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Now displaying: December, 2017
Dec 20, 2017

Find the Red Thread at TamsenWebster.com.

We all have confirmation bias: we tend to only seek out and remember information that confirms what we already believe to be true. This also means we tend to reframe, ignore, or dismiss information that goes against what we believe. As marketers, sometimes we focus too much on what our audience doesn’t know without thinking about what we’re blind to.

As much as you believe in your product or service, need to disconfirm as much as you can so that you’ll anticipate all of the pros and cons that will be coming at you from the marketplace. Acknowledging and anticipating your audience’s objections will allow you think more thoughtfully around them and develop responses to them, not just in your message but in your product or service itself.

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Dec 13, 2017

 

Find your Red Thread at TamsenWebster.com.

Whenever there are two opposing truths that we believe to be true, we can’t tolerate the cognitive dissonance for long. In the face of this untenable tension, we’ll do one of two things: change the core fundamental belief about ourselves or change the core fundamental belief about how we see the world. As message makers, if we can create that tension then we can create change.

The Red Thread is structured to create this tension. It sets up three concepts that can be put in conflict: what do you want (Goal), what is the real problem you have to solve (Problem), and what is the fundamental truth that your audience believes about themselves that makes the Goal and Problem inconsistent with that belief? So when you’ve identified the Problem, the next step is to ask: why would that bother me so much? If you can create that tension between the Goal and the Problem for your audience, you can create the Change that you’re after.

Dec 6, 2017

Find the Red Thread at TamsenWebster.com.

In all the years that Tamsen has done branding and messaging strategy, the one thing that always been true is that no one is ever happy with the result of a branding or rebranding exercise. The reason for that is that we tend to confuse a brand with what creates it.

When we do a rebranding, we’re ultimately trying pass off the complete ownership of who we are to somebody else. The problem with that is that nobody is as much of an expert in who we are as we are. The only way to make such an effort successful is to find a way to blend your expertise in your own self with a branding company’s expertise in what the market looks like, what messages are effective, and what effective brands look like.

When you step back, you realize something very important: the brand isn’t the baseline of an organization— it’s the manifestation of something else: the Red Thread. It’s the manifestation of why you do what you do, the way that you do it. Figure that out, and the rest will take care of itself.

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