Friday Five: Interview with ‘Brand Like A Rock Star’ author Steve Jones

brand like a rock starAs a music lover and marketer, I couldn’t wait to get my hands on Steve Jones’ new book Brand Like A Rock Star (affiliate link). I’m about halfway through the book, and it’s a great read so far.

The concept behind Brand Like A Rock Star is simple but brilliant. Jones, a veteran of the music marketing business (@rockstarbrands on Twitter), examines the reasons behind the success of some of the greatest acts in rock-and-roll history — from Bob Dylan and the Grateful Dead to KISS and AC/DC — and applies those lessons to the business of brand-building. As he says in the interview below, “it is a fun way to look at brands — education or otherwise — and bands.”

This Steve Jones...
This Steve Jones...
I asked Jones to share some of his thoughts about branding, the book and rock-and-roll with us. For more insight, you can check out his website (where you can download a free chapter of the book) and excellent blog.

1. You share a name with the Sex Pistols’ guitarist. Did your parents name you after that Steve Jones, or is that just a happy coincidence?

Steve Jones: I would love to think that my parents musical tastes were that progressive, but that simply wouldn’t be true!

...not this Steve Jones
...not this Steve Jones
I was also born in 1970, a few years before the Sex Pistols’ rise to fame. But even if I had been born at the height of the Sex Pistols’ fame, I doubt my parents would have known who Steve was. Their tastes were much more folk-oriented.

Frankly, I am surprised I wasn’t named after Gordon Lightfoot or Roger Whittaker or someone like that!

2. What inspired you to write this book?

Steve Jones: I’ve always been very interested in the human decision making process, and over the course of my 27 years in the radio industry I’ve studied it a great deal. Why does a listener choose one radio station over another, even though both are playing essentially the same songs? It comes down to branding. It comes down to an expectation.

Fast forward a few years, and I was sitting on a patio sipping a beer and listening to Jimmy Buffett and the thought crossed my mind that he had built up an incredible brand using only one hit song, “Margaritaville.” I began to think about other rock stars that did the same thing, like the Grateful Dead. And the concept was born! I immediately reserved the URL “Brand Like A Rock Star” and started blogging about the lessons that business can learn from rock and roll. Over the course of two years of blogging, the book evolved rather organically from there.

3. Of all the branding lessons in your book, which one do you think is the most important for marketers (of any or all sectors) to heed? And why?

Steve Jones: There are two really. One is “Sell The Experience” and the other is “Different Beats Better.”

The “experience” concept is simple… stop selling/marketing/promoting the products you sell, and start talking about the experience that customers have when they interact with you. Great brands spend most of their marketing time (and money) talking about the experience. Think about Apple… very very seldom do you see Apple ads that talk about price points or even product features. They are masterful at marketing the experience. My favorite example is the iPhone ad that uses two deaf people communicating via Facetime. Very powerful.

Different beats better
Different beats better
The “Different” concept is equally simple, yet seems to evade so many businesses. KISS proved it. You don’t need to strive to be dramatically better than the existing leader, you need to demonstrate that you are dramatically different.

After all, what constitutes “better” differs from person to person. We all have our own view of what a “better” product looks like. But most of us can agree on what is “different.” KISS was different when they came along, and you couldn’t help but to notice them. Lady Gaga does that today. You can’t avoid her. Are KISS and Lady Gaga the best examples of musical genius in our time? Probably not, to be fair. They are talented, but are they better than everyone else? On the other hand, nobody can dispute that they were both dramatically different.

4. Which takeaway from Brand Like a Rock Star do you think is most applicable to higher education?

Steve Jones: Avoid trying to be all things to all people, and build a brand that someone will hate.

I think the higher education institutions that position themselves as “general” are becoming invisible, just like any business that attempts to please everyone eventually does. The schools (and brands) of the future that stand the best chance of success are the ones that stand for something. And when you stand for something, you are going to inevitably have people who dislike what you stand for. Accept that. In fact, celebrate it! If I’m a history buff, I am probably not going to choose MIT. Yet there is no doubt that I probably have an opinion on MIT and an understanding of what they are all about.

So what is it that you do that is special and unique? What do you specialize in? What makes you different than everyone else? Find those answers and use them to build your reputation.

5. When you think of the most recognizable brands in higher education (i.e., the most recognizable colleges and universities), what comes to mind? And to which rock stars would you compare those brands?

Steve Jones: That’s a cool question, and not an easy one to answer. I think the higher education brands that come to mind are the schools that stand for something, as I mentioned above. If you wanted to draw some parallels between rock stars and recognizable colleges and universities, you could look to certain qualities and values.

For example, Ivy League schools like Harvard and Yale are like Bruce Springsteen… almost royal in their nature, among the very first to ever exist, and likely to maintain their legendary status for many years to come. Liberal schools like Williams College, Amherst, or Claremont are the Bob Dylans of education… leaning heavily on issues, rigorously academic but socially inclusive, and often progressive in their thinking. Schools like MIT and Stanford are like Rush… very nerdy, extremely intelligent, and uniquely and wonderfully complicated.

Although it is superficial, it is a fun way to look at brands — education or otherwise — and bands.

Bonus question (you know I have to ask this): What are the five albums you would take with you if you were stranded on a desert island?

Steve Jones: In no particular order… and with “greatest hits” albums excluded…

Exodus/Bob Marley
Nevermind/Nirvana
Born To Run/Bruce Springsteen
Revolver/Beatles
London Calling/The Clash

Book review: Winning At Innovation

When it comes to innovation, does higher ed deserve an A, an F, or an A-to-F?

“Innovation” has become an overused buzzword in practically every field imaginable. It has made its way from the corporate boardrooms to the fields of marketing, politics, user experience design and business in general. Higher education is no exception.

It’s become so overused, in fact, that I almost hesitated to agree to review a book that includes the term in its title. Add to that the inclusion of “Winning,” a word that has become utterly meaningless to me this past year (thank you, Charlie Sheen), and you have a doubly lethal combination.

Winning_At_InnovationYet here I am, about to tell you why a book titled Winning At Innovation: The A-to-F Model (affiliate link) would make a worthwhile winter-break read for anyone in the business of higher ed marketing — or higher ed in general. (And if you like business books, then this is definitely one to add to your reading list.) My quick read of the book over the past few days has caused me to reflect on how I approach my own work, my assumptions about higher ed marketing and communications, and my relationships with others on campus. It’s also given me a different perspective on the subject of innovation, which, cliche aside, is a subject I enjoy reading and thinking about. about.

Also, the “A-to-F” reference in the subtitle most likely isn’t what you might think. It isn’t about assigning a grade. Read on.

Roles versus processes

The reason I think this book is worth your time is because it takes a, well, innovative approach to the topic of innovation. And innovation is a topic we should be discussing in the world of higher ed marketing.

Instead of looking at innovation as merely a process, as some business books do, the authors of Winning At Innovation, Fernando Trias de Bes and Philip Kotler, look at the roles people play in innovative organizations.

In other words, they see innovation not as the product of a sequential, step-by-step, assembly line-like process, a model based on the Industrial Age mindset. Rather, they see innovation as the result of people interacting in a dynamic, often messy, less-than-orderly fashion.

I don’t know much about the lead author, Fernando Trias de Bes (he’s a professor at Spain’s ESADE Business School), but his co-author, Philip Kotler, is a true marketing pioneer and one of the few marketing experts worthy of the term “guru.” His name on the cover adds some weight to what Trias de Bes has to say. (Seeing Kotler listed as a co-author is what led me to accept Palgrave’s offer to review this book.)

Since both authors are marketing professors, the book takes on a bit of that MBA textbook tone. It has its fair share of charts and graphs and B-school lingo. But the fact that they equate innovation to creativity is refreshing, and not marketing business as usual. I like the way they put it on page 16:

Creativity requires analogical, not sequential thinking, and so does innovation, which is nothing but creativity applied to a particular discipline. Innovation requires a lot of ‘coming and going,’ returning to the same idea, dismissing it, taking it up again, revising it, looking for more information, designing, realizing that that design is not optimal and that we need to go back to the drawing board. Innovation is not a linear process, rather it is a process that advances, but with much backtracking and detouring. (Emphasis added. – AC)

Looking at the business of innovation organically rather than mechanistically is a plus. This doesn’t mean Trias de Bes and Kotler ignore the quantifiable stuff like measurement and return on investment. But they do acknowledge that innovation is not a step-by-step approach.

With this view in mind, the authors introduce the six key roles they believe every innovative organization must have in order to innovate. “Our proposal is that if a company [or an institution of higher learning – AC] wants to innovate, it must define and assign these roles to specific individuals and then, having established goals, resources and deadline, let them interact freely to create their own process.”

The six roles

Those six roles — the A-to-F in the subtitle — are:

A = Activators. These are the people who initiate innovation in an organization. Trias de Bes and Kotler liken this role to that of an instigator. “When the objective is efficiency, people need to be overseen. When the objective is innovation, people need to be ‘provoked'” (page 20). Activators must assume that role, but also must be strongly tied to planning and strategy development.

B = Browsers. These are the hunter-gatherers of information. “Their mission is to investigate throughout the process and to find the information relevant both to the start of the process and to the application of new ideas” (page 16).

C = Creators. These are the people who come up with new concepts and possibilities. They “go beyond the obvious,” generate a lot of ideas and take a systematic approach (pages 62-63).

D = Developers. These are the people who turn the ideas into products and services. “Their function is to take ideas and turn them into solutions” (page 17).

E = Executors. As the title implies, these people get the innovation to the marketplace.

F = Facilitators. The people who approve spending and keep the process moving along.

If you’re like me, you’re already thinking about where you might fit in, which role you are best suited to. Also if you’re like me, you’re looking at those descriptions and seeing that you wear many if not all of those hats in your small shop. Or you may be shaking your head, thinking about how misaligned your department, division or even institution as a whole might be. How you have plenty of Browsers and more than enough Creators (read: “idea people”) but not enough Developers. And no one wants to step up to be the Activator.

You are not alone. All of those thoughts flooded my mind as I read Winning At Innovation. The examples the authors cite didn’t help, either. They talk about how behemoth corporations like Shell and IBM with multimillion-dollar budgets at their disposal apply this model. That’s fine and dandy, but how does that help me and my institution?

That’s the biggest drawback to this book: there are no examples that are specific to the higher ed experience. But that doesn’t mean the book is irrelevant to us. Don’t let the lack of specific examples discourage you from thinking about innovation.

‘Step-by-step innovation’

After all, innovation is not always about giant leaps forward (even though that’s how we tend to think of it). It’s also about making small improvements, day in and day out. The authors are clear about that from the outset. “Gradual, step-by-step innovation is innovation too — and it is just as or more necessary than the radical version,” they write on page 3. “This is what really makes a business sustainable.”

It’s important to remember, too, that innovation isn’t just about inventing something. Innovation can be applied to just about any aspect of how you do your job. Whether you’re preparing to launch a rebranding campaign or a new website, re-examining how you communicate with alumni, or even thinking about your personal filing system, you can innovate. So the ideas in this book could apply to many areas of your work in higher ed.

Winning At Innovation also includes some handy checklists and case studies that I believe you will find applicable to your work in higher ed marketing. Also helpful are further definitions of the six roles and examples of how they can interact in different ways to achieve innovation. (Remember: Innovation is not sequential, so it isn’t always A-to-F. Some approaches may be A-C-D-F or A-F-B-A-C-D-E-F-A-C-D-B-F-E. The six roles can interact in many ways.)

So, although Winning At Innovation is not written specifically for the higher ed crowd, its underlying philosophy is something colleges and universities the world over should embrace.

If any enterprise in the world should embrace innovation, it is higher education. Our college campuses, classrooms and research labs should be places where ideas thrive, creativity is fostered, questioning welcomed, and bold ideas spring forth. That idea was driven home to me by one of my favorite books from 2010, Steven Johnson’s Where Good Ideas Come From. Johnson’s discussion of how the Applied Physics Lab at Johns Hopkins University helped give birth to the GPS system illustrates just how fertile a breeding ground for ideas a university can be.

The common assumption is that higher education has become too moribund to foster true innovation. I’m not sure if that’s quite true. But Winning At Innovation gives us a chance to take a new look at the issue. Maybe it will also inspire you to become more innovative in your own pursuits.