In his continuing series on taking action, Rich Schefren recently added an interview with David Meerman Scott.
David is the author of "The New Rules Of Marketing And PR: How to Use News Releases, Blogs, Podcasting, Viral Marketing and Online Media to Reach Buyers Directly".
It’s been a best-selling marketing book on Amazon for the past 18 months or so.
Rich comments, “This book breaks down some complicated theories to a simple-to-understand level that anyone can immediately implement. No kidding–once you finish this book, you’ll be all fired up to take action and start putting these principles into play.”
In the podcast, David answers questions such as…
• How does PR fit into today’s latest marketing techniques?
• How do you distinguish between what to give away for free and what to hold “close to the vest”?
• Is requiring opt-ins a master stroke…or a major mistake?
• Should I think of myself as a marketer–or publisher?
• What are the steps needed to take action and get started right away?
Plus lots more. And you can get it all right here.
http://media.strategicprofits.com/audio/call-meerman-04-18.mp3
Rich is offering it for no charge. No registration required.
So do me a favor – listen closely to the interview. And afterwards, tell me what you thought of the interview by posting a comment on my blog.
Thursday, September 04, 2008
Wednesday, September 03, 2008
Ten paradoxical traits of the “creative personality.”
Mihaly Csikszentmihalyi has devoted 4 decades to researching how creative people work and live. His writing helps us understand the mysterious process by which people come up with new ideas and new things.
He says creative individuals are exceptional because they adapt to almost any situation and make do with whatever is at hand to reach their goals.
In a word, what does he believe makes their personalities different from others: complexity.
Here from Csikszentmihalyi are “10 antithetical traits often present in creative people that are integrated with each other in a dialectical tension.”
1 Creative people have a great deal of physical energy, but they're also often quiet and at rest. They work long hours, with great concentration, while projecting an aura of freshness and enthusiasm.
2 Creative people tend to be smart, yet naive at the same time. How smart they actually are is open to question. It is probably true that what psychologists call the "g factor," meaning a core of general intelligence, is high among people who make important creative contributions.
3 Creative people combine playfulness and discipline, or responsibility and irresponsibility. There is no question that a playfully light attitude is typical of creative individuals. But this playfulness doesn't go very far without its antithesis, a quality of doggedness, endurance, and perseverance.
4 Creative people alternate between imagination and fantasy, and a rooted sense of reality. Great art and great science involve a leap of imagination into a world that is different from the present. The rest of society often views these new ideas. as fantasies without relevance to current reality. And they are right. But the whole point of art and science is to go beyond what we now consider real and create a new reality At the same time, this "escape" is not into a never-never land. What makes a novel idea creative is that once we see it, sooner or later we recognize that, strange as it is, it is true.
5 Creative people trend to be both extroverted and introverted. We're usually one or the other, either preferring to be in the thick of crowds or sitting on the sidelines and observing the passing show. In fact, in current psychological research, extroversion and introversion are considered the most stable personality traits that differentiate people from each other and that can be reliably measured. Creative individuals, on the other hand, seem to exhibit both traits simultaneously.
6 Creative people are humble and proud at the same time. It is remarkable to meet a famous person who you expect to be arrogant or supercilious, only to encounter self-deprecation and shyness instead. Yet there are good reasons why this should be. These individuals are well aware that they stand, in Newton's words, "on the shoulders of giants." Their respect for the area in which they work makes them aware of the long line of previous contributions to it, putting their own in perspective. They're also aware of the role that luck played in their own achievements. And they're usually so focused on future projects and current challenges that past accomplishments, no matter how outstanding, are no longer very interesting to them. At the same time, they know that in comparison with others, they have accomplished a great deal. And this knowledge provides a sense of security, even pride.
7 Creative people, to an extent, escape rigid gender role stereotyping. When tests of masculinity/femininity are given to young people, over and over one finds that creative and talented girls are more dominant and tough than other girls, and creative boys are more sensitive and less aggressive than their male peers.
8 Creative people are both rebellious and conservative. It is impossible to be creative without having first internalized an area of culture. So it's difficult to see how a person can be creative without being both traditional and conservative and at the same time rebellious and iconoclastic. Being only traditional leaves an area unchanged; constantly taking chances without regard to what has been valued in the past rarely leads to novelty that is accepted as an improvement.
9 Creative people are very passionate about their work, yet they can be extremely objective about it as well. Without the passion, we soon lose interest in a difficult task. Yet without being objective about it, our work is not very good and lacks credibility.
10 Creative people's openness and sensitivity often exposes them to suffering and pain, yet also to a great deal of enjoyment. A badly designed machine causes pain to an inventive engineer, just as the creative writer is hurt when reading bad prose. Being alone at the forefront of a discipline also leaves you exposed and vulnerable. Eminence invites criticism and often vicious attacks. When an artist has invested years in making a sculpture, or a scientist in developing a theory, it is devastating if nobody cares. Deep interest and involvement in obscure subjects often goes unrewarded, or even brings on ridicule. Divergent thinking is often perceived as deviant by the majority, therefore, the creative person may feel isolated and misunderstood.
From Creativity: The Work and Lives of 91 Eminent People, by Mihaly Csikszentmihalyi.
He says creative individuals are exceptional because they adapt to almost any situation and make do with whatever is at hand to reach their goals.
In a word, what does he believe makes their personalities different from others: complexity.
Here from Csikszentmihalyi are “10 antithetical traits often present in creative people that are integrated with each other in a dialectical tension.”
1 Creative people have a great deal of physical energy, but they're also often quiet and at rest. They work long hours, with great concentration, while projecting an aura of freshness and enthusiasm.
2 Creative people tend to be smart, yet naive at the same time. How smart they actually are is open to question. It is probably true that what psychologists call the "g factor," meaning a core of general intelligence, is high among people who make important creative contributions.
3 Creative people combine playfulness and discipline, or responsibility and irresponsibility. There is no question that a playfully light attitude is typical of creative individuals. But this playfulness doesn't go very far without its antithesis, a quality of doggedness, endurance, and perseverance.
4 Creative people alternate between imagination and fantasy, and a rooted sense of reality. Great art and great science involve a leap of imagination into a world that is different from the present. The rest of society often views these new ideas. as fantasies without relevance to current reality. And they are right. But the whole point of art and science is to go beyond what we now consider real and create a new reality At the same time, this "escape" is not into a never-never land. What makes a novel idea creative is that once we see it, sooner or later we recognize that, strange as it is, it is true.
5 Creative people trend to be both extroverted and introverted. We're usually one or the other, either preferring to be in the thick of crowds or sitting on the sidelines and observing the passing show. In fact, in current psychological research, extroversion and introversion are considered the most stable personality traits that differentiate people from each other and that can be reliably measured. Creative individuals, on the other hand, seem to exhibit both traits simultaneously.
6 Creative people are humble and proud at the same time. It is remarkable to meet a famous person who you expect to be arrogant or supercilious, only to encounter self-deprecation and shyness instead. Yet there are good reasons why this should be. These individuals are well aware that they stand, in Newton's words, "on the shoulders of giants." Their respect for the area in which they work makes them aware of the long line of previous contributions to it, putting their own in perspective. They're also aware of the role that luck played in their own achievements. And they're usually so focused on future projects and current challenges that past accomplishments, no matter how outstanding, are no longer very interesting to them. At the same time, they know that in comparison with others, they have accomplished a great deal. And this knowledge provides a sense of security, even pride.
7 Creative people, to an extent, escape rigid gender role stereotyping. When tests of masculinity/femininity are given to young people, over and over one finds that creative and talented girls are more dominant and tough than other girls, and creative boys are more sensitive and less aggressive than their male peers.
8 Creative people are both rebellious and conservative. It is impossible to be creative without having first internalized an area of culture. So it's difficult to see how a person can be creative without being both traditional and conservative and at the same time rebellious and iconoclastic. Being only traditional leaves an area unchanged; constantly taking chances without regard to what has been valued in the past rarely leads to novelty that is accepted as an improvement.
9 Creative people are very passionate about their work, yet they can be extremely objective about it as well. Without the passion, we soon lose interest in a difficult task. Yet without being objective about it, our work is not very good and lacks credibility.
10 Creative people's openness and sensitivity often exposes them to suffering and pain, yet also to a great deal of enjoyment. A badly designed machine causes pain to an inventive engineer, just as the creative writer is hurt when reading bad prose. Being alone at the forefront of a discipline also leaves you exposed and vulnerable. Eminence invites criticism and often vicious attacks. When an artist has invested years in making a sculpture, or a scientist in developing a theory, it is devastating if nobody cares. Deep interest and involvement in obscure subjects often goes unrewarded, or even brings on ridicule. Divergent thinking is often perceived as deviant by the majority, therefore, the creative person may feel isolated and misunderstood.
From Creativity: The Work and Lives of 91 Eminent People, by Mihaly Csikszentmihalyi.
Tuesday, September 02, 2008
Can there be a “negative optimist?”
The most important quality for success in entrepreneurship and in life is the quality of optimism. Optimists have an unrealistic expectation of success. As a result, they are willing to try far more things without becoming discouraged.
In addition, because of their unrealistically positive attitude, they are willing to persist much longer than the average person.
Everyone who knows me may say I’m an unbridled optimist. But of course, I could not make the tough decisions expected of me if that were always the case.
And that’s why I like these thoughts from Brian Tracy I got recently. He said, “Optimism is a wonderful quality – as long as you have it under control.”
Be a Negative Optimist: By Brian Tracy
** Taper Your Optimism **
In order to be successful in business and in any activity where your money is involved, you must temper your optimism with negativism. You must be enthusiastic about the possible upside of the investment, but you must be skeptical, critical, suspicious, and demanding about all the different ways that your money can be lost.
** Listen to Negative Viewpoints **
Seek out and listen carefully to people who are negative toward your idea. Look for negative thinkers, because their viewpoints can be invaluable and save you a fortune in time and money. I have a friend who is a lawyer. And he recommends and gives advice to many people on investments. And what he does is this. When someone comes and they want to make an investment that he's unsure about, he says, all right, I want you to come to my office and I want you to sit behind my desk. And then I'm going to come in and I'm going to present this investment to you, and I want you to critique this investment as if you were me.
** Help Others to Evaluate Honestly **
And he says that when his clients begin critiquing the investments they're thinking about going into, when they begin becoming negative thinkers about the investments, he says they are astonished at how bad the investments really are.
He said he has saved his clients millions of dollars by forcing them to be negative thinkers about their own ideas, simply by switching roles and sitting in front of the desk while they sit behind the desk.
** Keep Your Mind Open **
But don't be overly influenced by negative thinkers. Just take their viewpoints into consideration. There's a famous story of Mary Hudson, who started off with 200 dollars in the middle of the Depression and leased a gas station that two men had gone broke running at two different occasions. And from that she built a company called Hudson Oil, which is now the biggest independent distributor of gas and oil in the United States. From a $200 investment, even though everybody told her she would fail. So remember, listen to negative thinkers, but don't necessarily accept their advice.
** Action Exercises: **
Here are two things you can do immediately to get these ideas into action.
First, view your idea as if you were an outside consultant. Ask, "What are all of the possible risks or flaws in this cause of action?"
Second, seek out the opinions of others. Listen without responding or defending. Thank them for their input. They may save you a lot of money.
Brian Tracy is the most-listened-to audio author on personal and business success. His fast-moving talks and seminars on leadership, sales, managerial effectiveness, and business strategy are loaded with powerful, proven ideas and strategies that people can immediately apply to get better results in every area. For more information, go to http://www.BrianTracy.com
In addition, because of their unrealistically positive attitude, they are willing to persist much longer than the average person.
Everyone who knows me may say I’m an unbridled optimist. But of course, I could not make the tough decisions expected of me if that were always the case.
And that’s why I like these thoughts from Brian Tracy I got recently. He said, “Optimism is a wonderful quality – as long as you have it under control.”
Be a Negative Optimist: By Brian Tracy
** Taper Your Optimism **
In order to be successful in business and in any activity where your money is involved, you must temper your optimism with negativism. You must be enthusiastic about the possible upside of the investment, but you must be skeptical, critical, suspicious, and demanding about all the different ways that your money can be lost.
** Listen to Negative Viewpoints **
Seek out and listen carefully to people who are negative toward your idea. Look for negative thinkers, because their viewpoints can be invaluable and save you a fortune in time and money. I have a friend who is a lawyer. And he recommends and gives advice to many people on investments. And what he does is this. When someone comes and they want to make an investment that he's unsure about, he says, all right, I want you to come to my office and I want you to sit behind my desk. And then I'm going to come in and I'm going to present this investment to you, and I want you to critique this investment as if you were me.
** Help Others to Evaluate Honestly **
And he says that when his clients begin critiquing the investments they're thinking about going into, when they begin becoming negative thinkers about the investments, he says they are astonished at how bad the investments really are.
He said he has saved his clients millions of dollars by forcing them to be negative thinkers about their own ideas, simply by switching roles and sitting in front of the desk while they sit behind the desk.
** Keep Your Mind Open **
But don't be overly influenced by negative thinkers. Just take their viewpoints into consideration. There's a famous story of Mary Hudson, who started off with 200 dollars in the middle of the Depression and leased a gas station that two men had gone broke running at two different occasions. And from that she built a company called Hudson Oil, which is now the biggest independent distributor of gas and oil in the United States. From a $200 investment, even though everybody told her she would fail. So remember, listen to negative thinkers, but don't necessarily accept their advice.
** Action Exercises: **
Here are two things you can do immediately to get these ideas into action.
First, view your idea as if you were an outside consultant. Ask, "What are all of the possible risks or flaws in this cause of action?"
Second, seek out the opinions of others. Listen without responding or defending. Thank them for their input. They may save you a lot of money.
Brian Tracy is the most-listened-to audio author on personal and business success. His fast-moving talks and seminars on leadership, sales, managerial effectiveness, and business strategy are loaded with powerful, proven ideas and strategies that people can immediately apply to get better results in every area. For more information, go to http://www.BrianTracy.com
Friday, August 29, 2008
On the way to Pocatello Half Marathon
Have a great Labor Day weekend. Jenny and I are heading to Pocatello, Idaho to run the half marathon. Remember my motto – “It’s only a half!?!?!”
Thursday, August 28, 2008
We didn’t.
My favorite quote of the month –
“We could have taken the safe route. We could have created a traditional production. We didn’t.”
“We could have taken the safe route. We could have created a traditional production. We didn’t.”
Wednesday, August 27, 2008
Great ideas DO come from anywhere
The reach of our company’s offices is something I’ve been contemplating lately.
I’m out in the Boise office this week. We’ve been talking about how to expand our Philadelphia presence. Our work with Rekmar in Istanbul, Turkey is growing.
And opportunities on the West Coast keep presenting themselves.
So it was timely that I read this from the AAF (American Advertising Federation):
GREAT IDEAS DON’T KNOW THEIR ZIP CODE.
They’re oblivious to their surroundings.
They resent the implication that they’d be better off if they lived in a major metropolitan area.
They refuse to believe the they’re any less important then ideas that reside in some ivory tower on the corner of Superior and Smug.
Great ideas are not impressed with an iconic skyline or a famous avenue.
They don’t care if they were born in a corner office or the corner of a cubicle.
Great ideas can come from anywhere.
www.addycompetition.com
I’m out in the Boise office this week. We’ve been talking about how to expand our Philadelphia presence. Our work with Rekmar in Istanbul, Turkey is growing.
And opportunities on the West Coast keep presenting themselves.
So it was timely that I read this from the AAF (American Advertising Federation):
GREAT IDEAS DON’T KNOW THEIR ZIP CODE.
They’re oblivious to their surroundings.
They resent the implication that they’d be better off if they lived in a major metropolitan area.
They refuse to believe the they’re any less important then ideas that reside in some ivory tower on the corner of Superior and Smug.
Great ideas are not impressed with an iconic skyline or a famous avenue.
They don’t care if they were born in a corner office or the corner of a cubicle.
Great ideas can come from anywhere.
www.addycompetition.com
Tuesday, August 26, 2008
A new favorite read – PORTFOLIO
For a while, I’ve counted WIRED and FAST COMPANY as my two top magazines for business and personal inspiration. Now, a newcomer is joining them as a must-read for me: Conde Nast PORTFOLIO.
According to its mission, PORTFOLIO fully engages business leaders with a big-picture perspective in print and a real time focus on the day's most compelling developments online.
I’m engaged indeed.
Sample it for yourself at http://www.portfolio.com/
According to its mission, PORTFOLIO fully engages business leaders with a big-picture perspective in print and a real time focus on the day's most compelling developments online.
I’m engaged indeed.
Sample it for yourself at http://www.portfolio.com/
Monday, August 25, 2008
Start Living in Prime Time
One of the first business motivation tapes I bought was Denis Waitley.
He is one of the most respected authors, keynote lecturers, and productivity consultants on high performance human achievement. He has inspired, informed, challenged, and entertained audiences for over 25 years from the boardrooms of multi-national corporations to the control rooms of NASA's space program.
So when I read this email from him, I wanted to pass it along.
Prime time is that period between 6 and 10 p.m. during which most of the general public watches television. Commercials in prime time are the most expensive, approaching a million dollars per minute. Your real success in life will take a quantum leap when you stop watching other people making money in their professions performing in prime time, and start living your own dreams and goals in prime time. Time is the ultimate equal opportunity employer. Time never stops to rest, never hesitates, never looks forward or backward. Life's raw material spends itself in the now, this moment, which is why how you spend your time is far more important than all the material possessions you may own or positions you may obtain. Positions change, possessions come and go, you can earn more money. You can renew your supply of many things, but like good health, that other most precious resource, time spent is gone forever.
Each yesterday, and all of them together, are beyond your control. Literally all the money in the world can't undo or redo a single act you performed. You cannot erase a single word you said. You can't add an "I love you," "I'm sorry," or "I forgive you," not even a "thank you" you forgot to say. Each human being in every hemisphere and time zone has precisely 168 hours a week to spend. And some of the most precious hours occur in prime time.
Consider this: most of your daytime hours are spent helping other people solve their problems. The little time you have in the evenings and on weekends is all you have to spend on yourself, on your own dreams and goals, and personal development. Some thoughts to ponder:
* Have supper with your loved ones at least two to three times per week. It's the best time for casual conversation to listen to what those close to you feel is important in their lives. Mealtime is a time for dialogue.
* A television set is an appliance. It should be used, at most, for two hours at a time. It should be off, unless specific programs of interest are selected. It should not be used as a one-eyed babysitter. For the most part, TV exposes us to negative role models.
* Instead of watching television, why not read a good fiction or nonfiction book, write a letter, engage in a hobby or craft, call a friend or someone in need of encouragement on the phone, network on your computer, go out to an ethnic restaurant, a home show, an entrepreneurial show, a musical recital, a play, a fitness class, or cultural event? Take an art or photography class. Use prime time to live the kind of life others put on layaway.
Action Idea: If you and your family/friends watch TV, try not turning it on for one week. When you do watch TV, reduce by 50% the amount of time you spend watching it. Concentrate your evenings and free time engaged in hands-on, real-life experiences that you can touch, feel, smell, and engage all your senses in. Instead of virtual reality, insist on the real thing.
For more on Denis, visit http://www.deniswaitley.com
He is one of the most respected authors, keynote lecturers, and productivity consultants on high performance human achievement. He has inspired, informed, challenged, and entertained audiences for over 25 years from the boardrooms of multi-national corporations to the control rooms of NASA's space program.
So when I read this email from him, I wanted to pass it along.
Prime time is that period between 6 and 10 p.m. during which most of the general public watches television. Commercials in prime time are the most expensive, approaching a million dollars per minute. Your real success in life will take a quantum leap when you stop watching other people making money in their professions performing in prime time, and start living your own dreams and goals in prime time. Time is the ultimate equal opportunity employer. Time never stops to rest, never hesitates, never looks forward or backward. Life's raw material spends itself in the now, this moment, which is why how you spend your time is far more important than all the material possessions you may own or positions you may obtain. Positions change, possessions come and go, you can earn more money. You can renew your supply of many things, but like good health, that other most precious resource, time spent is gone forever.
Each yesterday, and all of them together, are beyond your control. Literally all the money in the world can't undo or redo a single act you performed. You cannot erase a single word you said. You can't add an "I love you," "I'm sorry," or "I forgive you," not even a "thank you" you forgot to say. Each human being in every hemisphere and time zone has precisely 168 hours a week to spend. And some of the most precious hours occur in prime time.
Consider this: most of your daytime hours are spent helping other people solve their problems. The little time you have in the evenings and on weekends is all you have to spend on yourself, on your own dreams and goals, and personal development. Some thoughts to ponder:
* Have supper with your loved ones at least two to three times per week. It's the best time for casual conversation to listen to what those close to you feel is important in their lives. Mealtime is a time for dialogue.
* A television set is an appliance. It should be used, at most, for two hours at a time. It should be off, unless specific programs of interest are selected. It should not be used as a one-eyed babysitter. For the most part, TV exposes us to negative role models.
* Instead of watching television, why not read a good fiction or nonfiction book, write a letter, engage in a hobby or craft, call a friend or someone in need of encouragement on the phone, network on your computer, go out to an ethnic restaurant, a home show, an entrepreneurial show, a musical recital, a play, a fitness class, or cultural event? Take an art or photography class. Use prime time to live the kind of life others put on layaway.
Action Idea: If you and your family/friends watch TV, try not turning it on for one week. When you do watch TV, reduce by 50% the amount of time you spend watching it. Concentrate your evenings and free time engaged in hands-on, real-life experiences that you can touch, feel, smell, and engage all your senses in. Instead of virtual reality, insist on the real thing.
For more on Denis, visit http://www.deniswaitley.com
Sunday, August 24, 2008
A health science communications twist on “anchor-and-twist”
We’re constantly reminded that coming up with a creative brand idea is not enough. We also have to compel our health science technology customer to understand -- and care about -- the innovation.
This is an important premise of the best-selling book Made To Stick.
Recently, co-author Dan Heath was interviewed on XM Channel 157 about how the principles of Made to Stick can apply in a variety of medical settings. There was also a great example published in Fast Company magazine about an application of anchor-and-twist found in the American Heart Association’s new life-saving technique Hands-Only CPR. CPR serves as the anchor, and "hands only" is the twist.
You can hear the interview at http://www.reachmd.com/xmsegment.aspx?sid=1561
And read the article at http://www.fastcompany.com/magazine/127/made-to-stick-anchor-and-twist.html
This is an important premise of the best-selling book Made To Stick.
Recently, co-author Dan Heath was interviewed on XM Channel 157 about how the principles of Made to Stick can apply in a variety of medical settings. There was also a great example published in Fast Company magazine about an application of anchor-and-twist found in the American Heart Association’s new life-saving technique Hands-Only CPR. CPR serves as the anchor, and "hands only" is the twist.
You can hear the interview at http://www.reachmd.com/xmsegment.aspx?sid=1561
And read the article at http://www.fastcompany.com/magazine/127/made-to-stick-anchor-and-twist.html
Saturday, August 23, 2008
On the path of champions. In the steps of heros. My weekend run at Valley Forge.
Last Saturday, I enjoyed a fantastic training hike/run in Valley Forge National Park. After all these years of going to work with clients in the area, I finally decided to stay over a weekend to take in the area.
The trails at Valley Forge are not only beautiful and challenging, but also allow you to see some of the monuments, sites, and buildings closer than you would driving.
In setting my course, I was energized to learn that Olympic medalist and 2-time world champion Catherine Ndereba trains in the Park, as do several other Kenyan runners.
Maybe it was their spirit that contributed to my excellent time that morning.
The trails at Valley Forge are not only beautiful and challenging, but also allow you to see some of the monuments, sites, and buildings closer than you would driving.
In setting my course, I was energized to learn that Olympic medalist and 2-time world champion Catherine Ndereba trains in the Park, as do several other Kenyan runners.
Maybe it was their spirit that contributed to my excellent time that morning.
Friday, August 22, 2008
Successful webcast collaboration
I’m really proud of our team who helped develop and produce a webinar this week with Medical Marketing & Media, sponsored by our client ReachMD XM Channel 157.
The title of the webinar was “Overcoming The 6 Challenges of CME with Innovative Media.”
It proved to be a lively interactive panel discussion that tackled the relevant issues confronting CME planners and sponsors. It helped participants understand how they can apply best practice learning principles, as well as new media options, to achieve measurable results.
Here’s why I’m so pleased:
• It was the highest number of participants ever for an MM&M webcast – nearly 200 people.
• Nearly all those people stayed on the call the entire hour.
• The number of questions submitted in the webcast chat demonstrated high interest and interactivity.
• Our panel of experts was dynamite. Thanks Leslie, Linda, and Shawn.
• The promotional mix (direct mail, online, emails, and personal calls) worked.
• The folks at MM&M were good to work with. Thanks James, Eddie, and Shital.
• Most of all, our team really came together to make it successful for the client. Thanks Michelle, Melanie, Wayne, Katie, Melissa, and others who supported them. And thanks to Gary, Paul, Natalie, Julie, and everyone at ReachMD for being such terrific clients.
You can hear the webcast on-demand now at www.ReachMD.com/CMEwebcast
The title of the webinar was “Overcoming The 6 Challenges of CME with Innovative Media.”
It proved to be a lively interactive panel discussion that tackled the relevant issues confronting CME planners and sponsors. It helped participants understand how they can apply best practice learning principles, as well as new media options, to achieve measurable results.
Here’s why I’m so pleased:
• It was the highest number of participants ever for an MM&M webcast – nearly 200 people.
• Nearly all those people stayed on the call the entire hour.
• The number of questions submitted in the webcast chat demonstrated high interest and interactivity.
• Our panel of experts was dynamite. Thanks Leslie, Linda, and Shawn.
• The promotional mix (direct mail, online, emails, and personal calls) worked.
• The folks at MM&M were good to work with. Thanks James, Eddie, and Shital.
• Most of all, our team really came together to make it successful for the client. Thanks Michelle, Melanie, Wayne, Katie, Melissa, and others who supported them. And thanks to Gary, Paul, Natalie, Julie, and everyone at ReachMD for being such terrific clients.
You can hear the webcast on-demand now at www.ReachMD.com/CMEwebcast
Thursday, August 21, 2008
“Incredible” news
I wanted to share some exciting news. I was recently informed that I’d been selected to receive a Brand Leadership Award from the Asia Brand Congress.
I’ll be traveling to accept the award at an international conference in Mumbai, India. In addition, I will give a talk on “Communicating a Brand that Connects, Engages and Inspires Audiences.”
So I’ve been doing some research on India in preparation for my first trip there.
As a cultural symbol, the Taj Mahal is unparalleled. It took 20,000 workers, 1,000 elephants, and 17 years to build.
The Incredible India tourism campaign has its own YouTube channel. Join me in watching at www.youtube.com/user/india
I’ll be traveling to accept the award at an international conference in Mumbai, India. In addition, I will give a talk on “Communicating a Brand that Connects, Engages and Inspires Audiences.”
So I’ve been doing some research on India in preparation for my first trip there.
As a cultural symbol, the Taj Mahal is unparalleled. It took 20,000 workers, 1,000 elephants, and 17 years to build.
The Incredible India tourism campaign has its own YouTube channel. Join me in watching at www.youtube.com/user/india
Wednesday, August 20, 2008
Future of branding and advertising agencies.
“Lovemarks” is one of most creatively and conceptually stimulating books in our library.
In this interview from Tom Peters Company, Kevin Roberts, CEO of Saatchi & Saatchi, talks about his concept of “Lovemarks” and the future of branding and advertising agencies.
Download and read the article at http://mailings.hsmglobal.com/newsletter/2008/pdf/agosto_08_us.pdf
In this interview from Tom Peters Company, Kevin Roberts, CEO of Saatchi & Saatchi, talks about his concept of “Lovemarks” and the future of branding and advertising agencies.
Download and read the article at http://mailings.hsmglobal.com/newsletter/2008/pdf/agosto_08_us.pdf
Tuesday, August 19, 2008
Rekindling Old Flames
On this date back in 1993, I bought a copy of Psychology Today magazine in the San Diego airport.
The article's opening line was "Lost loves. First loves. We all have them but, given the opportunity, what to do when the possibility of reunion comes up?"
Read the article that inspired a fresh start at http://psychologytoday.com/articles/pto-19930901-000027.html
Then, call or email me to learn how this article (and a crock pot) changed my life.
The article's opening line was "Lost loves. First loves. We all have them but, given the opportunity, what to do when the possibility of reunion comes up?"
Read the article that inspired a fresh start at http://psychologytoday.com/articles/pto-19930901-000027.html
Then, call or email me to learn how this article (and a crock pot) changed my life.
Monday, August 18, 2008
A Two-day Challenge to Start the Week
Here’s a challenge I received...and I thought I’d share it in case you’d like to join me.
It’s a simple challenge where everyone wins (you and those around you). No real risk exists and it requires no additional time.
Within the next three weeks, set a two-day period as your days to inspire others – two days where you'll put on blinders to anything negative and be the one in the office whom everyone else can count on for words and actions that inspire and encourage. Two days where you're the light for other people – your colleagues, your prospects, your customers.
Allow nothing negative and focus only on how to serve your prospects and customers.
Once you set your two days, fully commit to the effort regardless of the inevitable challenges, regardless of the weather (please... never the weather). Fall off the inspirational horse at 2:11 on the first day? Get back on at 2:12 – no excuses. Two days. Be tough.
My mentor, Ed Foreman, taught me years ago that you wake up every day with an choice for your daily attitude. Challenges will come up regardless.
Choose the positive attitude and formally commit to spreading it for two days. Not only will it be contagious, it might become a personal habit – a personal habit that motivates you.
It’s a simple challenge where everyone wins (you and those around you). No real risk exists and it requires no additional time.
Within the next three weeks, set a two-day period as your days to inspire others – two days where you'll put on blinders to anything negative and be the one in the office whom everyone else can count on for words and actions that inspire and encourage. Two days where you're the light for other people – your colleagues, your prospects, your customers.
Allow nothing negative and focus only on how to serve your prospects and customers.
Once you set your two days, fully commit to the effort regardless of the inevitable challenges, regardless of the weather (please... never the weather). Fall off the inspirational horse at 2:11 on the first day? Get back on at 2:12 – no excuses. Two days. Be tough.
My mentor, Ed Foreman, taught me years ago that you wake up every day with an choice for your daily attitude. Challenges will come up regardless.
Choose the positive attitude and formally commit to spreading it for two days. Not only will it be contagious, it might become a personal habit – a personal habit that motivates you.
Thursday, August 14, 2008
TIPS FROM KOTLER AS YOU PLAN ‘09
In the August e-newletter from HSM Global, Philip Kotler shared five steps to marketing success.
Kotler has been Professor of International Marketing at the Kellogg School of Management for over 20 years. He has been a consultant to companies such as GE, General Motors, IBM and AT&T, and has written some of the most important works in the area of marketing.
Here are his ideas – which could be coming to you at a very timely moment in your 2009 brand planning:
1 Come in under the radar.
The key to brand-building is to have something good that you roll out in a very intelligent way -- maybe even invisibly for a while because you want to be under the radar screen of competitors.
2 Know your customer.
You've got to understand and choose the customers you want to serve. Don't just go after everyone. Define the target market carefully through segmentation and then position yourself as different and as superior to that target market.
3 Own your branding.
We are not in a state of competition anymore; we're in a state of hyper-competition. So people are desperately looking for handles, such as functional features and emotional appeals, that will draw people to their product. We should think of owning a word or a phrase that helps to build customer retention and loyalty.
4 Stay ahead of the competition.
The worst thing is that if something works, your competitors are going to clone it and before you know it anything that you had as a differentiator is imitated by the others. So you're in the business of constant innovation. Constantly ask yourself, “three years from now, what is our differentiator?”
5 Make it an experience.
Once in a while we find someone having a whole new approach to a mature market. There's a big movement to say, “we're not just adding services to our business and our product, we're actually trying to design an experience.” We're in the experience design business.
Get more inspiration like this from http://us.hsmglobal.com
Kotler has been Professor of International Marketing at the Kellogg School of Management for over 20 years. He has been a consultant to companies such as GE, General Motors, IBM and AT&T, and has written some of the most important works in the area of marketing.
Here are his ideas – which could be coming to you at a very timely moment in your 2009 brand planning:
1 Come in under the radar.
The key to brand-building is to have something good that you roll out in a very intelligent way -- maybe even invisibly for a while because you want to be under the radar screen of competitors.
2 Know your customer.
You've got to understand and choose the customers you want to serve. Don't just go after everyone. Define the target market carefully through segmentation and then position yourself as different and as superior to that target market.
3 Own your branding.
We are not in a state of competition anymore; we're in a state of hyper-competition. So people are desperately looking for handles, such as functional features and emotional appeals, that will draw people to their product. We should think of owning a word or a phrase that helps to build customer retention and loyalty.
4 Stay ahead of the competition.
The worst thing is that if something works, your competitors are going to clone it and before you know it anything that you had as a differentiator is imitated by the others. So you're in the business of constant innovation. Constantly ask yourself, “three years from now, what is our differentiator?”
5 Make it an experience.
Once in a while we find someone having a whole new approach to a mature market. There's a big movement to say, “we're not just adding services to our business and our product, we're actually trying to design an experience.” We're in the experience design business.
Get more inspiration like this from http://us.hsmglobal.com
Wednesday, August 13, 2008
With Olympic campaigns, even B-to-B marketers go for gold
We all expect the big consumer companies to roll out great new campaigns during the Olympics. And these Games have certainly delivered.
• GE introduced 3 new commercials with its “ecomagination” platform. They use imagery and fanciful situations, such as a crane morphing into an airplane, to demonstrate GE products like fuel-efficient jet engines and wind turbines. Spots were developed by BBDO New York,
• AT&T debuted “We,” promoting the three screens on which viewers can watch the Olympics—TVs, PCs and mobile phones. Spots are created by BBDO New York and BBDO Atlanta.
• Visa is running a campaign called “Go World,” developed by TBWA/Chiat/Day, Los Angeles.
What stands out are the business-to-business marketers also debuting new ad campaigns as the 2008 Beijing Olympics got under way. The Beijing Olympics telecasts by NBC (and its several network channels) are expected to reach a global audience of more than 4 billion.
PC maker Lenovo, based in Beijing with U.S. headquarters in Raleigh, NC, introduced an extensive Olympic effort, with a total of 176 ad placements during the games.
Lenovo features the tagline “Exceptionally engineered PCs,” promoting features of its ThinkPad notebooks, as well as the North American launch of its IdeaPad consumer PC. The ads are from Ogilvy Worldwide offices in the US, Australia, and India.
One 60-second spot, called “Sumo,” features flying wrestlers to show how Lenovo’s x300 PC is heavy on features but light in weight.
Watch the Lenovo Olympic Spots at
http://link.brightcove.com/services/link/bcpid1716442424/bclid1716440828/bctid1725276244
• GE introduced 3 new commercials with its “ecomagination” platform. They use imagery and fanciful situations, such as a crane morphing into an airplane, to demonstrate GE products like fuel-efficient jet engines and wind turbines. Spots were developed by BBDO New York,
• AT&T debuted “We,” promoting the three screens on which viewers can watch the Olympics—TVs, PCs and mobile phones. Spots are created by BBDO New York and BBDO Atlanta.
• Visa is running a campaign called “Go World,” developed by TBWA/Chiat/Day, Los Angeles.
What stands out are the business-to-business marketers also debuting new ad campaigns as the 2008 Beijing Olympics got under way. The Beijing Olympics telecasts by NBC (and its several network channels) are expected to reach a global audience of more than 4 billion.
PC maker Lenovo, based in Beijing with U.S. headquarters in Raleigh, NC, introduced an extensive Olympic effort, with a total of 176 ad placements during the games.
Lenovo features the tagline “Exceptionally engineered PCs,” promoting features of its ThinkPad notebooks, as well as the North American launch of its IdeaPad consumer PC. The ads are from Ogilvy Worldwide offices in the US, Australia, and India.
One 60-second spot, called “Sumo,” features flying wrestlers to show how Lenovo’s x300 PC is heavy on features but light in weight.
Watch the Lenovo Olympic Spots at
http://link.brightcove.com/services/link/bcpid1716442424/bclid1716440828/bctid1725276244
Tuesday, August 12, 2008
Retro Snickers wrapper
Have you seen this nostaligic packaging – harking back to the original 1930’s Snickers wrapper?
Read more at http://www.thedieline.com/blog/2008/07/snickers.html
Read more at http://www.thedieline.com/blog/2008/07/snickers.html
Monday, August 11, 2008
“Monday Morning Memo” on Customer Profiles
In the column to the right, I list some other blogs that may be of interest to you, as well.
Recently, Dave Young’s BRANDING BLOG had this provocative quote:
“I’ve never seen a business fail due to reaching the wrong people. But if you listen to advertising sales reps, “reaching the right people” will solve all your problems.
And guess who has exactly the right people for you?”
Read the answer and a lot more by clicking to his blog at
http://www.brandingblog.com/2008/05/monday-morning.html
Recently, Dave Young’s BRANDING BLOG had this provocative quote:
“I’ve never seen a business fail due to reaching the wrong people. But if you listen to advertising sales reps, “reaching the right people” will solve all your problems.
And guess who has exactly the right people for you?”
Read the answer and a lot more by clicking to his blog at
http://www.brandingblog.com/2008/05/monday-morning.html
Sunday, August 10, 2008
Right place – at an early time.
I did a 16-mile long trail hike from Highland Park to Kenilworth and back today. How lucky to have such great weather.
But even better was the timing to pass Ravinia just as Sheryl Crow was doing a sound check for tonight’s show. Heard a wonderful acoustic test of “Are You Strong Enough?”
Having seen her twice before, I’m sure it will be a great night for her under the stars.
But even better was the timing to pass Ravinia just as Sheryl Crow was doing a sound check for tonight’s show. Heard a wonderful acoustic test of “Are You Strong Enough?”
Having seen her twice before, I’m sure it will be a great night for her under the stars.
Saturday, August 09, 2008
Nine Things More Important than Capital
A colleague of mine, David Riklan who founded www.SelfGrowth.com sent me this wonderful article from Jim Rohn, America's foremost business philosopher.
As an independent, small, family businessman, this means a lot to me.
Nine Things More Important than Capital
When starting any enterprise or business, whether it is full-time or part-time, we all know the value of having plenty of capital (money). But I bet we both know or at least have heard of people who started with no capital who went on to make fortunes. How? You may ask.
Well, I believe there are actually some things that are more valuable than capital that can lead to your entrepreneurial success. Let me give you the list.
1. Time.
Time is more valuable than capital. The time you set aside not to be wasted, not to be given away. Time you set aside to invest in an enterprise that brings value to the marketplace with the hope of making a profit. Now we have capital time.
How valuable is time? Time properly invested is worth a fortune. Time wasted can be devastation. Time invested can perform miracles, so you invest your time.
2. Desperation.
I have a friend, Lydia, whose first major investment in her new enterprise was desperation. She said, "My kids are hungry, I gotta make this work. If this doesn't work, what will I do?" So she invested $1 in her enterprise selling a product she believed in. The $1 was to buy a few fliers so she could make a sale at retail, collect the money, and then buy the product wholesale to deliver back to the customer.
My friend Bill Bailey went to Chicago as a teenager after he got out of high school. And the first job he got was as a night janitor. Someone said, "Bill, why would you settle for night janitor?" He said, "Malnutrition." You work at whatever you can possibly get when you get hungry. You go to work somewhere -- night janitor; it doesn't matter where it is. Years later, now Bill is a recipient of the Horatio Alger award, rich and powerful, and one of the great examples of lifestyle that I know. But, his first job -- night janitor. Desperation can be a powerful incentive. When you say - I must.
3. Determination.
Determination says I will. First Lydia said, "I must find a customer." Desperation. Second, she said, "I will find someone before this first day is over." Sure enough, she found someone. She said, "If it works once, it will work again." But then the next person said, "No." Now what must you invest?
4. Courage.
Courage is more valuable than capital. If you've only got $1 and a lot of courage, I'm telling you, you've got a good future ahead of you. Courage in spite of the circumstances. Humans can do the most incredible things no matter what happens. Haven't we heard the stories? There are some ones from Kosovo that are some of the most classic, unbelievable stories of being in the depths of hell and finally making it out. It's humans. You can't sell humans short. Courage in spite of, not because of, but in spite of. Now once Lydia has made 3 or 4 sales and gotten going, here's what now takes over.
5. Ambition.
"Wow! If I can sell 3, I can sell 33. If I can sell 33, I can sell 103." Wow. Lydia is now dazzled by her own dreams of the future.
6. Faith.
Now she begins to believe she's got a good product. This is probably a good company. And she then starts to believe in herself. Lydia, single mother, 2 kids, no job. "My gosh, I'm going to pull it off!" Her self-esteem starts to soar. These are investments that are unmatched. Money can't touch it. What if you had a million dollars and no faith? You'd be poor. You wouldn't be rich. Now here is the next one, the reason why she's a millionaire today.
7. Ingenuity.
Putting your brains to work. Probably up until now, you've put about 1/10 of your brainpower to work. What if you employed the other 9/10? You can't believe what can happen. Humans can come up with the most intriguing things to do. Ingenuity. What's ingenuity worth? A fortune. It is more valuable than money. All you need is a $1 and plenty of ingenuity. Figuring out a way to make it work, make it work, make it work.
8. Heart and Soul.
What is a substitute for heart and soul? It's not money. Money can't buy heart and soul. Heart and soul is more valuable than a million dollars. A million dollars without heart and soul, you have no life. You are ineffective. But, heart and soul is like the unseen magic that moves people, moves people to buy, moves people to make decisions, moves people to act, moves people to respond.
9. Personality.
You've just got to spruce up and sharpen up your own personality. You've got plenty of personality. Just get it developed to where it is effective every day, it's effective no matter who you talk to -- whether it is a child or whether it is a business person -- whether it is a rich person or a poor person. A unique personality that is at home anywhere. One of my mentors, Bill Bailey, taught me, "You've got to learn to be just as comfortable, Mr. Rohn, whether it is in a little shack in Kentucky having a beer and watching the fights with Winfred, my old friend, or in a Georgian mansion in Washington, D.C. as the Senator's guest." Move with ease whether it is with the rich or whether it is with the poor. And it makes no difference to you who is rich or who is poor. A chance to have a unique relationship with whomever. The kind of personality that's comfortable. The kind of personality that's not bent out of shape.
And lastly, let's not forget charisma and sophistication. Charisma with a touch of humility. This entire list is more valuable than money. With one dollar and the list I just gave you, the world is yours. It belongs to you, whatever piece of it you desire, whatever development you wish for your life. I've given you the secret. Capital. The kind of capital that is more valuable than money and that can secure your future and fortune. Remember that you lack not the resources.
About the Author:
Jim Rohn is hailed as one of the most influential thinkers of our time and has helped motivate and train an entire generation of personal development trainers as well as hundreds of executives from America's top corporations. He is one of today's most sought-after success counselors and has addressed over 6,000 audiences and four million people over the past 39 years. Rohn is the author of over 30 best-selling audios, videos, and books and is the 1985 recipient of the National Speakers Association coveted CPAE Award. For more information on Jim Rohn, visit http://www.jimrohn.com
As an independent, small, family businessman, this means a lot to me.
Nine Things More Important than Capital
When starting any enterprise or business, whether it is full-time or part-time, we all know the value of having plenty of capital (money). But I bet we both know or at least have heard of people who started with no capital who went on to make fortunes. How? You may ask.
Well, I believe there are actually some things that are more valuable than capital that can lead to your entrepreneurial success. Let me give you the list.
1. Time.
Time is more valuable than capital. The time you set aside not to be wasted, not to be given away. Time you set aside to invest in an enterprise that brings value to the marketplace with the hope of making a profit. Now we have capital time.
How valuable is time? Time properly invested is worth a fortune. Time wasted can be devastation. Time invested can perform miracles, so you invest your time.
2. Desperation.
I have a friend, Lydia, whose first major investment in her new enterprise was desperation. She said, "My kids are hungry, I gotta make this work. If this doesn't work, what will I do?" So she invested $1 in her enterprise selling a product she believed in. The $1 was to buy a few fliers so she could make a sale at retail, collect the money, and then buy the product wholesale to deliver back to the customer.
My friend Bill Bailey went to Chicago as a teenager after he got out of high school. And the first job he got was as a night janitor. Someone said, "Bill, why would you settle for night janitor?" He said, "Malnutrition." You work at whatever you can possibly get when you get hungry. You go to work somewhere -- night janitor; it doesn't matter where it is. Years later, now Bill is a recipient of the Horatio Alger award, rich and powerful, and one of the great examples of lifestyle that I know. But, his first job -- night janitor. Desperation can be a powerful incentive. When you say - I must.
3. Determination.
Determination says I will. First Lydia said, "I must find a customer." Desperation. Second, she said, "I will find someone before this first day is over." Sure enough, she found someone. She said, "If it works once, it will work again." But then the next person said, "No." Now what must you invest?
4. Courage.
Courage is more valuable than capital. If you've only got $1 and a lot of courage, I'm telling you, you've got a good future ahead of you. Courage in spite of the circumstances. Humans can do the most incredible things no matter what happens. Haven't we heard the stories? There are some ones from Kosovo that are some of the most classic, unbelievable stories of being in the depths of hell and finally making it out. It's humans. You can't sell humans short. Courage in spite of, not because of, but in spite of. Now once Lydia has made 3 or 4 sales and gotten going, here's what now takes over.
5. Ambition.
"Wow! If I can sell 3, I can sell 33. If I can sell 33, I can sell 103." Wow. Lydia is now dazzled by her own dreams of the future.
6. Faith.
Now she begins to believe she's got a good product. This is probably a good company. And she then starts to believe in herself. Lydia, single mother, 2 kids, no job. "My gosh, I'm going to pull it off!" Her self-esteem starts to soar. These are investments that are unmatched. Money can't touch it. What if you had a million dollars and no faith? You'd be poor. You wouldn't be rich. Now here is the next one, the reason why she's a millionaire today.
7. Ingenuity.
Putting your brains to work. Probably up until now, you've put about 1/10 of your brainpower to work. What if you employed the other 9/10? You can't believe what can happen. Humans can come up with the most intriguing things to do. Ingenuity. What's ingenuity worth? A fortune. It is more valuable than money. All you need is a $1 and plenty of ingenuity. Figuring out a way to make it work, make it work, make it work.
8. Heart and Soul.
What is a substitute for heart and soul? It's not money. Money can't buy heart and soul. Heart and soul is more valuable than a million dollars. A million dollars without heart and soul, you have no life. You are ineffective. But, heart and soul is like the unseen magic that moves people, moves people to buy, moves people to make decisions, moves people to act, moves people to respond.
9. Personality.
You've just got to spruce up and sharpen up your own personality. You've got plenty of personality. Just get it developed to where it is effective every day, it's effective no matter who you talk to -- whether it is a child or whether it is a business person -- whether it is a rich person or a poor person. A unique personality that is at home anywhere. One of my mentors, Bill Bailey, taught me, "You've got to learn to be just as comfortable, Mr. Rohn, whether it is in a little shack in Kentucky having a beer and watching the fights with Winfred, my old friend, or in a Georgian mansion in Washington, D.C. as the Senator's guest." Move with ease whether it is with the rich or whether it is with the poor. And it makes no difference to you who is rich or who is poor. A chance to have a unique relationship with whomever. The kind of personality that's comfortable. The kind of personality that's not bent out of shape.
And lastly, let's not forget charisma and sophistication. Charisma with a touch of humility. This entire list is more valuable than money. With one dollar and the list I just gave you, the world is yours. It belongs to you, whatever piece of it you desire, whatever development you wish for your life. I've given you the secret. Capital. The kind of capital that is more valuable than money and that can secure your future and fortune. Remember that you lack not the resources.
About the Author:
Jim Rohn is hailed as one of the most influential thinkers of our time and has helped motivate and train an entire generation of personal development trainers as well as hundreds of executives from America's top corporations. He is one of today's most sought-after success counselors and has addressed over 6,000 audiences and four million people over the past 39 years. Rohn is the author of over 30 best-selling audios, videos, and books and is the 1985 recipient of the National Speakers Association coveted CPAE Award. For more information on Jim Rohn, visit http://www.jimrohn.com
Thursday, August 07, 2008
Today is my birthday and it marks the beginning of my 50th year!
It was an ideal occasion to review one of the books that has had the most impact on my life – Og Mandino’s The Greatest Salesman in the World.
Here’s an excerpt of a passage I’ve been thinking about lately:
“Live this day as if it will be your last. Remember that you will only find ''tomorrow'' on the calendars of fools. Forget yesterday's defeats and ignore the problems of tomorrow. This is it. Doomsday. All you have. Make it the best day of your year. The saddest words you can ever utter are, '’If I had my life to live over again.’ Take the baton, now. Run with it! This is your day! Beginning today, treat everyone you meet, friend or foe, loved one or stranger, as if they were going to be dead at midnight. Extend to each person, no matter how trivial the contact, all the care and kindness and understanding and love that you can muster, and do it with no thought of any reward. Your life will never be the same again.”
Here’s an excerpt of a passage I’ve been thinking about lately:
“Live this day as if it will be your last. Remember that you will only find ''tomorrow'' on the calendars of fools. Forget yesterday's defeats and ignore the problems of tomorrow. This is it. Doomsday. All you have. Make it the best day of your year. The saddest words you can ever utter are, '’If I had my life to live over again.’ Take the baton, now. Run with it! This is your day! Beginning today, treat everyone you meet, friend or foe, loved one or stranger, as if they were going to be dead at midnight. Extend to each person, no matter how trivial the contact, all the care and kindness and understanding and love that you can muster, and do it with no thought of any reward. Your life will never be the same again.”
Tuesday, August 05, 2008
The anticipation of “Big Bertha”
I’m catching up on some personal marathon training blogs. On Saturday July 26 Jenny and I took on the Waterfall Glen Xtreme 10. And what an xperience!
The Xtreme 10 course went cross-country adjacent to the Argonne National Laboratory in Waterfall Glen. The course was mostly crushed limestone. The highlight (as advertised) was just before mile 3 – Big Bertha – offering a 125-foot climb in a half mile. I love “lactic acid.” Interesting though, that with all the build up I was actually expecting much worse. Funny how the mind works.
I send out a big thank you to the volunteers who called out split times and manned the water stations out on the rugged course. I know it’s not an easy job out there.
We also enjoyed the post-race party catered by all the Sam’s Club vendors and sponsors.
The Xtreme 10 course went cross-country adjacent to the Argonne National Laboratory in Waterfall Glen. The course was mostly crushed limestone. The highlight (as advertised) was just before mile 3 – Big Bertha – offering a 125-foot climb in a half mile. I love “lactic acid.” Interesting though, that with all the build up I was actually expecting much worse. Funny how the mind works.
I send out a big thank you to the volunteers who called out split times and manned the water stations out on the rugged course. I know it’s not an easy job out there.
We also enjoyed the post-race party catered by all the Sam’s Club vendors and sponsors.
Monday, August 04, 2008
Could direct mail re-emerge as a medium of choice to reach physicians?
I had a fun lunch and compelling conversation with one of our collaborators the other day. As we were musing about the news of pharma promotion guidelines and new CME restrictions, he proposed that ol’ fashioned direct mail might re-emerge as the best way to get in a doctor’s office.
Coincidently, this report from SK&A landed in my in-box the same day.
“Completing its groundbreaking U.S. Physician Access study, SK&A has found a quarter of all office-based physicians require pharmaceutical or medical device sales representatives to make an appointment in order to see a physician to deliver sales and marketing promotion and other healthcare related services.
“The study also reveals the larger the size of the practice, the more likely an appointment is required. These findings are based on a comprehensive telephone survey of 230,000 medical practices representing 640,000 doctors.
“Most notably, the survey found physician access and appointment policies are largely influenced by the ownership, size and location of the physician’s practice. Physicians working in group practices that are owned by health systems or hospitals are less likely to see sales reps and more likely to require appointments than those who are working in independently owned practices. Physicians working in offices with 10 or more practicing physicians are more likely to restrict access than physicians working in smaller office sizes of 1 to 2 doctors.
Among the many insights from the six-month long study:
• 17% of physicians refuse to see sales reps at any time. Specialty physicians such as pathologists are much more likely to restrict access than general practitioners.
• 4% of physicians will visit with reps only on specific days of the week and 3% have restricted their access to specific times of the day.
• On the positive side, 76 % of physicians surveyed will take visits from reps at any time of day or any day of the week.
• 14% of group practices have a general policy to restrict access to physicians at all their office locations.”
Thoughtful stuff in these changing times.
Coincidently, this report from SK&A landed in my in-box the same day.
“Completing its groundbreaking U.S. Physician Access study, SK&A has found a quarter of all office-based physicians require pharmaceutical or medical device sales representatives to make an appointment in order to see a physician to deliver sales and marketing promotion and other healthcare related services.
“The study also reveals the larger the size of the practice, the more likely an appointment is required. These findings are based on a comprehensive telephone survey of 230,000 medical practices representing 640,000 doctors.
“Most notably, the survey found physician access and appointment policies are largely influenced by the ownership, size and location of the physician’s practice. Physicians working in group practices that are owned by health systems or hospitals are less likely to see sales reps and more likely to require appointments than those who are working in independently owned practices. Physicians working in offices with 10 or more practicing physicians are more likely to restrict access than physicians working in smaller office sizes of 1 to 2 doctors.
Among the many insights from the six-month long study:
• 17% of physicians refuse to see sales reps at any time. Specialty physicians such as pathologists are much more likely to restrict access than general practitioners.
• 4% of physicians will visit with reps only on specific days of the week and 3% have restricted their access to specific times of the day.
• On the positive side, 76 % of physicians surveyed will take visits from reps at any time of day or any day of the week.
• 14% of group practices have a general policy to restrict access to physicians at all their office locations.”
Thoughtful stuff in these changing times.
Friday, August 01, 2008
I answered one of those survey calls tonight.
They wanted to know my opinion of ComEd, the electric utility. “On a scale of 1 to 10, with 1 being the worst…” I said I’d rate them a -5.
Then I remembered the only reason that ComEd is my least favorite brand is because Ameritech was bought out. They were the absolute worst in service reliability and experience.
Then I remembered the only reason that ComEd is my least favorite brand is because Ameritech was bought out. They were the absolute worst in service reliability and experience.
Tuesday, July 29, 2008
Working on N-of-8® story development again...feels good
Two clients have engaged us to apply our N-of-8 story development tool in the second half of this year.
I love this kind of work.
What’s more, it may be the most valuable creative exercise I’ve ever used in my entire career.
We’ll be documenting the whole process (except the confidential stuff, of course) and sharing it over time. Plus, I’ve just started working on a book about N-of-8.
I love this kind of work.
What’s more, it may be the most valuable creative exercise I’ve ever used in my entire career.
We’ll be documenting the whole process (except the confidential stuff, of course) and sharing it over time. Plus, I’ve just started working on a book about N-of-8.
Monday, July 28, 2008
Summer event for Employee Well Being
Last Friday, we had a “personalized” company summer event.
Instead of the usual group outing or picnic, I offered employees a half day off to enjoy a summer outing of THEIR choice. Maybe a ball game, the zoo, sitting at a sidewalk cafe, getting an early start to a weekend trip, whatever.
One of our newest team members, Melissa, publishes a weekly internal newsletter, and I wanted to share her article on the day:
Judging by all the positive responses received, it sounds like the first ever Stinson Summer Event ended up being very much appreciated by everyone! Wayne summed it up with, “What a great way to help recharge the batteries in the middle of the year!”
Stinson employees took full advantage of the beautiful day.
“Last Friday, my wife joined me by taking a half day off work and we wanted to enjoy the nice weather. We packed a cooler, took the dog to the lake shore where we enjoyed a picnic and played with our dog at the Montrose dog beach.” -Greg
“Personally, I went home and took a nap. Felt great!” - Chris
Several people also took the opportunity to see the new Batman flick, The Dark Knight.
“I checked out the Dark Knight at the IMAX theatre with a friend - which I never get to do! I was also able to pick up my son early. It was the perfect way to get ready for a BBQ that evening.” -Michelle
Others got to enjoy time with friends. Melanie and Brandy had lunch at the new neighborhood bar, The Pony.
Not only did the 1/2-day off give all of us here at Stinson a time to catch up with friends and family, errands and sleep, but also it contributed to our overall wellbeing – which makes for happier employees and more productive work! As Brian Blank said, “The half day was very beneficial to my being a well-rounded, relaxed employee.”
Everyone enjoyed their day off in several different ways, but we all did agree on one thing: that we should do it again!
Of course, we’ll continue our other team-building and group occasions, but this was a customized experience that folks appreciated.
Instead of the usual group outing or picnic, I offered employees a half day off to enjoy a summer outing of THEIR choice. Maybe a ball game, the zoo, sitting at a sidewalk cafe, getting an early start to a weekend trip, whatever.
One of our newest team members, Melissa, publishes a weekly internal newsletter, and I wanted to share her article on the day:
Judging by all the positive responses received, it sounds like the first ever Stinson Summer Event ended up being very much appreciated by everyone! Wayne summed it up with, “What a great way to help recharge the batteries in the middle of the year!”
Stinson employees took full advantage of the beautiful day.
“Last Friday, my wife joined me by taking a half day off work and we wanted to enjoy the nice weather. We packed a cooler, took the dog to the lake shore where we enjoyed a picnic and played with our dog at the Montrose dog beach.” -Greg
“Personally, I went home and took a nap. Felt great!” - Chris
Several people also took the opportunity to see the new Batman flick, The Dark Knight.
“I checked out the Dark Knight at the IMAX theatre with a friend - which I never get to do! I was also able to pick up my son early. It was the perfect way to get ready for a BBQ that evening.” -Michelle
Others got to enjoy time with friends. Melanie and Brandy had lunch at the new neighborhood bar, The Pony.
Not only did the 1/2-day off give all of us here at Stinson a time to catch up with friends and family, errands and sleep, but also it contributed to our overall wellbeing – which makes for happier employees and more productive work! As Brian Blank said, “The half day was very beneficial to my being a well-rounded, relaxed employee.”
Everyone enjoyed their day off in several different ways, but we all did agree on one thing: that we should do it again!
Of course, we’ll continue our other team-building and group occasions, but this was a customized experience that folks appreciated.
Sunday, July 27, 2008
Cubs – a brand still trying to move Forward. Fast.
We went to the Cubs games at Wrigley this afternoon. Great day. Great game. Great malt cup. And great anticipation that this is the “next year” we’ve been waiting for since 1908. Plus, I’d really like to win it all before Mark Cuban buys the team and claims all the credit.
Thursday, July 24, 2008
Just finalized a collaboration for a great upcoming program.
We’re developing a webinar that Medical Marketing & Media will host, sponsored by our client ReachMD XM Channel 157.
The title of the webinar is “Overcoming The 6 Challenges of CME:
How To Use Innovative Media in Today’s Healthcare Education Environment.”
It promises to be a lively interactive panel discussion during which we’ll weigh the relevant issues confronting CME planners and sponsors. Our panel of experts will help participants understand how they can apply best practice learning principles, as well as new media options, to achieve measurable results.
One exciting component – we’ll offer registrants subscriptions to ReachMD and we’ll select 5 winners to receive a Plug N Play XM Radio.
If you’d like to learn how to maximize the value of education grants, engage busy medical professionals, and meet your med-ed objectives, drop me an email and I’ll make sure you get an invitation to participate.
The title of the webinar is “Overcoming The 6 Challenges of CME:
How To Use Innovative Media in Today’s Healthcare Education Environment.”
It promises to be a lively interactive panel discussion during which we’ll weigh the relevant issues confronting CME planners and sponsors. Our panel of experts will help participants understand how they can apply best practice learning principles, as well as new media options, to achieve measurable results.
One exciting component – we’ll offer registrants subscriptions to ReachMD and we’ll select 5 winners to receive a Plug N Play XM Radio.
If you’d like to learn how to maximize the value of education grants, engage busy medical professionals, and meet your med-ed objectives, drop me an email and I’ll make sure you get an invitation to participate.
Wednesday, July 23, 2008
The Mellencamp “Brand” Experience
Midwest rocker John Mellencamp rolled into Charter One Pavilion on Northerly Island Tuesday night. He songs emoted what the Sun-Times described as “redemption, reflection and the open wounds of love.”
Here’s my review of the evening with the Mellencamp brand on full display. I’m applying the ForwardFast model to frame my thoughts:
• Likeability – He came right out with “Pink Houses,” “Paper on Fire” and an intense rendering of “I’m Not Running Anymore.” The audience connected because we could relate to old favorites, heard again in a new time and context.
• Logo – the black jeans, the t-shirt, the sepia rural back curtain, and of course, the hair (a little grayer, but I can relate).
• Quality Product – The new album, “Life, Death, Love and Freedom,” debuted on Billboard Album Chart at #7. Its roots-like sound is from album producer T-Bone Burnett (“O Brother, Where Art Thou?” and the year’s best album from Robert Plant and Alison Krauss). The album follows up last year's “Freedom's Road” which sold an equal amount of copies in the first week and also debuted in the top 10. This is Mellencamp's second consecutive album, and 9th total, to go Top 10. His career includes 19 albums that have charted!
• Associations – Before performing “The Authority Song,” he spoke to his controversial activities. Politics, smoking, cussing, and “that truck TV commercial”. Add FarmAid to the list, and you’ve got some pretty strong brand associations.
• Attitude – the rebel is still there, but now a bit wiser and tempered by time. He dusted off “Minutes to Memories” from 1985, telling the crowd he was 34 when he wrote the song. “I thought I was getting older at the time,” he said. “It now has a whole different meaning to me.”
One reviewer noted that, with a measured nuance, he sang about how life sweeps away the dreams we have planned. Such is the beauty of rock evolution, the review says, you can stare at an old song like a relic on a shelf (Mick Jagger and “Satisfaction”) or you can view the song as a prism of varied reflection (the way Bob Dylan rearranges his hits).
• Quality Experience – Everyone clapped, danced, and sang every word of “Crumblin’ Down” and “R.O.C.K. in the U.S.A.” The band has its own standout in violinist Miriam Sturm. Then during the middle of a driving “Jack and Diane,” Mellencamp asked the crowd to take out their cell phones and call a friend to listen in. He even took a phone to say hello to an unsuspecting friend at home. Nice twist on the old lighter-flame-in-the-air.
Overall, this was one of the best brands of concert I’ve seen – and my friends know I see a lot of shows. Check it out below.
Here’s my review of the evening with the Mellencamp brand on full display. I’m applying the ForwardFast model to frame my thoughts:
• Likeability – He came right out with “Pink Houses,” “Paper on Fire” and an intense rendering of “I’m Not Running Anymore.” The audience connected because we could relate to old favorites, heard again in a new time and context.
• Logo – the black jeans, the t-shirt, the sepia rural back curtain, and of course, the hair (a little grayer, but I can relate).
• Quality Product – The new album, “Life, Death, Love and Freedom,” debuted on Billboard Album Chart at #7. Its roots-like sound is from album producer T-Bone Burnett (“O Brother, Where Art Thou?” and the year’s best album from Robert Plant and Alison Krauss). The album follows up last year's “Freedom's Road” which sold an equal amount of copies in the first week and also debuted in the top 10. This is Mellencamp's second consecutive album, and 9th total, to go Top 10. His career includes 19 albums that have charted!
• Associations – Before performing “The Authority Song,” he spoke to his controversial activities. Politics, smoking, cussing, and “that truck TV commercial”. Add FarmAid to the list, and you’ve got some pretty strong brand associations.
• Attitude – the rebel is still there, but now a bit wiser and tempered by time. He dusted off “Minutes to Memories” from 1985, telling the crowd he was 34 when he wrote the song. “I thought I was getting older at the time,” he said. “It now has a whole different meaning to me.”
One reviewer noted that, with a measured nuance, he sang about how life sweeps away the dreams we have planned. Such is the beauty of rock evolution, the review says, you can stare at an old song like a relic on a shelf (Mick Jagger and “Satisfaction”) or you can view the song as a prism of varied reflection (the way Bob Dylan rearranges his hits).
• Quality Experience – Everyone clapped, danced, and sang every word of “Crumblin’ Down” and “R.O.C.K. in the U.S.A.” The band has its own standout in violinist Miriam Sturm. Then during the middle of a driving “Jack and Diane,” Mellencamp asked the crowd to take out their cell phones and call a friend to listen in. He even took a phone to say hello to an unsuspecting friend at home. Nice twist on the old lighter-flame-in-the-air.
Overall, this was one of the best brands of concert I’ve seen – and my friends know I see a lot of shows. Check it out below.
Monday, July 21, 2008
The Health Implications of Stock Market Fears
What goes on inside your head when your portfolio implodes?
That’s the provocative opening question asked by writer Jason Zweig in his Wall Street Journal article this weekend entitled “How to Control Your Fears -- In a Fearsome Market.”
As a brand communicator in the health and science field, I was intrigued by the connection Mr. Zwieg makes between how your cells react in the amygdale (brain’s “fear center”) when an attack dog snarls at you, a spider drops down your shirt or the Dow Jones Industrial Average takes a dive.
Imagine that merely reading the words "market crash" in this sentence can instantaneously jack up your pulse and your blood pressure, the output of your sweat glands and the tension in your muscles. Stress hormones will flood your bloodstream. Your eyes will widen and your nostrils flare, making you hypersensitive to any further danger. All this occurs automatically, involuntarily and unconsciously. You can't be an intelligent investor if, without even knowing it, you are thinking with the panic button in your brain.
The article offers four ways you can control your fears.
1. Reappraise.
2. Step outside yourself.
3. Control your cues.
4. Track your feelings..
Read more specifics at
http://www.marketwatch.com/news/story/control-your-fears-fearsome-market/story.aspx?guid=%7B33531980-37CD-417D-BDC5-1E83EFD7A04F%7D&dist=sp_nlMarketing&sguid=oUGpqB_tPUm4p30fFFpKXA
That’s the provocative opening question asked by writer Jason Zweig in his Wall Street Journal article this weekend entitled “How to Control Your Fears -- In a Fearsome Market.”
As a brand communicator in the health and science field, I was intrigued by the connection Mr. Zwieg makes between how your cells react in the amygdale (brain’s “fear center”) when an attack dog snarls at you, a spider drops down your shirt or the Dow Jones Industrial Average takes a dive.
Imagine that merely reading the words "market crash" in this sentence can instantaneously jack up your pulse and your blood pressure, the output of your sweat glands and the tension in your muscles. Stress hormones will flood your bloodstream. Your eyes will widen and your nostrils flare, making you hypersensitive to any further danger. All this occurs automatically, involuntarily and unconsciously. You can't be an intelligent investor if, without even knowing it, you are thinking with the panic button in your brain.
The article offers four ways you can control your fears.
1. Reappraise.
2. Step outside yourself.
3. Control your cues.
4. Track your feelings..
Read more specifics at
http://www.marketwatch.com/news/story/control-your-fears-fearsome-market/story.aspx?guid=%7B33531980-37CD-417D-BDC5-1E83EFD7A04F%7D&dist=sp_nlMarketing&sguid=oUGpqB_tPUm4p30fFFpKXA
Monday, July 14, 2008
N-of-8 marathon
Jenny and I will be spending Canadian Thanksgiving weekend in Victoria, BC – to run the Royal Victoria Marathon on Sunday October 12.
It’s appropriate as I’m working on my new book N-of-8 that this will be my 8th marathon.
Runner’s World magazine says the Royal Victoria Marathon is one of the top 10 destination marathons in North America with about 10,000 runners taking part in the marathon, half-marathon, 8K road race, and kids fun run.
I’m looking forward to the scenic features along the route: BC legislative buildings, Royal London Wax Museum, Ogden Point, Olympic Mountain Range, statue of Terry Fox at Mile ‘O’, Beacon Hill Park, Victoria Golf Course, and Oak Bay Village.
It’s appropriate as I’m working on my new book N-of-8 that this will be my 8th marathon.
Runner’s World magazine says the Royal Victoria Marathon is one of the top 10 destination marathons in North America with about 10,000 runners taking part in the marathon, half-marathon, 8K road race, and kids fun run.
I’m looking forward to the scenic features along the route: BC legislative buildings, Royal London Wax Museum, Ogden Point, Olympic Mountain Range, statue of Terry Fox at Mile ‘O’, Beacon Hill Park, Victoria Golf Course, and Oak Bay Village.
Friday, July 11, 2008
Health science business travelers to hear Sky Radio interview on moving brands forward fast.
I was recently interviewed again by Sky Radio Network for an in-flight radio segment to be broadcast on US Airways during September and October.
The broadcast with Dennis Michael of Sky Radio will showcase ForwardFast, my first book (and one of the first books of its kind), which presents the principles of brand innovation for health, science, and technology products.
If you’re driven to accelerate the adoption of new medical treatments, then this book will show you how to move with urgency to learn fast. track fast, think fast, respond fast, and create fast, then ForwardFast will help you become more creatively prepared and focused to reach the scientists, medical researchers, physicians, nurses, clinics, and the millions of patients who use your brands.
Other topics covered include:
• putting brand innovation to work with the 6 steps of the ForwardFast model;
• defining both a quality offering and a quality experience; and
• understanding what positive brand associations you can create
The ForwardFast audio program will reach an estimated in-flight audience of 3.34 million travelers on 20,000 worldwide flights during September and October. US Airways flies to 241 destinations in 30 countries.
US Airways was chosen because it is the dominant carrier in the Eastern pharma corridor from New Jersey to Pennsylvania and Delaware stretching down to North Carolina. We’re excited about reaching health science marketing, communications, public relations, and clinical development executives who use SkyRadio to stay up-to-date even while traveling.
To also hear the interview on the web, visit "Branding Interview Powered by Sky Radio" on the STINSON home page at www.StinsonBrandInnovation.com
The broadcast with Dennis Michael of Sky Radio will showcase ForwardFast, my first book (and one of the first books of its kind), which presents the principles of brand innovation for health, science, and technology products.
If you’re driven to accelerate the adoption of new medical treatments, then this book will show you how to move with urgency to learn fast. track fast, think fast, respond fast, and create fast, then ForwardFast will help you become more creatively prepared and focused to reach the scientists, medical researchers, physicians, nurses, clinics, and the millions of patients who use your brands.
Other topics covered include:
• putting brand innovation to work with the 6 steps of the ForwardFast model;
• defining both a quality offering and a quality experience; and
• understanding what positive brand associations you can create
The ForwardFast audio program will reach an estimated in-flight audience of 3.34 million travelers on 20,000 worldwide flights during September and October. US Airways flies to 241 destinations in 30 countries.
US Airways was chosen because it is the dominant carrier in the Eastern pharma corridor from New Jersey to Pennsylvania and Delaware stretching down to North Carolina. We’re excited about reaching health science marketing, communications, public relations, and clinical development executives who use SkyRadio to stay up-to-date even while traveling.
To also hear the interview on the web, visit "Branding Interview Powered by Sky Radio" on the STINSON home page at www.StinsonBrandInnovation.com
Wednesday, July 09, 2008
Living by the Golden Dozen: Insights from Tom Hopkins
Here's the best way I've ever found to pull the best performance out of myself. It's an extremely simple method. I didn’t say easy – I said simple.
Here’s an excerpt from the best-selling book, "How to Master the Art of Selling," by Tom Hopkins.
Tom is an authority on the subject of selling. He is the author of 12 books and he firmly believes that everyone can benefit from utilizing his techniques, concepts, and ideas
“First, hang copies of these twelve words where you'll see them at work, in your car, and at your home base:
I Must Do The Most Productive Thing Possible At Every Given Moment.
Now comes the important part:
Dedicate yourself to living that declaration.
It doesn't change anything to look at those words once in a while and think, "That's what I'm going to start doing just as soon as I can get myself together." If you really want to achieve, start living by those dozen words now.
Doing so requires only four steps. Imagine, only four steps to all the success you want; nothing could be simpler, could it? But let's get one thing clear at this point: Doing the most productive thing possible means just that -- the most productive thing. Not "make work." Not "look busy." Not "get by." Not "put off." But doing the most productive thing possible at that given moment, no matter how distasteful, hard, or worrisome the thing might be.
This often means tying into a knotty problem, facing up to an unpleasant task, or heading into a likely rejection. It means shooting for the top when you know you should, but are afraid to. It means preparing when you need to prepare and doing when you need to do. That's why I say it isn't easy, and why so few people follow it. It is simple, though. Anyone can do it -- you just have to want to. Here's how.
Consciously repeat these four steps minute by minute until they become second nature:
1. Tell yourself, "I must do the most productive thing possible at every given moment."
2. Decide what the most productive thing is.
3. Do it.
4. When you've pushed as far forward as you can right now, go back to Step 1 and start over.
But don't become a fanatic. Sometimes the most productive thing you can do at a given moment is to sit down with your favorite person and spend an hour watching the sun go down.
Sometimes the most productive thing possible will be exercising, sleeping, or taking a well-deserved vacation. And, very often, the most productive thing you can do this minute will be the last thing you want to do right now. The edge between winners and losers cuts sharpest at this precise point.
We live moment by moment, not year by year. Do the most productive thing you can think of with each and every moment as you live it, and your future is assured. Do that all day every working day, and your progress will soon astound everyone who knows you. More importantly, you'll be astounded, delighted -- and justifiably proud of yourself.
Within minutes after you dedicate yourself to this plan and put it to work, you'll notice a difference. Within hours after you make this plan yours and start doing the most productive thing possible with every given moment, you'll project a new aura of confidence and capability.
Within days, people near you will sense the difference and start upgrading their opinions about your abilities and prospects. Within weeks, you'll be reaping substantial rewards from your new willingness to pay the price of success. Within months, you'll be living on a higher level than you now believe you can achieve in so short a time.
Once you've tasted what living by this credo can do for your life, you'll find yourself quickly shaking off every temporary lapse of determination. After every slip, you'll immediately review your reasons for wanting success. You'll re-affirm your dedication to doing what you know you must do to achieve that success. Then you'll push your engines back up to maximum thrust again by putting that moment, that hour, and the rest of that day to the most productive use possible.
No secret, no skill, and no method can be as valuable to you as the firm and constant application of The Golden Twelve. No lucky break, no inherited advantage, and no found opportunity can for very long balance your failure to consistently do the most productive thing possible with every given moment.
Since it creates a dramatic effect after only a few days, imagine what the total cumulative result will be after you have lived by this credo for several years. I know what will happen.
The Golden Twelve can revolutionize your life. It can send your accomplishments, happiness, and career soaring. It will do all these things if you'll apply it moment after moment, hour after hour, and day after day. How do I know it will?
Because that's what The Golden Twelve did -- and is doing -- for me.”
Read more at http://www.tomhopkins.com/
Here’s an excerpt from the best-selling book, "How to Master the Art of Selling," by Tom Hopkins.
Tom is an authority on the subject of selling. He is the author of 12 books and he firmly believes that everyone can benefit from utilizing his techniques, concepts, and ideas
“First, hang copies of these twelve words where you'll see them at work, in your car, and at your home base:
I Must Do The Most Productive Thing Possible At Every Given Moment.
Now comes the important part:
Dedicate yourself to living that declaration.
It doesn't change anything to look at those words once in a while and think, "That's what I'm going to start doing just as soon as I can get myself together." If you really want to achieve, start living by those dozen words now.
Doing so requires only four steps. Imagine, only four steps to all the success you want; nothing could be simpler, could it? But let's get one thing clear at this point: Doing the most productive thing possible means just that -- the most productive thing. Not "make work." Not "look busy." Not "get by." Not "put off." But doing the most productive thing possible at that given moment, no matter how distasteful, hard, or worrisome the thing might be.
This often means tying into a knotty problem, facing up to an unpleasant task, or heading into a likely rejection. It means shooting for the top when you know you should, but are afraid to. It means preparing when you need to prepare and doing when you need to do. That's why I say it isn't easy, and why so few people follow it. It is simple, though. Anyone can do it -- you just have to want to. Here's how.
Consciously repeat these four steps minute by minute until they become second nature:
1. Tell yourself, "I must do the most productive thing possible at every given moment."
2. Decide what the most productive thing is.
3. Do it.
4. When you've pushed as far forward as you can right now, go back to Step 1 and start over.
But don't become a fanatic. Sometimes the most productive thing you can do at a given moment is to sit down with your favorite person and spend an hour watching the sun go down.
Sometimes the most productive thing possible will be exercising, sleeping, or taking a well-deserved vacation. And, very often, the most productive thing you can do this minute will be the last thing you want to do right now. The edge between winners and losers cuts sharpest at this precise point.
We live moment by moment, not year by year. Do the most productive thing you can think of with each and every moment as you live it, and your future is assured. Do that all day every working day, and your progress will soon astound everyone who knows you. More importantly, you'll be astounded, delighted -- and justifiably proud of yourself.
Within minutes after you dedicate yourself to this plan and put it to work, you'll notice a difference. Within hours after you make this plan yours and start doing the most productive thing possible with every given moment, you'll project a new aura of confidence and capability.
Within days, people near you will sense the difference and start upgrading their opinions about your abilities and prospects. Within weeks, you'll be reaping substantial rewards from your new willingness to pay the price of success. Within months, you'll be living on a higher level than you now believe you can achieve in so short a time.
Once you've tasted what living by this credo can do for your life, you'll find yourself quickly shaking off every temporary lapse of determination. After every slip, you'll immediately review your reasons for wanting success. You'll re-affirm your dedication to doing what you know you must do to achieve that success. Then you'll push your engines back up to maximum thrust again by putting that moment, that hour, and the rest of that day to the most productive use possible.
No secret, no skill, and no method can be as valuable to you as the firm and constant application of The Golden Twelve. No lucky break, no inherited advantage, and no found opportunity can for very long balance your failure to consistently do the most productive thing possible with every given moment.
Since it creates a dramatic effect after only a few days, imagine what the total cumulative result will be after you have lived by this credo for several years. I know what will happen.
The Golden Twelve can revolutionize your life. It can send your accomplishments, happiness, and career soaring. It will do all these things if you'll apply it moment after moment, hour after hour, and day after day. How do I know it will?
Because that's what The Golden Twelve did -- and is doing -- for me.”
Read more at http://www.tomhopkins.com/
Monday, July 07, 2008
Align®
Hello readers:
We’re working on a really fun and exciting brand initiative for P&G and ReachMD XM157.
It’s a medical radio show that focuses on a new probiotic called Align® – and it’s based on a recent article in the New England Journal of Medicine.
I’m writing to share it with you because you can help us make this a successful campaign. In the next week, you can listen to the show on satellite radio XM Channel 157 or online at www.reachmd.com/aligngi. You might even tell your physicians and friends to listen.
At the end of the show, you can call 888-55-ALIGN to receive free samples of the Align® brand.
If you are a healthcare professional, you will receive your free samples directly.
If you are a consumer-patient, you will receive a $10 coupon for product and instructions on how to receive samples.
We're looking forward to great response to this program and your support would be greatly appreciated.
We’re working on a really fun and exciting brand initiative for P&G and ReachMD XM157.
It’s a medical radio show that focuses on a new probiotic called Align® – and it’s based on a recent article in the New England Journal of Medicine.
I’m writing to share it with you because you can help us make this a successful campaign. In the next week, you can listen to the show on satellite radio XM Channel 157 or online at www.reachmd.com/aligngi. You might even tell your physicians and friends to listen.
At the end of the show, you can call 888-55-ALIGN to receive free samples of the Align® brand.
If you are a healthcare professional, you will receive your free samples directly.
If you are a consumer-patient, you will receive a $10 coupon for product and instructions on how to receive samples.
We're looking forward to great response to this program and your support would be greatly appreciated.
Monday, June 30, 2008
Monday, June 23, 2008
My mom got a dog!?!?!?!?!
She said it would never happen.
So maybe there’s still a chance she’ll vote for Obama.
So maybe there’s still a chance she’ll vote for Obama.
Sunday, June 22, 2008
Sunday, June 15, 2008
Last year I wrote a blog entry on the re-branding of Xerox.
In the June 9th issue of Ad Age, there is an article (see below) about the Chief Marketing Officer of Xerox,Anne Mulcahy. She talks about marketing engagement being her metric -- not just the quantity of time spent with the brand, but the quality of time.
It’s serves as an excellent follow-up to the re-branding because it really documents a lot of the successes that Xerox has had over the past couple of years.
Enjoy.
Build Your Brand by Thinking Like a Fighter
Agility, Speed, Strength and Tenacity Are Just as Important as Engagement When You're Looking for Lasting Impact
By Marsha Lindsay Published: June 09, 2008 - Ad Age
In a May 2008 survey of leading national marketers conducted by Lindsay Stone & Briggs, 59% of respondents report experiencing a sales decline so far this year, 56% report reduced profit and dividend projections for 2008, and 54% report an increased emphasis on short-term performance.
There's no question the economy of the last several years has proved to be an especially formidable opponent. But the real fight we marketers are in is actually not against the economy. It's a battle with much bigger stakes: how to create an enduring brand that packs a competitive punch.
It's not a new battle. For decades marketers have decried that having to drive short-term sales and profit always seems to come at the expense of building a long-term brand. But never has the pressure to deliver on the short term been so great.
Anne Mulcahy's refusal to concede defeat helped her lead Xerox to profitability.
Some pundits even say building a brand for the long term is a thing of the past; an absurd, out-of-date 20th-century American ideal no longer possible given volatile markets and technology. You have to wonder if they're right when, in order to survive, major players such as Northwest Airlines, Maytag and Bear Stearns get acquired; when GM continues to bleed billions; when lowered consumer spending has knocked down many popular brands.
Yet despite the stats and pundits, some brands seem to find a way to endure. For example, between 1999 and 2001, Xerox saw its stock plummet 92%. Believing the company was doomed, no one wanted the CEO job except Anne Mulcahy, who refused to acknowledge defeat was inevitable. Her six-year turnaround is heralded by many as one of the greatest success stories in American corporate history. And from losses of more than $300 million in 2000, Ms. Mulcahy produced more than $1 billion in profits by 2007.
Ms. Mulcahy's example gives us our first insight on what it takes to win today despite the odds. Deep down you must see yourself as a fighter.
Given that experts say the marketplace is likely to remain volatile for years, is it still possible or even important to try to build a long-term brand? There seems to be little doubt: 97% of respondents to our May survey said yes. Ninety-seven percent said it's still a priority, and 80% predict that in five years building a brand's value will be seen as an even bigger priority than today. The rationale respondents cited is that branding is the only way a marketer can increase the odds of sustainable profitable growth, because branding is the only means to create something a customer will crave and trust all the more when the world around him is chaotic.
The brutal truth underlying the fight marketers are in today is this: The decision over who wins or loses at brand building no longer goes on and on for 15 to 20 years or more. The world has gotten very impatient. Consumers, dealers, distributors, analysts, professional investors, boards and bosses demand faster performance. Of those marketers we surveyed, 87% said the expectation for building brand equity was now 10 years or fewer, and 46% said it was now fewer than five years.
In fact, our whole culture is now demanding optimized value creation in about three to five years. And to whom does commerce turn to make this happen? Marketers, of course. Marketers must find a way to win regardless of the situation. So, we have no choice but to get our heads around the mentality it takes to fight and win.
To win in a world where even the long term is now short, fighters need agile, non-bureaucratic business models with people empowered to respond almost immediately to changing market conditions and opportunities.
Fighters will plan and strategize less on a yearly basis and more on a quarterly, monthly, weekly basis, tracking results and adjusting media and creative to reflect real time metrics -- which technology now makes possible.
One look at the classic marketing life cycle with its four stages (early growth, accelerated development, maturation and decline) and it's clear that in today's world we should be fighting to speed up the first two stages so they happen as quickly as possible.
Now the goal is to quickly boost the size of the customer base, and first-mover advantage will be critical to this. To steal share and penetrate new markets, fighters will launch more new products more quickly and prototype early, vetting ideas wherever feedback can be gathered almost instantaneously.
A brand's strength comes from a lot of loyal customers. But size and loyalty of a customer base are actually not a marketer's ultimate strength today. It's the creation of a loyal customer base that is very vocal on a brand's behalf.
A brand's most valuable customer is no longer the loyal one who purchases a lot and often; it's the one who may buy little but whose blog postings, online product reviews and favorable word of mouth influences others.
This means the old marketing funnel, in which the goal was to achieve widespread awareness with the hopes of converting a few into customers, has been turned on its head. In today's world of clutter and choice, potential customers are either engaged or not. So marketers need to focus not just on increased agility, speed and strength but also engagement, which, as Forrester Research points out, is made up of four behavioral elements: involvement, interaction, intimacy and influence.
Engagement measures not just the quantity of time spent with your brand, but the quality of time spent. Quality, as in what are the most productive things a marketer can do that ultimately affects what a customer does at the moment of truth: buy or recommend a brand to others.
What this means is that engagement is the mentality needed to drive short-term marketing performance. And its metrics are also leading indicators of value creation for the long-term.
What's the best way to achieve engagement? Adopt the marketing mind-set of a retailer. I mean retailing in its broadest sense: a unique shopping situation selling goods directly to the individual or business that'll actually be using them.
Success only comes from thinking like a marketer -- developing a strategy to differentiate you from competitors in a way that is relevant to your target -- but then applying it with the speed of a retailer, launching with partial data and improving things based on real-world results.
All marketing is becoming more retail in nature because all marketers are on a stopwatch to quickly scale a consumer franchise. They can no longer afford being at the mercy of other channel partners who don't share their sense of marketing sophistication or urgency. So marketers are taking timing into their own hands, adopting retail strategies in an effort to gain some control over whatever it takes to engage end users and deliver to plan.
In the mania of today's volatile economy, the match you're in is to drive short-term performance while concurrently building brand value faster than ever before -- in as little as three to five years. The mentality this calls for is the mind-set of a retailer. So it should be no surprise that the moves that can help you increase the odds of being everlasting are those used by successful retailers in the real and virtual worlds to engage and scale a loyal customer base ASAP.
Research shows that your chances of winning are increased if your self-concept is that of a fighter. A belief deep down inside that with hard work and persistence you will find some way to endure. If this sounds like the storyline of every legendary boxing movie, you'll also recognize it as the story of Thomas Edison, Steve Jobs, Anne Mulcahy and others.
Given the fight we're in today, we have to follow the advice of Rocky Balboa's trainer, Mickey: Learn how to "eat lightning and crap thunder" by adopting a retail mind-set.
It’s serves as an excellent follow-up to the re-branding because it really documents a lot of the successes that Xerox has had over the past couple of years.
Enjoy.
Build Your Brand by Thinking Like a Fighter
Agility, Speed, Strength and Tenacity Are Just as Important as Engagement When You're Looking for Lasting Impact
By Marsha Lindsay Published: June 09, 2008 - Ad Age
In a May 2008 survey of leading national marketers conducted by Lindsay Stone & Briggs, 59% of respondents report experiencing a sales decline so far this year, 56% report reduced profit and dividend projections for 2008, and 54% report an increased emphasis on short-term performance.
There's no question the economy of the last several years has proved to be an especially formidable opponent. But the real fight we marketers are in is actually not against the economy. It's a battle with much bigger stakes: how to create an enduring brand that packs a competitive punch.
It's not a new battle. For decades marketers have decried that having to drive short-term sales and profit always seems to come at the expense of building a long-term brand. But never has the pressure to deliver on the short term been so great.
Anne Mulcahy's refusal to concede defeat helped her lead Xerox to profitability.
Some pundits even say building a brand for the long term is a thing of the past; an absurd, out-of-date 20th-century American ideal no longer possible given volatile markets and technology. You have to wonder if they're right when, in order to survive, major players such as Northwest Airlines, Maytag and Bear Stearns get acquired; when GM continues to bleed billions; when lowered consumer spending has knocked down many popular brands.
Yet despite the stats and pundits, some brands seem to find a way to endure. For example, between 1999 and 2001, Xerox saw its stock plummet 92%. Believing the company was doomed, no one wanted the CEO job except Anne Mulcahy, who refused to acknowledge defeat was inevitable. Her six-year turnaround is heralded by many as one of the greatest success stories in American corporate history. And from losses of more than $300 million in 2000, Ms. Mulcahy produced more than $1 billion in profits by 2007.
Ms. Mulcahy's example gives us our first insight on what it takes to win today despite the odds. Deep down you must see yourself as a fighter.
Given that experts say the marketplace is likely to remain volatile for years, is it still possible or even important to try to build a long-term brand? There seems to be little doubt: 97% of respondents to our May survey said yes. Ninety-seven percent said it's still a priority, and 80% predict that in five years building a brand's value will be seen as an even bigger priority than today. The rationale respondents cited is that branding is the only way a marketer can increase the odds of sustainable profitable growth, because branding is the only means to create something a customer will crave and trust all the more when the world around him is chaotic.
The brutal truth underlying the fight marketers are in today is this: The decision over who wins or loses at brand building no longer goes on and on for 15 to 20 years or more. The world has gotten very impatient. Consumers, dealers, distributors, analysts, professional investors, boards and bosses demand faster performance. Of those marketers we surveyed, 87% said the expectation for building brand equity was now 10 years or fewer, and 46% said it was now fewer than five years.
In fact, our whole culture is now demanding optimized value creation in about three to five years. And to whom does commerce turn to make this happen? Marketers, of course. Marketers must find a way to win regardless of the situation. So, we have no choice but to get our heads around the mentality it takes to fight and win.
To win in a world where even the long term is now short, fighters need agile, non-bureaucratic business models with people empowered to respond almost immediately to changing market conditions and opportunities.
Fighters will plan and strategize less on a yearly basis and more on a quarterly, monthly, weekly basis, tracking results and adjusting media and creative to reflect real time metrics -- which technology now makes possible.
One look at the classic marketing life cycle with its four stages (early growth, accelerated development, maturation and decline) and it's clear that in today's world we should be fighting to speed up the first two stages so they happen as quickly as possible.
Now the goal is to quickly boost the size of the customer base, and first-mover advantage will be critical to this. To steal share and penetrate new markets, fighters will launch more new products more quickly and prototype early, vetting ideas wherever feedback can be gathered almost instantaneously.
A brand's strength comes from a lot of loyal customers. But size and loyalty of a customer base are actually not a marketer's ultimate strength today. It's the creation of a loyal customer base that is very vocal on a brand's behalf.
A brand's most valuable customer is no longer the loyal one who purchases a lot and often; it's the one who may buy little but whose blog postings, online product reviews and favorable word of mouth influences others.
This means the old marketing funnel, in which the goal was to achieve widespread awareness with the hopes of converting a few into customers, has been turned on its head. In today's world of clutter and choice, potential customers are either engaged or not. So marketers need to focus not just on increased agility, speed and strength but also engagement, which, as Forrester Research points out, is made up of four behavioral elements: involvement, interaction, intimacy and influence.
Engagement measures not just the quantity of time spent with your brand, but the quality of time spent. Quality, as in what are the most productive things a marketer can do that ultimately affects what a customer does at the moment of truth: buy or recommend a brand to others.
What this means is that engagement is the mentality needed to drive short-term marketing performance. And its metrics are also leading indicators of value creation for the long-term.
What's the best way to achieve engagement? Adopt the marketing mind-set of a retailer. I mean retailing in its broadest sense: a unique shopping situation selling goods directly to the individual or business that'll actually be using them.
Success only comes from thinking like a marketer -- developing a strategy to differentiate you from competitors in a way that is relevant to your target -- but then applying it with the speed of a retailer, launching with partial data and improving things based on real-world results.
All marketing is becoming more retail in nature because all marketers are on a stopwatch to quickly scale a consumer franchise. They can no longer afford being at the mercy of other channel partners who don't share their sense of marketing sophistication or urgency. So marketers are taking timing into their own hands, adopting retail strategies in an effort to gain some control over whatever it takes to engage end users and deliver to plan.
In the mania of today's volatile economy, the match you're in is to drive short-term performance while concurrently building brand value faster than ever before -- in as little as three to five years. The mentality this calls for is the mind-set of a retailer. So it should be no surprise that the moves that can help you increase the odds of being everlasting are those used by successful retailers in the real and virtual worlds to engage and scale a loyal customer base ASAP.
Research shows that your chances of winning are increased if your self-concept is that of a fighter. A belief deep down inside that with hard work and persistence you will find some way to endure. If this sounds like the storyline of every legendary boxing movie, you'll also recognize it as the story of Thomas Edison, Steve Jobs, Anne Mulcahy and others.
Given the fight we're in today, we have to follow the advice of Rocky Balboa's trainer, Mickey: Learn how to "eat lightning and crap thunder" by adopting a retail mind-set.
Wednesday, June 11, 2008
Saturday, June 07, 2008
Album review: “Real Close Ones” by The M’s
Many blog and music rag reviewers say this band has “swagger.” If that term means the M’s can strut their stuff – melody, harmony, rhythm, instrumentation, and mood – then they are right. If on the other hand, the writers mean The M’s are boastful, then I say they’re even more right. This Chicago-based band deserves to be proud of their release. I can’t wait to see them live at the CD release concert at Schuba’s Sunday night. Our friend, Glenn, will be sitting in with the band on percussion.
Wednesday, June 04, 2008
We Recently Subscribed to a Cool New Service: SendOut Cards.
You can send a printed greeting card with your message in less than 60 seconds.
• Choose your card
• Write your message
• Click send
SendOutCards prints it, stuffs it and mails it, all for less than a greeting card at the store.
My new friend and SendOut Cards consultant, Ines Kinchen, turned me on to it. Check them out at www.SendOutCards.com
• Choose your card
• Write your message
• Click send
SendOutCards prints it, stuffs it and mails it, all for less than a greeting card at the store.
My new friend and SendOut Cards consultant, Ines Kinchen, turned me on to it. Check them out at www.SendOutCards.com
Monday, June 02, 2008
12 Touchpoints to Move Your Convention Branding Forward...Fast
With the ever-increasing competition – and expense – of convention marketing, all brand teams are looking for new and different ways to maximize their efforts.
Nearly five years ago, I developed a strategic media approach to conventions designed to help brand communication managers stimluate interest, create a meaningful experience, and the extend the brand message after the meeting.
Here are the 12 touchpoints of my CONVENTION CATALYST approach:
1. Pre-Meeting mail
2. e-media
- event registration
- booth visit appointment
3. Onboard Airplane
- In-flight magazine ad
- In-flight TV commercial
- SkyRadio interview
4. Airport
- airport terminal billboards
- limo driver welcome signage
- baggage claim easels
5. Transportation
- airport to hotel shuttles
- hotel to convention buses
- bus head rest covers
- bus wrap
- shuttle schedule signage
6. Hotel Lobby
- entry display
- coasters in lobby
- signage in elevators
7. Hotel Room
- TV channel menu
- room key
- newspaper wrap
- door drop
8. Convention Center
- outdoor banners
- indoor banners
- registration bag
- segway promotions
- live marketing outside
9. Booth
- uniform shirts with logo
- branded name tag lanyards
- paper cup
10. Corporate Event
- Presenters from outside experts
11. Social Event
- CD release
- co-sponsored by entertainment or related brand
12. Follow-up
- post-meeting mailer
- letter from specific booth contact
- e-media appointment
If you would be interested in learning more about how apply this and other INNOVATION tools to your efforts, I'd love to hear from you. Sign up for our complimentary “Accelerate” e-newsletter by visiting www.StinsonBrandInnovation.com
Nearly five years ago, I developed a strategic media approach to conventions designed to help brand communication managers stimluate interest, create a meaningful experience, and the extend the brand message after the meeting.
Here are the 12 touchpoints of my CONVENTION CATALYST approach:
1. Pre-Meeting mail
2. e-media
- event registration
- booth visit appointment
3. Onboard Airplane
- In-flight magazine ad
- In-flight TV commercial
- SkyRadio interview
4. Airport
- airport terminal billboards
- limo driver welcome signage
- baggage claim easels
5. Transportation
- airport to hotel shuttles
- hotel to convention buses
- bus head rest covers
- bus wrap
- shuttle schedule signage
6. Hotel Lobby
- entry display
- coasters in lobby
- signage in elevators
7. Hotel Room
- TV channel menu
- room key
- newspaper wrap
- door drop
8. Convention Center
- outdoor banners
- indoor banners
- registration bag
- segway promotions
- live marketing outside
9. Booth
- uniform shirts with logo
- branded name tag lanyards
- paper cup
10. Corporate Event
- Presenters from outside experts
11. Social Event
- CD release
- co-sponsored by entertainment or related brand
12. Follow-up
- post-meeting mailer
- letter from specific booth contact
- e-media appointment
If you would be interested in learning more about how apply this and other INNOVATION tools to your efforts, I'd love to hear from you. Sign up for our complimentary “Accelerate” e-newsletter by visiting www.StinsonBrandInnovation.com
Friday, May 30, 2008
Blood Donation Hall of Fame
For the past 10 years, our client Fenwal has partnered with blood centers to honor individuals for their outstanding dedication and commitment to helping ensure that the life-saving gift of blood is available to patients in need.
We support the inductees to the Donation Hall of Fame – thanks to these people from all over the country for their unwavering commitment and passion for blood donation.
To read their stories, go to http://www.fenwalinc.com/En/Pages/Recognition-And-Awards-Donation-Hall-Of-Fame.aspx
We support the inductees to the Donation Hall of Fame – thanks to these people from all over the country for their unwavering commitment and passion for blood donation.
To read their stories, go to http://www.fenwalinc.com/En/Pages/Recognition-And-Awards-Donation-Hall-Of-Fame.aspx
Wednesday, May 28, 2008
Trying really hard to live with authentic leadership
I met with our staff today to have a very open discussion on the state of the business world – and the challenges we face in it.
Some of the thoughts are worth sharing with everyone who might read my blog.
1. Speaking the truth-- clear, honest, consistent assessment
2. Leading from the heart-- our business, our people, our clients; my feelings, my vulnerabilities, my purpose
3. Demonstrating character-- trust, listen, respect
4. Showing courage-- do what is right, not just what is easy
5. Building teams and community-- a positive workplace experience
6. Deepening ourselves --understand weaknesses, but overcome fear and play to strengths
7. Dreaming bigger-- knowledge & experience + imagination
8. Caring for ourselves-- physically well to operate at world-class levels of performance
9. Committing to excellence -- What would life look like if we raised the standards well beyond what anyone could ever imagine of us?
10. Leaving a mark-- to achieve our mission of "accelerating the adoption of new medical technologies"
Some of the thoughts are worth sharing with everyone who might read my blog.
1. Speaking the truth-- clear, honest, consistent assessment
2. Leading from the heart-- our business, our people, our clients; my feelings, my vulnerabilities, my purpose
3. Demonstrating character-- trust, listen, respect
4. Showing courage-- do what is right, not just what is easy
5. Building teams and community-- a positive workplace experience
6. Deepening ourselves --understand weaknesses, but overcome fear and play to strengths
7. Dreaming bigger-- knowledge & experience + imagination
8. Caring for ourselves-- physically well to operate at world-class levels of performance
9. Committing to excellence -- What would life look like if we raised the standards well beyond what anyone could ever imagine of us?
10. Leaving a mark-- to achieve our mission of "accelerating the adoption of new medical technologies"
Tuesday, May 27, 2008
Can one page of a book change everything?
Here’s what the book description says – “Wall Street Journal Business Best-Seller Jeffrey Gitomer's Little Red Book of Selling includes 12.5 Principles of Sales Greatness and strategies and answers from a lifetime of selling that will teach you how to make sales forever. In this book, you will have the opportunity to understand why sales happen. And by mastering the elements that Jeffrey Gitomer gives you, you'll make sales happen for yourself forever.”
Here’s my one line review – page 28 changed my whole year.
Here’s my one line review – page 28 changed my whole year.
Saturday, May 24, 2008
A Peaceful Warrior's Way to Wellness
Today, there is a flood of information and misinformation about health in popular books and magazines. Modern medicine breaks new ground even as holistic professionals rediscover ancient wisdom. What remains is for us to integrate this information into our own lives and turn what we know into what we do.
This weekend Jenny and I had the fortune to hear “The Peaceful Warrior's Way” presented by Dan Millman in Sun Valley, Idaho. He brings a refreshing balance to the arena of wellness that embraces east and west, science and mysticism, faith and reason.
His topics included:
• keys to health and vitality
• overcoming stress and tension
• healing power of the subconscious
• turning knowledge to action
Dan offers sensible reminders and realistic strategies for sustainable wellness; living at the peak of our genetic potential for physical, emotional and spiritual health -- living with a peaceful heart and warrior spirit.
By way of background, Dan Millman is a former world-champion athlete, university coach, martial arts instructor, and college professor. His 14 books have inspired millions of readers in 29 languages. The peaceful warrior's way evolved from the world of sport to worldwide research and guidance by brilliant mentors to his calling as author and teacher. Dan shares perspectives, principles and practices easily integrated into everyday life, reminding us about "what we all know at deeper levels but tend to forget." His keynotes and seminars have influenced leaders in the fields of health, psychology, education, business, sports, and the arts. Dan's first book, Way of the Peaceful Warrior, was written in 1980 and recently adapted to a major motion picture starring Nick Nolte. Learn more at www.peacefulwarrior.com
This weekend Jenny and I had the fortune to hear “The Peaceful Warrior's Way” presented by Dan Millman in Sun Valley, Idaho. He brings a refreshing balance to the arena of wellness that embraces east and west, science and mysticism, faith and reason.
His topics included:
• keys to health and vitality
• overcoming stress and tension
• healing power of the subconscious
• turning knowledge to action
Dan offers sensible reminders and realistic strategies for sustainable wellness; living at the peak of our genetic potential for physical, emotional and spiritual health -- living with a peaceful heart and warrior spirit.
By way of background, Dan Millman is a former world-champion athlete, university coach, martial arts instructor, and college professor. His 14 books have inspired millions of readers in 29 languages. The peaceful warrior's way evolved from the world of sport to worldwide research and guidance by brilliant mentors to his calling as author and teacher. Dan shares perspectives, principles and practices easily integrated into everyday life, reminding us about "what we all know at deeper levels but tend to forget." His keynotes and seminars have influenced leaders in the fields of health, psychology, education, business, sports, and the arts. Dan's first book, Way of the Peaceful Warrior, was written in 1980 and recently adapted to a major motion picture starring Nick Nolte. Learn more at www.peacefulwarrior.com
Monday, May 19, 2008
Notes on Re-branding
I recently replied to a question from Nastasya Savina, a public relations and branding consultant from London, UK.
Nastasya posted the question: “Does it make sense to do re-branding/re-styling properly?”
She added, “Textbooks teach that re-branding should start with a meticulous analysis of company's strategic focus and the current brand perceptions of major segments of current and future target audiences. But in reality, in many rebranding cases, there was no study at all. Top management decided that the brand attributes need to be refreshed, then hired an expensive agency, and then chose the most attractive design proposal. So, I am wondering if the initial research and analysis is really a prerequisite for an effective rebranding.”
In my experience, there are indeed best practices for rebranding – in order to build a more sustainable market position and greater market penetration through stronger demand.
First, consider the main reasons for “rebranding.”
-rediscover the potential of underpromoted brands
-reinvigorate and grow products
-rethink in-licensed products
-retool for new indications/uses
-reorganize product marketing post-merger
-reconsider approach to new channels
Many practices are the same as launch, but obviously you can’t erase previous exposure. The rocket can’t simply be put back on the launch pad. One must reanalyze what worked and what must be improved.
One method is the “Forward.Fast.®” branding model. You look at six main areas of the brand to determine the rebranding improvements:
1. Likeability – what elements of the product and branding are attracting customers?
2. Logo – does the symbol, font, design appealing?
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 design, copy, packaging
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 elevated?
Finally, remember to look at more than just the “brand look”. Consider all the other Marketing Ps:
-Place (distribution)
-Price (contracts, incentives)
-Promotion (unique channels)
-Packaging (novel, convenient)
-Put-ups (sizes, kits, bundles)
-Personal support (services offerings)
-Professional development (education, training, certification)
Nastasya posted the question: “Does it make sense to do re-branding/re-styling properly?”
She added, “Textbooks teach that re-branding should start with a meticulous analysis of company's strategic focus and the current brand perceptions of major segments of current and future target audiences. But in reality, in many rebranding cases, there was no study at all. Top management decided that the brand attributes need to be refreshed, then hired an expensive agency, and then chose the most attractive design proposal. So, I am wondering if the initial research and analysis is really a prerequisite for an effective rebranding.”
In my experience, there are indeed best practices for rebranding – in order to build a more sustainable market position and greater market penetration through stronger demand.
First, consider the main reasons for “rebranding.”
-rediscover the potential of underpromoted brands
-reinvigorate and grow products
-rethink in-licensed products
-retool for new indications/uses
-reorganize product marketing post-merger
-reconsider approach to new channels
Many practices are the same as launch, but obviously you can’t erase previous exposure. The rocket can’t simply be put back on the launch pad. One must reanalyze what worked and what must be improved.
One method is the “Forward.Fast.®” branding model. You look at six main areas of the brand to determine the rebranding improvements:
1. Likeability – what elements of the product and branding are attracting customers?
2. Logo – does the symbol, font, design appealing?
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 design, copy, packaging
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 elevated?
Finally, remember to look at more than just the “brand look”. Consider all the other Marketing Ps:
-Place (distribution)
-Price (contracts, incentives)
-Promotion (unique channels)
-Packaging (novel, convenient)
-Put-ups (sizes, kits, bundles)
-Personal support (services offerings)
-Professional development (education, training, certification)
Wednesday, April 23, 2008
Creating Personal Brands
Many people ask me about how to create their “personal brands.” If you already have a passion for what you’re doing -- a passion for knowledge and experience – then you’re on the way.
In my journey of personal branding, here's what I've learned that might help you define the CHEMistry of your brand:
C = Connect by making what you do relevant to others You might be a "knowledge engineer" that can help take what people need/want to know and structure it into action. Who couldn't relate to that?
H = Honesty is being true to yourself and not trying to make your "brand" something that you really aren't.
E = Easy is memorable. Keep it simple, but don't try to water it down.
M = Motivate your audience to action. Knowledge and attitude are only the beginning. Remember the "call to action". What do you want to happen?
Best of luck with your personal brand. I'm sure with your energy you'll "fast-forward" your brand and your life in powerful ways.
In my journey of personal branding, here's what I've learned that might help you define the CHEMistry of your brand:
C = Connect by making what you do relevant to others You might be a "knowledge engineer" that can help take what people need/want to know and structure it into action. Who couldn't relate to that?
H = Honesty is being true to yourself and not trying to make your "brand" something that you really aren't.
E = Easy is memorable. Keep it simple, but don't try to water it down.
M = Motivate your audience to action. Knowledge and attitude are only the beginning. Remember the "call to action". What do you want to happen?
Best of luck with your personal brand. I'm sure with your energy you'll "fast-forward" your brand and your life in powerful ways.
Monday, April 14, 2008
Business-like Thinking is Everywhere… and Especially in Boise
I’ve built my business model around the concept of speed and access, and the Groups, Events, and Media office I have in Boise is no different. StinsonGEM is just one way we can help our clients take advantage of the ever-accelerating pace of change in medicine, life sciences, lifestyle, wellness, and related research and technology.
With that in mind, enjoy this article from The Idaho Statesman…
Quest for longevity: Boise's minor league teams use a business approach to stay alive
Mar. 30--Idaho Stampede coach Bryan Gates has had two pressing issues on his mind in recent weeks.
How to hold off Los Angeles to win the West Division in the NBA Development League.
And when he's going to get an $800 credit from an airline for a pricing mistake on a team road trip.
Managing investor Bill Ilett is tracking both issues closely -- the former from his courtside seat at Qwest Arena, the latter through weekly reminder e-mails to his coach/travel agent.
"It's $800 that we can use," Ilett said.
The Idaho Steelheads have a choice when they buy hockey sticks.
They can buy a one-piece stick for $120. Or they can buy a $90 shaft and $40 blade separately.
They have opted for the two-piece sticks.
"With a one-piece stick, we don't see the stick being broken," coach Derek Laxdal said, "we see $120 being thrown onto the ice."
Those might seem like nickel-and-dime issues, but in the world of minor league sports it is that attention to financial details that can make the difference between longevity and insolvency for the three teams that will play games at Qwest Arena in Downtown Boise next month -- the Stampede, Steelheads and Boise Burn indoor football team.
Still, these teams aren't get-rich ventures.
"None of us have ever made a penny on this thing," Ilett said of his ownership group. " We get paid in dunks, great assists and 3-pointers."
"It's a challenge to break even," said Ray Kaufman, the chairman of the board of Block 22, the Steelheads' ownership group.
Reminders of that challenge -- and what happens if they fail to meet it -- are everywhere.
The Steelheads began play in 1997-98 in the now-defunct West Coast Hockey League. Their rivals, the Tacoma Sabercats and San Diego Gulls, also are defunct.
The Stampede began play in 1997-98 in the Continental Basketball Association, which folded during the 2000-01 season and, despite a rebirth, has lost its place as the development league for the NBA.
Yet 10 years after they burst onto the Treasure Valley sports scene, the Steelheads and Stampede have emerged as integral parts of their community and turned Qwest Arena into a sports haven.
The Steelheads, who have won two ECHL championships in the past four seasons, have stopped what was a steady decline in attendance until a few years ago.
And the Stampede, who joined the Steelheads at Qwest Arena in 2005-06 and won 18 straight games this season, report increases in attendance, sponsorships and walk-up ticket sales.
"We've been through six coaches, three (arena) moves, three general managers, a league change -- and I think it's stronger than ever right now," Gates said.
The key, both franchises say: Treat your sports team like a business.
BUSINESSLIKE OWNERS
Steelheads forward Lance Galbraith helped the team win the Kelly Cup in 2004 and 2007. In between, he spent one year with Fort Wayne of the United Hockey League.
"One of the things that brought me back here was when you do leave, you miss how professional they are here," Galbraith said. "How they treat their players."
Said captain Marty Flichel, who has spent five seasons with the Steelheads: "We get treated like gold."
Horror stories are easy to find among minor league athletes and coaches.
Flichel moved to Tacoma in 2001, signed a two-year contract and bought a house. Less than a year later, the Sabercats shut down.
The owner of a United States Basketball League team that Gates coached walked out six days into the season.
And Stampede guard Randy Livingston was playing for Gary in the CBA when players weren't getting paid and was playing for Idaho when the Isiah Thomas-owned CBA folded in 2001. Some of his teammates had to stay in Boise for a couple of weeks working odd jobs to earn enough money to get home, he said.
"Isiah came from the inner city," Livingston said. "I thought he would be the last person to take away from a lot of guys trying to live the same dream he had when he was younger. It was disappointing. It was shocking, too."
The Steelheads and Stampede try to prevent those kinds of crises with a businesslike approach.
Ilett, for example, meets once a month with Gates and team president Steve Brandes to go over the budget and expenses line by line.
The Stampede's local ownership group has lost money just once, Ilett said (the team was owned by Thomas from 1999 to 2001). The season in the red was 2002-03, when the team restarted and made reparations to the season-ticket holders who lost money when the team folded in 2001.
The franchise never has paid its owners, Ilett said, but the Stampede did purchase a $100,000 floor for this season by saving their modest profits.
"We are very, very disciplined in how we operate business-wise," Ilett said. "The majority of teams in our league do not make money."
The Steelheads have always been profitable, team president Eric Trapp said.
"It's a sport, but it's got to be run like a business," ECHL commissioner Brian McKenna said. "You need to make sure that you've got year-round focus on the business, you need to make sure you look after your customers and you need to keep the product fresh and new and entertaining. The folks there in Boise do all those things."
The Steelheads, for the most part, let the hockey do their talking. It's a relatively new sport to Boise and the arena's open concourse creates a social atmosphere.
"They've done a good job of putting a quality product on the ice, but also making it a fun place for people to go as an event," said Steelheads fan Marty Reid, who has had season tickets since 1997.
The Stampede, on the other hand, spend more than $35,000 a year on halftime performers to augment the entertainment value of their games.
"That's just part of the business," said Gates, who has been with the team for eight years, including some time in the front office. "Is it cool that we've got someone from the Blazers down (playing for the Stampede)? Absolutely. Is it cool that we've got Quick Change (dancers) coming? Absolutely."
NEW, MORE STABLE LEAGUES
The Steelheads and Stampede have changed leagues this decade -- moves that have placed the franchises in more stable environments.
The Steelheads joined the ECHL in 2003-04. The ECHL is in its 20th season -- the WCHL only lasted eight -- and is well-established as a Double-A developmental league. The league has shrunk from 31 to 25 teams since the Steelheads joined, but is solid in the West.
The Stampede joined the D-League in 2006-07 -- a league that has the powerful backing of the NBA and helps develop some young players who have NBA contracts but wouldn't get sufficient playing time there. The league has grown from eight teams in 2005-06 to 14 teams this season and could have up to 16 teams next season.
Dan Reed, the D-League president, said franchise values have quadrupled in the last three years to more than $1 million. Attendance is up 15 percent from last season.
"Business is booming," Reed said. "People are realizing that this is, in fact, a different and better minor league than they've seen in basketball before."
People like Stampede fan Tim Garland, a project manager at Hewlett-Packard who has been going to games since the franchise started.
"I think if you look around the Valley, it's one of the best values," Garland said of Stampede games. "You're going to see guys who are playing in the NBA right now or are going to go up to the NBA in the future. I don't think you're going to see that anywhere else."
That direct tie to the NBA -- and the credibility it brings -- is the D-League's greatest value to franchises like the Stampede, whose fans still remember the mess the CBA became.
"The biggest challenge (for the D-League) is continuing to overcome the history of minor league basketball in many of our markets," Reed said. " It's a real credit to the Stampede that they've been able to operate as long as they have given some of the challenges in minor league basketball in the past."
Count Livingston among the believers. He doesn't expect any more payroll snafus or midseason collapses.
"Once they have that NBA logo and stamp on the team, I don't think that it will ever happen with this league just because they've invested so much," Livingston said.
The ECHL has strengthened in the West in recent years. While the overall league membership has dropped, the number of teams in the West has increased from seven to nine since the Steelheads joined, with Ontario, Calif., set to join next season.
"We've reached a certain level of stability," McKenna said.
ONE OF THE NATION'S BEST MARKETS
So has Boise, which seems well-suited to its current collection of minor league teams -- the three Qwest Arena tenants and the Boise Hawks Class A short-season baseball team.
Boise, in fact, was named the seventh-best minor league market in the country last year by Sports Business Journal. The publication looked at the city's economy, market characteristics (good population with no major league teams nearby) and attendance numbers.
Another key ingredient: Qwest Arena, which was a bit ahead of its time with its downtown location when the building opened in 1997. Downtown arenas have become the norm.
"That generally tends to succeed and is almost a necessary piece of it anymore," said Bill King, a senior writer for Sports Business Journal.
A team's facility, King said, is more important than its record in determining franchise success.
Another biggie, King said: "Where that team fits into the fiber of the community."
And that's where the Steelheads and Stampede have really helped themselves.
The Steelheads raised or contributed $201,453 for charities last season, communications director Bonnie Way Snider said. The Pink in the Rink jersey auction raised a team-record $27,641 earlier this month.
The Stampede have a community foundation that generates about $100,000 per year for charity, Ilett said. The ownership group donated money to help the Boys and Girls Club build its gym in Garden City, and the National Guard presented Ilett with the Idaho Distinguished Service Medal for the work he and the Stampede have done to help local soldiers.
And none of those good deeds account for the youth clinics, reading programs and other public appearances by the players.
The charitable and outreach efforts create visibility and a connection with the community that can pay off at the box office.
"If you give back to the community," Trapp said, "they're going to want to be a part of your team."
Said Ilett: "What we have finally done is we have branded this thing. Everybody knows who we are. They may not know if we won or lost last night, but they know who we are. We've become a part of the Valley."
CHALLENGES PERSIST
While the Steelheads and Stampede certainly look like community mainstays, there are some reasons for concern.
The Stampede owners average about 60 years of age, Ilett said. He has tried to lure some younger investors, but he also says selling part of the franchise to an NBA team is a possibility.
"We have to self-perpetuate this with people who are younger," said Ilett, 63.
And while the Stampede have increased attendance by 18.6 percent since joining the D-League, they rank sixth in the league with 2,844 tickets sold per game. That includes about 1,000 season tickets.
"The attendance could be a lot better," Livingston said. "This year, we've had a good product. People need to support the sport of basketball a little more."
For the Steelheads, their greatest strength is one of their greatest challenges -- consistency.
The product is fairly predictable. The franchise produces a solid, winning team every year with a mixture of familiar veterans and up-and-coming young players. The action on the ice has changed little in 11 seasons.
Attendance has slipped 12.4 percent since the novelty of the inaugural season. The economy is slumping, and the Steelheads are slashing season-ticket prices for next season for the first time in franchise history.
"It's harder and harder to figure out marketing," Trapp said, "to find new ways to get our message out that are effective."
But McKenna's experience as the ECHL commissioner tells him a franchise that lasts a decade usually has staying power.
The Steelheads are wrapping up their 11th season, the Stampede their 10th.
"It doesn't necessarily get any easier," McKenna said, "but the recognition and the brand is there and you're more accepted in the community.”
With that in mind, enjoy this article from The Idaho Statesman…
Quest for longevity: Boise's minor league teams use a business approach to stay alive
Mar. 30--Idaho Stampede coach Bryan Gates has had two pressing issues on his mind in recent weeks.
How to hold off Los Angeles to win the West Division in the NBA Development League.
And when he's going to get an $800 credit from an airline for a pricing mistake on a team road trip.
Managing investor Bill Ilett is tracking both issues closely -- the former from his courtside seat at Qwest Arena, the latter through weekly reminder e-mails to his coach/travel agent.
"It's $800 that we can use," Ilett said.
The Idaho Steelheads have a choice when they buy hockey sticks.
They can buy a one-piece stick for $120. Or they can buy a $90 shaft and $40 blade separately.
They have opted for the two-piece sticks.
"With a one-piece stick, we don't see the stick being broken," coach Derek Laxdal said, "we see $120 being thrown onto the ice."
Those might seem like nickel-and-dime issues, but in the world of minor league sports it is that attention to financial details that can make the difference between longevity and insolvency for the three teams that will play games at Qwest Arena in Downtown Boise next month -- the Stampede, Steelheads and Boise Burn indoor football team.
Still, these teams aren't get-rich ventures.
"None of us have ever made a penny on this thing," Ilett said of his ownership group. " We get paid in dunks, great assists and 3-pointers."
"It's a challenge to break even," said Ray Kaufman, the chairman of the board of Block 22, the Steelheads' ownership group.
Reminders of that challenge -- and what happens if they fail to meet it -- are everywhere.
The Steelheads began play in 1997-98 in the now-defunct West Coast Hockey League. Their rivals, the Tacoma Sabercats and San Diego Gulls, also are defunct.
The Stampede began play in 1997-98 in the Continental Basketball Association, which folded during the 2000-01 season and, despite a rebirth, has lost its place as the development league for the NBA.
Yet 10 years after they burst onto the Treasure Valley sports scene, the Steelheads and Stampede have emerged as integral parts of their community and turned Qwest Arena into a sports haven.
The Steelheads, who have won two ECHL championships in the past four seasons, have stopped what was a steady decline in attendance until a few years ago.
And the Stampede, who joined the Steelheads at Qwest Arena in 2005-06 and won 18 straight games this season, report increases in attendance, sponsorships and walk-up ticket sales.
"We've been through six coaches, three (arena) moves, three general managers, a league change -- and I think it's stronger than ever right now," Gates said.
The key, both franchises say: Treat your sports team like a business.
BUSINESSLIKE OWNERS
Steelheads forward Lance Galbraith helped the team win the Kelly Cup in 2004 and 2007. In between, he spent one year with Fort Wayne of the United Hockey League.
"One of the things that brought me back here was when you do leave, you miss how professional they are here," Galbraith said. "How they treat their players."
Said captain Marty Flichel, who has spent five seasons with the Steelheads: "We get treated like gold."
Horror stories are easy to find among minor league athletes and coaches.
Flichel moved to Tacoma in 2001, signed a two-year contract and bought a house. Less than a year later, the Sabercats shut down.
The owner of a United States Basketball League team that Gates coached walked out six days into the season.
And Stampede guard Randy Livingston was playing for Gary in the CBA when players weren't getting paid and was playing for Idaho when the Isiah Thomas-owned CBA folded in 2001. Some of his teammates had to stay in Boise for a couple of weeks working odd jobs to earn enough money to get home, he said.
"Isiah came from the inner city," Livingston said. "I thought he would be the last person to take away from a lot of guys trying to live the same dream he had when he was younger. It was disappointing. It was shocking, too."
The Steelheads and Stampede try to prevent those kinds of crises with a businesslike approach.
Ilett, for example, meets once a month with Gates and team president Steve Brandes to go over the budget and expenses line by line.
The Stampede's local ownership group has lost money just once, Ilett said (the team was owned by Thomas from 1999 to 2001). The season in the red was 2002-03, when the team restarted and made reparations to the season-ticket holders who lost money when the team folded in 2001.
The franchise never has paid its owners, Ilett said, but the Stampede did purchase a $100,000 floor for this season by saving their modest profits.
"We are very, very disciplined in how we operate business-wise," Ilett said. "The majority of teams in our league do not make money."
The Steelheads have always been profitable, team president Eric Trapp said.
"It's a sport, but it's got to be run like a business," ECHL commissioner Brian McKenna said. "You need to make sure that you've got year-round focus on the business, you need to make sure you look after your customers and you need to keep the product fresh and new and entertaining. The folks there in Boise do all those things."
The Steelheads, for the most part, let the hockey do their talking. It's a relatively new sport to Boise and the arena's open concourse creates a social atmosphere.
"They've done a good job of putting a quality product on the ice, but also making it a fun place for people to go as an event," said Steelheads fan Marty Reid, who has had season tickets since 1997.
The Stampede, on the other hand, spend more than $35,000 a year on halftime performers to augment the entertainment value of their games.
"That's just part of the business," said Gates, who has been with the team for eight years, including some time in the front office. "Is it cool that we've got someone from the Blazers down (playing for the Stampede)? Absolutely. Is it cool that we've got Quick Change (dancers) coming? Absolutely."
NEW, MORE STABLE LEAGUES
The Steelheads and Stampede have changed leagues this decade -- moves that have placed the franchises in more stable environments.
The Steelheads joined the ECHL in 2003-04. The ECHL is in its 20th season -- the WCHL only lasted eight -- and is well-established as a Double-A developmental league. The league has shrunk from 31 to 25 teams since the Steelheads joined, but is solid in the West.
The Stampede joined the D-League in 2006-07 -- a league that has the powerful backing of the NBA and helps develop some young players who have NBA contracts but wouldn't get sufficient playing time there. The league has grown from eight teams in 2005-06 to 14 teams this season and could have up to 16 teams next season.
Dan Reed, the D-League president, said franchise values have quadrupled in the last three years to more than $1 million. Attendance is up 15 percent from last season.
"Business is booming," Reed said. "People are realizing that this is, in fact, a different and better minor league than they've seen in basketball before."
People like Stampede fan Tim Garland, a project manager at Hewlett-Packard who has been going to games since the franchise started.
"I think if you look around the Valley, it's one of the best values," Garland said of Stampede games. "You're going to see guys who are playing in the NBA right now or are going to go up to the NBA in the future. I don't think you're going to see that anywhere else."
That direct tie to the NBA -- and the credibility it brings -- is the D-League's greatest value to franchises like the Stampede, whose fans still remember the mess the CBA became.
"The biggest challenge (for the D-League) is continuing to overcome the history of minor league basketball in many of our markets," Reed said. " It's a real credit to the Stampede that they've been able to operate as long as they have given some of the challenges in minor league basketball in the past."
Count Livingston among the believers. He doesn't expect any more payroll snafus or midseason collapses.
"Once they have that NBA logo and stamp on the team, I don't think that it will ever happen with this league just because they've invested so much," Livingston said.
The ECHL has strengthened in the West in recent years. While the overall league membership has dropped, the number of teams in the West has increased from seven to nine since the Steelheads joined, with Ontario, Calif., set to join next season.
"We've reached a certain level of stability," McKenna said.
ONE OF THE NATION'S BEST MARKETS
So has Boise, which seems well-suited to its current collection of minor league teams -- the three Qwest Arena tenants and the Boise Hawks Class A short-season baseball team.
Boise, in fact, was named the seventh-best minor league market in the country last year by Sports Business Journal. The publication looked at the city's economy, market characteristics (good population with no major league teams nearby) and attendance numbers.
Another key ingredient: Qwest Arena, which was a bit ahead of its time with its downtown location when the building opened in 1997. Downtown arenas have become the norm.
"That generally tends to succeed and is almost a necessary piece of it anymore," said Bill King, a senior writer for Sports Business Journal.
A team's facility, King said, is more important than its record in determining franchise success.
Another biggie, King said: "Where that team fits into the fiber of the community."
And that's where the Steelheads and Stampede have really helped themselves.
The Steelheads raised or contributed $201,453 for charities last season, communications director Bonnie Way Snider said. The Pink in the Rink jersey auction raised a team-record $27,641 earlier this month.
The Stampede have a community foundation that generates about $100,000 per year for charity, Ilett said. The ownership group donated money to help the Boys and Girls Club build its gym in Garden City, and the National Guard presented Ilett with the Idaho Distinguished Service Medal for the work he and the Stampede have done to help local soldiers.
And none of those good deeds account for the youth clinics, reading programs and other public appearances by the players.
The charitable and outreach efforts create visibility and a connection with the community that can pay off at the box office.
"If you give back to the community," Trapp said, "they're going to want to be a part of your team."
Said Ilett: "What we have finally done is we have branded this thing. Everybody knows who we are. They may not know if we won or lost last night, but they know who we are. We've become a part of the Valley."
CHALLENGES PERSIST
While the Steelheads and Stampede certainly look like community mainstays, there are some reasons for concern.
The Stampede owners average about 60 years of age, Ilett said. He has tried to lure some younger investors, but he also says selling part of the franchise to an NBA team is a possibility.
"We have to self-perpetuate this with people who are younger," said Ilett, 63.
And while the Stampede have increased attendance by 18.6 percent since joining the D-League, they rank sixth in the league with 2,844 tickets sold per game. That includes about 1,000 season tickets.
"The attendance could be a lot better," Livingston said. "This year, we've had a good product. People need to support the sport of basketball a little more."
For the Steelheads, their greatest strength is one of their greatest challenges -- consistency.
The product is fairly predictable. The franchise produces a solid, winning team every year with a mixture of familiar veterans and up-and-coming young players. The action on the ice has changed little in 11 seasons.
Attendance has slipped 12.4 percent since the novelty of the inaugural season. The economy is slumping, and the Steelheads are slashing season-ticket prices for next season for the first time in franchise history.
"It's harder and harder to figure out marketing," Trapp said, "to find new ways to get our message out that are effective."
But McKenna's experience as the ECHL commissioner tells him a franchise that lasts a decade usually has staying power.
The Steelheads are wrapping up their 11th season, the Stampede their 10th.
"It doesn't necessarily get any easier," McKenna said, "but the recognition and the brand is there and you're more accepted in the community.”
Subscribe to:
Posts (Atom)
