Rolling Stones Business Meeting, Business Models

Jerry Garcia, late leader of the Grateful Dead, was once asked how the group became known as the best at what they do. He replied, “Our goal is never to be considered the best at what we do; our goal is to be considered the only one that does what we do.” Sam Walton and Gene Simmons would have to agree.

The Rolling Stones:

/ Branding Strategies beyond Satisfaction We were very conscious we were in a totally new era. Rock and roll changed the world. It reshaped the way people think. It was like A.D.and B.C. -KEITH RICHARDS S itting in a meeting with phrases like return on investment, P&L statement, business models, and product pricing flying around the room might make you think you’ve entered a board meeting for the Fortune 500 company of your choice. Now add to that scene a short whisper of a guy, dressed undoubtedly in tight trousers and an anything but conservative shirt, who can dance around a stage even better than any CFO can dance around his or her numbers, and you might conjure up an image of a Rolling Stones business meeting. The Rolling Stones organization is a well oiled, money making machine, and to say it resembles anything less than a Fortune firm would be unjust. In the world of rock and roll, not only would the Rolling Stones likely top the list of legendary bands; they would most likely top the list of rock businesses, as well.

At the helm is CEO Mick Jagger, who attended the London School of Economics, but professes never to have really studied business per se. He does, however, have 40 years of industry acumen under his tiny belt, along with a keen intellect, a deep understanding of business models, and a knack for turning a profit.