“"The Lorax waved and doled out hugs. The kids serenaded him with a song. And then everyone was ushered outside to see two cars up close—a Mazda 3 sedan and a CX-5 sports utility vehicle, both specially painted with Lorax scenes and both with what Mazda has termed “Truffula Tree-approved SKYACTIV® TECHNOLOGY."”—The Lorax helps market Mazda SUVs to elementary school children nationwide
“The government is in the process of liberalizing the rules concerning the commercial use of drones because they are so useful in police work, real estate, the movie industry, and other fields. It will probably take one of these drones smacking into an airliner or photographing Angela Jolie in the nude before there is a reaction.”—Francis Fukuyama, in my new interview with him in Fast Company. (via journalofajournalist)
“The key thing about good content is that it requires that you think about it first and foremost from the point of view of the consumer and what they want to hear, rather than from the point of view of the brand and what it wants to say. That is a major shift in perspective for many marketers and one that some aren’t capable of making. It often requires talking about your category or the subject you’re expert in rather than the characteristics of your company or brand.”—Jonah Bloom, executive director of content strategy, KBS+ Content Labs, from today’s Co.Create virtual panel.
“A similar phenomenon occurs with the curved red roofs that are commonly found at McDonald’s. In fact, those slanted roofs generate 54% more business than more ordinary ones and, astoundingly, this is regardless of whether they’re topped with the golden arches or not. Now, if a few bubbles or a curve in a roof can make such a remarkable difference, there must an almost unquantifiable number of other signals that we’re subconsciously taking in every day.”—Martin Lindstrom, from The Truth About That Mysterious, Sudden, Overwhelming Chocolate Craving
“When I speak to managers and executives, rotten apples provoke especially strong reactions. At the gathering of high-tech CEOs mentioned above, there was an interesting 90-minute stretch where each described “what keeps me up at night.” One said it was a star executive who brought in a lot of business but was driving away good people. There was consensus among his fellow CEOs that “we all have seen this movie before” and they all learned, after firing someone like that, “You always ask yourself, why did I wait so long? Things are so much better now!””—Robert I. Sutton, What Good Bosses Do With Bad Apples