Why should I choose you? That’s the question every customer asks every single time he buys a car, picks a shampoo, or chooses a distributor, a brokerage house, an animal hospital or a hairbrush. Sometimes the question is spoken out loud; other times it’s subliminal. But the fact is that every product, service or decision is a choice. And often it’s a choice we make within seconds.
Ian Chamandy and Ken Aber understand just how essential that choice is. Their Toronto-based consulting firm, Blueprint, helps businesses define their specific promise--the one thing that sets them apart from every other organization that does more or less the same thing--in seven words or less.
Their blueprinting process has produced extraordinary results for organizations big and small, in all sorts of industries, in both the for profit and not-for-profit sectors, including construction firms, marketing/communications consultancies, boutique investment banks, and hospitals.
Combining combines practical steps with case examples, Why Should I Choose You (in Seven Words or Less) will:
IAN CHAMANDY co-founded and spent fifteen years running YOUtv, a company that developed, sold and managed format licences and marketing programs for broadcasters around the world. In this capacity, Ian created branding, marketing and sales strategies for national broadcasters and local TV stations including CBS, Fox, Post-Newsweek and Meredith in the US; Flextech Television in the UK; Venevision in Venezuela; El Tiempo in Colombia; Jyrki in Finland; and Citytv, MuchMusic, CBC and YTV in Canada. He also designed and executed branding, marketing and communications programs for Procter & Gamble, Bell, Warner-Lambert, Labatt, Molson, Loblaws and The Lung Association in Canada; and Kroger and the New York State Department of Health in the US. He has a BA in social psychology from the University of Waterloo.
KEN ABER has spent his career creating innovative strategic partnerships and media programs for blue-chip companies, and he has led marketing and communications programs in the categories of beer, fast food, packaged goods, financial services, automotive and tourism. Ken has a MBA from Harvard University.
IAN CHAMANDY co-founded and spent fifteen years running YOUtv, a company that developed, sold and managed format licences and marketing programs for broadcasters around the globe. He has also designed and executed branding, marketing and communications programs for companies, organizations and governments worldwide. Ian has a BA in social psychology from the University of Waterloo.
Ken and Ian appear regularly on CTV News Channel and write a column for The Huffington Post.
LinkedIn Blueprint Business Architecture
In 1944, the Office of Strategic Services (OSS)—the predecessor of today’s CIA—issued the Simple Sabotage Field Manual that detailed sabotage techniques designed to demoralize the enemy. One section focused on eight incredibly subtle—and devastatingly destructive—tactics for sabotaging the decision-making processes of organizations. While the manual was written decades ago, these sabotage tactics thrive undetected in organizations today:Insist on doing everything through channels. Make speeches. Talk as frequently as possible and at great length. Refer all matters to committees. Bring up irrelevant issues as frequently as possible. Haggle over precise wordings of communications. Refer back to matters already decided upon and attempt to question the advisability of that decision. Advocate caution and urge fellow-conferees to avoid haste that might result in embarrassments or difficulties later on. Be worried about the propriety of any decision.
Everyone has been faced with someone who has used these tactics, even when they have meant well. Filled with proven strategies and techniques, this brief, clever book outlines the counter-sabotage measures to detect and reduce the impact of these eight classic sabotage tactics to improve productivity, spur creativity, and engender better collegial relationships.
Nir Eyal answers these questions (and many more) by explaining the Hook Model—a four-step process embedded into the products of many successful companies to subtly encourage customer behavior. Through consecutive “hook cycles,” these products reach their ultimate goal of bringing users back again and again without depending on costly advertising or aggressive messaging.
Hooked is based on Eyal’s years of research, consulting, and practical experience. He wrote the book he wished had been available to him as a start-up founder—not abstract theory, but a how-to guide for building better products. Hooked is written for product managers, designers, marketers, start-up founders, and anyone who seeks to understand how products influence our behavior.
Eyal provides readers with:
• Practical insights to create user habits that stick.
• Actionable steps for building products people love.
• Fascinating examples from the iPhone to Twitter, Pinterest to the Bible App, and many other habit-forming products.
Drawing on a decade of research, Noam Wasserman reveals the common pitfalls founders face and how to avoid them. He looks at whether it is a good idea to cofound with friends or relatives, how and when to split the equity within the founding team, and how to recognize when a successful founder-CEO should exit or be fired. Wasserman explains how to anticipate, avoid, or recover from disastrous mistakes that can splinter a founding team, strip founders of control, and leave founders without a financial payoff for their hard work and innovative ideas. He highlights the need at each step to strike a careful balance between controlling the startup and attracting the best resources to grow it, and demonstrates why the easy short-term choice is often the most perilous in the long term.
The Founder's Dilemmas draws on the inside stories of founders like Evan Williams of Twitter and Tim Westergren of Pandora, while mining quantitative data on almost ten thousand founders.
People problems are the leading cause of failure in startups. This book offers solutions.