1. Tom Peters’ Re-Imagine! Business Excellence in a Disruptive Age La-Z-Boy/Las Vegas/06.24.2003

2. Slides at … tompeters.com

3. 1. All Bets Are Off.

4. “Uncertainty is the only thing to be sure of.” —Anthony Muh, head of investment in Asia, CitiGroup Asset management (FT/03.27.2003)

5. “If you don’t like change, you’re going to like irrelevance even less.” —General Eric Shinseki, Chief of Staff, U. S. Army

6. 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

7. 2. IS/ IT/ Web … “On the Bus” or “Off the Bus.”

8. 100 square feet

9. Impact No. 1/ Logistics & Distribution: Wal*Mart … Dell … Amazon.com … Autobytel.com … FedEx … UPS … Ryder … Cisco … Etc. … Etc. … Ad Infinitum.

10. Autobytel: $400. Wal*Mart: 13%. Source: BW(05.13.2002)

11. Case: CRM

12. Amen! “The Age of the Never Satisfied Customer” Regis McKenna

13. “CRM has, almost universally, failed to live up to expectations.” Butler Group (UK)

14. No! No! No! FT: “The aim [of CRM] is to make customers feel as they did in the pre-electronic age when service was more personal.”

15. CGE&Y (Paul Cole): “Pleasant Transaction” vs. “Systemic Opportunity.” “Better job of what we do today” vs. “Re- think overall enterprise strategy.”

16. Here We Go Again: Except It’s Real This Time! Bank online: 24.3M (10.2002); 2X Y2000. Wells Fargo: 1/3 rd ; 3.3M; 50% lower attrition rate; 50% higher growth in balances than off-line; more likely to cross-purchase; “happier and stay with the bank much longer.” Source: The Wall Street Journal/10.21.2002

17. 3. The Heart of the Value Added Revolution: The “Solutions Imperative.”

18. Base Case: The Sameness Trap

19. “While everything may be better, it is also increasingly the same.” Paul Goldberger on retail, “The Sameness of Things,” The New York Times

20. “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

21. The Big Day!

22. 09.11.2000: HP bids $18,000,000,000 for PricewaterhouseCoopers consulting business!

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

24. Gerstner’s IBM: Systems Integrator of choice. Global Services: $35B. Pledge/’99: Business Partner Charter. 72 strategic partners, aim for 200. Drop many in-house programs/products. (BW/12.01).

25. “We want to be the air traffic controllers of electrons.” Bob Nardelli, GE Power Systems

26. “Customer Satisfaction” to “Customer Success” “We’re getting better at [Six Sigma] every day. But we really need to think about the customer’s profitability. Are customers’ bottom lines really benefiting from what we provide them?” Bob Nardelli, GE Power Systems

27. Keep In Mind: Customer Satisfaction versus Customer Success

28. Nardelli’s goal ($50B to $100B by 2005): “… move Home Depot beyond selling ‘goods’ to selling ‘home services.’ … He wants to capture home improvement dollars wherever and however they are spent.” E.g.: “house calls” (At-Home Service: $10B by ’05?) … “pros shops” (Pro Set) … “home project management” (Project Management System … “a deeper selling relationship”). Source: USA Today/06.14.2002

29. And the Winners Are … Televisions –12% Cable TV service +5% Toys -10% Child care +5% Photo equipment -7% Photographer’s fees +3% Sports Equipment -2% Admission to sporting event +3% New car -2% Car repair +3% Dishes & flatware -1% Eating out +2% Gardening supplies -0.1% Gardening services +2% Source: WSJ/05.16.03

30. 4. A World of Scintillating/ Awesome/ WOW “Experiences.”

31. “ 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

32. “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

33. “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

34. 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

35. WHAT CAN BROWN DO FOR YOU?

36. The “Experience Ladder” Experiences Services Goods Raw Materials

37. 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 1990: Party @ Chuck E. Cheese (experience economy) $100.00

38. It’s All About EXPERIENCES: “Trapper” to “Wildlife Damage-control Professional” Trapper: <$20 per beaver pelt. WDCP: $150/“problem beaver”; $750-$1,000 for flood-control piping … so that beavers can stay. Source: WSJ/05.21.2002

39. Experience … Cirque du Soleil

40. DO YOU MEASURE UP?* *If not, why not?

41. First Step (?!): Hire a theater director, as a consultant or FTE!

42. “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, A Unique Moment [on the excellence of Nokia, Nike, Lego, Virgin et al.]

43. TGR

44. Words!

45. MinusWords! “Satisfaction” “Exceeds Expectations”

46. PlusWords! “WOW” “BHAG” “Make it immortal” “Astonish Me!” “Experience” Delight” “Dramatic Difference” “Dream Fulfillment”

47. Love & Money

48. Extraction & Goods: Male dominance Services & Experiences: Female dominance

49. 5. Experiences+: Embracing the “Dream Business.”

50. 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

51. The marketing of Dreams (Dreamketing) Dreamketing: 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

52. (Revised) Experience Ladder Dreams Come True Awesome Experiences Solutions Services Goods Raw Materials

53. “No longer are we only an insurance provider. Today, we also offer our customers the products and services that help them achieve their dreams, whether it’s financial security, buying a car, paying for home repairs, or even taking a dream vacation.”—Martin Feinstein, CEO, Farmers Group

54. 6. “It” all adds up to … THE BRAND.

55. The Heart of Branding …

56. “WHO ARE WE?”

57. “WHAT’S OUR STORY?”

58. “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

59. “EXACTLY HOW ARE WE DRAMATICALLY DIFFERENT?”

60. “EXACTLY HOW DO I PASSIONATELY CONVEY THAT DRAMATIC DIFFERENCE TO THE CLIENT ?”

61. DO THE HOUSEKEEPERS & CLERKS “BUY IT”? [ARE YOU V-E-R-Y SURE?]

62. ????? A & P Fun in the Sun Store

63. RC: Ladies and Gentlemen serving Ladies and Gentlemen.

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

65. 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

66. Message … Is Not >> Is

67. Experience = Brand = Expert Sales and Design Consultants + Unique In-store Design Tools + In-home Design Assistance + Superior Delivery + Satisfaction Guarantee + Service Plus + Pixie Dust

68. 7. Boss Job One: The Talent Obsession.

69. Model 25/8/53 Sports Franchise GM* *48 = $500M

70. Les Wexner: From sweaters to people!

71. 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

72. “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

73. Women’s Strengths Match New Economy Imperatives: Link [rather than rank] workers; favor interactive-collaborative leadership style [empowerment beats top-down decision making]; sustain fruitful collaborations; comfortable with sharing information; see redistribution of power as victory, not surrender; favor multi-dimensional feedback; value technical & interpersonal skills, individual & group contributions equally; readily accept ambiguity; honor intuition as well as pure “rationality”; inherently flexible; appreciate cultural diversity. Source: Judy B. Rosener, America’s Competitive Secret

74. “TAKE THIS QUICK QUIZ: Who manages more things at once? Who puts more effort into their appearance? Who usually takes care of the details? Who finds it easier to meet new people? Who asks more questions in a conversation? Who is a better listener? Who has more interest in communication skills? Who is more inclined to get involved? Who encourages harmony and agreement? Who has better intuition? Who works with a longer ‘to do’ list? Who enjoys a recap to the day’s events? Who is better at keeping in touch with others?” Source: Selling Is a Woman’s Game: 15 Powerful Reasons Why Women Can Outsell Men, Nicki Joy & Susan Kane-Benson

75. “Investors are looking more and more for a relationship with their financial advisers. They want someone they can trust, someone who listens. In my experience, in general, women may be better at these relationship-building skills than are men.” Hardwick Simmons, CEO, Prudential Securities

76. Brand = Talent.

77. 8. Trends I: Women Roar.

78. Women & the Marketspace.

79. ????????? 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%

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

81. 1970-1998 Men’s median income: +0.6% Women’s median income: + 63% Source: Martha Barletta, Marketing to Women

82. 91% women: ADVERTISERS DON’T UNDERSTAND US. (58% “ANNOYED.”) Source: Greenfield Online for Arnold’s Women’s Insight Team (Martha Barletta, Marketing to Women)

83. Carol Gilligan/ In a Different Voice Men: Get away from authority, family Women: Connect Men: Self-oriented Women: Other-oriented Men: Rights Women: Responsibilities

84. 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.”

85. “Men seem like loose cannons. Men always move faster through a store’s aisles. Men spend less time looking. They usually don’t like asking where things are. You’ll see a man move impatiently through a store to the section he wants, pick something up, and then, almost abruptly he’s ready to buy. For a man, ignoring the price tag is almost a sign of virility.” Paco Underhill, Why We Buy* (*Buy this book!)

86. 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)

87. Read This: Barbara & Allan Pease’s Why Men Don’t Listen & Women Can’t Read Maps

88. “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

89. “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

90. “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

91. “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

92. 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

93. Editorial/Men: Tables, rankings.* Editorial/Women: Narratives that cohere.* TP/Furniture: “Tech Specs” vs. “Soul.” ** *Redwood (UK) **High Point furniture mart (04.2002)

94. Read This Book … EVEolution: The Eight Truths of Marketing to Women Faith Popcorn & Lys Marigold

95. EVEolution: Truth No. 1 Connecting Your Female Consumers to Each Other Connects Them to Your Brand

96. “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

97. “Women don’t buy brands. They join them.” EVEolution

98. 2.6 vs. 21

99. “War has broken out over your home-improvement dollar, and Lowe’s has superpower Home Depot on the defensive. It’s not-so- secret ploy: Lure women.” —Forbes.com

100. “Home Depot is still very much a guy’s chain. But women, according to Lowe’s research, initiate 80 percent of all home- improvement purchase decisions, especially the big ticket orders like kitchen cabinets, flooring and bathrooms. ‘We focused on a customer nobody in home improvement has focused on. Don’t get me wrong, but women are far more discriminating than men,’ says CEO Robert Tillman, 59, a Lowe’s lifer.” —Forbes.com

101. Ad from Furniture /Today (04.01): “MEET WITH THE EXPERTS!: How Retailing’s Most Successful Stay that Way” Presenting Experts: M = 16 ; F = ?? (94% = 272)

102. 0

103. “Please … just one couch or chair where my feet hit the ground!” —Owner, 5 furniture stores, UK

104. 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. 5. Women buy lotsa stuff. 6. WOMEN BUY A-L-L THE STUFF. 7. Women’s Market = Opportunity No. 1. 8. Men are (STILL) in charge. 9. MEN ARE … TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN. 10. Women’s Market = Opportunity No. 1.

105. 9. Trends II: Boomer Bonanza/ Godzilla Geezer.

106. Subject: Marketers & Stupidity “ It’s 18-44, stupid!”

107. Subject: Marketers & Stupidity Or is it: “18-44 is stupid, stupid!”

108. 2000-2010 Stats 18-44: -1% 55+: +21% (55-64: +47%)

109. Aging/“Elderly” $$$$$$$$$$$$ “I’m in charge!”

110. “NOT ACTING THEIR AGE : As Baby Boomers Zoom into Retirement, Will America Ever Be the Same?” USN&WR Cover/06.01

111. 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 21 st Century Will Be Ruled by the New Old

112. “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

113. “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

114. “Focused on assessing the marketplace based on lifetime value (LTV), marketers may dismiss the mature market as headed to its grave. The reality is that at 60 a person in the U.S. may enjoy 20 or 30 years of life.” —Carol Morgan & Doran Levy, Marketing to the Mindset of Boomers and Their Elders

115. “ ‘Age Power’ will rule the 21 st century, and we are woefully unprepared.” Ken Dychtwald, Age Power : How the 21 st Century Will Be Ruled by the New Old

116. No : “Target Marketing” Yes : “Target Innovation” & “Target Delivery Systems”

117. Hispanics: 38.5% growth, 1990-2000, vs. 9.3% overall* *Source: Communispace/2003

118. “Relative to the demand, the success stories are pitifully few.” —Andrew Nuttney, Research Director, The Research & Advisory Group; on marketing effectively to Hispanics

119. 10. Leading in Screwed Up Times: The Passion Imperative.

120. G.H.: “Create a ‘cause,’ not a ‘business.’ ”

121. 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