Patrick Hopkins, Imaginasium: A winning experience

transcript

A Winning

Experience

Creating Wow at Every Touchpoint, Every

Branson on Branding

Audiences

How do you feel?

“The idea that business is strictly a numbers

affair has always struck me as preposterous.

For one thing, I’ve never been particularly

good at numbers, but I think I’ve done a

reasonable job with feelings. And I’m

convinced that it is feelings — and feelings

alone — that account for the success of the

Virgin brand in all of its myriad forms.”

1. Are You Afraid?

2. Are You Energized?

3. Is List Building Easy?

4. Are You Getting Attention?

5. Are You Charging More?

6. Do You Set or Impact the Buying Process?

7. Do You Incur a Cost of Sale, or Does Your Client Incur the Cost to Buy?

8. Are You Getting Smarter Quickly?

Testing Your Positioning

Vision & Mission Statements

Positioning or brand statements

Communications & marketing plans

Current communications materials & vehicles

Traditional & Non-traditional

What else?

Touchpoints

Much more than an ad campaign, web

site or tagline could ever be, the brand

story is the core truth of who you are,

agreed to by all inside, and used to

open conversations with those outside

who need your services.

What’s your story?

Your brand is a story.

Live it inside.

Tell it well outside.

And people will pull up their chairs for a listen.

Who are you?

Why are you here?

How are you unique?

Who cares?

Why do I care?

What’ll keep me engaged?

Fire up the custodian as well as the superstar.

Telling Your Story

Develop the story…tell the impact you want to achieve.

“This is what we want to change…the difference I want to make…and here’s how we’re going to

do it.”

Tell it to real people.

Personal relationships, engaging…two versions.

Make sure you can live it.

Strengths, USPs, UBPs, Position.

Telling Your Story

Who are we? (2-page short story with a scintillating plot line)

Then, boil it down…25 words…10…5…or just a verb).

THREE WAYS in which we are unique to our “clients.”

DRAMATIC DIFFERENCE.

State the ONE great & dramatic thing that distinguishes us from the others. 25 words or less.

Who are “They?” Explain competitors (25 words). List 3 distinct “us vs. them” differences.

Try it on the team. Fight it out.

Try it on a target. Friendly & skeptical

Try it on everyone else. (A starter cross section).

Telling Your Story – Exercise

Boardroom to the Switchboard involvement

Explore…organization, geography, competition, audience segments, brand emotional & rational

perceptions of employees/families/ industry/community.

Identify what winning looks like (Goalposts)

Wish/Granted…impact the operations

Basic Tenets…Start at the top, every opinion counts, show how they fit, win hearts & minds, train

for change, tell the world (long term), stay brand focused.

Establishing Reality & Desire

Fluid Brand

Audiences

How do you feel?

It’s outside the old traditional thinking of

consistency in building a brand.

Instead…

It drives for consistency of response

with a wide variety of audiences.

The Experience

Design the Experience

Involve all departments

Chart the touchpoints

Avoid Kmart

Pursue Disney, Starbucks, SuperBowl

Think like John Deere

It’s All in the Packaging

Hearing

Touching

Smelling

Tasting

Start asking a few questions around

your organization.

And then listen.

You’ll identify potential trouble spots…

and opportunities.

Are you aligned?

“If I see a downturn in employee satisfaction

today, I guarantee I’ll see a like downturn in

customer satisfaction six months from now.”— Leader from Gallup’s Q

12 Meta-Analysis on Engagement

Impact

Leaders don’t own engagement…it’s HR/communications.

The workforce as a homogeneous entity.

Initiatives don’t link employee behavior to customer experience.

Discounting the power of brand as a vehicle for individual behavior change and organizational

transformation.

Brand is the lens through which customers view us and must be the lens

for defining performance!

Engagement flaws:

I know what’s expected of me at work.

Clarity and definition of outcomes to be achieved.

Engagement Statements – 1

I have the right materials & equipment

I need to do my work right.

Materials & equipment connect to important organizational outcomes. Demonstrates work is

valued & supported.

At work, I have the opportunity to do

what I do best every day.

Helping people into roles where they can most fully use their inherent talents & individual

differences removes performance barriers.

In the last 7 days, I have received

recognition or praise for doing good

Frequent, objective & authentic feedback matters. Recognition needs to be driven

individually

My supervisor, or someone at work,

seems to care about me as a person.

Feeling “cared about” is different for each person. Respond to unique needs. Show connection

between individual needs & organization’s needs.

There is someone at work who

encourages my development.

How coached influences how they perceive their future. Improvements in sync with talents helps

both the employee and company profit.

At work, my opinions seem to count.

Leads to better decision making. Take greater ownership for outcomes.

The mission or purpose of my company

makes me feel my job is important.

Align individual’s purpose with organizational purpose & outcomes. Reminds of big-picture impact

of daily activities.

My associates or fellow employees are

committed to doing quality work.

Culture fit. Common goals. Common metrics. Common expectations. Increased frequency for

interaction.

I have a best friend at work.

Need opportunities to get to know one another & build close, trusting relationships. Influences

communication & trust.

In the last 6 months, someone at work

has talked to me about my progress.

Need structured time to discuss progress, achievements and goals. Frequency is important.

Drives responsibility & decision-making.

This last year, I have had opportunities

at work to learn and grow.

Training benefits individual and organization. Need continuous improvement.

1. Customer metrics (loyalty)

2. Profitability

3. Productivity

4. Turnover

5. Safety incidents

6. Absenteeism

7. Shrinkage

8. Hospital safety incidents

9. Quality (defects)

Business Unit Impacts

Customer loyalty/engagement

12%↑

The Difference Made:

Profitability

16%↑

Productivity

18%↑

High turnover companies

25%↓

Low turnover companies

49%↓

Safety incidents

49%↓

Shrinkage

27%↓

Absenteeism

37%↓

Patient safety incidents

41%↓

Quality (defects)

60%↓

High engagement = 83% chance of high

performance.

Low engagement = 17% chance of high

performance.

That’s a 5X impact!

Success

You can find more here:

Leader of the Brand: http://blog.imaginasium.com

Twitter: http://www.twitter.com/pathop (@PatHop)

Facebook: http://www.facebook.com/Imaginasium

See You Online!