impact there without damaging its reputation. Another interesting 昀椀nding was that, over time, all of the competitors’ advertising had become very similar—they had all lost their identity, including Joe’s. Joe compared his advertising to his competitors. We all look alike. We’ve become “me-too.” But that’s an opportunity for us to re-introduce Joe’s Umbrellas to the marketplace— we can stand out from the rest. The dealers were, as expected, very vocal. They felt that Joe’s had lost its way. The new product had been less interesting, less “Joe’s”—it was time for a fresh approach to products and promotions. The dealers did express why they were loyal to Joe’s—it wasn’t pricing or product—it was integrity. Through thick and thin, Joe’s had been fair, honest and loyal. The dealers, while frustrated, were ready and willing to strengthen the relationship. Joe was touched. The dealers are no different than us; it’s all about relationships—good or bad. We need to engage the dealers in our product again. If we don’t, they’ll focus on something else; they’re entrepreneurs, after all. Joe invited his executive team to read through the Thud Book. They read page after page of 昀椀ndings and viewed the company’s strengths, weaknesses, core values and its positioning against the competition. Joe asked, “What do you think this tells us?” The executives spoke up: “Some of it is good and some of it is, well, disturbing.” “We’ve been moving away from our strengths.” “We’ve been trying to be all things to all people.” “Our dealers are loyal—they appreciate our relationship with them.” “Our departments don’t understand each other.” 14