Tom Peters’ Re-Imagine.2006 ! Excellence Through the Relentless Provision of “Outrageous” Value-added CA Americas Sales

1. Tom Peters’Re-Imagine.2006!Excellence Through the Relentless Provision of “Outrageous” Value-addedCA Americas Sales KickoffOrlando/06April2006/LONG

2. Tom Peters’Re-imagine Excellence:The Relentless Pursuit ofDramaticDifference!

3. Unglued.

4. THREE BILLION NEW CAPITALISTS—Clyde Prestowitz

5. New Economy?Sergey, Larry > Harvard

6. “This is a dangerous world and it is going to become more dangerous.”“We may not be interested in chaos but chaos is interested in us.”Source: Robert Cooper, The Breaking of Nations: Order and Chaos in the Twenty-first Century

7. “the metabolically dominant soldier”Source: Radical Evolution: The Promise and Peril of Enhancing Our Minds, Our Bodies—and What It Means to Be Human, Joel Garreau

8. The General’s Answer. (And Darwin’s.)

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

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

11. My Answer.

12. “In Tom’s world, it’s always better to try a swan dive and deliver a colossal belly flop than to step timidly off the board while holding your nose.”—Fast Company /October2003

13. Naked Emperors.

14. “Forbes100” from 1917 to 1987: 39 members of the Class of ’17 were alive in ’87; 18 in ’87 F100; 18 F100 “survivors” underperformed the market by 20%; just 2 (2%), GE & Kodak, outperformed the market 1917 to 1987.S&P 500 from 1957 to 1997: 74 members of the Class of ’57 were alive in ’97; 12 (2.4%) of 500 outperformed the market from 1957 to 1997.Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market

15. “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

16. New Economy?!Genentech09, Amgen09 > Merck09 (70K-3/394B-5)

17. Lessons Learned. GE. Me.

18. 4/40

19. De-cent-ral-iz-a-tion!

20. Ex-e-cu-tion!

21. Ac-count-a-bil-ity!

22. 6:15A.M.

23. InnovateorDie!!

24. “A focus on cost-cutting and efficiency has helped many organizations weather the downturn, but this approach will ultimately render them obsolete.Only the constant pursuit of innovation can ensure long-term success.”—Daniel Muzyka, Dean, Sauder School of Business, Univ of British Columbia (FT/2004)

25. Resist!

26. “When asked to name just one big merger that had lived up to expectations, Leon Cooperman, former cochairman of Goldman Sachs’ Investment Policy Committee, answered:I’m sure there are success stories out there, but at this moment I draw a blank.”—Mark Sirower, The Synergy Trap

27. Scale?

28. “TOO BIG TO GROW: Why Wall Street has soured on many of corporate America’s most admired and feared companies”—headline, Newsweek, 0313.06

29. Joined at the Hip. How?MicrosoftCitigroupGEWal*MartIntelTimeWarner

30. Scale?“Microsoft’s Struggle With Scale”—Headline, FT, 09.2005“Troubling Exits at Microsoft” —Cover Story, BW, 09.2005“Too Big to Move Fast?”—Headline, BW, 09.2005

31. Different!Inspiration/s: “Dramatic Difference”/Doug Hall, “Remarkable Point of View”/Seth Godin

32. Franchise Lost!TP:“How many of you[600]reallycravea new Chevy?”NYC/IIR/061205

33. Beyond the “Pension Problem” Sedan, Less Than $20,000. Sedan, $20,000-$30,000. Sedan, $30,000-$40,000. Luxury Sedan. SUV, Less Than $30,000. SUV, More Than $30,000. Pickup Truck. Minivan. Green Car. Fun To Drive.*

34. This is not a “mature category.”

35. This is an “undistinguishedcategory.”

36. “To grow, companies need to break out of a vicious cycle of competitive benchmarking and imitation.”—W. Chan Kim & Renée Mauborgne, “Think for Yourself —Stop Copying a Rival,” Financial Times/2003

37. $798

38. $415/SqFt/Wal*Mart$798/SqFt/Whole Foods

39. 7X. 730A-800P. F12A.**’93-’03/10 yr annual return: CB: 29%; WM: 17%; HD: 16%. Mkt Cap: 48% p.a.

40. 

41. Cirque du Soleil!

42. “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

43. Cakewalk:WallopWal*Mart16**Or: Why it’s so unbelievably easy to beat a GIANT Company

44. The “Small Guys” Guide: Wallop Wal*Mart16 *Niche-aimed. (Never, ever “all things for all people,” a “mini-Wal*Mart.) *Never attack the monsters head on! (Instead steal niche business and lukewarm customers.) *“Dramatically Different” (La Difference ... within our community, our industry regionally … is as obvious as the end of one’s nose!) (THIS IS WHERE MOST MIDGETS COME UP SHORT.) *Compete on value/experience/intimacy, not price. (You ain’t gonna beat the behemoths on cost-price in 9.99 out of 10 cases.) *Emotional bond with Clients, Vendors. (BEAT THE BIGGIES ON EMOTION/CONNECTION!!)

45. Donnelly’s Weatherstrip ServiceWeymouth MA

46. Focus!

47. “We will not, I repeat not, pretend to be ‘all things to all people.’”—CEO, Investec (03.06)

48. The Benefits of … “FOCUSED EXCELLENCE”Shouldice/Hernia Repair:30 min, 1% recurrence. Avg: 90 min, 10%-15% recurrence.Source: Complications, Atul Gawande

49. Big WinnersLousy industry … Specialty (No competition) … Smaller than competitors4 Traits: Sweet spot … Agility … Discipline … FOCUSSource: Alfred Marcus, Big Winners and Big Losers: The 4 Secrets of Long-term Business and Failure

50. Op-ed. Wall Street Journal. 2 March 2006: “Boutique vs. Behemoth: Upstarts Steal Market Share from the Investment Banks.”