Visualizing Truth

“If an idea is true in all aspects, it then should be able to be blended with another true idea and not contradict nor waver.”

I don’t remember who told me this or what was the event that may have surrounded this subject only that I felt it was time to challenge this idea as well as ideas from various thinkers. I challenge was of three business ideas from four industry thinkers.

From Simon Sinek, I selected his idea of “Start with Why” where he states that great leaders focus first on “why they do what they do”, and not on what they do. Then I went back in history and selected Everett Roger’s graph of the “Diffusion of Innovation” which describes how innovation and ideas are acquired by the masses in various categories. Finally, I applied the “Progression of Economic Value” concept created and promoted by Joseph Pine and James Gilmore in their book “The Experience Economy: Work is Theater & Every Business a Stage”.

If these ideas were in fact founded on true principles and not presumption, I should be able to blend them into a cohesive compound idea that also will stand true. In principle, by apply these ideas, they should all mesh easily and compliment each other. So here is that blended visualization with 3 blended ideas on business.

As you can see, some very interesting concepts emerge as the three ideas are overlapped one other. The “Diffusion of Innovation” demonstrates how ideas shift from innovation to mass market goods. In the same line, Pine and Gilmore’s “Progression of Economic Value” (PEV) enforces this same thinking by illustration of the economic offerings in comparison to value and market acquisition. Also Pine and Gilmore’s principle of  PEV aid in identifying key business leaders as well as price focused providers.

The last idea is that of Simon Sinek’s “Start with Why” concept where he communicates the idea that great leaders focus on the WHY or as he elaborates, their Cause. By leading with a cause, they communicate why they do what they do and not what they do. Sinek determines this idea generates a strong belief by those who follow a cause. Simon offers examples, much like Pine and Gilmore, that James Ziemer of Harley Davidson, Howard Schultz of Starbucks, Steve Jobs of Apple, and Sir Richard Branson of Virgin Airlines all lead their companies with a cause and innovation and that the majority of the early consumers bought into the idea and not the product.

If these ideas are true and when combined never waver, than the overall truth here in this example could be “An experience and transformation is founded in belief in an idea and that idea can create stronger, greater business offerings and not those focusing on the cost of a product and competing on price.”

So where do you stand on this idea or ideas? Which ideas would you want to overlap to see how they relate?

I would enjoy the challenge so send me a message or tweet out a replay to @IdeaFreak.

It’s Showtime!

How do you present yourself, your offering and the delivery?

I have met many consultants or service individuals in the past years. They have presented themselves, usually, professionally, offered a good product and delivered in the expected method. Just like everyone else. I phrase it in this manner because of the absence of a memorable condition, experience or surprise. In most cases I have forgotten their names, the company they represent and even the service they were offering and was left with only a trinket of paper to mark the encounter.

Why?

Possibly the reason for this, besides having age on my side, is that there was no moment of theater during the interaction. The message or messenger was neither unique nor inviting. I was not drawn into to the mystique of the event of the offering. I was merely a potential cash flow to be sold a service, or at least that was the hopes of the seller. Just imagine what the deliverable would be like if it had a bit of more theatrics.

B. Joseph Pine II and James H. Gilmore ask the question, “If you had to charge admission for customers to see you, what would you do differently?” What indeed. This question haunted me for months after hearing them ask it at a think tank event. Charging admission to enter a business was so unconventional, unorthodox and very inspirational that it had me thinking about how to stage, storyboard client presentations, drive encore performances and most of all, how to create a story about my offering that would have people attend. As performing professionals, and yes I said performing professionals, we are hired to fulfill service agreements for our customers. What if we could deliver it in such a manner that it could generate higher business potential?

This type of thinking is not as unusual as I thought. I discovered many companies use the very idea of theater to deliver memorable experiences to deepen the brand loyalty, return rate and word-of-mouth promotion.  Apple stages its stores in this way. Their casts of geniuses are costumed with company apparel and each knows their role in this theater. Even the space is designed to create excitement. So much excitement, that customers are willing to schedule time in advance as well as people will visit just to be part of the culture that is Apple.

That’s all and good for Apple, but why should we create theater for our business? The answer is simple and powerful, people remember and share experiences with others and these brand evangelists also offer a higher rate of return business. In addition, if your theater event is stage correctly and uniquely, the price of admission could be higher than the competition due to the creation of an experience.

If you haven’t already read “The Experience Economy: Work is Theater and Every Business a Stage”, I suggest strongly you do so. It doesn’t matter which version, the original and the updated version delve deep into the methods and reasoning for creating an experience for the customer and drive high returns for your offering while your competition plows along in the traditional mode of doing business.

My words of advice for those businesses wish to stand out; create a big picture plan, develop and know your stage, perfect your acting skills and prepare to offer a dynamic and memorable performance that the critics (your customers) will sing for years across the digital and physical channels.

So as the curtain draws to a close and the virtual lights dim in this theater called the blog, I bow to your appreciation and attention in hopes that you will share my tale with others and return back for an encore performance and the next act.

Until your return, good night and good business.
Kevin Dulle, The thINKologist.