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Jim Stengel - How Ideas power growth

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Published by Niche Marketing & Planet Mogul, 2017-06-17 07:55:32

Growth and Profit

Jim Stengel - How Ideas power growth

Keywords: ideas,innovation,power,growth,marketing,jim stengel

 


 

GROW:
 
 How
 Ideals
 Power
 Growth
 and
 Profit
 


 at
 the
 World’s
 Greatest
 Companies
 


 

 

 Discussion
 Guide
 

 

 
This
 serves
 as
 the
 discussion
 guide
 to
 Grow,
 by
 Jim
 Stengel.
 ISBN-­‐978-­‐0-­‐307-­‐72035-­‐1.
 

 
The
 guide
 will
 provide
 questions
 to
 stimulate
 discussion
 and
 better
 understanding
 of
 
the
 material.
 This
 guide
 is
 to
 be
 used
 with
 the
 book,
 and
 some
 suggested
 answers
 to
 
the
 discussion
 questions
 are
 provided.
 
 

 
Chapter
 1
 –
 The
 Ideal
 Factor
 


 

 
Discussion
 Questions:
 
1. What
 is
 the
 importance
 of
 having
 a
 Brand
 Ideal?
 

 
2. Can
 multiple
 companies
 have
 the
 same
 Brand
 Ideal?
 

 
3. Is
 it
 enough
 to
 have
 a
 Brand
 Ideal?
 

 
4. How
 much
 of
 the
 capitalization
 of
 firms
 lies
 with
 the
 value
 of
 their
 brands?
 

 
5. Are
 Brand
 Ideals
 long-­‐lived?
 

 
6. How
 does
 it
 help
 leaders
 motivate?
 

 

 
 

©2013 Jim Stengel Company 2 www.jimstengel.com

 
Answers
 to
 Chapter
 1
 Discussion
 Questions:
 
1. What
 is
 the
 importance
 of
 having
 a
 Brand
 Ideal?
 

 

A
 brand
 ideal
 is
 a
 business’s
 essential
 reason
 for
 being,
 the
 higher-­‐order
 benefit
 it
 
brings
 to
 the
 world.
 A
 brand
 ideal
 of
 improving
 people’s
 lives
 is
 the
 only
 sustainable
 
way
 to
 recruit,
 unite,
 and
 inspire
 the
 thoughts,
 feelings,
 and
 actions
 of
 the
 people
 a
 
business
 touches,
 from
 employees
 to
 customers.
 

 
The
 central
 principle
 of
 the
 new
 framework
 is
 the
 decisive
 importance,
 for
 any
 
business,
 of
 having
 a
 brand
 ideal,
 a
 shared
 goal
 of
 improving
 people’s
 lives.
 
 

 
2. Can
 multiple
 companies
 have
 the
 same
 Brand
 Ideal?
 
 

 
Yes.
 Many
 companies
 can
 want
 to
 make
 a
 contribution
 to
 society
 through
 the
 
development
 of
 technology.
 To
 put
 that
 into
 practice
 is
 the
 real
 test.
 

 
3. Is
 it
 enough
 to
 have
 a
 Brand
 Ideal?
 
 
 

 
No,
 one
 must
 also:
 
 

a. Discover
 an
 ideal
 in
 one
 of
 five
 areas
 of
 fundamental
 human
 values
 
b. Build
 your
 culture
 around
 your
 ideal
 
c. Communicate
 the
 ideal
 to
 engage
 employees
 and
 customers
 
d. Deliver
 a
 near-­‐ideal
 customer
 experience
 
e. Evaluate
 the
 business
 progress
 and
 people
 against
 your
 ideal
 


 
4. How
 much
 of
 the
 capitalization
 of
 firms
 lies
 with
 the
 value
 of
 their
 brands?
 

 

In
 1980
 virtually
 the
 entire
 market
 capitalization
 of
 an
 S&P
 500
 company
 consisted
 
of
 tangible
 assets
 (cash,
 offices,
 plants,
 equipment,
 inventories,
 etc.).
 In
 2010
 
tangible
 assets
 accounted
 for
 only
 30
 to
 40
 percent
 of
 a
 company’s
 market
 
capitalization.
 The
 rest
 of
 its
 capitalization
 consisted
 of
 intangible
 assets,
 and
 about
 
half
 of
 that
 —
 31
 percent
 of
 total
 market
 capitalization
 —
 came
 from
 the
 brand.
 

 
5. Are
 Brand
 Ideals
 long-­‐lived?
 

 
Highly
 adaptive
 and
 flexible,
 a
 brand
 ideal
 is
 not
 tied
 to
 a
 particular
 business
 model
 
and
 has
 no
 expiration
 date.
 It
 generates
 effective
 new
 business
 models,
 strategies,
 
and
 tactics
 before
 the
 current
 ones
 have
 lost
 their
 freshness
 and
 begun
 to
 produce
 
diminishing
 returns.
 On
 the
 other
 hand,
 the
 surest
 route
 to
 business
 obsolescence
 
is
 ignoring
 or
 misunderstanding
 the
 significance
 of
 ideals.
 

 

 

©2013 Jim Stengel Company 3 www.jimstengel.com

 

 
6.
 How
 does
 it
 help
 leaders
 motivate?
 

 

Most
 important,
 a
 brand
 ideal
 enables
 leaders
 to
 drive
 results
 by
 being
 absolutely
 
clear
 and
 compelling
 about
 what
 they
 value.
 Few
 leaders
 articulate
 that
 well.
 It
 
can’t
 just
 be
 numbers
 and
 money.
 Numbers
 and
 money
 alone
 will
 not
 motivate
 and
 
drive
 great
 performance
 and
 bring
 or
 keep
 valuable
 people
 on
 board.
 
 The
 higher
 
your
 position
 as
 a
 leader,
 the
 simpler
 and
 more
 robust
 your
 message
 must
 be
 to
 
translate
 across
 varied
 individuals,
 teams,
 groups,
 divisions,
 and
 business
 units.
 
Ideals
 do
 that
 because
 they
 speak
 to
 universal
 human
 instincts,
 hopes,
 and
 values.
 

 


 

 


 
 

©2013 Jim Stengel Company 4 www.jimstengel.com

 
Chapter
 2
 -­‐
 The
 Stengel
 Study
 of
 Business
 Growth
 


 

 
Discussion
 Questions:
 
1. What
 is
 the
 Stengel
 Study
 of
 Business
 Growth?
 

 
2. What
 are
 business
 artists?
 


 
3. Why
 should
 businesses
 be
 led
 by
 brand
 artists?
 


 
4. How
 does
 the
 choice
 of
 the
 time
 period
 impact
 how
 companies
 do?
 


 
5. What
 are
 some
 underlying
 economic
 and
 technological
 trends
 during
 the
 period
 of
 

study?
 

 
6. How
 does
 the
 inclusion
 of
 the
 Great
 Recession
 in
 the
 period
 of
 study
 impact
 the
 
results?
 

 
7. What
 does
 the
 study
 of
 the
 brain
 tell
 us
 about
 brand
 loyalty?
 


 

 
 

©2013 Jim Stengel Company 5 www.jimstengel.com

 
Answers
 to
 Chapter
 2
 Discussion
 Questions:
 
1. What
 is
 the
 Stengel
 Study
 of
 Business
 Growth?
 


 
The
 Stengel
 Study
 of
 Business
 Growth
 is
 the
 “only
 brand
 value
 study
 that
 correlates
 
the
 extent
 of
 people’s
 bonding
 with
 brands
 and
 the
 growth
 in
 those
 brands’
 
financial
 value.”
 

 
The
 study
 “correlates
 the
 extent
 of
 people’s
 bonding
 with
 brands
 and
 the
 growth
 in
 
those
 brands’
 financial
 value.”
 


 
2. What
 are
 business
 artists?
 


 
The
 business
 artists
 in
 the
 Stengel
 50
 excel
 at:
 
-­‐ Discovering
 a
 brand
 ideal
 that
 can
 drive
 growth
 by
 connecting
 the
 business
 with
 

fundamental
 human
 values
 
-­‐ Building
 the
 business
 culture
 around
 the
 ideal
 
-­‐ Communicating
 the
 ideal
 internally
 and
 externally
 
-­‐ Delivering
 a
 near-­‐ideal
 customer
 experience
 
-­‐ Evaluating
 the
 whole
 business
 against
 the
 ideal
 

 
3. Why
 should
 businesses
 be
 led
 by
 brand
 artists?
 

 
These
 [fast-­‐growing,
 highly
 profitable]
 companies
 were
 led
 by
 brand
 artists
 who
 
had
 “even
 greater
 clarity,
 consistency,
 commitment,
 and
 creativity
 in
 the
 way
 they
 
leveraged
 the
 power
 of
 ideals.”
 

 
“[Using
 brand
 artists]
 enabled
 these
 businesses
 to
 operate
 at
 a
 faster
 clip
 than
 we
 
did,
 to
 act
 —
 very
 effectively
 —
 on
 intuition
 more
 than
 we
 did,
 and
 to
 create
 
imaginative
 brand
 experiences
 that
 went
 well
 beyond
 the
 basic
 functionality
 of
 
their
 products
 and
 services.”
 

 
4. How
 does
 the
 choice
 of
 the
 time
 period
 impact
 how
 companies
 do?
 

 
Any
 time
 period
 is
 arbitrary,
 some
 firms
 will
 make
 the
 cut
 and
 some
 will
 not
 
depending
 on
 business
 conditions
 of
 the
 time.
 

 
5. What
 are
 some
 underlying
 economic
 and
 technological
 trends
 during
 the
 period
 of
 
study?
 

 
The
 period
 coincides
 with
 the
 massive
 growth
 of
 the
 BRIC
 countries
 and
 emerging
 
nations
 in
 general.
 A
 huge
 labor
 force
 was
 now
 entering
 their
 second
 decade
 on
 the
 
world
 scene,
 driving
 down
 manufacturing
 costs,
 reducing
 manufacturing
 

©2013 Jim Stengel Company 6 www.jimstengel.com

employment
 in
 the
 advanced
 economies
 and
 creating
 a
 huge
 new
 lower
 middle
 
class
 in
 the
 emerging
 economies
 who
 all
 of
 a
 sudden
 have
 some
 discretionary
 
income.
 

 
Computing
 power
 has
 grown
 exponentially
 while
 its
 price
 has
 fallen.
 This
 allowed
 
more
 information
 to
 be
 processed
 cheaply,
 lowered
 the
 costs
 of
 automation,
 
providing
 a
 premium
 for
 those
 able
 to
 marshal
 those
 forces.
 At
 the
 same
 time
 much
 
of
 the
 manufacturing
 work
 had
 become
 automated,
 some
 basic
 clerical
 tasks
 were
 
also
 either
 automated
 or
 offshored
 to
 lower
 costs
 nations,
 who
 through
 the
 more
 
inter-­‐connected
 world
 were
 able
 to
 take
 on
 these
 tasks.
 

 
There
 has
 been
 a
 growing
 awareness
 of
 the
 environment
 and
 a
 greater
 health-­‐
consciousness
 among
 the
 population.
 
 

 
6. How
 does
 the
 inclusion
 of
 the
 Great
 Recession
 in
 the
 period
 of
 study
 impact
 the
 
results?
 

 
Its
 inclusion
 may
 favor
 more
 recession-­‐proof
 industries
 such
 as
 luxury
 goods
 and
 
hinder
 those
 that
 produce
 discretionary
 products
 and
 services
 targeting
 the
 
broader
 middle
 class.
 

 
Looking
 at
 mid
 2003–mid
 2013
 for
 HP
 would
 show
 only
 a
 20%
 total
 gain
 in
 the
 stock
 
price
 over
 the
 ten
 year
 period.
 

 
7. What
 does
 the
 study
 of
 the
 brain
 tell
 us
 about
 brand
 loyalty?
 

 
The
 application
 of
 neuroscience,
 the
 study
 of
 the
 human
 brain
 and
 nervous
 system,
 
to
 the
 study
 of
 brand
 loyalty
 is
 yielding
 interesting
 results.
 Neurological
 testing
 
involves
 a
 combination
 of
 electroencephalography
 (EEG)
 and
 sophisticated
 eye
 
tracking
 equipment
 that
 records
 exactly
 where
 a
 person
 is
 looking
 while
 
experiencing
 a
 stimulus.
 Measurement
 of
 electrical
 activity
 is
 then
 made
 in
 the
 
parts
 of
 the
 brain
 where
 the
 subconscious
 lies.
 This
 includes
 the
 amygdale,
 which
 is
 
a
 main
 region
 for
 the
 processing
 of
 emotional
 reactions.
 

 
The
 Five
 Areas
 of
 Fundamental
 Human
 Values
 
 
 

 

 Eliciting
 Joy:
 Businesses
 in
 this
 field
 have
 brand
 ideals
 of
 improving
 people’s
 lives
 
by
 activating
 experiences
 of
 happiness,
 wonder,
 and
 limitless
 possibility.
 

 

 Enabling
 Connection:
 Businesses
 in
 this
 field
 have
 brand
 ideals
 of
 improving
 
people’s
 lives
 by
 enhancing
 their
 ability
 to
 connect
 with
 each
 other
 and
 the
 world
 in
 
meaningful
 ways.
 

 

©2013 Jim Stengel Company 7 www.jimstengel.com


 Inspiring
 Exploration:
 Businesses
 in
 this
 field
 have
 brand
 ideals
 of
 improving
 
people’s
 lives
 by
 helping
 them
 explore
 new
 horizons
 and
 new
 experiences.
 

 

 Evoking
 Pride:
 Businesses
 in
 this
 field
 have
 brand
 ideals
 of
 improving
 people’s
 
lives
 by
 giving
 them
 increased
 confidence,
 strength,
 security,
 and
 vitality.
 

 

 Impacting
 Society:
 Businesses
 in
 this
 field
 have
 brand
 ideals
 of
 improving
 people’s
 
lives
 by
 affecting
 society
 broadly,
 including
 by
 challenging
 the
 status
 quo
 and
 
redefining
 categories.
 

 

 

 

 

 
 

©2013 Jim Stengel Company 8 www.jimstengel.com

Chapter
 3
 -­‐
 The
 Ideal
 Tree
 Framework
 

 
 

 
 

Discussion
 Questions:
 
1. What
 is
 the
 Ideal
 Framework?
 

 
2. What
 are
 the
 Five
 Must-­‐Dos?
 

 
3. How
 did
 Method
 leverage
 their
 ideal
 for
 growth?
 

 
4. How
 do
 they
 recruit
 to
 make
 their
 culture?
 

 
5. How
 do
 they
 make
 sure
 communication
 is
 consistent?
 

 
6. How
 do
 they
 innovate
 and
 keep
 in
 touch
 with
 their
 customers?
 

 
7. How
 do
 they
 measure
 themselves
 against
 their
 ideal?
 


 

 
 

©2013 Jim Stengel Company 9 www.jimstengel.com

Answers
 to
 Chapter
 3
 Discussion
 Questions:
 
1. What
 is
 the
 Ideal
 Framework?
 


 
The
 root
 structure
 of
 the
 Ideal
 Tree
 has
 two
 elements:
 the
 beliefs
 of
 the
 people
 
inside
 the
 business
 and
 the
 values
 the
 business
 shares
 with
 customers
 and
 end
 
users.
 Their
 dynamic
 interaction
 anchors
 and
 supports
 the
 base
 of
 the
 tree:
 the
 
business’s
 ideal.
 

 

2. What
 are
 the
 Five
 Must-­‐Dos?
 

 

• Discover
 an
 Ideal
 in
 one
 of
 five
 areas
 of
 fundamental
 human
 values
 
• Build
 your
 culture
 around
 your
 Ideal
 

• Communicate
 the
 Ideal
 to
 engage
 employees
 and
 customers
 

• Deliver
 a
 near-­‐ideal
 customer
 experience
 
• Evaluate
 the
 business
 progress
 and
 people
 against
 your
 Ideal
 

 
3. How
 did
 Method
 leverage
 their
 ideal
 for
 growth?
 

 
They
 believed
 there
 was
 a
 market
 for
 green
 products
 that
 could
 clean
 well.
 
 
They
 had
 trucks
 run
 on
 bio-­‐diesel,
 their
 products
 were
 completely
 innocuous
 to
 
people,
 and
 they
 reinforced
 their
 image
 with
 beautiful
 product
 design.
 

 
4. How
 do
 they
 recruit
 to
 make
 their
 culture?
 

 
The
 heart
 of
 organizational
 culture
 is
 how
 you
 deal
 with
 human
 resources
 
issues.
 If
 you
 don’t
 hire,
 train,
 interact
 with,
 manage,
 promote,
 and
 reward
 your
 
people
 based
 on
 your
 ideal,
 you
 will
 never
 bring
 the
 ideal
 to
 life
 for
 customers.
 

 
Method’s
 management
 spends
 a
 lot
 of
 time
 on
 the
 hiring
 process.
 Each
 new
 
position
 is
 assigned
 a
 hiring
 manager
 who
 assembles
 a
 cross-­‐functional
 team
 of
 
seven
 to
 do
 interviews.
 Short-­‐listed
 prospective
 hires
 are
 asked
 to
 perform
 
studies
 for
 the
 company
 to
 show
 their
 abilities.
 They
 also
 provide
 a
 sixty-­‐day
 
period
 to
 onboard
 new
 hires.
 
 

 
5. How
 do
 they
 make
 sure
 communication
 is
 consistent?
 

 
Its
 ideal
 is
 to
 bring
 employees
 and
 others
 together
 as
 equal
 members
 of
 “people
 
against
 dirty.”
 

 
They
 constantly
 monitor
 the
 feedback
 on
 their
 online
 communication.
 They
 
communicate
 through
 their
 packaging,
 and
 with
 their
 customer
 service.
 
 

 

 

©2013 Jim Stengel Company 10 www.jimstengel.com

6. How
 do
 they
 innovate
 and
 keep
 in
 touch
 with
 their
 customers?
 

 
They
 understand
 that
 it
 is
 both
 their
 product
 innovation
 as
 well
 as
 their
 design
 
innovation
 that
 makes
 their
 product
 succeed.
 The
 aesthetics
 of
 the
 packaging
 
attracts
 the
 customers
 and
 the
 efficacy
 retains
 them.
 “The
 design
 director
 [has]
 
to
 weigh
 the
 influence
 of
 operations,
 marketing,
 the
 supply
 chain,
 the
 business
 
side,
 and
 the
 retail
 and
 consumer
 experience,
 and
 massage
 them
 together.”
 

 

7.
 
 How
 do
 they
 measure
 themselves
 against
 their
 ideal?
 

 
Everything
 Method
 does,
 says
 Andrea
 Freedman,
 “should
 be
 able
 to
 answer
 
four
 questions
 with
 yes.
 Does
 it
 have
 style?
 Does
 it
 have
 substance?
 Does
 it
 
create
 an
 advocate?
 Does
 it
 meet
 our
 gross
 margin
 hurdles?”
 

 
The
 monthly
 scorecard
 focuses
 on
 building
 consumer
 awareness,
 developing
 
the
 new
 product
 pipeline,
 and
 getting
 early
 insight
 into
 business
 trends.
 The
 
quarterly
 survey
 “has
 a
 section
 on
 people
 and
 environment
 with
 questions
 like
 
‘Have
 you
 gotten
 feedback
 from
 your
 manager
 in
 the
 last
 sixty
 days?’
 and
 ‘Do
 
you
 understand
 how
 your
 work
 contributes
 to
 our
 strategy?’
 ”
 
 

 
Individual
 employee
 evaluations
 strike
 the
 same
 balance,
 duplicating
 the
 way
 
the
 recruiting
 process
 is
 based
 fifty-­‐fifty
 on
 skills
 and
 culture
 fit.
 

 
They
 [measure]
 a
 triple
 bottom
 line
 of
 financial,
 environmental,
 and
 social
 
impacts.
 They
 make
 sure
 their
 retail
 partners
 have
 healthy
 margins
 too.
 

 


 
 

©2013 Jim Stengel Company 11 www.jimstengel.com

 

 
PART
 TWO
 -­‐
 The
 Five
 Must-­‐Dos
 

 
Must-­‐Do
 Number
 1
 
Discover
 an
 Ideal
 in
 One
 of
 Five
 Areas
 of
 Fundamental
 Human
 Values
 

 

 
Discussion
 Questions:
 

 
1. What
 is
 the
 purpose
 of
 the
 Brand
 Ideal?
 


 
2. What
 are
 the
 Five
 Areas
 of
 Fundamental
 Human
 Values?
 

 
3. How
 does
 having
 an
 Ideal
 energize
 the
 company?
 

 
4. How
 does
 one
 find
 this
 Ideal?
 

 
5. How
 does
 one
 know
 it
 is
 the
 correct
 ideal?
 


 
6. What
 other
 questions
 need
 to
 be
 explored?
 

 


 

 
 

©2013 Jim Stengel Company 12 www.jimstengel.com

Answers
 to
 Must-­‐Do
 Number
 1
 Discussion
 Questions:
 
1. What
 is
 the
 purpose
 of
 the
 Brand
 Ideal?
 


 
Discover
 an
 ideal
 for
 a
 business
 by
 finding
 a
 link
 between
 its
 central
 reason
 for
 
being,
 the
 core
 beliefs
 of
 its
 people,
 including
 senior
 leadership,
 and
 the
 
fundamental
 values
 of
 customers.
 

 
The
 evidence
 from
 the
 Stengel
 Study
 is
 that
 nothing
 builds
 a
 higher
 level
 of
 trust,
 
and
 the
 great
 teamwork
 that
 comes
 with
 it,
 like
 the
 shared
 meanings
 and
 
emotional
 bonds
 that
 a
 life-­‐improving
 ideal
 generates.
 


 

 
2. What
 are
 the
 Five
 Areas
 of
 Fundamental
 Human
 Values?
 

 
-­‐ Eliciting
 Joy
 
-­‐ Enabling
 Connection
 
-­‐ Inspiring
 Exploration
 
-­‐ Evoking
 Pride
 
-­‐ Impacting
 Society
 

 
3. How
 does
 having
 an
 Ideal
 energize
 the
 company?
 

 
Nothing
 builds
 a
 higher
 level
 of
 trust,
 and
 the
 great
 teamwork
 that
 comes
 with
 it,
 
like
 the
 shared
 meanings
 and
 emotional
 bonds
 that
 a
 life-­‐improving
 ideal
 
generates.
 

 
The
 story
 of
 your
 brand
 ideal
 is
 the
 story
 of
 who
 you
 aspire
 to
 be
 as
 a
 business,
 and
 
every
 part
 of
 the
 business
 must
 express
 this
 in
 a
 unified
 way
 that
 is
 true
 to
 those
 
aspirations.
 

 
4. How
 does
 one
 find
 this
 Ideal?
 

 
One
 finds
 the
 ideal
 by
 exploring
 the
 heritage
 of
 the
 company.
 One
 looks
 for
 it
 in
 the
 
hopes/dreams
 of
 the
 founders.
 Discover
 the
 company’s
 creation
 “story.”
 
 
 What
 
have
 been
 the
 defining
 moments
 in
 the
 brand
 history?
 
 What
 core
 values/beliefs
 
have
 been
 held
 throughout
 the
 history
 of
 the
 Company?
 

 
One
 also
 needs
 to
 know
 who
 are
 brand’s
 most
 important
 customers,
 their
 hopes
 
and
 dreams,
 and
 their
 values/beliefs.
 
 Find
 out
 how
 does
 the
 brand
 fulfill
 them
 
(consider
 functional
 and
 emotional
 benefits).
 

 
 

 

 

©2013 Jim Stengel Company 13 www.jimstengel.com

Four
 Questions
 that
 must
 be
 answered
 to
 find
 the
 Brand
 Ideal:
 
-­‐ How
 well
 do
 you
 understand
 the
 people
 who
 are
 most
 important
 to
 your
 

business’s
 future?
 
-­‐ What
 does
 the
 business
 stand
 for
 in
 their
 eyes?
 
 
-­‐ What
 do
 you
 want
 the
 business
 to
 stand
 for?
 
-­‐ How
 are
 you
 bringing
 these
 things
 to
 life?
 


 
5. How
 does
 one
 know
 it
 is
 the
 correct
 ideal?
 


 
Whether
 a
 Brand
 can
 exist
 depends
 on
 whether
 it
 can
 answer
 the
 following
 
questions
 in
 the
 affirmative:
 
-­‐ Does
 the
 Brand
 stand
 for
 something
 truly
 desirable
 and
 valuable
 in
 consumers’
 

eyes?
 
-­‐ Does
 it
 have
 an
 aspirational
 ideal
 that
 was
 motivating
 to
 employees
 and
 

consumers?
 
 
-­‐ Does
 it
 have
 a
 strong
 point
 of
 difference
 from
 the
 competition,
 emotionally
 and
 

functionally?
 
 
-­‐ Does
 the
 business
 model
 make
 financial
 sense?
 


 
6. What
 other
 questions
 need
 to
 be
 explored?
 


 
An
 effective
 ideal
 needs
 to
 balance
 inspiration
 with
 true
 actionability.
 


 
How
 does
 the
 brand
 ideal
 differentiate
 the
 brand
 from
 its
 competitors?
 
 What,
 if
 
any,
 higher
 order
 Ideals
 are
 driving
 competitive
 behavior?
 
 What
 sets
 the
 brand
 
apart
 from
 competition?
 
 How
 might
 the
 Brand
 Ideal
 strengthen
 its
 competitive
 
position?
 

 
 

©2013 Jim Stengel Company 14 www.jimstengel.com

PART
 TWO
 -­‐
 The
 Five
 Must-­‐Dos
 

 
Must-­‐Do
 Number
 2
 
Build
 Your
 Culture
 Around
 Your
 Ideal
 

 

 
Discussion
 Questions:
 
 
1. Why
 is
 the
 organizational
 culture
 important?
 


 
2. How
 does
 one
 build
 the
 culture?
 

3. How
 does
 the
 culture
 impact
 exterior
 communications?
 
 

 
 

©2013 Jim Stengel Company 15 www.jimstengel.com

Answers
 to
 Must-­‐Do
 Number
 2
 Discussion
 Questions:
 
 
1. Why
 is
 the
 organizational
 culture
 important?
 

 

Organizational
 culture
 is
 a
 term
 describing
 the
 psychographics
 of
 an
 organization.
 
There
 are
 certain
 dominant
 tendencies,
 and
 preferred
 ways
 of
 thinking
 and
 doing.
 
These
 are
 determined
 to
 a
 large
 extent
 by
 its
 leadership,
 the
 kinds
 of
 people
 hired,
 
and
 institutional
 history.
 These
 tendencies
 may
 sometimes
 be
 recorded
 both
 in
 
official
 rules
 as
 well
 as
 in
 unwritten
 rules.
 
 The
 people
 in
 the
 organization
 internalize
 
the
 culture
 as
 they
 watch
 the
 actions
 of
 others,
 and
 observe
 how
 these
 actions
 are
 
rewarded,
 punished
 or
 ignored.
 In
 some
 organizations
 the
 culture
 may
 also
 be
 
reinforced
 by
 hiring
 based
 on
 selection
 of
 some
 common
 characteristics.
 

 
Ideal-­‐
 based
 businesses
 understand
 that
 organizational
 culture
 makes
 or
 breaks
 an
 
enterprise.
 The
 heart
 of
 organizational
 culture
 is
 how
 you
 deal
 with
 human
 
resources
 issues.
 

 
2. How
 does
 one
 build
 the
 culture?
 


 
Hire
 people
 who
 reflect
 the
 values
 one
 wants.
 Management
 must
 follow
 the
 
dictates
 of
 those
 values.
 Management
 must
 evaluate
 and
 promote
 according
 to
 
those
 values.
 


 
3. How
 does
 the
 culture
 impact
 exterior
 communications?
 

 

Research
 [showed]
 people’s
 ability
 to
 sense
 if
 the
 people
 behind
 a
 brand
 are
 bored
 
and
 disengaged,
 simply
 by
 looking
 at
 the
 advertising,
 shelf
 presence,
 and
 packaging.
 

 
 

©2013 Jim Stengel Company 16 www.jimstengel.com

 

 
PART
 TWO
 -­‐
 The
 Five
 Must-­‐Dos
 

 
Must-­‐Do
 Number
 3
 
Communicate
 Your
 Ideal
 to
 Engage
 Employees
 and
 Customers
 


 

 
Discussion
 Questions:
 

 
1. Why
 is
 it
 necessary
 to
 communicate
 the
 ideal?
 

 
2. How
 does
 the
 business
 keep
 its
 communications
 on
 the
 same
 page?
 

 
3. How
 does
 one
 create
 great
 communication?
 

 
4. What
 kind
 of
 communications
 is
 needed?
 

 
5. How
 do
 you
 know
 how
 well
 you
 are
 doing?
 


 

 

 
 

©2013 Jim Stengel Company 17 www.jimstengel.com

Answers
 to
 Must-­‐Do
 Number
 3
 Discussion
 Questions:
 
1. Why
 is
 it
 necessary
 to
 communicate
 the
 ideal?
 


 
The
 quality
 of
 our
 communication
 determines
 the
 quality
 of
 our
 relationships.
 

 
Communicate
 the
 ideal
 to
 engage
 employees
 and
 customers.
 

 
Communication
 is
 the
 set
 of
 activities
 involved
 in
 conveying
 information
 internally
 
and
 externally.
 It
 is
 the
 messages
 emanating
 from
 an
 organization
 to
 its
 audiences,
 
such
 as
 employees,
 media,
 channel
 partners
 and
 the
 general
 public.
 The
 
communication
 may
 be
 official
 or
 unofficial,
 and
 it
 may
 be
 intended
 or
 unintended.
 
The
 medium
 can
 be
 through
 correspondence,
 paid
 media,
 packaging,
 
infrastructure,
 social
 media
 or
 word-­‐of-­‐mouth.
 

 
Communication
 is
 the
 key
 understanding
 the
 customer,
 motivating
 the
 employees,
 
to
 delivering
 great
 customer
 service,
 and
 focusing
 the
 management
 on
 the
 correct
 
objectives.
 

 
2. How
 does
 the
 business
 keep
 its
 communications
 on
 the
 same
 page?
 


 
A
 business’s
 communication
 must
 be
 holistic,
 an
 organic
 whole
 in
 every
 sense.
 The
 
way
 to
 get
 there
 is
 through
 high
 levels
 of
 emotional
 intelligence,
 which
 begins
 with
 
great
 listening
 skills.
 

 
Create
 a
 brand
 franchise
 leader
 with
 decision-­‐making
 authority
 who
 is
 accountable
 
for
 brand
 ideal
 or
 purpose,
 communication
 strategy
 and
 plan,
 visual
 identity,
 
innovation
 strategy,
 and
 all
 areas
 related
 to
 the
 brand
 ideal.
 


 
3. How
 does
 one
 create
 great
 communication?
 


 
Great
 communication
 requires
 hiring
 skilled
 writers.
 
 Much
 is
 communicated
 in
 text
 
via
 packaging,
 the
 web,
 and
 social
 media
 and
 great
 writers
 can
 straddle
 the
 line
 
between
 external
 and
 internal
 communication.
 

 
Create
 a
 “communications
 brief”
 that
 serves
 as
 a
 strategy
 document
 and
 inspires
 
and
 guides
 communication
 choices
 for
 the
 people
 you
 seek
 to
 delight.
 It
 includes
 
key
 quantitative
 information,
 such
 as
 business
 objectives
 and
 success
 criteria;
 
insights
 about
 the
 people
 you
 seek
 to
 delight;
 and
 the
 action
 you
 want
 the
 
communication
 to
 influence.
 


 

 

 

 

©2013 Jim Stengel Company 18 www.jimstengel.com

4. What
 kind
 of
 communications
 is
 needed?
 

 
Communication
 both
 internally
 and
 externally
 must
 move
 away
 from
 one-­‐
 way,
 
paternalistic,
 intrusive,
 and
 solely
 rational
 to
 two-­‐
 way,
 invited,
 rational
 and
 
emotional
 communication.
 

 

5. How
 do
 you
 know
 how
 well
 you
 are
 doing?
 

 

Measure
 your
 communications
 as
 you
 would
 measure
 a
 loving,
 loyal
 relationship.
 

 

©2013 Jim Stengel Company 19 www.jimstengel.com

PART
 TWO
 -­‐
 The
 Five
 Must-­‐Dos
 

 
Must-­‐Do
 Number
 4
 
Deliver
 a
 Near-­‐Ideal
 Customer
 Experience
 

 

 
Discussion
 Questions:
 
1. Why
 place
 the
 customer
 experience
 at
 the
 core
 of
 the
 business?
 


 
2. How
 does
 one
 create
 a
 near–ideal
 customer
 experience?
 

 
3. What
 kind
 of
 environment
 should
 we
 create
 for
 our
 people
 and
 our
 customers?
 

 
4. How
 should
 companies
 get
 to
 know
 their
 customers?
 


 

 

 

 
 

©2013 Jim Stengel Company 20 www.jimstengel.com

Answers
 to
 Must-­‐Do
 Number
 4
 Discussion
 Questions:
 
1.
 
 
 Why
 place
 the
 customer
 experience
 at
 the
 core
 of
 the
 business
 


 
Everything
 your
 business
 does
 comes
 together
 with
 the
 experience
 
you
 provide
 customers.
 It’s
 not
 only
 your
 product
 or
 service
 but
 how
 people
 learn
 
about
 it,
 buy
 it,
 use
 it,
 live
 with
 it,
 and
 share
 the
 quality
 of
 the
 experience
 with
 
others.
 

 
2. How
 does
 one
 create
 a
 near-­‐ideal
 customer
 experience?
 

 
A
 brand
 ideal
 powerfully
 inspires
 continuous
 innovation
 against
 a
 higher-­‐
 order
 
benefit.
 One
 must
 establish
 a
 process
 of
 innovation,
 collaborate
 widely
 with
 
suppliers,
 customers
 and
 competitors.
 

 
Make
 innovation
 the
 foundation
 for
 a
 better
 experience
 is
 a
 crucial
 senior
 
leadership
 responsibility,
 starting
 of
 course
 with
 the
 ideal,
 the
 higher
 purpose
 a
 
business
 aspires
 to
 serve.
 Only
 senior
 leaders
 in
 an
 organization
 can
 create
 the
 
culture
 for
 innovation
 to
 thrive,
 and
 only
 senior
 leaders
 can
 direct
 attention,
 
people,
 and
 resources
 to
 this
 effort
 and
 keep
 it
 forever
 improving.
 

 
3. What
 kind
 of
 environment
 should
 we
 create
 for
 our
 people
 and
 our
 customers?
 

 
Every
 business
 needs
 to
 create
 an
 environment
 for
 its
 people
 that
 enables
 them
 to
 
be
 themselves,
 have
 fun,
 and
 learn
 and
 grow
 as
 people.
 

 
4. How
 should
 companies
 get
 to
 know
 their
 customers?
 

 
Seek
 deep
 understanding
 of
 the
 customers.
 
 It
 is
 important
 to
 experientially
 
understand
 customers
 and
 their
 lives.
 


 

 
 

©2013 Jim Stengel Company 21 www.jimstengel.com

 
PART
 TWO
 -­‐
 The
 Five
 Must-­‐Dos
 

 
Must-­‐Do
 Number
 5
 
Evaluate
 Your
 Progress
 and
 People
 Against
 Your
 Ideal
 

 

 
Discussion
 Questions:
 
1. What
 questions
 should
 be
 asked
 about
 business
 progress?
 

 
2.
 How
 is
 evaluating
 the
 business
 against
 the
 Ideal
 important?
 

 
3. How
 should
 one
 measure
 a
 Brand
 Ideal
 to
 drive
 sustained
 growth?
 


 
4.
 What
 are
 some
 measures
 of
 brand
 health?
 


 

 
 

 
 

©2013 Jim Stengel Company 22 www.jimstengel.com

Answers
 to
 Must-­‐Do
 Number
 5
 Discussion
 Questions:
 
1. What
 questions
 should
 be
 asked
 about
 business
 progress?
 


 
Is
 it
 [brand
 value]
 driving
 growth
 or
 decline?
 Is
 it
 attracting
 new
 customers
 and
 
building
 great
 relationships
 with
 them
 while
 strengthening
 the
 bond
 with
 existing
 
customers?
 Or
 is
 it
 losing
 its
 attraction
 for
 both
 existing
 and
 new
 customers?
 Is
 the
 
health
 of
 your
 brand
 inspiring
 employees
 and
 partners,
 or
 is
 its
 hollowness
 
disillusioning
 them?
 

 
2. How
 is
 evaluating
 the
 business
 against
 the
 Ideal
 important?
 


 
Nothing
 is
 more
 symbolic
 than
 changing
 what
 a
 company
 evaluates;
 it
 goes
 to
 the
 
core
 values
 of
 the
 company
 and
 its
 leadership.
 It
 shapes
 strategy
 making
 and
 
governs
 who
 advances
 within
 the
 company.
 

 
3. How
 should
 one
 measure
 a
 Brand
 Ideal
 to
 drive
 sustained
 growth?
 

 
-­‐ Measure
 your
 progress
 against
 your
 ideal
 with
 the
 customers
 and
 stakeholders
 

most
 important
 to
 your
 future.
 
-­‐ Define
 your
 key
 performance
 indicators
 in
 terms
 of
 your
 ideal.
 
-­‐ Measure
 your
 people
 against
 your
 ideal
 by
 making
 contributing
 to
 the
 ideal
 part
 

of
 every
 employee’s
 work
 plan.
 
-­‐ Measure
 and
 reward
 time
 spent
 with
 customers
 and
 end
 consumers.
 


 
4. What
 are
 some
 measures
 of
 brand
 health?
 


 
Employee
 engagement
 with
 the
 ideal,
 corporate
 reputation,
 effectiveness
 of
 
advertising,
 trial
 and
 loyalty,
 trust.
 


 

©2013 Jim Stengel Company 23 www.jimstengel.com

Brand
  The Stengel 50 and Their Brand Ideals
Accenture
 
Airtel
  Ideals
 Statement
 
To
 help
 people
 accelerate
 ideas
 to
 achieve
 their
 dreams.
 
Amazon.com
  To
 enable
 people
 in
 India
 and
 southern
 Asia
 to
 enjoy
 and
 
Apple
  benefit
 from
 local,
 regional,
 national
 and
 global
 conversations.
 
Aquarel
  To
 enable
 freedom
 of
 choice,
 exploration,
 and
 discovery.
 
BlackBerry
  To
 empower
 creative
 exploration
 and
 self-­‐expression.
 
To
 provide
 healthy
 hydration
 to
 people
 and
 their
 communities.
 
Calvin
 Klein
  To
 connect
 people
 with
 each
 other
 and
 the
 content
 that
 is
 most
 
Chipotle
  important
 in
 their
 lives,
 anywhere,
 anytime.
 
Coca-­‐Cola
  To
 define
 modern
 luxury.
 
Diesel
  To
 empower
 people
 to
 positively
 impact
 food
 culture.
 
Discovery
  To
 inspire
 moments
 of
 happiness.
 
Communications
  To
 inspire
 imagination
 and
 endless
 possibilities
 in
 style.
 
Dove
  To
 satisfy
 people’s
 curiosity
 about
 their
 world
 and
 the
 universe.
 
Emirates
 
To
 celebrate
 every
 woman’s
 unique
 beauty.
 
FedEx
  To
 connect
 people
 with
 the
 world
 through
 a
 new
 lens
 of
 
Google
  perception.
 
Heineken
  To
 deliver
 peace
 of
 mind
 to
 everyday
 interactions.
 
To
 immediately
 satisfy
 every
 curiosity.
 
Hennessy
  To
 help
 men
 be
 worldly
 –
 resourceful,
 confident,
 open-­‐minded,
 
Hermès
  cosmopolitan.
 
HP
  To
 savor
 satisfaction
 in
 life’s
 accomplishments.
 
Hugo
 Boss
  To
 celebrate
 timeless
 luxury
 craftsmanship.
 
IBM
  To
 foster
 the
 human
 capacity
 to
 innovate,
 progress.
 
Innocent
  To
 evoke
 confidence
 through
 European
 sensibility.
 
Jack
 Daniel’s
  To
 help
 build
 a
 smarter
 planet.
 
To
 make
 it
 easy
 for
 people
 to
 do
 themselves
 good.
 
Johnnie
 Walker
  To
 celebrate
 and
 evoke
 pride
 in
 personal
 authenticity,
 
Lindt
  independence,
 and
 integrity.
 
L’Occitane
  To
 celebrate
 journeys
 of
 progress
 and
 success.
 
Louis
 Vuitton
  To
 provide
 joy
 through
 small
 luxuries.
 
MasterCard
  To
 share
 natural
 and
 cultural
 traditions.
 
Mercedes-­‐Benz
  To
 luxuriously
 accentuate
 the
 journey
 of
 life.
 
Method
  To
 make
 the
 world
 of
 commerce
 simpler
 and
 more
 flexible.
 
Moët
 &
 Chandon
  To
 epitomize
 a
 life
 of
 achievement.
 
Natura
  To
 be
 a
 catalyst
 in
 a
 happy,
 healthy
 home
 revolution.
 
Pampers
  To
 transform
 occasions
 into
 celebrations.
 
To
 promote
 well-­‐being
 and
 strengthen
 relationships.
 
To
 help
 mothers
 care
 for
 their
 babies’
 and
 toddlers’
 healthy,
 
happy
 development.
 

©2013 Jim Stengel Company 24 www.jimstengel.com

Petrobras
  To
 support
 the
 sustainable
 development
 of
 Brazil
 and
 every
 
country
 it
 operates
 in.
 
Rakuten
 Ichiba
  To
 help
 the
 business-­‐consumer
 partnership
 flourish.
 
To
 energize
 the
 world.
 
Red
 Bull
  To
 support
 people’s
 lifelong,
 loving
 relationships
 with
 their
 
Royal
 Canin
  pets.
 
To
 inspire
 imagination
 and
 enrich
 lives
 in
 a
 world
 of
 limitless
 
Samsung
  possibilities.
 
To
 improve
 Russian
 society
 by
 elevating
 the
 retail
 experience
 
Sedmoy
 Kontinent
  beyond
 what
 was
 thought
 possible.
 
To
 nourish
 life’s
 happiest
 asset,
 a
 bright
 smile.
 
Sensodyne
  To
 help
 human
 needs
 and
 the
 needs
 of
 the
 planet
 be
 one
 and
 
Seventh
 Generation
  the
 same.
 
To
 celebrate
 everyday
 moments
 of
 success.
 
Snow
 Beer
  To
 create
 connections
 for
 self
 discovery
 and
 inspiration.
 
To
 inspire
 all
 of
 us
 to
 enhance
 the
 health
 of
 people
 and
 the
 
Starbucks
  planet
 through
 organically
 produced
 food.
 
Stonyfield
 Farm
  To
 infuse
 the
 joy
 of
 life
 with
 the
 passion
 of
 Chinese
 brewing.
 
To
 celebrate
 exhilarating
 shopping
 experiences.
 
Tsingtao
  To
 provide
 the
 freedom
 to
 people
 to
 follow
 their
 passions
 by
 
Vente-­‐Privee.com
  providing
 better
 money
 for
 better
 living.
 
Visa
  To
 transform
 and
 heighten
 people’s
 interactions
 with
 food
 and
 
drink.
 
Wegmans
  To
 deliver
 happiness
 through
 “wow”
 service.
 
To
 democratize
 fashion
 trends.
 
Zappos
 
 

 
Zara
 


 

 

 

©2013 Jim Stengel Company 25 www.jimstengel.com

©2013 Jim Stengel Company 26 www.jimstengel.com


 


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