source: Ed Michaels, War for Talent (05.17.00)

“We believe companies can increase their market cap 50 percent in 3 years. Steve Macadam at Georgia Pacific changed 20 of his 40 box plant managers to put more talented, higher paid managers in charge. He increased profitability from $25 million to $80 million in 2 years.” Ed Michaels, War for Talent (05.17.00)

Message: Some people are better than other people Message: Some people are better than other people. Some people are a helluva lot better than other people.

“Top performing companies are two to four times more likely than the rest to pay what it takes to prevent losing top performers.” Ed Michaels, War for Talent (05.17.00)

“We value engineers like professional athletes “We value engineers like professional athletes. We value great people at 10 times an average person in their function.” Jerry Yang, Yahoo

What gets measured gets done. What gets paid for gets done more What gets measured gets done. What gets paid for gets done more. What gets paid a lot for gets done a lot more.

“Why focus on these late teens and twenty-somethings “Why focus on these late teens and twenty-somethings? Because they are the first young who are both in a position to change the world, and are actually doing so. … For the first time in history, children are more comfortable, knowledgeable and literate than their parents about an innovation central to society. … The Internet has triggered the first industrial revolution in history to be led by the young.” The Economist [12/2000]

“Talented people are less likely to wait their turn “Talented people are less likely to wait their turn. We used to view young people as trainees; now they are authorities. Arguably this is the first time the older generation can – and must – leverage the younger generation very early in their careers.” Ed Michaels, War for Talent (05.17.00)

“AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts in almost every measure” Title, Special Report, Business Week, 11.20.00

The New Economy … Shout goodbye to “command and control” The New Economy … Shout goodbye to “command and control”! Shout goodbye to hierarchy! Shout goodbye to “knowing one’s place”!

Women’s Stuff = New Economy Match Improv skills Relationship-centric Less “rank consciousness” Self determined Trust sensitive Intuitive Natural “empowerment freaks” [less threatened by strong people] Intrinsic [motivation] > Extrinsic

“Boys are trained in a way that will make them irrelevant “Boys are trained in a way that will make them irrelevant.” Phil Slater

The Cracked Ones Let in the Light “Our business needs a massive transfusion of talent, and talent, I believe, is most likely to be found among non-conformists, dissenters and rebels.” David Ogilvy

“But don’t we need some grout between the tiles?”

MantraM3 Talent = Brand

What’s your company’s … EVP What’s your company’s … EVP? Employee Value Proposition, per Ed Michaels et al., The War for Talent

EVP = Challenge, professional growth, respect, satisfaction, opportunity, reward [EVP = “The company’s fingerprint” = B.P.] Source: Ed Michaels et al., The War for Talent

It’s your fault!* *Sam Culbert

Brand Inside Reprise: THINK WEIRD: The High Standard Deviation Enterprise

Saviors-in-Waiting Disgruntled Customers Fringe Competitors Rogue Employees Edge Suppliers Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees

“Our strategies must be tied to leading edge customers on the attack “Our strategies must be tied to leading edge customers on the attack. If we focus on the defensive customers, we will also become defensive.” John Roth, CEO, Nortel

Button-down Org H.S.D.E. . Acquire for market share Suck up to biggest customers Pursue “strategic vendors” Bigger is better Accept assignments as given Hire 4.0s from “top schools” Promote when they’ve “paid their dues” Appoint a “prestigious” board Hang out with my pals R.A.F. Be “professional” at all times/Honor thine elders Acquire for innovation Partner with cool customers Seek out pioneering vendors Break it up … to refresh Reframe all tasks to innovate Hire “intriguing,” wherever Promote tomorrow if the work product is weird and WOW Appoint an interesting, headstrong board Take a freak to lunch today F.F.F. Stay loose, stay cool/The hell with thine elders

Pretense (“Failures are for fools.”) I love “Yes men” Self-contained N.W.O.: Was Is Is Pine-paneled Office Address: 1 Big Man Plaza Secretary Suit Formal Rank conscious Pretense (“Failures are for fools.”) I love “Yes men” Self-contained Seat 9B, UA233 Address: Anne@Corp.com Typing: 60 WPM Casual M-F Approachable We are a HOT Team Screwing up is as normal as breathing I love Misfits! I love partners It’s a brand new [organizational] world. A Johannesburg reporter asked me to contrast the old & new economy. I produced the following chart, literally, on a napkin. [Since tidied up.] [N.W.O. = New World Order] It is a new world. (2) Relationship to design: Standing out from the herd will be a necessity for any surviving (a) individual, (b) department, or organization-enterprise. And … I contend … there is no better [or more underutilized] tool for “standing out” than design. THINK ABOUT IT.

Message 2001: I’m … Comfortable with … CHAOS. UN-Comfortable with … B Message 2001: I’m … Comfortable with … CHAOS. UN-Comfortable with … B.S.

Truth 1000X more important in times of Madness!

Part I: Brand Inside Part II: Brand Outside Part III: Brand Leadership

Forces @ Work II The Commodity Trap

Quality Not Enough! “While everything may be better, it is also increasingly the same.” Paul Goldberger on retail, “The Sameness of Things,” The New York Times

“We make over three new product announcements a day “We make over three new product announcements a day. Can you remember them? Our customers can’t!” Carly Fiorina

“The ‘surplus society’ has a surplus of similar companies, employing similar people, with similar educational backgrounds, working in similar jobs, coming up with similar ideas, producing similar things, with similar prices and similar quality.” Kjell Nordstrom and Jonas Ridderstrale, Funky Business

“Companies have defined so much ‘best practice’ that they are now more or less identical.” Jesper Kunde, A Unique Moment

Brand Outside Strategy 1: Use E-Commerce to Re-invent Everything!

Tomorrow Today: Cisco. 90% of $20B (=$50M/day) 75% mfg Tomorrow Today: Cisco! 90% of $20B (=$50M/day) 75% mfg. outsourced; 50% of orders routed to supplier who ships direct Gross margin: 65%; Net margin: 28% Annual savings in service and support from customer self-management: $550M

Enron eWorld: “Price a structured trade,” per John Arnold, 26: Early 1999: 30 times a day. Late 2000: 30 times per … minute. Long-term gas contract. 1989: 9 months, 400+ deals. Late 90s: 2 weeks, 2 per week. Late 2000: 5 such deals per day Source: www.ecompany.com (1/2001)

RADICAL STRATEGIES REQUIRED

“One cannot be tentative about this “One cannot be tentative about this. Excuses like ‘channel conflict’ or ‘marketing and sales aren’t ready’ cannot be allowed. Delay and you risk being cut out of your own market, perhaps not by traditional competitors but by companies you never heard of 24 months ago.” Jack Welch [07.00/Forbes.com]

GE & the Web Purchasing: 2000: $6B; 2001: $15B Sales: 1999: $1B; 2000: $7B; 2001: $20B+ Source: Business 2.0 (05.01)

“We’ve put the word out to all of our suppliers: by the end of the year [2000] we’ll only do purchasing over the Internet.” John Paterson, C.P.O., IBM [$50B from 18,000 suppliers]

WebWorld = Everything Web as a way to run your business’s innards Web as connector for your entire supply-demand chain Web as “spider’s web” which re-conceives the industry Web/B2B as ultimate wake-up call to “commodity producers” Web as the scourge of slack, inefficiency, sloth, bureaucracy, poor customer data Web as an Encompassing Way of Life Web = Everything (P.D. to after-sales) Web forces you to focus on what you do best Web as entrée, at any size, to World’s Best at Everything as next door neighbor

Message: eCommerce is not a technology play Message: eCommerce is not a technology play! It is a relationship, partnership, organizational and communications play, made possible by new technologies.

Message: There is no such thing as an effective B2B or Internet-supply chain strategy in a low-trust, bottlenecked-communication, six-layer organization.

“Ebusiness is about rebuilding the organization from the ground up “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

A DREAMER’S MEDIUM!

“There is no use trying,” said Alice “There is no use trying,” said Alice. “One can’t believe impossible things.” “I daresay you haven’t had much practice,” said the Queen. “When I was your age, I always did it for half an hour a day. Why, sometimes I’ve believed as many as six impossible things before breakfast.” Lewis Carroll

I’net … … allows you to dream dreams you could never have imagined before!

Message: Survivors will move all their operations to the Web. Now Message: Survivors will move all their operations to the Web. Now. Web = Encompassing … or else.

Message 2001: Only idiots pull in their [investment] horns during a downturn.

“Customer Service” is DEAD. “One-to-One” is DEAD. Welcome to:. [ “Customer Service” is DEAD. “One-to-One” is DEAD. Welcome to: ???? [??? = We live together in seamless-responsive harmony with all Members of the Value Chain. We Create together. We Fulfill together. We Learn together. We Adjust together. All old categories – which imply separation and linearity and hierarchy and do-it-to-themism – must die.]

Brand Outside Strategy 1A Embracing an e-Led Age of Self-Determination

The control revolution The control revolution. The potentially monumental shift in control from institutions to individuals made possible by new technology such as the Internet. Source: Introduction, The Control Revolution, Andrew Shapiro

“The Web enables total transparency “The Web enables total transparency. People with access to relevant information are beginning to challenge any type of authority. The stupid, loyal and humble customer, employee, patient or citizen is dead.” Kjell Nordstrom and Jonas Ridderstrale, Funky Business

Anne Busquet/ American Express Not: “Age of the Internet” Is: “Age of Customer Control”

Message: We are on the cusp of a “People’s [customer/ patient/ citizen/ etc.] Revolution.”

Brand Outside Strategy 2: Design Matters!

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

“We don’t have a good language to talk about this kind of thing “We don’t have a good language to talk about this kind of thing. In most people’s 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

Design “is” … WHAT & WHY I LOVE. LOVE.

I LOVE my ZYLISS Garlic Peeler!

Design “is” … WHY I GET MAD. MAD.

Wanted: Dead [preferably] or Alive: THE DESIGNER OF MY RADIO SHACK PHONE. Major Reward!

Design is never neutral.

Hypothesis: DESIGN is the principal difference between love and hate!

THE BASE CASE: I am a design fanatic THE BASE CASE: I am a design fanatic. Personally, though not “artistic,” I’m a cool-stuff guy. I love what I love and I hate what I hate. [Openly.] But it goes [much] further, far beyond the personal. Design has become a professional obsession. I – SIMPLY – BELIEVE THAT DESIGN PER SE IS THE PRINCIPAL REASON FOR EMOTIONAL ATTACHMENT [or detachment] RELATIVE TO A PRODUCT OR SERVICE OR EXPERIENCE. Design, as I see it, is arguably the #1 determinant of whether a product-service-experience stands out … or doesn’t. Furthermore, it’s “one of those things” … that damn few companies put – consistently – on the front burner. This is my core argument.

Message: Design is the wellspring of branding Message: Design is the wellspring of branding. Great design takes guts and is “soul deep.”

Message: “Services” are Not Intangible Message: “Services” are Not Intangible! You “give off” hundreds of design cues … daily! YOU ARE A DESIGNER!

First Steps: “Beauty Contest”! Select one form/document: invoice, air bill, sick leave policy, customer returns-claim form Rate the selected doc on a scale of 1 to 10 [1 = Bureaucratica Obscuranta/ Sucks; 10 = Work of Art] on three dimensions: Beauty, Grace, Clarity Re-invent! Repeat, with a new selection, every 15 working days. Getting started is easy! Try this exercise. It is invariably an eye opener [my clients have done this hundreds of times] … because … we never use words like “beauty,” “grace,” or “clarity” to describe “mundane” systems stuff.

Life 101: Contracts What are the 5 (not, 4, not 6) Main Points Life 101: Contracts What are the 5 (not, 4, not 6) Main Points? Please summarize on ONE page. (ENGLISH, PLEASE.) (Let the bloody lawyers and agents do their masturbatory acts on the “last 98%.”) Understand that if it’s “good,” we’ll all be healthy & wealthy & wise; if it’s bad, somebody’s lawyer will figure a Way Out … fast.

Brand Outside Strategy 2A: It’s the Experience!

“Experiences are as distinct from services as services are from goods “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

“The [Starbucks] Fix” Is on … “We have identified a ‘third place “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

Experience: “Rebel Lifestyle 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 “Experience Ladder” Experiences Services Goods Raw Materials

1940: Cake from flour, sugar (raw materials economy): $1 1940: Cake from flour, sugar (raw materials economy): $1.00 1955: Cake from Cake mix (goods economy): $2.00 1970: Bakery-made cake (service economy): $10.00 1985: Party @ Chuck E. Cheese (experience economy) $100.00

Message: “Experience” is the “last 80% Message: “Experience” is the “last 80%.” “Experience” applies to all work!

Brand Outside Strategy 4: BRAND POWER!

“WHO ARE YOU [these days] ?” TP to Client

“The idea that business is just a numbers affair has always struck me as preposterous. For one thing, I’ve never been particularly good at numbers, but I think I’ve done a reasonable job with feelings. And I’m convinced that it is feelings – and feelings alone – that account for the success of the Virgin brand in all of its myriad forms.” Richard Branson

“We are in the twilight of a society based on data “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

“Most companies tend to equate branding with the company’s marketing “Most companies tend to equate branding with the company’s marketing. Design a new marketing campaign and, voila, you’re on course. They are wrong. The task is much bigger. It is about fulfilling our potential … not about a new logo, no matter how clever. WHAT IS MY MISSION IN LIFE? WHAT DO I WANT TO CONVEY TO PEOPLE? HOW DO I MAKE SURE THAT WHAT I HAVE TO OFFER THE WORLD IS ACTUALLY UNIQUE? The brand has to give of itself, the company has to give of itself, the management has to give of itself. To put it bluntly, it is a matter of whether – or not – you want to be … UNIQUE … NOW.” Jesper Kunde, A Unique Moment

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, Tom’s of Maine

“Brand Promise” Exercise: (1) Who Are WE. (1 page, then 25 words “Brand Promise” Exercise: (1) Who Are WE? (1 page, then 25 words.) (2) List three ways in which we are UNIQUE … to our Clients. (3) Who are THEY (competitors)? (ID, 25 words.) (4) List 3 distinct “us”/“them” differences. (5) Try “results” on your teammates. (6) Try ’em on a friendly Client. (7) Big Enchilada: Try ’em on a skeptical Client!

Message: REAL Branding is personal. REAL Branding is integrity Message: REAL Branding is personal. REAL Branding is integrity. REAL Branding is consistency & freshness. REAL Branding is the answer to WHO ARE WE? WHY ARE WE HERE? REAL Branding is why I/you/we [all] get out of bed in the morning. REAL Branding can’t be faked. REAL Branding is a systemic, 24/7, all departments, all hands affair.

[Tell the TRUTH P-l-e-a-s-e ]

“WHO ARE WE?”

“WHO AM I. ” [“Me and the Brand Promise, a Passionate Saga” – We hope

“EXACTLY HOW AM I/ ARE WE DIFFERENT?”

“ WHY DOES IT MATTER TO THE CLIENT?”

“EXACTLY HOW DO I CONVEY THAT DIFFERENCE TO THE CLIENT ”

Part I: Brand Inside Part II: Brand Outside Part III: Brand Leadership

Brand Leadership Passion Rules!

“Leadership is a performance “Leadership is a performance. You have to be conscious of your behavior, because everybody else is.” Carly Fiorina

“You must be the change you wish to see in the world.” Gandhi

“Leaders achieve their effectiveness chiefly through the stories they relate. In addition to communicating stories, leaders embody those stories.” Howard Gardner, Leading Minds: An Anatomy of Leadership

“Create a Cause, not a ‘business. ’ ” Gary Hamel, Fortune (06 “Create a Cause, not a ‘business.’ ” Gary Hamel, Fortune (06.00), on re-inventing a company (Exemplar #1: Charles Schwab)

Brand Leadership: ENTHUSIASM RULES Brand Leadership: ENTHUSIASM RULES! Ben Zander: “I am a dispenser of enthusiasm.”

“Entusiasmatore” Word invented by Silvio Berlusconi, meaning enthusiast-salesman

“A leader is a dealer in hope.” Napoleon

Message: Leadership is all about love Message: Leadership is all about love! [Passion, Enthusiasms, Appetite for Life, Engagement, Commitment, Great Causes & Determination to Make a Damn Difference, Shared Adventures, Bizarre Failures, Growth, Insatiable Appetite for Change.] [Otherwise, why bother? Just read Dilbert. TP’s final words: CYNICISM SUCKS.]

“Let’s make a dent in the universe.” Steve Jobs