1. Brand Power & The Professional Services tom peters SMPS/08.09.2001

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

3. Brand Inside Brand Org: Lean, Linked, Internet-driven, Virtual

4. White Collar Revolution!

5. 108 X 5 vs. 8 X 1 = 540 vs. 8 (-98.5%)

6. IBM’s Project eLiza!

7. “Ebusiness is about rebuilding the organization from the ground up. Most companies today are not built to exploit the Internet. Their business processes, their approvals, their hierarchies, the number of people they employ … all of that is wrong for running an ebusiness.” Ray Lane, Kleiner Perkins

8. Brand Inside The Heart of the Value Creation Revolution: PSF Unbound!

9. 11 September 2000

10. 09.11.2000: HP bids $18,000,000,000 for PricewaterhouseCoopers Consulting business!

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

12. HP … Sun … GE … IBM … UPS … UTC … EOP … General Mills … Seagate … Anheuser-Busch … Carpet One … Delphi … Springs

13. Springs Collections. Flexible sourcing. Packaging. Merchandising. Promotion. Design. Systems & Site mgt. = Turnkey.

14. Problem: Everybody is going after the same space!

15. “We are a ‘real estate facilities consulting’ organization, not just an ‘interior design’ firm.” Jean Bellas, founder, SPACE (from SMPS Marketer)

16. Brand Inside Brand Action: Getting Started … a Personal Perspective

17. World’s Biggest Waste … Selling “Up”

18. THE IDEA: Model F4 F ind a F ellow F reak F araway

19. Heart of the Matter F2F!/K2K!/ 1@T/R.F!A.* *Freak to Freak/Kook to Kook/ One at a Time/ Ready.Fire!Aim.

20. BOTTOM LINE The Enemy!

21. Joe J. Jones 1942 – 2001 HE WOULDA DONE SOME REALLY COOL STUFF BUT … HIS BOSS WOULDN’T LET HIM!

22. 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

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

24. Brand Inside Brand Talent: The Great War for Talent

25. “When land was the scarce resource, nations battled over it. The same is happening now for talented people.” Stan Davis & Christopher Meyer, futureWEALTH

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

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

28. “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

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

30. 63 of 2,500 top earners in F500 8% Big 5 partners 14% partners at top 250 law firms 43% new med students; 26% med faculty; 7% deans Source: Susan Estrich, Sex and Power

31. “Where do good new ideas come from? That’s simple! From differences. Creativity comes from unlikely juxtapositions. The best way to maximize differences is to mix ages, cultures and disciplines.” Nicholas Negroponte

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

33. “Are there enough weird people in the lab these days?” V. Chmn., pharmaceutical house, to a lab director (06.01)

34. MantraM3 Talent = Brand

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

36. “The highest performing companies have well-developed systems for killing ideas their customers don’t want. As a result, these companies find it very difficult to invest adequate resources in disruptive technologies—lower margin opportunities that their customers don’t want—until they want them. And by then it’s too late.” Clayton Christensen, The Innovator’s Dilemma

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

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

39. Forces @ Work The Sameness Trap

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

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

42. Brand Outside Strategy 1 : Design Matters!

43. All Equal Except … “At Sony we assume that all products of our competitors have basically the same technology, price, performance and features. Design is the only thing that differentiates one product from another in the marketplace.” Norio Ohga

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

45. I LOVE my ZYLISS Garlic Peeler!

46. Design “is” … WHY I GET MAD. MAD.

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

48. Design is never neutral.

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

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

51. Brand Outside Strategy 2 : Women Rule!

52. $4.8T > Japan 9M/27.5M/$3.6T > Germany

53. “Amazing, now that I think about it. A bunch of guys -- developers, architects, contractors--sitting around designing shopping centers. And the ‘end users’ will be overwhelmingly women!”

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

55. 0

56. Message: Men cannot design for women’s needs. Period.

57. Brand Outside Strategy 3 : It’s the Experience!

58. “ 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

59. “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

60. 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

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

62. 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

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

64. HP Revisited PWC Consultants lead Business Re-invention Process (“Experience Economy”) Fabulous Customer Service (“Service Economy”) Terrific Servers (“Goods Economy”)

65. Brand Outside Strategy 3A: A Case in Point: The Four Seasons

66. “Practice Management” “Lessons” from the Four Seasons Chicago

67. Why I Stay at the Four Seasons Chicago Comfort. (“It’s good to be home.”)

68. Why I Stay at the Four Seasons Chicago The doorman. (Recognizes me.)

69. Why I Stay at the Four Seasons Chicago The fact that the GM always puts his desk chair in my room when I’m in town.

70. Why I Stay at the Four Seasons Chicago The bottle of Chalone chardonnay they leave for me. (They “remember.”)

71. Why I Stay at the Four Seasons Chicago No hairs in the bathtub. (Operational excellence.)

72. Why I Stay at the Four Seasons Chicago The Brand. (I trust Izzy.)

73. Brand Outside Strategy 3B: Sales2001

74. The Sales25: Great Salespeople … 1. Know the product. (Find cool mentors, and use them.) 2. Know the company. 3. Know the customer. (Including the customer’s consultants.) (And especially the “corporate culture.”) 4. Love internal politics at home and abroad. 5. Religiously respect competitors. (No badmouthing, no matter how provoked.) 6. Wire the customer’s org. (Relationships at all levels & functions.) 7. Wire the home team’s org. and vendors’ orgs. (INVEST Big Time time in relationships at all levels & functions.) (Take junior people in all functions to client meetings.)

75. Great Salespeople … 8. Never overpromise. (Even if it costs you your job.) 9. Sell only by solving problems-creating profitable opportunities. (“Our product solves these problems, creates these unimagined INCREDIBLE opportunities, and will make you a ton of money—here’s exactly how.”) (IS THIS A “PRODUCT SALE” OR A WOW-ORIGINAL SOLUTION YOU’LL BE DINING OFF 5 YEARS FROM NOW? THAT WILL BE WRITTEN UP IN THE TRADE PRESS?) 10. Will involve anybody—including mortal enemies—if it enhances the scope of the problem we can solve and increases the scope of the opportunity we can encompass. 11. Know the Brand Story cold; live the Brand Story. (If not, leave.)

76. Great Salespeople … 12. Think “Turnkey.” (It’s always your problem!) 13. Act as “orchestra conductor”: You are responsible for making the whole-damn-network respond. (PERIOD.) 14. Help the customer get to know the vendor’s organization & build up their Rolodex. 15. Walk away from bad business. (Even if it gets you fired.) 16. Understand the idea of a “good loss.” (A bold effort that’s sometimes better than a lousy win.) 17. Think those who regularly say “It’s all a price issue” suffer from rampant immaturity & shrunken imagination. 18. Will not give away the store to get a foot in the door. 19. Are wary & respectful of upstarts—the real enemy. 20. Seek several “cool customers”—who’ll drag you into Tomorrowland.

77. Great Salespeople … 21. Use the word “partnership” obsessively, even though it is way overused. (“Partnership” includes folks at all levels throughout the supply chain.) 22. Send thank you notes by the truckload. (NOT E- NOTES.) (Most are for “little things.”) (50% of those notes are sent to those in our company!) Remember birthdays. Use the word “we.” 23. When you look across the table at the customer, think religiously to yourself: “HOW CAN I MAKE THIS DUDE RICH & FAMOUS & GET HIM-HER PROMOTED?” 24. Great salespeople can affirmatively respond to the query in an HP banner ad: HAVE YOU CHANGED CIVILIZATION TODAY? 25. Keep your bloody PowerPoint slides simple!

78. Brand Outside Strategy 4 : BRAND POWER!

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

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

81. 1 st Law Mktg Physics: OVERT BENEFIT (Focus: 1 or 2 > 3 or 4/“One Great Thing.” Source #1: Personal Passion) 2 ND Law: REAL REASON TO BELIEVE (Stand & Deliver!) 3 RD Law: DRAMATIC DIFFERENCE (Execs Don’t Get It: See the next slide.) Source: Jump Start Your Business Brain, Doug HallDoug Hall

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

83. “WHO ARE WE?”

84. WHAT’S OUR STORY?

85. “A key – perhaps the key – to leadership is the effective communication of a story.” Howard Gardner Leading Minds: An Anatomy of Leadership

86. “EXACTLY HOW ARE WE DRAMATICLY DIFFERENT?”

87. “ WHY DOES IT MATTER TO THE CLIENT?”

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

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

91. Brand Leadership Passion Rules!

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

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