The Experience Effect For Small Business

8/3/2019 The Experience Effect For Small Business

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20660 Stevens Creek Blvd., Suite 210

Cupertino, CA 95014

“The ExperienceEffect for SmallBusiness” Book ExcerptBig Brand Results withSmall Business Resources

By Jim JosephAuthor of the award-winning

The Experience Effect

http://JimJosephExp.com



ii

BOOK EXCERPT Table of Contents

• Prologue: Behind the BookSo I Got to Thinking

• Introduction: Start by Observing Inspired by Tom

• Chapter 1: Marketing is Marketing Lightly Starched

• About Jim Joseph

• Getting the book and other books from Happy About

http://experience_effect_for_small_business.pdf/










C o n t e n t s

The Experience Effect for Small Business iii

NOTE: This is the Table of Contents (TOC) from the book foryour reference. The eBook TOC (below) differs in pagecount from the tradebook TOC.

Prologue Behind the Book So I Got to Thinking… . . . . . . . . . . . . . . . . . . . . . . . .1

Introduction Start by Observing Inspired by Tom . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7

Chapter 1 Marketing is Marketing Lightly Starched . . . . . . . . . . . . . . . . . . . . . . . 17

Chapter 2 Your Business is a Brand Distinctive Stripes . . . . . . . . . . . . . . . . . . . . . . 25

Chapter 3 Creating the Experience Effect The Super Brand . . . . . . . . . . . . . . . . . . . . . . 35

Chapter 4 Defining Your Brand Give a Hoot . . . . . . . . . . . . . . . . . . . . . . . . . . 41

Chapter 5 Tracking Your Competition Circling Main Street . . . . . . . . . . . . . . . . . . . . 51

Chapter 6 Identifying Your Customer You're Family . . . . . . . . . . . . . . . . . . . . . . . . . 63

Chapter 7 Getting To Know Your Customer Hang It Up . . . . . . . . . . . . . . . . . . . . . . . . . . . 73

Chapter 8 Positioning Your Brand You're In Good Hands . . . . . . . . . . . . . . . . . . 83

Chapter 9 A Marketing Classic Pampered and Safe . . . . . . . . . . . . . . . . . . . . 95



iv Contents

Chapter 10 Reaching Your Customer Bag It . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103

Chapter 11 Mapping Touchpoints

Proud as a Peacock . . . . . . . . . . . . . . . . . . . 117

Chapter 12 Activating Touchpoints Let the Force Be with You . . . . . . . . . . . . . . . 127

Chapter 13 Navigating the Digital World Talent Online . . . . . . . . . . . . . . . . . . . . . . . . . 137

Chapter 14 Benchmark Brands Put It On Ice . . . . . . . . . . . . . . . . . . . . . . . . . . 151

Chapter 15 The Three-Year Plan Lessons, Learned . . . . . . . . . . . . . . . . . . . . . 159

Chapter 16 Motivating Your Team What's On Your Dashboard? . . . . . . . . . . . . . 169

Chapter 17 Personal Branding Be the Brand . . . . . . . . . . . . . . . . . . . . . . . . . 175

About Jim Joseph . . . . . . . . . . . . . . . . . . . . . 181

Other Happy About® Books . . . . . . . . . . . . . 185



The Experience Effect for Small Business 1

P r o l o g u e

Behind the Book So I Got to Thinking…

"There's really no reason

why a small business can't perform like a

big brand, and no reason why

it can't have the same kind of successes."

I'm a marketing guy. Always have been andalways will be, I suppose.

I look at everything through the lens of mar-keting—I just can't help myself. I knew fromday one that I wanted to "do" marketing, so Ispent my entire career honing my craft bymaking sure I got experience working on avariety of brands, in a mix of categories,across a range of consumer targets. I can'tsay that I've seen it all, but there are dayswhen it certainly feels like it.

Yes, I'm one of those people who knew at ayoung age what I wanted to do. I'm not sureI even knew what marketing was back then,but I knew that somehow, someway it wasfor me.

I would watch the television commercialsmore than the actual shows, and I wouldread the print ads more than the actualarticles in magazines. I just loved all the

brands and what they had to say.



2 Prologue

Maybe it was the Faberge "and she told two

friends" commercial from the 1980's thatreally did it for me, I'm not sure. The com-mercial had me hooked without possiblyknowing it was foreshadowing today's socialmarketing and Facebook! See, that's how Ithink.

Right after college I went into sales at thethen Carnation Company, because all of mytrusted advisors at the time told me that if Iwanted to go into marketing, then I hadbetter get some sales experience.

I then went to grad school at Columbia, andwhile at school, I joined the classicJohnson's Baby Products Company. I blos-somed, and quickly became a bit of a newproducts expert. I launched a portfolio ofnew products at various divisions ofJohnson & Johnson—seven new products infive years, to be exact.

Later in my career, I got bit by the entrepre-neurial bug and started my own agency. Ican't believe I had the guts to do it, but I sawan opportunity in the market and I seized it.This little agency was among the first to startbuilding brand websites back in the day, andwe were on top of the world.

We were a super smart and creative teamdoing just what entrepreneurs should be do-ing—good work. I then sold this agency toThe Publicis Groupe, and got the chance tohelp even more clients solve their marketing




challenges by running agencies that special-

ized in promotional marketing, direct market-ing, digital marketing, and of courseadvertising. Marketing, marketing, market-ing—I can't say it enough.

After many brand assignments, manyagency mergers, and lots of agencyreinvention and rebranding, I finally wrotemy first book in 2010 called The Experience Effect . It is really a compilation of all mymarketing experiences, and it helped mecommit to paper what good marketing is all

about and how to do it well.

My book drew an incredibly positiveresponse from the industry, including aSilver Medal at the Axiom Business BookAwards for Best Marketing Book of the year.I was thrilled beyond belief.

The Experience Effect discusses howcreating a relevant brand experience canhave a tremendous effect on your customersand on your business.

The "funny" thing is that I was writing thatbook just as the economy started to unravelaround all of us. People were losing jobs leftand right, and many people found them-selves stuck. Stuck in a place they eitherdidn't want to be in or stuck in a place thatthey didn't realize would become so longterm.

Raises disappeared, bonuses evaporated,

and promotions were long put on hold.Careers stalled and we were all standing in



4 Prologue

place. If we wanted to keep moving forward,

we had to start thinking differently. Perhapsthe tried and true just didn't work anymore?

Many of us still find ourselves turning awayfrom the expected, and counting on our ownskills and experiences to make a living. En-trepreneurism is still on the rise, as Americalooks to Americans for our own recovery andgrowth.

Small businesses are growing again.

I can feel it all around me. As I go onspeaking engagements, I am constantlybeing asked how big brand marketing princi-ples can be applied to small businesses. It'sso important as we see small businessesbecoming the backbone of our economyonce more. We need to support small busi-nesses any way possible.

So I got to thinking …

Running a small business is so much easiersaid than done. It's really hard work and itfeels like we are often in it alone. Most smallbusiness owners lack the resources theyneed to truly accomplish their goals and tomaximize their potential.

They look longingly at the big brands and thebig corporations, wishing that they were ableto replicate their marketing power andlonging for those big successes. Many ofthese small business owners do get there

eventually, but all of us could use some help.




So I decided to write a sequel to The Expe-

rience Effect that would be dedicated tohelping small business owners become suc-cessful by creating a brand experience fortheir customers.

The Experience Effect for Small Business .

In this book I hope to give small businessowners the kind of marketing knowledgethey need to succeed like a big brand,despite more limited resources. There'sreally no reason why a small business can't

perform like a big brand, and no reason whyit can't have the same kind of successes. It's

just that so many don't know how becausethey don't have the specific marketing edu-cation, skills, or experience, nor the samesize budgets or access to resources.

My hope is that this book will give an insidepeek at how big mega brands do marketingso that you can do what's appropriate foryour size business. I hope to give you thetools to build your own Experience Effect foryour own small business!

The book begins by talking about howimportant an incredible brand experience isto our customers and to our business'ssuccess.

We will walk through the steps necessary tobuild an Experience Effect for our custom-ers, much like what the big brands do, but forsmall business. I will show how to replicate

big brand activities on limited budgets, andwith far fewer resources.



6 Prologue

We will learn by example to serve as inspira-

tion, because we can learn a lot by watchingthe work of other brands in the marketplace.I love seeing and learning what other brandsdo, and I write about it everyday on my blogat JimJosephExp.com.

It is my goal to help small businesses, thebackbone of our American economy,become just as successful as big business-es. I want to give small businesses access tosome of the knowledge and methodologiesthat are used to create powerful marketing

programs.

These tools will ultimately create a compel-ling brand experience for their customersand will keep them coming back, time andtime again.

Let's get started.




I n t r o d u c t i o n

Start by Observing Inspired by Tom

"Start paying more attention

to marketing activity, from

big brands and small."

I have been in marketing for a long time now,and I have to say that it doesn't get anyeasier. It's tough work. Just when we thinkwe've got it conquered, something newcomes along to prove that we really don'tknow what we're talking about. The worldmay take a cultural shift and radicallychange peoples' attitudes and behav-iors—like social media, or an economicmeltdown, or a natural disaster, or a big newtrend in pop culture.

When we're in marketing, we need to expectit to be a never-ending job. The minute wehave our plan in place, something chang-es—like when a new competitor enters themarket, or when new government legislationchanges the rules of the road, or when a newtechnological advance requires a rethink.

This is true of big business and it is certainlytrue of small. Nothing stays the same and itis a tireless and ever changing job.



8 Introduction

The minute we are feeling safe and secure,

something comes along to rock our world.Our work is never done, although as a smallbusiness owner you have a much quickerability to react, and probably a better abilityto capitalize on those constant changes.

That's what keeps me going, to tell you thetruth. I love the business world and I lovemarketing. Just when I think I am gettingbored, along comes a new marketingprogram that completely captivates me. Likea new charity program with American

Express and the television show Glee or anew line of skin care products that promisesto erase the signs of aging differently.

My first piece of advice is to start payingmore attention to marketing activity, from bigbrands and small. From television advertis-ing, to social media, to websites, to instoredisplays, observe how brands attempt toconnect with their customers, and thelanguage that they use.

Check out the incentive offers thatencourage purchases, and the creativity thatbrands put out there to attract attention. Signup for Facebook updates and Twitter postsand read what the brands are saying. You'llbe amazed at what you can learn and whatyou can apply to your own business.

One of the biggest compliments I receivefrom my first book is that people tell me howthey notice "marketing" more than ever now.

They find themselves analyzing Applebee's,Whole Foods, and Chase in addition to small




restaurants, retail stores, and services. They

now pay more attention to the marketing ofbrands and are enjoying it.

They also pay particularly close attention tothe experience they are having when theywalk into a store or restaurant, and whetherthey really like it or not. They are readingprint advertisements more carefully andreally paying attention to brands on Twitterand Facebook.

You should start doing the same.

Some of the marketing activity will surpriseyou. Take the home paint category—it is in-credibly competitive. The "paint wars"between Benjamin Moore, Behr, and Sher-win-Williams (to name just a few) is fascinat-ing to watch, and very creative. Colormatchers, smart phone apps, cans that areeasy to pour, partnerships with HGTV—themarketing activity and the brand experienc-es go on and on.

Get inspired by what's in the marketplace. Itwill help create new ideas for customers andit will keep the business fresh. A key ingredi-ent to being a good marketer is to stay on thepulse of pop culture and consumer behavior.

Marketing is certainly hard work but it's alsoin large part about being inspired by what'saround you: part perspiration and part inspi-ration. Great marketing involves beinginspired by what's in the marketplace



10 Introduction

already, and then giving your own

customers an experience to stay engaged inthe brand.

Brands should be inspiring, and that shouldbe the goal for your small business.

Since you run a small business, you may notthink that you can be inspirational, but youcouldn't be more wrong. Small businessesare the backbone of our economy and ourway of life, and you truly have the opportuni-ty to add real value to people's lives more so

than most large consumer products.

Plus it's never too early to get ready to bebig!

Take a look at Facebook—a tiny little ideafrom a couple of kids in college. It started outvery small, and grew to be a huge force inpop culture, radically changing the way thatpeople of all ages and backgrounds commu-nicate with each other and stay in eachother's lives.

What started out as a small idea became acultural revolution and a very big business.

The founders of Facebook had an idea, andan insight about how people wanted to joincommunities. They had big aspirations eventhough they didn't start out with big budgets.They turned a small business idea into alife-changing experience.




The guys that started Facebook were not the

first entrepreneurs to create a pop culturephenomenon that ultimately changed ourbehavior.

Take a look at the fast food category. Thehistory of McDonald's is another stellarexample of a simple concept that slowlygrew to international success. Two brothersstarted a small burger joint, which laterbecame a national chain that invented con-sistent mass production in food service.Over a billion sold, right?

They too turned a small business idea into abig business fortune.

But it's not just about being big. Somebrands stay small but their impact is stillhuge. Tom's Shoes is a relatively smallcompany with a very cool concept: for everypair of shoes sold, another pair goes to achild in need. Will Tom's Shoes ever be Nikeor Cole Haan? Probably not, but it's a smallbrand with a big idea and a huge impact.Tom's Shoes is now expanding to thesunglass industry, with the same coreconcept.

It's also important to point out that Tom's hasalso inspired other brands to include causemarketing in their brand experience. Itcomes up in brainstorm sessions at myagency all the time.



12 Introduction

Skechers did an out right copy with their

brand Bob's: for every pair of Bob's shoessold, a pair goes to a child in need. Imitationis the greatest form of flattery I guess.

There is no reason why small businessescan't have big aspirations. It comes with theterritory, really. Innovation and creativitydoesn't come from the burearacy of big busi-nesses, it comes from the entrepreneurial-ism of small businesses.

So run with it, and I hope this book helps.

As you read through the chapters in thisbook, take note of examples of influentialbrands that have changed the world, orcertainly their corner of it.

You too can do the same, just by creating anamazing brand experience for customers. Iwill illustrate how to do this, step by step.

In Chapter One, we will talk about whatmarketing is all about, whether big or small.Many people who have never taken amarketing course in their lives are findingthemselves doing marketing. Here, I willwelcome you to the wonderful world of mar-keting.

In Chapter Two, we will talk about how yourbusiness is a brand. Thinking like a brandwill open a range of opportunities, and it'sthe emotional connection with customersthat makes it all happen.




I believe that good marketing is about

creating a powerful and compelling brandexperience for the customer. In ChapterThree, we will define the Experience Effectand show how it helps elevate the brand.

Chapter Four will show you that the first stepin creating a brand experience is makingsure that we have a really good grasp ofwhat our brand is all about. We'll need todefine the kind of business we are in, andthe kind of brand we want to be, now andyears into the future.

Part of defining the brand is understandingthe competition. In Chapter Five, I hope togive a different perspective on the competi-tion by forcing us to think more broadly.Then we'll draw some concentric circles thatwill change how we look at our competition.

In Chapter Six, we will finally turn to our cus-tomers. Great marketing begins and endswith our customers, so here we will start toput some definition around who they are andwhat makes them tick.

Identifying the customer is only half thebattle. The challenge is getting to know thembetter than anyone else. In Chapter Seven, Iwill show how to get to know them. There aresome simple ways, that don't cost a lot ofmoney, for us to become engrained in theirlives like never before.

You've probably heard about positioning. It's

the holy grail of marketing, a key step increating the brand experience, and the main



14 Introduction

focal point of Chapter Eight. In this book,

without a lot of fancy theory, I am going toshow you how to create a positioning foryour business that will help build the ultimatebrand experience.

In Chapter Nine, I will go behind the curtainto one of the most fundamentally helpfultools in marketing. It's a classic from oldschool days, but I still use it almost everyday. It will help put together all of the piecesthat we've been building so far. It will helpsolidify the positioning for your small

business.

In Chapter Ten, it's time we start reachingout to the customer. We'll take a look at themany ways we can intersect with their livesand give them the brand message. Here iswhere we introduce the concept of thetouchpoint, another fundamental of the Ex-perience Effect.

But just reaching the customer isn't enough;we have to choose the right time and theright place and string them all together. Thisis what I call a touchpoint tree. In ChapterEleven I will show how to create one for yoursmall business—it's a great way to visualizewhere the experiences will reach thecustomer.

The right place and the right time meansnothing if we don't have the right message.In Chapter Twelve, I will show how toactivate touchpoints by tailoring the brand

message to make them appropriate to themedium. This is the crux of the Experience




Effect and it's crucial to getting customers

engaged with the brand. It finally all comestogether for a total brand experience.

We can't deny or ignore the digital revolu-tion. In many ways, the digital world hasmade the brand experience so much morereal and meaningful for customers. We'd bemissing a huge piece of the ExperienceEffect if I didn't highlight the role of digitalmarketing in Chapter Thirteen. Besides,digital marketing is incredibly cost effectiveso we'll concentrate a lot of effort here.

In Chapter Fourteen, I talk about becominga "benchmark brand"—an aspiration for allof us. We'll investigate what that means andhow the Experience Effect can help a brandachieve benchmark status.

Really good marketing requires a long-termvision. Chapter Fifteen shows how to thinkbeyond the daily crisis and how to managethe brand for the long run. We will work toget beyond the basic to-do list andshort-term deadlines to a full-blown strategicplan—one that has a three-year horizon.

None of us act alone, and no matter howmuch of an entrepreneur we are, we have ateam of people around us, helping us. Wemay not even realize it. In Chapter Sixteen,I hope to open your eyes to how motivatingyour team can help achieve success. We'lleven dashboard it, a concept that I hope youfind very useful.



16 Introduction

And lastly, in Chapter Seventeen we will

explore personal branding. When you run asmall business, it's hard to separate yourselffrom the brand, and to a large degree youshouldn't. We'll talk about personal brandingand the effect it can have on the business.

As we go through the process, I hope youwill start thinking like a marketer, acting likea marketer, and being a brand. Perhaps thiswill be for the very first time, although I wouldwager you've been doing it all along withouteven realizing it. Now we can learn from the

big boys just how to do it a little more me-thodically and successfully.

Enjoy building your Experience Effect everystep of the way.




C h a p t e r

1 Marketing is Marketing Lightly Starched

"Marketing is

all about building a compelling

brand experience for

your customers that adds value

to their lives."

Whether you realized it before or not, if you

own a small business then you are also amarketer. Maybe you never trained to beone, but you are one now.

I'm not much for industry jargon and Icertainly make it my business to avoidbuzzwords, and I hate when people only talkin analogies. I laugh them off in fact.

I've been resisting the temptation, but Iguess we need to start out with...a definition.All good business books do, right? I wouldn't

want to disappoint the critics!

So let's begin Chapter One with a definitionof marketing to start us out at the sameplace. First of all, please know that implicit inmy definition of marketing is the word inte-grated. To me, all marketing is integrat-ed—always has been and always will be.

I get a kick out of people who say that inte-grated marketing is the wave of the future.Since when was marketing ever not integrat-ed? Maybe it's because I grew up on the



18 Chapter 1: Marketing is Marketing

client side of the business at Johnson &

Johnson, and was always responsible forthe entire brand, but to me marketing hasalways been integrated. The customercertainly sees it that way—one brand, onevoice. The customer doesn't differentiateone form of messaging coming from thebrand versus another.

With that off my chest, how do we definemarketing? This should be easy textbooktype stuff.

It's funny because one of the LinkedIngroups asked this very question of itsmembers, "How would you define market-ing?" At first, I thought it was the stupidestquestion I had ever heard. Everyone knowswhat marketing is, and everyone will defineit the same way.

Then the definitions came rolling in—oneafter another, hour after hour, day after day.For months on end, members of that partic-ular LinkedIn group sent in their ownpersonal definitions of marketing. Somecaused great debate, others immediateagreements.

I even threw in a comment or two because Ifound the whole exercise to be so much fun.I was surprised and intrigued, and here I amtalking about it. This is exactly what ourcustomers should be doing about ourbrands.




The LinkedIn exercise made me realize

though that there really is no simple defini-tion of marketing, and there is no one singleanswer. Everyone has a different take on it,which is why it's not a perfect science. Thereis just as much art to it as there is science.

How did I answer the question? Myresponse shouldn't be so surprising giventhe titles of my books. Marketing is all aboutbuilding a compelling brand experience foryour customers that adds value to their lives.

Now if you've never been in marketingbefore, none of that will make sense. Ifyou've already been doing marketing, thenthat sentence may be a new way of thinkingabout the craft. Either way, I hope that by thetime you finish this book I will have you soldon the concept.

Think of your own behavior.

Like many people, I have a favorite drycleaner that I go to all the time. They cleanall of my shirts (and if you know me then youknow I love my shirts), suits, pants...youname it. I go to this particular dry cleanerbecause they have never made a mistake,ever. They even catch things that I don'tpoint out like stains or a loose hem—andthey just fix them.

I don't even know what they charge mebecause I'm quite sure it's completely rea-sonable.




Now I've been to other dry cleaners in the

neighborhood, several actually. And they alldid a good job too. So why did I switcharound until I found this particular one?

For one simple reason—at this dry cleaner,they remember me.

The employees/owners greet me on a firstname basis, and say hello each time. Theyinquire about my kids and ask me if theclothes are coming out ok. The other placesnever really acknowledged me as a person.

I would go into the store week after week,and they acted like they were seeing me forthe first time.

I found it annoying, so I switched. The nextdry cleaner I visited did the same thing, so Iswitched again.

I finally found a place that knew me by name,sort of like the bar Cheers. Now why was thisso important to me? I actually had to stopand analyze my own behavior to figure it out.It's the emotional connection and the experi-ence that made me finally stop looking for a"better" place.

For me, going to the same dry cleaner is asymbol of belonging to a community. Havingthe people there know me makes me feellike I'm a member of the neighborhood, andthat people in the neighborhood really doknow me and care about me on some level.




It's completely emotional. Again, the truth is

that the other places did just as good a job ofcleaning my clothes. There were noproblems, but they didn't seem to care. WhatI haven't told you is that the place I go toregularly now is actually out of the way. I goout of my way to go there because it's abetter experience. It is an experience thatmakes me feel better and that keeps mecoming back.

Those emotions have turned what couldeasily be a generic dry cleaner into

a...brand. It's the brand experience that hasbuilt my loyalty and keeps me coming back.It forced me to choose that brand overothers of similar quality that were perhapseven a tad bit more convenient. A positivebrand experience has the power to negateother factors.

Now that's good marketing. That's theExperience Effect!

Notice I didn't mention any advertising, andcertainly no television advertising. You don'thave to do advertising to do good marketingor to create a brand experience.

Chances are you don't own a dry cleaningbusiness, and you probably don't run aFortune 500 company, but that part doesn'tmatter. Marketing is marketing, big or small,regardless of the business. It's all aboutbuilding an incredible experience for cus-tomers, whether you're cleaning their shirts

or making them dinner or providing themwith financial services.




The methodology needed to create an

amazing brand experience remains thesame whether you're Walmart, Coca-Cola, alocal restaurant, a consultant, or Apple. It'sthe same marketing process regardless ofthe business. Sure, the budgets may be dif-ferent, and the details work out differently,but how you get there is the same.

I believe that as a small business, you can infact get the same kinds of results as the bigbrands, perhaps on a different scale, evenwithout the big brand budgets. That's what

this book is all about.

It takes a special kind of person to be an en-trepreneur and to run a small business. It'snot an easy life. It's not like small businessowners are surrounded by lots of colleaguesand a large support staff. Entrepreneurs donot have a clearly defined role within awell-oiled machine. None of us can count onothers to watch our back or to cover us whenwe're out. There's no marketing team to dothe heavy lifting for us.

Is that why we love it so much?

You may not have any formal marketingtraining—what you do know, you've learnedalong the way. With no MBA to fall back on,and no classic brand management training,you may just have a lot of experience andcommon sense, which quite honestly will doyou well.




As a small business owner, you are now also

a marketer, so add that to your resume. Youare marketing your business—building abrand experience that will propel you tosuccess.

This is marketing, defined. Welcomeaboard.







A u t h o r

About Jim Joseph

Jim Joseph is a real-world marketer who hasbeen practicing his craft for over twenty-fiveyears in marketing and sales, on both theclient and agency sides of the business, forbrands both big and small.

He is an award winning marketing masterwho has specialized in building customerbrands and agency businesses acrossvirtually every consumer category. Jim'sconsistent goal has always been to help

blockbuster clients including Kellogg's,



26 Author

Kraft, Nestle, Cadillac, Tylenol, Clean &

Clear, Aveeno, American Express, Durex,Nexium, AFLAC, Ambien CR, and Walmartcreate successful brand experiences thatengage customers and add value to theirlives. Jim was practicing integratedmarketing well before it became thebuzzword du jour.

Jim is President and Partner of Lippe Taylor,an agency dedicated to "marketing withwomen" across all categories includingbeauty, fashion, shopping, food, home,

wellness, and even healthcare.

Prior to joining Lippe Taylor, Jim spent thebulk of his agency career at The PublicisGroupe. He started his own agency, whichhe sold to Publicis and then merged it withtwo others to create Arc-NY, the largest inte-grated marketing services agency inManhattan at the time.

He then went on to Publicis' Saatchi &Saatchi Wellness where he led the transfor-mation of the agency from traditional phar-maceutical advertising to diversifiedwellness marketing. During his tenure, theagency won several prestigious industryawards including "Agency of the Year" fromDTC Perspectives on Excellence, "MostCreative Agency" from The Manny Awards,and a Grand CLIO in Advertising.

Early in his career on the client side atJohnson & Johnson, Jim became a new

products expert by launching seven newcustomer products in less than five




years—including the number one Reach

Wondergrip toothbrush for kids and the rein-vention of Clean & Clear skin care forteenage girls. Jim then went on to becomethe lead marketer for the Arm & Hammertoothpaste line.

Jim is a graduate of Cornell University andhas an MBA from Columbia University. Ful-filling a lifelong dream (aside from writing),Jim also teaches a course in marketing atNew York University (NYU), modeled afterhis first book, The Experience Effect .

While writing his first book, The Experience Effect , Jim found his writing "voice" and henow writes a daily blog about marketing thathas quite a following and was also a 2011finalist as "best blog" from PRNews .Winning a silver medal at the 2011 AxiomBusiness Book Awards for best marketingbook is the culmination of that incredibleexperience.



28 Author

He is also a regular guest blogger at Cus-

tomerProductsGroup.com and RetailShop-pingExperience.com. Jim sits on boards ofOTC Perspectives, DTC Perspectives,PRSA Counselors Academy, and TheCouncil of PR Firms.

Jim is a frequent contributor to trade publica-tions and is continually quoted in articles forAdvertising Age , AdWeek , and The Wall Street Journal . He has done radio interviewsfor TheMarketingShow.com, ThatAdvertis-ingShow.com, and Blog Talk Radio to name

a few. Jim was also named a 2011 top 100worldwide business author on Twitter bySocial Media Marketing Magazine .

Jim lives in Manhattan and Bucks County,PA with his partner of fourteen years and histwo teenage children. When not writing hisblog or spending time with his family, Jimcan be found running along the HudsonRiver, Lady Gaga in ear!

You can find Jim Joseph every day atJimJosephExp.com.




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phone (1-408-257-3000).

Other Happy About books available include:

• Red Fire Branding: http://www.happyabout.com/redfirebranding.php

• Storytelling About Your Brand Online & Offline: http://www.happyabout.com/storytelling.php

• 42 Rules of Social Media for Small Business: http://www.happyabout.com/42rules/social-media-business.php

• Social Media Success!: http://www.happyabout.com/social-media-success.php

• #SOCIAL MEDIA PR tweet Book01: http://www.happyabout.com/thinkaha/socialmediaprtweet01.php

• 42 Rules for Driving Success With Books: http://www.happyabout.com/42rules/books-drive-success.php

• 42 Rules to Increase Sales Effectiveness: http://happyabout.com/42rules/increasesaleseffectiveness.php

• Managing Salespeople: http://www.happyabout.com/managingsalespeople.php

• I'm at a Networking Event—Now What???: http://www.happyabout.com/networking-event.php

• I'm on LinkedIn—Now What??? (3rd Edition): http://www.happyabout.com/linkedinhelp.php

• 42 Rules for Effective Connections:http://www.happyabout.com/42rules/effectiveconnections.php

• I Need a Killer Press Release—Now What???: http://www.happyabout.com/killer-press-release.php



Documents

The Experience Effect For Small Business