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TRUE STORY: HOW TO COMBINE STORY AND ACTION TO
TRANSFORM YOUR BUSINESS by Ty Montague (ZT)
The Story behind This Book
I am a student of story and storytelling, and I spent more than two
decades in the storytelling business for companies and brands;
specifically, creating narratives about brands through the mechanism
of advertising.
Those years were incredibly educational and a lot of fun, but over
the last several years in that business I began to feel increasingly
uneasy about the growing inefficiency of advertising for brands. I
saw mounting evidence that something fundamental was changing. For
instance, there was a sudden and extraordinary explosion in the
number of brands in the world. In 1997, based on the number of
trademarks in force, there were approximately 2.5 million brands. By
2011 there were nearly 10 million.4 That's a quadrupling in the
number of brands in twelve years. Simultaneously, the average
paid-media spend per brand was down nearly 25 percent from 1996. So
the job of standing out and standing for something distinctive as a
brand or business has become much harder, and using paid media to do
it has become much more expensive. More importantly, for consumers
the world has become incredibly noisy, crowded, and confusing. It is
much harder today for them to distinguish between products. In the
past decade, all of the key traditional tracking measurements around
brands have plummeted--perception of brand quality down 24 percent,
brand loyalty down 31 percent, brand trust down 50 percent,
differentiation down a staggering 90 percent. Perhaps not
surprisingly, the average CEO today is still pretending it's all
business as usual-80 percent of CEOs believe that their products are
clearly differentiated. But only 8 percent of their customers agree.
Further evidence of change began to appear. First, a handful--and
then a growing flood--of companies were building large and
successful businesses using little or no paid media. Starbucks was
the oft-cited example in the 1990s and 2000s. We've already learned
about another, Red Bull. And today there are dozens more of these
companies--Amazon, Zappos, Facebook, and Method, for example--and
there are more being born every day.
At the same time, a growing chorus was proclaiming the death of
advertising, and something about that proclamation struck me as
wrong. After all, advertising is based on the power of story, and
story is something that is innate to all human beings. How could
story and storytelling for brands go away? That didn't seem
plausible to me. As I turned this paradox over in my head and
thought about these new companies and how they worked, it began to
dawn on me that the future was still about story. But in the future,
for businesses, it was less about "storytelling" and more about
"storydoing." Social media and the rise of the networked world were
creating opportunities for companies to become much more efficient,
not by communicating differently, but by actually behaving
differently--taking innovative action that told a clear story and
letting the network spread that story. By understanding their own
metastory and then acting on that story in new and innovative ways,
companies could reduce or even eliminate their expenditure on paid
media. For me, this realization was like discovering the unified
theory. People are not changing; story is still a fundamental part
of all human beings. But telling those stories through action, not
communication, was what the future was about.
This led to more questions. Could the success of these story-doing
companies be learned? Could it be replicated? What was the process?
What was missing in this emerging world was a playbook for unifying
and harnessing the new tools of social media, software design, and
technology experience and combining them with the older but still
vitally important tools of product design, packaging design, and
retail experience into a coherent whole. A new process was required
to help any business change its behavior in multiple dimensions to
create richer, more meaningful relationships with their customers.
What was needed was a framework to help companies first understand
their metastories, and then act on those stories in innovative ways,
rather than simply telling them through the canned narrative of
advertising. A framework like that would help companies embrace this
exciting new future rather than fear it.
This realization caused me to leave the business of advertising and
my role at J. Walter Thompson in 2010 and, with three partners,
Rosemarie Ryan, Neil Parker, and Richard Schatzberger, to set up a
new company, co:collective, which is focused 100 percent on helping
companies grow more efficiently by understanding and managing their
metastory. We set about taking everything we had learned in our
previous lives and developed a rational and repeatable process--one
that can be applied to a company of any size, from a global
conglomerate to a tiny start-up. As we refined the process and began
to apply it inside companies, it became clear to us that what we
were learning could become standard practice at most, if not all,
companies in the future.
This book is our view from the trenches, what we have been seeing
and learning every day as we apply the metastory framework within
our clients' companies and as we encounter and work with the issues
that all companies face today--the need to work differently both
internally and externally to become ever more efficient storydoing
companies. This is meant to be a practical book full of tangible
examples of how to (and in some cases, how not to) do it, built
around the proposition that storydoing is something that any modern
businessperson ought to be able to understand and act on in his or
her own company.
Calling All Change Agents
My hope for this book is that it is a helpful guide and tool for
anyone confronting the blizzard of change occurring in the world of
business today. It is designed specifically for people who seek to
be agents of change within their own organizations--people who want
to help their company become more efficient and modern, first by
understanding its own metastory and then by understanding the
changes that need to be made to enable the actions to "do" that
metastory. This book is also for entrepreneurs who aspire to set up
a business with a clear metastory in place and therefore have a
clear pathway of innovative action designed to make their story
clear, different, and compelling to the maximum number of
customers.
The bulk of this volume is spent exploring the framework and
process. But I will begin in chapter 1 by delving a bit deeper into
what makes human beings tick and how we all use products and
services as a form of language to tell our own metastory. Chapter 2
explores and further defines storydoing and introduces the "four
truths" you need to learn to get to a comprehensive understanding of
your company's authentic and unique metastory. Chapters 3 through 6
explore these four truths in turn, each illustrated using a case
history worked on by members of co:collective's founding team.
Chapter 7 explores a case study illustrating the development of an
"action map"--a strategic set of actions that need to be taken to
make the metastory real in the world. In the conclusion, I will sum
up with a few further lessons learned in the trenches.
Five Key Concepts to Take Away from This Book
1 Storydoing, not storytelling, is the most efficient way to tell
your company's story today--compelling experiences are what people
like to talk about to each other. A company that knows its own
metastory and can translate it to action will thrive. Companies that
don't will struggle.
2 Your customers are already ahead of you. They are story-doers by
nature. They don't buy products; they take actions and buy products
that advance their own metastories within their community. If your
product or service does this, they'll buy it. If it doesn't, no
matter how functionally excellent your products or services are, you
are virtually useless to them.
3 To help your customers be better storydoers, to help them advance
their personal metastory, you "must" understand the metastory of
your own business first: what it is today and what it needs to
become tomorrow.
*****TABLE OF CONTENTS *****
1. Your True Story
2. Storydoing and the Four Truths
3. The Participants
4. The Protagonist
5. The Stage
6. The Quest
7. Your Metastory and Action Map
_________________________________________________________________
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讀一本書:True Story(節選5)
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TRUE STORY: HOW TO COMBINE STORY AND ACTION TO
TRANSFORM YOUR BUSINESS by Ty Montague (ZT)
The Story behind This Book
I am a student of story and storytelling, and I spent more than two
decades in the storytelling business for companies and brands;
specifically, creating narratives about brands through the mechanism
of advertising.
Those years were incredibly educational and a lot of fun, but over
the last several years in that business I began to feel increasingly
uneasy about the growing inefficiency of advertising for brands. I
saw mounting evidence that something fundamental was changing. For
instance, there was a sudden and extraordinary explosion in the
number of brands in the world. In 1997, based on the number of
trademarks in force, there were approximately 2.5 million brands. By
2011 there were nearly 10 million.4 That's a quadrupling in the
number of brands in twelve years. Simultaneously, the average
paid-media spend per brand was down nearly 25 percent from 1996. So
the job of standing out and standing for something distinctive as a
brand or business has become much harder, and using paid media to do
it has become much more expensive. More importantly, for consumers
the world has become incredibly noisy, crowded, and confusing. It is
much harder today for them to distinguish between products. In the
past decade, all of the key traditional tracking measurements around
brands have plummeted--perception of brand quality down 24 percent,
brand loyalty down 31 percent, brand trust down 50 percent,
differentiation down a staggering 90 percent. Perhaps not
surprisingly, the average CEO today is still pretending it's all
business as usual-80 percent of CEOs believe that their products are
clearly differentiated. But only 8 percent of their customers agree.
Further evidence of change began to appear. First, a handful--and
then a growing flood--of companies were building large and
successful businesses using little or no paid media. Starbucks was
the oft-cited example in the 1990s and 2000s. We've already learned
about another, Red Bull. And today there are dozens more of these
companies--Amazon, Zappos, Facebook, and Method, for example--and
there are more being born every day.
At the same time, a growing chorus was proclaiming the death of
advertising, and something about that proclamation struck me as
wrong. After all, advertising is based on the power of story, and
story is something that is innate to all human beings. How could
story and storytelling for brands go away? That didn't seem
plausible to me. As I turned this paradox over in my head and
thought about these new companies and how they worked, it began to
dawn on me that the future was still about story. But in the future,
for businesses, it was less about "storytelling" and more about
"storydoing." Social media and the rise of the networked world were
creating opportunities for companies to become much more efficient,
not by communicating differently, but by actually behaving
differently--taking innovative action that told a clear story and
letting the network spread that story. By understanding their own
metastory and then acting on that story in new and innovative ways,
companies could reduce or even eliminate their expenditure on paid
media. For me, this realization was like discovering the unified
theory. People are not changing; story is still a fundamental part
of all human beings. But telling those stories through action, not
communication, was what the future was about.
This led to more questions. Could the success of these story-doing
companies be learned? Could it be replicated? What was the process?
What was missing in this emerging world was a playbook for unifying
and harnessing the new tools of social media, software design, and
technology experience and combining them with the older but still
vitally important tools of product design, packaging design, and
retail experience into a coherent whole. A new process was required
to help any business change its behavior in multiple dimensions to
create richer, more meaningful relationships with their customers.
What was needed was a framework to help companies first understand
their metastories, and then act on those stories in innovative ways,
rather than simply telling them through the canned narrative of
advertising. A framework like that would help companies embrace this
exciting new future rather than fear it.
This realization caused me to leave the business of advertising and
my role at J. Walter Thompson in 2010 and, with three partners,
Rosemarie Ryan, Neil Parker, and Richard Schatzberger, to set up a
new company, co:collective, which is focused 100 percent on helping
companies grow more efficiently by understanding and managing their
metastory. We set about taking everything we had learned in our
previous lives and developed a rational and repeatable process--one
that can be applied to a company of any size, from a global
conglomerate to a tiny start-up. As we refined the process and began
to apply it inside companies, it became clear to us that what we
were learning could become standard practice at most, if not all,
companies in the future.
This book is our view from the trenches, what we have been seeing
and learning every day as we apply the metastory framework within
our clients' companies and as we encounter and work with the issues
that all companies face today--the need to work differently both
internally and externally to become ever more efficient storydoing
companies. This is meant to be a practical book full of tangible
examples of how to (and in some cases, how not to) do it, built
around the proposition that storydoing is something that any modern
businessperson ought to be able to understand and act on in his or
her own company.
Calling All Change Agents
My hope for this book is that it is a helpful guide and tool for
anyone confronting the blizzard of change occurring in the world of
business today. It is designed specifically for people who seek to
be agents of change within their own organizations--people who want
to help their company become more efficient and modern, first by
understanding its own metastory and then by understanding the
changes that need to be made to enable the actions to "do" that
metastory. This book is also for entrepreneurs who aspire to set up
a business with a clear metastory in place and therefore have a
clear pathway of innovative action designed to make their story
clear, different, and compelling to the maximum number of
customers.
The bulk of this volume is spent exploring the framework and
process. But I will begin in chapter 1 by delving a bit deeper into
what makes human beings tick and how we all use products and
services as a form of language to tell our own metastory. Chapter 2
explores and further defines storydoing and introduces the "four
truths" you need to learn to get to a comprehensive understanding of
your company's authentic and unique metastory. Chapters 3 through 6
explore these four truths in turn, each illustrated using a case
history worked on by members of co:collective's founding team.
Chapter 7 explores a case study illustrating the development of an
"action map"--a strategic set of actions that need to be taken to
make the metastory real in the world. In the conclusion, I will sum
up with a few further lessons learned in the trenches.
Five Key Concepts to Take Away from This Book
1 Storydoing, not storytelling, is the most efficient way to tell
your company's story today--compelling experiences are what people
like to talk about to each other. A company that knows its own
metastory and can translate it to action will thrive. Companies that
don't will struggle.
2 Your customers are already ahead of you. They are story-doers by
nature. They don't buy products; they take actions and buy products
that advance their own metastories within their community. If your
product or service does this, they'll buy it. If it doesn't, no
matter how functionally excellent your products or services are, you
are virtually useless to them.
3 To help your customers be better storydoers, to help them advance
their personal metastory, you "must" understand the metastory of
your own business first: what it is today and what it needs to
become tomorrow.
*****TABLE OF CONTENTS *****
1. Your True Story
2. Storydoing and the Four Truths
3. The Participants
4. The Protagonist
5. The Stage
6. The Quest
7. Your Metastory and Action Map
_________________________________________________________________
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