Category: Branding

By Posted on Posted in Advertising, Branding, Business-general, Consumer Issues, Greenwashing, language, localism/locavore, Marketing Techniques and Philosophies, Psychology, Shel's Personal Life, Transparency vs. Secrecy Tagged with , , ,

Nostalgiawashing: pretending that you represent the “good old days” of small-town, small-business artisanship while actually running a large, highly mechanized operation.

Although I just invented the term (zero relevant hits on Google), nostalgiawashing’s been a thing for decades. Think about Jack Daniels or Pepperidge Farm. Or nostalgia-driven experience-based companies like Cracker Barrell and even Disney. (Disney is a bit schizophrenic on this, because it markets both nostalgia (for example, Main Street, USA) and its opposite, which I’ll call “tomorrowism” (for example, Epcot). All these companies try to bring us back to a simpler era, when nearly all the figures of authority were straight, white, middle-aged, able-bodied Christian men, and when the upper class could mostly avoid contact with the “masses yearning to breathe free”: immigrants and locally-born alike in the lower classes. Of course, that era never actually existed!

I’m not going on the warpath to eliminate nostalgia-based marketing, even when I think it’s deceptive enough to be called nostalgiawashing. But at least don”t insult our intelligence with it!

This is inspired by a mailing that did insult my intelligence. It was a card that offered “warm winter wishes” on the outside and then offered me a discount on replacement windows and “one of my favorite holiday recipes” (included on a separate index card). I have been a customer, getting replacement patio doors from them a few years ago, so I’ll give them credit for at least keeping in contact. Here’s why it didn’t work:Four-piece mailing from the window company

  • The envelope used a very nice handwriting font, but a return address sticker without a name, just an address…a first-class presort stamp and a sprayed-on barcode. It wasn’t difficult to figure out that this was bulk mail, though I thought it was from a charity.
  • The card is in a different handwriting font, even though it purports to be from the same person who addressed it. And they even positioned the text so it slants up the page–but uniformly on every line??? Come on, people, do you really think you’re fooling anyone?
  • I understand why the recipe card, on what pretends to be an old-fashioned index card, uses yet a third handwriting font–because, of course, the manager’s “Aunt Amy” wrote it. But at the end of the second side (not shown), it has a copyright notice in the name of the company. And the recipe itself is something I personally found disgusting. I can’t imagine wanting to make a dessert out of a whole sleeve of saltines, and Heath bar bits.

Of course, I don’t happen to be in the market for new windows anyway. Even if the mailer had been brilliant, I don’t need what they’re selling. But if they were a client of mine, I would have not only used a completely different approach, but recognized that not a lot of previous customers necessarily need four more windows right now and provided incentives for referrals.

 

 

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By Posted on Posted in Abundance and Prosperity, Branding, Business Ethics, Business-general, Consumer Issues, Corporate Social Responsibility, Customer Service as Marketing, Democracy, Entrepreneurship, Environment, Green Business, Green Marketing, Innovation, language, Marketing Techniques and Philosophies, People Helping People, poverty, Psychology, Social and Economic Justice Tagged with , , ,
We hear lots of talk about being customer-centric—but then we see far too many examples of companies that DON’T walk their talk. I still remember seeing a sign inside a Blockbuster Video store, maybe 20 years ago, talking about their empowered employees. I went up to the counter clerk and asked permission to snap a picture of the sign; I wanted to use it as a positive example in the customer service section of the marketing book I was writing—and the clerk said I’d have to call corporate headquarters. What kind of empowered employee is that? I was so disgusted I never set foot in another Blockbuster.
Most companies will need to make three shifts at the same time to become truly customer-centric. All three are challenging but bring very big returns.
  1. Create a culture where employees feel valued and listened to—where what they do makes a difference. Empower them not just to fix customers’ problems but to harness their own creativity to create preemptive change. IN the trenches every day, employees often have the best ideas for improving things. But they will only share those ideas if they think management will pay attention and that they won’t get punished in any way. No matter how crazy an idea may seem, give it a full airing. Often, you can modify it to be practical, and implement those pieces. Consider implementing a reward system for any idea. The reward doesn’t have to be monetary. It could be as simple as naming the employee with the best idea, or with the most ideas, Employee of the Month. However, if the idea saves or makes the company a big pile, the originator should get a money reward too. For hierarchical companies, this means letting go of command-and-control and making line employees feel that management really wants their ideas—which can be discussed in public meetings/assigned to study/IMPLEMENTATION committees and NEVER dismissed out-of-hand by a manager either 1:1 or in public. This takes training, of course.
  2. Really listen to your customers. Don’t just wait for them to complain. Go out and ask them what they love about working with you, and what they’d like you to improve—and why.

    A woman on a customer service call, taking handwritten notes
    A woman on a customer service call, taking handwritten notes

    Treat this seriously and publicize the way their suggestions become innovations (including honoring them by name, if they consent). Not only will this show how responsive you are, it encourages more people to jump in with their own ideas.

  3. Align your company with a higher purpose. If people feel that you’re making both a difference and a profit, they will become much more enthusiastic Employee turnover drops while productivity goes up, customer retention increases, and you might even become a media darling. For instance, can you identify, develop, and market a profitable product or service that actually helps turn hunger and poverty into abundance, war into peace, or catastrophic climate change into planetary balance?
  4. Bonus tip, because I like to overdeliver: shift from a scarcity to an abundance mindset. Replace “yes, but” with “yes, and”: expand the possibilities, build off that suggestions until you’ve co-created something wonderful. Then go implement it!

Need help? This is what I do in my consulting, writing, and speaking. I’m really good at finding opportunities for almost any company to “do well by doing good” (old Quaker saying): to find profitable niches that make the world better, and to create the products and services to fill those niches. Here’s my contact info. Want to learn more? Drop by https://goingbeyondsustainability.com/ and have an explore.

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By Posted on Posted in Activism, Branding, Corporate Social Responsibility, Innovation, language, Marketing Techniques and Philosophies, Social and Economic Justice, Uncategorized Tagged with , , , ,

Do corporations treat innovation as a “virus”–a threat?Even a virus can look beautiful. Chanvge the perception of yur inovationn form a virus to a beautiful opportunity.

That’s the intriguing question Stowe Boyd asks in today’s newsletter. Along with Seth Godin, Stowe often helps me start my day.

Never Under-Estimate the Immune System | John Hagel warns us of the almost reflex rejection of new ideas by the innately conservative culture of organizations, and which may be the central weakness of organizations to the world of today:
Every large and successful institution has an immune system– a collection of individuals who are prepared to mobilize at the slightest sign of any “outside” ideas or people in order to ensure that these foreign bodies are neutralized and that the existing institution survives intact and can continue on course. Just like the immune system all organisms have, this institutional immune system is adept at recognizing foreign bodies as soon as they appear and very effective at protecting the institution from infection. It is in fact what has helped large institutions to survive – they are in fact “built to last.”
But here’s the paradox: the immune system that has given large institutions extraordinary resilience in the past may be the very thing that makes these institutions so vulnerable today.

I clicked through to the original article. Hagel continues:

In more stable times, institutional immune systems are very effective at keeping institutions focused and on course, resistant to the distractions that might lead to their downfall. In more rapidly changing and volatile signs, this same immune system can become deadly by resisting the very changes that are required for the survival of the institution…

I’ve been involved in large scale transformation efforts for decades now and there’s only one lesson that I really have to share from all that experience: never, ever under-estimate the power of the immune system of a large existing institution…

[W]e need to craft approaches to transformation that have the ability to respect the power of the immune system and find ways to minimize the risk that the immune system will mobilize to crush the transformation effort. [emphasis in original]

Pointing out that threat-based change increases resistance, Hagel lays out a detailed transformational change action map that positions change as an opportunity. It’s worth reading.

Progressives and environmentalists often try to motivate negatively: through guilt, shame, and fear. And as I think about it, I realize the Right also uses negative motivations, notably fear and greed. Both sides are Chicken Littles, screaming that the world will end. So the far-Left gets people sunk and worried that the world will end, while the far-Right gets people on a treadmill of hatred, xenophobia, etc.

Neither of these approaches create positive social change. But Hagel’s focus on showing the opportunities does.

Boyd focuses on workforce issues, Hagel apparently on organizational transformation. My own focus is on opportunities for transformational social/environmental change to intersect and overlap with business profitability. In my own work, I often talk about the need to motivate positively. I’ve spent the last five years demonstrating those opportunities. I show business how to identify/create/market profitable offerings that turn hunger and poverty into abundance, war into peace, and catastrophic climate change into planetary balance–not through guilt, shame, and fear, but through enlightened organizational and personal self-interest. Thus, my speaking and writing focuses on building profitability through those social and environmental change products and services. A successful initiative:

  • Finds money in making the world better
  • Creates brand loyalty leading to repeat and ever-larger purchases
  • Encourages customers to spread the word about your good work, inspiring an army of unpaid brand ambassadors
  • Reduces operating costs and internal resource consumption (in keeping with Hagel’s challenge to avoid igniting the corporate immune system by minimizing new initiative’s need for resources )
  • And of course, actually does improve things for those suffering the consequences of crises like hunger, poverty, war, and catastrophic climate change

Want to know more? Please visit https://goingbeyondsustainability.comFacebooktwitterpinterestlinkedinmail

By Posted on Posted in Activism, Advertising, Branding, Consumer Issues, Copywriting, Demographics/Psychographics, Eco-friendly, Environment, Green Marketing, Innovation, language, Marketing Techniques and Philosophies, Marketing Trends/News, Psychology, Shel's Personal Life, Social and Economic Justice Tagged with , , , , ,

As the primary author of two books in the Guerrilla Marketing series (Guerrilla Marketing to Heal the World and Guerrilla Marketing Goes Green) and a speaker at the recent Guerrilla Marketing Summit, I was very interested in how the digital marketing pioneer Hubspot views the whole Guerrilla Marketing concept and brand.

In their seven examples, I was particularly thrilled that they included UNICEF’s super-successful Dirty Water campaign.

Screenshot of a still from the Unicef "Dirty Water" video
Screenshot of a still from the UNICEF “Dirty Water” video

After all, my two Guerrilla books are the ones that extend the Guerrilla Marketing concepts to the worlds of social change of environmentalism. This was a bit of a gamble for UNICEF; there were obviously significant costs in everything from developing the branding to shipping the filthy water. I hope they’re replicating the campaign in other cities, and creating strong follow-up messaging targeted specifically to those touched by this campaign, to keep them donating into the future.

My definition of Guerrilla Marketing is a lot broader than Hubspot’s. To me, Guerrilla Marketing has three main parts:

  1. Being nimble in our thinking and actions, seizing opportunities quickly, including news tie-ins
  2. Going outside and beyond conventional thinking patterns–disrupting the mental flow to get noticed, to move people to action, but in ways that don’t feel obnoxiously intrusive
  3. Focusing not on how great your brand is (the mistake I see so many marketers make. I call it “we, we, we all the way home) but on the results: the benefits, the problems solved, the pain relieved, the wants and needs met or exceeded–whether for the individual customer or for the planet and the species that live on it.

Hubspot’s choice of the Bounty sculpture is a beautiful example.

Ideally, Guerrilla Marketing will be done at little cost, too. But, as the UNICEF and Grammy examples show, there are plenty of Guerrilla Marketing opportunities that aren’t necessarily cheap.

Let’s look at those two more closely, because they offer us very different lessons. It will take you exactly three minutes and 40 seconds to watch the two videos. Go ahead; I’ll wait.

UNICEF

This elaborate campaign involved creating a brand, bottling filthy brown water, and offering it on the streets of New York. The goal: to increase awareness that the clean, drinkable water we take for granted in most of the US (and the developed world generally) is unimaginable luxury for people at the margins in developing countries. Many have to drink filthy, disease-causing water, and many get very sick. The campaign encouraged people to use the money they currently spend on bottled water to provide clean water for those who don’t have it. Each dollar could supply a thirsty child for 40 days. The video documents the whole campaign, in a fast-paced three minutes.

I found this very effective. I love the way they were able to not just raise awareness, but funds. The negative branding is definitely a Guerrilla tactic, and the results are clearly positive. Bravo!

Grammy Ad

This was an expensive missed opportunity. Maybe it’s a generational thing, but this one really didn’t work for me. Great concept, but terrible execution. I want the protagonist be moved and touched by what he’s seeing, but he strolls through the talking posters, blithe and indifferent. He’s not even glancing at the posters! What’s going on in HIS head? We don’t even get a hint. Have  the talking portraits of Harry Potter and the constant animations of things people didn’t animate in the past made a talking poster no-longer-special? And while my wife frequently accuses me of ADD, I found that I hadn’t even processed and recognized one song before it switched after a few seconds to something else. (And OK, I confess, this was not music I’m familiar with anyway). Some of the problem was that the songs all sounded so similar and all seemed to have the exact same beat.

I also think the choice of having multiple copies of each poster was unfortunate. Yes, I recognize that’s a common way to display posters in urban environments. It has NEVER worked for me. I’ve studied some of the advertising masters like David Ogilvy, and they taught me the importance of white space: of having one central object (or person, animal, tree…) able to stand out from what’s around it, because of that empty space around it. If I were buying billboards, instead of, say, 9 medium-sized repeated pictures, I’d use the space for one much larger version of the image. I’d use that white space and not add to the clutter.

Imagine walking down the street and seeing a 20-foot billboard suddenly start to sing with its one and only mouth! Imagine hearing snippets of three or four songs that each have a clear identity, in a true medley, each sung by one giant poster of an artist you recognize instantly. Would you be as blase as the protagonist? I doubt it!

So maybe the commercial would need a full minute instead of 39 seconds. That’s OK. In print copywriting, it’s perfectly OK to take as much time as you need to tell the story; I’ve seen emails with links to 40-page sales letters. Even in broadcast, even though airtime is expensive, we’ve seen many successful commercials that ran an hour (they’re called infomercials and they run on shopping channels). The UNICEF video was three entire minutes and I watched without multitasking, because I was interested both in their message and how they promoted it. If you can’t get it done in less than a minute, either buy more airtime, or script a commercial that CAN get it done in the time you bought.Facebooktwitterpinterestlinkedinmail

By Posted on Posted in Branding, Diversity, Ethics: General, General Commentary, language, localism/locavore, Psychology, Shel's Personal Life, Social and Economic Justice Tagged with , , , ,

When an American father-to-be asked Dear Abby for advice because his Indian wife wanted to use an ethnic-heritage name and he didn’t, she responded:

…Not only can foreign names be difficult to pronounce and spell, but they can also cause a child to be teased unmercifully…Why saddle a kid with a name he or she will have to explain or correct…from childhood into adulthood?

Seeing this as a social justice issue, I could not let her answer go unchallenged. Here’s what I wrote:

Abby, I’ve been reading your column since 1981, but your answer to “Making Life Easy” made me cringe! Part of what makes the US great is our habit of celebrating our cultural diversity, with festivals, ethnic cooking, and yes, our children’s names.

First, every culture will have names that are hard to pronounce and spell–but also easier ones. My own children’s names, Alana and Rafael, are both derived from Hebrew and celebrate their Jewish heritage. Honoring that culture felt all the more important because we live in a community where Jewish is exotic. We rejected names that were too hard to pronounce, like Chanoch; Recognizing that most Americans can’t pronounce the ch, I didn’t want my son to be “Hano.” “Making Life Easy”‘ and his wife will have hundreds of beautiful, pronounceable Indian names to choose from, such as Priya or Krishna.

This beautful anti-bullying poster came from the US military's health site, health.mil
This beautiful anti-bullying poster came from the US military’s health site, health.mil

Second, the argument about teasing is weak. Bullies will find a reason to tease. If the kids have ordinary names, bullies will pick on them for their skin color or ethnic background, for their good grades or their bad grades, for whatever point of difference they find. And bullies also tease kids about Western names (growing up as Sheldon, I speak from personal, painful experience; names like Sheldon and Norman were often chosen by American Jewish families that wanted to seem more assimilated). The way around this is not to remove any possible fuel for their bad actions–impossible anyhow–but to create a culture in the home and school that teaches respect for and acceptance of difference. This responsibility falls on both parents and educators. My own kids attended a school with zero tolerance around bullying, a school that created a welcoming and accepting culture for all types of children–and we reinforced this in the home, as my mother reinforced it for me when I was growing up.

I believe the self-acceptance I developed as the parent of self-accepting kids proud of their heritage and happy to celebrate the heritage of others helped me find my way to the work I do: working with businesses to identify/create/market profitable offerings that turn hunger and poverty into abundance, war into peace, and catastrophic climate change into planetary balance. I could not have thought so big if I hadn’t learned to feel pride in who I am and my power to make a difference.

Not ashamed to sign my real name.

Shel Horowitz, Hadley, MA

PS: whether or not you publish this letter, please share it with “Making Life Easy.” Ignoring his wife’s wishes could cause both marital discord and shame in the child’s culture of origin.

<End of my letter>.

What do you think? Please add your comment, below. And BTW, I found this list of 100 recommended but unusual boy names, which features ethnic choices such as Arian, Bodhi, Camilo, Cortez, Dimitri, Dangelo, and Enoch–in just the A through E part of the list, and just one gender.Facebooktwitterpinterestlinkedinmail

By Posted on Posted in Branding, Business Ethics, Consumer Issues, Democracy, General Commentary, language, Marketing Techniques and Philosophies, Psychology, Transparency vs. Secrecy Tagged with , , ,

Guest post by Tamsen Webster

M&Ms, with blue ones
M&Ms, with blue ones

Back in 1995, I cast a vote that had long-lasting consequences. We all did.

I’m speaking, of course, of the vote to add the color blue to M&Ms. Looking back, I realize now that it was the Brexit of candy votes.

But let me back up. For most of my childhood, M&Ms were as colorfully bland and reassuring as a 1970s kitchen.

Just dark brown, tan, orange, yellow and green. No red. Those caused cancer.

But by the time the 90s rolled around, America was in full 70s rejection mode, and M&Ms decided it was time to add a new color to the fabled mix.

And we got to vote on what it would be: pink, purple, or blue.

It wasn’t much of a decision, really: pink or purple clearly didn’t “go” with the rest of that harvest goal palette. I mean, really.

And so blue won in a landslide.

But the day they made that announcement, they told us something they hadn’t told us before: this “new color” was going to… replace… TAN.

And all of a sudden, this silly little vote had real consequences (as far as candy colors go, at least). And I didn’t like those consequences.

And I really didn’t like that I didn’t know about this whole “sacrificial tan” thing ahead of time.

I have no idea what the real reason was for M&M’s leadership to sacrifice tan. But whatever the reason, apparently it was a decision they made BEFORE they announced the results of the vote… and likely before they even decided to have a vote at all… because they had already decided to get rid of tan.

And yes, one of the truths of leadership is that sometimes there are these binary either/or choices we have to make in order to make a successful change. Opening a new office here means not opening one there. Hiring this person means not hiring that one.

But binary choices aren’t the problem. The real problem is when a binary choice isn’t presented as one. When we don’t give people full information about the change they’re about to make.

Why? Because we — all of us — are not rational decision makers, we are rationalizing decision makers.

We make decisions based on how we feel in the moment… and then we go back and think about them.

Which means, no matter how good you may make a decision feel in the moment, once people start really thinking about it, those once-happy, once-accepting people… aren’t.

Because they’ll feel manipulated, not led. And every time they do, they’ll be just a little less willing to trust the next change you put in front of them.

Do it enough? And you’ve lost your ability to lead change entirely.

So what can we do?

In the case of M&Ms, one single line might have made the difference between me happily eating blue M&Ms and my carrying the torch for tan all these years…

Here it is: “We’ve decided it’s time to replace tan…but, now you can help us decide what color we add next.” It’s a small addition, but a critical one, because it shows both sides of the choice. And we can only fully embrace change when we fully understand it.

So, if you’re a leader or manager, don’t shy away from the truth. Tell it. And where possible, give people real options to choose from. I know the “real options” part isn’t always possible — that’s back to the hard truths of leadership.

But even telling people that helps them better understand a change, because they’ll better understand where you’re coming from. Either way, the change will be more successful as a result.

So do it for that. Or do it for them.

Or just do it for tan.

#teamtan

 

Tamsen Webber is Founder and Chief Idea Whisperer, Find the Red Thread

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By Posted on Posted in Advertising, Branding, Copywriting, Democracy, Demographics/Psychographics, Ethics in Government, language, Marketing Techniques and Philosophies, Marketing Trends/News, Politics, propaganda, Psychology Tagged with , , , ,

Guest post from former Florida Congressman Alan Grayson. This originally ran in his email newsletter. I’m including all his original links and reprinting with his permission. I especially love this quote: “if you are a useless lout who has done nothing good for The People, but you still aspire to public office, then negative ads really are your only alternative.”

It’s worth noting not only how badly negative ads position our perception of politics (“ah, they’re all crooks,” etc.)—but also the growth of some promising alternatives to the negativity. One great example is ranked choice voting. Experts including Voter Choice Massachusetts explain that ranked choice (also called instant runoff) provides incentives NOT to use negative ads.

—Shel Horowitz

Former Florida representative Alan Grayson
Former Florida representative Alan Grayson

My son is doing a science experiment on politics and negative advertising.  And the results are in.  But first, a few words on negative ads.

They are pervasive.  Back in 2012, virtually every dollar that the national parties spent on Congressional campaigns was spent on negative advertising.  (Expenditures for and against candidates are reported to the FEC separately, so you can look it up.)  It’s gotten a little better since then, but more than 90% of party and PAC advertising remains negative.
Belief in negative advertising is also pervasive.  I can’t think of a single political leader or political consultant who would tell you that “positives” are more effective than “negatives.”  We had an interesting example of this a few months ago.  When GOP Senate Leader Mitch McConnell tried to elevate Luther Strange above Roy Moore and Mo Brooks in the Alabama Senate GOP Primary, he didn’t say anything good about Strange (apparently, a hopeless task).  Instead, McConnell dumped $7 million of party money going negative on Moore and Brooks, which backfired when Moore got the GOP nomination.  (And the rest . . . is history.)
Which proves that if you are a useless lout who has done nothing good for The People, but you still aspire to public office, then negative ads really are your only alternative.
So anyway, my son Stone, a 7th grader, came up with the idea that for his science project, he would try to measure the effectiveness of positive and negative ads.  (He really came up with this himself.  Smart kid.)
He created four positive ad posters for candidate Johnson, with suitable imagery:
JOHNSON FOR CLEAN AIR AND WATER!
JOHNSON STANDS FOR EQUALITY!
JOHNSON WILL IMPROVE EDUCATION!
JOHNSON WILL RAISE YOUR SALARY!
Each ended with the tag line “Vote for Johnson.”
Then he came up with four negative ad posters for Johnson’s opponent, Smith.  They read this way:
JOHNSON IS A CROOK!
JOHNSON WILL RUIN THE ECONOMY!
JOHNSON WILL RAISE TAXES!
And the inevitable:
JOHNSON IS A COMMIE!  (featuring a picture of Marx, Lenin and Mao).
Each ended with the tag line “Vote for Smith.”
So the 7th graders saw the posters, and voted as follows:
Johnson 19
Smith 12
When my son told me the results, I felt an enormous sense of relief.  I really wanted Johnson to win, and not just because he’s a Commie.  No, I wanted Johnson to win because his positive ads are an effort to convey to the voters the enormous power that we all have.  What power?  The power to make the world a better place, by making better rules for everyone.
That’s why I do it, anyway.
You can look at these results and feel a renewed faith in humanity.  Or if not all humanity, at least seventh-graders.
Courage,
Alan Grayson
“I’ve got The Power.”
 – Snap!, “I’ve got The Power” (1990).

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By Posted on Posted in Branding, Business Ethics, Corporate Social Responsibility, Demographics/Psychographics, Psychology, Socially Responsible Investing Tagged with , , ,

For decades, I’ve told anyone who’d listen that doing the right thing for the planet and its inhabitants can be the core of a highly successful business strategy. In my latest book, Guerrilla Marketing to Heal the World, I cite dozens of studies that show this.

Now, AdWeek reports on a powerful new study that reinforces this key truth. 65 percent of respondents—2 out of every 3 consumers—rate the need for brands to “take a stand on social issues” either very or somewhat important, and especially so when discussing brands’ social media presence. Of the self-identified “liberals,” the number went up to 78 percent, or nearly four out of five.

Concern for the planet—and the living things that ride "Spaceship Earth"—is good for business (picture of Earth and sun)
Concern for the planet—and the living things that ride “Spaceship Earth”—is good for business
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By Posted on Posted in Abundance and Prosperity, Advertising, Branding, Demographics/Psychographics, Entrepreneurship, Green Living/Green Lifestyles, Green Marketing, Innovation, Marketing Techniques and Philosophies, Technology Tagged with , , , ,

Watch the 3-minute video at the top of Expand Furniture’s Smart Space-Saving Ideas page. Don’t multitask; you need to see people going through the few seconds of converting a piece of furniture from one use to another, or storing it in tiny spaces when it’s not needed.

This entire product line is an excellent example of the principle of one part, many functions (which I discuss in Guerrilla Marketing to Heal the World, BTW). If you want to create a green business, one of the planet-saving tricks is to build for multiple uses. It’s also an example of miniaturization; when not needed, these chairs, tables, sofas, and storage units take up almost no space.

Think of the all-in-one printer/scanner/fax as one example that’s gone mass-market. A smartphone is an even better example because it’s far more universal AND and embraces miniaturization.

When I was a kid growing up in the 1960s and 1970s, portable communication existed in concept and showed up in comics, science fiction, etc. (Maxwell Smart’s shoe phone, Dick Tracy’s walkie-talkie). And so did the idea of all-powerful computers that contained the world’s knowledge.

But combining those two concepts into one device that fits in a pocket—WOW! I don’t think I came across anything that even hinted at this until the Apple Newtown and Palm Pilot PDAs in the 1990s, and I don’t think either of those had Internet access.

Now, think about the video. Most of the furniture ideas are not really a new concept. William Murphy received his first patent for a “disappearing bed” in 1912 (and the concept predated him); modular sectional sofas and tables with self-contained expansion leaves have been on the market for decades.

The one really new product is that miraculous looking couch that seemed to pull out of a twisted piece of foam. It’s actually paper, and you can get a better look at it here and in this post’s photo.

Expand Furniture's FlexYah bench is made from paper
Expand Furniture’s FlexYah bench is made from paper

Yet this gets only a few seconds in the video. The rest of it is simply doing more with ideas that have been around forever.

Some of the other designs could be called “deep Kaizen.” The Japanese concept of “continuous improvement,” Kaizen got very popular in the US business world a few decades back. So yes, we’ve had Murphy beds forever—but have you ever seen a Murphy bunk bed before? An ottoman that holds a set of five padded folding chairs? A coffee table that can transform in under a minute into a full-size dining room table?

And this brings up another principle: repurposing. Ask yourself what do you already make or sell that could be used differently? I ask my consulting clients this question regularly, and it opens up many conversations about new markets and new ways of marketing to them. Expand has identified several target markets: condo dwellers and people living in Tiny Houses, among them. But some of the marketing photos and videos deploy the pieces in massive, spacious living rooms, too. The company understands that a photo like that changes the way people think about their products and make it attractive to a whole different sector.

How will you take these insights into your own business?Facebooktwitterpinterestlinkedinmail

By Posted on Posted in Activism, Branding, Copywriting, Environment, Marketing Techniques and Philosophies, Marketing Trends/News, Protests and Crackdowns, Psychology, Social and Economic Justice Tagged with , , , , , , , ,

Some marketers are engaged in a vigorous debate between people who identify as “thought leaders” and those whose skins crawl when they hear the term.

Whether you love or hate the term, “thought leader”, marketing by showing leadership through content and letting people meaningfully engage with those ideas is undeniably powerful. 

That type of marketing hooked me when I first tried it, as a 15-year-old 3rd-year high school student, and I’ve been using it ever since. First, I used it only to spread my ideas. Later, I also marketed products and services based on those ideas. And those ideas built me a decent following (and, eventually, a decent consulting practice)—sharing them through my books, articles, presentations, interviews, media coverage, etc.

This takes time and energy, and I know many people who do it better than me. But it certainly can be done. One of my book launches garnered over 1,000,000 short-term Google hits (for the book title, an exact-match four word string that wouldn’t show up in any other context). It’s the only time anything I’ve done got a million hits on Google.

I’ve even managed to help shift several mindsets at the international or national or local level.

My biggest success was changing the attitude about a proposed local mountaintop housing development from “this is terrible but there’s nothing we can do” to “of course we’ll win! The question is how.” This campaign took just over a year and used everything I knew in 1999-2000 about marketing AND community organizing (and the knowledge/labor of many others)—but the mindset shift took only four or five months. And that mindset shift created the conditions for our victory.

Lawn sign from the Save the Mountain campaign in Hadley, MA, in front of Mount Holyoke (a state park next to the mountain we saved)
Lawn sign from the Save the Mountain campaign in Hadley, MA, in front of Mount Holyoke (a state park next to the mountain we saved)

I also like to think I helped change the idea that business has to be evil. Of the five books I’ve published since 2003 (and the 10 since my first book came out in 1980), four show how business can profitably address issues ranging from business ethics to ending poverty—while reversing environmental destruction. I’ve given dozens of “Making Green Sexy”, “Impossible is a Dare,” and other talks on how business can be heroes.) And it’s been years since I’ve heard “business ethics? That’s an oxymoron!” When I first started talking about business ethics as a success strategy, I heard that false “wisdom” constantly.

I like to think my activity is part of WHY I no longer hear that horrible sentence.

Leading with ideas means finding others who will amplify those ideas. It’s not a coincidence that I actively seek out media coverage, endorsements, and more. 

My latest book, Guerrilla Marketing to Heal the World has a blurb from Chicken Soup’s Jack Canfield on the front cover, another from Seth Godin on the back, and some 50 endorsements on the front pages. It has 4 guest essays from best-selling authors. These are some of the ways I’ve built credibility and gotten people interested, even though the book no longer has a current-year copyright.

One review of that book didn’t appear until 17 months after publication—and I’ve gotten reviews on books that were up to eight years old at the time. When you write about issues and do so with substance, your book can attract interest for years.

Of course, events can shift the relevance. If you try to repurpose articles on how to survive the coming Y2K crisis or books on the presidencies of Hillary Clinton, Mitt Romney, or Al Gore, thought leadership is not the image you’ll project. 😉Facebooktwitterpinterestlinkedinmail