Made to stick competitive advantage

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  • Made to stick competitive advantage

    1. 1. Belmont Course 2350 Creative Entertainment Technologies Made to Stick (A Book Report) &Developing A Competitive Advantage
    2. 2. Made to StickWhy do some ideas succeed and others fail?
    3. 3. Made to StickWhy do some ideas succeed and others fail?
    4. 4. “Sticky” ideas
    5. 5. “Sticky” ideas Urban Legends
    6. 6. “Sticky” ideas Urban Legends Aesop’s Fables
    7. 7. “Sticky” ideas Urban Legends Aesop’s FablesWhat do these have in common?
    8. 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. 9. SUCCESs
    10. 10. S implicityUCCESs
    11. 11. S implicityU nexpectednessCCESs
    12. 12. S implicityU nexpectednessC oncretednessCESs
    13. 13. S implicityU nexpectednessC oncretednessC redibilityESs
    14. 14. S implicityU nexpectednessC oncretednessC redibilityE motionalSs
    15. 15. S implicityU nexpectednessC oncretednessC redibilityE motionalS toriess
    16. 16. S implicityU nexpectednessC oncretednessC redibilityE motionalS toriess THIS WILL BE ON THE TEST!
    17. 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. 18. SimplicityFIND THE CORESHARE THE CORE
    19. 19. Simplicity FIND THE COREBecome a Master of Exclusion SHARE THE CORE
    20. 20. Simplicity FIND THE CORE Become a Master of Exclusion SHARE THE COREIn Management -If we achieve nothing else our company must _______
    21. 21. Simplicity FIND THE CORE Become a Master of Exclusion SHARE THE COREIn Management -If we achieve nothing else our company must _______
    22. 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. 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. 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. 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. 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. 27. FOCUS
    28. 28. FOCUSKeep your core message simple and memorable
    29. 29. FOCUSKeep your core message simple and memorableThink of your messages as an inverted pyramid
    30. 30. FOCUSKeep your core message simple and memorableThink of your messages as an inverted pyramid
    31. 31. FOCUSKeep your core message simple and memorableThink of your messages as an inverted pyramid Don’t create decision paralysis.
    32. 32. Unexpected GET ATTENTION: The Art of SURPRISE! VolkswagenHOLD ATTENTION: Keep Continued INTEREST
    33. 33. A Less SERIOUSUNEXPECTED
    34. 34. Concrete & REMEMBERHELP PEOPLE UNDERSTAND
    35. 35. Concrete VELCRO Theory of Memory:The more hooks in your idea, the better!
    36. 36. ConcreteA Tangible Idea That is Common Among Us All
    37. 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. 38. CredibleHelp People Believe External Credibility: Pam Laffin Internal Credibility: Testable Credentials Make Data Accessible / Humanized
    39. 39. CredibleAnti-Smoking Campaign - Pam Laffin
    40. 40. CredibleAnti-Smoking Campaign - Pam Laffin Pam is Real Pam is Serious Pam is Suffering Pam is now Dead
    41. 41. Credible Use the “Sinatra Test”(if you can make it here you’ll make it anywhere)
    42. 42. CredibleMake Statistics Tangible (utilize human scale - BBs)
    43. 43. EmotionalHow do you get people to care? or
    44. 44. Emotional How do you get people to care? or 3 million Zambians Face Hunger. Thousandsare dying, you could help.
    45. 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. 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. 47. EmotionalUse The Power of AssociationAppeal to Self InterestAppeal to Identity
    48. 48. StoriesBuilding a Story beyond the Brand Subway Jared
    49. 49. Stories Get People to ActStories as Simulation Talking ShopStories as Inspiration Jared
    50. 50. Helps People To:S implicityU nexpectednessC oncretednessC redibilityE motionalS tories
    51. 51. Helps People To:S implicity Get the MessageU nexpectednessC oncretednessC redibilityE motionalS tories
    52. 52. Helps People To:S implicity Get the MessageU nexpectedness Pay AttentionC oncretednessC redibilityE motionalS tories
    53. 53. Helps People To:S implicity Get the MessageU nexpectedness Pay AttentionC oncretedness Understand & RememberC redibilityE motionalS tories
    54. 54. Helps People To:S implicity Get the MessageU nexpectedness Pay AttentionC oncretedness Understand & RememberC redibility Believe & AgreeE motionalS tories
    55. 55. Helps People To:S implicity Get the MessageU nexpectedness Pay AttentionC oncretedness Understand & RememberC redibility Believe & AgreeE motional CareS tories
    56. 56. Helps People To:S implicity Get the MessageU nexpectedness Pay AttentionC oncretedness Understand & RememberC redibility Believe & AgreeE motional CareS tories Act
    57. 57. Developing a Competitive Advantage
    58. 58. Developing a Competitive Advantage Differentiation
    59. 59. Developing a Competitive Advantage DifferentiationAfter determining how to present the STORY of our artist in a “Made to Stick” sort of way....
    60. 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. 61. SWOT AnalysisStrengthsWeaknessesOpportunitiesThreats
    62. 62. SWOT AnalysisDeveloped by Albert S HumphreyStanford University 60’s & 70’sConsulted over 100 companies globally
    63. 63. SWOT Analysis for an Artist
    64. 64. StrengthsStrengths - Attributes of the artist / brand that are helpful inachieving the objectives:
    65. 65. StrengthsStrengths - Attributes of the artist / brand that are helpful inachieving the objectives: Sound Songs Style Performance
    66. 66. WeaknessesWeaknesses - Attributes of the artist / brand that are harmful inachieving the objectives.
    67. 67. WeaknessesWeaknesses - Attributes of the artist / brand that are harmful inachieving the objectives. Budget Originality Approach
    68. 68. OpportunitiesOpportunities - External conditions that are helpful in achievingthe objectives
    69. 69. OpportunitiesOpportunities - External conditions that are helpful in achievingthe objectives Concerts, Festivals & Tours Partnerships & Sponsorships Charities & Benefits Digital or Word-of-Mouth Marketing
    70. 70. ThreatsThreats - External conditions which could do damage to theobjectives.
    71. 71. ThreatsThreats - External conditions which could do damage to theobjectives. Partner Changes Culture Shift Technical Difficulty Health & Band Breakup
    72. 72. SWOT Matrix
    73. 73. SWOT MatrixInternal
    74. 74. SWOT MatrixInternal Internal
    75. 75. SWOT MatrixInternal InternalExternal
    76. 76. SWOT MatrixInternal InternalExternal External
    77. 77. How Does YourArtist fit into a SWOT?
    78. 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

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