A truly smart brand...

When shopping in-person at Indigo yesterday, I bought the latest in my series of (insert topic here) For Dummies books.

This one is iPad For Dummies, purchased to help me get the most out of my new 'essential business tool / really cool toy' – it really depends on who in my family you ask!

In the early days of Glue, I bought several of the books to help me learn about and run the business: Consulting for Dummies, Accounting for Dummies and Managing Business Change for Dummies. Since then, I've picked up several others – iPod & iTunes for Dummies and iMovie '09 & iDVD '09 for Dummies – to help me exploit specific new technological tools.

What really impresses me about 'For Dummies' books are their consistency:

• Packaging – the books are easy to spot on the store's shelf (helps me buy 'em), and each one is to distinguish from another on my bookshelf (helps me use 'em).
• Organization – each book follows a standard format (e.g., Contents at a Glance, Table of Contents, 'The Part of Tens', road-sign icons, detailed index), so I know what to expect and where to find stuff.
• Tonality – all the Dummies books I own have the same folksy language that's occasionally laced with gentle puns, but always very clear in delivering its message, making me feel comfortable when learning.

In writing this post, I've just discovered that there's a FREE For Dummies online reference library of articles and instructional videos on a vast number of topics, ranging from the six-step 'How to Unclog a Drain with a Plunger' (illustrated with still photos!), to 'How to Create Smart CD Playlists in iTunes' that includes helpful screen shots. Heck, you don't even have to buy this company's stuff to learn things!

Overall, I believe For Dummies books exemplify effective branding: they make a clear and relevant promise ('A Reference for the Rest of Us', now apparently updated to 'Making Everything Easier') and then repeatedly deliver on that promise.

Now that's smart business!

My new iPad: The thrill, the disappointment and a delightful surprise

My first Apple computer!

As a nearly 30-year user of Apple technology (remember the Apple II Plus anyone?), the time finally arrived when I was able to purchase an iPad. (Being the prudent person I am, I also bought an ICON screen protector, and after being nearly overwhelmed by choice at my Best Buy store, a padded black nylon Brenthaven carrying case.)

Naturally, there was enormous excitement when I unpacked the silent, shining black-and-chrome iPad.

The designer side of me relishes the simplicity of the all-white Apple box with its vacuum-formed insert and clear cellophane wrappers (that even have micro-sized dots on the flaps to tell you where to pull to remove).

Cardboard stiffener = cupholder tray!

But the eco-consumer side of me – disappointed by the lack of recycle-ability of much of the iPad packaging – was thrilled that the cardboard stiffener inside the Brenthaven case (which itself was packed inside a simple, recycled paper sleeve) was designed to be reused as a cup-holder tray! Its instructions read: "In our efforts to reduce, reuse and recycle, please punch out cup holders and recycle the rest. Thanks. Brenthaven."

So while I've (predictably) extended my engagement and passion for the Apple brand, I have become an instant convert to the eco-friendly Brenthaven brand and its Zero Impact commitment to the environment.

Do you think the time will come when Apple's commitment to user experience will catch up with today's ground-swell of eco-consciousness, and will lead the company to evolve its distinctive packaging into something less polished and sleek?

How to judge the quality of your constituent communications

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Back in the late 1970s, when I was studying architecture at Carleton University in Ottawa, I was introduced to the phrase: "Well building hath three conditions: firmness, commodity, and delight," which was co-authored by English author and diplomat Sir Henry Wotton (1568 – 1639), in his work The Elements of Architecture (1624; a free translation of Vitruvius' de Architectura).

In essence, the phrase "commodity, firmness and delight" means that an excellent work of architecture is functional (the size and arrangement of its spaces meet the practical needs of its users); well built (it uses materials and technology wisely and efficiently); and pleasing to the eye (it is beautiful or meets the intangible needs of its users).

Since my career has transitioned away from architecture, I've become convinced that  all marketing-communications 'artefacts' (whether in print, digital or live media) can also be judged by these same three, time-tested criteria.

In other words, I suggest we should ask ourselves the following questions when assessing 'creative' work:

1. Does it accomplish its business objectives – whether that means simply informing, persuading or striving to change behaviour?
2. Is it crafted intelligently – completed in a reasonable time, without excessive expenditure, and in a suitably durable yet environmentally friendly manner?
3. Does it connect with people and touch their hearts – or at least speak to them as human beings rather than as 'automatons' programmed only to consume?

I just discovered that there's a toolkit called the Design Quality Indicator, first developed in the UK, devoted to assessing the quality of buildings according to Wotton's big-three. The DQI toolkit is solely distributed in North America by DQI USA, LLC, which even has a YouTube commercial promoting the toolkit!

Perhaps it's time to approach internal stakeholder communications with this same broad yet disciplined perspective? If so, let's talk...

'Engaged' employees aren't enough

Until yesterday, I thought that having 'engaged' employees was sufficient as the first step in making customers – and 'shareholders' – happy (i.e., enduring organizational success).

But then I began reading Hundred Percenters: Challenge your employees to give it their all, and they'll give you even more, by Mark Murphy.

In the book, he argues that the real goal of leaders is not simply to create a workplace where employees are happy or satisfied (i.e., engaged), but rather to make work "fulfilling and enriching and ultimately to position people to achieve great results."

Murphy, who is chairman and CEO of consulting company Leadership IQ, says the two differentiating factors that result in 100% Leadership are 'connection' and 'challenge.' Connection is the strength of the emotional connection that leaders build with their employees, while challenge is how far leaders push their people to achieve greatness.

If you construct a matrix of this factors, you get Avoider leaders (low emotional connection, low challenge); Intimidators  (low connection, high challenge); Appeasers (high connection, low challenge); and 100% leaders (high connection, high challenge).

He suggests that Appeasers are satisfied with employee engagement, but that 100% leaders "...push us hard. But when they do, they teach us something about ourselves. They help us achieve extraordinary things. And they give us real opportunities for deep and lasting fulfillment." 

To me, most employees indeed want to work in an organization where they can make a tangible contribution, and where they can feel excited and proud about this contribution.

So, I'm going to think about 'energized employees' instead of simply 'engaged employees' as the real objective, with 'being energized' meaning being personally connected to the challenge of achieving great things on the job.

Farewell 'target audiences,' hello 'constituents'

For decades, the conventional approach in planning marketing communications was to define your 'target audiences' – the groups at whom your messages were aimed.

Marcom was essentially one-way: I the marketer have an ad that I want you the consumer to see / read / hear so I can persuade you to buy my product or service. It all made sense.

But in today's real-time, non-stop, fully interactive (online and offline) environment, I believe the notion of a 'target audience' has become outdated. With your customers or clients (I prefer to use those terms instead of consumers; here's why) now being able to find out a great deal about your product or service on their own, being able to comment on your product through user reviews or blogs, and even able to customize their own version of your offering in some cases, the relationship is less about persuasion (one-way) and now more about collaboration (two-way; deliving mutual value and achieving mutual benefit). 

Hence, I'm going to use a new term – constituents – to describe the various players (both inside and outside the organization) involved in 'transactions' around products and services, as well as programs and ideas.

The Oxford Canadian Dictionary includes the following elements in its definition:

con-stitu-ent 

adjective – composing or helping to make up a whole.

noun – 1 a member of a constituency (a body of voters in a specified area who elect a representative member to a legislative body; the area represented in this way; a body of customers, supporters, etc.). 2 a component part.

As you can see, implicit in this definition are notions of collaboration, participation and having a choice or voice, which strike me as being very appropriate for today's marketplace.

What do you think?