Group items tagged

a 365 idea--one that can create 365 days of connection between a brand and people

Creativity and innovation are about finding unexpected solutions to obvious problems or finding obvious solutions to unexpected problems

We should use our creativity to provide better businesses and solutions rather than constantly trying to disrupt what people are doing.

Consumers are increasingly comfortable posting a wealth of personal information online, and such digital extroversion certainly creates opportunities for marketers to effectively target and embed their appeals

In a 2010 study conducted by Harvard professor Bharat Anand, and Alezander Rosinski, they examined how the power of ads are influenced by the magazine or newspaper they appear in. By placing the same ad in the respected Economist and perhaps the less respected Huffington Post, they discovered that the more respected the publication, the more people would trust and recall the ad

As part of the experiment we'd asked our test family to adopt an environmentally conscious behavior. To assist them in this endeavor, we brought in experts to advise the family on changing their patterns of consumption. They taught them how to recycle and conserve. We wanted to see if it was possible to effect change amongst hundreds of families' daily routine by introducing new behaviors at the highest levels of trust--from the experts down. In other words, could a single family's environmentally conscious behavior set the standard for their social circle and thus create widespread change? The answer was a clear and resounding "Yes!" Close to 31% of the thousands of people affected by the experimental family changed their recycling and conserving habits.

Deep trust is communicated subconsciously. It's rarely expressed explicitly, nor is imparted loudly or didactically. To trust deeply not only can change our minds, but it has the power to alter our most ingrained behaviors. It's a subtle emotion that the average commercial message fails to embody

Launch? Here’s an age-old concept that is being re-shaped in the era of the proto-brand.  As social media and technology open up development, co-creation will become the normative process for many brands.

As the speed and quantity of new offers being thrown at us increases, our attention spans become shorter and we’re more easily distracted.   In this 21st century business environment, brands cannot rely on the one-liner.

In the world of open, brand is more valuable than ever.  More than what you can offer is the outcome of the way you act: trust, equity, and loyalty. Open up to people, and you gain empathy, support, and forgiveness.  Close the door to them, tell the same jokes over and over, and soon you’ll be looking at a theater of empty seats.

“If too many people can buy it, the brand loses its exclusivity.”

Despite the ubiquity of digital and social media, the in-store experience is still integral to producing individualized experiences for high-wealth customers. “Even though the products are available to view online, it is not the same as the experience of seeing them in person,”

Digital and social media can amplify in-store experience for high-wealth customers, but shouldn’t necessarily be seen as a substitute.   

Several speakers suggested introducing new types of control measures such as social media guidelines and new positions to monitor and manage rogue messages. Interestingly, companies such as noted rule-breaker Southwest Airlines and B2B icon SAP are moving in the opposite direction with a less is more approach. Rather than try to rein in communications, they have given their employees more freedom to express themselves and quickly experienced small wins that have helped build stronger reputations for their companies. For example, rumors were self-corrected by employees, stronger connections with customers were created, and employees felt more engaged in shaping their company.

This less is more approach is only effective when you have a strong culture focused on a deep and all-encompassing employee understanding of the company's vision. For this strategy to work effectively, employees need to be aligned with the messages you want to share and need to be invested in the success of the company.

brands considering where to focus their efforts and limited resources would do better to put less emphasis on putting more controls in place, and more effort toward helping employees better understand the CEO’s vision and what makes a company a special place to work. In the end, giving your employees the tools and freedom to spread that message and build your reputation makes more sense than reigning them in and holding them back.