FIRST THINGS BEFORE FIRST THINGS

1. Dr. D.A. Henderson, who led the international effort to eradicate smallpox, was asked what he wanted to eradicate next. His answer …Source: Sabin Vaccine Institute

2. Dr. D.A. Henderson, who led the international effort to eradicate smallpox, was asked what he wanted to eradicate next. His answer:“Bad management.”Source: Sabin Vaccine Institute

3. FIRST THINGS BEFORE FIRST THINGS

4. CONRADHILTON, at a gala celebrating his career, was called to the podium and asked,“What were the most important lessons you learned in your long and distinguished career?”His answer …

5. “Remember to tuck the shower curtain inside the bathtub.”

6. EXECUTION: “The All-Important Last 95%” “Amateurs talk about strategy. Professionals talk about logistics.” —General Omar Bradley, commander of American troops/D-Day

7. Tom Peters’ The Excellence Dividend: Profits through [REALLY] Putting People First World Business Forum Madrid/09 October 2018 (This presentation/10+ years of presentation slides at tompeters.com; also see our annotated 23-part Monster-Master at excellencenow.com)

8. Tom Peters’ The Excellence Dividend: Profits through [REALLY] Putting People First World Business Forum Madrid/09 October 2018

9. Given/Axiomatic …THERE IS NO EXCUSE FOR NOT MAKING ANY ORGANIZATION OF ANY SIZE IN ANY BUSINESS A GREATPLACETOWORK.EVERY LEADER HAS A MORAL OBLIGATION CIRCA 2018 TO DEVELOP PEOPLE SO THAT WHEN THEY LEAVE THEY ARE BETTER PREPARED FOR TOMORROW THAN THEY WERE WHEN THEY ARRIVED.

10. “It may sound radical, unconventional, and bordering on being a crazy business idea. However— as ridiculous as it sounds—joy is the core belief of our workplace. Joy is the reason my company, Menlo Innovations, a customer software design and development firm in Ann Arbor, exists. It defines what we do and how we do it. It is the single shared belief of our entire team.” —Richard Sheridan, Joy, Inc.: How We Built a Workplace People Love

11. Profit Through Putting People (REALLY) First Business Book Club Nice Companies Finish First: Why Cutthroat Management Is Over—and Collaboration Is In, by Peter Shankman with Karen Kelly Uncontainable: How Passion, Commitment, and Conscious Capitalism Built a Business Where Everyone Thrives, by Kip Tindell, CEO Container Store Conscious Capitalism: Liberating the Heroic Spirit of Business, by John Mackey, CEO Whole Foods, and Raj Sisodia Firms of Endearment: How World-Class Companies Profit from Passion and Purpose, by Raj Sisodia, Jag Sheth, and David Wolfe The Good Jobs Strategy: How the Smartest Companies Invest in Employees to Lower Costs and Boost Profits, by Zeynep Ton, MIT Small Giants: Companies That Choose to Be Great Instead of Big, by Bo Burlingham Joy at Work: A Revolutionary Approach to Fun on the Job, by Dennis Bakke, former CEO, AES Corporation Joy, Inc.: How We Built a Workplace People Love, by Richard Sheridan, CEO Menlo Innovations It’s Your Ship: Management Techniques from the Best Damn Ship in the Navy, by Mike Abrashoff, former commander, USS Benfold Turn This Ship Around; How to Create Leadership at Every Level, by L. David Marquet, former commander, SSN Santa Fe Employees First, Customers Second: Turning Conventional Management Upside Down, by Vineet Nayar, CEO, HCL Technologies Patients Come Second: Leading Change By Changing the Way You Lead by Paul Spiegelman & Britt Berrett The Customer Comes Second: Put Your People First and Watch ’Em Kick Butt, by Hal Rosenbluth, former CEO, Rosenbluth International Hidden Champions: Success Strategies of Unknown World Market Leaders, by Hermann Simon Retail Superstars: Inside the 25 Best Independent Stores in America, by George Whalin The Dream Manager, by Matthew Kelly The Soft Edge: Where Great Companies Find Lasting Success, by Rich Karlgaard, publisher, Forbes Delivering Happiness: A Path to Profits, by Tony Hsieh, Zappos Camellia: A Very Different Company Fans, Not Customers: How to Create Growth Companies in a No Growth World, by Vernon Hill Like a Virgin: Secrets They Won’t Teach You at Business School, by Richard Branson

12. “BUSINESS HAS TO GIVE PEOPLE ENRICHING, REWARDING LIVES … OR IT’S SIMPLY NOT WORTH DOING.” —Richard Branson (1/4,096) “[Business has the]responsibility to increase the sum of human well-being.”—Mihaly Csikszentmihalyi, Good Business “Business was originated to produce happiness, not pile up millions.” —B.C. FORBES, first issue of Forbes, September 1917

13. MANAGING: AS PAIN AND AGONY. Somebody’s got to do it; punching bag for higher ups on one end, grouchy employees on the other; blame magnet if things go wrong, big bosses abscond with the credit if things go right. MANAGING: AS THE PINNACLE OF HUMAN ACHIEVEMENT. The greatest life opportunity one can have (literally). Mid- to long-term success is no more and no less than a function of one’s dedication to and effectiveness at helping team members grow and flourish as individuals and as contributing members to an energetic, self-renewing organization dedicated to the relentless pursuit of EXCELLENCE.

14. “The role of the Director is to create a space where the actors and actresses canbecome more than they’ve ever been before, more than they’ve dreamed of being.” —Robert Altman, Oscar acceptance speech

15. Les Wexner:FROM FASHION TRENDS GURU TO JOY FROM PICKING/ DEVELOPING PEOPLE!* *Limited Brands founder Les Wexner queried on astounding (>>Welch) longterm growth & profitability: It happened, he said, because “I got as excited about developing people”as he had been about predicting fashion trends in his early years.

16. THE LAST WORD* (*FOR NOW)People are NOT “human resources.”People are NOT “our” “#1 asset.” Business IS people. Business IS people (leaders) serving people (employees) serving people (customers).

17. The Excellence Dividend THE EIGHTEEN “NUMBER ONES”* *52 YEARS, 1 PAGE

18. The Excellence Dividend THE EIGHTEEN “NUMBER ONES” *Investment #1: TRAINING [“Radical personal development” for all = Moral Responsibility = Immeasurable longterm strategic-differentiation opportunity = $$$$$. 10X more important in the Age of AI.] *Asset #1: PORTFOLIO OF FIRST-LINE MANAGERS [Key #1 to employee productivity/retention/product-service quality/customer fan-hood. Selection/training/mentoring of 1st-line chiefs a strategic priority.] *Core Value #1: LISTENING EXCELLENCE!!! [“Fierce listening”/ “Aggressive listening” to staff, outsiders. Note: Effective listening is time-consuming/exhausting! Effective listening is train-able!] [Branson: Listening is Leadership Key #1.] *Obsession #1: EXECUTION/“THE LAST 95%” [Omar Bradley: “Amateurs talk about strategy. Professionals talk about logistics.” Fred Malek: “Execution is strategy.” Conrad Hilton Secret #1: “Don’t forget to tuck the shower curtain into the bathtub.”] *Job #1: ESTABLISHING/MAINTAINING “60/60/24/7/365” A CULTURE OF EXCELLENCE-BY-PUTTING-PEOPLE-REALLY-FIRST [Plausible/ Profitable /Ennobling: No less than a “joyful” workplace!!!!/FYI: “PEOPLE (REALLY) FIRST” = CUSTOMERS FIRST = $$$$ = SOCIETAL CONTRIBUTION.] [Branson/“Business has to give people enriching rewarding lives, or it’s not worth doing.” DeJulius/“Your customers will never be happier than your employees.”] *Calling #1: LEADING IS A HUMAN-POTENTIAL-MAXIMIZATION ACTIVITY—THERE IS NO HIGHER CALLING. Any leader absolutely has the opportunity to dramatically affect the lives of thousands—far more than any surgeon. *Value-Added Strategy #1: DESIGN EXCELLENCE/RADICAL HUMANIZATION [Apple: “Steve and Jony spent hours discussing corners.” Review of MINI Cooper S: “No vehicle in recent memory has provoked more smiles.”/Metro Bank: A jillion little touches, e.g., dog biscuits, scintillating branches and wonderfully welcoming staff./Healthcare: Human kindness in its delivery promotes healing/DesignX and RadHumanization by and large beyond the foreseeable reach of AI] [And a great-legacy.] *Success Credo #1: “ARE YOU GOING TO COST CUT YOUR WAY TO PROSPERITY? OR ARE YOU GOING TO SPEND YOUR WAY TO PROSPERITY?” “OVER-INVEST IN OUR PEOPLE, OVER-INVEST IN OUR FACILITIES.” “COST CUTTING IS A DEATH SPIRAL. OUR WHOLE STORY IS GROWING REVENUE.” [Metro Bank/Commerce Bank mantra/hyper-contrarian consumer banking mega-success USA/UK.] *Organization Effectiveness/$$$$ Payoff #1: WOMEN BUY EVERYTHING [Consumer/ Commercial] WOMEN HAVE ALL THE MONEY [Another $22 trillion wealth transfer to women next 5 years] WOMEN ARE BETTER LEADERS [Solid research on this: E.g., F>M in 12 of 16 key leadership traits per Harvard Business Review/50-50 MF Boards = Plus 58% profitability per McKinsey. SO WHAT’S YOUR LEADERSHIP TEAM AND PRODUCT DEVELOPMENT TEAM F-M COMPOSITION????] *Missed Opportunity #1: OLDIES/RICH, MEGA-NUMEROUS, IGNORED—PLENTY OF TIME LEFT [“People at 50 have more than half their adult life ahead of them”—e.g., Americans buy 13 cars in a lifetime, 7 after age 50. Household net worth 65 plus is 47X > 35 minus. “Marketers attempts at reaching those over 50 have been miserably unsuccessful.”] *Economic Cornerstone #1: SMEs RULE/“BE THE BEST, IT’S THE ONLY MARKET THAT’S NOT CROWDED” [SMEs/Small and Medium-size Enterprises create the jobs, employ almost all of us, are the prime innovators—every economy’s backbone. Monster-size businesses cut costs, dump people over the side, underperform the market. ] *Innovation Strategy #1: WTTMSW/WHOEVER TRIES THE MOST STUFF WINS Extended: WTTMS[ASTMSUTF]W/WHOEVER TRIES THE MOST STUFF [AND SCREWS THE MOST STUFFUP THE FASTEST] WINS [Innovation guaranteed!!!/But requires supportive culture: “Try it. NOW.” “Fail Forward. Fast” “Reward excellent failures. Punish mediocre successes.” Wayne Gretzky: “You miss 100% of the shots you never take.”] *Personal Habit #1: READ. READ. READ. READ. READ. [Investor superstar: Not reading enough = CEO Deficit #1.] *Time Management Must #1: SLOW DOWN [All the important things—relationship building and maintenance, culture maintenance, aggressive listening, Excellence—take time, lots of.] *Making Things Happen Dictate #1: LUNCH!!! [The “Sacred 225 At Bats” = 225 Lunch Opportunities/Year = 225 Golden-Never-to-Be-Repeated Opportunities to meet new people, learn new things, establish and cement relationships up/down the organization and way beyond. LUNCH = NETWORKING OPPORTUNITY #1. Do NOT waste a single lunch opportunity/Keep score!] *Daily Activity #1: MBWA/MANAGING BY WANDERING AROUND [Daily. Daily = EVERY DAY. No excuses. Ever./And: If you don’t LOVE doing regular MBWA, choose another career!!!] *Commandment #1: EXCELLENCE IS THE NEXT FIVE MINUTES [Excellence = ULTIMATE SHORT-TERM STRATEGY = Next email/Chance hallway meeting/Saying “Thank you” for something small/Lending a helping hand for a half-hour when you’re busy …] *Axiom #1: HARD [NUMBERS, PLANS, ORG CHARTS] IS SOFT. SOFT [RELATIONSHIPS, CULTURE, LISTENING, EXCELLENCE] IS HARD. Sustaining winners: THE MIS-NAMED “SOFT STUFF” COMES F-I-R-S-T!!!!!!

19. The Excellence Dividend THE EIGHTEEN “NUMBER ONES” *Investment #1: TRAINING [“Radical personal development” for all = Moral Responsibility = Immeasurable longterm strategic-differentiation opportunity = $$$$$. 10X more important in the Age of AI.] *Asset #1: PORTFOLIO OF FIRST-LINE MANAGERS [Key #1 to employee productivity/retention/product-service quality/ customer fan-hood. Selection/training/mentoring of 1st-line chiefs a strategic priority.] *Core Value #1: LISTENING EXCELLENCE!!! [“Fierce listening”/ “Aggressive listening” to staff, outsiders. Note: Effective listening is time-consuming/exhausting! Effective listening is train-able!] [Branson: Listening is Leadership Key #1.] *Obsession #1: EXECUTION/“THE LAST 95%” [General Omar Bradley: “Amateurs talk about strategy. Professionals talk about logistics.” Fred Malek: “Execution is strategy.”Conrad Hilton Secret #1: “Don’t forget to tuck the shower curtain into the bathtub.”]

20. The Excellence Dividend THE EIGHTEEN “NUMBER ONES” *Job #1: ESTABLISHING/MAINTAINING “60/60/24/7/365” A CULTURE OF EXCELLENCE-BY-PUTTING-PEOPLE-REALLY-FIRST [Plausible/ Profitable/Ennobling: No less than a “joyful” workplace!!!!/FYI: “PEOPLE (REALLY) FIRST” = CUSTOMERS FIRST = $$$$ = SOCIETAL CONTRIBUTION.] [Branson/“Business has to give people enriching rewarding lives, or it’s not worth doing.” DeJulius/“Your customers will never be happier than your employees.”] *Calling #1: LEADING IS A HUMAN-POTENTIAL-MAXIMIZATION ACTIVITY—THERE IS NO HIGHER CALLING. Any leader absolutely has the opportunity to dramatically affect the lives of thousands—far more than any surgeon. *Value-Added Strategy #1: DESIGN EXCELLENCE/RADICAL HUMANIZATION [Apple: “Steve and Jony spent hours discussing corners.” Review of MINI Cooper S: “No vehicle in recent memory has provoked more smiles.”/Metro Bank: A jillion little touches, e.g., dog biscuits, scintillating branches and wonderfully welcoming staff./ Healthcare: Human kindness in its delivery promotes healing/DesignX and RadHumanization by and large beyond the foreseeable reach of AI] [And a great-legacy.]

21. The Excellence Dividend THE EIGHTEEN “NUMBER ONES” *Success Credo #1: “ARE YOU GOING TO COST CUT YOUR WAY TO PROSPERITY? OR ARE YOU GOING TO SPEND YOUR WAY TO PROSPERITY?” “OVER-INVEST IN OUR PEOPLE, OVER-INVEST IN OUR FACILITIES.” “COST CUTTING IS A DEATH SPIRAL. OUR WHOLE STORY IS GROWING REVENUE.” [Metro Bank/Commerce Bank mantra/hyper-contrarian consumer banking mega-success USA/UK.] *Organization Effectiveness/$$$$ Payoff #1: WOMEN BUY EVERYTHING [Consumer/ Commercial] WOMEN HAVE ALL THE MONEY [Another $22 trillion wealth transfer to women in the next 5 years/USA.] WOMEN ARE BETTER LEADERS [Solid research on this: E.g., F>M in 12 of 16 key leadership traits per Harvard Business Review/50-50 MF Boards = Plus 58% profitability per McKinsey. SO WHAT’S YOUR LEADERSHIP TEAM AND PRODUCT DEVELOPMENT TEAM F-M COMPOSITION????] *Missed Opportunity #1: OLDIES/RICH, MEGA-NUMEROUS, IGNORED—PLENTY OF TIME LEFT [“People at 50 have more than half their adult life ahead of them”—e.g., Americans buy 13 cars in a lifetime, 7 after age 50. Household net worth 65 plus is 47X > 35 minus. “Marketers attempts at reaching those over 50 have been miserably unsuccessful.”]

22. The Excellence Dividend THE EIGHTEEN “NUMBER ONES” *Economic Cornerstone #1: SMEs RULE/“BE THE BEST, IT’S THE ONLY MARKET THAT’S NOT CROWDED” [SMEs/Small and Medium-size Enterprises create the jobs, employ almost all of us, are the prime innovators—every economy’s backbone. Monster-size businesses cut costs, dump people over the side, underperform the market.] *Innovation Strategy #1: WTTMSW/WHOEVER TRIES THE MOST STUFF WINS Extended: WTTMS[ASTMSUTF]W/WHOEVER TRIES THE MOST STUFF [AND SCREWS THE MOST STUFF UP THE FASTEST] WINS [Innovation guaranteed!!!/But requires supportive culture: “Try it. NOW.” “Fail Forward. Fast.” “Reward excellent failures. Punish mediocre successes.” Wayne Gretzky: “You miss 100% of the shots you never take.”] *Personal Habit #1: READ. READ. READ. READ. READ. [Investor superstar: Not reading enough = CEO Deficit #1.] *Time Management Must #1: SLOW DOWN [All the important things—relationship building and maintenance, culture maintenance, aggressive listening, Excellence—take time, lots of.]

23. The Excellence Dividend THE EIGHTEEN “NUMBER ONES” *Making Things Happen Dictate #1: LUNCH!!! [The “Sacred 225 At Bats” = 225 Lunch Opportunities/Year = 225 Golden-Never-to-Be-Repeated Opportunities to meet new people, learn new things, establish and cement relationships up/down the organization and way beyond. LUNCH = NETWORKING OPPORTUNITY #1. Do NOT waste a single lunch opportunity/Keep score!] *Daily Activity #1:MBWA/MANAGING BY WANDERING AROUND [Daily. Daily = EVERY DAY. No excuses. Ever./And: If you don’t LOVE doing regular MBWA, choose another career!!!] *Commandment #1: EXCELLENCE IS THE NEXT FIVE MINUTES [Excellence = ULTIMATE SHORT-TERM STRATEGY = Next email/Chance hallway meeting/Saying “Thank you” for something small/Lending a helping hand for a half-hour when you’re busy …] *Axiom #1: HARD [NUMBERS, PLANS, ORG CHARTS] IS SOFT. SOFT [RELATIONSHIPS, CULTURE, LISTENING,, EXCELLENCE] IS HARD. Sustaining winners: THE MIS-NAMED “SOFT STUFF” COMES F-I-R-S-T!!!!!!

24. CULTURE IS THE GAME

25. CULTURE:IT IS THE GAME

26. “Culture eats strategy for breakfast.” —Ed Schein/1986

27. “If I could have chosen not to tackle the IBM culture head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard.Yet I came to see in my time at IBM that culture isn’t just one aspect of the game —IT IS THE GAME.” —Lou Gerstner, Who Says Elephants Can’t Dance

28. CULTURE/CEO JOB #1/THE RULES: CULTURE COMES FIRST. CULTURE IS EXCEEDINGLY DIFFICULT TO CHANGE. CULURE CHANGE CANNOT BE/MUST NOT BE EVADED OR AVOIDED. CULTURE MAINTENANCE IS ABOUT AS DIFFICULT AS CULTURE CHANGE. CULTURE MAINTENANCE: ONE DAY/ONE HOUR/ ONE MINUTE AT A TIME. CULTURE CHANGE/MAINTENANCE MUST BECOME A CONSCIOUS/PERMANENT/PERSONAL AGENDA ITEM. CULTURE CHANGE = AN “OUTSIDE-THE OFFICE JOB” = MBWA/MANAGING BY WANDERING AROUND. CULTURE CHANGE/MAINTENANCE IS MANIFEST IN “THE LITTLE THINGS” FAR MORE THAN IN THE BIG THINGS. REPEAT/CULTURE CHANGE/MAINTENANCE: ONE DAY/ONE HOUR/ONE MINUTE AT A TIME. FOREVER. AND EVER. AMEN.

29. 36/52 Years/18 Books/ 2,500 Speeches = 6 Words “Hard is soft. Soft is hard.” (You can Google it!)

30. Hard (numbers/plans) is Soft. Soft (relationships/culture) is Hard.

31. GOOGLE GETS A SURPRISE I“Project Oxygen [data from founding in 1998 to 2013] shocked everyone by concluding that, among the eight most important qualities of Google’s top employees, STEM[Science, Technology, Engineering, and Mathematics]expertise comes in dead last. The seven top characteristics of success at Google are all soft skills: being a good coach; communicating and listening well; possessing insights into others (including others’ different values and points of view); having empathy toward and being supportive of one’s colleagues; being a good critical thinker and problem solver; and being able to make connections across complex ideas. Those traits sound more like what one gets as an English or theater major than as a programmer. …Source: Valerie Strauss, “The surprising thing Google learned about its employees—and what it means for today’s students” (Washington Post, 20 December 2017)

32. GOOGLE GETS A SURPRISE II“Project Aristotle [2017] further supports the importance of soft skills even in high-tech environments. Project Aristotle analyzes data on inventive and productive teams,. Google takes pride in it’s A-teams, assembled with top scientists, each with the most specialized knowledge and able to throw down one cutting-edge idea after another. Its data analysis revealed, however, that the company’s most important and productive ideas come from B-teams comprised of employees that don’t always have to be the smartest people in the room. Project Aristotle shows that that the best teams at Google exhibit a range of soft skills: equality, generosity, curiosity toward the ideas of your teammates, empathy and emotional intelligence. And topping the list: emotional safety. No bullying. …(“[Tech] billionaire venture capitalist and ‘Shark Tank’ TV personality Mark Cuban looks for philosophy majors when he’s investing in sharks most likely to succeed.”)Source: Valerie Strauss, “The surprising thing Google learned about its employees—and what it means for today’s students” (Washington Post, 20 December 2017)

33. A CULTURE OF INNOVATION: TURN THE ORGANIZATION INTO A PLAYGROUND

34. INNOVATION I/Lesson50:WTTMSW+

35. WHOEVER TRIES THE MOST STUFF WINS

36. “EXPERIMENT FEARLESSLY”Source: BusinessWeek, “Type A Organization Strategies: How to Hit a Moving Target”—TACTIC #1“RELENTLESS TRIAL AND ERROR” Source: Wall Street Journal, cornerstone of effective approach to “rebalancing” company portfolios in the face of changing and uncertain global economic conditions

37. WTTMSASTMSUTFW

38. WHOEVER TRIES THE MOST STUFF AND SCREWS THE MOST STUFF UP THE FASTEST WINS

39. “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

40. Innovation is messy. Innovation is non-linear. Innovation is a circus. Innovation depends in full on a robust … “culture of ‘try it now.’” Innovation is fun. Innovation is heartbreaking. Innovation is not for sissies. If you know where you’re heading … you’re not innovating. If things “work out as planned” … you weren’t chasing anything interesting.

41. BE THE BEST

42. AND THE WINNERS AREN’T/ARE

43. “Mr. Foster and his McKinsey colleagues collected detailed performance data stretching back 40 years for1,000U.S. companies.They found thatNONEofthe long-term survivors managed to outperform the market. Worse, the longer companies had been in the database, the worse they did.” —Financial Times

44. AND THE WINNERS AREN’T/ARE

45. Jim’s Mowing Canada Jim’s Mowing UK Jim’s Antennas Jim’s Bookkeeping Jim’s Building Maintenance Jim’s Carpet Cleaning Jim’s Car Cleaning Jim’s Computer Services Jim’s Dog Wash Jim’s Driving School Jim’s Fencing Jim’s Floors Jim’s Painting Jim’s Paving Jim’s Pergolas [gazebos] Jim’s Pool Care Jim’s Pressure Cleaning Jim’s Roofing Jim’s Security Doors Jim’s Trees Jim’s Window Cleaning Jim’s Windscreens Source: Jim Penman, What Will They Franchise Next? The Story of Jim’s Group

46. JUNGLE JIM’S INTERNATIONAL MARKET, FAIRFIELD, OH:“An adventure in ‘shoppertainment,’ begins in the parking lot and goes on to 1,600 cheeses and 1,400 varieties of hot sauce—not to mention 12,000 wines priced from $8-$8,000 a bottle; all this is brought to you by 4,000 vendors. Customers from every corner of the globe.” Source: George Whalin, Retail Superstars: Inside the 25 Best Independent Stores in America

47. “AMERICA’S BEST RESTROOM” —Sixth Annual competition sponsored by Cintas Corporation, a supplier of restroom cleaning and hygiene products

48. Where the +201,000 new private-sector jobs came from* …51% Small firms41% Medium-sized8%Big*ADP National Employment Report/March2011

49. “BE THE BEST. IT’S THE ONLY MARKET THAT’S NOT CROWDED.” From: Retail Superstars: Inside the 25 Best Independent Stores in America, George Whalin

50. Sir Duffield Upends the Establishment* (*May the Cost-Slashing Addicts Roast in Hell!)