Competitive Strategy | The Brainzooming Group - Part 5 – page 5

Two-GeeksWhile it might require a healthy dose of strategic gymnastics, it’s still easy to narrow down competitor comparisons on how your brand performs to a subset of only direct competitors who do exactly what you do.

When you make the strategic decision to try to create favorable comparisons by only looking at how your brand is doing relative to brands JUST LIKE yours, you:

  • Make everyone feel better about how your brand is performing
  • Restrict nagging strategic discussions about brand weaknesses
  • Allow your brand to be number one in something – or maybe many things
  • Give your salespeople something to talk about
  • Create tidier competitive comparisons
  • Don’t have to invest as much in doing new things to keep up
  • Don’t have to invest as much in doing what you do today dramatically better
  • Help create focus
  • Provide a quick way to sidestep challenging performance questions
  • Help fuel a sense of internal brand pride

While these things can all seem good and make things easier, they all stand in the way of your brand creating strategic impact. That’s because easy competitor comparisons completely miss that your customers don’t make easy comparisons for your brand and that the most dangerous potential competitors may look NOTHING LIKE your brand.

Your customers are most likely comparing everything you do for them and everything they experience about your brand to the brands they know perform those particular functions the best. That’s true whether those other brands are in your market, or if you have even heard of these brands, let alone track them as part of your standard competitor comparisons.

While you may feel the need to make easy competitor comparisons to get everyone to feel good about your brand, you’d be much better off to make all the hard comparisons instead.

Making the hard comparisons will get everyone motivated to improve your brand to be truly exceptional and distinct compared to ANY other brand out there.

Making the hard comparisons will fuel creating strategic impact. – Mike Brown

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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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Despite the talk about the importance of disruptive strategies, a more subtle, longevity strategy can also serve a brand well. This is especially true when you are a smaller player going up against competitors with superior resources. In these cases, developing a low-risk business model built to create your own game and designed for low-risk and longevity can work.

The Wall Street Journal Magazine, WSJ., published an article this weekend highlighting the strategic thinking behind a well-known example of a low-risk, longevity-oriented strategy. The magazine article featured Woody Allen and his film making strategy. While his personal decisions are reprehensible (as pointed out by many of the online comments), Woody Allen has successfully adopted a low-risk, longevity strategy in the film industry.

Strategic thinking for a Low-Risk and Longevity Strategy

Strategy-Us-ThemGiven the talents, skills, and weaknesses he has, Allen either employed strategic thinking or found his way into a strategy that has enabled him to make forty-eight movies so far in his career. Allen’s longevity is due in large part to a repeatable “operational” process and a strategy built on making movies that are so inexpensive that a movie studio cedes him control because they are comparatively low-risk compared to the typical movies made today.

The article highlights at least seven strategic components of a longevity strategy that apply to others situations where a business does not want to or cannot easily play the same game as everyone else.

  • Decide what matters to you then make everything else fit – even if it is different from the rest of the industry. (In this case, creative control matters to Woody Allen, so he makes inexpensive movies to be able to retain creative control.)
  • Focus on solving what you can solve. (Woody Allen is able to get movies made so he makes movies instead of investing time on bigger, global questions.)
  • Develop enough ideas so you can stay detached and move on from ideas that do not work – instead of increasing your risk position trying to make a unique idea work. (One collaborator describes Allen’s willingness to walk away from a film project that does not gel and simply pursue another.)
  • Adopt a style that fits your strategic approach and repeat it until it becomes your signature. (One example is Allen’s tendency to use single, long shots in all his movies. He claims the long shots come from his personal laziness.)
  • When pursuing a low-risk, longevity strategy that limits your upside and downside, consistency, frequency, and volume are vital to success. (Allen is constantly working on his next movie and regularly produces one movie annually.)
  • Make sure you can secure disproportionately inexpensive resources to make your revenue and cost structure work.  (Actors pursue the opportunity to work with Woody Allen and are eager to accept a role at union scale rates.)
  • Build experimentation into what you do and get new and additional value from your key resources. (Allen purportedly gives actors little acting direction but encourages them to improvise and adapt dialogue in the script.)

Take or leave Woody Allen as a human being, but these strategic thinking lessons make sense for an underdog brand creating its own game inside the structure of someone else’s game (Think about the Oakland A’s, as depicted in Moneyball, using quantitative and predictive analysis to make player personnel decisions and put a less expensive team on the field.)

There is more than one strategy for success, and a low-risk, longevity strategy can succeed with even inferior resources – even if it represents a different standard of success than big, traditional players employ. – 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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IMG_1901-ReponsetoProbLuke Sullivan, a copywriter, creative director (Fallon McElligott and The Martin Agency), and author of “Hey, Whipple, Squeeze This: The Classic Guide to Creating Great Ads” (affiliate link), spoke about the critical importance of cultural tension to creative ideas at AAFKC.

Ironically, for a presentation all about creative ideas coming from drama, tension, and conflict, Luke Sullivan’s presentation (which he guaranteed wouldn’t suck) was titled, “Leveraging Cultural Tension to Improve Creativity.


How much more boring, uncreative, and corporate jargony can you get? I tweeted beforehand that “Leveraging” should have been replaced with “Kicking the MF Ass of.” With Luke Sullivan’s in-your-face presentation style, that definitely would have been a better title.

Consider this post one big paraquote, i.e. it’s pulled from live tweets and pictures during the Luke Sullivan talk with some additional words to string them all together. That’s a paraquote post!

Creative Ideas, Drama, and Conflict

IMG_1893-ConflictWe are all interested in conflict. It’s human nature to be intrigued by conflicts, problems, and drama. When everything is okay, we’re not interested. If you want people to be interested in your advertising, you have to find the tension.

All drama is conflict. Everybody needs an enemy. Think about how much Star Wars would have sucked with just Luke.

Bad ass guys are interesting, and they make for a rocking story (Think Mayhem – although Mayhem may be more creatively than financially successful for Allstate). Everybody wants to be the bad guy. Don’t believe it? Kids go out for Halloween dressed as Michael Myers. Nobody dresses up like Jamie Lee Curtis for Halloween!

Figure out who is the enemy for your brand? Who the hell does your brand want to slap the crap out of?

Problems, Tension, and Creativity

Creativity happens in response to a problem. When it comes to advertising, finding the tension to spark creativity can come from a variety of places: your brand vs. the other brand, cultural issues (i.e., we celebrate thin people as ideal but we also love crappy, fattening food), contrasting ideologies and themes, unseemly things in a product category.

If you bake tension into your creative strategy, you set the stage for ongoing story building. It’s imperative you address the tension, truth, and emotion of the situation authentically, though.

Negatives and Anticipation Get Attention

Problems are interesting. Solutions are boring. “Got milk?” works, but a campaign about “Have milk!” wouldn’t go anywhere. What’s interesting is what’s ABOUT to happen in your advertising. Negatives work. That’s why advertising people can be seen as so negative . . . because negative works!

Finding Tension for Creative Ideas

Where do you look for tension when you’re trying to create attention for a product or category that doesn’t have tension? You MAKE UP the tension!

Steps 1 and 2 in finding tension:


Also, look toward conflict. Want to find great sources of conflict ideas? Look back at “The Far Side” cartoons (affiliate link), since all of the Far Side cartoons revolved around conflict.

Translating Uncomfortable Tension into great Advertising

Great strategic creative briefs build in conflict. A bad strategic creative brief doesn’t tell you anything new. And if there’s nothing new, it’s simply a boring old rerun. If the creative winds up being bad, everyone in the room who has touched it is to blame. A big reason for bad creative is because a decision was made to throw everything into the advertising. Saying, “We got it all in there,” should always be uttered with a deep sense of shame.

Parting Shots from Luke Sullivan

True communication is what your listener takes away. And, the simpler something is, the less it ages. – Mike Brown

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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 TheBrainzooming Group to help your team be more successful by rapidly expanding strategic options and creating innovative plans to efficiently implement. Email us at 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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The June Fast Company features its list of The 100 Most Creative People in Business 2013. Last year, we used the issue as a point of departure to share ideas, tips, and thought starters inspired by each of the creative people on the list. Last year’s series of Brainzooming posts based on the 100 Most Creative People in Business 2012 has received great attention all year long, and for this year, we’re taking a bit of a twist.

InteractiveGiven interest in the recent Brainzooming post highlighting more than 200 strategic planning questions, we used the stories from the most creative people in business list to generate strategic thinking questions inspired by the varied creative successes represented in the issue.

As with last year’s Brainzooming recap, these questions AREN’T in the Fast Company issue. Instead, we applied our technique of taking a case study and imagining the questions that would inspire someone else to get to the same place as the person or business in the case study.

So to repeat: this is ALL NEW CONTENT you’ll be reading throughout our series of posts. Later in the week, I’ll explain WHY I’m being so emphatic about this being content you won’t see in Fast Company. Stay tuned for that!

Branding and Customer Experience Questions Inspired by the Fast Company 100 Most Creative People in Business 2013

Today’s list includes twenty-five strategic thinking questions on branding and customer experience. Later in the week, we’ll feature questions on creativity, content marketing, insights, and strategy.

Branding Questions

How can you change your brand experience to cause people to want to spend more time with the brand? (12. Liz Muller – DIRECTOR OF CONCEPT DESIGN, STARBUCKS)

How would an artist create a live art event starring your brand? (16. Ai Weiwei – ARTIST)

What could you do to grow a large enough audience and facilitate a way for them to want to talk about your brand more and longer? (19. Fred Graver – HEAD OF TV TEAM, TWITTER)

If “cute” is part of your brand personality, how can you make your brand experience more childlike to enhance its “cuteness”? (22. Phill Ryu and David Lanham – FOUNDERS, IMPENDING)

What do your customers love about your brand, and how do you respect what they love when you freshen your brand experience? (25. Jason Wilson – LEAD PRODUCT DESIGNER, PINTEREST)

What are the hidden aspects of your brand experience that hold new, untold, and intriguing stories? (63. Roman Mars – HOST, 99% INVISIBLE)

How can you start serving the cool part of a market that isn’t being served sufficiently? (68. Rosie O’Neill and Josh Resnick – COFOUNDERS, SUGARFINA)

Customer Experience Questions

If your product were completely interactive with a user’s touch, why would it be exciting for them to touch the product? (15. Ivan Poupyrev – SENIOR RESEARCH SCIENTIST, DISNEY RESEARCH)

What are you doing to add more personalization (that provides value) into your customer experience? (17. Michelle Peluso – CEO, GILT GROUPE)

How would fewer choices make things easier and better for your customers? (67. Aerin Lauder – FOUNDER, CREATIVE DIRECTOR, AERIN)

How can you offer customers a smaller set of options, but give them more flexibility and higher performance as a trade-off? (30. Bob Mathews and Gary Chow – SENIOR RADIO FREQUENCY ENGINEERS, AT&T)

If you redesigned your business – even if it’s a stodgy business – around delivering “more fun for customers,” what would have to change about your customer experience? (35. Alli Webb – FOUNDER, DRYBAR)

How would your brand’s customer experience change if you designed it for the lowest common denominator technology instead of the newest technology? (4. Kirthiga Reddy – DIRECTOR OF ONLINE OPERATIONS, FACEBOOK INDIA)

What can you do to translate what you know about your customers into pleasant surprises for them? (46. Jackie Wilgar – EVP OF MARKETING, LIVE NATION)

What are new ways you can turn customer research efforts into customer design opportunities? (48. Tina Wells – FOUNDER, CEO, BUZZ MARKETING GROUP)

In what ways could you create opportunities for your customers to meet, talk, and bond? (56. Sarah Simmons – CHEF, CITY GRIT)

How can you make the online and offline experiences of your brand have the same feel? (64. Tare Lemmey – CEO, NET POWER & LIGHT)

If your customers don’t have a 100% success rate with your product or service, how can you make it more like something they can do/use with complete success? (66. Michael Buckwald and David Holz – COFOUNDERS, LEAP MOTION)

What can you do to feed information to customers about what other customers are thinking / choosing / doing right now? (70. Kevin Bruner – PRESIDENT, CTO, TELLTALE GAMES)

In what ways can you bring together people who wouldn’t otherwise meet but would find value in doing so? (71. Caroline Ghosn – FOUNDER, CEO, LEVO LEAGUE)

How could you turn a complicated process in your customer experience into a one-step process? (73. Katelyn Gleason – COFOUNDER, CEO, ELIGIBLE)

If your product requires training to use, what do you need to change about it so you can eliminate all training? (74. Aneel Bhusri – COFOUNDER, CO–CEO, WORKDAY)

What is pre-planned in your customer experience that would benefit from being spontaneous, and how can you make that happen? (75. Andy Cohen – TV HOST, EVP OF TALENT AND DEVELOPMENT, BRAVO)

How can you make it easier for potential customers to go from receiving a reminder about your brand to taking action (with telepathic communication as the end goal)? (85. Grace Woo – FOUNDER, PIXELS.IO)

If combining live events, social, and crowdsourcing is where it’s at, how do you use social to let the crowd, whether in-person or remotely, influence your event? (87. Bozoma Saint John – DIRECTOR OF CULTURAL BRANDING, MUSIC, AND ENTERTAINMENT, PEPSICO)

Mike Brown

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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 or call us at 816-509-5320 to learn how we can help you enhance your strategy and implementation efforts.


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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Productive strategic thinking exercises are at the heart of The Brainzooming Group methodology. Great brainstorming and strategic planning questions encourage and allow people to talk about what they know including factual information, personal perspectives, and their views of the future.

The Value of Strategic Thinking Exercises

I tell people who ask about how we developed The Brainzooming Group methodology that a big motivator was business people I worked with who didn’t know how to fill out strategic planning templates and worksheets.

They did, however, know a lot about the businesses, customers, and markets they served. We found we could ask them strategic planning questions and brainstorming questions to capture information to create strategic plans.

Since I could write the plan, knowing strategic planning questions to ask (within a fun, stimulating environment to answer them) was key to developing creative, quickly-prepared plans infused with strategic thinking.

And when you combine “creative,” “strategic thinking,” and “quickly-prepared,” you get Brainzooming!

Here is a sampling of more than 200 brainstorming questions and strategic planning questions that are part of the strategic thinking exercises we use with The Brainzooming Group. Yes, more than two hundred questions!

Who could ask for more? (If you ARE looking for even more questions, download our Brainzooming strategy eBook, “The 600 Most Powerful Strategic Planning Questions” today!)


More than 200 Strategic Planning Questions for Strong Strategic Thinking

Creating Productive Questions

Strategic Thinking Questions for Developing Overall Strategy

Developing a Strategic Vision

Digital and Social Media Exploration

Creative Naming Questions

Innovation-Oriented Questions

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

Identifying Strategies and Assumptions

Extreme Creativity Questions

Strategic Marketing Questions

Sales and Business Development Questions

Questions to Perform More Effective Recaps

There you go with more than 200 strategic planning questions. Do you have any questions? Let us know! – 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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Words-You-UseA radio ad I used to hear all the time said, “The words you use matter.”

That is true for people, and it is especially true when you are figuring out how to brand a company. The brand language you strategically choose to describe what you do and how you do it sets the stage for both employees’ and customers’ expectations and satisfaction with your brand.

What types of brand language should you be using as you brand a company?

Seven Types of Brand Language You Should Use

As you develop (or refine) the brand language you are using, be on the lookout for each of these seven types of brand language to make sure you use words that are:

1. Simple

These are the easy to understand words that everyone knows and readily uses in your marketplace.

2. Emotional

The brand language that creates strong impact by tapping into an appropriate range of experience-based emotions.

3. Aspirational

Words that convey the hopes and dreams of employees, customers, and other stakeholders interacting with your company.

4. Unusual

Distinctive words whose less frequent use makes them stick out and become more memorable.

5. Connectable

These types of words readily pair up with other words, word parts, or phrases to create new and distinctive brand language.

6. Open

Brand language that brings depth to the brand because it can mean multiple things or apply in a variety of situations.

7. Twistable

Words you can use in varied ways and forms.

Pay Attention to Brand Language when Deciding How to Brand a Company

When devising your strategy for how to brand a company, don’t overlook the brand language. You can leave the selection of brand language to chance, accident, or time. Making solid brand strategy decisions on brand language, however, helps make sure the words you use not only matter, but also work as hard to benefit your brand as possible. – Mike Brown

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

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 or call us at 816-509-5320 to learn how we can help you enhance your strategy and implementation efforts.

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’s Brainzooming blog guest post comes via @FlyingSpatula, a former Brainzooming guest blogger. He direct messaged me over the weekend to let me know about a blog post his uncle, Sheldon Rozansky, founder of Les Specialistes HCS Montreal, wrote about how big box brands can be indifferent to and even downright contemptuous of customers. While this sucks for customers, he uses shortcomings at big box brands to create a competitive advantage when price competition isn’t an option. Here’s his take on crappy customer service at big box brands and how smaller competitors can fight back for themselves and their customers:

Big Box Brands and Crappy Customer Service by Sheldon Rozansky

One of my clients, Mike, purchased a laptop from a Big Box Brand Chain Store. They also sold him the extended warranty for which he shelled out over $200.  I am not a big fan of the extended warranty, but I wasn’t with him when he purchased the laptop or the extended warranty, so I couldn’t advise against it.

Six months later Mike called me because the new laptop had stopped working.  I visited him and after looking at the laptop for about 5 minutes, told him the hard drive was dead.  He asked if there was anything I could do to recover the data. I told him, “No.”  It was a hard drive failure, and it needed to be replaced.  He mentioned the extended warranty and how Big Box Brand Chain Store’s “HELP SQUAD” would fix everything.  I told him the manufacturer’s warranty would replace the hard drive anyway in the first year, but since he paid for the warranty, he might as well get it checked.

He asked, “How much do I owe you Sheldon?”

“Nothing. I didn’t fix anything. All I did as tell you the bad news.”

He thanked me, and away I went.

A week passed, and he told me about bringing the laptop to the Big Box Brand Chain Store.  “Yeah, Sheldon, they said they are going to charge me if they are able to recover the data. It’s about $260, but if they can’t recover the data, they are only going to charge me $59.”

I replied, “I have the same software they use to recover data. If I were able to do it, I would have. It is a physical issue with the drive. They can easily tell whether they can recover the data by testing the drive – which they should do to see if the drive is the issue for the warranty.  The only way you are getting your data back is through a data recovery specialist, and they charge much more than $260.  If these guys are using specialty equipment to recover your data then $260 is a bargain; otherwise they are just ripping you off.”

A few weeks more passed and Mike called. The Big Box Brand Chain Store couldn’t recover his data (surprise, surprise), but the hard drive had been replaced. “It will only cost $59.”

I asked, “Why is it costing you anything?????? You bought a stupid extended warranty. Please call me when you get there.”

Hand Him the Phone

I always loved the old advertising line, “You have a friend in the diamond business,” because I have always felt, “I am your friend in the computer business.”  When my customers – my friends – are about to get screwed by the Big Box Brand Chain Store, I fight for them. I do this because it is the right and honest thing, not because I get paid for it.

Mike called from the store to say he was being charged $59.  I told him to pass the phone to the computer guy.  He later told me the guy had no idea why the phone was passed to him.

“I have a question for you,” I told the Big Box Brand Chain Store guy. “Why is Mike being charged $59 for work covered by his extended warranty? Oh, and by the way, I should tell you that I am a computer technician.”

“He’s being charged because of the time we spent recovering data. We worked on the hard drive for 2 days with special software,” he replied.

“Don’t lie to me. I know how recovery works. You didn’t recover any data. In fact if you had examined the hard drive you would have seen it was DEAD and needed to be replaced under the manufacturer’s warranty. You would have had to look at the hard drive anyway to send it to the manufacturer. If it took you 2 days to find out it was dead, you guys are the most incompetent people I have ever seen.”

“Umm, yes sir you’re right. We were able to see the drive was dead, and it was covered by the manufacturer’s warranty”

“So why did you lie to me?”

“I didn’t lie to you.”

“You told me you were working on it for 48 hours, and you are charging my friend for all those unnecessary hours.”

“No, I’m not.”

“Then why are you charging him $59?”

“No, I am not. He was mistaken. Since we didn’t recover anything and he has an extended warranty, we weren’t going to charge him anything.”

The phone was passed back to Mike, and I told him, “The guy says he wasn’t going to charge you for any of this.”

“He’s lying,” Mike said.

“Well, you’re getting back all your money for this non-job,” I replied.

Mike didn’t have to pay. He later told me, “These guys weren’t going to give back a dime if they didn’t speak to you.”

Competing Against Crappy Customer Service at Big Box Brands

What bothers me most about this is the dishonesty. Mike was sold an extended warranty. That is a contract between customer and vendor that if the product becomes defective, the vendor will honor the agreement to maintain the product. It shows the vendor is willing to stand behind its products.

I run my computer business by giving clients the best personalized service possible. Knowledge, skill set, and honesty are my advantage. I am honored when someone has faith and trust in the business I have built to understand I ALWAYS try to do the right thing. I have accepted that the Big Box Brand Chain Store can beat me to submission on price, but never on service.

The Big Box Brand Chain Store should realize an extended warranty is a sign the customer honors your beliefs, and you will do the right thing.  It is not an agreement that “the client was an idiot the first time when we sold him this useless extended warranty and now we know we can charge him for ANYTHING!!!!!” – Sheldon Rozansky

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