【文章內(nèi)容簡(jiǎn)介】 Business Experience Ladder/TP Dreams Come True Awesome Experiences Solutions Services Goods Raw Materials Kevin Roberts*: Lovemarks! *CEO/Saatchi Saatchi ―When I first suggested that Love was the way to transform business, grown CEOs blushed and slid down behind annual accounts. But I kept at them. I knew it was Love that was missing. I knew that Love was the only way to ante up the emotional temperature and create the new kinds of relationships brands needed. I knew that Love was the only way business could respond to the rapid shift in control to consumers.‖ —Kevin Roberts/Lovemarks “Apple opposes, IBM solves, Nike exhorts, Virgin enlightens, Sony dreams, Beton protests. … Brands are not nouns but verbs.” Source: JeanMarie Dru … Disruption “The good 10 percent of American product design es out of bigidea panies that don?t believe in talking to the customer. They39。re run by passionate maniacs who make everybody‘s life miserable until they get what they want.‖ Bran Ferren, Applied Minds/Wired 12023 Rules of ―Radical Marketing‖ Love + Respect Your Customers! Hire only Passionate Missionaries! Create a Community of Customers! Celebrate Craziness! Be insanely True to the Brand! Sam Hill Glenn Rifkin, Radical Marketing (., Harley, Virgin, The Dead, HBS, NBA) Cirque du Soleil! Infosys/Plawarping Aspirations … ―By making the Global Delivery Model both legitimate and mainstream, we have brought the battle to our territory. That is, after all, the purpose of strategy. We have bee the leaders, and incumbents [IBM, Accenture] are followers, forever playing catchup. … However, creating a new business innovation is not enough for rules to be changed. The innovation must impact clients, petitors, investors, and society. We have seen all this in spades. Clients have embraced the model and are demanding it in even greater measure. The acuteness of their circumstance, coupled with the capability and value of our solution, has made the choice not a choice. Competitors have been dragged kicking and screaming to replicate what we do. They face trauma and disruption, but the game has changed forever. Investors have grasped that this is not a passing fancy, but a potential restructuring of the way the world operates and how value will be created in the future.” —Narayana Murthy, chairman‘s letter, Infosys Annual Report 2023 WHAT CAN BROWN DO FOR YOU? Weird Wins! FLASH: Innovation is easy! SaviorsinWaiting Disgruntled Customers OfftheScope Competitors Rogue Employees Fringe Suppliers Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees THINK WEIRD: The High Standard Deviation Enterprise. ―If you worship at the throne of the voice of the customer, you‘ll get only incremental advances.” Joseph Morone, President, Bentley College “To grow, panies need to break out of a vicious cycle of petitive benchmarking and imitation.” —W. Chan Kim Ren233。 Maubne, ―Think for Yourself —Stop Copying a Rival,‖ Financial Times/ “The short road to ruin is to emulate the methods of your adversary.” — Winston Churchill ―This is an essay about what it takes to create and sell something remarkable. It is a plea for originality, passion, guts and daring. You can‘t be remarkable by following someone else who‘s remarkable. One way to figure out a theory is to look at what‘s working in the real world and determine what the successes have in mon. But what could the Four Seasons and Motel 6 possibly have in mon? Or NeimanMarcus and Wal*Mart? Or Nokia (bringing out new hardware every 30 days or so) and Nintendo (marketing the same Game Boy 14 years in a row)? It‘s like trying to drive looking in the rearview mirror. The thing that all these panies have in mon is that they have nothing in mon. They are outliers. They‘re on the fringes. Superfast o