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La broma de Dr Pepper en Chatroulette

Unos lo utilizan como plataforma para mostrar sus atributos físicos, otros sus habilidades al piano, algunos para establecer relaciones… por supuesto, estamos hablando de Chatroulette.com, un sencillo site lanzado en noviembre que pone en contacto al azar, y a través de la webcam, a internautas desconocidos y les permite chatear mientras se ven en directo.

Este site está causando furor en internet y las marcas no han querido dejar pasar la ocasión de utilizarlo como herramienta de marketing. Dr Pepper ha sido la última en hacerlo para gastar un broma a los internautas con motivo de la celebración del April´s Fools Days e ideada por la agencia Lean Mean Fighting Machina.
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¡Jubílate, Ronald McDonald!

Ronald McDonal podría prejubilarse a sus 50 años si se cumplieran los deseos de Corporate Accountability International, un grupo de presión que se hizo popular por sus ataques al Camello de la marca de cigarrillos Camel.

Esta organización ha lanzado una campaña online a través de la web que exige a la multinacional la jubilación anticipada de Ronald McDonald por considerarlo una mala influencia para los niños estadounidenses, argumentando que “desde su creación en 1963, la obesidad infantil en EEUU se ha triplicado”.
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Dani Martin compone en una botella de Malibu

El blanco que viste la mayor parte de la botella de Malibu se ha adueñado por completo de ella tras la puesta en marcha de la ultima acción internacional de la marca, llamada Malibu by U. Se trata de una iniciativa en la que la botella se ha puesto a la venta sin colores para que los consumidores la customicen con rotuladores a su gusto.


Celebrities de distintos países han participado en esta iniciativa de la marca de Pernod Ricard dando rienda suelta a su creatividad sobre las botellas de Malibu. En España el embajador de esta iniciativa hay sido Dani Martin, cantante de la banda El Canto del Loco, que habla así de la experiencia: “A medida que vamos avanzando en nuestras vidas, nos permitimos menos cosas y nos alejamos más de lo que realmente somos. La letra de la canción que he escrito en la botella habla un poco de eso. Ojalá todos pintemos más nuestras vidas con un montón de colores y le demos más protagonismo a lo que tenemos dentro”.
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DS3 se viste de Yves Saint Laurent

Citroën se ha unido al homenaje que el Museo del Petit Palais rinde a Yves Saint Laurent vistiendo al DS con los colores ‘corporativos’ de la muestra sobre el modisto francés.

La versión ‘fashion’ del DS3 sirvió, además, de vehículo oficial de la inauguración de la retrospectiva de Yves Saint Laurent al ser el encargado de trasladar al museo parisino a las personalidades del mundo de la moda y el cine que acudieron como invitados.

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eBay Anuncios en los balcones de Madrid

Hay quien pierde la vergüenza por conseguir unos euritos. Es el caso de Alejandro Biehler, un joven de 30 años que ha decidido poner a la venta 20 objetos personales en eBay Anuncios para irse de vacaciones de Semana Santa y no ha dudado en promocionar sus ofertas de una manera, cuanto menos, singular.


El joven ha colgado en los balcones de su edificio, en la Ronda de Toledo Nº2 de Madrid, anuncios gigantes con información y precio de los objetos que vende, entre ellos, un single de Los Pecos, el videojuego Monkey Island o una chaqueta vintage de Adidas de la Selección Española de los años 80.
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Estoloarreglamoscon2huevos.com, la solución definitiva de Gran Vía 2

Ni entre todos, ni los que ‘lo jodieron’ (con perdón), ni MacGiver en un Leroy Merlín… Para Gran Vía 2, Estoloarreglamoscon2huevos.com. Eso sí, de Pascua.


El centro comercial catalán lanza su propia versión del Estosololoarreglamosentretodos.org y aprovecha para lanzar una promoción de cara a la Semana Santa.
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LG al ritmo de Rock in Rio

‘Te llevamos’ y ‘Yo Voy’ son los eslóganes de dos grandes marcas que acaban de hacer público su unión. Se trata de LG y Rock in Rio que ayer presentaron su acuerdo de patrocinio, una alianza “con sentido” según afirmó Elías Sullana, director de marketing de la división de telefonía móvil de LG España, “porque las dos compañías comparten los mismos valores de entretenimiento y optimismo”.


LG activará el patrocinio a este evento musical desde todas sus divisiones de negocio: telefonía móvil, electrónica de consumo, electrodomésticos, aire acondicionado y soluciones de negocio. “Cada vez que los consumidores compren productos de la marca, podrán conseguir entradas para el festival. Del mismo modo, la compra de entradas de Rock in Río estará premiada con descuentos para adquirir productos de LG”, señaló Fullana. Una promoción que Roberta Medina, vicepresidenta del festival, definió como “una herramienta muy eficaz para llevar a las casas de los españoles la marca Rock in Rio”.
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WeSocialYou, nueva herramienta para conocer y mejorar la imagen online de una marca

Aunque las actitudes y necesidades de los consumidores no han cambiado en los últimos años, lo que sí lo ha hecho, y mucho, es el escenario donde se producen. Si antes, la queja de un consumidor enfadado no trascendía más allá de su círculo de familiares y amigos más cercanos, ahora, sólo con postearlo en su muro de Facebook, puede llegar a cientos de personas.


Pero el nuevo escenario también tiene su parte positiva de la que las marcas pueden sacar provecho. Acuam así lo cree y por eso ha presentado WeSocialYou, una herramienta de estudio, análisis y monitorización de conversaciones online con la que las marcas pueden conocer y mejorar su branding 2.0.
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Adidas se va de fiesta a la calle

Sí el año pasado apostó por una ‘house party’, en 2010 Adidas organiza su fiesta en la calle. Músicos como Noel Gallagher o Snoop Dogg y deportistas como Fernando Verdasco o David Beckham son algunos de los invitados a la fiesta callejera de Adidas.

Con el lema ‘La calle donde vive la originalidad’, la marca alemana presenta una nueva fase de su campaña ‘Celebrate Originality’.

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Bwin hace desaparecer a cuatro jugadores del Madrid antes del derby

Falta apenas un par de semanas para que se celebre en el Bernabeu el clásico Real Madrid- Barcelona y al equipo de Pellegrini se le presenta un grave problema. Bueno, más bien cuatro. Y es que Kaká, Marcelo, Van der Vart y Granero han desaparecido de forma misteriosa. Eso sí, por la red…

Detrás del extraño suceso se encuentra el portal de apuestas y patrocinador del equipo merengue Bwin.
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Should You Fire Innovation Managers? | 15inno


Paul Hobcraft tries to avoid this option of suggesting moving on until he understands the more often than not complex issues surrounding these lack of commitments seemingly laid at the door of top management. He argues that this advice of leaving is perhaps a little offhand and too easy to offer.

This is a valid point and Paul backs it up with several other good insights. You should check out his comments. However, I still think many people stay at companies too long for the wrong reasons that most often are financially driven.

Of course, it is hard to just quit a job when you have mortgages to pay and kids to feed, but I believe many people would be happier in different places and a key reason for not moving on is that they get staid and stuck where they are. This is meant as a general thing that goes beyond frustrated innovation leaders.

Peter Kuyt argues that a culture that stimulates playing it safe and keeping the status quo is what prevents companies from opening up their innovation process. It is also the same culture that makes people stay too long on their job. It just becomes too hard for them to leave their own comfort zone and so they contribute to a culture of playing it safe.

Peter says that the funny thing is that if people manage to untie themselves from this environment and switch jobs anyway, they are doing their employer a favour as well, by forcing them to bring in fresh new people. These new employees usually influence the status quo much easier than the ‘veterans’.

I like the questions Peter also raised in his comment. Should a program to spin out employees be part of an open innovation strategy? Or even better, an exchange program?

I agree that it is too hard for people to leave their comfort zone and thus we should not always blame the company for creating a less dynamic culture. This got me thinking about Jack Welch, the very successful CEO at General Electric from 1981 to 2001, who fired the bottom 10% of his managers every year.

I don’t like such structured programs where you have to kick out people just to meet a number, but I think many companies can benefit by having programs that assesses the quality of their innovation managers and ensures that a necessary renewal takes place.

You might find better innovation managers internally which is one reason that I like the idea of exchange programs. If you expose your innovation managers to the challenges of other managers and vice versa you not only begin building a stronger innovation culture. You also identify more people who can play a key role on innovation.

If you want to go all the way, then you can also consider exchange programs with partners in your ecosystem…

vía Should You Fire Innovation Managers? | 15inno.

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The Frustration of Open Innovation | 15inno


Last week, I held a workshop in which a couple of the participants – all from the same company – had some struggles finding out why they should embrace open innovation.

This scepticism was not driven by satisfaction with their current innovation processes and culture . On the contrary, this seemed to be seriously flawed creating lots of frustration within their organization.

So you should think they would be open to changes in their approach. They were not and I think their main reason for being sceptical came as they understood that open innovation requires a lot of hard work while also bringing the uncertainty that usually follows changes.

Even more importantly, they could see this will not happen if they do not have full support from their executives to go open. They do not have this. The executives did talk about going open, but they had not yet managed to truly embrace this new paradigm shift.

No wonder innovation-driven employees in a company with a flawed process and culture and no clear leadership on how to deal with this become frustrated.

So they rightfully asked the question why should they embrace open innovation. I used the traditional arguments that if done right open innovation provides access to larger pool of resources, faster speed to market and higher innovation productivity. It took a while but the participants eventually bought fully into the idea that you need to go open in order to win the innovation game.

It helped that the other companies at the workshop did not have this scepticism. On they contrary, they fully believed in the concept although they – as any other company – had their struggles gettign this right.

This made me think that open innovation – with all the change and uncertainty it brings – can be extremely frustrating to innovation leaders and other employees. Especially if they are led by executives who are not fully capable of leading in tough times.

How can companies as well as individual deal with this frustration? I will think further about this and it would be great hearing your input…

http://www.15inno.com/2010/04/04/oifrustration/

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No Commitment to Innovation, Quit Your Job! | 15inno


In my previous post, The Frustration of Open Innovation, Tim Kastelle added a comment that inspired me to a quick response.

Tim mentioned that he also see much frustration among people working with innovation. As I do, he also find it hard to help innovative – and frustrated – people who work in a non-innovative company.

Tim recommends that you should do as much as people can get away with – to just start experimenting within the scope of the budget and authority that they have. Tim says this often works for innovation in general, but he questions whether this would work for open innovation. He also asked a key question: Is it possible to have open innovation without top management buy-in?

In my response to Tim, I mentioned that at a recent workshop, we talked about what to do when you work in a company that is not committed to innovation. The best advice we came up with was to try to “influence back” towards your managers and executives. However, this is difficult and even if you are able to influence higher ranked people it takes a lot of time.

My other piece of advice is simple. Leave. Find another job. If you really want to make innovation happen your odds are better if you find a different company rather than staying and trying to turn things around in a place that is not committed to innovation. You can do the latter, but again: it is difficult and it takes time.

The funny thing here is that people in large corporations quickly get used to the way things work in such places. Thus they end up staying rather than pursuing better opportunities. It is amazing how fast many people get stuck for the wrong reasons.

My response to Tim’s other question is simple too. No, you can not have open innovation without top management support.

http://www.15inno.com/2010/04/04/quityourjob/

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10 Good Reads on Innovation #16 | 15inno


Here comes a list of 10 reads on innovation that I have enjoyed in the last week or so. I hope you will enjoy this as well. You can follow me on Twitter: @lindegaard

• How Personality Shapes Your Network by John Steen http://bit.ly/cx0jSz

• How You Define a Problem Determines if You Can Solve It by Tim Kastelle http://bit.ly/am7FG8

• Was I Better Today than Yesterday? by Tim Kastelle http://bit.ly/bCMEJ8

• Thinking About Open Design by Harwood / Simoes-Brown http://bit.ly/9lI8nL

• The Four Currents of a Culture of Innovation by Mitch Ditkoff http://bit.ly/cUCLGL

• The Delicate Art of Unauthorized Innovation by Michael Schrage http://bit.ly/bBQN37 – comps must innovate on innovation

• Enemy inside the Gate – The Biggest Barrier to Innovation in the Middle East by Kamal Hassan http://bit.ly/baE17K

• Customer Loyalty is Your Ultimate Competitive Advantage by Matt Heinz http://bit.ly/aiCBwB

• Avoiding Innovation Chaos inside Companies by Hutch Carpenter http://bit.ly/aZanJo

• 10 Ways to Achieve Growth Through Innovation by Adi Alon / Accenture http://bit.ly/aTygVK

http://www.15inno.com/2010/04/06/10-good-reads-on-innovation-16/

Should You Fire Innovation Managers? | 15inno


Is it OK to give the advice that people should leave a company? Should a company kick out employees who do not perform? Can exchange programs help create a stronger innovation culture? Serious questions that arise from an interesting discussion in this recent post, No Commitment to Innovation, Quit Your Job.

I think some of the points made are worth this new post.

Leave. Quit. It started with this simple advice that I do not mind giving employees who feel frustrated about their corporate innovation culture, lack a belief that things can change in the near future and have a desire to really make a difference.

Paul Hobcraft tries to avoid this option of suggesting moving on until he understands the more often than not complex issues surrounding these lack of commitments seemingly laid at the door of top management. He argues that this advice of leaving is perhaps a little offhand and too easy to offer.

This is a valid point and Paul backs it up with several other good insights. You should check out his comments. However, I still think many people stay at companies too long for the wrong reasons that most often are financially driven.

Of course, it is hard to just quit a job when you have mortgages to pay and kids to feed, but I believe many people would be happier in different places and a key reason for not moving on is that they get staid and stuck where they are. This is meant as a general thing that goes beyond frustrated innovation leaders.

Peter Kuyt argues that a culture that stimulates playing it safe and keeping the status quo is what prevents companies from opening up their innovation process. It is also the same culture that makes people stay too long on their job. It just becomes too hard for them to leave their own comfort zone and so they contribute to a culture of playing it safe.

Peter says that the funny thing is that if people manage to untie themselves from this environment and switch jobs anyway, they are doing their employer a favour as well, by forcing them to bring in fresh new people. These new employees usually influence the status quo much easier than the ‘veterans’.

I like the questions Peter also raised in his comment. Should a program to spin out employees be part of an open innovation strategy? Or even better, an exchange program?

I agree that it is too hard for people to leave their comfort zone and thus we should not always blame the company for creating a less dynamic culture. This got me thinking about Jack Welch, the very successful CEO at General Electric from 1981 to 2001, who fired the bottom 10% of his managers every year.

I don’t like such structured programs where you have to kick out people just to meet a number, but I think many companies can benefit by having programs that assesses the quality of their innovation managers and ensures that a necessary renewal takes place.

You might find better innovation managers internally which is one reason that I like the idea of exchange programs. If you expose your innovation managers to the challenges of other managers and vice versa you not only begin building a stronger innovation culture. You also identify more people who can play a key role on innovation.

If you want to go all the way, then you can also consider exchange programs with partners in your ecosystem…

http://www.15inno.com/2010/04/06/fireim/

Friends Like You: Why Social Commerce Must Get Relevant – ClickZ


ith the wealth of reviews available today – sometimes thousands of reviews are written on one product alone – it’s becoming increasingly difficult for consumers to quickly find the reviews that are most relevant to them.

Let’s say you’re interested in buying a new television and have narrowed it down to two models. You visit an electronics retail site and it has the two models in stock, and each has over 500 customer reviews. You could read all 1,000 reviews, but that would take hours and not necessarily give you any clearer insight into which product is better for you. Maybe you’re not very interested in the sound quality, but are very interested in which television has better picture quality and is easier to set up.

The explosion of customer-generated reviews on the Web has put the customer at the center of every shopping experience and fundamentally changed the way that brands, retailers, and consumers interact. That’s a very good thing. But, to make social commerce even more valuable to both consumers and retailers, the industry now needs to work to make reviews more sortable and searchable so consumers can find and read only the content that is most relevant to them.

TurboTax is one brand that has introduced an innovative way to help consumers filter review content. This tax season, TurboTax, a division of Intuit, launched a Web site called FriendsLikeYou.com that allows consumers to check boxes about their particular tax situation (own or rent a home, have children or not, previous tax prep method, etc.), and then filter reviews on TurboTax products to see only those written by “people like them.” In other words, consumers can quickly filter reviews to include only those from people who have similar tax and income situations to them – helping them quickly find the right TurboTax product for their needs. (Disclosure: TurboTax is a client of our company.)

“We have a very passionate following of customers, and when we launched customer reviews on our Web site, we started getting thousands of reviews right away; quickly, the review volume became almost overwhelming,” said Seth Greenberg, director of national media and digital marketing at Intuit. “We wanted to make it easy for consumers to sort, filter, and read reviews on our tax preparation products that were relevant to their own personal situations. Innovating the reviews database and launching FriendsLikeYou.com has made it very easy for not only customers to find people like them but also for us to organize contextually relevant reviews in online advertising. Don’t believe us marketers, believe the 4,287 people like you who bought or sold investments last year,” says Greenberg. “The mashup of social media and advertising has been an important part of the mix contributing to double-digit increase in sales units thus far for TurboTax.”

From the FriendsLikeYou.com site, consumers can also click through to Facebook, Twitter, or MySpace to instantly read reviews on TurboTax products written by members of their social network. In addition, anyone who writes a review of a TurboTax product, whether on FriendsLikeYou.com or on the main TurboTax.com Web site, can also automatically publish their review to any of those three social networks – making their review available to their entire social network in one click. Greenberg calls this type of targeted publishing “friendcasting.”

TurboTax has realized one of the most important things about consumer-generated content: it becomes even more valuable when shared among like-minded communities. When consumers broadcast the content they create to friends and followers, people with similar interests immediately gain insights into the products and services their friends are buying and commenting on.

TurboTax found that people who read a Facebook-shared comment or review from a friend that showed up in their social networking feed were four times more likely to click through to TurboTax than those who saw a banner ad. What’s more, friendcasting helped TurboTax not just boost site traffic, but increase new customer acquisition. Early indications show an amazing 75 percent of TurboTax customers who clicked on a “friendcasted” link in their social networking feed were new customers.

“As a marketer, my goal is to encourage conversation among our customers and their friends and get the heck out of their way,” said Greenberg. “The future of social commerce is enabling our army of 20 million engaged customers to be our best sales force, enabling them to easily promote relevant products to their friends and family.”

As customer-generated content becomes more prevalent on the Web, smart brands are moving ahead of just amassing as many reviews as possible to find ways to help consumers filter that content. Reading customer opinions on products and services is a great way to make more informed purchase decisions, but reading highly relevant reviews makes the purchase process all the more personal, expedient, and satisfying.

http://www.clickz.com/3639985

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