9

There is, not surprisingly, a lot of activity on the Brainzooming blog on strategic thinking exercises since they are vital elements in effective strategic planning. As The Brainzooming Group looks at it, strategic thinking exercises are devices to help individuals or teams imagine and address ways to advance organizations / products / programs toward important goals.

What are the characteristics of the best strategic thinking exercises?

Here are six characteristics we design into the strategic thinking exercises we create for strategic planning engagements with clients.

They all need to:

1. Allow everyone to participate – even those with little or no direct experience

We preach the importance of multiple thinking perspectives in developing great strategy. We know some people who participate in strategic planning will have less experience than other participants will. Great exercises, however, accommodate these differences in experience and do not leave anyone without a role based on what they know or have done.

2. Incorporate emotion

It does not necessarily matter which emotion strategic thinking exercises incorporate. It could be fear, angst, frustration, humor, hope, or passion. Or another emotion. Or some combination of all of those. If your strategy development only depends on logic and does not incorporate emotion, you are missing something.

3. Require people to think atypically

If everyone comes into and leaves a set of strategic thinking exercises without having thought in new ways, there is a major disconnect. There needs to be specific variables built in to ensure people are thinking along new paths and in ways they have not had to consider previously.

4. Introduce a strategic twist that doesn’t match expectations or reality

If you want different perspectives from your current strategy, strategy and brainstorming questions need to go beyond simply what the current situation looks like. They should incorporate an unexpected twist or thinking detour to make participants feel uncomfortable with their standard way of thinking.

5. Create new questions

The more you attempt to answer strategy and brainstorming questions, the more new questions will emerge. Strategic thinking is about exploration. If it’s fruitful exploration, you’re going to uncover strategic paths that will be laden with new questions.

6. Leave room for unanswered issues

This goes along with triggering new questions. Successful strategic thinking exercises can’t be expected to answer everything. The future isn’t certain. The objective should be to consider as many possibilities as possible, even if some, or even many of them, can’t be completely answered right away.

Want examples of our favorite strategic thinking exercises?

Here are some of our go-to strategy exercises and brainstorming questions. We invite you to look at how these could fit into your strategic planning and innovation work:

As usual, they all carry our standard disclaimer: “These exercises appear easier to use then they really are.”

If you want the best results from them, you need to call The Brainzooming Group! When we’re on the case, we’ll guarantee these exercises will be successful as part of your innovation or strategic planning! - Mike Brown

 

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

If you’re struggling to create or sustain innovation success, The Brainzooming Group can be the strategic catalyst you need. We will apply our  strategic thinking, brainstorming, and implementation tools to help you create greater innovation success. Email us at info@brainzooming.com or call 816-509-5320 to learn how we can help you figure out how to work around innovation and implementation challenges.


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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Talking with a potential client, we discussed strategic planning questions for 2013, and how his company approaches strategic planning differently each year. The year-to-year changes are prompted by shortcomings in how effectively it has been able to approach strategic management under various planning methods.

During our conversation, we discussed a variety of strategic planning pitfalls his company has faced. From our experience, there wasn’t anything new or surprising. But what do you do to combat them?

7 Strategic Planning Questions to Ask about Your Organization

To get a sense of the effectiveness of your current or proposed strategic planning process, ask these seven questions. Keep track of your answers since they’ll help identify pitfalls to address in avoiding major strategic management disconnects in 2013 planning efforts:

1. Is our strategic plan organized in a way that makes sense for our company?

Even small organizations with some degree of organizational complexity can struggle to pick the best way to structure and organize a strategic planning process. Who knows whether the strategic plan should be organized by customers, product lines, market opportunities, new initiatives, departments . . . or something else entirely? Not picking the right structure to fit your company can turn both strategic planning and implementing the plan into disasters.

2. Does the timing of our strategic planning process fit our business cycle?

A typical strategic planning approach crams an annual, relatively complex, highly intense effort into a company’s late third or early fourth quarter. This timing almost presupposes the inevitable delays that take place and allow planning to slip into the late fourth quarter without too much harm. While this approach supports getting next year’s budget done in time (just barely), it may totally ignore other strategic management patterns in the company.

3. Is our strategic planning purely a financial and forecasting exercise?

Many organizations view strategic planning as simply a financial and forecasting effort. The line organization generates a forecast (or has one imposed) and estimates costs to hit the revenue target. Often, there is very little detail on how or where revenue growth will originate. When strategic planning is a financial exercise and no one is too concerned with HOW revenue targets are met, managing by the seat of the pants throughout the year wins out over coordinated strategic management.

4. Does our strategic planning seem disconnected from what the company is doing right now?

When the organization’s strategic management mindset is that strategy is only something long-term, you can end up with a strategic plan containing only future initiatives with some far off completion date. Since the “future” never comes, what is identified in the strategic plan may reference only a few current activities. In this case, it becomes largely disconnected from the day-to-day activities that grow a dynamic business.

5. Are we including everything we do in the strategic plan?

Some organizations equate strategic with “all-inclusive.” Strategic planning in this scenario starts with the wonderful intention, but wretched reality, of trying to account for EVERYTHING the organization does and will do. Saddled with too much detail, strategic planning typically starts falling apart during development. If a completed plan actually sees the light of day, it soon falls apart because it has tried to close off the real-time flexing an organization needs to function and succeed.

6. Does our strategic planning process feel too functionally and process-oriented?

When strategic planning is driven by (and by “driven by,” I mean “forced onto”) the line organization by a functional department (i.e., Finance, Marketing, Corporate Development, etc.), there is a real danger. Strategic planning done in this way seems to help functional departments know what to do, but they lack critical connections to how they support P&L-related activities. Who cares about having the best financial processes when you cannot serve and grow your customer base?

7. Do we know who will lead implementation of the completed strategic plan?

When an organization struggles with organizing the plan to be relevant and drive activities, the resulting document typically represents many compromises during its preparation. The plan will have confused connections to the organization, with no clear ownership and responsibility for implementation. As the plan rolls out, it will create numerous situations similar to a short high fly in baseball. If an outfielder and a couple of infielders have surrounded the area where the baseball is headed, but no one knows who is actually supposed to step up and catch it, the baseball drops to the ground through lack of responsibility and coordination.

How did you answer these questions for your organization?

Give yourself one point each for answering “No” to strategic planning questions 1, 2, and 7, or “Yes” to strategic planning questions, 3 through 6. The more points you have, the more of a challenge you’ll have in successful strategic planning and implementation.

If you had a score of more than two or three, and you have strategic planning questions you need to answer regarding how to get your planning completed this year, you owe it to yourself to contact The Brainzooming Group. We’ll troubleshoot your strategic planning issues and offer a no-cost perspective on how to successfully get your strategic planning done and successfully implemented in 2013.  - Mike Brown

 

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

If you’re struggling to lead a viable strategic planning effort, The Brainzooming Group can be the strategic catalyst you need. We will apply our strategic thinking, innovation, and implementation tools on to help you create greater organizational success. Email us at info@brainzooming.com or call  816-509-5320 to learn how we can help you figure out how to work around planning and implementation challenges.


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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7

Photo by: Bastografie Source: photocase.com

Planning for the unexpected was a focus recently with a client we worked with to create a multi-year strategic plan.

Our client’s chief executive had read “Black Swan” by Nassim Nicholas Taleb (affiliate link). Taleb developed the concept of black swan events to describe unexpected occurrences that precipitate dramatic, history-shaping impacts. With black swan events being so disproportionately rare and generating such disproportionately large impacts (think 9-11 and the emergence of the Internet), people are generally blind to anticipating them. These events are ripe though, for people to “figure them out” after they happen, mistakenly thinking the event could have been anticipated.

Our client asked us to help his leadership team anticipate black swan events, even though, almost by definition, you can’t anticipate them.

But hey, it was a client, so we developed a strategic thinking exercise to address his request. Think of it as a glimpse into the Brainzooming strategic thinking exercise R&D lab!

Imagining the Unexpected in a Strategic Thinking Exercise

As we thought about envisioning black swan events in a strategic thinking exercise, we considered a pivotal scene from “Ghostbusters” (affiliate link). There was a scene in the movie where the Ghostbusters are under threat of the first thought that pops into their heads rising up to destroy them. Dan Akroyd’s character ponders the Stay Puft Marshmallow man since this figure from his childhood seems to be the most harmless thing imaginable. Suddenly, a giant Stay Puft Marshmallow man appeared to hunt down the Ghostbusters on top of a Manhattan building.

We drew a comparison between this “Ghostbusters ” scene and developing questions to consider potential black swan events.

Like the Stay Puft Marshmallow man, black swan events aren’t independently scary (i.e., a plane is a common item and who would imagine one crashing into a building) or dazzlingly incredible (i.e., a couple of connected computer networks becoming the Internet).

Yet, somehow in both the “Ghostbusters” movie scene and in black swan events, what seems friendly and safe can turn deadly.

Starting with the Benign

Instead of asking questions to identify specific black swans in a strategic thinking exercise, we recommend identifying a list of things in your business seemingly beyond failure – and even as benign as the Stay Puft Marshmallow man.

Our initial list of areas to consider includes:

  • Things currently working well– both inside and outside the organization
  • Strong, dependable areas in the organization and its processes
  • Activities increasing in volume and importance because of growing market demand
  • Overlooked aspects of the business considered no big deal
  • Disproportionately complex processes in the organization
  • The organization’s hidden secrets
  • Formerly problematic business areas whose challenges are long forgotten

Once you’ve generated a list from these areas, you can look for themes that emerge.

Turning Your Organizational Imagination into Action

The second step is to begin imagining the impact of things from the list you’ve created blowing up (through extreme failure or success) and whether you would be prepared to respond to these events. This can be a fun strategic destruction exercise for your team.

Across this strategic thinking exercise, you may not have anticipated all or even most of the black swans that might hit; but ideally, you’ll have anticipated a wide range of significant disruptions that could be caused by the black swan events you can’t anticipate.

Do you plan for Black Swan events?

Does (or will) your organization try to plan for black swan events? How do you go about doing it if this is a regular part of your annual planning?

If you’d like some assistance on your next round of strategic planning (whether or not you want to anticipate black swan events), let me know. We’d love to help you imagine your future thoroughly and quickly on the way to better implementation next year. - Mike Brown

        (Affiliate Link)

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

If you’re struggling to generate and implement new ideas, The Brainzooming Group can be the strategic catalyst you need. We will apply our strategic thinking, innovation, and implementation tools on to help you create greater organizational success. Email us at info@brainzooming.com or call 816-509-5320 to learn how we can help you figure out how to work around your innovation challenges.


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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1

If you follow NASCAR, you’re familiar with the term “fuel mileage race.” For those who aren’t NASCAR fans, a fuel mileage race is one where at the end of the race, it’s not necessarily the fastest car that wins. Instead, the NASCAR team that has best employed a fuel-saving and racing strategy allowing it to stay on the track when others have to leave the track to refuel with only a few laps left wins the race. This phenomenon happens based on:

  • The length of the race
  • Typical patterns of racing and caution periods
  • Fuel mileage of the cars

The team that takes advantage of devising and carrying out a solid strategy in these types of situations has used accurate historical insights, preparedness, solid decisions, and stellar implementation to prevail even though it don’t possess the capabilities that usually decide the winner.

How does a fuel mileage race strategy applies to project management?

If you’re wondering what this has to do with project management, reread the previous paragraph.

That description directly applies to situations where multiple internal or external teams are working together to deliver on a major project. It’s rare that everyone involved in an extended project team is the absolute best in their own field. Smaller players on the extended team also often have to deal with a timeline not devised around their delivery processes or capabilities. Nevertheless, if they want to succeed for an internal or external client’s benefit (and their own success), they have to be performing strongly at the end of the project.

7 Steps to Winning a Fuel Mileage Race Project

Based on that comparison, here are 7 steps NASCAR teams take for winning a fuel mileage race that a project team should be thinking about to succeed in a comparable “fuel mileage race” project.

1. Know your expected process efficiency

In a NASCAR race, miles per gallon is key. For a project team, it’s knowing not just the total hours you’ll be investing in a project, but understanding how long each process step typically takes. Knowing that, always look for new ways to remove steps or reduce time to improve your process efficiency.

2. Get off sequence strategically when it makes sense

A NASCAR team will try to fill its car with fuel at off times compared to other teams to gain an advantage in a fuel mileage race. A project team can look for ways to accelerate early or mid-project deliverables to get off cycle and save time for more complex tasks later in the project.

3. Save resources everywhere you can

A NASCAR driver may drive slower or even shut off the engine during certain periods to save fuel. Project teams can take a comparable approach, looking for ways to minimize revisions or unnecessary status meetings; another approach is to handle meetings online vs. traveling to them in-person.

4. Fully exploit your past work

NASCAR teams keep extensive notes on previous fuel miles race performance and will often bring the same car to a track again when it’s been successful. A project team should be looking for ways to build from suitable work that already exists or repurpose previous output to still deliver successfully with greater efficiency.

5. Monitor what and how the other players on your extended project team are doing

Even if you’re using a different strategy, your team still needs to be coordinated with every other party involved on the project team. Keep a pulse on how your team’s dependability, performance, and timeline management are coordinating with others.

6. Anticipate opportunities and challenges ahead of time

Ask questions and go to school on similar work you’ve done or how your internal or external client typically behaves during an extended project. Try to anticipate where timelines will change based on natural delays or rapid pushes to accelerate progress.

7. Be ready for a last-minute twist or turn

For as much strategizing as a NASCAR race team using a fuel mile race strategy will do, something can happen late in the race to completely upset the strategy that’s worked nearly the entire race. Smart project teams should be thinking ahead to what options they’ll have available when projects take unexpected turns. You always want to have an option and room to adapt when the unexpected (at least what others didn’t expect) happens.

Do you see how fuel mileage racing strategy applies to project you’ve supported?

Do you see how this concept has (or could have) helped your project team perform better? What strategies do you use to deliver exceptionally on projects where you aren’t working with the best resources? - 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 info@brainzooming.com 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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3

If you notice The Brainzooming Group message at the bottom of many marketing strategy posts, we mention helping “smart organizations” with strategic evaluation and differentiation strategy development. This phrase is shorthand for how I usually describe our target strategic planning clients: “organizations almost too smart for their own good.”

While that might sound flippant, it’s not.

How Can an Organization Be Too Smart for Strategic Planning?

Being “too smart” for strategic planning happens when an organizations becomes TOO expert at:

When an organization becomes THAT smart, it’s typically because its marketing strategy has been very successful and its market and organization relatively stable. These are the good aspects of being too smart about your organization.

The bad aspect of being too smart means prolonged success and stability can lead to indifference, arrogance, and a lack of solid customer analysis, thorough strategic evaluation, and effective strategic planning to push the organization for future-oriented disruptive innovation.

What to Watch for When Organizations Become Too Smart

There are multiple ways organizations manifest being too smart and losing the drive for disruptive innovation. Based on our collective experience at The Brainzooming Group, here are five signals an organization may be too smart for its own good relative to strategic planning:

  • There is a very stable leadership team with few new members from outside the organization (or industry) in at least ten years.
  • The organization is very stable with new people at junior levels whose challenging ideas are being stifled by senior leader resistance.
  • It’s a market leader with strong share and financials who hasn’t faced serious competitive threats to its marketing strategy for as long as anyone can remember.
  • It’s a smaller player in a large market that’s been able to be comfortable with its size and share position.
  • A company that’s been protected from aggressive competition by a structural advantage (whether regulatory, economic, environmental, etc.) that’s disappearing.

In any of these situations, waiting around for disruptive innovation to happen instead of creating a new differentiation strategy to create beneficial change can be a crippling mistake.

How a Strategic Evaluation Makes a Difference

In these situations, organizations need to be pushed to look at their familiar situations in new, and even strategically frightening ways through a dynamic strategic evaluation. This can entail:

The irony is through challenging a “too smart” organization with an aggressive strategic evaluation, it will actually get smarter and savvier as it develops a relevant differentiation strategy for the future.

If your organization feels like it’s too smart for its own good and may be losing disruptive innovation opportunities as a result of a too conventional differentiation strategy, contact us.

At The Brainzooming Group, we’re experts at helping smart organizations develop the right marketing strategy based on a rigorous, yet brisk customer analysis and strategic evaluation to get smarter, better, and more successful – in a hurry. – 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 info@brainzooming.com 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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The Wall Street Journal featured a review this past Saturday of “Wait: The Art and Science of Delay” by Frank Partnoy (affiliate link) by Christopher B. Chabris. The review highlights Frank Partnoy’s challenge to those espousing the need to act right away, lest opportunities be forever lost and his support for the waiting game strategy in both business and personal lives. The question of using the waiting game strategy is something we have talked about here on Brainzooming before as “strategic patience.”

Affiliate Link

In “Wait,” Frank Partnoy offers examples of the waiting game strategy paying off in a variety of situations. These include a baseball batter who can wait on getting the right pitch to 3M waiting twelve years between the discovery of a low-stick adhesive and the introduction of the Post-it Notes the adhesive made reality.

As with many books, Christopher B. Chabris points out in his review that Frank Partnoy offers examples, but no answers to know when and how long to wait because “there is no formula for getting the right answer.”

I don’t necessarily have a formula either.

But as one who likes to use the waiting game strategy, thinking back through lessons from both my business and personal lives suggested six characteristics of situations where a waiting game strategy can work and two critical success factors for one being more successful.

Six Characteristics where a Waiting Game Strategy Can Work

Thinking about situations where you are considering waiting over acting, you’re likely to find a waiting game being successful if these six characteristics are in place:

1. Waiting is consistent with a longer-term strategy you have in place

This implies a pre-determined reason for waiting that was baked into your initial strategy.

2. Your longer-term strategy is flexible and can accommodate several situations or time frames

When your strategy could apply to a variety of different market and organizational scenarios, waiting for the best of these is a viable approach.

3. Your opportunity and risk exposure is so small that you are willing and able to sustain the window of opportunity going away completely

This is the classic negotiation technique. If you are in a waiting game, you have to be able to walk away from the deal (or have it walk away from you) and still be okay.

4. You are still learning or receiving benefits while waiting that improve your ability to respond

This reflects the advantage played out by fast followers. Rather than jumping in first and learning by trial and error, fast followers watch the leader and go to school on their mistakes before launching a similar effort.

5. You are able to move forward with actions supporting a definitive path to be pursued later

If you’re able to make progress while keeping your strategic options open, that’s a real benefit.

6. Future options are not being shut down (and in fact be expanding) with the passage of time

As long as you’re in the position of being able to decide your course of action (as opposed to having inaction making decisions for you), waiting can still make sense.

Two Critical Success Factors for Making the Waiting Game Strategy Work

To better ensure you do not miss too many opportunities while you are content to wait, make sure you:

1. Don’t let the opportunity you are waiting on be pushed out of sight, out of mind

You need listening posts to monitor market and competitive actions relative to the opportunity you are waiting on to make sure you actually pull the trigger at the latest and best possible time.

2. Have individuals in your close circle that will instigate for action and keep forcing the issue

You want to make sure that even during a period of strategic patience you have people in your organization who are advocates for taking action. As much as you may be fine waiting for things to play out over an extended period of time, you want someone pushing action to keep you honest.

Don’t wait to share what you think!

What are your thoughts on this idea of strategic patience, a waiting game strategy, and the areas Frank Partnoy is addressing? If you’re someone who pursues it, how do you make it work for you? If, instead, you are a person of immediate action, what works best about that approach for you?

We’re waiting to hear what you have to say! - Mike Brown

If you enjoyed this article, subscribe to the free Brainzooming blog 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 info@brainzooming.com or call us at 816-509-5320 to learn how we can help you enhance your strategy and implementation efforts.

 

      (Affiliate Link)

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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4

Friend and author Jim Joseph recently led a webinar on his book “The Experience Effect for Small Business” (affiliate link). During the question and answer segment, someone asked about how much a business should “spend” on brand building. I quickly tweeted:

“How much to spend on your brand? Zero. Instead, INVEST in brand elements that generate ROI.”

The tweet prompted Margie Clayman, Director of Client Development at Clayman Advertising, to ask what I meant exactly with my tweet. Her question prompted a great back and forth Twitter exchange about marketing investment vs. spending. At the conclusion, I promised a follow-up blog post on marketing investment to respond more completely to Margie’s initial question.

Don’t Spend Anything on Brand Building?

Back in the corporate business-to-business world, when trying to increase our organization’s emphasis on building a brand in all forms (service quality, awareness building, customer service, sponsorship marketing, etc.), we were seeking significantly more resources for activities we believed would benefit the company.

But instead of talking about our request for more resources as “spending,” we made ourselves talk about our marketing INVESTMENT strategy for brand building.

Why the distinction?

In our business-to-business organization, SPENDING implied we simply wanted more dollars because we were marketers, and marketers SPEND money on frivolous, nice looking things that don’t matter. INVESTING, on the other hand, was what the organization did to secure equipment, facilities, and everything else perceived to be vital to performing the services we sold.

Banning use of the word “spend” in favor of “marketing investment” created five clear benefits. Some of the benefits were organizational. Others simply made us be better marketers.

Investment both implies and forces you to think about your strategy in a new way:

1. A marketing investment implies an underlying business objective

You can spend money on anything. You invest in assets expected to generate a positive return and address important business objectives. Displaying a marketing investment attitude makes you ground brand building programs in real business objectives, not just creating new advertisements because the old ones are boring to the marketing department.

2. Talking about return on investment (ROI) adds credibility and makes building a brand seem (and become) less squishy

Making yourself discuss a program with all the elements incorporated in an ROI calculation makes a marketer take on a whole business perspective and not that of someone who simply designs advertising or tweets for a living. You’ll directly benefit as you help the organization learn that marketing and branding don’t simply involve logos, but instead focuses on the entire experience customers (and prospects) have with your organization.

3. Talking about marketing investments will get Marketing into early conversations with Finance

One of the most challenging business relationships for a marketer focused on building a brand is with the finance function in your organization. When you start building a brand thinking about your marketing investment levels and ROI, you’re going to need to reach out to Finance to ensure you are in sync. That outreach will get challenging conversations started sooner than later, which will pay tremendous dividends financially and organizationally.

4. An investment attitude will force you to make sure you’re doing enough to meet your return objective

When you put yourself on the hook to forecast a return associated with your marketing investment strategy, it causes you to look at your plans and make sure you are planning enough of the right types of strategic actions to generate necessary returns. Far better to consider those strategic actions upfront than when your program is falling short of goal half-way through implementation.

5. Making marketing investments forces you to ensure you have measures and listening posts in place to capture necessary ROI metrics

Considering upfront what it will take to calculate an ROI from your marketing investment strategy causes you to evaluate whether you have the measures and listening posts in place to measure the positive returns you expect to generate from building a brand. If you were simply “spending,” you might find yourself at the end of a marketing program knowing how many dollars went out, but with insufficient metrics to demonstrate any returns.

The Final Tweet on Marketing Investment and Building a Brand

I thought Margie Clayman’s final tweet was a perfect summary to our conversation:

Investment really does say you’re putting something into your brand AND expecting something back for it.

So what words do you use (and not use) relative to your brand building efforts?  - 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 info@brainzooming.com or call us at 816-509-5320 to learn how we can help you enhance your strategy and implementation efforts.

      (Affiliate Link)

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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