Up Close & Personal. The Ten New Rules of Sales & Marketing

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1 Up Close & Personal The Ten New Rules of Sales & Marketing

2 Gentlemen, we have run out of money. It is time to start thinking. Sir Ernest Rutherford Nobel Laureate Physics, 1908

3 The 3 Big Questions That Everyone Is Asking 1. What is really going on? 2. What is really going to happen? 3. What really should I do about it?

4 1. The Future Is Flat BYOG - Bring Your Own Growth: Innovative, Intimate or Productive

5 2% 2013 Canadian & American Real GDP Growth RBC Global Investment Outlook

6 We have a relentless drive to invent things that matter: innovations that build, power, move and help cure the world. We make things that very few in the world can, but that everyone needs. Jeff Immeldt, CEO, GE

7 Innovation versus innovation

8 MOTTO At The Ritz-Carlton Hotel Company, L.L.C., "We are ladies and gentlemen serving ladies and gentlemen." This motto exemplifies the anticipatory service provided by all staff members.

9 Waffle House has a very simple operational philosophy: get open. They never close. They run 24 hours a day. They have a corporate philosophy that if there is a hurricane or a storm, they try and get their stores open. It don t matter if you don t have power. It don t matter if you don t have gas. They have procedures that if they can get a generator in there, they ll get it going. They ll make coffee with bottled water. Craig Fugate, Head FEMA New York Times, November 4, 2012

10 Core Insights From Fast Company on Leading in A Time Of Chaos

11 Be totally confident and deeply anxious. Chaos is the defining feature of modern business. There s so much chaos around, you can t prevent it only respond to it quickly. The three month roadmap is about the best horizon you can think about coherently. Aaron Levie, CEO Box

12 Companies and people tend to look at chaos as an obstacle, a hurdle, we look at it as an opportunity: Get on the offense. Nike CEO Mark Parker

13 I don t think its true that size by definition limits adaptability. It s the notion that the way we ve done things is a formula for success that creates the trouble. That can be death. Mark Parker, CEO, Nike

14 We aren t going to invent driverless cars. We invest time in making people s finances better. My job is to encourage our people to dream, but on the right stuff. Brad Smith, CEO, Intuit

15 The defining insight of Generation Flux: There exists no single model that leads to success. Tolerating, accepting, and, yes, reveling in paradox is the approach demanded by our chaotic economy.

16 2. Older Is The New Young Design for Age. Package for Mature Youth.

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22 3. The Mosaic Is The Message - Our Differences Unite Us Show Me You Know Me. Values Are Valuable. Symbols Are Real.

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26 4. The Data Are Overwhelming In The Face of Big Data, Micro Focus: One Priority, One Slice At A Time

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29 Mute The HiPPO - the highest-paid person s opinion.

30 Four Key HBR Insights What do the data say? Where did the data come from? What kinds of analyses were conducted? How confident are we in the results? The first question a data-driven organization asks itself is not What do we think? but What do we know? The evidence is clear: Data-driven decisions tend to be better decisions. Leaders will either embrace this fact or be replaced by others who do. In sector after sector, companies that figure out how to combine domain expertise with data science will pull away from their rivals. Companies that inject Big Data and analytics into their operations show productivity rates and profitability that are 5% to 6% higher than those of their peers.

31 5. The Customer Is Smart, Well Informed, and In Control Reframe The Conversation: Add Insights to Knowledge.

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35 6. It s Becoming a Woman s World Think Feminine & Make It Safe For Men

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40 7. Media Are Personal Communicate The Way The Customer Wants: tweet me, text me, meet me, link me in, friend me, call me.

41 What happens in Vegas, stays on YouTube

42 Despite the internet, we're watching more TV, not less. Facebook crushes all rivals. Mobile, e-readers & tablets will drive growth of internet use. For the foreseeable future, the forecast for the planet's media habits is in a word, more. Source: Advertising Age

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44 Conformity & Exclusion Household Income 2011 Outer-Directed $100k+ $50K-$74K $25K-49K $75K-$99K <$25K Inner-Directed Idealism & Individuality

45 8. The Time Is Now Think Fast. Be Responsive. Lead Your Customers.

46 Our brands are the most valuable thing we own: We do business everyday as if our success depends on our company s good name because it does. Our reputation is our most precious asset. We are a world-class company built by our people one transaction, one handshake, one kept promise at a time. That makes each employee an owner of our brands, with the power to advance our position in the marketplace, one customer at a time. Enterprise Rent-A-Car #1 Cultural Value

47 We ride with our customers and apply this deep connection in every market we serve to create superior value for all our stakeholders Harley Davidson Mission

48 Inspire and nurture the human spirit one person, one cup and one neighbourhood at a time Starbucks Mission

49 We save people money so they can live better. If we work together, we ll lower the cost of living for everyone we ll give the world an opportunity to see what it s like to save and have a better life. Walmart Mission

50 9. It s a Matrix Out There: There Are Zero Degrees of Separation Reach Out and Across All Lines: Collaboration is The Only Antidote To Complexity

51 The Pollinator

52 We re very proud that more than half of new product initiatives at Procter and Gamble involve significant collaboration with those outside our walls. We partner with small companies, multinationals, individual inventors, and in some cases, even our competitors, to bring game-changing innovations to market. Connect + Develop is at the heart of how P&G innovates.

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54 It s not enough to take responsibility for your failures. It s important to create a culture that turns failures into learning and constant improvement. If the leader of the company doesn t do that, it s very difficult to get the culture right. It s crucial to creating a culture of courage. I think I learned more from my failures than from my success in all my years as a CEO. Arthur Lafley, former CEO, Procter & Gamble

55 10. Motivated People Win Why Always Finds How. Make It Meaningful and Joyful.

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58 People who cultivate a positive mind-set perform better in the face of challenge. This is the happiness advantage every business outcome shows improvement when the brain is positive.

59 One s general sense of well-being is surprisingly malleable. The habits you cultivate, the way you interact with coworkers, how you think about stress all these can be managed to increase your happiness and your chances of success.

60 3x Happy employees have, on average, 31% higher productivity; their sales are 37% higher; their creativity is three times higher.