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NOTE:To appreciate this presentation [and ensure that it is not a mess], you need Microsoft fonts:“Showcard Gothic,”“Ravie,”“Chiller”and“Verdana”
Or … Goldmann Produktions(11/50%/$5M/“dip and coat,” expensive pigments vs “through coloring,” fades Bekro Chemie)
Skunk Camp #1: American “Mittlestand” (F500 A.W.O.L.) Frank Perdue/ Perdue Farms(“It takes a tough man to make a tender chicken.”) Tom Malone/ Milliken and Company Don Burr/ People Express Tom Monaghan/ Dominos Pizza Stew Leonard/ Stew Leonard’s Hal Rosenbluth/ Rosenbluth International John Fisher/ Bank One of Columbus John McConnell/ Worthington Industries Bill and Vieve Gore/ W.L. Gore Bob Buckman/ Buckman Labs(Bob almost single-handedly invented what we now call “knowledge management.”)
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 Note: Download, free, Jim Penman’s book: What Will They Franchise Next? The Story of Jim’s Group
Jim’s Group:Jim Penman.* 1984: Jim’s Mowing. 2006: Jim’s Group. 2,600 franchisees (Australia, NZ, UK). Cleaning. Dog washing. Handyman. Fencing. Paving. Pool care. Etc.“People first.” Private. Small staff. Franchisees can leave at will. 0-1 complaint per year is norm; cut bad ones quickly.*Ph.D. cross-cultural anthropology; mowing on the sideSource: MT/Management Today (Australia), Jan-Feb 2006
*Basement Systems Inc.*Larry Janesky*Dry Basement Science(115,000!)*1993: $0; 2003: $12M; 2006: $50,000,000+
Single greatest act of pure imagination
“You do not merely want to be the best of the best.You want to be considered the only ones who do what you do.” —Jerry Garcia
Small Giants: Companies That Choose To Be Great Instead Of Big—by Bo Burlingham
Small Giants/Bo Burlingham "First, I could see that, unlike most entrepreneurs, their founders and leaders had recognized the full range of choices they had about the type of company they would create.""Second, the leaders had overcome the enormous pressures on successful companies to take paths they had not chosen and did not necessarily want to follow." "Third, each company had an extraordinarily intimate relationship with the local city, town, or county in which it did business -- a relationship that went well beyond the usual concept of `giving back.'" "Fourth, they cultivated exceptionally intimate relationships with customers and suppliers, based on personal contact, one-on-one interaction, and mutual commitment to delivering on promises."
Small Giants/Bo Burlingham "Fifth, the companies also had what struck me as unusually intimate workplaces." "Sixth, I was impressed by the variety of corporate structures and modes of governance that these companies had come up with." "Finally, I noticed the passion that the leaders brought to what the company did. They loved the subject matter, whether it be music, safety lighting, food, special effects, constant torque hinges, beer, records storage, construction, dining, or fashion."
WallopWal*Mart16**Or: Why it’s so ABSURDLY EASY to BEATa GIANT Company
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, etc … 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!!)
Clever “human resources” programs that take into account the “new realities” concerning Gen X or Chinese competition or Web 2.0 are not the basis for creating “competitive advantage through an excellent workforce.”The “great secret” to “people excellence” is “treat people with manifest respect and appreciation and trust, and give them a chance to express the best in themselves and dramatically broaden their horizons”—and “the rest” will take care of itself for Gen A or Gen B or Gen X or Gen Boomer.
Servant Leadership —Robert Greenleaf The Human Side of Enterprise —Douglas McGregor The Manager’s Book of Decencies: How Small gestures Build Great Companies.—Steve Harrison The SPEED of Trust: The One Thing that Changes Everything —Stephen M.R. Covey and Rebecca Merrill
Tom Peters’ X25*EXCELLENCE. ALWAYS.AICC/Minneapolis/11 October 2007*In Search of Excellence 1982-2007
“It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.”—Charles Darwin
On NELSON:“[other] admirals more frightened of losing than anxious to win”
Kevin Roberts’ Credo1. Ready. Fire! Aim.2. If it ain’t broke ... Break it!3. Hire crazies.4. Ask dumb questions.5. Pursue failure.6. Lead, follow ... or get out of the way!7. Spread confusion.8. Ditch your office.9. Read odd stuff.10.Avoid moderation!
Relationships(of all varieties):THERE ONCE WAS A TIME WHEN A THREE-MINUTEPHONECALL WOULD HAVE AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT RESULTED IN A COMPLETE RUPTURE.
Cause(worthy of commitment)Space(room for/encouragement for initiative)Decency(respect, humane)
Conrad Hilton, at a gala celebrating his life, was asked, “What was the most important lesson you’ve learned in your long and distinguished career?” His immediate answer: “remember to tuck the shower curtain inside the bathtub”
“Forget China, India and the Internet: Economic Growth Is Driven by Women.” —Headline, Economist, April 15, 2006, Leader, page 14
