TRUE STORY by Ty Montague 簡介(ZT)
IS YOUR COMPANY A STORYTELLER-OR A STORYDOER?
The old way to market a business was storytelling. But in today's world, simply communicating your brand's story in the hope that customers will listen is no longer enough. Instead, your authentic brand must be evident in every action the organization undertakes.
Today's most successful businesses are storydoers. These companies create products and services that, from the very beginning, are manifestations of an authentic and meaningful story--one told primarily through action, not advertising.
In "True Story," creative executive Ty Montague argues that any business, regardless of size or industry, can embrace the principles of storydoing. Indeed, our best-run companies--from small start-ups to global conglomerates--organize around a coherent narrative that is then broadcast through every action they take (from product design to customer service to marketing). Montague shows why storydoing firms are nimble, more adaptive to change, and more efficiently run businesses.
Montague is a founder of the growth consultancy co:collective and the former president and CCO of J. Walter Thompson, the largest advertising agency in North America. He brings his depth of creative business experience to the book and provides a clear framework and proven process for bringing you and your customers together in the creation of your brand story.
讀一本書:TRUE STORY(節選1)ZT
TRUE STORY: HOW TO COMBINE STORY AND ACTION TO
TRANSFORM YOUR BUSINESS by Ty Montague
INTRODUCTION
Our story begins somewhat unremarkably in a European airport in
1982. Dietrich Mateschitz, a thirty-six-year-old Austrian toothpaste
salesman, boards a plane for a routine business trip to Thailand. In
fairness, Mateschitz was a fairly industrious and successful
toothpaste salesman, having risen to the position of international
marketing director for a German toothpaste manufacturer called
Blendax. But there was nothing about Mateschitz at this moment that
would have tipped you off to the fact that he was about to discover
something that would make him one of the world's wealthiest men and
that he would create a company that, if you had to pick just one, is
today's best example of a company built on the concepts explored in
this book. It's a new kind of company that tells its story in a new
way--through actions and experiences.
The odd fact is that if Mateschitz hadn't arrived in Thailand
suffering from terrible jet lag, he might still be a toothpaste
salesman today. But as luck would have it, Mateschitz "did" arrive
jet lagged. Some locals took pity on him and directed him to a store
where he was told to ask for an exotic-sounding tonic called
"Krating Daeng." Mateschitz learned that in addition to being an
excellent jet lag treatment, Krating Daeng was also prized by locals
for its ability to increase physical endurance and mental
concentration, making it popular with laborers and long-distance
truck drivers. Now, by this time, hundreds of thousands of
westerners had already passed through Thailand and presumably some
of them had already discovered the restorative powers of Krating
Daeng for themselves. There was really only one difference between
them and Dietrich Mateschitz: where others had seen a drink for
laborers and truck drivers, Mateschitz saw a gold mine. Are you
still having trouble guessing the identity of this company? It might
help to know that the Thai name "Krating Daeng" translates roughly
in English to "red bull."
Upon making his discovery, Mateschitz sought out the manufacturer of
Krating Daeng, a Thai company called TC Pharmaceuticals, and with
passion and persistence convinced the owner, Chaleo Yoovidhya, that
there was a vast market outside Thailand for Red Bull. The two
formed a joint venture, Red Bull GmbH, and set to work on a product
formulation that would please the European palate and a marketing
plan to pursue a very different target: young men aged eighteen to
thirty-four who, like Mateschitz, were enthusiasts of a growing
movement--adventure sports. In 1987, the first can of Red Bull
energy drink went on sale in Mateschitz's native Austria. The main
difference in the European (and today global) formulation is that
unlike its Thai forerunner, it is carbonated and contains the amino
acid taurine.
This is where the story could have ended, of course. If Red Bull had
been launched by a traditional packaged-goods company, it would
probably have been treated like a traditional packaged good.
Coca-Cola or Unilever, for example, would in all likelihood have
assigned a marketing team who would have hired an ad agency, created
a slogan, negotiated for some shelf space, and turned on the
television advertising. But this is where the story of Red Bull
actually starts to get interesting, because this is the point at
which Dietrich Mateschitz reveals his one true superpower. It turns
out that lurking inside the mild-mannered toothpaste salesman was an
extraordinarily talented storyteller and experiential marketer.
Mateschitz didn't have a massive TV budget. He had something much
more important--a vision. He believed Red Bull could become
something far greater than liquid in a can.
>From the very beginning, Mateschitz viewed Red Bull as a lifestyle,
a kind of belief system, a religion in which that can of liquid was
necessary and functional. From the beginning, Red Bull, the belief
system, and Red Bull, the product, were inextricably intertwined. In
a rare interview with "Fast Company" magazine in 2011, Mateschitz
was asked how this vision came to be. Mateschitz responded, "This is
similar to the question 'What was first, the chicken or the egg?'
When launching a product that stimulates body and mind, it is a
short step to the roots where Red Bull came from...now it's called
adventure sports, extreme sports, and outdoor sports. Most of the
national Austrian champions in those days were personal friends of
mine and we spent all our leisure time mountain biking, windsurfing,
snowboarding, etc." He explained, "What Red Bull stands for is that
it 'gives you wings...' which means that it provides skills,
abilities, power, etc., to achieve whatever you want to. It is an
invitation as well as a request to be active, performance-oriented,
alert, and to take challenges. When you work or study, do your very
best. When you do sports, go for your limits. When you have fun or
just relax, be aware of it and appreciate it."
Mateschitz believed from the beginning that he needed to find ways
to embed Red Bull in the lives and lifestyles of his audience. Like
many entrepreneurs before him, he had the vision clearly in his
head, but he didn't find the right execution on day one. The
breakout moment for Red Bull came in 1990, when Mateschitz, dreaming
of experiences that would engage and amuse his adrenalized friends,
came up with an event he called the Red Bull "Flugtag." Flugtag
translates from German to roughly "flight day" or "air show." It
features homemade aircraft built by self-taught "pilots" who launch
off a platform three stories above a body of water that serves as
the landing surface. The main rule is that a craft must be powered
by muscle, gravity, and imagination. Judging from the results, also
apparently a large dose of insanity.
IS YOUR COMPANY A STORYTELLER-OR A STORYDOER?
The old way to market a business was storytelling. But in today's world, simply communicating your brand's story in the hope that customers will listen is no longer enough. Instead, your authentic brand must be evident in every action the organization undertakes.
Today's most successful businesses are storydoers. These companies create products and services that, from the very beginning, are manifestations of an authentic and meaningful story--one told primarily through action, not advertising.
In "True Story," creative executive Ty Montague argues that any business, regardless of size or industry, can embrace the principles of storydoing. Indeed, our best-run companies--from small start-ups to global conglomerates--organize around a coherent narrative that is then broadcast through every action they take (from product design to customer service to marketing). Montague shows why storydoing firms are nimble, more adaptive to change, and more efficiently run businesses.
Montague is a founder of the growth consultancy co:collective and the former president and CCO of J. Walter Thompson, the largest advertising agency in North America. He brings his depth of creative business experience to the book and provides a clear framework and proven process for bringing you and your customers together in the creation of your brand story.
讀一本書:TRUE STORY(節選1)ZT
TRUE STORY: HOW TO COMBINE STORY AND ACTION TO
TRANSFORM YOUR BUSINESS by Ty Montague
INTRODUCTION
Our story begins somewhat unremarkably in a European airport in
1982. Dietrich Mateschitz, a thirty-six-year-old Austrian toothpaste
salesman, boards a plane for a routine business trip to Thailand. In
fairness, Mateschitz was a fairly industrious and successful
toothpaste salesman, having risen to the position of international
marketing director for a German toothpaste manufacturer called
Blendax. But there was nothing about Mateschitz at this moment that
would have tipped you off to the fact that he was about to discover
something that would make him one of the world's wealthiest men and
that he would create a company that, if you had to pick just one, is
today's best example of a company built on the concepts explored in
this book. It's a new kind of company that tells its story in a new
way--through actions and experiences.
The odd fact is that if Mateschitz hadn't arrived in Thailand
suffering from terrible jet lag, he might still be a toothpaste
salesman today. But as luck would have it, Mateschitz "did" arrive
jet lagged. Some locals took pity on him and directed him to a store
where he was told to ask for an exotic-sounding tonic called
"Krating Daeng." Mateschitz learned that in addition to being an
excellent jet lag treatment, Krating Daeng was also prized by locals
for its ability to increase physical endurance and mental
concentration, making it popular with laborers and long-distance
truck drivers. Now, by this time, hundreds of thousands of
westerners had already passed through Thailand and presumably some
of them had already discovered the restorative powers of Krating
Daeng for themselves. There was really only one difference between
them and Dietrich Mateschitz: where others had seen a drink for
laborers and truck drivers, Mateschitz saw a gold mine. Are you
still having trouble guessing the identity of this company? It might
help to know that the Thai name "Krating Daeng" translates roughly
in English to "red bull."
Upon making his discovery, Mateschitz sought out the manufacturer of
Krating Daeng, a Thai company called TC Pharmaceuticals, and with
passion and persistence convinced the owner, Chaleo Yoovidhya, that
there was a vast market outside Thailand for Red Bull. The two
formed a joint venture, Red Bull GmbH, and set to work on a product
formulation that would please the European palate and a marketing
plan to pursue a very different target: young men aged eighteen to
thirty-four who, like Mateschitz, were enthusiasts of a growing
movement--adventure sports. In 1987, the first can of Red Bull
energy drink went on sale in Mateschitz's native Austria. The main
difference in the European (and today global) formulation is that
unlike its Thai forerunner, it is carbonated and contains the amino
acid taurine.
This is where the story could have ended, of course. If Red Bull had
been launched by a traditional packaged-goods company, it would
probably have been treated like a traditional packaged good.
Coca-Cola or Unilever, for example, would in all likelihood have
assigned a marketing team who would have hired an ad agency, created
a slogan, negotiated for some shelf space, and turned on the
television advertising. But this is where the story of Red Bull
actually starts to get interesting, because this is the point at
which Dietrich Mateschitz reveals his one true superpower. It turns
out that lurking inside the mild-mannered toothpaste salesman was an
extraordinarily talented storyteller and experiential marketer.
Mateschitz didn't have a massive TV budget. He had something much
more important--a vision. He believed Red Bull could become
something far greater than liquid in a can.
>From the very beginning, Mateschitz viewed Red Bull as a lifestyle,
a kind of belief system, a religion in which that can of liquid was
necessary and functional. From the beginning, Red Bull, the belief
system, and Red Bull, the product, were inextricably intertwined. In
a rare interview with "Fast Company" magazine in 2011, Mateschitz
was asked how this vision came to be. Mateschitz responded, "This is
similar to the question 'What was first, the chicken or the egg?'
When launching a product that stimulates body and mind, it is a
short step to the roots where Red Bull came from...now it's called
adventure sports, extreme sports, and outdoor sports. Most of the
national Austrian champions in those days were personal friends of
mine and we spent all our leisure time mountain biking, windsurfing,
snowboarding, etc." He explained, "What Red Bull stands for is that
it 'gives you wings...' which means that it provides skills,
abilities, power, etc., to achieve whatever you want to. It is an
invitation as well as a request to be active, performance-oriented,
alert, and to take challenges. When you work or study, do your very
best. When you do sports, go for your limits. When you have fun or
just relax, be aware of it and appreciate it."
Mateschitz believed from the beginning that he needed to find ways
to embed Red Bull in the lives and lifestyles of his audience. Like
many entrepreneurs before him, he had the vision clearly in his
head, but he didn't find the right execution on day one. The
breakout moment for Red Bull came in 1990, when Mateschitz, dreaming
of experiences that would engage and amuse his adrenalized friends,
came up with an event he called the Red Bull "Flugtag." Flugtag
translates from German to roughly "flight day" or "air show." It
features homemade aircraft built by self-taught "pilots" who launch
off a platform three stories above a body of water that serves as
the landing surface. The main rule is that a craft must be powered
by muscle, gravity, and imagination. Judging from the results, also
apparently a large dose of insanity.
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