Blog - The Brainzooming Group – page 339
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In a continued effort to dissuade bad presenters from their PowerPoint misconceptions, here’s some advice. If you’ve ever said during a presentation,

“I know this is tough to read, but I think you’ll get the point”

that means even you realize the SLIDE DOESN’T WORK!!! Fix it or get rid of it. Don’t subject the audience to your LAZINESS!!!

Sorry about the outburst, but if you choose to fix the slide, here are three possible approaches:

  • Prioritize the material on the slide – use the forced choice technique approach from a previous post to narrow the content.
  • Help the audience focus – if it’s an overly detailed chart or spreadsheet, consider using custom animation to circle the area that you’re addressing or a picture insert to enlarge what you’re referencing, breaking it up into multiple slides that are legible, or developing a graphic with only the point(s) you’re making.
  • Do something completely different – think hard about whether there’s a story, anecdote, or image you could use to make your point and (I realize this is radical) completely eliminate the detailed slide.

I know that none of this makes sense to a bad presenter, because the audience REALLY needs to see everything on the slide to get your point.

But on behalf of all your audience members, we can’t SEE what’s on the slide anyway; it might as well be blank. So pick a course of action (and reach out to somebody for help if you’re struggling with #2 or #3), and get back to us when you’ve fixed your slides!

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To wrap up “Hit ‘Em Where They Ain’t Week,” here are strategy quotes that reflect Wee Willie Keeler’s competitive perspective:

  • “Competitive strategy is about being different. It means deliberately choosing to perform activities differently or to perform different activities than rivals to deliver a unique mix of value.” – Michael Porter
  • “Strategy used to be about protecting existing competitive advantage, but not any more. Today it is about finding the next advantage.” – Vijay Govindarajan, Chris Trimble
  • “K is for Keeler
    As fresh as green paint
    The fustest and mostest
    To hit where they ain’t.” – Ogden Nash

 

Photo: http://losangeles.dodgers.mlb.com/la/photo/history/ph_history_timeline_keeler.jpg

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How many people in your company read trade pubs and websites from your industry? Probably a lot of them.

How many of them are deliberately perusing content from industries outside yours or in functional areas outside their fields of expertise? Probably not all that many.

So what should you do about it? Be a contrarian – go where everybody else isn’t, checking out trade pubs and web content from outside your industry such as:

  • Industries known for innovation or performance in areas where your industry lags.
  • Industries with similar, but more advanced life cycles than yours.
  • From functional areas that your business may ignore, but probably shouldn’t.

Pursue this approach and keep answering the question, “How can we apply this out of industry content to our business situation?”

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Since it’s “Hit ’em Where They Ain’t Week,” it was only natural that this Wednesday’s Change Your Character exercise focuses on Wee Willie Keeler.

Wee Willie Keeler was a great baseball hitter in the late 1800’s and early 1900’s, a member of the Baseball Hall of Fame, and at 140 pounds and maybe 5 feet, 4 inches, one of the smallest players ever in professional baseball. Beyond his impressive performance (lots of hits, hitting & bunting in unusual ways, rarely striking out, hitting sacrifices to advance runners, being part of five championship-winning teams, etc.), he is best known for his success mantra, “Hit ‘em where they ain’t.”

Keeler is certainly a great example of someone small making the most effective use of resources and talents to beat much larger and more substantial competitors. His approach to baseball can be a great help when you need to succeed against bigger competitors. Go ahead and delegate your challenges to him as he:

  • Focuses on being more productive
  • Does things to be able to perform more consistently
  • Takes steps to rarely fail (or at least less than his competitors)
  • Takes advantages of competitors’ weaknesses and gaps
  • Concentrates on how he could help others advance to help his team win
  • Embracing an unconventional & hard to defend against approach to execute his role
  • Uses a smaller asset (in this case, a bat) than was thought practical
  • Helps the team succeed as a collective group

So figure out where your competitors are positioned, take a practice swing or two, and smack the ball right between them to advance your brand teammates!

Check out a compilation of “Change Your Character” creative thinking exercises and information on its use.  – Mike Brown

 

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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 info@brainzooming.com or call us at 816-509-5320 to learn how we can help you enhance your strategy and implementation efforts.

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Today’s post for “Hit ‘Em Where They Ain’t” Week examines ways to look at your market and business to take advantages of opportunities where your competitors aren’t located.

Many markets, especially in the business-to-business arena, are relatively conventional, i.e. they don’t necessarily have a lot of breakthrough, cool new developments such as the Apple iPhone. Even in these cases, however, there’s still a great opportunity to make a mark because in a conventional market, small doses of unconventional can really stand out. Sometimes, dramatic change comes from doing simple things that nobody else is doing.

Here are a few questions to ask and answer to help identify ways to be more unconventional in your own market:

  • What are things that customers have been requesting that we’ve yet to deliver?
  • What are the most frequent customer-precipitated exceptions to our product or service?
  • What are the most frequent employee-created exceptions to our product or service?
  • What are the best, most successful companies (regardless of industry) doing to grow customer relationships with their brands? How can we emulate them?

If a competitor isn’t already doing your answer to one of the questions above, you’re set with a potentially great opportunity for an unconventional move.

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This week’s Brainzooming posts are dedicated to one of my favorite all-time players, Wee Willie Keeler. You’ll learn more about him Wednesday, but the reason he’s a favorite is because of his famous strategic quote: when asked about his hitting approach, he replied, “I hit ’em where they ain’t.”

That strategy works in so many ways, we’ll use it as the inspiration for the posts all week. Today’s turns the quote around, concentrating on not getting hit where you ain’t looking.
I spoke a couple of years ago on the same program as the then-COO from Sprint. During his presentation, he highlighted the incredible number of photographs being taken and sent via cell phones on a monthly basis.

It would have been interesting to sit inside Kodak in the years leading up to the emergence & explosion of this capability to see if cell phones were ever considered as competitive threats. I suspect they weren’t, especially since a Kodak exec I saw presenting at a Frost & Sullivan conference in early 2007 couldn’t get beyond his focus on printing things. There wasn’t much recognition of alternative means of communicating and transmitting images and the impact on Kodak.

The scary implication for any business is that not all future (or even current) competitors will “look” like your company. Cell phones don’t look like cameras, and the images that they produce aren’t too conducive to printing. Yet, for capturing & sharing images, they’re a lot more functional than a traditional camera (or even an electronic one).

How can you begin to assess and project the nature of future competitive threats. Beyond cursory exploratory market research techniques, here are several questions to consider:

  • What benefits does your company deliver? If you didn’t deliver them, who else currently would / could deliver them?
  • What if your company never existedhow would customers satisfy their needs?
  • What if your industry never existedwhat alternatives might develop to satisfy needs?
  • Who are the niche players in your markets today that could grow in prominence? How might they be defining your business for you right now?

We used the first benefits-oriented set of strategic questions at a Kansas City Business Marketing Association in looking at how Apple had disrupted other markets, yet could be disrupted itself. The strategy exercise interestingly yielded Microsoft, Garmin, YouTube, and Louis Vuitton as all potential competitors to deliver the same benefits Apple does. That’s quite a wide-ranging list!

This type of strategy work is challenging and highly speculative. But it pays to consider, anticipate, and prepare for as many competitive possibilities as you can imagine.  – 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 us at 816-509-5320 to learn how we can help you develop a stronger competitor profile and create business building strategies to target big competitors more successfully.

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Here’s one of our fun strategic planning activities: ice breaker questions for a moderately sized group (15 – 20 people) that doesn’t know each other that well. These ice breaker questions create interaction and put a new twist on the standard, boring personal introduction at meetings.

Give every attendee a sheet with a single, different question and a list of everyone in the meeting. As people gather, each person attempts to ask their question of as many other people as possible, recording the answers on the sheet.

Then during the introductions, instead of people telling about themselves, the entire group reports the one piece of information that they have on the person in a rapid fire format, providing a brief and varied introduction.

You can limit the introductions to 30 or 45 seconds to keep the report out moving; if not, it can take 90 to 120 seconds per introduction.

One key to the lighter side of these ice breaker questions is to mix up the types of questions and have some fun with them. There may some personal, but not too invasive questions (i.e., How far do you drive to work?) along with ice breaker questions that can tie to the person who is doing the asking. I once had a rather notorious beer drinker ask each person about favorite hangover remedies; he had a blast with it as did the people he was asking.

For a first hand account about fun strategic planning activities and an experience with using this one in particular, Jan Harness, the Chief Creative Instigator, reports on her participation in this ice breaker exercise at an event we led.

By the way, do you dream in color or black and white? – Mike Brown

 

fun-ideas-strategic-planningLooking for More Ideas to Make Strategic Planning More Fun?

Yes, strategic planning can be fun . . . if you know the right ways to liven it up while still developing solid strategies! If you’re intrigued by the possibilities, download our FREE eBook, “11 Fun Ideas for Strategic Planning.”


Download Your FREE eBook! 11 Fun Ideas for Strategic Planning

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