Branding | The Brainzooming Group - Part 5 – page 5
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The folks at Armada Corporate Intelligence profiled a Bloomberg Businessweek story on Fanatics, the sports apparel manufacturer and marketer, in its Inside the Executive Suite. Fanatics introduced disruptive innovation to its marketplace with an agile strategy. It employs technology, focused creative teams, new manufacturing processes, and communications to remove time and waste when creating post-sporting event apparel featuring the winners and exciting story lines. For NCAA basketball tournament games, Fanatics can put a newly approved shirt on its website within 15 minutes. It also uses its agile strategy to market apparel for niche opportunities where it might sell as few as ten t-shirts.

Along with the recap, Inside the Executive Suite offered sixteen strategic thinking questions inspired by the Fanatics case study that you can use to explore agile strategy options within your own organization. We thought the list was intriguing, so we secured the go ahead to share the strategic thinking questions with you here.

16 Strategic Thinking Questions to Explore Agile Strategy and Disruptive Innovation

via Shutterstock

Developing an Agile Strategy

  • Where can your organization realize the greatest leverage from improved agility – cost savings, an improved customer experience, sales opportunities, greater financial efficiency?
  • Beyond making investments and process changes to increase agility, are there other opportunities to cost-effectively manage demand?
  • How can you develop a super-agile process that disrupts other industry players’ competitive advantages?

Identifying Process Changes for Agile Strategy

  • Where can you aggressively remove steps (especially low-value ones) from today’s process to boost agility?
  • How can you completely redesign today’s process from scratch to create a super-agile approach?
  • What roles do you need on your agile execution team to move from idea to market with previously unheard of speed?
  • What characteristics and behaviors are important for agile execution team members to display?
  • What resources (even if they are redundant or eventually discarded) are critical to enable rapid execution?

The Interplay Between Flexibility and Agility

  • How can you improve your organization’s ability to pre-plan and anticipate the uncertain?
  • In what ways can more / better / faster data access increase forecasting accuracy, and your ability to delay decisions without compromising agility?
  • What are the various types of reviews, approvals, and decisions you will need during crunch time? How can agile decision making happen in an easier and more timely way when speed is most important?
  • What does the time window around peak need look like?
  • Is there additional flexibility you can create / exploit in lead times, the length of the selling opportunity, and / or the long tail of demand?

Strong Relationships Enable Agility

  • Who are the outside people and entities vital to ensuring your agile processes perform as expected?
  • What foreknowledge, training, and support will outside parties require to perform their duties at peak levels?
  • What do agile relationship-building skills necessary for supporting your process look like?

Across these questions, you’ll get a start thinking through how an agile strategy can push disruptive innovation in your industry.  – via “Inside the Executive Suite” 

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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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Last weekend’s Wall Street Journal featured a piece called “Two Cheers for Failure in a Tough Drug Industry,” by Jonathan D. Rockoff. The article highlighted innovation strategy options that drug companies are using to instill and support risk-taking behaviors. These companies are trying to motivate researchers facing daunting odds for bringing a drug successfully to market. Rockoff cites odds of 1 in 10,000 for drug compounds to ultimately gain regulatory approval.

The innovation strategy options include cultivating company culture, celebrating failures with parties and awards, and making sure they are failing as fast as possible with sufficient learnings.

4 Ways to Celebrate Risk Taking

While an innovation strategy that suggests throwing a party to celebrate a failed idea seems outrageous, the message from the pharma companies is that it’s smart business. Even if your innovation success rate is dramatically higher, motivating employees to embrace risks vital for innovating can be challenging. It’s chic for gurus to extol embracing failure. Yet, most employees have no track record of seeing peers – or anyone else – fail repeatedly as a pathway to corporate success.

Let’s suspend judgement and see the innovation strategy decisions certain pharma players are introducing to motivate taking risks.

1. Cultivating a Resilient, Innovative Environment

Ironwood Pharmaceuticals is targeting both learning and emotion to prompt engagement and risk taking among its nearly 700 employees. In business for nineteen years, it has only one drug in the marketplace; eight more are in advanced development stages. To create broader understanding among employees about embracing serial risk taking amid tough odds, it invites well-known pharmaceutical innovators to share their experiences and practices.

The company also depicts development paths of drugs that have successfully made it through the regulatory gauntlet. They display these case studies in the workplace. To further engage its team, Ironwood asks staff to submit clever early-stage names for products in development. They encourage temporary names that are inside jokes or reflect pop culture interests.

By involving employees beyond its research team, Ironwood personalizes for all staff the challenges of innovating when you expect to meet many setbacks and dead ends. Inviting everyone to name test drugs creates personal investment in products under development, even among non-researchers.

Something to Think about for Your Business: How does your organization create opportunities for all employees to invest in innovation, even if you are not looking for them to generate or develop new product ideas? Just as you might encourage every employee to find the connections between themselves and end customers, how can you encourage them to create closer connections to the innovation centers in your business?

2. Celebrating Risk-Taking Behaviors

The biotech units at AstraZeneca and at Bristol-Myers Squibb each award scientists and researchers for outstanding work. Their awards are independent of ultimate commercialization or lack of it. AstraZeneca hosts an annual event to recognize scientists. The awards, presented at a black-tie event (dubbed the “Science Oscars”) are based on promising work; results are not a factor. The “Bravo Awards” at Bristol-Myers Squibb are similarly granted based on research efforts.

When an organization singles out people for dedicated, positive effort AND successful results, it sends a powerful message. It says the organization realizes successful innovation doesn’t happen in a vacuum. Innovation depends on ideas and exploration, development and testing, and ultimately, achieving some threshold rate of commercialization. Reinforcing a multi-dimensional innovation process view with incentives and rewards along all phases shows that the company understands the importance of cultivating all aspects of innovation.

Something to Think about for Your Business: Do your innovation metrics track performance from idea generation to R&D, and through business results? If not, what are some smart steps that will expand your innovation dashboard?

3. Letting Go when an Innovation Strategy Isn’t Working

Beyond ingenious names, Ironwood holds wakes for drugs it has tested but killed before reaching the market. The company introduced the idea of a drug wake to allay researchers’ fears related to its first failed drug. With research and development on the drug suspended, employees were dreading restarting their research efforts (at best) or losing their jobs (at worst).

The wakes salute development efforts that extend up to a decade without commercial success. Ironwood now has six in its history; the wakes are integral to helping employees move to new assignments with strong outlooks. Recalling personal experiences and memories conveys appreciation for each innovation journey, even if the desired destination proves elusive.

Organizational behaviors convey whether or not true appreciation exists for risk taking that doesn’t result in bankable ROI. The audacity of throwing a party for what could easily be classified as failures signals confidence in ultimate success, investment in valuing people (beyond exclusively ROI-based outcomes), and a relaxed environment. These send the clear message that support for innovation and risk taking exists independently from market success.

Something to Think about for Your Business: What do your organizational behaviors say about your organization’s risk tolerance? Do you back up communication about the value of risk taking with obvious support and encouragement when individuals and teams pursue new ideas that fail to come to fruition?

4. Failing and Learning

Vertex Pharmaceuticals is training employees to conduct thorough post-R&D analysis. It wants to ensure that scientists capitalize on every possible learning from failed innovation. Embedding the US Army’s “after-action reporting” technique provides a methodology for in-depth researcher interviews to identify themes behind successes and failures. The process turns personal learnings into organizational knowledge.

Something to Think about for Your Business: Are you using every innovation initiative, regardless of its success, to create learnings that make your organization smarter and better? How often are you prioritizing and green lighting higher-risk innovation initiatives that promise disproportionate new learning potential?

What ideas does this raise about your innovation strategy?

Could you identify a couple of areas where pharma companies are supporting risk-taking behavior that would benefit your organization’s innovation strategy? Maybe it’s not a wake for a dead idea, but what else can you mine for an innovation strategy boost? – Mike Brown

 

Conquer Fears of Business Innovation!

FREE Download: “7 Strategies to Conquer Your Organization’s Innovation Fears”

3d-Cover-Innovation-FearsWhether spoken or unspoken, organizations can send strong messages saying, “If it isn’t broken, don’t screw around with it” in a variety of ways. Such messages make it clear that good things do not await those pushing for innovation involving any significant level of risk.

This free Brainzooming innovation eBook identifies seven typical business innovation fears. For each fear, we highlight strategy options to mitigate the fears and push forward with innovative strategies. We tackle:

  • Whether facts or emotional appeals are ideal to challenge fear of innovation-driven change
  • When it is smart to call attention to even bigger fears to motivate progress
  • Situations where your best strategy is taking business innovation underground

Download your FREE copy of 7 Strategies to Conquer Your Organization’s Innovation Fears today!

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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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I long ago learned an important lesson about corporate branding decisions: no matter how many intriguing, mentally-engaging brand strategy conversations you have among senior executives, those conversations NEVER lead to final decisions. No, corporate branding decisions are only resolved when someone needs a new business card, trade show booth, brochure, or website.

When you have to physically display a logo or depict how two brands relate to each other when they are placed together? THAT is when executives finally make corporate branding decisions.

A conversation with an upcoming client brought this lesson to mind. They asked whether they should include the organization’s logo in the official email signature.

Addressing that question led to an extended conversation about reasons why they should or should not include the logo. During the conversation, we also tackled what the organization’s multi-part name is supposed to mean (because no one seems to know) and why its logo looks like something it isn’t. We also touched on whether one of their product names actually has much greater brand equity than the overall organization (which changed its name to an acronym several years ago).

See what I mean?

A question about the email signature quickly got us (well, at least me), questioning their whole naming and identity strategy.

If you’re struggling with corporate branding decisions no one is moving forward to resolve, maybe it’s time to design new business cards. Getting physical like that will prompt the decisions you need to make to clarify your brand strategy and move into action.  – Mike Brown

5 Ways to Start Implementing Faster and Better!

In the new Brainzooming strategy eBook 321 GO!, we share common situations standing in the way of successfully implementing your most important strategies. You will learn effective, proven ways to move your implementation plan forward with greater speed and success. You’ll learn ways to help your team:

  • Move forward even amid uncertainty
  • Take on leadership and responsibility for decisions
  • Efficiently move from information gathering to action
  • Focusing on important activities leading to results

Today is the day to download your copy of 321 GO!

Download Your FREE eBook! 321 GO! 5 Ways to Implement Faster and Better!



If you enjoyed this article, subscribe to the free Brainzooming blog email updates.

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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The folks over at “Inside the Executive Suite” from Armada Corporate Intelligence addressed an important aspect of customer experience strategy this week: turning your organization’s claims of customer focus into real actions.

The following ideas (condensed from the original Armada article) highlight four ways to bring your aspirational customer experience strategy to life.

Customer Experience Strategy: 4 Ideas for Creating Customer Focus

In a Bloomberg Businessweek interview with GE CEO, Jeff Immelt, he comments, not surprisingly, multiple times on GE embracing a customer focus. He mentions that even GE narrowing its business portfolio ties to its customer focus: managing unrelated businesses is challenging and demonstrates more of a brand-first than customer-first perspective.

Immelt also discussed the GE transformation toward becoming a digital and software player. Immelt ties the strategic shift, without using the phrase, to the Internet of Things: GE jet engines have hundreds of sensors streaming performance information. Rather than standing by, GE wanted to play a vital role in modeling the data, turning it into actionable knowledge for customers.

Decisions that Benefit Customers

The idea of customer focus is easy to say, but challenging to implement.

To make the concept more actionable, however, let’s posit this idea: one meaningful way to demonstrate customer focus is through helping customers improve their own situations – whether or not it helps a company’s own prospects.

This implies looking at business decisions from a customer’s viewpoint, not the company’s view. While that is natural for some organizations, it runs completely counter to business practices in many others. To stimulate your thinking about what this approach could look like in your organization, here are questions and potential responses for boosting your organization’s customer focus.

1. Making Customers Better Buyers

Think about the price comparison tool Progressive Insurance ads feature. To keep potential customers from third-party sites, Progressive offers competitive price comparisons, even though it does not always win. This is scary for companies. It seems unnatural to boost a competitor’s visibility, but consider how it could improve both customers’ situations and your brand.

Questions to Explore

  • How can we facilitate easier and more accurate buying comparisons for customers?
  • In what ways can we help customers buy ONLY what they need ONLY when they need it?

Your Customer Experience Strategy Response

If you suspect your brand will not fare well in competitor comparisons, explore product and / or service enhancements to improve your position. You can also identify other features and benefits to incorporate into the comparisons to show the true benefit of your brand relative to the competitive set.

2. Creating Smarter Customers

In Immelt’s example with GE, jet engine sensors provide the opportunity to boost customer knowledge in myriad ways. They offer current diagnostics, forward-looking indicators, and long-term trend data. Can the Internet of Things or other information flows provide the same types of insight benefits for your customers?

Questions to Explore

  • Where can we inform customers with performance and exception data they do not currently have access to with our products?
  • How can our products provide visibility to customers where they cannot easily get it right now?
  • In what ways can we deliver predictive information to customers?

Your Customer Experience Strategy Response

These questions challenge you to deliver better information to customers. This can improve their effectiveness, productivity, and growth potential. For your organization, it opens possibilities for new services to interpret the slew of data, further increasing the customer benefits you deliver.

3. Making Customers More Productive

Organizations seem increasingly open to radically different ways of accomplishing basic and advanced business functions. Look beyond your company’s own boundaries to imagine new ways you can enable customers to improve their productivity levels.

Questions to Explore

  • How can we take on new functions for customers to allow them to extend their reach and impact?
  • Where are steps we can remove from our processes that don’t provide value to customers?

Your Customer Experience Strategy Response

Simplification can be a very attractive market position. Simplify life for your customers, whether doing more for them or making them do less when they work with your organization.

4. Providing Greater Value

Many organizations bundle products and services to sustain higher price points. Too often, that’s accomplished through including features that are inexpensive to provide yet offer little additional impact for customers. This is an opportunity to rethink your approach.

Questions to Explore

  • What are ways to unbundle what we offer so it better fits with customer needs, usage, and buying preferences?
  • Are there more attractive bundles from a customer viewpoint?
  • How can we cut the market price of what we offer by ½ to dramatically boost customer value?

Your Customer Experience Strategy Response

These questions cause you to decouple market price from the cost to produce what you offer. Building your price around the customer and the marketplace forces you to re-engineer what you do to achieve the lowest possible cost. That’s a competitively strong way to increase margins vs. simply tacking on an increase to current prices.

A Starting Point for Your Customer Experience Strategy

Not all these areas apply to all companies. If your organization is truly customer-focused, however, tackling these questions will do more to move your brand in that direction than simply telling people you focus on customers. – via “Inside the Executive Suite” 

If you enjoyed this article, subscribe to the free Brainzooming blog email updates.

Start Implementing Faster and Better!

In the new Brainzooming strategy eBook 321 GO!, we share common situations standing in the way of successfully implementing your most important strategies. You will learn effective, proven ways to move your implementation plan forward with greater speed and success. You’ll learn ways to help your team:

  • Move forward even amid uncertainty
  • Take on leadership and responsibility for decisions
  • Efficiently move from information gathering to action
  • Focusing on important activities leading to results

Today is the day to download your copy of 321 GO!

Download Your FREE eBook! 321 GO! 5 Ways to Implement Faster and Better!



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 needed a new way to express myself last night. That’s why instead of typing out nine strategic thinking questions from various business conversations (and contemplations) so far this week, I decided to Sharpie marker and share them with you in this image. (Thanks Diane Bleck for inspiring a different approach to expressing my thoughts!)

It’s still early. Are you looking a little behind, a lot ahead, and sufficiently minding what’s going on right now to exceed your expectations for this year?

Do you know . . .

These are strategic thinking questions our clients are asking. We’re also asking them ourselves – while there’s still time to influence this year’s results!  – Mike Brown

Download our FREE eBook:
The 600 Most Powerful Strategic Planning Questions

Engage employees and customers with powerful questions to uncover great breakthrough ideas and innovative strategies that deliver results! This Brainzooming strategy eBook features links to 600 proven questions for:

  • Developing Strategy

  • Branding and Marketing

  • Innovation

  • Extreme Creativity

  • Successful Implementation


Download Your FREE eBook! The 600 Most Powerful Strategic Planning Questions


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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One of the most popular Brainzooming blog posts the past few years is rich in strategic thinking tools. It features more than 200 strategic thinking questions we’ve gathered, envisioned, and created going back to The Brainzooming Group origins as a corporate strategic planning department.

The Brainzooming Group has created and published many more questions since then as part of our portfolio of strategic planning tools. We decided recently to update the post. While doing so, we realized we’d added nearly four hundred more questions since the article’s original publication date.

Strategic Planning Tools – 600 Most Powerful Strategic Thinking Questions

Rather than hit you with an updated mega-post of 600 questions, we decided to compile the links, organize them, and share the update with you in an easier-to-use eBook: The 600 Most Powerful Strategic Planning Questions (The Brainzooming Group Uses. So far.)

This eBook’s questions cover the areas we address here and in our client work, including:

  • Organizational strategy
  • Innovation
  • Branding, naming, and marketing
  • Customer experience
  • Creativity
  • Implementation

While you may associate strategic planning tools with year-end activities, you will use and find these question links valuable throughout the year. They will help you:

  • Stretch and re-orient conventional thinking
  • Stimulate creativity (even among people not seeing themselves as creative)
  • Improve meeting efficiency and effectiveness
  • Align diverse activities to common strategic themes

And since we use what we publish, we’ve already found having the eBook on a phone helpful. You can quickly link to questions when you are in a meeting that isn’t delivering the results you expect. Pop open the eBook and grab a question or two to orient everyone toward more productive discussions.

Yes, we’re serious: these are the links to our 600 most powerful strategic thinking questions, all in one of the best strategic thinking tools you’ll download for FREE all year long! – Mike Brown

Download our FREE eBook:
The 600 Most Powerful Strategic Planning Questions

Engage employees and customers with powerful questions to uncover great breakthrough ideas and innovative strategies that deliver results! This Brainzooming strategy eBook features links to 600 proven questions for:

  • Developing Strategy

  • Branding and Marketing

  • Innovation

  • Extreme Creativity

  • Successful Implementation


Download Your FREE eBook! The 600 Most Powerful Strategic Planning Questions



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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What are basic brand strategy moves to quickly take an older brand into today’s market?

An “Inside the Executive Suite” article from Armada Corporate Intelligence looked at this brand strategy question last month. They evaluated the options for the band Depeche Mode. The group is making a “comeback” and incorporated a variety of brand strategy approaches to freshen its brand.

An Old Brand Is Just an Old Brand – Until to You Do Something New with It – via Armada Corporate Intelligence

Depeche Mode, a 1980s and 90s alternative band, is discussing a new record and tour. The group, known for hits such as, “People Are People,”  “Personal Jesus,” and “Enjoy the Silence,” announced its newest record, “Spirit,” six months in advance along with a twenty-one country tour during mid-2017.

Depeche Mode has remained active since its biggest hits decades ago. This week’s announcement, however, seems to represent a new push to return to greater prominence.

What makes an old product new again?

We raised the question yesterday of how brands rekindle, dust off, improve, innovate upon, and reintroduce themselves to the market. The Depeche Mode update involves multiple brand strategies:

  • Involving a new producer and tech music luminaries
  • Putting the brand into new formats
  • Ramping up promotional elements
  • Playing up pure nostalgia

If you have a long-standing brand needing a boost to reach its previous heights, what are your options for bringing it back to the market in a way that attracts attention, engages existing and new audiences, and delivers improved business results?

Evaluating Your Brand Update Options

Using possibilities suggested in the Depeche Mode story plus a few others, we identified (and labeled) six potential brand update strategies for long-standing brands to undertake enhancements. These include:

Pure Nostalgia – In this strategy, everything essentially remains the same with the original brand. The brand’s promise (what it delivers to customers), elements (what makes up the brand), and experience (what happens for customers as they use the brand) to remain relatively unchanged. The brand attraction is dependent on audiences having positive (and likely intense) memories of the brand from an earlier, more prominent time. There may be a significant marketing push for the brand, but it constitutes the main effort to return the brand to earlier prominence. (Example – A cereal or candy brand marketing itself as a brand you remember from childhood)

Reintroduction – This strategic option involves updating the brand promise, elements, and experience to reflect current capabilities, knowledge, and market realities. Elements of the old brand may be eliminated and replaced with different aspects than the brand originally possessed. While certain brand elements are distinctly different and reflect today’s situation, a strong connection remains to the brand’s earlier days to create clear linkage. (Example – Bringing back current actors to play Colonel Sanders for KFC)

Refresh – Within a brand refresh strategy, the objective is to focus on a brand’s strongest elements – the things making it most distinctive and valuable to the primary audience – and preserve them. Any brand aspects that are outdated or lacking in some way are replaced with distinctly new elements reflecting a contemporary look, feel, and sensibilities. (Example – Pokémon GO, moving a familiar brand into mobile gaming and augmented reality)

Reformulation – In this brand update scenario, a brand retains its name and perhaps a few very important core elements. Everything else is completely redesigned and modernized. The underlying expectation is to call to mind the old brand among loyal audience members while relying on modern features to fuel new growth and success. (Example – The “new” Yankee Stadium replacing the old, historic ballpark)

Promotional Reintroduction – Even when a brand promise is largely intact and all aspects of the brand are strong, it may need an extra something to maximize its impact in a new way. That is when a promotion-based brand update strategy comes into play. The objective here is using a short-term change in the brand (or attaching something new to the brand) to generate interest and attention. After some finite period, the brand change or addition is reversed.  (Example – Coca-Cola adding personal names to its cans and bottles for the summer)

161102-mummy-pops

(Re)Launch – This brand update strategy involves keeping the brand largely intact as it has always been. The major change involves inserting the brand into new channels, locations, or markets. It could also involve returning to current channels, locations, or markets where the brand was previously active but withdrew or minimized its presence. (Example – A restaurant chain that enters and exits a particular market, only to re-enter the market at a future time)

A couple of notes about these strategies:

  • These options are not mutually exclusive. They likely benefit, in fact, from smart, strategic combinations.
  • We selected the labels based on how we’ve seen these described and deployed, so you may see them labeled differently elsewhere

Against this backdrop of potential strategies, we recommend conducting an exercise to identify a comprehensive list of everything closely associated with your brand. Beyond listing anything tied to the brand promise, elements, and experience, include language, customer perceptions (positive and negative, quantitative and qualitative), images, and any other sensory cues related to the brand.

After identifying a robust list of brand-related aspects, assemble a group of people from throughout your organization with strong insights into the brand. Have the group individually and collectively make their best assessments of whether each brand item is:

  • Critical to defining the brand
  • Important to the brand, but open to modification or significant change
  • No longer relevant for the brand

While it is ideal to have quantitative market research to incorporate into this type of brand assessment, a diverse group can generally make a strong first pass evaluation of where you have room to modify your brand. As you develop a point of view on where your brand is ripe for change, review the brand update strategy options list. Choose one or multiple strategies that might make sense for updating your brand.

Does your brand need a refresh?

Beyond this article, let us know if you want to talk further about updating a brand. With many organizations currently preparing next year’s strategies, it is a great time to perform a brand check to determine if it is time for something new.

Need Fresh Insights to Drive Your Strategy?

Download our FREE eBook: Reimagining the SWOT Analysis

swot-alternatives-cover

“Strategic Thinking Exercises: Reimagining the SWOT Analysis” features eleven ideas for adapting, stretching, and reinvigorating how you see your brand’s strengths, weaknesses, opportunities, and threats.

Whether you are just starting your strategy or think you are well down the path, you can use this eBook to:

  • Engage your team
  • Stimulate fresh thinking
  • Make sure your strategy is addressing typically overlooked opportunities and threats

Written simply and directly with a focus on enlivening one of the most familiar strategic thinking exercises, “Reimagining the SWOT Analysis” will be a go-to resource for stronger strategic insights!

Download Your FREE eBook! 11 Ways to Reimagine Your SWOT Analysis

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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