Monthly Archives: June 2008

Why it’s different this time

This is not a political post. That said, this piece on the Obama campaign’s use of digital media channels to disintermediate demonstrates how things have changed, even in the four years since our last exercise in freedom:

Democratic presidential candidate Barack Obama has launched a Web site to dispel rumors about his faith and patriotism and his wife’s views on race that have dogged his candidacy for more than a year.

This is what any good business should be doing now, along with, of course, using some of the more traditional channels to dispel untruths. The classic example is the rumors surrounding a series of poisonings and how it affected the product. While the response to the Tylenol problem of the early 80’s required J&J to work through print and television, both paid and unpaid, to get their message out, they also took tangible action beyond PR as they recalled $100m worth of product. Today, while tangible action is always key, when there is nothing to be done except present facts, that action must be done through every means available.

Regardless of your political affiliation, the use in this campaign of everything from Twitter to SEO and how it has made a difference is great to watch. I’m excited to see which side does a better job. Our election cycle is a very public example of short-term brand-building and it is a zero-sum game, unlike non-political branding. It has a protracted window – sort of the ultimate brand-building reality show. I, for one, am paying attention to the lessons we can take away.

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We don’t have to care

It’s really hot here in the New York area. Like mid-July, sweating-through-your-shirt-walking-a-block hot. <This would be where we cue the Johnny Carson “how hot is it?” stream…>

I took the train into NYC the other day for a meeting in the early afternoon. As I got on, there were no lights or A/C in the first 3 cars. From the heat (and smell) in those cars, I’d say the train had left the yard that way. Walking back to find someplace cooler, the conductor informed everyone they were aware that there was no power to those cars and that they’d try to fix them when we got to Stamford, 20 minutes away. Meanwhile, your choices were to sit, sweat, and smell or to walk back to stand.

In Stamford, they got the lights on for enough time to say they’d fixed them. Of course, they bugged out again as we left the station. More conductor announcements – “they might come on again when we leave the overhead wires and go to the third rail for power.” Not so much, as it turned out.

Upon our arrival at Grand Central, the conductor thanked everyone for riding Metro North and commanded us to have a good day.

In no particular order, here are the issues:

No competition = no incentive to take immediate action to patch, then permanently fix, problems. At $4 a gallon, and given NY’s roads, there is no real competition to the railroad. The problem here is that in almost any business, alternatives will surface over time and you won’t have the mindset to combat them. In other businesses you’d never let an inferior product leave the shop to go out yet this train was not working and went out. It happens all the time.

No honesty = I’ve been on MANY trains with the lights issue. I don’t recall ever having them fixed en route. Why not tell the ridership that those cars are goners and to find another solution.

No sympathy = yeah, this sucks but gives us your money. How about letting people in those cars ride for free by just not going through them to collect fares?

There are a lot of other lessons one can learn from this but the big one is that customers need to know you care and that you’re always working hard to find and fix what THEY think is wrong (hopefully they never see the stuff YOU know is wrong and fix preemptively).

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Hello?

Part of setting up a consulting practice, or any other business I suppose, is implementing a system of financial controls. My brother, the CPA, recommended I use Peachtree Software as my accounting system. Who am I to quibble with the CPA?!?!

I will quibble, however, with the CPA’s company of choice. I buy Peachtree, I install Peachtree, I begin to use Peachtree. This morning, however, I get a mesage from the software saying I needed to register the software. Now, I had already had to input a security key upon installation so I had figured it was already good to go. Nope. But what the heck: registration is generally a quick web form away.

Nope. Welcome to 1993. You have to call Peachtree to register. As in telephone. As in 10 minutes on hold, after which you get “Hi, this is Elizabeth, can I putyouonholdforasecond<click>” and 5 more minutes of silence. When asked why Peachtree was the only company left in the software business that required phone registration, Elizabeth answered, “oh, you can register online outside of business hours when we’re not here.” Guess I need to work at odder hours so I can be more efficient and register in 3 minutes instead of 23.

Today’s example of whatareyathinkin’…

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