Uncategorized - Create Advantage

By Rebel Brown

Parley Vous Customer? How To Learn their Language.

<div class="at-above-post-cat-page addthis_tool" data-url="https://rebelbrown.com/2009/06/03/parley-vous-customer-how-to-learn-their-language/"></div>I was listening to a marketing webinar as I sipped my first cup of coffee yesterday morning. The topic was on social networking and how to use it to promote product launches, events or company successes.I logged out because I couldn't take it anymore. And I didn't want to start a public argument with the presenter. Especially since I have less patience before my 2nd cup. So I just exited stage left. Why?Because social networking is a powerful marketing tool. Just like PR, Webinars, seminars and all the other arrows we have in our marketing quiver. But it can't be approached with the same <a href="http://peoplewhoknow.typepad.com/phoenixrising/2009/03/go-thump-your-chest-in-the-gym.html">chest-thumping marketing</a> we've grown accustomed to using. No marketing tool is effective if you can't talk and think like your customers. Social networking is even less effective - and potentially more damaging - when you don't communicate. Creating a large social web can hurt your business more than help it if you can't speak to your customers and prospects in their own language - and about things that are important to them. Social webs and media give you the chance to reach more people - and turn them away even more quickly with the wrong messages. To be effect in social networking, you have to be honest, open and most importantly, speak the language of your customers. If you don't, they'll move on - just like I did with that webinar.If you've read some of my other blogs you know I'm passionate about the "<a href="http://peoplewhoknow.typepad.com/phoenixrising/2009/03/the-single-most-important-question-to-ask.html">So What</a>?' approach to marketing, passionate about the customer and the value they derive from my clients' solutions. As far as I'm concerned the technobabble approach should go the way of the woolly mammoth.How do you think and speak like a customer? It's not that hard. Spend time with them, get out of the building and go learn about your customers. Become a subject matter expert on them. But that's what sales does, right?Wrong. Sales is your customer. Their job is to power revenue, not support marketing. So stop being dependent on sales for your marketing inputs - and get to know your customers yourself. What do you want to know? Well, start with things like:<ul> <li>What do they do for a living? How do they make money and how does information technology help them do that?</li> </ul> <ul> <li>What's going on in their market? What are their current challenges? What help do they need to address them? How can IT (and your solutions) empower their efforts?</li> </ul> <ul> <li>What are the things that make them frantic at the office (aside from meetings, meetings and more meetings). What are the top three things that would help them reduce their stress?</li> </ul> <ul> <li>Why did they buy your solution? NOT the technology selection criteria - the business reason. What were they hoping to accomplish and did they do it? If not, why not? And if so - how did your solution help. If not - why didn't it help them, and how can you fix it?</li> </ul> <ul> <li>What are the things they like best about your company and its solutions?</li> </ul> <ul> <li>What are the things they like the least? And you'd better be ready to follow up on this one. If they'll share this with you, they just gave you the keys to the kingdom of ongoing success, don't blow it.</li> </ul> One other thing to note. Make sure you're speaking with all the right people in your customers, not just the IT staff who install and manage your technology. Talk to the business unit people that apply your technology to business operations -and more likely also control the dollars. Ask them the above questions and learn how your solutions help them in their front line business operations. Finally, pay attention to the words customers use to describe their business. That's the language you want to learn - and use. <div class="at-below-post-cat-page addthis_tool" data-url="https://rebelbrown.com/2009/06/03/parley-vous-customer-how-to-learn-their-language/"></div>

By Rebel Brown

Is it a Big Opportunity? 4 Questions To Ask Yourself Before you Dive In.

<div class="at-above-post-cat-page addthis_tool" data-url="https://rebelbrown.com/2009/06/01/is-it-a-big-opportunity-4-questions-to-ask-yourself-before-you-dive-in/"></div>I wish I had a dollar for every time I've heard this one. Seriously.Why is it that all you have to do is wave an RFP with a big dollar figure in front of a technology vendor and they follow you anywhere - even to the proverbial slaughter?I don't get it. We're all smart, well-versed business people, right? We understand the principles of revenue vs. margins, profit vs. loss.So why is is that we'll sacrifice our corporate goals, push the boundaries right to the brink of losing money on a deal (and jump right through the boundaries if it's exciting enough)? Just to get a big deal that we can <a href="http://peoplewhoknow.typepad.com/phoenixrising/2009/03/go-thump-your-chest-in-the-gym.html">thump our chests</a> about? Sure it's a huge opportunity. The question is - is it an opportunity for success or failure? In the High Performance or Supercomputing arena, they call these beastie deals 'Hero Systems'. Vendors fight over them with large investments in proposal teams,integrating and 'fixing' untested technologies and pricing that would make any CFO cringe.In the commercial space we talk about Proof of Concept (POCs) implementations. POCs are a great way to 'seed' the market with small, quickly deployable solutions that are highly repeatable and get a "foot in the door'. Unfortunately, all too often POCs turn into large, resource intensive demonstrations of - yes - never before attempted uses of technology. POC just became a nice phrase for big losses. The justifications? Well, they range from things like "the publicity will keep us in a leadership position" to "we can use the deal revenue to fund continued development" to "it got us in the door". And then there's my favorite. "Everyone uses loss leaders - this is just bigger than most. We'll make it back over the lifetime of the customer's revenue." Yeah right - and the check is in the mail. Trust me when I say, taking these deals will not make you a hero - anything but. These deals are one of the single biggest causes of corporate stumbles. It doesn't matter how much you justify them, they are dangerous.I'm not saying you should never do a POC - or be a Hero to a customer. What I am saying is that you need to approach these deals with discipline and with your eyes wide open. Ask yourself the following questions:<ul style="font-family: Trebuchet MS;"> <li>What's the REAL cost of this deal - not just the numbers above the line. What are the associated costs for custom engineering, integration and test ( a big one that often goes unstated), architecture refinements and ongoing service and support. Make sure you're being honest and not pulling the wool over your eyes just because of the lure of 'huge'.</li> </ul> <ul style="font-family: Trebuchet MS;"> <li>What's the opportunity cost of pursuing this deal. Deals like this aren't just about the direct costs. They're as much or more about the costs of what you can't do while you focus on the implementation. Is it worth giving up those engineers for 10 months so they can't work on the other projects on their plate. Is it worth sacrificing a Professional Services team for 4 months instead of focusing on those other 10 customers that are smaller, but are highly profitable and a better fit for the business?</li> </ul> <ul style="font-family: Trebuchet MS;"> <li>Is this deal really a fit? Is this POC focused on creating and demonstrating a solution that you can package and resell over and over again? Or is it a branch off of your main path, a distraction that your company probably can't afford? Often, I find these deals end up being one-timers that make the customer happy (until the next RFP, when they start all over again) but then never see the light of day again. And getting that customer happy - well, that takes twice the expected resources. So much for any profit - on paper or otherwise. </li> </ul> <ul style="font-family: Trebuchet MS;"> <li>Is there really a longterm play here? We all know that customers will dangle the promise of 'better' future deals, expanded deployment and even corporate standardization to get a vendor to bite off these deals and perform. And in some cases, will paint beautiful pictures of a rosy revenue stream that may or may not be real (not often, of course). Take a hard look at the true potential before you jump to the assumption of future revenue. You may just jump through the hoop and find yourself in a bottomless pit on the other side. </li> </ul> Just to be clear - I fully believe in POCs. But I also know that a company must be disciplined about using them. Focus the efforts on limited, highly defined and controlled opportunities to penetrate strategic, high value markets. If a specific POC isn't the right fit for you - have the courage to just say "No".Stop being like the dog down the street that chases every shiny car that goes by.Get picky, and get profitable. <div class="at-below-post-cat-page addthis_tool" data-url="https://rebelbrown.com/2009/06/01/is-it-a-big-opportunity-4-questions-to-ask-yourself-before-you-dive-in/"></div>

By Rebel Brown

Expert Tips on B2B Marketing Content

<div class="at-above-post-cat-page addthis_tool" data-url="https://rebelbrown.com/2009/05/21/expert-tips-on-b2b-marketing-content/"></div>Marketers are focused on creating the most compelling content we can for our B2B audiences. Yet there are so many different approaches and recommendations. How do you know what really works?I was lucky enough to be asked to participate in an interview series with with other content marketers by ClickDocuments. Their blog, ClickInsights, is hosting an Expert Interview Series featuring insights, opinions and predictions on a variety of content marketing topics. This week's Expert Series focuses on B2B content marketing. If you're a content focused marketer - I believe you'll find some interesting advice and approaches. You can read the article content at <a href="http://clickdocuments.com/connectthedocs/27/ClickInsights-Tips-on-how-B2B-marketers-should-do-Content-Marketing" target="_blank" rel="noopener noreferrer">ClickInsights.</a> Or you can view a summary Slideshow below.I hope you find some value in our thoughts! <a href="http://www.slideshare.net/ambal/clickinsights-tips-on-how-b2b-marketers-should-do-content-marketing?type=presentation" style="margin: 12px 0pt 3px; font-family: Helvetica,Arial,Sans-serif; font-style: normal; font-variant: normal; font-weight: normal; font-size: 14px; line-height: normal; font-size-adjust: none; font-stretch: normal; display: block; text-decoration: underline;" title="ClickInsights: Tips on how B2B marketers should do Content Marketing">ClickInsights: Tips on how B2B marketers should do Content Marketing</a><object height="355" style="margin: 0px;" width="425"><param name="movie" value="http://static.slidesharecdn.com/swf/ssplayer2.swf?doc=clickdocumentsb2bexpertstips-may2009-090519023754-phpapp01&stripped_title=clickinsights-tips-on-how-b2b-marketers-should-do-content-marketing" /><param name="allowFullScreen" value="true" /><param name="allowScriptAccess" value="always" /><embed allowfullscreen="true" allowscriptaccess="always" height="355" src="http://static.slidesharecdn.com/swf/ssplayer2.swf?doc=clickdocumentsb2bexpertstips-may2009-090519023754-phpapp01&stripped_title=clickinsights-tips-on-how-b2b-marketers-should-do-content-marketing" type="application/x-shockwave-flash" width="425" /></object><div style="font-size: 11px; font-family: tahoma,arial; height: 26px; padding-top: 2px;">View more <a href="http://www.slideshare.net/" style="text-decoration: underline;">presentations</a> from <a href="http://www.slideshare.net/ambal" style="text-decoration: underline;">Ambal Balakrishnan</a>.</div> <div class="at-below-post-cat-page addthis_tool" data-url="https://rebelbrown.com/2009/05/21/expert-tips-on-b2b-marketing-content/"></div>

By Rebel Brown

Three is Marketing’s Magic Number

<div class="at-above-post-cat-page addthis_tool" data-url="https://rebelbrown.com/2009/05/20/three-is-marketings-magic-number/"></div> When is the last time you read your marketing collateral from a customer's perspective? Been a while? So do this now. Go grab that latest brochure or product sheet. Now try reading it as if you knew nothing about your business, its products or its expertise. What are the top three messages you come away with? Can you even narrow it down to three? Technology companies tend to take the 'throw everything at the wall' approach to messaging. I don't mean that negatively. Well, maybe I do. It's just that technology products have so many different ways they can impact different customers, so many cool things that companies want to talk about.Tech marketers often fall into the trap of trying to tell everyone everything - and then let the audience pick what's valuable to them. The problem? Customers can't ‘consume’, much less remember, all the messages you give them. They are not sponges. They can't absorb every aspect of your technology like you can - they don't live and breathe it every day as you do. Neither do your sales reps for that matter. Neither do your partners.When you overload your audience with too many messages, you risk not communicating at all. The solution? Try synthesizing everything to threes. Three is the magic marketing number. Okay, I'll admit, sometimes I stretch it to five. But never, ever, more messages than that. Anything more is noise. Why three? Because studies have shown that that's the optimum amount of information ‘buckets’ that a person can process at any given point in time. "But I have more messages than three, more value!” Sure you do. The trick is to create, organize and then tie your story together so that it flows in blocks of three messages at a time.So how do you do that? I create a positioning matrix with three facets***. Starting at the highest level, I create three key messages, then drill down into stories within each facet. For example: <ul style="font-family: Trebuchet MS;"> <li>Start by synthesizing your overall message into three key areas. I usually create these messages, around three standard arenas; your company and its expertise, your solutions and their customer value, and your market and your leadership within it. <a href="http://fusionpr.blogspot.com" target="_blank" rel="noopener noreferrer"></a></li> </ul> <ul style="font-family: Trebuchet MS;"> <li>Under each of those aspects, create up to three evidence messages that demonstrate your success in that specific area. At this point, I'm usually still at the business level benefits, and I haven't entered the technology zone as yet. Think business evidence, based on customer success, at this point in time. </li> </ul> <ul style="font-family: Trebuchet MS;"> <li>Under each of those three areas, add three highly specialized messages with very specific proof points. And guess what? Now your messaging can dive into those technology claims you were chomping at the bit to share.</li> </ul> <ul style="font-family: Trebuchet MS;"> <li>Now go look at your target markets. For each target market, apply the top three messages that map to their specific problems. Tune them to meet the specific market needs, and add the supporting evidence you need from real world customers in that market. </li> </ul> Great messaging synthesizes a crisp and compelling story that customers and prospects easily and quickly comprehend and value. By following the rule of threes, you'll be able to create just those stories. ***For more on how to create a positioning matrix, check out my blog at Fusion PR: <a href="http://fusionpr.blogspot.com" target="_blank" rel="noopener noreferrer">Positioning 101</a>. <div class="at-below-post-cat-page addthis_tool" data-url="https://rebelbrown.com/2009/05/20/three-is-marketings-magic-number/"></div>

By Rebel Brown

Sales is Discounting Again

<div class="at-above-post-cat-page addthis_tool" data-url="https://rebelbrown.com/2009/05/19/sales-is-discounting-again/"></div>How many times have I heard this cry from clients? Always makes me wonder if corporate citizens understand and appreciate how hard selling can be - especially if you have little air cover and not much ammunition. The fact is that if sales is discounting it means the company, and particularly marketing, hasn't done its job. I'm not trying to pass blame - just pointing out a 'relative' truth.Sales people salivate for dollars. Come on, we all know that. At least the good ones salivate - they'll do whatever it takes to bring the revenues into your company so their wallets are happy. Those are the reps you want working for you. So if they are discounting - before you blame them, take a harder look. Sure you'll always have a select few deals you discount to open a door or seed a market. But those are exceptions, not the rule. Especially if discounting means that reps are losing money out of their own pocket. If reps are discounting consistently, then something is wrong. It could be a number of things:<ul style="font-family: inherit;"><li style="font-family: inherit;">The Product. This is the last place technology companies want to look, and probably the first place they should focus. It's human nature to fall in love with your children, er creations. That's what our technology products often become as we develop them, enhance them, nurture them. But more often than not when sales is discounting the product, its capabilities, design, stability, architecture - something is off the mark. So just admit your kid isn't that cute, and find what it needs to make it more attractive. </li> <li style="font-family: inherit;">The Story. Sales reps will act to fill a void. They have to - it's the nature of what they do. If you don't give them a story that customers understand, believe and care about - then they'll do whatever they have to do to create that story. If that fails, they'll cut the price. It's sales nature. So get the story right, and work with sales to make sure it works for them and their customers - not just for the citizens at corporate.</li> </ul> <ul style="font-family: inherit;"><li style="font-family: inherit;">The Target Market. Just because they were your best customers in the past, don't assume they are for this product or time. Like you, your customers are evolving and changing, following their own Phoenix flight plan. Make sure you're still a match and if you're not - either switch markets or products. Discounting is often a sign that you're aim is a bit off in the market. </li> </ul> <ul style="font-family: inherit;"><li style="font-family: inherit;">The Trust Factor. If customers don't trust that you're the expert partner they've been looking for, they won't pay you full price. They'll want a discount for the risk they perceive they are taking. Make sure sales has the evidence to demonstrate your expertise and prove relevant successes.</li> <li style="font-family: inherit;">The Comp Plan. But what if the reps don't lose that much money for discounting? What if they can discount a deal to the point that you lose money - and they still get paid, maybe even slapped on the back for it? If you think it doesn't happen, look around you.</li> </ul> My point is - discounting is a very telling behavior. Here and there, it's not a big deal. But when it starts to happen consistently, then it's time to pay attention and fix the reason it's going on.And stop blaming sales.They're most like doing the best they can with what they have been given. <div class="at-below-post-cat-page addthis_tool" data-url="https://rebelbrown.com/2009/05/19/sales-is-discounting-again/"></div>

By Rebel Brown

Focus Groups are for Lipsticks

<div class="at-above-post-cat-page addthis_tool" data-url="https://rebelbrown.com/2009/05/18/focus-groups-are-for-lipsticks/"></div>You're launching a new product, so of course you test your messages with customers. After all, you want to make sure your customers' mouths water (and their wallets open) when they hear your story. More than that, you want to get to know your target market; learn to think like them, speak like them, understand how they react to your story. So you decide to run a focus group. That's what everyone does, right? Wrong. In my humble experience the high technology market does not lend itself to focus groups. Unless you want a stilted result. In that case you can go ahead and put 10 - 20 people in a room and ask them all the same questions at the same time - and watch the group dynamics replace the customer truth. But if you want an honest, accurate customer moment - you have to do it 1:1. Mano-a-mano. Focus groups work great for markets that are trendy - where buyer behavior follows a herd mentality. Which is mostly in the consumer space. Take lipstick for example. Back in my grad school days, I worked as a gopher for a hot ad exec in the Chicago area. We ran focus groups all the time - for everything from Soul Train programming to haircare products to McDonald's ads to - yes, lipstick and cosmetics. As part of my gopher role I had the chance to sit 'behind the mirror' and listen to the dynamics on both sides of that piece of glass. What did I learn?<ul style="font-family: Trebuchet MS;"> <li>Groups have Alphas and Others. Even strangers who met each other five minutes ago will follow group dynamics quickly - and Alphas and Others will appear.</li> <li>Alphas will lead, Others will follow.</li> <li>Alphas will suppress Others' ideas or opinions that differ from theirs.</li> <li>Others will stifle or change their own stated ideas to be 'accepted' by their Alphas.</li> </ul> OK - so these were focus groups with consumers. So what does that have to do with technology?Everything.Group dynamics are group dynamics. And those are exactly the dynamics that can give you great insight for popular trends like lipstick colors, car body designs and more. Trendy is great when you can leverage it to compel or attract the masses from specific demographic targets. High technology products focused on consumers can certainly use group dynamics to create compelling market dynamics. Phones, games, laptops and PDAs can fall into this category at a consumer level. But IT and business executives don't make decisions based on the trendiest thing. Sure, you may think they do. They get excited about the latest whizfloppy, right? But they don't spend budget dollars based on trends. They really don't. Ask yourself: When is the last time a CXO called you and placed a $400K order because 'everyone else is buying it'? Wouldn't that make it easy:)The best way to find your customer truth is to talk to your customers about their specific situation. In an environment where they can share their truth - uninterrupted and with ease. One-on-one, up close and personal. <div class="at-below-post-cat-page addthis_tool" data-url="https://rebelbrown.com/2009/05/18/focus-groups-are-for-lipsticks/"></div>

By Rebel Brown

What if Technology Isn’t the Heart of Your Business?

<div class="at-above-post-cat-page addthis_tool" data-url="https://rebelbrown.com/2009/05/13/what-if-technology-isnt-the-heart-of-your-business/"></div>Heresy!! Technology makes the world go around, right? That's why the best technology always wins in the market, right? Hmmm. Well, maybe not. Technologies come and go. Even great technologies. Before we have a heart attack - yes, technology is important. I recognize that and I would never argue that you can be successful without it. Your technology innovation is most likely one of the key reason customers find you. It's also a source of revenue. That doesn't mean that your whizbang whatchamaflopppy is the heart of your business. It certainly doesn't mean that your technology alone will power you through the ups and downs of your entire business life cycle.Nor does it mean that technology in and of itself will keep you in a strong market position <ul> </ul> What keeps your business alive and thriving is your customers. We technology folk forget that sometimes. But the bottom line is that customers, and the value you bring to them, should be at the heart of your business. Your technology represents a facet of your customer value matrix. But your value goes much deeper. Value comes from the energy and attitude you put into solving customer problems. It comes becoming a trusted partner with your customers. That's an intangible thing, made up of so much more than tangible technology. For example: <ul> <li>Market Expertise. Customers want to work with vendors who understand their world, their daily lives. People who have expertise in their specific field, not just in coding the latest and greatest software. Don't underestimate the value of real-world, hands-on experience and knowledge - your customers value it and you should too. You should fuel it. Being able to apply your technology to your customers' business in their terms will build a stronger partnership than your latest whizawidget, every time. </li> </ul> <ul> <li>Customer Commitment. Great companies are passionate about their customer experience. Sure, all great vendors aren't that way, there's always an exception (and I can think of one large vendor that is noticeably lacking a customer-focused attitude). But most great companies live and breathe 'customer'. Take a look at Steve Jobs if you want the ultimate example. He is beyond passionate about his users. I've seen him miss an important executive session because he wanted to spend time with an employee's mom - exploring her experience with GUIs, with the web, with music downloading. That's one of the many reasons he's a winner - big time. </li> </ul> <ul> <li style="color: #111111;">Customer Vision. Enduring companies have vision. And not just about technology. They see the world through their customers' eyes. They understand that their own infatuation with the next cool innovation may not match their customers' most- pressing needs. Set your vision from your customer's perspective. Then go use your technical skills to create the best technology or service to help your customers be successful. Starting with technology and then trying to find a customer home is like trying to make that proverbial horse drink water - it rarely works well. </li> </ul> There are many complex factors that go into each and every success. Different mixes make a company unique, power it to leadership and keep it there. Your technology or products are definitely one of those factors.Still, keeping your fingers on the pulse of your customers is the one guaranteed key to success. When you're taking stock of your company, be sure you look beyond the development labs. <div class="at-below-post-cat-page addthis_tool" data-url="https://rebelbrown.com/2009/05/13/what-if-technology-isnt-the-heart-of-your-business/"></div>

By Rebel Brown

Positioning 101

<div class="at-above-post-cat-page addthis_tool" data-url="https://rebelbrown.com/2009/05/07/positioning-101/"></div>HI allJust wanted to let everyone know that one of my partners, Fusion PR, was kind enough to host me as a guest on their blog. You can find my post, Positioning 101, at:<a href="http://fusionpr.blogspot.com" target="_blank" rel="noopener noreferrer">http://fusionpr.blogspot.com/</a>Enjoy! <div class="at-below-post-cat-page addthis_tool" data-url="https://rebelbrown.com/2009/05/07/positioning-101/"></div>

By Rebel Brown

Go Thump Your Chest in the Gym

<div class="at-above-post-cat-page addthis_tool" data-url="https://rebelbrown.com/2009/05/06/go-thump-your-chest-in-the-gym/"></div>I spent half a day with a team last week who fell all over each other sharing their claims of technological superiority. Their whatchamadoodle was faster than the competition's, it did everything better, it was obviously made by those of superior intellect. I mean really, it was a marvel of modern technology. Not one word about the customer problem or how this amazing solution solved it. Not one word about the business value, or the competitive advantage this technology could provide. Not one word about anything or anyone but this company and its awesome technology.If this company were a person - we'd call it a self-centered ego maniac. And I sure as heck would not want to spend a lot of time around someone so self-enthralled. Would you? Now think like a customer. When someone approaches you to sell a car, or an appliance, or a house or whatever - using me, me, me marketing - how do you respond?How do you think your own customers respond? I have a pretty good idea, in case you don't already know. The more you boast, the more their eyes glaze over,or roll around in their heads. And then they tune you out. I call it chest thumping -and you should go do it in the mirrors in the gym, not in business. And certainly not as a way to win customers and influence prospects. Business, and certainly your market persona (aka brand, image, etc) is NOT about you anymore. IMHO it never was. So how about we stop the chest thumping and start letting customer success speak for you. Feeds and speeds and technological claims of superiority don't win business. Nor do they impress your customers. in fact, too much chest thumping can drive customers away - right into the arms of the competition. Think about it. How much time and trust do you want to share with someone who is all about me, me and me?Your customers and prospects are really no different. So get out, go to the gym, work it out of your system and then come back to the office and focus on your customers and their successes. Be a humble expert offering advice, educating your market on issues that matter to them, pointing to customer success as the real evidence of what you can do. Then just watch the response. <div class="at-below-post-cat-page addthis_tool" data-url="https://rebelbrown.com/2009/05/06/go-thump-your-chest-in-the-gym/"></div>

By Rebel Brown

Phoenix Rising

<div class="at-above-post-cat-page addthis_tool" data-url="https://rebelbrown.com/2009/05/03/phoenix-rising/"></div>The myth of the <a href="http://peoplewhoknow.typepad.com/phoenixrising/about-the-phoenix.html" target="_blank" rel="noopener noreferrer">Phoenix </a>has always been one of my favorites. Don't you think there's just something too cool about a bird that has the wisdom to torch itself when it's hit the proverbial wall - only to rise from the ashes as a new improved model? And now I get to use this fabulous mythic creature as the mascot for my work. How fun is that? Phoenix Rising® is all about corporate re-definition and re-invention. The concepts and process are based on knowledge I've accumulated during my thirty something years in the technology business. Phoenix Rising is not a one-size-fits-all process. Actually, its as much art as it is science. My goal with this blog is to share lessons learned - about what works and what just plain doesn't. I also hope to spark some new ideas and approaches and shed some light on some old ones. And, okay, maybe preach a little bit about things I see that make me go 'HUH?'. After all, I do have <a href="http://peoplewhoknow.typepad.com/phoenixrising/rebels-soapbox/" target="_blank" rel="noopener noreferrer">My Own Personal Soapbox.</a> My hope is that what you read here will fuel your journey as you move to redefine and recreate your company, its products, its market position. Phoenix Rising isn't just for companies in dire straights, although many of the concepts I share were developed as part of my turnaround work.The fact is that successful companies reinvent themselves in the face of changing markets and buyers. The really great ones live multiple lives - rising to lead yet again in new and ever evolving markets. Want some examples? Just look at Apple, IBM, Microsoft and ever database-centric Oracle, er uh, Sun. Now there's a flock of Phoenix that have risen again and again. You can, too!<ul style="font-family: inherit;"> </ul> <div class="at-below-post-cat-page addthis_tool" data-url="https://rebelbrown.com/2009/05/03/phoenix-rising/"></div>