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RELATIONSHIPS | RESOURCES | RESULTS

Virtual WorldTransition

THAT'SEntertainment

Gourmet Treats & Success

BLOCKBUSTERCAMPAIGNS

Virtual WorldTransition

THAT'SEntertainment


BLOCKBUSTERCAMPAIGNS

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C O R P O R A T E

Since 1987 the authenticityinnovation and confidence

continues...

www.ashworthcorporate.com

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4 Brilliant Results | June 2007 www.brilliantpublishing.com

BLOCKBUSTER CAMPAIGNS 14This month Brilliant Results stepped outside

the digital box to speak with Steve Jacobs,President of AdPack USA, about a

promising analog ad format.

VIRTUAL WORLD TRANSITION: WHATSL BUSINESS MODEL WORKS BEST? 20

Discover how successful companies havemade the transition from the Real World (RL)

to a three-dimensional realm called Second Life (SL) – a virtual world

steeped in commercialism.By: Bill Nissim

DON’T LET INCENTIVE PROGRAM ROIMYOPIA BLINDSIDE YOU 28

This study demonstrates the value of quantitatively assessing all

business functions to accurately measureincentive program results

By: Incentive Research Foundation

THE SIX PEOPLE YOU ARE LIKELY TOMEET AT A TRADE SHOW 38

Learn how to develop a strategy for handlingthe various tradeshow visitor types.

By: Barry Siskind

KEEPING YOUR WORD 44Trust is a key building block for any professional relationship, these ten

tools will help you create and maintain ahealthy foundation of honesty.

By: Barton Goldsmith, PhD.

Contents

8

14

20

columns

COVER STORY 8THAT’S ENTERTAINMENT

Brilliant Results speaks with Stephen Hillanbrand, CEO of Amusitronix, about successfully incorporating entertainment into corporate events.

TMbrilliant resultsVol. 4, No. 06

features departmentsENTERTAINING 101:

MAKING THE MOST OF MEALS WITH CLIENTS 34

Follow these tips to ensure your outings with clients are smooth,

productive and ultimately good for business.

By: The Creative Group

IT’S ALL PERSONAL 36Why it is important to have a

tagline that defines you.By: Dave Ribble

SUCCESS STORIES 40Brilliant Results presents real

world stories from gourmet promotion winners.

PUBLISHER’S LETTER 6

ADVERTISING INDEX 46Get FREE information from

this month’s advertisers

OFF THE CUFF 47Quotes & Entertainment

& Advertising Trivia

THE LAST WORD 48Brilliant Results speaks with

Originality, Inc.’s Melinda Tomaselloand Pam Grimes, about their

successful combination of gourmettreats and memorable merchandise.

EDITORIAL CORRECTION: The Rymax Article appearing in our Mayissue included an incorrect web address.The correct address is www.rymaxinc.com,NOT www.rymax.com, we regret any inconven-ience this error may have caused our readers.

BLOCKBUSTER CAMPAIGNS HOW AN AWARD WINNING

CUSTOMER LOYALTY PROGRAMOVERCAME OBSTACLES! 26

Learn how the Lauren VIP program achieved success

By: Arnold Light, CTC

THERE’S NO BUSINESS LIKE SHOW BUSINESS 32

Tradeshow attendees agree that theyappreciate being entertained.

Find out how to make your show entertainment work for you.

By: Susan A. Friedmann, CSP

BR0607_Section01.qxl 5/29/07 11:06 PM Page 4

From a full-scale corporate golf outing to the simplest of requests, make one call and three

global golf brands are working for you. 1-800-864-7231 or taylormadegolf.com/corporatesales

© 2007 Taylor Made Golf Company, Inc. dba TaylorMade-adidas Golf Company. adidas, the 3-Bars logo, and the 3-Stripes mark are registered trademarks of the adidas Group.

How long does it take tobecome the best in the game?

One phone call.


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9034 Joyce LaneHummelstown, PA 17036

Ph: 717.608.5869Fax: 717.566.5431

PUBLISHER / ADVERTISINGMaureen Williams

[email protected]

EDITORIALEditor in Chief

MaryAnne Morrill

Senior EditorMichelle Donofry

Style EditorCharity Plata

Asst. EditorMildred Landis

Contributing WritersThe Creative Group,

Susan A. Friedmann, CSP, Barton Goldsmith, PhD.,Incentive Research Foundation, Arnold Light, CTC,

Bill Nissim, Dave Ribble, Barry Siskind

PRODUCTION / DESIGNArt Director

Percy Zamora

Brilliant Results is published monthly by Brilliant PublishingLLC, 9034 Joyce Lane Hummelstown PA 17036 (717) 608-5869;Fax# (717) 566-5431. Postage paid at Mechanicsburg PA andadditional offices. POSTMASTER please send address changesto Brilliant Results, 9034 Joyce Lane, Hummelstown PA 17036.Volume 4. Number 6. Brilliant Results subscription rates: one-year $120; Canadian $160 USD; one-year foreign $225 USD. Allsubscriptions are non-refundable. Copyright © 2007 BrilliantPublishing LLC. All rights reserved. The publisher reserves theright to accept or reject any advertising or editorial material.Advertisers, and/or their agents, assume the responsibility forany claims against the publisher based on the advertisement.Editorial contributors assume responsibility for their publishedworks and assume responsibility for any claims against the pub-lisher based on published work. No part of this publication canbe reproduced in any form or by electronic or mechanical means,including information storage and retrieval systems, withoutwritten permission from the publisher. All items submitted toBrilliant Results become the sole property of Brilliant PublishingLLC. Editorial content does not reflect the views of the publisher.The imprints, logos, trademarks or trade names (Collectively the“Marks”) displayed on the products featured in Brilliant Resultsare for illustrative purposes only and are not available for sale.The marks do not represent the implied or actual endorsementby the owners of the Marks of the product on which they appear.All of the Marks are the property of the respective owners and isnot the property of either the advertisers using the Marks orBrilliant Results.


Publisher’s LetterTM


brilliant resultsbrilliant results

262467

WHERE CAN YOU READ an article about VR NASCARrides, discover an enticing analog advertising format,learn how to transition your business into the virtualworld, read a new study on maximizing incentiveROI, review a blockbuster campaign, get the insidescoop on business entertaining at the restaurantand on the trade show floor, get tips on keepingyour word to build trust, savor some gourmet successstories that will make your mouth water and finishwith a touch of Originality? In this month’s Entertainment issue ofBrilliant Results…that’s where!

This month Brilliant Results looked at entertainment as a means tohelp organizations achieve memorable campaign successes. Our editorsspoke with the CEO of Amusitronix about how corporations like 3M,IBM, Bank of America, Johnson & Johnson and ABC’s ExtremeMakeover: Home Edition, take their events to that next level withVirtual Reality, Interactive Games, and Simulators. Then they spokewith AdPack USA’s President to get the inside story about an analogadvertising medium that has enjoyed huge international success and isnow breaking into the American market in a major way.

A number of fascinatingly informative articles round out the issue,but the piece de resistance for this chocoholic is the finale…lusciousbrownies served up at the Entertainment Tonight/ People MagazineEmmy Party, one-of-a-kind cookies for a client appreciation campaign,delicious chocolates wrapped in linen. Topped off with a Last Wordthat focuses on the two extremely creative women of Originality, Inc.who combine the gourmet with the artistic for promotional pieces thatare memorable.

So read…enjoy…then close your eyes imagine the deserts…andalways remember to…

Have A Brilliant Day,

Maureen [email protected] 541-788-5022

Brill492

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FOCUS


Brilliant Results | June 2007 9www.brilliantpublishing.com

QUALITY AND EXCITING entertainment at anycorporate event can make the differencebetweeen a memorable and a hohum experi-ence. When the incentive or promotional mer-chandise that is a part of the event is tied to theentertainment your event goes from memorableto remembered. One way to take your event tothat next level is with Virtual Reality, InteractiveGames, and Simulators.

With a corporate client list that includesorganizations like 3M, IBM, Bank of America,Johnson & Johnson, and hundreds of othertop corporations, as well as schools and thou-sands of private event holders not to mentiontheir recent exposure on ABC’s ExtremeMakeover: Home Edition, Amusitronix knowsentertainment.

Amusitronix is an entertainment rental compa-ny specializing in virtual reality and interactivegames serving the U.S. and Canada for over 18

years. In addition to working with ABC,Amusitronix recently provided baseball experi-ences for Minute Maid Park in Houston and theirVirtual Lunar Lander is a permanent part of theHouston Space Center experience.

Employees, their families and shoppers atWal-Mart and Sam’s Clubs across the countrywill be playing Goodyear’s Pit Crew Challengeand Racing Simulator Competition for fun andprizes this spring and summer. Custom madeby Amusitronix, the Racing Simulator, in whichparticipants race head to head in a virtualracetrack, will tour with Goodyear at TireRodeos where teams of four Tire and LubeTechnicians from each store compete to finisha lube job and tire rotation in the fastest time,with the best teams going on to compete inlocal and national competitions. Other spon-sors include Michelin, Interstate Batteries, andother auto part manufacturers.

“Amusitronix is an entertainment rental company specializing in virtual reality and interactive games serving the U.S. and Canada for over 18 years.”



With experiences that include, but are not limit-ed to; Golf Simulators, Racing Simulators, FlightSimulators, Motion Roller Coasters, VirtualBaseball, Virtual Tennis, Virtual Kayaking, VirtualHang Gliding, Dance Revolution, Whole BodyInteractive Sports, Pub Games, and a lot more,Amusitronix is leading the way in making bravenew world entertainment a part of corporateevents. Combining Amusitronix’s inside the com-puter box experiences with outside the box think-ing that includes product and theme matchingmerchandise your next event will be memorableand remembered.

In order to find out a bit more about howAmusitronix works its magic, Brilliant Resultsrecently had the opportunity to speak with theCEO, Stephen Hillanbrand.

BR: What makes Amusitronix different from otherevent entertainment companies?

SH: We are the direct source for anythingVR…we have been specialists in VR for nearly 20years…we can customize an experience for any

event or theme… we have offices and equipment inNY, Orlando & St. Louis…we offer our products andservices worldwide…our pricing is simplified andstraightforward…our web site has real rental pho-tos and videos to browse… our vehicles areunmarked - meaning we focus on the client’s event- not on self-promotion…we don’t clown around.As a matter of fact, we don’t have magicians, carni-val booths, dunk tanks, inflatables, novelties, casi-nos, party favors, not even DJ’s. What we do haveis the finest and most advanced entertainmentavailable anywhere.

BR: In your opinion, how does the use ofentertainment contribute to the success of acorporate event?

SH: Amusitronix’s VR entertainment at a corpo-rate event brings a unique and fun element whereco-workers, family, and friends can either worktogether or compete against each other for fun orprizes. VR can also be used at trade shows andmobile marketing tours to attract attention to theclient’s booth or product.



www.brilliantpublishing.com

BR: What are the most important benefits yourclients realize by using Amusitronix as a part of theirmarketing/branding/motivational event?

SH: Amusitronix’s ability to customize an experi-ence, add the client’s logo or product inside the experi-ence, reliable operation of the VR attractions andexceptional customer service have all been contributedto what our clients consider to be a successful event.Our performance routinely results in employees havingmore fun than usual, and clients getting more traffic attheir marketing event or trade show.

BR: What is/are the key(s) to using entertainmentto achieve a successful corporate event?

SH: The keys to using entertainment successful-ly are: product or theme tie-in, attractive setups,reliable operation, and exceptional attendants whooperate as a part of the team.

BR: In your opinion, how can promotionaland/or incentive products be used to enhance thesuccess of an event featuring Amusitronix?

SH: The giveaways can be related to what theclient is promoting or be relative to the experiencewe provide. Amusitronix actually includes 3 lap ridealongs in real NASCARS for our NASCAR simulatorrentals, and MLB baseball tickets for our VRBaseball HR Derby rental.

BR: Do you have any final thoughts or advicefor our readers?

SH: No matter what services you are looking for,insist on proof of insurance and check references.

BR: Do you remember the last promotional orincentive merchandise you received? Where, whenand from what organization?

SH: Although we do get a lot of free promotion-al gifts and items both at our events as well as inthe mail, I cannot remember who the company wasor the last item I received. As far as what I keep,it would be hats and shirts which I have several offrom past events. •

For more information about Amusitronix, visitthem at www.theVRguys.com.

12 Brilliant Results | June 2007

“The giveaways can be related to what the client ispromoting or be relative to

the experience we provide.”

Find creative ways to attract people into your booth, and be sure totie that attraction into your company’s message.

People in the aisle should be able to instantly comprehend who youare and what you do. If you can demonstrate your product in use,that’s even better. (Photo courtesy of the Missouri Meetings &Events Expo)


BR0307_Section03 2/28/07 2:02 AM Page 7



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TODAY, IT OFTEN SEEMS that unless a method ofadvertising is in a digital medium, marketing peo-ple are not listening. However, this month BrilliantResults decided to step outside that computer boxand speak with Steve Jacobs the President of apromising new analog ad format that has beenright under our collective noses for a longtime…tissues. AdPack USA is an out-of-home mar-keting company specializing in intercept market-ing and place-based advertising via an exclusiveline of promotional facial tissues, towelettes andwet towels. AdPack’s collection of promotionalproducts is designed to put advertisers’ messagesinto the hands of thousands of potential customersat a fraction of the cost of conventional advertis-ing. Their pocket-sized giveaways can be cus-tomized easily and delivered directly to the mosttargeted potential customers. Not only doesAdPack USA provide the product, they also putat your brand’s disposal teams of BrandAmbassadors ready to hand your customers yourbranded message wherever it will have the great-est impact: on city streets, at shopping malls oron-site at sports and special events geared to

your target audience...based on internationalsuccess, AdPack USA tissues have the potential tomake your next marketing or branding endeavor ablockbuster campaign winner.

To increase awareness for tissue pack advertis-ing AdPack USA recently concluded a promotionaimed directly at agency and corporate creativedepartments. Jennifer Bittner of Campbell-Ewaldsubmitted the most creative campaign using thepacks for their client Kaiser Permanente and won a$5,000.00 prize and 10,000-unit tissue trial run.While still an emerging medium in the U.S., tissuepack advertising has already gained wide accept-ance in other major markets, especially Japan (readthe accompanying text box for some interestingfacts about Japanese tissue-pack advertising).

In an effort to find out more about this advertis-ing venue, we recently interviewed Steve Jacobs,President of AdPack USA, and asked him for theinside scoop on tissues and promotions.


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BR: What makes AdPackUSA different from otherpromotional products companies?

SJ: AdPackUSA is unique in that we have theresources of a global giant, and the flexibility of anentrepreneurial business. We are a business groupwithin Itochu International Inc., a wholly ownedsubsidiary of Itochu Corp., a publicly tradedJapanese company doing over $100 Billion inInternational Trade. As part of its business Itochuowns over 300 acres of Eucalyptus forest in Brazil,and is a majority stakeholder in one of the largestpulp mills in Brazil, providing wood pulp to many ofthe largest tissue manufacturers in the world.

As one of the largest Japanese companies in theworld, Itochu is constantly watching the Japanesemarket with an eye to replicate successes in otherglobal markets. Itochu decided to take a very suc-cessful intercept marketing idea from Japan andimport that business model to the U.S. In Japan

alone, over 4 billion packs of tissues are givenaway annually in an intercept environment, whichtranslates to over $1 billion dollar in annual busi-ness in Japan.

AdPack’s collection of promotional products isdesigned to put advertisers’ messages into thehands of thousands of potential customers, at afraction of the cost of conventional advertising.Its pocket-sized giveaways can be customizedeasily and delivered directly to an advertiser’smost highly targeted potential customers. Theycan be distributed at a company’s place of busi-ness, on city streets or at event sites and result inmaximum advertising impact. We are able to liter-ally put our products in the hands of consumers inall of the top 20 DMA’s.

BR: How do you plan to achieve the samelevel of success the product enjoys in Japan inthe U.S. market?

SJ: We have a very active PR and advertising pro-gram in place, and we are investing in the future,building our team, and building our market. Tissuepack marketing is essentially non-existent here inthe U.S., so we are starting out with a blank slate.We have just completed our first Tissue Tactics con-test where we encouraged the creative communityto interact with the medium – so we are doing somereally fun, creative things to get our medium recog-nized as an impactful marketing tool.

BR: What are the most important benefits yourclients realize by using AdPackUSA tissues in a pro-motional campaign and what factors make tissues asuccessful promotional product?

SJ: We make the highest quality tissue productsavailable in the market…softness counts in ourbusiness. We also have the highest quality graphiccapabilities with very large “billboard” space formessaging. When a customer or prospect receivesan advertising message delivered on one of our tis-

sue packs they keep it and continue to bereminded of that message until they runout of tissues.

Additionally we can incorporatemeasurable call to action messages onthe package and provide real ROI meas-ures. As an example, Commerce Bank,one of our first corporate customersincluded a coupon in their package,


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offering customers who opened a new qualifyingaccount a gift of $25.00. This program has provento be the most successful promotional productsprogram in Commerce’s history. They haveopened significant new account business and con-tinue to use our product. One of our new cus-tomers, Winebaskets.com for whom we gaveaway 10,000 tissue packs on the streets ofManhattan in 2 afternoons, included a message onthe pack sending people to a unique webpageoffering a discount for mothers day purchases. Asa result they were able to measure the specificeffect of this promotion.

BR: In your opinion what is/are the key(s) to a suc-cessful marketing campaign?

SJ: In planning a successful marketing cam-paign, the first and most important task is to identi-fy the goals and objectives of the campaign andthen identifying the target audience. After havingidentified your audience, goals and objectives,selecting the appropriate medium to reach thataudience, the right tools the most useful productsfor that audience well help insure success. So inbrief…know your audience, know what they do,and provide them with products that they will finduseful in their daily lives.

BR: How can promotional and/or incentive productsbe used to enhance the success of a marketing campaign?

SJ: Promotional products enhance a clearlydefined marketing campaign by reinforcing a mes-sage and delivering that message to an identifiablemarket. If you know who your customers andprospects are, the best way to keep your messagetop of mind is to put it in their hands, in their pock-ets or purses and on their desks.

BR: Do you have any final thoughts or advice forour readers?

SJ: I’d say call us. We’re the best at what we do.We can not only provide you with quality promo-tional products, but also help develop a campaignand distribute product for you with street teams.Intercept marketing is effective and measurablewhen you use AdPack products.

BR: Do you remember the last promotional orincentive merchandise you received? Where, whenand from what organization?

SJ: The last promotional product that I received was alitterbag from my local car wash. It’s in my car now. •

For more information about AdPack USA visittheir website at www.adpackusa.com.


Top Ten Things You Should Know About theJapanese Art of Tissues

10) Tissue-pack advertising was “invented” by the

Japanese in the 1970s.

9) Until very recently, pocket tissue advertising has

been found only in Japan and a few other countries

in East Asia.

8) Despite its being one of the lowest-cost media an

advertiser can buy, Japanese advertisers have found

tissue pack advertising to be an ideal tool for building

brand awareness, even for the most “upscale” brands.

7) With a Japanese tissue pack, even the outside pack-

aging is soft and luxurious. And it comes complete

with space for a card or a coupon.

6) Every year, over four billion tissue packs are distrib-

uted in the Japanese market alone.

5) Pocket tissue advertising in Japan is today a $1

billion business.

4) One of the major benefits of tissue pack advertising is

that, unlike many other giveaways, everyone can use

and appreciate a free supply of tissue!

3) Tissue pack advertising may also be unique in that,

in Japan at least, it manages to be both unobtrusive

and ubiquitous.

2) Everywhere you go in Japan today, you’ll see some-

one distributing free pocket tissues printed with a com-

pany brand or advertising message.

1) In Japan, pocket tissues hardly exist as a retail prod-

uct anymore since almost everyone expects to get

them for free!





MANY SUCCESSFUL COMPANIES have madethe transition from the Real World (RL) to athree-dimensional realm called Second Life (SL)– a virtual world steeped in commercialism. Therationale behind these “transitions” is vast andranges from attracting press coverage to brandengagement with potential clients. Whateverthe desired outcome and whether by design orhappenstance, millions of dollars are spent dailyin Linden Lab’s environment.

For example, IBM will invest $10 million thisyear and acquire over a dozen “Islands” toshowcase different offerings, as reported byReuters (November 9, 2006). Big Blue terms thiseffort as “V business” (similar to E Business inthe 1990’s) and is already working with over 20clients on current projects. The many benefitsto utilizing this environment may include virtu-al conferences, training, sales meetings, andpresenting concepts that are not attainable onthe Internet or in real life (i.e. manipulation of3D models). Taken together, SL is truly a uniqueand cutting-edge business platform.

As of this writing, there are 4.9 million regis-tered users and a daily spend of $1.7M in SL.Since reliable consumer data and statistics arelimited, one can only imagine the type of daily

transactions that are occurring for a variety ofgoods and services. These may range fromclothing, vehicles, pre-fabricated buildings,land purchases, and scripted tools. Withrespect to practical B2B endeavors, RL firmshire architects, builders, marketing consultants,employees, and technicians to perform special-ized activities, which turn an obscure landscapeinto a spectacular and functional creation.

So, what business model works best whentransitioning to a virtual world? The shortanswer is - it’s situational and depends on thedesired outcome. The following article willexplore a variety of firms (first-hand in SL),identify similar attributes, and categorizethem according to the value delivered. Theoutcome of this assessment will yield a sam-pling of business models “in play” and payofffrom venturing into this environment. The“payoff” is defined as the tangible and intan-gible benefits derived from such an invest-ment. To these firms, SL is a sand box of sortsand their models may evolve and adjust overtime through continued discovery.

A good place to start this discussion requiresan understanding of a business model design,coupled with the perceived benefits.


BY BILL NISSIM



BUSINESS MODEL DEFINED:Wikipedia encyclopedia defines a business

model, whether virtual or real world, as…

“A business model is a conceptual tool that containsa big set of elements and their relationships and allowsexpressing the business logic of a specific firm. It is adescription of the value a company offers to one or sev-eral segments of customers and of the architecture ofthe firm and its network of partners for creating, mar-keting, and delivering this value and relationship capi-tal, to generate profitable and sustainable revenuestreams.” Osterwalder, Pigneur and Tucci (2005)

Joan Magretta, Senior Institute Associate atHarvard Business School, provides a no-nonsensedefinition in her 2002 article “Why Business ModelsMatter” (HBR R0205F).

“Business models are, at heart, stories thatexplain how enterprises work,” states Magretta,and continues with“…It answers certain questions:Who is the customer? How do we make money?What underlying economic logic explains how wecan deliver value to customers at an appropriatecost? Business models describe, as a system, howthe pieces of a business fit together.”

In 2004, Osterwalder synthesized various businessmodels into a single concept based on common attrib-utes. He suggests that nine related building blocksconstitute a business model template. They include:• value propositions• target customer segments • distribution channels

• customer relationships • value configurations• core capabilities• partner network • cost structure• revenue model

For sake of simplicity and to fit the context of thisarticle, this list will be reduced to three key con-stituents: value propositions, targeted customersegments, and customer relationships. Armed withthese metrics, we now have a basis of evaluation fora virtual world business model.

PERCEIVED BENEFITS:In addition to a business model, the equally

valuable question that must be posed: “What arethe benefits to transitioning into this environ-ment?” Four broad categories were developed tocapture the business rationale for such a transi-tion and include:• Press Coverage • New Brand Channel • Consumer Feedback• Brand Engagement

Press Coverage will be briefly discussed in a “sidebar” notation and not included in this evaluation.

BUSINESS MODEL & PERCEIVEDBENEFITS CONVERGE:

The following firms will be categorized into threegroups. Those who seek a “New Brand Channel,”firms that utilize SL for “Consumer Feedback,” andthe third group that addresses “BrandEngagement”. With each category, the consumermoves from a Casual (niche) to Preferred use (micro)and ultimately, to the deepest realm of Committeduse (Nano). Within each category, the apparentvalue proposition, targeted segments, and type ofcustomer relationships will help to define theabbreviated business model. Let’s start with a“New Brand Channel.”

New Brand Channel:This type of enterprise closely mirrors the real

world establishment in terms of form, fit, and func-tion. Examples of organizations that use this modelto extend their brand into a virtual world includeCircuit City, Sears, Reebok, PA Consulting, and ahost of other B2B & B2C firms. By establishing apresence in SL, they have created a conduit with anew channel to market.

BUSINESS MODEL:• Value proposition = Virtual shopping, testing

products, consulting

Plays well in the Press:

In a 2006 SL Business Magazine interview,Sibley Verbeck (CEO Electric Sheep), states,“transitioning to a virtual world could be thehot, new thing, create buzz on the web (orblogs), part of an ad campaign, or just PR gen-eration.” According to Verbeck, “creating buzz isvery important – headlines are written on com-panies that are doing novel things! Since thisworld is still new and evolving, the ability totruly appreciate the value of a presence is unde-termined at this point.” Verbeck concludes with“It’s clear that many firms have followed thispath to both acknowledge and affirm the impor-tance of being in-world.”



• Targeted segments: New and existing consumers• Customer relationship: Casual

PAYOFF:• Extends brand into new setting• Tests viability of virtual shopping and services• Track purchases, collects data on shopping

experience for future store layout/design, andconduit for new relationships

Consumers in this realm view an interactionwith one of the above listed firms as an affir-mation of the brand. In the above mentionedB2C venues, shoppers explore and discoveron their own the many products or servic-es in this familiar environment (store orgallery setting). For example, Sears andCircuit City have several floors chockfull of scripted items which portray realproducts (like iPods, refrigerators, andkitchen cabinets). With Toyota’sScion City, current and futuremotorists are given the opportunityto buy a Scion ($300L) and take a“test drive” around the island.The key criteria of casual usemeans once the visitor tests aproduct, they possess littleincentive to engage thebrand in the future.

In addition to a predomi-nately self-service experi-ence, a recent development has come on the scene- Nokia “hires” employee’s to stand by a kiosk andanswer questions regarding cell phones. The avataris clothed in Nokia blue and white garb to matchthe brand identity. The idea of employing brandambassadors in shopping venues can enhance theexperience and possibly lead to further investiga-tion outside SL!

What about B2B? PA Consulting, a UK-basedfirm, utilizes this environment to engage RL busi-nesses on the use of SL for brand awareness orinternal business process. PA believes they havedeveloped insight into “best use” of virtual environ-ments for a number of industries and are uniquelypositioned to drive innovation within these twoareas new financial retailers and transport industry.

During a recent interview with Marco Tippmerfrom PA Consulting, he stated, “we are

targeting national, international, and publicorganizations that desire to innovate and explorenew emerging technologies, gain or maintain acompetitive edge, or simply to realize cost savings.PA routinely has status meetings about project

progress with clients in SL as well as conferencesand discussions.”

According to Tippmer, “PA also utilizes greetersbecause we realized that the human element in SLis critical to the success of a virtual presence. SL isa social environment and the key element for oursuccessful presence in SL is the ability to interactwith representatives of PA.”

CONSUMER FEEDBACK:A firm actively using SL to incite specific cus-

tomer feedback is Aloft Hotels (W Brand). InSeptember 2006, Aloft was the first hotel companyto launch a hospitality brand in SL. They opened itsfirst hotel with a virtual concert (Ben Folds) andmuch fanfare. They constructed a hotel, whichincluded a lobby, food concessions, pool area, andan actual hotel room. They also placed laptop com-puters in the lobby for guests to provide feedbackon their experience.

At present, the hotel on Aloft Island is coveredby a box and under construction – the sign on theproperty reads, “we are currently renovating the



hotel thanks to the feedback we’ve received fromour SL visitors.” Here Aloft has solicited (free mar-ket research) the views of thousands of users andintegrated that data to build upon their hotel exper-iment. Before Aloft pours concrete or hangs a singlecurtain in RL, they will have a better assessment ofwhat their guests really want out of a cutting edge,high-utility hotel.

BUSINESS MODEL:• Value proposition = Consumer-centric experience• Targeted segments: Current and future business

travelers• Customer relationship: Preferred users - collabora-

tive and sense of ownership

PAYOFF:• Focus group research (free)• Controlled setting• Credible information – no payment made and driv-

en by consumer initiative

Consumers in this realm gravitate to this modelfor two reasons – they’re invited to take a “peakbehind the curtain” of a new hotel design conceptand secondly, are able to voice their opinion onwhat really matters to them. This powerful combi-nation meets the needs of both parties. On the busi-ness side, Aloft can experiment with novel concepts(innovate) at a minimal expense. For the consumer,they gain a sense of involvement (buy-in) and willdevelop a preference for this offering, virtual or oth-erwise. With the ground breaking of the first RLAloft hotel expected in 2008, these participantshave inadvertently joined Aloft’s journey. Inessence, if you were part of the design, you’ll wantto experience it in real life!

BRAND ENGAGEMENT:Probably the most powerful use of SL comes in

the form of scripting – the ability for the user toengage a product or service through direct interac-tion. Consider Dell City. Once you get past the high-tech design, giant computer tour, or people-movermonorail system, you have the opportunity to enterthe Dell factory and actually witness the construc-tion of your very own laptop or desktop computer.

Sitting comfortably in an ergonomically designedchair and facing a drafting board, you interact with

the screen and select components that will ulti-mately complete your Dell computer system. Aftereach click, the selected computer component“rezzes” in front of you and loads into the comput-er frame. During this process, you actually witnessthe construction of your own system in real timeand 3D! Once complete, you are whisked off toDell’s RL website to complete the transaction.During this experience, Dell has moved to the nextlevel of brand engagement – from 2-D web-basedformat to 3-D entertainment.

BUSINESS MODEL:• Value proposition = First-person engagement• Targeted segments: Techies and progressive com-

puter users• Customer relationship: Committed user = “Brand

Patriots”

PAYOFF:• Engage consumers in a way (virtual experi-

ence) not readily attainable elsewhere• Turn purchasing a Dell system into a fun and

memorable experience• Users will most likely advocate this venue via

word-of-mouthConsumers in Dell City have progressed beyond

casual use (testing products or shopping) or provid-ing feedback. Both of these types of engagementsare certainly valuable in their own right, but Dell’svenue moves beyond that and requires consumersto actively make choices.

This “consumer behavior-based model” providesDell with extremely valuable data – all aspects ofthe decision-making process can be codified! Thisprocess would equate to having the consumer’sdescribe (verbalize) how they make choices basedon the selections. Dell has the ability to monitortransaction completion rates and barriers to pro-gression. In addition, the technology exists to liter-ately track the movements of consumers through-out the visit.

This data, if actually collected and used, wouldallow Dell to better configure the experience andconduct a value-gap analysis. This simply meanseliminating areas or experiences not utilized, cap-italizing and enhancing high traffic areas, andexperimenting with new options and innovations.Through continual learning and discovery, Dell

“Probably the most powerful use of SL comes in the form of scripting – the abilityfor the user to engage a product or service through direct interaction.”



could further increase their valueproposition, broaden their segment,and ultimately turn visitors intoBrand Patriots!

CONCLUSION:This article explored business model

“archetypes” used by firms that aretransitioning to a virtual world calledSecond Life® (SL). The intent was todraw broad business model categoriesand limit the discussion to three con-stituents: value propositions, targetedcustomer segments, and customer rela-tionships. In addition to defining a busi-ness model, the equally valuable ques-tion that was posed: “What are thebenefits to transitioning into this envi-ronment?” Three segments weredeveloped to capture the businessrationale for such a transition andinclude: new brand channel, consumerfeedback, and brand engagement. Theoutcome of this assessment yielded asampling of business models “in play”and the anticipated payoff from ventur-ing into this digital realm.

A “Virtual World” environment as abusiness platform possesses hugepotential for the future. This topic wasdiscussed in great depth during thefirst Virtual World Conference in NewYork. As noted on the virtual-worlds2007.com web site,

“Virtual Worlds Conference 2007 isthe leading event for Fortune 500 busi-nesses seeking to understand and max-imize marketing and business strate-gies within virtual worlds. VW07 givesyou an inside look at the Virtual Worldsactivities of MTV, Disney, AOL,Pontiac, Nickelodeon, Leo Burnett,Sundance Channel, GSD&M, IBM andother major brands.”

The central point of this articleand a VW07 panel discussion sessionfocuses on this very question –“Virtual Worlds Road Map - where isit all going?” Although one canassess what major firms are doing,the question of which businessmodel works best remains subjective

and open to interpretation. Untilsuch time that comprehensive con-sumer data or reliable researchexists, the question of a preferredmodel remains aloof. •

Bill Nissim consults with organiza-tions on strategic branding impera-

tives. His website www.ibranz.comcontains reference materials, links, andhelpful articles on the many facets ofbranding. In addition, Nissim hashelped firms make the transition toSecond Life and fostered BrandCreation in virtual worlds.


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I’M SURE YOU’VE ALL HEARD the cliché “threestrikes and you’re out!” Well it certainly was morethan a saying when The Light Group (TLG) beganworking with clothing manufacturer JonesApparel Group in April of 2003 for its Lauren RalphLauren (LRL) brand to create and beta test a cus-tomer loyalty program that at the time was break-ing new ground in customer retail marketing.Generally customer loyalty programs are driven byretailers rather than product manufacturers, how-ever LRL was optimistic that they could imple-ment a customer loyalty program, while at thesame time demonstrate support for the sales andmarketing efforts of their retail channels. Whatmade the effort more difficult were three obstaclesat the time of the launch of the program…a veryweak US economy, unseasonably cold weather inthe launch site city of Atlanta and the outbreak ofthe Iraq conflict.

The program named—Lauren VIP—needed to bemulti-faceted and strategic to successfully drivesales among existing customers and attract newones, motivate sales associates to promote theoffer, and increase traffic in stores. In developingthe program, TLG and Lauren management neededto partner with one retailer who was equally com-mitted to the effort and willing to help target theirLauren customers. After conducting one-on-one dis-cussions with multiple retail partners, they selectedParisian—a retailer with forty-two outlets through-out the Southern United States. Seven out of the 42were selected to be part of the Lauren VIP testlaunch program.

The Lauren VIP program was designed to be anexclusive membership-based club for top cus-tomers, building on their loyalty to the LRL brand.The program rewarded Lauren VIP members withquarterly promotions and offers tied to seasonal

BY: ARNOLD LIGHT, CTC

BLOCKBUSTER

How An Award Winning Customer LoyaltyProgram Overcame Obstacles!

CAMPAIGNS



collections, offered gifts with certain-sized purchas-es, and incorporated Lauren partners into the mixby offering “highly valued” rewards to qualifyingmembers, such as closet makeovers and engravedpersonalized stationary.

To ensure the program’s success, TLG andLauren management worked closely with Parisian’sSales Associates and Managers to train them on theLauren VIP program offerings and encourage themto promote it to their customers. Sales Associatesreceived program brochures and training kits, hadthe opportunity to participate in a pre-program tele-conference, and were invited to attend an in-storetraining session led by TLG event coordinators. TheSales Associates were further motivated by receiv-ing a $1.00 spiff for every customer they signed up.Two Caribbean cruises added to the incentive—thetop Sales Associate would win one, as would anoth-er Associate whose name was randomly drawn.The effort proved extremely successful with 96 per-cent of Associates participating in the effort andmany commenting on the unprecedented effort toincorporate them into the initiative.

In order to drive customers to the seven designat-ed stores to sign up as Lauren VIPs and purchasefrom the Lauren spring/summer line, TLG imple-mented a targeted direct mail campaign consisting ofprogram postcards, ran local newspaper ads, andequipped each store with displays and eye-catchingcollateral such as posters, handouts, buttons forSales Associates, pens, membership cards and appli-cations for customers. Fashion shows organized withLauren partners helped to drive prospects to the

stores while at the same time, brought added life andexcitement to the newest LRL fashions.

Because the well-rounded promotional campaignwas proactive it paid off and overcame the obsta-cles. In the six days of the program’s launch in April2003, the seven Parisian retail stores registered over2,300 members and saw same-store sales rocket to27.4% over the same week in the previous year.Those results came in a particularly weak period—nationally, retail sales slumped 5% that week, whileApril sales tumbled 9.1% for the 241-stores of Saksthat included 42 Parisian outlets. Lauren VIP drovesignificant traffic to the stores and spurred bigjumps in sales. The stores participating in LaurenVIP reported an incredible 430 percent increase insales of Lauren products when compared to non-participating Parisian stores. In addition, the pro-gram generated a 74 percent return on investment—(every dollar spent spurred $1.74 in revenue) for theoverall effort, and helped build Lauren customer loy-alty at Parisian for years to come.

The campaign was recognized by The Society ofIncentives & Travel Executives for the best incen-tive promotion for consumer end users with theindustries coveted Crystal Award. •

Arnold Light, CTC, Founder of The Light Group,Inc. has 35 years of marketing experience specializ-ing in incentive and loyalty marketing helpingmulti-national corporations develop and implementB2B and B2C results oriented performance improve-ment programs. For additional information visitwww.incentivesmotivate.com or call 914-397-0800.



Incentive Program ROIMyopia Blindside You

Don’t Let Incentive Program ROIMyopia Blindside You

Don’t Let


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HOW DO SALES INCENTIVE PROGRAMS affectprocurement and cost of goods? Shipping? Cashflow? The answers to these rarely posed ques-tions are critical in assessing the bottom-lineimpact of sales incentive programs, revealed theresults of a new study entitled Assessing theImpact of Sales Incentive Programs: A BusinessProcess Perspective. Dr. Srinath Gopalakrishna,Associate Professor of Marketing, University ofMissouri-Columbia, designed and executed thestudy at the behest of the Incentive ResearchFoundation, a non-profit organization that fundsand conducts research for the incentive industry.A “business process” approach led to a net ROI of84% following a distributor sales incentive pro-gram for a tool manufacturer – as compared to aprojected ROI of -92% if the company hadfocused solely on sales growth.

“Developing an incentive program with a focuson sales growth alone is myopic,” says Dr.Gopalakrishna. “Their impact extends well beyondthe sales function to other constituents and process-es within the organization.” A preoccupation withsales growth with no consideration for other busi-ness functions can produce a domino effect including:1) an adverse affect on cash flow, an important business

metric; 2) a possible disruption in supplies leading tounforeseen procurement expenditures because ofthe need to procure additional raw materials, oftenat short notice, to support higher sales arising fromthe incentive program; 3) extra shipping costs ofordered merchandise; 4) acquisition of new accountsmay involve other subtle aspects such as customerquality. For example, some new accounts may delaypaying their bills, causing an increase in accountsreceivable which can hurt bottom-line profitability,specifically cash flow and the management of short-term capital; and 5) planning for additional workers(even though it may be temporary) involves consid-erable expense including the cost of hiring and train-ing new workers.

Dr. Gopalakrishna’s goal to establish greatercredibility and accountability for sales incentive pro-grams was met by establishing a strong empiricalfoundation for analysis, the use of benchmarks for acomparison of results and a cross-functional per-spective to evaluate program effectiveness. Theresearch focused on a distributor incentive programfor a well-known hand-tool manufacturer based inthe United States with stated goals of increasing netsales by $1 million and improving gross marginsfrom 30.4% to 32%.

Study Demonstrates Value of Quantitatively AssessingAll Business Functions to Accurately Measure IncentiveProgram Results

BY: INCENTIVE RESEARCH FOUNDATION

EXECUTIVE SUMMARY:

Overview This research represents an extension of a previous study sponsored by the IncentiveResearch Foundation that described ROI (return on investment) assessment of salesincentive programs.

Central Challenge The presence of several confounding effects poses a major challenge in accuratelymeasuring ROI.

A Sales Focus Alone: Developing an incentive program with a focus on salesNegative ROI growth alone reflects a myopic view. Analysis shows that such an approach will likely

deliver poor economic returns.

Preoccupation with sales growth may adversely affect cash flow, an important business metric.

Non-Sales Aspects Included: The firm’s distributor incentive program included rewards toPositive ROI keep accounts receivable and finished goods inventory in check.

Importance of Impact Such indirect effects on other functions are critical in determining the success of a sales incentive program. Careful documentation of the anticipated impacton other areas of the business, through “Impact Analysis”, helps identify needed invest-ments in additional areas to support the program.


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The distributor incentive program encom-passed – and performance targets/reward pointswere established for – four dimensions: increasingthe sales/purchase volumes of products, improvingthe invoice aging, providing the manufacturer withshipping date flexibility and increasing distributorknowledge and understanding of specific productsto support sales objectives.

A benchmark based on the same sales periodduring the three prior years was established andthe following variables were considered:

• Monthly sales aggregated across the distributors • Monthly cost of goods sold (COGS) • Finished goods inventory at the end of each

month • Accounts receivable at the end of each month • Cost of the incentive program • Additional costs incurred by procurement and

sales (total: $570,000) The net ROI for the distributor incentive program

was approximately 84%, as compared to projectedROI of -92% if the company had focused solely onsales growth.

The results of Assessing the Impact of SalesIncentive Programs: A Business Process Perspectiveclearly shows that simply plunging into a salesincentive program without any regard for the likelyimpact on other parts of the organization may benaïve. Such a shortsighted view can generate seri-ous and often unanticipated side effects for the busi-ness operation that may turn out to be detrimental inthe long run. A business process approach, on theother hand, enables the planning and creation of theneeded infrastructure and additional investmentswherever necessary, to support the results arisingfrom the sales incentive program. •

Assessing the Impact of Sales Incentive Programs:A Business Process Perspective is a follow-up studyto last year’s Exploratory Study of Sales IncentivePrograms. The Incentive Research Foundation,which sponsored this latest study, funds and pro-motes research to advance the science, enhance theawareness and appropriate application of motiva-tion and incentives in business and industry global-ly. The goal is to increase the understanding, effec-tive use and resultant benefits of incentives to busi-nesses that currently use incentives and others inter-ested in improved performance. Please go towww.theirf.org for more information on this andother studies.



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SCARLET SILKEN SCARVES hang from the ceiling. The flimsy,airy cloth flutters in the breeze. You wouldn’t think it wasstrong enough to bear any weight — much less the weight oftwo contorting acrobats, who twist and flip through the air tothe oohs and aahs of an awe-struck crowd.

Where are we…at the latest performance of a prestige circustroupe or at an industry event?

Increasingly, it’s the latter.Attendees come to tradeshows for a number of reasons. Most

attendees will tell you they want to see what’s new and excit-ing from their favorite vendors. Others hope to discover newsuppliers. Some focus on the networking… they love themeet and greet that happens at and around the tradeshow.There’s one reason that most tradeshow attendees agreeon: they like to have fun, and appreciate being entertained.

In an effort to meet this hunger for entertainment,exhibitors pull out all the stops. Some hire magicians andstreet-fair style performers to entertain the crowds.Costumed dancers, musicians, motivational speakers, celebri-ty authors and the aforementioned acrobats have all madeappearances on the show floor, and generally draw big crowds.

Do these big crowds translate into big sales? Is there a rela-tionship between the popularity of the attractions your boothoffers and the number of quality leads you collect?

The answer is a definite maybe. Providing entertainmentcan definitely give your exhibit a boost — but you need to besmart about it.

BY: SUSAN A. FRIEDMANN, CSP

SHOW BUSINESS

There’s NoBusiness Like



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First: Consider your target audience. Is theentertainment you’re considering somethingthat will appeal to your ideal consumer?Remember, tastes differ. What you might findwildly entertaining may not appeal to your tar-get audience. It would be well worth your whileto do a little primary research before committingto any one entertainer.

Second: Ask yourself what you want to accom-plish by hiring entertainment. Set specific goalsthat you’d like to achieve. For example, raisingbrand awareness and increasing visibility can beaccomplished by having a magician to use yourcompany name as the ‘magic words’ and incorpo-rate your logos and products into her act.

Plan on working the crowd: Your booth staffersshould not be standing idly by while the show goeson. They need to be interacting with the crowd,prominently and obviously identifying your compa-ny, answering questions, engaging with attendees,and distributing literature.

Remember: To realize maximum benefit fromyour entertainment, you’ll want to promote itheavily. Make sure to mention your planned enter-tainment during pre-show promotions and on yourwebsite. Encourage your customers to come by forthe show. You might want to arrange opportuni-ties for your best clients to meet the stars. This isparticularly true of speakers and celebrity authors— many attendees will line up for the chance tomeet someone like Martha Stewart.

Entertainment is an established part of the glitz andglamour of tradeshows. There’s nothing wrong with alittle show biz — as long as you make it work for you! •

Susan A. Friedmann, CSP, The Tradeshow Coach,Lake Placid, NY, is an internationally recognized expertworking with companies to increase their profitabilityat tradeshows. She is the author of: “Riches in Niches:How to Make it BIG in a small Market” (May 2007) and“Meeting & Event Planning for Dummies.” Visitwww.thetradeshowcoach.com for more information.

“Is the entertainment you’re considering something that will appealto your ideal consumer?”


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THERE’S MUCH MORE to entertaining clients thansimply picking up the tab. Knowing the finerpoints of how to entertain your clients, vendorsand business partners is integral to not only keep-ing a smile on their faces but also remaining top ofmind. And because so much of today’s business isconducted in restaurant dining rooms, it’s crucialthat you and members of your marketing teamshine when playing host at meetings outside theworkplace. Following are tips for ensuring youroutings with clients are smooth, productive andultimately good for business:

PICK THE PERFECT PLACE. In real estate, location is everything. The same

maxim holds true when selecting a restaurant toentertain a client. For instance, the hip cafe that justopened might be a fun place to commiserate withcolleagues after work, but it’s not ideal for meetingwith a prospective customer. Play it safe with aknown establishment whose service and food youtrust. You want to choose a comfortable and easy-to-find restaurant that is quiet enough for conversation.

ARRIVE EARLY. Be at the restaurant at least 10 minutes before

the meeting so you can greet your client. Beingearly also gives you an opportunity to handle pay-ment, thereby avoiding any post-meal awkward-ness concerning the bill. You can either provide theserver or maitre d’ with your credit card or arrangefor the bill to be given directly to you.

TIMING IS EVERYTHING. When dining with a client, there’s a time for

small talk and a time for shoptalk. Knowing the dif-ference is key. At breakfast, it’s more acceptable toget down to business after a few minutes of friend-ly chitchat…at lunch, wait until the food has beenordered. And when taking a client to dinner, it’sbest to hold off on discussing business until afterthe main course is finished.

ORDER WISELY. Put simply, don’t order the cheapest option avail-

able. Your guest likely will take your lead, and youdon’t want him or her to feel compelled to also orderan inexpensive item. In addition, steer clear ofstain-inducing dishes, such as ribs or spaghetti,that are messy or difficult to eat. And when itcomes to alcohol, consume moderately if at all.Remember that you’re at a professional functionand are representing your entire organization.

DON’T MAKE YOUR CLIENT PARDONTHE INTERRUPTION.

One of the biggest advantages of meeting clientsoutside the office is that you don’t have to worryabout constant interruptions. Therefore, give yourclient your undivided attention and make sure toshut off your cell phone, BlackBerry device or otherelectronic gadgets. While a client will forgive youfor putting your soupspoon on the wrong side ofyour plate, taking a call during a meal is a major eti-quette faux pas that won’t be so easily overlooked.

Making the Most of Meals With Clients

BY THE CREATIVE GROUP

EntertainiEntertaini


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BE RESPECTFUL — OF EVERYONE YOU ENCOUNTER.

Speaking of colossal errors, the ultimate mistakeis being rude. In fact, in a survey conducted by TheCreative Group, 50 percent of advertising and mar-keting executives polled said being rude to wait staffwould most hurt a professional’s chances of impress-ing a client. Even if you receive bad service or yoursteak comes out rare instead of well done, losingyour cool with a server will only cause a client toquestion your professionalism.

DON’T OVER-ENTERTAIN. When you have a client visiting from out of

town, you want to show the person a good timeand introduce him or her to your city. But be care-ful not to go overboard. If the client is in back-to-back-to-back meetings with your staff throughoutthe day, he or she will appreciate a little breathingroom at mealtime.

MATCH CLIENTS WITH THE RIGHT EMPLOYEES.

If a scheduling conflict makes it difficult for you toentertain a client yourself, choose a trusted substitutefrom your staff who has elevated social skills and will doa good job representing your department or firm.Moreover, you might consider having the client meetwith several members of your team so he or she can seethe range of talent and expertise your organization offers.

Entertaining clients is critical in business today. Ithelps you build trust and rapport while enabling you toget to know your clients on a more personal level. You cangain a competitive edge by showing clients that you andyour team are stellar marketers, in addition to being goodat making people feel appreciated and comfortable. •

The Creative Group is a specialized staffing serviceplacing creative, advertising, marketing and web profes-sionals with a variety of firms on a project basis. For moreinformation, visit www.creativegroup.com.


ing101:ing101:


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Are you DEFINEable? Is there something about your business that I canhang my hat on? Let’s say you are asked what you do and you have just 10seconds to describe how your company is different than your competition.I will show you my probable response, based on many years of hearingadvertising claims of the well meaning, yet misdirected. It might go some-thing like this:

YOU: We provide a better product.Me: Better than what? You haven’t told me what your product will do for me!YOU: Our customer service is second to none.Me: Come on…Everyone says that. YOU: We return phone calls promptly! (Where’s the aspirin???)Me: Is that the best you can do? Alone, this could imply you already

expect problems.YOU: We love our customers.Me: Ok, now I need the aspirin.

Are you the ‘Purple Pill’ or ‘Slightly ahead of your time’? Look around.You need a phrase that differentiates, one that tells your story or intriguesthe listener/prospect while using a choice of words that is memorable.Then, you need to drive your message home effectively/consistently.

Tag lines are fascinating ways to accomplish this. Put a clever tag lineon the right promotional product to give out and people will start identify-ing your company with that tag line. It is the simplest way to pull every-thing about who you are together so that everyone in your company singsthe same song, day in and day out. And, promotional products given outwill continue to do your talking for you even if you replace everyone in yourcompany with new people. Isn’t that the coolest way to consistency inyour message?

Ozark Airlines calls themselves ‘The airline that measures theMidwest in minutes’. Clever. Tylenol reminds us their product is ‘Toughon pain, easy on your stomach’. American Express Traveler’s Chequestells us ‘Don’t leave home without them’…short, sweet and always to thepoint. Tag lines placed on useful promotional items continue to reinforceyour marketing message at a cost-per-impression that is miniscule. Nikebranded themselves so well they no longer need to say ‘Just do it’. TheSwoosh says it all.

Here’s something else products with the right tag line will do: reinforceto those who work for you that they are on the right team. Give them thetools to go out there and reinforce your message and watch what happens.

What is your tag line? Do you have one? Does it differentiate the wayyou need it to? Your promotional products professional can help.

Is getting your message out in a consistent and succinct formula goingto help you have that personal touch that you need in the market place?You bet. It’s ALL Personal.

Dave Ribble is President of The Company Image, Inc./Geiger and teach-es companies how to develop their differentiating phrases, then figure outthe right items to use to get the job done. Dave can be reached [email protected] or 818.906.9894.

It’s ALL Personal

Dave Ribble

“Put a clever tag line on the

right promotionalproduct to give

out and people willstart identifyingyour company

with that tag line.”


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EXHIBIT MARKETING is all about meeting customers,clients and the public in a face-to-face environment.Your physical display as well as your booth staff’sskills need to be well honed to capture the attentionof people in your target market group. Knowing whothese people are is the first step. The next job is todevelop a strategy for handling each booth visitor.Here are six profiles of potential booth visitors:

EDGAR DUNN Edgar has a real and immediate need

for your product or service. He is ready tomake a decision that is compatible withyour sales cycle, has the authority andthe resources to act.

Edgar is a clever chap. He wears many disguis-es. Sometimes Edgar fits your customer profile to atee but sometimes he looks quite the opposite. Thetrick is not to let Edgar fool you by his clothes,grooming or personal style. Treat every booth visi-tor equally and in the first few minutes see if youcan identify your real Edgar’s.

EMMA HOPE Emma and Edgar act the same. She

has a need for your product, service orinformation. She has a position ofauthority and the resources neces-sary to implement a decision. But here’sthe catch - Emma is not ready to make a commit-ment now or anytime within your sales cycle. Emmahas long-term potential, which is better dealt withwhen you have more time – after the show.

LOUIS FATALE Emma has a close cousin named Louis.

Louis is an amiable fellow who shows a keeninterest in your offering. He nods his head inagreement, says all the right words and is will-ing to listen to anything you have to say. Thebottom line is that Louis lacks potential. He can’tuse your offering now or anytime within the foresee-able future. Don’t waste a lot of time with Louis.Disengage professionally and continue to look forpeople who can take advantage of your offering.

BY: BARRY SISKIND

The Six PeopleYou Are Likely to Meet at a Trade Show

The Six PeopleYou Are Likely to Meet at a Trade Show


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ALLY MCMATE Ally is a sensitive person. Her tempera-

ment is a learned response. She has metmany boothers who have simply rebuffed herand assumed that just because she doesn’tmake the final decision she has no worth.

Ally is a sleeping tiger. Wake her up abruptly andshe will attack. But a gentle nudging and Ally canbecome a great friend who is willing to help you inmany ways such as referring you to real buyers.

ZELDA POST Zelda asks lots of questions. But the

reality is that Zelda has an ulterior motive -employment.

Trade shows are a rich quarry of potentialemployers. For those in the job market, walking ashow can save countless hours of frustrationsending unsolicited résumé’s or answering advertise-ments that attract hundreds of applicants. So, armedwith her questions she approaches. Refer Zelda to yourHR department or if your company is not hiring, tell her.

MOE LASSIS Moe is the last of our players. Moe comes

in many disguises. Moe can be the spouseof a delegate, someone coerced into attend-ing the event by a friend, a fellow exhibitor orsimply someone who doesn’t get out much.While a conversation with Moe can be fun andfill up slow show hours, continuing the conversa-tion leaves you engaged in conversation you maynot be able to break away from when a realprospect shows up. The strategy is to disengageearly in the conversation.

Before you participate in any show or eventknow the people you will meet and develop a strat-egy for handling each type. •

Barry Siskind is North America’s foremost trade andconsumer show expert and author of The Power ofExhibit Marketing. He is president of Toronto basedInternational Training and Management Company.Contact Barry at [email protected] for moreinformation.


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GUESTS AT the 58th Annual Primetime Emmy®Award exclusive viewing party and post-Emmybash, hosted by Entertainment Tonight (ET) andsponsored by People Magazine, found their giftbags even sweeter with the delectable return ofFairytale Brownies. Television’s top stars wereamong the first in the world to taste the EspressoNib, Fairytale’s newest flavor, created with realespresso and sprinkled with crushed roasted cacaobeans (nibs).

Fairytale Brownies were presented in commem-orative boxes that featured four 3” x 1.5” Sprite-sizebrownies including Espresso Nib, Raspberry Swirl,Original, and Peanut Butter. Each gift also includeda phone number and an invitation for recipients tocall to receive a Fairytale Dozen over the winter hol-idays and on their birthdays, so these deliciousdelights could be enjoyed year-round!

The exclusively designed, Cole Haan gift bags,which also included beauty and lifestyle items,were given to all guests, nominees, presenters andwinners of the Emmys as a way of honoring theirparticipation in the event. “The gift bags commem-orate the achievements of the best and brightestmembers of the television community,” said EileenSpitalny, co-founder of Fairytale Brownies. “We areexcited and privileged to have been chosen byEntertainment Tonight once again to participate in

this time-honored tradition.”With a friendshipsince kindergartenand a promise sincehigh school, child-hood friends EileenSpitalny and David

Kravetz founded

Fairytale Brownies in 1992. Baking late at night in afriend’s catering kitchen - with many helpers and asecret 49-year-old recipe belonging to David’s Mother- their dream came true! Fairytale Brownies is nowthe world’s leading purveyor of mail-order gourmetbrownies – each made with imported Callebaut darkBelgian chocolate.

The brownies are available in an assortment ofFairytale flavors and can be shipped worldwide inholiday, custom and corporate logo embossed pack-aging. The Brilliant Results’ staff has tasted thisgourmet product and we agree that FairytaleBrownies are magical. Fairytale Brownies alsodonates tens of thousands of pounds of brownies tothe Society of St. Vincent De Paul in the Phoenixmetro area and nationally they support KaBOOM!,the non-profit organization dedicated to creatingsafe places for kids to play. Since they met on theplayground, Eileen and David think it’s an appropri-ate way to help.

For more information about this gourmet treatvisit Fairytale Brownies at www.brownies.com.

SUCCESS STORIES SUCCESS STORIES SUCCES

FAIRYTALE BROWNIES FAIRYTALE BROWNIES ADD A DASH OF MAGIC TO ENTERTAINMENTTONIGHT/ PEOPLE MAGAZINE EMMY PARTYTelevision’s brightest stars sample Fairytale’s sweet treat



RECENTLY Endless Marketing Solutionsreceived a request to provide asuperior promotional solutionfor an existent product thatwould reflect the product’srefined quality. Their clientNeenah Paper’s CLASSIC®Linen product line was notperceived as a high valuepaper with the exceptionalprint quality that designerswould gravitate to whenshowing their customer dif-ferent paper options.Neenah Paper wanted tochange the mindset of showdesigners who typically donot think of linen as a high-end luxury item.

The solution was innovative and illus-trates how the right promotional merchan-dising can create a memorable moment andreinforce product qualities. Neenah Paperproduced a beautiful package with dimen-sion and a surprise…a dark chocolate rectan-gle debossed with the Neenah Paper logoprovided by Endless Marketing Solutionsand wrapped with CLASSIC® Linen paperthat also had the Neenah Paper logo. Thisexquisite package and its gourmet contents

created a definite ‘A HA!’ moment for recip-ients, which reinforced the message of therich, luxurious value of the CLASSIC® Linenpaper line.

The campaign was a huge success. Thatsuccess was measurable because the salesteam could directly tie the success of this cam-paign to increased sales orders. In fact, becauseof this promotion Neenah Paper was asked todo the cover of Bloomingdales’ catalog.

For additional information visit EndlessMarketing Solutions at www.emspromo.com.


Endless Marketing Solutions Gourmet Treats:

CESS STORIES SUCCESS STORIES SUCCESS STORIES



KEITH SLATER of Somethin’ Sweet Candy Plus!recently asked YummyPhoto to produce their uniquecookie for his client’s Valentine’s Day customer appre-ciation gift. According to Keith, “The purpose in usingthe cookies for the Valentine project was for myclient to show his company’s appreciation to hisclients. Each holiday this client likes to sendsomething to each of the owners of theresorts he develops. It is a nice way to keep intouch with the owners and they look forward toreceiving the gifts.”

The challenge was to find a unique product thatwould show off the properties. The cookies didexactly what they were looking for. YummyPhotopackaged 3 custom cookies in an organza bag andthen packaged them using white paper crinkleswith a foam sheet on top for good presentation aftershipment around the country and internationally.

Keith indicated that the results were positive,“The owners that received the cookies are very afflu-ent but many took time to let my client know thatthey liked the unique cookies.”

Paul Liu of YummyPhoto told Brilliant Resultsthat this is only one of many success stories expe-rienced by those who have work with his companyto make a gourmet gift part of their promotionalcampaign. For example:• A financial services company uses YummyPhoto

cookies as a business card. The cookies are a great way to break theice and they are a

great conversation piece. There are very few peo-ple who don't smile when they see this type of aproduct. Most promotional products are meant tocreate multiple/repeat impressions but at times,you just need a unique product to make animpression. The cookies achieve that purpose.

• A national department store used the cookies forspecial VIP events. They often had designers goon a road show, so YummyPhoto shipped cookiesto each store as they arrived for the show. Thecookies were printed with the special offer for theevent. The cookies effectively acted as a mini pro-motional flyer, which also happened to go greatwith other refreshments.

• One company used our cookies for their educationalseminars. Most employees have a hard time stayingawake for the entire day. The cookies were servedwith afternoon refreshments. We made differentcookies for each day emphasizing different pointsfrom the seminar.

• Another company used our cookies for each storeGrand Opening. This was a good replacement forcakes, which are typically served at these typesof events because cookies are not messy andthey are easy to hand out since they are all indi-

vidually packaged.

For addit ional in format ion p lease v is i twww.yummyphoto.com.

SUCCESS STORIES SUCCESS STORIES SUCCESS

Gourmet TreatsYummyPhoto




TRUST IS ONE OF THE KEY building blocks for anyprofessional relationship. Each time we keep ourword, it strengthens the bridge between us andwhomever we're working with. Here are ten toolsto help you create and maintain a healthy founda-tion of honesty.

1. “Follow through” are two of the most importantwords when it comes to communication and suc-cess. If you say you're going to do something andthen don't do it, you are creating trust issueswith the person you're letting down.

2. When you don’t keep your word, it diminishesyour value to your co-workers. It will make yourclients think that you don't care about their busi-ness. They will remember that you forgot aboutthem and carry that around for a long while.

3. Explain why you can’t do something. If you havea good reason for not keeping your word, share itwith the parties concerned as soon as possible.Give other people a chance to change their plansand make appropriate adjustments.

4. You have the right to change your mind. If yousaid you would do something and later regretmaking that decision, that's okay. However, besure that you are changing your mind for theright reasons and not just out of laziness, orbecause a better offer has come your way.

5. Are you just forgetful? Could you be having mem-ory issues? If so, you must talk to a physician andmake sure your overall health is good. Some peo-ple who tend to be forgetful lead long, healthylives; others may have serious medical conditionsthat make them forget. Best to get it checked out.

6. Be okay with being reminded. If you are forgetfulby nature, tell your co-workers, clients andfriends that it's okay for them to remind you

about commitments, and don't take it personallywhen they do.

7. Access your promise quotient. Do you over prom-ise and under deliver? Do you try to do too much?Think about the times you didn't keep your wordand ask yourself why.

8. Don't write a check with your mouth that yourhead can't cash. Perhaps the biggest crime in thisarena is telling someone you want to work withthem when you really don't. If your attitudeabout a client or team member has changed, lethim or her know in a kind way and offer closure(which means that you talk about it).

9. How do you feel about yourself? When you breakyour word, the fallout can have a profound effecton you. It may cause you to think of yourself as adishonest person and lower your self-esteem.

10. Don't be a show off. If you're trying to impresssomeone and you make an offer that you can'tafford, or don't really want to do, followingthrough will serve as a reminder for you to nottry to be such a big shot.

Honoring all your commitments is one of thosegifts you actually give to yourself. If you make apromise, keep it, no matter what. The positiveresults will be reflected in your company's bottomline and in your self-worth. •

For more than two decades Fortune 500 compa-nies, educational institutions, and government organ-izations worldwide have relied on Dr. BartonGoldsmith to help them develop creative and bal-anced leadership. His columns appear in over 500publications and he has spoken worldwide to groupsof 10 to 5,000. Visit www.BartonGoldsmith.com formore information.

Passionate Leadership

BY: BARTON GOLDSMITH, PHD

KEEPINGYOUR WORD



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Free Product Information. June 2007 Issue.For free product information from these suppliers, complete and mail this page to:

Brilliant Results Magazine 9034 Joyce Lane Hummelstown, PA 17036.Or fax to (717) 566-5431PLEASE CIRCLE ITEMS OF INTEREST.

Name Title

Company Industry

Address

City State Zip

Phone Fax E-mail

Supplier Page No.

3M® Back Cover

Aprons, Etc. 45

Ashworth® Corporate Inside Front Cover

Baumco 45

Blake & Hollister 7

Brilliant Publishing 45

GROLINE 19, 31, 37, 43

Key-Bak® 25

Motivation Show 17

Neet Feet® 33

Sierra Pacific Apparel Inside Back Cover

Snugz 11

Sonoma Promotional Solutions 45

TaylorMade® 5

TJ MAXX® 3

Warwick Publishing 13

TM


brilliant results


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Brilliant Results | June 2007 47Brilliant Results | April 2007 47

Off The Cuff

1. Which entertainer did NOT endorse Coca-Colaover the years?

a. Roy Orbisonb. The Beach Boysc. Britney Spearsd. Diana Ross

2. Which cereal did Rocky and Bullwinkle NOT represent?

a. Cheeriosb. Cocoa Puffsc. Trixd. Frosted Flakes

3. In most of the television milk commercials the milk moustache is …?

a. Milkb. White Paint & Thinnerc. Creamd. White Paste

4. Elvis Presley made only one television commercial for…?

a. Southern Maid Doughnutsb. Peter Pan Peanut Butterc. Pepsi Colad. Hawaiian Punch

5. The first toy advertised on television was…?a. Monopolyb. Mr. Potato Head®c. Shirley Temple Dollsd. Huffy Bicycles

6. A furniture manufacturer sold 1 million I LoveLucy bedroom suites in 90 days.

a. Trueb. False

7. In 1995 a 30-second commercial on the Seinfeldtelevision show cost $390,000.

a. Trueb. False

8. In 1982, its inaugural year, The Weather Channellost approximately $10.6 million dollars.

a. Trueb. False

9. No member of the television cast of M*A*S*Hactually served as a soldier in the Korean War.

a. Trueb. False

10. In the late 1970’s the Coca-Cola Co. boycottedSaturday Night Live because one of comedianJohn Belushi’s characters kept repeating “NoCoke – Pepsi,” in a restaurant skit.

a. Trueb. False

Trivia ~ Entertainment & Advertising

Quotes ~“The computer can't tell you the emotional story.It can give you the exact mathematical design,

but what's missing is the eyebrows.” Frank Zappa (1940-1993) American composer,

musician & satirist

“Wherever smart people work, doors areunlocked.”

Steve Wozniak (1950 -) American computer engineer &co-founder of Apple, Inc.

Answers: 1 – c; 2 – d; 3 – b; 4 – a; 5 – b; 6 – a; 7 – a; 8 – a; 9 – b (JamieFarr served); 10 – a.


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Originality, Inc. is an innovative design firm that cre-ates custom corporate gifts intended to truly capti-vate the recipient. At Originality, Inc., the goal is totake corporate gift giving to a higher level, both inquality and creativity with products ranging fromartist commissioned pieces, gourmet food, businessand travel accessories, to personal care items andimprinted specialties. Originality's custom graphics,creative concepts, quality products and presentationdesigns offer a unique alternative to traditional giftbaskets. Brilliant Results was particularly captivat-ed by their combination of gourmet items with cus-tom keepsakes. Examples of this creative approachto promotional merchandising are contained in theaccompanying text boxes.

Originality, Inc. got its start in 2000 whenMelinda Tomasello and Pam Grimes, friends formore than eight years, met at Panera Bread inOrlando to discuss their artistic and entrepreneur-ial visions for the new millennium. Over lunch, thetwo formulated a business plan and incorporatedtheir business just one month later. In 2002, thefirm branched out to add an office in theWashington, D.C. area. Since its inception, Originality,Inc. has created custom awards, in-room hospitali-ty packages, packaging designs and more for highprofile events around the country. Whether cre-ating an Ernest Hemingway themed amenity giftfor delivery at Key Biscayne’s Ritz Carlton Hotel ordesigning speaker gifts for the country’s top

T M

TheLast Word


Melinda TomaselloPam Grimes

Event: Conference in New OrleansService: Design an in-room Speakers GiftMessage: “Lagniappe,” which is a Cajun idiom whichmeans “a little something extra.”Objective: Provide a keepsake of the conference and pro-mote the conference’s New Orleans location. Color Scheme/Style: Presented in a black gift box with cus-tomized graphics depicting the conference's harlequin theme.

Keepsake: Two iridescent glass coasters, handcrafted by an American artist. Gourmet Product: Two bottles of Abita RootBeer, brewed just outside of New Orleans.



designers, the design duo prides themselves on thefact that no two projects are ever the same. Withbackgrounds in marketing, graphics and interiordesign, the two owners saw a gap in the market,which would combine their unique blend of knowl-edge and skills. Or in Melinda’s words, “We formedOriginality, Inc. with a vision of taking corporategifts to an entirely new level. Our creative con-cepts, original graphics and an overall focus onpresentation set us apart from other gift compa-nies.” The two owners now focus much of theirefforts on the hospitality industry and specificallyways to service meeting and event planners. “Wehave a philosophy that gifts don’t have to beimprinted with a logo to be successful. If it’s cre-atively thought out, people will remember whogave it to them, logo or not,” adds Pam.

Recently, Brilliant Results was delighted to havethe opportunity to pose a few questions to this

dynamic duo whose creative approach to promo-tional merchandise had captured our attention.

BR: What makes Originality, Inc. different fromother gourmet treat providers?

PG & MT: Originality, Inc. offers a unique approach that focus-

es on art, creativity and customization. We take pridein the fact that no two projects are ever the same. Thisalso means putting energy into finding just the rightgourmet item(s) based on our client’s objective, mes-sage and/or geographic destination. The productsmust also meet certain criteria – above all, TASTE!

BR: How can the use of a gourmet treat contributeto the success of a corporate event?

PG & MT: A gourmet product, combined with a clear mes-

sage, can make a very positive impact if it has the

[ the gift of original thinking ]

TheLast Word

Event: Meeting planners VIP trip to OrlandoService: VIP welcome giftsMessage: Welcome recipients and promote Orlando asa “Great Place for Meetings.”Objective: Convey new logo and high-end appeal witha unique artisan gift. Color Scheme/Style: Orange, white and red with a metropolitan, contemporary style Keepsake: Commissioned fused glass tray with tangentdesign.Gourmet Product: Orange and raspberry chocolate bark

“A gourmet product, combined with a clear message, can make a very positive impact if it has the “WOW factor,” and can be enjoyed immediately.”



“WOW factor,” and can be enjoyed immediately. Ithelps put the icing on the event.

BR: How do you avoid the normally transitorynature associated with the use of gourmet treats?

PG & MT: If a gourmet gift is creative and well thought

out, it will leave a LASTING impression – even afterthe treat has been enjoyed. We also like to pairgourmet treats with some other type of tangibleand lasting gift.

BR: What are the most important benefitsyour clients realize by using Originality, Inc. asa part of their marketing/branding or motiva-tional event?

PG & MT: We become part of our clients’ creative team.

They can expect quality products, experience,attention to detail and good design. Over the years,we have built lasting friendships and Originality’sgoal is to make our clients look great.

BR: What is the key to a successful promotional orincentive product?

PG & MT: Here are a few quick guidelines:

1) Think beyond the traditional.2) Plan ahead.3) Pay attention to details.4) If on a budget, be selective…less quantity and

higher quality.5) Invest time and imagination vs. money.

BR: Do you have any final thoughts or advice forour readers?

PG & MT: Stay focused on your message and maintain a style

that is consistent with your corporate brand.Remember, it is 2007 and good design is based onvisual elements. Whatever the product, keep it inter-esting and up-to-date. •

Please visit www.originalityinc.com for moreinformation about this creative company.

Event: 2007 ConferenceService: Design the Speakers GiftsMessage: “Refresh”-Thank speakers for their “fresh perspectiveand creative refreshment.”Objective: Provide a keepsake of the conference and promote the conference’s Atlanta location and theme. Color Scheme/Style: Natural style which reflects Atlanta’ssouthern hospitality. Incorporated chocolate brown with shades of

peach and green. Keepsake: Two tumbled marble coasters featuring the Georgia peach and the event logo.Gourmet Product: Two bottles of Citrus Presse,

Canadian spring water pressed with natural extracts.

Event: Private Bankers MeetingService: Design an in-room Amenity Gift.Message: “Style” this Ernest Hemingway themed ensemblewelcomed a group of private bankers in true style. Objective: Provide a memorable welcoming gift for enjoyment throughout their stay.Color Scheme/Style: Inspired by the interior of theevent's location, the Ritz Carlton in Key Biscayne, FL and utilized a natural scheme to create a very upscale, sophisticated look. Keepsake: A book featuring a collection of ErnestHemingway’s Letters.Gourmet Product: Various gourmet treats.

TheLast Word


BR0607_Section03 5/28/07 4:38 PM Page C3

WhodoYou Want to Reach?

Reach your target market by putting your product, brand or message on the communications tools they already depend

on everyday. Post-it® brand products are kept and used again and again, generating repeated exposure to your message.

The proven 3M quality helps build your brand.

For more information please contact your 3M Promotional Products Distributor or contact 3M at 1-877-863-6961 or visit www.3M.com/promote

The brand they trust, the brand you rely on.

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