There's no business like show business that. Just kidding. I've gone a little Hollywood. Welcome to the segment Show Business Marketing. This will be the agenda. I'll talk about what is show business. I'll talk about this model of show business brand relationship. I'll talk about the multiple engagement that's enabled through show business. I'll talk about a good example of internal training to induce show business in your employees, and that will be through Disney. And finally wrap it up with a VSA model of show business using BMW. So, let's get started. But first off, let me switch to my regular glasses because actually I can't see with these very dark shades on. So excuse me. I can finally see! Okay, so what is show business? Well, according to this great book by Schmitt, et al, it's in fact, any business. They argue that any business can be like show business, as long as it's entertaining. And we learned that entertaining means something that holds the attention of people, that it's engaging, meaning that it engenders participation, such as with your consumers. That it's boundary breaking and thereby redefines how a product or category is considered. And lastly, something which creates co-value between the maker and the consumer. Okay. A great example of show business was this owner, his name was Charles Finley. And he was the owner of the Oakland A's, and the Oakland A's now are very different, but during the heyday of his ownership, his players were like showmen. They were very entertaining. He had players like Reggie Jackson and other characters like Rollie Fingers and Catfish Hunter. And so, even their names were entertaining! So they were a very fun bunch to watch. What about an example of boundary breaking? I have talked a lot about Starbucks, and I think Starbucks is indeed boundary breaking, through their use of entertainment. Such as their alignment with jazz. So as is very well known, most of the music that is played within a Starbucks store is jazz. And it's very consistent with the notion of a third place. It puts you in a very relaxing mood. And they also produced the movie Ray which won Jamie Foxx best actor, the Academy Award best actor. And they have also sponsored concerts such as by Norah Jones, not only in States but also In her trips abroad, such as here to Asia. Okay, this is the Show Business Brand Relationship Model, as it's founded by Schmitt, et al. So, I won't go into the nitty gritty details. But, I think what's noteworthy about this model, is that you have personnel, the deliverers of show business, and the target, who are the consumers. And in the middle, you have the brand. So through the brand you create, participate, interact, relate, and have them experience the elements of show business that we talked of earlier. And when you do that you can engage with the consumers in a much more multifaceted way at the cognitive level, at the affective level and at the behavioral level. So cognitive means to have them think that is very personal, that it is aimed at them. That's its affected, meaning they can feel that it's engaging and fun. And behavioral, that it induces more active participation by the customer. That is the impact of show business. Okay, so we saw through that brand relationship model that personnel mattered, and the best example of personnel show business training is Disney. So at Disney, even the nomenclature of their employees is that everyone is called a cast member. They're all part of the show. And they also practice job rotation. So if even you're some high level Senior Vice President you still have to work as a cast member periodically. So, for example, here you have Goofy. So a Senior Vice President, think about this, for your company, whether your CEO or your Vice President can don a Goofy mask and then get to greet a customer. So they get to experience what being a cast member means, first hand. And even in terms of their HR, everyone is hired as so called central casting. And even the training that they receive is not by trainers, but by experienced employees. So they will have you, they will tell you all their personal experiences, their anecdotes about what was good and bad about being a cast member, and of course, train you in how to be better. Not all of this training is regimented. Sometimes, depending on problems that they have. It can be targeted for people. It could be ad hoc workshops. They also have these highlight of success stories to motivate people through exemplary acting performances by members. And finally, they provide feedback to your feedback. So your recommendations on how show business can be better delivered, that gets heard, and they respond to your opinions. Ok lastly, how can other companies think in this kind of way? Well, again I emphasize that it has to be aligned with your vision, strategy and action. So all three have to be properly aligned. So in my transing framework that I talked of in other courses and classes, I talk about flexible fit. So fit refers to what you have been doing. So in the case of BMW, they should continue to do that, but in terms of adding sort of a new kind of twist, such as to be more engaging, to be more entertaining, to be more show business like. This is where it could be more flexible, such as by the actions described below. Such as with more placement, such as with events. Such is by creating web films, which were hugely successful. There, instead of the actors being the stars, the cars were the stars. Okay, so to wrap up, we learned here that show business is very effective in many different ways. I think the key takeaway is that show business is not just limited to show business, that any business can incorporate the elements that make show business so engaging. We learned also that the brand is the core of show business. We also learned through the example of Disney that internal training is very important. And last but not least, we learned that show business should be mapped via VSA.
