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hen the going gets tough, you either clear out or gear up. Marketing Outrageously shows you how to move into top gear and kick-start your revenue.

You never hear companies complaining because they’ve got too much money – but that’s the kind of problem we all want to have! By Marketing Outrageously you can launch your revenue into the stratosphere. I know it works. As president of the NBA team the New Jersey Nets, I have used it myself to accelerate the team’s revenue. Marketing Outrageously increased the Nets’ income by almost 500% in just three years. I am going to show you how to push the outrageous envelope. You’ll find out what it’s going to take to be the best – in your department, your company, your industry and the world. And do it! I will show you how a rubber chicken can make you $2.5 million in revenue. How you can go from losing $60 million a quarter to making $10 million a day just by minding your own business. And how you can use the Big Bang Theory to pump up your sales by 400%. I N T H I S S U M M A RY

The Million Dollar Question


Know Your Business – Or Know You’re History


The Big Bang Theory


New as a Way of Life


You will learn how to sneak up on the competition – however big and terrifying they may be – and skyrocket your annual revenue. This simple strategy increased AOL’s revenue from $40 million a year to $298 million a month. The best part of all this is that Marketing Outrageously is fun. Sure, it can be a little scary at times. But if you’re going to fly, sometimes you have to take a risk. With a bit of courage, a little imagination and a sense of humour – before you know it you’ll be Marketing Outrageously. And laughing all the way to the bank.



ABOUT THE AUTHOR Jon Spoelstra is the president of the Professional Sports Division of Mandalay Entertainment, one of the leading independent production companies in Hollywood. He is renowned as a master of sports marketing and has consulted with major sports organisations including baseball, hockey, soccer and basketball in the United States and around the world. He was highly successful as the general manager of the Portland Trail Blazers for eleven years. He then became president of the New Jersey Nets. He has written a number of successful books, including Ice to Eskimos and Success Is Just One Wish Away.

DO YOU HAVE THE GUTS? Ground Rule # 1: If you aren’t willing to take a few risks in marketing, become a bean counter. What do I mean by Marketing Outrageously? Before we get down to the brass tacks, let me just give you a short description of what outrageous marketing is: • • • •

Marketing Outrageously is fun. Marketing Outrageously is politically incorrect. Marketing Outrageously is using your creativity. Marketing Outrageously is being willing to laugh at yourself – and to be laughed at. • Marketing Outrageously puts revenue first and everything else second. • Marketing Outrageously is dumping your assumptions and starting over. • Marketing Outrageously is the opposite of marketing safely – but in today’s market, it may be the only safe kind of marketing there is! Marketing Outrageously takes guts. People will say you’re crazy. They may fall down laughing when you tell them your idea. Marketing Outrageously is extreme – and the reactions of your colleagues will probably be extreme too! But if you can overcome the initial resistance and put your outrageous idea into effect – your results will blow the competition away. NO NAYSAYERS PLEASE! Conservative types are often a little shy when it comes to Marketing Outrageously. They are worried they will get fired for being radical. If you work for a large company, it’s true this may be a danger. You might think it’s safer to just sit on a conservative 5 percent increase each year. But what happens when your competition starts Marketing Outrageously? Your 5 percent will be left in the dust and your mega-corporation will fire you for losing out to the competition. In the end, you might be safer being a little outrageous.


If you work for a small company, you can’t afford to market conservatively. Conserve means to save – like saving yourself to become a late night snack for a big, hungry competitor. Whether in a bull market or a bear market, Marketing Outrageously works. But be warned - there will always be naysayers. In a bear market they will say “This Marketing Outrageously stuff is too risky. We have got to be careful.” In a bull market they will say “Times are good, we can afford to be conservative”. Naysayers will always find an excuse for playing it safe. Don’t listen to them. Start Marketing Outrageously today. WHAT’S IT GONNA TAKE? Ground Rule # 2: When you aim for the top, you make important progress by just the aiming. No one plans to create a lousy company, a losing sports team or a box office flop. Even with the best resources in the world, great people, plentiful money and good publicity, sometimes we end up with an awful team, a stinker of a film or a bankrupt company. Imagine how truly atrocious they could have been if they had planned for it!

THE MILLION-DOLLAR QUESTION Most business people are thinking “How are we going to make budget?” or “How can we improve profits over last year?”. They are asking the wrong question. The question you need to ask is this: “What’s it going to take?” Ask the following questions of your company, team or department: “What’s it going to take to win the championship this year?” “What’s it going to take to become the best marketing department in the industry this year?” “What’s it going to take to become the best department in our company this year?” “What’s it going to take to be the best company in our industry this year?”

Aim for the stars. Shoot for the championship. Plan to be number one. Even if you can’t achieve it, you get better by doing what it takes to be the best.

PUSHING THE OUTRAGEOUS ENVELOPE Ground Rule # 3: There’s no risk in pushing the outrageous envelope We’re all conditioned to think bland when it comes to marketing. Marketing bland is safe. It’s politically correct.

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Marketing bland means not getting laughed at.

Braves to move out of Buffalo before the season ended.

“If people fall down laughing when you present an idea, then that idea has a chance of becoming a breakthrough”

I was having coffee with the team president, discussing the ruinous state of play and the upcoming final game of the season. I said to him “I’ve been thrown out of better places than Buffalo. I want to sell out the last game of the season.” He was incredulous. “How are you going to do that?” he demanded. But after a minute he changed his mind; “Don’t tell me a thing. Just do it.”

The first step to pushing the envelope is to lock yourself in your office. Check for hidden cameras. Write your outrageous marketing idea down on a piece of paper and put it in an envelope. On the envelope, write a few words identifying the outrageous idea. Now push the outrageous envelope a few inches away from you. Now you can start to examine your outrageous idea. As you keep pushing the envelope further away, look at the possible upside of your idea. Imagine the boost your company will get from being outrageous. You will start to hear negatives in your mind as well. This is a terrific exercise to get you thinking outrageously. You will find yourself becoming both the evangelist and the devil’s advocate. COMING OUT OF THE CLOSET: TRY YOUR IDEA ON SOME REAL PEOPLE Once you’ve gone through that process, its time to move to Step Two. Try the idea out on some staffers. Not at a meeting or in front of your boss – everyone will feel safer thinking bland and shooting your idea down in flames. Instead, approach other staff members casually, off the record, and ask, “What do you think of this crazy idea?” Your staff might feel uncomfortable at first and be unsure how to respond. That’s OK, just go on to the next question: “What do you think is the possible upside of this crazy idea?”. When you get a negative answer, remind your colleague that you’re just looking at the upside at the moment. The second, third or fourth time you do this you will begin to get better answers. Your outrageous ideas won’t seem quite so outrageous anymore and your colleagues will get used to looking for the upside – and the ways to make your outrageous marketing idea happen! Sometimes you will decide not to push your outrageous envelope all the way. That’s OK – just put it in the vault. You never know when you might need it.

Now remember that this was just a year after Elvis died. So it occurred to me that maybe if I could bring Elvis back to life, I could get a crowd to come along to our otherwise doomed final game of the season. I set up a sponsorship deal with Budweiser and a local Elvis impersonator. The result was “Budweiser Presents a Tribute to the King of Rock & Roll, and the Buffalo Braves versus the New York Knicks”. The stands were filled – mostly with Elvis fans. We lost the game, but the Elvis impersonator played to a sold-out house. It was then that I realised – the Braves were not in the basketball business they were in the entertainment business. Whether the team won or lost, if we could entertain the crowd, we would succeed.

KNOW YOUR BUSINESS – OR KNOW YOU’RE HISTORY Imagine what would have happened if Smith-Corona had realised that they were in the word-processing business, not the typewriter business? Maybe they wouldn’t be what they are today – history. And look at what happened to Dell’s ill-fated foray into retail. When Michael Dell decided to move his mail-order computer business into the retail market, Dell lost $60 million in its first retail quarter. But instead of beating a dead horse, he went back to what he knew best. Dell had always been able to compete with retailers on price, but they felt that service was letting them down. So they provided a freecall technical support number and if they couldn’t solve the problem over the phone, they sent a propellerhead to your home. Dell turned to the Internet to boost its marketing and after-sales support.

WHO ARE YOU, ANYWAY? Ground Rule # 4: If you correctly identify yourself, you can hit the jackpot. When I was the vice-president of the Buffalo Braves professional basketball team, I had a revelation that changed the way I market sports teams forever. To set the scene, the Braves were an awesomely dreadful team. They had lost 55 games of the last 82. There was daily speculation that the team would be moved to another city. A paper had described the team as a disgrace and an embarrassment. One columnist was telling the

The results were breathtaking - sales suddenly grew to $10 million a day - $3.6 billion a year! That’s the difference between knowing your business and knowing you’re history. GET CAUGHT UP IN REVENUE Ground Rule # 5: Examine the feet before you operate on the brain. When business is struggling, you’ll commonly find the following things to be true of the sales staff:

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• • • •

Low morale. Inadequate training. Too few sales calls on new prospects. Not enough salespeople.

Low morale is easy to spot – you’ll find the salespeople complaining that they could sell better if they had a better product. And once the company is struggling, sales people make fewer sales calls, especially to new prospects. The solution is fourfold: • • • •

Inject enthusiasm into the sales staff. Improve training. Make more calls to new prospects. Increase the sales force.

That’s right – hire more sales people. Even if you don’t think you have the budget to pay their salaries. No one ever complains that their company is making too much money. Don’t get caught up in the cost of sales. Get caught up in revenue.

HIT ‘EM WHERE THEY AIN’T Ground Rule # 6: If you mimic the market leaders, you’ll just add to their dominance In the mid-90’s, Steve Case, CEO of America OnLine found himself in a difficult situation. His competitors were Sears, IBM and H&R Block. They were huge, powerful, established companies. They were the big boys. They were nuclear. So what did Case do? He pushed the button on a marketing onslaught of his own. He distributed 250 million AOL CD’s – one for every person in the United States. The CD’s allowed you to install AOL’s software and connect to AOL for a month for free. They were given away with computer magazines, free peanuts on American Airlines flights, frozen steaks from Omaha Steaks, NFL tickets and sent by direct mail. AOL’S annual revenue had been $40 million. Just a few years after Case’s CD blitzkrieg, monthly revenue was $298 million.

THE HORSE OF OPPORTUNITY Ground Rule # 7: When a rare big opportunity comes along and you can’t test it, fly without a net. When the Horse of Opportunity gallops by, you have to be ready to grab hold of it and hang on for the ride.

THE BIG BANG THEORY Sometimes what you need is a Big Bang – a catalytic event that imprints your brand on everyone’s mind. There are times when a once-in-a-lifetime event gives you a golden opportunity to create a Big Bang. A little company called Garden Burger did this when it


bought a single TV commercial. One commercial, one time, in one show. It cost them $1.5 million. Outrageous! The commercial aired during the final-ever episode of Seinfeld, which was expected to draw one of the largest audiences in TV history. Because Garden Burger was such a small company, their purchase of one of the most expensive TV commercials in history made news. They were featured in over 400 television, newspaper and radio stories around the country. The results were amazing. Monthly sales rose by 411%. A year later sales were up 103% to $33 million. Sales during the financial year increased by 91% and Garden Burger’s market share rose from 34% to 56%. The only problem with once in a lifetime opportunities is that there is no way to test them. You have to fly blind. But if the Bang is big enough, you’ll be blasted straight into orbit.

NEW AS A WAY OF LIFE Ground Rule # 8: Take an experiment and make it part of your life. Do it again. A friend of mine, Kunitake Ando, is the president and CEO of Sony USA. I once mentioned to him that I thought it must be frightening to have to constantly come up with new product ideas in an industry where a product may have a life cycle of just six months. His reply? “New is a way of life with us… if we don’t create new things all the time, we die in the marketplace.” This is a good mantra for marketers. Marketers should be inventing new ways to market their product every six months. When you start “New as a Way of Life” you will encounter resistance from many of your staff who are uncomfortable with change. But the benefits are enormous: 1. Increased revenue. 2. Getting rid of the same-old, same-old. 3. Increased staff enthusiasm. “NEW IS A WAY OF LIFE WITH US… IF WE DON’T CREATE NEW THINGS ALL THE TIME, WE DIE IN THE MARKETPLACE.” THE IDEA CHAMPION Ground Rule # 9: Champion the idea of Idea Champions The Idea Champion is a shepherd, sponsor and Chief Operating Officer of an idea. It is the Idea Champion’s responsibility – and duty and honour – to passionately breathe life into the idea. The most important part of being an Idea Champion isn’t brains, specialised knowledge or work ethic – it’s passion. Anyone can be an Idea Champion – from the dumbest, laziest employee on your staff, to your star performer and even your janitor.

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If someone – however unlikely a champion they may appear – shows some passion for a project, be delighted. It might just be the spark that ignites their enthusiasm. If your unlikely hero needs a little more help and monitoring than usual, that’s OK. It will be a valuable investment of time - as they become evangelists for New as a Way of Life. LEVELS OF CREAM Ground Rule # 10: Scoop it off the top and apply it to the bottom line. It’s an old saying that the cream always rises to the top. But the fact is, there are levels of cream. To take a simple example, you can buy a Mercedes for $35,000 or $200,000. Either will get you from A to B, quickly, safely and in style. But one costs six times as much as the other. The person who buys a $200,000 Mercedes is the top level of cream. Whenever I see a company that badly needs to boost revenue, I look for levels of cream. It usually doesn’t take long to find them. We just need to answer two questions: 1. Are the names of your customers available? 2. If we put together a special package, would some of your customers be willing to spend a lot more? Put together your special package and send out the exclusive offer to a test sample of your customers. The response will tell you if you are on the right track. DON’T THROW YOUR MONEY INTO A TORNADO Ground Rule #11: Build your identity while you’re getting paying customers I think advertising should achieve results you can feel. Don’t give me any of that image and identity hogwash. I want revenue I can see. Anything less is throwing money into a tornado and hoping for the best. I’ve got a simple formula when it comes to advertising. I call it The Ratio. It’s $4-to-$1. For every dollar I spend, I want to get four dollars back in revenue. I’ve never been a believer that it was worthwhile advertising purely to build image and identity. But then, maybe that’s because I’ve never had the advantage of a big enough advertising budget! The way I see it, there are two schools of advertising: 1. Build Identity 2. Buy Now Some people think its fine to build identity without asking customers to buy now. I’ve never had that luxury. To make advertising really work for you, you need to work on the following assumptions: 1. You can spend less When you run an ad based on the revenue it brings in,

rather than as part of a jigsaw puzzle, you will spend less on advertising. 2. You can build identity and buy now I’ve never found an exception to this rule. THE RUBBER CHICKEN METHOD Ground Rule # 12: Get them going down that slippery slide and you have a chance of selling them something. Once I was consulting for the Sacramento Kings who were losing season-ticket holders by the dozen. 40% of their season-ticket holders were not renewing their subscriptions. I arrived to find that they were all set to send a “drop-dead” letter to the non-renewing subscribers. I begged the team’s management not to send the letter and drafted a different letter instead. My letter was honest, it didn’t hedge. It set out our problems in straightforward language. It didn’t sound, like the “drop-dead” letter, as if it had been drafted by accountants and lawyers. Team management liked the letter but they could see one big problem: “No one ever reads our letters,” the manager said. “I can get them to open this one,” I said. To get subscribers to open the letter, I sent with each one a FedEx box containing a three foot long rubber chicken. The chicken was wearing a jersey that read “Don’t fowl out”. The FedEx box was really the clincher – that’s what got them to open the letter. But the rubber chicken got their attention. Did it work? Well it didn’t hurt. Some of our subscribers thought we had insulted them – but they renewed their season tickets anyway. Some subscribers who had already renewed rang to complain that they hadn’t received a rubber chicken. Of course, we immediately sent them their own personal rubber chicken. It cost us about $12 each to send a chicken. We got 1,000 extra renewals – about $2.5 million in revenue. TWO RULES TO FORGET Ground Rule # 13: Toss out the old measurements. What’s it gonna take to dominate? The new ground rules in advertising are Reach and Frequency. It’s pretty simple: Reach – is the number of people you reach. Frequency – is the number of times you reach them. My theory is that reach and frequency can work for you – if you have a huge advertising budget and can’t think of anything better to spend it on. In other words, if you have more money than sense, go for reach and frequency. Otherwise, you need to dominate.

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You should already know the kind of people who make up your target demographic. And if you don’t – find out straight away! Ask yourself what TV show and radio station would appeal most to your target market. Then ask yourself how you could dominate that TV show and that radio station.

PUT IT IN WRITING Your written proposal should be a five-to-ten page document, fully outlining the details in support of your proposal. It should be factual, unemotional and rock-solid. You can get emotional and hype it up in your oral presentation. The written proposal is the place for cold, hard facts.

WHY DOMINATION BEATS REACH & FREQUENCY Your written proposal should include: 1. What’s it going to take to convince somebody to buy? To convince people to buy, it takes running a commercial to the same people many times. Four or five times a month is not enough. You need to reach your audience twelve to fifteen times a month or more. 2. You’re in the top two of consumers’ minds. Consumers don’t think in terms of market share. They think in terms of what is socially acceptable to buy. When you dominate a TV program you can imprint your product on viewer’s minds as socially acceptable. You can make a fortune as the number one or two product in consumers’ minds. If you subscribe to reach and frequency you may, theoretically, reach more people. But unfortunately you would reach them less frequently. More people would know about your product, but would they buy it? 3. Viewers have friends too Once your advertising has convinced one person that your product is socially acceptable, that person will pass the message to their friends.

Always measure your results against The Ratio - $4-to-$1. But if you really dominate a TV show or radio station you will get results much more quickly. You will get results you can feel. DIFFERENTIATE UNTIL YOU SWEAT Ground Rule # 14: Even when you don’t want to, differentiate.

1. The Foreword In which you accurately and fairly describe the present situation or problem. 2. The Concept One or two paragraphs stating your idea for addressing the problem. 3. The Rationale The reasons the company should implement the idea, including a cash-flow analysis. 4. The Problems or Possible Objections An outline of the possible objections you are likely to get to your idea, where you fully address each potential problem. 5. The Executive Summary One or two paragraphs outlining the idea, calling for approval and giving a timetable.

WHAT HAVE YOU DONE TODAY Ground Rule # 15: If you have a tattoo, it should read: What have I done to make money for my company today? One day while I was working for the Portland Trail Blazers, I was driving home when I thought to myself “What did I do to make money for the Blazers today?” I came up with zip. That day I made a vow that no matter how my job and my responsibilities grew, I would always make at least one sales call a day. How hard could it be? And there were a number of good reasons for making that daily sales call: • It reinforced why I was there.

The typical outrageous idea dies because the idea person is not prepared to defend it. Instead of treating the new idea as an opportunity to engage the boss in a creative discussion, you need to go in armed to the teeth with a complete, workable proposal.

As we grew, I got immersed in the responsibilities of management. But the bottom line is that I was there to raise revenue. That was how I was going to be measured. Making a sales call a day refocused my attention on my primary responsibility.

This is not a test – you are going in to get this idea accepted. No matter how outrageous the idea, no matter how many objections your boss may come up with, you need to have all the answers the first time you raise the subject.

• It reinforced to the staff the importance of raising revenue. When staff members see the company president or marketing director hustling for new business, it doesn’t take long for them to figure out that revenue raising is the true corporate mission. • It kept me in touch with the market.


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You can read all the product research you want, but keeping a personal feel for the market is crucial. The best way to keep a feel for the market is by making sales calls. People will reveal things about your product that you couldn’t discover any other way. • It stimulated creative new ideas for revenueraising. When a prospect tears you to shreds, you can get angry or you can get creative. I have had some of my best ideas while driving away from a meeting where I was mauled by a sales prospect. • It generated sales. Prospects find it very impressive when a president or marketing director accompanies the salesperson. You’ll find that with some sales people you will make an unstoppable team. You may do some very important things. But nothing you do is as important as raising revenue. One sales call a day will remind you of that. EMPLOYEES TO KILL FOR Ground Rule # 16: You need to make your employees outrageous if you expect outrageously wonderful results. You’ll often hear people say that the shareholders are the most important people to the company. The customer is hastily added as next in importance. The employees don’t even rate a mention.

Shareholders will... • Like this new buying and the resulting surge in profits. • Like the way the employees figured out a better way to do things, making each product cost less to produce. • Love the higher profits that come from higher revenues and lower costs. • Enjoy watching stock values rise. • Marvel at dividends that are bigger than ever. • Smile, and laugh, and thank their lucky stars that they hold stock in this fine company. In most companies this is the order of importance: 1. Shareholders. 2. Customers. 3. Employees. To my mind this is all backwards. In any good Marketing Outrageously company you will find this ranking: 1. Employees. 2. Customers. 3. Shareholders. So what does it mean to place employees first – above customers and shareholders? This is how we did it at the New Jersey Nets: 1. Employee comic handbook. Employee handbooks had always been boring documents written by lawyers. We made our handbooks fun and friendly. We covered the essentials while making the handbooks easy and enjoyable to read. 2. Free Education.

WHAT CAN HAPPEN IF YOU PUT YOUR EMPLOYEES FIRST? If you… • Treat your employees fairly. • Inspire them. • Let them try outrageous things without fear of getting fired or humiliated in front of their peers. Your employees will…. • Work harder, because they want to. • Work smarter, because they are allowed to. • Think up outrageous ideas that bring amazingly lucrative results. • Care for their customers as they would a rich, dying relative. • Stay with the company – they’re having too much fun to leave. Customers will… • Love your company because it has such happy staff. • Buy more. • Tell their friends about this fantastic company, with the happy, friendly employees. • Bring in new customers who will buy even more.

Many companies offer to help by paying half or more of work-related tuition. We took it further. Employees could take a course in any subject whatsoever, and we would pay for it. Gardening? No problem. Golf? Absolutely. Sky diving? Go for it. 3. No miss policy. People with a great work ethic often have to miss out on some of the more important things in life. Things like their kid’s first school play, sports games, and birthdays. We had a policy that no one missed important family events because of work. 4. Forced vacations. We made taking vacations mandatory. While you were on vacation, you could not spend any time at the office. You couldn’t phone in. Not even once. We wanted our employees to be fully recharged and ready for the challenge of a new season. 5. Six-week paid sabbatical After three years of working with us, you could take a sixweek sabbatical. There were strings attached – you had to propose something a little interesting.

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For example, one of our young people worked for a pro basketball team in Spain. He had already studied Spanish under our free education program. Another employee wanted to sail from Los Angeles to Honolulu. All the proposals I heard were in some way educational – which is exactly what I wanted. 6. Help in negotiating your next job We knew that our competition would try to pick off some of our best people. And we understood that everyone has their own career and they have to do what is best for them.

Our philosophy was that we were in the entertainment business and the customer’s experience began the moment they received their tickets. • Expect tangible results from your advertising You can think image and identity, but you’d be crazy not to sell your product at the same time. Always remember The Ratio – how much revenue are you generating for each dollar you are putting in? • Toss out Reach and Frequency – Dominate!

We explained to our people that, because they were good, other teams would try to steal them away. We told them that even though we didn’t want to lose them, if they could take a giant step forward by joining another team we would do everything we could to help them.

As marketers we have been trained to reach the maximum number of people with just a modicum of frequency. Well a modicum of frequency never sold anything. Even if you contact fewer people, you can drum up a world of business if you reach your customers with alarming frequency.

We hated to lose people, but if we had to, at least we could help make sure that they would be getting a lot more money and responsibility in their new role.

• Believe that you and your marketing can be the best

OUTRAGEOUS MOSAIC Ground Rule # 17: Your mosaic should have colours of change, differentiation, outrageousness.

Bland marketing doesn’t need cheerleaders – outrageous marketing does. I’m here to cheer you on. So now you know what it takes to start Marketing Outrageously. Have fun, be outrageous and make a ton of money. But most importantly, start today.

Marketing Outrageously can be fun and exhilarating but sometimes it can be a little scary too. If you get stuck, help is out there. You can talk to your ad agency or a marketing consultant. You can check out my website where you will find outrageous marketing tips and you can join an Outrageous Marketing Forum. And reading books by Joe Sugarman, Roy Williams, Tom Peters, Al Ries and many others, will make you a better marketer. Here are the essentials of Marketing Outrageously: • Never use bland marketing If you have a lot more money than your competition, you probably think you can get away with bland marketing. You might be able to – for a while. But you’d better get down on your knees and pray that your competitors don’t use outrageous marketing. If they do, they will hurt you bad. Even if you’re fat with marketing dollars, Market Outrageously. • In every marketing project, think outrageous

Bringing Essential Knowledge to Busy People A 12 month subscription of 36 summaries costs AUD$259 To subscribe, contact Standford Management Institute at: Tel: 1300 88 14 16 or Fax: (02) 8904 9061 [email protected] PO BOX 184, Crows Nest, NSW 1585, Australia ACN 097185825

You’ll never see a paint-by-numbers picture hanging in an art gallery and you’ll never win the hearts of your customers with some formula-driven marketing plan. At the New Jersey Nets, we sent season tickets in a wooden cigar box branded with our logo. We included an “Owners’ Manual” full of useful information. A graphic artist individually designed the tickets to each of our games.


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© 2004 Standford Management Institute. Reproduction in any form without the express written consent of SMI is prohibited.

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