Stickiness in Ideas


Published on

Sticky Ideas

  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Stickiness in Ideas

  1. 1. Made to StickWhy Some Ideas Survive andOthers DieAUTHORS: Chip Heath &Dan HeathPUBLISHER: Random HouseDATE OF PUBLICATION:2008323 pages Wali Memon
  2. 2. THE BIG IDEA What sticks? Everyone has ideas that they need to communicate. But it’s hard – fiendishly so – to transform the way people think and act. Urban legends, conspiracy theories, and bogus public-health scares circulate effortlessly. Meanwhile, businesspeople, teachers, politicians, journalists, and others struggle to make their ideas “stick.”
  3. 3. WHY YOU NEED THIS BOOKIn this book, you’ll learn the six key qualities of anidea that is made to stick:Simplicity, Unexpectedness, Concreteness, Credibility, Emotional, and Stories – the SUCCESs framework.
  4. 4. Principle 1: SimplicityHow do we find the essential core of ourideas?To strip an idea down to its core, we must bemasters of exclusion.We must relentlessly prioritize. We mustcreate ideas that are both simple and profound.“Finding the core” means stripping an ideadown to its most critical essence.The hard part is weeding out ideas that may bereally important but just aren’t the mostimportant idea.
  5. 5. Principle 2: UnexpectednessWe can use surprise – an emotion whosefunction is to increase alertness and cause focus– to grab people’s attention.And for our idea to endure, we must generateinterest and curiosity.Nordstrom is a department store known foroutstanding customer service.Nordstrom can be an expensive place to shop.Yet many people are willing to pay higher pricesbecause Nordstrom makes shopping so much 5 Wali Memonmore pleasant.
  6. 6. Principle 2: UnexpectednessJim Collins and Jerry Porras, in their book Built to Last,describe unexpected service by employees, or “Nordies”:•The Nordie who ironed a new shirt for a customer whoneeded it for a meeting that afternoon;•The Nordie who cheerfully gift wrapped products acustomer bought at Macy’s;•The Nordie who warmed customers’ cars in winter whilethey finished shopping;•The Nordie who made a last-minute delivery of partyclothes to a frantic hostess;•And6evenWali Memon the Nordie who refunded money for a set of tirechains – although Nordstrom doesn’t sell tire chains.
  7. 7. Principle 3: ConcretenessWe must explain our ideas in terms of humanactions, in terms of sensory information.Mission statements, synergies, strategies, visionsare often ambiguous to the point of beingmeaningless.Naturally sticky ideas are full of concreteimages, because our brains are wired toremember concrete data.Speaking concretely is the only way to ensurethat our idea will mean the same thing to everyonein our audience. 7 Wali Memon
  8. 8. Principle 4: CredibilityHow do we get people to believe our ideas?Sometimes the wellsprings are dry, BarryMarshall discovered in his quest to cure theulcer.Neither endorsement of his supervisors and hisinstitution, nor his careful marshalling of dataand detail were enough.In the end, he gulped down a glass ofbacteria!The implicit challenge was: See for yourself – if 8you drink this gunk, you’ll get an ulcer, just like I Wali Memondid.
  9. 9. Principle 4: CredibilityIt’s not always obvious which wellspring ofcredibility we should draw from.What Marshall showed so brilliantly wasperseverance – knowing when it was time to drawon a different well.It’s inspirational to know that a medical genius likeMarshall had to climb over the same hurdles withhis idea as we often have to climb with ours.It’s also good to see that he eventually prevailed,to the benefit of us all. 9 Wali Memon
  10. 10. Principle 5: EmotionalDan Syrek is the nation’s leading researcher onlitter. In the 1980s, Syrek and his Sacramento-based organization were hired by the state ofTexas.Syrek knew that what Texas needed to do wasreach people who weren’t inclined to shed tearsover roadside trash.Designing an antilitter campaign based on self-interest wasn’t likely to work with this group. Theycalled their target market Bubba. 10 Wali Memon
  11. 11. Principle 5: EmotionalSyrek knew that the best way to change Bubba’sbehavior was to convince him that people like him didnot litter.Based on his research, the Texas Department ofTransportation approved a campaign built around theslogan “Don’t Mess with Texas.”The campaign was an instant success.Within a few months of the launch, an astonishing 73percent of Texans polled could recall the message andidentify it as an antilitter message.Within Wali Memon 11 one year, litter had declined 29 percent.
  12. 12. Principle 5: EmotionalHow can we make people care about our ideas?We get them to take off their Analytical Hats.We create empathy for specific individuals.We show how our ideas are associated withthings that people already care about.We appeal to their self-interest, but we alsoappeal to their identities – not only to thepeople they are right now, but also to the peoplethey would like to be. 12 Wali Memon
  13. 13. Principle 6: StoriesIn the late 1990s, the fast-food giant Subwaylaunched a campaign to tout the healthiness of anew line of sandwiches.It was focused on the remarkable story of acollege student named Jared Fogle.By Jared’s junior year in college, he hadballooned to 425 pounds.But after three months of the “Subway diet,” as hecalled it, he weighed 330 pounds.He had dropped almost 100 pounds in threemonths by eating at Subway.
  14. 14. Principle 6: StoriesDespite the hurdles – •an initial refusal of Subway’s marketing director to unveil the tale of Jared since in his experience, “fast foods can’t do healthy” •the director’s initial decision to focus on the taste of Subway’s sandwiches •problems regarding who would pay for the Jared commercials- the campaign was a stunning success.
  15. 15. Principle 6: StoriesThe Jared story has a morsel of simulationvalue.Even skinny people who aren’t interested indieting will be inspired by Jared’s tale.He fought big odds and prevailed throughperseverance.And this is the second major payoff that storiesprovide: inspiration.Inspiration drives action, as doessimulation.
  16. 16. Principle 6: StoriesNote how well the Jared story does on theSuccess checklist:•It’s simple: Eat subs and lose weight. (This isoversimplified, of course.)•It’s unexpected: A guy lost a ton of weight byeating fast food! This story violates our schemaof fast food.•It’s concrete: Think of the oversized pants,the massive loss of girth, the diet composed ofparticular sandwiches.
  17. 17. Principle 6: Stories•It’s credible: It has the same kind ofantiauthority truthfulness that we saw with thePam Laffin antismoking campaign.•It’s emotional: We care about an individual,Jared, than about a mass. •And it taps into profound areas of Maslow’s hierarchy – it’s about a guy who reached his potential with the help of a sub shop.•It’s a story: Our protagonist overcomes bigodds to triumph. It inspires the rest of us to dothe same.
  18. 18. Principle 6: Stories Stories have the amazing dual power to simulate and to inspire. And most of the time we don’t even have to use much creativity to harness these powers. We just need to be ready to spot the good ones that life generates every day.
  19. 19. Making Strategies TickHere are a few tips for making your strategy stick with people:1. Be concrete. • The beauty of concrete language – language that is specific and sensory – is that everyone understands your message in a similar way.2. Say something unexpected. • It’s critical for leaders to identify the uncommon sense in their strategies. • What’s new about the strategy? What’s different?3. Tell stories. • You can reconstruct the moral from the story, but you can’t reconstruct the story from the moral.
  20. 20. Final Words Regardless of your level of “natural creativity,” this book will show you how: •a little focused effort can make almost any idea stickier •a sticky idea is an idea that is more likely to make a difference All you need to do is understand the six principles of powerful ideas!