According to a study presented by the Radiological Society of North America, strong product association creates more brain excitement than weak ones-- even in industries perceived as dull, like insurance. So, don't despair if you're not Starbucks or Southwest. You can still be sexy to a brain.

What I found equally interesting about the study, is that unknown brands also register on the brain scan-- in the part of the brain associated with negative emotions.

So, unfortunately, if you're a nobody- the brain doesn't perceive you as neutral, it registers as a negative.

Before you scoff, while this isn't the most important study of the conference, it is reassuring to know that in an industry screaming for metrics, we can do our focus groups at the radiologist's office.

What's next BRANDEbrains?

In an article by Kelley M. Butler called "Put Me In Coach," a HR policy from the Houston, Texas-based National Oilwell Varco is discussed: "NFL-style recruiting." Officially titled the NextGen program, twice each year Lindsy Williamson, NOV's manager for college-minded hiring, puts between 25 and 30 recruits through a company "training camp." Over the following 12 months, each recruit will have completed four three-month training rotations -- in which they are referred to as "teams" -- within NOV, which has more than 550 locations worldwide. In effect since 2004, these recruits are eventually drafted by company divisions the way a college football player would be drafted by one of the National Football League teams, as the drafting parties carry "draft books" of skills and other attributes on the available personnel.

Prior to the training and subsequent draft, there is a lot of preparation from Williamson and crew. First comes recruiting at nearly a dozen colleges around the Midwest and Southwest, most of which universities with large attendance numbers. Eventually the hundreds of resumes received are whittled down further via on-campus interviews, and later in-person interviews in Houston. In the midst of these training rotations, dinners and happy hours on the company's dime are to be expected as NOV representatives wish to get acquainted with these recruits. As stated in a particular instance by Butler, some NOV divisions may choose not to draft any of these recruits, while another may take a half-dozen in a particular year. However, a 75% to 80% placement rate of recruits in NOV is the status quo.

According to Williamson, word of mouth is beginning to spread about this unique arrangement, with college grads now applying from schools that NOY did not visit. It will be interesting to see if more companies will be noting this approach and seeing how they can adapt it for their HR department.

Sometimes it takes a celebrity to get a cause to be known and publicly recognized. And sometimes this celebrity-supported cause is so far-fetched that you ask yourself "Why is this getting press? And where can I learn more so I can humor a lot of people?"

In the case of the latter, we have Escatawpa, Mississippi's own arena-rockers 3 Doors Down
partnering with the Consumer Electronics Association for "The Great Audio Experience." What is the purpose behind the partnership? In the direct words of the press release: "to educate consumers about the benefits of listening to music on quality audio formats and equipment." The scapegoat is said to be Apple and its iPod since the press release claims that this new-found knowledge will help consumers "hear music at it was intended to be heard."

Normally, one would jump to a conclusion along the lines of "Great, at least they're helping the less fortunate." But an important factor is missing from tie-in: a partnering charity. Not only would it be morally sound for "America's Favorite Rock Band" (a fact presently noted at http://www.greataudio.com/index.html) to work with Music Cares, Save The Music Foundation or another like-minded organization, but it would increase the marketing and exposure of the campaign. Without that extra step, this is a campaign with only capitalism in mind.

Watch this internal Bank of America YouTube video at your own risk!

If you haven't already seen this, I wish you luck in getting through all 5 minutes.

Unfortunately, sometimes -- as seen in this video -- a great product paired with a great concept isn't effective. Bank Of America is popular for both personal and commercial banking, and U2 is one of the most successful bands of our day. But combining the 2 in the setting wasn't one of the better decisions for the bank formerly known as Fleet.

What could have improved this presentation? Many things, of course. First, choosing a song that is more lively. Second, revising the performance with consideration to the short attention span of a corporate clientele. From there, the image of who's performing ought to be considered -- rock & roll legends may be known for their bank accounts, but bankers generally aren't thought of for their rock & roll prowess. The performance itself wasn't what was so bad, it was mostly the context.

Let's hope that #2 for "What Not To Do: In Marketing" isn't coming so soon...

And to all a Happy Thanksgiving!

Ok, I've been ignoring you lately but not really.

I've been on the road, collecting things that may be of interest but then the dog ate my homework. Not buying it?


Well, how about this... I'm writing today from a site i Stumbled Upon. (and if you haven't checked out http://www.stumbleupon.com/ and fall into whatever category of "best of" that you select.

Have you heard the one about the open house in New York City for M&M Mars? They guaranteed on-the-spot hiring and so many people showed up that they had to call the police. A sign of the times or just too many chocolate lovers!


Read the whole article from the daily news

A nationwide survey of more than 3000 business professionals involved in strategic HR decisions, found that employees and employers have a different view on how companies show workers their value/worth in the workplace. The survey concluded that:

*57% of employers said company morale was excellent/good, while 38 % of employees agreed. (The larger the company, the lower the morale rating)

*69% of employees think workers stay in jobs they hate just to have a job; 81% of employees said they do

*41% of employers said the company is loyal to employees, only 25% employees agreed.

*72% of employers said employees are loyal to the company; 56%, down from 59% in 2005 said this is true.

*39% (28% in 2005) of employees think there are under paid while more employers this year 50% vs 42%) thinks that the salary they offer are in line with the marketplace.

*86% of employees said that feeling valued is important to job satisfaction; but only 37% said they felt valued.

Low morale and eroding loyalty could be attributed to the differences between workers and employers over career development, difficulty in work/life balance as well as whether salaries are competitive. Employees/Workers see gaps in the value they provide their employer vs the value employers assigns to their efforts. Employees are frustrated that wages have not kept pace with cost of living and that their pay has not increase even when companies reports profits and their productivity increases.

To help build morale and show employees they are valued, employers can issue individual asset reports stating the value of their compensation and benefits such as 401(k) matches, tuition reimbursement and health benefits. They can also show the intangible values including training, travel and dues towards professional organization. A better explanation of employee’s benefits might give employees a reason to stay.