TRUE STORY: HOW TO COMBINE STORY AND ACTION TO
TRANSFORM YOUR BUSINESS by Ty Montague (ZT)
The first Red Bull Flugtag competition was held in 1991 in Vienna.
It was an instant hit. Local newscasts picked it up, and videos of
the event were passed from person to person around the world.
Ripples from the first Flugtag spread globally, giving Red Bull its
first taste of the power of story combined with the power of
innovative action.
Flugtag was such a success that it has been held every year since in
over thirty-five cities globally, from Dublin to San Francisco,
attracting up to 300,000 spectators per event. The success of
Flugtag was a seminal moment for the young company, and it codified
a core philosophy: don't rent space at other people's events--create
(and own) your own. Thirty years later, Red Bull has become a
company that is hard to describe in conventional terms. Is it a
packaged-goods company? Yes. Is it a media company? Yes. Is it an
events company? Yes. Is it an adventure sports lifestyle company?
Yes. So what exactly is the business that Red Bull is in again?
Mateschitz explained: "Since the beginning, it has been a brand
philosophy and how to look upon the world, rather than pure
marketing for consumer goods. In both areas we are talking about
content distribution as a way to tell our consumers and friends what
is new about our approximately six hundred athletes worldwide, their
achievements and next projects; another band launch or song hit from
Red Bull Records; what is going on regarding nightlife, people,
events, culture, Formula 1 etc. So it is both ways: the brand is
supporting the sports and culture community, as well as the other
way round."
Red Bull has become perhaps the premier global example of a business
that combines story and action--something I call a "story-doing"
company. Red Bull tells its story through the creation of compelling
experiences, all carefully crafted to "give you wings." These events
and experiences result in huge amounts of documentary content, which
it distributes globally to the Red Bull faithful on platforms it
owns, like "Red Bull-it" magazine and RedBull.com, and through
partnerships like the new "Red Bull TV" on YouTube. In addition to
the Flugtag and countless local grassroots events, Red Bull now owns
a global, professional airplane-racing series that it not only
conceived, but for which it also invented and manufactured much of
the unique technology that makes the races possible. It owns two
Formula 1 racing teams, as well as professional football/soccer
teams in England, Austria, Brazil, and the United States. It owns a
movie and television production company that is producing content
of, by, and for the Red Bull faithful. Much of that content consists
of world-record attempts or human firsts, many of them conceived of
and funded by Red Bull itself. These tend to be the kind of
activities that keep mothers up at night: activities like the
highest BASE jump ever; the longest human flight with a
detachable jet-powered wing; and Red Bull Stratos, the highest ever
HALO (high altitude, low opening) jump, in a pressure suit, from a
platform twenty miles above the Earth's surface--the edge of space.
Red Bull is also breaking new ground with the quality and expense of
the content it is creating. Its film, "The Art of Flight," released
in late 2011 took two years and cost several million dollars to
make. It takes the snowboarding movie (traditionally a pretty
scruffy and handheld affair) and raises the production polish to new
levels. Unlike a sponsor, Red Bull financed 100 percent of the
production, and so it also received 100 percent of the benefit when
"The Art of Flight" set records for downloads on iTunes at $10
each.
The Rise of Storydoing
What makes Red Bull such an interesting company today isn't that it
is unique. It is that, increasingly, it isn't unique at all. Red
Bull may be one of the first of its kind, but today there are
numerous companies in multiple sectors that are building large
businesses by pursuing the principles of storydoing--from start-ups
that are beginning with a new idea and a clean slate, to large
multinational corporations that are beginning to do the difficult
but necessary work of restructuring themselves to behave in this new
way. It's easy to see why: when it is done correctly, storydoing is
simply better business. For instance, the best storydoing companies
can reduce their cost of paid media dramatically--sometimes to zero.
But there are other benefits. One of the other core attributes of
storydoing companies is that they have a more clearly defined
purpose than other companies, something that transcends creating
shareholder value or maximizing profits. This attribute often
creates intense loyalty among customers and employees alike.
Storydoing companies don't just practice what they preach--they
actually preach "by" practicing. JetBlue, for instance, is a
storydoing airline in a business sector full of long-established
storytelling competitors. JetBlue's higher purpose is. "to bring
humanity back to air travel." JetBlue tells that story by creating
a better customer experience at every possible point of contact. Its
story has always been spread primarily by word of mouth--the company
does very little advertising and advertises only in cities it flies
to or from. This has led to some unusual outcomes. Several years
ago, as Jet-Blue contemplated expansion into new markets, it
commissioned a national survey. One of the most notable findings of
the survey was that it was the most beloved airline in the city of
Chicago. JetBlue didn't even fly to Chicago at the time.
_________________________________________________________________
***** 作者Ty Montague簡介(ZT) *****
Ty Montague is a founder of co:collective, a consultancy that helps
clients develop their strategy and brand story using the principles
of storydoing. The framework and several of the cases presented in
"True Story" are based on what co: does for businesses of all
sizes. Ty's work helping companies transform themselves has been
featured in a cover story in "Fast Company" magazine. He is a
frequent speaker and guest lecturer on creativity and innovation at
leading business schools, including the Wharton School, NYU Stern
School of Business, and Columbia Business School. He has been named
one of the top ten creative minds in business by "Fast Company."
_________________________________________________________________
TRANSFORM YOUR BUSINESS by Ty Montague (ZT)
The first Red Bull Flugtag competition was held in 1991 in Vienna.
It was an instant hit. Local newscasts picked it up, and videos of
the event were passed from person to person around the world.
Ripples from the first Flugtag spread globally, giving Red Bull its
first taste of the power of story combined with the power of
innovative action.
Flugtag was such a success that it has been held every year since in
over thirty-five cities globally, from Dublin to San Francisco,
attracting up to 300,000 spectators per event. The success of
Flugtag was a seminal moment for the young company, and it codified
a core philosophy: don't rent space at other people's events--create
(and own) your own. Thirty years later, Red Bull has become a
company that is hard to describe in conventional terms. Is it a
packaged-goods company? Yes. Is it a media company? Yes. Is it an
events company? Yes. Is it an adventure sports lifestyle company?
Yes. So what exactly is the business that Red Bull is in again?
Mateschitz explained: "Since the beginning, it has been a brand
philosophy and how to look upon the world, rather than pure
marketing for consumer goods. In both areas we are talking about
content distribution as a way to tell our consumers and friends what
is new about our approximately six hundred athletes worldwide, their
achievements and next projects; another band launch or song hit from
Red Bull Records; what is going on regarding nightlife, people,
events, culture, Formula 1 etc. So it is both ways: the brand is
supporting the sports and culture community, as well as the other
way round."
Red Bull has become perhaps the premier global example of a business
that combines story and action--something I call a "story-doing"
company. Red Bull tells its story through the creation of compelling
experiences, all carefully crafted to "give you wings." These events
and experiences result in huge amounts of documentary content, which
it distributes globally to the Red Bull faithful on platforms it
owns, like "Red Bull-it" magazine and RedBull.com, and through
partnerships like the new "Red Bull TV" on YouTube. In addition to
the Flugtag and countless local grassroots events, Red Bull now owns
a global, professional airplane-racing series that it not only
conceived, but for which it also invented and manufactured much of
the unique technology that makes the races possible. It owns two
Formula 1 racing teams, as well as professional football/soccer
teams in England, Austria, Brazil, and the United States. It owns a
movie and television production company that is producing content
of, by, and for the Red Bull faithful. Much of that content consists
of world-record attempts or human firsts, many of them conceived of
and funded by Red Bull itself. These tend to be the kind of
activities that keep mothers up at night: activities like the
highest BASE jump ever; the longest human flight with a
detachable jet-powered wing; and Red Bull Stratos, the highest ever
HALO (high altitude, low opening) jump, in a pressure suit, from a
platform twenty miles above the Earth's surface--the edge of space.
Red Bull is also breaking new ground with the quality and expense of
the content it is creating. Its film, "The Art of Flight," released
in late 2011 took two years and cost several million dollars to
make. It takes the snowboarding movie (traditionally a pretty
scruffy and handheld affair) and raises the production polish to new
levels. Unlike a sponsor, Red Bull financed 100 percent of the
production, and so it also received 100 percent of the benefit when
"The Art of Flight" set records for downloads on iTunes at $10
each.
The Rise of Storydoing
What makes Red Bull such an interesting company today isn't that it
is unique. It is that, increasingly, it isn't unique at all. Red
Bull may be one of the first of its kind, but today there are
numerous companies in multiple sectors that are building large
businesses by pursuing the principles of storydoing--from start-ups
that are beginning with a new idea and a clean slate, to large
multinational corporations that are beginning to do the difficult
but necessary work of restructuring themselves to behave in this new
way. It's easy to see why: when it is done correctly, storydoing is
simply better business. For instance, the best storydoing companies
can reduce their cost of paid media dramatically--sometimes to zero.
But there are other benefits. One of the other core attributes of
storydoing companies is that they have a more clearly defined
purpose than other companies, something that transcends creating
shareholder value or maximizing profits. This attribute often
creates intense loyalty among customers and employees alike.
Storydoing companies don't just practice what they preach--they
actually preach "by" practicing. JetBlue, for instance, is a
storydoing airline in a business sector full of long-established
storytelling competitors. JetBlue's higher purpose is. "to bring
humanity back to air travel." JetBlue tells that story by creating
a better customer experience at every possible point of contact. Its
story has always been spread primarily by word of mouth--the company
does very little advertising and advertises only in cities it flies
to or from. This has led to some unusual outcomes. Several years
ago, as Jet-Blue contemplated expansion into new markets, it
commissioned a national survey. One of the most notable findings of
the survey was that it was the most beloved airline in the city of
Chicago. JetBlue didn't even fly to Chicago at the time.
_________________________________________________________________
***** 作者Ty Montague簡介(ZT) *****
Ty Montague is a founder of co:collective, a consultancy that helps
clients develop their strategy and brand story using the principles
of storydoing. The framework and several of the cases presented in
"True Story" are based on what co: does for businesses of all
sizes. Ty's work helping companies transform themselves has been
featured in a cover story in "Fast Company" magazine. He is a
frequent speaker and guest lecturer on creativity and innovation at
leading business schools, including the Wharton School, NYU Stern
School of Business, and Columbia Business School. He has been named
one of the top ten creative minds in business by "Fast Company."
_________________________________________________________________
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