When N-of-8 methods are combined with our ForwardFast® branding
model, you can look at six main areas of the brand to determine the rebranding
1. Likeability – what elements of the product and branding
are attracting customers?
2. Logo – is the name, symbol, font, design appealing – and
can it be sustained in an extended life cycle?
3. Quality Offering – are the main attributes of the brand
simple and easy to understand?
4. Associations – what is the brand connected with, and if
it’s right, could it be strengthened?
5. Attitude – consider the tone of the package design,
campaign copy, delivery system.
6. Quality Experience – this is the newest and strongest
area that many marketers are learning needs attention; does the experience of
buying, using, and servicing the product match your brand – and can it be
Idaho brands like Simplot and Micron have benefited from the
emergence of China as a global economic giant.Idaho's exports to China have risen from $700 million in
1987 to more than $5 billion today across all sectors.
But what are the new opportunities for Idaho businesses to
grow dramatically as the nation of 1.4 billion people matures.
"China is moving from being the world factory to being
the world market," said Manuel Menendez, a businessman who has been making
deals in China for 30 years.
This shift, along with huge wealth accumulated by individual
Chinese, will help nearly every segment of Idaho's economy – including health
Menendez was the keynote speaker at a one-day China Business
Summit I attended last month in Boise. It was sponsored by the state and
several Idaho businesses. I joined business executives from around Idaho to
hear how to integrate China trade into our brand strategies.
Gov. Butch Otter opened the session, sharing advice he has gained
from visits to 83 countries in 18 trade missions since 1987. Both he and
Menendez spoke of the importance of having partners in China who know the
country, and the cultural and political landscapes.
By its nature, research in health, science, and technology
dictates thinking outside the “box” in new and creative ways, seeking fresh
perspectives and continuously tapping new innovations for cost-effective and
Medical research goes hand in hand with the advent of
globalization in the economy, commerce, and societal trends and values.
International collaboration in medical research will create fertile conditions
for research innovations, understanding, and common solutions to common
The basic logic of N-of-8 New Product Conception applies
branding excellence at the international level that is compatible with the
global research cooperation in research, development, and scientific
Using N-of-8 should mean that significantly greater
financial resources and human intellectual talent can be concentrated on
solving the most significant health problems – and increase the timely
application of new approaches that would reduce morbidity and mortality in the
most significant numbers worldwide.
Obviously, yet importantly, in today’s real-time knowledge
sharing, an N-of-8 approach can give a brand team in multiple markets simultaneous
access to new product ideas to address similarly demands and issues –
motivating the team to more global integration,more competitiveness, and greater sustainability in product
To work towards creating such vision, N-of-8 can:
Create enabling procedures – the frameworks for research
that take into consideration the global market in fostering innovations.
Enabling procedures take into consideration the mobility of scientists across
Mobilize human capital – to focus both scientists and
marketers, strengthening their collaborative capacity.Idea generation with cultural
competency and sensitivity can lead to successful cross-cultural collaboration.
Build collaboration mechanisms and joint programs – to
clearly define goals and processes that lower barriers to product development
and enhance synergy.
Systematically address the main barriers– that are often
issues that lead team down “blind alleys” and block the discussion and
dissemination of new ideas and prototypes.N-of-8 can promote global standardization and harmonization
of research knowledge.
Improve idea management and sharing – with a model, tools,
and structure for global brand development, creating common standards for
documentation and collaboration practices.
You know what I'm talking about. People who think talking is the same as
This person may or may not actually be the boss. The main strategy is to get
everyone talking and working together constructively, then use the political
capital he's just gained to hijack the meeting and implement his own agenda at
the last minute. Get on his good side, because he'll be the boss eventually.
This guy (almost always a guy) will audibly sigh whenever he disagrees with
something. If pressed, he'll refuse to go into details on why he disagrees or
what exactly his problem is. I don't like this one.
Sits in the meeting, slightly aloof, and doesn't participate at all. He may
offer a single quietly stated opinion near the end of the meeting. Mostly
The Stealth Lurker
You might think this guy is a real lurker, but he isn't. He's the one who says
nothing for the whole meeting then offers a single quietly stated opinion near
the end. Then, no matter what everyone else agreed on, his plan gets
implemented. How did it happen? Who knows. This guy has some power you don't
understand. Get to know him.
This one is like the talker, except he meanders all over and creates long,
drawn out metaphors that nobody understands. A friend at yahoo (the same one
who hates all new
yahoos) once said about a meanderer: "I love [person]. Whenever
we're in a early morning meeting I throw him a real softball question then just
lean back and zone out."
Aims to destroy other people rather than win arguments or get his way. This guy
is annoying but not really dangerous since he is easily recognized. The best
strategy is to put him in a meeting with another killer, get them arguing, then
excuse yourself and go play air hockey.
The Productive, Reasonable Contributor
If you get three of these people together in a meeting you should change the
topic to quitting and starting a new company.
Textiles and innovation aren't two words that generally go
hand in hand. That's about to change, according to the folks at the European Center of Innovative
Textiles (CETI), in Lille, France.
The organization inaugurated its new headquarters last year.Its goal is creating better, more
high-tech solutions across a number of industries. Their current projects show
Specific to health care, CETI is working to develop new
fabric for wound dressing, in which medicine, antivirals, and antibacterials
are already integrated into the fibers. Looking further to the future, the
organization envisions nonwoven textiles that can be used as a "seed"
to rebuild tissue.
Medical, sport & leisure, hygiene, and protection represent
over 25% of technical textiles market in value and volume. Medical textiles
offer innovation solutions in the following application sectors:
It's good to look back on successful uses of N-of-8 to learn how it might apply to your current challenges.
Here was one situation from a few years ago:
Precedex is an important product for Hospira, one that can
change practice and benefit patients.The company was committed to reaching big goals and making this a blockbuster
product for Hospira.
And step one
was bringing the corporate decision-makers together in one room for a workshop
to use their collective experience and expertise to drive thinking, establish
priorities, and focus on the most important things – the right things in the
The Precedex team recognized the importance of developing a
“vision” strategy – building a solid foundation for this unique and valuable
The main goal for this N-of-8 Vision Advancement was to initiate
the development of a three-year Precedex strategy map that would identify the
overarching strategy, sub-strategies, issues and top-line tactics for
increasing awareness, expanding reach, and increasing sales. The team
understood the importance of identifying and articulating a value proposition
from the perspective of the customer and came together to explore and develop
Precedex strategy maps using the N-of-8 along with our Strategic GPS® process.
We began the N-of-8 initiative with pre-workshop “listening”
interviews designed to gather preliminary ideas and thinking around what was
possible.In the session, the team
determined “where we are” in relation to the customer, and advanced the
thinking to identify “where we want to be” in 3 to 5 years, from a customer
This exploration further focused and defined thinking as it
relates to overall strategy and vision development.
Say no. Expand beyond what you were told and say ‘no’ to any
requests on your time that don’t actually move your work along. You can be nice
about it, but avoid taking on new projects. I know that you’re thinking that
you can’t just going around telling everyone that you aren’t going to help
them, and, sure, if you have some time to spare, there isn’t anything wrong
with lending a helping hand. But your work must come before helping others.
Stop hitting snooze. I will struggle with my alarm clock
until the day I die. But giving in to the temptation of the snooze button will
only lose both you and I precious time. It’s a bad habit to start, and a hard
one to stop. As long as you are getting enough sleep, though, you need to get
up when the buzzer goes off. If you need another hour in the day, why would you
spend an hour dozing in bed after your alarm’s gone off?
Procrastinate. In fact, I suggest that you procrastinate
shamelessly. As a freelance writer, I make a point to work on projects in the
order of their due dates. This means that I’m often finishing up projects hours
or even minutes before they’re actually due. It also means that I don’t have to
worry about incorporating last minute changes — because I can do it the first
time around. I’ve had plenty of projects canceled midway through, as well. If I
procrastinate, I can avoid wasting my time on work that I might not get paid
Put big tasks first. Get your biggest task or project done
first thing in the morning. You’ll need the most time in your day for the big
projects. Small tasks (even if they’re important) can be done in the fifteen minutes
between meetings or waiting for the bus. Develop your ability to estimate how
long a task will take you: do you need to sit down and spend some time to get
it done? Or can you do it on your way to your next stop?
Leave early. If you can get somewhere even a few minutes
early, you’ll probably have to wait — which is a waste of time, right? Wrong!
Remember those small tasks you want to get done today, but haven’t gotten to
yet? Make use of those few valuable minutes to return a phone call, write a memo
or plan out tomorrow. You may need to drag along a few office supplies — I keep
and pen with me at all times, personally — but you’d be surprised what you can
get done. If it’s a nice day, consider just sitting in your car with the
windows down. You’ll even get the benefit of a little extra fresh air.
Ignore irrelevancies. As painful as it is to turn off your
email for even a few minutes, it’s probably not relevant to the project you
need to be working on right now. Be ruthless with yourself and turn off your
email and other distractions (instant messenger, phone and anything else). You
can always respond later — and if it’s a real emergency, like the building is
burning down around your ears, somebody will probably come in to your office to
let you know.
Stay aware. At about two o’clock each afternoon, I feel like
the only thing I want to do is take a nap. But I know that I can make myself
more aware — enough, at least, to concentrate on my work — by taking a walk out
in the fresh air and downing a soda. Keeping yourself focused is key to getting
a project done and over with: if you’re less than aware of what you’re working
on, you not only run the risk of making a mistake, you’re also likely to take
much longer to finish your project. And the more time, you spend on a particular
task, the less time you have for every other thing you want to do today.
Plan your day. While you may need to have a flexible plan
for your day, you still need an outline of the day. List what you absolutely
must get done today, what meetings you have planned and any other notes you’ll
need for the day. While you don’t have to be strict to the point of refusing to
do anything not on your plan, having an actual schedule for your day can help
you to be ruthless with others’ requests on your time: “I’d love to help you
out, Jane, but I’m completely scheduled today.”
I'm working on an unbiased appraisal of the features, advantages and limitations of “closed loop” marketing e-platforms.
Closed Loop Marketing refers to a loop of two-way messaging with customers. Marketing messages and materials are pushed to the customer based upon insights on customer preferences, or accessed in a self-service model. Based on data gathered during the interaction, a cycle of continuous improvement is enacted; for example enhanced knowledge about the customer and customer preferences allow us to refine the message or content to improve subsequent interactions.
When the insights gained during a customer interaction are used to make a change in the sales and marketing approach in order to improve a subsequent interaction, the loop is closed.
CLM is about building relationships using data gleaned from customer interactions through various communication channels to support the continuous refining of relationships. The selection of the channel should be driven by customer preference and/or receptivity. A secondary benefit of closed loop marketing is an improved customer database and refined segmentation including behavioral attributes.
Closed Loop Marketing can operate at many different levels of sophistication. As knowledge about the customer increases, the content becomes more and more relevant based on our ability to adapt the channel, content, message, or other preferences.
I’d be interested in your experiences with these customer interactions for closed loop marketing: