September, 2009


30
Sep 09

Get Off My Social Property

Early in the afternoon I heard the clanking of bottles and a shrill voice yell, “Get off my property,” about five times, consecutively. I imagined it to be a homeless man scrounging for bottles in the garbage across the street and the homeowner whom he was taking from got a bit overzealous. It got the wheels turning about brands interaction with consumers in social communities.

Often times, fans of social sites consider it to be private property—free of sales and pitchmen (i.e. brands). When brands invade their private property, some yell just like the woman across the street. Most people don’t mind, however.

To avoid those outspoken opponents, consider if the homeless man were to take a different approach—one that was not so intrusive—he might find more success. Consider Target. Every year they donate X amount of dollars to several charities. To open the lines of communication with Facebook users, they asked them to allocate their charities dollars for them.

Their efforts paid off. They garnered significant traffic and brand mentions permeated the blogosphere. This is an effective way to approach social private property. Ask yourself what you can offer them before you ask what they can offer you.


29
Sep 09

Keeping your Head in the Paper Disco

This paper disco animation video is fantastic. From a conceptual and craftsmanship perspective, this short gets an A+. Not only is it fun to watch, it’s awe-inspiring because the amount of time that went into its production is incredible.

Stop motion animation is a great example of how burgeoning entrepreneurs should look at their business in the long term. There are hundreds of images in the paper disco animation—thin slices that when put together, create amazing entertainment. The same goes for entrepreneurs. There are hundreds of decisions you have to make—all culminating in the success of your enterprise. The incredible labor that goes into a business plan, the investor presentation, hundreds upon hundreds of conversations and hours poured into your business actually means something.

In the middle of the chaos in the entrepreneur’s world, it’s important to monitor your progress and take notice of your incremental success. To see your tireless efforts are paying off can keep you grounded. The occasional pat on the back is worthwhile in a world where you’re constantly fighting to grow your business.

There are of course many ups and downs in the process, but if you take a moment to reflect, it can give you a piece of mind and illustrate your impact. It can help you survive the Dip. Adding one element at a time, eventually your company will grow into a full-on disco.


28
Sep 09

Work Multi-Dimensional

St. Ignazio church in Rome features some of the early multi-dimensional artists that used depth of field to push their craft to new heights (literally). It is multi-dimensional thinking that pushes a craft or profession to the outer limits and revolutionizes what is possible.

Too often we are bound to one dimensional thinking; too often we ask, “what can fit inside this frame?” For example, how many lawn care services can one town have? Mowing grass is all the same… it’s one dimensional. What if you dare to be more? What if you incorporated a social mission into your business–give it depth, meaning and character. No longer are you just another lawn care service, you have a emotional connection with the community and do good by your business and those you support.

To further illustrate multi-dimensional thinking, I stumbled across this incredible video that embodies many of the key characteristics of multi-dimensional thinking:

How does this video work in multi-dimensions:

Scrap and Start Anew — The artists that created this video were not afraid to scrap and paint over time intensive and intricate designs.

Be Ruthless — Be ruthless and re-examine what is possible. As you can see, this video incorporates many artistic styles that make it fascinating and unique.

Be Cohesive — It’s not enough to just throw random ideas at a wall and hopefully one will stick. It’s about having a clear mission and statement. Just because Revlon wants to paint a mural in make-up doesn’t mean it’s right for them. This video uses a motion and layers to create a cohesive and interesting story.

Be Off-the-wall — Literally. This piece starts on the floor, moves to one wall, then another, to the second floor, then back to the first–circling around the courtyard. One of the most important and unique qualities of this video is it is not bound by one setting.

The value in this video is that it showcases creative thinking that works. It’s about creating layers and multiple dimensions. When you have a new idea, explore it. Don’t dwell on what has been, explore what is possible.


27
Sep 09

Tele-Menus and Removing Steps

In preparation of my big move to Philadelphia, PA, I have to call utilities companies to either cancel or begin service. Not the most exciting task, but necessary none-the-less. This means a lot of phone calls which translates into a lot of free time listening to elevator music.

Surprisingly, the first four calls I made, I went through one or two tele-menus and was put in touch with a representative. The luck spree could only last so long. I found myself typing tens of numbers into my phone in order to navigate my way to a representative, who then asked me for everything I accomplished in the tele-menus. Then, I would be directed to another department.

This is not a unique story by any means. My plight can be shared by many, but there is such a difference between one or two menus and even three or four. One or two is tolerable, but more than that is very frustrating. It is the difference between one menu and three is satisfaction and frustration. On the phone for so long, you have to wonder if the people orchestrating the tele-mess enjoy such narcissistic pleasures.

Essentially, tele-menus create unnecessary steps. It’s one thing to wait, it’s another to navigate through menus. Consider what steps are between customer and your product or service. Are any unnecessary?

Consider the difference between Mac and PC. Mac is ready after the first power-up. A PC is a different story. Every time your PC wakes up from a sleep, pop-ups ask unnecessary questions, bombard your screen and slow whatever you’re doing to a halt. Mac was able to take out unnecessary step to create a user-friendly experience, while Windows did quite the opposite. Removing steps can save an enormous amount of hassle and retain customers. How can you eliminate one or two steps?


26
Sep 09

Under Armour Doesn’t Care About Me

As most people that buy gym memberships after the holidays, I was really excited about getting into shape. To prepare for my new look, I went to the Under Armour outfitter to buy some work out clothes.

I’m a small guy, so I was surprised when all of the gym attire could hardly make it past my arms. My god I thought, should I have been working out before I bought my work out clothes? I’ve seen enormous football players, five times my size, fit into these shirts. After I was able to fit into a large (I’m a small), I looked like I’d gained 50 pounds.

Discouraged, I went with Reebok, because I could fit into a medium shirt. On the way home, I realized something– I’m not supposed to wear Under Armour. The designers at Under Armour do not want me to buy their clothing. I’m a skinny guy just under six feet tall. Had they wanted me to buy their apparel, they would have used the Reebok design. Instead, they made up their mind that the only people that could fit into their clothes and function properly are athletes.

Guys with muscles and 0% body fat are supposed to wear Under Armor and that’s why they’ve been so successful. They haven’t compromised or diluted their brand by chasing after people that don’t matter. I matter to Reebok, not Under Armor. The barriers Under Armour has created to gate-in a very specific community has ultimately made them successful.


25
Sep 09

Not Everyone Can Do It, That’s Why It’s Interesting

To discover how your brand can be interesting, identify what you can do that others cannot. How are you pushing against the status quo? Is it consistently making a phenomenal latte (Starbucks), or is it computing at the most simple level (Apple)?

Not every café can consistently make an exceptional cappuccino. That’s what makes Starbucks so valuable to so many people. And not every computer company can be as user-friendly as Apple. Because others cannot offer better, brands that push and stretch to new heights are naturally interesting and consequently become popular. Typically, interesting brands are number one in their market (e.g. Apple is the number one computer for creatives).

When you find you’ve made a unique product, you’re number one in that category. However, being number one doesn’t always mean you’re interesting. Crafting a broom with a radio embedded into it is not interesting. Sure, you’re number in the radio / broom market, but because you’re not interesting, you will fail to be popular.

Think about it in a different perspective. Let’s go back to high school. The All Star quarter back can do what others cannot. His talents are above all others on the team. Therefore, he becomes interesting.

The principle applies to all facets of life, whether it’s in business or the local high school football team. Finding your unique selling proposition and following through on it will make you a valuable commodity in the market.


24
Sep 09

“The Homer” and Finding Your Market Opportunity

Season 2, episode 15, Homer Simpson reunites with his long lost half-brother, Herb–a captain of the auto industry–in the “Oh Brother, Where Art Thou?” episode. Sick and tired of cliche, boring cars made by high-end designers, Homer’s brother asks him to design a car for the everyday person. He cedes his control to Homer, with an “anything goes” attitude.

Homer explores every gluttonous pleasure to design a $82,000 car (dubbed “The Homer”) for the “everyday person.” Equipped with tail fins, a bubble dome and three horns that play, “La Cucaracha,” the touted car of the future is a hideous monstrosity of a vehicle. The auto maker goes out of business and bankrupts Herb Simpson.

Without the middle men, Homer had free reign to do whatever he pleased. Why not put a tail fin on a car? It looks cool, right? No one could answer this question in the planning stages. It was only when the car made it to the showroom was the question answered. It is cool, right?

Had Herb kept the marketers, brand managers, research and development teams, he would be able to answer that question. No, Homer, no one thinks it’s cool. You are the only one that would want to buy such a hideous car, but couldn’t afford it.

As CEO, Herb had a strategic vision of where the company should be heading. Up until his encounter with his brother, he relied on that vision and had met success doing so. When he reunited with his brother, Herb abandoned that vision, cut out the “middle men” and ceded total creative control to his dim-witted brother.

Had Herb kept his team, they could guide Homer to a practical solution. As you launch new products and services, make sure there is a market. Is anyone going to say, wow, that’s cool? Just because you really think it’s an amazing idea, it’s critical to have a marketing opportunity and target audience to support your ideas and ensure they are viable. Last thing you want, is “The Homer” in your display case.


23
Sep 09

How a Jail Break Can Increase Product Value

As a thank you for taking care of our bunny rabbit, my girlfriend wanted to buy my parents a gift. My girlfriend, her mother and I found this cute local shop in a quaint town outside Philadelphia, PA.

As we were browsing, a tall gentleman in a neon orange sweater comes in, huffing and puffing. He asks to use the bathroom and the store owner tells him it’s for paying customers only.

He pauses, then asks if he can tie his shoe. (Who asks to tie their shoe?) Meanwhile, my girlfriend finds an ice cream serving dish and proceeds to check out.

The man then leans down behind a display case in the center of the store and ties his other shoe. This man should probably have been in a shoe store with all of the problems he was having with his footwear.

While he was tying his shoe for the second time, a police officer stood outside of the shop, his back turned, talking on his radio. After the officer left, the man took a peak out of the front door, and passed a mail carrier on his way out.

The carrier delivered some mail and as she left the store, she hailed the police officer and pointed in the direction of the malfunctioning-shoe man. A short man–no taller than five feet–whizzed by the store, chasing the man. Several seconds behind him, the overweight police office hurried to catch up.

Come to find out, the shoe man had escaped from a nearby courthouse when he was told he had to pay child support.

No longer is that ice cream dish a $21.99 item, it’s worth much more. With the story behind the gift, I’d value it at least $49.99, because now, whenever my parents use the serving dish, whether it’s with family or friends, they can pass along the tale of the escapee. It is no longer a piece of metal, it has a personality.

People are willing to pay more for compelling stories. Consider purveyors of luxury. When you buy that Tiffany & Co. diamond earrings, you’re paying partly for the earrings, but you’re also buying the powder blue box. The same goes for BMW, or Lexus or Hermes. You’re buying the story attached to the name. That blue and white BMW emblem is an icon of luxury that speaks volumes of your social status.

Stories tie your product or service to an emotion. And mostly, people buy with their hearts, not their minds. If you can make that emotional connection through a story, you’re product or service is more than just a metal ice cream serving dish, it’s special.


22
Sep 09

Why a $18 Shoe is Worth More Than a $200 Shoe

Searching for a new pair of pants at Urban Outfitters, I found myself buying a new pair of shoes instead. I bought the cheapest shoes in the store. They smelled like chemicals and looked like Keds, so why buy them?

I am somewhat of a shoe aficionado. I have a $200 pair of Campers in my closet beside my $18 UO Ked look-alikes. I’ve worn my Campers about four times in the past year. I wear my $18 Urban Outfitter shoes almost every day. Though they smell like chemicals, I’m not scared to wear them. I know that if the canvas rips, I can have another pair shipped to my house in the next couple of days. My $200 pair, however, well… if even a scratch marks the leather, I’d be devastated. I get $200 out of my $18 shoes, whereas just the opposite is true for my $200 pair of shoes.

Interested in buying the same shoe in a different color (maybe blue…), I went to UrbanOutfitters.com. Navigating through the hundreds of shoes takes too much time, so I chose the “most reviewed” filter. Out of the hundreds of shoes, there were my $18 Ked look-alikes at the top of the page. I don’t know how many pairs UO sells of the $18 shoes, but people like talking about them.

I too, like to talk about them. When I see some of my friends, I might try to slip my cheap-looking shoes into the conversation.

Yes, pricing probably has something to do with the reviews, but the fact that they are different is what makes them worth talking about. They stink, they are flimsy and they kind of hurt your feet. The actual materials and labor are worth $18, but the feeling of wearing them makes you want to tell someone or write about it.

The UO shoes are worth talking about because they are different, while accessible. Asics are amazing shoes (I’ve had mine for over three years), but no one wants to talk about them. They don’t dare to be different. It’s the $18 stinky shoes that make people to talk. You don’t need to be flashy or expensive to make a buzz; you need to be different and accessible.


21
Sep 09

This is not for you – The power of exclusivity

I was always the last choice in sports. Athletically underwhelming is what you might call it. There are some people that were not born with an advantageous physical disposition and I was one of them. When I would be picked last for the team, what everyone was trying to say is “this is not for you.” My inability to excel in any sport (I tried swimming, soccer, you name it) ended in viola lessons. Point in case—there were significant barriers to entry.

The same is true for brands. Creating barriers to entry keeps the customers you want in, and those who don’t matter, out. If you’re walls are too short, intruders are going to dilute your brand and soon your community will be reduced to rubble.

Here are a few barriers to entry:

Language Barriers – Think about having an in depth conversation with your doctor or lawyer. They’ll probably dumb down everything and put it into layman’s terms. If you were to enter their world outside the patient room, you’d might as well be in Russia. The professional languages of medicine, law and business keep those that are unlearned, out.

Price – Think Hermes, Tiffany & Co., Porsche and other luxury brands. Do you think they care about people that cannot afford their products? That’s why they their media buys are where only the affluent frequent or are interested in. Yacht magazines are more likely to have a Porsche advertisement than your fisherman’s weekly. Luxury brands don’t want to waste their time or money catering to people that do not have sizable wealth. You won’t see deep discounts or buy one get one because if you cannot afford the products / services to begin with they don’t care about you.

Consider country clubs. Memberships can cost in the tens of thousands of dollars. Do you think the affluent want their country club letting your average Joe buy a membership at a discounted rate? Country club members buy that barrier–that wall–at a high price.

Effort – Seth Godin’s Dip concept speaks to barriers of certain professions. Doctors and lawyers have scaled the high walls that surround their profession. The determination that fuels the countless hours of hard work is how to survive the Dip. If obtaining your doctorate was easy, then it wouldn’t be such an exclusive professional community.

Building walls is important when developing a tight-knit brand community. Diluting your message by catering to others outside your target audience makes the entire community toxic and eventually no one will want to live there. If Porsche started offering their vehicles for the same price as a Toyota, initially their sales might go through the roof, but what happens to the primary Porsche demographic? No longer is there the price barrier to keep less affluent people out of the Porsche community and it’s ruined. To maintain the integrity of your brand community, make sure you have strong walls to keep those that don’t matter, out.

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