Thousands of New Yorkers will escape the city to be liberated by the beach this weekend. We would join them, you know, if we didn’t already have a beach in our 23rd street office.
You heard that right. DiMassimo Goldstein is the only agency in the world with its own beach.
When we said a couple of months ago that we would build a beach in our office, we really meant it. But everyone knows that saying something and actually doing something are two very different things. We’re an agency full of doers. It’s what we’re all about, taking an inspiring idea and putting it into action.
Check out the video below to see how we brought the beach to our Gramercy Park office.
Whether it’s for a nice lunch, a meeting, or just pure relaxation, the DiGo Beach is officially open for the summer. It’s the perfect environment to nurture creativity; a seaside oasis that encourages free-flowing thought. We wanted to build a paradise where ideas could come to life, and we couldn’t be happier with the result.
To read the official Press Release just click HERE.
Today’s Google Doodle says it all. Alice Paul, a leader in the Suffragette movement of the 1910’s, was born today in 1885. The Suffragette movement can teach us a lot about Inspiring Action. People had been talking about a woman’s right to vote for decades. But these brave women knew that talking was not getting them anywhere. So they took action.
They did all the conventional actions that protests are known for. They marched. They organized. It got them some press. But it also got them ridiculed. Indeed, the name “Suffragettes” was first used in a derogatory way by a journalist, adding “ette” to the word suffrage to feminize the idea of freedom and thereby make it oh so cute. “Look at these adorable little women pretending to want to choose their leaders! Bless their pretty little heads!” But instead of fighting against that ridicule, they embraced it. They even hardened the G and began pronouncing it “suffraGETs” implying that they intended to GET everything they were asking for.
In 1909, Alice Paul and Amelia Brown took a brave action that they knew would land them in jail. They disguised themselves as cleaners at a banquet for English Prime Minister Asquith and other cabinet ministers. When Asquith stood up to speak, Paul and Brown threw their shoes and broke stained glass windows, screaming “Votes for women!” They were arrested and put in jail, where they began a hunger strike. Their jailers force-fed them with tubes.
The movement began selling a board game based on this story. It was called “Pank-A-Squith” (based on the names of Suffragette leader Emmeline Pankhurst and Prime Minister Herbert Asquith). The goal of the race-style game was to reach the Houses of Parliament, the pinnacle of achievement for the campaign for Woman’s Suffrage. But first you had to get through the dark stuff. Like going to jail. And being force-fed. And laughed at. The game was sold in shops and could be ordered by mail. The proceeds went to the movement.
Board games were the social media of the time. Imagine daddy being forced to sit and play a game of “Pank-A-Squith” with his wife and two daughters. “Oh, poor Daddy! You’ve been thrown in jail for asking for your rights again!”
Next time you think your brand is too serious to make something fun or to engage in social media, remember Alice Paul and the Women’s Suffrage Movement. What would they do? Roll the dice. You might just win.
You trek to your local Sleepy’s. You bounce around from bed to bed, testing each out, all under the very ambitious belief that the 3-5 minutes you spend lying down will provide an accurate depiction of what a year’s worth of sleep will be like. Based off of that assumption, you proceed to spend roughly $1,000 on a mattress that you will inevitably have to haul up three flights of stairs, and somehow, some way, manage to fit through your tiny apartment door.
“Maneuver to the left!”
That doesn’t work.
“Tilt it to the right!”
Nope, that doesn’t work either. Eventually, with sore arms and an aching back, you get your overpriced mattress settled in its new home in your bedroom. But your precious Saturday afternoon? That has come and gone.
Enter Casper. An online, direct-economy mattress company that’s waking up a multi-billion-dollar industry.
Adopting the online retail model made famous by eyewear company Warby Parker, Casper is bypassing the middleman and delivering mattresses straight to your bedroom. The mattress, designed with cutting-edge technology, can be folded to fit inside of a box, providing Casper with a delivery capability unrivaled by competitors. Why is that significant? Well, by eliminating the 3rd-party supply cost, Casper can sell their mattress for a much cheaper price, increasing its value and putting smiles on customers’ faces.
For Casper, it was simple. Find out what your consumers are struggling with and provide a solution. By tackling the customer experience issue that has forever been associated with mattress shopping, Casper isolated itself from industry competitors who are still using outdated tactics. Casper put the customer first, and the customers have responded.
With a $55M investment this past June, Casper solidified itself as a pioneer of the direct-model revolution.
Retail giants like Sleepy’s cannot afford to sleep on Casper any longer.
For more on Casper, read our Inspiring Action Case Study HERE.
from: Shontell, Alyson. “There’s A ‘Warby Parker Of Mattresses’ That’s Shipping Fluffy, King-Size Beds In Boxes As Small As Golf Bags.” Business Insider. Business Insider, Inc, 22 Apr. 2014. Web. 20 Nov. 2015.
Sometimes we say, “actions, not ads,” but what if you find yourself working on an ad? What do you do?
Do you feel inspired to see your assignment as an action, not just an ad? Or do you feel like your company doesn’t value what you’re doing?
Does the challenge to make the ad not just creative, on brand, on strategy and effective, but also an action, feel inspiring? Or does it feel like we are freighting a banner or print ad brief with a standard that can only ever apply to a minority of what we do?
I think that sometimes inspiring action means inspiring actions. But sometimes it means ads that inspire action rather than just manipulate or motivate it.
For any given brand, we are likely to do both.
Instead of brand ads and direct ads, we’re doing inspiring actions and we’re inspiring action. Too often, brand ads just tell people what the brand claims to be about. And direct ads just try to bribe or manipulate people into responding.
The same brand could say one thing in its brand ads and act like a completely different company in its direct ads.
We say everything represents the brand. Even a selling email is an action that the company is taking. So, we don’t say, “No emails.” But we do say no brand-killing, manipulative soul-sucking emails.
We are not against ads. We’re against just ads. We’re against the idea that an ad is ever just a means of transmitting the information on the page or screen. Because the very fact of the ad as an action the company is taking speaks volumes about the company.
Are we saying that people think this deeply about ads.?Of course not. But it’s exactly because they react rather than consider, instinctively rather than rationally, that they judge this way.
When we say, “Actions, Not Ads,” we’re acting in a provocative way, hoping to provoke you to higher standards whenever you inspire, write, inform or work off of a brief.
Starting a new job can be a very exciting time in your life, but the process often leaves you feeling uneasy and intimidated. You’re the new kid on the block, doing your best to navigate your new surroundings and make a good impression. Most of us will quickly try to find allies in the office, but that isn’t always easy to do. It doesn’t help that stressful situations, back-to-back meetings and timely deadlines are not the ideal ingredients for relationship building.
In September 2015, Fast Company published an article breaking down the importance of having friends in the work place and why it is crucial to our happiness. The article claims that even though we spend most of our days at work, we are less likely to have friends in the office now in comparison to past years. Although this seems like a problem most directly affecting employees, it is also a troublesome problem for employers looking to maintain a positive, productive work place where they can groom long-term talent.
Since our mission at DiMassimo Goldstein is to Inspire Action, we set out to find a solution to this growing problem in the hopes of increasing employee happiness, productivity and motivation. The solution was to start a two-month lunch program that gives employees the opportunity to go to lunch with one another. Each lunch you get thirty dollars to spend with your buddy and the only guideline is that it should be with someone you don’t know very well.
Being one of the newer employees at DiGo, I wanted to take advantage of this fantastic opportunity. My work life was very separate from my personal life when I first started in May, and although I loved my new role, I wasn’t as friendly with my coworkers as I had been at previous jobs. This new company program gave me the confidence and opportunity to reach out to coworkers in various departments including creative, strategy, operations, media and production. This also opened the door for me to reach out to senior staff members that I didn’t otherwise interact with on a regular basis.
There are so many reasons I have enjoyed this program, aside from my love of free food. After speaking with different people from different departments, I learned more about how each department functions on a day-to-day basis and ways the account team can better work with them. Having a reason to get out of the office and get some fresh air helped me focus better in the afternoon and increased my productivity level. I noticed I feel much more comfortable walking around the office, chatting with people before meetings or even bumping into them in the kitchen. Most importantly, I had the opportunity to ask advice from people with valuable experience which will not only help me grow at DiGo, but also as young person in the advertising industry.
When introducing this program to the company, Mark DiMassimo explained that the goal was for everyone to be able to say they have at least six friends in the office. After speaking with some of my new lunch buddies, I can confidently say that many of us have accomplished that goal and then some.
And they say there’s no such thing as a free lunch…