first page, first item in the la times “homes” section sunday:

Tom Peters’ X25Tom Peters’ X25**::

EXCELLENCEXCELLENCE. ALWAYS.E. ALWAYS.

John Laing HomesJohn Laing HomesCosta Mesa/05 December 2006Costa Mesa/05 December 2006

*In Search of Excellence*In Search of Excellence 1982-2007 1982-2007

First page, first item in the LA Times “Homes” section Sunday:

"MAJOR PRICE "MAJOR PRICE REDUCTION! REDUCTION!

EXCEPTIONAL VALUE EXCEPTIONAL VALUE $43,000,000"$43,000,000"

Downturn = OpportunityDownturn = Opportunity

*1% in 30 minutes*1% in 30 minutes*Gamechanger while others*Gamechanger while others sleep (Sysco) sleep (Sysco)*Trimming fat*Trimming fat*Remember the one who*Remember the one who brung you … now more brung you … now more than ever than ever*Sell! Sell! Sell!*Sell! Sell! Sell!

On NELSON: “[other] “[other] admirals more admirals more frightened of frightened of losing than losing than

anxious to win”anxious to win”

““The only way to The only way to whip an army iswhip an army is to go out and to go out and fight it.”fight it.” —Grant

Source: John Mosier, Grant

"The art of war is simple "The art of war is simple enough. enough. Find out where Find out where

your enemy is. Get at him your enemy is. Get at him as soon as you canas soon as you can. Strike . Strike at him as hard as you can at him as hard as you can and as often as you can, and as often as you can, and and keep moving onkeep moving on."." ——

GrantGrant

““One of my superstitions had One of my superstitions had always been when I started always been when I started

to go anywhere or to do to go anywhere or to do

anything,anything, not to turn not to turn backback ,, or stop, until the or stop, until the

thing intended was thing intended was accomplished.”accomplished.” —Grant

Excellence1982: The Bedrock “Eight Basics”

1. A Bias for 1. A Bias for ActionAction2. Close to the 2. Close to the CustomerCustomer3. Autonomy and Entrepreneurship3. Autonomy and Entrepreneurship4. Productivity Through 4. Productivity Through PeoPeopplele5. 5. Hands OnHands On, Value-Driven, Value-Driven6. Stick to the Knitting6. Stick to the Knitting7. Simple Form, Lean Staff7. Simple Form, Lean Staff8. Simultaneous Loose-Tight8. Simultaneous Loose-Tight Properties” Properties”

Slides at …

tompeters.comtompeters.com

EXCELLENCE. EXCELLENCE.

ALLALL . YOU. . YOU. NEED. TO. NEED. TO.

KNOW.KNOW.

EXCELLENCE. EXCELLENCE. STARTERS.STARTERS.

BASICS.BASICS.K.I.S.S.K.I.S.S.

““Why in the Why in the world did world did you go to you go to SSiberiaiberia?”?”

Raging Success Raging Success == P P-SQUARED-SQUARED. .

CC. . EE-CUBED-CUBED..

PPeople.eople.PProduct.roduct.CClients.lients.

EExecution.xecution.EEnthusiasm.nthusiasm.EExcellence.xcellence.

PPeople.eople.PProduct.roduct.CClients.lients.

EExecution.xecution.EEnthusiasm.nthusiasm.EExcellence.xcellence.

RResilience.esilience.RRelentless. elentless.

SSenility.enility.

““It is It is notnot the the strongeststrongest of the of the

species that survives, species that survives, nornor the most the most

iintelligentntelligent, but the , but the oneone most most responsive responsive toto changechange.”.” —Charles Darwin—Charles Darwin

EXCELLENCE. EXCELLENCE. ASPIRATION.ASPIRATION.

The Peters Principles: Enthusiasm.Enthusiasm.

Emotion. Emotion. Excellence.Excellence. Energy. Energy. Excitement. Service. Growth. Excitement. Service. Growth.

Creativity. Imagination. Vitality. Creativity. Imagination. Vitality. Joy. Surprise. Independence. Joy. Surprise. Independence. Spirit. Community. Limitless Spirit. Community. Limitless human potential. Diversity. human potential. Diversity. Profit.Profit. Innovation. Design. Innovation. Design.

Quality. Entrepreneurialism. Quality. Entrepreneurialism. Wow.Wow.

Enterprise* ** (*at its best): An An emotionalemotional, , vitalvital, , innovativeinnovative, , joyfuljoyful, ,

creativecreative, , entrepreneurialentrepreneurial endeavor that elicits endeavor that elicits maximum concerted maximum concerted human potential in human potential in the the wholehearted wholehearted serviceservice of others of others.***

**Excellence. Always.***Employees, Customers, Suppliers, Communities, Owners, Temporary partners

““Excellence can be obtained if you:Excellence can be obtained if you: ... care more than others think is wise; ... care more than others think is wise; ... risk more than others think is safe; ... risk more than others think is safe; ... dream more than others think ... dream more than others think is practical;is practical; ... expect more than others think ... expect more than others think is possible.”is possible.”

Source: Anon. (Posted @ tompeters.com by K.Sriram, November 27, 2006 1:17 AM)

““In-sane-In-sane-ly-great”ly-great”


REVENUE.REVENUE.MATTERS.MATTERS.

MOST.MOST.

““Analysts … preferred cost cuttingAnalysts … preferred cost cutting, as long as they could see two or three years of EPS growth. I

preached revenue and the analysts’ eyes would glaze over. Now revenue is ‘in’ because so many got caught, and

earnings went to hell. They said, They said, ‘Oh my gosh, you ‘Oh my gosh, you need revenues to need revenues to

grow earnings over grow earnings over time.’ time.’

Well, Duh!Well, Duh!”” —Dick Kovacevich, Wells

Fargo


SELL. SELL. SELL.SELL.SELL.SELL.

. “Everyone “Everyone lives by lives by selling selling

something.”something.”

– Robert Louis Stevenson

SellSellSellSellSellSell

CCRRO*

*Chief Revenue Officer

MBA-On-A-Single-Slide

P = R - P = R - CC

““I am I am notnot a ‘management guru,’ I a ‘management guru,’ I am am notnot a ‘public speaker,’ and I am a ‘public speaker,’ and I am notnot a ‘network marketer.’ a ‘network marketer.’ I am a I am a

‘direct marketer,’ a proud ‘direct marketer,’ a proud as punch traveling salesman, as punch traveling salesman, knocking on any door I can knocking on any door I can

find—and peddling ideas find—and peddling ideas whenever I can wedge mywhenever I can wedge my

foot infoot in.”.” —Tom Peters, Direct Marketing Association, —Tom Peters, Direct Marketing Association,

Annual Meeting, 2006Annual Meeting, 2006

““If you want to If you want to gain competitive gain competitive

advantage fast, the advantage fast, the best place to do it best place to do it

is in is in salessales.”.” —Larry Webb—Larry Webb

Incidentally …Incidentally …

“TAKE THIS QUICK QUIZ: Who manages more Who manages more things at once?things at once? Who puts more effort into their Who puts more effort into their appearance?appearance? Who usually takes care of the Who usually takes care of the

details?details? Who finds it easier to meet new Who finds it easier to meet new people?people? Who asks more questions in a Who asks more questions in a

conversation?conversation? Who is a better listener?Who is a better listener? Who Who has more interest in communication skills?has more interest in communication skills? Who is more inclined to get involved?Who is more inclined to get involved? Who Who encourages harmony and agreement?encourages harmony and agreement? Who Who

has better intuition?has better intuition? Who works with a longer Who works with a longer ‘to do’ list?‘to do’ list? Who enjoys a recap to the day’s Who enjoys a recap to the day’s events?events? Who is better at keeping in touch Who is better at keeping in touch

with others?”with others?”

Source: Selling Is a Woman’s Game: 15 Powerful Reasons Why Women Can Outsell Men, Nicki Joy & Susan Kane-Benson


VALUE ADDED.VALUE ADDED.UP THE LADDER.UP THE LADDER.

EXCELLENCE.EXCELLENCE.

VALUE-ADDED LADDER I.VALUE-ADDED LADDER I. SOLVE IT. SOLVE IT.

$55$55BB

““Big Brown’s New Bag: UPSBig Brown’s New Bag: UPS

Aims to Be theAims to Be the Traffic Traffic Manager for Manager for CorCorpporate orate

AmericaAmerica”” —Headline/BW/2004

Home Depot Business ToolBox:

Payroll processing. Credit card processing. Personnel paperwork. Mobile phones. Shipping. Health insurance. 12K customers (plumbers, electricians,

small homebuilders and contractors). Source: Forbes, 0918.06

Up,Up, Up,Up, Up, Up,

UpUp

the Value-added Ladder.

The Value-added Ladder/ OPPORTUNITY-SEEKINGOPPORTUNITY-SEEKING

Gamechanging Gamechanging SolutionsSolutions

ServicesGoods

Raw Materials


VALUE-ADDED LADDER II.VALUE-ADDED LADDER II. EXPERIENCE IT. EXPERIENCE IT.

““Experiences Experiences are as distinct are as distinct

from services as from services as services are from services are from goods.”goods.” —Joe Pine & Jim Gilmore, The

Experience Economy: Work Is Theatre & Every Business a Stage

Experience: “Rebel Lifestyle!”

“What we sell is the “What we sell is the ability for a 43-year-old ability for a 43-year-old accountant to dress in accountant to dress in

black leather, ride black leather, ride through small towns and through small towns and

have people be afraidhave people be afraid of him.” of him.”

HarleyHarley exec, quoted in Results-Based Leadership


UpUp


The Value-added Ladder/ MEMORABLE CONNECTIONMEMORABLE CONNECTION

Spellbinding Spellbinding ExperiencesExperiences

Gamechanging SolutionsServicesGoods

Raw Materials

Beyond the “Transaction”/ “Satisfaction” Mentality

“Good hotel”/ “Happy guest”/ “Exceeded Expectations”

vs.

“Great “Great VacationVacation”/ ”/ “Great “Great ConferenceConference”/”/ “Operation “Operation PersonalPersonal

RenewalRenewal””

CCXXOO**Chief eXperience Officer

““Most executives Most executives have no idea how to have no idea how to

add value to a add value to a market in the market in the

metaphysical world.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.]

Extraction & Goods: MaleMale dominance

Services &

Experiences: FemaleFemale dominancedominance

EXCELLENCE. EXCELLENCE. DRAMATIC.DRAMATIC.

DIFFERENCE.DIFFERENCE.DOABLE.DOABLE.

This is notnot a “mature

category.”

This is an “undistinguished category.”

$79$7988

$415$415/SqFt/Wal*Mart

$$798798/SqFt/Whole Foods

#1/10#1/1000

“Best Companies to Work for”/2005

WegmansWegmans

7X.7X. 730A-730A-800P. 800P. F12AF12A..**

*’93-’03/10 yr annual return: CB: 29%; WM: 17%; HD: 16%. Mkt Cap: 48% p.a.

“A man without A man without a smiling face a smiling face

must not open a must not open a shop.”shop.” —Chinese Proverb

4X4X:: “At “At London Drugs, London Drugs,

everyoneeveryone cares about cares about everythingeverything.”.”

—Wynne Powell


#1T.#1T.

Cirque Cirque du Soleil!du Soleil!

And the Winner is …

1. 1. Audacity of VisionAudacity of Vision2. 2. Innovation/R&D/DesignInnovation/R&D/Design3. 3. Talent Acquisition &Talent Acquisition & Development Development4. Resultant “Experience”4. Resultant “Experience”5. Strategic Alliances5. Strategic Alliances6. Operations6. Operations7. Financial Management7. Financial Management8. Overall/Sustaining Excellence8. Overall/Sustaining Excellence9. “Wow!”9. “Wow!”10. 10. Lovemark!Lovemark!

““Every time we come to a Every time we come to a comfort zone, we will find a comfort zone, we will find a

way out.” “No Cloning.” way out.” “No Cloning.” “‘Reinvent the brand’ with “‘Reinvent the brand’ with each new show.” “A typical each new show.” “A typical

day at the office for me day at the office for me begins by asking, ‘begins by asking, ‘What is What is impossible that I am impossible that I am ggoinoingg to do todato do today?’”y?’” —Daniel Lamarre,

president, Cirque du Soleil


#1T.#1T.

Jim’s GroupJim’s Group

Jim Penman/“Empire Builders”/MT /Jan/Feb 2006/Australia

EXPERIENCE.EXPERIENCE.EXCELLENCE.EXCELLENCE.

BONUS.BONUS.

FFLLOOWWEERRPPOOWWEERR

The … Jim Jim Jeffords Jeffords oversighoversigh

t!t!

““Courtesies of a small Courtesies of a small and trivial character are and trivial character are

the ones which strike the ones which strike deepest in the grateful deepest in the grateful

and appreciating heart.”and appreciating heart.”

—Henry Clay

FFLLOOWWEERRPPOOWWEERR


VALUE-ADDED LADDER III.VALUE-ADDED LADDER III.

DREAM IT.DREAM IT.

DREAMDREAM:: “A dream is a A dream is a complete moment in the life complete moment in the life

of a client. Important of a client. Important experiences that tempt the experiences that tempt the client to commit substantial client to commit substantial resources. The essence of resources. The essence of

the desires of the consumer. the desires of the consumer. The opportunity to help The opportunity to help

clients become what they clients become what they want to be.”want to be.”

—Gian Luigi Longinotti-Buitoni

Furniture vs. Dreams

“We do not sell ‘furniture’ at

Domain. We sell We sell dreamsdreams. 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

Six Market Profiles

1. Adventures for Sale1. Adventures for Sale2. The Market for Togetherness,2. The Market for Togetherness, Friendship and Love Friendship and Love3. The Market for Care3. The Market for Care4. The Who-Am-I Market4. The Who-Am-I Market5. The Market for Peace of Mind5. The Market for Peace of Mind6. The Market for Convictions6. The Market for Convictions

Rolf Jensen/The Dream Society: How the Coming Shift from

Information to Imagination Will Transform Your Business


UpUp


The Value-added Ladder/ EMOTIONEMOTION

Dreams Come TrueDreams Come TrueSpellbinding Experiences Gamechanging Solutions

ServicesGoods

Raw Materials

The (NEW) Value-added Ladder

Dreams Come TrueDreams Come TrueSpellbinding Experiences Spellbinding Experiences Gamechanging SolutionsGamechanging Solutions

ServicesGoods

Raw Materials

CCDMDM*

*Chief Dream Merchant

“The sun is setting on the Information Society—even 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 We stand facing the fifth kind of society: the fifth kind of society: the Dream Societythe 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 Society:How the Coming Shift from Information to Imagination Will Transform Your Business


VALUE-ADDED LADDER IV.VALUE-ADDED LADDER IV.

LOVE IT.LOVE IT.

Kevin Roberts:

LovemarLovemar

ksks!!

Tattoo BrandTattoo Brand: What % of users would tattoo the brand name on their

body?

Top 10 “Tattoo Brands”*

Harley .… 18.9%Harley .… 18.9%Disney .... 14.8Disney .... 14.8

Coke …. 7.7Coke …. 7.7Google .... 6.6Google .... 6.6Pepsi .... 6.1Pepsi .... 6.1Rolex …. 5.6Rolex …. 5.6Nike …. 4.6Nike …. 4.6

Adidas …. 3.1Adidas …. 3.1Absolut …. 2.6Absolut …. 2.6

Nintendo …. 1.5Nintendo …. 1.5

*BRANDsense: Build Powerful Brands through Touch, Taste, Smell, Sight, and Sound, Martin Lindstrom


UpUp


The Value-added Ladder/ ECSTASYECSTASY

LovemarkLovemark Dreams Come True

Spellbinding ExperiencesGamechanging Solutions

ServicesGoods

Raw Materials

CCLL OO*

*Chief Lovemark Officer


SOUL I.SOUL I.THE STORY.THE STORY.

““StorytellinStorytelling g

is the core is the core of culture.”of culture.”

—Branded Nation: The Marketing of Megachurch, College Inc., and Museumworld, James Twitchell

Best Best story story wins!wins!

CCSTSTOO*

*Chief Storytelling Officer


SOUL II.SOUL II.DESIGN.DESIGN.

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 Design is the only thing that only thing that

differentiates one differentiates one product from another product from another in the marketplacein the marketplace.”.” —

Norio Ohga

“Design is

treated like a treated like a religionreligion at BMW.” —Fortune

“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 Design is the fundamentalfundamental soulsoul

of a man-made of a man-made creation.”creation.” —Steve Jobs

“With its carefully conceived mix of colors and textures,

aromas and music, StarbucksStarbucks is more indicative of our era than the iMac. It is to the Age of

Aesthetics what McDonald’s was to the Age of Convenience or Ford was to the Age of Mass Production—the touchstone success story, the exemplar of … the

aesthetic imperative. … ‘‘Every Starbucks Every Starbucks store is carefully designed to store is carefully designed to

enhance the quality of enhance the quality of everything the customers see, everything the customers see, touch, hear, smell or tastetouch, hear, smell or taste,’,’ writes

CEO Howard Schultz.” -—Virginia Postrel, The Substance of Style: How the Rise of Aesthetic

Value Is Remaking Commerce, Culture and Consciousness

Westin’s …Westin’s …

HeavenlHeavenly Bedy Bed

CCDDOO**Chief Design Officer


NEW MARKETS.NEW MARKETS.ENORMOUS. ENORMOUS.

OPPORTUNITIES.OPPORTUNITIES.


OPPORTUNITY.OPPORTUNITY.ENORMOUS.ENORMOUS.

WOMEN.WOMEN.

““IdiotIdiot”” is too kind a word.

“That’s a very diverse* team.”

—Patrick Cescau, CEO, Unilever**

*1 of 14 Board of Directors members is a woman (not an exec); 2 of 7 Exec Team members are … Indians. (Source: FT/24-25 June.)

**Approximately 8585%% of Unilever’s

products are purchased by … women.

“That’s a

VERYVERY diverse team.”

—Patrick Cescau, CEO, Unilever* **

*1 of 14 Board of Directors members is a woman (not an exec); 2 of 7 Exec Team members are … Indians. (Source: FT/24-25 June.)

**Approximately 85% of Unilever’s products are purchased by … women.

“That’s a

VERYVERY sick

man.”

—Tom Peters


FOUND.FOUND.DUH.DUH.

“To be a leader in To be a leader in consumer products, consumer products, it’s critical to have it’s critical to have

leaders who leaders who represent the represent the population we population we

serveserve.”.” —Steve Reinemund/PepsiCo


OPPORTUNITY.OPPORTUNITY.ENORMOUS.ENORMOUS.

WOMEN.WOMEN.

“Women are thethe

majority market”

—Fara Warner/The Power of the Purse

Women > 50% of Household Income in >50% of Women > 50% of Household Income in >50% of households. In 48% of the 55% of households/married households. In 48% of the 55% of households/married

couples, women provide >50% of income. 27% of couples, women provide >50% of income. 27% of households are headed by a single female. 75% of married households are headed by a single female. 75% of married female execs with the rank of VP or above out earn their female execs with the rank of VP or above out earn their

spouse. Women control 51% of private wealth in the U.S.; spouse. Women control 51% of private wealth in the U.S.; head 40% of households with >$600K assets; 47% of head 40% of households with >$600K assets; 47% of

market investors are women.market investors are women.

Major Credit Union: pre Y2K, modal customer was 53-year-Major Credit Union: pre Y2K, modal customer was 53-year-old family man; today, 46-year-old single working woman.old family man; today, 46-year-old single working woman.

Commercial: 51% purchasing managers are women.Commercial: 51% purchasing managers are women.

Women make >80% consumer purchases; businesswomen Women make >80% consumer purchases; businesswomen make >90% of household purchasing decisions. Women: make >90% of household purchasing decisions. Women:

70% of travel decisions; purchase 57% of consumer 70% of travel decisions; purchase 57% of consumer electronics; write 80% of personal checks; purchase >50% electronics; write 80% of personal checks; purchase >50%

of cars (primary influence >80%).of cars (primary influence >80%).

Source: Don’t Think Pink: What Really Makes Women Buy—and How to Increase Your Share of This Crucial Market, Lisa Johnson & Andrea Learned

WomenWomenHousehold spending: 80%80%Investment decisions: 53%53%Home improvement decisions: 80%80%New cars: 60%+60%+Computers: 60%60%Managers and professionals, overall: 51%51%New businesses started: 70%70%* (*Women-owned businesses as a share of all new businesses: Employee growth, 3X; Sales growth, 4X.)

Source: Marti Barletta, PrimeTime Women (2007)

The Perfect Answer

Jill and Jack buy slacks in black…

“She knows moreknows more about the [Volvo] than the salesmanman who greets

her at the door. But how is she treated? As if she has a low IQ low IQ , is

slightly hard of hearing hard of hearing , and really has no rightno right to be buying a luxury

car; and if she brought a male friend with her, odds are 10:1 that the

clueless salesperson spent most of his time speaking to him speaking to him .” —Selling to Men,

Selling to Women, Jeffery Tobias Halter

Selling to men: The The TRANSACTION Model Model

Selling to Women: The The RELATIONAL Model Model

Source: Selling to Men, Selling to Women, Jeffery Tobias Halter

““The The most significant most significant variablevariable in in everyevery sales sales

situation is the situation is the gendergender of of the buyer, and more the buyer, and more importantly, how the importantly, how the

salesperson salesperson communicates to the communicates to the

buyer’s gender.”buyer’s gender.” —Jeffery Tobias Halter, Selling to Men, Selling to Women

“Women don’t buy

brands. They They join themjoin them.”.”

EVEolution

Editorial/MenEditorial/Men: : Tables, rankings.*Tables, rankings.*

Editorial/Editorial/WomenWomen: :

NarrativesNarratives that cohere.* that cohere.*

*Redwood (UK)

“Women come out betterWomen come out better on almost everon almost everyy count count as investorsas investors … They are less likely to hold a losing investment too

long, and less likely to wait too long to sell a winner; they’re also less likely to

put too much money into a single investment or to buy a reputedly hot

stock without doing sufficient research.”

Source: The Merrill report: “When It Comes to Investing, Gender A Strong Influence on Behavior.”/Atlantic

1. Men and women are different.1. Men and women are different.2. Very different.2. Very different.3. 3. VERY, VERY DIFFERENTVERY, VERY DIFFERENT..4. Women & Men have a-b-s-o-l-u-t-e-l-y4. Women & Men have a-b-s-o-l-u-t-e-l-y nothing in common. nothing in common.5. Women buy lotsa stuff.5. Women buy lotsa stuff.

6. 6. WOMEN BUY A-L-L THE WOMEN BUY A-L-L THE STUFFSTUFF..7. Women’s Market = Opportunity No. 1.7. Women’s Market = Opportunity No. 1.8. Men are (STILL) in charge.8. Men are (STILL) in charge.9. 9. MEN ARE … TOTALLY, HOPELESSLYMEN ARE … TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN. CLUELESS ABOUT WOMEN.

10. 10. Women’s Women’s Market = Market =

Opportunity Opportunity No. 1.No. 1.

Cases! Cases! Cases!Cases! Cases! Cases!McDonald’sMcDonald’s (“mom-centered” to “majority consumer”;

not via kids)

Home DepotHome Depot (“Do it [everything!] Herself”)

P&GP&G (more than “house cleaner”)

DeBeersDeBeers (“right-hand rings”/$4B)

AXA FinancialAXA FinancialKodakKodak (women = “emotional centers of the household”)

NikeNike (> jock endorsements; new def sports; majority consumer)

AvonAvonBratzBratz (young girls want “friends,” not a blond stereotype)

Source: Fara Warner/Fara Warner/The Power of the PurseThe Power of the Purse

““Goldman Sachs in Goldman Sachs in TokyoTokyo has has developed an index of 115 developed an index of 115

companies poised to benefit from companies poised to benefit from women’s increased purchasing women’s increased purchasing

power;power; over the past over the past decade the value of decade the value of shares in Goldman’s shares in Goldman’s

basket has risen by 96%, basket has risen by 96%, against the Tokyo against the Tokyo

stockmarket’s stockmarket’s rise of 13%rise of 13%.”.” —Economist—Economist, April 15, April 15

EXCELLENCE. EXCELLENCE. OPPORTUNITY.OPPORTUNITY.

WOMEN.WOMEN. BUSINESS. BUSINESS. OWNERS. OWNERS.

10.610.6

WOMEN.WOMEN.

DOMINATE. DOMINATE. ECONOMIC. ECONOMIC. GROWTH.GROWTH.

““Forget Forget ChinaChina, , IndiaIndia and the and the

InternetInternet: Economic : Economic Growth Is Driven Growth Is Driven

by by WomenWomen.”.” —Headline,

Economist, April 15, 2006, Leader, page 14

““Since Since 19701970, , women have women have

held held twotwo out of out of every every three three new new jobs created.”jobs created.” —FT,

10.03.2006

10 UNASSAILABLE REASONS WOMEN RULE10 UNASSAILABLE REASONS WOMEN RULE

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

SoSo whatwhat exactlyexactly isis … … thethe pointpoint ofof menmen??

“One thing is certain: Women’s rise to power, which is linked to the increase in wealth per capita, is happening in all domains and at all

levels of society. Women are no longer content to provide efficient labor or to be consumers with rising budgets and more autonomy to spend. … This is just the beginning. The

phenomenon will only grow as girls prove to be more successful than boys in the school

system. For a number of observers, For a number of observers, we have already entered the age we have already entered the age of ‘womenomics,’ the economy as of ‘womenomics,’ the economy as

thought out and practiced by a thought out and practiced by a woman.”woman.” —Aude Zieseniss de Thuin, Financial Times, 10.03.2006

COROLLARY. COROLLARY. EXCELLENCE. EXCELLENCE.

WOMEN.WOMEN.RULE.RULE.

““AS AS LEADERS, LEADERS, WOMEN WOMEN

RULERULE:: New Studies find

that female managers outshine their male counterparts in almost every measure”

TITLE/ Special Report/ TITLE/ Special Report/ BusinessWeekBusinessWeek

Women’s NeWomen’s Neggotiatinotiatingg Stren Strenggthsths

*Ability to put themselves in their *Ability to put themselves in their counterparties’ shoes counterparties’ shoes*Comprehensive, attentive and detailed*Comprehensive, attentive and detailed communication style communication style*Empathy that facilitates trust-building*Empathy that facilitates trust-building*Curious and attentive listening*Curious and attentive listening*Less competitive attitude*Less competitive attitude*Strong sense of fairness and ability to *Strong sense of fairness and ability to persuadepersuade*Proactive risk manager*Proactive risk manager*Collaborative decision-making*Collaborative decision-making

Source: Horacio Falcao, Cover story/May 2006, World Business, “Say It Like a Woman: Why the 21st-century negotiator will need the female touch”

New (4 of 7) Value-added “Ladder”:New (4 of 7) Value-added “Ladder”: Plays to Women’s Inherent Strengths! Plays to Women’s Inherent Strengths!

Lovemark/Lovemark/FF Dreams Come True/Dreams Come True/FF

Spellbinding Experiences/ Spellbinding Experiences/FFGamechanging Solutions/Gamechanging Solutions/FF

Services/FGoods/M

Raw Materials/M

““TAKE THIS QUICK QUIZTAKE THIS QUICK QUIZ: Who manages more Who manages more things at once?things at once? Who puts more effort into their Who puts more effort into their appearance?appearance? Who usually takes care of the Who usually takes care of the

details?details? Who finds it easier to meet new Who finds it easier to meet new people?people? Who asks more questions in a Who asks more questions in a

conversation?conversation? Who is a better listener?Who is a better listener? Who Who has more interest in communication skills?has more interest in communication skills? Who is more inclined to get involved?Who is more inclined to get involved? Who Who encourages harmony and agreement?encourages harmony and agreement? Who Who

has better intuition?has better intuition? Who works with a longer Who works with a longer ‘to do’ list?‘to do’ list? Who enjoys a recap to the day’s Who enjoys a recap to the day’s events?events? Who is better at keeping in touchWho is better at keeping in touch

with others?”with others?”

Source: Selling Is a Woman’s Game: 15 Powerful Reasons WhySelling Is a Woman’s Game: 15 Powerful Reasons Why Women Can Outsell MenWomen Can Outsell Men, Nicki Joy & Susan Kane-Benson, Nicki Joy & Susan Kane-Benson


OPPORTUNITY.OPPORTUNITY.ENORMOUS.ENORMOUS.BOOMERS.BOOMERS.GEEZERS.GEEZERS.

!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!““People turning 50 People turning 50 today have today have more more thanthan halfhalf of their of their

adult life ahead of adult life ahead of them.”them.” —Bill Novelli, 50+: Igniting a

Revolution to Reinvent America

2000-2010 Stats

18-44: -1%-1%

55+: ++2121%%(55-64: ++4747%%)

BoomerBucks!BoomerBucks!Boomer turns 50: every 7 seconds. Boomer turns 50: every 7 seconds. 2009: majority of 2009: majority of U.S. households headed by someone over 50.U.S. households headed by someone over 50. 2006- 2006-2016: U.S. population up 22.9 million; 22.1 million in 2016: U.S. population up 22.9 million; 22.1 million in over-50 group. over-50 group. 2006: 1 in 5 adults is F, over 50.2006: 1 in 5 adults is F, over 50.

Women between 50-70 who are single: 35%. Women between 50-70 who are single: 35%. Age 45-Age 45-54: highest average income, $59, 021 (national 54: highest average income, $59, 021 (national

average is $42,209).average is $42,209). FASTEST GROWING INCOME FASTEST GROWING INCOME CATEGORY: WOMEN, 55-64CATEGORY: WOMEN, 55-64 (4X men in same category). (4X men in same category). Women, age 60-64: 50% still in workforce.Women, age 60-64: 50% still in workforce. Highest Highest net worth: families, 55-64 ($182,000). net worth: families, 55-64 ($182,000). People over People over

50: 70% to 79% of all financial assets; 80% of all 50: 70% to 79% of all financial assets; 80% of all savings accounts; 62% of all large Wall Street asset savings accounts; 62% of all large Wall Street asset accounts; 66% of $$ invested in the stock market.accounts; 66% of $$ invested in the stock market. Age 50+: 29% of population, 40% of total consumer Age 50+: 29% of population, 40% of total consumer spending, 50% of discretionary spending. spending, 50% of discretionary spending. Next 2 Next 2

decades: decades: BOOMERS WILL INHERIT $14 TRILLION-$25 BOOMERS WILL INHERIT $14 TRILLION-$25 TRILLIONTRILLION (“largest intergenerational transfer of (“largest intergenerational transfer of

wealth in history”). wealth in history”).

—Marti Barletta, —Marti Barletta, PrimeTime WomenPrimeTime Women

55-64 vs 25-34

E.g.: New cars & trucks: 20% more New cars & trucks: 20% more spending. Meals at full-service spending. Meals at full-service

restaurants: +29%. Airfare: +38%. restaurants: +29%. Airfare: +38%. Sports equipment: +58%. Motorized Sports equipment: +58%. Motorized recreational vehicles: +103%. Wine: recreational vehicles: +103%. Wine:

113%. Maintenance, repairs and 113%. Maintenance, repairs and home insurance: +127%. Vacation home insurance: +127%. Vacation homes: +258%. Housekeeping & homes: +258%. Housekeeping & yard services: +250% to +500%. yard services: +250% to +500%.

Source: Marti Barletta, PrimeTime Women

Average # of cars purchased per

household, “lifetime”: 1313Average # of cars bought per household

after the “head of household” reaches age

50: 77Source: Marti Barletta, PrimeTime Women

“Fifty-four years of age has been the highest cutoff point for any marketing initiative I’ve ever been involved in. Which is pretty weird when Which is pretty weird when you consider age 50 is right you consider age 50 is right

about when people who have about when people who have worked all their lives start to worked all their lives start to have some money to spend.”have some money to spend.”

—Marti Barletta, PrimeTime Women

Median Household Net WorthMedian Household Net Worth

<35: $7K35-44: $44K45-54: $83K

55-64: $112K55-64: $112K65-69: $114K65-69: $114K70-74: $120K70-74: $120K

>74: $100KSource: U.S. Census

44-65: “New “New Customer Customer Majority”Majority” *

*45% larger than 18-43; 60% larger by 2010Source: Ageless Marketing, David Wolfe & Robert Snyder

““The New Customer The New Customer Majority is the only adult Majority is the only adult

market with realistic market with realistic prospects for significant prospects for significant sales growth in dozens of sales growth in dozens of

product lines for product lines for thousands of thousands of companies.”companies.”

—David Wolfe & Robert Snyder, Ageless Marketing

BONUS.BONUS.

EXCELLENCE. EXCELLENCE. OPPORTUNITY.OPPORTUNITY.ENORMOUS.ENORMOUS.

SINGLE-PERSON SINGLE-PERSON HOUSEHOLDS.HOUSEHOLDS.

Fastest growing demographic:

Single-person Single-person HouseholdsHouseholds (>50%

in London, Stockholm, etc)

Source: Richard Scase

% of homes purchased by single womensingle women: 1981,

10%;2005, 20%

% of homes purchased by single mensingle men: 1981, 10%;

2005, 9%

Source: USA Today/02.15.06

Women’s Trifecta+Women’s Trifecta+

*Buy/*Buy/allall *Wealth/ *Wealth/allall

*Lead/*Lead/ betterbetter +Eclipse of +Eclipse of males/males/whoopswhoops (Retire-old/Poorly educated-young)

Boomers’-Geezers’ TrifectaBoomers’-Geezers’ Trifecta

*Buy/*Buy/allall *Wealth/ *Wealth/allall

*time left/ *time left/ lotslots

X06X06Tom Peters/Excellence.2006/1205.2006Tom Peters/Excellence.2006/1205.2006

X.06.23X.06.23:: Whole Foods Markets Whole Foods Markets …… Starbucks Starbucks … … Wegmans Wegmans …… Commerce Commerce

Bank Bank …… Apple Apple …… London Drugs London Drugs …… Griffin Griffin Hospital/Planetree Alliance Hospital/Planetree Alliance …… The Met The Met

School/Big Picture School/Big Picture …… Carl Sewell Carl Sewell …… Progressive Insurance Progressive Insurance …… Stanford Stanford

women’s sports women’s sports …… Stanford D-School Stanford D-School …… HSM HSM …… Washington Speakers Bureau Washington Speakers Bureau … …

Build-A-Bear Build-A-Bear …… RE/MAX RE/MAX … … Donnelly’s Donnelly’s Weather Strip Service Weather Strip Service … … Jim’s Group Jim’s Group ……

Cirque du Soleil … Cirque du Soleil … (U.S. Grant)(U.S. Grant) …… (Horatio Nelson) (Horatio Nelson) …… (Stew Leonard’s)(Stew Leonard’s) … …

(DeMar Plumbing) … (FBR/Friedman (DeMar Plumbing) … (FBR/Friedman Billings Ramsey)Billings Ramsey)

X.06.23X.06.23:: Whole Foods Markets Whole Foods Markets (high-end, experience-design, (high-end, experience-design, demographic)demographic) … Starbucks … Starbucks (people, experience)(people, experience) … Wegmans … Wegmans

(people)(people) … Commerce Bank … Commerce Bank (nuts about customers, WOW, (nuts about customers, WOW, people, execution)people, execution) … Apple … Apple (design-experience, breakthrough, (design-experience, breakthrough,

“virus management,” resilience, talent, “seriously cool”)“virus management,” resilience, talent, “seriously cool”) … … London Drugs London Drugs (design-experience, people, “solutions”)(design-experience, people, “solutions”) … Griffin … Griffin Hospital/Planetree Alliance Hospital/Planetree Alliance (customer-centric, “whole person”)(customer-centric, “whole person”) … The Met School/Big Picture … The Met School/Big Picture (engagement, self-control)(engagement, self-control) … Carl … Carl

Sewell Sewell (experience!)(experience!) … Progressive Insurance … Progressive Insurance (speed, IT)(speed, IT) … … Stanford women’s sports Stanford women’s sports (demographic, Blue Ocean)(demographic, Blue Ocean) … Stanford … Stanford

D-School D-School (design-biz-engineering, Blue Ocean)(design-biz-engineering, Blue Ocean) … HSM … HSM (execution, experience)(execution, experience) … WSB … WSB (integrity, broad view of (integrity, broad view of

customers, execution)customers, execution) … Build-A-Bear … Build-A-Bear (experience) (experience) RE/MAX RE/MAX (people/“create(people/“create

success stories”)success stories”) … Donnelly’s Weather Strip Service … Donnelly’s Weather Strip Service (high end, (high end, execution-reliability, simply the best)execution-reliability, simply the best) … Jim’s Group … Jim’s Group

(imagination-Blue Ocean, demographic, customer-centric)(imagination-Blue Ocean, demographic, customer-centric) … … Cirque du Soleil Cirque du Soleil (talent, R&D, Imagination, resilience, design-(talent, R&D, Imagination, resilience, design-experience, partnering)experience, partnering) … (U.S. Grant/ … (U.S. Grant/execution, delegation, execution, delegation,

people, K.I.S.S., action-at-all-costs, win, bold people, K.I.S.S., action-at-all-costs, win, bold ) … (Horatio ) … (Horatio Nelson/Nelson/execution, delegation, people, K.I.S.S., action-at-all-execution, delegation, people, K.I.S.S., action-at-all-

costs, win, boldcosts, win, bold) … (Stew Leonard’s/) … (Stew Leonard’s/people, experience-design, people, experience-design, WowWow) … (DeMar Plumbing/) … (DeMar Plumbing/experience, people, Blue Oceanexperience, people, Blue Ocean) … ) …

(FBR/Friedman Billings Ramsey/(FBR/Friedman Billings Ramsey/research, focusresearch, focus) )

High end.High end.Experience.Experience.

Design.Design.Crazy for customers!Crazy for customers!

Crazy for Patients! (“Whole person”).Crazy for Patients! (“Whole person”).Wow!Wow!

People first, second, third.People first, second, third.Breakthrough or bust.Breakthrough or bust.

““Seriously cool.”Seriously cool.”““Virus management.”Virus management.”

Resilience.Resilience.Tippy-top talent.Tippy-top talent.

“ “Solutions,” not “just” “satisfaction.”Solutions,” not “just” “satisfaction.”Engagement.Engagement.

Self-control. (Customer/Patient/Student control.)Self-control. (Customer/Patient/Student control.)Blue Ocean.Blue Ocean.

““Mundane stuff” made great.Mundane stuff” made great.Great demographic.Great demographic.

The best. Period.The best. Period.Effective partnering.Effective partnering.

K.I.S.S.K.I.S.S.Play to win. (Offense > Defense.)Play to win. (Offense > Defense.)

Bold!Bold!Action! Always!Action! Always!

Integrity-as-strategy.Integrity-as-strategy.

**Focused on Focused on growthgrowth and and revenuerevenue and “ and “offenseoffense,”,” not defense and cost containment.not defense and cost containment.

**People-talent obsession.People-talent obsession.

**Provide mind-bending experiences. (DrivenProvide mind-bending experiences. (Driven by design primacy.)by design primacy.)

**Nuts about customers.Nuts about customers.

**Happy to use words like Happy to use words like “Wow.”“Wow.”

**Pretty close to the high end of the market.Pretty close to the high end of the market.

[*[*Ability to make silk purses filled with gold out ofAbility to make silk purses filled with gold out of sows’ ears: Wegmans-Whole Foods-Stew Leonard’ssows’ ears: Wegmans-Whole Foods-Stew Leonard’s and groceries; Jim’s Group and dog-walking;and groceries; Jim’s Group and dog-walking; Donnelly and weatherstrip installation; DeMarDonnelly and weatherstrip installation; DeMar and plumbing.and plumbing.]]

**Execution!Execution!

Cirque du Cirque du SoleilSoleil

““Every time we come to a Every time we come to a comfort zone, we will find a comfort zone, we will find a

way out.” “No Cloning.” way out.” “No Cloning.” “‘Reinvent the brand’ with “‘Reinvent the brand’ with each new show.” “A typical each new show.” “A typical

day at the office for me day at the office for me begins by asking, ‘begins by asking, ‘What is What is impossible that I am going impossible that I am going to do today?’”to do today?’” —Daniel Lamarre, —Daniel Lamarre,

president,president, Cirque du SoleilCirque du Soleil

And the Winner is …

1. 1. Audacity of VisionAudacity of Vision2. 2. Innovation/R&D/DesignInnovation/R&D/Design3. 3. Talent Acquisition &Talent Acquisition & Development Development4. Resultant “Experience”4. Resultant “Experience”5. Strategic Alliances5. Strategic Alliances6. Operations6. Operations7. Financial Management7. Financial Management8. Overall/Sustaining Excellence8. Overall/Sustaining Excellence9. “Wow!”9. “Wow!”10. 10. Lovemark!Lovemark!

Cirque du Soleil: Cirque du Soleil: TalentTalent (12 full-time (12 full-time

scouts,scouts, database of 20,000).database of 20,000). R&DR&D (40% of (40% of

profits; 2X avg corp).profits; 2X avg corp). ControlsControls (shows are (shows are profit centers; partners like Disney offset costs; profit centers; partners like Disney offset costs;

$100M on $500M). $100M on $500M). Scarcity builds Scarcity builds buzz/brandbuzz/brand (1 new show per year. “People (1 new show per year. “People tell me we’re leaving money on the table by not tell me we’re leaving money on the table by not duplicating our shows. They’re right.”—Daniel duplicating our shows. They’re right.”—Daniel

Lamarre, president).Lamarre, president).

Source: “The Phantasmagoria Factory”/Source: “The Phantasmagoria Factory”/Business 2.0Business 2.0/1-2.2004/1-2.2004

Cirque du SoleilCirque du Soleil

*$500M-$600M revenue*$500M-$600M revenue*#22 Interbrand/brand impact (>Microsoft, Disney, VW,*#22 Interbrand/brand impact (>Microsoft, Disney, VW, McDonald’s) McDonald’s)**“Every time we come to a comfort zone, we will find a“Every time we come to a comfort zone, we will find a way out” way out” (Daniel Lamarre/President) (Daniel Lamarre/President)*No Cloning!*No Cloning!*“Reinvent the brand” with EACH new show (max 1/year)*“Reinvent the brand” with EACH new show (max 1/year)*70% of profits into R&D!*70% of profits into R&D!**“A typical day at the office for me begins by asking, “A typical day at the office for me begins by asking, ‘What is impossible that I am going to do today?’” ‘What is impossible that I am going to do today?’” (Daniel Lamarre) (Daniel Lamarre)*No deal until creative challenge (no matter $$ on*No deal until creative challenge (no matter $$ on the table) the table)*Diverse creative teams! (“Don’t come out until you’ve*Diverse creative teams! (“Don’t come out until you’ve done something great.”) done something great.”)*Recruit the near-great (not prima donnas) *Recruit the near-great (not prima donnas) (crazy interviews) (crazy interviews)

Source: Source: Fast Company/Fast Company/07.0507.05

whole whole foods foods

$79$7988

$415$415/SqFt/Wal*Mart

$$798798/SqFt/Whole Foods

starbucksstarbucks

““It’s simple, really, It’s simple, really, Tom. Hire forTom. Hire for ss, ,

and, and, aboveabove allall, , ppromoteromote for for s.”s.”

—Starbucks middle manager/field

“A man without A man without a smiling face a smiling face

must not open a must not open a shop.”shop.” —Chinese Proverb

WegmansWegmans

#1/10#1/1000

“Best Companies to Work for”/2005

FBRFBR

FBR per TPFBR per TP

Make a DifferenceMake a DifferenceAdd Exceptional ValueAdd Exceptional ValueEnduring Relationships with Companies that Have the Potential Enduring Relationships with Companies that Have the Potential to Be Greatto Be GreatAfter-market Performance After-market Performance Focus/Strong Sectoral ApproachFocus/Strong Sectoral ApproachFocus/Underserved Middle Market/Mid-cap CosFocus/Underserved Middle Market/Mid-cap Cos

Dramatic DifferenceDramatic DifferenceResearch RootsResearch RootsResearch InvestmentResearch InvestmentUnique Analytic ProcessUnique Analytic ProcessHighly Disciplined Fundamental Intrinsic Value AnalysisHighly Disciplined Fundamental Intrinsic Value Analysis

Partnership CulturePartnership CultureMutual SupportMutual SupportEnthusiasmEnthusiasmMake a DifferenceMake a DifferenceD.C. as D.C.D.C. as D.C.D.C. as not Wall StreetD.C. as not Wall StreetVisibility/Tell Story/BrandVisibility/Tell Story/Brand

London London DrugsDrugs

““At London Drugs, At London Drugs, everyone cares everyone cares

about everythingabout everything.”.” —Wynne Powell

London DrugsLondon Drugs

**Each major department a “category killerEach major department a “category killer” (pharmacy,” (pharmacy, computers, photo-photo finishing, cosmetics) computers, photo-photo finishing, cosmetics)**“Service added”/ Experience “Service added”/ Experience (e.g., consultation booths (e.g., consultation booths forfor pharmaceutical Clients) pharmaceutical Clients)**Brilliant, eye-popping design-merchandisingBrilliant, eye-popping design-merchandising*Price point: peanuts to super-premium*Price point: peanuts to super-premium**Massive training, very low staff t/oMassive training, very low staff t/o*Big-bet experimentation-innovation*Big-bet experimentation-innovation*Locales begging for LD*Locales begging for LD**Financials to die forFinancials to die for**IS/IT/SC pioneersIS/IT/SC pioneers (compared favorably to Wal*Mart’s (compared favorably to Wal*Mart’s supply-chain management; exquisite vendor-partner supply-chain management; exquisite vendor-partner programs) programs)**Effectively deflected Wal*Mart incursionEffectively deflected Wal*Mart incursion*Philosophy: fun, enthusiasm, innovation, commitment,*Philosophy: fun, enthusiasm, innovation, commitment, care, talent development care, talent development

Build-A-BearBuild-A-Bear

Build-A-BearBuild-A-Bear

* 1997 to 2004: $0 to $300M* 1997 to 2004: $0 to $300M

* Maxine Clark/CEO * Maxine Clark/CEO (25 yrs May Dept Stores)(25 yrs May Dept Stores)

* Build-A-Bear Workshops* Build-A-Bear Workshops

* Engagement! * Engagement! (“Where Best Friends Are Made”)(“Where Best Friends Are Made”)

* Theater!* Theater!

Griffin Griffin Hospital/Hospital/Planetree Planetree AllianceAlliance

““It was the goal of It was the goal of PlanetreePlanetree to help to help

patients not only get patients not only get well faster but also well faster but also

to stay well longer.”to stay well longer.”

—Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

(Planetree Alliance/Griffin Hospital)

““Planetree is about Planetree is about human beings human beings caring for other caring for other

human beings.”human beings.”

——Putting Patients FirstPutting Patients First, Susan Frampton, Laura Gilpin,, Susan Frampton, Laura Gilpin, Patrick Charmel (“Ladies and gentlemen serving Patrick Charmel (“Ladies and gentlemen serving

ladies and gentlemen”—4S credo) ladies and gentlemen”—4S credo)

The 9 Planetree Practices

1.1. The Importance of Human InteractionThe Importance of Human Interaction2. Informing and Empowering Diverse Populations: Consumer Informing and Empowering Diverse Populations: Consumer Health Libraries and Patient Information Health Libraries and Patient Information3. Healing Partnerships: The importance of Including Friends Healing Partnerships: The importance of Including Friends and Family and Family4. Nutrition: The Nurturing Aspect of Food Nutrition: The Nurturing Aspect of Food5. Spirituality: Inner Resources for Healing Spirituality: Inner Resources for Healing6.6. Human Touch: The Essentials of Communicating Human Touch: The Essentials of Communicating Caring Through Massage Caring Through Massage7.7. Healing Arts: Nutrition for the Soul Healing Arts: Nutrition for the Soul8.8. Integrating Complementary and Alternative Practices Integrating Complementary and Alternative Practices into Conventional Care into Conventional Care9.9. Healing Environments: Architecture and Design Conducive Healing Environments: Architecture and Design Conducive to Health to Health

Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel

Big Picture Big Picture schools/schools/The MetThe Met

EBF* to EBI**

“engage the kids “engage the kids around their around their

passions.”passions.” —Dennis Littky/

The Met-Big Picture Schools

* Education By Fiat** Education By Interest

The Real Goals of Education/Dennis LittkyThe Real Goals of Education/Dennis Littky/The Big Picture/The Big Picture

*Be lifelong learners*Be lifelong learners*Be passionate*Be passionate*Be ready to take risks*Be ready to take risks*Be able to problem solve and think critically*Be able to problem solve and think critically*Be able to look at things differently*Be able to look at things differently*Be able to work independently and with others*Be able to work independently and with others*Be creative*Be creative*Care and want to give back to their community*Care and want to give back to their community*Persevere*Persevere*Have integrity and self-respect*Have integrity and self-respect*Have moral courage*Have moral courage*Be able to use the world around them well*Be able to use the world around them well*Speak well, write well, read well, and work*Speak well, write well, read well, and work well with numbers well with numbers*AND TRULY ENJOY THEIR LIFE AND WORK*AND TRULY ENJOY THEIR LIFE AND WORK

ProgressiveProgressive

Progressive Is …Progressive Is …

* “[Peter] Lewis has created an organization filled with* “[Peter] Lewis has created an organization filled with sharp, type-A personalities who are encouraged to take sharp, type-A personalities who are encouraged to take risks—even if that sometimes leads to mistakes.” risks—even if that sometimes leads to mistakes.”

* * “One thing that we’ve noticed is that they’ve always “One thing that we’ve noticed is that they’ve always been been very good at avoiding denial. They react quickly to very good at avoiding denial. They react quickly to changes in the marketplace.” changes in the marketplace.”——Keith Trauner/Keith Trauner/ portfolio manager portfolio manager

* “When four successive hurricanes hit Florida and* “When four successive hurricanes hit Florida and neighboring states in August and September, neighboring states in August and September, ProgressiveProgressive sent more than 1,000 claims adjusters to the sent more than 1,000 claims adjusters to the Southeast.Southeast. Result: 80% of 21,000 filed claims had been paid by Result: 80% of 21,000 filed claims had been paid by mid-mid- October, an impressive figure. This pleased policy October, an impressive figure. This pleased policy holdersholders and probably helped Progressive because delays in and probably helped Progressive because delays in claims payments typically mean higher costs.” claims payments typically mean higher costs.”

Source: Source: Barron’sBarron’s/ “Polished Performer: The Car Insurance Game’s / “Polished Performer: The Car Insurance Game’s Best Managers Have Put Progressive in the Fast Lane”/11.01.04 Best Managers Have Put Progressive in the Fast Lane”/11.01.04

““We don’t sell insurance We don’t sell insurance

anymore.anymore. WeWe sell sell speedspeed.”.” —Peter Lewis, —Peter Lewis,

ProgressiveProgressive

Commerce Commerce BankBank

Commerce Bank: From “Service” to “Experience”

7X. 730A-800P. F12A.*

*’93-’03/10 yr annual return: CB: 29%; WM: 17%; HD: 16%. Mkt Cap: 48% p.a.

Thesaurus of WOW!

“They” hate it if you call them “bankers.” “They” love it, on the other hand, when you ask to see their #s—stupendous. “They” are … Commerce Bank. These absurdly fast

growing, insanely profitable “retailers,” rewriting the rules of East Coast retail

banking, sent me a copy of their booklet, “Traditions.” It explicates their “Wow the Customer Philosophy.” At the end there’s “A Collection of Commerce Lingo.” I won’t define (use your imagination), but simply offer a small

sample: “Fans, Not Customers.” “Say YES … 1 to say YES, 2 to say NO.” (A staffer has to get a supervisor’s approval to say “no” to anything.) “Recover!!! To Err Is Human; To Recover Is Devine.” “Leave ’Em Speechless.” “Positive Behavior.”

“Positive Language.” “Kill A Stupid Rule.” (Get cash rewards for exposing dumb internal rules “that impede our ability to WOW!”) Make the ‘WOW! Answer Guide’

Your Best Friend.” “Buzz Bee.” “CommerceWOW!Zone.” (A K-12 financial education program.) “Doctor WOW!” “Ten-Minute Principle.” (“Stores” open 10 minutes before

posted hours, stay open 10 minutes after posted hours—and the hours, such as open 7 days a week, are already incredibly generous & tradition-shattering.) “Wall of

WOW!” “WOW! Awards.” (The annual recognition ceremony—Radio City Music Hall, with the Rockettes, in ’05.) “WOW! Patrol.” “WOW! Spotlight.”

“WOW Van.” “WOW Wiz.” (A service superstar.) Etc.

jim’s group jim’s group

Jim’s GroupJim’s Group:: Jim Penman.* Jim Penman.*

1984: Jim’s Mowing. 2006: Jim’s Group. 1984: Jim’s Mowing. 2006: Jim’s Group.

2,600 franchisees2,600 franchisees (Australia, NZ, UK). (Australia, NZ, UK). Cleaning. Dog washing. Handyman. Cleaning. Dog washing. Handyman.

Fencing. Paving. Pool care. Etc.Fencing. Paving. Pool care. Etc.

“People first.” Private. Small staff. Franchisees “People first.” Private. Small staff. Franchisees can leave at will. 0-1 complaint per year is can leave at will. 0-1 complaint per year is

norm; cut bad ones quickly.norm; cut bad ones quickly.

*Ph.D. cross-cultural anthropology; mowing on the side

Source: MT/Management Today (Australia), Jan-Feb 2006

GRANTGRANT

““The only way to The only way to whip an army iswhip an army is to go out and to go out and fight it.”fight it.” —Grant

Source: John Mosier, Grant

"The art of war is simple "The art of war is simple enough. enough. Find out where Find out where

your enemy is. Get at him your enemy is. Get at him as soon as as soon as yyou canou can. Strike . Strike at him as hard as you can at him as hard as you can and as often as you can, and as often as you can,

and and keekeepp movin movingg on on."." —Grant, —Grant, courtesy Richard Cauley at tompeters.comcourtesy Richard Cauley at tompeters.com

(original source unknown)(original source unknown)

““One of my superstitions had One of my superstitions had always been when I started always been when I started

to go anywhere or to do to go anywhere or to do

anything,anything, not to turn not to turn backback ,, or stop, until the or stop, until the

thing intended was thing intended was accomplished.”accomplished.” —Grant

NELSONNELSON

The Nelson Baker’s Dozen

1. Simple-clear scheme (“Plan”) (Not wildly imaginative) (Patton: “A good plan1. Simple-clear scheme (“Plan”) (Not wildly imaginative) (Patton: “A good plan executed with vigor right now tops a ‘perfect’ plan executed next week.”)executed with vigor right now tops a ‘perfect’ plan executed next week.”)2. 2. SOARING/BOLD/CLEAR/UNEQUIVOCAL/WORTHY/NOBLE/INSPIRINGSOARING/BOLD/CLEAR/UNEQUIVOCAL/WORTHY/NOBLE/INSPIRING “ “GOAL”/“MISSION”/“PURPOSE”/“QUEST”GOAL”/“MISSION”/“PURPOSE”/“QUEST”3. “Conversation”: Engagement of All Leaders3. “Conversation”: Engagement of All Leaders4. Leeway for Leaders: Select the Best/Dip Deep/Initiative demanded/Accountability4. Leeway for Leaders: Select the Best/Dip Deep/Initiative demanded/Accountability swift/Micromanagement absentswift/Micromanagement absent5. 5. LED BY “LOVE” LED BY “LOVE” (Lambert),(Lambert), NOT “AUTHORITY” NOT “AUTHORITY” (Identify with sailors!)(Identify with sailors!)6. Instinct/Seize the Moment/“Impetuosity” (Boyd’s “OODA Loops”: React more 6. Instinct/Seize the Moment/“Impetuosity” (Boyd’s “OODA Loops”: React more quickly than opponent, destroy his “world view”)quickly than opponent, destroy his “world view”)7. 7. VIGOR! VIGOR! (Zander: leader as “Dispenser of Enthusiasm”)(Zander: leader as “Dispenser of Enthusiasm”)8. Peerless Basic Skills/Mastery of Craft (Seamanship)8. Peerless Basic Skills/Mastery of Craft (Seamanship)9. Workaholic! (“Duty” first, second, and third)9. Workaholic! (“Duty” first, second, and third)10. 10. LEAD BY CONFIDENT & DETERMINED & CONTINUOUS & VISIBLE EXAMPLE LEAD BY CONFIDENT & DETERMINED & CONTINUOUS & VISIBLE EXAMPLE (In (In Harm’s Way) (Gandhi: “You must be the change you wish to see in the world”/Harm’s Way) (Gandhi: “You must be the change you wish to see in the world”/ Giuliani: Show up!)Giuliani: Show up!)11. Genius (“Transform the world to conform to their ideas,” “Triumph over rules”)11. Genius (“Transform the world to conform to their ideas,” “Triumph over rules”) (Gandhi, Lee-Singapore) , not Greatness (“Make the most of their world”) (Gandhi, Lee-Singapore) , not Greatness (“Make the most of their world”) 12. Luck! (Right time, right place; survivor) (“Lucky Eagle” vs “Bold Eagle”)12. Luck! (Right time, right place; survivor) (“Lucky Eagle” vs “Bold Eagle”)13. Others principal shortcoming:13. Others principal shortcoming: “ADMIRALS MORE FRIGHTENED OF LOSING “ADMIRALS MORE FRIGHTENED OF LOSING THAN ANXIOUS TO WIN” THAN ANXIOUS TO WIN”

Source: Andrew Lambert, Source: Andrew Lambert, Nelson: Britannia’s God of WarNelson: Britannia’s God of War

Nelson’s Way: A Baker’s Dozen/Short

1. Simple scheme.1. Simple scheme.2. 2. Noble purpose!Noble purpose!3. Engage others.3. Engage others.4. 4. Find great talent, let it soar!Find great talent, let it soar!5. 5. Lead by Love!Lead by Love!6. 6. Trust your gut, not the focus group: Seize the Moment!Trust your gut, not the focus group: Seize the Moment!7. 7. Vigor!Vigor! 8. Master your craft.8. Master your craft.9. Work harder than the next person.9. Work harder than the next person.10. 10. Show the way, walk the talk, exude confidence! Start a PassionShow the way, walk the talk, exude confidence! Start a Passion Epidemic!Epidemic!11. 11. Change the rules: Create your own game!Change the rules: Create your own game!12. 12. Shake off the pain, get back up off the ground, the timing mayShake off the pain, get back up off the ground, the timing may well be right tomorrow! well be right tomorrow! (E.g., Get lucky!)(E.g., Get lucky!)13. 13. By hook or by crook, quash your fear of failure, savor your By hook or by crook, quash your fear of failure, savor your quirkiness and participate fully in the fray!quirkiness and participate fully in the fray!

Source: Andrew Lambert, Nelson: Britannia’s God of War


BEDROCK.BEDROCK.LEADERSHIP.LEADERSHIP.

9Ps.9Ps.

PURPOSEPURPOSE..PASSIONPASSION..PotentialPotential..PresencePresence..PersonalPersonal..

PERSISTENCEPERSISTENCE..PEOPLEPEOPLE. . PotentPotent..

PositivePositive..

““People want to be part People want to be part of something larger than of something larger than themselvesthemselves.. They want to They want to

be part of something they’re be part of something they’re really really proudproud of, that they’ll of, that they’ll

fight fight forfor,, sacrifice sacrifice forfor , , trusttrust.”.” —Howard Schultz, Starbucks (IBD/09.05)

“Management has a lot to do with answers. Leadership is a function of questions. And the

first question for a leader always

is: ‘‘WhoWho dodo wewe iintendntend toto bebe?’?’ Not ‘What are we going to do?’

but ‘Who do we intend to be?’” —Max De Pree, Herman Miller

Ah, kids: “What is your vision “What is your vision for the future?” for the future?” “What have “What have you accomplished since your you accomplished since your first book?”first book?” “Close your eyes “Close your eyes and imagine me immediately and imagine me immediately doing something about what doing something about what

you’ve just said. What would it you’ve just said. What would it be?” be?” “Do you feel you have an “Do you feel you have an obligation to ‘Make the world a obligation to ‘Make the world a

better place’?”better place’?”

PURPOSEPURPOSE..

PASSIONPASSION..PotentialPotential..PresencePresence..PersonalPersonal..


PositivePositive..

““Nothing is so Nothing is so contagious as contagious as enthusiasm.”enthusiasm.”

—Samuel Taylor Coleridge

““Whenever anything is Whenever anything is being accomplished, I being accomplished, I

have learned, it is have learned, it is being done by a being done by a

monomaniac with a monomaniac with a mission.”mission.” —Peter Drucker

PURPOSEPURPOSE..PASSIONPASSION..

PotentialPotential..PresencePresence..PersonalPersonal..


PositivePositive..

“In the end, management doesn’t

change culture. Management

invitesinvites the workforce itself to change the culture.”

—Lou Gerstner

“The role of the Director is to create a space where the actors

and actresses can become become more than they’ve ever more than they’ve ever been before, more than been before, more than

they’ve dreamed of they’ve dreamed of beingbeing.”.” —Robert Altman, Oscar acceptance speech

PURPOSEPURPOSE..PASSIONPASSION..PotentialPotential..

PresencePresence..PersonalPersonal..


PositivePositive..

PURPOSEPURPOSE..PASSIONPASSION..PotentialPotential..PresencePresence..

PersonalPersonal..PERSISTENCEPERSISTENCE..

PEOPLEPEOPLE. . PotentPotent..

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“The The FirstFirst stepstep in a in a ‘dramatic’ ‘dramatic’

‘organizational change ‘organizational change program’ is obvious—program’ is obvious—

dramaticdramatic personal personal changechange!”!” —RG

““You must You must bebe the change you the change you

wish to see in the wish to see in the world.”world.”

Gandhi



PositivePositive..

RelentlessRelentless:: “One of “One of

my superstitions had always been my superstitions had always been when I started to go anywhere or when I started to go anywhere or

to do anything,to do anything, notnot to to turnturn backback ,, or stop, or stop,

until the thing intended was until the thing intended was accomplished.”accomplished.” —Grant

“This [adolescent] incident [of getting from point A to point B] is notable not only because it underlines Grant’s fearless horsemanship and his

determination, but also it is the first known example of a very important

peculiarity of his character: Grant had an Grant had an extreme, almost extreme, almost pphobic hobic dislike of turnindislike of turningg back back

and retracinand retracingg his ste his steppss.. If he

set out for somewhere, he would get there somehow, whatever the difficulties that lay in his way. This idiosyncrasy would turn out to be one the factors that made him such a formidable general. Grant would always,

always press on—turning back was not an option for him.”

—Michael Korda, Ulysses Grant

““It is no use It is no use saying ‘We are saying ‘We are doing our best.’doing our best.’ You have got to You have got to succeed in doing succeed in doing

what is what is necessary.”necessary.” —WSC

"The reasonable man adapts The reasonable man adapts himself to the world. The himself to the world. The

unreasonable one persists in unreasonable one persists in trying to adapt the world to trying to adapt the world to

himself. Therefore, all himself. Therefore, all progress depends upon the progress depends upon the unreasonable man.”unreasonable man.” —GB Shaw,

Man and Superman: The Revolutionists' Handbook.

““Success seems to Success seems to be largely a be largely a

mattermatter

of of hanginghanging onon after others after others have let go.”have let go.” —William

Feather, author

““The most The most successful successful

people are those people are those who who

are good at plan are good at plan B.”B.”

—James Yorke, mathematician, on chaos theory, in The New Scientist

"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!’GERONIMO!’ ” —Bill McKenna, professional motorcycle racer (Cycle magazine)


PERSISTENCEPERSISTENCE..

PEOPLEPEOPLE. . PotentPotent..

PositivePositive..

““Leaders Leaders

‘‘dodo’’ people. people.

Period.”Period.” —Anon.


PERSISTENCEPERSISTENCE..PEOPLEPEOPLE. .

PotentPotent..PositivePositive..

“Beware of the tyranny of making

Small Changes to Small

Things. Rather,

make BigBig Changes

to BigBig Things.”

—Roger Enrico, former Chairman, PepsiCo

Kevin Roberts’ Credo

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

10. Avoid moderationAvoid moderation!!



PositivePositive..

The greatest dangerThe greatest dangerfor most of usfor most of us

is not that our aim isis not that our aim istoo hightoo high

and we miss it,and we miss it,but that it isbut that it is

too lowtoo lowand we reach it.and we reach it.

Michelangelo



PositivePositive..

EXEXCELLE CELLE ALWALWAYSAYS..

first page, first item in the la times “homes” section sunday:

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