Sure, there were the American giants present – McDonald’s and Starbucks. And international fashion stars Chanel, Dior, Prada, YSL, etc., had no problem catching my eye. It was the other 90% (that I could afford) that left me clueless.

Complicating it further was my desire to experience Europe as a local – to not cave to familiar Americana brands (besides the essential Diet Coke), but to go to the well-reputed watering holes, local shops, and cafes that the true Londoners / Parisians / Florentines do. Also, I was crippled by not having the ever omniscient Internet at my fingertips (have you seen the iPhone’s international data fees?!), to aid in the moment decisions and verify the merits of any promising candidates I stumbled upon.

I had to re-calibrate my brand sense. I was used to my usual repertoire of brands, and had to take a step back in the “Consumer Decision Journey” to begin discovering and evaluating brands.

So how did I do? What did I discover, and how did I uncover the good stuff? Here’s a brief recap:

London
While in London, I lived on Daily Candy, “a lifestyle resource dedicated to helping you live the sweet life.” The web site provided loads of great finds for London, including The Tabernacle (former stomping grounds of The Clash), Pix Pinxtos, Melt Chocolates, and LOTS of great window shopping, including the S. Millers Twenty8Twelve. In fact it was so good, that I was yet again in despair when I saw that they don’t yet cover Paris or Florence.

Paris
Alas, in Paris, I came to respect Spotted by Locals, a blog that offered tips on cafes, restaurants, things to do, and led us to some of our favorite stops, including bohemian cafe Les Peres Populaires, Montmartre cafe Coquelicot, and the terroir food and wine bar, Resto Zinc.

Florence
In Florence, the blogs weren’t cutting it, so we took matters in to our own hands and hit the streets. We collected business cards that were deposited at our local bed & breakfast and then mapped them to see which were closest and began trying them one by one. Our trial and error was boosted by some great tips from dear friends back home. Overall, we had some empty touristy let downs, but ended up stumbling across a handfull of gems, including Vestri Cioccolateria, Yellow Bar, and Florentine boutique Echo.

Takeaways
One of the many takeaways from this experience, was that it reminded me of the beauty of good branding. Familiar logos hearken to mind a sense of value, promise, and tell us what’s in store for that particular brand. Every time I ordered a Diet Coke at restaurant, I knew I could count on it for the perfect blend of flavor & fizziness. Seeing the Coca Cola logo was a comforting guarantee of an experience – something I could count on.

Exploring the brands of Europe also reminded me of all the small experiences that go in to making a brand – crafting a compelling environment, delighting your customers, providing quality & service – and delivering it all consistently. These good brand practices help small local shops and restaurants generate buzz, referrals, and ultimately move their customers into the loyalty loop.

During the work week I see a similar situation. We frequently hear the request to make things bolder, make them pop, punch them up and make them stand out. At some point this approach breaks down, when everything gets that “special” treatment. I think the movie Incredibles puts it well with these lines shared between Helen and Dash:

Helen: Everyone’s special, Dash.
Dash: [muttering] Which is another way of saying no one is.

Designers know that you can’t make EVERYTHING bold or PoP! because you lose all sense of hierarchy and emphasis. What’s special gets washed out. KA+A has a saying that goes:

In a world were everyone is screaming for attention… yelling louder is not always the right solution.

As you develop your message, make sure that you emphasize what is important, and let the supporting details be exactly that – support. You have a small window to make an impression with your audience, so you want to make sure that at the very least they can identify what is most important. The details will have their day, but you can’t overwhelm your audience with them on the first shot. Share the details as you build a relationship with your customer, and continue to WOW them.

5 years ago, Eric Romer of Indianapolis, who had been BBC (Bald-By-Choice) since 2002 in his early college days at Butler University, discovered the solution he had been looking for to keep his head closely shaved–HeadBlade. The ease of use of the product and the results had him hooked for life as a brand advocate, and he began telling everyone he knew about the fantastic product he had found. Last week, Eric Romer’s dream job was announced by HeadBlade in his Twitter feed. Springing to action, he developed a blog, Twitter page and Facebook page for his “Hire Me, HeadBlade” campaign. Within 24 hours he had a phone interview with Todd Greene, CEO of HeadBlade Inc. and began making plans to fly out to LA to meet with him this week.

It’s a story of social media at its best. By using widely available tools, Eric has been connected to his dream company; HeadBlade has been connected to a promising candidate for their position; and the brand has been buoyed up with all the extra eyes following Eric’s story. Some of the takeaways I’ve identified from the present story are:

• For College grads and job seekers, Eric Romer has set the precedent. Leveraging free tools, web know-how, and media savvy he has created a dynamic and real “resume” that actually shows what he can do.
• For company’s looking to hire, this has affirmed that social media outlets can help you attract promising talent; also that it can be a good arena for evaluating candidates.
• As far as branding goes, Eric has already been engaged as a brand advocate on his own account. By officially engaging someone like this in their social media driving seat, HeadBlade can connect with other happy customers like Eric, and amplify their brand awareness.
• There’s also a lot of opportunity for Headblade to capitalize on the extra attention. As Eric’s story continues to gain steam over this next week, more eyes are attracted to HeadBlade, and the opportunity is ripe if they have a new product features or other announcements up their sleeve.
• Third parties in the game, such as Butler and Compendium, are recipients of the Halo effect. Their affiliation to Eric may give their own brands a boost if this all bodes well.

There’s sure to be more best practices as this story unfolds. Stay updated on Eric and see if he gets hired by HeadBlade by following him on his blog, Twitter, and Facebook.

His book is a collection of essays from his work with the New Yorker, and although I haven’t read it yet, it did still feel familiar. One thing that Malcolm does well is deliver consistent messages.

The show kicked off with Tavis detailing Malcolm’s failed attempt to enter the ad world right after college. As Malcolm goes on to finish, 21 rejection letters later, he decided that advertising wasn’t his destiny, and thus turned to journalism. “Rejection is direction,” Tavis sums up. With 4 New York Times bestsellers and a 10+ year stint with New Yorker, I think this was a pretty good direction.

Learning by your failures, rather than you successes–such stories are a focal point for Malcolm.

Recently, I was able to hear Malcolm speak in person at the ExactTarget Connections conference (see recap here). One point that stuck out was learning by compensation. Charles Schwab, for example, found his success by managing his dyslexia. At a young age, he learned how to develop a support team to help him read. He had to compensate for his weakness in writing and reading, with effective speech; and he compensated for his deficiencies in academics with stronger social skills. His solutions to these problems became the keys to his success when he founded his eponymous brokerage house. It’s the same story of Joe Flom, from Malcolm’s book Outliers, who overcame poverty, the Great Depression, and his Jewish descent to become a partner of the law firm Skadden, Arps, Slate, Meagher and Flom. And, it’s the same story of Sidney Weinberg, son of a Polish bootlegger and high school drop out, becoming senior partner at Goldman Sachs and turning it into the premier investment firm of the world. Malcolm describes these stories as:

“The rags-to-riches story—that staple of American biography—has … stressed the value of compensating for disadvantage. If you wanted to end up on top, the thinking went, it was better to start at the bottom, because it was there that you learned the discipline and motivation essential for success.”

It’s more than what Malcolm is saying; it’s how he’s saying it. Through these varied examples, Malcolm is driving to the same point. It’s an orchestrated effort that allows his message to resonate in the minds of his audience. His storytelling knack has assisted him in making complex topics enjoyable, but more importantly, it has also allowed him to tell the same story, without telling the same old story.

As the year comes to a close, and you reflect on its challenges and successes, take a critical look at your own brand messaging. As you were creating new and fresh content, were you keeping it on point? Were you staying true to your brand? Was it consistent? Originality is valuable, but it’s only strong if it’s part of a larger movement. Once you get people’s attention, you want to make sure that it accrues towards their overall impression of your brand. Malcolm Gladwell captured the ear of the world with his unique viewpoints, but he captured our minds by delivering them memorably.

Lists help us stay sane, organized, and get projects done – yet they don’t get much honor in the end. However, from November, 7, 2009 to February 8, 2010, lists are basking in the limelight at the Louvre, thanks to Umberto Eco and his exhibition “Mille e tre” (the Infinity of Lists). Including ancient and contemporary graphic works, and multidisciplinary events, the exhibition traces the evolution of the list through history. “From its ancient use in funerary traditions to its present-day use in everyday life, via the creative processes of contemporary artists, the list is a vehicle for cultural codes and the bearer of different messages.” (Louvre)

I recently read an interview with Umberto Eco, published by Der Spiegel, a weekly German magazine and recommended by The 99%, fanatics of the list themselves. Eco talked about his exhibit, his affinity for lists, and why they are so important. According to Eco:

“The list is the origin of culture. It’s part of the history of art and literature. What does culture want? To make infinity comprehensible. It also wants to create order — not always, but often. And how, as a human being, does one face infinity? How does one attempt to grasp the incomprehensible? Through lists, through catalogs, through collections in museums and through encyclopedias and dictionaries… The list doesn’t destroy culture; it creates it.”

As a project manager, I depend on lists to bring order to our workflow. There are to-do lists, milestone lists, calendar lists, supplies lists, billed time lists, invoice lists, and the “list” goes on. Lists don’t stop at project management, though. They are weaved throughout our branding and experience design process. Lists assist us to break down problems and make them comprehensible; break down goals and make them achievable; and organize a product architecture that is intuitive and simple. Lists help us drive to the essence of what is true about a company or product.

“Look, ever since the days of Aristotle, we have been trying to define things based on their essence. The definition of man? An animal that acts in a deliberate way. Now, it took naturalists 80 years to come up with a definition of a platypus. They found it endlessly difficult to describe the essence of this animal. It lives underwater and on land; it lays eggs, and yet it’s a mammal. So what did that definition look like? It was a list, a list of characteristics.”

Umberto Eco

When developing brands, we spend a lot of time trying to define what the particular company wants to be when it grows up. Sometimes it’s not just looking at what you do, but also at what you do not do. Our goal is to take each product, service, and value that a company provides and boil that down to the essential truth. A truth that is supported by an equally true, and pared down list of services and products that your company provides.

For example, when we worked with Bigger Africa to develop their brand and social network, we began with a list of all the interactions that can occur:

After identifying key relationships, tasks, and qualities, we could define Bigger Africa.

“Bigger Africa is a social and educational network that drives a better informed and more competitive workforce, as well as foreign and domestic investment on the continent of Africa. The result is powerful connections that provide growth opportunities for individuals, businesses, and Africa as a whole.”

We could have said Bigger Africa is a social network in Africa, but that doesn’t describe what kind of network it is. By listing out what type of network (social and educational), what it does (drives a better informed and more competitive workforce), and who it impacts (individuals, businesses, and Africa) – we are able to comprehensibly communicate the brand.

“The list is the mark of a highly advanced, cultivated society because a list allows us to question the essential definitions. The essential definition is primitive compared with the list.”

Umberto Eco

Lists are a foundation of our culture, our habits, our work, and our way of life. Let’s hear if for the lists that are more than just a tool, but a work of art.

“In __ , once you’ve got something, you’re already thinking about what’s next. Maybe it’s a little hysterical. Now, every day I’m thinking about change. It’s a constant anxiety that is probably a reflection of society’s anxiety in general. The big deal about __ is really very recent, this frantic pursuit of newness. It may be a good thing, or a bad thing, but it’s really defining this moment.”

What do you think fits in the blanks of this quote? Although they could be filled with many words (digital marketing, mobile devices, restaurants, mechanical engineering, packaged goods, etc.), the original word is “fashion,” and the author of the quote is Miuccia Prada, as she describes her design process for her namesake label. I was struck by the universality of this mindset. I’ve heard it in murmurs, read it in blogs, encountered it in client projects at KA+A, and felt it within myself – this desire to be “new and different.”

In the new book, Prada, Miuccia Prada talks about how she led her house of design to global recognition:

“I am interested in communicating with the world by selling to many people. It’s much more challenging. And so it’s about having to deal with opposites: with sophistication because, of course, I like it and it’s part of my story, but also with being in contact with the world.”

This yearning observation and curiosity about culture and society allows Prada, the person and the brand, to bear the torch of modernity.

Being new and different isn’t just of the moment, though. It’s a long-term, lifestyle commitment that needs to be supported by a strong brand to be viable. Prada wasn’t an overnight success. It took at least 10 years before the world took notice of the designer’s unassertive look that combined “traditional good manners and an ultramodern industrial sleekness.” And according to Miuccia, it has been constantly on her mind ever since. How do we know if she’s successful? Just listen to the comments in this video reporting her Spring 2010 RTW Collection.

This desire to be new and different isn’t just limited to the runway. The community of brand and experience design, is also challenged to pursue innovation, while at the same time staying true to the brand. So how do we approach and achieve newness? Here’s a short list that I’ve identified so far:

• Challenge existing constructs to uncover problems.
• Observe how people interact with the product or service to understand how it might be improved.
• Adaptation. Seek inspiration from other success stories, regardless of industry.
• Focus on ideas that add real economic value to a product.
• Rapid Iteration.

As you go through this process, and pursue newness, don’t change for the sake of change. Make sure it moves you closer to realizing your vision. And above all, stay true to your brand. Infamous attempts like New Coke and Ford’s Edsel show the grim picture of what happens when you stray too far from brand expectations.

It might have caught your attention several weeks back when professor Elinor Ostrom from Indiana University was announced as a recipient of the Nobel Prize in Economics, alongside Berkeley’s Oliver E. Williamson, for her work in economic governance and the organization of cooperation. It was pretty awesome that she was the first female laureate in the 40 year history, but what was more meaningful was the work for which she was rewarded. As one of her interviewers summed it up:

Elinor’s cooperation theories have the potential “to catch the public imagination… people getting involved in their own governance.”

The Tragedy of the Commons, the over-exploitation of common resources, was a concept introduced back in 1968, by Garrett Hardin. It’s an idea that has become pretty ingrained, in my generation at least, and has been thought to have only been remedied by privatization or government control. What Elinor found, through her numerous empirical studies of natural-resource management, turned this “Tragedy” on its head. Whether Mongolian grasslands or Nepalese dams, success did not come when modern government or private institutions took control. Rather, these resources were most abundant and vital when the users cooperated according to the subtle and sometimes ancient rules that had evolved over time, Elinor found that rarely is there a “Tragedy”, but rather that common property is often surprisingly well managed when left to the people. What Hardin’s theory lacked was a user perspective, and it consequently discounted that “users themselves can both create and enforce rules that mitigate over-exploitation.”

Elinor’s theories have sparked my imagination, to take a look at how I interact in the digital commons, and also at KA+A’s user experience work to design interactions for online communities such as Bigger Africa, ChaCha’s Guide Community, and ExactTarget’s 3Sixty. All of these online communities look a bit differently than the grasslands and water reservoirs, but they still offer a common space and pools of resources to be used by a large group of people. And, even more striking, they suffer if users simply take information without replenishing them with new or updated information. This familiar give and take cycle, is exactly what Elinor’s studies revolved around, and what she proposed could be managed by the users if they have some role in structuring the cooperation. She proposed several design principles for how these common pools (communities in our case) can achieve the best outcomes:

• rules should clearly define who has what entitlement.
• adequate conflict resolution mechanisms should be in place.
• an individual’s duty to maintain the resource should stand in reasonable proportion to the benefits.
• monitoring and sanctioning should be carried out either by the users themselves or by someone who is accountable to the users.
• sanctions should be graduated, mild for a first violation and stricter as violations are repeated.
• governance is more successful when decision processes are democratic, in the sense that a majority of users are allowed to participate in the modification of the rules.
• the right of users to self-organize is clearly recognized by outside authorities.

NobelPrize.org

Just seeing a hint of the relationship between these design principles, and our own user centered design approach for creating successful online communities is a pretty exciting manifestation of Elinor’s work, and true expression of her interdisciplinary thinking. There’s no doubt that her work will catch the public imagination of a people interested in their own governance, and hopefully shape a more responsible relationship with the online environment.

As a consumer, I can certainly understand the urge to have everything right now. But as a provider of a service, I’ve learned that there are benefits to those who wait. Here at KA+A, we serve a bevy of clients whose jobs are to fulfill customers who need their product or service on-demand: they need the latest data on their customers right now; they needed a new feature of the product yesterday; and they need to get the software rolled out in their company with little or no training. Satisfying these needs are no problem – their businesses are founded on Nowism and accommodating their customers on-demand. However, what their consumers often don’t see, is the months of patient design and developing that it took to instantly meet their needs. So as the timeline contracts, and demands increase, how can these companies stay out in front?

We all know now that the simplest designs are usually the hardest to achieve. The most stripped down functionality took the longest at which to arrive. And that’s true because in an age of Nowism there is a profusion of real-time information being streamed to us. What was true yesterday may not be true tomorrow, but may be realized once more within the week. Real time information is incredible, but in order to make a product that is the most elastic, and can stand the times, some delay must be involved in order to identify the trends that surge from this influx of information; trends that can’t be identified if you miss the forest for the trees.

Trendwatching.com identifies an outlier to Nowism – anti-energy drinks. At first blush, it seems pretty contrarian. But, what lies beneath seems to be a new approach. Rather than pumping you with caffeine to help you keep up with everything, these drinks are doctored with relaxing ingredients to provide the sanity, clarity, and calming effects you need to filter through everything. And this is where they come back to Nowism – by calming down the anxious and frantic thought patterns, it’s possible that they make it easier and quicker to make the right decision. It’s like they give you a “night to sleep on it” in a bottle. I recently had the chance to try one of these anti-energy drinks, Mary-Jane’s Relaxing Soda, which boasts to deliver “euphoric relaxation.” A blend of Fijian kava extract (claiming to mirror the effects of alcohol without the hangover) and passion flower extract (a calming herb used to treat anxiety and insomnia) are bottled together to deliver you a calming sensation within minutes of drinking. It was hard for me to pinpoint when the soda truly relaxed me, but as I reflected back on that night I did laugh a little more and worry a little less, and got a better night’s sleep. Was it the soda? I think I’ll need to do more tests before I know…

The real point, though, of bringing up these sodas, is that they are an easy way to grasp how consultancies like KA+A help companies stay out in front of contracting timelines and increasing demands. It’s easy to give in to that reptilian impulse that tells you to churn through your product releases faster and to skip the deep dive strategy for your re-brand. But that’s just going to keep you treading water. Eventually you’ll tire without making it to the destination. What consultancies like KA+A offer to Nowism businesses is bottled up sanity and clarity, that help you slow down to make the right decision, and avoid being bogged down later by a quick poor decision. We have a broad view of industries, clients, and trends – and a deep pool of cross-pollinated ideas from which to pull. Rather than providing you a quick puff of energy to help you manage your stressors, we take a look at the stressors and diagnose how to calm them through thoughtful, sustaining ideas. We flip the table on managing demands – to anticipating and preventing them.

The world of “Now” is here to stay, and there’s plenty of tools to help you keep up. But with a smarter approach, and some contrarian thinking you can be part of the “Future Now.”

“A poem needs understanding through the senses. The point of diving in a lake is not immediately to swim to the shore; but to be in the lake, to luxuriate in the sensation of water. You do not work the lake out. It is an experience beyond thought. Poetry soothes and emboldens the soul to accept mystery.”

It’s a compelling thought, to simply luxuriate in the water – not one that we are prone to do. We are usually concerned with the quickest and least painless way to get from point A to point B. Yet in the era of an experience economy there’s something to be said about adding a little poetry to the products and services we’re trying to sell. We talk often about engaging the customer with a meaningful experience, but are we getting them to stay in the water, to swim around in that brand experience? Ultimately you want them to make it to the shore, and complete the transaction – but if you can immerse them in your brand at multiple touch points, expose them to new opportunities or details they wouldn’t otherwise find, all while making a personal connection – that is when you are creating the most meaning.

Etsy is an online marketplace to “buy and sell all things handmade.” The meta goal of all of this, is to recreate a micro-economy, where buyers connect directly with sellers that are making their products, as Etsy founders and retailers explain in the video below:

What separates Etsy from the monoliths (e.g. Ebay) and other indie marketplaces (e.g. Indiepublic or Artfire) is the experience. Etsy has merged a hyper designed retail platform with an interconnected community. They not only facilitate the exchange of goods, but they’ve made an environment that spurs exploration by allowing users to luxuriate in the process. One of the best ways they encourage this exploration, is through the multiple ways to shop and browse for products. You can shop globally, locally, or by most recently listed; you can view handpicked treasuries of items, or gift guides based on events and personality type; you can “pounce” on items from shops that just had a sale or are waiting for their first sale; you can even shop by color, through connections, or the traditional way by categories. Whatever route you choose, you ultimately “make it to shore” and purchase a product, which is why this experience works. It completes the circle of the transaction, while increasing the benefit to the user (assisting their search) and the seller (increasing their odds of being discovered). Etsy has been able to transcend the marketplace and become a place for inspired interaction and true community.

Whether by reducing the degrees of separation from your buyer and your production team, or providing varied venues of contact – finding your own way to encourage customers to luxuriate in the process can leave you with more brand exposure, and the possibility for deeper relationships.

I made my first batch of Chex Mix for the season. Roasted golden brown, with buttery perfection, it’s a cold weather treat that I look forward to every year. As I combine the cereal, pretzels, nuts and sauce, I’m filled with anticipation for that first bite, hot out of the oven. It’s more than just a snack – it’s a tradition, a ritual, a connection to comforting memories of the past. It’s a treat that has signified, since I was old enough to remember, the coming of holidays spent with family and friends.

This act of baking Chex Mix becomes so much greater than the end product, because there is an experience wrapped up around it. Whether by design or happenstance, this common and inexpensive treat has woven a compelling user experience, that follows some of the most basic UX best practices. Let’s take a look.

Ritual
There’s a connection between the past and the present and the future. Your Mom and her Mom made Chex Mix over the holidays, and the family recipe has been passed down to you, to share with your (future) children who will remember and repeat. Ritual lends itself to habit, and habit can result in loyalty – one of the most coveted outcomes of today’s businesses. The fellows over at Black Coffee had a great post on the brand benefits of ritual, summing it up neatly with this:

“By translating actions into brand-specific meaning, rituals can help build lifelong bonds between brands and consumers by providing people with a sense of satisfaction, strengthening social bonds by imparting something personal that brings us closer to the brand, our friends and ourselves.”

Customization
There’s a basic recipe for Chex Mix that’s known and repeatable, and widely available on the side of the cereal box. At the same time, there’s also freedom to customize it at will. Chex Mix was born back in a time when you used a pinch of this and a dash of that. You don’t have to put pretzels in your Chex Mix if you never eat them, or you can add that extra bag of bagel chips if it’s your favorite thing. Chex Mix is made for improvisation and customization according to tastes. Consumers take ownership in experiences when they can tailor them to their preferences. It feels more comfortable, more natural, and personal.

Interaction
There’s a whole process to making Chex Mix. From selecting the ingredients for your special blend, to figuring out if you have a pan big enough to roast it, to pouring together the ingredients and munching them along the way. Even after you get it into the oven, Chex Mix keeps your attention, with stirring required upon 15 minute intervals. As it bakes for that hour, you are engaged and thinking about the Chex Mix – anticipating the end product that you personally created.

Community
Chex Mix is one of those things that is meant to be shared. While you could easily reduce the recipe down to quantities for a small batch, there’s something about it that almost demands sharing. Maybe it goes back to its introduction in the 1950s, when it debuted as a holiday party mix. Regardless, that singular bowl has become a hub for connection and conversation, the quintessential watering hole. There’s something in it for everyone.

Engagement
There’s not a sense that is left unaffected by the creation of Chex Mix. The savory aroma that wafts from the oven. The hot touch of the first handful, and the butter and salt that linger on your palm. The melt in your mouth taste, that keeps you reaching back for more. The sound of happy mouths crunching each bite. Carefully searching for a handful of the pieces that you like the best. Not to mention the cognitive and emotional reactions that it evokes. Every part of you is engaged and satisfied by the wholesome treat.

All of these things – the ritual, customization, interaction, community and engagement – add up to a fully immersive experience.

In an environment where knowledge is quickly shared, and competitors crowd the market – these experiences mean something, not only sentimentally to the consumer, but valuably to the business.

Experiences aren’t just a nice side benefit. They are a demand that needs to be met, and an essential part of the strategy and the design of your brand and – perhaps the most valuable thing you’ll ever create.