- Part 317 – page 317
6

Jay Conrad Levinson is the father of guerrilla marketing, the concept that businesses can reap greater rewards through the strategic use of low- and no-cost marketing tools. He says that there are at least 100 guerrilla marketing tools available to any business.

Beyond the standard tool list that Levinson uses, I’ve found it helpful to get marketing teams to work through a specific question-based exercise to identify marketing tools unique or at least specific to their own businesses.

Use the list below with your marketing team. One way is for a team member to identify as many answers to a specific question as possible within a 3 minute period, and then rotate the question to the next team member to build on the list:

  • What do we want to promote?
  • What are our features, benefits & competitive advantages? Which are most meaningful?
  • What communications vehicles are in place?
  • What ideas/words/phrases do we use?
  • Who are experts/partners? What’s notable about them?
  • Where do our audiences congregate (geographically or virtually) and/or receive our messages?
  • What motivates our audiences?
  • How can we get permission and the info to keep marketing to our audiences?
  • What business & personal relationships do we have that could be of assistance?
  • Who would like to be involved with us in growing our business?
  • Who could we help make more successful?
  • What interactions do we have with our audience?
  • What new interactions can we create?
  • What tools or ideas can we “steal”?

I’ve had a team of 8 to 10 people build a list of more than 200 tools (many of which they’d never thought of using) within a 25 minute period as everyone worked individually using the rotating question approach.

You can also check out a more focused set of areas to brainstorm and identify specific social media resources and tools your organization can use.

Give this exercise a try at your next staff meeting or planning session, and then go back through your marketing plan to make sure you’re using as many of the tools as possible that you’ve identified.  – Mike Brown

The Brainzooming Group helps make smart organizations more successful by rapidly expanding their strategic options and creating innovative plans they can efficiently implement. Email us at brainzooming@gmail.com or call 816-509-5320 to learn how we can develop an integrated, guerrilla marketing-oriented strategy for your brand.

Mike Brown

Founder of The Brainzooming Group, and an expert on strategy, creativity, and innovation. Mike is a frequent speaker on innovation, strategic thinking, and social media.

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When receiving a holiday present, it’s usually very attractively wrapped. But to discover what wonderful new item awaits you requires tearing off the wrapping.

Think about traditional knowledge in your business and industry (its “conventional wisdom”) as the wrapping paper. While understanding conventional wisdom provides some attractive guiding principles to help speed decision making, it also sits between you and potentially wonderful new insights about your business.

So in the spirit of the holiday season, try this exercise to “unwrap” conventional knowledge that may be getting in the way of discovering shiny new possibilities:

  • Write down ten pieces of conventional wisdom in your business. These are the things that everybody who has been around the business knows and understands to be true (i.e., in the restaurant industry, it might be that you turn tables as quickly as possible to maximize the number of people served).
  • For each piece of conventional wisdom, remove it from your knowledge, in effect “unwrapping & discarding” your traditional view of the business.
  • Imagine that you never knew the conventional wisdom you’ve now discarded. Ask yourself – What are five new approaches to my innovation challenge that are different because of what I now don’t know?

In the restaurant example, the five possibilities might include:

  • A one price lunch with dessert included to increase the average check size.
  • Providing some more private meeting space for business lunches.
  • Not explicitly charging for the private meeting space; simply charge more for the food & beverages.
  • Having selected pre-made grab & go items from the sit-down menu for quick lunches on the run.
  • Give diners a signal to indicate that they’re leisurely settled and want the wait staff to take their order.

Try this approach before the holidays are over on an opportunity or problem that you’re presented. Remember though – don’t save all the bows and re-use them year after year, as some people do. Throw a little conventional wisdom out annually and replace it with new & better insights!

Mike Brown

Founder of The Brainzooming Group, and an expert on strategy, creativity, and innovation. Mike is a frequent speaker on innovation, strategic thinking, and social media.

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8

When receiving a holiday present, it’s usually very attractively wrapped. But to discover what wonderful new item awaits you requires tearing off the wrapping.

Think about traditional knowledge in your business and industry (its “conventional wisdom”) as the wrapping paper. While understanding conventional wisdom provides some attractive guiding principles to help speed decision making, it also sits between you and potentially wonderful new insights about your business.

So in the spirit of the holiday season, try this exercise to “unwrap” conventional knowledge that may be getting in the way of discovering shiny new possibilities:

  • Write down ten pieces of conventional wisdom in your business. These are the things that everybody who has been around the business knows and understands to be true (i.e., in the restaurant industry, it might be that you turn tables as quickly as possible to maximize the number of people served).
  • For each piece of conventional wisdom, remove it from your knowledge, in effect “unwrapping & discarding” your traditional view of the business.
  • Imagine that you never knew the conventional wisdom you’ve now discarded. Ask yourself – What are five new approaches to my innovation challenge that are different because of what I now don’t know?

In the restaurant example, the five possibilities might include:

  • A one price lunch with dessert included to increase the average check size.
  • Providing some more private meeting space for business lunches.
  • Not explicitly charging for the private meeting space; simply charge more for the food & beverages.
  • Having selected pre-made grab & go items from the sit-down menu for quick lunches on the run.
  • Give diners a signal to indicate that they’re leisurely settled and want the wait staff to take their order.

Try this approach before the holidays are over on an opportunity or problem that you’re presented. Remember though – don’t save all the bows and re-use them year after year, as some people do. Throw a little conventional wisdom out annually and replace it with new & better insights!

Mike Brown

Founder of The Brainzooming Group, and an expert on strategy, creativity, and innovation. Mike is a frequent speaker on innovation, strategic thinking, and social media.

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2

Not having written a book of my own yet, I end up using great books that others have written as give-aways at my presentations. While I’m planning to correct the “I haven’t written a book” problem in 2008, the holiday season provides an opportunity to recommend some wonderful books that have dramatically shaped my thinking on careers, branding, innovation, and strategy.

“Radical Careering – 100 Truths to Jumpstart Your Job, Your Career, and Your Life” by Sally Hogshead, Gotham Books, ISBN: 1-592-40150-3.
100 brain jolts to change your behavior and drive dramatic change. I’ve spoken on the same program as Sally several times, and the audience conclusion is always that “SALLY ROCKS!” It’s true – her first book uses a unique format with 100 self-contained lessons to challenge you to invest your precious energy & time on creating a meaningful difference in life. Beyond the book check out Sally’s website and podcasts.

“The Marketer’s Visual Toolkit” by Terry Richey, AMACOM, ASIN: 0814402135.
I only worked directly with Terry one time many years ago, but his book has been an important part of shaping how we’ve tried to incorporate visual representations in strategic planning efforts. It’s tough to find, but well worth the effort for its help in translating complex ideas into tools that people can work with more successfully.

“75 Cage Rattling Questions” by Dick Whitney & Melissa Giovagnoli, McGraw-Hill, ISBN: 0070700192.
This is a great source of challenging questions to stimulate strategic thinking. On page after page, you’ll find questions to incorporate into creative and planning sessions. They’ll spur discussions on difficult topics. I mean really, what would your organization be like if your mother ran it?

Why Business People Speak Like Idiots: A Bullfighter’s Guide” by Brian Fugere, Chelsea Hardaway, and Jon Warshawsky, Free Press, ISBN: 0-7432-6909-8.
I hate the word “leverage” as a substitute for “use.” I hate using “around” instead of “on” (i.e. “he’s doing some work around that topic.”) And I hate that I didn’t write this manifesto for eliminating business language that’s intended to obscure meaning. If you communicate in business (okay that’s probably everybody who’ll ever read this), get this book and share it with your co-workers.

“Made to Stick” by Chip Heath & Dan Heath, Random House, ISBN-10: 1400064287.
I’ve given away a number of copies of this book this year since it’s another one that I wish I’d written. In driving a major brand turnaround, we’ve incorporated many of its concepts on using simple messages, surprise, and emotion to help ideas live on and become part of a company’s cultural fabric. It packages all the concepts in one place with great insights on making your own ideas take off and thrive. This book has received a lot of well-deserved attention.

“The Art of Possibility – Transforming Professional and Personal Life” by Rosamund Stone Zander and Benjamin Zander, Harvard Business School Press, ISBN: 0-87584-770-6.
It’s been a blessing to have seen Benjamin Zander present twice – at a retail conference in Dallas, followed 4 months later by his closing appearance at the Transformation Business & Logistics conference that I produced in 2001. He was wonderful in Dallas (as he forced my co-worker and me to come from the back of the room to live life in the front row). He was incredible at Transformation – we learned to love classical music in 7 minutes, 2000 people serenaded an audience member with “Happy Birthday” as if we really meant it, and at the end, we all sang Beethoven’s 9th in German while standing on our chairs. It still makes my eyes well up with joy. If you can’t see him in person, get this book by he and his partner Rosamund and at least read their wonderful stories. How Fascinating!

There’s the list. Make sure to order early for delivery before the holidays (and peruse them before heading back to work on January 2)!

Mike Brown

Founder of The Brainzooming Group, and an expert on strategy, creativity, and innovation. Mike is a frequent speaker on innovation, strategic thinking, and social media.

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Jan Harness, a great strategic writer and member of my creative team, writes about her title as Chief Creative Instigator in her blog creativeinstigation.blogspot.com. Check out how she got that title and the plethora of other creativity tips she’s posted!

Mike Brown

Founder of The Brainzooming Group, and an expert on strategy, creativity, and innovation. Mike is a frequent speaker on innovation, strategic thinking, and social media.

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Driving to get gas last week, I was struck by a billboard in Kansas City’s Waldo area whose most prominent phrase was “flexible perfectionists.”

Incorporating diverse perspectives is fundamental to creative problem solving. You won’t generate the most interesting new possibilities if you’re only willing or able to approach an opportunity in a singular fashion. One implication is that to improve creativity, you have to be able to hold & easily work with views that appear inherently contradictory.

So back to the billboard.

It was so striking because I view myself as a flexible perfectionist. I definitely want & strive for things to be right. Okay, it’s probably better described as “frequently angsting over things being perfect.” But over time, I’ve realized that in many, many cases “better done than perfect” is the right direction and that mistakes and variation lead to better solutions. This awakening has become the central point of my presentation on “Taking the NO Out of InNOvation.”

Checking out the URL on the billboard (http://www.workplaykc.com/), it’s a recruiting website for Kansas City-based Perceptive Software. The website’s point is that the company seeks out versatile employees because they’re vital to its continued fast growth. Even if you’re not a flexible perfectionist, it’s also looking for:

  • Outgoing introverts
  • Impulsive planners
  • Rational adrenaline junkies
  • Disciplined adventurers
  • Selfless corporate climbers
  • Articulate listeners
  • Competitive team players
  • Jetsetting homebodies
  • Easygoing overachievers
  • Collaborative rebels

If a number of these contradictions sound like you, you may have a home at Perceptive Software. Or you may simply be better prepared than most to be a creative force in life!  – Mike Brown

For a creative boost, download the free Brainzooming ebook, “Taking the NO Out of InNOvation” to enhance your creative perspective! For an organizational boost, contact The Brainzooming Group to help your team be more successful by rapidly expanding strategic options and creating innovative plans to efficiently implement. Email us at brainzooming@gmail.com or call us at 816-509-5320 to learn how we can deliver these benefits for you.

Mike Brown

Founder of The Brainzooming Group, and an expert on strategy, creativity, and innovation. Mike is a frequent speaker on innovation, strategic thinking, and social media.

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Strategic thinking often falls short because specific outcomes are difficult to trace back to the effort put into strategic thinking or planning.

Beyond approaches covered previously to focus strategic thinking, broaden participation, and increase its rigor, a few principles can help create more tangible outcomes.

Be prepared with a rigorous prioritization approach – Frequently, 5 to 15% of the possibilities from a strategic thinking session have near-term development potential or strong relevance. A great first pass prioritization approach is to approximate the number of ideas your team has generated and divide it by 5 to arrive at 20% of the ideas. Divide this total by the number of participants; the result represents how many ideas each person will be able to select based on their belief in an idea’s strength and/or potential.

Let participants start narrowing – With their individual idea “allowances” set, participants can begin selecting ideas that they’ll take through the prioritization process. Ideas chosen can be their own or those of others. The important thing is that participants believe in the ideas they select.

After each team member has selected a set of ideas, ask them to make an initial assessment of each idea using the following questions – What are the idea’s strengths? What are the idea’s weaknesses? What’s unexpected or unusual about the idea relative to the status quo? What’s your initial recommendation about how the idea could be addressed? It’s beneficial to share these initial thoughts aloud to familiarize group members with ideas that may have been overlooked.

Perform individual ranking with group input– Following the initial report-out, use a 4-box grid to allow individuals to place their ideas relative to two dimensions:

  • Potential Impact – On a scale from Minimal to Dramatic
  • Implementation Ease – On a scale from Easy to Difficult

Once individuals have placed ideas on the grid, talk through each one to see what support or challenges there are within the group. Typically, team members will overstate the number of easy to implement ideas that are expected to have dramatic impact. If true, these ideas are very attractive, but often they’ll have less impact or may be more difficult to implement than originally suspected.

Don’t be afraid to consider moving an idea if there’s a clear take from the group that it’s stronger or weaker than its original placement. The result of this combined individual-group exercise should be a much more refined set of ideas, with a good deal of input to set the stage for selecting a few ideas that will be pursued further for development.

Keep track of what’s left over – It pays to track the ideas that aren’t selected initially. These often resurface later and it’s nice to be able to tie them back to the strategic thinking efforts that you’ve been conducting.

WRAP-UP

So from the last several posts, you’ll ideally be better prepared to cultivate strategic thinking in your department or business and then to do something with it. We’ll revisit these topics over time to provide more refinement, but for now, schedule time soon to do some fruitful strategic thinking!

Mike Brown

Founder of The Brainzooming Group, and an expert on strategy, creativity, and innovation. Mike is a frequent speaker on innovation, strategic thinking, and social media.

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