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Today, I’m delivering a new Idea Magnets workshop on Finding and Sharing Your Brand’s Extraordinary Stories on Social Media. The venue is the Social Media Strategies Summit in New York. Within the workshop, we’re applying the Idea Magnets creative leadership formula to brands that want to improve the resonance and impact of the social-first content they create.

For the workshop, we solicited participants’ questions and expectations in advance. One desired take-away they shared was figuring out how to get the most from the stories their brands develop. To come up with a new Idea Magnets creative approach to the question, Emma Alvarez Gibson and I turned to one of the most famous stories of the last forty-plus years: Star Wars.

Think about all the variations and extensions of the Star Wars story! We translated all those twists and turns to create this list of seventeen ways to extend your brand’s extraordinary stories:

  1. Develop a story with multiple characters
  2. Continue the story and add new characters
  3. End the original story and resolve most things
  4. Use elements of the original story format and share specific parts
  5. Develop the prequel story before the original story with new characters that set up the backstories of some already-revealed characters
  6. Continue the prequel story in multiple parts
  7. Resolve the prequel, but leave room between the prequel and the original story
  8. Refresh the original story with new storytelling techniques & previously unused material
  9. Create events allowing the audience members to immerse in the story
  10. Hand the story to a new creative leader to develop a sequel that happens after the original story
  11. Continue the sequel in multiple parts
  12. Select specific characters and build new stories around each of them
  13. Select an as-yet-untold story and focus on answering big, lingering questions related to it
  14. Adapt all parts of the story for different audiences with different media preferences
  15. Let users create content stories from the original characters and story lines
  16. Invite other professional communicators to re-imagine the story with their preferred storytelling methods
  17. Extend the legacy of a few characters through to the next generation of the story

Want to go further to exploit extraordinary stories? Download our FREE eBook with forty-nine questions to inspire extraordinary brand stories.

Want to up the game on your Idea Magnet creative leadership skills? Then get your book or Kindle copy of idea Magnets – 7 Strategies for Cultivating & Attracting Creative Business Leaders today on Amazon! – Mike Brown

49 Idea Magnet Questions to Attract Your Brand’s Extraordinary Stories

Developing and sharing extraordinary stories that resonate with your brand’s most important audiences is an important key to branding success.

49 Idea Magnet Questions to Attract Your Brand’s Extraordinary Stories puts ALL the powerful questions at your disposal to identify, develop, and share authentic stories. It introduces multiple strategies that Idea Magnets use to:

  • Make unexpected connections and generate story ideas
  • Encourage people to share experiences that lead to memorable stories
  • Tell stories through effective techniques that intrigue and engage audiences

Download Your FREE eBook! 49 Idea Magnet Questions to Attract Your Brand's Extraordinary Stories!
 

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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Idea Magnets instinctively apply their core strategies to create outstanding customer experiences. With that backdrop, I delivered an Idea Magnets workshop at a technology company.

The specific focus?

How Ideas Magnets apply their strategies to create stronger internal customer experiences.

Idea Magnets and Outside-In Customer Experiences

Here’s how each Idea Magnets strategy matches up:

Generate Inspiration: Idea Magnets use extreme creativity questions to motivate their teams to imagine dramatically new possibilities. The answers impact how they design and deliver a customer experience.

Embody Servant Leadership: Servant leaders are thinking about how they are doing things to benefit their audiences. Embracing servant leadership helps focus on what works best for potential customers.

Attract Opposites: When there’s a call to enhance a customer experience, you want to explore ideas from multiple perspectives. Idea Magnets are adept at flipping situations on their heads to see new ideas hidden among familiar processes.

Make Unexpected Connections: There are incredible customer experience lessons from leading brands across all industries. Finding the right comparison brand for your brand will highlight strategies that are easily portable across industries.

Encourage People and Ideas: Customer experience is a multi-dimensional aspect of a brand. Idea Magnets naturally bring together a diverse mix of people and perspectives across the customer experience.

Implement for Impact: With a bias for acting on innovative ideas, Idea Magnets effectively narrow options and make decisions with the customer in mind. They integrate techniques to simplify making complex choices, speeding up the time from idea to implementation.

Recharge Creativity: Staying on top of expectations and performance on the customer experience demands long-term focus and innovative thinking. Ideas Magnets are adept at keeping the team’s thinking fresh and new even as they tackle ongoing functions and issues.

If your organization needs new thinking on customer experience, embracing the seven Idea Magnets strategies is a fantastic place to start. Contact us, and let’s talk about how the Idea Magnets book and/or workshops will inspire big changes!

Note: If you’re a Brainzooming blog subscriber and wondering where I’ve been the last month, it’s been a crunch time: travel to client workshops, the Inbound18 conference, and multiple local client engagements. That’s great for business. It’s also a challenge for publishing regularly. I can’t see the time crunch ending soon. My apologies as we try to keep up a regular publishing schedule in this important strategic planning time! – 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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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

Need Fresh Insights to Drive Your Strategy?

Download our FREE eBook: Reimagining the SWOT Analysis

swot-alternatives-cover

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

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

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

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

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

Mike Brown

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

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“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

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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Suppose you’re trying to come up with innovative ideas to introduce a new marketing program. You want to avoid doing the same old things you do for THAT type of marketing program every time you do that type of marketing program.

Want a quick idea for how to stretch your creative thinking to imagine many more marketing strategies to approach this opportunity in new ways?

Easily Rethink Your Status Quo Marketing Strategies

Here’s an answer to the question of innovating your marketing strategies: look at the opportunity as if it were any number of DIFFERENT types of marketing opportunities.

For instance, if you’re introducing a new B2B product by having your business development team making sales calls on current clients, you have a whole variety of other marketing strategies at your disposal.

Here are a few of the other ways to think about the launch: you could imagine the new product introduction as if it were:

  • An event
  • A campaign
  • An offer or a promotion
  • A content marketing strategy
  • A direct marketing program
  • A social and online engagement outreach strategy
  • An online presence
  • A sponsorship
  • A contest or game

Using this list of alternative ways to think about the product launch will yield many new marketing strategies. You might imagine:

  • A live launch webinar (event)
  • Integrating email and white papers to support the launch (campaign)
  • Providing a trial version of the product for a limited time (offer or promotion)
  • Introducing a series of articles discussing how customers helped shape the product development (content marketing strategy)
  • Teaser emails to targeted, high-potential customers (direct marketing program)
  • Videos demonstrating the new product sent in advance of every business development call (social engagement strategy)
  • A dedicated section of your website with early testimonials and more detailed information (online presence)
  • Introducing the product at an industry conference where you are a major partner (sponsorship)
  • A contest for early purchasers to compete for an incredible trip (contest or game)

See the possibilities?

All from deliberately thinking about a marketing program in ways that you never have before. Give it a try this week and reap the benefits!  – 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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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

Download Disrupting Thinking

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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