Your SlideShare is downloading. ×
Made to stick   competitive advantage
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Made to stick competitive advantage

161
views

Published on

Published in: Education

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
161
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
13
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • Transcript

    • 1. Belmont Course 2350 Creative Entertainment Technologies Made to Stick (A Book Report) &Developing A Competitive Advantage
    • 2. Made to StickWhy do some ideas succeed and others fail?
    • 3. Made to StickWhy do some ideas succeed and others fail?
    • 4. “Sticky” ideas
    • 5. “Sticky” ideas Urban Legends
    • 6. “Sticky” ideas Urban Legends Aesop’s Fables
    • 7. “Sticky” ideas Urban Legends Aesop’s FablesWhat do these have in common?
    • 8. “Sticky” ideas Urban Legends Aesop’s Fables What do these have in common?Sticky = understandable, memorable, and effective in changing thought or behavior
    • 9. SUCCESs
    • 10. S implicityUCCESs
    • 11. S implicityU nexpectednessCCESs
    • 12. S implicityU nexpectednessC oncretednessCESs
    • 13. S implicityU nexpectednessC oncretednessC redibilityESs
    • 14. S implicityU nexpectednessC oncretednessC redibilityE motionalSs
    • 15. S implicityU nexpectednessC oncretednessC redibilityE motionalS toriess
    • 16. S implicityU nexpectednessC oncretednessC redibilityE motionalS toriess THIS WILL BE ON THE TEST!
    • 17. Why is this important? The “curse of knowledge” is that we know all have learned a great deal of information, but don’t retain it all. SUCCESs gives us a checklist to help keepbrands and ideas “sticky” and easy to remember
    • 18. SimplicityFIND THE CORESHARE THE CORE
    • 19. Simplicity FIND THE COREBecome a Master of Exclusion SHARE THE CORE
    • 20. Simplicity FIND THE CORE Become a Master of Exclusion SHARE THE COREIn Management -If we achieve nothing else our company must _______
    • 21. Simplicity FIND THE CORE Become a Master of Exclusion SHARE THE COREIn Management -If we achieve nothing else our company must _______
    • 22. Simplicity FIND THE CORE Become a Master of Exclusion SHARE THE COREIn Management - Be the Lowfare AirlineIf we achieve nothing else our company must _______
    • 23. Simplicity FIND THE CORE Become a Master of Exclusion SHARE THE COREIn Management - Be the Lowfare AirlineIf we achieve nothing else our company must _______In Battle -If we nothing else we must accomplish ______in tomorrow’s mission
    • 24. Simplicity FIND THE CORE Become a Master of Exclusion SHARE THE COREIn Management - Be the Lowfare AirlineIf we achieve nothing else our company must _______In Battle -If we nothing else we must accomplish ______in tomorrow’s mission
    • 25. Simplicity FIND THE CORE Become a Master of Exclusion SHARE THE COREIn Management - Be the Lowfare AirlineIf we achieve nothing else our company must _______In Battle -If we nothing else we must accomplish ______ “We mustin tomorrow’s mission takeover the hill”
    • 26. Simplicity FIND THE CORE Become a Master of Exclusion SHARE THE COREIn Management - Be the Lowfare AirlineIf we achieve nothing else our company must _______In Battle -If we nothing else we must accomplish ______ “We mustin tomorrow’s mission takeover the hill” In Law...
    • 27. FOCUS
    • 28. FOCUSKeep your core message simple and memorable
    • 29. FOCUSKeep your core message simple and memorableThink of your messages as an inverted pyramid
    • 30. FOCUSKeep your core message simple and memorableThink of your messages as an inverted pyramid
    • 31. FOCUSKeep your core message simple and memorableThink of your messages as an inverted pyramid Don’t create decision paralysis.
    • 32. Unexpected GET ATTENTION: The Art of SURPRISE! VolkswagenHOLD ATTENTION: Keep Continued INTEREST
    • 33. A Less SERIOUSUNEXPECTED
    • 34. Concrete & REMEMBERHELP PEOPLE UNDERSTAND
    • 35. Concrete VELCRO Theory of Memory:The more hooks in your idea, the better!
    • 36. ConcreteA Tangible Idea That is Common Among Us All
    • 37. ConcreteA Tangible Idea That is Common Among Us All Capital of Tennessee The First Line of “Happy Birthday to You” The Mona Lisa Your First Car (NOT) The Definition of “truth” (everyone has their own interpretation)
    • 38. CredibleHelp People Believe External Credibility: Pam Laffin Internal Credibility: Testable Credentials Make Data Accessible / Humanized
    • 39. CredibleAnti-Smoking Campaign - Pam Laffin
    • 40. CredibleAnti-Smoking Campaign - Pam Laffin Pam is Real Pam is Serious Pam is Suffering Pam is now Dead
    • 41. Credible Use the “Sinatra Test”(if you can make it here you’ll make it anywhere)
    • 42. CredibleMake Statistics Tangible (utilize human scale - BBs)
    • 43. EmotionalHow do you get people to care? or
    • 44. Emotional How do you get people to care? or 3 million Zambians Face Hunger. Thousandsare dying, you could help.
    • 45. Emotional How do you get people to care? or For just the cost 3 million Zambians of a cup of Face Hunger. Thousands coffee per day...are dying, you could help. you could save this child’s life
    • 46. Emotional How do you get people to care? or For just the cost 3 million Zambians of a cup of Face Hunger. Thousands coffee per day... are dying, you could help. you could save this child’s life“If I look at the mass, I will never act. If I look at the one, I will” -Mother Teresa
    • 47. EmotionalUse The Power of AssociationAppeal to Self InterestAppeal to Identity
    • 48. StoriesBuilding a Story beyond the Brand Subway Jared
    • 49. Stories Get People to ActStories as Simulation Talking ShopStories as Inspiration Jared
    • 50. Helps People To:S implicityU nexpectednessC oncretednessC redibilityE motionalS tories
    • 51. Helps People To:S implicity Get the MessageU nexpectednessC oncretednessC redibilityE motionalS tories
    • 52. Helps People To:S implicity Get the MessageU nexpectedness Pay AttentionC oncretednessC redibilityE motionalS tories
    • 53. Helps People To:S implicity Get the MessageU nexpectedness Pay AttentionC oncretedness Understand & RememberC redibilityE motionalS tories
    • 54. Helps People To:S implicity Get the MessageU nexpectedness Pay AttentionC oncretedness Understand & RememberC redibility Believe & AgreeE motionalS tories
    • 55. Helps People To:S implicity Get the MessageU nexpectedness Pay AttentionC oncretedness Understand & RememberC redibility Believe & AgreeE motional CareS tories
    • 56. Helps People To:S implicity Get the MessageU nexpectedness Pay AttentionC oncretedness Understand & RememberC redibility Believe & AgreeE motional CareS tories Act
    • 57. Developing a Competitive Advantage
    • 58. Developing a Competitive Advantage Differentiation
    • 59. Developing a Competitive Advantage DifferentiationAfter determining how to present the STORY of our artist in a “Made to Stick” sort of way....
    • 60. Developing a Competitive Advantage DifferentiationAfter determining how to present the STORY of our artist in a “Made to Stick” sort of way.... How do we position them to succeed?
    • 61. SWOT AnalysisStrengthsWeaknessesOpportunitiesThreats
    • 62. SWOT AnalysisDeveloped by Albert S HumphreyStanford University 60’s & 70’sConsulted over 100 companies globally
    • 63. SWOT Analysis for an Artist
    • 64. StrengthsStrengths - Attributes of the artist / brand that are helpful inachieving the objectives:
    • 65. StrengthsStrengths - Attributes of the artist / brand that are helpful inachieving the objectives: Sound Songs Style Performance
    • 66. WeaknessesWeaknesses - Attributes of the artist / brand that are harmful inachieving the objectives.
    • 67. WeaknessesWeaknesses - Attributes of the artist / brand that are harmful inachieving the objectives. Budget Originality Approach
    • 68. OpportunitiesOpportunities - External conditions that are helpful in achievingthe objectives
    • 69. OpportunitiesOpportunities - External conditions that are helpful in achievingthe objectives Concerts, Festivals & Tours Partnerships & Sponsorships Charities & Benefits Digital or Word-of-Mouth Marketing
    • 70. ThreatsThreats - External conditions which could do damage to theobjectives.
    • 71. ThreatsThreats - External conditions which could do damage to theobjectives. Partner Changes Culture Shift Technical Difficulty Health & Band Breakup
    • 72. SWOT Matrix
    • 73. SWOT MatrixInternal
    • 74. SWOT MatrixInternal Internal
    • 75. SWOT MatrixInternal InternalExternal
    • 76. SWOT MatrixInternal InternalExternal External
    • 77. How Does YourArtist fit into a SWOT?
    • 78. How Does Your Artist fit into a SWOT?SWOT analysis can be very subjective.Do not rely too much on it.Two people rarely come up with the same final version of a SWOTUse it as a guide and not as a prescription