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A ravolution in Creative business strategy - Schemetter B.

Schemetter B. A ravolution in Creative business strategy - Wiley & sons , 2003. - 257 p.
ISBN 0-471-22917-2
Download (direct link): leaparevolutionIncreativeb2003.pdf
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Inviting Kids into the Boardroom
Imagine walking into a conference room for a big meeting and discovering a group of kids sitting around the table—talking about your products, your brand image, and what they like and don’t like. Sort of like Tom Hanks in the movie Big, only here everyone is Tom. Well, that’s what happened on a regular basis at Billiken. Four panels of kids—“candyologists”—met every month for a full year.
But these candyologists in the boardroom represented just a small fraction of the children who got involved with the brand and provided their input and advice. To launch the concept of candy “for kids, by kids,” the agency turned first to mass media. A series of TV
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The Entertainment Factor
spots introduced children to the concept, encouraging them to “become a part of the dream” and create their own candy, then vote for their favorite idea. Kids had the option of sending in their ideas through traditional mail. But the tool that was most essential to developing the project? The Internet.
Beyond Traditional Media
Think Santa’s workshop. Now imagine a candy workshop where the workers are—no, not elves—kids. Next, take it a step further and make the leap to the first-ever online candy workshop. Now, you’re there—at the Billiken Club website, where the dream of every kid comes true. Kids get to draw their candy ideas online. Plus, they get to become a member of a very exclusive club—just for kids!— complete with their very own membership card and very own member number.
The ideas the kids submitted were screened by a committee for technical feasibility. Those that passed the test were then posted on the website, where kids could vote for their favorites. The winning ideas showed up at the candy counter.
Is this the place where dreams come true or what?
Forge Alliances
Concurrent with the launch of the Billiken Club website, the agency undertook a massive promotional campaign: posters, fliers, inserts in newspapers and magazines, direct-mail samples. It even redesigned the workers’ uniforms. Beyond that, what most struck me was that the company forged alliances with schools, not just to distribute samples and information pertaining to the contest, but also to offer activities that would stimulate group creativity.
Billiken wasn't just promoting its products. It was promoting creative thinking—at an early age.
And creative is certainly a good descriptor for what came out of the children’s imaginations: A chocolate spoon that dissolved in milk.
Nokia's Game
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A bubble gum—flavored cookie. It’s like peanut butter and jelly. These were definitely kids’ ideas.
The Consumer as Partner
Billiken was hoping that 40,000 children would visit the website by the sixth month. It drew twice that number. Billiken was hoping for 2,500 proposals for new types of candy. It received 11,000. Within two months, more than 12,000 children had registered for the club. Billiken contacted them directly every week—giving the company a valuable database and a direct line into the mind-sets ofits customers.
But I don’t think the real story here is in the numbers. It’s in connecting the idea, the brand, with consumers in a way no one had ever done before, developing not just a great interactive brand experience, and an entertaining one, but making the consumers fully vested participants in the brand itself. And it all started with the premise: candy created by and for children.
Before You Leap: imagine all the ways you can compel your target audience to act on the brand’s behalf. People want to be involved with brands.They want to be the first among their peers to be in the know.
They want the special sense of connection and ownership that comes from a personal relationship with a brand. What are you waiting for?
Give it to them.
Nokia's Game
How do you use the power of entertainment to connect consumers to your brand? Before you leap, get to know Nokia. . . .
A hundred and fifty years ago, Nokia was in the business of selling paper. Once it got into the business of making mobile phones, it took the company only 11 years to become a market leader worldwide. All fine and well, but then the trick becomes how to stay on top. To remain the dominant brand in a rapidly growing market of evolving technology, Nokia needed to get creative in an increasingly saturated and confusing marketplace.6
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What's Your Future?
The year was 1999. Nokia had seen its future, and it clearly wasn’t limited to handsets. Industry watchers had come to realize that consumers would eventually be using their phones to listen to streaming music, watch a movie preview, or check stock quotes—because the next generation of phones would be a lot less like the traditional telephone and a whole lot more like a computer terminal. Nokia was smart enough to realize that it wasn’t just in the business of making mobile phones; it was in the business of connecting people through mobile services. And to do that well, it needed to connect mobile consumers to the Nokia brand. For that, it turned to its PR agency and interactive agency in Rotterdam, Bikker Euro RSCG and Human-i Euro RSCG.
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