We just understood what happened at Philips. How they went from classic electronics to this health world, where they are really successful. And it's important to realize health is not a product. It's not something Philips can sell. It's not something you can buy. It is a new box. A mental model. A successful mental model, disseminate throughout Philips. Where everybody can see the business differently. Health is not a product, it's a new box. And it's so important, I'll give you three more examples of the same zigzag process and you will recognize the same pattern. Let's take Bic. A French company, 62 years old, something like that, with products like this. The first idea, the first box at Bic was writing. Writing. And I could cheap writing. Okay. This is a good first strategic vision. Within this vision, you can do a lot. You can be, you know, vary it, you can put two colors, three colors, and may be, sophisticate one, or big one, to write on walls, you can do a lot of things. But you can not suddenly imagine manufacturing razors. It's out of the box. And how do you reach this razor concept, by the same mechanic? What happened is this. How big, after three, five, seven years, I don't know. Somebody said, in the end, our business is not about writing. It's about disposable. It's about cheap plastic objects you can buy by the cashier at the super market. And of course, it's the same object. I can see this as a writing instrument. I can see the same object as a disposable one. In a way, in the reality, nothing's changed. The object's exactly the same. But in the mind, what happens? You shift from one box, writing, to a new one, disposable. And when you suddenly realize, hey, my business is about disposable, what happens, this. And it happened. Lighters, perfumes, even phones, they can do a lot of things. It's exactly the same zigzag we saw at Philips and it's really the mechanic of creativity. Next example, and I repeat myself, but with another company. It's a company that, the, owns like hundreds of cafeteria in the world. Good brand, hundreds of cafeteria. So, what was the first box? In this company, we have coffee shops everywhere. And within this box, you can have, of course, new products. You can innovate a lot, a lot. But one day, you reach the end of the possibility of the coffee shop. And at this stage, you need the shift, the paradigm shift and that happens how? By the same mechanic. Suddenly you see, hey, my business is not about coffee shops. I am in the real estate business. I own the largest office in the world. And of course, this is true. Some of you including myself, sometimes we go to the coffee shop, not for the coffee, but for the table. And okay, so they shift in the minds. We are in the real estate business. Of course, it's a big shop in the mind, not in reality, still a coffee shop. But suddenly say hey, I don't compete with another coffee shop. I compete, maybe, with some real estate company. But with this new box, what happened? Things like that, they, idea, the idea we can put in the shop like Postits or, I know, any kind of device you can find in office, including a printer. And I was particularly surprised to see, a couple of months ago, a new concept in Moscow and St. Petersburg. A coffee shop where everything is free, but the time. You pay by the hour. Isn't that amazing? And, of course, I don't know what's going to happen with this concept. But, you pay, like, I don't know, for the first hour and then additional hours. You can have coffee as much as you want. But, maybe this is brilliant. And this kind of idea wont come if the main box is coffee. It only comes if you shift to a good office box. Last example, in the champagne business, in the champagne. And it is for me another good souvenir. The company was called Castillon, here, not far away from Paris, Champagne. Champagne is a lot about marketing. And, of course, marketing, you need ideas and ideas and sometimes you're bit out of stock. And we did exactly the same. In first, the first session, people came with a lot of ideas, but not really surprising. And nobody was, was really pleased with the ideas. And, then I had a good idea. Hm. I ask them, please, could you describe your business, your strategy or vision without using the word champagne or bottle. They were a bit surprised, a bit, didn't know exactly what to do. And then they made the effort and somebody said, in the end, our business is to contribute to the success of party. And suddenly, did happen. The champagne box was replaced by our business is about improving parties. And it's a good anecdote and a good souvenir for me. I asked people say, okay the business is about party. Tell me, when a party is better? Immediately, somebody said, when the speech is better. Probably he had a bad experience during the weekend. I don't know what, but he said that. In less than a minute, somebody said, I have a good idea for marketing. Let's print a little book, How to deliver a speech. And that's what they did. It was really a success that even had an article in the newspaper and this idea doesn't come if the main box is a bottle of champagne. It comes easily if the main box is the party.
