Some sort of personality that is unique along with memorable about an individual can support bring forth a strong watch toward his or her personal manufacturer. Personality focuses on how a person behaves, acts, responds, as well as communicates with people and their particular communities. Think about all of the unique characteristics that make you distinctive. What are your beliefs as well as views on certain topics? Exactly what attributes would you use to explain yourself? How would other people describe you through social media strategy template free download? These are are just some of the questions to consider. You are able to, of course , take a test to find out your type of personality. Whether a mastermind or a supplier according to Myers-Briggs (Vital and Vital, n. d. ), additional layers of information create every one of us different for the good reasons. Individual users have a certain manner and technique, and that is what makes them exclusive and memorable. For example , men and women express certain personality traits into their own writing and opinion of social media, as Ted Rubin has done. Not only embracing the actual Return on Relationship (#RoR) within his community, this individual emphasizes that it is important to work well to other people as well (Rubin, 2015).
While personality is essential, so is consistency together with your personality. Taking the time to think about the way you are presenting yourself in most single online and offline exchange is vital. Yes, a strong online existence and correct, consistent handles are essential, but underneath the layers from the screen and profiles, generally there needs to be consistency (as nicely as a human). Your activities sometimes speak louder compared to your words or information will ever do. You might have the best profile, but if you usually do not interact with your community as well as talk with followers instead of in them, you will not be successful. A number of influencers (e. g., Dude Kawasaki and Joel Comm) have strong followings only to have a lot of articles, features, along with praise written about their printing and voice in the community, nevertheless their lack of interactions on their community still impacts the direction they are perceived. The last aspect needed to create a personal manufacturer, of course , is expertise. Currently being knowledgeable in your profession or maybe industry makes you credible. Below, experience again comes into play: What their role, and what have you completed receive a place in the chat or have your insights thought about? Some people use trendy, hidden titles such as “guru” or maybe “change evangelist” to make some others perceive them as gurus when, in fact , they are not. Figuring out the fakes (and quite a few00 are out there) compared to true professionals in the discipline can be challenging, but it is a crucial step. Doing your research upon identifying who is true to their own word online and who is “faking it till they make it” can take some time. There are a few methods to help you identify the reproductions. First, no social media expert will list him- or their self as a guru or professional. This is an evolving field, with no one is an expert in every solitary aspect of social media. It’s altering too quickly for any of us to achieve that. Second, the followers experts have listed and their real engagement tell a different tale. Quality in followers is actually better than quantity, but often people buy followers to make it look they have a large group of people pursuing them when they do not. All these accounts can be identified often (this happens a lot about Instagram and Twitter), nevertheless next time, look at the followers’ proposal in the account’s last revisions (tweets or pictures) and discover if it is aligned. If not, then this account is using a lot of artificial followers. Last, trying to resemble someone else spells out problem from the get-go. You have to be exclusive and true to yourself. Confident, you can see what others accomplish online and what works for them and see from the experience, but is considered an entirely different situation to be another person completely. That's not good, especially if the person has produced his or her mark distinctly from the field. Gary Vaynerchuk is doing this extremely well, but when they launched his daily video (#DailyVees) and created their own movie-like videos with videographer David Rock (otherwise referred to as DRock), many social media experts began to copy his suggestions completely. They hired videographers for their conference presentations, utilized certain items to create movies so they could be on the same degree as him, and even attempted to establish their own store using their own branding-which is all good and good, but in this particular industry, if someone else obtained the idea first, it’s better to move on. Plus, there is a good line between too much as well as too little self-promoting. You want to become your best advocate, of course , but if you act like you overly promote yourself and also push the envelope associated with spamming people in your system with your content, you may not become viewed as credible. Let your encounter and community speak for you personally.
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Topshop
In 2013, Topshop’s digital initiative “The Future of the Fashion Show” exemplified new ways of integrating technology into fashion shows to reach a global audience and create more immersive experiences. Topshop was one of the first brands to transmit London Fashion Week live through headsets to customers in its flagship London store at Oxford Circus. Real-time ‘model cams’ enabled Topshop to capture and transmit the experience of walking the catwalk. In addition, a mobile app called “Be the Buyer” allowed users to compose, remix and share mood boards featuring their favourite pieces. A Google+ Hangout gave fans the chance to view and interact with the Topshop design team as they put the finishing touches to the collection. Driving social buzz is part of Topshop’s strategy, but equally important was the large amount of data generated by millions of consumers interacting with the various elements of “The Future of the Fashion Show”. The “Be the Buyer” app provided insights into consumer preferences, before products reached the store. This data could be used to inform buying and merchandising decisions, such as how many pieces of a particular style to manufacture and in which colours (Kansara 2013). In 2015, Topshop partnered with Twitter to showcase key trends emerging from London Fashion Week. Real-time tweet data was fed through to billboards around the country to be displayed as a word cloud and placed alongside corresponding shoppable Topshop product. Consumers were also invited to tweet @Topshop to receive a curated shopping list in return. Six billboards within a 10 minute walk of a store were utilised and the experience was replicated in one of Topshop’s Oxford Circus store windows, as well as via its website. Twitter’s vast listening power enables the global consumer to shop the trends as and when they happen, and gives them insight and access into catwalk shows. Harrods Harrods brought its service to the iPhone for the first time in 2011, with 26,000 downloads of its mobile app in the first 6 weeks from launch. Customers were able to browse daily updated luxury brand news, add in-store events to their calendars and discover the latest ‘must-have’ merchandise. They could also discover the history of Harrods, take an audio tour around points of interest and create shopping lists for their visits. The purpose was to provide visitors with a modern guide to the store. A member of staff noted the overseas customers in store, in particular affluent Chinese customers as well as the need to attract a younger customer. This pushed the business into creating a mobile app as these groups of customers “… are much more into technologies than any other customer category” and use it to browse and research at home, later taking advantage of the store to successfully complete their purchase. Customers then know exactly what they want, where it is located in the store and shop assistants can promptly show them the products they want to see (Kent et al. 2016). The potential for online and physical store integration was later demonstrated by Ralph Lauren’s use of fifteen window displays to support its Polo line through the use of mobile proximity technology. The promotion drew on Harrods’ previous experience with digital marketing to enhance the luxury shopping experience, by connecting with customers’ smartphones to offer interactive and exclusive content. The initiative allowed window shoppers to scan or tap the window display with their mobiles, which directed them to the Fashion Lab Harrods webpage, from where they could navigate to the in-store location of the Ralph Lauren Polo collection (Skeldon 2014). This enabled Harrods to access potential customers even when the store was closed, and once they were drawn into the store, to build brand loyalty. The versatility of this interactive technology is demonstrated by its success in a marketing collabouration between a luxury fashion brand and an internationally recognised department store. Augmented Reality (AR): This technology provides the user with an enhanced view of the real world, supplemented by various elements such as sound, graphics, GPS data and videos. As consumers become increasingly desensitised to traditional marketing communications, AR provides a creative and innovative way to capture their attention. AR blends real-world digital data capture typically with a digital camera in a webcam or mobile phone to create a browser-based digital representation or experience mimicking that of the real world (Chaffey and Ellis-Chadwick 2015) and thus enables the consumer to virtually interact with the brand, with a number of examples seen across luxury, sportswear and beauty sectors. Within the luxury industry, sales associates use iPads featuring a range of digital technologies, including augmented reality, to encourage customers to try on and engage with jewellery and watches virtually (Adler 2013). In 2010, Swiss watchmaker Hublot launched an iPhone app called Hublotista that allowed consumers to view the Hublot collection, design their own models and digitally try them on. GoldRun is an augmented reality mobile platform comprised of an app that enables users to locate, interact with and take photos of GPS-linked virtual objects positioned in the real world. It aims to drive traffic to physical and online destinations, increase product sales and enhance brand engagement within a certain geographic location for a predetermined amount of time. Beauty retailer Sephora created a virtual try-on feature app for lipstick (Pasquarelli 2016). In certain Karl Lagerfeld stores, fitting rooms were equipped with photo booths where consumers could apply filters to their images and share on social media (Retail Week 2014a). In 2014, Topshop partnered with Kinect to create AR fitting rooms, so consumers could virtually try on clothing quickly and easily. AR can also be used for interactive entertainment, for example as Adidas Originals did with their Augmented Reality Game Pack. Adidas turned Originals sneakers into a game control device by adding an AR code on the shoe’s tongue. When held in front of a webcam, the code provided access to a number of different interactive games on the Adidas website which the players could navigate with their shoe. Virtual Reality (VR): This technology comprises a wearable device, typically headgear, which blocks out the real world and immerses the user in a virtual one. Its application to fashion can be seen in a trial by The North Face, which piloted VR in a US concept store, providing consumers with immersive, 360-degree 3D video and audio experiences to mimic extreme outdoor landscapes, such as the Himalayas (Mintel 2016). VR can thus be distinguished from AR, where one or more layers of digital content are overlaid on the real world through an intermediary device: AR allows access to both the virtual and real world. Whilst AR can work with mobile devices, for VR to succeed, the headwear needs to be comfortable, stylish and powered by software that creates credible immersive visual effects. Some fashion brands have directly addressed this requirement. In 2015, French couture house Dior created its own high fashion VR headset equipped with high-definition image resolution and holophonic1 audio to bring Dior Eyes, an immersive 360° experience of Dior’s runway and craftsmanship, to its boutique visitors (LVMH 2015). However, it raised concerns about whether typical luxury consumers would wear such a conspicuous headset in public, and whether Dior would provide hairdressing and make-up touch-up services once the consumer had taken the headset off. VR’s success may depend on more scaled-down headsets, with Facebook founder Mark Zuckerberg predicting that future VR headsets would look like a normal pair of glasses (Lopez 2016). Developmental trends point to the expansion of interactive shop windows and in-store communication that draw on the combination of GPS, various types of transmitters such as Apple’s iBeacon and consumers’ own smartphones. These take personalisation and micro-marketing to a new level with real-time offers, new product updates and post-purchase customer support. To support their brand, retailers will increasingly look at their customer relationships, in which stories, images, videos and news-fashion blogs have been particularly successful. These should provide new interactive opportunities, for example the conceptualisation and delivery of immersive scenarios. The development of VR will involve further trials of devices, content and contexts combined with advances in technologies and retailer expertise. New devices will create more realistic immersive environments and add movement to the user experience. Engagement with the virtual world may be further enhanced through other senses, for example touch and the use of hand controls, for example to pick things up. VR provides an opportunity for consumers to visit retailers’ fashion shows, events and exhibitions, and for the retailer to extend the lifespan of selected promotions to individual customers. They no longer have to present a view from a single point in the store, so users will virtually control where they go and what they see and interact with. However, VR is at early stage of implementation, and along with other forms innovative forms of in-store retail technology, may take time to be accepted by consumers (Barclays 2016). Despite great advances in technological innovation and the potential of current technologies to add value to the omnichannel shopping experience, the success of consumer-facing mobile technologies in retail stores is dependent upon consumer acceptance of and attitudes toward the technology. Levels of acceptance of a technology can predict their actual use and consequently, many different theories about technology acceptance have been developed over time. The following section reviews key theoretical models of technology adoption that may be used to understand consumer adoption of mobile technology and guide retailers’ strategic implementation decisions. leadership goals You have to take care of people’s needs and a lot of needs aren’t pleasant. It’s like changing diapers on adults. What I always try to do is ascertain the level of the problem from 0 to 10 before I decide what to do. If the problem is a level 1 or 2, I know I can solve it quickly and not have to deal with motivational barriers. If the problem is a 7–10, then I have to find a lot of time to deal with a size 10 problem, because this person has a huge problem and it will take time to get the motivational barriers down to get to the heart of the problem.
So, as you are talking through the problem and going through the motivational barriers, after a great deal of time, you finally get down to the heart of the problem, and they’re finally out and they surface, and you spend the rest of the time building that person back up before they leave. The size of the problem determines the amount of time you take, so you’re allowed to get through the motivational barriers to discuss and solve the problem, get the person back up on their feet, and back into the workforce. I explained this in a leadership class at Cal Tech and the instructor asked me how it worked. I drew the following chart on the blackboard, whereupon he asked me if he could use the chart in his class—of course, yes. While at IGT, a lady manager walked into my office sobbing with bruises on her face. I had a glass wall facing the main office so I placed her chair so she was facing me and away from view of the people outside the room. I picked up my phone and rang my secretary outside the room and asked her to hold all of my calls and appointments for the day. She said, “This must be serious.” I just answered, “Yes.” It took a few hours to get past all of the office stuff and she then informed me that her husband was beating her at home. After giving her confidence in her position at work and the support the company would provide, I asked her to seek outside help, maybe the authorities. The point of the Davids curve: When you first measure the size of the problem, match the size of the problem with enough time to get past the associated motivational barriers and then allow enough time to build the person back up before exiting the meeting. This woman’s being battered and I’m going to spend three minutes with this woman? You can’t do that. That takes the rest of the day. As a thought leader, you really must understand before you open the can how much time it takes to put the worms back in the can. Make enough time for the size of the problem. Motivational Diplomat Don’t put motivational barriers up, take them down through creativity. Motivational barriers are a subject for an entire book. Quickly described, they are the resistance humans naturally get when they feel something is not right. Imagine a tubular glass shield sliding up around you when someone says something that starts to offend you. It can be an action as well, like someone pointing a finger in your face. These words and actions reduce your receptivity to their communications. Yes, they are like communication barriers. Like the urine in the soup, it is much better to not let it start. As a diplomat, I am always trying to communicate in such a way that I do not have a barrier start around people I talk “with.” Notice that we never talk “to” someone; always talk “with” them. Just a simple thing like talking “to”—instead of “with”—can start a motivational barrier. The one I hate is when someone points a finger at me. I say, “Careful! That may go off” (like a gun). They usually stop it. If you are always aware that you as leader are the “communicator” and you are respectful in your communication skills, you become that diplomat. You are always trying to speak with someone on equal level. This along with some charisma will greatly assist your communication skills. If motivational barriers do go up, you have to find a way to get those barriers down so that real communication can resume. Sometimes it may take a long time to get the barriers back down (see Motivational Diapers). Get the barriers down before resuming the point you were trying to make. I never had a plan on how to get the barriers down. Each person required a different approach. I had to talk with that person until they were comfortable. I was not an aggressor to them in any way: remember, you cannot force a barrier down. It is their motivation—only they can motivate themselves. You need to find a creative way to get trust back so that they can lower any barriers they have. I usually would shock them by going to a totally different subject that had logic that could be used in a different way that they could fit into our conversation. If you are a diplomat, you are always keeping communications open and do not have to fix a problem. |