Recommandé
Recommandé
Contenu connexe
Similaire à Made to stick competitive advantage
Similaire à Made to stick competitive advantage (20)
Dernier
Dernier (20)
Made to stick competitive advantage
- 1. Belmont Course 2350 Creative Entertainment Technologies Made to Stick (A Book Report) & Developing A Competitive Advantage
- 2. Made to Stick Why do some ideas succeed and others fail?
- 3. Made to Stick Why do some ideas succeed and others fail?
- 5. “Sticky” ideas Urban Legends
- 6. “Sticky” ideas Urban Legends Aesop’s Fables
- 7. “Sticky” ideas Urban Legends Aesop’s Fables What do these have in common?
- 8. “Sticky” ideas Urban Legends Aesop’s Fables What do these have in common? Sticky = understandable, memorable, and effective in changing thought or behavior
- 12. S implicity U nexpectedness C oncretedness C E S s
- 13. S implicity U nexpectedness C oncretedness C redibility E S s
- 14. S implicity U nexpectedness C oncretedness C redibility E motional S s
- 15. S implicity U nexpectedness C oncretedness C redibility E motional S tories s
- 16. S implicity U nexpectedness C oncretedness C redibility E motional S tories s THIS WILL BE ON THE TEST!
- 17. Why is this important? The “curse of knowledge” is that we know all have learned a great deal of information, but don’t retain it all. SUCCESs gives us a checklist to help keep brands and ideas “sticky” and easy to remember
- 18. Simplicity FIND THE CORE SHARE THE CORE
- 19. Simplicity FIND THE CORE Become a Master of Exclusion SHARE THE CORE
- 20. Simplicity FIND THE CORE Become a Master of Exclusion SHARE THE CORE In Management - If we achieve nothing else our company must _______
- 21. Simplicity FIND THE CORE Become a Master of Exclusion SHARE THE CORE In Management - If we achieve nothing else our company must _______
- 22. Simplicity FIND THE CORE Become a Master of Exclusion SHARE THE CORE In Management - Be the Lowfare Airline If we achieve nothing else our company must _______
- 23. Simplicity FIND THE CORE Become a Master of Exclusion SHARE THE CORE In Management - Be the Lowfare Airline If we achieve nothing else our company must _______ In Battle - If we nothing else we must accomplish ______ in tomorrow’s mission
- 24. Simplicity FIND THE CORE Become a Master of Exclusion SHARE THE CORE In Management - Be the Lowfare Airline If we achieve nothing else our company must _______ In Battle - If we nothing else we must accomplish ______ in tomorrow’s mission
- 25. Simplicity FIND THE CORE Become a Master of Exclusion SHARE THE CORE In Management - Be the Lowfare Airline If we achieve nothing else our company must _______ In Battle - If we nothing else we must accomplish ______ “We must in tomorrow’s mission takeover the hill”
- 26. Simplicity FIND THE CORE Become a Master of Exclusion SHARE THE CORE In Management - Be the Lowfare Airline If we achieve nothing else our company must _______ In Battle - If we nothing else we must accomplish ______ “We must in tomorrow’s mission takeover the hill” In Law...
- 28. FOCUS
- 29. FOCUS Keep your core message simple and memorable
- 30. FOCUS Keep your core message simple and memorable Think of your messages as an inverted pyramid
- 31. FOCUS Keep your core message simple and memorable Think of your messages as an inverted pyramid
- 32. FOCUS Keep your core message simple and memorable Think of your messages as an inverted pyramid Don’t create decision paralysis.
- 33. Unexpected GET ATTENTION: The Art of SURPRISE! Volkswagen HOLD ATTENTION: Keep Continued INTEREST
- 35. Concrete & REMEMBER HELP PEOPLE UNDERSTAND
- 36. Concrete VELCRO Theory of Memory: The more hooks in your idea, the better!
- 37. Concrete A Tangible Idea That is Common Among Us All
- 38. Concrete A Tangible Idea That is Common Among Us All Capital of Tennessee The First Line of “Happy Birthday to You” The Mona Lisa Your First Car (NOT) The Definition of “truth” (everyone has their own interpretation)
- 39. Credible Help People Believe External Credibility: Pam Laffin Internal Credibility: Testable Credentials Make Data Accessible / Humanized
- 40. Credible Anti-Smoking Campaign - Pam Laffin
- 41. Credible Anti-Smoking Campaign - Pam Laffin Pam is Real Pam is Serious Pam is Suffering Pam is now Dead
- 42. Credible Use the “Sinatra Test” (if you can make it here you’ll make it anywhere)
- 43. Credible Make Statistics Tangible (utilize human scale - BBs)
- 44. Emotional How do you get people to care? or
- 45. Emotional How do you get people to care? or 3 million Zambians Face Hunger. Thousands are dying, you could help.
- 46. Emotional How do you get people to care? or For just the cost 3 million Zambians of a cup of Face Hunger. Thousands coffee per day... are dying, you could help. you could save this child’s life
- 47. Emotional How do you get people to care? or For just the cost 3 million Zambians of a cup of Face Hunger. Thousands coffee per day... are dying, you could help. you could save this child’s life “If I look at the mass, I will never act. If I look at the one, I will” -Mother Teresa
- 48. Emotional Use The Power of Association Appeal to Self Interest Appeal to Identity
- 49. Stories Building a Story beyond the Brand Subway Jared
- 50. Stories Get People to Act Stories as Simulation Talking Shop Stories as Inspiration Jared
- 51. Helps People To: S implicity U nexpectedness C oncretedness C redibility E motional S tories
- 52. Helps People To: S implicity Get the Message U nexpectedness C oncretedness C redibility E motional S tories
- 53. Helps People To: S implicity Get the Message U nexpectedness Pay Attention C oncretedness C redibility E motional S tories
- 54. Helps People To: S implicity Get the Message U nexpectedness Pay Attention C oncretedness Understand & Remember C redibility E motional S tories
- 55. Helps People To: S implicity Get the Message U nexpectedness Pay Attention C oncretedness Understand & Remember C redibility Believe & Agree E motional S tories
- 56. Helps People To: S implicity Get the Message U nexpectedness Pay Attention C oncretedness Understand & Remember C redibility Believe & Agree E motional Care S tories
- 57. Helps People To: S implicity Get the Message U nexpectedness Pay Attention C oncretedness Understand & Remember C redibility Believe & Agree E motional Care S tories Act
- 58. Developing a Competitive Advantage
- 59. Developing a Competitive Advantage Differentiation
- 60. Developing a Competitive Advantage Differentiation After determining how to present the STORY of our artist in a “Made to Stick” sort of way....
- 61. Developing a Competitive Advantage Differentiation After determining how to present the STORY of our artist in a “Made to Stick” sort of way.... How do we position them to succeed?
- 63. SWOT Analysis Developed by Albert S Humphrey Stanford University 60’s & 70’s Consulted over 100 companies globally
- 64. SWOT Analysis for an Artist
- 65. Strengths Strengths - Attributes of the artist / brand that are helpful in achieving the objectives:
- 66. Strengths Strengths - Attributes of the artist / brand that are helpful in achieving the objectives: Sound Songs Style Performance
- 67. Weaknesses Weaknesses - Attributes of the artist / brand that are harmful in achieving the objectives.
- 68. Weaknesses Weaknesses - Attributes of the artist / brand that are harmful in achieving the objectives. Budget Originality Approach
- 69. Opportunities Opportunities - External conditions that are helpful in achieving the objectives
- 70. Opportunities Opportunities - External conditions that are helpful in achieving the objectives Concerts, Festivals & Tours Partnerships & Sponsorships Charities & Benefits Digital or Word-of-Mouth Marketing
- 71. Threats Threats - External conditions which could do damage to the objectives.
- 72. Threats Threats - External conditions which could do damage to the objectives. Partner Changes Culture Shift Technical Difficulty Health & Band Breakup
- 73. SWOT Matrix
- 75. SWOT Matrix Internal Internal
- 76. SWOT Matrix Internal Internal External
- 77. SWOT Matrix Internal Internal External External
- 78. How Does Your Artist fit into a SWOT?
- 79. How Does Your Artist fit into a SWOT? SWOT analysis can be very subjective. Do not rely too much on it. Two people rarely come up with the same final version of a SWOT Use it as a guide and not as a prescription
Notes de l'éditeur
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n
- \n