????從今天起,，我們將在連續(xù)六周的每個(gè)周五,，請(qǐng)寶潔公司（Procter & Gamble）前營銷總監(jiān)、《增長力：如何打造世界頂級(jí)品牌》一書的作者吉姆?斯登格帶來系列專欄文章,，講述那些追求完美的優(yōu)秀公司都采取了哪些優(yōu)秀的做法,，以及它們從競(jìng)爭(zhēng)中脫穎而出的秘訣。

????頂線增長（也稱營利增長,，即營銷效應(yīng)所產(chǎn)生的收入增長——譯注）對(duì)于每個(gè)聰明的企業(yè)領(lǐng)導(dǎo)來說都是第一要?jiǎng)?wù),。但是近年來，隨著發(fā)展中市場(chǎng)增速放緩,，加上似乎從各個(gè)角度冒出來的競(jìng)爭(zhēng),，人們對(duì)頂線增長的渴求變得愈加迫切，甚至可以說有些瘋狂,。

????既然頂線增長這么難搞定,，為什么企業(yè)領(lǐng)導(dǎo)們不好好研究一下如何讓企業(yè)增長的學(xué)問呢,？

????兩年前我出版了我的第一本書《增長力：如何打造世界頂級(jí)品牌》。這本書是根據(jù)對(duì)50個(gè)高增長品牌長達(dá)10年的研究,，以及我在寶潔公司25年的經(jīng)驗(yàn)和教訓(xùn)寫成的,。它的主題是：那些提出并積極踐行一個(gè)更高理想的公司都獲得了極高的增長率回報(bào)。

????最近探討所謂基于理想或曰基于目標(biāo)的增長理論有很多,，我的書只是其中之一,。另外兩個(gè)例子是亞當(dāng)?格蘭特的《予與取》（Give and Take ）和丹尼爾?平克的《駕馭》（Drive）。

????我在寶潔公司學(xué)到了企業(yè)增長的基本原則,。在寶潔工作期間,，我看到當(dāng)寶潔的領(lǐng)導(dǎo)踐行某種理想時(shí)，寶潔的幾十個(gè)子品牌在幾十個(gè)國家都取得了顯著增長,。在我從事咨詢業(yè)務(wù)的那些年,，當(dāng)企業(yè)領(lǐng)導(dǎo)追求某種理想時(shí)，也產(chǎn)生了相似的成果,。而當(dāng)他們沒有追求理想時(shí),，有時(shí)我會(huì)發(fā)現(xiàn)他們就會(huì)陷入某些困難。

????于是,，我與一位同事,，也就是辛辛那提大學(xué)卡爾?H?林德納商學(xué)院（Carl H. Lindner College of Business at the University of Cincinnati）的克里斯?亞倫教授進(jìn)行了為期一年的全球之旅。我們想去探索商業(yè)操作的智慧,，看看那些踐行某種理念,、同時(shí)成功地在競(jìng)爭(zhēng)中戰(zhàn)勝了競(jìng)爭(zhēng)對(duì)手的企業(yè)都采取了哪些行為和做法。

????This is Part 1 of a series for Fortune.com by Jim Stengel, former global CMO of Procter & Gamble and author of Grow: How Ideals Power Growth and Profit at the World's Greatest Companies. In today's Guest Post and in five more over the next five Fridays, Jim digs into the best practices of the best ideal-based companies and explores how they outgrow their competition.

????Top-line growth is and always has been the first priority for every smart business leader. Yet lately, the conversations about growth are becoming more urgent, even frantic, as developing markets slow and competition seems to come from everywhere.

????With top-line growth so elusive, why aren't more leaders acting on the abundant learning on how to grow businesses?

????Two years ago I published my first book, Grow: How Ideals Power Growth and Profit at the World's Greatest Companies. The book is based on a 10-year study of 50 high-growth brands, combined with stories and lessons from my 25-year career at Procter & Gamble. The central theme of the book: brands that articulate and activate a higher ideal -- in all they do -- are rewarded with especially high rates of growth.

????My book is just one of many recent explorations of the power of an ideals-based, or purpose-based, approach to growing a business. Adam Grant's Give and Take and Daniel Pink's Drive are two other examples.

????I learned the fundamental rules of growing businesses at P&G, where I saw remarkable growth by dozens of P&G brands in dozens of countries when leaders acted on ideals. Now, in my consulting practice, I see similar results when leaders activate ideals -- and I see others struggle when they fail to do so.

????So I went on a year-long, global road trip with a colleague, Professor Chris Allen from the Carl H. Lindner College of Business at the University of Cincinnati. We wanted to discover practical wisdom, to get "granular," to shed light on the behaviors and practices of leaders who are activating ideals and outgrowing their competitors.