Branding | The Brainzooming Group - Part 4 – page 4
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We are big fans of strategy statements incorporating simple language an organization uses to talk about its daily business activities. Strategy statements should not be filled with complex jargon that most people cannot understand or with generic language that could apply to ANY business.

Think about that for a minute.

If you develop strategy statements featuring the ultimate in complex yet generic MBA-caliber language, they will apply to any business even though your own people probably will not be able to understand it well enough to carry out the strategy.

THAT’S why we advocate a very different approach for our clients.

Group-Collaboration

5 Advantages of Strategy Statements with Simple Language

When you have simple strategy statements that sound like your organization communicates, we’ve seen and experienced multiple advantages:

  1. People throughout the organization can read them and understand what’s important
  2. The strategies are more credible and believable
  3. Your team members have a clear sense of how they contribute to implementing the strategy
  4. It will be easier for more employees to develop ideas and suggestions to help the strategy take hold
  5. It will be evident what the end result of the strategy should be

It’s worth a few minutes (if you haven’t done it recently) to crack open your strategic plan and read your strategy statements. If you weren’t involved in putting the strategic plan together, would YOU be able to understand the strategy statements? And do they sound like your organization?

If not, you can do better.

And we’d love to be the ones to help craft your strategy into actionable statements and language your employees are in a strong position to understand, embrace, and turn into results. Contact us to talk about how we can make that happen!  – Mike Brown

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DInternal-Brand-Strategy-eBoownload Your Free Internal Branding Strategy eBook!

Are you looking for new, more effective ways to engage your employees in shaping and successfully carrying out your brand strategy? You need to download this FREE Brainzooming eBook, published with the Global Strategic Management Institute. You’ll learn three effective strategies to engage employees as an internal brand team.

Download Your FREE eBook! 3 Actionable Strategies for Engaging Your Internal Brand Team

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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I’ll be presenting a Brainzooming workshop on internal branding strategy at the Brand Strategy Conference in New York, April 6-8. The workshop, while drawing on material from my Fortune 500 work, springs from multiple conversations at the 2015 Brand Strategy Conference. The discussions focused on when employees should be brought into branding strategy decisions.

The executives asking about and offering opinions on the topic tended to believe it was okay to advise employees about branding strategy decisions immediately after introducing changes to customers.

I was horrified by this viewpoint coming from senior executives because it is so strategically misguided.

3 Keys to Engaging Your Internal Brand Team

Internal-Brand-Strategy-eBo

One alternative to letting your employees know about a new direction in branding strategy after your customers is to view employees as an internal brand team. With that change in perspective, you introduce possibilities for engaging employee in shaping branding strategy. Even without revealing specifics to employees in advance, purposefully involving them in developing branding ideas opens up opportunities to familiarize employees with the direction and insights leading to a new branding strategy.

To complement the in-person workshop content, The Brainzooming Group collaborated with Breanna Jacobs at GSMI, the Brand Strategy Conference producer, to publish a new free branding strategy eBook called, “Engaging Employees as an Internal Brand Team: 3 Actionable Strategies.”

The eBook includes three strategic thinking exercises you can use with your internal brand team to invite collaboration, solicit input, and create early learning opportunities.

Download Your Free Internal Branding Strategy eBook!

If you can make it to the Brand Strategy Conference, I’d love to meet you and have you attend the workshop. If you can’t attend, get your free copy of the new branding eBook exclusively from GSMI and start collaborating more effectively with your employees to strengthen your brand and its experience for customers.  – Mike Brown

Download Your FREE eBook! 3 Actionable Strategies for Engaging Your Internal Brand Team

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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After a client meeting, I received the most humbling, wonderful pick-me-up email from a client that said nice things about what we do and suggested the value The Brainzooming Group is delivering is worth more than what we are charging for our services.

At the conclusion of a recent strategic planning workshop, one of a client’s leaders came over and said, “I’m a skeptic about things like this, but you turned me into a proponent. In the last few days, you took away two years of frustration.”

In the workshop evaluations for a social media strategy workshop, one participant wrote, ““So energetic! Whoa. Totally helpful and so pumped for the eBook.”

Those are all the things we like to make happen and hear about from our clients!

13 Reasons to Appreciate Incredible Clients

 

You-Are-Incredible

To return the favor, we wanted to share the wonderful things we can say about our incredible clients.

Our clients:

Yes, that’s one of the joys of what we do: we get to work with incredible clients from so many different companies!

What can we do for you?

If you’re among our clients, thank you for all your support and for being incredible!

And if you aren’t among our clients, and the list above includes aspirations you have for you organization, let’s talk about how we can work together to make those aspirations come true! – Mike Brown

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Learn all about how Mike Brown’s workshops on creating strategic impact can boost your organization’s success!

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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Who could find a connection between the “Hokey Pokey” and internal branding ideas? None other than B2B marketing expert Randall Rozin! Randall, who leads the Global Brand Management function within Dow Corning Corporation, serves as the company’s key strategist on brand creation, internal branding, and strategy alignment. Besides all his corporate accomplishments, Randall is always a popular guest author on the Brainzooming blog.  

How the “Hokey Pokey” Suggests Strong Internal Branding Ideas by Randall Rozin

Randall-Rozin2As kids it was fun, if not somewhat embarrassing, to do the Hokey Pokey at school, at the skating rink or at parties.  The Hokey Pokey (song and dance) goes by many names around the world, but has a common format in that you first create a circle of friends. When the song starts, you begin by putting your right hand in, putting your right hand out, putting your right hand back in and shaking it all about, after which you ‘do the hokey pokey by turning yourself about’.  From there you then proceed with the left hand, each foot in turn, your head, backside and finally your ‘whole self’.

Now take the common Hokey Pokey as a simple metaphor to suggest internal branding ideas.  A stretch perhaps, but let’s have some fun with it as at the end of the day the goal of both the Hokey Pokey and Internal Branding are the same.  We want an employee to put his or her “whole self in” to the brand. This concept applies for both business to business firms as well as business to consumer companies.

7 Internal Branding Ideas from the “Hokey Pokey”

Put your right hand in/out

As the internal branding dance begins, we start slowly with a simple hand to test the waters.  We put our right hand in do an audit of what we know about our brand and what we have been doing to communicate it to our employees.

Put your left hand in/out

With current situational knowledge in place, we put our other hand in to develop a strategy of where we want our brand to be in the future and outline a plan to get there.  Now the left hand knows what the right hand is doing and has a path forward.

Hokey-pokey-right-foot-inPut your right foot in/out

Next we have to get senior management alignment to our strategy and goals with active support for bringing the brand to life with and for employees.  Sometimes this involves a little footwork.

Put your left foot in/out

With visible support from management, we now begin to create awareness of what our brand means, what it stands for.  This involves putting feet on the street to inform all employees.

Put your head in/out

The head in this part of the dance, as with internal branding strategy, is properly timed.  In this phase we move beyond awareness to really helping employees understand what the brand means, why it is important and what role they, as individuals, play in delivering on the brand promises.

Put your backside in/out

With internal branding strategy you want hearts and minds.  We covered minds in the previous step; a way to the heart is by having some fun with your brand to help convey its message in a variety of ways.  In the Hokey Pokey, putting your backside in breaks down barriers by being a bit silly during the dance.  For your internal branding initiatives putting your backside in could include sharing stories, in fun ways, of on-brand behaviors as well as off-brand behaviors and how to correct them.

Put your whole self in

The ultimate aim of internal branding strategy is to have employees’ hearts, minds, bodies and souls committed to supporting your brand in service of your customers.  In essence, getting everyone to put their ‘whole self in’ and do so willingly as they can see the connection between what they do every day at work and why it matters and adds value to internal and external customers.

Enjoy both the hokey pokey and your internal branding ideas and remember to “turn yourself about” to have some fun with it cause “that’s what it’s all about.” – Randall Rozin

 

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Super Bowl 50 featured the Carolina Panthers and Denver Broncos facing off against one another, with the Broncos coming out on top, 24 to 10. Despite NEVER being a Broncos fan, I was rooting for Peyton Manning to take the Denver Broncos to victory (although we did have a Panthers fan in the house) . . . Now, Cooper Manning will be the son at the Manning Thanksgiving table without two Super Bowl rings . . . . Maybe for the first time in many years, I was more excited about the football than the advertising. I am not sure if I am the only one but I am SO OVER all the hype for Super Bowl ads. In any event, here are my take aways from the Super Bowl (and we all know you have to have a good take away ratio to win the Super Bowl!

Panther-Fan

We had a Panther fan in the house.

Super Bowl 50 Winners

Lady Gaga set the new standard for singing the Star Spangled Banner, whether at the Super Bowl or ANYWHERE else. And to all the people going, “Remember Whitney Houston,” I say, Gaga Number 1, Whitney Number 2 . . . Hyundai scored early with Kevin Hart using the auto’s Car Finder technology to keep an eye on his daughter and her date to make sure the boyfriend stayed away from any precarious tunnels. I guess Car Finder is the modern father’s best substitute for a chastity belt . . . The Doritos crowdsourced Pregnancy ad introduced a new paternity test (the baby goes after Doritos just like dad does) and introduced (whether intentionally or not) a pro-life message.

The Skittles and Steven Tyler ad worked. I wanted to see it again, and I had already seen it . . . While there were various #SuperBowlEXP tweeters bashing it, I gave shout outs to Toyota for getting more product mentions in its Prius ad than all other Super Bowl ads combined. It was a smart use of repetition and tackling challenges to product perceptions. All that, plus it featured an OJ Simpson mini-series tie-in and was capped off by another ad after the game’s finish. Of course, as my wife asked, “Where is Jan from Toyota in all this?”

Super Bowl 50 Losers

Pizza Hut featured an early ad for its Garlic Knots. That product name perfectly sums up what my stomach would be like if I ate that stuff . . . There were questions about why the advertisers seem not to understand the value of integrating social media and digital with their $5 million thirty-second advertisements. A hashtag is easy to cook up (unless you are Bud, which put a space in a hashtag a few years ago on a Super Bowl ad), and a hashtag is just scratching the surface . . . I completely missed the PayPal ad. I then Googled it to watch it online and missed it again. PayPal should have featured PeyTon in its ad . . . By the way, did you see the Papa John guy catch up with Peyton as the game was ending?

Peyton-Kubiak

When it came to the Half Time Show, I’m not sure what connection Bruno Mars had to Coldplay, but Bruno Mars was actually enjoyable to listen to by comparison . . . By the second half, the ads seemed to be mostly snoozers. With commercials about constipation, diarrhea, and toe nail fungus, one #SuperBowlEXP tweeter asked, “When is this shit going to stop?”

Fun Facts from Super Bowl L

A word to the wise advertiser: there’s a place between no spoken copy (Acura, PayPal, Budweiser) and too freakin’ much spoken copy (RocketMortgage) where a $5 million Super Bowl ad actually works . . . Of all the Super Bowl MVPs, Joe Montana is the only one I have had a brush with greatness with previously. When he played for the Chiefs, we saw Joe and Jennifer eating at a local restaurant for a late lunch. One other time, Joe Montana came in for take-out at a restaurant where we were enjoying a Friday night happy hour . . . Thanks to all the tweeters who corrected me on thinking it was Denis Leary in the Snickers / Marilyn Monroe ad. Yeah, you were all right, it was Willem Dafoe. But I still contend it would have been funnier with Denis Leary . . . The whole Puppy-Monkey-Baby thing, contrary to what Mountain Dew would want you to believe, represents three things that need not have ever been combined in a Super Bowl ad. Same as with chronic pain, opioids, and constipation. And BTW, OIC missed a cool sponsorship opportunity. Constipation should have been the official NFL sponsor of all False Start penalties in the Super Bowl . . . It sounded like Peyton Manning changed his trigger call from “Omaha” to “WhatThe” at one point during the game . . . It took Avocados to get Scott Baio, cramped airplanes as torture chambers, and the infamous is it blue/black or gold/white dress into the Super Bowl. Good job.

blue-black-gold-white-dress

Finally, the Super Bowl Babies ad was interesting the first time, but I am not sure it had as many legs as the NFL tried to get out of it. Of course, that may be sour grapes because the sad fact is all the Kansas City Chiefs Super Bowl Babies are 45 years old.

Well, there is always next year for the Chiefs, and for some better Super Bowl advertisements, with maybe a classic advertisement SOMEWHERE in the mix. Here’s to next year’s LinkedIn-sponsored, Super Bowl LI. – Mike Brown

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What’s the story on the innovation strategy for beer?

The Kansas City American Marketing Association monthly lunch addressed that question. Former Vice President of Innovation at Anheuser-Busch, Pat McGauley, shared stories of his past twelve years creating the company’s innovation team.

Rather than playback the various innovation strategy stories Pat McGauley shared, here is a sampling of quotes and points he made that stood out as great thought starters:

Not all innovation strategy inside a company is created equal.

Pat’s innovation team was responsible for product and packaging innovation. He reported that packaging innovation was more difficult to develop than liquid innovation. Based on comments he made regarding working with retailers on in-store shelving, product innovation may have been easier because it might lead to a fight for shelf space. Packaging innovation, on the other hand, could require making the case for a different shelf entirely.

Not all innovation teams are created equal.

Pat formed two innovation teams. One focused on near-term innovation strategy and the other on filling the three-to-five-year innovation pipeline. While the two team approach was designed to keep the longer-term team from getting pulled into today’s fires, it presented challenges. The long-term innovation strategy team became too disconnected from current activities shaping the future environment its innovations would face. Both teams, however, were detached from the brand teams to minimize the pull toward shorter-term brand priorities.

Innovation-Strategy-Checkli

“If you have a whole room that thinks the same, you don’t need all those people.”

He was speaking to the choir about the need for diverse participation and varied inputs to trigger ideas. Their global innovation team went to Korea in 2015 to look for inspiration.

How you frame the question shapes the innovation strategy opportunity.

On a market segmentation chart, Pat was making the point that there are multiple ways to grow from innovation. Sometimes it’s grabbing share from competitors in your category. In other situations, it’s grabbing share from substitutes for your category. The chart drew the distinction between these “share of beer” and  “share of throat” opportunities. That’s an intriguing categorization you could apply to many businesses to point innovation opportunities in different directions.

“Sometimes a company needs something that the consumers don’t need.”

In covering a few  innovation failures, Pat talked about Anheuser World Select. As he put it, “Anheuser-Busch needed an import beer, so we created a fake import.” The company had become enamored with trying to solve the problem of not having an import, but consumers had access to import beers. They didn’t need an inauthentic version from Anheuser-Busch.

“Renovation is putting new coats of paint on big brands.”

Pat credited InBev (which merged with Anheuser-Busch in 2008) with introducing the idea of renovation to the organization. The innovation team spent 15% of its time on core brand renovation to enhance competitiveness.

3-Innovation-Strategy-Tiers

A leading company shunning innovation is “like someone hugging a block of ice.”

You can hang on to a block of ice (representing a core capability) and refuse to move away from it, but eventually the block of ice is going to melt and disappear. Pat pointed to Jeff Bezos as a CEO with a contrasting perspective. He is always on the lookout to disrupt Amazon before the next Amazon does it.

Lackluster innovators can catch up quickly.

One chart depicted (I think) growth factors in the beer market from 2012 to 2014. In 2012, competitor innovation accounted for just 5% of growth in the beer market; Anheuser-Busch was the overwhelming leader in innovation-driven growth. By 2014, competitor innovation represented 35% of beer industry growth. – Mike Brown

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I fielded a request for a few ideas on social engagement for an upcoming eBook an online company is creating. One of the questions related to how brands can set themselves apart through a customer experience strategy and outstanding customer engagement.

Our focus is often on creating memorable event-related experiences. Shifting the focus to ongoing customer engagement, however, necessitated a different look than the one we’ve used for years in designing events. While surprise is an important element in creating memorable event experiences, customers aren’t typically looking for surprises in more routine customer service situations.

Brand Expectations and Experience

Noodling the answer to the question further, I sketched an x-y chart comparing customer expectations vs. the nature of the customer experience. This customer experience strategy framework is a variation on how we’ve been thinking for years about developing memorable event experiences.

Social-Engagement-Matrix

The horizontal axis looks at how expected a particular customer experience, showing a range from completely expected on the left to completely unexpected on the right. For the vertical axis on the nature of the customer experience, the bottom label is “Routine” and the top label is “Delight.” The idea here was to describe the range of audience reactions to a brand’s customer engagement.

At a first pass, this framework seems to address the range of experiences a brand might seek to deliver on an ongoing basis.

Start with the lower left quadrant. These are Expected and Routine experiences. In this quadrant, a brand has to get social engagement basics right every time with incredible dependability.

In the upper left, the Expected/Delight quadrant is where customer loyalty programs function. A customer with strong, positive brand behaviors has a history with your brand and expects a certain level of delight in any experience with your organization.

The bottom right quadrant (Unexpected / Routine) might be one that’s frequently overlooked. It’s the opportunity to create a pleasant surprise for a customer during a routine interaction. One example might be the bakery that occasionally and somewhat randomly gives you a free donut because you’re a familiar face, not because of a loyalty program.

The money quadrant is the upper right – that’s where a brand delights a customer in a completely unexpected way. In this area, a brand engages with customers in a fashion consistent with the brand experience, but does so by going above and beyond. These situations create high-impact, memorable moments for audience members. These engagements wind up in business magazine brand profiles and case studies!

Remember, This Is from the Brainzooming Labs

This is a first pass. We’ll be incorporating it into workshops and client sessions to test how beneficial it is as a customer experience strategy framework for generating new ideas!  – Mike Brown

 

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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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