Archive for mars, 2012
Sharks are not only nature’s most revered killing machines, they are highly strategic and efficient predators. Studying their behaviour and instincts can provide lessons for companies of any size who want to attack the competition.
Stefan Engeseth, author of the new book Sharkonomics, argues that taking market share from market leaders is about being aware, creating presence and punching above your weight. By applying the behavioural traits of the shark, Engeseth has created a number of highly practical business strategies which include striking unpredictably, developing a sensory system, hunting in packs and how to locate blind spots. The more competitive your marketplace, the more effective Sharkonomics can be. After all sharks have been evolving for over 420 million years and are still very much the leaders in their space.
Quite simply, nature is smarter than the likes of Stanford, Harvard, MIT, McKinsey, Boston Consulting Group, Bain, IBM, Apple and all of the other Fortune 500 companies. In nature, sharks have to move to survive. But in business most market leaders remain static, because they are stuck in history – and eventually they become shark food. Sharks don’t perform by producing endless Power Points; they bite into market share. Sharkonomics will reveal how the logos of market leaders will have more chunks taken out of them than a seal after a shark picnic.
It’s not just about attack
Sharkonomics also includes tactics for companies to defend themselves against attack. It is important to state that Sharkonomics is inspired by nature, but Engeseth’s intention is not to spread fear in any form—except perhaps in boardrooms! Stefan Engeseth, the author of Sharkonomics, dived with sharks in South Africa as part of his research for the book!
About the author
Stefan Engeseth is one of Europe’s most creative business thinkers and a top-ranked speaker. This is his fourth book. He is also a consultant and CEO of Detective Marketing™.
If you’d like to talk to or interview the author, please send Stefan an Email or call +46704443354.
Endorsements for the book: Prof. Philip Kotler, Brian Solis and Merci Olsson, Marketing and Communications Director, Nobelprize.org read more at www.sharkonomics.com.
• Contact information.
• Press room (book cover, shark pictures, author portrait and graphics).
• About the author.
• PRESS RELEASE: Sharkonomics: word / PDF. English (EMEA), French, German, English (US) (28/3-2012).
Many of today’s market leaders are old corporations that have built their market share over a number of years. It is often said that it would cost too much to create many of the leading superbrands of today. In many ways that can be true. But since most of these old corporations are stuck in history, and are unfamiliar with new market opportunists, their defences are particularly weak against attacks from the future.
Above from the Sharkonomics book.
When speaker Ola Ahlvarsson came out on stage he showed a picture of himself competing in Kick-boxing, stating:
This is what I used to do – because it was so trilling! When I searched for things to work with in business world I found the Internet being as trilling to work with.
That is what I call an knockout opening. He use to be world champion in kick boxing and now he showed us that he is still kicking as a speaker and entrepreneur. His case in how technology will change everything at this seminar was so outstanding that it seemed to be more kick boxing than a normal power point. He was by far outstanding the best speaker of this years award. His strongest point in my opinion was that everything in the future will be direct marketing. After the wakeup call from the knockout, the lecture inspired a lot of discussions in the audience. To sum it up: Technology will make us reach each and one of us individually (like kick boxing).
Gulltaggen has some of the best speakers in the world as Sir Tim Berners-Lee (the inventor of the World Wide Web). Also speakers such as Clay Shirky, Alain Heureux, Michael Wolff, James Hilton and Matt Brittin (Vice President of Google in Northern and Central Europe). And our Stefan Engeseth will enter the stage with holding a Sharkonomics lecture. This is also the book launch of Sharkonomics in Norway, the first 100 get the a copy of the book.
This book launch is sponsored and powered by Reffekt (check them out).
Few decision makers are as good as Steve Jobs was when it comes to doing the right thing at the right time. Mr Jobs connected the dots in a way that others don’t. There was something magical about Steve Jobs in his ability to know what works and what doesn’t. That gut feeling is not based on pure luck; part of it comes by training his senses when analyzing nearly everything around and in the waters of Apple Inc. Mr Jobs not only connected the dots in the present but also in relation to history and the future.
You can’t connect the dots looking forward; you can only connect them looking backwards.
Steve Jobs, speech at Stanford University, 14 June 2005.
Today, many decision-makers base their decisions on too few facts and don’t take enough notice of what is going on around them. Steve Jobs, however, was a perfectionist whose decisionmaking was based on almost every fact that he could get into his magical sonar system. Business leaders need to develop that sonar system as part of their defence.
Above from the defence part in the www.Sharkonomics.com book.
It was not long ago that many market leaders were described as superior in competition and immortal in various management books. Yet, many of these same companies have disappeared now. Why? Well, all living things eventually die. It’s like the human body; it renews itself by regenerating its DNA. It is this process that enables us to stay alive. But as we get older the renewing process in our body slows down, thus making the human body grow older. Aging leads to limited abilities in the human body; it’s the same for companies when their corporate DNA is not renewed. Without change and innovation, a company will not regenerate its corporate DNA and, as a result, it starts to slow down.
Google regenerated itself by allowing employees to use 20% of their working time (one day per week) to work on new projects and ideas. That 20% also motivates Google’s employees to work more effectively during the rest of the week. They call it “new projects”, but I would argue that moving is not an option for market leaders which want to stay alive. By working on its process of renewal, Google will grow its strength and defence capability.
Google maybe highly ranked by today’s business media, but as an organization it is constantly dying 24/7. Why? Its top management and talent will not be around in 5–50 years’ time depending on the circumstances and events Google finds itself in. If Google does not continue to attract new talent, its speed of development will slow down and eventually it will stop renewing itself. For predators it will be feeding time when Google’s evolutionary speed begins to slow down.
In evolution it is never a question of if they will slow down but it is always a question of when they will slow down.
Above from the defence part in the www.Sharkonomics.com book.
1. Buy nature is the new green revolution at Stockholm Furniture Fair
2. John Cleese recipe for finding creativity
3. Video: Korean pop with United Cube are dancing trendsetters
4. Nick Brandt shows us nature as we want it to be
5. Lecture with DDBs Chairman Emeritus Keith Reinhard “The Last Mad Man”
6. From YouTube to YouPorn
7. Taking a bite out of Apple
8. Scoreahit.com: Can new science predict a hit songs?
9. Guy Kawasaki´s book Enchantment is destroying resistance
10. The Google city is born (video)