Thinking out of-the box by Giovanni Corazaa
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The document discusses creative thinking and generating ideas by thinking outside the box. It explains that thinking convergently relies on existing information and patterns, while divergent thinking goes beyond what is known to cross boundaries in the mind. To think creatively outside the box, one must allow divergent thinking and combine divergent and convergent approaches. Common barriers to thinking outside the box include feeling ideas must have been done before, and resisting new ideas that challenge the status quo. The key is resisting the urge to go back inside the box and valuing long-term thinking over fast responses.
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This document discusses how to think creatively and generate new ideas by thinking "outside the box." It explains that our normal way of thinking is constrained by boundaries in our minds formed by our experiences and education. To develop creative ideas, it is necessary to combine convergent information we already know with divergent information from new, unknown sources. This involves suspending judgment in an unknown mental space and resisting the urge to return to safe, established ideas. Generating creative thoughts is a process of open-minded association and combination of ideas that occurs rapidly, within a few seconds. The document provides an example of reimagining a TED talk in unconventional ways, like holding it in a stadium, to illustrate thinking outside normal constraints.
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2. It emphasizes that brands must not only focus on their unique selling points but also show how they fit within the category frame and meet basic consumer expectations on parity points.
3. Examples are given of both brands that successfully positioned themselves by answering these three questions as well as those that failed by neglecting the frame or parity points. Compelling differences are also discussed in terms of desirability and deliverability.
Advertising's new medium human experience
Advertisements have increasingly moved from intrusive formats to more human experiences as technology has advanced. Now, ads aim to engage consumers during moments of downtime and free attention by inserting messages into people's daily lives through public, social, and tribal spheres of interaction. To be effective, ad campaigns should take a customer-centric approach by understanding the customer point of view, targeting messages to create value, testing and listening to improve the experience, evaluating expansion strategies, and constantly refreshing the brand image.
A framework for revitalization of declining and dead brands
This document discusses factors that can lead to brand decline and strategies for revitalizing declining or dead brands. It identifies common causes of brand decline such as poor product quality, price increases without added value, brand neglect, inability to stay relevant to target markets, and actions of competitors. Strategies for reviving a brand include rebuilding quality, resisting the temptation to excessively discount prices, pursuing a clear target market, correcting past management mistakes, repositioning the brand, and educating the market about the brand's unique value through investment and advertising. Reviving a brand is a long-term process that requires assessing residual brand equity and addressing the root causes of decline.
Brand resurrection! by Deboleena Dutta
A brand's evolution analogous to Christ's crucifixion and hence, resurrection.
This presentation is an adaptation of 'A brand is forever! A framework for revitalizing declining and dead brands' by S. Thomas and C. Kohli (published in Harvard Business Review)
Goodyear the aquatred launch
Goodyear is a major US tire manufacturer that dominated the market in the 1970s. It has over 4,400 independent dealers, 1,300 company-owned outlets, and 600 franchised dealers. Goodyear has 41 plants in the US and 43 in other countries. It transitioned from bias and bias-belted tires to radial tires and diversified in the 1980s. A market test showed strong potential for Aquatred tires among Goodyear's existing customer base. It is recommended that Goodyear launch Aquatred through its existing distribution channels, focusing on expanding its independent dealer network.
What are brands good for?
The document discusses the changing roles of brands in marketing. It notes that there is a shift from mass communication to more personalized marketing strategies focused on customers. Brand managers need to justify the roles of brands and examine how to build customer relationships through various channels. As marketing becomes more disaggregated, brands must act as team players rather than individual stars. Retailers now threaten manufacturers, so brands must obtain expertise in product and brand development. A coordinated team approach is strongest.
What are brands good for?
The document discusses the changing roles of brands in marketing. It notes that there is a shift from mass communication to more personalized marketing strategies focused on customers. Brand managers need to justify the roles of brands and examine how to build customer relationships through various channels. As marketing becomes more disaggregated, brands must act as team players rather than individual stars. Retailers now threaten manufacturers, so brands must obtain expertise in product and brand development. A coordinated team approach is strongest.
Brand Revitalization
This document provides guidelines for revitalizing declining or dead brands. It discusses causes of brand decline such as managerial actions, environmental factors, and competitive actions. The three key elements of brand equity that decline are brand knowledge, the brand's differential effect, and customer responses. Managers must carefully assess if residual brand equity exists to make revival feasible. Successful revivals involve repositioning the brand, investing in it, educating the market, and correcting past mismanagement. Taking a long-term perspective is important, as is focusing on a defined target market.
What Are Brands Good For - Niraj Dawar
This document discusses the role of brands in an era of consumer disaggregation. It defines brands and explains how they traditionally aggregate consumers. However, with the rise of information technology, disaggregating consumers into distinct segments allows for more efficient, personalized marketing. The document examines how brands can thrive in this new environment by focusing on strong consumer relationships, alliances with retailers, and consumer-centric organizational structures. It provides examples like Kraft Foods and P&G collaborating with retailers to target specific consumer segments. The key takeaway is that brands reduce consumer information costs and can develop deep relationships by offering differentiated value propositions to disaggregated market baskets.
Gino Sa - Harvard Case Study
Gino Burner Co. faced a request from its customer Tianjin Feima Boiler to purchase burners directly instead of through Jinghua, Gino's largest distributor in China. This posed a dilemma for Gino on whether to approve the direct sale and potentially damage relationships with distributors, or deny the request and risk losing Feima as a customer. Gino had 6 weeks to determine the best approach among 3 options - proceed with Feima as an OEM, deny the request to maintain distributor relationships, or approve for industrial burners only to balance the interests.
A brand is forever
This document discusses strategies for revitalizing declining or dead brands. It begins by providing examples of brand declines, such as Pan Am and Oldsmobile, and successes like Harley-Davidson. Common causes of brand decline are then examined, such as poor product quality, price increases, brand neglect, or an inability to stay relevant to the target market. Environmental factors and competitive actions can also contribute to decline. The document emphasizes that brands with high past awareness and strong associations can often be revived by addressing the root causes of decline, realigning the brand promise, educating the market, and making long-term investments. Case studies show successes from repositioning the brand, improving quality, pursuing a focused target market,
A brand is forever!
This document discusses approaches to revitalizing declining or dead brands. It analyzes case studies of Ford's Taurus and Harley-Davidson, both of which saw declines but were later revived. Brands can decline due to bad management, changes in the market environment, or competitive actions. Signs of impending decline include losing brand differentiation, decreasing brand awareness, and damage to brand image. The document provides frameworks for understanding the generative, selective, and mediative forces that affect a brand's success or decline over time.
A brand is forever
This document summarizes a case study on revitalizing declining and dead brands. It begins by looking at examples of Ford's Taurus and Harley-Davidson, which both nearly died but were revived. It then discusses reasons why brands decline, such as poor management, changes in the market environment, and competitive actions. Signs of impending decline are identified as decreasing brand differentiation, awareness, and customer response. Approaches to strengthening brands include rebuilding quality, resisting price cuts, and clearly defining the target market. The case of Cadillac's successful repositioning in the late 20th century is provided as an example of effective brand revitalization.
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Three Questions about Brand, Harvard Business Review
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My article gives a set of techniques used by men to subtly and effectively attract women without overtly displaying their intentions. It involves using non-verbal cues, body language, and subtle psychological tactics to create intrigue and build attraction. The goal is to appear confident, mysterious, and charismatic while maintaining an air of mystery that piques the interest of the person you are trying to attract. This approach emphasizes subtlety and finesse in communication and interaction to create a powerful and lasting impression.
Personal Growth Unleashed: Key Strategies from Tim Han’s LMA Course
This presentation delves into the core principles of personality development as taught by Tim Han. Understand the importance of self-awareness, goal setting, and maintaining a positive attitude. Gain valuable tips on improving communication skills and developing emotional intelligence. Tim Han’s practical advice and holistic approach will help you embark on a transformative journey towards becoming your best self.
7 Habits of Highly Effective People.pptx
Covey says most people look for quick fixes. They see a big success and want to know how he did it, believing (and hoping) they can do the same following a quick bullet list.
But real change, the author says, comes not from the outside in, but from the inside out. And the most fundamental way of changing yourself is through a paradigm shift.
That paradigm shift is a new way of looking at the world. The 7 Habits of Highly Effective People presents an approach to effectiveness based on character and principles.
The first three habits indeed deal with yourself because it all starts with you. The first three habits move you from dependence from the world to the independence of making your own world.
Habits 4, 5 and 6 are about people and relationships. The will move you from independence to interdependence. Such, cooperating to achieve more than you could have by yourself.
The last habit, habit number 7, focuses on continuous growth and improvement.
一比一原版(mizzou毕业证书)美国密苏里大学毕业证如何办理
原版一模一样【微信：741003700 】【(mizzou毕业证书)美国密苏里大学毕业证成绩单】【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
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2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
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校名:学校英文全称
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毕业生姓名：这是最重要的信息之一，标志着该证书是由特定人员获得的。
颁发日期：这是毕业正式生效的时间，也代表着毕业生学业的结束。
其他信息：根据不同的专业和学位，可能会有一些特定的信息或章节。
办理(mizzou毕业证书)美国密苏里大学毕业证【微信：741003700 】价值很高，需要妥善保管。一般来说，应放置在安全、干燥、防潮的地方，避免长时间暴露在阳光下。如需使用，最好使用复印件而不是原件，以免丢失。
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原版一模一样【微信：741003700 】【美国旧金山艺术大学毕业证成绩单】【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
办理美国旧金山艺术大学毕业证【微信：741003700 】外观非常简单，由纸质材料制成，上面印有校徽、校名、毕业生姓名、专业等信息。
办理美国旧金山艺术大学毕业证【微信：741003700 】格式相对统一，各专业都有相应的模板。通常包括以下部分：
校徽：象征着学校的荣誉和传承。
校名:学校英文全称
授予学位：本部分将注明获得的具体学位名称。
毕业生姓名：这是最重要的信息之一，标志着该证书是由特定人员获得的。
颁发日期：这是毕业正式生效的时间，也代表着毕业生学业的结束。
其他信息：根据不同的专业和学位，可能会有一些特定的信息或章节。
办理美国旧金山艺术大学毕业证【微信：741003700 】价值很高，需要妥善保管。一般来说，应放置在安全、干燥、防潮的地方，避免长时间暴露在阳光下。如需使用，最好使用复印件而不是原件，以免丢失。
综上所述，办理美国旧金山艺术大学毕业证【微信：741003700 】是证明身份和学历的高价值文件。外观简单庄重，格式统一，包括重要的个人信息和发布日期。对持有人来说，妥善保管是非常重要的。
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Thinking out of-the box by Giovanni Corazaa
- 1. THINK CREATIVE Created by: Dipanshu Sehjal IIIT Allahabad
- 2. Generate Ideas The Magic of Creative Thinking
- 3. Can you think of a place to hold a conference talk for a thousand of people as an audience.
- 5. Its too difficult. Doesn’t makes any sense. How to fill the stadium?
- 6. Think of having it during Half time of a football match
- 7. Let’s dig more for information with
- 8. How to get out of- the-box and generate ideas A Tedx Talk by Giovanni Corazza
- 9. Don’t be mainstream, take risks Be Different
- 10. KNOW how to get out-of- the box. Develop your mind for Creative thinking
- 11. WHY
- 12. We all share the same pool of information. What is the difference between ourselves? Where does our dignities as human beings lie? Answer: Well, it really depends upon how we think, what we interpret and what we generate with that common shared information.
- 13. Thinking Creatively out-of-the box is not a luxury. It is a NECESSITY.
- 14. WHICH Box?
- 15. It is the boundary in our mind between what we know and what we haven’t still thought about.
- 16. The box we live in is created of : OUR Teachings OUR Success OUR Failures OUR Experiences
- 17. Which makes up , in most parts who we are. And whatever is outside of this BOX is invisible to us.
- 18. That is why we feel too risky to go out.
- 19. How to think out of the box
- 20. We have developed specifications for things. We know how the things are because that’s the way they have always been. This is Known as Convergent Information
- 21. To go out-of-the box Need Something more that goes beyond the convergent information To cross the borders within our minds between what we know and what we do not know yet. This is Known as Divergent Information
- 22. WHERE
- 23. Out of the box, takes us to a place where we don’t know where to go now. It is because we have no preset direction when we are out-of-the box.
- 24. Most of the people resist in taking a forward step. They stumble and move backward. And they go back inside the box !
- 25. Resist the temptation to go back.
- 26. Value Long Thinking instead of Fast Thinking
- 28. We don’t feel entitled to be inventors If it is correct somebody else must have done it before me.
- 29. These are all natural mechanism with which we kill our own ideas. We have to RESIST it.
- 30. WHEN
- 31. We know that bringing new ideas will challenge our existing environment.
- 32. So, when it is a good idea to think out of the box ?
- 33. Answer is
- 34. You Need to allow the existence of divergent thinking and mix and match the divergent and convergent disciplines effectively to generate the creative ideas.
- 35. ALWAYS REMEMBER
- 38. Created By: Dipanshu Sehjal, IIIT Allahabad During an Internship by Prof. Sameer Mathur IIM Lucknow www.IIMInternship.com