A Freethinker's A-Z of the New World Business by Stuart Crainer, Bruce Tulgan, Watts Wacker

By Stuart Crainer, Bruce Tulgan, Watts Wacker

A Freethinker’s A-Z of the recent global of industrial… together with… Absolut Adobe Barbie balanced scorecard Bloomberg Byrne Cap Gemini co-opetition company universities info warehousing Demos Drudge dumbing down Dyson Eisner quick corporation Frit? Gateway 2000 international enterprise community Grove Kleiner LG marketspace Meyer Milken New Pig energy SantaFeInstitute Saturn clever playing cards Starbucks storytelling Wal-Mart xybernaut Zander…

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Today, brands are a ready source of information as well as identification. They are also an experience. Customers used to buy things; now, they experience them. We are in a new era, where brands are positioned as having emotional and life-style benefits which are transferable across several products, rather than being narrowly identified with a particular product. In this new era, brands are driven by consumers. They are psychological, as well as physical. Brands are about hearts and minds. “A brand is a promise, and, in the end, you have to keep your promises.

Then there are matters of academic impartiality. The business-school habit of seeking corporate funding for everything from chairs (Professorial and others) to wallpaper means that anomalies can arise. The holder of a professorship sponsored by a particular company is hardly likely to publish a damning case study of the company’s management techniques. Little wonder that much business literature is banal and self-congratulatory. And, if business schools are to be treated as businesses, their record is equally questionable.

Continental lost $204 million in 1994. Blue skies were far away. Things were bad. “We even had pilots turning down the air conditioning and slowing down planes to save the cost of fuel. They made passengers hot, mad, and late,” says Bethune. On arrival Bethune took the double locks off the executive offices on the 20th floor. He ordered that the planes be repainted so that they were all the same color. He instructed staff to ensure that the planes were cleaned three times more often. He announced that every month that Continental was in the top five airlines on on-time performance everyone got $65 — the company lost $6 million per month by being late.

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