For many, their 15 minutes of fame is exactly that-15 short minutes. Actually, they provide great lessons on how not to create long-lasting brands; however, we are most intrigued by the living legends that have kept their fans over the years, continue to create new ones, and, as a result, sell millions of dollars of product. Some of these leg- endary bands are truly talented in their musical ability-mavericks and visionaries in their art form-yet others are not. And for every rock-and-roll legend, there are thousands of others who may be just as talented musically, often with better voices or more musical train- ing, who never even make it into the recording studio, let alone to the top of the lists in Billboard or Variety. Sound familiar? The world of commerce is filled with a myriad of products and companies in similar predicaments. A great idea is only     that, unless it is executed well in the marketplace-but few ever are. In fact, they frequently fail to leave the space of their inventors brains. Just because a product may be technologically better than an existing one doesnt mean it will automatically squash its competi- tors. The same holds true for the role of talent in the formula for cre- ating music megastars. Stephen Swid, founder of Spin magazine and chairman of SESAC, Inc., explains, "Sure, the core of what you produce has to be at an acceptable level, lets say at least a seven in terms of music sound and quality. But, after that, its what happens in the areas of image (design, visuals, marketing) and delivery (performance experience) that makes one band a phenomenon and the other a flop." He adds, "In competi- tive arenas, which the music business definitely is, not everyone that is successful can be the best, but each has to be good enough to deserve a spot on the field. If everyone were the best, then there would only be one brand of everything-from toothpaste to rock star-and that would make for a boring world." It takes more than quality for a product or a company to succeed in the marketplace, just as it requires more than musical talent for a band to reach megastar status. Some call it passion; some call it fire-in-the- belly enthusiasm. Ron Wood of the Rolling Stones describes it as a force that just takes over. At the opening for a collection of his paint- ings held at the Rock and Roll Hall of Fame, he explained his passion for art-in this instance painting rather than music. "When Im really grabbed by it, theres nothing I can do. I just have to drop everything. Sometimes in the middle of the night, I have to get up and start paint- ing." Woods words ring true for entrepreneurs who have dedicated their lives to the conception, care, and feeding of their business babies. The difference between the megastars of music and the millions of wannabes is a strategic gap that should intrigue every entrepreneur who wants to create a megabrand. It should also concern executives of major, successful firms who hope to stay at the top of their industries. Some of those would-be competitors will become megastars, poised to revolutionize an industry, much as Elvis and the Beatles shook up the music industry, and ultimately affected the social mores and val- ues of our nation. If you find yourself starting to think about some of your | Br a nd s Th at Roc k