Posts Tagged ‘strategies’

My work has given me the opportunity to be at the helm of rapid innovation in the world of gaming. And one of the fastest growing segment is interactive gaming where the user gets to play the game and also create content like videos, virtual goods and even produce story lines. This is largely influenced by video gaming.

Here are three scenarios to help you make sense of what I am saying:

  1. Communities get involved in creating content: Guitar hero is a game which allow users to create their own songs and share it with their friends. Also, game content creation enables users to create their own virtual goods to share with their friends. This leads to a new digital economy when the users can share the profits from the sale of their virtual goods with the developers. Allowing both communities of users and developers to benefit from each other – a win-win situation.
  2. Games become advertising channels: The massive amount of users on some of these games make it attractive for Brands to be in front of them. But now it is not an irritating ad banner but your hero in the game has the ability to get his favorite “drink”, stop by their favorite “Gas station” or  even dress their avatars in their favorite brands. For brands this is an ideal product placement since traditional media is not effective for reaching the growing demographic of digital natives.
  3. Story lines get interactive: Game developers are now building games where a player can engage in the story development. He is required to upload a video, find a clue in another website or even visit a real location to get a “clue” to progress into a next level if they wish to continue playing.

For this behavior to continue it is critical to nurture the communities of gamers. So, the marketing departments in different gaming companies have to become competent in listening to these communities and engage with them by tweeting, blog posts and updates so that they retain the users who are HARD CORE gamers.

Photo Credit: Papermag

Quality #12: Middle Management and Quality Culture

by Tanmay Vora on November 24, 2009

Welcome to the final post in this 12-part series on QUALITY, titled #QUALITYtweet – 12 Ideas to Build a Quality Culture.

Here are the first eleven posts, in case you would like to go back and take a look:

  1. Quality #1: Quality is a long term differentiator
  2. Quality #2: Cure Precedes Prevention
  3. Quality #3: Great People + Good Processes = Great Quality
  4. Quality #4: Simplifying Processes
  5. Quality #5: Customers are your “Quality Partners”
  6. Quality #6: Knowing what needs improvement
  7. Quality #7: Productivity and Quality
  8. Quality #8: Best Practices are Contextual
  9. Quality #9: Quality of Relationship and Communication
  10. Quality #10: Inspection can be a waste if…
  11. Quality #11: Driving Change Through Leadership

#QUALITYtweet Middle management is the glue

joins long-term organizational goals with short-term

improvement actions.

Strategies for growth and improvement that take a shape in corporate boardrooms are implemented on the floor by people at all levels. Middle managers translate these larger goals and vision into actionable tasks that teams execute. Middle management of your organization plays a pivotal role in mobilizing people to execute tasks in line with larger goals and values.

Most “Quality Improvement” literature focuses on “commitment from the top”. That is the first step. I would also like to emphasize on “commitment from the middle management” because they are a very important link between the top and the bottom.

The primary focus of the top management should be on nurturing the middle layer of management, for they can make a huge difference in organization’s growth. They form the culture and set the tone and behavior for people who execute. A strong middle management means strong organization.

Typically, the role of middle managers in quality management is:

  • To ensure that all actions, tasks and behaviors are aligned to the broader vision and goals.
  • To build a strong customer oriented culture by setting right examples.
  • Not just to manage people, but truly lead them.
  • To have a strong business acumen to facilitate right decision-making
  • To be oriented to and driven by customer needs, hence building a customer-oriented culture.
  • To take accountability of culture-building and not always look at the top for directions.
  • To mobilize people to drive quality.
  • To involve people at all level in team in process improvement
  • To ensure right flow of information at all levels
  • To manage employee behaviors and focus on team effort to deliver quality

Top management should formally delegate responsibility of process improvement to a group or an individual. If quality improvement isn’t anybody’s job, it is not surprising that it doesn’t get done.

People look at their leaders as role models who are expected to be setting right examples. Middle management behavior and attitude ultimately ends up shaping the overall organization culture. If you want to get a pulse of an organization, just observe how middle managers communicate and the content of communication. With positive communication and motivation, employees can be truly engaged to the mission of the project and hence the organization. Quality of communication and leadership with internal customers (people) is as important as that with external customers.

Managers tell stories that people believe in and adopt. Challenge for people at the top is to ensure that middle managers tell right stories, which ultimately builds the right culture.

Keep your middle management focused, and rest of the culture building activity becomes much easier.

Branding – What’s your brand promise?

by Laura Lowell on October 2, 2009

brand promiseIn research conducted for my upcoming book ’42 Rules to build Your Brand and Your Business’ respondents clearly indicated that what affected their perception of a brand were visibility, authenticity and honesty of the brand.  Ok, great…what does this mean to someone trying to build a business and establish their brand? Or what does it mean to a company with an established brand trying to break into a new market with little brand recognition?  You may be surprised to hear me say (or type) that it means the same thing in both situations.

Ultimately, the key is to have a defined brand promise – what is it that your brand stands for?  Based on this you can then begin to prioritize your strategies and define your tactics accordingly.  I have seen, over and over again, where companies jump into the tactics with out understanding how they fit, or don’t fit, into the bigger picture.  For example, I once worked on a brand re-design project with a major high-tech computer manufacturer.  We had a well established brand and were trying to reposition it within the confines of the overall product portfolio.  Plus, we wanted to target a new demographic audience.  Off we went to the branding agency who created several different graphic treatments.  We reviewed them and made changes and came up with what we thought was a brilliant idea – very “off the wall”, especially for this company – but the new demographic “would be drawn to it” we explained to senior management who were having heart palpitations at the very thought of it.  Picture this…a gorilla sitting on top of a PC. Something was definitely “off”, and it turned out… it was us!

This project never saw the light of day…why?  We completely forgot the established brand promise we had been making, and continued to make, to the market.  This design had nothing to do with the real world – it was graphically outstanding and visually compelling, but who cares?  It didn’t relate at all to our brand promise.

So how do you start defining your brand promise? Here’s a list of questions to ask:

  • What does the company stands for? 
  • What is the single most important thing that the organization promises to deliver to its customers?
  • How do you want customers to feel about your organization after interacting with you?
  • What is it that the organization wants its brand to be known for?
  • What unique value to you deliver to customers?

Make sure you have agreement across the company – whether it is large or small.  People should be excited about this.  They should be able to rally around this promise and use it to make appropriate business decisions.  If not, then you still have some work to do.  But, I guarantee you, it’s well worth it.