>BOOST O2 >> Don’t Fire Your Customers, Yet

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Times are tough. There’s too much work to go around and some days it seems like you’re spending all your time trying to please customers who never seem happy. If this sounds familiar, reading Seth Godin’s more, More, MORE! could put you over the edge:

“Firing the customers you can’t possibly please gives you the bandwidth and resources to coddle the ones that truly deserve your attention and repay you with referrals, applause and loyalty.”

If you’re going to “fire” customers, how can you be be sure that you’re only dumping those customers you can’t possibly please? You could try to segment with price deals, but that could be a very bad idea.
In When Customer Loyalty Is a Bad Thing, Timothy Keiningham and Lerzan Aksoy tell us that “only 20% of a firm’s customers are actually profitable. And many — often most — of a company’s profitable customers are not loyal.”
The authors continue:

“Profitable loyal customers on the other hand are almost always driven by differentiating aspects of our product or service offering. The key to a successful loyalty strategy is to become crystal clear as to what these are, and to focus on tangibly improving these elements.”

Seth is right: You want to focus your energy on pleasing your truly rewarding customers. If it’s not clear exactly who they are, make sure you’re spending enough time on your core points of distinction.
[Thanks to Arie Goldshlager, who posted a link on Twitter that led me to the HBR articles]

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>BOOST O2 >> The Best Way to Improve Productivity and Morale

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A Low-Cost Way to Improve Productivity and Morale

Want a more efficient, happier office — but don’t have a big budget to invest in improvements?

According to a fascinating article in the current issue of Scientific American Mind, new research suggests that simply letting employees decorate their own office space yields quite significant benefits in productivity and employee well-being.
In the authors’ experiments, workers who could customize their office decor showed about a 30% improvement in productivity and well-being over those placed in undecorated office space. Not a bad return on office mementos! Meanwhile, people who worked in an environment that had been set up to include art and plants were 15% more productive than those in the undecorated space.
Bosses, however, should resist the urge to tinker unnecessarily with an employee’s decor if they’ve let the employee choose it. In the experiments, Scientific American Mind reports, productivity gains disappeared for “disempowered” workers who had their decoration choices overridden and their office rearranged — even though the rearranged office still contained art and plants. The Scientific American Mind article’s authors, S. Alexander Haslam and Craig Knight, conclude:

Employees perform best when they are encouraged to decorate their offices as they see fit, with plants and ornaments, comic calendars, photographs of their children or their cats — whatever makes them feel most comfortable and in their element.”

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>BOOST O2 >> Beware of Multitasking

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How Multitasking at Work Can Slow You Down

At any given time, are you trying to juggle lots of projects at work? If so, you could be decreasing your output, recent research suggests.
Researchers Decio Coviello, Andrea Ichino and Nicola Persico studied a group of Italian judges who were randomly assigned cases and who had similar workloads, in terms of the quantity and type of cases they were assigned. The researchers’ findings? The judges who worked on fewer cases at a time tended to complete more cases per quarter and took less time, on average, to complete a case. (You can read more about the authors’ findings in their recent National Bureau of Economic Research working paper, “Don’t Spread Yourself Too Thin: The Impact of Task Juggling on Workers’ Speed of Job Completion.”)
That doesn’t mean all multitasking at work is ineffiicient. In earlier research into information-worker productivity in an executive recruiting company, Sinan Aral, Erik Brynjolfsson and Marshall Van Alstyne found that the level of multitasking matters. Their findings in that study suggested that, for the recruiters, working on more projects in one time period at first increased productivity, as measured by revenue generation. But as the level of multitasking increased, the marginal benefits of additional multitasking declined — and, at a certain point, taking on still more tasks made workers less productive rather than more so.
Aral, Brynjolfsson and Van Alstyne essentially suggested that excessive multitasking may result in the workflow equivalent of a traffic jam, where projects get backed up behind other projects much the way cars get stuck in traffic when there are too many on a highway at once. (You can read a brief summary of their findings in “What Makes Information Workers Productive,” an article from the Winter 2008 issue of MIT Sloan Management Review.)
So perhaps the real question to ask yourself is: Am I multitasking so much that it’s significantly slowing my completion of tasks?

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>BOOST O2 >> Boost Your Productivity (Tips)

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 Boost Your Productivity in Information Work

No doubt about it: Technology has changed the way knowledge work gets done.
But have you changed your work habits enough to get the most from information technology?

MIT Sloan Professor Erik Brynjolfsson

MIT Sloan Professor Erik Brynjolfsson

Researchers Sinan Aral, Erik Brynjolfsson and Marshall Van Alstyne have been studying information worker productivity for a number of years. (See, for example, “What Makes Information Workers Productive,” a 2008 MIT Sloan Management Review article about some of their work.)
In a new working paper, the three researchers highlight selected findings from their own work and that of others in order to offer practical tips to help information workers — and top managers — improve their own productivity and that of their organizations.
Here’s a quick summary of Aral, Brynolfsson and Van Alstyne’s four recommendations for improving individual productivity in information work:
1. Be an “information hub” in your network and maintain a diverse network of contacts.
Getting or sending a lot of e-mail is not, by itself, the best predictor of high productivity. But workers who are more central to information networks – who are well-connected and broker information between others – tend to be more productive, the researchers report.
2. Keep your e-mail messages brief and focused.
Research, the three authors observe, suggests that people who send short e-mails are likely to get responses more quickly than those who send longer, less focused ones. And getting faster responses to e-mail questions translates into better productivity.
3. Use technology such as e-mail to multitask more — within reason.
In one of their studies, Aral, Brynolfsson and Van Alstyne found that more productive employees used technology to enable them to multitask more and complete more projects. But that tip comes with an important caveat: The researchers also found that, if taken to extremes, excessive multiasking can actually decrease productivity.
4. Delegate routine information work to subordinates and use information-support systems.
The scholars found that the most productive information workers were more likely to allow lower-value information work to be handled by subordinates or IT-based tools. Those high-productivity information workers also were most likely to have knowledge of specialized information sources that gave them an advantage.

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>BOOST O2 >> A Million Brains are better than One

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Collaborative Consumption: Drivers, Systems, Implications

Are you familiar yet with Rachel Botsman and her book What’s Mine Is Yours: The Rise of Collaborative Consumption (HarperBusiness, September 2010)?

Her talk at TEDxSydney last May is featured at the TED website on the subpage about “The Rise of Collaboration” (the 15-minute presentation and a transcript are both online here). Time magazine in the Dec 9 issue named her ideas about collaborative consumption and technology-enabled sharing of goods and services one of the top trends of 2010. A piece in the October issue of Harvard Business Review by Botsman and her co-author Roo Rogers set out their thesis in 349 words.
Here’s the idea: there is, as Botsman says in the TED talk, “a powerful cultural and economic force reinventing not just what we consume, but how we consume.” The website Swaptree is a perfect example. Botsman had a set of DVDs from the TV show “24.” She wanted a copy of the movie “Sex and the City.” And right on Swaptree she was able to find someone who wanted that exact swap, solving what economists call “the coincidence of wants” in about one minute.
As Botsman puts it: “An extremely powerful dynamic that has huge commercial and cultural implications is at play. Namely, that technology is enabling trust between strangers. We now live in a global village where we can mimic the ties that used to happen face-to-face, but on a scale and in ways that have never been possible before.”

Her ideas about this concept of “collaborative consumption” started, she says, from noticing “how ridiculously easy it is to form groups for a purpose” with the Internet removing the middleman, and how much conversation there was around “the wisdom of crowds” (see MIT SMR’s interview with MIT Sloan’s Thomas Malone, “A Billion Brains Are Better Than One,” and the story “The Collective Intelligence Genome”).
She and Rodgers started collecting examples. They identified four drivers: a renewed belief in the importance of community. A “torrent of peer-to-peer social networks and real-time technologies.” A wave of unresolved environmental concerns. And a global recession that has “fundamentally shocked consumer behaviors.”
Three kinds of systems have resulted, she says: Redistribution markets, like Swaptree. Collaborative lifestyles, like Landshare, a UK program that matches people with space in their yard with people who want to build a garden there, and Couchsurfing.org, which Botsman says averaged more than 35 million daily page views in Nov 2009. And product service systems, like peer-to-peer car rental, where you make money renting your car to your neighbor.
Botsman isn’t big on IDing what makes these systems work behind the scenes — she says in the TED talk that “there are layers of technical wonder behind sites such as Swaptree, but that’s not my interest” — but there certainly are management implications of her research.
You can find them in the last part of the book. After laying out the context (chapter 3: “From Generation Me to Generation We”) and the groundswell (chapter 4: “The Rise of Collaborative Consumption”), the book concludes with a section on implications (chapter 9: “Community Is the Brand”). Here’s a section on NikePlus, from chapter 9:

Even mega consumer brands such as Nike are shifting their brand focus and advertising away from products and toward building collaborative communities. Nike is spending 55 per cent less on traditional advertising and impressive celebrity endorsements than it was ten years ago. Instead, Nike is investing in nonmedia social hubs such as NikePlus, cocreated with Apple, where runners around the world post running routes, map their runs, offer advice and encouragement to one another, track their progress toward goals, load running songs, and arrange to meet up with other runners in the real world.
. . . What is critical for the growth of Collaborative Consumption is that we are moving beyond an era of defining ourselves just by the swoosh on our T-shirts or sneakers. Now we express who we are by what we join, in this instance the world’s largest running club. Brands are realizing that they need to offer experiences, not just products.

Want more ideas to mull over? Check out the examples page at the website collaborativeconsumption.com.

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>BOOST O2 >> Steve Jobs – Discovery Tips

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CUPERTINO, CA - OCTOBER 14:  (FILE PHOTO) Appl...I

 

Steve Jobs’ Amazing Ability to “Discover” (Not Invent) Products

In the new winter issue of MIT SMR, editor-in-chief Michael S. Hopkins’ “Steve Jobs, the Way John Sculley Tells It” highlights a recent interview with the one-time Apple CEO about the current chief executive, who announced Monday that he’s taking a medical leave of absence.
John Sculley’s conversation with Leander Kahney, publisher of cultofmac.com and author of Inside Steve’s Brain, was published in October.
Hopkins says that the interview is provocative partly because of “Sculley’s abject frankness and vulnerability — his psychic near-nakedness,” and partly because of “Sculley’s efforts to describe what he calls Jobs’s sacrosanct “methodology”— design-centric, customer-experience-focused and committed to the belief that it’s what you decide not to do that matters.”
One great story from the interview is about the time Sculley and Jobs visited Edwin Land, inventor of Polaroid instant photography. Said Sculley:

“Dr Land had been kicked out of Polaroid. He had his own lab on the Charles River in Cambridge. It was a fascinating afternoon because we were sitting in this big conference room with an empty table. Dr Land and Steve were both looking at the center of the table the whole time they were talking. Dr Land was saying: ‘I could see what the Polaroid camera should be. It was just as real to me as if it was sitting in front of me before I had ever built one.’
“And Steve said: ‘Yeah, that’s exactly the way I saw the Macintosh.’ He said if I asked someone who had only used a personal calculator what a Macintosh should be like they couldn’t have told me. There was no way to do consumer research on it so I had to go and create it and then show it to people and say now what do you think?
“Both of them had this ability to not invent products, but discover products. Both of them said these products have always existed – it’s just that no one has ever seen them before. We were the ones who discovered them. The Polaroid camera always existed and the Macintosh always existed — it’s a matter of discovery.”

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>BOOST O2 >> Boost your Brand (Tips)

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Green Mean Squeezin' MachineImage by Creativity+ Timothy K Hamilton via Flickr

 

 

10 Ways Your Brand Can Be Meaningful

 

by Tracy Lloyd

Partner

Emotive Brand

People are moving from the age of conspicuous consumption to the age of meaning. Increasingly people want to feel they’re part of something that makes the world a better place on many levels. Governments, institutions, and companies find themselves under new scrutiny by employees, customers, citizens, partners, investors, and communities. Those who fail to realign their thinking and behavior in the pursuit of meaning will be quickly overtaken by those who do. Emotive Brand has compiled this list to inspire CMOs and brand owners, and to show them what it takes to generate meaningful, profitable, and enduring connections with the people vital to their brands’ success.
1. Be Empathetic
What it means holistically: Put on the shoes of others. Walk the path they trod every day. Taste what they eat. Read what they read. Amuse yourself as they do. Get a sense of their worries. Hold their dreams in your hands. Forget yourself. Be another. Understand.
What it means for brand owners: Meaning flows when you connect to the values, beliefs, interests, and aspirations of the people vital to your success. The people vital to your success are not only your employees and customers, but everyone in the broad spectrum of people who make your business viable, including investors, suppliers, distributors, partners, regulators, community leaders, reporters, bloggers, and so on.
Lots of different shoes to walk in, to be sure. But one thing unites them all: their humanity. And this is, we believe, the level at which meaningful brands succeed. They seek to connect with a wide array of disparate people at a common level. They don’t aim for the lowest common denominator; rather, they target the highest possible denominator. They see a world in which everyone is seeking meaning. They step out of themselves and carefully consider the human need.
They then look inside to identify what they value, what they believe, what interests them, and what they aspire to do, and explore how to align that with the human desire for meaning. They then change the way they reach out to people in every respect. Their intent, attitude, and actions evolve. Their interactions become more profound and the intent behind them becomes more and more clear.
This emotive evolution wraps meaning around what was: the mission, vision and values; the strategies; the products; the services; the marketing; the customer service; the advertising; the brand; and, perhaps most important, the way employees act, react, and interact with their peers and the outside world.
2. Be Good
What it means holistically: Think of everything you do now. Now think of what else you could do for those who need what you have: time, money, resources, connections, values. Don’t think marketing. Don’t think corporate social responsibility. Think about other people.
What it means to brand owners: Don’t wait for an image survey to tell you that your brand is losing ground to the competition because you’re seen as “uninvolved in” and “uncaring about” social issues. At the same time, don’t set being “involved” and “caring” as pure business objectives. People will see right through that.
Simply recognize that there are things you care about beside your business. What tweaks your conscience? Passing by a homeless person on your way to work? Running into an old friend who is debilitated by a disease? Seeing victims of natural disasters on the TV?
Now consider how your business could marshall time, money, resources and connections to help address these examples of human and environmental need.  But don’t do it under the banner of “marketing” or “corporate social responsibility.” Just do it. Involve your people, partners, and customers in the effort.
Don’t hide the fact you’re doing good, but certainly don’t arrogantly advertise how “good” you are just for doing it.
3. Be Humble
What it means holistically:
Take a step back. Think. Are you perhaps thinking too much of yourself? Are you constantly telling people how amazing you are? Do you actually know the small space you occupy in other people’s lives? Realize it. And then reach out with due modesty.
What it means to brand owners: It’s natural for brands to be proud of what they do and how they do it. And who knows better about everything it takes to make the brand’s outstanding products and/or services than the brand itself?
But being meaningful is about stepping back from that culture of exaggeration, pride, and arrogance. It is about communicating in context, answering, “Why is this good” rather than proclaiming, “This is good!” and focusing on being amazing rather than preaching about it.
Humility is a great door-opener in a world where overhyped promises have ruled the day.
Take a look at your Web site, advertising, presentations, and promotional literature. Step out of your brand for the moment and actually read and listen to what your brand is saying. Identify the attitude, the tone of voice, and the intent of the speaker. Is your brand having a sincere, authentic and honest dialog with the world? Is this a dialog that people will find meaningful?
4. Be Authentic
What it means holistically:
Get real. Let go of pretense. Be open, transparent, and clear. Lose the agenda. Speak one-to-one.
What it means to brand owners: In their efforts to manage and control their image and reputation, brands drew curtains around most of what they did to get their products or services into the hands of people. But somewhere along the way people woke up and saw what was going on. They started to care about how what they bought was brought to them. And they started to add more layers to their purchasing decisions. They started to care more, to be more thoughtful, and to better align their values and actions.
It is difficult for brands to be meaningful in this renaissance of consciousness because of the heritage of marketing, which relies on creating illusions to stimulate demand. But meaningful brands let go of believing they can control everything. Mirrors are replaced with open doors. Business practices are changed.
Meaningful brands don’t brag about their values and how well they are adapting to the new reality. They simply report what they are doing with total transparency. These actions do the speaking. Naked in the clear light of transparency, authentically meaningful brands glow as they attract attention, garner respect, and earn loyalty.
5. Be True
What it means holistically:
Be scrupulous, honest, and truehearted. Behave reliably. Be dependable, reliable, unswerving. Be worthy. Stay fast and firm to what you believe. Be loyal to people, ideals, and beliefs.
What it means to brand owners: Define the true and honest meaning behind your business. Bring that meaning to life. Help everyone understand it. Make it something people want to be partners in.
Your meaning is tied to what you do to make this world a better place. It’s not a campaign. It’s not a slogan. It’s not part-time, seasonal or optional.  It’s what you do to earn respect, admiration, and trust. In every interaction. At every moment of truth. At every opportunity. Without fail.
6. Evolve
What it means holistically:
Acknowledge you’re going to change one way or another and opt for a positive evolution of your attitudes, manners, and behavior. Move beyond rationalization and incorporate the emotional. Move from just being to being meaningful.
What it means to brand owners: The decision to pursue meaning as the driving force of your business is quite revolutionary. However, the process from that moment on is truly evolutionary. The pursuit of meaning consolidates what’s already there in the abstract into something more tangible, more understood, more usable. With an agreed meaning, a brand starts to evolve into a meaningful brand.
Through meaning, a brand evolves the way it reaches out to people. It’s about evolving your attitudes, manners, and behaviors to better convey your brand’s meaning and intent. Doing this changes the way people respond back to the brand.

  • Employees discover new meaning in what they do. Result: motivated, aligned employees.
  • Customers discover new meaning in what they buy. Result: loyal advocates.
  • Partners, suppliers, and distributors discover new meaning in being connected to the brand. Result: a well-oiled machine.
  • Communities discover new meaning in having the brand as a neighbor. Result: market presence.
  • Investors discover new meaning in what the brand has to offer. Result: solid funding.

7. Elate
What it means holistically:
Make people smile. Delight them. Make their day. Show them how much you can do and how much you care. Open doors for them. Take away their worries. Help them see something new. Show them more of themselves.
What it means for brand owners:
Being meaningful isn’t about having happy, smiley employees and customers dancing in the aisles. It is about making small, yet significant gestures that bring small smiles of satisfaction to people. But these gestures can’t be forced. Rather, they must flow naturally from a brand culture committed to delighting people.
Meaningful brands revolve around the interests, needs, beliefs, and aspirations of people. They continuously identify opportunities to reach out to people in helpful ways. They lessen the pain and hassle of doing something. They make something fun in a new and interesting way. They show people new ideas, new possibilities, new dreams.
They share what they know so people can grow.
8. Evoke
What it means holistically:
Get people to feel something new, something good, something worthwhile,and something memorable. Surprise them. Provoke them. Inspire them. Activate them. Change them. Excite them.
What it means to brand owners: It behooves your brand to move people to a new level of consciousness–about your brand, their own lives, and the connection between the two.
Emotional bonds are the bedrock of meaningful relationships. By evoking focused, empathetic, and heartfelt feelings, you give people compelling reasons to put your brand ahead of the competition. You stay the employer of choice. The most powerful feelings link what is good about your brand’s products and services to the interests, needs, beliefs, and aspirations of people.
9. Engage
What it means holistically:
Lessen the distance. Make contact. Create a level playing field. Reach out. Respond back. Offer a hand. Ask. Answer. Debate. Refute. Agree.
What it means to brand owners: Too many brands have built unnecessary walls around themselves. They make people play telephone tag and search, search, search for whatever they want or need. They don’t ask, they don’t listen, they don’t discuss, they don’t react, and they don’t debate. Perhaps worst of all, they fail to engage people emotionally.
Meaningful brands act in a way that actively engages people, both literally and emotionally, through meaningfully emotive interactions. People not only know and learn more, but they are drawn closer to the brand. These bonding feelings radically change the way they care about, think about, talk about, and act on behalf of the brand.
As happily engaged customers, employees, partners, suppliers, distributors, investors and communities, people are more active proponents of the brand.
10. Expand
What it means holistically:
Take in more. Grow. Pursue new paths. Climb new mountains. Swim new seas. Cross new deserts. Plow new fields. Harvest the bounty.
What it means to brand owners: You are on the road to meaning. You roll down the windows and let fresh air replace the old, stagnant ways of the past. You put down the convertible top and see the big sky above. You step on the gas and feel how much easier it is now to move forward. You turn on the radio and hear people saying how you’ve changed, for the better. And you stop and introduce yourself to people who, in the past, you simple drove past.
All because you took the path to emotive branding.

About Tracy Lloyd
Tracy is a co-founder of Emotive Brand. She has 18 years of marketing, development, and strategy experience, working with such brands as Aldo Shoes, UPS, VMware, Brown-Forman, The Kohler Company, Belkin, and numerous startups.
This article was co-authored by Jerry Holtaway, Emotive Brand’s emotive strategist. He has 30 years of copy and strategy experience, working with consumer, business, and service brands including Citibank, American Express, IBM, Nokia, VMWorld, and LEGO.

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>BOOST O2 >> Walk In the chief marketer and finance chief’s Shoes

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5 Tips To Get Your CFO‘s Ear

by Mercedes M. Cardona , Contributing Writer , CMO.com

Conventional wisdom holds that the chief marketer and finance chief are the right and left sides of a company’s brain–the creative versus the practical. But a CMO doesn’t need to be a brain surgeon to communicate with the numbers people, marketing insiders said.
“They have to agree that there is a joint goalpost for both of them,” said Ron Hill, professor of marketing and business law at Villanova School of Business, in an interview with CMO.com. “If somebody is trying to hit a home run [and] somebody wants to score a touchdown, they’re not even on the same game.”


Conversations have become easier in the past few years, even as the recession tightened the scrutiny on marketing budgets, experts said. Both sides are more focused on showing an ROI since the start of the recession, and the rise of new digital efforts, such as social media and mobile, have brought on more real-time metrics to express that ultimate goal.
“It’s not that will we ever get to the Holy Grail. I think it’s very difficult. But I think the digital age is getting us a step closer,” said Carl Anderson, CEO and former CFO of Doremus, the corporate advertising specialist.
There is no silver-bullet metric that will unlock the money chest, either. Depending on each company’s goals and industry, the metrics relevant to the CFO will vary. In a new-product introduction, for example, metrics showing trial, such as awareness and consideration, can be traced back to activities such as sampling and point of sale, which can clarify the ROI, noted Ted Woehrle, CMO of Newell Rubbermaid, in an interview with CMO.com. In the auto industry, lead generation is the goal, added Julie Roehm, founder of marketing consultant Backslash Meta and a former Chrysler marketer.
Marginal ROI–the extra return for every dollar spent beyond the projected budget for an effort–can be an effective number to show finance staff the results of marketing, said Douglas Brooks, executive VP of marketing at Management Analytics, a unit of Synovate. But like a financial adviser talking up an investment, the marketer has to put that model in the context of the larger effort, he said. “That’s what marketers get paid to do,” he told CMO.com. “The day a model replaces a marketer, we’re all in trouble because there is no growth and no innovation.”
Other metrics–such as reach and frequency, number of hits on the Web site, and leads generated–are “lovely and measurable, but they don’t translate to what the CFO wants to show,” Roehm told CMO.com. Those numbers need to be related to the company’s bottom line, she said.
Brooks said he often doesn’t report straight ROI to clients. Instead, he prepares a quadrant chart relating the effectiveness and efficiency of marketing investments, showing which ones are driving sales, which could be more successful with more spending, and which could be cut. “You need to be a data-driven storyteller,” Brooks said. “Analytics don’t tell the whole story. When analytics are successful is when you have a good translator.”
So how can a marketer learn to translate ad-speak into terms familiar to the CFO? Here are five simple tips to help you get on the same page as your brethren in the finance department.

1. Walk In The CFO’s Shoes
“It’s like any relationship. I would begin by cultivating mutual respect,” said Hill, recalling one of his first consulting projects, which involved mediating between a company’s senior vice presidents of finance and marketing. “They were at loggerheads, absolute loggerheads.”
The marketers didn’t care about profits because they were being judged solely on increasing sales. Meantime, the finance staff was concerned about losing profits by overspending to boost sales. By getting them to role-play each other’s position, Hill got the executives to begin searching for common ground.
This is easier in companies where the two departments work closely, marketers said. Brooks said one CMO he works with takes the finance staff out to lunch and invites them to meetings and marketing event. That way they can get a sense for what his department does.
Of course, the reverse also works, Roehm said. “Learn the financial operations of the company. . .Become a sponge,” said the former Chrysler and Wal-Mart marketer. Earlier in her career, she held positions in sales and finance, which gave her a sense of how other departments operated.
“If you’re a CMO, you’re in the C-suite–you’re friends,” Roehm said. “That’s just teamwork 101. But a lot of CMOs avoid the CFO because they’re always taking things away.”

Read more: http://www.cmo.com/budgeting/5-tips-get-your-cfos-ear#ixzz1KwSOV0yq

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>BOOST O2 >> BUSINESS MANAGEMENT > A selection of new books from the CMI Library

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Buy-InBuy-In, John Kotter.      The authors reveal how to come to the rescue of good ideas by winning the support needed to protect good ideas so that they can survive. A fictional narrative is presented through which the authors demonstrate how to respectfully engage objectors and adversaries with convincing responses. A five-point strategy for fending off attacks on ideas is presented. The core of the strategy is respect and respecting people who are offering comments or asking questions that can undermine support. The authors argue that by anticipating the attack strategies used by detractors they can be turned to your advantage. The book is divided into two parts. Part one demonstrates how an idea is saved by using the counter intuitive strategies promoted in the book. The second part goes into detail about four ways in which good ideas are killed, twenty-four attacks and twenty-four responses, and a quick-reference guide for saving good ideas.

Giant steps: creating innovations that change the way we work,
Giant StepsMol, Michael J; Birkinshaw, Julian.          A compilation is offered of 50 giant steps in management in which the key innovations in management practice over the last century are fluently described. The authors condense a wealth of knowledge into brief 3-4 page overviews of each innovation complete with insights and anecdotes relating to each step. The concepts are grouped into six categories; process, money, people, internal structures, customer and partner interfaces and innovation and strategy. The book includes stories of the management innovators at the centre of these concepts.

Open leadership: how social technology can transform the way you lead,
Open LeadershipLi, Charlene.      In Open Leadership, the author provides a discussion and examination of the impact on the enterprise of social media and on how it can transform leadership. The book describes how and why social media technologies are affecting a shift away from centralised management to a style of open, collaborative leadership. The book is in three major sections, demonstrating and defining Openness, creating an Open strategy, and establishing Open leadership. Examples and guidelines to guide organisations through planning and executing an Open strategy are included as well as case examples from CISCO, Ford, Best Buy and others.

>BOOST O2 >> BUSINESS >> Online Small-Business Strategy (video)

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Online Small-Business Strategy
6 min
Andre Taylor shares tips on how entrepreneurs can gain an online presence.
abcnews.go.com

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