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  1. Sorry!

  2. Thank you, Ann!!!

  3. Tom Peters’ X25*EXCELLENCE. ALWAYS.State Farm/Las Vegas/15May2007*In Search of Excellence 1982-2007

  4. 20$14,000,000,000,000- $25,000,000,000,000

  5. Slides* at …*Also see … LONG


  7. Excellence1982: The Bedrock “Eight Basics” 1. A Bias for Action 2. Close to the Customer 3. Autonomy and Entrepreneurship 4. Productivity Through People 5. HandsOn, Value-Driven 6. Stick to the Knitting 7. Simple Form, Lean Staff 8. Simultaneous Loose-Tight Properties”

  8. EXCELLENCE.1982.Hard is soft.Soft is hard.

  9. Hard Is SoftSoft Is Hard

  10. Hard Is Soft (Plans, #s)Soft Is Hard (people, customers, values, relationships))

  11. Measure #1: R.O.I.R.**Return On Investment In Relationships


  13. Why in the World did you go to Siberia?

  14. “enterprises that Matter & changethe game … offer solutions & experiences that surprise , amaze, and transform perceptions of what’spossible—and sticklikesuper-glue in customers’ minds.* such offerings are brilliantly conceived and flawlessly delivered by unconventional, creative, hyper-committed, energetic talent from within & outside the organization.”—Tom PetersE.g.: Apple, Whole Foods, Cirque du Soleil, Starbucks, Wegmans, London Drugs, Griffin Hospital/Planetree Alliance, John Laing Homes, RE/MAX, Sewell Autos, Jim’s Group, The Met/Big Picture, Virgin, Commerce Bank, Google, Basement Systems Inc., Ford (circa 1917), IBM (circa 1970), Wannamaker’s (circa 1880)


  16. “You do not merely want to be the best of the best.You want to be considered the only ones who do what you do.” —Jerry Garcia


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

  19. “Every time we come to a comfort zone, we will find a way out.” “No Cloning.” “‘Reinvent the brand’ with each new show.” “A typical day at the office for me begins by asking,‘What is impossible that I am going to do today?’”—Daniel Lamarre, president, Cirque du Soleil

  20. Up,Up,Up, Upthe Value-added Ladder.


  22. Trapper: <$20 per beaver pelt.Source: WSJ

  23. wdcp/“Wildlife Damage-control Professional”:$150 to “remove” “problem beaver”; $750-$1,000 for flood-control piping … so that beavers can stay.Source: WSJ

  24. $55B

  25. The Value-added Ladder/ OPPORTUNITY-SEEKINGCustomer Success/ Gamechanging SolutionsServicesGoods Raw Materials

  26. Up,Up,Up, Upthe Value-added Ladder.

  27. “Experiences are as distinct from services as services are from goods.”—Joe Pine & Jim Gilmore, The Experience Economy: Work Is Theatre & Every Business a Stage

  28. “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

  29. $798

  30. 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.

  31. The Commerce Bank Model“we want them in our stores.”Source: Fans! Not customers. How Commerce Bank Created a Super-growth Business in a No-growth Industry, Vernon Hill & Bob Andelman

  32. 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

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

  34. The Value-added Ladder/ MEMORABLE CONNECTIONSpellbinding ExperiencesGamechanging SolutionsServicesGoods Raw Materials

  35. 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

  36. Tattoo Brand:What % of users would tattoo the brand name on their body?

  37. The Value-added Ladder/ ECSTASYLovemarkSpellbinding ExperiencesClient Solutions/SuccessServicesGoodsRaw Materials

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

  39. “NEW” MARKETS.

  40. women.BOOMERS.GEEZERS.

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

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

  43. “Girls are the new boys.”Source: The Daily Mail, 0425.2007, “Why today’s women want a girl”

  44. Not Just America …“Boys Falling Seven Years Behind Girls at GCSE Level”—headline, Weekly Telegraph, UK, 10.25.06

  45. “Women arethemajority market”—Fara Warner/The Power of the Purse

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

  47. Selling to men:The TRANSACTION ModelSelling to Women:The RELATIONAL ModelSource: Selling to Men, Selling to Women, Jeffery Tobias Halter

  48. 10.6

  49. 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. Sowhatexactlyis … thepointofmen?