MINI Mania Across the States

Monterey, California. It’s early morning. Hundreds of MINI’s line up. It’s not a new shipment of cars; in fact some of these MINI’s have driven from as far as Florida.

Why are all these MINI’s gathered? For one of the biggest events in motoring history: MINI Takes the States.

Starting in California and ending in Lakeville, Connecticut, this 4,000 miles road trip was the perfect way to celebrate everything MINI. Hundreds of MINI owners gathered for this historic trip and joined the rally across the states, an annual event inaugurated in 2006.

Great Cult brands create customer communities. MINI Takes The States was held to celebrate MINI’s vibrant community. “MINI owners always bring an unparalleled level of enthusiasm and energy to whatever they do, and I am excited to spend two weeks on the road with them. I encourage everyone, MINI owner or not, to keep an eye out for us in August and join in the fun for a day, a week, or even the full trip.” Jim McDowell, VP of MINI USA.

From the start of this historic journey MINI enthusiasts took every opportunity to have fun. MINI began the party with live music and a drive on Monterey Beach. With events such as MINI Music Festival in Tennessee, Tail gaiting parties, a carnival in New Jersey and a victory lap at the Lime rock racetrack, MINI showcased why they are masters at the golden rule of fun.

MINI is a lot more than a car—it’s a lifestyle. From a couple tying the knot to a husband paying tribute to his late wife, MINI owners became more than just friends, they became family. Over 3,000 registered participants from across the states traveled cross-country to celebrate the motoring lifestyle.

In each city MINI handed out rewards for several categories of enthusiasts. In Boston, Sandy Bouchieer won theI’m Not Afraid to be Noticed Award, for driving her ladybug spotted MINI all the way from Wyoming. The Tallest Person, Little MINI Award went to David Quesenberry who towered in at 6’5”. The Best Vanity Plate Award went to Shannon Polce, whose plate, MINIMZE, pretty much says it all.

MINI’s fun aspect goes way beyond the car. With events like MINI Takes The States and by constantly rewarding the community, it is easy to see why MINI and the people who drive them have a special relationship.

Interesting Links

MINI Takes the States Tour 2006 Video Highlights

A blog written for Motortrend by a MINI enthusiast who traveled and documented the 2006 tour

Most Dangerous Idea In Business

The cover story of the July issue of Wired, “The End of Theory” by Chris Anderson, forecasts a new age of science, the Petabyte Age—an age where data becomes more important than the frameworks we use to understand the data. The supposition is that with the massive amount of data that is becoming available, you will be able to run statistical correlations on the data that show relationships that exist and that the existence of these relationships will be enough to form the basis of decisions.

This model of the future is heavily influenced by the approach to searching the Web: it doesn’t matter why a page is the most relevant, from the perspective of a search; the fact that it is the most relevant is all that matters.

This is a dangerous path.

Every time I talk to clients about statistics I bring up a study published in 2006 by business professors Michael Waldman, Sean Nicholson, and Nodir Adilov. The study statistically correlated autism and watching cable television. The watching of cable television was inferred to occur at the highest rates in areas where cable subscriptions and bad weather were highest—if the weather is bad children were believed to be more likely to stay inside and, therefore, watch more cable television.

Statistically, there’s nothing wrong with the study, but is it an actuality? It’s impossible to tell. First, the correlation between weather and cable subscriptions, and increased cable viewing must be correct. And second, it assumes that the direct correlation between watching television and autism, rather than something like increased autism testing in areas where cable television subscriptions are highest, is correct. It’s a study that opens questions, rather than solving one.

More data, even Petabytes of data, aren’t going to solve the main problem with statistics: correlations can exist without true causality. The only thing that more data does is provide greater certainty that the correlation exists. But, more data also has a big problem: it increases background noise. In other words, it can mask relationships that are there and show ones that don’t exist.

With advanced analytical methods the odds that relationships will be masked is small, given that the software will likely analyze every possible combination. But, it may create relationships that don’t exist. When a data analysis comes up with multiple results, using the data alone, how can you know which is correct? Is it the one with the highest statistical correlation? Does the difference between a possible error of 0.001% and 0.002% make the data with the 0.001% chance of error somehow more true?

This is the main problem with search engines and why the problem of search, as Google even recognizes, is nowhere near being solved. Search engines assume that the highest correlation is the same correlation you’re looking for. In other words, because most people searching for “Robert” want “Robert Scoble” to be the result, then so do you. Correlation, rather than reality, becomes king.

In a 2004 talk for the TED conference, Malcolm Gladwell spoke about his friend Howard Moskowitz, an experimental psychologist and president of Moskowitz Jacobs, Inc., a consumer insights research firm. Moskowitz did research for Prego to discover the best type of tomato sauce. His research was influenced heavily by a study he conducted years before for Diet Pepsi: how much aspartame should be added to the mix to create the ideal Diet Pepsi. The Diet Pepsi experiment was inconclusive; the data was all over the place. Years later Moskowitz made sense of the data. There isn’t an ideal Pepsi; there are only ideal Pepsis. In other words, there should be multiple categories. It’s this thinking that he took to Prego and resulted in the creation of the much beloved category of chunky tomato sauce.

What would happen if this data were analyzed using the philosophy of the Petabyte age? Either the data would be inconclusive or the highest correlation would be revealed to be the ideal mix. In the first case the data would be useless, in the second case the data would be wrong; multiple categories for multiple taste preferences is the ideal solution. Only by understanding what the data means does it become useful; on its own the number crunching tells us nothing.

You’re probably wondering what this has to do with business. The majority of marketing research has been and is still being conducted according to statistical patterns, and, dangerously using these statistics to make future decisions.

For example, imagine a hypothetical, underperforming lawnmower manufacturer is trying to decide what percentages of red and green lawnmowers they should ship to Lowe’s. They analyze last year’s data and see that nine green lawnmowers sold for every red one. The company changes it’s production to make 90% of their lawnmowers for Lowe’s green and 10% red. When it came time to look at sales, hardly any of their lawnmowers sold.

Repeated statistical analyses show no cause for the increase in sales of red lawnmowers. The company hires a consumer insight firm to discover what went wrong. The firm looks at the Lowe’s stores and the purchasing decisions of Lowe’s customers. Looking at the stores, the firm finds that the previous year Lowe’s displayed green lawnmowers at the front of the store. But, this year there wasn’t a display at the front of the store. When asking the customers what color they wanted their lawnmower to be most customers answered red. But when the insight firm showed customers different colors and asked them to select their favorite lawnmower color from the group, 80% said orange—a color no lawnmower company was making. The next year the company released a slew of orange lawnmowers and outsold all other lawnmower makers in the Lowe’s stores.

Analyzing the manufacturer’s data would never have revealed anything. Sense was created from nonsense by coming up with questions to ask and looking for the answers from both the retail stores and the customers.

Just because a lot of data is out there doesn’t mean anyone has ever collected the relevant data. This is exactly what Howard Moskowitz discovered with tomato sauce: no focus group from Ragu or Prego ever came up with the idea of chunky tomato sauce as a type of sauce they would like until they were given the option. And no amount of data would reveal the observation that green lawnmowers were displayed at the front of the store the year before.

Only by understanding the customers can we give them what they want. On their own they don’t know. This has been a guiding force for Steve Jobs at Apple: “You can’t just ask customers what they want and then try to give that to them. By the time you get it built, they’ll want something new … If we’d given customers what they said they wanted, we’d have built a computer they have been happy with a year after we spoke to them—not something they want now.”

Observation and questioning gives us insight into what customers want. Statistical analysis only shows what they’re doing and is best used as a check and balance system to make sure the observations you made and the questions you asked were the right ones. Don’t let anyone try to fool you into believing it’s the other way around.

Making the Case: MINI

If you stop and talk to MINI owners about their car, you’ll see their eyes light up with child-like abandon. They’ll tell you driving a MINI is like driving a go-kart on a raceway course. The pick up is quick, the mileage is great, and the turns are seamless. They’ll even tell you that a MINI can do everything a sports car can do, without breaking the bank. They’ll animate, gesticulate, stimulate, and motivate. After a few minutes, you’ll want to motor to the closest MINI dealership and experience the phenomenon yourself. Their enthusiasm is truly infectious.

Like the Volkswagen beetle, MINI embraces the Golden Rule of Courage and stands out as something different. In the heyday of the gas-guzzling SUVs, the roads were congested with Escalades, Navigators, and the almighty Hummer. With bigger is better sensibility, drivers could preen their feathers and strut their egos by way of their vehicles. Yet when all of the cars were getting bigger, MINI prided itself on getting smaller, much smaller. When MINI wiggled its way onto the scene, it became the little engine that could.

MINI owners will tell you that although you might be the little guy on the road, out there fending for yourself, don’t be fooled. It’s usually the smallest member on the sports team with the most speed and agility. MINI has garnered respect because it can play on the same field as the big guns, sometimes leaving them behind in a cloud of smoke (but not too much smoke because MINI is gentle on the environment). Ultimately, it’s more fun rooting for the underdog.

Not the underdog for long …

MINI USA Sales have jumped 33% in new car sales in the first six months of 2008, compared to one year ago. This is no easy feat, since the car industry is facing its worst sales year in over a decade. With escalading gas prices, consumers are looking for wiser choices, and you certainly can’t beat MINI’s fuel efficiency at 37 miles to the gallon.

But it’s more than fuel efficiency that makes it a smart car. These are just a few reasons why MINI has the qualities of a powerful Cult Brand. Like other Cult Brands that follow the Golden Rule of Freedom, MINI celebrates each individual driver and encourages him or her to “you-ify your MINI.” MINI explains, “Everybody wants their car to say something different about them. Fortunately, the MINI can say anything.”

The roof is viewed as a blank canvas, waiting to be personalized and customized. If you’re feeling a little nationalistic, you can choose a flag, any flag, to proudly display. If you’re a child of the hippie era, flower power becomes your personal icon. If you’re a caffeine addict, you can slap a huge cup of Joe on your roof. There are hundreds of designs to choose from in the Roof Studio. Can’t find one you like? Go ahead and design it yourself.

MINI owners will also happily share their “MINI Moments” like the time when they pulled into a crowded parking lot, and squeezed into a corner spot that no regular-sized car could occupy. When your friends make the dare, you confidently turn your MINI around, drive in reverse, and effortlessly slide in. Fits like a glove.

Drivers will also boast about the ability to turn around on a narrow street in one shot. So forget about the three-point turn, MINIs can drive circles around and around their competition.

Like other Cult Brands, MINI loves surprising their customers at every turn. As a MINI owner, you might receive a cryptic package in the mail, complete with a purple filter sheet, a letter descrambler, a password key, and a note saying, “look forward to our hidden messages.” The following week, you’re reading the New Yorker magazine and you spot a MINI advertisement calling for a special code. Like a good detective, you grab your secret kit to decipher the covert message. But it really doesn’t matter what it says. What matters is that you’re like the lucky kid in the neighborhood holding the prized decoder ring from your winning box of Cracker Jacks.

This child-like, adventurous spirit prevails in the world of MINI. Remember how you could explore the world without constraints as a child? You couldn’t care less about what other people thought because you were too enthralled with each new and exciting discovery. MINI understands the nostalgia adults have for their younger years.

With a scrapbook of playful moments and creative collectibles, MINI defines the Golden Rule of Fun and sells lifestyles defined by freedom, good cheer, and camaraderie. As a Brand Lover or enthusiast, you might take part in MINI Takes the States Tour, traveling across country with a caravan of MINIs, stopping in different cities, attending special events, and mingling with other members of the MINI Family. However, staying true to the Golden Rule of Openness, the event organizers proclaim, “Everyone is invited, even if you don’t own a MINI.

For MINI owners, driving is not just a functional activity that makes going to work and running errands possible. It’s all about the experience. In their Book of Motoring, MINI explains, “The difference is in the mind of the operator. Just because you drive, doesn’t mean you motor. When you drive, you go from A to B. When you motor, you go from A to Z. It’s all about living. Nobody can tell you when you’re motoring. You just know.” Ultimately, for MINI drivers, “Mileage equals experience.”

Most of all, MINI proudly fosters a solid network of customer communities—the MINI Family, as it’s called—connected throughout the world. MINI explains, “Dating back to its birth in the UK, there’s a long-standing tradition of MINI owners acknowledging each other when they pass on the streets … So when you pass another MINI, don’t be shy. Give them a wave. It could be as subtle as raising an index finger off the steering wheel or as enthusiastic as two hands out the sunroof (although it would probably be best if these were passenger hands).” You’ll also hear MINI drivers acknowledging one another by flicking their headlights, and even giving high-fives out the window while passing each other by.

As you’re driving along the road, you might also make a kid smile. He’ll start waving with one hand, while punching his little sister with the other. Today’s new punch buggy perhaps?

That sounds about right.

Surprisafy Them!

Last night I gazed into my psychic crystal ball and discovered a popular trend: creating new names, words, and phrases to describe things that we already have words to describe. It’s as if the old words have lost their meaning and we need to give them a hip-hoperation to imbue them with a new sense of relevancy.

But do we really need to create new words?
Or, do we just need to reacquaint ourselves with things we already know? I’m going with the latter.

But, wait! Before you freak out and say we really do need to give marketing terminology some Shakespearization, let me just say, “Don’t have a Purple Cow man!” No seriously, don’t.

After all, what is a Purple Cow? A way to surprise our customers, stop them in their tracks, and make them notice. We all loved surprises as children, but as adults, we’ve become desensitized—few things make us jump up and shout, “Hip hip horray!”

Before I get too excited and start running through the streets shouting, “Eureka!” and rush off writing a book called Unwrapping The Present, double entendre included, let us step back and look at our old friend: surprise.

You enter an auditorium and take your seat. You listen to a discussion with a popular author about his latest book. You feel it relates to you. You can see how his advice can improve your life. You gain a positive outlook. Suddenly, you’re told to reach under the seat. You pull out a pair of keys and are told they’re to your new car. But you’re not the only one—everyone else in the audience has keys. Everyone’s getting a new car. You’ve just been the recipient of a surprise gift from Oprah Winfrey.

Oprah truly understands surprise: it’s not just about doing something shocking and unexpected; it’s about doing some shocking and unexpected that is intricately related to the business. It’s the same formula that makes great movies with twist endings work—right until the end of The Usual Suspects you don’t suspect that Roger Kint is Keyser Söze, but when he switches his walk and you realize how he fabricated the story, it all makes sense in the context of everything that came before it.

From the focus of the shows to the Oprah Book Club to the Angel Network, the foundation of Oprah’s business is helping people better their lives and giving to others. By making a huge act of giving unexpected, Oprah takes full advantage of the power of surprise.

So before you read the next cleverly-titled New York Times bestselling marketing book that has already toppled over the tipping point, think about what you already know, how it can be applied to your business, and how you can give it new life and make your customers smile.

Let’s Give ‘em Something to Talk About

Amazing customer experiences will start conversations

ORLANDO, Fla. – Last summer, in an article titled, “I Sold it Through the Grapevine,” Business Week reported that marketing powerhouse companies like Procter & Gable were using legions of moms to help promote their products. In behind-the-scenes word-of-mouth campaigns, these moms share products and coupons with co-workers and friends based on talking points suggested to them by the company, helping the company introduce new products and extol the virtues of current products.

BJ Bueno, marketing expert and a partner at Nonbox Consulting, believes hiring “pretend fans” often backfires. His newest release, Why We Talk: The Truth Behind Word-of-Mouth (Creative Crayon Publishers, February 2007, ISBN: 0971481539, $24.95) explores word-of-mouth marketing and how to generate, not manipulate, customer conversation. Bueno introduces seven principles to create amazing customer experiences and generate authentic product gossip, steering marketers away from buzz agents and freebies, as well as other techniques that do not build lasting brands.

As word-of-mouth becomes a more accepted and popular marketing practice, most marketers have focused on WHAT people talk about but have failed to address WHY people talk. Based on extensive research into psychology, marketing, and consumer behavior, Why We Talk explores what motivates consumers to spread the word about a company and its products. Bueno advocates learning how to serve your customer better, instead of investing time and energy trying to manipulate and influence customers to talk.

There is no magic formula to get people to start jumping around and telling the world about a new product or service,” says Bueno. “If you give someone something to talk about, they will. Create experiences for your customers through your products and services that give them something to talk about.”

Bueno is the co-author of the popular marketing book, The Power of Cult Branding, which received rave reviews from leading marketing mavens like Al Reis, Jay Conrad Levinson, and Jeffrey Fox. Bueno is also a partner in Nonbox Consulting, a consumer insight think tank located in Orlando, Fla., which provides consulting services for companies interested in discovering the secrets to creating beloved brands. He is a member of the Retail Advertising & Marketing Association (RAMA) and is on the board of the Chief Marketing Officers (CMO) for top international retailers. He has advised companies like Kohl’s Department Store, LA Lakers, Thomas Nelson Publisher, Scheels, and the Magic of David Copperfield. Bueno currently lives in Orlando, Fla.

For more information about Why We Talk: The Truth Behind Word-of-Mouth, please visit cultbranding.com/blog.


Making the Case: Netflix

The weekend is finally here. After weeks of hearing co-workers talk about the latest blockbuster hit, you can finally head to your favorite movie rental store and grab the movie you just missed in theatres. You get excited as you enter the store and run to the new releases assured you will get one of the guaranteed copies. As your eyes finally focus on the movie you were looking for, you find yourself in a race with the customer next to you for the last copy.

This scenario used to happen way too often. You were forced to rent something you didn’t want, leading to a potentially unenjoyable movie night. Thanks to DVD-by-mail provider Netflix, those days are over.

Now, you peer into your mailbox with delight and glee on the sight of that distinction red envelope: your new Netflix movie has arrived!

With their number one goal of delivering movies to their customer’s home within 1 business day and no late fee’s, Netflix has become the primary choice for 8.4 million movie lovers across the United States. How has Netflix beaten its competition, including the former giant Blockbuster Videos and even behemoth Wal-Mart? They focused on making their service easy to use and always serving their customers better than anyone else. Netflix’s promise to always have a movie waiting at home has made them a dependable source that customers can trust.

Netflix provides customers with continuous gratification. Starting at just $4.99 a month, the service allows anyone who has an address and likes watching films to sign up. Netflix caters to the entire spectrum of moviegoers, offering nine different subscription plans to choose from. Casual movie watchers can sign up for the two-movies-per-month plan, while fanatical film buffs can choose unlimited rentals with eight movies out at one time. Plus, users can change their plan at any time with a single click.

Netflix makes it easy to navigate and search through 100,000’s of movie titles online. The personalized “Queue” allows users to quickly and easily manage their upcoming film selections. Their sophisticated rating and searching tool helps users search movies by genre, director, blockbuster hits, and of course, academy award winners. Like a specialized movie store, Netflix strives to make it easy for their customers not only to find what they are looking for, but also allows them to explore and experience new movies. With over thousands of obscure and popular movies available at Netflix, there’s always a new film to enjoy. Plus, since subscribers pay a monthly fee for unlimited films, you never have to feel guilty for renting a movie and not liking it.

Understanding that sometimes five days is not enough to watch a movie, Netflix never penalizes their customers with late fees. Unlike Blockbluster Video and other traditional movie rentals, Netflix customers can keep movies for months without any worries thanks to their monthly subscription model. When the customer is ready to return the movie they simply drop it in the mailbox; the postage is already included. Within two days a new movie from their queue arrives, keeping the customer constantly gratified. With more than 100 fulfillment centers across the United States, Netflix has made a commitment to get movies to their customers quickly.

With trips to brick and mortar rental houses frequently ending with bad movie night, a more frustrating scenario is leaving empty-handed. By allowing users to rate any movie on a 5-point scale, Netflix has created a unique customer database that is constantly being improved. By comparing users profiles, Netflix searches for similar trends and provides personalized recommendations of movies their other customers might enjoy.

If 100,000 titles to choose from aren’t enough, customers currently have over 12,000 movies titles they can instantly play from any computer. Netflix also allows customers to have access to streaming movies on their TV through the Netflix ready device and soon on the Xbox360 (coming in fall 08).

Through web ads and TV commercials Netflix constantly communicates how easy and reliable their services are to use. By keeping their promise they have become a commodity for movie lovers, some even claim to have Netflix marathons and watch 27 movies in one month. Netflix fans have formed an online social network for movie lovers where members can discuss the Netflix website, movies, and can create personalized pages. Netflix raving fans have even made their own Netflix commercial.

Netflix continues to succeed because they have one thing in mind, keeping their customers happy. By providing an easy way to navigate through movies, fast delivery, and zero late fee’s, it is no wonder so many people are falling in love with Netflix.

Calling All Business Leaders: Sell In, Not Out

Know Thyself

The first cardinal rule of becoming a therapist is Know Thyself.

Therapists-in-training will spend countless hours in the classroom learning fundamental theories of the mind and will spend years under supervised practice learning how to master the art of therapy.

Yet entering in one’s own personal therapy is not even highly encouraged in most graduate school programs.

When sitting with a client for the first time, novice therapists quickly learn the experiential realities of being ”stuck,” and how easy it is for one’s personal issues to muddy the therapeutic waters.

When therapists ask their clients to do the difficult task of going inward and facing the shadows that lurk in their psyches, the question first asked is whether they are willing to embark on this journey themselves?

The question can be applied to many different scenarios:

  • Would you become a violin teacher if you first didn’t master the art of violin playing?
  • Can you tell others what it’s like to climb Mount Everest when you’ve never done so yourself?
  • Can you teach others to practice compassion if you have difficulty practicing it yourself?

You simply can’t. You need to go through the hard work of mastering (or working towards mastery of) a craft before you teach it to the world. You need to wholeheartedly believe in your approach before you attempt to sell it to the masses.

In business, companies pride themselves on selling products that embody higher values like freedom and happiness, yet they turn a blind eye to the values they’re promoting, or rather not promoting, within their own organizations.

Sell In, Not Out

Through selling in, businesses embrace a global vision the entire company can be passionate about. Values pervade every aspect of the business, not only those that reach the consumer, but those that are felt at the deepest levels of the organization.

If brands cannot rally their own troops, how could they be able to rally their customers in support of their products?

When companies pride themselves on taking care of their customers at all costs, but treat their employees worse than their estranged brother-in-law, the misalignment quickly erodes confidence within the organization.

What differentiates Cult Brands and allows them to stand apart from the masses is their holistic approach to business.

Heather McIlhany, online marketing manager for DVD-by-mail shop Netflix, explained, “There’s an inverse relationship between how often a company talks about its values and how much those values are actually reflected in the workplace.”

Netflix understands that a great company earns the respect of its customers and its employees by promising certain values—like commitment, loyalty, and freedom—that they work hard to uphold. An operation without this synergistic balance loses its footing and ultimately, its sense of trust.

Like Netflix, Wal-Mart is another business that wholeheartedly practices what it preaches. The late CEO Sam Walton, built his empire on the “Always Low Prices” philosophy, a vision not only intended for the consumer.

Even when Wal-Mart made Walton a very wealthy man, he insisted on driving his beat-up old pickup truck instead of upgrading to a luxury vehicle, and sharing budget hotel rooms while on business instead of checking into a private suite at the Four Seasons.

His no-frills, frugal lifestyle continues to influence Wal-Mart’s culture. Years after Walton’s death, you’ll still spot top executives flying coach and checking into economy hotels together.

Herbert Kelleher, beloved founder and former chairman of Southwest Airlines, is perhaps the ultimate champion of selling in.

Unlike the bureaucratic mindsets of some CEOs, Kelleher purposely chose to inhabit a windowless interior office at Southwest’s corporate headquarters. He explains, “I’m trying to set a good example that it doesn’t matter where your office is, it’s where your mind is that should be important.”

In Kelleher’s view, physical space is meaningless. “It’s the space between your ears that should be the important thing.”

It’s the Southwest attitude that trickles down from the company’s leaders, in a cascading effect that inspires the employees, and ultimately the customers.

Kelleher remarked, “You have to treat your employees like customers. When you treat them right, then they will treat your outside customers right. That has been a powerful competitive weapon for us.”

In fact, the perfect pitch for ‘Selling In’ can be found in Southwest’s Mission Statement for their employees: “Above all, employees will be provided the same concern, respect, and caring attitude within the organization that they are expected to share externally with every Southwest customer.”

How consistent are the values in your organization? Do you talk a good talk about promoting higher values with your consumers, but won’t walk the walk with your employees? Take an honest look within and ask yourself: Am I selling in, or out?

What Has To Die?

Almost every company is doing something they shouldn’t be. Nothing akin to the deceptive practices of Enron, but something that in someway hurts or dilutes the value of the brand.

When Steve Jobs returned to Apple he encountered more products than Shiva could juggle. In Inside Steve’s Brain, Leander Kahney reports that during a 1998 World Wide Developers Conference, Jobs commented, “I started to ask people, now why would I recommend a 3400 over a 4400? When should somebody jump up to a 6500, but not a 7300? And after three weeks, I couldn’t figure this out. If I couldn’t figure this out…how could our customers figure this out?”

Frustrated, Jobs simplified their line into four products on a grid: consumer/professional and portable/desktop. It was so simple anyone could understand it. Not only did it lower the barrier to entry into the Apple family, it reinforced Jobs’ vision of simplicity, which is at the heart of the Apple brand.

Your impediment may be some product that doesn’t fit your brand, some advertisement that doesn’t speak to the heart of your customers, or customer service that doesn’t reflect your brand’s values. It’s anything that mars your brand’s ultimate vision and hinders you from clearly telling your story to the world. Simply, it dilutes your brand’s power.

As the theatre director and Pulitzer-prize-winning writer David Mamet would say: if a chair onstage doesn’t contribute to the story, (pause) get rid of the fucking chair.

Figuring out which chair doesn’t belong on your stage begins with defining your brand’s ultimate vision. And, your ultimate vision must take into account what your best customers—your Brand Lovers—love about your brand.

Once you’ve defined your ultimate vision, ask yourself, “What has to die for us to get there?”

Humor in the Workplace

Ah, laughter, the timeless elixir for the soul.

Passengers, taking a Southwest Airlines flight for the first time, are graciously taken aback by the flight crew’s lighthearted sense of humor. Compared to other commercial airlines whose stewards and stewardesses are dressed to the nines, with perfectly coiffed hair and plastic attitudes to match, Southwest stripped their crew of these pretensions and brought them back down to earth.

The flight crew traded in their business skirts, high heels, and pantyhose for khaki pants, polo shirts, and sneakers. At Southwest, comfort prevails over fashion. Along with this radical wardrobe change came a laid-back attitude, a great sense of humor, and a genuine smile that radiates, “Hey, I really love my job!” The fun-loving spirit that wafts through Southwests’ cabins is truly infectious. Bleary-eyed passengers who have come to equate air travel with their worst living nightmare have to fight hard not to smile when disembarking from a Southwest flight.

Immediately after take off, the pilot’s voice is heard through the overhead speaker: “Bear with me folks, this is my first time.” Chuckles are heard throughout the cabin. In reviewing the safety procedures, a flight attendant instructs, “In the event of a sudden loss of cabin pressure, oxygen masks will descend from the ceiling. Stop screaming, grab the mask, and pull it over your face. If you have a small child traveling with you, secure your mask before assisting with theirs. If you are traveling with two small children, decide now which one you love more.”

The laughter continues. When the plane has landed, a flight attendant warns, “Please use caution when opening the overhead compartments, as shift happens.”

A Healthy, Happy Workplace

It’s well known that a healthy workplace boosts morale, lowers turnover, decreases abseentism, and increases productivity. When workplaces are plagued by negative energy, backstabbing antics, and gossipmongers, people turn into the lost school children of Lord of the Flies, forced to fend for themselves in a cruel, competitive, and unforgiving world.

Southwest knows that humor is not incompatible with competition, however. After all, the airline has remained consistently profitable even in a post 9/11 era. Yet they intuitively understand the power of humor and its ability to ease stressful situations, build rapport and cohesiveness, and soften the most hardened lines of communication.

Who did they inherit the funny genes from? Who else, but the zany, jolly good fellow by the name of Herb Kelleher? As founder and former chairman of Southwest, Kelleher’s off-the-wall antics successfully established the mood for the company’s quirky culture. In one famously outrageous incident, in 1992, Kelleher and Kurt Herwald, chairman of Stevens Aviation went head-to head in an arm-wrestling competition over the rights to a slogan. Stevens Aviation was using their “Plane Smart” catchphrase for a year before Southwest inadvertently infringed on their rights with its “Just Plane Smart” campaign. The dual, scheduled for high noon, would proclaim one winner. Kelleher lost the match, but in a spirit of good will, Herwald granted Southwest permission for continued use of the tagline.

Kelleher gets the true power of humor. He knows it can disarm his competitors, dissolve hurt feelings, and mollify potentially litigious situation. He also knows that humor can ease customer frustrations and create positive associations that last.

To turn the farcical factor up a notch, for Halloween, you’ll even see Kelleher dressed as Dr. McDreamy of Gray’s Anatomy fame, and chief executive Gary Kelly dressed up as Edna Turnblad, the hefty housewife from the musical “Hairspray.”

Robert Half International, an executive recruitment firm, surveyed 492 professionals and found that 97% felt it is important for managers to have a sense of humor. Max Messmer, chief executive of Robert Half explained, “Managers who can laugh at themselves or difficult situations are often seen as more approachable and in touch with the challenges their teams face.”

It’s no doubt that Kelleher and Kelly are in touch with their people, and it’s this particular attitude that Southwest looks for in potential hires.

Ginger Hardage, Southwest’s Senior Vice President of Corporate Communications, explained, “What we try to show in our public relations and our advertising is the Southwest attitude. When we hire people, we look for that particular attitude.” A candidate on a job interview might be asked a question about the last time he or she used humor to pacify a tense situation. Hardage also recalls a time when a group of pilots showed up wearing traditional suits, but were told that only candidates wearing gym shorts would be interviewed that day. Sounds like a joke? To Southwest, humor is serious business. The pilots who changed into gym shorts got hired; the others went home. Hardage stated, “If people tend to be serious, stuffy and can’t laugh at themselves, then they probably won’t work out at Southwest.”

Punch Line the Bottom Line

Chris Robert, assistant professor of management at the University of Missouri-Columbia’s Robert J. Trulaske Sr. College of Business, studied the effects of humor in the workplace. With humor and positive emotions going hand-in-hand, there was also a strong correlation between positive emotions and workplace performance. Robert explains, “That’s where employee retention comes into it. If you have positive emotions about your job, you’re less likely to quit. And maybe part of that is because of the fun you’re having in the break room. You might get a better job offer, but it will take more to draw you away when you like where you work and you like the people you work with.”

Yet humor does more than create a happy workplace that increases productivity. Robert found that the use of humor is associated with two highly prized values: intelligence and creativity. He explains that humor traces its impact to incongruity. A joke is funny because two seemingly disparate things are connected in a way that makes them compatible. It parallels the process of creativity where ideas converge in a unique manner. With creativity flowing through the pipelines, innovation flourishes and businesses take on new heights.

When humor infuses the workplace, it becomes a breeding ground for happiness, productivity, creativity, and innovation. When employees are feeling positive, the customers catch onto the spirit and get the best ride of their lives.

In the words of Kelleher, the chief jester himself, “Humor rubs off on people. We don’t hire people to be funny, but we want them to keep their individuality, which makes them feel better about work and, in turn, makes them happier and more productive.”

So loosen up and let the laughter begin.

Apple, Making Friends From Foes

When the iPhone first released on June 29, 2007 there were lines of people in Mac stores across America waiting to be the first to pay $599—to touch its magical screen and make a phone call to a friend and scream “I got an iPhone!”

And there was another kind of person in those lines. This person could not wait to grab an iPhone, run home, and void their warranty immediately. Hundreds of developers, hackers, and power users were first in line to get their hands on an iPhone and start unlocking its full potential.

Since the first release of the iPhone people have been “jail breaking” and “unlocking” their iPhones by the hundreds of thousands. An iPhone that is “Jailbroken” can allow third party programs to be installed, such as games, karaokie machines, tip calculators, programming tools, and even a pretty stunning simulation of a guitar that could be played on the iPhone.

Other unique features of “unlocking” the iPhone include the ability to change settings in the phone, such as background images, sounds, and even the available service carrier.

In 2007 At a London Apple retail store where Jobs announced the iPhone’s Nov. 9 U.K. debut, He responded to a question about whether Apple would put a stop to the unlocking hacks that have mushroomed recently. “It’s a cat-and-mouse game,” said Jobs. “We try to stay ahead. People will try to break in, and it’s our job to stop them breaking in.”

When Apple first learned of the hack they released an update that would render “unlocked” iPhones useless, turning them into very expensive paperweights.

The hacking community did not stay still; within a day they had already found a way around the new update and hacked iPhones were working again. With every update that Apple has released, the community has found a way to continue to get the perks from Apple’s update while having their phones unlocked.

So what is Apple to do in a situation like this? Here is G4tv showing us one solution.

What Apple has done to help solve this problem is genius. The company decided to apply the Cult Branding golden rule of freedom and embraced their enemy.

Apple announced that they were releasing their SDK (Software Development Kit) to the public for free. But they went a step further too: Developers will receive 70% of the sale from their applications for the iPhone sold through the iTunes stores. Seventy percent represented an unprecedented earnings share and demonstrated a clear alliance with the hacker and development community. By being so generous with the developers Apple is extending their hand to all, they are helping to ensure the iPhone spot as the best handheld computer in the world.

With the release of the 3G iPhone, Apple is allowing the phone to be used in over 70 different countries, and eventually in the U.S with a different carrier other than AT&T. With over 1 million 3G iPhones sold on opening weekend and 70% of all sales, developers are starting to forget their hacking days and welcoming Apple as a new ally.

Of course there will always be the hardcore users who will never conform, but Apple’s strategy has helped them gain the trust and assistance of genius developers around the world. With this new addition to the iPhone developing team, the possibilities for the iPhone and its community are endless.

Apple has turned an enemy into a friend with a generous offer that seems too good to be true by industry standards. Apple is embracing the community that loves their product and all it has to offer. Instead of engaging in an endless battle with developers, Apple has opened the door to them.

There may be times when you might feel consumers are sabotaging your brand. You cringe at the thought of someone tainting your beautiful creation. Fear not. Make a friend out of a foe. Transform a saboteur into a brand evangelist.

Keep an open mind. Be ready to embrace change. Allow your best customers to co-create the future of your brand with you.