Reimagining Retail

The shift to online shopping is causing major contractions among traditional retailers and boutique outlets alike. In response, brands are experimenting with new in-store marketing models that have the feel of attending an event.

How do some speakers manage to captivate their audiences?  You know the kind of speakers I’m talking about.  People hang onto every word they say, believe every idea they introduce, and walk away from their talks convinced they must do what they were taught.  Some speakers give presentations with punch.  How?

Reverend Dr. Tim Keller shared some great presentation advice in a recent interview about how he teaches people.  Keller is the founding pastor of Redeemer Presbyterian Church in New York City.  New York magazine called Keller “the most successful evangelist in the city,” citing his influence among young professionals.  Redeemer has launched 381 churches in 54 cities worldwide and pastors from around the world flock to the church to learn from Keller.  So although he’s preaching sermons and not delivering talks to businesspeople, we can learn a lot from him.  He clearly knows how to give presentations with punch.

Keller was asked about the most common ways that preachers fail to teach their audiences effectively.  He listed four elements that are often missing from a compelling sermon, and I believe, from any great presentation:

1. Pathway.  Keller says that many speakers aren’t clear about what they’re getting at.  You need to help people feel like they know where they’re going in your session.  He explains, “People need to see that there are stages in the journey and they are moving,” instead of feeling like you’re going around in circles.   You must build a case or unfold a truth in a logical, easy to follow manner.

I try to ensure my talks include a clear pathway by preparing a detailed outline of my content first.  I build in a natural progression between my points and, then when I’m presenting, I connect the dots between them with verbal and visual cues.  I often imagine that I am an attorney arguing a case and building to a logical conclusion.  This mindset also helps me identify “objections” or challenges that people might hold against my points so that I can address them proactively.

2. Practicality.  Teachers sometimes get caught up in showing off their knowledge.  Whether or not they admit it or are even aware of it, they think, “We’re better because we know more,” Keller says, and they try to show off their knowledge.  But the point is not for your audience to just to think or know something; you want to affect how they live.  So speakers must translate their knowledge into practical application.

I’ve previously written about how I prepare to make a presentation by asking myself three questions, one of which is, “What should people know/think/feel/do as a result of participating in my session?”  This helps me ensure that I am conveying actionable insights and practical applications.

3. Persuasion. Keller observes that you can’t just assert your points, you must convince people to accept them.  “The essence of persuasion,” he says, “is to take something someone already believes and use that ‘against’ them…Don’t just say, ‘why don’t you believe this,’ or ‘if you don’t believe this, you’re wrong.”  Instead, persuade people by saying, “If you believe this, then why don’t you believe that?”

Too often I hear speakers state points as if they’re facts without convincing their audience of their veracity or authority.  Instead, I use a combination of logical arguments, social proof, other sources, and stories to make my points more persuasive.

4. Pictures. Speakers must connect their propositions to sensory language.  “Use illustrations as much as you can,” Keller exhorts.  You can explain an abstract proposition with a sensory experience.  Keller talked about how theologian Jonathan Edwards demonstrated the power of pictures when he said, “Your good deeds cannot keep you out of hell any more than a spider web can stop a falling rock.”  It was a vivid depiction of his point.

This is one area I still need to work on.  I try to use analogies and illustrations to bring my points to life, but the practice isn’t something that comes naturally to me.  So after drafting my presentation, I’ll go back through it and identify points where sensory language would make it stickier.

Presentations with punch have these four Ps. Whether you’re a preacher or a public speaker, these four elements are critical to giving a talk that gets people’s attention, keeps them engaged, and sticks with them.

The post how to give presentations with punch appeared first on Denise Lee Yohn.

By Alex Parkinson Social media, so integral to society and business, is still viewed with skepticism by many senior leaders. This is particularly true in the B2B sector, which has a harder time demonstrating the concrete transactional benefits that result from social media. But those benefits aren’t just about direct advertising or direct revenue generation. […]

La Comunidad, the Buenos Aires office of innovative, cross-cultural agency the community has launched a new campaign for FilmSuez, a company dedicated to the commercialization of various cultural sectors, including movie cinemas.

Running in cinemas across Argentina, the campaign shows us that the world is heading towards a very strange place – a place where, many times, idiocy and exhibitionism prevail over important values. The two spots of the campaign reflect how silly people can be, even in the face of a life-or-death situation.

“Our challenge was to redefine the role of independent cinema and reinforce it as a ​​space for social reflection,” said Executive Creative Director Fernando Sosa.

In the first spot, “It’s Tuna,” two men find themselves shipwrecked and stranded in the middle of the ocean. When they see a can of tuna float their way, the pair screams in excitement. However, they then start to read the can’s nutritional facts and discover that the tuna likely has a high mercury count. Although on the brink of starvation, the men throw the can back into the ocean, hoping that they’ll find something more nutritional.

The second spot, “Slumber,” shows a museum employee that has suffered a terrible accident. However, the paramedics who should help them instead start taking selfies with the fallen victim and discussing which Instagram filters to use. One of the paramedics then states, “We are the worst paramedics in the world…we haven’t started a WhatsApp group yet.”

Both spots end by saying, “Wherever the world is heading, don’t go there. At least for two hours. Come watch independent films.”

Client: FilmSuez
Agency: La Comunidad, Buenos Aires
Executive Creative Directors: Ramiro Raposo, Fernando Sosa
Creative Directors: Rodrigo Greco, Mariano Gamba
General Account Manager: Sebastián Díaz
Director of Accounts: Solange Blanco
Account Executive: Catalina Gay
Production Manager: Ramiro Capisto
Production Assistant: Sebastián García
Production: Argentinacine
Director: Augusto Giménez Zapiola
Producer General: Nano Tidone
Executive Producer: Laura Passalacqua
Producer: Germán Escande
Director of Photography: Julián Ledesma
Coordination of Post: Aldo Ferrari
Sound Mix: Resonant Elephant
Color Correction: Anahi Piccinin
Postproduction: VFX Ratio

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Long Live Honor and long live the truck that salutes those who’ve built this country. Hidden among a field of defunct airplanes, two men find Lady Lightning and tow her home for restoration. The World War II plane gleams like new as Ram salutes the veterans who have served the country with honor.

Long Live Ram is set to a custom recording and arrangement of Bob Dylan’s timeless song “Forever Young” – performed by Low Country Sound/Elektra recording artist Anderson East ( and produced by Grammy award-winning producer, Dave Cobb at his famed “Studio A” in Nashville.

Advertising Agency: Doner, USA
Global Chief Creative Officer: Eric Weisberg
EVP, Executive Creative Director: Chuck Meehan
Creative Directors: Bill Majewski, Merritt Fritchie
EVP, Brand Leader: Kerrin Kramer
Brand Leader: Paul Smith
Producer: Mike Albert
Editor: Charlie Brittz
Production Company: Supply & Demand
Director: David Holm

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“The Hobbit” and “Sherlock” actor Martin Freeman star in the latest Vodafone commercials created by Ogilvy & Mather London. Freeman plays a crass guest at a glamorous Mediterranean wedding, who interrupts the couple’s first dance by boringly warning a woman filming on her phone that she’ll have to pay roaming charges abroad. However, as she is with Vodafone, she explains she won’t have to pay charges. Freeman is caught commenting on how expensive coming to the wedding is and slinks away in the kind of wincing embarrassment he does so well.

Agency: Ogilvy & Mather London
Chief Creative Officer: Mick Mahoney
Client: Vodafone
Creative Team: Richard Barrett
Creative Team: James Manning
Agency Producer: Kim Parrett
Managing Partner: Jon Tapper
Business Director: Katharine Easteal
Chief Strategy Officer: Kevin Chesters
Production Company: Rattling Stick
Director: Daniel Kleinman
Producer: Johnnie Frankel
Editorial: Cut and Run
Editor: Julian Tranquille
Assistant Editor: Megan Thorne
Sound: Jungle
Sound Engineer: Hass
Music: Soho Music
Music Supervisor: Kate Young
Post Production: GPS
Post Production Producer: Annika Gustavsson

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Rebranding Strategy Guide

 Rebranding Strategy Guide

Rebranding is one of the most difficult brand strategies to pull off successfully. Many try, many fail. To help marketers better understand when a rebrand is prudent, we asked the Branding Strategy Insider team to share their views.

Hilton Barbour: Rebrands Offer Opportunity

Rebranding initiatives are typically driven by a need to reignite sluggish performance, capitalize on a new positioning or highlight the arrival of a post-M&A brand. In many cases the focus of these initiatives is external and therefore marketers look to rebrand for maximum impact among customers, prospects, partners and suppliers.

While these audiences are crucial, too little attention is often given to the key internal audience – employees. Rebranding offers two significant opportunities to galvanize employees. One, the sheer visibility of a rebranding can generate excitement and interest internally. Two, and this is a larger and more considered opportunity, a rebranding can create an environment to re-evaluate the organization’s culture and the possibility to move it in a new direction. Initiating a culture change should always be underpinned by a genuine strategic need and a rebranding can provide that legitimate opportunity. To be effective leaders must go deeper than making cosmetic changes during a rebranding. By grasping the fuller opportunity to re-evaluate, inspire and galvanize the employees with a cultural re-set, the true possibilities of a rebranding can be realized.

Geoff Colon: A Rebrand Is Not The Same As A Repositioning

Repositioning used to happen when brands wanted to fit a new era they were entering, usually through a logo upgrade or a new audio jingle that updated their look and feel. Repositioning usually meant the same products and services from the brand, possibly issued in new packaging or in new formats.

In rebranding, the brand is literally offering new solutions, products and services that don’t fit their past identity. They may be entering entirely new verticals. A rebrand usually comes at a point that a brand has new products, services and solutions or is entering ambiguous territory where the original brand doesn’t resonate and it’s about to issue new products and services. Many of these rebranding updates now come as a result of new executive leadership, new services and new product lines.

In a world where communication has been leveled to 140 character tweets and 5 second video snippets, how a brand garners attention, even among its own loyal fans, is a new art form. In the disruptive brand world, even negative sentiment around a rebrand can capture enough attention from people to the point where many may even be prompted to ask, “What is that brand,” “What is that brand up to?” or “What is that brand doing?” In the past we may have thought negatively if people asked these questions, but in our present and future always-on, non-loyal, momentary world, rebranding can do wonders to wake up current and potential customers from the paradox of choice stupor and light up awareness in ways that simple repositioning cannot.

Derrick Daye: Rebrands Must Mirror The Truth

Successful rebrands reflect the fundamental nature of the way a brand does business. If rebranding does not accurately communicate this, in time the brand will be unmasked and the true inner-workings of the business will be revealed.

To their credit and shame BP provides a textbook case where both rebranding and repositioning were brilliantly conceived and executed. It’s worth retelling for those considering a rebrand. British Petroleum recognized the opportunity to be the world’s first environmentally friendly fossil fuels brand brand. The world was eager to embrace such a brand that was now actively “exploring new ways to live without oil” and BP appeared to have the strategic intent and capability to bring that vision to life. British Petroleum was redefined as Beyond Petroleum, and in time research confirmed that consumers had indeed become believers. Landor’s own brand research revealed that BP was seen as the most environmental fossil fuels brand, with more than half the market agreeing that it had become “more green”. BP’s brand awareness shot up from 4% in 2000 to 67% in 2007.

But then their negligence caused the loss of human life and an environmental crisis that revealed the thin veil between what they were saying about themselves and the truth, and BP’s brand achievements quickly plummeted. The learning here is that rebrands must be strictly guided by an honest self-assessment. In the end, the truth will prevail. The truth will anchor or sink your success.

Mark Di Somma: Rebrands Are Radical

A rebrand marks the end of the brand as it was. It’s a walk away from everything you were, and as such, should be reserved for situations when you want to disassociate your brand from its current reputation. It should not be confused with a brand positioning, where you rework the current brand to make it more competitive, or a brand refresh, where you adjust the brand code to pursue new opportunities. To pull off such a disruptive decision, you need to go ‘all-in’. You need to relaunch with a fundamentally different brand DNA, probably a new business model and a reworked brand culture. You also need to explain clearly to the market why you’ve changed, what you’ve changed to and how they will see this manifest for them.

Be very clear about the customer benefits of the rebrand, not just your reasons and keep those front-of-mind throughout the rebranding process. The decision to rebrand is a lot bigger, more involved and more risky than ongoing refreshment. You should only seriously look at such a radical step if the story that your brand has told is no longer valuable, if the goals for the change are very clear and if the rebrand itself is accompanied by significant changes across the business and the culture that put you in a position of unprecedented advantage.

Finally, be patient. Rebranding is something that should be done with the wider business and with an unwavering eye on the business strategy going forward. Take the time to include, consult and decide. The excitement of rebranding should always be overshadowed by the responsibility of getting it right. Finally, and perhaps most importantly of all, rebrand within timeframes and market conditions that give you the greatest degree of control. Attempting to do this while the business is rapidly declining or the market is in recession will only add further pressure to a process that requires big decisions and has major implications.

Paul Friederichsen: Rebrands Are Shaped From The Inside Out

Appearances are just that. Meaningless really, unless they’re an authentic reflection of what’s behind the new look: a new mission, an altered or expanded strategy, or a change in corporate ownership or merger, just to mention a few.

“Changing your colors” does not a rebranding make, even though an identity change in itself can be a massive and complex process. Graphics are only one part (though an important part to be sure) of what makes a brand unique, valued and meaningful to its customers. They should be a signal of what has happened, not the sum of all that has happened.

Mark Ritson: Rebrands Need Every Ego On Board

As a consultant I failed the first big global client I ever worked for. I failed because I did not advise them to do something I have come to see as vital to successful corporate rebranding: build a brand team. Not a team of marketing people and the ad agency, but a true cross-functional team that draws on senior people from manufacturing, HR, sales and the board of directors. It should include internal heroes who are widely respected and who know how the culture and politics of the firm actually work.

Different egos and interests all collide around the corporate brand and this can make brand development more complex. However, it is better to discover and resolve these divergent views as part of the branding process than have them emerge after the brand has been developed and communicated to key stakeholders.

If you ever find yourself presenting the ‘new’ corporate brand to senior managers, you have already failed. Branding should be an inclusive, engaged process. If senior management feels that they have been consulted and involved in a rebranding, they are more likely to apply the new brand strategy and will embolden the initiative with a credibility often lacking in the marketing department. Get all of the egos on board early and often.

The Blake Project Can Help: Please email us for more about our rebranding expertise.

Branding Strategy Insider is a service of The Blake Project: A strategic brand consultancy specializing in Brand Research, Brand Strategy, Brand Licensing and Brand Education

FREE Publications And Resources For Marketers

Health & Happiness advertising agency LRXD is helping fast-casual eatery Garbanzo – Mediterranean Fresh modernize its traditional specialty, the falafel in a month long promotion starting May 22.

“Free the Falafel” is a two-part promotion. The first part is an introduction of three new falafel flavors (Sweet Potato, Red Curry and Jalapeño). Whichever falafel flavor sells best will be given away from June 12 through June 16 (starting on International Falafel Day). The second element of the promotion is a fan vote for the next great falafel flavor: Spicy Buffalo, Tomato Basil Quinoa or Flyin’ Hawaiian. There will be a poll on Facebook, with the winning flavor sold at Garbanzo from June 19–30.

LRXD created one 30-second radio spot that details the free falafel deal that runs from June 12 through June 16 along with a :15 execution. Weekly email blasts will promote a free side of falafel with the purchase of an entrée. LRXD also designed in-store elements including window clings, table stickers, menu boards, sneeze guards, ceiling danglers, T-shirts and Free the Falafel kits.

“With Garbanzo, we’ve found tremendous success in unique promotions that evolve over the course of the promotional period,” said LRXD CEO Kelly Reedy. “We’ve found it encourages a tremendous number of repeat visits as a result of communicating something to look forward to.”

Garbanzo offers traditional Mediterranean cuisine, and “Free the Falafel” puts a contemporary twist on a popular menu item that’s simple, healthy, fresh, unique and versatile. Falafel can be incorporated into sandwiches, wraps and salads, and the garbanzo bean-based nuggets are also vegan and kid friendly. The promo’s key dates are as follows:

May 22: Sweet Potato falafel introduced. Consumer voting begins on Facebook for a new, fourth flavor of falafel. The winning flavor will be available for purchase the week of June 19.

May 29: Red Curry falafel introduced.

June 5: Jalapeño falafel introduced.

June 12 –16: A weeklong celebration that culminates in International Falafel Day. Garbanzo customers will receive a free order of falafel with the purchase of an entrée. The flavor will be based on the falafel that has sold the best the previous three weeks.

June 19–30: The winning flavor by consumer vote will be available for purchase this week.

Advertising Agency: LRXD, Denver, CO (USA)

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