03.29.2007

* No book *Top 500 *5/day (text, voice) *Marketing = #1 *Risk *64

* No book *Top 500 *5/day (text, voice) *Marketing = #1 *Risk *64

*No book *Top 500 *5/day (text, voice) *Marketing = #1 *Risk *64

*No book *Top 500 *5/day (text, voice) *Marketing = #1 *Risk *64

*No book *Top 500 *5/day (text, voice) *Marketing = #1 *Risk

*No book *Top 500 *5/day (text, voice) *Marketing = #1 *Risk *64

Plentyatimetogo. Plentyaenergy. Plentyamoney.

Average # of cars purchased per household, “lifetime”: 13 Average # of cars bought per household after the “head of household” reaches age 50 : 7 Source: Marti Barletta, PrimeTime Women

*No book *Top 500 *5/day (text, voice) *Marketing = #1 *Risk * 56 / F

Tom Peters’ X25* EXCELLENCE. ALWAYS. Avenue A / Razorfish Caesars Palace 30 March 2007 * In Search of Excellence 1982-2007

Slides at … tompeters.com

Real deal. Big deal. “n”m = tp brand/brand experience. What’s to lose? Hang out with “weirdos.” Try stuff. Fast. Screw stuff up. Try more stuff. Aspiration: lovemark. Women. (Duh.) Boomers. (Duh.) Boomer Women. (Double Duh.)

EXCELL- ENCE????

“ 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

For g et > “Learn” “The problem is never how to get new, innovative thoughts into your mind, but how to g et the old ones out .” —Dee Hock

“ A pattern emphasized in the case studies in this book is the degree to which powerful competitors not only resist innovative threats, but actually resist all efforts to understand them, preferring to further their positions in older products. This results in a surge of productivity and performance that may take the old technology to unheard of heights. But in most cases this is a sign of impending death.” —Jim Utterback, Mastering the Dynamics of Innovation

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

EXCELLENCE. REVENUE. MATTERS. MOST.

The Commerce Bank Model “Cost cutting is a death spiral.” Source: Fans! Not customers. How Commerce Bank Created a Super-growth Business in a No-growth Industry , Vernon Hill & Bob Andelman

The Commerce Bank Model “Are you going to cost cut your way to prosperity? Or … are you going to $$$$$pend your way to prosperity?” Source: Fans! Not customers. How Commerce Bank Created a Super-growth Business in a No-growth Industry , Vernon Hill & Bob Andelman

“ Our whole story is growing revenue.” —Vernon Hill (Top-line driven; standard is bottom-line driven by cost cutting)

EXCELLENCE. INNOVATE. OR. DIE.

The Mess Is The Message! Period!

InnoTacs

We become who we hang out with 1

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

The “Hang Out Axiom”: At its core, ever y (!!!) relationship-partnership decision (employee, vendor, customer, etc) is a strate g ic decision about: “Innovate, ‘Yes’ or ‘No’ ”

Why Do I love Freaks? Because when Anything Interesting happens … it was a freak who did it. (Period.) (2) Freaks are fun. (Freaks are also a pain.) (Freaks are never boring.) (3) We need freaks . Especially in freaky times. (Hint: These are freaky times, for you & me & the CIA & the Army & Avon.) (4) A critical mass of freaks-in-our-midst automatically make us-who-are-not-so-freaky at least somewhat more freaky. (Which is a Good Thing in freaky times—see immediately above.) (5) Freaks are the only (ONLY) ones who succeed—as in, make it into the history books. (6) Freaks keep us from falling into ruts. (If we listen to them.) (We seldom listen to them.) (Which is why most organizations are in ruts. Make that chasms.)

Why Do I love Freaks?

Because when Anything Interesting happens … it

was a freak who did it. (Period.)

(2) Freaks are fun. (Freaks are also a pain.) (Freaks are never boring.)

(3) We need freaks . Especially in freaky times. (Hint: These are freaky times, for you & me & the CIA & the Army & Avon.)

(4) A critical mass of freaks-in-our-midst automatically make us-who-are-not-so-freaky at least somewhat more freaky. (Which is a Good Thing in freaky times—see immediately above.)

(5) Freaks are the only (ONLY) ones who succeed—as in, make it into the history books.

(6) Freaks keep us from falling into ruts. (If we listen to them.) (We seldom listen to them.) (Which is why most organizations are in ruts. Make that chasms.)

We become who we hang out with 2

Whacky Wiki World Wow Now

Rob McEwen/ CEO/ Goldcorp Inc./ Red Lake gold Source: Wikinomics: How Mass Collaboration Chan g es Ever y thin g , Don Ta p scott & Anthon y Williams

try it. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Screw it up. Try it. Try it. Try it. Try it. Try it. Try it. Try it. Screw it up. it. Try it. Try it. try it. Try it. Screw it up. Try it. Try it. Try it.

do things.

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

drill.

“ 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 you’re finding it when you’re drawing maps and studying logs, but you have to drill.” Source: The Hunters , by John Masters, Canadian O & G wildcatter

try things.

“ We made mistakes, of course. Most of them were omissions we didn’t think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today. While our competitors are still sucking their thumbs trying to make the design perfect, we’re already on prototype version # 5 . By the time our rivals are ready with wires and screws, we are on version # 10 . It gets back to planning versus acting : We act from day one ; others plan how to plan — for months .” —Bloomberg by Bloomberg

PLAY SERIOUSLY

“ You can’t be a serious innovator unless and until you are ready, willing and able to seriously play. ‘ Serious play ’ is not an oxymoron; it is the essence of innovation .” —Michael Schrage, Serious Play

“ Learn not to be careful.” —Photographer Diane Arbus to her students ( Careful = The sidelines , from Harriet Rubin in The Princessa )

Screw. things. Up.

“ FAIL, FAIL AGAIN. FAIL BETTER.” —Samuel Beckett

“ Fail . Forward. Fast.” High Tech CEO, Pennsylvania

“ Fail faster. Succeed Sooner.” David Kelley/IDEO

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

try. Miss. try.

READY. FIRE! AIM. Ross Perot (vs “ Aim! Aim! Aim!” /EDS vs GM/1985)

S.A.V.

No try. No deal.

“ You miss 100 % of the shots you never take.” —Wayne Gretzky

bottom line.

“ Do one thing every day that scares you.” —Eleanor Roosevelt

Pause …

Think! vs. do!

“ Linearist”: think! “Non-linearist”: do!

“ Linearist”: Plan it! “Non-linearist”: Try it!

“ Linearist”: hypothesize! “Non-linearist”: experiment!

“ Linearist”: failure = unnecessary/product of poor planning “Non-linearist”: failure = life (wsc)

“ Linearist”: deliberate!* “Non-linearist”: relentless!** * “Do it right the first time” (Hero: Phil Crosby) **Never retreat (Hero: U.S. Grant)

“ Linearist”: logical! “Non-linearist”: passionate!

“ Linearist”: give me genius! “Non-linearist”: give me luck!

“ Linearist”: spotless academic record! “Non-linearist”: a.d.d.

“ Linearist”: measured pace! “Non-linearist”: fast! faster! fastest!

“ Linearist”: minimize cost. “Non-linearist”: maximize revenue.

“ Linearist” office: walls. “Non-linearist” office: none.

“ Linearist” reads: michael porter. Peter drucker. “Non-linearist” reads: doesn’t.

“ Linearist” preferred hockey score: 1-1 in regulation. (OL /penalty free.) “Non-linearist” preferred hockey score: 7-5. (w/fights.)

“ Linearist” criminal record: none. “Non-linearist” criminal record: disorderly conduct. (repeat offender.)

End Pause.

Up, Up, Up, Up the Value-added Ladder.

The Value-added Ladder/ ECSTASY Lovemark Dreams Come True Spellbinding Experiences Services Goods Raw Materials

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

The Value-added Ladder/ ECSTASY Lovemark Dreams Come True Spellbinding Experiences Services Goods Raw Materials

C X O * *Chief e X perience Officer

C DM * *Chief Dream Merchant

C L O * *Chief Lovemar k Officer

“ NEW” MARKETS.

E-nor-mous Strat-eg-ic opp-or-tun-ity

women. BOOMERS. GEEZERS.

women. BOOMERS. GEEZERS.

“ Forget China , India and the Internet : Economic Growth Is Driven by Women .” —Headline, Economist , April 15, 2006, Leader, page 14

Women’s Trifecta+ * Buy * Wealth * Lead + ECLIPSE OF MALES (Old/Retire; Young/Poorly educated)

“ Women are the majority market” —Fara Warner/ The Power of the Purse

“ The most significant variable in every sales situation is the gender of the buyer, and more importantly, how the salesperson communicates to the buyer’s gender.” —Jeffery Tobias Halter, Selling to Men, Selling to Women

The Perfect Answer Jill and Jack buy slacks in black…

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

Selling to men: The TRANSACTION Model Selling to Women: The RELATIONAL Model Source: Selling to Men, Selling to Women , Jeffery Tobias Halter

10 UNASSAILABLE REASONS WOMEN RULE Women make [all] the financial decisions. Women control [all] the wealth. Women [substantially] outlive men. Women start most of the new businesses. Women’s work force participation rates have soared worldwide. Women are closing in on “same pay for same job.” Women are penetrating senior ranks rapidly [even if the pace is slow for the corner office per se]. Women’s leadership strengths are exceptionally well aligned with new organizational effectiveness & value-added imperatives. Women are better salespersons than men. Women buy [almost] everything—commercial as well as consumer goods. So what exactly is … the point of men ?

COROLLARY. EXCELLENCE. WOMEN. RULE.

“ AS LEADERS, WOMEN RULE : New Studies find that female managers outshine their male counterparts in almost every measure” TITLE/ Special Report/ BusinessWeek

New (4 of 7) Value-added “Ladder”: Plays to Women’s Inherent Strengths! Lovemark/ F Dreams Come True/ F Spellbinding Experiences/ F Gamechanging Solutions/ F Services/ M Goods/ M Raw Materials/ M

women. BOOMERS. GEEZERS.

!!!!!!!!!!!!!!!!! “ People turning 50 today have more than half of their adult life ahead of them.” —Bill Novelli, 50+: Igniting a Revolution to Reinvent America

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

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

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

Boomers’-Geezers’-Womens’ Trifecta+ *Buy/ all *Wealth/ all *time left/ lots *Eclipse of males/ retire - die

Average # of cars purchased per household, “lifetime”: 13 Average # of cars bought per household after the “head of household” reaches age 50 : 7 Source: Marti Barletta, PrimeTime Women

44-65 : “New Customer Majority” * *45% larger than 18-43; 60% larger by 2010 Source: Ageless Marketing , David Wolfe & Robert Snyder

“ Baby-boomer Women : The Sweetest of Sweet Spots for Marketers” —David Wolfe and Robert Snyder, Ageless Marketing

!!!!!!!!!!!!!!!!! “ People turning 50 today have more than half of their adult life ahead of them.” —Bill Novelli, 50+: Igniting a Revolution to Reinvent America

BOTTOM LINE I.

Real deal. Big deal. “n”m = brand tp. What’s to lose? Hang out with “weirdos.” Try stuff. Fast. Screw stuff up. Try more stuff. Aspiration: lovemark. Women. (Duh.) Boomers. (Duh.) Boomer Women. (Double Duh.)

BOTTOM LINE II.

Kevin Roberts’ Credo 1 . Ready. Fire! Aim. 2. If it ain’t broke ... Break it! 3. Hire crazies. 4. Ask dumb questions. 5. Pursue failure. 6. Lead, follow ... or get out of the way! 7. Spread confusion. 8. Ditch your office. 9. Read odd stuff. 10. Avoid moderation !

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

On NELSON: “[other] admirals more frightened of losing than anxious to win”

"Life is not a journey to the grave with the intention of arriving safely in one pretty and well preserved piece, but to skid across the line broadside, thoroughly used up, worn out, leaking oil, shouting ‘ GERONIMO!’ ” — Bill McKenna, professional motorcycle racer ( Cycle magazine 02.1982)

Ger- on -i-mo !