Jim Stengel

Jim Stengel Bio, Wiki, Age, Family, Wife, Books, Brand purpose, Net worth and Salary

Jim Stengel Wiki

Jim Stengel is an American businessman, author, professor, and public speaker. He was born on May 5, 1955, Lancaster, PA, USA. From 2001 to 2008, he served as the global marketing officer of Procter & Gamble.

Jim Stengel

Jim Stengel Biography

Jim is currently the president and CEO of The Jim Stengel Company, where he advocates for ideals-driven businesses and brands. In December 2011, he released his first book, Grow: How Ideals Power Growth and Profit at the World’s Greatest Companies.

Jim Stengel grew up in Lancaster, Pennsylvania, in a family of six children. He graduated from Lancaster Catholic High School in 1973. Jim received his B.A. from Franklin & Marshall College in 1977. He then spent four years working for Time Inc. in the Time-Life books division. He completed his M.B.A. in 1983 from The Pennsylvania State University.
He was also a teacher at UCLA for five years.

Jim Stengel Age

Jim was born May 5, 1955.

Jim Stengel Family

He grew up in a family of  six children in Lancaster, Pennsylvania.

Jim Stengel Wife

Jim and his wife Kathleen have two children and split their time between Cincinnati, Ohio and Coronado, California. When she’s not at the office she can be found in her studio working with oil paints or mixed media.

Kathleen holds an MBA from Penn State as well as taking thousands of hours of instruction in painting and sculpting.

Jim Stengel Children

The couple has two children.

Jim Stengel Height

Information will be updated soon.

Jim Stengel Salary 

Jim’s salary is estimated to be between $10k to $50k per year.

Jim Stengel Net Worth

His net worth is estimated to be around $250k.

Jim Stengel Grow

In December 2011, Jim Stengel published his first book, Grow: How Ideals Power Growth and Profit at the World’s Greatest Companies, with Crown Publishing Group. A global analysis of a 10-year growth study involving 50,000 brands was conducted in partnership with Millward Brown Optimor and the UCLA Anderson School of Management.

Based on this study, Jim Stengel’s book shows how the world’s 50 best businesses—The Stengel 50—have a cause-and-effect relationship between financial performance and their ability to connect with fundamental human emotions, hopes, values, and greater purposes.Jim Stengel Grow Jim Stengel suggests five key steps to develop an ideal based sustainable business: The first is to discover a brand ideal of improving people’s lives in one of the five fields of fundamental human values. The fields are Eliciting joy, Enabling connection, Inspiring exploration, Evoking pride or Impacting society.

The others are to build the organizational culture around the brand ideal, Communicate the brand ideal to engage employees and customers, deliver a near-ideal customer experience and to evaluate the progress and your people against the brand ideal.

Jim Stengel Orrick

Orrick partner, Jim Stengel authored an Entrepreneur magazine article outlining the future landscape in product liability issues for Autonomous Vehicles. He did this predicting a need for a legal regime that can keep up with today’s new and more complicated technology.
In the article, Jim points out that liability questions surrounding driverless cars will pose challenges to automakers, software developers and in the privacy arena, requiring complex solutions to address liability in the event of mishaps. Jim points out in his article that a federal regulatory solution is needed that would preempt state law claims. This is so that manufacturers will have one common set of criteria or requirements to meet.

Jim Stengel Brand Purpose

Grow 2 authored by Jim Stengel presents brand purpose as a key driver of commercial success. While it is a nice concept, the evidence on which the book is based uses the success of holding companies rather than individual brands.

The most quoted evidence supporting brand purpose comes from Grow. Jim came up with this finding after selecting the 50 brands with the highest loyalty or bonding scores from Millward Brown’s 50,000-strong database.

These star performers were termed the Stengel 50. He then searched for a link between the brands. This was found to be a brand ideal, a shared intent by everyone in the business to improve people’s lives. Next, he looked at the chosen brands’ stock value growth between 2000 and 2011.

Since then, Jim had grown by 382 percent compared with an 8 percent loss for the S&P 500 benchmark, he declared that ideals were driving business success. Ideals supposedly didn’t just drive growth, they led to stratospheric success.

The book has had a tremendous impact. Despite the illustriousness of these supporters before you search for your brand’s purpose you should scrutinize Stengel’s findings against four tests:
First and foremost, you need to ask-Is the data accurate? The data being analyzed should be accurate. Joe’s central piece of data is that his 50 stocks rose by 382 percent. But that’s not quite the case. Twenty four of the companies in question don’t have share price.

They are either privately held or they are parts of larger publicly traded companies. In Stonyfield Farm’s case, its 2014 revenues were less than 2 percent of Danone’s. Can you claim that Danone’s share price rose because 2 percent of its holdings have a brand ideal?

The gravest flaw though is how Joe Stengel selected the fifty brands. He picked the best performers in Millward Brown’s 50,000-strong database. That’s the top 0.1 percent of brands. It’s not surprising that those brands performed well in terms of the share price. If they hadn’t performed well in the past they wouldn’t be in Millward Brown’s top 0.1% of brands.

Stengel’s finding is that brands that feature in the top 0.1 percent of companies have performed well in the stock market.

Another rhetoric question you need to ask yourself is-Does the theory predict the future as well as the past? The true test of a theory is if it accurately predicts the future. With that in mind, I examined the share price performance of 26 of Joe’s companies over the five years up to March 2017.
A mere nine of the 26 companies studied outperformed the S&P 500 benchmark. By chance alone, you’d expect half, or 13, of the stocks to exceed that benchmark. This suggests that ideals weren’t the panacea Joe suggested.

The third question is-Are the brands linked by an ideal? For the theory to be valid the brands in question must be linked by an ideal. Unfortunately, even this doesn’t seem to be true. First, the claim that all 50 of the brands exhibit an ideal is suspicious.

The reason Joe claims such widespread uptake of ideals becomes apparent when you examine his definitions. He stretches the term ideal to such an extent that it’s meaningless. If the term ideal can cover anything, then it’s meaningless.

Lastly, you ask yourself-Do brands with ideals out-perform those that don’t? To prove that ideals enable success you must compare successful brands with unsuccessful ones. You must demonstrate that successful companies are more likely to have taken ideals to their heart. You can’t make sweeping claims by looking at a single group in isolation. Otherwise, you might attribute success to an inconsequential factor common to all brands.

Jim Stengel Podcast

Jim joined Nadine Dietz of Marketer Moves for a conversation about purpose. The podcast is about to define, internalize and activate your purpose as well as how to harness your power to impact a culture and an enterprise.
Click here to listen to the full podcast.

Jim Stengel Ted Talk

Jim Stengel believes personal inspiration can come in the most trying times. In this striking talk, he shares the story of his brother Bob, a beloved physician known for his compassion and dedication towards his patients.
In the Ted Talk, Jim delineates many of the concepts found in “Grow,”. They included how ideal-based companies make their ideals explicit, how as a global marketing officer for Procter & Gamble he implemented an ideals-based approach to marketing Pampers tripled that brand’s size, why he left P&G and some of his favorite ideals-based companies.

Jim Stengel Books

Jim Stengel authored “Grow”, 2011. The book is found on Amazon.com and many other online bookstore platforms. He expounds on How Ideals Power Growth and Profit at the World’s Greatest Companies. There is an audible audio edition for this copy.
Grow is a very interesting book. It starts with appealing branding concepts and follows with several interesting business anecdotes. A global analysis of a 10-year growth study involving 50,000 brands was conducted in partnership with Millward Brown Optimor and the UCLA Anderson School of Management.
Based on this study, Jim Stengel’s book shows how the world’s 50 best businesses—The Stengel 50—have a cause-and-effect relationship between financial performance and their ability to connect with fundamental human emotions, hopes, values, and greater purposes.
The other book Jim Stengel has written is “Unleashing the Innovators”, 2017. He co-authored it with Tom Post. He writes in detail about how mature companies find new life with startups. Unleashing the Innovators is also available on Amazon.com.
Jim closes by looking at how 10, 20, and 30-year-old startups like Microsoft, Google, and Apple are reinventing themselves, and what that bodes for legacy companies everywhere.

Jim Stengel Quotes

The top 8 quotes by Jim Stengel include:

  • If you want to understand how a lion hunts, don’t go to the zoo. Go to the jungle.
  • What we really need is a mindset shift that will make us relevant to today’s consumers, a mindset shift from telling to selling to building relationships.
  • Our legacy is how we spend our time and who we spend it with.
  • Maximum growth and high ideals are not incompatible. They’re inseparable.
  • Consumers today are less responsive to traditional media. They are embracing new technologies that empower them with more control over how and when they are marketed to.
  • The traditional model we all grew up with is obsolete.
  • We are an industry that has historically been at the forefront of defining new media environments in ways that benefit consumers and move our entire business model forward. We must ensure that while we are moving quickly, we are also moving smartly.
  • Warren Berger’s book is a cure for a disease in large enterprises. A More Beautiful Question provides a framework to help leaders ask the most important questions—which is one of the most fundamental characteristics of a great leader—while sharing inspiring stories to show the incredible power of this concept.

Jim Stengel Procter Gamble

Jim Stengel joined Procter & Gamble in September 1983. While there, he earned increasing responsibility in P&G’s developing markets, cosmetic, food, and baby-care businesses. Prior to his promotion to global marketing officer, Jim held the following positions at P&G: In 1983, he was the Brand Assistant, in 1984, he became the Assistant Brand Manager and in 1986, he served as the Brand Manager.
Jim was the Associate Advertising Manager, in 1989. He then became the Advertising Manager, Shortening and Oils, Olestra, in 1991. In addition to that, he served as Marketing Director, U.S. Cosmetic Products, Hunt Valley, General Manager, Czech and Slovak Republics, P&G Europe, Middle East, and Africa and then the General Manager, Europe, Baby Care in the years 1993,1995 and 1997 respectively.
He was the Vice President, Europe, Baby Care in 1999 and in 2000, he was the Vice President, Global Baby Care Strategic Planning, Marketing, and New Business Development. In August 2001, Jim Stengel was named the global marketing officer of Procter & Gamble. As GMO, he oversaw an $8 billion advertising budget and had organizational responsibility for nearly 7,000 people. In his seven years as GMO, P&G doubled its sales.
In November 2008, Stengel left his role as a global marketing officer at Procter & Gamble.

Jim Stengel Agency

Jim Stengel Agency is a privately held company in Casper, WY and is a Single Location business. Records show it was established in 2000 and incorporated in Wyoming. Current estimates show this company has an annual revenue of 424265 and employs a staff of approximately 3.

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