mcneill 2007 fractal frameworks

Machinima• Animation

– Download Qavimator– Install Qavimator– Create animation– Export animation– Import animation– Use animation

• 3d shapes– Download Blender– Install Blender– Create nurb 3d shape– Export 3d shape– Create 3d graphic wrap– Export 3d graphic wrap– Import 3d graphics – Apply 3d graphics to prim

• Machinima– Video capture tools

• Set up capture station– Scripted camera tools– Purchase scripted cameras– Microphone– Script– Casting– Storyboard– Post-production with

CrazyTalk• Movement & Gesture

– Animation– Gesture– Facial expression

Fractal Frameworks• Fractal

– Self-similar structures at every level of a system– Fractal is different from hierarchical or subsystems

• Fractal Organizations– Opposite of multi-level marketing/network marketing

• Fractal Marketing– Authenticity is self-same by definition– Authentic brands and engaging advertisement must remain on-

message and exhibit the same structures

• Use of the fractal frameworks– Tool for analysis of strategies of organizations and their offerings– Not all organizations could or should be fractal

Resource-based view, strategic positioning, transaction cost

Brand extensibility and evolution

Relationship marketing, permission marketing, customer acquisition strategy, market share

Unique brand personality

Brand experience, sensory engagement, appropriate advertising, store design and locations

Demographics, psychographics, culture codes, expectations

User-driven brands, open-source, feedback, crowdsourcing

Brand-Brand

Brand-Customers

Customers-Brand

Customers-Customers

Brand-Strategy Strategy-Brand

Customers-Strategy

Strategy-Strategy

Strategy-Customers

Brand

Customers

Strategy

Fractal Framework for Marketing

McNeill (2007)

Brand-based communities, word-of-mouth, buzz marketing

Marketing

Value proposition, strategy canvas, strategic brand features

Copyright © Jeff McNeill, 2007. This work licensed under a Creative Commons Attribution-Share Alike 3.0 License.

Updated 2007-12-02

Is the strategy reflected in the brand experience, sensory engagement, appropriate advertising, store design and locations? Is the strategy represented consistently and is it well-understood?

Is the unique and differentiated brand personality represented by the choices made in brand experience, sensory engagement, appropriate advertising, store design and locations?

Brand experience, sensory engagement,

appropriate advertising, store design and

locations

Are demographics, psychographics, culture codes, and expectations adequately and appropriately reflected in the brand experience, sensory engagement, appropriate advertising, store design and locations?

BrandBrand-Customers

CustomersBrand-Customers

StrategyBrand-Customers

Fractal Framework for Marketing

McNeill (2007)

Brand-Customers


Updated 2007-12-02

Brand-Customers component magnification

What are the basic needs

How people feel about their needs

What are the needs for ideas and information

What are the core feelings and how people feel about their feelings

How people feel about their ideas

What and how people think, and what people think about their ideas

How do people think about their needs

Emotions-Emotions

Emotions-Ideas

Ideas-Emotions

Ideas-Ideas

Emotions-Needs Needs-Emotions

Ideas-Needs

Needs-Needs

Needs-Ideas

Emotions

Ideas

Needs

Fractal Framework for the Triune Brain

McNeill (2007)

How people think about their emotions

Whole PersonMarketing

What are the emotional needs


Updated 2007-12-02

Extensibility, API, REST, Gdata, patterns, methods, frameworks

Standards-compliance, high performance, languages, protocols, HTTP, HTML, XML

Data models and formats, transactions, syndication, data-in-use

Design insight, modern idioms

Usability, user experience, intuitability, adaptability

Needs-based requirements, solving latent or manifest needs of importance Data access, portability,

security, findability, availability

Design-Design

Design-Needs

Needs-Design

Needs-Needs

Design-Data Data-Design

Needs-Data

Data-Data

Data-Needs

InterfaceDesign

UserNeeds

DataModel

Fractal Framework for Web Design McNeill (2007)

Accessibility, compatibility, learning curve

WebDesign

RSS

Updated 2007-12-02


Requires empirical analysis

Microformats

Information architecture, plug-ins, skins

Create new resources and new knowledge based on needs and discovery

Coordinate needed resources for given skills

Curate resources in appropriate ways for learning and transfer

Challenge students to develop skills needed in changing environments; develop adaptive capabilities

Communicate and network, developing the core habits of ethics and logic in thinking, speaking, reading, writing

Cultivate students to become full participants in society and colleagues in education Collaborate with students

and colleagues to maintain skills; engage in assigned activities

Skills-Skills

Students-Skills

Skills-Students

Students-Students

Resources-Skills Skills-Resources

Resources-Students

Resources-Resources

Students-Resources

Skills

Students

Resources

Fractal Framework for Education

McNeill (2007)

Coach individual needs, talents and skills

Education

Critique and receive criticism in evaluating resources and activities to ensure quality


Updated 2007-12-28

Critical thinking

skills

Lectures, lesson plans

Information sharing

Do employees earn a living wage?

Can we make money now and in the future?

Are people being paid the same?

Are we being efficient with our use of resources?

Are people treating others with respect?

Are products and services safe for customers and workers?

Is it fair to toxify the earth? Are biological systems being supported or destroyed?

Does waste = food? Are we making effective use of our resources? Goal of giving back to a sustainable system…

equity-equity

equity-ecology

ecology-equity

ecology-ecology

equity-economy economy-equity

ecology-economy

economy-economy

economy-ecology

Equity

Ecology

Economy

McDonough Fractal Design Derrived from presentation video

1080pProjectionResolution

NoneNoneContextual, search driven

30-60 seconds for 20% of content

30-120 seconds; usually trailers

Advertising

Single userSingle userOne to a fewOne to a dozenDozens to 100sAudience

Text, increasing graphics support

Gaming, audio, video

Rich applications and various media

30-60-90-120 minute shows

Feature films, 2,500 per year

Content

Analog pervasive; 3G urban

Wifi ad-hoc or no network

Dial-up pervasive; broadband urban

Local broadcast, cable, satellite

No networkNetwork

Communication, casual gaming

Gaming; mediaRich applications; gaming; media

Media; game console display

Group viewing of 1-2 hour content

Use

In everyone’s purse or pocket

Also embedded in headrests

Desktops; laptopsResidential living rooms; lobbies

Multi-plex theatersLocations

6 – 12 inches12 – 18 inches12 – 24 inches3 – 5 feetDozens of feetDistance

Large growthGrowthGrowthDeclineStaticGrowth

Synchronous voice, async text

Multi-userRich multi-user; collaborative

NoNoMulti-device

Small keyboards, touchscreens

Buttons, stylus, touchscreens

Mouse, keyboardRemote control; joystick

Fixed scheduleInterface

1.5 – 3.5 inchesDS, PSP, iPods15 – 24 inches19 – 52 inchesDozens of feetScreen size

HandsetHandheldComputerTelevisionTheater

5 Screens and their Characteristics


Some of the differences between the 5 screens are indicated here, and should form basis for expansion. Movement of advertising revenue from T/T to C/H/H as media consumption, small device application functionality and network connectivity expand. The real challenge is how to provide effective brand engagement across the media in a coherent, systematic way.

5 Screens and their Characteristics


X

Handset

Installed

Entertainment

Stand-alone

Decline

Expensive

Programmed

Scheduled

Group

Passive

Larger

Portable

NetworkedXO

Individual

Ad hocO

Inexpensive

Chosen

InteractiveO

ProductivityX

Growth

Smaller

HandheldComputerTelevisionTheater

O is the opportunity to transform a medium, namely large screens and make them interactive and networked. X is the opportunity to realize a screen along various axes, namely handhelds which are largely non-networked and not used for productivity purposes as much as entertainment. It may be that cell phones will usurp the place of the handheld (e.g. iphone vs. ipod), witness the death of the Newton and the Palm-to-Treo transformation, as well as the struggle to bring to market a useful e-reader. Note, OLPC may be functionally more of a handheld device than a laptop computer. Note also the Microsoft surface computing is the attempt to add an additional screen, namely to the tabletop.

Close the deal. Don’t think of this as a one-time recruitment, set the stage for the future as well.

1-2 daysTelephone and in-person

Boots on the ground

+1 week

1-2 weeks

1-2 months

2-3 months

Timeframe

Review and identify successes and errorsDebriefingPost invasion

Visible, legible, informative, but also with design chops to attract attention. Hit the blogs and social networks, but don’t try and “sell” rather “inform”.

PostersArmor attack

Clear, short, to-the-point. This is the elevator pitch. Who, what, when, where, why, how, how much. Need clear and memorable brand pitch.

EmailAerial bombardment

Meet with prospective targets and have them help devise the plan (for their own recruitment). The idea is to counter the competition, capture hearts and minds. Consult widely. Call and meet with friends, get the word out. Ask them for people they know – snowball sampling.

MeetingsSecretive maneuvers

GuidelinesEquivalentWar phase

Process for Recruitment


Ask / answer questions

Inform and give actionable info

Summarize and present to instruct

Give background and context

Systematic treatment of topic

Purpose

1-3 paragraphs1-3 paragraphs1-2 pages6-18 pages180 pagesLength

Same as email, but more for ad hoc single user

Who, what, when, where, why, how, how much

Functional definition and guidelines

Conceptual exploration and discussion

Treadment of multi-step or multi-part subject

Description

Don’t create if phone call needed

Don’t create if IM will do

Don’t create if email will do

Don’t create if single page will do

Don’t create if an article will do

Necessity

Hey d00d, ttylDear colleague, Sincerely yours,

Accompanying wiki page or email

Abstract, Introduction

Preface, Introduction

Greeting

IMEmailSlide / PageArticleBook

Text Communication


• The biggest challenge is, confusingly, both not stopping fast enough with information delivery and not spending time enough in clarification/summarization.

• There is widely inappropriate use of “too-much-text”, as well as overuse (in some cases, underuse) of attachments (e.g., a slide or page when email or IM is sufficient).

• As well, many books are written when articles would suffice.

• Effective use of blogs and wikis can do away with many forms of information and communication which previously circulated in closed, proprietary systems.

• A greater degree of seemless communication comes from the ability to feed email lists and IRC chat into archives and provide chat announcements and rss feeds for wiki changes and blog entries.

Entrepreneurship

Some Frameworks for Setting Innovation Strategy

Geoffrey Moore

Managing Director

[email protected]

mailto:[email protected]

Agenda

• Some thoughts about Entrepreneurship• Overarching Model

– Innovation Types and the Market Maturity Life Cycle

• Examples of Innovation Types for– Growth Markets– Mature Markets– Declining Markets

• Discussion

Thoughts about Entrepreneurship• Key Attributes of Entrepreneurs

– Drive to accumulate personal capital– Desire for accountability and P&L responsibility– Sees innovation in terms of competitive advantage– Invests in self and career for long term

• Entrepreneurship and Other Institutions– Non-profits: social entrepreneurship, spiritual capital– Corporations: entrepreneurs vs. line executives, staff analysts– Incubators: disconnect with survival-of-the-fittest ethic– Academic disciplines: no correlation, but not a fit for MBA– Engineering: source of innovation and competitive advantage

Time

Rev

enu

e G

row

th

Technology AdoptionLife Cycle

Early Main Street

Mature Main Street

Declining Main Street

Indefinitely elasticmiddle period

End of Life

A

FaultLine!

E

DC

B

Overarching ModelMarket Maturity Life Cycle

DisruptiveInnovation

ApplicationInnovation

ProductInnovation

PlatformInnovation

ProcessInnovation

Line ExtensionInnovation

Business ModelInnovation

MarketingInnovation

IntegrationInnovation

StructuralInnovation

Value ChainInnovation

Broad Universe of Innovation Types

ExperientialInnovation

Renewal

DisruptiveInnovation

ApplicationInnovation

ProductInnovation

PlatformInnovation

Innovating for Growth Markets

Governing ModelTechnology Adoption Life Cycle

Pragmatists create the dynamics of high-tech market development

Innovators EarlyAdopters

Early Majority Late Majority Laggards

Techies:Try it!

Pragmatists:Stick with the herd!

Conservatives:Hold on!

Skeptics:No way!

Visionaries:Get ahead of the herd!

Market Development Model

Chasm

EarlyMarket

Innovation strategy changes at each stage

Bowling Alley

Tornado

Main Street

Innovating for Growth Markets

Disruptive Innovation

Application Innovation

Product Innovation

Platform Innovation

• Complex Systems: Oracle relational database (vs. hierarchical)• Volume Operations: eBay auctions (de novo – no precedent)

• Complex Systems: Agile PLM (distributed ECO management)• Volume Operations: Nokia SMS (text messaging on cell phones)

• Complex Systems: EMC SANs (Storage Area Networks)• Volume Operations: Palm Pilot and Treo (PDAs done right)

• Complex Systems: Salesforce.com (Internet as a computing platform)• Volume Operations: Sony Playstation (entertainment computing)

ProcessInnovation

Line ExtensionInnovation

Business ModelInnovation

MarketingInnovation

IntegrationInnovation

Innovating for Mature Markets

ExperientialInnovation

Governing ModelThe Fractal Structure of Maturing Markets

• Tornado Phase• Roll out new infrastructure• Focus on standards

• Mature Main Street - 1• Differentiate experiences• Focus on narrow segments

• Early Main Street• Expand functionality• Focus on broad segments

Total Available Market

PC

Mobile Laptop

Server

PDAs

Task-specificDevices

SmartPhones

Cost Reduction

• Mature Main Street - 2 • Reduce cost & complexity• Focus on lower base price

Fractal Marketing: The Nth DeviceThe Example of Telephones

SecuritySystem

PDA

KitchenPhone

OfficePhone

BedroomPhone

CarPhone

CordlessPhone

BroadbandLine

CellPhone

Intercom

Babycam

EmailDevice

GamePhone

SpeakerPhone

Fax

EmergencyPhone

WiFiPhone

VOIP Phone

Video Phone

RingTones

The “Aneurism”Effect


PCProcess

Innovation

Integration Innovation

Business Model Innovation

Marketing Innovation

Experiential Innovation

Line Extension Innovation

Add value at the surface

Reduce costs at the core

• Complex Systems: Cognos Scorecards & Planning (added to BI base)• Volume Operations: HP inkjet printers (home, photo, portable,

commercial)

• Complex Systems: Cambridge Technology Partners RAD methodology

• Volume Operations: Amazon’s one-click sales process

• Complex Systems: Cisco IBSG (free Internet strategy use consulting)• Volume Operations: Apple retail stores (“better together” value

proposition)

• Complex Systems: McKinsey Quarterly (thought leadership)• Volume Operations: AOL’s email (“You’ve got mail!”)

• Complex Systems: Synopsys pricing (from license to lease)• Volume Operations: Netscape browser (the power of free)

• Complex Systems: SAP R3 (ERP)• Volume Operations: Microsoft Office (productivity & collaboration suite)


Marketing Innovation

Experiential Innovation

Business Model Innovation

Line Extension Innovation

Integration Innovation

Process Innovation

StructuralInnovation

Value ChainInnovation

Broad Universe of Innovation Types

Renewal

Innovating for Declining Markets

Renewal Innovation

Value Chain Innovation

Structural Innovation

• Complex Systems: IBM IGS (from product-led to services-led)• Volume Operations: Adobe Acrobat (from PC franchise to Internet)

• Complex Systems: Solectron outsourcing (contract manufacturing)• Volume Operations: Dell Direct (disintermediating retail)

• Complex Systems: BEA acquiring WebLogic (beyond Tuxedo legacy)• Volume Operations: Visio getting acquired by MSFT (out of market

runway)

Role as Founder-Entrepreneur

• What will the venture need objectively by way of management from here on out?– Management, legal, tech, marketing, print, community management

• What am I good at?– Generalist in all areas, usability, technology evangelist, strategy

• What, of all these needs of the venture, could I supply, and supply with distinction?– Lead user, product evangelist, community manager, board member

• What do I really want to do, and believe in doing?– Teaching, coaching

• What am I willing to spend years on, if not the rest of my life?– Teaching, coaching, research

• Is this something the venture really needs?– Lead user and evangelist, community manager, then board member

• Is it a major, essential, indispensable contribution?– In different phases the needs will be present


Donna NovitskyStanford Entrepreneurial Thought Leaders 2007-10-02

• Go big or don’t go, otherwise not worth all the passion and energy, need opportunity to change things

• Align company’s goals with funding requirments– Seed = Prove can build, it works– Series A = Prove there is a market, customers want it– Series B = Prove we can scale and grow– What are the sub-goals under these? Align goals to funding

• Nobody can do it alone– Success is dependent upon ability to motivate others– If cannot trust the team, will cause an entrepreneur to fail– Need to find extraordinary people and turn them loose

• VC pick Markets, People, Technology– Pick deals, sit on boards, advise companies– Strategy (VC) vs. Execution (Entrepreneur + Team)– Technology (VC) vs. Team building (Entrepreneur)– Diversity (VC) vs. Singular Focus (Entrepreneur)

• Develop market while developing the product– Need to develop customer and reference base while developing product– Make sure first customers are going to be referencable, credible, create profile– Look for opportunities that give you free marketing, e.g., SEO on the website– Are there partners to work with for mutual benefit to go to market together?


• Global Innovation

• Clean Technology

• Biotechnology

• Communication– Forums– Email lists– Blogs

• Comments

– Wikis– IRC

• Syllabus, content, students, schemas

• API• Security• Namespace

• Bugzilla

• Subversion

• Forums

Slogans for Garden9

• Seeds for Learning

• Textbook 2.0

• Organizational Development

• Instructional Design for Organizational Development

• IDOD

Diller, Shedroff & Rhea (2006) Making Meaning (Diagrams)

Diller, S., Shedroff, N. & Rhea, D. (2006). Making Meaning: How Successful Businesses Deliver Meaningful Customer Experiences. New Riders: Berkeley, CA.

McNeill (2007)

Overview of “Making Meaning”• Brand meaning as focus of value• Brand identity experience design• Features/benefits holistic marketing• Experience = “sensation of change”

– “Engagement delivered to the customer through an integrated system of ‘touch points’ that conveys or evokes a consistent sense of its essence.” (p.19)

• Meaning = “connotation, worth, or import” (but in positive aspects)– Cultural (shared)– Personal (chosen)– Corporate = “When a company can evoke meaning through its products

or services, it is tapping in to what people value most in life. We bond with products, services, and brands based on our ‘experience’ of them and how they evoke meaning to us…. This type of bond between a company and a consumer goes beyond customer satisfaction and brand building. Rather than being a component of marketing or design, designing experiences that evoke meaning is the heart and soul of innovation. As companies look to please customers … as the basis for growth itself, innovation is fueled and directed in a way that creates competitive advantage and lasting competitive advantage for the corporation.” (p.29)

• Meaning benefits

• Emotional benefits

• Identity & status benefits

Evolution of innovation and consumer demand

• Functional benefits

• Economic benefits

2000’s

Experience focus

1950’s

Brand focus

1900’s

Product focus

Derrived from Diller, Shedroff & Rhea (2006) p. 7

Meanings• Accomplishment• Beauty• Creation• Community• Enlightenment• Freedom• Harmony• Justice• Oneness• Redemption• Security• Truth• Validation• Wonder

Innovation Cultures

Risks

Analysis vs. Creativity

Execution

Leadership

Guidance

Risk taking is acceptedRisk taking is accepted

Most innovations are iterative and risk is minimized

Creative environment important, but innovation does not rely on “big ideas”

Curiosity and creativity are more important than analytics

Analytic evalutions are usually more important than creativity

Cross-functional collaboration important

Execution is often ad hoc and doesn’t follow a set process

Cross-functional collaboration not emphasized

Senior management with cross-functional teams

Senior managementMiddle mgmt, R&D, and tech depts

Strategic thinking guides overall process

“Big Ideas” inspire most innovation initiatives

Innovation is the outcome of a formal process

Dynamic (39%)Creative (26%)Structured (18%)


Structuring Change

• Various teams and functions– Brand management– Sales management– Marketing management & research– Design– Development– Information technology– Human resources– CEOs– Decision makers (may be one or more of above)

Design Intent

• Creates corporate value

• Pervasive

• Collaborative

• Includes execution

• Transparent knowable process

• Iterative

• Includes short-term and long-term goals

The Innovation Process• Find opportunities for meaning

– Define market– Understand customers

• Choose the experience– Define scope– Define framework

• Shape a concept– Product concepts– Brand concepts

• Refine a concept– Prototype– Position

• Deliver meaning– Make the offering

market

customers

scope

framework

product

brand

prototype

offer

position

Derrived from Diller, Shedroff & Rhea (2006) p.63

Market assessment

Industry channels & purchase process?

Others Qs?

Core customer needs that are addressed?

Profiles of customer segments?

Technologies or capabilities adopted?

Major trends shaping future market?

Current & future key players & strategies?

Categories in industry, size & growth?

Current market size and in 3-5 years?

Derrived from Diller, Shedroff & Rhea (2006) pp.70-71

Customer assessment

Others Qs?

How do the customers segment based on meaning?

How can a desired meaning be delivered?

What experiences are currently offered in the marketplace?

What type of meaningful experiences do customers want?

Derrived from Diller, Shedroff & Rhea (2006) pp.72ff.

Incomplete, stopped here

Functional Benefits

Economic Benefits

Emotional Benefits

Identity Benefits

Experience

Statement

Experience Framework


Combine high-performance features with fashionable style elements including shape, texture, and color

Functional Benefits

Mid to high price rangeEconomic Benefits

Convey a sense of serenity and powerEmotional Benefits

Identify with nature’s athletes who seem to value beautiful productsIdentity Benefits

Create an experience for our customers that evokes accomplishment and appreciation of beauty

Experience

Statement



Note: this is an example statement and set of benefits

5 main components of breadth

Promotion

Channel

Brand

CustomerExperience

Service

Product

CommunicationsMedia

CustomerSupport

Alliances

RetailPresence

Additional components depend on a company’s category and capacity


Shaping the breadth of an integrated experience

Continuation

Conclusion

Immersion

Initiation

PromotionChannelBrandServiceProduct

Experience Matrix


Beginning of Series 2, involving more participations with brand

Store and site evolve as customer perceptions of beauty and accomplish-ment evolve

A broader range of products branded with this symbol of accomplishment and beauty

Personalized relationship all about the beauty of shoes

Customer buys more

Continuation

End of Series 1New visitsBrand now associated with meaning

Consultant checks in periodically

Deep satisfaction meaning evoked

Conclusion

Continuation of above. Perhaps an ongoing series of events

Additional exposure to store and website

Combination of logo on shoes, additional exposure to signage

Consultant shops with customer in Footwork store

Shoes word first week

Immersion

Television celebrity endorsement, limited-time special consulting available. Ads spread word about brand

Walk by new store designed to express meaning

Store signage expressing meaning

Consultant “dressing beautifully for activities” available

Visuals in window communicate meanings of beauty and accomplish-ment

Initiation


Experience Matrix


Note: this is an example matrix

Additional Readings

• Experiential Marketing, Schmitt

• The Entertainment Economy, Wolf

• The Experience Economy, Pine & Gilmore

• The Interpretation of Culture, Geertz

Market assessment

Industry channels & purchase process?

Others Qs?

Core customer needs that are addressed?

Profiles of customer segments?

Technologies or capabilities adopted?

Major trends shaping future market?

Current & future key players & strategies?

Categories in industry, size & growth?

Current market size and in 3-5 years?

Derrived from Diller, Shedroff & Rhea (2006) pp.70-71

Customer assessment

Others Qs?

How do the customers segment based on meaning?

How can a desired meaning be delivered?

What experiences are currently offered in the marketplace?

What type of meaningful experiences do customers want?

Derrived from Diller, Shedroff & Rhea (2006) pp.72ff.

Saves time and effort and allows for sharing and learning from other educators. Also, students spend less time knowing what things are due when, etc.

Functional Benefits

Faster to prepare for classes, savings for parents.Economic Benefits

Convey as sense of collegiality and professional harmony.Emotional Benefits

Identify with ones’ profession and up-to-date, professional developmentIdentity Benefits

Create an experience which evokes community, creation, and accomplishment, as well as discovery.

Experience

Statement



• education• communication• innovation• technology• Instructional design• Organizational development• Organizational learning• Learning Organization• Organizational Development

• What type of experience?• accomplishment --> achieving• wonder --> engaging• enlightenment --> developing

• education• innovation

• innovation education• education innovation

• evolved learning

• educate• innovate• cultivate• develop

• garden9

• professional development and cultivation• Organize the gardening tools• Keep track of the seeds

• Seed swapping• What works with what seeds or what flower beds?• Seeds

• Purveyor of gardening methods and tools, and the best selection of seeds to plant for learning and professional development.

• Organic Innovation and Development• Grow Smarter

Metaphors• Fractal perspective of seeds

and seedbeds– Materials are seeds and

courses are seedbeds, students are novice gardeners bringing them to love

– Students are seedbeds and the materials are seeds

– Students are seeds and they are being watered and tended, growing into their own

– Organizations are seedbeds and members are seeds, goal is a healthy garden, cross-pollination/fertilization; ideas can be the seeds

– Organizations are plants within a dangerous garden, needed protection, with a global garden

kukakuka talking teaching

Continuation

Conclusion

Immersion

Initiation


Experience Matrix


Beginning of Series 2, involving more participations with brand

Store and site evolve as customer perceptions of beauty and accomplish-ment evolve

A broader range of products branded with this symbol of accomplishment and beauty

Personalized relationship all about the beauty of shoes

Customer buys more

Continuation

End of Series 1New visitsBrand now associated with meaning

Consultant checks in periodically

Deep satisfaction meaning evoked

Conclusion

Continuation of above. Perhaps an ongoing series of events

Additional exposure to store and website

Combination of logo on shoes, additional exposure to signage

Consultant shops with customer in Footwork store

Shoes word first week

Immersion

Television celebrity endorsement, limited-time special consulting available. Ads spread word about brand

Walk by new store designed to express meaning

Store signage expressing meaning

Consultant “dressing beautifully for activities” available

Visuals in window communicate meanings of beauty and accomplish-ment

Initiation


Experience Matrix


Note: this is an example matrix

NoneLittle / implementSome / implementHigh level design / implement / high

Train / partner / technical design

Service

Only choiceLeader / Easy / High Return / Safe

Leader / Easy / High Return / Safe

InnovativeNewMessage

NoneCompetitor Pragmatists

PragmatistsEnthusiastsNoneReference

NotNotTo pragmatistsTo public/pressTo VisionariesVisibility

Lower costs; compete on price;

Provide whole solution appliance; increase service and ease of use;

Vertical orientation; attend industry events; mature management team; maybe Var alliance

Create project to productize their interests; manage expectations; small direct sales force

Seed this group with early copies; get feedback; implement; keep info flow

What to do

Market/LowMarket/LowMarket/MediumHighLowPrice-point

To say noMeasured on yearly expenditures

Measured on yearly expenditures

High budgets for business value

Gatekeepers of new technology

Org role

NoneLittleHard to win / loyalHard to pleaseForgiving of bugsPatience

Only viable optionCompete with pragmatists

Stay with herd10x potentialTech for own sakeMotivation

LaggardsConservativesPragmatistsVisionariesEnthusiasts

mcneill 2007 fractal frameworks

Business

differentiated brand

basic needs

store design

brandbased communities

marketing mcneill

web design mcneill

design insight

system fractal