At an Idea Magnets workshop, we shared a strategic thinking exercise we call Rock-Paper-Scissors. We employ it to categorize what your company or department is currently offering based on:

  • Things that add incredible value for your audience
  • Things that don’t add incredible value, but could if they received more attention and resources
  • Things that once created incredible value, but no longer do, and are ripe for major modifications or for being eliminated

In the post-workshop evaluation, one attendee asked about extending this strategic thinking exercise to identify things you aren’t currently doing that you should be doing. The individual asking the question suggested it as a fourth element of the Rock-Paper-Scissors strategic thinking exercise (perhaps as Rock Number 2).

Picking up on the suggestion, here is a starting list of questions that could start to answer this important fourth question about what’s missing within your offerings:

  • What have customers been asking about forever that no one will deliver for them?
  • If you weren’t constrained by whatever you think your current constraint is, what would you provide to customers because it’s the right thing to do?
  • If you moved backward in your product/service delivery process, what would you start to do to create stronger benefits for customers?
  • If you moved forward in your product/service delivery process, what would to begin offering to customers to enhance how you deliver benefits to them?
  • Ask a client: If you were running our company / department, what would you be doing? (You may get lucky on this one, but don’t bet on it. Customers aren’t paid to do your thinking for you.)

This one is definitely in the Brainzooming R&D Lab! We’ve used most of these questions in other settings, but not integrated as a fourth part of Rock-Paper-Scissors. We’ll try it out soon and see how it works to complement what is an already-proven strategic thinking exercise for Brainzooming clients. – Mike Brown

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“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
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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!

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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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“You need to train people for their next jobs, not the ones they’re in right now.”

A participant shared that in an experience strategy workshop. 

His comment got me thinking: How much of what we do is based around right now, when it REALLY should be oriented toward getting ready for whatever is next?

The next . . . 

While you want to importantly make sure what’s going on right now is working well, you HAVE to carve off investment resources (focus, time, money, effort) to make sure you are ready for whatever is next.

Look at where you are giving your attention and other investment resources. Are they setting you up for future success? Or are they merely keeping you paddling in place for right now?

Depending on the answer, an Idea Magnet realizes you may need to make a big change to ever make progress. And that change starts right now!  – 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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Nook and cranny strategic thinking exercises.

I’d never thought of this term previously. Yet, they are vital. They help groups (or an individual) efficiently explore many more opportunities and ideas than they otherwise might.

The nook and cranny strategic thinking exercises term popped into my head during a Brainzooming client workshop. Three groups rotated through posters focused on their shared services organization’s internal branding. We had already identified its experience promise to internal clients. This new exercise translated its internal brand promise into specific behaviors its five-hundred employees will use to create the experience.

Each strategic thinking exercise poster had four or five brand dimensions on the Y-axis. The x-axis labels along the poster’s top featured three specific opportunities to deliver the attributes: at the initial engagement with internal clients, throughout ongoing work, and as a project wraps up.

You do the math with this strategic thinking exercise.

Five rows times three columns presented fifteen different opportunities within a matrix for participants in each of three groups to explore different phases of the experience promise. That meant more than forty perspectives from which to generate ideas for potential behaviors.

Someone asked if, after the small groups completed all the idea generation, we would leave them with all these cells worth of ideas.

My answer was, “No.”

The point of creating so many possible ways to think about brand behaviors WAS NOT to develop a bunch of answers pointing in varied directions.

Our objective? Use the forty-plus cells to push the team into exploring the nooks and crannies of brand behaviors. We will report back the summarized list of important behaviors to successfully bring the promise to life. The focused behaviors lead to implementing a robust, focused, and consistent experience for internal clients.

Whether it’s a bunch of cells, many different prompts for ideas, or questions that extend from incremental to extreme change, nook and cranny strategic thinking exercises are trying to do the same thing: create an efficient way to look at an opportunity from as many different perspectives as relevant and possible within a brief amount of time.

Want to make sure your team is looking at all the nooks and crannies of your strategy?

Contact us, and let’s adapt the concept to your specific organizational, brand, or innovation strategies. You’ll quickly see why we love the productivity of nook and cranny strategic thinking exercises so much! – Mike Brown

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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

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Mike Brown

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J.P. Morgan Chase has announced a new online brokerage platform called, You Invest. The app targets its more than 47 million customers with free brokerage services, including 100 free trades in the first year. Subsequent trades are $2.95, although customers with larger investment levels receive 100 free trades annually—or even unlimited trades.

Free trades from a brand charging $24.95 per trade a year ago?

The strategy change is dramatic and a disruptive business model, but hardly a surprise. Two years ago, the company’s CEO, Jamie Dimon, identified Amazon Prime as reference point for launching a platform offering free services. As Dimon said, “If you’re a good account, it’s no different than Jeff Bezos doing the $99 Prime and adding services to it.”

The tiered services levels, with additional free options beyond $15,000 and $100,000 in investments, suggest a blatant share growth strategy. Early tests suggest the app is drawing younger, newer traders.

Thinking about a Disruptive Business Model for Your Brand

via ShutterStock

How does a company without disruptive innovation in its corporate DNA imagine its own disruptive business model?

If this is your situation, here are thoughts on exploring the topic through incorporating varied perspectives and imperatives. These can help in taking the first steps toward disruption that will gain an early advantage.

If a Successful Brand Is Disrupting Successfully, Copy Its Disruptive Business Model

As is evident from Jamie Dimon’s comments, J.P. Morgan Chase looked to Amazon Prime as a disruptive business model for its own market. While not every disruptor is successful (and high-flying ones sometimes crash), you can look to those disruptive brands that are currently popular, such as Amazon, Apple, Uber, Airbnb, and Netflix, and see a pattern: create an inviting technology-based platform, provide people a place to behave, and generate seemingly endless data flows from their behaviors. Within the platform, invite other brands to contribute content, products, or other assets to speed the development of a full-fledged and attractive customer platform.

Using this model, explore where you’ll generate revenue. (It likely won’t be by charging current market rates for what your platform delivers.) Consider offering an attractive value package to maximize the amount of time, interest, and focus users devote to the platform. Possibilities include:

  • Offering additional services for free or at dramatic discounts (plus incentivizing pricing for those spending more time on your platform)
  • Providing a one-stop, never-have-to-go-anywhere else experience
  • Securing an upfront annual (or multi-year) financial or share commitment and dropping charges for ongoing activity
  • Extending more lenient, flexible customer service policies
  • Simplifying the engagement process to one step; two steps at most

Some of these offerings are explicitly price-based. Others simply lower costs for the brand to provide the service or reduce customer challenges. Both can contribute to greater value perceptions and reduce customer motivations to leave the platform for other options.

Where else can you generate revenue? To the extent that your platform is home to customer behaviors, you have data and insights with tremendous potential value. Consider everything Amazon knows about its customers’ search, shopping, and purchase behaviors. Or Facebook, about the personal networks, communication tendencies, and movement patterns of users. Or Uber, about the flow of people in major metropolitan areas. See the value there? That’s where you turn analysts (or data scientists) loose to identify:

  • The very best customers to secure with even greater value offerings
  • What else to offer customers individually and as a whole
  • Opportunities to sell access to other brands (even competitors) that want to market to the platform’s users

Generating additional value and revenue from data allows you to further subsidize the value of the platform’s consumer offering. This grows the platform’s attractiveness, making it tougher to leave.

It’s essentially the give-away-the-razor-and-sell-the-blades model, supercharged with data and technology.

Download Your FREE eBook! Disrupting Thinking - 13 Exercises to Imagine Disrupting Your Brand

Benefits, Capabilities, and Adjacent Markets

Another approach to imagining a disruptive business model is to consider the opportunity to innovate (and disrupt) based on customer benefits. The starting point for this exploration involves identifying your brand’s capabilities and the benefits you currently deliver. Ideally, you will have a healthy list of benefits from which to explore several paths:

  • How else can you deliver these benefits to your current customers with tremendously greater value? (This is a good opportunity to see how a platform model might fit.)
  • How can you break into a completely new market and deliver these benefits – whether it involves using current capabilities or new ones?
  • How can you imagine automating nearly everything you do to fundamentally change your cost dynamics, allowing you to super-size the benefits and value you deliver?

Each question can surface disruptive possibilities. This is especially true of the second question. Disruptors are often completely new to a market. They freely disrupt BECAUSE they have no vested interest in the industry’s status quo. They approach the market with completely new competitive dynamics.

Remember: These Are Thought Experiments

As mentioned earlier, these are thought experiments. We hope these questions pave the way to help your leadership team think sooner than later about the opportunities and threats involved in trying to adopt a disruptive business model for your brand. – From Inside the Executive Suite

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Years ago, I attended a services marketing conference sponsored by a prominent university. One professor made an intriguing claim: customers compare a brand’s performance on specific features to the best performance of any brand offering that same feature. The instructor pointed out a specific example of how this happens with customer expectations. If a brand were offering subpar, phone-based customer service, it wasn’t being compared exclusively to direct competitors who also offered horrendous phone-based customer service. He suggested that customers would compare a brand in this situation to the best customer service they experienced anywhere. This would happen irrespective of whether it was a brand from the same industry or a hotel, investment firm, or catalog company that wasn’t competing directly.

While his point resonated, there weren’t many direct examples to prove out his perspective. It made sense intuitively; you may also experience similar situations yourself. Yet, when we wanted to try to prove it for a B2B brand, we always wound up eliminating the necessary customer satisfaction survey questions to reduce survey time or research costs.

You Shouldn’t Be Surprised that Uber Is Ruining Customer Expectations for Your Business

In an article from The Wall Street Journal, subtitled, “Uber Users Flub Cab Rides,” writer Katherine Bindley highlights how individuals accustomed to app-based rideshare services don’t know how to behave in cabs (or even their own cars). Telling the driver your destination, waiting to find out the fare, and paying the driver are not part of the Uber or Lyft experiences, although they remain so for cabs. These new disruptive options have caused frequent rideshare customers to forget how cabs operate.

You might say that passengers forgetting how to use cabs because of rideshare brands is all in the same industry. Granted, it’s all about getting from one place to another. Yet, these examples reinforce an important point about strong brands with positive, radically different customer experiences: they can reshape expectations and behaviors even when a customer isn’t using the disruptive brand.

Understanding What Drives Customer Expectations

Are your customers’ expectations being set by your brand, a direct competitor, or an apparently unrelated brand? And how do you REALLY know what factors are driving changes in expectations?

If there is a possibility that disruptive brands are blowing up conventional customer experiences in your market, here is a checklist of tactics you can implement to attempt to remain ahead of the situation:

#1. Dig deep to understand what experience dimensions drive choice and preference

You need a robust understanding of what drives customers’ brand choices in your marketplace. One option is to ask these types of questions directly in surveys, sales calls, and customer service interactions. Doing that, however, leaves it to customers and prospects (if you interview them) to tell you what THEY think drives their choices. Their self-perceptions often place price at the top of the list, even if price isn’t the reason they prefer one brand over another.

A more effective way to tackle this question within a survey is a two-part approach. This involves asking questions about overall preferences for brands along with questions on how these brands perform on specific features. From the answers to all these questions, you can identify the relationship between how important each performance attribute is in predicting brand preference. This approach generally produces more reliable answers on what drives purchase and re-purchase.

Using this information, you can typically identify a smaller subset of features to monitor for performance levels within and outside your industry.

#2. Evaluate how industry competitors set and deliver high performance standards

Look inside your industry at various types of competitors (including high-profile, traditional, and potentially disruptive ones) to assess the performance claims and promises they make and deliver on preference-driving features. Explore their marketing materials, content marketing, and accessible customer communications. Conduct conversations with current and former customers and employees.

Through this evaluation, you will want to better understand:

  • What they say and demonstrate to set performance expectations among customers
  • How they deliver on expectations – both their processes and actual performance
  • How your own performance compares on each of the features

If possible, go beyond anecdotal performance accounts; become a customer of your competitors. This is easier done in consumer markets. In B2B, it may happen through some type of secret or mystery shopping. You might even engage a firm specializing in competitive intelligence to do this. No matter the means, there is nothing like actual usage experiences to help evaluate competitive performance levels.

#3. Look outside your industry for performance leaders on comparable features

Examine your list of preference-driving features. To the extent that they have meaningful comparisons in other industries, search out the highest-performing providers outside your market. You should be able to find far-flung examples of many features, including online or app access to services or information, responsiveness, timeliness, status or exception reporting, and accuracy, among others. Seek out any available information to understand top brands’ disruptive innovations, practices to set expectations, and performance levels.

Along with this, begin to routinely ask customers what brands they experience as providing the best service on your critical features. The objective is expanding your understanding of which brands may be impacting performance expectations in your customers’ minds.

It may be tougher to push for innovating your performance levels relative to players you don’t compete with directly. Still, you need only look at Amazon for a disruptive player that is upending industries in which it didn’t originally compete or even resemble any major players.

Taking the Next and Ongoing Steps to Managing Customer Expectations

If you decide to pursue this evaluation, it isn’t one-and-done. It involves an ongoing, periodic, commitment to maintain an understanding of performance expectations shaping your market in, as cab companies are discovering, potentially unexpected ways. – From Inside the Executive Suite

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Looking to Boost Customer Experience Innovation? Brainzooming Has an Answer!

Brainzooming Outside-In Innovation Strategic Thinking Tools eBookBusiness growth can depend on introducing new products and services that resonate more strongly with customers and deliver outstanding value.

Are you prepared to take better advantage of your brand’s customer and market insights to generate innovative product ideas? The right combination of outside perspectives and productive strategic thinking exercises enables your brand to ideate, prioritize, and propel innovative growth.

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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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A client raised a question about what more it can do to quicken its pace of innovation?

As with lots of innovation questions, my quick response was we have an eBook for that . . . and lots of articles, too!

Resources are a common barrier to innovation, download the Brainzooming innovation eBook, 16 Keys for Finding Resources to Accelerate Your Innovation Strategy. Accelerate will help you think about potential resources in dramatically new ways.

Other ways to quicken innovation include setting clear objectives, fine tuning the culture, speeding up insights and managing risk, better anticipating the future, and implementing for impact. We have links to articles on all these topics, plus a set of case studies from Disney, Estee Lauder, and Amazon. Here are links to nineteen Brainzooming articles on these topics:

Frame Your Innovation Landscape

Make Sure the Culture Is Working for Innovation

Speed Up Insights and Manage Risk

Better Anticipate the Future

Quickly Implement for Impact

Case Studies

Looking for Even More on Quickening the Pace of Innovation ?

Still looking for more on how to accelerate your innovation strategy? Contact us, and let’s discuss a faster path to new thinking, development, and market success for your innovation strategy!  – Mike Brown

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Find New Resources to Innovate!

NEW FREE Download: 16 Keys for Finding Resources to Accelerate Your Innovation Strategy

Accelerate-CoverYou know it’s important for your organization to innovate. One challenge, however, is finding and dedicating the resources necessary to develop an innovation strategy and begin innovating.

This Brainzooming eBook will help identify additional possibilities for people, funding, and resources to jump start your innovation strategy. You can employ the strategic thinking exercises in Accelerate to:

  • Facilitate a collaborative approach to identifying innovation resources
  • Identify alternative internal strategies to secure support
  • Reach out to external partners with shared interests in innovation

Download your FREE copy of Accelerate Your Innovation Strategy 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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Today, Monday, July 23, we’re launching the new Brainzooming book,  Idea Magnets: 7 Strategies for Cultivating & Attracting Creative Business Leaders. As part of the launch activities, you’re invited to a Facebook Live presentation I’m deliver on the seven Idea Magnets creative leadership strategies during the Leadership Institute conference. You can watch the presentation at 11:00 am Central Daylight time in the US (4 pm UCT). Please join us for the Facebook live event from the Idea Magnets Facebook page.

My objective in writing this new book was to help individuals cultivate their personal strengths as Idea Magnets, attracting other Idea Magnets through their creative energy. The key point is that achieving tremendous creative success doesn’t have to be rare or depend on some magical combination of things you can’t ever recreate. Idea Magnets, and those around them, experience these types of moments all the time. And there is no magic involved.

So, what exactly is an Idea Magnet, you ask?

Idea Magnets inspire creative ideas and encourage extreme creativity in those around them. Idea Magnets make life more exciting, fulfilling, and successful in everything they touch—from their work, to their personal lives to chance encounters—by applying surprising connections to deliver intriguingly powerful results. Idea Magnets serve and lead with boldness and humility. They imagine bold visions and attract other Idea Magnets to help implement them. And they do it all with amazing ease.

Idea Magnets teaches seven creative leadership strategies for becoming a more dynamic leader who inspires extreme creativity and innovative success by naturally incorporating these strategies into work and personal life:

  1. Generating Inspiration
  2. Embodying Servant Leadership
  3. Attracting Opposites
  4. Making Unexpected Connections
  5. Encouraging People and Ideas
  6. Implementing for Impact
  7. Recharging Creative Energy

With the Idea Magnets strategies, you’ll learn to envision new creative paths that deliver powerful impact, attract new ideas and people, and strengthen your leadership, leading to greater fulfillment for you and everyone around you!

Don’t forget: if you buy a copy of the Idea Magnets, available in both print and e-book versions on Amazon, you can also get The Idea Magnets Creative Recharge for free. This companion e-book shares creative leadership strategies that build on the principles of Idea Magnets and offers fun approaches for recharging your own creative energy. To download it, go to IdeaMagnets.com/recharge and enter your information, including your Amazon order number from your Idea Magnets print or e-book purchase.

Order Your Copy of Idea Magnets TODAY!

For more details on Idea Magnets, visit the Idea Magnets website or join us on Facebook, Twitter or Instagram. – 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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