Holy mega-bucks, Bat­man! On Sat­ur­day, the orig­i­nal Bat­mo­bile (from the old Adam West TV Show) sold for a whop­ping 4.2 Mil­lion Dollars.  

You can watch the entire bid­ding process in the embed­ded YouTube video, if you want, but I’d advise skip­ping to the 8:14 mark, where they inter­view the win­ning bidder:

YouTube Preview Image

In response to the ques­tion, “what made you want that car?” Rick Cham­pagne gave the fol­low­ing list:

  1. I grew up in that era, so it meant a lot to me.
  2. I’ve been watch­ing that car for 20 years and wait­ing for this day [when it would finally be sold]
  3. I’ve been a Bar­ret Jack­son cus­tomer for well over 15 years
  4. The car is going to go in my liv­ing room
  5. I KNEW I was going to get it

So, just a few reflec­tions from me on the event and Mr. Champagne’s list:

Sen­ti­ment & Emo­tional Con­nec­tion MATTERS

Yes, there is also exclu­siv­ity dri­ving up the price of this car, but by far the biggest fac­tor, and the one men­tioned first by the win­ning bid­der, is the emo­tional con­nec­tion to the old TV show, and in turn, to the famous Batmobile.

If you’re not tak­ing this into account — if you’re not bak­ing a lit­tle Mag­i­cal Think­ing into your mar­ket­ing and adver­tis­ing — you prob­a­bly ought to be.

Baby Boomers Con­trol 70% of the Dis­pos­able Income in the US

Of course, given the era of the Bat­man TV show, it’s not sur­pris­ing that the win­ning bid­der was a Baby Boomer. But don’t over­look the fact that the major­ity of the buy­ers slosh­ing obscene amounts of dis­pos­able income around that auc­tion house were also Boomers. That’s because Baby Boomer’s hold the major­ity of wealth and dis­pos­able income in Amer­ica.

If you’re sell­ing lux­ury or high-end prod­ucts or ser­vices and your mar­ket­ing speaks pri­mar­ily to or from a youth mind­set, you might want to rethink that.

Antic­i­pa­tion Com­bined with Con­fi­dence Is An Unbeat­able Combo

Rick Cham­pagne has been wait­ing to buy this car for 20 years. That’s a lot of antic­i­pa­tion, a lot of time Rick spent imag­in­ing him­self buy­ing that car.

Rick’s also done busi­ness with the auc­tion house, Bar­ret Jack­son, for “well over 15 years.” That’s a lot of repeat busi­ness and confidence.

It also helped, of course, that Bar­ret Jack­son had the car’s orig­i­nal builder/designer and single-person owner on hand to fur­ther ver­ify the authen­tic­ity of the vehi­cle. Per­son­ally, I think it would have been even bet­ter to have had Adam West there, too, but you can’t have every­thing, I guess.

At any rate, the end result is that Rick Cham­pagne was absolutely 100% cer­tain that he was get­ting exactly what he wanted — the 100% gen­uine real deal — from a com­pany that he had full faith and con­fi­dence in to deliver.

This is why he walked into the auc­tion KNOWING that he was going to walk out as the new owner of that car.

What does your com­pany do to help peo­ple IMAGINE buy­ing from you and IMAGINE get­ting the ben­fit from your prod­uct or ser­vice?

When peo­ple walk into your busi­ness do they KNOW that they are going to buy from you? Or do they think they might pos­si­bly buy from you, if the pric­ing is com­pet­i­tive and you seem to have what they want?

So what are YOU doing to:

  • Take advan­tage of, or estab­lish, emo­tional connections?
  • Give peo­ple full faith and con­fi­dence in your prod­uct or service?
  • Allow peo­ple to develop con­fi­dence in you through pre­vi­ous busi­ness dealings?
  • Pro­vide some­thing worth wait­ing for?

Here’s a small busi­ness exam­ple: for most HVAC com­pa­nies, the pay-off is when some­one buys a new Heat­ing and Air Con­di­tion­ing Sys­tem from them. That’s payday.

But the smart com­pa­nies don’t wait for pay­day to try to get your busi­ness. They’d rather you develop con­fi­dence in them BEFOREHAND.

This process is started with great ads that estab­lish an emo­tional con­nec­tion to the lis­ten­ing audi­ence. And if that emo­tional con­nec­tion seems based on old-timey val­ues and slightly older cul­tural ref­er­ences, well, that’s prob­a­bly NOT an accident.

This emo­tional con­nec­tion is fur­ther strength­ened by the offer of value-priced, high-quality tune-ups and fast, effec­tive repairs. A strat­egy that ensures prospects call YOU when they need a tune-up.

And after 5 or more years of hav­ing their sys­tem tuned by you, YOU become the first per­son they call when there is a break­down — and the only peo­ple they trust when it’s time to buy that new sys­tem. Payday!

The icing on the cake? Well, with any luck, that new sys­tem will come with:

  • advanced fil­tra­tion,
  • added humid­ity control,
  • room tem­per­a­ture equal­iz­ing func­tion­al­ity, and
  • energy sav­ing features.

The kind of sys­tem that makes a home notice­ably more com­fort­able and pleas­ant; a lux­ury sys­tem that the home owner desired for some time and planned on buy­ing “some­day,” when it was time for a new one.

And that’s how you can put some super-hero-powered CRACK-POW! — BAM! into your mar­ket­ing and advertising.

 

16

Jan

by Jeff

“Win­ning ad awards is a silly way to mea­sure suc­cess.”  – A para­phrase of thoughts expressed by my col­leagues, Tim Miles and Char­lie Moger.

And while I heartily sec­ond that emo­tion, I usu­ally let Tim or Char­lie express it, since it’s less sour-grapey to say it after you’ve won those kinds of awards, which they have.

But the inter­est­ing thing is that not all ad awards are based merely on creativity.

You can enter and win awards based upon mar­ket­ing effec­tive­ness! That award is called an “Effie,” and you can review the 2012 Effie win­ners here.

But if you’d also like to see a meta-analysis of win­ning cam­paigns, show­ing what win­ning and final­ist entrants had in com­mon, then you’re also in luck.

Effie World­wide has com­pliled just such an analy­sis in their 2012 Effie Report, and have also been kind enough to sum­ma­rize their  key find­ings as follows:

  • Effie Final­ists tend to spend more on paid media, but not nec­es­sar­ily the most. More final­ists spent in the $20 mil­lion to $40 mil­lion range than in the $40 mil­lion+ cat­e­gory, and nearly half spent less than $20 million.
  • Effie medal­ists have slightly fewer goals to achieve, and cam­paigns with a busi­ness objec­tive, rather than one to reach a tar­get audi­ence, col­lect more medals.
  • Never under­es­ti­mate David tak­ing on Goliath – he’s 47 per­cent more likely to win an Effie medal.
  • In the Shop­per Mar­ket­ing Effie cat­e­gories, about two-thirds of final­ists’ pro­grams demon­strated some aspect of dis­rup­tion – either by novel prod­uct place­ment in the store, chang­ing the way shop­pers per­ceived the retailer or chang­ing per­cep­tions of the brand.”

So what I’d like to do today is take each of Effie Worldwide’s bul­let points and dis­cuss it in terms of local advertising/branding:

Spend More on Paid Media

It’s tempt­ing to go after “free adver­tis­ing” such as Word of Mouth, Social Media, and var­i­ous PR and Guerilla Mar­ket­ing tac­tics, but while those are effec­tive, expe­ri­ence shows that there’s just no replac­ing old-school mass media mus­cle when it comes to grab­bing increased share of mind, and in turrn, share of mar­ket.

But if that’s the case, then why didn’t final­ist spend the most on media?  Frankly, I’m guess­ing here, but I think this indi­cates intel­li­gent media buys along with the desire to effec­tively con­cen­trate on one (or a few) media source(s) rather than a spend­ing spree spread out over too many media types.

It might also indi­cate the invest­ment in long-term, day-in and day-out media spends for brand­ing rather than mas­sive, flash-in-the-pan spend­ing for one-time mar­ket­ing blitzes.

In any case, accord­ing to Effie World­wide, effec­tive mar­ket­ing strate­gies are more likely to have intel­li­gently invested in paid media.

Focus on Fewer Goals & Tie Them to Busi­ness Objectives

There’s an apoc­ryphal story about a copy­writer who was late to a client meet­ing, wherein the board was going to dis­cuss with him the 13 Points they wanted to their ad to cover.

So the copy­writer walks in late car­ry­ing a hockey bag over his shoul­der. With­out say­ing a word, he places the bag on the con­fer­ence table, pulls out a board that’s basi­cally been turned into a bed of nails — a rather eye catch­ing prop that grabs every eye in the room as it’s placed on the table.

The copy­writer then takes a fry pan out of the bag and slams it down onto the bed of nails. Lift­ing the fry pan up, he shows the exec­u­tive team the dim­ples. Then writer-boy swaps out the bed of nails with a board fea­tur­ing a sin­gle, impos­ing spike potrud­ing from it. He slams the fry pan down, forc­ing the spike clean through it, cre­at­ing a half-inch hole big enough to stare through when mr. copy­writer holds the pan up to show the board.

At this point, our intre­pid copy­writer says, “Now how many points do you want the ad mes­sag­ing to convey?”

As it is with ads, so it is with cam­paigns: one point, goal, or objec­tive per cam­paign is always best.

And if you want to nar­row it down to one objec­tive, you’ll want to choose a busi­ness objec­tive. So, fig­ure out how you want to mea­sure suc­cess in term of your (or your client’s) busi­ness, along with what the required time­line is, THEN cre­ate a cam­paign clearly aimed at achiev­ing that sin­gu­lar, busi­ness goal.

And by the way, “dri­ving traf­fic” isn’t a busi­ness goal. Increas­ing gross sales might be, but merely get­ting traf­fic through the door isn’t. So con­ver­sion ain’t just a met­ric for online businesses…

Act Like David Rather Than Goliath

Increas­ing mar­ket share when you have very lit­tle of it to begin with is rel­a­tively easy, as there are plenty of com­peti­tors to steal cus­tomers from, and plenty of prospec­tive cus­tomers to steal. On the other hand, once you’ve cor­nered 30–35% of the mar­ket, grab­bing more of that same mar­ket is darned difficult.

This is why, again accord­ing to the Effie Report, smaller busi­nesses tak­ing on larger com­pe­ti­tion are more likely to find their adver­tis­ing effec­tive — because gain­ing mar­ket­share always involves steal­ing it from some­one else. So when you’re already hold­ing almost all the mar­bles, there are fewer and fewer left to acquire.

For local busi­nesses that means that once you become the Goliath of your cat­e­gory, you either have to open up a new store in another mar­ket, or open up another busi­ness, or business-line, in the same mar­ket. Either way, your future growth will be pow­ered by your Davids rather than your Goliaths.

Of course, this assumes that the smaller busi­ness has some­thing new or inter­est­ing to offer the cus­tomer… which leads us to

Prac­tice Disruption

If you look at how that last bul­let point is worded, it’s basi­cally say­ing you need to do two things:

  1. Grab people’s atten­tion through some form of novelty
  2. Pro­vide peo­ple with some sort of Unique Sell­ing Proposi­ton, OR change the way they FEEL about the brand

In other words, if you’re offerng the exact same thing as every­one else, in the exact same man­ner, and if your ads are pre­dictable, bor­ing and dull, then it won’t mat­ter that you’re invest­ing in paid media in order to air ads aimed at achiev­ing mea­sur­able busi­ness goals for a busi­ness that has plenty of mar­ket share left to steal — you’ll still lose.

But if you’re ads cap­ture the inter­est and imag­i­na­tion of the buy­ing pub­lic, while offer­ing them a strong rea­son to do busi­ness with you, you’ll soon dis­rupt the power struc­ture of your indus­try as you dom­i­nate every mar­ket you care to enter.

My only note of cau­tion is to add in a third point: cred­i­bil­ity. You can grab their atten­tion and promise them a tempt­ing and rel­e­vant ben­e­fit, but if your audi­ence doesn’t believe you, your ads won’t achieve much.

Rel­e­vance and Cred­i­bil­ity are the meat of the mes­sage. The nov­elty part sim­ply ensures that your mes­sage is heard long enough to be deemed rel­e­vant and credible.

Ah… Val­i­da­tion

Inter­est­ingly enough, these are the same prin­ci­ples espoused by all Wiz­ard of Ads Part­ners, includ­ing Tim and Char­lie, so it’s grat­i­fy­ing to see them espoused by a insti­tu­tion ded­i­cated to pro­mot­ing effec­tive adver­tis­ing, such as Effie Worldwide.

If you’re inter­ested in explor­ing these prin­ci­ples to grow your busi­ness, why not con­tact one of us?

2013 is just get­ting started, why not make it your year to thrive?

 

It’s a slight change, but it makes a world of dif­fer­ence, doesn’t it?

The photo comes cour­tesy of a rather clever ad cam­paign for The Cape Times – some­thing I was turned onto by the always-wonderful No Cap­tion Needed blog. The intent was to make us see these iconic pho­tos with new eyes, allow­ing the idea of a self-taken-phone-camera-pic to shake up a clas­sic. And it worked.

But it also trans­for­rmed the pho­tos into some­thing creepy, espe­cially this one.

It’s one thing to look on as the ecstasy of vic­tory so over­comes a sailor’s sen­si­bil­i­ties that he kisses a stranger in the street; it’s entirely another when the sailor still has the self-awareness to phone-pic him­self dur­ing his sup­posed blissed-out moment.

Some­times, it’s just a whole lot bet­ter when some­one else is con­trol­ling the cam­era and the spot­light. In fact, not just some­times, but often.

Trans­lat­ing this to adver­tis­ing and marketing:

  • When oth­ers sing your praises, it comes off as cred­i­ble and gen­uine; when you sing your praises, you come off as a wanna be Don­ald Trump
  • When reviews praise an item to the sky, we believe it; when prod­uct copy does so, we read it with a large grain of salt
  • When you tell me how great some­one else is, you come off as pas­sion­ate; when you tell me how great you are, you come off as arrogant

Well.. you get the pic­ture. Why not let some­one else hold the cam­era.  Or, if you’ve got the cam­era, why not point it at some­thing other than yourself?

16

Oct

by Jeff

Fact: most of our deci­sions aren’t made on a straight cost-benefit analysis.

Instead, the major­ity of us decide based on con­text and self-image: what kind of per­son am I, and what should a per­son like that do in a sit­u­a­tion like this.

And that’s what’s so great about the sig­nage pic­tured on the left.

I took the photo with my phone after drop­ping my kids off at school the other day, just because the sign was so dev­as­tat­ingly effec­tive. Hon­estly, how much more effec­tive do you think that speed limit sign is at actu­ally reduc­ing unsafe dri­ving speeds due to the added verbiage?

For­get per­cent­ages — I’d say it’s more effec­tive by a mat­ter of mul­ti­ples!  Like 2x or 3x more effective.

Why? Because it reframes how dri­vers inter­pret the sign, mov­ing it from a gov­ern­men­tal impo­si­tion that’s no big deal to flout to a com­mu­nity stan­dard that would be bad man­ners to disregard.

How does it do all that?

By redefin­ing the the speed limit as a “Neigh­bor­hood” speed Limit — i.e., a stan­dard agreed upon by the local com­mu­nity — and by adding in the nor­ma­tive “Nice neigh­bors don’t speed.”

If you con­sider your­self a respectable, decent neigh­bor and you pass that sign­ing going 30 mph, you feel like a heel, as if you were pur­pose­fully or care­lessly endan­ger­ing your neigh­bors’ kids and pets.

And so you slow down!

This does not often hap­pen with just reg­u­lar old speed limits.

The point is that mar­keters fre­quently fail to take this decision-making process into account, rely­ing instead on pure self-interest, as embod­ied in the WIIFM acronym.

Mar­keters rarely con­sider HOW the prospect sees her­self and how we can bring our desired action into align­ment with her self image. We don’t emo­tion­eer our per­sua­sive mes­sages. But we should…

 

The basics are not basic because they are easy, but because they are fun­da­men­tal. And when it comes to Web­site opti­miza­tion, the three fun­da­men­tal ques­tions pretty much never change:

  1. Who is com­ing to the site? How did they arrive? And what are their goals?
  2. What’s the next step for­ward for them both in terms of their goals and your con­ver­sion funnel?
  3. What do they need to under­stand, believe, and feel in order to con­fi­dently take those next steps

The beauty of these ques­tions are that they help you under­stand WHY web vis­i­tors do what they do. Ana­lyt­ics can tell you what vis­i­tors are doing, but you’ll never really fig­ure out WHY they’re doing it until you get a grasp on these questions.

I was reminded of this when look­ing at this week’s Which Test Won col­umn. Now, I like Which Test Won, but my usual pet peave with their columns is that they often fail to give read­ers enough con­text around the tests and the user expe­ri­ence and click­stream in order to make a fully informed guess as to which of the two vari­ants won.

At best you have to sort of make edu­cated guesses regard­ing the three basic ques­tions. Here’s an example:

The con­test explanation/headline is: “Does Adding a ‘Refine Your Search’ Tool­bar Help Click­throughs on a Cat­e­gory Page with 99+ Prod­ucts?” And then they just present you with the two pages, one with and one with­out the ‘refine your search’ tool­bar. I’ve screen­shot the images and pasted them below:

So… it sort of mat­ters how peo­ple got to this page and what they’re shop­ping for, or if they are shop­ping vs. just get­ting infor­ma­tion, and WHY they are shop­ping.  But no one tells you this, so you’re sort of left to imag­ine or “make up” the visitor’s intentions/goals and path to this page. Here’s how I pic­tured it, based on the infor­ma­tion pro­vided in the bread­crumbs up at the top of the page:

  • The vis­i­tors came to buy some sort of wood fin­ish for a home improve­ment project, I’m guess­ing some kind of deck finish
  • They came in from the home page, went to “Dec­o­rat­ing,” select­ing “Woodcare,”
  • Finally click­ing on “Cupri­nol,” OR
  • The vis­i­tor searched on “Cupri­nol Wood Fin­ish” (or sim­i­lar) and this page rep­re­sents the search results.
Either way, you sort of have to assume that the vis­i­tor needs some sort of wood refin­isher for an out­door struc­ture, like a deck or a shed, and that she has an already estab­lished bias in favor of the Curpinol brand.
NOW that you know this, it makes it eas­ier to fig­ure out whether the “Refine Your Search Tool” might help or if the vis­i­tor is already close enough to her goal to pre­fer browsing:
  • Is it eas­ier to refine by price or do you really just want to look and see what the price is?  Prob­a­bly the latter.
  • Does it help to refine by brand? No, because you’ve already done that by spec­i­fy­ing Cuprinol.
  • What about refin­ing by prod­uct type? Meh, what if you’re look­ing for a com­bi­na­tion stain and preser­v­a­tive?  Or maybe you want to see all your options?
  • Might it help to refine by appli­ca­tion? Yes, but would you even have seen that or would you already have dis­missed the refin­ing tool as use­less by now?
So which page would you guess works bet­ter?  The page with the pretty much use­less refine­ment fea­ture or the page that moves the most likely needed prod­uct — the deck­ing pro­tec­tor — up above the fold, giv­ing you encour­age­ment to scroll down and see what’s available?
You guessed it, the page with­out the search refine­ment tool won. You can read the results here. But while you can get the results with­out going through my lit­tle men­tal sim­u­la­tion, you wouldn’t have a work­ing hypoth­e­sis as to WHY the results are what they are with­out answer­ing those three fun­da­men­tal questions.

Bryan Eisen­berg Still Kick­ing CRO Butt w/ the 3 Questions

And who did I learn those ques­tions from?
Bryan and Jef­frey Eisen­berg. And sure enough, they’re still at it, teach­ing the CRO com­mu­nity how it’s done with their recent Con­ver­sion Opti­miza­tion 101 series.  And their most recent post is well worth review­ing in light of the three questions.
Here you can see a Face­book ad that Bryan clicked on while cruis­ing through FB on his ipad:
And here you can see the land­ing page the ad brought him to:
 So let’s run through the questions:

Ques­tion #1:

Bryan got to this page from the Face­book Ad while brows­ing the web on his iPad. His “goal” is to take advan­tage of the free trial offer.  This means that the land­ing page should match the expec­ta­tions cre­ated by the ad. Not just objec­tively, but subjectively.
But does it? Not really.  First, the ad is writ­ten in span­ish, and the land­ing page is entirely in Eng­lish.  Sec­ond, the head­line pre­sented within the frame of the image and within the “active win­dow” men­tions the $7.99 per month instead of a free 1-month trial. In fact, the Face­book Ad fea­tures “Free Trial” lan­guage in the ad image (in Eng­lish instead of Span­ish), the ad’s head­line, AND the ad’s body copy.
So shouldn’t the land­ing pages red stripe with the Net­flix header also say “Free Trial”?  Sure it should — it should match the Face­book ad as closely as pos­si­ble in look and feel.
Yes, there is a “1 Month Free” call-out off to the side, but it’s off to the side, away from the hero shot and from the inter­ac­tive ele­ments on the page.
Also, shouldn’t an iPad brows­ing prospect be shown a land­ing page fea­tur­ing a pic­ture of a movie being watched on an iPad instead of on an iPhone?  This one is a bit nit-picky com­pared to the oth­ers, but for a com­pany like Net­flix, it’s well worth the added effort of proper targeting.

Ques­tion #2:

Bryan’s next step for­ward is to sign-up for the free trial.
So far so good, and the sign-up form is nice and sim­ple. But why sep­a­rate the sign-up form from the rest of the page by abruptly chang­ing the color scheme?  And why make the form feel dif­fer­ent than the ad through the choice of a dif­fer­ent color scheme? This might have worked if sign­ing up was log­ging in with your Face­book login, since the grey and blue echo Facebook’s own color scheme.
But these ques­tions are small change com­pared to…

Ques­tion #3:

In order to move for­ward Bryan Eisen­berg needs to under­stand what’s gong to hap­pen next — what’ll hap­pen after (and IF) he clicks the “Start Your Free Month” button?
So does the page explain this for Bryan?  Not at all.  He has no idea what hap­pens after he fills out the form. Will he be taken to the main site to pick out his movies? Will he get an e-mail with a spe­cial link and coupon code?  Is this all he has to fill out, or will he need to add in his credit card info before he can start watch­ing movies.
You can’t get a vis­i­tor con­fi­dent in tak­ing the next step unless he’s sure of what to expect, and this page fails to do that.
And this is what the 3 ques­tions are all about — giv­ing you insight that you sim­ply won’t get from other approaches.  Why do I say this? Because on Bryan’s com­ment sec­tion for this post, lots of peo­ple have com­mented on the design, usabil­ity, and scent flaws of this land­ing page, but no one has both­ered talk­ing about the mes­sag­ing around the last question.
And, frankly, it’s the mes­sag­ing that usu­ally holds the key to the biggest gains.
Bot­tom Line: Know the Fun­da­men­tal Ques­tions, Use the Fun­da­men­tal Ques­tions, and Never let up on the Three Questions.

20

Jul

by Jeff

The Alamo Draft­house, pretty much the coolest movie the­atre chain on the planet, came out with the fol­low­ing pro­mo­tion for the sum­mer of 2012:

YouTube Preview Image

Yup.  That’s pretty much PURE GENIUS.

They aren’t play­ing up the tan­gi­bles of the movie busi­ness — the lat­est release, the avail­abil­ity of 3-D IMAX or dolby sound, or say the com­fort of ultra-plush seat­ing — they’re tap­ping into the intan­gi­ble draw that many or most 40 and 50-somethings have for the pop-culture mile­stones of their youth.  

As a result of this emo­tional draw that they pur­posely tapped into, Alamo Draft­house will likely pay less to show these movies and draw large crowds of very appre­cia­tive, excited audi­ences — crowds that likely wouldn’t have come out for the lat­est and great­est sum­mer block­buster fare.

Why Not Your Business?

Sure, The Alamo Draft­house is IN the enter­tain­ment busi­ness. It’s prob­a­bly eas­ier for them to gen­er­ate excite­ment around a night out at the movies than it might be for, say, a plumber to tap into the power of nos­tal­gia. But it’s not impos­si­ble for the plumber. How about sell­ing claw-foot tubs big enough to let a 6-foot adult stretch out and float, the way you used to be able to when you were a lit­tle kid?  Sort of a feel like a kid again, bath­tub for the afflu­ent type promotion…

Maybe you’re reject­ing that spe­cific idea, and that’s fine, the point isn’t that that’s a great idea, but that it’s pos­si­ble for most busi­nesses to inject an ele­ment of sen­ti­ment and nos­tal­gia and excite­ment into their busi­ness rather than resign­ing them­selves to push­ing noth­ing but tangibles.

Because when you’re noth­ing but tan­gi­bles, you’re a com­mod­ity, or on the road to commodity-ville. 

So ask your­self this:

  • What are your cus­tomers will­ing to re-call, com­mem­o­rate, and cel­e­brate with you?
  • How can you help them do that?
  • What kind of anniver­sary or con­nec­tion or his­tor­i­cal asso­ci­a­tion could you choose to celebrate?

Most impor­tantly, how could YOU use nos­tal­gia and sen­ti­ment in your business?