Sixty Trends In Sixty Minutes

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Overview
Product Details
Meet the Author
Table of Contents
Interviews & Essays

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Overview

THE FUTURE OF MARKETING BEGINS HERE . . .

"This is a terrific book. Useful, stimulating, and fun. Helpful not only in business but in general day-to-day life."
— Christopher J. D. Ainsley, President and CEO Wolters Kluwer, International Health & Science

"Tired of asking yourself 'How did they know that trend was worth jumping on so early in the game?' Sixty Trends in Sixty Minutes helps marketers decide if the ripple is just a ripple or the next big wave."
— Dan Hanrahan, Senior Vice President of Marketing Royal Caribbean International

"Herman Kahn, Alvin Toffler, John Naisbitt are only a few of the trend analysts who've broken through into public consciousness. Sam Hill does them all one better; he shows you how to build businesses from his observations."
— Randall Rothenberg, Chief Marketing Officer, Booz Allen Hamilton Author of Where the Suckers Moon: The Life and Death of an Advertising Campaign

"The need for understanding the changing consumer has never been greater. Rich in facts, examples, and thought, Sixty Trends in Sixty Minutes makes evident the forces that are shaping consumers all over the world."
— Bob Schmetterer, Chairman and CEO Euro RSCG Worldwide

"In Sixty Trends in Sixty Minutes, Sam Hill brings together the insights of a futurist, the literary flair of a great journalist, and the analytical rigor of a top corporate strategist. This book should be on every senior executive's night table."
— Reggie Van Lee, Vice President and Managing Partner Booz Allen Hamilton

"Sam Hill's Sixty Trends in Sixty Minutes gets better and better as one reads it-exactly what one wants from a book discerning trends. Invest an hour in this insightful book and you'll not read the daily newspaper the same again."
— B. Joseph Pine II and James H. Gilmore, coauthors of The Experience Economy

Product Details

ISBN-13: 9780471225805
Publisher: Wiley, John & Sons, Incorporated
Publication date: 8/9/2002
Edition number: 1
Pages: 292
Product dimensions: 9.21 (w) x 6.14 (h) x 0.69 (d)

Meet the Author

SAM HILL is the cofounder of the Helios Consulting Group, which helps top management solve complex strategic problems. He was previously a partner and Chief Marketing Officer at Booz Allen Hamilton and Vice Chairman of DMB&B, a top-twenty global advertising agency. His writing has appeared in such publications as the Harvard Business Review, Strategy & Business, Fortune, Ad Age, The Wall Street Journal, and the Financial Times. He is also the coauthor of Radical Marketing and The Infinite Asset: Managing Brands to Build New Value.

Ch. 1	Is Purple the Next Black?	1
Ch. 2	The Trendmeister Hall of Fame	5
Ch. 3	Fads, Fashion, and History	15
Ch. 4	Economic and Geopolitical Trends	23
Ch. 5	Technology Trends	51
Ch. 6	Societal Trends	89
Ch. 7	Consumer Trends	123
Ch. 8	Business Trends	157
Ch. 9	Workplace Trends	193
Ch. 10	Trendblasting	221
Ch. 11	Final Thoughts	229
	Acknowledgments	233
	Notes	237
	Selected Sources	241
	Index	275

Interviews & Essays

Discovering Trendblasting
Several years ago, my team and I were working on a new growth strategy for a midwestern industrial company. After three months, it wasn’t going all that well. We’d surfaced idea after idea. But nothing we came up with excited them. Absolutely nothing.

Now, we’re not new at this. We didn’t expect our conservative clients to leap to their feet, give us a hug and yell, “Totally super, dudes! Let’s rock.” But some of these ideas were pretty good. We at least expected a smile or a nod or a facial twitch or something. Instead, after each presentation, there was an uncomfortably long, stony-faced silence; then we’d get bombarded by reasons why whatever it was we’d suggested couldn’t possibly work. More often than not, someone would open the discussion with, “Sam, we already tried that ten years ago.”

After months of this, Akhil, Carolyn, Meg, and I huddled in our little team room, trying to think of ways to get this client to give a fair hearing to some of our ideas. To this point, we’d been following the classic consulting process: identify the most important megatrends in the industry, isolate and analyze those trends, assess the impacts, and so on. We did the thinking, and our client did the listening -- a nice, orderly, linear process. Obviously, though, orderly and linear wasn’t working. Someone finally said something like, “Why don’t we let them come up with the ideas and we’ll pick theirs apart!”

We all laughed, then looked at each other. The more we thought about it, the more sense it made. After some discussion, we decided to create a list of every trend we could think of that might affect their business -- big trends like new environmental regulations and small trends like the rise of online advertising. We’d throw them at our client and let them sort them out. We created a list of trends we thought might have good effects (“the nifty fifty”) and a list we expected to have negative effects (“the dirty thirty”). We pulled together a few graphs on each, packaged a presentation and called a meeting.

On the big day, we stood up and rolled through our trends. At the end of the presentation, I said, “You guys are in a very exciting business. With all these trends, surely there must be some growth ideas in there somewhere.” Then I turned off the projector and sat down. We waited. The executives looked at us. They looked at each other. But their faces didn’t have their usual Politburo solemnity. Their eyes were engaged. Finally, one spoke, “You know, it sure it interesting that we have the trend to low-cost megastores and real expensive products at the same time.” And they started talking, discussing which trends they believed, how they interacted, and what it might mean for their business. The presentation, and the project, were huge successes.

It was a Eureka moment. They say most car accidents occur at intersections. Turns out that's where big ideas come from, too: the intersection of two or three or even a chain collision of trends. And it’s not just big trends that matter but small ones, too. The big "aha"s come not from looking at a trend but from trends.

Eventually, after doing this with many clients with varying levels of success, we learned how to come up the right number of trends, how to explain them with the right level of detail so we didn’t get mired down, and how to manage the process for maximum results. Sometimes the improvements came from our own observation, sometimes from suggestions by clients. “Trendblasting,” as we called it, became a staple of our consulting approach. Clients who’d heard about it began to ask about it. They found it fun and workable, but they also found it useful. It delivered results. Now we do workshops all over, in large companies and small, in all sorts of industries.

The trendblasting process and the best trends from our client work are what I have tried to capture in this book. It’s not ivory-tower stuff. This has been tested and proven in the toughest arena on planet earth, a conference room in Milwaukee. And I have tried to write it in such a way that the reader captures some of that “blasted” feeling we strive for in our workshops. I hope it works! Sam Hill

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Sixty Trends In Sixty Minutes

Overview

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More About This Book

Overview

Related Subjects

Product Details

Meet the Author

Table of Contents

Interviews & Essays

Customer Reviews

Rating Distribution

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