Winners Never Cheat/Huntsman 143-146

144 Employees want to be assured the owner or CEO truly cares about them. How can one convince employees they are valued if their families are omitted from that concern?

Hunstman Family Business rules
1) In a family business, check your ego at the door.
2) Be a cheerleader for each other.

145 Employees must be treated as equals.

146 The surest path to success is one where others walk with you.

…hard working, loyal employees are as valuable as precious gems. They are critical to any leadership success.

Survival is Not Enough/Godin 68-75

69 The alternative is to reorganize for change, go through the pain and suffering of just one more change, and then be done with it.

70 If you new winning strategy is that nothing is certain, that change is not only inevitable but welcome, then you won’t be disappointed. Imagine that.

74 The factories you own, the policies you follow, the brands you market today—they all determine how you’re going to do business tomorrow.

75 The mDNA must change before the organization can change. Trying to change a business (and the people who work there) without mutating the mDNA is impossible.

The Long Tail/Anderson 150-157

150 In a sense, you can think of cities as the Long Tail of urban space in the same way the Internet is the Long Tail of idea space or cultural space.

153 The Google era has opened our eyes to the lucrative virtues of findability.

155 Short Head? The average Wal-Mart now carries around 4,500 unique CD titles (as a point of comparison, Amazon lists about 800,000)

156 Scarcity, bottlenecks, the distortion of distribution, and the tyranny of shelf space all wrapped up in one big store.

157 The efficiency and success of online retail have illuminated the cost of traditional retail’s inflexibility and taxonomical oversimplifications

Never Eat Alone/Ferrazzi 205-212

206 To move others, you have to speak beyond yourself.

208 market maker: someone who can create excitement and belief…around your point of view.

210 If I could use some magical potion in this situation, what could I do with all this new information

211 …I’d never had my calls go unreturned after leaving a message that said “I’ve go the inside scoop on how the gaming industry is going to revolutionize marketing.

212 Give them a great story.

212 Create a story about your company and the ideas it embodies that readers will care about.

Survival is Not Enough/Godin 65-68

67 Getting a company into motion is far more difficult that keeping it there.

A zooming organization isn’t worried about making today’s machine work better. It’s worried about being flexible enough to put its assets to work building tomorrow’s machine.

Flexible companies make better use of their assets, and first asset they maximize is their people.

You can’t shrink your way to greatness.

68 But just about everyone in an organization can zoom if they choose to. Zooming leads to the launch of runaway successes, which leads to better hiring, which leads to even faster zooming and the continuation of the runaway cycle.

Just abandon the change monster. Skip the plateaus and embrace the idea of an always-changing entity where change is not threatening, just part of the job.

The Long Tail/Anderson 147-149

148 Successful Long Tail aggregators need to have both hits and niches. They need to span the full range of variety, from the broadest appeal to the narrowest, to be able to make the connections that can illuminate a path down the Long Tail that makes sense for everyone.

Consumers want one-stop shopping.

If you just have the products at the Head, you find that very quickly your customers want more and you can’t offer it. If you just have the product at the Tail, you find that customers have no idea where to start. They’re unable to get traction in the marketplace because everything you’re offering is unfamiliar to them. The importance of offering the stuff at both the Head and the Tail is that you can start in the world that customers already know: familiar products that tap into and define a space.

149 Myspace…is a very effective combination of community and content.

Never Eat Alone/Ferrazzi 203-205

204 I see effective marketing as just building relationships with customers and prospective customers.

How can you offer your company or your network anything of value if you have not thought about how you want to stand out and differentiate yourself in building that relationship?

205 Would you want to spend an hour eating lunch with this person?

…what’s going on in the world. Pay attention to interesting tidbits you hear, and work to remember them so that you can pass them on to people you meet.

…they like, they hire people that they think can make them and their companies better.

Winners Never Cheat/Huntsman 133-143

134 Top officials of companies big and small must find opportunities to go from employee to employee, thanking each one and acknowledging individual contributions.

141 The recipe for happiness is to have just enough money to pay the monthly bills you acquire, a little surplus to give you confidence, a little too much work each day, enthusiasm for your work, a substantial share of good health, a couple of real friends, and a wife and children to share life’s beauty with you. Jay Kenfield Morley

143 It makes no difference where one lives. Everyone wants to feel noticed, respected, and valued

Survival is Not Enough/Godin 63-65

64 …turn work into a crazy, zany place that was fun. …if we don’t figure out how to lighten up, loosen up and get a little crazy, we’re dead.

65…aggressively testing new hypotheses and venturing into new area may be profitable; but we’re genetically programmed to flee from activities like that. Tom Peters has it exactly right—except that most people can’t pull it off. It can’t be done.

The obstacle to widespread acceptance of the Peters prescription is that it threatens the status quo.

The magic of zooming is that it allows the people you work with to train themselves to grow incrementally, one different colored toothpick at a time.

The challenge isn’t in learning how to evolve.

The Long Tail/Anderson 139-147

141 …you’d expect the more powerful network effects, yet what we actually see in Long Tail markets is a flattened powerlaw, with less a difference between hits and niches.

146 Although there may be near infinite selection of all media, there is still a scarcity of human attention.

147 Long Tail markets tend to be a bit flatter than traditional markets, but they still have their share of blockbusters.

Never Eat Alone/Ferrazzi 188-203

190 …powerful the art of throwing dinner parties could be in creating wonderful memories and strengthening relationships in the process.

193 Journalists, I’ve found, are terrific anchor guests.

194 These events are about building relationships. 6-10 guests

House Parties:
Create a theme
Use invitations
Don’t be a kitchen slave
Create atmosphere
Forget being formal
Don’t seat couples together
Relax

203 Conventional advertising and marketing just won’t cut it.

The CMO of today and tomorrow must be strategist, technologist, creative, and always focused on the sales and financial return on his marketing investment.

Winners Never Cheat/Huntsman 127-133

128 Everyone wants to be valued, to know that they count. People need to be appreciated, trusted, and respected in every segment of their lives.

Treating competitors, the community, employees, and fellow humans with the same courtesies we would like shown to us works for me.

How would I like to be treated in this situation.

132 When attempting to play life’s games by the rules, it helps not to compartmentalize family, faith, and career.

133 Each of us has a stake in the accomplishments and failures of those around us; each of us holds an interest in the deeds of others.

Survival is Not Enough/Godin 61-63

62 The difference between change management and zooming is simple. Change management is about a big change, and urgent chant with a purpose. And it’s a one time event, followed by a period of healing.

Zooming, on the other hand, is about constant change, change for no particular reason, with no particular goal. And it’s followed by ever more change, change in the service of evolution. You don’t have to heal from zooming, any more than you need to heal from breathing.

63 If your company zooms more than its competitors, you will be creating change and they will always be struggling to keep up. Increasing your zoomwidth is a challenge, but it builds an asset that pays off every day for your company.

The best time to start zooming is before your company is looking at a big, life-threatening change. Get into the habit of making frequent, a small changes first.

5 simple things to do to practice zooming.
1) For dinner tonight, eat a food that you’ve never tasted. Then try another tomorrow.
2) On your way to work tomorrow, listen to a CD from a musical genre that you hate or that’s new to you.
3) Every week, read a magazine that you’ve never read before.
4) Once a week, meet with someone from outside your are of expertise. Go to a trade show on a topic in which you have no interest whatsoever.
5) Change the layout of your office.

The Long Tail/Anderson 134-139

137 Another way to look at this is to see how much less dominated the online market is by the top hits.

138 I’m often asked about the effect of the Long Tail on pricing. Should prices go down with demand as you travel down the Tail? Or should they rise, as more specific and narrowly focused goods appeal more strongly to their niche audiences?

The answer is that it depends on the product. One way to look at it is to distinguish between “want” markets and “need” markets, each of which have different implications for pricing.

139 A really efficient variable pricing market would presumable lead to a more gradual sales decay, and a flatter demand curve overall.

…the Long Tail is made of many mini-tails, each of which is its own little world.

Never Eat Alone/Ferrazzi 184-188

188 Everyone cares about his or her birthday.

190 …powerful the art of throwing dinner parties could be in creating wonderful memories and strengthening relationships in the process.

193 Journalists, I’ve found, are terrific anchor guests.

194 These events are about building relationships. 6-10 guests

House Parties:
Create a theme
Use invitations
Don’t be a kitchen slave
Create atmosphere
Forget being formal
Don’t seat couples together
Relax

203 Conventional advertising and marketing just won’t cut it.

The CMO of today and tomorrow must be strategist, technologist, creative, and always focused on the sales and financial return on his marketing investment.

Winners Never Cheat/Huntsman 121-127

127 Accumulation of wealth for the sake of wealth alone is self-defeating. Only in seeing one’s work as a calling, a means to serve a higher purpose, can we find true fulfillment.

Relate to others with warmth, human affection, honesty, and compassion.

128 Everyone wants to be valued, to know that they count. People need to be appreciated, trusted, and respected in every segment of their lives.

Treating competitors, the community, employees, and fellow humans with the same courtesies we would like shown to us works for me.

How would I like to be treated in this situation.