Storytizing

Bob Pearson

Description

With the boom of e-commerce and social

media, companies no longer hold primary

control over their brand message. They now

share that power with customers.

That shift means companies must create agile

marketing campaigns that solicit the feedback

and participation of key influencers. In this new

day and age, businesses and their customers tell

the story collectively—advertising is passé; welcome

to Storytizing.

Storytizing explains how marketing professionals

can employ sophisticated new tools to

better understand how brand messages proliferate

and who helps shape them. Using interviews,

anecdotes and lessons generated through his vast

experience with Fortune 500 leaders, Pearson

shows how firms can identify the customers and

trends that shape their brand’s story. Through

those insights, Storytizing will help companies:

» Develop an Audience Architecture that

provides a predictive view of how to align your

story with your audience, as well as show how

messages evolve in real time

» Use sophisticated tools and big data to

segment the market into those who lead, those

who share and those who “lurk and learn”

» Deploy similar tools to help transform your

employees into influential brand ambassadors

» Learn from the experiences of peers, with

contributions from some of the world’s top

marketing professionals

In his first book, PreCommerce, Pearson

showed that companies must engage directly

with customers. Now this book lays out the increasingly

sophisticated strategies companies

must deploy to create, shape and sustain their

brand message in this new Storytizing era.

Informations

• Publié par: 1845 Publishing
• Date de parution: 15 janvier 2019
• Nombre de lectures: 0
• EAN13: 9780999662335
• Langue: English
• Poids de l'ouvrage: 1 Mo

Extrait

WHAT’S NEXT AFTER ADVERTISING?
Bob Pearson with Dan Zehr
ISBN: 978-0-692-59814-6 ISBN: 978-0-999-66233-5 (e-book)
Copyright © 2019 by 1845 Publishing
All rights reserved. No part of this publication may be reproduced, distributed, or transmitted in any form or by any means, including photocopying, recording, or other electronic or mechanical methods, without the prior written permission of the publisher, except in the case of brief quotations embodied in critical reviews and certain other noncommercial uses permitted by copyright law.
The author and the publisher make no representations with respect to the contents hereof and specifically disclaim any implied or express warranties of merchantability or fitness for any particular usage, application, or purpose. The author and the publisher cannot be held liable for any direct, indirect, incidental, consequential, or special damages of any kind, or any damages whatsoever, including, without limitation, those resulting in loss of profit, loss of contracts, goodwill, data, income, information, anticipated savings or business relationships, arising out of or in connection with the use of this book or any links within.
Cover and interior design by TLC Graphics, www.TLCGraphics.com .
Cover: Monica Thomas / Interior: Kimberly Sagmiller
Printed in the United States of America.
To Leo Didur, a proud American who emigrated from Ukraine – you were more than a wonderful grandfather, you were also the first writer in our family who inspired all of us to “create.” The book you wrote that was never published now comes alive in all of our writings.
TABLE OF CONTENTS

Introduction: How Models Evolve
Section I – Storytizing and Audience Architecture
CHAPTER 1 From Advertising To Storytizing
Sidebar: Greg Matthews - How an Audience’s Power is Discovered
CHAPTER 2 Audience Architecture
CHAPTER 3 Marketplace Gravity and the 1-9-90 Model
Sidebar: Jim Weiss - Are You Future Ready?
CHAPTER 4 Learning from History
Sidebar: Rick Kaplan - The Importance of Storytelling
CHAPTER 5 The New Definition of Owned Media
Sidebar: Kurt Holstein - The Owned Media Snowball
Section II – How Marketing Works in the Era of Storytizing
CHAPTER 6 Snap(chat), Crackle and Pop Media
Sidebar: Chuck Hemann - Identifying the Right Metrics for Your Business
CHAPTER 7 (re)Search – Creating Your Own Mirror
Sidebar: Manny Kostas – A 3D View of How Innovation is Evolving
CHAPTER 8 Word of Mouth, Predictive & the Power of ESO
Sidebar: Seth Duncan and Andy Boothe - Knowing the Card Count for Your Brand
CHAPTER 9 Agile Content and the New Media World
CHAPTER 10 What Millennials Can Teach Us
Sidebar: Brittany Pearson - Day in the Life of a Millennial
CHAPTER 11 The Power of Location
Sidebar: Eric Klasson: The Science of Geo-Location
CHAPTER 12 What it Means to be Secure
CHAPTER 13 The Drivers of Social Commerce
Sidebar: Natalie Malaszenko - The Four Pillars of E-Commerce Strategy
CHAPTER 14 How You Track Antagonists
Sidebar: Cindy Storer - Understanding Our Opposition
CHAPTER 15 Modern Day Issues Management
Sidebar: Lord Peter Chadlington - Speed, Preparation and the Everlasting Power of Truth
CHAPTER 16 The Shift from Reputation To Relevance
CHAPTER 17 Employees, the Untapped Natural Resource
Sidebar: Gary Grates - From Broadcast to Conversation: The New Employee Engagement
CHAPTER 18 Innovation that Matters: What are we looking for?
Sidebar: Mike Hartman - The Truth of How Creativity Really Works
CHAPTER 19 Unlock innovation in your organization
Sidebar: Jeff Arnold - The Story of Malcolm Lloyd
Afterword: Why Innovation will Accelerate in a Storytizing World – Joshua Baer
About the Author
Index
Introduction
ALL MODELS EVOLVE

“Yesterday’s home runs don’t win today’s games.”
- Babe Ruth
I f the great George Herman Ruth were around today, baseball’s evolution would blow him away. Players study themselves on video to understand the minutiae of biomechanics. Statisticians predict where batted balls will go, and managers adjust their fielder’s positioning for each batter. Fans watch or listen to their favorite teams on their phones. You can even buy sushi and craft beer at some ballparks. I doubt The Babe would care much for sushi in the dugout, but he’d certainly enjoy the beer. He’d also recognize the advances in today’s game.
In business as in baseball, models evolve. Advertising put up a tremendous run, but the ideas that once worked wonders can often fail to make a meaningful impression today. It’s not a factor of waning imagination or a lack of brilliant professionals. The industry produces some of the best and brightest marketers we meet. Rather, the way companies converse with customers has undergone a subtler—yet more fundamental—transformation as advances in technology, science and culture pushed the marketplace forward. And those changes can have deeply personal consequences for the people and the businesses that don’t recognize and embrace the change.
Unfortunately, companies and professionals rarely handle change well. Back in the mid-1990s, few people could have predicted that mobile phones and tablets would drive the personal computing industry today. Back in 1980, no one could imagine water, for a couple dollars a bottle, would outsell soda. A luxury electric car for $75,000—a fantasy even just a decade ago—yet here we are with all the automakers chasing Tesla. These marketplace shifts look blatantly obvious and almost organic as time passes, but at the time we missed the key evolution because we only looked for clues on the surface.
Change rarely follows an obvious pattern. The earth’s tectonic plates constantly shift beneath us, but we rarely register anything other than stillness and solidity in the ground under our feet. Only at the edges of these plates do we realize—usually with an all too stunning a jolt—that a steady motion is building more transformative pressure and friction with each passing moment. We often think of marketing, communications and sales models with the same static mindset. We’ve been doing this for years, and while we tweak things here and there to push the envelope just a little bit more, we rest easy in the idea that the overarching model still works pretty darn well. We’re getting the results we need, maybe even a fair number of upside surprises from time to time. So why change?
We change because business models aren’t earthquakes. Science can’t accurately predict tremors yet, but we can identify the underlying historical forces that transform products and processes—if we know what to seek and accept the challenge of finding it. For example, advances in technology, science and culture often align to hint at what’s ahead, and they guide these evolutions in remarkably consistent ways. If science changes rapidly but technology and culture lag, we don’t experience the benefit of those advances. Only when all three evolve and reinforce one another do we start to realize what’s really occurring under the curtain of everyday life.
Today, we stand at this tipping point in our communications and marketing worlds. Technology now allows us to identify what any customer or consumer or citizen is doing online anywhere in the world. This gives a marketing professional an unprecedented opportunity to define his or her audience and what they care about. Meanwhile, the blistering pace of new development across a range of social media allow companies to interact with customers in new and more meaningful ways.
Scientific innovation is exploding across a range of industries, particularly healthcare, where advances in research have given us a keener understanding of how doctors deliver care to patients. Physicians can now use biodegradable microchips to help inform their diagnoses and treatment options. Studies into the delivery of care have helped schools more effectively reach and teach medical students. It often takes a very long time to happen, but industries from biomedicine to entertainment to automobile design have leveraged scientific breakthroughs to transform their business models and processes.
Cultural change can take a more amorphous form, because it involves people changing their habits rather than a specific piece of software we can point to. Yet for the same reason, an evolving culture usually has the deepest impact on business and marketing. We can now Snapchat, tweet, text or live stream our daily thoughts to the customers we want to reach, and they can respond in real time. Meanwhile, the entire online audience, not just the producers of content, has the power to influence others and make a difference.
That shifting power base starts to warp the framework of the 1/9/90 model. In that construct, we long understood the critical role of the 1% who created the content we all read. They would influence the 9%, who in turn would share, shape and extend the message and the market. But how that effect would spread to the 9 percent—and from there to the 90%—the lurk-and-learn consumers—was always more of a mystery. A message still moves in mysterious ways, but we can plainly see the twist in the model. Today, the 9% carry the biggest megaphone. The five targeted personas become a figment of our quaint, past imagination. A database of five million people is outdated when you and the 9 percent can easily reach 25 million, even 250 million, consumers wherever they “live online.”
We have shifted from the PESO world (paid, earned, shared and owned), where paid media carried the power. Now earned (free), shared (social media channels) and owned media wield the greatest influence