<?xml version="1.0" encoding="utf-8" standalone="no"?><rss xmlns:atom="https://www.w3.org/2005/Atom" xmlns:content="https://purl.org/rss/1.0/modules/content/" xmlns:dc="https://purl.org/dc/elements/1.1/" xmlns:sy="https://purl.org/rss/1.0/modules/syndication/" version="2.0">

<channel>
    <atom:link href="https://www.chicagonow.com/marketing-strategist/rss/" rel="self" type="application/rss+xml"/>
    <title>The Market Strategist, Michal Clements</title>
    <link>https://www.chicagonow.com/marketing-strategist/rss/</link>
    <description></description>
    <pubDate>Tue, 31 Mar 2020 12:39:23 -0500</pubDate>
    <language>en-us</language>
    <atom:link href="https://www.chicagonow.com/marketing-strategist/rss/" rel="self" type="application/rss+xml"/>


            <item>
            <title>WFH (Working From Home) with Kids: Patience, Flexibility and Managing Expectations Are Key</title>
            <link>https://www.chicagonow.com/marketing-strategist/2020/03/wfh-working-from-home-with-kids-patience-flexibility-and-managing-expectations-are-key/</link>
            <comments>https://www.chicagonow.com/marketing-strategist/2020/03/wfh-working-from-home-with-kids-patience-flexibility-and-managing-expectations-are-key/#comments</comments>
            <pubDate>Tue, 31 Mar 2020 12:39:23 -0500</pubDate>
            <dc:creator>Michal Clements</dc:creator>
            <guid isPermaLink="false">http://www.chicagonow.com/marketing-strategist/?p=1643</guid>
            <description><![CDATA[<h2>How to Adapt When Social Distancing Upends Your Social Structures</h2>
<img src="http://www.chicagonow.com/marketing-strategist/files/2020/03/wfh-working-from-home-with-kids-2-300x212.png" alt="WFH (Working From Home) with Kids: Patience, Flexibility and Managing Expectations Are Key" width="300" height="212" class="alignright size-medium wp-image-1645" />When you’ve suddenly added the roles of teacher, head chef and janitor to your usual responsibilities as a leader in your company and parent to your children, it’s time to reassess some of your normal expectations. In short:<span>  </span>you’ll need <span> </span>to let go of some of your control and perfectionism.

You’ve carefully built social structures into your life, to help you meet your goals and get it all done. But now your office, daycare, child’s school and recreational activities have all been moved to one location: your home.

There are a lot of resources about how to effectively Work From Home (WFH), which focus on the leader/worker. In fact, LinkedIn notes:
<blockquote><em>“Since January 2020 ‘remote working’ searches on LinkedIn Learning have tripled as both employees and managers increasingly look for advice on how to navigate the challenges of working remotely and managing a remote workforce.”<span>  </span></em></blockquote>
LinkedIn offers a free 16-module course.<span>  </span>That’s good as far as it goes, but a missing perspective seems to be the impact on parents who are working from home with their kids, who are now also at home. Given the closure of most schools due to the COVID-19 pandemic, parents are often required to also home school their children.

The Type A parents who are now at home are <a href="http://itoaction.com/leaders-are-you-aware-when-perfectionism-hurts-your-performance/">often perfectionists</a>. <span> </span>In the conversations I’ve had with leaders/parents this week who have suddenly made this transition, it’s proving impossible to keep up all the old “guidelines” and optimize every element of the situation.<span>  </span>For example, many parents want to limit screen time or <span> </span>make sure family meals are as healthy as possible. But unless there is a way to bend the space-time continuum, a new perspective needs to be taken.
<h2>Balancing vs. Optimizing… Put Aside Perfectionism (For Now)</h2>
If you can’t optimize work, school and home life any longer, you can balance them. Your new coping strategies are patience, flexibility and managing expectations. Accept that (for now), life can’t be perfect.

While many Type A personalities typically maintain highly-organized work spaces and home living spaces, we no longer have the luxury of separate spaces. One home can’t be perfectly organized when it’s now the singular space for living, working and schooling.

Being available to your kids during working hours may be necessary, despite workplace demands.<span>  </span>As a parent, you don’t want to send the message that Mommy and Daddy are not available, despite the fact that we are living through a pandemic. It’s necessary to manage expectations with colleagues, and ask for compassionate understanding.

But sometimes you’ll just have to get a little work done in peace. Let those screen time guidelines slip a little bit. An extra viewing of <em>Frozen</em>never hurt anyone, and it can get you through a Zoom videoconference. Perhaps that <a href="https://youtu.be/Mh4f9AYRCZY">broadcasting-from-home BBC dad</a> would have benefited from turning on some <em>Peppa Pig</em>.

<iframe width="560" height="315" src="https://www.youtube.com/embed/Mh4f9AYRCZY" frameborder="0" allow="accelerometer; autoplay; encrypted-media; gyroscope; picture-in-picture" allowfullscreen="allowfullscreen"></iframe>

And after a stressful day of managing WFH with kids, you can take some joy in being the hero parent who opens a can of SpaghettiOs for dinner. It’s what they really want anyway, and you can always make a healthy meal tomorrow. The important thing is that you will help your family get through these troubling times safely and feeling loved.

&nbsp;]]></description>
            <content:encoded><![CDATA[<h2>How to Adapt When Social Distancing Upends Your Social Structures</h2>
<img src="http://www.chicagonow.com/marketing-strategist/files/2020/03/wfh-working-from-home-with-kids-2-300x212.png" alt="WFH (Working From Home) with Kids: Patience, Flexibility and Managing Expectations Are Key" width="300" height="212" class="alignright size-medium wp-image-1645" />When you’ve suddenly added the roles of teacher, head chef and janitor to your usual responsibilities as a leader in your company and parent to your children, it’s time to reassess some of your normal expectations. In short:<span>  </span>you’ll need <span> </span>to let go of some of your control and perfectionism.

You’ve carefully built social structures into your life, to help you meet your goals and get it all done. But now your office, daycare, child’s school and recreational activities have all been moved to one location: your home.

There are a lot of resources about how to effectively Work From Home (WFH), which focus on the leader/worker. In fact, LinkedIn notes:
<blockquote><em>“Since January 2020 ‘remote working’ searches on LinkedIn Learning have tripled as both employees and managers increasingly look for advice on how to navigate the challenges of working remotely and managing a remote workforce.”<span>  </span></em></blockquote>
LinkedIn offers a free 16-module course.<span>  </span>That’s good as far as it goes, but a missing perspective seems to be the impact on parents who are working from home with their kids, who are now also at home. Given the closure of most schools due to the COVID-19 pandemic, parents are often required to also home school their children.

The Type A parents who are now at home are <a href="http://itoaction.com/leaders-are-you-aware-when-perfectionism-hurts-your-performance/">often perfectionists</a>. <span> </span>In the conversations I’ve had with leaders/parents this week who have suddenly made this transition, it’s proving impossible to keep up all the old “guidelines” and optimize every element of the situation.<span>  </span>For example, many parents want to limit screen time or <span> </span>make sure family meals are as healthy as possible. But unless there is a way to bend the space-time continuum, a new perspective needs to be taken.
<h2>Balancing vs. Optimizing… Put Aside Perfectionism (For Now)</h2>
If you can’t optimize work, school and home life any longer, you can balance them. Your new coping strategies are patience, flexibility and managing expectations. Accept that (for now), life can’t be perfect.

While many Type A personalities typically maintain highly-organized work spaces and home living spaces, we no longer have the luxury of separate spaces. One home can’t be perfectly organized when it’s now the singular space for living, working and schooling.

Being available to your kids during working hours may be necessary, despite workplace demands.<span>  </span>As a parent, you don’t want to send the message that Mommy and Daddy are not available, despite the fact that we are living through a pandemic. It’s necessary to manage expectations with colleagues, and ask for compassionate understanding.

But sometimes you’ll just have to get a little work done in peace. Let those screen time guidelines slip a little bit. An extra viewing of <em>Frozen</em>never hurt anyone, and it can get you through a Zoom videoconference. Perhaps that <a href="https://youtu.be/Mh4f9AYRCZY">broadcasting-from-home BBC dad</a> would have benefited from turning on some <em>Peppa Pig</em>.

<iframe width="560" height="315" src="https://www.youtube.com/embed/Mh4f9AYRCZY" frameborder="0" allow="accelerometer; autoplay; encrypted-media; gyroscope; picture-in-picture" allowfullscreen="allowfullscreen"></iframe>

And after a stressful day of managing WFH with kids, you can take some joy in being the hero parent who opens a can of SpaghettiOs for dinner. It’s what they really want anyway, and you can always make a healthy meal tomorrow. The important thing is that you will help your family get through these troubling times safely and feeling loved.

&nbsp;]]></content:encoded>
        </item>
            <item>
            <title>What’s Ahead for Los Angeles? ‘Unprecedented’ Access to Capital</title>
            <link>https://www.chicagonow.com/marketing-strategist/2019/02/whats-ahead-for-los-angeles-unprecedented-access-to-capital/</link>
            <comments>https://www.chicagonow.com/marketing-strategist/2019/02/whats-ahead-for-los-angeles-unprecedented-access-to-capital/#comments</comments>
            <pubDate>Tue, 19 Feb 2019 15:02:37 -0500</pubDate>
            <dc:creator>Michal Clements</dc:creator>
            <guid isPermaLink="false">http://www.chicagonow.com/marketing-strategist/?p=1634</guid>
            <description><![CDATA[<h2>Plus the Appeal and Challenges of Recognized Opportunity Zones</h2>
On January 22, 2019, the<span> </span><a href="http://labusinessjournal.com/"><em>Los Angeles Business Journal</em></a><span> </span>held a half-day 2019 Economic Forecast &amp; Trends Summit, introduced by Anna Magazanyan, Publisher and CEO.  The summit included three panels:
<ol>
 	<li>Federal Tax Reform</li>
 	<li>Real Estate</li>
 	<li>Economic Markets and Access to Capital</li>
</ol>
One theme that emerged was the case for<span> </span><a href="https://www.irs.gov/newsroom/opportunity-zones-frequently-asked-questions">Recognized Opportunity Zone</a><span> </span>investment in Los Angeles. This federal program gives preferential tax treatment to economically-distressed areas and was added to the tax code by the Tax Cuts and Jobs Act on December 22, 2017.

Another economic highlight for Los Angeles was the current “unprecedented” access to capital for investment, despite talk of a slowdown or recession.
<h2>Federal Tax Reform Brings Both Tax Cuts and Complications</h2>
<img src="http://www.chicagonow.com/marketing-strategist/files/2019/02/whats-ahead-for-la-2-300x268.png" alt="What’s Ahead for Los Angeles? ‘Unprecedented’ Access to Capital" width="300" height="268" class="alignright size-medium wp-image-1638" />The morning began with a panel on Tax Reform.  The panel was moderated by Michael Arnerio of Lucas Hornsfall with four expert panelists: Craig Morris of KPMG, Kenneth Tindall of CBIZ MHM, Dean Joaquin of RSM US, and David Erard of Armanino LLP.

In general, many lower- and middle-income people are receiving tax cuts, and domestic companies are enjoying a windfall. This is a stimulus to the economy. However, some areas are more complicated and the guidance is still in process.  For instance, the 1040 postcard format may appear visually simple, but it is supported by six schedules and 118 pages. Also, California has not adopted any of the federal rules.

Also cited was the ability to reinvest capital gains into Recognized Opportunity Zones. As explained by<span> </span><a href="https://eig.org/opportunityzones/about">EIG</a>:
<blockquote class="wp-block-quote"><em>“Opportunity Zones are low income census tracts nominated by governors and certified by the U.S. Department of the Treasury into which investors can now put capital to work financing new projects and enterprises in exchange for certain federal capital gains tax advantages. The country now has over 8,700 Opportunity Zones in every state and territory.” </em></blockquote>
<h2>Will Real Estate Investors Be Able to Take Advantage of Recognized Opportunity Zones in Time?</h2>
The summit moved on to Real Estate with Jim Kruse of DPI Retail moderating, and three expert panelists: James Malone of Colliers International, Laurie Lustig-Bower of CBRE, and Martin Griffiths of KPMG.

Opportunity Zones are appealing, but present a practical challenge to secure approvals and get the work complete within the time limit. Designations last for<span> </span><a href="https://home.treasury.gov/news/press-releases/sm0341">10 years</a>. Local municipalities aren’t necessarily aligned to move at the pace required.

With<span> </span><a>274 Opportunity Zone</a><span> </span>census tracts in LA County alone, this is a major opportunity, if the timing works out.

<img src="http://www.chicagonow.com/marketing-strategist/files/2019/02/LA-Opportunity-Zone-Map.png" alt="What’s Ahead for Los Angeles? ‘Unprecedented’ Access to Capital" width="800" height="489" class="alignnone size-full wp-image-1636" />

<a href="http://itoaction.com/wp-content/uploads/2019/02/LA-Opportunity-Zones.xlsx">Download the complete list of LA Opportunity Zones here (Excel format).</a>

Comments from participants indicated attitudes surrounding Opportunity Zones, including:
<ul>
 	<li>“This is not a city of LA project. It’s a Federal project.”</li>
 	<li>“It is a federal program. All I can say is it’s an education process – our best efforts will be to try to get the timing down to 30 months.”</li>
</ul>
<h2>Real Estate Products to Watch</h2>
The Real Estate panel also provided insight into specific product types, and which offer the most favorable factors. These include:
<ul>
 	<li><strong>Industrial</strong><span> </span>still has a lot of activity and is not slowing down, especially in the Inland Empire and East.</li>
 	<li><strong>Office</strong><span> </span>has many submarkets that are positive, e.g., DTLA, Glendale, Pasadena, Irvine. Overall, people want to work closer to home, and that is driving demand in those areas.</li>
 	<li><strong>Multifamily</strong><span> </span>continues to have strong demand, but rents are flattening out in 2019 and 2020 with increases expected in 2021 and 2022.</li>
</ul>
<h2>Challenges to LA Real Estate Development</h2>
The panel identified two major challenges to development:
<ol>
 	<li>Construction costs are increasing 20%. This has caused some issues with land values</li>
 	<li>Linkage fee for affordable housing. If no affordable housing is built, then there will be a 10% linkage fee. This has a huge impact on project economics.</li>
</ol>
<h2>LA Economic Markets Enjoy a Positive Outlook, with ‘Unprecedented’ Access to Capital</h2>

<img src="http://www.chicagonow.com/marketing-strategist/files/2019/02/whats-ahead-for-la-3-300x181.png" alt="What’s Ahead for Los Angeles? ‘Unprecedented’ Access to Capital" width="300" height="181" class="alignright size-medium wp-image-1639" />The closing panel moderator was Jennifer Paul of Thompson Coburn.  Expert panelists were Paul Rahimian of Parkview Financial, Brent Williams of City National Bank and Todd Walklett of Covington Capital Management.

This panel closed on a strong note and positive outlook for continued investment:
<ul>
 	<li>The panel finds that access to capital is at unprecedented levels, and if anything, there is almost too much liquidity.</li>
 	<li>Customer conversations are around growth, specifically increasing capacity on revolving loans, additional capital investment, and additional investment in real estate.</li>
 	<li>We’re entering and seeing a slowdown in some areas, not a recession.</li>
 	<li>When it comes to tech, we are not seeing any slowdown.  Tech investment continues to have a strong outlook.</li>
</ul>
I was pleased to learn from the summit that LA is in a strong economic position, with plenty of opportunity for growth. While it’s always wise to watch for clouds on the horizon, the future is mostly sunny in Los Angeles.]]></description>
            <content:encoded><![CDATA[<h2>Plus the Appeal and Challenges of Recognized Opportunity Zones</h2>
On January 22, 2019, the<span> </span><a href="http://labusinessjournal.com/"><em>Los Angeles Business Journal</em></a><span> </span>held a half-day 2019 Economic Forecast &amp; Trends Summit, introduced by Anna Magazanyan, Publisher and CEO.  The summit included three panels:
<ol>
 	<li>Federal Tax Reform</li>
 	<li>Real Estate</li>
 	<li>Economic Markets and Access to Capital</li>
</ol>
One theme that emerged was the case for<span> </span><a href="https://www.irs.gov/newsroom/opportunity-zones-frequently-asked-questions">Recognized Opportunity Zone</a><span> </span>investment in Los Angeles. This federal program gives preferential tax treatment to economically-distressed areas and was added to the tax code by the Tax Cuts and Jobs Act on December 22, 2017.

Another economic highlight for Los Angeles was the current “unprecedented” access to capital for investment, despite talk of a slowdown or recession.
<h2>Federal Tax Reform Brings Both Tax Cuts and Complications</h2>
<img src="http://www.chicagonow.com/marketing-strategist/files/2019/02/whats-ahead-for-la-2-300x268.png" alt="What’s Ahead for Los Angeles? ‘Unprecedented’ Access to Capital" width="300" height="268" class="alignright size-medium wp-image-1638" />The morning began with a panel on Tax Reform.  The panel was moderated by Michael Arnerio of Lucas Hornsfall with four expert panelists: Craig Morris of KPMG, Kenneth Tindall of CBIZ MHM, Dean Joaquin of RSM US, and David Erard of Armanino LLP.

In general, many lower- and middle-income people are receiving tax cuts, and domestic companies are enjoying a windfall. This is a stimulus to the economy. However, some areas are more complicated and the guidance is still in process.  For instance, the 1040 postcard format may appear visually simple, but it is supported by six schedules and 118 pages. Also, California has not adopted any of the federal rules.

Also cited was the ability to reinvest capital gains into Recognized Opportunity Zones. As explained by<span> </span><a href="https://eig.org/opportunityzones/about">EIG</a>:
<blockquote class="wp-block-quote"><em>“Opportunity Zones are low income census tracts nominated by governors and certified by the U.S. Department of the Treasury into which investors can now put capital to work financing new projects and enterprises in exchange for certain federal capital gains tax advantages. The country now has over 8,700 Opportunity Zones in every state and territory.” </em></blockquote>
<h2>Will Real Estate Investors Be Able to Take Advantage of Recognized Opportunity Zones in Time?</h2>
The summit moved on to Real Estate with Jim Kruse of DPI Retail moderating, and three expert panelists: James Malone of Colliers International, Laurie Lustig-Bower of CBRE, and Martin Griffiths of KPMG.

Opportunity Zones are appealing, but present a practical challenge to secure approvals and get the work complete within the time limit. Designations last for<span> </span><a href="https://home.treasury.gov/news/press-releases/sm0341">10 years</a>. Local municipalities aren’t necessarily aligned to move at the pace required.

With<span> </span><a>274 Opportunity Zone</a><span> </span>census tracts in LA County alone, this is a major opportunity, if the timing works out.

<img src="http://www.chicagonow.com/marketing-strategist/files/2019/02/LA-Opportunity-Zone-Map.png" alt="What’s Ahead for Los Angeles? ‘Unprecedented’ Access to Capital" width="800" height="489" class="alignnone size-full wp-image-1636" />

<a href="http://itoaction.com/wp-content/uploads/2019/02/LA-Opportunity-Zones.xlsx">Download the complete list of LA Opportunity Zones here (Excel format).</a>

Comments from participants indicated attitudes surrounding Opportunity Zones, including:
<ul>
 	<li>“This is not a city of LA project. It’s a Federal project.”</li>
 	<li>“It is a federal program. All I can say is it’s an education process – our best efforts will be to try to get the timing down to 30 months.”</li>
</ul>
<h2>Real Estate Products to Watch</h2>
The Real Estate panel also provided insight into specific product types, and which offer the most favorable factors. These include:
<ul>
 	<li><strong>Industrial</strong><span> </span>still has a lot of activity and is not slowing down, especially in the Inland Empire and East.</li>
 	<li><strong>Office</strong><span> </span>has many submarkets that are positive, e.g., DTLA, Glendale, Pasadena, Irvine. Overall, people want to work closer to home, and that is driving demand in those areas.</li>
 	<li><strong>Multifamily</strong><span> </span>continues to have strong demand, but rents are flattening out in 2019 and 2020 with increases expected in 2021 and 2022.</li>
</ul>
<h2>Challenges to LA Real Estate Development</h2>
The panel identified two major challenges to development:
<ol>
 	<li>Construction costs are increasing 20%. This has caused some issues with land values</li>
 	<li>Linkage fee for affordable housing. If no affordable housing is built, then there will be a 10% linkage fee. This has a huge impact on project economics.</li>
</ol>
<h2>LA Economic Markets Enjoy a Positive Outlook, with ‘Unprecedented’ Access to Capital</h2>

<img src="http://www.chicagonow.com/marketing-strategist/files/2019/02/whats-ahead-for-la-3-300x181.png" alt="What’s Ahead for Los Angeles? ‘Unprecedented’ Access to Capital" width="300" height="181" class="alignright size-medium wp-image-1639" />The closing panel moderator was Jennifer Paul of Thompson Coburn.  Expert panelists were Paul Rahimian of Parkview Financial, Brent Williams of City National Bank and Todd Walklett of Covington Capital Management.

This panel closed on a strong note and positive outlook for continued investment:
<ul>
 	<li>The panel finds that access to capital is at unprecedented levels, and if anything, there is almost too much liquidity.</li>
 	<li>Customer conversations are around growth, specifically increasing capacity on revolving loans, additional capital investment, and additional investment in real estate.</li>
 	<li>We’re entering and seeing a slowdown in some areas, not a recession.</li>
 	<li>When it comes to tech, we are not seeing any slowdown.  Tech investment continues to have a strong outlook.</li>
</ul>
I was pleased to learn from the summit that LA is in a strong economic position, with plenty of opportunity for growth. While it’s always wise to watch for clouds on the horizon, the future is mostly sunny in Los Angeles.]]></content:encoded>
        </item>
            <item>
            <title>What’s Ahead for the Future of Space?</title>
            <link>https://www.chicagonow.com/marketing-strategist/2019/01/whats-ahead-for-the-future-of-space/</link>
            <comments>https://www.chicagonow.com/marketing-strategist/2019/01/whats-ahead-for-the-future-of-space/#comments</comments>
            <pubDate>Thu, 10 Jan 2019 10:31:35 -0500</pubDate>
            <dc:creator>Michal Clements</dc:creator>
            <guid isPermaLink="false">http://www.chicagonow.com/marketing-strategist/?p=1622</guid>
            <description><![CDATA[<h2>Of CubeSats, Large Scale Gravity Lens, Space Gloves and More</h2>
At a presentation given to the MIT Club of Southern California at The Aerospace Corporation, CEO<span> </span><a href="http://aerospace.org/person/steven-j-isakowitz">Steve Isakowitz</a><span> </span>shared what we can expect for the future of space. As a parent of an MIT student, I was thrilled to attend the event at the company’s El Segundo, California headquarters.

<a href="https://aerospace.org/"><img src="http://www.chicagonow.com/marketing-strategist/files/2019/01/future-of-space-logo.png" alt="What’s Ahead for the Future of Space?" width="500" height="113" class="alignright size-full wp-image-1626" />The Aerospace Corporation</a><span> </span>is a nonprofit corporation that provides objective, technical guidance on complex problems facing the nation. It has a broad purview to look at space trends near-term, along with 10-20 years out in the future.
As the morning kicked off, I could tell this group enjoys their fair share of jocularity. Steve mentioned that he is Aerospace CEO 007 and also,
<blockquote><em>“There is a close resemblance between The Aerospace Corporation’s logo and the Avengers logo. In fact, our leadership team informally goes by the name Avengers.”</em></blockquote>
Broadly, Steve explained that the future of space can be examined in three different sectors:
<ol>
 	<li>Civil Space</li>
 	<li>Commercial Space</li>
 	<li>National Security Space</li>
</ol>
<h2>Civil Space Future: Collecting Data Both Physically and from Satellites</h2>
Within civil space, robotic exploration’s future includes:
<ol>
 	<li>Mars Sample Return (i.e., the return of samples from Mars), likely in 2020. An interesting nuance with the Mars sample returns is that, while unlikely, it’s important to make sure no infection is spread by the returned sample.</li>
 	<li>A lander going to Europa, which has conditions that make it possible for life, but a very challenging atmosphere.</li>
 	<li>Additional discoveries of Exo planets. The Keppler Satellite has found thousands so far.</li>
</ol>
We also saw work on a large-scale solar<span> </span><a href="https://www.space.com/14481-hubble-photo-brightest-galaxy-gravitational-lens.html">gravity lens</a><span> </span>that require swarms of satellites, going fifty billion miles out to examine far away solar systems. This program looks twenty years and more into the future.
<h2>Commercial Space Future: Small Satellites and Space Tourism</h2>
<img class="alignright size-full wp-image-26660" src="http://itoaction.com/wp-content/uploads/2018/12/future-of-space-steve.png" alt="What’s Ahead for the Future of Space?" width="500" height="484" srcset="http://itoaction.com/wp-content/uploads/2018/12/future-of-space-steve.png 500w, http://itoaction.com/wp-content/uploads/2018/12/future-of-space-steve-300x290.png 300w" sizes="(max-width: 500px) 100vw, 500px" />
There are many new launch entrants in commercial space, including Elon Musk and Jeff Bezos, among others. Firms like<span> </span><a href="http://www.oneweb.world/">One Web</a><span> </span>and<span> </span><a href="https://www.planet.com/">Planet</a><span> </span>are working on CubeSats. With the proliferation of smaller satellites, there is the potential for orbital debris. One audience member with a commercial interest asked,<span> </span><em>“Isn’t a satellite without a working radio an asteroid?”
</em>

Other hot areas in commercial space are reusable rockets and private space travel with Virgin Galactic and Bezos’<span> </span><a href="https://www.blueorigin.com/">Blue Origin</a>, both promising 2019 availability.
<h2>National Security Space: Innovating Faster</h2>
Since space is no longer secure, there are a number of developments underway to increase resiliency, innovation, shorten decision-making time and address gaps.
<ul>
 	<li>The movement to constellations of smaller satellites means that some can be lost, allowing resiliency. Previously, nations relied on a small number of large satellites with a 10-20 year lifecycle.</li>
 	<li>Prototyping and trying new technologies faster allows for more innovation. Work is underway to reduce decision cycles from five-year approvals to one-year approvals.</li>
 	<li>In 2019, we will see a<span> </span><a href="https://www.yahoo.com/news/trumps-space-force-built-stages-2020-182436392.html">Unified Space Command</a><span> </span>and a Space Development Agency.</li>
</ul>
<img class="alignright size-full wp-image-26659" src="http://itoaction.com/wp-content/uploads/2018/12/future-of-space-michal.png" alt="What’s Ahead for the Future of Space?" width="500" height="375" srcset="http://itoaction.com/wp-content/uploads/2018/12/future-of-space-michal.png 500w, http://itoaction.com/wp-content/uploads/2018/12/future-of-space-michal-300x225.png 300w" sizes="(max-width: 500px) 100vw, 500px" />After the presentation, an open showcase was provided with leaders of several Aerospace programs. For example, we had the opportunity to meet one of the solar gravity lens program’s lead investigators. Given the long-range timeline, he anticipates his grandson will still be working on this effort before its completion.

The “Future of Space” is fascinating, and I’ll always appreciate the opportunity to wear a mission-tested space glove.

<em>Michal Clements is a Vistage Chair and classically-trained strategy and operations professional (Booz-Allen, The Cambridge Group, Kraft, Merrill Lynch).  Through her consulting work at <a href="http://www.itoaction.com/">Insight to Action</a>, she helps leaders and teams find solutions to business challenges in a diverse range of industries and clients. She is also a published <a href="http://www.tuningintomom.com/">author</a>, and speaks and writes regularly on the workplace and markets. </em>]]></description>
            <content:encoded><![CDATA[<h2>Of CubeSats, Large Scale Gravity Lens, Space Gloves and More</h2>
At a presentation given to the MIT Club of Southern California at The Aerospace Corporation, CEO<span> </span><a href="http://aerospace.org/person/steven-j-isakowitz">Steve Isakowitz</a><span> </span>shared what we can expect for the future of space. As a parent of an MIT student, I was thrilled to attend the event at the company’s El Segundo, California headquarters.

<a href="https://aerospace.org/"><img src="http://www.chicagonow.com/marketing-strategist/files/2019/01/future-of-space-logo.png" alt="What’s Ahead for the Future of Space?" width="500" height="113" class="alignright size-full wp-image-1626" />The Aerospace Corporation</a><span> </span>is a nonprofit corporation that provides objective, technical guidance on complex problems facing the nation. It has a broad purview to look at space trends near-term, along with 10-20 years out in the future.
As the morning kicked off, I could tell this group enjoys their fair share of jocularity. Steve mentioned that he is Aerospace CEO 007 and also,
<blockquote><em>“There is a close resemblance between The Aerospace Corporation’s logo and the Avengers logo. In fact, our leadership team informally goes by the name Avengers.”</em></blockquote>
Broadly, Steve explained that the future of space can be examined in three different sectors:
<ol>
 	<li>Civil Space</li>
 	<li>Commercial Space</li>
 	<li>National Security Space</li>
</ol>
<h2>Civil Space Future: Collecting Data Both Physically and from Satellites</h2>
Within civil space, robotic exploration’s future includes:
<ol>
 	<li>Mars Sample Return (i.e., the return of samples from Mars), likely in 2020. An interesting nuance with the Mars sample returns is that, while unlikely, it’s important to make sure no infection is spread by the returned sample.</li>
 	<li>A lander going to Europa, which has conditions that make it possible for life, but a very challenging atmosphere.</li>
 	<li>Additional discoveries of Exo planets. The Keppler Satellite has found thousands so far.</li>
</ol>
We also saw work on a large-scale solar<span> </span><a href="https://www.space.com/14481-hubble-photo-brightest-galaxy-gravitational-lens.html">gravity lens</a><span> </span>that require swarms of satellites, going fifty billion miles out to examine far away solar systems. This program looks twenty years and more into the future.
<h2>Commercial Space Future: Small Satellites and Space Tourism</h2>
<img class="alignright size-full wp-image-26660" src="http://itoaction.com/wp-content/uploads/2018/12/future-of-space-steve.png" alt="What’s Ahead for the Future of Space?" width="500" height="484" srcset="http://itoaction.com/wp-content/uploads/2018/12/future-of-space-steve.png 500w, http://itoaction.com/wp-content/uploads/2018/12/future-of-space-steve-300x290.png 300w" sizes="(max-width: 500px) 100vw, 500px" />
There are many new launch entrants in commercial space, including Elon Musk and Jeff Bezos, among others. Firms like<span> </span><a href="http://www.oneweb.world/">One Web</a><span> </span>and<span> </span><a href="https://www.planet.com/">Planet</a><span> </span>are working on CubeSats. With the proliferation of smaller satellites, there is the potential for orbital debris. One audience member with a commercial interest asked,<span> </span><em>“Isn’t a satellite without a working radio an asteroid?”
</em>

Other hot areas in commercial space are reusable rockets and private space travel with Virgin Galactic and Bezos’<span> </span><a href="https://www.blueorigin.com/">Blue Origin</a>, both promising 2019 availability.
<h2>National Security Space: Innovating Faster</h2>
Since space is no longer secure, there are a number of developments underway to increase resiliency, innovation, shorten decision-making time and address gaps.
<ul>
 	<li>The movement to constellations of smaller satellites means that some can be lost, allowing resiliency. Previously, nations relied on a small number of large satellites with a 10-20 year lifecycle.</li>
 	<li>Prototyping and trying new technologies faster allows for more innovation. Work is underway to reduce decision cycles from five-year approvals to one-year approvals.</li>
 	<li>In 2019, we will see a<span> </span><a href="https://www.yahoo.com/news/trumps-space-force-built-stages-2020-182436392.html">Unified Space Command</a><span> </span>and a Space Development Agency.</li>
</ul>
<img class="alignright size-full wp-image-26659" src="http://itoaction.com/wp-content/uploads/2018/12/future-of-space-michal.png" alt="What’s Ahead for the Future of Space?" width="500" height="375" srcset="http://itoaction.com/wp-content/uploads/2018/12/future-of-space-michal.png 500w, http://itoaction.com/wp-content/uploads/2018/12/future-of-space-michal-300x225.png 300w" sizes="(max-width: 500px) 100vw, 500px" />After the presentation, an open showcase was provided with leaders of several Aerospace programs. For example, we had the opportunity to meet one of the solar gravity lens program’s lead investigators. Given the long-range timeline, he anticipates his grandson will still be working on this effort before its completion.

The “Future of Space” is fascinating, and I’ll always appreciate the opportunity to wear a mission-tested space glove.

<em>Michal Clements is a Vistage Chair and classically-trained strategy and operations professional (Booz-Allen, The Cambridge Group, Kraft, Merrill Lynch).  Through her consulting work at <a href="http://www.itoaction.com/">Insight to Action</a>, she helps leaders and teams find solutions to business challenges in a diverse range of industries and clients. She is also a published <a href="http://www.tuningintomom.com/">author</a>, and speaks and writes regularly on the workplace and markets. </em>]]></content:encoded>
        </item>
            <item>
            <title>#1 AR Power Brand Pokémon Go Drives Enduring Appeal</title>
            <link>https://www.chicagonow.com/marketing-strategist/2018/10/1-ar-power-brand-pokemon-go-drives-enduring-appeal/</link>
            <comments>https://www.chicagonow.com/marketing-strategist/2018/10/1-ar-power-brand-pokemon-go-drives-enduring-appeal/#comments</comments>
            <pubDate>Wed, 03 Oct 2018 07:00:40 -0500</pubDate>
            <dc:creator>Michal Clements</dc:creator>
            <guid isPermaLink="false">http://www.chicagonow.com/marketing-strategist/?p=1611</guid>
            <description><![CDATA[<h2>App Engages and Re-engages Light, Medium and Serious Users</h2>
According to <a href="https://apptopia.com/store-insights/top-charts">Apptopia</a>, <a href="https://www.pokemongo.com/en-us/">Pokémon Go</a> ranks among the Top 10 Grossing Games as of September 2018. This augmented-reality game exploded in popularity upon its 2016 release as an iOS and Android app, and continues to dominate the market. In the last two years, players have <a href="https://blog.apptopia.com/pok%C3%A9mon-go-catches-2-billion-since-launch?utm_campaign=Newsletter&amp;utm_source=hs_email&amp;utm_medium=email&amp;utm_content=66283810&amp;_hsenc=p2ANqtz-_ErId6mBAIDRMeRmtyQazkJHm4Qjrp6B_3bDfYElzCq76Ea0I6D4WfJVV_S-RqmoyPDaEdtjrg8M_CU6b6ncf9qh9WNg&amp;_hsmi=66283810">spent $2 billion</a> on in-app purchases. The game features the popular “Pocket Monster” characters from the global Pokémon franchise.

<img src="http://www.chicagonow.com/marketing-strategist/files/2018/09/1-ar-power-brand-pokemon-go-2.png" alt="#1 AR Power Brand Pokémon Go Drives Enduring Appeal" width="500" height="391" class="alignnone size-full wp-image-1614" />

What’s truly remarkable is Pokémon Go’s ability to engage and reengage players at all levels (light, medium, and hardcore) over time. Let’s look into some of the factors behind the game’s enduring appeal.

<img src="http://www.chicagonow.com/marketing-strategist/files/2018/09/1-ar-power-brand-pokemon-go-4.png" alt="#1 AR Power Brand Pokémon Go Drives Enduring Appeal" width="500" height="284" class="alignnone size-full wp-image-1616" />

One gamer offers his take on why Pokémon Go delivers a unique combination that keeps him engaged compared with other games.<em><span> </span></em>
<blockquote><em><span>“First of all, it’s not really competitive in the way other games with ranks are, and there really isn’t much ‘skill’ to make progress.  It’s open and accessible to all.  Pokémon Go capitalizes on the appeal of collectibles and the major brand Pokémon with literally 25+ years of positive brand equity. It keeps me involved and going back by staging releases. Right now, I’m waiting for generation four.  I’m always checking out what’s cool around me when I’m outside or traveling in LA. And I can play it casually for a few minutes each day, or more intensely when it makes sense based on the cycle.”  </span></em></blockquote>
Like all product categories, Pokémon Go has super-heavy and heavy users, along with light and medium users. The hardcore, heavy-user Pokémon Go gamers dedicate considerable time and use multiple phones and accounts. There’s even the <a href="https://beebom.com/bicycle-pokemon-catcher/">Taiwan grandfather</a> with 11 phones on his bicycle to catch Pokémon.

[caption id="attachment_1615" align="alignnone" width="460"]<a href="https://beebom.com/bicycle-pokemon-catcher/ "><img src="http://www.chicagonow.com/marketing-strategist/files/2018/09/1-ar-power-brand-pokemon-go-3.png" alt="#1 AR Power Brand Pokémon Go Drives Enduring Appeal" width="460" height="613" class="wp-image-1615 size-full" /></a> Credit: Reddit User Readball[/caption]

Like other games, players earn bragging rights, in this case by capturing rare Pokémon.<span>  </span>Overall, however, the Pokémon Go culture doesn’t celebrate the attainment of high rank. It makes the experience engaging and accessible for the light and medium user.<span>  </span>While this may seem like an obvious approach that all games (and products) should follow, in reality many games turn off new and less experienced players and lack the breadth of appeal and enduring ability to engage players at different levels. <span>As <a href="https://venturebeat.com/2018/08/24/the-deanbeat-yep-im-still-playing-pokemon-go/">one adult gamer</a> explained: </span>
<blockquote><span>“<em>It’s a whole collection of mini motivators</em></span><em>, including some that have nothing to do with gaming. My dog, for instance, has to be walked. A big park with nine PokéStops is within walking distance of my house, and that makes it easier for me to make progress in the game.”</em></blockquote>
In conversation with a gamer friend, we brainstormed about other brand franchises that could equal Pokémon, with 15+ years of brand equity, a widespread appeal, a collectible dimension, and an AR dimension. I thought that there might be some parallels in baseball card collections and fantasy games. You might even compare Hotwheels toy cars with their full-size counterparts, but my friend pointed out that a great thing about Pokémon is that they appear very differently visually on the small mobile screen, while cars or baseball players all look similar. An upcoming version of Harry Potter AR was also suggested as perhaps having this appeal. We eventually concluded there is no obvious comparable brand in the market today.

Pokémon Go offers valuable lessons to apps, products and brands that hope to engage multiple levels of users over time.<span>  </span>I’d welcome additional insights from those who have thought about this topic and the insights that other brands may be able to leverage. <span> </span>]]></description>
            <content:encoded><![CDATA[<h2>App Engages and Re-engages Light, Medium and Serious Users</h2>
According to <a href="https://apptopia.com/store-insights/top-charts">Apptopia</a>, <a href="https://www.pokemongo.com/en-us/">Pokémon Go</a> ranks among the Top 10 Grossing Games as of September 2018. This augmented-reality game exploded in popularity upon its 2016 release as an iOS and Android app, and continues to dominate the market. In the last two years, players have <a href="https://blog.apptopia.com/pok%C3%A9mon-go-catches-2-billion-since-launch?utm_campaign=Newsletter&amp;utm_source=hs_email&amp;utm_medium=email&amp;utm_content=66283810&amp;_hsenc=p2ANqtz-_ErId6mBAIDRMeRmtyQazkJHm4Qjrp6B_3bDfYElzCq76Ea0I6D4WfJVV_S-RqmoyPDaEdtjrg8M_CU6b6ncf9qh9WNg&amp;_hsmi=66283810">spent $2 billion</a> on in-app purchases. The game features the popular “Pocket Monster” characters from the global Pokémon franchise.

<img src="http://www.chicagonow.com/marketing-strategist/files/2018/09/1-ar-power-brand-pokemon-go-2.png" alt="#1 AR Power Brand Pokémon Go Drives Enduring Appeal" width="500" height="391" class="alignnone size-full wp-image-1614" />

What’s truly remarkable is Pokémon Go’s ability to engage and reengage players at all levels (light, medium, and hardcore) over time. Let’s look into some of the factors behind the game’s enduring appeal.

<img src="http://www.chicagonow.com/marketing-strategist/files/2018/09/1-ar-power-brand-pokemon-go-4.png" alt="#1 AR Power Brand Pokémon Go Drives Enduring Appeal" width="500" height="284" class="alignnone size-full wp-image-1616" />

One gamer offers his take on why Pokémon Go delivers a unique combination that keeps him engaged compared with other games.<em><span> </span></em>
<blockquote><em><span>“First of all, it’s not really competitive in the way other games with ranks are, and there really isn’t much ‘skill’ to make progress.  It’s open and accessible to all.  Pokémon Go capitalizes on the appeal of collectibles and the major brand Pokémon with literally 25+ years of positive brand equity. It keeps me involved and going back by staging releases. Right now, I’m waiting for generation four.  I’m always checking out what’s cool around me when I’m outside or traveling in LA. And I can play it casually for a few minutes each day, or more intensely when it makes sense based on the cycle.”  </span></em></blockquote>
Like all product categories, Pokémon Go has super-heavy and heavy users, along with light and medium users. The hardcore, heavy-user Pokémon Go gamers dedicate considerable time and use multiple phones and accounts. There’s even the <a href="https://beebom.com/bicycle-pokemon-catcher/">Taiwan grandfather</a> with 11 phones on his bicycle to catch Pokémon.

[caption id="attachment_1615" align="alignnone" width="460"]<a href="https://beebom.com/bicycle-pokemon-catcher/ "><img src="http://www.chicagonow.com/marketing-strategist/files/2018/09/1-ar-power-brand-pokemon-go-3.png" alt="#1 AR Power Brand Pokémon Go Drives Enduring Appeal" width="460" height="613" class="wp-image-1615 size-full" /></a> Credit: Reddit User Readball[/caption]

Like other games, players earn bragging rights, in this case by capturing rare Pokémon.<span>  </span>Overall, however, the Pokémon Go culture doesn’t celebrate the attainment of high rank. It makes the experience engaging and accessible for the light and medium user.<span>  </span>While this may seem like an obvious approach that all games (and products) should follow, in reality many games turn off new and less experienced players and lack the breadth of appeal and enduring ability to engage players at different levels. <span>As <a href="https://venturebeat.com/2018/08/24/the-deanbeat-yep-im-still-playing-pokemon-go/">one adult gamer</a> explained: </span>
<blockquote><span>“<em>It’s a whole collection of mini motivators</em></span><em>, including some that have nothing to do with gaming. My dog, for instance, has to be walked. A big park with nine PokéStops is within walking distance of my house, and that makes it easier for me to make progress in the game.”</em></blockquote>
In conversation with a gamer friend, we brainstormed about other brand franchises that could equal Pokémon, with 15+ years of brand equity, a widespread appeal, a collectible dimension, and an AR dimension. I thought that there might be some parallels in baseball card collections and fantasy games. You might even compare Hotwheels toy cars with their full-size counterparts, but my friend pointed out that a great thing about Pokémon is that they appear very differently visually on the small mobile screen, while cars or baseball players all look similar. An upcoming version of Harry Potter AR was also suggested as perhaps having this appeal. We eventually concluded there is no obvious comparable brand in the market today.

Pokémon Go offers valuable lessons to apps, products and brands that hope to engage multiple levels of users over time.<span>  </span>I’d welcome additional insights from those who have thought about this topic and the insights that other brands may be able to leverage. <span> </span>]]></content:encoded>
        </item>
            <item>
            <title>B2B Employers and Employees Benefit from Making Friends at Work</title>
            <link>https://www.chicagonow.com/marketing-strategist/2018/09/b2b-employers-and-employees-benefit-from-making-friends-at-work/</link>
            <comments>https://www.chicagonow.com/marketing-strategist/2018/09/b2b-employers-and-employees-benefit-from-making-friends-at-work/#comments</comments>
            <pubDate>Wed, 26 Sep 2018 07:00:00 -0500</pubDate>
            <dc:creator>Michal Clements</dc:creator>
            <guid isPermaLink="false">http://www.chicagonow.com/marketing-strategist/?p=1605</guid>
            <description><![CDATA[<h2>But Do Asynchronous Communication Trends Prevent Friendships?</h2>
To forge even a casual friendship, it takes a minimum of 50 hours of meaningful conversations and catching up with each other, as reported in <a href="https://www.psychologytoday.com/us/blog/brain-waves/201803/how-do-you-make-or-maintain-friends-put-in-the-time">a recent study</a>.<span>  </span>A best friend takes 200+ hours, while a more basic friend takes an average of 90 hours.

Working Americans spend hundreds of hours in each other’s company but most never progress to friendship. In fact, <span> </span><a href="https://www.gallup.com/workplace/236213/why-need-best-friends-work.aspx">Gallup</a> found that only 20% of employees have a best friend at work. <span> </span>Gallup also found that employers have an incentive to support work friendships, because friendships lead to greater customer engagement and fewer safety incidents. For women employees specifically, of those with a best friend at work, 63% report feeling engaged with their job, whereas only 29% of those who don’t have a best friend at work are engaged.
<h2><img src="http://www.chicagonow.com/marketing-strategist/files/2018/09/b2b-employers-and-employees-benefit-from-making-friends-at-work-2.png" alt="B2B Employers and Employees Benefit from Making Friends at Work" width="500" height="343" class="alignnone size-full wp-image-1607" /></h2>
<h2>Friendships and Relationships are Critical for B2B</h2>
Trust-building is particularly critical for B2B organizations. Top sales team members must develop loyal, long-term relationships with customers. In addition, a strong company culture is widely viewed as critical to a firm’s success, supported by strong relationships among employees and also with customers.

Like growing a friendship, building trust to sustain successful business relationships often involves spending time together, getting to know each other, with multiple interactions over a period of time. So sometimes, these professional relationships do become friendships as well.
<h2><img src="http://www.chicagonow.com/marketing-strategist/files/2018/09/b2b-employers-and-employees-benefit-from-making-friends-at-work-3.png" alt="B2B Employers and Employees Benefit from Making Friends at Work" width="500" height="333" class="alignnone size-full wp-image-1608" /></h2>
<h2>The Rise of Asynchronous Communication and How it Affects Work Friendships</h2>
Today’s working tools and environments, with teams working in different time zones, countries, and locations require asynchronous working.<span>  </span>While it’s possible to forge relationships and friendships remotely, many workplace friendships still arise from time spent in person together whether at an office, on the road or at a conference. Add in newer communication tools like Slack, which allow groups of colleagues to chat back and forth, and it may grow more difficult to engage in traditional friendship-growing behaviors like conversations, face-to-face interactions and sharing meals.

Millennials and Gen Z are also shaping the workforce in many ways, and communication is one of the most prominent. They <a href="https://www.forbes.com/sites/larryalton/2017/05/11/how-do-millennials-prefer-to-communicate/#5e8712336d6f">prefer asynchronous communication</a> like Slack and text messages to phone calls – 68% of Millennials <a href="https://news.gallup.com/poll/179288/new-era-communication-americans.aspx">report</a> texting “a lot on a daily basis,” compared to 50% who report using a phone to make a call daily.<span>  </span>This means asynchronous communication can be expected to rise driven by technology and generational preferences.

It’s worth spending time to think about how your company culture approaches asynchronous and synchronous communications. One manager we work with who works frequently with Agile teams advocates for intentional use of asynchronous and synchronous communications:
<blockquote><em>“First, consider the work culture you are dealing with. Some cultures have Slack use engrained, where you can handle 100 tasks, seven seconds at a time. Other cultures are unfamiliar with asynchronous communication and might just go right for a face-to-face meeting for the most straightforward tasks. Both types of cultures need to identify what they are trying to achieve with each interaction. For a yes-or-no, binary answer, Slack will be more efficient and productive. But trying to hold a conversation that involves opinions and nuance is frustrating to do asynchronously. Then, it’s time to get on the phone and chat. If you're trying to broaden the conversation, it should be done in real-time. If you’re narrowing down, asynchronous might be better.”</em></blockquote>
While some may feel asynchronous communication is the “<a href="http://blog.idonethis.com/asynchronous-communication/">future of work</a><span>,</span>” it seems like the takeaway is there are times when asynchronous is best (and perhaps many times), but that synchronous is better at other times, specifically when trying to develop a cohesive culture and build trust and friendships.

As employers navigate the relatively new popularity of asynchronous communication, remember to follow the advice of my acquaintance and use all forms of communication intentionally, while creating plenty of space for trust-building and friendship-making.]]></description>
            <content:encoded><![CDATA[<h2>But Do Asynchronous Communication Trends Prevent Friendships?</h2>
To forge even a casual friendship, it takes a minimum of 50 hours of meaningful conversations and catching up with each other, as reported in <a href="https://www.psychologytoday.com/us/blog/brain-waves/201803/how-do-you-make-or-maintain-friends-put-in-the-time">a recent study</a>.<span>  </span>A best friend takes 200+ hours, while a more basic friend takes an average of 90 hours.

Working Americans spend hundreds of hours in each other’s company but most never progress to friendship. In fact, <span> </span><a href="https://www.gallup.com/workplace/236213/why-need-best-friends-work.aspx">Gallup</a> found that only 20% of employees have a best friend at work. <span> </span>Gallup also found that employers have an incentive to support work friendships, because friendships lead to greater customer engagement and fewer safety incidents. For women employees specifically, of those with a best friend at work, 63% report feeling engaged with their job, whereas only 29% of those who don’t have a best friend at work are engaged.
<h2><img src="http://www.chicagonow.com/marketing-strategist/files/2018/09/b2b-employers-and-employees-benefit-from-making-friends-at-work-2.png" alt="B2B Employers and Employees Benefit from Making Friends at Work" width="500" height="343" class="alignnone size-full wp-image-1607" /></h2>
<h2>Friendships and Relationships are Critical for B2B</h2>
Trust-building is particularly critical for B2B organizations. Top sales team members must develop loyal, long-term relationships with customers. In addition, a strong company culture is widely viewed as critical to a firm’s success, supported by strong relationships among employees and also with customers.

Like growing a friendship, building trust to sustain successful business relationships often involves spending time together, getting to know each other, with multiple interactions over a period of time. So sometimes, these professional relationships do become friendships as well.
<h2><img src="http://www.chicagonow.com/marketing-strategist/files/2018/09/b2b-employers-and-employees-benefit-from-making-friends-at-work-3.png" alt="B2B Employers and Employees Benefit from Making Friends at Work" width="500" height="333" class="alignnone size-full wp-image-1608" /></h2>
<h2>The Rise of Asynchronous Communication and How it Affects Work Friendships</h2>
Today’s working tools and environments, with teams working in different time zones, countries, and locations require asynchronous working.<span>  </span>While it’s possible to forge relationships and friendships remotely, many workplace friendships still arise from time spent in person together whether at an office, on the road or at a conference. Add in newer communication tools like Slack, which allow groups of colleagues to chat back and forth, and it may grow more difficult to engage in traditional friendship-growing behaviors like conversations, face-to-face interactions and sharing meals.

Millennials and Gen Z are also shaping the workforce in many ways, and communication is one of the most prominent. They <a href="https://www.forbes.com/sites/larryalton/2017/05/11/how-do-millennials-prefer-to-communicate/#5e8712336d6f">prefer asynchronous communication</a> like Slack and text messages to phone calls – 68% of Millennials <a href="https://news.gallup.com/poll/179288/new-era-communication-americans.aspx">report</a> texting “a lot on a daily basis,” compared to 50% who report using a phone to make a call daily.<span>  </span>This means asynchronous communication can be expected to rise driven by technology and generational preferences.

It’s worth spending time to think about how your company culture approaches asynchronous and synchronous communications. One manager we work with who works frequently with Agile teams advocates for intentional use of asynchronous and synchronous communications:
<blockquote><em>“First, consider the work culture you are dealing with. Some cultures have Slack use engrained, where you can handle 100 tasks, seven seconds at a time. Other cultures are unfamiliar with asynchronous communication and might just go right for a face-to-face meeting for the most straightforward tasks. Both types of cultures need to identify what they are trying to achieve with each interaction. For a yes-or-no, binary answer, Slack will be more efficient and productive. But trying to hold a conversation that involves opinions and nuance is frustrating to do asynchronously. Then, it’s time to get on the phone and chat. If you're trying to broaden the conversation, it should be done in real-time. If you’re narrowing down, asynchronous might be better.”</em></blockquote>
While some may feel asynchronous communication is the “<a href="http://blog.idonethis.com/asynchronous-communication/">future of work</a><span>,</span>” it seems like the takeaway is there are times when asynchronous is best (and perhaps many times), but that synchronous is better at other times, specifically when trying to develop a cohesive culture and build trust and friendships.

As employers navigate the relatively new popularity of asynchronous communication, remember to follow the advice of my acquaintance and use all forms of communication intentionally, while creating plenty of space for trust-building and friendship-making.]]></content:encoded>
        </item>
            <item>
            <title>CREtech Explores Self Driving Cars, Flexible Workspace and More at Los Angeles Event</title>
            <link>https://www.chicagonow.com/marketing-strategist/2018/09/cretech-explores-self-driving-cars-flexible-workspace-and-more-at-los-angeles-event/</link>
            <comments>https://www.chicagonow.com/marketing-strategist/2018/09/cretech-explores-self-driving-cars-flexible-workspace-and-more-at-los-angeles-event/#comments</comments>
            <pubDate>Wed, 19 Sep 2018 07:00:15 -0500</pubDate>
            <dc:creator>Michal Clements</dc:creator>
            <guid isPermaLink="false">http://www.chicagonow.com/marketing-strategist/?p=1599</guid>
            <description><![CDATA[<h2>Turning Parking Garages into Office Space and Blurring the Line Between Retail and Office</h2>
<a href="https://www.cretech.com/">CREtech</a> recently held its annual Los Angeles regional event at the Fashion Theater. CREtech CEO Michael Beckerman opened the event, welcoming attendees to the CREtech community, whose mission is to bring together the commercial real estate and tech communities. As evidence of the growth in commercial real estate tech, he shared that this Los Angeles regional event’s attendance doubled to 300 in September 2018, from last year’s 150.<span>   </span><span>  </span>

At the event, cross-industry panels shared lively perspectives on hot topic areas like self-driving cars and flexible workspaces, and also what they see as trends looking forward. The first panel included Jesse Franklin of Macerich, Jake Edens of Colliers, Chris Rising of Rising Realty Partners and Patrick McGrath of Savilis Studley and was moderated by Pierce Neinken of Airbnb.<span>  </span>A second panel of <a href="https://fifthwall.vc/">Fifth Wall</a> executives, including Natalie Bruss, K.C. Cleary, Brendon Wallace and Brad Greiwe also shared perspectives on what’s next, and why trend forecasting and consulting skills are important to the Fifth Wall value proposition.
<h2><img src="http://www.chicagonow.com/marketing-strategist/files/2018/09/cretech-3.png" alt="CREtech Explores Self Driving Cars, Flexible Workspace and More at Los Angeles Event" width="500" height="375" class="alignnone size-full wp-image-1602" /></h2>
<h2>Self-Driving Cars Factor into Commercial Real Estate Decisions</h2>
Animated conversation centered around the adoption rate of self-driving cars, and the impact on parking garages in commercial real estate.<span>  </span>There was debate as to the time horizon: five, ten or fifteen years.<span>  </span>

On the one hand, a panelist noted that large tech clients like Google and Uber are still requiring five spaces per thousand square feet for new offices, so <em>“tech companies aren’t expecting self-driving cars to be a big impact for their own employees in the next five years.”</em>On the other hand, he noted that projects are already requiring optionality for space that can be converted from parking garage to office space.

<span><img src="http://www.chicagonow.com/marketing-strategist/files/2018/09/cretech-2.png" alt="CREtech Explores Self Driving Cars, Flexible Workspace and More at Los Angeles Event" width="500" height="379" class="alignnone size-full wp-image-1601" />  </span>
<h2>Future of Shared Office Spaces</h2>
The leaders in shared office spaces are Regus and WeWork, as seen in the following chart:

<img src="http://www.chicagonow.com/marketing-strategist/files/2018/09/cretech-4.png" alt="CREtech Explores Self Driving Cars, Flexible Workspace and More at Los Angeles Event" width="500" height="388" class="alignnone size-full wp-image-1603" />

Panelists were divided on how much growth remains in the areas of flexible workspace and coworking. One perspective is that there is huge upside, as shared offices represent only a small fraction of total office space and that these spaces better align with demand of Millennial and Gen Z talent.

Concerns were raised about how well many of the flexible office/coworking players (beyond WeWork) will survive an economic downturn. One opinion was that <em>“the music will stop and it will be very ugly for a lot of landlords.”</em>Panelists discussed that #1 player Regus has been through downturns before, perhaps with some strength in occupancy, but that it also filed for <a href="https://www.independent.co.uk/news/business/news/regus-becomes-first-uk-firm-to-file-for-chapter-11-124472.html">bankruptcy</a> in 2003.

While some questioned the business model health of WeWork, panelists generally concurred that the firm has proven that the user experience created in their environments resonates with talent, that it has deep pockets, and is differentiated by tech. An interesting observation was made that the demographics of the users of WeWork vary considerably from Industrious or Spaces.<span>  </span>
<h2>Flexible Workspace in Malls: Blurring of Boundaries Between Retail and Office</h2>
Both panels cited the example of the Industrious (flexible workspace) and Macerich <a href="https://www.prnewswire.com/news/Macerich+Company">deal</a> placing a flexible workspace leader within a shopping mall environment.<span>  </span>(To be sure, both panels had members with financial interests in this). With the first Industrious space in a Macerich mall slated to open in Scottsdale Fashion Square in 2019, there is an expectation of future expansion to other locations. Panelists highlighted the potential cross-pollination between retail stores, restaurants and coworking space occupants.<span>  </span>

Another retail trend noted was that digitally-native brands like Bonobos and Warby Parker are now opening retail spaces in locations where they already know their customers are concentrated and are actually driving traffic into malls, instead of relying on large department store anchor tenants to bring in customers.
<h2>What About AI and Smart Cities?</h2>
While there were many mentions of AI, there was not much conversation in the panels around the four emerging technologies cited by <a href="https://www.cretech.com/cretech-blog/the-4-breakthrough-technologies-impacting-cre-tech/">MIT that are impacting CREtech</a>.<span>  </span>Those are:
<ul>
 	<li>Artificial Intelligence</li>
 	<li>Smart Cities</li>
 	<li>Neural Networks</li>
 	<li>Zero-Knowledge Proof</li>
</ul>
We certainly expect more future discussion of applications of these technologies to CREtech.

It was stimulating to hear the different perspectives on commercial real estate and tech industry trends at CREtech.<span>  </span>From office buildings to malls, commercial real estate is facing a dramatically changing future landscape. Today, more than ever before, those in real estate need to stay informed and adapt to the market.]]></description>
            <content:encoded><![CDATA[<h2>Turning Parking Garages into Office Space and Blurring the Line Between Retail and Office</h2>
<a href="https://www.cretech.com/">CREtech</a> recently held its annual Los Angeles regional event at the Fashion Theater. CREtech CEO Michael Beckerman opened the event, welcoming attendees to the CREtech community, whose mission is to bring together the commercial real estate and tech communities. As evidence of the growth in commercial real estate tech, he shared that this Los Angeles regional event’s attendance doubled to 300 in September 2018, from last year’s 150.<span>   </span><span>  </span>

At the event, cross-industry panels shared lively perspectives on hot topic areas like self-driving cars and flexible workspaces, and also what they see as trends looking forward. The first panel included Jesse Franklin of Macerich, Jake Edens of Colliers, Chris Rising of Rising Realty Partners and Patrick McGrath of Savilis Studley and was moderated by Pierce Neinken of Airbnb.<span>  </span>A second panel of <a href="https://fifthwall.vc/">Fifth Wall</a> executives, including Natalie Bruss, K.C. Cleary, Brendon Wallace and Brad Greiwe also shared perspectives on what’s next, and why trend forecasting and consulting skills are important to the Fifth Wall value proposition.
<h2><img src="http://www.chicagonow.com/marketing-strategist/files/2018/09/cretech-3.png" alt="CREtech Explores Self Driving Cars, Flexible Workspace and More at Los Angeles Event" width="500" height="375" class="alignnone size-full wp-image-1602" /></h2>
<h2>Self-Driving Cars Factor into Commercial Real Estate Decisions</h2>
Animated conversation centered around the adoption rate of self-driving cars, and the impact on parking garages in commercial real estate.<span>  </span>There was debate as to the time horizon: five, ten or fifteen years.<span>  </span>

On the one hand, a panelist noted that large tech clients like Google and Uber are still requiring five spaces per thousand square feet for new offices, so <em>“tech companies aren’t expecting self-driving cars to be a big impact for their own employees in the next five years.”</em>On the other hand, he noted that projects are already requiring optionality for space that can be converted from parking garage to office space.

<span><img src="http://www.chicagonow.com/marketing-strategist/files/2018/09/cretech-2.png" alt="CREtech Explores Self Driving Cars, Flexible Workspace and More at Los Angeles Event" width="500" height="379" class="alignnone size-full wp-image-1601" />  </span>
<h2>Future of Shared Office Spaces</h2>
The leaders in shared office spaces are Regus and WeWork, as seen in the following chart:

<img src="http://www.chicagonow.com/marketing-strategist/files/2018/09/cretech-4.png" alt="CREtech Explores Self Driving Cars, Flexible Workspace and More at Los Angeles Event" width="500" height="388" class="alignnone size-full wp-image-1603" />

Panelists were divided on how much growth remains in the areas of flexible workspace and coworking. One perspective is that there is huge upside, as shared offices represent only a small fraction of total office space and that these spaces better align with demand of Millennial and Gen Z talent.

Concerns were raised about how well many of the flexible office/coworking players (beyond WeWork) will survive an economic downturn. One opinion was that <em>“the music will stop and it will be very ugly for a lot of landlords.”</em>Panelists discussed that #1 player Regus has been through downturns before, perhaps with some strength in occupancy, but that it also filed for <a href="https://www.independent.co.uk/news/business/news/regus-becomes-first-uk-firm-to-file-for-chapter-11-124472.html">bankruptcy</a> in 2003.

While some questioned the business model health of WeWork, panelists generally concurred that the firm has proven that the user experience created in their environments resonates with talent, that it has deep pockets, and is differentiated by tech. An interesting observation was made that the demographics of the users of WeWork vary considerably from Industrious or Spaces.<span>  </span>
<h2>Flexible Workspace in Malls: Blurring of Boundaries Between Retail and Office</h2>
Both panels cited the example of the Industrious (flexible workspace) and Macerich <a href="https://www.prnewswire.com/news/Macerich+Company">deal</a> placing a flexible workspace leader within a shopping mall environment.<span>  </span>(To be sure, both panels had members with financial interests in this). With the first Industrious space in a Macerich mall slated to open in Scottsdale Fashion Square in 2019, there is an expectation of future expansion to other locations. Panelists highlighted the potential cross-pollination between retail stores, restaurants and coworking space occupants.<span>  </span>

Another retail trend noted was that digitally-native brands like Bonobos and Warby Parker are now opening retail spaces in locations where they already know their customers are concentrated and are actually driving traffic into malls, instead of relying on large department store anchor tenants to bring in customers.
<h2>What About AI and Smart Cities?</h2>
While there were many mentions of AI, there was not much conversation in the panels around the four emerging technologies cited by <a href="https://www.cretech.com/cretech-blog/the-4-breakthrough-technologies-impacting-cre-tech/">MIT that are impacting CREtech</a>.<span>  </span>Those are:
<ul>
 	<li>Artificial Intelligence</li>
 	<li>Smart Cities</li>
 	<li>Neural Networks</li>
 	<li>Zero-Knowledge Proof</li>
</ul>
We certainly expect more future discussion of applications of these technologies to CREtech.

It was stimulating to hear the different perspectives on commercial real estate and tech industry trends at CREtech.<span>  </span>From office buildings to malls, commercial real estate is facing a dramatically changing future landscape. Today, more than ever before, those in real estate need to stay informed and adapt to the market.]]></content:encoded>
        </item>
            <item>
            <title>Making Cross-Functional Teams Work: Going on a Customer Safari with an Agile Team</title>
            <link>https://www.chicagonow.com/marketing-strategist/2018/07/making-cross-functional-teams-work-going-on-a-customer-safari-with-an-agile-team/</link>
            <comments>https://www.chicagonow.com/marketing-strategist/2018/07/making-cross-functional-teams-work-going-on-a-customer-safari-with-an-agile-team/#comments</comments>
            <pubDate>Wed, 11 Jul 2018 07:00:53 -0500</pubDate>
            <dc:creator>Michal Clements</dc:creator>
            <guid isPermaLink="false">http://www.chicagonow.com/marketing-strategist/?p=1589</guid>
            <description><![CDATA[Agile is the popular software development methodology that is making its way into business team circles. Safari is the proven positioning and new product qualitative optimization process developed by the <a href="http://www.thecambridgegroup.com/">Cambridge Group</a>. Although developed by very different professionals, the two methodologies share many similar elements and goals, especially the primacy of cross-functional teams to the process. Below, see what Agile and Safari share:

<img src="http://www.chicagonow.com/marketing-strategist/files/2018/07/making-cross-functional-teams-work-agile-safari-2.png" alt="Making Cross-Functional Teams Work: Going on a Customer Safari with an Agile Team" width="500" height="522" class="alignnone size-full wp-image-1592" />
<h2>Introduction to Safari</h2>
This methodology gets its name from the extensive travel to several customer markets required from the team—as they travel with the needed luggage, it looks like they are “going on a safari.” I became proficient in Safari after practicing for several years with the guidance of former Safari partners and mentors Larry Burns and <a href="http://demandinstitute.org/the-advisory-board/rick-kash/">Rick Kash</a>, author of <em>How Companies Win</em> and <em>New Law of Demand and Supply</em>. As one client remarked,
<blockquote><em>“Your concepts [derived from Safari] always test well quantitatively. That’s not the case with other methods.” [Safari is anything but] asking the customers if they like an idea that the company has already developed and pushing them to say yes.”</em></blockquote>
<h2>Introduction to Agile</h2>
Agile is relatively simple to understand, but it takes time to learn how to practice the methodology and to get other team members on board with practicing it. Since Agile comes from the software development world, its <a href="http://agilemanifesto.org/">manifesto</a> has a few parts that are software-specific. For anyone who is unfamiliar, here are the core principles of Agile:
<ul>
 	<li><strong>Individual and Interactions</strong> over processes and tools</li>
 	<li><strong>Working software</strong> over comprehensive documentation</li>
 	<li><strong>Customer collaboration</strong> over contract negotiation</li>
 	<li><strong>Responding to change</strong> over following a plan</li>
</ul>
<h2>Role of Cross-Functional Teams</h2>
Collaborative co-creation is foundational to both Safari and Agile. There are several activities built into the methodologies that help teams achieve good outcomes.

The role of the cross-functional team in Safari is to listen intently to the customer feedback and to examine operational implementation considerations. After each of the twelve rounds of customer feedback, the team debriefs each idea, and the feedback, following a disciplined technique. More is learned from customers who say “no” and do not like the concept than those who agree. The ideas that the cross-functional team and the customer have collaboratively developed are already vetted cross-functionally and can be done.

With Agile, User Stories are a tool to create collaboration around a narrative. As defined by the <a href="https://www.agilealliance.org/glossary/user-stories/#q=~(filters~(postType~(~'page~'post~'aa_book~'aa_event_session~'aa_experience_report~'aa_glossary~'aa_research_paper~'aa_video)~tags~(~'user*20stories))~searchTerm~'~sort~false~sortDirection~'asc~page~1)">Agile Alliance</a>:
<blockquote><em>“In consultation with the customer or product owner, the team divides up the work to be done into functional increments called ‘user stories.’ Each user story is expected to yield, once implemented, a contribution to the value of the overall product, irrespective of the order of implementation.”</em></blockquote>
This element is identical to Safari, which uses concepts as a tool to create collaboration among a cross-functional team. In addition, Daily Stand Up Meetings facilitate interaction and sharing information vital for coordination. By standing up and keeping the meeting to 15 minutes, participants are more energized and focused.
<h2>Iterative Improvements Driven by Data</h2>
<img src="http://www.chicagonow.com/marketing-strategist/files/2018/07/making-cross-functional-teams-work-agile-safari-3.png" alt="Making Cross-Functional Teams Work: Going on a Customer Safari with an Agile Team" width="300" height="256" class="alignright size-full wp-image-1593" />Prior to actual qualitative research in Safari, prework is completed to identify up to two target customer groups. There is a disciplined practice surrounding this recruitment, through screening and open-ended questions. Agile Personas are a similar device to design for the user experience. These detailed, synthetic biographies describe fictitious customers and include photographs and personal details.

During the Test and Learn process, Safari teams test 20-25 starting ideas with target customers. The team has a complete willingness to drop these ideas, add new ones and adapt them at each step, which typically happens twice a day during this phase. Test and Learn days are a minimum of twelve hours. It requires stamina to go on Safari!

Agile’s Incremental Development Strategy also favors iterative improvement that builds on the previous version and releases small upgrades in usability to users quickly. Feedback from users informs future User Stories, and the cycle continues. The same accountability for improvement is found in both Agile and Safari.
<h2>To Master Safari and Agile</h2>
Mastery of Safari and Agile both require an intuitive interpretation of research. In the <a href="https://www.coursera.org/specializations/agile-development">Agile Development</a> Coursera class by Alex Cowan, he warns against two sets of “twin faults” that prevent Agile mastery. The first pitfall is either assuming you know what’s best and not soliciting any customer input or, alternatively, doing precisely and literally what the customer says. Similarly, when listening to target customers, expert Safari practitioners focus on “what they mean, not what they say.” At the end of the Safari process, anyone who has participated will know in “their gut,” not just “their head” why the positioning idea works or the new product ideas address a meaningful consumer benefit and usage occasion.

Successful team co-creation also demonstrates mastery in these methodologies. The second pitfall Cowan identifies is when a team tends toward the extreme of either micromanagement or “you do your thing, I’ll do mine” with each person working independently and tossing their output over the wall. Structured team learning processes like Agile’s narrative collaboration or The Cambridge Group’s Safari process help avoid those problems.
<h2>Barriers to Safari and Agile</h2>
Some of the biggest barriers to Agile or Safari are a management team or corporate culture that cannot accept this work process, because of the work habits that many have formed over the years, along with our own human survival behaviors.

Also, in my experience, very few cross-functional teams at organizations with representatives from finance, legal, engineering, regulatory, science, marketing and sales are able to work full-time for months or years on a given initiative. Instead, time is negotiated for the representatives to work in an effective, intense fashion and then, to provide ongoing guidance or expertise when the effort is being vetted and moves forward. Beyond the core team, the broader organization’s expertise is also needed during the creation process. Safari allows those cross-functional participants a way to be in the collaborative narrative, while the core team guides its daily optimization. The goal is to allow people to participate from their expertise and strengths, not to ask everyone in the company to become an expert market research person or customer insights person or a copywriter.
<h2>Safari and Agile in Business-to-Business (B2B)</h2>
These approaches work well in business-to-business as well as business-to-consumer. Paul Hebert of <a href="https://www.creativegroupinc.com/">Creative Group</a> describes how his organization works to co-create with their large customers:
<blockquote><em>“We use co-creation, and ‘how might we?’ activities, with structured brainstorming over a day-and-a-half process to create marketing and incentive programs for our clients. While this process allows us to solve for the issues we wanted to focus on, many times we’ve been able to surface unrecognized client business challenges even if they fall outside our functional support area. Finding and understanding these new challenges usually improves our solutions and makes them more effective. In addition, the client leaves our experience with new initiatives to address to make their business better. That is real value-add. And it would never have happened without a co-creation process.”</em></blockquote>
Cross-functional teams who co-create are important to efficiently develop and deliver products and customer experiences. Following a proven, structured methodology like Agile or Safari is critical to avoiding well-documented pitfalls and barriers to this work style.

<em>Michal Clements is a classically-trained strategy and operations professional (Booz-Allen, The Cambridge Group, Kraft, Merrill Lynch).  Through her consulting work at <a href="http://www.itoaction.com/">Insight to Action</a>, she helps leaders and teams find solutions to business challenges in a diverse range of industries and clients. She is also a published <a href="http://www.tuningintomom.com/">author</a>, and speaks and writes regularly on the workplace and markets. </em>]]></description>
            <content:encoded><![CDATA[Agile is the popular software development methodology that is making its way into business team circles. Safari is the proven positioning and new product qualitative optimization process developed by the <a href="http://www.thecambridgegroup.com/">Cambridge Group</a>. Although developed by very different professionals, the two methodologies share many similar elements and goals, especially the primacy of cross-functional teams to the process. Below, see what Agile and Safari share:

<img src="http://www.chicagonow.com/marketing-strategist/files/2018/07/making-cross-functional-teams-work-agile-safari-2.png" alt="Making Cross-Functional Teams Work: Going on a Customer Safari with an Agile Team" width="500" height="522" class="alignnone size-full wp-image-1592" />
<h2>Introduction to Safari</h2>
This methodology gets its name from the extensive travel to several customer markets required from the team—as they travel with the needed luggage, it looks like they are “going on a safari.” I became proficient in Safari after practicing for several years with the guidance of former Safari partners and mentors Larry Burns and <a href="http://demandinstitute.org/the-advisory-board/rick-kash/">Rick Kash</a>, author of <em>How Companies Win</em> and <em>New Law of Demand and Supply</em>. As one client remarked,
<blockquote><em>“Your concepts [derived from Safari] always test well quantitatively. That’s not the case with other methods.” [Safari is anything but] asking the customers if they like an idea that the company has already developed and pushing them to say yes.”</em></blockquote>
<h2>Introduction to Agile</h2>
Agile is relatively simple to understand, but it takes time to learn how to practice the methodology and to get other team members on board with practicing it. Since Agile comes from the software development world, its <a href="http://agilemanifesto.org/">manifesto</a> has a few parts that are software-specific. For anyone who is unfamiliar, here are the core principles of Agile:
<ul>
 	<li><strong>Individual and Interactions</strong> over processes and tools</li>
 	<li><strong>Working software</strong> over comprehensive documentation</li>
 	<li><strong>Customer collaboration</strong> over contract negotiation</li>
 	<li><strong>Responding to change</strong> over following a plan</li>
</ul>
<h2>Role of Cross-Functional Teams</h2>
Collaborative co-creation is foundational to both Safari and Agile. There are several activities built into the methodologies that help teams achieve good outcomes.

The role of the cross-functional team in Safari is to listen intently to the customer feedback and to examine operational implementation considerations. After each of the twelve rounds of customer feedback, the team debriefs each idea, and the feedback, following a disciplined technique. More is learned from customers who say “no” and do not like the concept than those who agree. The ideas that the cross-functional team and the customer have collaboratively developed are already vetted cross-functionally and can be done.

With Agile, User Stories are a tool to create collaboration around a narrative. As defined by the <a href="https://www.agilealliance.org/glossary/user-stories/#q=~(filters~(postType~(~'page~'post~'aa_book~'aa_event_session~'aa_experience_report~'aa_glossary~'aa_research_paper~'aa_video)~tags~(~'user*20stories))~searchTerm~'~sort~false~sortDirection~'asc~page~1)">Agile Alliance</a>:
<blockquote><em>“In consultation with the customer or product owner, the team divides up the work to be done into functional increments called ‘user stories.’ Each user story is expected to yield, once implemented, a contribution to the value of the overall product, irrespective of the order of implementation.”</em></blockquote>
This element is identical to Safari, which uses concepts as a tool to create collaboration among a cross-functional team. In addition, Daily Stand Up Meetings facilitate interaction and sharing information vital for coordination. By standing up and keeping the meeting to 15 minutes, participants are more energized and focused.
<h2>Iterative Improvements Driven by Data</h2>
<img src="http://www.chicagonow.com/marketing-strategist/files/2018/07/making-cross-functional-teams-work-agile-safari-3.png" alt="Making Cross-Functional Teams Work: Going on a Customer Safari with an Agile Team" width="300" height="256" class="alignright size-full wp-image-1593" />Prior to actual qualitative research in Safari, prework is completed to identify up to two target customer groups. There is a disciplined practice surrounding this recruitment, through screening and open-ended questions. Agile Personas are a similar device to design for the user experience. These detailed, synthetic biographies describe fictitious customers and include photographs and personal details.

During the Test and Learn process, Safari teams test 20-25 starting ideas with target customers. The team has a complete willingness to drop these ideas, add new ones and adapt them at each step, which typically happens twice a day during this phase. Test and Learn days are a minimum of twelve hours. It requires stamina to go on Safari!

Agile’s Incremental Development Strategy also favors iterative improvement that builds on the previous version and releases small upgrades in usability to users quickly. Feedback from users informs future User Stories, and the cycle continues. The same accountability for improvement is found in both Agile and Safari.
<h2>To Master Safari and Agile</h2>
Mastery of Safari and Agile both require an intuitive interpretation of research. In the <a href="https://www.coursera.org/specializations/agile-development">Agile Development</a> Coursera class by Alex Cowan, he warns against two sets of “twin faults” that prevent Agile mastery. The first pitfall is either assuming you know what’s best and not soliciting any customer input or, alternatively, doing precisely and literally what the customer says. Similarly, when listening to target customers, expert Safari practitioners focus on “what they mean, not what they say.” At the end of the Safari process, anyone who has participated will know in “their gut,” not just “their head” why the positioning idea works or the new product ideas address a meaningful consumer benefit and usage occasion.

Successful team co-creation also demonstrates mastery in these methodologies. The second pitfall Cowan identifies is when a team tends toward the extreme of either micromanagement or “you do your thing, I’ll do mine” with each person working independently and tossing their output over the wall. Structured team learning processes like Agile’s narrative collaboration or The Cambridge Group’s Safari process help avoid those problems.
<h2>Barriers to Safari and Agile</h2>
Some of the biggest barriers to Agile or Safari are a management team or corporate culture that cannot accept this work process, because of the work habits that many have formed over the years, along with our own human survival behaviors.

Also, in my experience, very few cross-functional teams at organizations with representatives from finance, legal, engineering, regulatory, science, marketing and sales are able to work full-time for months or years on a given initiative. Instead, time is negotiated for the representatives to work in an effective, intense fashion and then, to provide ongoing guidance or expertise when the effort is being vetted and moves forward. Beyond the core team, the broader organization’s expertise is also needed during the creation process. Safari allows those cross-functional participants a way to be in the collaborative narrative, while the core team guides its daily optimization. The goal is to allow people to participate from their expertise and strengths, not to ask everyone in the company to become an expert market research person or customer insights person or a copywriter.
<h2>Safari and Agile in Business-to-Business (B2B)</h2>
These approaches work well in business-to-business as well as business-to-consumer. Paul Hebert of <a href="https://www.creativegroupinc.com/">Creative Group</a> describes how his organization works to co-create with their large customers:
<blockquote><em>“We use co-creation, and ‘how might we?’ activities, with structured brainstorming over a day-and-a-half process to create marketing and incentive programs for our clients. While this process allows us to solve for the issues we wanted to focus on, many times we’ve been able to surface unrecognized client business challenges even if they fall outside our functional support area. Finding and understanding these new challenges usually improves our solutions and makes them more effective. In addition, the client leaves our experience with new initiatives to address to make their business better. That is real value-add. And it would never have happened without a co-creation process.”</em></blockquote>
Cross-functional teams who co-create are important to efficiently develop and deliver products and customer experiences. Following a proven, structured methodology like Agile or Safari is critical to avoiding well-documented pitfalls and barriers to this work style.

<em>Michal Clements is a classically-trained strategy and operations professional (Booz-Allen, The Cambridge Group, Kraft, Merrill Lynch).  Through her consulting work at <a href="http://www.itoaction.com/">Insight to Action</a>, she helps leaders and teams find solutions to business challenges in a diverse range of industries and clients. She is also a published <a href="http://www.tuningintomom.com/">author</a>, and speaks and writes regularly on the workplace and markets. </em>]]></content:encoded>
        </item>
            <item>
            <title>Mature and Resourceful Gen Z is Already Making the World a Better Place</title>
            <link>https://www.chicagonow.com/marketing-strategist/2018/06/mature-and-resourceful-gen-z-is-already-making-the-world-a-better-place/</link>
            <comments>https://www.chicagonow.com/marketing-strategist/2018/06/mature-and-resourceful-gen-z-is-already-making-the-world-a-better-place/#comments</comments>
            <pubDate>Sat, 30 Jun 2018 07:00:22 -0500</pubDate>
            <dc:creator>Michal Clements</dc:creator>
            <guid isPermaLink="false">http://www.chicagonow.com/marketing-strategist/?p=1575</guid>
            <description><![CDATA[At the start of fall semester about four years ago, Dr. Corey Seemiller was introducing her syllabus to a freshman class at Wright State University. This fresh crop of first-year college students represented the oldest members of Gen Z. Dr. Seemiller told the class they would be required to volunteer for community service, and she was surprised at students’ lack of enthusiasm. Millennials had usually been eager to volunteer. On student asked:
<blockquote>“Can I count the hours I spend running my non-profit towards the 10 hours required for the course?”</blockquote>
It was then that Dr. Seemiller knew this generation is already changing the world. Learn more about her research by watching her wildly-popular TEDxDayton presentation <a href="https://youtu.be/cN0hyudK7nE">Generation Z: Making a Difference Their Way</a>.

<iframe width="560" height="315" src="https://www.youtube.com/embed/cN0hyudK7nE" frameborder="0" allow="autoplay; encrypted-media" allowfullscreen="allowfullscreen"></iframe>
<h2>Wait, Aren’t Gen Z Kids?</h2>
<img src="http://www.chicagonow.com/marketing-strategist/files/2018/05/gen-z-world-better-place-2.png" alt="Mature and Resourceful Gen Z is Already Making the World a Better Place" width="300" height="187" class="alignright size-full wp-image-1578" />Born between 1996-2010, the oldest Gen Z are now 21. They aren’t just teens and children anymore. Some of them are graduating college. And they have ambition. Research by <a href="https://www.marketo.com/">Marketo</a> reveals:
<blockquote><em>“Growing up in a time of uncertainty (the post-9/11 world, economic recession) and changing norms (increased racial diversity, shifting gender roles), Gen Z is mature, self-directed and resourceful.”</em></blockquote>
In a <a href="http://www.gallupstudentpoll.com/197492/2016-national-scorecard.aspx">Gallup Student Poll</a>, 40% of middle and high school students plan to start their own business, with 24% already learning how to start and manage one. And, as Dr. Seemiller asserts, Gen Z is choosing this path to make a difference:
<blockquote><em>“It’s more than being their own bosses, but to leverage their talents to create social change. Most want a small business that focuses on an issue they care about. Making a difference is more important than making money. Their way of contributing is different. They don’t come out to volunteer but prefer to attack the root cause of the problem, making volunteerism unnecessary.” </em></blockquote>
Gen Z is driven to accomplish what matters to them, and that doesn’t just mean affluence and a high standard of living. Compared to Millennials, Gen Z places a high value on economic and environmental consciousness.

<img src="http://www.chicagonow.com/marketing-strategist/files/2018/05/gen-z-world-better-place-3.png" alt="Mature and Resourceful Gen Z is Already Making the World a Better Place" width="500" height="369" class="alignnone size-full wp-image-1579" />

Members of Gen Z don’t think they are too young to change the world. A <a href="https://www.bbb.org/centralohio/business-blog/new-posts/2017/12/14/what-you-need-to-know-about-gen-z/">2017 Giving Report</a> found that 26% of 16-19 year olds volunteer on a regular basis. Gen Z has already given us the youngest Nobel Peace Prize winner <a href="https://www.theatlantic.com/sponsored/allstate/getting-gen-z-primed-to-save-the-world/747/">ever</a>, Afghan teen Malala Yousafzai. So the question isn’t, “Will Gen Z change the world?” The question is, “Are you ready for this powerhouse generation?”]]></description>
            <content:encoded><![CDATA[At the start of fall semester about four years ago, Dr. Corey Seemiller was introducing her syllabus to a freshman class at Wright State University. This fresh crop of first-year college students represented the oldest members of Gen Z. Dr. Seemiller told the class they would be required to volunteer for community service, and she was surprised at students’ lack of enthusiasm. Millennials had usually been eager to volunteer. On student asked:
<blockquote>“Can I count the hours I spend running my non-profit towards the 10 hours required for the course?”</blockquote>
It was then that Dr. Seemiller knew this generation is already changing the world. Learn more about her research by watching her wildly-popular TEDxDayton presentation <a href="https://youtu.be/cN0hyudK7nE">Generation Z: Making a Difference Their Way</a>.

<iframe width="560" height="315" src="https://www.youtube.com/embed/cN0hyudK7nE" frameborder="0" allow="autoplay; encrypted-media" allowfullscreen="allowfullscreen"></iframe>
<h2>Wait, Aren’t Gen Z Kids?</h2>
<img src="http://www.chicagonow.com/marketing-strategist/files/2018/05/gen-z-world-better-place-2.png" alt="Mature and Resourceful Gen Z is Already Making the World a Better Place" width="300" height="187" class="alignright size-full wp-image-1578" />Born between 1996-2010, the oldest Gen Z are now 21. They aren’t just teens and children anymore. Some of them are graduating college. And they have ambition. Research by <a href="https://www.marketo.com/">Marketo</a> reveals:
<blockquote><em>“Growing up in a time of uncertainty (the post-9/11 world, economic recession) and changing norms (increased racial diversity, shifting gender roles), Gen Z is mature, self-directed and resourceful.”</em></blockquote>
In a <a href="http://www.gallupstudentpoll.com/197492/2016-national-scorecard.aspx">Gallup Student Poll</a>, 40% of middle and high school students plan to start their own business, with 24% already learning how to start and manage one. And, as Dr. Seemiller asserts, Gen Z is choosing this path to make a difference:
<blockquote><em>“It’s more than being their own bosses, but to leverage their talents to create social change. Most want a small business that focuses on an issue they care about. Making a difference is more important than making money. Their way of contributing is different. They don’t come out to volunteer but prefer to attack the root cause of the problem, making volunteerism unnecessary.” </em></blockquote>
Gen Z is driven to accomplish what matters to them, and that doesn’t just mean affluence and a high standard of living. Compared to Millennials, Gen Z places a high value on economic and environmental consciousness.

<img src="http://www.chicagonow.com/marketing-strategist/files/2018/05/gen-z-world-better-place-3.png" alt="Mature and Resourceful Gen Z is Already Making the World a Better Place" width="500" height="369" class="alignnone size-full wp-image-1579" />

Members of Gen Z don’t think they are too young to change the world. A <a href="https://www.bbb.org/centralohio/business-blog/new-posts/2017/12/14/what-you-need-to-know-about-gen-z/">2017 Giving Report</a> found that 26% of 16-19 year olds volunteer on a regular basis. Gen Z has already given us the youngest Nobel Peace Prize winner <a href="https://www.theatlantic.com/sponsored/allstate/getting-gen-z-primed-to-save-the-world/747/">ever</a>, Afghan teen Malala Yousafzai. So the question isn’t, “Will Gen Z change the world?” The question is, “Are you ready for this powerhouse generation?”]]></content:encoded>
        </item>
            <item>
            <title>LEGO AR-Studio: Augmented Reality Brings New Adventures to World’s Most Valuable Toy Brand</title>
            <link>https://www.chicagonow.com/marketing-strategist/2018/06/lego-ar-studio-augmented-reality-brings-new-adventures-to-worlds-most-valuable-toy-brand/</link>
            <comments>https://www.chicagonow.com/marketing-strategist/2018/06/lego-ar-studio-augmented-reality-brings-new-adventures-to-worlds-most-valuable-toy-brand/#comments</comments>
            <pubDate>Wed, 20 Jun 2018 07:00:08 -0500</pubDate>
            <dc:creator>Michal Clements</dc:creator>
            <guid isPermaLink="false">http://www.chicagonow.com/marketing-strategist/?p=1583</guid>
            <description><![CDATA[LEGO was ranked the world’s 91<sup>st</sup> most valuable brand by <a href="https://www.forbes.com/companies/lego-group/"><em>Forbes</em></a> in 2017, and the world’s most valuable toy brand, according to <a href="http://brandfinance.com/images/upload/toys_25_report_2018_website_version.pdf">Brand Finance Toys 25 2018</a> report, ahead of My Little Pony, Monsters High, Nerf and Fisher-Price. Despite this brand success, the company reported an 8% decline in sales and a 17% decline in profits for 2017, according to <a href="https://www.theguardian.com/lifeandstyle/2018/mar/06/lego-sales-fall-growth-job-cuts"><em>The Guardian</em></a><em>.</em>

The brand has expanded from bricks to movies, video games, LEGOLAND theme parks, a <a href="https://www.youtube.com/user/LEGO">YouTube</a> channel with over five million subscribers and more. Fans are encouraged to generate content and make it their own. For example, the most popular activity in the LEGO Life online community is for users to upload photos of what they’ve built. And, in a world of digital content, LEGO has innovated to compete for a broad definition of play time. In a recent <a href="https://www.cnbc.com/2018/04/27/lego-marketing-strategy-made-it-world-favorite-toy-brand.html">CBNC</a> article, LEGO’s Peter Kim, Vice President of Digital Consumer Engagement explains how the brand thinks about winning with Gen Z and Alpha Gen Consumers:
<blockquote><em>“The nature of play has also evolved with the rise of digital. Competition comes in many forms, not just products but how kids decide to spend their time and how lifestyles have changed. Maybe it’s a matter of competing for attention with YouTube influencers as much as [wondering] ‘Is there time to build a [LEGO] set?’ So the trick is, how do we get within that stream and really create collaborations to make play part of life.”</em></blockquote>
An example of this is LEGO’s new <a href="https://youtu.be/WNVJ2pWVNXE">augmented reality offering that was just shared at the Apple Worldwide Developer’s Conference in San Jose</a>. LEGO AR-Studio is a free app that lets LEGO builders create virtual worlds stemming from physical LEGO creations. Open-ended play encourages creativity and story-telling. Children play out their own adventures and record video while uncovering fun animations and audiovisual effects. LEGO AR-Studio expands the playability of physical LEGO sets.

<iframe width="560" height="315" src="https://www.youtube.com/embed/WNVJ2pWVNXE" frameborder="0" allow="autoplay; encrypted-media" allowfullscreen="allowfullscreen"></iframe>

<img src="http://www.chicagonow.com/marketing-strategist/files/2018/06/lego-ar-studio-2.png" alt="LEGO AR-Studio: Augmented Reality Brings New Adventures to World’s Most Valuable Toy Brand" width="250" height="217" class="alignright size-full wp-image-1586" />As only a few selections of LEGO City and Ninjago sets are currently compatible with the app, it’s too early to gauge the commercial impact. However, anecdotal comments from consumers suggest interest:
<blockquote><em>"I think this is a great idea. With just one set, you could have a whole LEGO world in half the time that it would take to make one physically. This is revolutionary! It expands LEGOs to so much more than they already were.” – Carson, age 12 (US)</em><em> </em>

<em>“It looks pretty cool. I like that you can create a LEGO object and create structures and objects around them. I’ve done a lot of LEGO projects, but nothing like this.” -Michael, age 11 (US)</em></blockquote>
However, a comment from Christopher, age 23, highlights that LEGO AR-Studio isn’t universally praised:
<blockquote><em>"While I can see kids enjoying this, I'm concerned that it gives them more reasons to use tablets instead of their hands to engage with the world. I love LEGO, and for me this kind of takes all the imagination out of it."</em></blockquote>
To be sure, augmented reality can be clunky and so it will remain to be seen if the LEGO AR-Studio initiative can enjoy the success of Pokemon Go (recognizing that <a href="https://www.scientificamerican.com/article/is-pokemon-go-really-augmented-reality/">some argue</a> that Pokemon Go is mixed reality or location-based entertainment, rather than augmented reality).
<h2>Augmented Reality isn’t the Only Reality</h2>
LEGO could consider expanding their brand to adult gaming events like <a href="https://calendar.eventsforgamers.com/?event=8010335">Strategicon</a>. I attended Strategicon for the first time in LA on May 26<sup>th</sup>, and enjoyed the opportunity to try new interactive party games, role playing games, board games, cos play, video games and more. The event was a smorgasbord of gaming, with participants ranging from ages seven to seventy. There were quite a few families, along with adult gamers. Thinking expansively, a take on LEGO AR-Studio could be a natural appeal for multi-generational gamers or adult gamers.

With AR-Studio, LEGO is making strides towards competing more directly against online experiences that appeal to its customers. For instance, a child who enjoys building LEGO sets is also likely to play Minecraft. Conceptually, it makes sense that children would enjoy the interactive augmented reality of LEGO AR-Studio just as much. It is also plausible that parents would be more receptive to tablet play that has a hands-on creative component.  Perhaps the brand will expand its equity to gaming conferences like Strategicon or outdoor adventures like Pokemon Go and continue to move in new directions.  Regardless, moving the LEGO brand forward into more new adventures with different dimensions of play, entertainment and gaming will continue to be critical for LEGO to thrive, grow and capture consumer loyalty and purchases.]]></description>
            <content:encoded><![CDATA[LEGO was ranked the world’s 91<sup>st</sup> most valuable brand by <a href="https://www.forbes.com/companies/lego-group/"><em>Forbes</em></a> in 2017, and the world’s most valuable toy brand, according to <a href="http://brandfinance.com/images/upload/toys_25_report_2018_website_version.pdf">Brand Finance Toys 25 2018</a> report, ahead of My Little Pony, Monsters High, Nerf and Fisher-Price. Despite this brand success, the company reported an 8% decline in sales and a 17% decline in profits for 2017, according to <a href="https://www.theguardian.com/lifeandstyle/2018/mar/06/lego-sales-fall-growth-job-cuts"><em>The Guardian</em></a><em>.</em>

The brand has expanded from bricks to movies, video games, LEGOLAND theme parks, a <a href="https://www.youtube.com/user/LEGO">YouTube</a> channel with over five million subscribers and more. Fans are encouraged to generate content and make it their own. For example, the most popular activity in the LEGO Life online community is for users to upload photos of what they’ve built. And, in a world of digital content, LEGO has innovated to compete for a broad definition of play time. In a recent <a href="https://www.cnbc.com/2018/04/27/lego-marketing-strategy-made-it-world-favorite-toy-brand.html">CBNC</a> article, LEGO’s Peter Kim, Vice President of Digital Consumer Engagement explains how the brand thinks about winning with Gen Z and Alpha Gen Consumers:
<blockquote><em>“The nature of play has also evolved with the rise of digital. Competition comes in many forms, not just products but how kids decide to spend their time and how lifestyles have changed. Maybe it’s a matter of competing for attention with YouTube influencers as much as [wondering] ‘Is there time to build a [LEGO] set?’ So the trick is, how do we get within that stream and really create collaborations to make play part of life.”</em></blockquote>
An example of this is LEGO’s new <a href="https://youtu.be/WNVJ2pWVNXE">augmented reality offering that was just shared at the Apple Worldwide Developer’s Conference in San Jose</a>. LEGO AR-Studio is a free app that lets LEGO builders create virtual worlds stemming from physical LEGO creations. Open-ended play encourages creativity and story-telling. Children play out their own adventures and record video while uncovering fun animations and audiovisual effects. LEGO AR-Studio expands the playability of physical LEGO sets.

<iframe width="560" height="315" src="https://www.youtube.com/embed/WNVJ2pWVNXE" frameborder="0" allow="autoplay; encrypted-media" allowfullscreen="allowfullscreen"></iframe>

<img src="http://www.chicagonow.com/marketing-strategist/files/2018/06/lego-ar-studio-2.png" alt="LEGO AR-Studio: Augmented Reality Brings New Adventures to World’s Most Valuable Toy Brand" width="250" height="217" class="alignright size-full wp-image-1586" />As only a few selections of LEGO City and Ninjago sets are currently compatible with the app, it’s too early to gauge the commercial impact. However, anecdotal comments from consumers suggest interest:
<blockquote><em>"I think this is a great idea. With just one set, you could have a whole LEGO world in half the time that it would take to make one physically. This is revolutionary! It expands LEGOs to so much more than they already were.” – Carson, age 12 (US)</em><em> </em>

<em>“It looks pretty cool. I like that you can create a LEGO object and create structures and objects around them. I’ve done a lot of LEGO projects, but nothing like this.” -Michael, age 11 (US)</em></blockquote>
However, a comment from Christopher, age 23, highlights that LEGO AR-Studio isn’t universally praised:
<blockquote><em>"While I can see kids enjoying this, I'm concerned that it gives them more reasons to use tablets instead of their hands to engage with the world. I love LEGO, and for me this kind of takes all the imagination out of it."</em></blockquote>
To be sure, augmented reality can be clunky and so it will remain to be seen if the LEGO AR-Studio initiative can enjoy the success of Pokemon Go (recognizing that <a href="https://www.scientificamerican.com/article/is-pokemon-go-really-augmented-reality/">some argue</a> that Pokemon Go is mixed reality or location-based entertainment, rather than augmented reality).
<h2>Augmented Reality isn’t the Only Reality</h2>
LEGO could consider expanding their brand to adult gaming events like <a href="https://calendar.eventsforgamers.com/?event=8010335">Strategicon</a>. I attended Strategicon for the first time in LA on May 26<sup>th</sup>, and enjoyed the opportunity to try new interactive party games, role playing games, board games, cos play, video games and more. The event was a smorgasbord of gaming, with participants ranging from ages seven to seventy. There were quite a few families, along with adult gamers. Thinking expansively, a take on LEGO AR-Studio could be a natural appeal for multi-generational gamers or adult gamers.

With AR-Studio, LEGO is making strides towards competing more directly against online experiences that appeal to its customers. For instance, a child who enjoys building LEGO sets is also likely to play Minecraft. Conceptually, it makes sense that children would enjoy the interactive augmented reality of LEGO AR-Studio just as much. It is also plausible that parents would be more receptive to tablet play that has a hands-on creative component.  Perhaps the brand will expand its equity to gaming conferences like Strategicon or outdoor adventures like Pokemon Go and continue to move in new directions.  Regardless, moving the LEGO brand forward into more new adventures with different dimensions of play, entertainment and gaming will continue to be critical for LEGO to thrive, grow and capture consumer loyalty and purchases.]]></content:encoded>
        </item>
            <item>
            <title>In an Omnichannel World, What Value Does Your Physical Branch Provide?</title>
            <link>https://www.chicagonow.com/marketing-strategist/2018/05/in-an-omnichannel-world-what-value-does-your-physical-branch-provide/</link>
            <comments>https://www.chicagonow.com/marketing-strategist/2018/05/in-an-omnichannel-world-what-value-does-your-physical-branch-provide/#comments</comments>
            <pubDate>Wed, 09 May 2018 07:00:18 -0500</pubDate>
            <dc:creator>Michal Clements</dc:creator>
            <guid isPermaLink="false">http://www.chicagonow.com/marketing-strategist/?p=1568</guid>
            <description><![CDATA[Omnichannel business models have evolved as a way to provide a unified customer experience in a world of diverse communication channels, like in-person, over the phone, online and mobile. As consumers expect more ability to learn and purchase online, the role of the physical branch location must adapt.

A good example that I heard of recently came from a radio interview with an executive from innovative beauty retailer <a href="https://bluemercury.com/pages/spa-services">bluemercury</a>. She discussed how bluemercury stores go beyond selling beauty products to offer in-person services that can’t be obtained online. These services include facials, waxing, massage and instruction in applying makeup. The value add in the store visit is clear.

But what about a category like automobile insurance? More than a decade ago my firm investigated how over 2,000 consumers had recently shopped for, quoted and purchased auto insurance. Even then, a full third of consumers were using multiple channels. The most popular channel to gather information was online (66%), and the most popular channels for quoting were online and by phone. By comparison, in-person quoting and branch visits were used by less than 15% of consumers. The trend was towards increased phone and Internet and away from local office visits. Multi-channel shopping was common, and branch visits were losing relevancy.

<img src="http://www.chicagonow.com/marketing-strategist/files/2018/05/omnichannel-world-2.png" alt="In an Omnichannel World, What Value Does Your Physical Branch Provide?" width="500" height="446" class="alignnone size-full wp-image-1571" />

The clear leaders in online shopping were GEICO and Progressive. Those same players have continued to gain market share since then. Toll-free and local office phone shopping found State Farm, Allstate, Progressive and GECIO as all highly competitive. In contrast, office visits were led by State Farm and Allstate, then Progressive.

While most of the consumers who shop do so thinking they can get a better rate, marketing messages were the specific trigger for 29% of shoppers. This included online marketing (14%), renewal notices (15%), direct mail (12%) and TV marketing (14%). New car purchases (11%) also triggered shopping.

<img src="http://www.chicagonow.com/marketing-strategist/files/2018/05/omnichannel-world-3.png" alt="In an Omnichannel World, What Value Does Your Physical Branch Provide?" width="500" height="373" class="alignnone size-full wp-image-1572" />

Another interesting difference was between groups of shoppers. Casual Shoppers made up around 80% of consumers who felt in control of their shopping. They were already insured, fairly satisfied, and just wanted to see if they might get a better price. Casual Shoppers were much less likely to have only the legal minimum in coverage and less likely to switch carriers after shopping. By contrast, the 20% of consumers we called Motivated Shoppers might or might not have coverage, and a full 60% had switched carriers less than one year ago. While everyone likes a good price and value, from a selling perspective, the approach to Casual Shoppers should be different from the approach with Motivated Shoppers.

Today, some retail branches for insurance and banking occasionally offer seminars in money management, budgeting, retirement planning, and estate planning. And, there are typically more services available for high net worth or high value clients. But the focus is often simply on selling basic products that could be obtained online or over the phone. While insurance and financial services products can be complex and confusing, other products like term life insurance are relatively straightforward to purchase online. This presents a challenge to add value beyond the product basics for insurance and financial service brands that are committed to the physical store footprint. As we know, in an omnichannel world, simply having a branch isn’t enough.]]></description>
            <content:encoded><![CDATA[Omnichannel business models have evolved as a way to provide a unified customer experience in a world of diverse communication channels, like in-person, over the phone, online and mobile. As consumers expect more ability to learn and purchase online, the role of the physical branch location must adapt.

A good example that I heard of recently came from a radio interview with an executive from innovative beauty retailer <a href="https://bluemercury.com/pages/spa-services">bluemercury</a>. She discussed how bluemercury stores go beyond selling beauty products to offer in-person services that can’t be obtained online. These services include facials, waxing, massage and instruction in applying makeup. The value add in the store visit is clear.

But what about a category like automobile insurance? More than a decade ago my firm investigated how over 2,000 consumers had recently shopped for, quoted and purchased auto insurance. Even then, a full third of consumers were using multiple channels. The most popular channel to gather information was online (66%), and the most popular channels for quoting were online and by phone. By comparison, in-person quoting and branch visits were used by less than 15% of consumers. The trend was towards increased phone and Internet and away from local office visits. Multi-channel shopping was common, and branch visits were losing relevancy.

<img src="http://www.chicagonow.com/marketing-strategist/files/2018/05/omnichannel-world-2.png" alt="In an Omnichannel World, What Value Does Your Physical Branch Provide?" width="500" height="446" class="alignnone size-full wp-image-1571" />

The clear leaders in online shopping were GEICO and Progressive. Those same players have continued to gain market share since then. Toll-free and local office phone shopping found State Farm, Allstate, Progressive and GECIO as all highly competitive. In contrast, office visits were led by State Farm and Allstate, then Progressive.

While most of the consumers who shop do so thinking they can get a better rate, marketing messages were the specific trigger for 29% of shoppers. This included online marketing (14%), renewal notices (15%), direct mail (12%) and TV marketing (14%). New car purchases (11%) also triggered shopping.

<img src="http://www.chicagonow.com/marketing-strategist/files/2018/05/omnichannel-world-3.png" alt="In an Omnichannel World, What Value Does Your Physical Branch Provide?" width="500" height="373" class="alignnone size-full wp-image-1572" />

Another interesting difference was between groups of shoppers. Casual Shoppers made up around 80% of consumers who felt in control of their shopping. They were already insured, fairly satisfied, and just wanted to see if they might get a better price. Casual Shoppers were much less likely to have only the legal minimum in coverage and less likely to switch carriers after shopping. By contrast, the 20% of consumers we called Motivated Shoppers might or might not have coverage, and a full 60% had switched carriers less than one year ago. While everyone likes a good price and value, from a selling perspective, the approach to Casual Shoppers should be different from the approach with Motivated Shoppers.

Today, some retail branches for insurance and banking occasionally offer seminars in money management, budgeting, retirement planning, and estate planning. And, there are typically more services available for high net worth or high value clients. But the focus is often simply on selling basic products that could be obtained online or over the phone. While insurance and financial services products can be complex and confusing, other products like term life insurance are relatively straightforward to purchase online. This presents a challenge to add value beyond the product basics for insurance and financial service brands that are committed to the physical store footprint. As we know, in an omnichannel world, simply having a branch isn’t enough.]]></content:encoded>
        </item>
    
</channel>
</rss>