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Machinima• Animation
– Download Qavimator– Install Qavimator– Create animation– Export animation– Import animation– Use animation
• 3d shapes– Download Blender– Install Blender– Create nurb 3d shape– Export 3d shape– Create 3d graphic wrap– Export 3d graphic wrap– Import 3d graphics – Apply 3d graphics to prim
• Machinima– Video capture tools
• Set up capture station– Scripted camera tools– Purchase scripted cameras– Microphone– Script– Casting– Storyboard– Post-production with
CrazyTalk• Movement & Gesture
– Animation– Gesture– Facial expression
Fractal Frameworks• Fractal
– Self-similar structures at every level of a system– Fractal is different from hierarchical or subsystems
• Fractal Organizations– Opposite of multi-level marketing/network marketing
• Fractal Marketing– Authenticity is self-same by definition– Authentic brands and engaging advertisement must remain on-
message and exhibit the same structures
• Use of the fractal frameworks– Tool for analysis of strategies of organizations and their offerings– Not all organizations could or should be fractal
Resource-based view, strategic positioning, transaction cost
Brand extensibility and evolution
Relationship marketing, permission marketing, customer acquisition strategy, market share
Unique brand personality
Brand experience, sensory engagement, appropriate advertising, store design and locations
Demographics, psychographics, culture codes, expectations
User-driven brands, open-source, feedback, crowdsourcing
Brand-Brand
Brand-Customers
Customers-Brand
Customers-Customers
Brand-Strategy Strategy-Brand
Customers-Strategy
Strategy-Strategy
Strategy-Customers
Brand
Customers
Strategy
Fractal Framework for Marketing
McNeill (2007)
Brand-based communities, word-of-mouth, buzz marketing
Marketing
Value proposition, strategy canvas, strategic brand features
Copyright © Jeff McNeill, 2007. This work licensed under a Creative Commons Attribution-Share Alike 3.0 License.
Updated 2007-12-02
Is the strategy reflected in the brand experience, sensory engagement, appropriate advertising, store design and locations? Is the strategy represented consistently and is it well-understood?
Is the unique and differentiated brand personality represented by the choices made in brand experience, sensory engagement, appropriate advertising, store design and locations?
Brand experience, sensory engagement,
appropriate advertising, store design and
locations
Are demographics, psychographics, culture codes, and expectations adequately and appropriately reflected in the brand experience, sensory engagement, appropriate advertising, store design and locations?
BrandBrand-Customers
CustomersBrand-Customers
StrategyBrand-Customers
Fractal Framework for Marketing
McNeill (2007)
Brand-Customers
Copyright © Jeff McNeill, 2007. This work licensed under a Creative Commons Attribution-Share Alike 3.0 License.
Updated 2007-12-02
Brand-Customers component magnification
What are the basic needs
How people feel about their needs
What are the needs for ideas and information
What are the core feelings and how people feel about their feelings
How people feel about their ideas
What and how people think, and what people think about their ideas
How do people think about their needs
Emotions-Emotions
Emotions-Ideas
Ideas-Emotions
Ideas-Ideas
Emotions-Needs Needs-Emotions
Ideas-Needs
Needs-Needs
Needs-Ideas
Emotions
Ideas
Needs
Fractal Framework for the Triune Brain
McNeill (2007)
How people think about their emotions
Whole PersonMarketing
What are the emotional needs
Copyright © Jeff McNeill, 2007. This work licensed under a Creative Commons Attribution-Share Alike 3.0 License.
Updated 2007-12-02
Extensibility, API, REST, Gdata, patterns, methods, frameworks
Standards-compliance, high performance, languages, protocols, HTTP, HTML, XML
Data models and formats, transactions, syndication, data-in-use
Design insight, modern idioms
Usability, user experience, intuitability, adaptability
Needs-based requirements, solving latent or manifest needs of importance Data access, portability,
security, findability, availability
Design-Design
Design-Needs
Needs-Design
Needs-Needs
Design-Data Data-Design
Needs-Data
Data-Data
Data-Needs
InterfaceDesign
UserNeeds
DataModel
Fractal Framework for Web Design McNeill (2007)
Accessibility, compatibility, learning curve
WebDesign
RSS
Updated 2007-12-02
Copyright © Jeff McNeill, 2007. This work licensed under a Creative Commons Attribution-Share Alike 3.0 License.
Requires empirical analysis
Microformats
Information architecture, plug-ins, skins
Create new resources and new knowledge based on needs and discovery
Coordinate needed resources for given skills
Curate resources in appropriate ways for learning and transfer
Challenge students to develop skills needed in changing environments; develop adaptive capabilities
Communicate and network, developing the core habits of ethics and logic in thinking, speaking, reading, writing
Cultivate students to become full participants in society and colleagues in education Collaborate with students
and colleagues to maintain skills; engage in assigned activities
Skills-Skills
Students-Skills
Skills-Students
Students-Students
Resources-Skills Skills-Resources
Resources-Students
Resources-Resources
Students-Resources
Skills
Students
Resources
Fractal Framework for Education
McNeill (2007)
Coach individual needs, talents and skills
Education
Critique and receive criticism in evaluating resources and activities to ensure quality
Copyright © Jeff McNeill, 2007. This work licensed under a Creative Commons Attribution-Share Alike 3.0 License.
Updated 2007-12-28
Critical thinking
skills
Lectures, lesson plans
Information sharing
Do employees earn a living wage?
Can we make money now and in the future?
Are people being paid the same?
Are we being efficient with our use of resources?
Are people treating others with respect?
Are products and services safe for customers and workers?
Is it fair to toxify the earth? Are biological systems being supported or destroyed?
Does waste = food? Are we making effective use of our resources? Goal of giving back to a sustainable system…
equity-equity
equity-ecology
ecology-equity
ecology-ecology
equity-economy economy-equity
ecology-economy
economy-economy
economy-ecology
Equity
Ecology
Economy
McDonough Fractal Design Derrived from presentation video
1080pProjectionResolution
NoneNoneContextual, search driven
30-60 seconds for 20% of content
30-120 seconds; usually trailers
Advertising
Single userSingle userOne to a fewOne to a dozenDozens to 100sAudience
Text, increasing graphics support
Gaming, audio, video
Rich applications and various media
30-60-90-120 minute shows
Feature films, 2,500 per year
Content
Analog pervasive; 3G urban
Wifi ad-hoc or no network
Dial-up pervasive; broadband urban
Local broadcast, cable, satellite
No networkNetwork
Communication, casual gaming
Gaming; mediaRich applications; gaming; media
Media; game console display
Group viewing of 1-2 hour content
Use
In everyone’s purse or pocket
Also embedded in headrests
Desktops; laptopsResidential living rooms; lobbies
Multi-plex theatersLocations
6 – 12 inches12 – 18 inches12 – 24 inches3 – 5 feetDozens of feetDistance
Large growthGrowthGrowthDeclineStaticGrowth
Synchronous voice, async text
Multi-userRich multi-user; collaborative
NoNoMulti-device
Small keyboards, touchscreens
Buttons, stylus, touchscreens
Mouse, keyboardRemote control; joystick
Fixed scheduleInterface
1.5 – 3.5 inchesDS, PSP, iPods15 – 24 inches19 – 52 inchesDozens of feetScreen size
HandsetHandheldComputerTelevisionTheater
5 Screens and their Characteristics
Copyright © Jeff McNeill, 2007. This work licensed under a Creative Commons Attribution-Share Alike 3.0 License.
Some of the differences between the 5 screens are indicated here, and should form basis for expansion. Movement of advertising revenue from T/T to C/H/H as media consumption, small device application functionality and network connectivity expand. The real challenge is how to provide effective brand engagement across the media in a coherent, systematic way.
5 Screens and their Characteristics
Copyright © Jeff McNeill, 2007. This work licensed under a Creative Commons Attribution-Share Alike 3.0 License.
X
Handset
Installed
Entertainment
Stand-alone
Decline
Expensive
Programmed
Scheduled
Group
Passive
Larger
Portable
NetworkedXO
Individual
Ad hocO
Inexpensive
Chosen
InteractiveO
ProductivityX
Growth
Smaller
HandheldComputerTelevisionTheater
O is the opportunity to transform a medium, namely large screens and make them interactive and networked. X is the opportunity to realize a screen along various axes, namely handhelds which are largely non-networked and not used for productivity purposes as much as entertainment. It may be that cell phones will usurp the place of the handheld (e.g. iphone vs. ipod), witness the death of the Newton and the Palm-to-Treo transformation, as well as the struggle to bring to market a useful e-reader. Note, OLPC may be functionally more of a handheld device than a laptop computer. Note also the Microsoft surface computing is the attempt to add an additional screen, namely to the tabletop.
Close the deal. Don’t think of this as a one-time recruitment, set the stage for the future as well.
1-2 daysTelephone and in-person
Boots on the ground
+1 week
1-2 weeks
1-2 months
2-3 months
Timeframe
Review and identify successes and errorsDebriefingPost invasion
Visible, legible, informative, but also with design chops to attract attention. Hit the blogs and social networks, but don’t try and “sell” rather “inform”.
PostersArmor attack
Clear, short, to-the-point. This is the elevator pitch. Who, what, when, where, why, how, how much. Need clear and memorable brand pitch.
EmailAerial bombardment
Meet with prospective targets and have them help devise the plan (for their own recruitment). The idea is to counter the competition, capture hearts and minds. Consult widely. Call and meet with friends, get the word out. Ask them for people they know – snowball sampling.
MeetingsSecretive maneuvers
GuidelinesEquivalentWar phase
Process for Recruitment
Copyright © Jeff McNeill, 2007. This work licensed under a Creative Commons Attribution-Share Alike 3.0 License.
Ask / answer questions
Inform and give actionable info
Summarize and present to instruct
Give background and context
Systematic treatment of topic
Purpose
1-3 paragraphs1-3 paragraphs1-2 pages6-18 pages180 pagesLength
Same as email, but more for ad hoc single user
Who, what, when, where, why, how, how much
Functional definition and guidelines
Conceptual exploration and discussion
Treadment of multi-step or multi-part subject
Description
Don’t create if phone call needed
Don’t create if IM will do
Don’t create if email will do
Don’t create if single page will do
Don’t create if an article will do
Necessity
Hey d00d, ttylDear colleague, Sincerely yours,
Accompanying wiki page or email
Abstract, Introduction
Preface, Introduction
Greeting
IMEmailSlide / PageArticleBook
Text Communication
Copyright © Jeff McNeill, 2007. This work licensed under a Creative Commons Attribution-Share Alike 3.0 License.
• The biggest challenge is, confusingly, both not stopping fast enough with information delivery and not spending time enough in clarification/summarization.
• There is widely inappropriate use of “too-much-text”, as well as overuse (in some cases, underuse) of attachments (e.g., a slide or page when email or IM is sufficient).
• As well, many books are written when articles would suffice.
• Effective use of blogs and wikis can do away with many forms of information and communication which previously circulated in closed, proprietary systems.
• A greater degree of seemless communication comes from the ability to feed email lists and IRC chat into archives and provide chat announcements and rss feeds for wiki changes and blog entries.
Entrepreneurship
Some Frameworks for Setting Innovation Strategy
Geoffrey Moore
Managing Director
Agenda
• Some thoughts about Entrepreneurship• Overarching Model
– Innovation Types and the Market Maturity Life Cycle
• Examples of Innovation Types for– Growth Markets– Mature Markets– Declining Markets
• Discussion
Thoughts about Entrepreneurship• Key Attributes of Entrepreneurs
– Drive to accumulate personal capital– Desire for accountability and P&L responsibility– Sees innovation in terms of competitive advantage– Invests in self and career for long term
• Entrepreneurship and Other Institutions– Non-profits: social entrepreneurship, spiritual capital– Corporations: entrepreneurs vs. line executives, staff analysts– Incubators: disconnect with survival-of-the-fittest ethic– Academic disciplines: no correlation, but not a fit for MBA– Engineering: source of innovation and competitive advantage
Time
Rev
enu
e G
row
th
Technology AdoptionLife Cycle
Early Main Street
Mature Main Street
Declining Main Street
Indefinitely elasticmiddle period
End of Life
A
FaultLine!
E
DC
B
Overarching ModelMarket Maturity Life Cycle
DisruptiveInnovation
ApplicationInnovation
ProductInnovation
PlatformInnovation
ProcessInnovation
Line ExtensionInnovation
Business ModelInnovation
MarketingInnovation
IntegrationInnovation
StructuralInnovation
Value ChainInnovation
Broad Universe of Innovation Types
ExperientialInnovation
Renewal
DisruptiveInnovation
ApplicationInnovation
ProductInnovation
PlatformInnovation
Innovating for Growth Markets
Governing ModelTechnology Adoption Life Cycle
Pragmatists create the dynamics of high-tech market development
Innovators EarlyAdopters
Early Majority Late Majority Laggards
Techies:Try it!
Pragmatists:Stick with the herd!
Conservatives:Hold on!
Skeptics:No way!
Visionaries:Get ahead of the herd!
Market Development Model
Chasm
EarlyMarket
Innovation strategy changes at each stage
Bowling Alley
Tornado
Main Street
Innovating for Growth Markets
Disruptive Innovation
Application Innovation
Product Innovation
Platform Innovation
• Complex Systems: Oracle relational database (vs. hierarchical)• Volume Operations: eBay auctions (de novo – no precedent)
• Complex Systems: Agile PLM (distributed ECO management)• Volume Operations: Nokia SMS (text messaging on cell phones)
• Complex Systems: EMC SANs (Storage Area Networks)• Volume Operations: Palm Pilot and Treo (PDAs done right)
• Complex Systems: Salesforce.com (Internet as a computing platform)• Volume Operations: Sony Playstation (entertainment computing)
ProcessInnovation
Line ExtensionInnovation
Business ModelInnovation
MarketingInnovation
IntegrationInnovation
Innovating for Mature Markets
ExperientialInnovation
Governing ModelThe Fractal Structure of Maturing Markets
• Tornado Phase• Roll out new infrastructure• Focus on standards
• Mature Main Street - 1• Differentiate experiences• Focus on narrow segments
• Early Main Street• Expand functionality• Focus on broad segments
Total Available Market
PC
Mobile Laptop
Server
PDAs
Task-specificDevices
SmartPhones
Cost Reduction
• Mature Main Street - 2 • Reduce cost & complexity• Focus on lower base price
Fractal Marketing: The Nth DeviceThe Example of Telephones
SecuritySystem
PDA
KitchenPhone
OfficePhone
BedroomPhone
CarPhone
CordlessPhone
BroadbandLine
CellPhone
Intercom
Babycam
EmailDevice
GamePhone
SpeakerPhone
Fax
EmergencyPhone
WiFiPhone
VOIP Phone
Video Phone
RingTones
The “Aneurism”Effect
Innovating for Mature Markets
PCProcess
Innovation
Integration Innovation
Business Model Innovation
Marketing Innovation
Experiential Innovation
Line Extension Innovation
Add value at the surface
Reduce costs at the core
• Complex Systems: Cognos Scorecards & Planning (added to BI base)• Volume Operations: HP inkjet printers (home, photo, portable,
commercial)
• Complex Systems: Cambridge Technology Partners RAD methodology
• Volume Operations: Amazon’s one-click sales process
• Complex Systems: Cisco IBSG (free Internet strategy use consulting)• Volume Operations: Apple retail stores (“better together” value
proposition)
• Complex Systems: McKinsey Quarterly (thought leadership)• Volume Operations: AOL’s email (“You’ve got mail!”)
• Complex Systems: Synopsys pricing (from license to lease)• Volume Operations: Netscape browser (the power of free)
• Complex Systems: SAP R3 (ERP)• Volume Operations: Microsoft Office (productivity & collaboration suite)
Innovating for Mature Markets
Marketing Innovation
Experiential Innovation
Business Model Innovation
Line Extension Innovation
Integration Innovation
Process Innovation
StructuralInnovation
Value ChainInnovation
Broad Universe of Innovation Types
Renewal
Innovating for Declining Markets
Renewal Innovation
Value Chain Innovation
Structural Innovation
• Complex Systems: IBM IGS (from product-led to services-led)• Volume Operations: Adobe Acrobat (from PC franchise to Internet)
• Complex Systems: Solectron outsourcing (contract manufacturing)• Volume Operations: Dell Direct (disintermediating retail)
• Complex Systems: BEA acquiring WebLogic (beyond Tuxedo legacy)• Volume Operations: Visio getting acquired by MSFT (out of market
runway)
Role as Founder-Entrepreneur
• What will the venture need objectively by way of management from here on out?– Management, legal, tech, marketing, print, community management
• What am I good at?– Generalist in all areas, usability, technology evangelist, strategy
• What, of all these needs of the venture, could I supply, and supply with distinction?– Lead user, product evangelist, community manager, board member
• What do I really want to do, and believe in doing?– Teaching, coaching
• What am I willing to spend years on, if not the rest of my life?– Teaching, coaching, research
• Is this something the venture really needs?– Lead user and evangelist, community manager, then board member
• Is it a major, essential, indispensable contribution?– In different phases the needs will be present
Copyright © Jeff McNeill, 2007. This work licensed under a Creative Commons Attribution-Share Alike 3.0 License.
Donna NovitskyStanford Entrepreneurial Thought Leaders 2007-10-02
• Go big or don’t go, otherwise not worth all the passion and energy, need opportunity to change things
• Align company’s goals with funding requirments– Seed = Prove can build, it works– Series A = Prove there is a market, customers want it– Series B = Prove we can scale and grow– What are the sub-goals under these? Align goals to funding
• Nobody can do it alone– Success is dependent upon ability to motivate others– If cannot trust the team, will cause an entrepreneur to fail– Need to find extraordinary people and turn them loose
• VC pick Markets, People, Technology– Pick deals, sit on boards, advise companies– Strategy (VC) vs. Execution (Entrepreneur + Team)– Technology (VC) vs. Team building (Entrepreneur)– Diversity (VC) vs. Singular Focus (Entrepreneur)
• Develop market while developing the product– Need to develop customer and reference base while developing product– Make sure first customers are going to be referencable, credible, create profile– Look for opportunities that give you free marketing, e.g., SEO on the website– Are there partners to work with for mutual benefit to go to market together?
Copyright © Jeff McNeill, 2007. This work licensed under a Creative Commons Attribution-Share Alike 3.0 License.
• Global Innovation
• Clean Technology
• Biotechnology
• Communication– Forums– Email lists– Blogs
• Comments
– Wikis– IRC
• Syllabus, content, students, schemas
• API• Security• Namespace
• Bugzilla
• Subversion
• Forums
Slogans for Garden9
• Seeds for Learning
• Textbook 2.0
• Organizational Development
• Instructional Design for Organizational Development
• IDOD
Diller, Shedroff & Rhea (2006) Making Meaning (Diagrams)
Diller, S., Shedroff, N. & Rhea, D. (2006). Making Meaning: How Successful Businesses Deliver Meaningful Customer Experiences. New Riders: Berkeley, CA.
McNeill (2007)
Overview of “Making Meaning”• Brand meaning as focus of value• Brand identity experience design• Features/benefits holistic marketing• Experience = “sensation of change”
– “Engagement delivered to the customer through an integrated system of ‘touch points’ that conveys or evokes a consistent sense of its essence.” (p.19)
• Meaning = “connotation, worth, or import” (but in positive aspects)– Cultural (shared)– Personal (chosen)– Corporate = “When a company can evoke meaning through its products
or services, it is tapping in to what people value most in life. We bond with products, services, and brands based on our ‘experience’ of them and how they evoke meaning to us…. This type of bond between a company and a consumer goes beyond customer satisfaction and brand building. Rather than being a component of marketing or design, designing experiences that evoke meaning is the heart and soul of innovation. As companies look to please customers … as the basis for growth itself, innovation is fueled and directed in a way that creates competitive advantage and lasting competitive advantage for the corporation.” (p.29)
• Meaning benefits
• Emotional benefits
• Identity & status benefits
Evolution of innovation and consumer demand
• Functional benefits
• Economic benefits
2000’s
Experience focus
1950’s
Brand focus
1900’s
Product focus
Derrived from Diller, Shedroff & Rhea (2006) p. 7
Meanings• Accomplishment• Beauty• Creation• Community• Enlightenment• Freedom• Harmony• Justice• Oneness• Redemption• Security• Truth• Validation• Wonder
Innovation Cultures
Risks
Analysis vs. Creativity
Execution
Leadership
Guidance
Risk taking is acceptedRisk taking is accepted
Most innovations are iterative and risk is minimized
Creative environment important, but innovation does not rely on “big ideas”
Curiosity and creativity are more important than analytics
Analytic evalutions are usually more important than creativity
Cross-functional collaboration important
Execution is often ad hoc and doesn’t follow a set process
Cross-functional collaboration not emphasized
Senior management with cross-functional teams
Senior managementMiddle mgmt, R&D, and tech depts
Strategic thinking guides overall process
“Big Ideas” inspire most innovation initiatives
Innovation is the outcome of a formal process
Dynamic (39%)Creative (26%)Structured (18%)
Derrived from Diller, Shedroff & Rhea (2006) p. 44
Structuring Change
• Various teams and functions– Brand management– Sales management– Marketing management & research– Design– Development– Information technology– Human resources– CEOs– Decision makers (may be one or more of above)
Design Intent
• Creates corporate value
• Pervasive
• Collaborative
• Includes execution
• Transparent knowable process
• Iterative
• Includes short-term and long-term goals
The Innovation Process• Find opportunities for meaning
– Define market– Understand customers
• Choose the experience– Define scope– Define framework
• Shape a concept– Product concepts– Brand concepts
• Refine a concept– Prototype– Position
• Deliver meaning– Make the offering
market
customers
scope
framework
product
brand
prototype
offer
position
Derrived from Diller, Shedroff & Rhea (2006) p.63
Market assessment
Industry channels & purchase process?
Others Qs?
Core customer needs that are addressed?
Profiles of customer segments?
Technologies or capabilities adopted?
Major trends shaping future market?
Current & future key players & strategies?
Categories in industry, size & growth?
Current market size and in 3-5 years?
Derrived from Diller, Shedroff & Rhea (2006) pp.70-71
Customer assessment
Others Qs?
How do the customers segment based on meaning?
How can a desired meaning be delivered?
What experiences are currently offered in the marketplace?
What type of meaningful experiences do customers want?
Derrived from Diller, Shedroff & Rhea (2006) pp.72ff.
Incomplete, stopped here
Functional Benefits
Economic Benefits
Emotional Benefits
Identity Benefits
Experience
Statement
Experience Framework
Derrived from Diller, Shedroff & Rhea (2006) p. 85
Combine high-performance features with fashionable style elements including shape, texture, and color
Functional Benefits
Mid to high price rangeEconomic Benefits
Convey a sense of serenity and powerEmotional Benefits
Identify with nature’s athletes who seem to value beautiful productsIdentity Benefits
Create an experience for our customers that evokes accomplishment and appreciation of beauty
Experience
Statement
Experience Framework
Derrived from Diller, Shedroff & Rhea (2006) p. 85
Note: this is an example statement and set of benefits
5 main components of breadth
Promotion
Channel
Brand
CustomerExperience
Service
Product
CommunicationsMedia
CustomerSupport
Alliances
RetailPresence
Additional components depend on a company’s category and capacity
Derrived from Diller, Shedroff & Rhea (2006) p. 92
Shaping the breadth of an integrated experience
Continuation
Conclusion
Immersion
Initiation
PromotionChannelBrandServiceProduct
Experience Matrix
Derrived from Diller, Shedroff & Rhea (2006) p. 99
Beginning of Series 2, involving more participations with brand
Store and site evolve as customer perceptions of beauty and accomplish-ment evolve
A broader range of products branded with this symbol of accomplishment and beauty
Personalized relationship all about the beauty of shoes
Customer buys more
Continuation
End of Series 1New visitsBrand now associated with meaning
Consultant checks in periodically
Deep satisfaction meaning evoked
Conclusion
Continuation of above. Perhaps an ongoing series of events
Additional exposure to store and website
Combination of logo on shoes, additional exposure to signage
Consultant shops with customer in Footwork store
Shoes word first week
Immersion
Television celebrity endorsement, limited-time special consulting available. Ads spread word about brand
Walk by new store designed to express meaning
Store signage expressing meaning
Consultant “dressing beautifully for activities” available
Visuals in window communicate meanings of beauty and accomplish-ment
Initiation
PromotionChannelBrandServiceProduct
Experience Matrix
Derrived from Diller, Shedroff & Rhea (2006) p. 99
Note: this is an example matrix
Additional Readings
• Experiential Marketing, Schmitt
• The Entertainment Economy, Wolf
• The Experience Economy, Pine & Gilmore
• The Interpretation of Culture, Geertz
Market assessment
Industry channels & purchase process?
Others Qs?
Core customer needs that are addressed?
Profiles of customer segments?
Technologies or capabilities adopted?
Major trends shaping future market?
Current & future key players & strategies?
Categories in industry, size & growth?
Current market size and in 3-5 years?
Derrived from Diller, Shedroff & Rhea (2006) pp.70-71
Customer assessment
Others Qs?
How do the customers segment based on meaning?
How can a desired meaning be delivered?
What experiences are currently offered in the marketplace?
What type of meaningful experiences do customers want?
Derrived from Diller, Shedroff & Rhea (2006) pp.72ff.
Saves time and effort and allows for sharing and learning from other educators. Also, students spend less time knowing what things are due when, etc.
Functional Benefits
Faster to prepare for classes, savings for parents.Economic Benefits
Convey as sense of collegiality and professional harmony.Emotional Benefits
Identify with ones’ profession and up-to-date, professional developmentIdentity Benefits
Create an experience which evokes community, creation, and accomplishment, as well as discovery.
Experience
Statement
Experience Framework
Derrived from Diller, Shedroff & Rhea (2006) p. 85
• education• communication• innovation• technology• Instructional design• Organizational development• Organizational learning• Learning Organization• Organizational Development
• What type of experience?• accomplishment --> achieving• wonder --> engaging• enlightenment --> developing
• education• innovation
• innovation education• education innovation
• evolved learning
• educate• innovate• cultivate• develop
• garden9
• professional development and cultivation• Organize the gardening tools• Keep track of the seeds
• Seed swapping• What works with what seeds or what flower beds?• Seeds
• Purveyor of gardening methods and tools, and the best selection of seeds to plant for learning and professional development.
• Organic Innovation and Development• Grow Smarter
Metaphors• Fractal perspective of seeds
and seedbeds– Materials are seeds and
courses are seedbeds, students are novice gardeners bringing them to love
– Students are seedbeds and the materials are seeds
– Students are seeds and they are being watered and tended, growing into their own
– Organizations are seedbeds and members are seeds, goal is a healthy garden, cross-pollination/fertilization; ideas can be the seeds
– Organizations are plants within a dangerous garden, needed protection, with a global garden
kukakuka talking teaching
Continuation
Conclusion
Immersion
Initiation
PromotionChannelBrandServiceProduct
Experience Matrix
Derrived from Diller, Shedroff & Rhea (2006) p. 99
Beginning of Series 2, involving more participations with brand
Store and site evolve as customer perceptions of beauty and accomplish-ment evolve
A broader range of products branded with this symbol of accomplishment and beauty
Personalized relationship all about the beauty of shoes
Customer buys more
Continuation
End of Series 1New visitsBrand now associated with meaning
Consultant checks in periodically
Deep satisfaction meaning evoked
Conclusion
Continuation of above. Perhaps an ongoing series of events
Additional exposure to store and website
Combination of logo on shoes, additional exposure to signage
Consultant shops with customer in Footwork store
Shoes word first week
Immersion
Television celebrity endorsement, limited-time special consulting available. Ads spread word about brand
Walk by new store designed to express meaning
Store signage expressing meaning
Consultant “dressing beautifully for activities” available
Visuals in window communicate meanings of beauty and accomplish-ment
Initiation
PromotionChannelBrandServiceProduct
Experience Matrix
Derrived from Diller, Shedroff & Rhea (2006) p. 99
Note: this is an example matrix
NoneLittle / implementSome / implementHigh level design / implement / high
Train / partner / technical design
Service
Only choiceLeader / Easy / High Return / Safe
Leader / Easy / High Return / Safe
InnovativeNewMessage
NoneCompetitor Pragmatists
PragmatistsEnthusiastsNoneReference
NotNotTo pragmatistsTo public/pressTo VisionariesVisibility
Lower costs; compete on price;
Provide whole solution appliance; increase service and ease of use;
Vertical orientation; attend industry events; mature management team; maybe Var alliance
Create project to productize their interests; manage expectations; small direct sales force
Seed this group with early copies; get feedback; implement; keep info flow
What to do
Market/LowMarket/LowMarket/MediumHighLowPrice-point
To say noMeasured on yearly expenditures
Measured on yearly expenditures
High budgets for business value
Gatekeepers of new technology
Org role
NoneLittleHard to win / loyalHard to pleaseForgiving of bugsPatience
Only viable optionCompete with pragmatists
Stay with herd10x potentialTech for own sakeMotivation
LaggardsConservativesPragmatistsVisionariesEnthusiasts