“Life is growth. You grow or you die.”

<ul><li>As Nike was a growing company, Knight made almost no profit, his business struggled, and faced bankruptcy many times.</li><li>He had an MBA from Stanford University and left a full-time career as an accountant to sell shoes.</li><li>He had to follow his passion – his calling. He felt it was important that the work he spent his life on needed to feel meaningful, purposeful, and creative.</li></ul>

Chase A Calling, Not A Career

<ul><li>In the early 1960s, the athletic shoe industry was dominated by German companies Adidas and Puma. </li><li>Knight’s “crazy idea” was that Japanese-made shoes could gain popularity in America as Japanese cars had been. He pursued his idea, and eventually found great success.</li></ul>

Pursue Your “Crazy Idea”

<ul><li>Blue Ribbon Sports (Nike), was on the verge of bankruptcy for almost two decades.</li><li>He faced challenges acquiring funding, landing orders on time, and difficulties with manufacturers throughout the early days and pushed through to find the accomplishment that Nike has today.</li></ul>

Success Does Not Come Easily

<ul><li>He openly acknowledged that starting a business was risky, and he was willing to face that risk. </li><li>He felt that failure would gain him wisdom, and wisdom is an intangible asset. </li><li>Failure is an opportunity to learn and do better next time.</li><li>He said in the past that if he had failed, he would have just tried again with more wisdom.</li></ul>

Failure Is An Opportunity

<ul><li>He started his journey with the desire to import high-quality, low-cost shoes.</li><li>Nike consistently focused on the quality of their shoes and were constantly innovating ways to improve them.</li></ul>

There Is Value In Quality

<ul><li>Traditional advertising was not favored by Knight.</li><li>He valued publicity and focused on signing popular athletes to become brand representatives for Nike.</li><li>These iconic athletes increased public awareness of Nike and the plan was a huge victory for the brand.</li></ul>

 “Advertising” Takes Many Forms

<ul><li>Nike and Adidas have a well-established brand rivalry. </li><li>Knight looked to Adidas as inspiration, but also as their main competitor.</li><li> He felt Adidas was arrogant and had a negative view of them, but that did not stop him from learning from them. </li></ul>

 Learn From Your Competition

It is no secret that Nike shoes are manufactured offshore.Though the company receives criticism for using foreign labor, he details the changes and efforts he made to improve conditions for workers in his factories.

Improve Where Improvements Can Be Made

Phil Knight gives credit to the employees that supported Nike through its growth and recognizes them enormously for helping the company to grow and succeed.

Give Credit Where Credit Is Due

<ul><li>He observed that none of the great leaders micromanaged their teams.</li><li>They did not tell people how to do things, they would tell them what to do, and trust them to get it done.</li><li>This resulted in Knight hiring people with passion and ability and allowing them to solve problems on their own.</li></ul>

Trust Your Team

<ul><li>Knight acknowledges that “never give up” is an overstated piece of advice. </li><li>However, he recognizes many moments in Nike’s early years where it was exceedingly difficult to keep the company going, and it would have been easy to quit. </li><li>Pushing through those challenges has earned him the success that Nike has today.</li></ul>

Perseverance Pays Off

It is easy to feel unproductive when you view a task as a huge project. When you break that project down into small goals and success markers, it becomes a lot easier to manage, and the little amount you complete each day, adds up until the job is done.

A Massive Project Is Just Many Small Projects

<ul><li>In the early days of Blue Ribbon Sports, Knight gained success by projecting confidence and success. </li><li>He had to participate in many meetings and business deals with experienced and essential business people, and by acting successful, he eventually became successful.</li></ul>

Act Successful Until You Become Successful

<ul><li>Knight goes into great detail about how his world travels expanded his knowledge and viewpoints. </li><li>He values the wisdom that he gained from his travel as a young man and is a proponent of young people (with the means to do so) traveling as much as they can before they settle into careers.</li></ul>

Travel To Gain Experience And Wisdom

<ul><li>A large focus is placed on the hard work, dedication, and perseverance that it took for Knight to grow Nike.</li><li>However, Knight also acknowledges that luck played a role in his success. Hard work, dedication, and perseverance play a role in providing more opportunities for luck.</li></ul>

Success Has An Element Of Luck

<ul><li>Knight demonstrates very well that storytelling is a powerful tool.</li><li>There is a history of Nike’s most effective and famous ad campaigns coming from a place of storytelling.</li><li>Engaging your audience will have a profound effect on your marketing and brand.</li></ul>

Understand The Importance Of Storytelling

<ul><li>Like all business owners, Knight understands the importance of knowing who Nike’s audience was. </li><li>Having this information, and fully understanding it gives you the tools you need to create products, marketing, and branding that resonate with those intended to experience it.</li></ul>

Know Your Audience

<ul><li>Brands must have a mission that the public can agree with and get behind.</li><li>Nike’s current mission is “to bring inspiration and innovation to every athlete* in the world. *If you have a body, you are an athlete.”</li><li>This statement aligns with Knight’s understanding of the need for a deeper purpose. </li></ul>

Your Brand Needs To Inspire

<ul><li>Knight’s focus was always on the quality and performance of his products, however, delivering his orders on time was more important to him. </li><li>In the early stages of importing his shoes, there were often times they struggled to receive their orders on schedule. </li><li>The quality of a product is irrelevant if your customers can not trust you to deliver it on time consistently.</li></ul>

Delivery Trumps Perfection

<ul><li>His life revolved around the concept that growth was the most important thing in his life.</li><li>He risked everything, on multiple occasions, to grow Nike into the company we know today, and took extraordinary measures to pursue personal growth through his study, reading, and travels.</li><li>Growth and life are one and the same for Knight.</li></ul>

Life Is About Growth

We bring you lessons from self-made billionaires to point you in the right direction

books

Books

habits

Habits

business

Business

personaldevelopment

Personal Development

Lessons From Self Made Billionaires

Nike founder and CEO Phil Knight shares the inside story of the company’s early days as an intrepid start-up and its evolution into one of the world’s most iconic, game-changing, and profitable brands.

In this instant and tenacious New York Times bestseller, Nike founder and board chairman Phil Knight “offers a rare and revealing look at the notoriously media-shy man behind the swoosh” (Booklist, starred review), illuminating his company’s early days as an intrepid start-up and its evolution into one of the world’s most iconic, game-changing, and profitable brands. Bill Gates named Shoe Dog one of his five favorite books of 2016 and called it “an amazing tale, a refreshingly honest reminder of what the path to business success really looks like. It’s a messy, perilous, and chaotic journey, riddled with mistakes, endless struggles, and sacrifice. Phil Knight opens up in ways few CEOs are willing to do.” Fresh out of business school, Phil Knight borrowed fifty dollars from his father and launched a company with one simple mission: import high-quality, low-cost running shoes from Japan. Selling the shoes from the trunk of his car in 1963, Knight grossed eight thousand dollars that first year. Today, Nike’s annual sales top $30 billion. In this age of start-ups, Knight’s Nike is the gold standard, and its swoosh is one of the few icons instantly recognized in every corner of the world. But Knight, the man behind the swoosh, has always been a mystery. In Shoe Dog, he tells his story at last. At twenty-four, Knight decides that rather than work for a big corporation, he will create something all his own, new, dynamic, different. He details the many risks he encountered, the crushing setbacks, the ruthless competitors and hostile bankers—as well as his many thrilling triumphs. Above all, he recalls the relationships that formed the heart and soul of Nike, with his former track coach, the irascible and charismatic Bill Bowerman, and with his first employees, a ragtag group of misfits and savants who quickly became a band of swoosh-crazed brothers. Together, harnessing the electrifying power of a bold vision and a shared belief in the transformative power of sports, they created a brand—and a culture—that changed everything.

career

Career

marketingandsales

Marketing & Sales

In this candid and riveting memoir, for the first time ever, Nike founder and CEO Phil Knight shares the inside story of the company's early days as an intrepid start-up and its evolution into one of the world's most iconic, game-changing, and profitable brands. In 1962, fresh out of business school, Phil Knight borrowed 50 from his father and created a company with a simple mission: import high-quality, low-cost athletic shoes from Japan. Selling the shoes from the trunk of his lime green Plymouth Valiant, Knight grossed 8,000 his first year. Today, Nike's annual sales top 30 billion. In an age of startups, Nike is the ne plus ultra of all startups, and the swoosh has become a revolutionary, globe-spanning icon, one of the most ubiquitous and recognizable symbols in the world today. But Knight, the man behind the swoosh, has always remained a mystery. Now, for the first time, in a memoir that is candid, humble, gutsy, and wry, he tells his story, beginning with his crossroads moment. At 24, after backpacking around the world, he decided to take the unconventional path, to start his own business--a business that would be dynamic, different. Knight details the many risks and daunting setbacks that stood between him and his dream--along with his early triumphs. Above all, he recalls the formative relationships with his first partners and employees, a ragtag group of misfits and seekers who became a tight-knit band of brothers. Together, harnessing the transcendent power of a shared mission, and a deep belief in the spirit of sport, they built a brand that changed everything.

Philip Hampson Knight, whose nickname is "Buck", is an American businessman and philanthropist. He is the co-founder and current chairman emeritus of Nike, Inc., and previously served as chairman and CEO of the company.

Phil Knight

Shoe Dog

Negotiation is at the heart of human interaction. Negotiation is not a battle. It’s a process of better relating to people in all kinds of circumstances.Common enemies bring parties closer together and make the negotiation easier.Some legitimate common enemies in business relationships are loss of profit, loss of time, failure to retain good people, and inability to capitalize on opportunities.

Negotiation: A Primer

With persistence comes self-confidence: the belief that you can do it.It doesn’t matter how many times the other person says no, or disagrees with you, or gives you a hard time. Keep asking, stay focused on your goals (without making yourself the issue). Persistence, after all, is a focused effort, over time, to meet your goals.In negotiation, persistence is key. Keep finding ways to get more information and unlock new value levers for both parties. Your persistence will pay off in the long run.

Persistence

People do some of the most important things in life not for money, not for rational benefits, but for how it makes them feel.As much as economists want us to believe that people are hyper-rational actors that consider all angles of every decision they make, they’re not. Most of the things we do are because of some feeling we have, not because we have weighed the rationality of a particular course. More often than not, we rationalize our decisions after they’ve been made.

Emotions Have More Value Than Rationality

A key to getting other people to give you what you want is to value the other party.People like to give things to others who listen to them, who value them, who consult with them.Listen to and value the other party. It will improve your outcomes.

Value the Other Person

What is the other person feeling? How do they perceive the situation? What are the pictures in their heads?” Thinking from the other person’s point of view often turns up surprising results. Your outcomes will be improved once you start thinking from the other person’s perspective. What are their needs or fears? How are they approaching the situation? These are critical pieces of information for any successful negotiation.

Understanding The Other Person

You make small talk. Not just because you read somewhere that it’s smart to make small talk. You do it because you are interested in them. Because you want to try for a point of connection with other people. It’s a way of approaching life.”Small talk helps open up and deepen connections. Don’t be above it.

Make Small Talk

Trust is a feeling of security that the other person will protect you. With some trust, another person will help you until it’s too risky for them or a better opportunity comes along. With a lot of trust, the other party will help you even if it harms them. It is very important to understand the trust dynamic.”Trust can carry you further than most other things.

Trust

Perhaps the biggest cause of negotiation failure, worldwide, is communication failure. And the single biggest cause of communication failure is misperception.This means that their perceptions are more important than your proposals; that is, if you want to persuade them.Most communication failures stem from misperception. So before jumping to conclusions, do your research and try to understand the other party as best you can.

Misperception and Communication

When someone is interrupted, the tapes are still playing in their head. It’s so easy to interrupt someone once you understand what they are saying or have your response ready to go. But it’s a terrible habit. Because once you interrupt someone, they aren’t listening to you. They are thinking about finishing the point they wanted to make.

Don’t Interrupt Someone

Making an exception requires the other person to candidly reflect on whether or not they have treated someone differently in the past, and often, they have. Once they realize this, it’s more likely that you’ll become one of the exceptions as well.

Making An Exception

Standards are especially effective with hard bargainers. With difficult people, use standards. It is a fundamental tenet of human psychology that people hate to contradict themselves. So if you give people a choice between being consistent with their standards—with what they have said and promised previously—and contradicting their standards, people will usually strive to be consistent with their standards. Knowing that people hate to contradict themselves is a key part of understanding the power of standards and why you should leverage them.

The Power Of Standards

It is much more persuasive to let others make the decision, instead of telling them what the decision should be. You want to lead them to where you want them to go, through framing and by being incremental.  Framing and being incremental are two of the hardest things for people to learn. Most people want to rush ahead, and find it hard to break things up into smaller steps. Also, it takes time to get just the right framing; many people don’t have the patience. But great framing can immediately conclude a negotiation in your favor.

Frame and Be Incremental

In much of business, money is not the most important item of importance to either side, regardless of what they say. The price has to be reasonable, but so much more is required. Intangibles can bridge the gap between seemingly inflexible positions. It’s rarely just about maximizing the monetary outcome. Look for trades of unequal value. There are things that I have that cost me very little, but that you value highly. Identifying these levers is essential for maximizing the value of the negotiation for both parties.

The Intangibles

The best negotiators are dispassionate, and continue to ask for information.  Emotion destroys negotiations and limits creativity. Focus is lost. Decision-making is poor. Retaliation often occurs. Your goal is not to be “right;” it’s to get the outcome you desire. Leave the emotions and ego at the door, and you will make fewer bad decisions. You’ll keep your eye on the prize.

Be Dispassionate

The more you tell them to calm down, the madder they get. That’s because telling them to calm down devalues the legitimacy of their emotions. And when people feel devalued, they become more emotional. Good negotiation requires valuing the other party and their needs. Telling someone to calm down fails to recognize the person’s perspective as legitimate, and more often than not, it will do more harm than good.

Don’t Say “Calm Down”

We all think that everyone else has the same thought processes, set of experiences, and perceptual framework that we do.We all imagine that others think like we do. They don’t. We also attribute people’s behaviors to their identity instead of recognizing the importance of the specific events happening in their lives at the moment. This is the fundamental attribution error at work, and it leads us to make poor judgments about people’s motivations and character.

Understanding The Fundamental Attribution Error

'Do I trust this person? Before I put my life, and my family’s life, in their hands, without recourse, who are they?’ This is the question that is asked by most of the rest of the world. It is not a question that appears to be asked by most people in the United States. The United States focuses more on punishment and contracts than on relationships. And this hampers the United States and its citizens in their negotiations with the rest of the world.

The Power Of Relationships

With compensation, it is especially important to know what the other party is thinking before asking for something specific.Knowing how your company makes compensation decisions and what your boss values are important pieces of information before you ask for anything specific in a compensation discussion.

Compensation

Ask how the company retains, trains, and promotes people in their careers. Ask about the company’s philosophy of work? The answers to these questions will give you invaluable information about the culture of the organization and whether or not it’s a fit for your needs.

Essential Question for All Job Applicants

Contextualize the argument, no matter how heated, with the following: “Hey, we’ve been friends for x years—over 1,000 or 2,000 days. Do you really want to toss everything out over one bad day?” This will help put things in perspective and diffuse the issue.

When Arguing with A Friend

A fantastic introduction to negotiation and learning how to get more as a way of life.

Explains how to interact with real-world, unpredictable people in order to achieve desired goals, providing coverage of such topics as avoiding miscommunication and making unequal trades.

Understand yourself and those around you.

psychology

Psychology

teamwork

Teamwork

NEW YORK TIMES BESTSELLER • Learn the negotiation model used by Google to train employees worldwide, U.S. Special Ops to promote stability globally (“this stuff saves lives”), and families to forge better relationships. A 20% discount on an item already on sale. A four-year-old willingly brushes his/her teeth and goes to bed. A vacationing couple gets on a flight that has left the gate. $5 million more for a small business; a billion dollars at a big one.   Based on thirty years of research among forty thousand people in sixty countries, Wharton Business School Professor and Pulitzer Prize winner Stuart Diamond shows in this unique and revolutionary book how emotional intelligence, perceptions, cultural diversity and collaboration produce four times as much value as old-school, conflictive, power, leverage and logic.   As negotiations underlie every human encounter, this immediately-usable advice works in virtually any situation: kids, jobs, travel, shopping, business, politics, relationships, cultures, partners, competitors.   The tools are invisible until you first see them. Then they’re always there to solve your problems and meet your goals.

Stuart Diamond

Getting More

When you put your brand name on everything, that name loses its power.Chevrolet used to be the largest-selling automobile brand in America. But trying to be all things to everyone undermined the power of the brand.If you want to build a powerful brand in the minds of consumers, you need to contract your brand, not expand it. In the long term, expanding your brand will diminish your power and weaken your image.

The Law of Expansion

A brand becomes stronger when you narrow its focus.Many small-town delicatessens try to carry everything to appeal to a broader market. Subway founder Fred Deluca narrowed his focus to one type of sandwich, the submarine sandwich, which helped him perfect his entire operation. Unsurprisingly, when you make only submarine sandwiches, you get pretty good at making submarine sandwiches.

The Law of Contraction

The birth of a brand is achieved with publicity, not advertising.What others say about your brand is more potent than what you can say about yourself. That’s why today’s brands are built with publicity first and maintained by advertising. A new brand must be capable of generating favorable publicity in the media, or it won’t have a chance in the marketplace. The best way to create favorable publicity is to be the first brand in a new category.

The Law of Publicity

Once born, a brand needs advertising to stay healthy.Many mega-brands were born in a blaze of publicity. But as the hype died out, each of these brands had to shift to advertising to defend its position. When a brand advertising says, “our product is the leader,” the prospect thinks, “It must be better than its competitors.” That’s the power of brand leadership.

The Law of Advertising

A brand should strive to own a word in the mind of the consumer.To build a brand, you must focus your branding efforts on owning a word in the prospect’s mind. A word that nobody else owns.Once a brand owns a word, it’s almost impossible for a competitor to take that word away from the brand. Saab tried to take “safety” from Volvo but failed; Volvo has locked itself in the mind of the consumer.How do you know when a brand owns its category name? When people use the brand name generically.

The Law of The Word

The crucial ingredient in the success of any brand is its claim to authenticity.There is one claim that takes precedence over every other claim, and that’s the claim to authenticity. When Coca-Cola launched its advertising program called “The only thing like Coca-Cola is Coca-Cola itself,” customers instantly responded. “Yes,” they agreed. “Coke is the real thing. Everything else is an imitation.” This is the brand’s credentials.

The Law of Credentials

Quality is important, but brands are not built by quality alone.There is almost no correlation between success in the marketplace and success in comparative testing of brands. Why? Because quality, or rather the perception of quality, resides in the mind of the buyer.To build a quality brand, narrow the focus and combine that narrow focus with a better name and a higher price. The latter allows the buyer to obtain psychic satisfaction from the public purchase and consumption of a high-end brand.

The Law of Quality

A leading brand should promote the category, not the brand.Customers don’t really care about new brands; they care about new categories. Buyers don’t care about Dominos; they care are whether or not their pizza will arrive in thirty minutes.By first preempting a new category (as Domino’s did with the home delivery of pizza) and then aggressively promoting the category, you create both a powerful brand and a rapidly escalating market.

The Law of Category

In the long run, a brand is nothing more than a name.The most important branding decision you will ever make is what to name your product or service. Because in the long run, a brand is nothing more than a name. It’s easy to confuse what makes a brand successful in the short term with what makes a brand successful in the long term. In the short term, a brand needs to be first in a new category.But in the long term, the unique idea or concept disappears. All that is left is the difference between your brand name and the brand name of your competitors.

The Law of Nature

The easiest way to destroy a brand is to put its name on everything.Before you launch your next line extension, ask yourself what customers of your current brand will think when they see the line extension. If the market is moving out from under you, stay where you are and launch a second brand. If it’s not, stay where you are and continue building your brand.

The Law of Extensions

In order to build the category, a brand should welcome other brands.Not only should the dominant brand tolerate competitors, but it should also welcome them. Customers respond to competition because choice is seen as a major benefit. If there is no choice, customers are suspicious. But there is a caveat: when there’s too much choice, consumption suffers.

The Law of Fellowship

One of the fastest routes to failure is giving a brand a generic name.Generic brand names tend to disappear into the ether. Only brand names register in the mind. When naming a brand, a good rule of thumb is to find a regular word taken out of context and use it to connote the primary attribute of your brand. Blockbuster Video was a more powerful brand name than, say, General Video Rental.

The Law of the Generic

Brands are brands. Companies are companies. There is a difference.Brand names should almost always take precedence over company names. Consumers buy brands; they don’t buy companies. So when a company name is used alone as a brand name (Coca-Cola), customers see these names as brands. If you have to use the company name, use it. But do so in a decidedly secondary way.

The Law of The Company

When building brands, sub-brands can destroy.Holiday Inn became a mega-brand with the launch of sub brands like Holiday Inn Express, Holiday Inn Select, and Holiday Inn Garden Court. This sub-branding is eroding the power of the core brand. Sub-branding is an inside-out branding strategy that tries to push the core brand in new directions. It captures management’s attention because of what it promises, not necessarily because of what it delivers.

The Law of Sub-Brands

There is a time and a place to launch a second brand.The key to a family approach is to make each sibling a unique individual brand with its own identity. Resist the urge to give the brands a family look or a familiar identity. You want to make each brand as different and distinct as possible.A family of sibling brands is not a strategy for every corporation. But where it is appropriate, a sibling strategy can be used to dominate a category over the long term.

The Law of Siblings

A brand’s logotype should be designed to fit the eyes. Both eyes.Since the eyes of your customers are mounted side by side, the ideal shape for a logotype is horizontal—roughly two and one-fourths units wide and one unit high. The Avis logotype is almost the perfect shape.

The Law of Shape

A brand should use a colour that is the opposite of its major competitors.When selecting a color for a brand or a logo, managers usually focus on the mood they want to establish rather than the unique identity they want to create. And while mood or tone can be important, other factors should override a choice based on mood alone. Leaders have the first choice. And for that reason, it’s better to create a separate brand identity than it is to use the right symbolic color.

The Law of Colour

There are no barriers to global branding. A brand should know no borders.Every country has its own unique perceptions. When a brand is in sync with its own country’s perceptions, that brand has the possibility of becoming a global brand. When playing the global game, appeal to a different segment of a market rather than its core. Corona Extra, for instance, became a global force by associating the brand with the boom in Mexican cuisine.

The Law of Borders

A brand is not built overnight. Success is measured in decades, not years.Markets may change, but brands shouldn’t. Ever. They may be meant slightly or given a new slant, but their essential characteristics should never be changed.

The Law of Consistency

Brands can be changed, but only infrequently and only very carefully.If you are embedded in the prospect’s mind and have a unique and distinct perception, then avoid changing your brand. It’s going to be a long, difficult, expensive, and perhaps impossible process.

The Law of Change

No brand will live forever. Euthanasia is often the best solution.Once you understand the nature of branding, you’ll know when it’s time to let your old brand die a natural death and know when to create another in a newly invented category.

The Law of Mortality

The most important aspect of a brand is its single-mindedness. In summary, what is a brand? A singular idea or concept that you own inside the mind of the prospect. It’s as simple and as difficult as that.

The Law of Singularity

A unique look at the birth and death of brands, and what makes a great brand.

This marketing classic has been expanded to include new commentary, new illustrations, and a bonus book: The 11 Immutable Laws of Internet Branding. Smart and accessible, The 22 Immutable Laws of Branding is the definitive text on branding, pairing anecdotes about some of the best brands in the world, like Rolex, Volvo, and Heineken, with the signature savvy of marketing gurus Al and Laura Ries. Combining The 22 Immutable Laws of Branding and The 11 Immutable Laws of Internet Branding, this book proclaims that the only way to stand out in today's marketplace is to build your product or service into a brand—and provides the step-by-step instructions you need to do so. The 22 Immutable Laws of Branding also tackles one of the most challenging marketing problems today: branding on the Web. The Rieses divulge the controversial and counterintuitive strategies and secrets that both small and large companies have used to establish internet brands. The 22 Immutable Laws of Branding is the essential primer on building a category-dominating, world-class brand.

product

Product & Design

This marketing classic has been expanded to include new commentary, new illustrations, and a bonus book: The 11 Immutable Laws of Internet Branding.Smart and accessible, The 22 Immutable Laws of Branding is the definitive text on branding, pairing anecdotes about some of the best brands in the world, like Rolex, Volvo, and Heineken, with the signature savvy of marketing gurus Al and Laura Ries. Combining The 22 Immutable Laws of Branding and The 11 Immutable Laws of Internet Branding, this book proclaims that the only way to stand out in today's marketplace is to build your product or service into a brand—and provides the step-by-step instructions you need to do so.The 22 Immutable Laws of Branding also tackles one of the most challenging marketing problems today: branding on the Web. The Rieses divulge the controversial and counterintuitive strategies and secrets that both small and large companies have used to establish internet brands. The 22 Immutable Laws of Branding is the essential primer on building a category-dominating, world-class brand.

Al Ries is an accomplished writer whose work has resonated with readers around the world. Al Ries has published several books that explore a range of topics, from fiction to nonfiction, and has received critical acclaim for the ability to weave compelling narratives. Al Ries's writing style is known for its depth and authenticity, and has earned quite a loyal following of readers.

Al Ries

Laura Ries

The 22 Immutable Laws of Branding

<ul><li>Social media can serve as a powerful medium to get a message out or educate a group of people</li><li>It can break down barriers by making information accessible, but discernment is necessary.</li><li>Although it may seem like scary territory, these questions surrounding online medical advice and nuanced conversations aren't new.</li><li>Today, the methods of communication and vessels for these types of messages just look a bit different.</li></ul>

Social Media and Medical Health Advice

Prominent researchers have analyzed the pros and cons of TikTok as a channel for receiving medical advice - specifically when it comes to lower back pain.It is found that social media is useful and important in the medical sphere: awareness.First-person confessional content by influencers on TikTok can raise awareness for those who may have experienced similar situations, which can have a comforting or eye-opening effect.

Benefits Of Health Advice On TikTok

Just because a theory or medical occurrence isn't yet integrated into mainstream medicine doesn't mean it's wrong or incorrectViewers can be susceptible to inaccurate medical advice on these digital channels when they are experiencing pain that is not getting better, haven't visited a doctor, and continue to cycle through these videos in the hope of an answer for healing

Challenges of Health Advice on Social Media

<ul><li>Be discriminating in who puts the advice up.</li><li>If it's a medically licensed professional, find out what organization they belong to and see what their background is, what their area of expertise is, and what other official information is out there on what they know.</li><li>Seek out other medical professionals' content to see what the majority is saying.</li></ul>

Find Out The Source

<ul><li>Seek out and engage with content that references reputable institutional sources.</li><li>If what you are hearing or seeing is reputable, you’re going to see it in reputable publications.</li><li>Mainstream publications that have large volume.</li><li>Medical publications or channels that are geared towards providing unbiased clinical information.</li></ul>

Research Regarding The Content

Shorter formats make it harder to discuss complex, nuanced topics and answer difficult health questionsRed Flags Extremes:<ul><li>Quick fixes</li><li>Substance intake</li><li>Aesthetic</li><li>Language</li></ul>Content beginning or ending with a disclaimer encouraging viewers to see or consult with a medical professional is a safer bet.

TikTok And Facebook: The Platform Matters

<ul><li>While general advice can be helpful, your physician knows your history and the other factors attached to your personal health.</li><li>Everything has to be put into context as it pertains to your individual case, because healthcare is individualized.</li><li>Bring any information you've come across or want to integrate into your own life to your next visit.</li></ul>

The Bottom Line

There’s a slew of medical tips and takes floating around social network platforms. Find out how to differentiate real advice from risky tips.

health

Health

artsandculture

Society, Arts & Culture

scienceandnature

Science & Nature

Can You Trust Social Media for Health Advice?

The metaverse can be best described as an evolution of today's internet. It is something we are immersed in, not something we look at. It is a vast digital world that is parallel to our physical world. The metaverse presents an opportunity for marketers to engage consumers in new ways and push internal capabilities in new directions. Marketers should take the opportunity to embrace a test-and-learn mindset and start exploring what the metaverse can offer.

A shift in how we use the internet

<ul><li>The metaverse encompasses immersive environments, often using virtual- or augmented-reality technology.</li><li>It is always on and exists in real-time.</li><li>It spans the virtual and physical worlds, as well as multiple platforms.</li><li>A fully functioning virtual economy powers the metaverse. It is often built on cryptocurrency and digital goods and assets, including nonfungible tokens (NFTs).</li><li>It allows people to have virtual identities, presence, and “agency”, including peer-to-peer interactions, transactions, user-generated content, and world-building.</li></ul>

Characteristics of the metaverse

Critical elements of marketing are similar to brand experiences in the physical world. However, the application can be very different. <ul><li>Define your metaverse marketing goals. For the near term, the primary goal shouldn't be driving sales directly.</li><li>Identify which platforms provide the best opportunity and brand fit. Examples include Roblox, Fortnite, Decentraland, and Meta’s Horizon Worlds.</li><li>Design experiences appealing to target audiences.</li><li>Experiment with money-making models.</li><li>Leverage and partner for new metaverse capabilities.</li><li>Proactively plan for risks.</li><li>Rethink how you measure marketing success.</li></ul>

Rewriting the rules of marketing for the metaverse

The metaverse gives companies many opportunities for brand building and marketing. A few questions will shape its longer-term evolution. <ul><li>How will it work in the metaverse to transfer digital avatars and assets across multiple worlds? What are the implications?</li><li>How will the social contract and legal framework for the metaverse evolve? How will user safety be ensured?</li><li>How will first-party consumer data be stored, managed, and protected?</li></ul>

Shaping the longer-term evolution of the metaverse 

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Technology & The Future

Marketing in the metaverse: An opportunity for innovation and experimentation

More than <a href="https://www.pewresearch.org/internet/fact-sheet/social-media/">one in four</a> adults in the U.S. regularly use LinkedIn, and each day millions of messages are sent between users. From these conversations, everything from business collaborations to tech demos are planned. So much is possible on the platform, it’s merely a matter of who you know and what you have to say.Early stumbles in LinkedIn messaging can lead to a lukewarm response or none at all. It's worth taking the time to fine-tune your copywriting style so you can make an impression that not only lasts but leads to meaningful action with your connections.

The LinkedIn Effect

Whether it’s a sales pitch or simple outreach, any message should contain something of a hook to garner attention. Doing so right out of the gate is a must. If you fail to gain and hold a contact’s attention early, whatever you plan to follow up with is irrelevant.Like the trailer to a must-see movie, you need to foster some curiosity in your audience. Open-ended questions that speak to a specific need, or an insightful comment on a recent trend or statistic work just as well.

Establish Your Hook Early

If chosen carefully and strategically, your words can prove powerful on LinkedIn.

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