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It’s a challenge to objectively examine your own website as if a prospect or customer seeking information would. There’s a strategic thinking approach you can follow to get ideas flowing though: Look at a direct competitor’s online presence, trying to shoot holes in it based on how a customer might view it.

You should really be able to get into it by answering a few questions:

  • What misleading or out-of-date information is presented?
  • What’s not compelling about the website?
  • What’s confusing about the navigation?
  • How much unnecessary detail do I have to supply to get a copy of the “free” download?
  • What questions do I have that the website doesn’t answer?
  • Do I know where to get my other questions answered?
  • In what ways did I get smarter by browsing this website?
  • In what ways were my information needs left wanting?

After doing this, go back and see how your own online presence compares. Looking at yourself from a customer perspective should now be much easier! – 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 social media strategy for your brand.

Mike Brown

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

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The title topic came up recently on Twitter, as it had at a B2B social media roundtable late last year: Who should be doing social media strategy and implementation for a brand – organizationally and individually?

My take is a strategic perspective is the foundation for a social media effort to build a sustaining impact. When it comes to questions of social media strategy “ownership,”  it’s clear sole responsibility for it doesn’t fit nicely into a box on today’s org charts.

Stepping back from the discussions, I forced myself into three criteria which seem necessary for taking on social media responsibilities in corporations:

  • Ability to always be on message for the brand, which implies effectively linking brand strategy to messaging
  • Appropriate sensibilities for social media channels
  • Diverse communication skills that work across various social media channels

Sometimes those people are in marketing communications, but you may find them in other parts of a company as well. They may also exist outside a company’s employee base; that’s fine too.

Most importantly, given the rapid pace of social media, you want the best strategic writers crafting the communication. Where are these people located in and around your company? Find them wherever they may be! – Mike Brown

Mike Brown

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

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Trends are pushing brands into innovative channels to sell their products and services. These strategies include going through intermediaries who resell, repackage, aggregate, or creates marketplaces for multiple providers’ offerings. These arrangements have been the rise and ruin of many brands.

A specific challenge for parties in these intermediary relationships is that each brand visible to the end customer is bringing its individual brand promise to the sale. In turn, each becomes responsible for the aggregate brand promise, making it critical for various individual promises to fit together in a sensible way for customers. It’s also vital that each provider (and its employees) can and do carry out the aggregate promise of whatever’s being offered.

Our experience last week highlighted the challenges involved. Trying to get our driveway cleared of 9 inches of snow before returning from a trip, we used ServiceMagic.com. It promises to identify a short list of screened and approved professionals for home repair and contracting work, backed with a seal of approval and a guarantee.

We chose the first one to contact us (whose name can best be described as “Generic Subdivision Name Lawn and Garden” company).

Here’s the rub. Beyond whatever else ServiceMagic promises, its name implies something more. It’s not operating under a generic lawn and garden company name. Adding the name “Magic” into the collective brand promise implies an enhanced sense of delight and wonder with the service performed.

Unfortunately, we returned home to find the snow removal only partially completed. The porch, walk, and driveway were still half covered in snow – hardly a magic moment. A call to the snow removal company didn’t get someone back to do the work by the next morning. I wound up finishing the project, shooting a video before and after to substantiate what was and wasn’t done.

As of this posting, no one’s contacted us and we haven’t been invoiced by anyone. Maybe that’s the “magic” part of the service. If this is the case though, it would be a more magic strategy if someone called to say, “Hey, we screwed up, and it’s free!” Doing so would ensure our return for more performances! – Mike Brown

Mike Brown

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

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The Baskin Robbins Double Header Cone screams, “I came out of an innovation session!” That’s okay though because it appears from the outside-looking-in to have a solid customer experience-based strategic foundation.

An ice cream cone allowing multiple flavors and formats side by side lets customers preferring cones experience them in a new, fun way. Who can beat two different ice cream flavors and formats (soft serve and scoop) the way YOU want to combine them, instead of randomly (mashed scoops), sequentially (scoops on top of each other), or in a forced swirl (for soft serve)?

It’s fun for kids (who seemed to be the primary audience the day we were in Baskin Robbins) and probably makes a parent’s life a little saner (since it helps more easily please a kid wanting multiple flavors). For Baskin Robbins, it creates some near term buzz and introduces a new, slightly higher price point to upsell customers who’d typically only buy a single cone. Unfortunately, the poster’s fine print clearly states “no substitutions.” You can’t have two scoops or two soft serve flavors. The Double Header cone “fun” doesn’t extend to customer-driven innovation at the point of sale.

Have a wonderful Thanksgiving (US-based readers), and be on the look-out for “out and about marketing” examples to share here! Brainzooming is taking a few days off and will be back Monday. – Mike Brown


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Mike Brown

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

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Product innovation is rampant. Great for providing choices! Crappy for having to choose from among them.
So it’s smart product strategy for brands to remove uncertainty and apprehension by making decisions simpler for consumers. Interestingly, today’s examples of doing this well both come from Sam’s Club – home of having to buy more than you’ll ever need to get a good deal (especially for a two-person household).
Shopping for cheaper deodorant, the main brand switching factor was getting a product smelling close to my current choice (or at least not smelling weird). This sealed four-pack of Degree deodorant had a great per unit price. But who likes a great deal on 4 deodorants only to find out after buying it that it smells like perfume?


How to avoid this deal breaker? Ingenious marketing to the rescue!

This multi-pack included a scratch-and-sniff label on the left of the package allowing me to smell the deodorant before buying. It was close enough, and I switched brands.
Cyndi was getting an early jump on shopping for Christmas baking as she’s planning to make hundreds of chocolate chip cookies (among other things). A pallet in the middle of one aisle featured a great buy on 72 ounce bags of Nestle Semi-Sweet “Morsels,” the chocolate chips of Nestlé® TOLL HOUSE® cookie recipe fame.

She asked how many bags she’d need since the recipe called for 12 ounces of chocolate chips. Doing the math in my head, I looked over to the stack of chocolate chips to see the math clearly displayed on the packaging: these big bags are good for 6 batches of cookies each. Since math skills are probably declining at the same rate product proliferation is increasing, how innovative to simplify the math and create happier cookie makers.


And by the way Nestlé®, maybe you should up the recipe to 18 ounces of chocolate chips? That’s 50% more in sales for you and even happier cookie eaters! – Mike Brown


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Mike Brown

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

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Admission – I quickly grow impatient (yet only slightly unruly) in crowded stores.

Fortunately, my Flip camera has helped keep me out of trouble recently (kind of like Cheerios for geeky adults), creating amusement in finding great marketing strategy examples to capture.

To get you ready for the time spent in stores this week for Thanksgiving preparation and Black Friday, we’ll share a few “out and about marketing” examples this week. Be on the look-out for ones you see and submit them as future guest Brainzooming posts!

Merchandising Can Be Experience Marketing

Why have boring grocery store displays when they can be colorful, fun, and create memorable visual experiences? These two stacks of soft drink boxes for Coca-Cola products are from two local grocery stores – Price Chopper (left) and Hy-Vee (right).


While the pumpkin at Price Chopper was just plain fun, the Hy-Vee display was a top-five highlight for the Kansas City Chiefs this season!

Taking the Experience Home

This product makes me both proud and ashamed to be in marketing.

Talk about turning a generic category (tater tots) into an experience for multiple audiences. These Ore-Ida ABC Tater Tots are innovation rock stars on multiple levels!

For parents, they combine two high interest experiences – learning and getting kids to eat. For kids who enjoy school, they’re great fun; for those that hate school, it allows them to work out a little aggression on these dreaded Sesame Street sponsors. Plus, I love how easily you can imagine the idea coming straight out of a Trait Transformation exercise!

So why do they also make me ashamed to be a marketer?

Because they’re tater tots! How much cool brand experience does it take to get ANYBODY, let alone kids, to eat tater tots? I LOVE tater tots, but they’re not “trainer-approved.” So how about applying cool brand experience strategy to vegetables and fruits that are less processed, less fun, and healthier! – Mike Brown

Mike Brown

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

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I met John Digles in June 2009 as he produced video interviews for the Business Marketing Association Conference. John’s background is fascinating; he’s an award-winning film maker whose work has gained critical notice, including at the Sundance Film Festival.

John is also founder of entrepreneurial incubator StrategyDeli and sits on the DePaul University Marketing MBA Advisory Council. As Chief Marketing Officer of XanGo, John implemented a number of innovative programs, including:

John is also founder of entrepreneurial incubator StrategyDeli and sits on the DePaul University Marketing MBA Advisory Council. As Chief Marketing Officer of

  • Negotiating a category-creating jersey-front deal with Major League Soccer
  • Creating the award-winning XanGo.TV social media site
  • Leading an international marketing program in more than 25 markets

John’s innovative track record earned him an invitation to address the WFDSA World Conference XIII in Singapore.

Sponsorships represent great marketing opportunities if approached strategically and with activation plans fitting a brand’s business objectives. Today, John shares his perspective on how XanGo put together an innovative sponsorship program that’s led to the brand being featured in tonight’s Major League Soccer championship on ESPN:

 

Jersey-front sponsorships are a long-running international soccer tradition. Global corporations such as Samsung and bwin invest millions supporting top teams and showcasing their brands on the playing fields of the world’s most popular sport. But when XanGo, a 4-year old emerging nutritionals leader and direct sales company based in Utah, inked the first jersey-front sponsorship in U.S. Major League Soccer history in November 2006, it was the first of its kind in North American professional sports.

The innovative deal to place the XanGo brand on the jersey-front of Real Salt Lake (RSL) was a perfect fit for the XanGo healthy lifestyle brand and its reputation as a “company of firsts.” We faced risks, however, that come with introducing this kind of advertising. Some wondered if American soccer fans would accept a branded jersey, while others considered a direct sales company an unlikely sponsor.

Exploring the jersey sponsorship, we formulated an activation program designed to mobilize hundreds of thousands of independent XanGo distributors and “make every game a home game” for RSL. Reaching a new consumer constituency would provide opportunity for distributors to teach the business as they filled the stands and hosted their own events at local soccer matches.

XanGo rolled out with an advanced digital strategy and a branded web site celebrating the game and teaching soccer basics. Research showed the site became a destination for parents whose kids were discovering soccer and joining leagues across the country. Many of these visitors learned about XanGo for the first time.

XanGo distributors and employees made RSL’s branded kit one of the league’s top-selling jerseys. FIFA Soccer by EA Sports, one of the world’s most-popular video games, featured XanGo on the jersey of the game’s RSL team. And the XanGo Cup hosted friendly exhibitions between RSL and international soccer superpowers – and their TV audiences.

Measurement data showed the jersey deal became a key factor in boosting global brand recognition, web traffic, and recruitment.

Weeks after the XanGo sponsorship announcement, David Beckham signed with the L.A. Galaxy and global nutrition and direct sales company Herbalife secured the next jersey-front deal. Jersey sponsorships with major brands followed around the league, including BMO with Toronto FC, Best Buy with the Chicago Fire, and Amway Global with the San Jose Earthquakes.

Network marketing is a passionate, loyalty-driven business. As direct sales brands cut their jersey deals, distributors from each sponsoring company became more vocal and competitive in showing support.

Three years after the first jersey-front deal, Real Salt Lake and the L.A. Galaxy have reached the MLS Cup, taking two direct sales titans to the league’s biggest stage.

While the category-creating deal surprised some, the trend of direct sales sponsorships has aligned thriving nutrition brands with the game, increased consumer awareness of the business and converted millions of passionate distributors into active fans for Major League Soccer. – John Digles

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Mike Brown

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

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