My good friend Stefan Engesethâs Sharkonomics hit China a year ago, and itâs been so successful that the second edition is now out. It looks smarter, too, with its red cover, and Iâm sure Chinese readers will get a decent taste of Stefanâs writing style, humour and thinking.
I even hope this will pave the way for translations of his earlier works, especially Detective Marketing and One: a Consumer Revolution for Business (the latter still remains my favourite of his marketing titles).
Iâve written a brief quote for Sharkonomics and the publisher (with some nudging from Stefan) has taken the time to make sure my Chinese name is accurately recorded, rather than a phonetic translation of my Anglo transliteration, which, of course, then wouldnât be my name.
Stefanâs inventive and innovative thinking might seem left-field sometimes, till some years pass and people realize he was right all along. Take, for example, Google wanting to build a high-tech neighbourhood in downtown Toronto, announced in October. Notwithstanding the hassles Google has created on its own turf in Silicon Valley, itâs the sort of project we might expect from the giant now. But would we have expected it in 2007? Probably not, except Stefan did.
In 2007 (though he actually first floated the idea a year earlier), Stefan blogged about his idea for Google Downtownâwhy not make real what Google Earth does virtually? Why not shop at places that already know all your personal preferences, if thatâs where things are heading? The town would have free wifi and youâd be paying for it with âyour selfâ (the space, Iâm sure, was intentional). In 2008, 500 people heard his plans at a conference and laughed. The following year, he met Eric Schmidt and mentioned it to him. Eric paused and didnât laughâand maybe the idea sunk in.
Itâs not the first time Stefan has hatched an idea and it gained legs, from Coca-Cola delivering its product through taps to Ikea making flat-pack fashionâboth have wound up being done, though the latter not quite in the way Stefan envisaged.
Tonight, I had the sad and solemn duty to announce publicly the passing of my friend Thomas Gad.
Iâm still waiting for someone to come out and tell me that I have been severely pranked.
Thomas was the founder of what we now call Medinge Group. After working for 17 years at Grey Advertising as an international creative director, Thomas set up Brandflight, a leading branding consultancy HQed in Stockholm. He authored 4-D Branding, Managing Brand Me (with his wife, Annette Rosencreutz), and, most recently, Customer Experience Branding.
In 2000, Thomas seized on an idea: why not gather a bunch of leading brand practitioners at Annetteâs familyâs villa at Medinge, three hours west of Stockholm, for a bit of R&R, where they could all discuss ideas around the profession?
Nicholas Ind was one of the people at that first meeting. In a statement tonight, Nick wrote, âI first met Thomas when I was working in Stockholm in 2000âhe invited me to join him at Medinge in the Swedish countryside to talk about branding. So began a professional and personal relationship that was truly fulfilling. Thomas, and his wife Annette, hosted the annual meetings we had at his house every summer after that with unrivalled generosity. My strongest recollection of those days is not the debates we had or flying with Thomas in his sea plane (even though those are also memorable), but Thomas and Annette sitting at the dinner table in the evenings singing songs, telling jokes and bringing everyone together. Thomas was exceptional in the way he made everyone feel welcome and valued in the groupâhe will be deeply missed.â
I came on the scene in 2002, invited by Chris Macrae. The event had become international the year before. Thomas and Annette made me feel incredibly at home at Medinge, and we had an incredibly productive meeting. He had taught me to sing ‘Helan gĂ„r’, for no Swedish gathering is complete without a drinking song.
At the same meeting, I met Ian Ryder, who wrote, âAs a founding member, and now Honorary Life Member, of Medinge Group I couldn’t possibly let such a sad announcement pass without observation. Thomas was a really bright, intellectually and socially, human being who I first met at the inaugural pre-Medinge group meeting in Amsterdam sixteen years ago. Little did we know then that our band of open-minded, globally experienced brand experts would develop into a superb think-tank based out of Thomas’s home in Medinge, Sweden.
âFor many years he and his lovely wife, Annette, hosted with a big heart, the annual gathering at which he played fabulous host to those of us who made it there. A larger-than-life, clever and successful professional, Thomas will be sorely missed by all those lucky enough to have known him.’
By the end of the summer 2002 meeting we had some principles around branding, the idea for a book (which became Beyond Branding), and a desire to formalize ourselves into an organization. The meeting at Medinge would soon become the Medinge Group (the definite article was part of our original name), and we had come to represent brands with a conscience: the idea that brands could do good, and that business could be humane and humanistic. This came about in an environment of real change: Enron, which had been given awards for supposedly doing good, had been exposed as fraudulent; there was a generation of media-savvy young people who could see through the BS and were voting and buying based on causes they supported; and inequality was on the rise, something that the late Economist editor, Norman Macrae (Chrisâs Dad) even then called humankindâs most pressing concern. If everything is a product of its time, then that was true of us; and the issues that we care about the most are still with us, and changes to the way we do business are needed more now than ever.
This is Thomasâs legacy: Medinge Group is an incorporated company with far more members worldwide, holding two meetings per annum: the annual summer retreat in Sweden, and a public event every spring, with the next in Sevilla. The public events, and the Brands with a Conscience awards held in the 2000s, came about during Stanley Mossâs time as CEO. Stanley wrote this morning, âThomas brought his vision and resources to the foundation of Medinge, and served as a critical voice in the international movement for humanistic brands.â We continue today to spread that vision.
We have now been robbed far too early of two of our talents: Colin Morley, in the 7-7 bombings in London in 2005; and, now, Thomas, taken by cancer at age 65. My thoughts go to Annette and to the entire family.
When I talked about Nicholas Ind’s book, Meaning at Work, a few weeks ago, I said there were two titles that I wanted to mention.
The second is by my friend Stefan Engeseth, who has followed up some very innovative titlesâDetective Marketing, One and The Fall of PR and the Rise of Advertisingâwith Sharkonomics.
The premise is simple: how have sharks survived millions of years, and can we learn any lessons from them for business?
I’ve been involved with Sharkonomics since Stefan pitched the idea, and I’ve had word of him heading down to South Africa to dive with the beasts.
I’ve dived with them, too, many years ago, except mine weren’t as treacherous as the ones he confronted.
A few of us, in endorsing his book, couldn’t help but use a bunch of shark puns. Don’t let them put you off.
He wants to get further word out and the first 100 people to do so will get the book for free (details here). You can read a brief summary about it here. It’s published by Marshall Cavendish, the people who published One. Also head to Sharkonomicsâ Facebook pageâthere’ll be more information on the upcoming launches and some of the great ideas Stefan has planned for them.
Congratulations to my good friend Stefan Engeseth on reaching 1,000 posts on his blog today!
It’s even more of a milestone when you realize Stefan is not blogging in his native tongue. Add to that the fact that he suffers from dyslexia.
But we follow his blog because we admire several qualities about him: his willingness to examine new ideas; his open-mindedness; and his love of learning, and sharing that knowledge with us all.
You can add one more in my case: because he’s one of my closest friends and one of the most decent and generous human beings I have ever met.
I thought it was cold enough in Stockholm when I hit town a month ago, and temperatures were in the â9°C to â15°C region most days (with a high of around â2°C). But, Stefan tells me, temperatures plummeted greatly over the past week, down into the â30°C region in some parts. Stockholm was in the minus 20s, but when you add the wind chill, we are talking â30°C, too. When the trains stop running in Sweden (though Rogernomics-style cutbacks on staff who would normally have cleared the snow have not helped), you know itâs frighteningly cold. These folks donât panic at the first sign of snow and things ran as normal when I was there, but not with this sort of blizzard.
Stefan does not know this but on the last day, I took a pic outside his window as a memento. He took one on the 24th to show me how cold it got. Here is a comparison (both are cropped to give roughly the same frame):
January 27, 9.34 a.m.
February 24, 10.16 a.m.
Minus 15 is still cold enough for me, and if I am willing to brave that for Wellington (on my own money, incidentally) to study the public transport and meet with companies that can help us on the environmental angle, then Iâm willing to do a lot for my city. Iâd do â30°C if I have to, but bear in mind, such a trip would not have been terribly productive if everyoneâs stuck at home and thereâs 50 cm of snow at your door.
When Fiat was in the poo, I remember heading in to Italy and the cabs were a mixture of German and French cars, with a few Italian ones. Generally, it was a reïŹection of the state of the local motor industry: cab drivers are, perhaps subconsciously, patriotic and quite traditional. If they reject the local product, then that means trouble. (Look at New York: Toyota Siennas and Ford Escapes, which were originally engineered by Mazda, have an ever-increasing share of the market; compare that to when Checkers and Big Four brands dominated.)
During my ïŹrst visit to Sweden, most cabbies drove Volvo S80s, S90s and 960s. A few went for Saab 9-5s. Now, the home brands share space with Toyota Priuses and Mercedes-Benz B-Klasses. Again, itâs a reïŹection of the state of the Swedish car industry, with its American owners insisting Volvo and Saab sell large cars that did not conïŹict with their offerings from their sister Opel and Ford brands. The consequence is that as the world moved to small cars, Volvo and Saab had relatively little to offer. Even the patriotic cabbies had to buy foreign.
It seems Spyker realizes the folly of this policy as it takes over Saab and vows to make the company a leader in automotive environmental technology, but the compact 9-1 still does not figure in its business plan formally. Will Geely realize the same when it comes to Volvo?
This is a punny one for my Swedish friends. I know this is an innocent warning sign, but when a foreigner comes and he has a different skin colour, his mind wanders on what it could mean! Hereâs a bit of humorous context about a very inappropriate sign at the National Bank in Wellington, New Zealand.
My good friend Stefan Engesethâs Sharkonomics hit China a year ago, and itâs been so successful that the second edition is now out. It looks smarter, too, with its red cover, and Iâm sure Chinese readers will get a decent taste of Stefanâs writing style, humour and thinking.
When I talked about 
