MHB WEEKLY: By the students, for the world

MHB Now has a Facebook Page!

August 10, 2011
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Make sure to Like our new MHB Facebook Page. Just like this blog, current MHB students will be managing and posting some very important updates on the MHB program, the application process, and interesting articles about Market Research, Consumer Psychology, Public Relations and Leadership. The current page will feature gists of postings in our blog, profiles of speakers, featured MHB activities, featured alumni and exclusive video content.

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Posted in Social Media

Jonathan Taplin at the SMASH

April 26, 2011
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On April 7th, 2011, the MHB program hosted a social media summit at the USC Davidson Center in downtown Los Angeles. The first-ever SMASH, or Social Media Advanced Skills Huddle, amassed industry professionals, graduate students and professors for short lectures and brainstorming huddles. In the continuing MHB Weekly coverage of the event’s distinguished speakers and key ideas, today looks at social media innovator Jonathan Taplin.

Mr. Taplin is the Director of the Annenberg Innovation Lab, a collaborative think tank with some 240 USC students and 40 interdisciplinary professors who work to design academic challenges, research digital media and share results in a continuing series of lectures and dialogues. His personal history suggests that his finger has always rested on the pulse of mediated America: he started in the early 1970s, when he produced Martin Scorsese films like Mean Streets and The Last Waltz, and continued through the ’80s with consulting roles that affected major corporations like Disney and Viacom. Today, backed by companies including IBM, Apple and Verizon, Mr. Taplin has emerged within the seven months of his lab’s existence as a thought leader at the cutting edge of social web technology.

He began his presentation by labeling the current internet age as a “cooperative revolution,” which differs from the creative revolution of the ’50s and ’60s in which specific artists — Bob Dylan, the Beatles and Andy Warhol among them — sparked a cultural metamorphosis through taking chances. The cooperative revolution is a more plebeian phenomenon. It allows the masses, through social networks and web communications, to mobilize themselves and empower their message with incredible speed. Within the last ten years, argued Mr. Taplin, the world has witnessed significant social changes: everything is more beautiful, like Apple’s line of products; everything is customized, like coffee at Starbucks; everything is shared, and everything is more authentic. By realizing these new rules of consumer order and studying their effects, he explained, America “can lead in a networked world.”

Mr. Taplin continued by showing some of the work accomplished in the first half-year at the Annenberg Innovation Lab. He presented semantic web maps, in which written data mined from Twitter are reorganized so that the frequency of a word’s use is denoted by its size; these visualizations can make meaning of the social reaction to major world events, like the recent upheaval in Egypt, by revealing the symbolic collective thoughts of a community. He spoke of interactive television, the final frontier of the social web, on which the Lab is working with Verizon. (Imagine watching a sports event while connected to friends across the world, and typing real-time reactions and commentary as the drama of the game unfolds.) He also suggested a new model of corporate structuring, which values modern knowledge over the rigid hierarchy of decades past.

As a final thought, Mr. Taplin enumerated four critical strategies for success in the networked world. Companies shouldn’t fear creative destruction, he said, and provided the example of Apple cannibalizing its own Apple II sales with the introduction of the Lisa in the 1980s. Using a quote from Merck CEO Richard Clark — “Culture eats strategy for lunch every day” — Mr. Taplin revealed the need for innovative teams and people, not merely an innovative gameplan. He then warned against corporate value chains and against getting stuck in a silo with knowledge. Lastly, Mr. Taplin shared his one great anxiety about the social web: that today’s leading corporations operate under the assumption that teens and young adults have no desire for privacy. Indeed, his words and penetrating insights showed how studies of social networks and studies of culture at large are one in the same.

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Tony Adam at the SMASH

April 25, 2011
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On April 7th, 2011, the MHB program hosted a social media summit at the USC Davidson Center in downtown Los Angeles. The first-ever SMASH, or Social Media Advanced Skills Huddle, amassed industry professionals, graduate students and professors for short lectures and brainstorming huddles. In the continuing MHB Weekly coverage of the event’s distinguished speakers and key ideas, today looks at statistical social media whiz Tony Adam.

Mr. Adam is a jack of all social media trades, and he recognizes not only the value but also the necessity of artists and businesses taking to social networks for visibility. He is the Director of Online Marketing at MySpace, a position where he flexes his skills in search engine optimization, viral strategy and web communications. Before that, he worked with major companies including Yahoo! and PayPal in similar roles. He also founded the social media consultancy Visible Factors, and he acts as a freelance advisor to internet startups and maintains a wealth of outlets for online authorship: his blog, his Twitter feed and his SEO-focused contributions to Search Engine Land.

Mr. Adam began his presentation with the wise words of Tom Landry, the famous Dallas Cowboys coach with two Super Bowl rings and the record for the most consecutive winning seasons in the NFL. “Setting a goal is not the main thing,” Mr. Adam quoted, “it is deciding how you will go about achieving it and staying with that plan.” According to Mr. Adam, almost all individuals — entertainers, heads of companies, graphic artists — can use social media plans in their publicity portfolios, and can arrive at meaningful data with the proper tools for measurement and analysis. Musicians, he argued, need to be on MySpace. Those specializing in women’s products need to be on Kirtsy. Any kind of video production needs to find its way to YouTube, and photographers need to be on Flickr. And despite this diversity of sites, all web entrepreneurs need to speak the language of statistics to gauge their relative rates of engagement and success.

As for free tools, Mr. Adam suggested Google Analytics and StumbleUpon statistics. For a price, companies can invest in bit.ly Entreprise — a way to “benchmark all social media efforts” — and Alterian SM2, a business intelligence product for social media monitoring. Use of these services can provide meaningful information: by tracking MySpace data, for instance, Mr. Adam realized that the heaviest traffic time on Twitter was around 4pm, so he reserved tweets about contests and promotions for that specific hour.

To conclude his presentation, Mr. Adam shared the example of BillShrink, a site for cell phone comparison that he consulted. By creating an infographic, which combined the goals of advertising and engagement into a visually-appealing online poster, the company was able to position itself as one of the premiere sites of its kind — and it received media coverage, like a Mashable feature, in the process. An effort like an infographic, which reorients a conventional PR tactic for the web, shows the power in creativity and in trusting the internet as an ad space.

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Sally Falkow at the SMASH

April 22, 2011
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On April 7th, 2011, the MHB program hosted a social media summit at the USC Davidson Center in downtown Los Angeles. The first-ever SMASH, or Social Media Advanced Skills Huddle, amassed industry professionals, graduate students and professors for short lectures and brainstorming huddles. In the continuing MHB Weekly coverage of the event’s distinguished speakers and key ideas, today looks at professor, editor and social media connoisseur Sally Falkow.

Ms. Falkow is a consummate PR expert with a firm grasp on the history of social media as well as their implications across society. Social Media Bootcamp, her popular conference series that has trained hundreds of Fortune 100 employees, earned her the coveted title of PR Trainer of the Year in 2009. Ms. Falkow’s background is in traditional PR, and her seamless transition to the internet has established her as a thought leader and coveted strategist for online PR. She maintains the The Proactive Report, an industry blog, and is a co-creator of PRESSfeed, a site which acts as an online newsroom for businesses.

Ms. Falkow began her presentation by likening the newest form of technological communication to the oldest: “I’ll tell you the ROI of social media if you can tell me the ROI of the telephone,” she said, explaining that social networks represent a return to conversational marketing. Still, she contended that many Forbes 500 companies are using social platforms for push strategies, not as a means of engagement or as a way to start discussions and participate in them directly. She urged such companies to listen as a first step in online measurement, providing the example of cognac manufacturer Hennessy — which recently debuted Hennessy Black, its first new product in fifty years, after hearing rappers, singers and other entertainers endorsing the brand in their everyday lives. It also conceptualized Hennessy Artistry, which aims to support the arts and hosts events across the world.

Ms. Falkow also stressed the importance of learning, and of acting as much as possible like a fly on the wall in the social web space. As soon as consumers hear dreaded words like “survey” or “focus group,” she said, the authenticity of a conversation is compromised. Companies need to learn from organic consumer insights, new markets and associated trends, brand evangelists and also detractors. She encouraged the establishment of a baseline — improving a brand’s engagement score by 50 percent in a month’s time, for instance — and then listed the various tools that can be used to quantify success or failure. Facebook Insight is a simple and free tool for measurement. Twitter can be analyzed with Archivist, a data-mining app, as well as with Backtweets, Chirpstats and Mentionmap. Klout, an index for a company’s “overall online influence,” makes use of statistics from both Facebook and Twitter to generate an engagement score between one and 100.

These forms of measurement, however, should not replace a company’s more traditional forms of market observation. It still needs to keep an eye on competitors, explained Ms. Falkow, and it needs to read relevant case studies and follow pertinent publications as often as possible. The arrival of social media has not overhauled the entire PR profession, but rather modified its most effective strategies.

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Adam Christensen at the SMASH

April 21, 2011
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On April 7th, 2011, the MHB program hosted a social media summit at the USC Davidson Center in downtown Los Angeles. The first-ever SMASH, or Social Media Advanced Skills Huddle, amassed industry professionals, graduate students and professors for short lectures and brainstorming huddles. In the continuing MHB Weekly coverage of the event’s distinguished speakers and key ideas, today looks at corporate social media strategist Adam Christensen.

Mr. Christensen’s most recent role was in Social Business Strategy and Execution for IBM, a position that gave him authority over nearly half a million employees in the company’s social media space. Though his new job will be at Juniper Networks, his time at IBM gave him a comprehensive view of the most socially-connected company in the world: because IBM employees are independent and tech-savvy, many maintain blogs or sites on the side; Mr. Christensen was involved in the process that set guidelines for those types of interior communications. His unique and almost universally-applicable expertise has lead to countless speaking gigs and television appearances on business networks like CNBC.

Mr. Christensen began his presentation by addressing two of IBM’s most effective marketing efforts, the recent Watson campaign and the Smarter Planet campaign. Watson is the computer that defeated trivia mavens Ken Jennings and Brad Rutter on Jeopardy! in February; his convincing victory by more than $50,000 was a massive step for IBM’s Grand Challenges, a program that encourages and funds technological innovation. Smarter Planet, meanwhile, is an ongoing initiative to address wayward world trends, like the counterfeiting of medicine, with achievements in responsible engineering:
From there, Mr. Christensen’s lecture turned to internal social media monitoring at IBM. Until five years ago, he said, social media existed at the peripheries of IBM’s business plan; today, web communications are part of a strategy to maintain employee loyalty and encourage the proliferation of their ideas. IBM has a long history in this arena — the company had online discussion forums as early at the 1980s, and in the last two decades it has used a systematic review process to create a safe environment for employee expression. In 2005, IBM workers drafted rules and regulations for personal blogging. The same year, the company tested Beehive, an internal social network to enable “rich connections on both a personal and professional level.” In the years since, the blogging guidelines have been consistently updated and networks like Beehive have enabled workplace synergy, the generation of friendships outside of work and a model for other companies of vast size searching for sensible ways to connect their workforce.

Mr. Christensen explained that IBM’s goal has always been to foster deep, intensive educational and interactive relationships with its employees. Over the last decade, the company has realized exponential growth in employee-created online content, which in turn forges a tight-knit workplace community with genuine passion for its assignments and pride for its accomplishments. (One of the true joys of the Watson project, for instance, was the row of IBMers cheering for their computer at his every correct answer.) Mr. Christensen showed how social networks, often disallowed from being used at work, are more effectively managed if embraced.

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David Murdico at the SMASH

April 20, 2011
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On April 7th, 2011, the MHB program hosted a social media summit at the USC Davidson Center in downtown Los Angeles. The first-ever SMASH, or Social Media Advanced Skills Huddle, amassed industry professionals, graduate students and professors for short lectures and brainstorming huddles. In the continuing MHB Weekly coverage of the event’s distinguished speakers and key ideas, today looks at creative content expert David Murdico.

Mr. Murdico is the Executive Creative Director & Managing Partner of Supercool Creative, a Los Angeles outfit that focuses on entertainment, humor and innovation in its work for various clients, including T-Mobile and Atari. Supercool also creates in-house parodies of its own profession, like the sarcastic video below that mocks the world of social media, as well as the individuals who might be a little too quick to label themselves as experts:
Lecturing on the topic of leadership, Mr. Murdico suggested three main tenets of moving social strategy into the C-suite: Education, Interpretation and Return on Investment. As for education, he admitted that many executives are hesitant to engage in social media for their own fear of failure, but that their participation — and sometimes even those failures — should be viewed as a learning process. Mr. Murdico encouraged executives to trust their teams, many of which are composed of entry-level employees with more natural experience in web communication, to move forward with internet endeavors, and he underlined the importance of staying current with online information houses like Mashable, ReelSEO, MediaPost and AdAge. The integration step involves incorporating the use of social media into a larger strategy — not relying solely on viral tactics for marketing — and finding value in both purposed and repurposed content, as well as paid and earned media. Lastly, in terms of ROI, Mr. Murdico explained that social media campaigns are “all over the map” in terms of returns and measurement of returns; what unites them are the facts that executives should always use predictive ROI, and should always recognize the difference between soft returns (unmeasurable outcomes like hype and buzz) and hard statistics.

To show an example of effective viral strategy, Mr. Murdico shared a video of Supercool’s recent work with the Pizza Hut chain, which debuted its Ultimate Stuffed Crust Pizza last month. To accompany the launch of the new product, which features actual toppings like pepperoni in its doughy crust, Supercool filmed the delivery of a very special pizza — lined with $1,000 in hundred-dollar bills — to ordinary customers and families. The results, filled with the clever and gotcha! moments well-known to YouTube, are funny and engaging:
The viral campaign, however, didn’t stop there. Jimmy Kimmel Live, ABC’s late-night talk show, picked up on the humor and engineered its own unique moment, in which Jimmy’s sidekick Guillermo Díaz explodes from a pizza in talking head form to announce a Twitter contest (see below). Exemplifying Mr. Murdico’s concept of integration, Pizza Hut tied its new pizza to a viral video, a web competition, product placement and a national ad campaign within the span of a few short weeks.


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Jason Calacanis at the SMASH

April 19, 2011
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On April 7th, 2011, the MHB program hosted a social media summit at the USC Davidson Center in downtown Los Angeles. The first-ever SMASH, or Social Media Advanced Skills Huddle, amassed industry professionals, graduate students and professors for short lectures and brainstorming huddles. In the continuing MHB Weekly coverage of the event’s distinguished speakers and key ideas, today looks at renowned online entrepreneur Jason Calacanis.

Largely viewed as a web pioneer, Mr. Calacanis began his career at the outset of the dot-com boom and has carried his respected name through multiple entrepreneurial efforts since. (One of his projects, Weblogs Inc., sold for $25 million to AOL in 2005.) His résumé proves that he’s always viewed the internet as a social tool, and his latest endeavor — an online information house called Mahalo, which answers everyday queries with articles and videos — has emerged as a leading how-to guide for serious questions and minutia alike. Most notorious, however, are his fiery spirit and at-all-costs openness — SMASH host and Communitelligence president John Gerstner referred jokingly to Mr. Calacanis’ lunchtime presentation as “Jason, Tell Us What You Really Think.”

His message was one of change, including major overhauls to social media and online business. A blogger himself, Mr. Calacanis explained his position on the evolving blog network: that there are too many poorly-written blogs filling up the virtual world, making it increasingly difficult to discover the ones worth their while. Dismissing search engine optimization, he professed that his high page rankings have resulted from a common sense blogging procedure, not from paying SEO experts. Mr. Calacanis spoke at length about the upcoming video platform that will soon overtake much of the web — a revolution to be led by YouTube, he said, as soon YouTube becomes the way to watch all streaming content.

While he admitted that the futures of social media cornerstones like Facebook and Twitter are yet to be seen, Mr. Calacanis made several predictions. He believes that Facebook is peaking, and will be overtaken by the innovative apps and networks provided by mobile communications. He claimed that Twitter is underrated and will soon be the new “email address for life.” LinkedIn he described as impressive, and while the emerging social media phenomenon Color has yet to make waves, he finds it fascinating as an idea and a good way to meet new people. (Color allows its users to post photographs, which it then sorts by location to show which users have been where and when.)

To close, Calacanis explained his philosophy on the workforce and the hiring process. He denounced “good” workers, the type he would gladly hand over to competitors, in the search for “great” workers. He looks for people who forgo balance in order to devote themselves fully to their work — a trait he sees rarely in Generation Y employees, whom he views as coddled and sometimes unmotivated. His talk was one of candor, brash honesty and, for those who could the stomach the criticisms that cut close to home, a shot of DIY inspiration.

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Paul Dunay at the SMASH

April 18, 2011
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On April 7th, 2011, the MHB program hosted a social media summit at the USC Davidson Center in downtown Los Angeles. The first-ever SMASH, or Social Media Advanced Skills Huddle, amassed industry professionals, graduate students and professors for short lectures and brainstorming huddles. In the continuing MHB Weekly coverage of the event’s distinguished speakers and key ideas, today looks at social analytics expert Paul Dunay.

Mr. Dunay is the Chief Marketing Officer of Networked Insights, a leading analytical service for social media statistics and trends. He has also authored four volumes of the Dummies series, including the first two editions of Facebook Marketing for Dummies, and his widespread expertise has earned him placement in the Top 25 B2B Marketers as ranked by BtoB Magazine for two years running. Mr. Dunay’s blog, Buzz Marketing for Technology, is widely regarded as a top marketing blog for businesses and individuals alike.

Mr. Dunay pointed out metaphorically the first major error that companies make when moving their marketing strategies online: spending more time planning the wedding than the marriage. An aesthetically-appealing Facebook page is a good start — and many businesses conceptualize such pages — but more important is the analytic process that follows. Of the companies that use social media, 68 percent don’t know how to measure return on investment. Another 15 percent ignore it altogether, leaving just 17 percent of socially-connected companies that actually understand the value of ROI. To amend this problem, Mr. Dunay suggested a process of listening to consumers, sharing a brand’s personality and engaging in dialogue. He encouraged companies to use internet clearinghouses like Radian6 to make sense of social media data and monitor the web conversations that center around their products or services.

According to Mr. Dunay, the greatest power of the social internet lies in customer service — the only surefire way for a company to locate its most important customers, hear out their plaints and ultimately solve their problems. He gave the examples of Avaya, Comcast and Dell, all three of which have positively influenced their brand images through effective customer service initiatives. Sometimes this is accomplished through support forums, where average consumers and company-appointed moderators discuss technological issues and potential solutions; other times the process is more direct, involving a two-way conversation between a company representative and a client to provide personalized answers to any number of questions. The internet allows these discussions to happen more quickly and in a more genuine manner than ever before.

Mr. Dunay also differentiated between sharing and engaging, and pinpointed the online services that can assist in the execution of both. For companies looking to share expertise, he recommended traditional blogging and TweetDeck, a tracking site for communications across all social platforms. As for engaging, he recommended Facebook as well as support forums — both of which stimulate positive brand interactions and consumer sympathy.

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Gareth Hornberger at the SMASH

April 15, 2011
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On April 7th, 2011, the MHB program hosted a social media summit at the USC Davidson Center in downtown Los Angeles. The first-ever SMASH, or Social Media Advanced Skills Huddle, amassed industry professionals, graduate students and professors for short lectures and brainstorming huddles. In the continuing MHB Weekly coverage of the event’s distinguished speakers and key ideas, today looks at social media wunderkind Gareth Hornberger.

After graduating in 2009 from USC’s Annenberg School for Communication & Journalism, Mr. Hornberger started a social media career at Razorfish before moving into his current role as the Social Media Manager for Levi’s. The historic jeans company now has almost 4 million Facebook fans — compare that with 1.75 million for Old Navy, and less than one million for Lucky, Lee, True Religion and Wrangler combined — and an active account on Twitter, featuring pictures and deals for the vibrant Levi’s community.

The first major takeaway from Mr. Hornberger’s presentation was that he perceives a paradigm shift from social marketing to social branding in the corporate web space, meaning that companies need to be more consumer-focused, empathetic and honest, conversational, clear in vision and willing to empower everyone in their day-to-day initiatives. It’s no longer about tactics, explained Mr. Hornberger, but about real world outcomes — much like the way that President Obama, hailed for his social media strategy in the 2008 election, had his eye on the presidency at all times, not on amassing a certain number of Facebook fans or messages. Brands are becoming inherently social, and therefore need to capitalize on the new outlets of communication where ordinary individuals most often discuss their consumer experiences and beloved products.

To illustrate his ideology, Mr. Hornberger explored Levi’s Water<Less, a synergistic goodwill campaign that combined elements of engineering, marketing and social media to achieve a charitable end. Troubled by the statistic that one in every eight people has no access to clean water, Levi’s developed a new water-saving product line that cut some 16 million gallons of water from the manufacturing process in one season alone. To accompany the launch, Levi’s released a typical publicity announcement — explaining that the company would pair with Water.org, an American NPO, to fund sustainability programs and spread drinkable water around the world — but upped the ante with an interactive Facebook game called Watertank, which urges players to complete challenges like pledging to wash their jeans less often and donating money:
The Watertank game generated more than 125,000 likes, comments and clickthroughs, almost 4,000 pledges and 2,000 tweets, and 5,200 stream stories in its first ten days. It has an active community of 10,000 highly-engaged players, and accomplishes for Levi’s exactly what Mr. Hornberger identified as social branding: it empowers the individual to match the attitude of the company, who together achieve a common and well-defined goal. This is how socially-innovative organizations win the hearts and minds, much more coveted than the dollars and cents, of their consumers.

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Mike Bonifer at the SMASH

April 14, 2011
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On April 7th, 2011, the MHB program hosted a social media summit at the USC Davidson Center in downtown Los Angeles. The first-ever SMASH, or Social Media Advanced Skills Huddle, amassed industry professionals, graduate students and professors for short lectures and brainstorming huddles. In the continuing MHB Weekly coverage of the event’s distinguished speakers and key ideas, today looks at director, producer and author Mike Bonifer.

Mr. Bonifer is a proud veteran of Los Angeles — his first publicity job was on the set of the original Tron — and an expert in fusing the strategies of entertainment with those of social marketing. His 2008 book, GameChangers: Improvisation for Businesses in the Networked World, explores the movement of improv from the 1930s schoolrooms of Chicago teacher Viola Spolin to the stages of the city’s legendary comedy troupe Second City — and now into corporate social strategies, where improvisational endeavors open lines of communication and etch narratives into the public consciousness.

Mr. Bonifer, a proponent of fun at all costs, started his talk with onomatopoeia: the convention’s attendees were urged to generate animal noises from the names of popular web tools like Twitter and Wibbitz. From there, things got much more serious. Mr. Bonifer explained that the nature of good storytelling is in conflict; that social narratives, which come from stories, define communities; and that communities exist in the real world, in virtual space and in the coveted conceptual space, where the most effective companies find the opportunity to establish a narrative presence. He stressed the necessity of participation with an audience over rote authorization when it comes to online communications, which turns routine storytelling into story making — a process that involves flow, generative power and the acceptance of serendipity as a business model, not a hindrance. To illustrate how the preparation behind a marketing strategy is more valuable than the strategy itself, Mr. Bonifer quoted the William Gibson novel Zero History: “Love the planning,” he said, “fear the plan.”

To conclude his presentation, Mr. Bonifer shared several case studies in which major corporations embraced the unexpected. The most powerful was one of last year’s paramount news items in the arena of human interest, in which 33 Chilean workers were trapped for more than a month in a collapsed mine. Upon their triumphant rescue, Mr. Bonifer noticed that each miner sported sunglasses as he emerged back into the world — an essential safety measure given their sensitivity to light after such a prolonged period underground, but nevertheless intriguing because each pair of glasses wore the well-known Oakley emblem. After speaking with various Oakley reps, Mr. Bonifer got to the bottom of the coincidence: while sitting in on a meeting leading up to the liberation of the miners, embedded journalist and sunglasses enthusiast Jonathan Franklin recommended the Oakley name to Chilean officials. In an unprecedented move, the local government allowed Franklin to handle communications between Chile and Oakley; weeks later, each miner wore branded sunglasses during the massive celebration of the rescue. By its own estimates, Oakley earned $42 million in media coverage for less than $6,000 worth of sunglasses. Improvisation and serendipity, two of Mr. Bonifer’s key ideas, were fundamental in the achievement.

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