Back in the soap isle I’m
staring at real lemons, contained in a dry, soapy mixture that goes in a
dishwasher. I’m seeing a story, not a product. The narrative of “real lemons”
trumps anything else found on the isle littered with competition. A clear
message using a real, tangible item known to all of us…lemons. It’s the story,
not the product- it’s always the story. It can be 1.72% fruit juice or real
lemons or even the Mercedes logo on the back of your car; we remember brands
for their story’s.
Brands need story's
Strolling through the Safeway
I noticed a dishwashing detergent dedicating 75% of their label to “Made with
real lemons.” While not note-worthy this comes on the heals of a laugh my son
and I shared a week earlier- Squirt lemon soda “contains less than 2% fruit
juice.” His 11year-old sensibilities thought >2% was absurd and of course, it is.
Newton (redux)
The movement of change, and the ideas that propel it are governed by
"organizational gravity." While great and unique ideas rise up like helium, an
opposing force is doing everything it can to pull them back to the ground. Not
necessarily on purpose- it may simply be the culture that influences the
counteraction.
Is it then our responsibility to use a Newton-like math formula for every project we have? Is part of the presentation the acknowledgment of gravity?
Is it then our responsibility to use a Newton-like math formula for every project we have? Is part of the presentation the acknowledgment of gravity?
Where's the growth? (Experience again)
Mining for sales, digging deeper for growth. Go a step past the customer and look at her experience. Customer Experience is a new trend (for the 129th time) and we need to jump aboard (again).
Start with analyzing the touch points, each time she engages the brand. Measure those areas, survey, get the microscope out. Develop a strategy, put a person in charge. Add value to each touch point by soliciting advise from the team, managers, front-line staff. Finally measure, measure then measure again. Sounds easy I know, but what's more important, doing email or managing the Customer Experience?
Start with analyzing the touch points, each time she engages the brand. Measure those areas, survey, get the microscope out. Develop a strategy, put a person in charge. Add value to each touch point by soliciting advise from the team, managers, front-line staff. Finally measure, measure then measure again. Sounds easy I know, but what's more important, doing email or managing the Customer Experience?
Modern day Nomads?
Nomads are are communities of people who move from one place to another, rather than settling permanently in one location. They follow food, water, warmth- basically the things they want most.
Organizations. Nomadic people. Is it a stretch? We follow the data, always seeking out a new customer, a better, more profitable market. We follow the sun (data) for the warmth (data confirms beliefs, makes us warm and fuzzy). If I continue to play out the narrative I land on the notion that "nomadic management" comes with a downside, scarcity. Always searching for a known food group or climate causes us to miss what we need most- new resources, fresh insight. Think American bison.
LIKE ME, AND HURRY
Further proof Facebook likes and twitter followers are not how you measure a successful social media plan http://mysociallion.com/
Now I know marketing has a history of stretching the data but good lord. If your boss measures you by "likes" then run!
Now I know marketing has a history of stretching the data but good lord. If your boss measures you by "likes" then run!
Customer (has much) Power
And yet, with this much to lose outsourcing dominates instead of a well trained employee.
With this much to lose the IVR demands you serve yourself.
With this much to lose customer service is still a cost center.
credit to Desk.com for picture
Effective Team
Creating an effective team requires time, effort and constant contact. Yet managing a team is a bit like "get away- come here."
Don’t continually tell a team what to do, build a team that can figure out what to do.
Don’t continually tell a team what to do, build a team that can figure out what to do.
Issac again
Newton- “An object in motion will stay in motion, and
an object at rest will stay at rest UNLESS acted upon by an outside force.”
Now, it’s up to us as leaders to know when and when not to get involved, stay involved, to get a project or team back on trajectory or to not mess with it.
Now, it’s up to us as leaders to know when and when not to get involved, stay involved, to get a project or team back on trajectory or to not mess with it.
Change
What hasn't changed?
That's the most important question right now. All other changes will feed off of it.
That's the most important question right now. All other changes will feed off of it.
Who we are (Thanks Scott Adams)
Last week I spent time with a group of my friends from early childhood on through adulthood. I was struck by how some have changed and some have not, some could deal with why we were together, some could not. This is pause for thought:
From Scott Adams;
"Have you ever wondered who you are? You're not your body, because living cells come and go and are generally outside of your control. You're not your location, because that can change. You aren't your DNA because that simply defines the boundaries of your playing field. You aren't your upbringing because siblings routinely go in different directions no matter how similar their start. My best answer to my own question is this: You are what you learn.
If all you know is how to be a gang member, that's what you'll be, at least until you learn something else. If you become a marine, you'll learn to control fear. If you go to law school, you'll see the world as a competition. If you study engineering, you'll start to see the world as a complicated machine that needs tweaking. I'm fascinated by the way a person changes at a fundamental level as he or she merges with a particular field of knowledge. People who study economics come out the other side thinking a different way from people who study nursing. And learning becomes a fairly permanent part of a person even as the cells in the body come and go and the circumstances of life change.
You can easily nitpick my definition of self by arguing that you are actually many things, including your DNA, your body, your mind, you environment and more. By that view, you're more of a soup than a single ingredient. I'll grant you the validity of that view. But I'll argue that the most powerful point of view is that you are what you learn. It's easy to feel trapped in your own life. Circumstances can sometimes feel as if they form a jail around you. But there's almost nothing you can't learn your way out of. If you don't like who you are, you have the option of learning until you become someone else. Life is like a jail with an unlocked, heavy door. You're free the minute you realize the door will open if you simply lean into it.
Suppose you don't like your social life. You can learn how to be the sort of person that attracts better friends. Don't like your body? You can learn how to eat right and exercise until you have a new one. You can even learn how to dress better and speak in more interesting ways.I credit my late mother for my view of learning. She raised me to believe I could become whatever I bothered to learn. No single idea has served me better."
From Scott Adams;
"Have you ever wondered who you are? You're not your body, because living cells come and go and are generally outside of your control. You're not your location, because that can change. You aren't your DNA because that simply defines the boundaries of your playing field. You aren't your upbringing because siblings routinely go in different directions no matter how similar their start. My best answer to my own question is this: You are what you learn.
If all you know is how to be a gang member, that's what you'll be, at least until you learn something else. If you become a marine, you'll learn to control fear. If you go to law school, you'll see the world as a competition. If you study engineering, you'll start to see the world as a complicated machine that needs tweaking. I'm fascinated by the way a person changes at a fundamental level as he or she merges with a particular field of knowledge. People who study economics come out the other side thinking a different way from people who study nursing. And learning becomes a fairly permanent part of a person even as the cells in the body come and go and the circumstances of life change.
You can easily nitpick my definition of self by arguing that you are actually many things, including your DNA, your body, your mind, you environment and more. By that view, you're more of a soup than a single ingredient. I'll grant you the validity of that view. But I'll argue that the most powerful point of view is that you are what you learn. It's easy to feel trapped in your own life. Circumstances can sometimes feel as if they form a jail around you. But there's almost nothing you can't learn your way out of. If you don't like who you are, you have the option of learning until you become someone else. Life is like a jail with an unlocked, heavy door. You're free the minute you realize the door will open if you simply lean into it.
Suppose you don't like your social life. You can learn how to be the sort of person that attracts better friends. Don't like your body? You can learn how to eat right and exercise until you have a new one. You can even learn how to dress better and speak in more interesting ways.I credit my late mother for my view of learning. She raised me to believe I could become whatever I bothered to learn. No single idea has served me better."
Local banter
"I had dinner with Bill MacKay," Marcus Buckingham says. "He's responsible for all the Four Seasons in Japan and China. And I ask him, 'Where you off to Bill?' He goes, 'I'm off to Toronto to another one of those best practice sessions.' I said to him, 'Oh, is that one of the reasons Four Seasons is so good and known for excellence the world over?' He goes, 'No, we can't seem to find any consistent best practices. 'I'm like, but you are the Four Seasons! He goes, Yeah, but you know what? Excellence is local."
I don't know
Today at 8am I met with the orthopedic doctor specializing in knees. After an exam of moving, poking, prodding and twisting my knee he said "I don'tknow."
I think it's rather refreshing to hear a master of their craft admit they don't know, to not feel compelled to have all the answers- state they need more information (as in getting an MRI).
We could all learn from that, in management and in working with consumers. The doctor last week? He knew. He knew my knee did not need surgery and ice would take care of it. (and from the looks of pain on my face and my noticeable limp I'd say not).
Sometimes not knowing leads to a better diagnosis.
What tools are available for our team to better diagnose? Where's the Consumer MRI machine?
I think it's rather refreshing to hear a master of their craft admit they don't know, to not feel compelled to have all the answers- state they need more information (as in getting an MRI).
We could all learn from that, in management and in working with consumers. The doctor last week? He knew. He knew my knee did not need surgery and ice would take care of it. (and from the looks of pain on my face and my noticeable limp I'd say not).
Sometimes not knowing leads to a better diagnosis.
What tools are available for our team to better diagnose? Where's the Consumer MRI machine?
PowerPoint? Just say no (here's why)
Imagine Wael Ghonim's interview with visuals to the right of him, stats below. Imagine this powerful five minute discussion with 50 powerpoint slides, bullet points, tons of data.
http://www.youtube.com/watch?v=vL8Vi6CaCCM&playnext=1&list=PL39A1533966516EE2
Considering the next presentation? Next meeting? How may slides and in what order? Ugh...
Sometimes the words are the only thing that should be presented.
http://www.youtube.com/watch?v=vL8Vi6CaCCM&playnext=1&list=PL39A1533966516EE2
Considering the next presentation? Next meeting? How may slides and in what order? Ugh...
Sometimes the words are the only thing that should be presented.
Simplicity as an argument?
Simplicity. Whether it’s stripping away the layers of processes or starting a new project with a goal of minimal steps, the more simplified we make things the more convincing is required throughout an organization. Last night I was thinking about that- about why. I've concluded that it’s easy to poke holes in simplicity, easy to bring up the occasional issues that may or may not happen. It’s easy to debate the need for every contingency. Why? Seriously, why?
How about this; reversing the process. Instead of arguing for more simplicity- state a simple position and ask others to argue for its complexity. Have them rationalize the need for more process, more rules, more stuff. Perhaps when you are forced to argue your points- you’re forced to fully understand them. And when those points are for more and more, instead of less and less- then maybe an inflection point begins to take shape. Maybe, simplicity takes hold, efficiency takes over and ease of business happens.
There is no need for more and more rules, procedures and regulations. There is no need for every contingency to be taken into account prior to launching anything. Smart people will find a way to solve them, but smart people can’t always find a way around complicated rules imposed for too many reasons by too many people.
How about this; reversing the process. Instead of arguing for more simplicity- state a simple position and ask others to argue for its complexity. Have them rationalize the need for more process, more rules, more stuff. Perhaps when you are forced to argue your points- you’re forced to fully understand them. And when those points are for more and more, instead of less and less- then maybe an inflection point begins to take shape. Maybe, simplicity takes hold, efficiency takes over and ease of business happens.
There is no need for more and more rules, procedures and regulations. There is no need for every contingency to be taken into account prior to launching anything. Smart people will find a way to solve them, but smart people can’t always find a way around complicated rules imposed for too many reasons by too many people.
Methodology of the meeting
Meetings.
Eeach week were spending our time planning, attending or rescheduling them. The upside is time to communicate, update and understand positions and beliefs. The potential downside is focusing on the actual meetings themselves- who, where, when as opposed to a clear, direct outcome. The "methodology of the meeting" might take over the goal of the very meeting itself if were not careful. Reminds me of what Tom Peters said to me in a post-9/11 Orlando hallway: Pursue the Goal, Not the Method.
Eeach week were spending our time planning, attending or rescheduling them. The upside is time to communicate, update and understand positions and beliefs. The potential downside is focusing on the actual meetings themselves- who, where, when as opposed to a clear, direct outcome. The "methodology of the meeting" might take over the goal of the very meeting itself if were not careful. Reminds me of what Tom Peters said to me in a post-9/11 Orlando hallway: Pursue the Goal, Not the Method.
Kodak's snooze button
Last weekend I went on my first Boy Scout camp-out with Troop 337. My son and I set up tents in the rain, ate in the rain, built a fire in the rain and drove home in the rain. In between the raindrops, we could see our campsite overlooking the massive Kodak Inc. plant West of Greeley, CO. The sprawling site was the size of a small college complete with a railroad track going next to the massive buildings. One of the fathers said it currently has less than 100 employees.
Alexander Graham Bell had an interesting line;
"Sometimes we stare so long at a door that is closing we see too late the one that is open."
Every company has doors, perhaps some even have the same knobs and hinges as Kodak's.
Alexander Graham Bell had an interesting line;
"Sometimes we stare so long at a door that is closing we see too late the one that is open."
Every company has doors, perhaps some even have the same knobs and hinges as Kodak's.
Neil's Brand
Branding. Think Neil Young and what comes to mind?
Now think consistency in the brand? Not in an Apple way- in a Neil Young way.
Are brands true to it's ideals and markets and customer base? Does it know when it can both maintain consistency while at the same time be radically different to gain attention?
Today Neil Young is releasing a new album and it's, well, an album. Real vinyl (180 gram vinyl to be exact). The cost? Twice that of a normal album/CD/Download. The message? Neil is Neil- if you like him, you'll love the idea of him releasing a 180 gram vinyl album. I'm buying two (and I don't own a record player).
http://download.wbr.com/neilyoung/newsletters/031910.html
Now think consistency in the brand? Not in an Apple way- in a Neil Young way.
Are brands true to it's ideals and markets and customer base? Does it know when it can both maintain consistency while at the same time be radically different to gain attention?
Today Neil Young is releasing a new album and it's, well, an album. Real vinyl (180 gram vinyl to be exact). The cost? Twice that of a normal album/CD/Download. The message? Neil is Neil- if you like him, you'll love the idea of him releasing a 180 gram vinyl album. I'm buying two (and I don't own a record player).
http://download.wbr.com/neilyoung/newsletters/031910.html
Perception
Yesterday I was made aware of a consumer that roughed-up a rep. It appears he did not like her answers, wanted her Manager. My Op's Mgr. took the call, tried her best but he continued to show his striking personality by belittling her, insinuating she did not know anything about business, etc. Now my antenna goes up when I hear this, I get excited! (nothing better than defending my tribe against an attack of slings and arrows).
But perception got in the way. I perceived him as a, well, "you know." He perceived me as someone who was going to defend the brands beach.
Before we got started, we both knew we would not move the pendulum one way or another- we were firmly locked into our perceptions of one another. No where to go.
But perception got in the way. I perceived him as a, well, "you know." He perceived me as someone who was going to defend the brands beach.
Before we got started, we both knew we would not move the pendulum one way or another- we were firmly locked into our perceptions of one another. No where to go.
Smart report?
Reports can be informative, insightful, and actionable. Some reports can be confusing, overly sophisticated and cluttered. When you have written your next report ask two people who are paid significantly less than you to tell you honestly if they understood it. No impressing the boss with a report she can't understand!
Owning a space
Owning a space is a combination of time, consistency and value. Our sandbox is too high and narrow for any one company to fall into- it happened on purpose. Now our reputation on the other hand, well that’s tested daily.
“We don’t own our reputation, we just own our actions. Our reputation is something our customers give to us in return for us exceeding their expectations.”
- Michael Dell
“We don’t own our reputation, we just own our actions. Our reputation is something our customers give to us in return for us exceeding their expectations.”
- Michael Dell
Thick
A report that's thick with information is usually thin on insight.Therefor, information can camouflage as much as it can illuminate.
Ideas don't come from existing facts, but from the holes we drill through them.
-John Hunt
Ideas don't come from existing facts, but from the holes we drill through them.
-John Hunt
Organizational Gravity
The movement of change, and the ideas that propel it are governed by "organizational gravity." While great and unique ideas rise up like helium, an opposing force is doing everything it can to pull them back to the ground. Not necessarily on purpose- it may simply be the culture that influences the counteraction.
Is it then our responsibility to use a Newton-like math formula for every project we have? Is part of the presentation the acknowledgment of gravity?
Is it then our responsibility to use a Newton-like math formula for every project we have? Is part of the presentation the acknowledgment of gravity?
Running in Water
"It should take that long, that's how long it's taken for the last 6 projects to get going. Of course were testing, running Gannt charts and "symmetry donut" testing. And yes, were paying special attention to how it was met last time- we will take an extra 4 weeks to insure it's ready."
Change never comes from the same process, it doesn't follow the status quo and it doesn't pay attention to timing. If it's been on the table for more than 12 months without success, significant change or at a minimum- a change in thinking... it's a failure. And not recognizing that simple fact? An even bigger failure.
Change never comes from the same process, it doesn't follow the status quo and it doesn't pay attention to timing. If it's been on the table for more than 12 months without success, significant change or at a minimum- a change in thinking... it's a failure. And not recognizing that simple fact? An even bigger failure.
Nothing is the norm
Reports need attention and they gladly get done. Task Forces are created to assess and they are attended with fervor. Someone else does something seen as wrong; a pile-on ensues.
Nasty issues with customers? Avoided at all costs.
Escalated call into the front desk, CEO, boss? Scatter.
Decisions regarding a process that sucks? Head in the sand.
Quality issues that have been present for 20 years? The existing data is not enough to warrant change.
As long as someone else continues to wipe up the spills, no one slips, no one complains, the floor seemingly looks clean. The only problem with that is the mop is taxed. It's absorbing all it can. It's falling apart.
That's OK, mops are not made to last forever...
But, is buying a new mop the best answer?
Nasty issues with customers? Avoided at all costs.
Escalated call into the front desk, CEO, boss? Scatter.
Decisions regarding a process that sucks? Head in the sand.
Quality issues that have been present for 20 years? The existing data is not enough to warrant change.
As long as someone else continues to wipe up the spills, no one slips, no one complains, the floor seemingly looks clean. The only problem with that is the mop is taxed. It's absorbing all it can. It's falling apart.
That's OK, mops are not made to last forever...
But, is buying a new mop the best answer?
Proof?
"Prove it" said my eight year old. "Prove it."
No two words will force a better moment of truth than "prove it."
Superior product quality? Prove it.
Distinct brand differentiation? Prove it.
Marketing that creates sales? Prove it.
World-Class customer service? Prove it.
When you have to back up what you say, what you do and how you do it- it creates a heightened awareness. An awareness of what really add's value, what really makes a difference in what we do
No two words will force a better moment of truth than "prove it."
Superior product quality? Prove it.
Distinct brand differentiation? Prove it.
Marketing that creates sales? Prove it.
World-Class customer service? Prove it.
When you have to back up what you say, what you do and how you do it- it creates a heightened awareness. An awareness of what really add's value, what really makes a difference in what we do
Attention?
Marketing; Apple vs. Kleenex
Customer Service; Nordstrom vs. your cell phone provider.
What do we notice? Where does our focus go?
Our minds are hardwired to notice what's different. Good or bad- sure, but "different" stands out. It's the funky Syrah that wins a gold medal when 40 other wines were made cleanly with balanced fruit. It's a talking bear on the tail of an airplane or the bright-red gift bow wrapped around a Lexus- different get's attention.
Gaining the right attention- the "differentiation of attention" is the only way to gain market share, to gain budget approvals or to gain that raise- different always get's noticed. Now, is our tact "good attention" or "bad attention?" I don't know, but at one time I thought Iron Maiden and ear rings were the way to get attention...now I'm convinced it's a nifty tie and a well-run group around me.
Customer Service; Nordstrom vs. your cell phone provider.
What do we notice? Where does our focus go?
Our minds are hardwired to notice what's different. Good or bad- sure, but "different" stands out. It's the funky Syrah that wins a gold medal when 40 other wines were made cleanly with balanced fruit. It's a talking bear on the tail of an airplane or the bright-red gift bow wrapped around a Lexus- different get's attention.
Gaining the right attention- the "differentiation of attention" is the only way to gain market share, to gain budget approvals or to gain that raise- different always get's noticed. Now, is our tact "good attention" or "bad attention?" I don't know, but at one time I thought Iron Maiden and ear rings were the way to get attention...now I'm convinced it's a nifty tie and a well-run group around me.
Involved Customer (redux)
It's time. Time to embrace the new reality of the "involved customer." Involved in our process, our campaigns, involved in "presenting" our products or service through You Tube or Blogs, involved in projecting us forward or pushing us back.
We can't control them, we can only enhance their every changing perception. More branding, better quality, faster responses, personalized service...the list is endless.
We can't control them, we can only enhance their every changing perception. More branding, better quality, faster responses, personalized service...the list is endless.
Selling an idea...easily
unicef has a new campaign to emphasize how much clean water one dollar can buy. This “vending machine” was put up in a high-traffic area of NYC to draw attention to donations. No sad stories, no long drawn out text- just a quick, easy to understand visual.
How are you conveying your information? Is it easy to understand?
How are you conveying your information? Is it easy to understand?
Yo, I know my customer
"One of the most difficult barriers to customer obsession is the belief that you already understand your customer."
- Jeremy Gutsche from the book "Exploiting Chaos"
It's interesting to sit in meetings week after week and never hear the word "customer" or "consumer" in the same breath as "needs." Clearly we get this false sense of security that our customers are exactly as they were five years ago. We know them by their defined points in the customer box; point A, B, C and D make up the perfect square. No need to study it, it's all in it's tidy square place
Why did we stop talking about what they need and instead focus all too much on what's wrong with them? Huh? But...
Perhaps we should we put a mirror up in all the conference rooms~
- Jeremy Gutsche from the book "Exploiting Chaos"
It's interesting to sit in meetings week after week and never hear the word "customer" or "consumer" in the same breath as "needs." Clearly we get this false sense of security that our customers are exactly as they were five years ago. We know them by their defined points in the customer box; point A, B, C and D make up the perfect square. No need to study it, it's all in it's tidy square place
Why did we stop talking about what they need and instead focus all too much on what's wrong with them? Huh? But...
Perhaps we should we put a mirror up in all the conference rooms~
Expect it to be
Everyday of your life should be filled with expectancy
and expectancy should never be based on what seems probable."
-Rob Ellis
and expectancy should never be based on what seems probable."
-Rob Ellis
Customer Service Training? (ick)
"Any customer service initiative that does not take into account employees- who they are, how they are trained, how they are treated, how aware they are of their customers needs- is doomed from the start."
Dennis McCarthy, "The Loyalty Link"
Dennis McCarthy, "The Loyalty Link"
Appropriate
What is appropriate? Is it appropriate to ask? To inquire? To contradict?
We know it’s not appropriate to bring emotion into the office, not appropriate to draw a line in the sand or add gasoline to a proverbial customer fire. But without worrying about appropriate in-line behavior, how do we get to the heart of the matter? How do we change, learn, grow? I’m confused by the murky underbelly of someone who says to me “Was that appropriate for you to say?” What are you getting at Frank?
Enough B.S. already! Perhaps it’s inappropriate to be quite and simply play the game.
We know it’s not appropriate to bring emotion into the office, not appropriate to draw a line in the sand or add gasoline to a proverbial customer fire. But without worrying about appropriate in-line behavior, how do we get to the heart of the matter? How do we change, learn, grow? I’m confused by the murky underbelly of someone who says to me “Was that appropriate for you to say?” What are you getting at Frank?
Enough B.S. already! Perhaps it’s inappropriate to be quite and simply play the game.
But, I have a reason!
Quality problem? It's not.
Service problem? It's not.
Efficiency problem? It's not.
These are leadership problems, management problems. Individuals Direct, Manage and Supervise every aspect of business. If something is failing, if quality is bad- it's a leadership problem. It's a leadership problem!
Service problem? It's not.
Efficiency problem? It's not.
These are leadership problems, management problems. Individuals Direct, Manage and Supervise every aspect of business. If something is failing, if quality is bad- it's a leadership problem. It's a leadership problem!
Solutions?
Solutions. Everyday were faced with issues that require solutions. Everyday we provide solutions to those issues. That's it- work gets done, days go by. But what if the real work isn't simply dealing with solutions all day long?
Are we solely focusing on solutions so much that we perhaps squander the opportunity of actually preventing problems in the first place?
Are we solely focusing on solutions so much that we perhaps squander the opportunity of actually preventing problems in the first place?
Random acts of generosity?
Hyatt Hotels CEO, Mark Hoplamazian announced a new program entitled "random acts of generosity." The idea is to do special things for customers that are "unexpected." It's an idea, and I always believe in doing more than is required to protect the brand, but does it create long-term loyalty? Does it translate to the bottom line?
WHO CARES! Unless your a perfect company with perfect products, perfect service and perfect delivery- the more things you do for your customers the more credit they will give you. Loyalty can come to us in many ways.
Read for yourself and draw your own conclusion;
http://www.nytimes.com/2009/06/21/magazine/21FOB-Consumed-t.html?_r=4&partner=rssnyt&emc=rss
WHO CARES! Unless your a perfect company with perfect products, perfect service and perfect delivery- the more things you do for your customers the more credit they will give you. Loyalty can come to us in many ways.
Read for yourself and draw your own conclusion;
http://www.nytimes.com/2009/06/21/magazine/21FOB-Consumed-t.html?_r=4&partner=rssnyt&emc=rss
Tectonic plates, erosion and business
The mountains of Switzerland, France and Italy were formed by tectonic plates crashing into each other and piling up, one upon another until it reached a height of nearly 3 miles. At the same time another force insured the mountains did not continue to grow and grow- namely, erosion. These two opposing forces kept each other in check (albeit erosion has a huge challenge against solid granite) for millions of years.
Organizations are created by adding layer upon layer or by making acquisition after acquisition for years resulting in a "piling up" of products, programs and redundancy's. Could it be that economic downturns, like erosion, keeps this "ecosystem" in check? Since economic cycles are relatively normal and predictable, should we see the present one as simply a way to naturally erode our organization so the base is stronger? So the peaks are able to stretch upward once again? So the continuation of the plates pushing together yield a strong mountain, a healthy ecosystem?
Yep, a stretch of a metaphore...but not the first time nature played a role in business.
Organizations are created by adding layer upon layer or by making acquisition after acquisition for years resulting in a "piling up" of products, programs and redundancy's. Could it be that economic downturns, like erosion, keeps this "ecosystem" in check? Since economic cycles are relatively normal and predictable, should we see the present one as simply a way to naturally erode our organization so the base is stronger? So the peaks are able to stretch upward once again? So the continuation of the plates pushing together yield a strong mountain, a healthy ecosystem?
Yep, a stretch of a metaphore...but not the first time nature played a role in business.
Relationship value
"Traditional accounting leaves customer relationships off of the balance sheets. It puts a distorted view of how a company makes money."
- Claes Fornell, ACSI
My take? The very environment where consumers clash with an organization is still, and I'll yell it- STILL a cost center. Still managed with less resources than it needs. Still in 2009! Still when consumers are at a premium! Still when were digging deep for any kind of sales. STILL.
Let's not forget, a majority of the future consumers are present one's...
- Claes Fornell, ACSI
My take? The very environment where consumers clash with an organization is still, and I'll yell it- STILL a cost center. Still managed with less resources than it needs. Still in 2009! Still when consumers are at a premium! Still when were digging deep for any kind of sales. STILL.
Let's not forget, a majority of the future consumers are present one's...
Drucker (for a moment)
I'm busy doing more with less staff- you are too. Asking myself today if I'm following the wisdom that came before me;
“Efficiency is doing things right; effectiveness is doing the right things."
-Peter Drucker
“Efficiency is doing things right; effectiveness is doing the right things."
-Peter Drucker
Drucker
Seems like my management thoughts go back to the basics when things get stressful. I'm nearing the edge with this pressure right now...I hope leadership, all leadership, forgets short-term thinking. We need to be working 24 months out.
"Tomorrow always arrives. It is always different. And then even the mightiest company is in trouble if it has not worked on the future.”
— Peter Drucker
"Tomorrow always arrives. It is always different. And then even the mightiest company is in trouble if it has not worked on the future.”
— Peter Drucker
Quality "or" Quantity?
It's not too late to declare 2009 "The year of quality- not quantity." Volume will return. Before it does, let's bring an intense focus on quality. Every order, every product, every shipment, every program, every consumer interaction. Then when everything ramps up- our foundation is unbreakable.
Voice of the Customer
Will a one-of-a-kind competitor will render your business model obsolete? Possible... and pretty much a certainty. But what if your camping out in the consumer response side of the business? What if you hear from consumers, distributers of "rumbling's?" How do you take the "data" and kick it upstream? How can you get those that steer the ship to take notice of the information?
It's less about "data" coming out of the consumer side and more about "tangible, actionable" information that hits everyone square on the head. A pile of spreadsheets are one thing...an actual consumer or distributers story is another. Their experience, heartbreak or ideas are real. Their compassion is (usually) undeniable. It's true, Seth and TP were right- a compelling story always make a point much better than the best multi-colored spreadsheet or PowerPoint ever will!
It's less about "data" coming out of the consumer side and more about "tangible, actionable" information that hits everyone square on the head. A pile of spreadsheets are one thing...an actual consumer or distributers story is another. Their experience, heartbreak or ideas are real. Their compassion is (usually) undeniable. It's true, Seth and TP were right- a compelling story always make a point much better than the best multi-colored spreadsheet or PowerPoint ever will!
Implementation
All of us are having more and more meetings looking to become more efficient, to save budget's and to remain solvent. With all the talk in these meetings I'm seeing a trend- a trend that can be a warning sign for us all.
For example, why are we so focused on the act of doing instead of the act of "implementation?"
What's the difference? A lot when you consider doing is "marching" and implementation is "planning," "understanding" and "concerning ourselves" with how we implement, how we get passed the roadblocks and how we measure whether what were doing is working.
Doing for doings sake is not smart business. The potential for mistakes are too great right now in this climate. Now more than ever we need to assess how each and every decision impacts those around us and those downstream. Sending a negative ripple affect throughout our organization is not what we need more of.
So in today's meeting bring up how the implementation will be done and how it will be perceived, who will try to slow it, etc. It's just as important as the meeting itself.
For example, why are we so focused on the act of doing instead of the act of "implementation?"
What's the difference? A lot when you consider doing is "marching" and implementation is "planning," "understanding" and "concerning ourselves" with how we implement, how we get passed the roadblocks and how we measure whether what were doing is working.
Doing for doings sake is not smart business. The potential for mistakes are too great right now in this climate. Now more than ever we need to assess how each and every decision impacts those around us and those downstream. Sending a negative ripple affect throughout our organization is not what we need more of.
So in today's meeting bring up how the implementation will be done and how it will be perceived, who will try to slow it, etc. It's just as important as the meeting itself.
Dirty little secret
Most managers cannot articulate the objective, scope and advantage of their business in a simple statement. If they can't, neither can anyone else.
Simplicity (value statement) yet again?
Adding value is, well valuable. But to who? Is adding value possibly our own way of justifying our presence at the meeting or while on the task force? Is it our desire to add our two cents or to prove we still have a functioning brain? Perhaps that's the source of our non-simplistic approaches. Perhaps all of us have such a strong desire to be "us," to be "valuable" that we start mucking up the initiative or campaign or brand. Maybe this whole "simplicity" thing can be accomplished by just sitting there...letting the natural progression of the project take it's course.
I remember a Peter Drucker quote from school;
"We spend a lot of time teaching leaders what to do. We don't spend enough time teaching leaders what to stop. Half the leaders I have met don't need to learn what do, they need to learn what to stop."
I remember a Peter Drucker quote from school;
"We spend a lot of time teaching leaders what to do. We don't spend enough time teaching leaders what to stop. Half the leaders I have met don't need to learn what do, they need to learn what to stop."
Realistically depressed?
Classic line from a book I burned through on a Newark flight;
"From What got you here won't get you there" by Marshall Goldsmith
If we had a complete grip on reality, seeing every situation for exactly what it is, we wouldn't get out of bed in the morning! After all, the most realistic people in our society are the chronically depressed."
"From What got you here won't get you there" by Marshall Goldsmith
If we had a complete grip on reality, seeing every situation for exactly what it is, we wouldn't get out of bed in the morning! After all, the most realistic people in our society are the chronically depressed."
Simplicity again!
Jason Fried, founder of 37signals:
"You don’t need to outdo the competition. It’s expensive and defensive. Underdo your competition. We need more simplicity and clarity."
"You don’t need to outdo the competition. It’s expensive and defensive. Underdo your competition. We need more simplicity and clarity."
Take away to move ahead?
I was playing catch-up on my reading and ran across this;
"Perfection is achieved not when you have nothing more to add,
but when you have nothing left to take away."
Of course I failed to credit who said it but the point hit me in terms of our economic situation. Budget reductions force decisions to "reduce" which makes most managers "cut." OK, I'm doing that- your doing that but like the surgeons scalpel, it needs to be done with precise direction to insure a healthy outcome. "Taking away" in order to simplify is a much more tactful way of reducing budgets and becoming more streamlined.
(And even making it easier on our customers in the meantime.)
"Perfection is achieved not when you have nothing more to add,
but when you have nothing left to take away."
Of course I failed to credit who said it but the point hit me in terms of our economic situation. Budget reductions force decisions to "reduce" which makes most managers "cut." OK, I'm doing that- your doing that but like the surgeons scalpel, it needs to be done with precise direction to insure a healthy outcome. "Taking away" in order to simplify is a much more tactful way of reducing budgets and becoming more streamlined.
(And even making it easier on our customers in the meantime.)
No time? No budget? Then run.
"The quickest way to get through an unworthy project is to abandon it without remorse."
- Tim Walker
- Tim Walker
Stop it...just stop it!
Stop?
It's a thought. I sent this emial to my direct reports today;
"Start thinking about 2009 and how we can continue to do more work with less resources.
Consider this; Instead of a "to-do" list, consider a "to-stop" list. That is, what functions can we eliminate daily/weekly/monthly that could save us time, effort and/or money?"
It's a thought. I sent this emial to my direct reports today;
"Start thinking about 2009 and how we can continue to do more work with less resources.
Consider this; Instead of a "to-do" list, consider a "to-stop" list. That is, what functions can we eliminate daily/weekly/monthly that could save us time, effort and/or money?"
Customer-in world
I had an experience today with a business partner of ours. They pulled the ol’ “that’s not the way our process is.”
OK, so it’s about you and your process? Try this quote on for size;
“Customers today are active, not passive. No longer are we a product-out world. It’s a customer-in world.”
-Mike Fasulo, CMO, Sony
The obvious comment is “no kidding.” Yet day in and day out I’m (and you and your customers) are faced with so many companies clinging to the old model, the model that says it’s all about us and our processes and the customer needs to understand that!
Grow up. It’s never been about my company or your company- it’s about the revenue generators….CUSTOMERS! What preocess do they want? And if they follow it will that generate sales?
OK, so it’s about you and your process? Try this quote on for size;
“Customers today are active, not passive. No longer are we a product-out world. It’s a customer-in world.”
-Mike Fasulo, CMO, Sony
The obvious comment is “no kidding.” Yet day in and day out I’m (and you and your customers) are faced with so many companies clinging to the old model, the model that says it’s all about us and our processes and the customer needs to understand that!
Grow up. It’s never been about my company or your company- it’s about the revenue generators….CUSTOMERS! What preocess do they want? And if they follow it will that generate sales?
William Dawes? Really?
I learned something from a third-grader last week and I had to research it to see if the little man was pulling my leg or not. This boy was dressed as Paul Revere at my son’s “Night of the Notables” function at school (my son was Leonardo DaVinci). It seems that on the fateful night in April, 1775, Paul revere rode North of Boston through Charleston, Medford and ended up in Lexington, MA. Yes, he rode to each tavern and yelled the popular phrase we all know. He was famous for this ride and his “word of mouth” marketing efforts aided in centralizing of the Colonial Army.
Now here’s what I learned: Mr. Rever was not alone in his quest to warn of the impending British. He had a fellow rider, who took the southern route out of Boston and rode through Roxbury, Brookline and Cambridge, MA. He even had the same message; “The British are coming!” But have you ever heard of William Dawes? Did you see his name in the history books back in elementary school? No, you (and I) didn’t. It turns out Mr. Dawes was a bit of a shy man, not known by many people and didn’t know where to go or who to talk with to help spread the message. While Paul Revere charismatically rode, warned and yelled- Ol’ Mr. Dawes just rode. It seems passion and knowledge gets you everywhere while boring and mediocre makes you a “Dawes,” that is- boring and dead!
Now here’s what I learned: Mr. Rever was not alone in his quest to warn of the impending British. He had a fellow rider, who took the southern route out of Boston and rode through Roxbury, Brookline and Cambridge, MA. He even had the same message; “The British are coming!” But have you ever heard of William Dawes? Did you see his name in the history books back in elementary school? No, you (and I) didn’t. It turns out Mr. Dawes was a bit of a shy man, not known by many people and didn’t know where to go or who to talk with to help spread the message. While Paul Revere charismatically rode, warned and yelled- Ol’ Mr. Dawes just rode. It seems passion and knowledge gets you everywhere while boring and mediocre makes you a “Dawes,” that is- boring and dead!
Straight Tower Of Pisa?
In 1986 I climbed to the top of the Leaning Tower of Pisa in Northern Italy. Long-spiraling staircase took me past each level where I could see out and feel the slant of the tower. The entire town was awash in the typical tourist trappings with buses of people from all over the world coming and going.
Why did this tiny town with nothing but a slanted tower become a required destination spot for one’s trip to Italy? Because it was odd, weird, different! Imagine if it was the “Perfectly Straight Tower of Pisa.” Who would come? Who would care (besides engineering students).Give me different, unique, wacky and I’ll remember. Stand out from the crowd and I’ll talk about it for years to come (21 years of talking about it actually).
Why did this tiny town with nothing but a slanted tower become a required destination spot for one’s trip to Italy? Because it was odd, weird, different! Imagine if it was the “Perfectly Straight Tower of Pisa.” Who would come? Who would care (besides engineering students).Give me different, unique, wacky and I’ll remember. Stand out from the crowd and I’ll talk about it for years to come (21 years of talking about it actually).
Think outside the box (ick)
Please! I hate that phrase! Sure everyone wants to do "Steve Job's projects" and change the world. But really, how many of us are solving the fresh water problem in the Sudan or helping local education find more funds?
Most of us (in our day job) are managing a brand or a group of people who affect the brand. Before we get into any of this "outside the box" non-sense, let's worry about what's inside the box! How are the operations inside that box working? How's the basic quality inside that box? How's the basic profitability inside that box? The level of service, marketing? Is what's inside the box meeting it's metrics?
Sorry, but someone needs to pay attention to the box before we go outside it!
Most of us (in our day job) are managing a brand or a group of people who affect the brand. Before we get into any of this "outside the box" non-sense, let's worry about what's inside the box! How are the operations inside that box working? How's the basic quality inside that box? How's the basic profitability inside that box? The level of service, marketing? Is what's inside the box meeting it's metrics?
Sorry, but someone needs to pay attention to the box before we go outside it!
Shortcutting
Whether it's service issues or quality issues or operational issues, why do we keep prolonging a problem? Why can't we simply get moving on all these initiatives? Oh...those that are in control don't know? OK...makes sense, they have to "invent" the solution, right?
"Shortcutting" is leaping to solutions by utilizing what is already around you. Best practices are all around so inventing the wheel is hardly what we need. How about getting a new wheel on that thing and moving froward quickly? Why not "ask" or "seek out?" Wheels of every shape and size are all around.
"Shortcutting" is leaping to solutions by utilizing what is already around you. Best practices are all around so inventing the wheel is hardly what we need. How about getting a new wheel on that thing and moving froward quickly? Why not "ask" or "seek out?" Wheels of every shape and size are all around.
Price, price, price!
He’s in a dirty shirt, his breath smells like cigarettes and his store is a mess. His consumer, Mrs. Smith, instead of telling him she’s not comfortable with “him” says the proverbial “I’ll have to talk with my husband about the price.”
He walks in the back room mumbling that all consumers think about these days is “price.” He lowers his…expects his suppliers to lower theirs. “Damn economy” he says.
Down the street, the clean cut, well-trained store owner with the immaculate store sells Mrs. Smith $6,000 in product while her two kids watch SpongeBob on the small TV in the “play room” section of the store. Mrs. Smith is offered a cup of tea and a chocolate chip cookie while she writes out her deposit check…all without talking to her husband. "Damn, what an economy" the store owner says.
He walks in the back room mumbling that all consumers think about these days is “price.” He lowers his…expects his suppliers to lower theirs. “Damn economy” he says.
Down the street, the clean cut, well-trained store owner with the immaculate store sells Mrs. Smith $6,000 in product while her two kids watch SpongeBob on the small TV in the “play room” section of the store. Mrs. Smith is offered a cup of tea and a chocolate chip cookie while she writes out her deposit check…all without talking to her husband. "Damn, what an economy" the store owner says.
Go away (for a short time)
Go on vacation! Have all your direct reports go on vacation. It’s important (sure for them- but I’m talking for those of us that stay behind). It is only when someone who works for/with you goes on vacation that we really find out how much we rely on them…how valuable they are…how much we need them.After the reminder, tell them. Thank them. Build their value. We’d be lost without them…
Presentation Zen
A new book by Garr Reynolds, “Presentation Zen: Simple ideas on presentation design and delivery” is a great read for everyone who gives presentations. If not to improve yourself- then to make everyone who has to listen to you a little less annoyed. Presentations are “opportunities” to say something, not to read the screen and put us all in “PowerPoint Hell.” Garr Reynolds says, “Think of the audience. What is it they need? What is it you want to say that they need to hear? Identify what’s important and what is not.”
With all due respect to your data and your numbers, if you can’t tell what the numbers mean, if you can’t add compelling stories to your data or bring passion and emotion to your presentation then stay seated, flip through your slides in silence and then move on. You’ll be doing more that just boring the hell out of everyone- you’ll be saving your reputation. (or you could get the book, read it, apply it’s lessons and become someone people want to listen to.)
With all due respect to your data and your numbers, if you can’t tell what the numbers mean, if you can’t add compelling stories to your data or bring passion and emotion to your presentation then stay seated, flip through your slides in silence and then move on. You’ll be doing more that just boring the hell out of everyone- you’ll be saving your reputation. (or you could get the book, read it, apply it’s lessons and become someone people want to listen to.)
New Year? Same stuff?
Not that we need an excuse to improve, focus, etc. But a new budget season means were all going to be wondering how to get more out of less. Well, it does- has- must come down to three things;
Improve quality, improve the distribution and improve service. There's not much more to it.
Improve quality, improve the distribution and improve service. There's not much more to it.
Who's great service is it?
Is your service bad? It was at last week’s hotel and airline flight and Hertz counter and at Best Buy. So why not yours? It’s a daily battle just to keep it “good” let alone striving for our daily “World-Class Customer Service” goal.
But before we dig into why, blame the process, the CRM or the budget- let’s look at the primary location for great service. That is, the front line staff. Are they empowered to make decisions? Are they well trained? Do they know who the top customers are and, are they able to do something extra for them?If service sucks, then it’s leadership that sucks. No two ways about it…you can’t blame the teenager for the dirty McDonalds bathroom- you blame the restaurant manager. I don’t blame the Hilton hotel counter staff- I blame the Sr. Management who thinks it’s a great idea to let a Gold member be treated like Jed Clampet. Wake up!
But before we dig into why, blame the process, the CRM or the budget- let’s look at the primary location for great service. That is, the front line staff. Are they empowered to make decisions? Are they well trained? Do they know who the top customers are and, are they able to do something extra for them?If service sucks, then it’s leadership that sucks. No two ways about it…you can’t blame the teenager for the dirty McDonalds bathroom- you blame the restaurant manager. I don’t blame the Hilton hotel counter staff- I blame the Sr. Management who thinks it’s a great idea to let a Gold member be treated like Jed Clampet. Wake up!
System's system
Consumer Affairs exists for one reason- to support the system when the system fails. Tomorrow something will come to a scratching halt, go east instead of west or spiral out of control. The problem is not having the system ready to support the system that failed. May seem like too many systems, but a system without a system can be a systematic problem. Got it? I do. My company does. I’m lucky.
Fanfare?
So I ask a Sr. Executive at a billion dollar company why organizations don’t “market” more of the things they do. This thoughtful response came back;
“Sometimes good consumer friendly ideas to enhance a brand are born and launched without the usual fanfare. Cushier seats in the waiting room, self-check out options at a supermarket, shirts that match the jeans that match the sweater. Consumer awareness and appreciation is the goal...the parade down main street is not always necessary - as a matter of fact - when it just happens without the noise - the consumer still gets it and starts to think that quality & improvements must be an inherent part of that brand culture. Kind of like LT scoring a TD and just tossing the ball to the ref - vs - doing the wild thing in the end zone.”
“Sometimes good consumer friendly ideas to enhance a brand are born and launched without the usual fanfare. Cushier seats in the waiting room, self-check out options at a supermarket, shirts that match the jeans that match the sweater. Consumer awareness and appreciation is the goal...the parade down main street is not always necessary - as a matter of fact - when it just happens without the noise - the consumer still gets it and starts to think that quality & improvements must be an inherent part of that brand culture. Kind of like LT scoring a TD and just tossing the ball to the ref - vs - doing the wild thing in the end zone.”
What's burning?
I got a Brand issue. No, not trying to create one, just protect it. Now can I say most branding issues are really issues associated more in the experience with the brand? Is the mirror handy? Can we dig deep inside; do a little soul searching to uncover why the experience does not match the brand promise? With all due respect to the sample vehicle, brochures and cute promotions (really confusing promotions but I’ll let you have the “cute” description) can we just stop, drop and roll? Can we look at the fire burning instead of wondering why it’s smoky? Oh that’s right…your not declaring a fire until you form a team, study the history of fires, fire types, etc. and deliver the results in a binder.
I smell the binder burning…
I smell the binder burning…
What matters? I mean really matters?
A Starbucks Veep was asked what is most important to the Starbucks experience? He replied not one thing, but everything matters. Hmmm...
So the brochure is cool but the product was delayed. The price was reasonable but the quality wasn’t. The salesperson was knowledgeable but the invoicing was wrong.
So the brochure is cool but the product was delayed. The price was reasonable but the quality wasn’t. The salesperson was knowledgeable but the invoicing was wrong.
Brain holding you back?
The problem is never how to get new, innovative thoughts into your mind, but how to get the old ones out.
- Dee Hock
- Dee Hock
Mr. X and his snooze mail
Got a blog email today from a consultant we've used in the past. "Mr. X" as I'll call him is killing me with basic, regurgitated material.
Now I know I'm going against my old training/consulting brethren, but the more I see, the more I think we should not take any advise that is not backed up by real-time, boots-to-the-floor types that are living the challenges day to day. You can get sucked into a cocoon being a "consultant." "Mr. X" talks about insuring you retailers create a "memorable experience?" No shit.
Now I know I'm going against my old training/consulting brethren, but the more I see, the more I think we should not take any advise that is not backed up by real-time, boots-to-the-floor types that are living the challenges day to day. You can get sucked into a cocoon being a "consultant." "Mr. X" talks about insuring you retailers create a "memorable experience?" No shit.
Customer confidence at an all-time low?
That’s what the Denver Post said. I really don’t believe it but it brings up the question; if consumer confidence is at an all-time low, we must provide persuasive credibility that we will do as we promised. Every time. The Brand Promise is already out there. It’s bubbling in the consciousness of our consumers- from the print campaigns to the point-of-sale moment of truth, it’s out there. Are we doing as promised? If not, what are we doing to address the gaps in what we're promising vs. what we're delivering?
Consumers need the spotlight
This altered quote (sorry Lisa) is from author Lisa Johnson;
Consumers are looking for the spotlight; they enjoy being big fish in small ponds. They are ready to have their dreams and needs acknowledged and legitimized. Hand over the microphone and start the cameras rolling. Give them the backstage pass and the insider treatment. These people are itching to stand out, stand up, and be celebrated with their names in lights.
It’s their brand too!
Consumers are looking for the spotlight; they enjoy being big fish in small ponds. They are ready to have their dreams and needs acknowledged and legitimized. Hand over the microphone and start the cameras rolling. Give them the backstage pass and the insider treatment. These people are itching to stand out, stand up, and be celebrated with their names in lights.
It’s their brand too!
Brand as a container?
Check this quote out from Sergio Zyman (brand guru, former CMO);
“The Brand is simply a container for a customers complete experience with the product and the company.”
Well then. Can I assume the product is the brand as I’ve been railing on over the past months? What’s our container look like? Feel like? Smell like?
“The Brand is simply a container for a customers complete experience with the product and the company.”
Well then. Can I assume the product is the brand as I’ve been railing on over the past months? What’s our container look like? Feel like? Smell like?
Diamond's and Data
I watched "Blood Diamond" this weekend and it made me think of change and what it takes. While thousands of Africans are killed and kidnapped each year to support an illegal diamond trade and rebel groups, it's one story that triumphs over many. Lot's of numbers causes us to be desensitized to the whole of the problem. In our world, I can show you ever increasing consumer issues, or quality problems or distributors who are becoming less loyal to our brand each day. But those numbers are not acted on in our world. No reaction- no change. Too many reports for too few eyes.
What does get reacted to is a consumer letter to a CEO- it's gets people moving. Considering that, we should embrace the small numbers- the letters and calls into our CEO's office. It puts a face on an issue. Like the one man in Blood Diamond- it took a real-life story to get peoples attention. How's it work in your world? Does all that data help change anything?
What does get reacted to is a consumer letter to a CEO- it's gets people moving. Considering that, we should embrace the small numbers- the letters and calls into our CEO's office. It puts a face on an issue. Like the one man in Blood Diamond- it took a real-life story to get peoples attention. How's it work in your world? Does all that data help change anything?
Service Rules (preserve my budget, please)
Found this somewhere...
The Boomerang Effect: Market Dynamics Are Driving Customers Back to the Manufacturer.
The Internet and big box retailers have changed the way products from MP3 players to garden tillers reach the market. Whether or not multi-channel manufacturers have adopted a direct sales model, market dynamics are forcing them to adopt a direct service model.
OK then. We need to service, we need to be the safety net, we need to control what we really don't want to. I'm convinced more and more that a B to B environment is no shelter from having to invest in a direct service model.
The Boomerang Effect: Market Dynamics Are Driving Customers Back to the Manufacturer.
The Internet and big box retailers have changed the way products from MP3 players to garden tillers reach the market. Whether or not multi-channel manufacturers have adopted a direct sales model, market dynamics are forcing them to adopt a direct service model.
OK then. We need to service, we need to be the safety net, we need to control what we really don't want to. I'm convinced more and more that a B to B environment is no shelter from having to invest in a direct service model.
Weve been "branded"
"Nothing can help your brand more than taking a leap to let your customers brand your products."
- 2007 ANA Conference
Let's take a step back here...our consumers have already "branded" our brand. They may have branded it as "the best quality," the "most innovative" or the "best service." Our charge is to live up to this every single day. To be the brand they helped to create. Our most powerful marketing tool is the product itself! What we do rules! Branding starts in our plants. Branding starts in our distribution. Branding starts at point of consumer contact.
Branding is what the thousands of our employees are doing right this minute-
the responsibility is immense...
- 2007 ANA Conference
Let's take a step back here...our consumers have already "branded" our brand. They may have branded it as "the best quality," the "most innovative" or the "best service." Our charge is to live up to this every single day. To be the brand they helped to create. Our most powerful marketing tool is the product itself! What we do rules! Branding starts in our plants. Branding starts in our distribution. Branding starts at point of consumer contact.
Branding is what the thousands of our employees are doing right this minute-
the responsibility is immense...
The Consumer Rules!
"Realize that the consumer is in control - and act on this new fact."
Huh? I fell out of my chair when I read this today...since when did this fact become "new?"
The consumer has always been in control. The problem has been companies that only thought about how great they are, how smart they are (and how out of touch they are).
Huh? I fell out of my chair when I read this today...since when did this fact become "new?"
The consumer has always been in control. The problem has been companies that only thought about how great they are, how smart they are (and how out of touch they are).
I'm no Marketing guy but...
It's just makes our jobs easier when our marketing image is this brilliant.De-coder Ring
De-coder ring. Got one? Need one to figure out what’s going on in the organization?
Imagine if there was one here. We could use it to de-code the engineers slides at the last quality meeting, we could use it for our front-line staff to help them figure out what products do, what market there designed for. We could certainly use it for our marketing projects- the who, what, why’s of this latest campaign…you know- the basics!Seems like a great internal product to help many- just make sure the de-coder ring doesn’t come out of the product brand groups- you’ll end up like Ralphie…that is, have a silly marketing message that takes all the fun out of it.
Imagine if there was one here. We could use it to de-code the engineers slides at the last quality meeting, we could use it for our front-line staff to help them figure out what products do, what market there designed for. We could certainly use it for our marketing projects- the who, what, why’s of this latest campaign…you know- the basics!Seems like a great internal product to help many- just make sure the de-coder ring doesn’t come out of the product brand groups- you’ll end up like Ralphie…that is, have a silly marketing message that takes all the fun out of it.
It's the product...that's it.
I'm not sure when, but my house had filled up with this "Method" brand of cleaning products. The hand soap has taken over the kids bathroom, floor cleaner for the hardwoods, it's everywhere. So I ask my wife (the real consumer) about the stuff...she loves it. I use it- now I love it. It's rather cool packaging, functional and all that- add to it the stuff works and you have a brand that is well, a brand.
Once again, why must we "market?" Can't we just focus on the brand, it's quality, it's "presentation" to the consumer? The product IS the marketing!!!
The Evac Plan
Sitting in a hotel room looking at of all things, the Evacuation Plan on the wall.
Actually it's very well done. One quick glance I see where I am in relation to the 8th floor. I see (with the help of bright red arrows) the path I take to get to the stairs and to freedom. It's easy to read and easy to understand- all in three seconds!
So, do we have an Evacuation Plan here? Do we know what to do when those consumer issues happen, a shipping delay occurs, a safety issue with our product slams on our shores?
Is it legible? Easy to read? Does it have pretty red arrows to show the way out?
A plan is what you create BEFORE the emergency. And in Consumer Affairs, were one phone call away from a flippen forest fire! (I'm not sure I would trust everyone to know how to get out).
Actually it's very well done. One quick glance I see where I am in relation to the 8th floor. I see (with the help of bright red arrows) the path I take to get to the stairs and to freedom. It's easy to read and easy to understand- all in three seconds!
So, do we have an Evacuation Plan here? Do we know what to do when those consumer issues happen, a shipping delay occurs, a safety issue with our product slams on our shores?
Is it legible? Easy to read? Does it have pretty red arrows to show the way out?
A plan is what you create BEFORE the emergency. And in Consumer Affairs, were one phone call away from a flippen forest fire! (I'm not sure I would trust everyone to know how to get out).
Maslow
So what is “Protecting the Brand” day in and day out? I mean sitting in this office all day with every finger and toe in the great dyke trying to keep the water (unhappy consumers) out is too much. At what point do you stop? Oh, you say it’s silly to even consider that? Don’t even think about turning your back on the Brand for one minute you say. Well, I haven’t yet...and that’s with more shit on my shoes than normal. You see, plugging the holes, apologizing for the mis-cues and taking the lumps for a business structure that isn’t perfect…well, hurts. It’s tiring…it will kill you.
Going back to freshman years “Maslow teachings” got me thinking about his “Self-Actualization” theory. To quote the old man; “The musician must make music, an artist must paint, a poet must write, if he is to be ultimately at peace with himself. What a man can be he must be. This need we call Self- Actualization.”
OK, so what. What does a Brand have with any of this? Perhaps “what a Brand can be it must be” might be something. I mean does this all have a point? Does change happen? Do the fingers in the dyke help? Really! Do they?
Going back to freshman years “Maslow teachings” got me thinking about his “Self-Actualization” theory. To quote the old man; “The musician must make music, an artist must paint, a poet must write, if he is to be ultimately at peace with himself. What a man can be he must be. This need we call Self- Actualization.”
OK, so what. What does a Brand have with any of this? Perhaps “what a Brand can be it must be” might be something. I mean does this all have a point? Does change happen? Do the fingers in the dyke help? Really! Do they?
Dimmer Switch
Companies have dimmer switches. They're mounted in their customer service departments, in the factory's, within Brand Groups, etc. We know it...we've experienced it. Those dimmers make everything go lower and, usually around a CEO visit- higher.
The dimmer switches are the "policies" that fail to allow a Customer Service Rep to be empowered to do the right thing for a consumer (lowering the consumer experience). It's those dimmer switches that pull the light from the brand groups not allowing them to see the consumer and her real struggles. Why those dimmer switches are even installed in the budget room once a year as to limit the scope of those feet-to-the-floor types that keep the engine humming. Yep, dimmer switches. Designed to save corporate energy.
The dimmer switches are the "policies" that fail to allow a Customer Service Rep to be empowered to do the right thing for a consumer (lowering the consumer experience). It's those dimmer switches that pull the light from the brand groups not allowing them to see the consumer and her real struggles. Why those dimmer switches are even installed in the budget room once a year as to limit the scope of those feet-to-the-floor types that keep the engine humming. Yep, dimmer switches. Designed to save corporate energy.
Consumer's Love
Working a rather complicated (and heated) consumer affairs case this morning. The consumer kept saying she was disappointed “in such a highly regarded company” and she “never expected such a great brand to have an issue like she’s experiencing."
Get this- she was disappointed in more than my company and brand…she was disappointed in “her brand.” It seems that she has had a vested interest in our organization for many years. She’s owned our products, referred her friends and basically bragged about being part of our brand. So she’s emotional AND disappointed- not because of her product- but because she opened herself up, she fell in love.
Now is consumer affairs about fixing problems or mending emotions?
Get this- she was disappointed in more than my company and brand…she was disappointed in “her brand.” It seems that she has had a vested interest in our organization for many years. She’s owned our products, referred her friends and basically bragged about being part of our brand. So she’s emotional AND disappointed- not because of her product- but because she opened herself up, she fell in love.
Now is consumer affairs about fixing problems or mending emotions?
Stop those pesky expectations!
Why do consumer expect our products to do things that’s not in the brochure? How on earth can they continue to broaden their expectations of our stuff when we never put it in our materials or told the sales force or shared with Customer Service? So why are they doing this to us? Don’t they know we control things around here? Funny thing is…you ask that $31k/yr Customer Service Rep and she’ll tell you…yep, she knows more than her $90k/yr Brand friends…
The Product is the Marketing
Seth mentioned today that "The product IS the marketing!"
Thanks Seth...for a minute there I thought that mediocre quality was moving towards "acceptable." Day in and day out consumers are using our stuff...either smiling with it or bitching at it...good Lord man, everything matters!!! The quality, the packaging, the warranty card, simple, easy to understand instructions...everything! Making a nice four-color piece for the counter card holder means shit next to that!
(yes, I'm referring to Seth Godin- if you don't know that name you don't know marketing)
Thanks Seth...for a minute there I thought that mediocre quality was moving towards "acceptable." Day in and day out consumers are using our stuff...either smiling with it or bitching at it...good Lord man, everything matters!!! The quality, the packaging, the warranty card, simple, easy to understand instructions...everything! Making a nice four-color piece for the counter card holder means shit next to that!
(yes, I'm referring to Seth Godin- if you don't know that name you don't know marketing)
Involved Customer
The “Involved Customer” is here. There they are, lurking in our warehouse, standing in the back of the conference room and yes, right there in customer service where they have always been. So…are we upset that they are sticking their proverbial nose in our business mucking up our way of doing things? Or…
Yep, we should be glad…an involved customer creates a customer focused company.
(...and that damn well not be a cliche- customers rule damnit!)
Yep, we should be glad…an involved customer creates a customer focused company.
(...and that damn well not be a cliche- customers rule damnit!)
My Brand...not the customer's
Let's take a step back here Ms. Brand Manager.
It’s not what you do…it’s what customer's do with what you do!
So...does it really make since to say "Our customers are using the product in the wrong way?"
It’s not what you do…it’s what customer's do with what you do!
So...does it really make since to say "Our customers are using the product in the wrong way?"
Managing 101
Get out of the office! Now!
No more emails to your Operations Manager the next office down.
No more phone calls to someone 25 feet away.
Get up off your duff! Now!
No more emails to your Operations Manager the next office down.
No more phone calls to someone 25 feet away.
Get up off your duff! Now!
Real Estate Agents- you give me gas!
Have Real Estate Agents ever heard of the word “marketing?” Pick up your local real estate magazine at the Safeway, flip through and see how they’re speding their money (really your money if your using them). Yep, same smiling picture as everyone else (and I mean 100% of everyone else), same stupid quote like “John goes the extra mile for you” and same oh so stupid listing that DOES NOT HAVE THE TOWN LISTED. Oh sure, I know that is their “real professional marketing” technique by insuring you call them to find out where this house you seem to like might be…but it’s stupid. Listen up you boneheads- we buy houses, not you. So get your houses out there…promote them, make it easy to find them, easy to go see them…easy to BUY THEM. (and please stop marketing your glossy, poofed-up hair of a picture. I get it…you like yourself).
Sales guy with a solution
I just got off the phone with another interrupting salesperson. It seems he could, for a small fortune, completely turn around Hunter Douglas's consumer response metrics with a great measuring software package. It would measure (what I already measure mind you but with cooler graphics) everything our staff does to fully maximize their time and efficiency.
Being an eager young man he followed his pitch with the question..."How would you benefit from this great tool?" My response was simply..."I measure consumer satisfaction- every contact- everyday. If those numbers are strong, my staffs doing their job."
I had the guy stumped...and I was free from the call.
Of course it brings up a point: Why do we spend so much time measuring how we do something? Seems we would be better served to focus on measuring how the output of what were doing impacts those were targeting. It's just selfish to only measure your own internal stuff.
Being an eager young man he followed his pitch with the question..."How would you benefit from this great tool?" My response was simply..."I measure consumer satisfaction- every contact- everyday. If those numbers are strong, my staffs doing their job."
I had the guy stumped...and I was free from the call.
Of course it brings up a point: Why do we spend so much time measuring how we do something? Seems we would be better served to focus on measuring how the output of what were doing impacts those were targeting. It's just selfish to only measure your own internal stuff.
Bitter? Me?
Fact: if an organization does not want to change it will not.
Fact: people get in the way of anything valuable to an organization.
Fact: idiots breed like rabbits and are everywhere.
Solution: learn to navigate the waters or move on...
Fact: people get in the way of anything valuable to an organization.
Fact: idiots breed like rabbits and are everywhere.
Solution: learn to navigate the waters or move on...
Small business success
In Sonoma County last week driving though the country roads. Came upon the town of "Freestone" and was reminded of the great bakery there. Stopped in- it's a small, hot, cramped bread bakery with concrete floors, no decorations and a large brick oven. The bread is absolutely out of this world. And the nuevo-hippies working there look like they just crawled out of bed yet they "beamed" with positive energy (yes, a true heart-felt smile can be felt).
So the "Starbucks" model of retail is king? Is the "sensory" experience or the retail display racks important? Perhaps, but this bread place has something most (maybe all) don't have- that is a killer, high quality product. You cannot beat superior quality no matter how cool your store is((and Turning, Turning Back from de Grassi playing in the background get's em extra credit).
http://www.wildflourbread.com/
http://www.degrassi.com/
So the "Starbucks" model of retail is king? Is the "sensory" experience or the retail display racks important? Perhaps, but this bread place has something most (maybe all) don't have- that is a killer, high quality product. You cannot beat superior quality no matter how cool your store is((and Turning, Turning Back from de Grassi playing in the background get's em extra credit).
http://www.wildflourbread.com/
http://www.degrassi.com/
Quote of the day
"There is no such thing as a perfect brand, the best ones just do a better job managing their defects."
Joe Jankoski
Hunter Douglas Inc.
Joe Jankoski
Hunter Douglas Inc.
My ideas suck she says...
So to that I say-
Neil Young is my favorite songwriter. He has over 400 published songs to his credit. Many are good, some suck and a lot are brilliant.
Doesn't matter if every idea (or song) works...the point is to keep doing things, acting on ideas or hunches. Because sometimes they pay off.
Failure is good...it leads to greatness.
A professional moron is someone who does only what they know is safe. What will be above the 50%. Got a list of those in your company?
Screw that. Give me big failures or big successes- much more exciting! (and much more valuable to our organization). Why, even Neil wrote 15 songs while going through treatment for a brain tumor two years ago. You can't stop...ideas are everywhere~
What's your next one?
Neil Young is my favorite songwriter. He has over 400 published songs to his credit. Many are good, some suck and a lot are brilliant.
Doesn't matter if every idea (or song) works...the point is to keep doing things, acting on ideas or hunches. Because sometimes they pay off.
Failure is good...it leads to greatness.
A professional moron is someone who does only what they know is safe. What will be above the 50%. Got a list of those in your company?
Screw that. Give me big failures or big successes- much more exciting! (and much more valuable to our organization). Why, even Neil wrote 15 songs while going through treatment for a brain tumor two years ago. You can't stop...ideas are everywhere~
What's your next one?
Beauty and the Brand
Think about it. Yes, how you “think” or “feel” or “perceive” a brand is the reality of that brand, isn't it?. Your the consumer right? You make the rules in today's market, right?
Of course we spend much time trying to get our brand to have a world-class perception while were running around like evicted prairie-dogs (Colorado reference) putting out fires or finding the best place to get our message across- but consider the flip-side. Consider the positive image the brand has now in certain markets…be appreciative…cause after all, if they really knew how screwed up we are- we’d be in trouble! Praise the beauty in the brand perception!
Of course we spend much time trying to get our brand to have a world-class perception while were running around like evicted prairie-dogs (Colorado reference) putting out fires or finding the best place to get our message across- but consider the flip-side. Consider the positive image the brand has now in certain markets…be appreciative…cause after all, if they really knew how screwed up we are- we’d be in trouble! Praise the beauty in the brand perception!
Another bad meeting (and long)
Protecting the Brand can only be done by protecting our consumers perception. How dare we spend too much time in meetings with the engineers...we need to be out in the trenches!
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