Thursday, February 2, 2012
7:45am Continental Breakfast
Jim Stengel, marketing thought leader
and former Global Marketing Officer at Procter & Gamble
in conversation with Judy Olian, Dean, UCLA Anderson School of Management
GROW: How Ideals Power Growth and Profit at the World’s Greatest Companies
The City Club on Bunker Hill
333 S. Grand Avenue, 54th Floor
Los Angeles, CA 90071
JIM STENGEL is the former Global Marketing Officer of Procter & Gamble, where he had organizational responsibility for nearly 7,000 people. He has been named multiple times by Advertising Age as the number one “Power Player” in marketing and recognized as Grand Marketer of the Year by Brandweek magazine in 2005; in September 2011, he was named to the Fortune Executive Dream Team. He is currently President/CEO of The Jim Stengel Company, LLC, and adjunct Professor of Marketing at the UCLA Anderson School of Management. He is on the Board of Directors for AOL and the Motorola Mobility Board and serves as an Advisor for MarketShare, an industry-leading marketing analytics firm. Stengel appears regularly in the media, including Kudlow, the Wall Street Journal, Adweek, etc.
Based on data from an unprecedented ten-year study, the award-winning business guru and reveals the top 50 brands—and why the businesses that center their strategy on fundamental human values achieve growth triple the competition.Can ideals really be the ultimate growth driver that can grow a business beyond the competition?
In GROW: How Ideals Power Growth and Profit at the World’s Greatest Companies, Stengel parses the findings of the most significant research of recent years on why some businesses grow, but most don’t. Collaborating with leading research firm Millward Brown Optimor and the UCLA Anderson School of Management, Stengel’s global ten year growth study of more than 50,000 brands reveals that those who center their business on the ideal of improving people’s lives have a growth triple that of competitors in their categories. Moreover, an investment in the “Stengel 50,” the top 50 businesses in the growth study, would have been 400 percent more profitable than an investment in the S&P 500.He explains how to unleash the hidden power of ideals in every part of your business, how to track the benefits quantitatively to top- and bottom-line growth, and qualitatively to increasing employee morale and productivity and increasing customer satisfaction, loyalty, and advocacy for your business.
Stengel shares the results of “deep dive” observational visits and interviews with senior executives at a variety of category-leading businesses, including Method, Discovery Communications, Pampers, Innocent, Jack Daniel’s, Zappos, Visa, Motorola Solutions. At each of these companies, executives share directly the role ideals play in their long-term strategies, their business models, and their daily leadership practices.Grow is based not only on empirical research but also the latest findings of neuroscience. Stengel and his team were thus able to investigate what goes on in the “black box” of the consumer’s mind and discovered a direct link between financial performance and the association of a business with fundamental human values. The results of the study yielded four profound findings:
* Ideals drive the performance of the highest growth businesses
* Ideals of the highest growth businesses center in one of five areas of fundamental human value–eliciting joy, enabling connection, inspiring exploration, evoking pride, and impacting society
* The highest growth businesses are run by business artists—leaders whose primary medium is brand ideal. Business artists excel in practices that constitute an operating system for generating and sustaining high growth
Blending timeless truths about human values and behavior into an action framework—how to discover, build, communicate, deliver and evaluate an ideal—Jim Stengel shares colorful stories from both personal experience and research, this includes:
- How the Discovery Channel—with its ideal of satisfying curiosity—grew from 156,000 to 1.5 billion subscribers and revenues of more than $4 billion.
- How Method, the upstart, self-styled David-among-Goliaths—with its ideal of inspiring a happy, healthy revolution in household and personal care—continues to prosper and grow with its “green that really clean” products, while those of its giant multinational competitors have gone into a nosedive as consumers became extremely price conscious during the recession.
- How Motorola Solutions—which came into existence in January 2011— got off to a fast start after parent Motorola separated into two independent public companies, behind an ideal that captured the hearts and minds of employees and customers.
- How Pampers, a big but stagnant business, grew from $3.4 billion in sales to over $9 billion by moving away from an emphasis on functional benefits to an ideal of being a partner with mothers in the healthy, happy development of their babies.
Whether a business is in the Fortune 500 or a new venture, whether you are in senior management or beginning your career, getting started on an inspiring ideal is the foundation for changing the narrative of business. The reasons why the narrative of business must change are right in front of us—frenetic business cycles and a winner-take-all mentality have turned “value” into no more than a ticker symbol. Increasing transparency strips oversize marketing campaigns of their power to obscure or cancel out bad behavior. Perhaps the most important is that we have a generation of young people who are three times more likely to work for a company that does something they care about.A movement is building, a profound shift to shared growth and prosperity based on ideals of improving people’s lives. How and why it is imperative to be part of this new narrative is a question that occupies the center of this book and to which Jim Stengel provides the ultimate persuasive answer: the growth and profit of every business depends upon getting it right.
Judy D. Olian, is Dean of UCLA Anderson School of Management and is the John E. Anderson Chair in Management. During her leadership, UCLA Anderson has substantially expanded its faculty and programs, grown its students body, initiated a diverse set of global immersion courses, and developed targeted partnerships around the globe. Dean Olian leads a school that annually provides management education to over 1,900 students enrolled in MBA, Executive MBA, Fully-Employed MBA, Masters of Financial Engineering and doctoral programs, and to more than 2,000 professionals through executive education programs.
She served as chair of AACSB International, the premier global organization of business school deans, and chaired two industry-wide commissions addressing the future of management education.Prior to UCLA Anderson, she was dean of the Smeal College at Penn State, and professor and senior associate dean at the Robert H. Smith School at the University of Maryland. She has consulted with global corporations and taught executives around the world.