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Data-savvy marketing & innovation expert, Woody Bendle takes a look in this guest post at the relationship between customer centricity and growth, or more specifically the lack of both among a select group of traditional retailers.

And just so you know, beyond being a fantastic resource on brand strategy and innovation, Woody has set a new high bar for guest contributors at Brainzooming. He delivered this most recent guest blog post along with a slab of his homebbqed ribs! So, for all the people who send us emails about wanting to guest post with “incredible, unique content,” the question is, “How good are you at grilling?”

Now, here’s Woody!  

 

Brand Strategy – Customer Centricity and Growth by Woody Bendle

Many of America’s largest retailers recently reported financial results falling short of analysts’ (and undoubtedly their own) expectations.  The table below recaps the highlights (or low lights) among select national retailers.

Retail-Q1-2014

Many of them attributed this winter’s unusually cold weather and continuing economic struggles among core customers for their economic shortfalls.  But digging deeper into their numbers shows more to the story. Many of America’s largest retailers are finding it much harder to generate profitable growth in the traditional manner, which has been opening stores in new (domestic and international) markets, expanding product assortments, and becoming more effective and efficient through operational and executional improvements.  Or as I like to say, just getting bigger and better.

The graphic below, which I use when discussing business growth strategy, illustrates the concept of growing a business is pretty straight forward. As the businesses above demonstrated this past quarter, however, it isn’t always easy.

Growth-Framework

To grow any business, you have four options:

  1. Get existing customers to buy more of current products or services
  2. Get new customers (i.e., in different markets) to buy current products or services
  3. Develop or find new products or services for existing customers
  4. Develop or find new products or services for entirely new customers

For roughly fifty years, growth path for nearly all of the retailers above has focused on cells A, B, and to some extent C (i.e.,  Walmart and Target expansions into grocery).  For much of this time, most of these businesses have had incredible success, but growth has become harder the past several years.

What’s changed?

Two things that are fundamentally different about today’s business environment:

1. Market power has shifted away from many businesses to the consumer, due to radical decreases in the costs associated with information and geography.

The internet and mobile technologies have greatly improved the consumer’s ability to be better informed (about alternatives and competitive prices globally) and have enabled disruptive businesses to emerge (i.e., amazon.com – note its 26% growth in North America this past quarter). These have diminished the need for customers to travel to a physical store to make a purchase.

2. The great recession fundamentally changed the consumer mindset, resulting in a “new normal” in consumer behavior.

This is best summed up by The Future’s Company:“Consumers everywhere … are working from a new orientation about what they want and how they buy… [They] are now battle hardened, having found ways to survive and even thrive on the new opportunities a more competitive market has yielded.”

The result is the traditional path to growth – getting bigger and/or getting better – is nearing its limit for many businesses.  This necessitates businesses rethinking their growth strategies, with adopting customer-centric business practices as one avenue for new growth!

Growth through Customer Centricity

Something fascinating about the Strategic Business Growth Framework is the customer/consumer is actually present in every cell.  Through my own consumer experiences, however, it doesn’t often feel like many businesses realize this.  How many of you have heard a store associate say something like, “I don’t know how I’m going to get my job done with all of these customers in here”?

Many businesses are either product or operationally focused.  Nearly every decision they make starts with what they sell (or plan on selling), or how they go about doing what they do.  These businesses put what they do and how they do it in front of whom they do it for.

This is a primary reason why it has taken so long for many traditional businesses to embrace fully integrated multi-channel or omni-channel practices.  While most understand it makes sense to the consumer, they haven’t figured out how to make it make (financial) sense given what they already do, how they currently do it, and how they currently measure all of it.

A customer centric business, however, thinks exactly opposite.  Its decisions start with the customer. Activities (and incentives) are aligned to profitably deliver goods or services maximizing value for customers – and, in turn, their shareholders.  Once they identify an opportunity to create more net value over time, they systematically figure it out, sometimes at the expense (temporarily or permanently) of existing business.

It’s all about creating new customer and shareholder value!

The Next Customer Centricity Step Is Yours

My intent is to shine a light on a different path, not provide the playbook for becoming a customer centric organization.

If you want to become more customer centric, here are eleven questions to help decide if customer centricity is right for you and to help on your journey:

  1. Why do my customers come to us vs. the competition?
  2. What value do we provide to our customers today?
  3. What are all our customers’ needs?
  4. Have our customers’ needs changed? How and why?
  5. What customer needs do we currently meet / exceed today?
  6. How well are all of their needs being met by the marketplace today?
  7. Are there new competitors who are satisfying some of our customers’ needs in a different way?
  8. What can we do better (or differently) to uniquely meet and exceed those needs today and tomorrow?
  9. What else can we do to create even more value for our customers?
  10. Are we willing to put customer’s interests at the center of our decisions and processes?
  11. How much are we willing to change?  Really?

And as you answer question 11, don’t confuse how much change you are willing to undergo with how much that change is noticed by customers and whether they value it.

Those are three separate questions for all you operationally focused people. There’s no “extra credit for efficiency” in trying to answer them all together. To the contrary, you’ll definitely be penalized for thinking efficiency at the expense of thinking about your customer! Woody Bendle

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Download the free ebook, “Taking the NO Out of InNOvation” to help you generate fantastic creative thinking and ideas! For an organizational innovation success boost, contact The Brainzooming Group to help your team be more successful by rapidly expanding strategic options and creating innovative plans to efficiently implement. Email us at info@brainzooming.com or call us at 816-509-5320 to learn how we can deliver these benefits for you.

 

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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It’s wonderful to feature four important brand strategy questions from customer experience strategy and innovation expert Woody Bendle. In the course of his typical daily routine, Woody has a more than healthy commute by Kansas City standards. Woody texted me about this brand strategy lesson on the way home one recent evening and followed it up the next day with this post reminding those responsible for brand strategy to think about what will happen when our ideas actually meet up with customers. Here’s Woody!

woody-bendleBrand Strategy – When “Good Enough” Isn’t by Woody Bendle

“The enemy of the good is great.”

Have you heard this expression before? 

If you haven’t, the sentiment behind this expression is this: If you are continually reluctant to move forward until you have something that is great or perfect, you might sometimes fail to make valuable progress by getting something out there that is pretty darned good – but not great.

In many situations, I wholeheartedly subscribe to this philosophy.

But, there are occasions when you absolutely need to be better than “good enough.”

One of those occasions involves your brand strategy and every time you are presenting your brand.

Brand Strategy Isn’t the Place for Good Enough

I recently pulled off the interstate to fuel up at a truck stop. As I was fueling, I happened to notice, for some reason, a display attached to the pump about never paying full price for gas again.

Shell-1

I really didn’t think too much about this display until I went around to the end of the pump to grab the squeegee and clean off my windshield. This is what I saw.

140410-Shell3

OOPS!

The original message that got my interest about never paying full price again didn’t come through on the Shell brochure holder.

There, thanks to the application holder lid’s placement, the “Never pay full price again” card became the “pay full price again” card.

I actually did a double-take, shook my head and wondered to myself if anyone had even thought about trying to stick some brochures in the holders to see what it looked like before they had a gazillion of them printed and sent all over the country. The sad thing is if they had just taken the two logos at the bottom of the brochure and moved them to the very top and shifted the rest of the content down,  the message would’ve been read very clearly.

Lessons learned, and it’s a great reminder that design and layout matters.

A Brand Strategy that is “Good Enough” Isn’t

I have no idea if anyone at Shell is even aware of this issue. It did, however, serve as a valuable reminder that every time you are putting your brand in the marketplace, you need to ask yourself several important brand strategy questions:

  1. What am I trying to convey / communicate about my brand or my brand’s promotion?
  2. Is the message clear and compelling – not to me but to the customer?
  3. How will the message be put in front of the customer?
  4. What exactly will the customer see, hear, think, and feel when my message is put in front of them?

And finally, as you are working through the above questions, you’d be well served to think like my Missouri neighbors and just say “Show-Me” a little more often. Woody Bendle

 

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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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Customer experience strategy and innovation expert Woody Bendle is getting all crazy innovative in today’s guest post as he shares how to push for extreme innovation when you need it. Take it away Woody!

 

Creative Thinking Exercise for Extreme Innovation by Woody Bendle

One of the most exciting things to me in the innovation process is generating an array of possible ideas for uniquely solving unmet or underserved consumer needs.

i3-generate-ideas

As you see in the i3 Continuous Innovation Process map above, generating ideas happens AFTER the consumer needs have been identified. The reason for this is two-fold:

  1. If you generate new product and/or service ideas before you fully understand all of your consumers’ needs, there is a high likelihood you will waste time, effort and money chasing a cool idea destined to fail.
  2. It is easier to come up with possible solutions to a problem once you actually know what the problem is!

Assume we’ve done our homework and have clearly identified and prioritized all our consumers’ needs based on the magnitude of the opportunity.  The next step in the Continuous Innovation Process is to come up with as many possible ideas or solutions (regardless of feasibility), that might create meaningful new value for our target consumers.

I like starting idea generation sessions with a set of exercises I’ve developed called “Going to Extremes.”  The objective is to break the ice quickly and get the craziest, coolest, far-reaching things you can come up with on the table to start. The more absurd, extreme or ridiculous the idea the better!

go-extremes-exercises

As you begin working with these tools, it is important to frame each exercise in the context of exploring possibilities for addressing only one or two unmet (or underserved) consumer needs.  Narrowing your focus actually works in your favor when you are Brainzooming!

It is important to emphasize you really want to try to come up with 100 (or more) ideas for each exercise.  All ideas are welcome – as long as they are crazy, cool, extreme, ridiculous or even absurd!

In my experience, the best and most innovative ideas tend to be closer to the 100th idea than the first, so keep generating as many ideas as you can.  And don’t judge them, because the next step of the i3 Continuous Innovation Process is where we weed out the ideas that don’t make economic sense.

The Value of Going for Extreme Innovation

After working with these creative thinking exercises for several years, I’ve found them effective for several reasons:

  1. They explicitly make it okay to say something a little (or a lot) crazy. Everyone has a little “crazy” in them, and they now have permission to let it out!  And, Column C reinforces that we’re looking for stuff that is really really crazy, cool and way out there! As a side note, how many times do you suppose Thomas Edison, Steve Jobs or the Wright brothers heard, “That’s crazy!” – only later to hear “This is awesome!” or “This is amazing!”
  2. Because you are going for quantity in addition to the extreme, participants tend not to overthink their ideas in search of that spectacular idea – they just let them rip!
  3. Thinking about the why and the what (column B) highlights functional and emotional benefits which often lead naturally to new, even better ideas for Column C. (Remember that breakthrough innovations tend to be much closer to the extremes than where we currently are. )
  4. Lastly, these exercises are a ton of fun!  Now, who doesn’t need more fun in their life?!

So here is a crazy idea; the next time you are planning an idea generation session, why don’t you give these Going to Extremes Exercises a shot?

And if you need a little added encouragement, let’s give a listen to what Seal has to say about getting a little Crazy.  Better yet!  Play this tune in the background during your next idea generation session! Woody Bendle

 

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Download the free ebook, “Taking the NO Out of InNOvation” to help you generate fantastic creative thinking and ideas! For an organizational innovation success boost, contact The Brainzooming Group to help your team be more successful by rapidly expanding strategic options and creating innovative plans to efficiently implement. Email us at info@brainzooming.com or call us at 816-509-5320 to learn how we can deliver these benefits for you.

 

 

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Customer experience strategy and innovation expert Woody Bendle is back with his first post of this year. I was glad Woody tackled a visual thinking topic, because it’s something we’ve touched on, but haven’t spent enough time addressing. Depending on how tomorrow’s post shakes out, we’ll likely talk about what it takes to create a valuable infographic, such as Woody shares below. Here’s Woody!

Visual Thinking: Better Ways to Think about Calorie Data by Woody Bendle

Here we are in the New Year, and if you are like me, your selfies probably have more “self” in them now than prior to the holidays!

While many of us resolve to start each year with intentions of exercising and watching our diet more closely, have you ever stopped to consider what “watching our diet” really means?

For years, health and nutrition experts have recommended regular exercise and a balanced diet of 2,000 calories per day (pdf link). Two thousand calories is roughly what an adult human needs daily to function and maintain weight.

The exercise thing I readily understand, but I have absolutely no idea how many calories I consume in a meal, let alone a day. For all I know, I could be consuming 20,000 calories per day! If it were easier to know how many calories were in the different things I eat and drink, however, I would maybe pay more attention.  After all, I am sort of a numbers guy.

Here comes the calorie data!

Before too much longer, we’re all going to have A LOT more data on calories all around us! Did you know one new regulation under the Affordable Care Act (ACA) is a requirement for restaurant chains with 20 or more locations to post calorie information for menu items?

I’m not here to pick with the ACA, nor this new requirement to provide calorie information.

But if the regulation’s intent is to really get Americans to think differently about their food choices, there are several reasons posting more numbers next to a menu item will likely not accomplish much:

  1. Lack of context – Most Americans have absolutely no idea the current US Dietary Guideline is a daily diet of roughly 2,000 calories.
  2. Lack of meaning – Most Americans have no idea what a calorie actually is nor what it means, and
  3. Lack of usefulness – More data doesn’t necessarily mean better (more relevant or useful) information

Granted, most people will understand something with 500 calories has five times more calories than something else with 100 calories.  But so what!?  And that’s my point.

How about creating BETTER information?

If this new regulation’s goal is to help people better understand tradeoffs between menu choices (any get them to change their diets), we could be more creative in how we provide the information.  That is, help people understand what the data mean in a way that is more meaningful to them!

What if McDonald’s displayed menu items in the following manner?

Menu-Calories

NOTE 1: Based on an average male adult between the age of 31-50, weighing 195 lbs.
NOTE 2: Walking pace of 3 ½ miles per hour and jogging pace of 5 miles per hour.

When I see that a Big Mac, Large Fries and Large Coke is 1,330 calories I’m not entirely sure what that means.  However, when the calories are translated to how much exercise is required to burn off those calories, I now have some information I can run with effectively!

Understanding the average Joe on the street has to walk 3 ½ hours or jog 1 hour and 45 minutes to completely work off that Big Mac, Large Fries and Large Regular Coke tells me something!  And if he were to get the McChicken Sandwich, Kid’s Fries and Large Diet Coke (a total of 460 calories), he’d only need to do an hour and 10 minutes worth of walking or 40 minutes of jogging?

Walking 3 ½ hours vs. 1 hour and 10 minutes… hmmm.

By providing the calorie information in a way I can more easily envision and digest, I actually think about my particular meal choice differently. And that’s some food for though – even though thinking doesn’t apparently burn ANY caloriesWoody Bendle

 

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“How strong is my organization’s social media strategy?”

9 Diagnostics to Check Your Social Strategy

Is your social media implementation working as well as it can? In less than 60 minutes with the new FREE Brainzooming ebook “9 Diagnostics to Check Your Social Strategy,” you’ll have a precise answer to this question.

Any executive can make a thorough yet rapid evaluation of nine different dimensions of their social media strategies with these nine diagnostics. Download Your Free Copy of “9 Diagnostics to Check Your Social Strategy.”

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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It’s pretty common to receive some of the most intriguing comments on our content via email from our growing group of email subscribers (you can click here to join the group, by the way). Jim from Massachusetts weighed in following John Q. Harrington’s post on digital marketing with a request for John to back up one of his claims in the post. As a result, John addressed Jim’s request with his Top 20 list of digital marketing tools. Here’s John:

 

20 Great Digital Marketing Tools Once You Have a Strategy by John Harrington

Digital-Marketing-TabsIn a post about what digital marketers could learn from the Wizard of Oz , I got on my soapbox and urged marketers not to be dazzled by the dizzying array of digital marketing tools available and lose sight of the fact they are just tools – not a replacement for a big idea or a strategy.

In my post, I said there were 100+ digital marketing tools with more being added every day.  A sharp-eyed-reader from Massachusetts, named Jim, was more than a little dubious about my ‘100+ digital marketing tools’ claim.  In fact, he said he’d be happy if I could come up with a list of 20 with a brief explanation of why they’re good.

Well Jim… you got me!

I have to admit; I didn’t count the number of digital marketing tools before I made that statement.  There sure seems like there are an awful lot of them, but maybe I was a little fast and loose with my numbers.

So I went to my #1 Digital Marketing Tool “GOOGLE” and did a search.  I got 161 million results, so I’m relatively confident the truth lies somewhere north of 100 digital marketing tools.

Jim, I don’t claim to be a digital marketing guru, but I do use many of those tools frequently. Here are 20 of my favorites along with my own biased reasons for liking them.

#1 Google Search

Because they rule the universe and we’ll all be working for them eventually.  Points off for making me learn what an algorithm is and how to spell it.

#2 Facebook

Because they are the number one source of cute cat photos in the world and a pretty good way to reach half the planet. Bonus points for having a geeky founder who’s like a smart ass version of Bill Gates.

#3 LinkedIn

Great for targeting B2B groups and individuals.  Plus they have the highest income level of any major social media group so maybe they won’t miss it if I trick them out of some of their money.

#4 YouTube

They took all the great cat photos from Facebook and made them move!  Plus, they are owned by Lord Google so they put your search results on crack.

#5 Twitter

This is the fastest, most efficient way for me to learn what all my friends had for lunch.  Plus its trending topics and search results let me know instantly if an angry mob is buying torches and heading for my front door.

#6 Vimeo

The younger, prettier, sexier version of YouTube without all the evil backing and power of Lord Google.  Selling epic beauty? Use Vimeo.  Selling hand sanitizer? Use YouTube.

#7 Bing

Probably the coolest thing Microsoft has ever done.  Truly a better search engine than Google, but hey, I’m not going to mess with Lord Google, are you?

#8 Pinterest

A visual explosion of gorgeous arts, crafts, and meals that none of us are talented enough to duplicate, but we can still dream.

#9 Vine

A true tribute to the shortening of attention spans. 6 seconds of pure entertainment because those hideous, old 30 second commercials are sooooooooo tedious.

#10 Google Plus

Probably the social networking site I like the least.  Circles of friends are a little too Kum Bah Yah for me. But, hey, you know how I feel about messing with Lord Google.

#11 Tumblr

A blogging platform that lets you share all different types of content.  Kind of like if YouTube, Pintrest and WordPress had a baby.  Points off for spelling their name without an “e.”

#12 Flickr

A great collection of photography some of which you can actually use LEGALLY!  What a concept!  Points off for dropping the “e” out of their name.  Hey, I warned you with Tumblr.

#13 Google Ads

I haven’t mentioned Lord Google in awhile and this is something near and dear to his heart.  It’s where he makes his gazillions of dollars each year.  Pay a flat rate or pay per click.  Lord Google doesn’t care as long as you pay to access his millions of minions.

#14 Tweetdeck

For all its search power and zillions of followers, Twitter is still pretty clunky to use.  Tweetdeck makes it much more user friendly to manage and semi-automate multiple Twitter accounts.  BUT Twitter bought Tweetdeck so who knows how long before they screw it up.

#15 Hootsuite

A different flavor of Tweetdeck.  Not sure it’s any better or any worse.  BUT it has the advantage of NOT being owned by Twitter so I may have to make a switch if Twitter keeps “helping” Tweetdeck.

#16 Bit.ly

A great little company that shortens those ridiculously long URLs into something useable and Tweetable. Also pretty good at analytics for all you number crunchers out there.

#17 Ow.ly

Pretty much the same thing as Bit.ly, but I think it’s a little easier to use.  Plus, if you’re posting on Hootsuite, you gotta go with Ow.ly, right?

#18 Foursquare

A fun geo-location social media tool that lets you post where you are, what you’re doing and leave tips about the place you visited.  Also let’s you know if any of your hottie friends are in the vicinity so you can be a more efficient stalker.

#19 Slideshare

For all of you who just can’t get enough PowerPoint presentations at work, this is for you.  Pretty easy to use and Lord Google seems to like it… this week.

#20 Email

Maybe you’ve heard of it!  I know it’s old school but this crap really works.  Especially nice if you team up with Mail Chimp, Constant Contact, or ExactTarget.

What about the rest of the great digital marketing tools?

Jim, I know I haven’t hit 100+ tools yet, but go to Google Search and feel free to explore the 160,000,980 other tools I haven’t covered. All the best,  Q

 

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“How strong is my organization’s social media strategy?”

9 Diagnostics to Check Your Social Strategy

Is your social media implementation working as well as it can? In less than 60 minutes with the new FREE Brainzooming ebook “9 Diagnostics to Check Your Social Strategy,” you’ll have a precise answer to this question.

Any executive can make a thorough yet rapid evaluation of nine different dimensions of their social media strategies with these nine diagnostics. Download Your Free Copy of “9 Diagnostics to Check Your Social Strategy.”

 

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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 avoid politics here on Brainzooming, so this isn’t a political guest post. It’s a customer experience strategy lesson post from customer experience strategy and innovation expert Woody Bendle. Woody weighs in today on how to avoid your own high profile customer experience management issues based on learnings from the roll out of healthcare.gov. Here’s Woody!

 

woody-bendle3 Customer Experience Strategy Lessons in the Healthcare.gov Launch by Woody Bendle

Last month, one of the most highly anticipated recent website launches, www.healthcare.gov became one of the largest customer experience failures ever. Aside from the many technical design and architecture deficiencies, healthcare.gov provides three key Customer Experience Management (CEM) lessons.

  1. Do not underestimate peak demand
  2. Do not go live without stress-testing peak demand
  3. Have backup plans for worst case scenarios

Let’s dive in to these three lessons.

Lesson 1 – Do not underestimate peak demand!

HealthcaredotgovThis is a blinding flash of the obvious, but if you don’t understand your possible peak demand, really bad things can happen.  Like millions of really unhappy people wasting hours staring at a 404 error page, and all sorts of really bad press resulting in plummeting approval ratings.

Within minutes of go-live, healthcare.gov came to a screeching halt.  Why?  One contributing reason was a gross underestimation of how many people might visit the website its first day.

The thing is, figuring out a possible maximum peak demand for the ACA website isn’t hard – there are multiple scenarios for estimating it.

For an upper bound, we could naïvely assume every one of the roughly 240 million people in the US over the age of 18 could possibly visit the site on day one.

Since this is highly unlikely, what would be reasonable? How about the number of people without insurance now required to have insurance?

According to a September news release from the Census Bureau an estimated 48 million people in the US did not have health insurance in 2012 (including 6.6 million children under 18).  That translates to forty-one or forty-two million uninsured US adults legally required to obtain healthcare. It’s possible – although not probable – they could all decide to visit the website day one.

Another consideration is not everyone in the US has Internet access.  The Pew Center reports that 15% of US adults don’t use the internet, leaving approximately 35 million uninsured US adults with internet access who just might visit healthcare.gov on day one.  But, even this isn’t all that likely given America’s second favorite pastime (after baseball) is procrastination.

Cyber Monday, one of the busiest Internet traffic days annually,  provides another estimate of potential peak demand. According to Experian Hitwise, amazon.com had the highest Cyber Monday traffic volume in 2012 with nearly 39 million visits, walmart.com was second with nearly 19 million visits, and bestbuy.com followed with just over 9 million site visits. While it is unlikely the healthcare.gov launch would be met with amazon-type traffic its first day, it is nonetheless remotely possible.

How much demand peak demand should they have planned for with healthcare.gov on day one?  Apparently, way more than they did.

This leads us to our second key Customer Experience lesson.

Lesson 2 – Do not go live without stress-testing peak demand

From the Experian statistics, it is clearly possible to handle millions of site visitors on a single day.  Companies are already designing and supporting websites to handle massive amounts of daily site traffic. That healthcare.gov crashed immediately upon launch strongly indicates the team could not have performed stress testing anywhere near possible peak site demand levels.

The worst part though, according to comScore, is only about 2.5 million people actually visited healthcare.gov on its first day using PCs.  And, since roughly 20% of all Internet traffic comes via mobile devices, potentially only 3 million people in total attempted to visit healthcare.gov its first day.  If each person attempted to visit the site twice, due to technical hiccups, it might have received between 5 to 6 million visits its first day. This certainly is not a big traffic day by modern Internet standards. But, healthcare.gov still crashed – creating millions of frustrated customers and placing a dark cloud of skepticism over the entire ACA program.

This leads me to one final lesson from the launch.

Lesson 3 – Have backup plans for worst-case scenarios

If healthcare.gov were any other other website, hundreds of millions of people globally might not know what a colossal failure its launch was.  It isn’t just any other website; it is perhaps the most highly anticipated, highly visible (not to mention, legally mandated for millions of currently uninsured US adults) website launches in history!

Should you be responsible for such a website, there are two critical questions to ask and reliably answer:

  1. What’s the worst that could happen?
  2. What are we going to do if the worst thing actually happens?

Horrible customer experiences are very difficult to recover from successfully.  The growing widespread knowledge of horrible customer experiences, such as the healthcare.gov launch, makes these situations even more challenging!  I’m certain there are more than a few in Washington who agree right now.  But if you plan for worst-case scenarios, you can proactively attempt to minimize (and possibly even recover from) the damage done due to underestimating and under-testing peak user demand.

The Final Word? Hardly

In the immortal words of Dwight D. Eisenhower: “In preparing for battle [or the launch of the healthcare.gov marketplace] I have always found that plans are useless, but planning is indispensable.” Woody Bendle

 

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“How strong is my organization’s social media strategy?”

9 Diagnostics to Check Your Social Strategy

Is your social media implementation working as well as it can? In less than 60 minutes with the new FREE Brainzooming ebook “9 Diagnostics to Check Your Social Strategy,” you’ll have a precise answer to this question.

Any executive can make a thorough yet rapid evaluation of nine different dimensions of their social media strategies with these nine diagnostics. Download Your Free Copy of “9 Diagnostics to Check Your Social Strategy.”

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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John Q. Harrington is back today with a warning for digital marketers to not walk past the big idea in pursuit of big promises from applications devoid of creative thinking and big idea potential. Here’s Q!

Creative Thinking: What Digital Marketers Could Learn from the Wizard of Oz by @JohnQCreative

John-Q-HarringtonToday’s marketers have awoken and found themselves transplanted into a strange and marvelous world – a Digital Land of Oz.

Here the miraculous has become common and the common seems to have vanished.

Social media creates meaningful relationships with masses of individuals. Social analytics track the source of a trend or a problem to a single person. Big Data gives sales pitches to customers before they even realize they want something.

The wonders of the great and powerful Digital Oz keep growing and growing, but there is one voice of warning rising amid all the pyrotechnics:

“PAY NO ATTENTION TO THE MAN BEHIND THE CURTAIN!”

Contrary to what many of the Wizards of Digital Oz say, they are NOT all knowing and all powerful. Digital Oz clearly has created some marketing marvels, but there is one thing it cannot create – a big idea.  And big ideas seem to have all but disappeared behind the glare of the flash and dazzle of the latest digital marketing tools.

Yes, I said it.  Digital is a tool, NOT an idea.

Too many marketers are so enamored with the amazing feats of Digital they think the need for a big idea or a great position has been eliminated.  If anything, the need is greater than ever!

A decade ago, marketers only had a dozen or so arrows in their quiver. Newspapers, magazines, TV, radio, basic web sites, email, direct mail and a handful of other tactics were all they really had to work with then.  With digital, today there are well over a hundred marketing tool options and more coming online daily.

Each of these tools has a different set of strengths, weaknesses, and people guiding them.  Firing all these weapons and hoping for the best does get results.

But think how much more powerful they would be if they all had a common focus and big idea driving them!

A big idea or a great position is a virtual brain that can help guide ALL your marketing tools and multiply their effectiveness.

So please, do not become so seduced by the amazing tools of Digital Oz that you think they ARE the same thing as a big idea. Remember this?

“I’d unravel every riddle, for any individual
In trouble or in pain.
With the thoughts I’d be thinking,
I could be another Lincoln
If I only had a brain.” -  The Scarecrow

See, even the least intelligent resident of Oz knew he was nothing without a brain. – Q

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