August 2013

Why (And How) to Develop Great Ideas

By | 2013-08-27T01:26:45+00:00 27 August 2013|Categories: SandBlog, solve, think|Tags: , |

To help make an idea great, it has got to have a “why” attached to it (the justification) and a “how” to make it possible (the logistics).

Sometimes, when brainstorming, people become attached to certain ideas. Or maybe there is an idea they’ve brought in with them to the meeting. Or you’ll come across that “great idea” put upon the team by a company executive … who heard it from his nephew.

Though any of these may seem brilliant, until they are justified as both (a) supporting business strategy and (b) logistically practical, they can’t be considered viable.

To assist with this step during brainstorming sessions, I created a paper guide which allows participants to document to make sure they think through, and solve, both “why” and “how.”

You’ll also notice, at the bottom of the guide, I provide additional filters. In the case of the attached example we measure for ease, investment, and reach. (Insert your appropriate filtering questions there).

Why+How=Great Idea Guide [Word document, 46 KB].

It is a simple tool, but serves its purpose to ensure ideas are not just clever, but appropriate and feasible.

I invite you to give it a try. Let me know how it works for you.

How Can a Marketer Design and Implement a Great In-Store Marketing Program when Operations Demand a Clutter-Free Store?

By | 2013-08-14T10:26:25+00:00 14 August 2013|Categories: Crackerjack Marketer, SandBlog|Tags: , , , , |

POINT: Paul Williams

The secret to clutter-free in-store programs is discipline.

The discipline to say No.

As a marketer at Starbucks we were responsible for building in-store programs. Our first step was to take a look at the inventory of products and programs and craft an engaging experience for customers. (more…)

Don’t Manage Like a Stooge, Look Before You Leap

By | 2013-08-01T12:48:12+00:00 1 August 2013|Categories: SandBlog|Tags: , , , , |

We are all in a hurry with our businesses.

We all want results immediately.

Because of this, we often act immediately without taking the time to think-up alternate ideas or think thru the implications of what are about to do. Something is better than nothing, right? This is thinking tactically, not strategically. We confuse activity with productivity. There’s a difference.

I’m ripping off yet another Seth Godin post to reinforce this idea. He says it brilliantly.

Stoogecraft

You probably have better things to do than to analyze the basic trait of the Three Stooges, so I will do it for you.

They have impulse control problems.

It’s not that they are evil or even particularly selfish. No, the challenge all three Stooges face is that they do whatever comes into their minds, immediately. If they want to lash out or poke or twist, they do. If they think it might be effective to make money running a plumbing company, they don’t consider, they merely do it.

Stoogecraft is what happens when people or organizations in power do what feels right in the short run without thinking at all about the alternatives or the implications. It’s the result of fear or boredom or a misplaced focus.

Every customer service horror story is an example of stoogecraft at work. Every business development deal gone awry because of personalities, greed or miscommunication is a result of the same thing. When we don’t say what needs to be said, postponing it for later, we’re playing the Stooge game.

Humans being human. People who can do what they want doing what they (think) they want.

Short-term thinking used to mean a rake to a face. Now it leads to dead ends, broken promises and success avoided.

Thanks, Seth!

Three Stooges &copy C3 Entertainment Inc.