1. Presented to: Incorporated Guild for Intelligence -Based Commerce D a t e : M o n d a y, D e c e m b e r 9 th, 2 0 1 3

2. purpose separates good, from great. 3. what got you to where you are, may not be enough to get you to where you want to go ~ Marshall Gladwell 4. because if things were working, we wouldnt be here 5. w hy d o y o u g et y o u r f i x t h e r e ? 6. a good place to start 7. a g o o d p l a c e to sta r t the industrial revolution kind of screwed us up unique products or services are unicorns we are incapable of explaining why client, customer & consumer are not the same emotions are basic: so get back to basics 8. how did we get here? 9. t h e e v o l u t i o n o f e co n o m i c v a l u e : 1 0 1CommoditiesProductsServicesExperience 10. how we got hereAny customer can have a car painted any color that he wants so long as it is black". 11. i n d u st r i a l r ev o l u t i o n d i d a m a z i n g t h i n g s 12. productionROI, etc.costsquality 13. you produce it, we will buy it. repeat. 14. n o e m o t i o n problem is 15. unique pX and sX 16. h a v e y o u g o t a co m p e t i to r ? 17. a s fo r c h a n n e l ? unique?not sustainably so 18. d o n t g et i t w r o n g : n e e d p X a n d s X does it do what its supposed to do?productcan I access it when, and how I want?servicedoes it connect to values, emotions, desires?life 19. so we are at a crossroads 20. w hy a s k w hy ? 21. w a nt s v e r s u s n e e d s . 22. fe a t u r e s v s . b e n e f i t s : a b a n k i n g exa m p l e . feature is mortgage school car@ 2.99, fixed termloan @ variable rateloan with PPI creditcard with loyalty points planbenefit is ahome. tolearn. transport. tobuy the iPad 3. smallbusiness loan with an LofC tofollow a dream. RRSPwith matched contributions toretire. tohelp my kids go to school. totravel the world. equities loan& bonds via online portalvia an e-applicationwhat we believe are experiences.what are really experiences. 23. t h e c u sto m e r d i d n t k n o w t h e y w a nte d I LOVE THIS THING!!! 24. stev e a c t u a l l y s a i d 25. but how? 26. sta r t s w i t h r et h i n k i n g o u r t h i n k i n g . 27. Asking people why they choose you over another may provide wonderful evidence of how they have rationalized the decisions, but it does not shed much light on the true motivation for the decision. Its not that people dont know, its that they have trouble explaining why they do what they do. Decision- making and the ability to explain those decisions exist in different parts of the brain. ~ Simon Sinek, Start With Why. 28. k i n g sto n h o s p i ta l d i d i t littleattention to patients views on running 4,000employees, 400+ staff horrorstories patient & family centred care former patients & family directly engage with leadership all major decisions 34% hand washing rate, now at 97% + about them Waiting time visits: believed uncomfortable waiting room actual issue: waiting at all! analysis needed on why so long? poor time management systems double bookings 29. just cause (we aren't wired that way) 30. prefrontal lobe full- spectrum thinking anticipatory + pro-activeneocortex communication creativity adaptabilitylimbic system emotions long-term memoryreptilian brain reactive fight vs. flight 31. a u t h e nt i c r e l a t i o n s h i p s , a r e l o y a l r e l a t i o n s h i p s . 32. d o n t ta ke my w o r d fo r i t 33. y o u r e d o i n g o k m o m . 34. t h a n ks m o m 35. w hy l i v e t h e g o o d l i fe ? 36. i t s n o t a b o u t a d o l l 37. c a n t fo r g e t sta r b u c ks 38. a n d fo r t h e l e f t - b r a i n e r s 39. t h e r e s a f i n a n c i a l b u s i n e s s c a s e to o 40. p r o f i t & p u r p o s e a r e i nte r d e p e n d e nt . Based on 10 years of empirical research involving 50,000 brands, Millward Brown and Jim Stengel developed the list of the worlds 50 fastest growing brands which built the deepest relationships with customers and achieved the greatest financial growth from 2001-2011. The study, which forms the backbone of GROW: How Ideals Power Growth and Profit at the Worlds Greatest Companies (Crown Business; December 27, 2011), establishes a cause and effect relationship between a brands ability to serve a higher purpose and its financial performance. Notably, investment in these companies the Stengel 50 over the past decade would have been 400% more profitable than an investment in the S&P 500. 41. the ROI 42. t h e d i s co n n e c t b et w e e n p r o m i s e & d e l i v e r y % Of CIOs And CMOs Who Listed Each Concern Among Their Top Five Priorities 54% 51%43%44%30% 24%Gaining Better Customer InsightsGetting Smarter About Using Social Media And Digital Marketing Tech CIOsCMOsIncreasing The Use of Social Media Monitoring And Response Tools Source: Accenture, The CIO-CMO Disconnect, 2013 43. m a r ket i n g d o e s n o t l e a d c r m ? ? ? % Of Respondents Who Affirmed Marketing Ownership Of Activity 76% 71%73%Feb-11Feb-12Feb-1356% 53%53%41%41%38%22%Social MediaLead GenerationCRM24% 21%Customer ServiceSource: The CMO Survey, Highlights and Insights 2013 44. ( n o p e , n o t T H O S E 3 c s ) 45. t h e n e w 3 c sconsumer customer client 46. 3 c s n o t h o s e o n e sCompanyCompetitorCustomerCustomerClientConsumer 47. s e m a nt i c s A customer is the entity you directly exchange goods & services with, for payment of some kind while a consumer is the user of your goods & services and receive benefit from them and, a client is the entity with whom you develop a long term relationship, that is not always characterized by a purchase. 48. that is where emotion resides? 49. sta r t s w i t h ( s u r p r i s e ) p e o p l e customer experience happens with the employee 50. If you want your employees to drive loyalty, youve got to give them the wheel (Bryan Pearson, CEO LoyaltyONE) 51. If you create an environment where the people truly participate, you dont need control. They know what needs to be done and they do it. And the more that people will devote themselves to your cause on a voluntary basis, a willing basis, the fewer hierarchies and control mechanisms you need. 52. co m m a n d & co nt r o l : R I PBossAssistantSubordinateSubordinateSubordinaterelease 53. j o h n ny, t h e b a g g e r 54. a n d p r o c e s s a n d to o l s i m p o r ta nt to o 55. ok. but how? 56. w h a t i s t h e b u s i n e s s m o d e l g e n e r a to r ? 57. t h e c a nv a s . y e a h . i t s . t h a t . s i m p l e .Who are your key vendors, suppliers, agen cies? What shouldnt you be doing? What should you be?What's the critical path? Why should I (the customer) come to you? note: may have multiple customers, clients, cons umers. dont try for unique. make it authentic.To be the best, what would need to be true?What must we have? What do we need? What can we live without?Volume or personalized? Margin or service? Transactional 0r repetitive?Segmented? Mass? Multi- brand? Geographic? Socioeconomical? Immediate return or long term value?Volume or personalized? Margin or service? Transactional 0r repetitive?Whats our income now? Whats the split? What do we want it to be? Which streams are going to dry up, and are we ready? 58. customers are humans. humans have senses. ergo 59. mapping the brand 60. business design. Learn Feedback Case studies DesignMetrics Document Issue Audience Prioritize Define metrics Establish glossaryResearchImplement Conceptualize Define & plans Tasks Resources Launch Monitor & control Close Choose Review issue & objectiveReview issue Past attempts & learningsIdeateSelect ideas Needs & motivations of consumer Generate ideas withPrototype Integrate & refine Draft (a lot) Elicit feedback Present a selectionconstraints Log Identify stakeholders Engage consumers Thought leadership 61. so 62. purpose separates good, from great. 63. a g o o d p l a c e to e n d the industrial revolution kind of screwed us up unique products or services are unicorns we are incapable of explaining why client, customer & consumer are not the same emotions are basic: so get back to basics 64. p a r t i n g t h o u g ht s 65. p a r t i n g t h o u g ht s changing the mindset is step one get back to basics: would you care abut what you are doing? leverage the tools, but do not idolize them they are only tools. put a stake in the ground and stick to it but dont flaunt it. be authentic (dont say you are). 66. t h e v a l u e o f t h e c u sto m e r. A customer is the most important visitor on our premises. He is notdependent on us. We are dependent on him. He is not an interruption in our work. He is the purpose of it. Heis not an outsider in our business. He is part of it. We are not doing him a favor by serving him. He is doing us afavor by giving us an opportunity to do so. 67. Presented to: Incorporated Guild for Intelligence -Based Commerce D a t e : M o n d a y, D e c e m b e r 9 th, 2 0 1 3