fascination plan of attack
DESCRIPTION
Inspired from Part 3 of Fascinate: Your 7 Triggers to Persuasion and Captivation by Sally Hogshead (http://www.sallyhogshead.com) Blogged about it at http://www.influentialblogger.net/2010/12/7-ways-to-fascinate-persuade-captivate.htmlTRANSCRIPT
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The Fascina+on Plan of A1ack
Jane1e Toral h1p://www.influen+alblogger.net
Inspired from Part 3 of Fascinate: Your 7 Triggers to Persuasion and Cap+va+on
(h1p://www.sallyhogshead.com)
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Stage 1: Evalua+on
How fascina+ng are your company and message?
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Do you provoke strong and immediate reac+ons?
• List the reac+ons, both posi+ve and nega+ve, that you provoke.
Hallmark of fascina+ng message #1
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Do you create advocates?
• Can you create ambassadors? • How do you reward them, inspire them, and support their communica+on with you, and with one another?
Hallmark of fascina+ng message #2
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Do you embody specific core values?
• Do you represent such a dis+nct point of view that you can stand as a symbol for certain values?
• What’s one essen+al quality without which your brand will not survive?
• What core values is your brand so commi1ed to that it would be willing to go out of business before sacrificing them?
Hallmark of fascina+ng message #3
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Are you a “cultural shorthand” for a specific set of ac+ons or values?
• How do customers use your product or message to tell the world about themselves and their point of view?
Hallmark of fascina+ng message #4
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Do you incite conversa+on?
• What opportuni+es do you create for people to connect with one another?
Hallmark of fascina+ng message #5
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Do you force compe+tors to realign around you?
• How could you communicate so dis+nc+vely that your innova+ons turn into your consumers’ expecta+ons?
• How can you set your compe+tors on the defensive?
Hallmark of fascina+ng message #6
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Do you trigger social revolu+ons?
• How can your message capitalize on emerging changes? – For instance, could your adver+sing or advocacy pinpoint a new trend, and use it to your advantage?
• Could you +e your message into what people are already doing and saying around a specific cause?
• What groups, communi+es, and tribes could your message excite and ac+vate, so that they champion your message as part of their own?
Hallmark of fascina+ng message #7
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7 Triggers
• Blogged about it at – h1p://www.influen+alblogger.net/2010/12/7-‐ways-‐to-‐fascinate-‐persuade-‐cap+vate.html
• Draw 7 beakers (1 for each trigger). – Es+mate your current levels of fascina+on. – How full is each beaker? – Which beakers should be more full, less full, in order to fulfill your goals?
• How might you use the 7 triggers to develop your message further?
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Stage 2: Development
Create and Heighten Fascina+on
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Fascina+on Badges
• #1 Purpose – Your reason for being, your func+on as a brand
• #2 Core beliefs – The code of values and principles that guide you; what you stand for.
• #3 Heritage – Your reputa+on and history; the “backstory” of how you came to be.
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Fascina+on Badges
• #4 Products – The goods, services, or informa+on you produce.
• #5 Benefits – The promises of reward for purchasing the product, both tangible and abstract, over and implied.
• #6 Ac+ons – How you conduct yourself.
• #7 Culture – All the characteris+cs of your iden+ty, including personality, execu+onal style, and mind-‐set.
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Create New Badges
• Go through the fascina+on badges and brainstorm every possible associa+on for each. – List all the words, ideas, from your mission statement to your implied inten+ons.
– It is ok to create new badges outside of the 7 fascina+on badges.
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Badges and Bell Curves
• Create a bell curve for every fascina+on badge. – Plot unremarkable product associa+ons at the lee, moderately interes+ng ones in the middle, and extraordinary ones at the far right.
– Find or create your own “outlier”, badges that are an extreme devia+on from the mean. • Meet criteria of gold hallmarks of fascina+ng message. • If you can find out that is 3 standard devia+ons away from the center, you are on to something.
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Find the edge of your bell curve
• List your badges (both exis+ng and poten+al) • Evaluate against the hallmark of fascina+ng brand.
• Plot on a bell curve. • Push badges outward on the curve by infusing them with more of your primary trigger.
• Push badges outward on the curve by infusing them with a new trigger.
• Build your message around these badges. – What if….
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The Fringe
• The degree to which you are willing to step outside your category norms is the degree to which you’ll fascinate others.
• Raise the stakes. – Be1er to be excep+onal in one or two areas than pre1y good in all.
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Stage 3: Execu+on
Bringing your fascina+on to life
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Building internal support
• Fascina+on isn’t measured in what you say, but in what others say about you.
• Share your fascina+on plan with others – In the face of increased risk, you must increase evidence and payoff.
– Build the most ra+onal possible argument. – Show how you’ve succeeded in parallel situa+on. – Help your client or boss “sell up”.
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Measure, research, reevaluate
• Track the ways in which your message inspires others to create messages about you.
• How many listen to it?
• How many talk about it to other people?
• How many take ac+on on it?
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Develop a culture of fascina+on