Monthly Archives: June 2015

Are We Getting Dumber?

Every day there are more articles written about the vast treasure trove of data marketers, publishers, and others gather from their interactions with customers.  Every mouse click, every social interaction, every store visit is another source of information that a business can use to make the

English: Somerfield, Spilsby One of the last c...

(Photo credit: Wikipedia)

customer experience more enjoyable and, hopefully, more profitable.  Nice ideal, but the reality is far from it, since most of the time the data is not collected, analyzed, and organized by capable people.  In fact, I’m willing to bet that the folks who could benefit most from all of this information know the least about it.

Here is something from eMarketer:

In a March 2015 study by Signal, 51% of marketers worldwide reported that they did not have a single view of customers/prospects across devices and touchpoints. In comparison, just 6% said their current solution provided an adequate single view of their customers. And Econsultancy polling in association with ResponseTap in March 2015 found that only 5% of client-side marketers worldwide had a seamless integration of customer touchpoints across channels that allowed for exploitation of opportunities. Just under a quarter had integrated channels but were channel-focused, not customer-focused.

That was about marketers’ understanding of mobile but there is much evidence that the same sort of low integration applies in other channels as well.  I mean think about your own experiences on-line and off.  I know my supermarket knows everything I buy because I’m diligent about using my card to get gas rewards – cents off gasoline purchases. That is a great value received – along with some good store discounts –  in return for me giving up my data.  That said, when I check in the scanner doesn’t acknowledge me by name nor are the coupons I sometimes receive at checkout very well targeted.  The mailings I get from the store – not the circulars – that’s asking a bit much – the coupon packs and email offers don’t seem very well targeted at all.  They have the data – they should be getting smarter and I should never want to go shop anywhere else – but nether of those things are true.

Every customer interaction counts.  We are getting a lot better about collecting them but we’ve got a long way to go to create a better experiences for our customers.  Media need to understand how to create that same better, efficient experience for their advertisers.  Heaping 15 minutes of ads into a 60 minute window isn’t it and the data can show us that.

So are we getting dumber?

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Filed under digital media

Too Big To Care

More bad publicity for the folks at United Airlines over the weekend.  This time, a mechanical issue in-flight resulted in a plane full of passengers having to spend the night in a military barracks.  Obviously there was no issue with the need to land the plane – who wants to be 6 miles up with a mechanical issue?  But what happened next is yet another black eye on United’s record of customer care.

English: United Airlines Boeing B747-400 at Be...

(Photo credit: Wikipedia)

What company needs this headline:

Hundreds Of United Airlines Customers ‘Abandoned’ In Remote Canadian Barracks Without Heat, Little Food

I won’t reiterate the list of stories that portray United as a company that hates its customers and instead I want us to have a think about a bigger question.  Only four airlines—United, American, Southwest and Delta—now control 85% of domestic air travel due to mergers and acquisitions. I think we’ve all seen higher fares and worse customer service pretty much across the board. According to the Department of Transportation, airline-related complaints increased by 26% in 2014.  This same sort of routine – a business sector becoming more consolidated and customer service declining while prices rise – has played out elsewhere.  Banking, cable TV and broadband providers and insurance are just a few areas where we’ve all seen this play out.

My thinking is this.  Companies become too focused on improving systems without focusing on how those improvements affect customers.  United, for example, may focus on improving financial performance by increasing baggage and other fees while angering their customers.  Maybe their attitude is “If everyone does it, what choice will the customers have anyway?” and that has, for the most part, been true.  What’s also true, however, that the many of the quality metrics – are declining along with their costs.

Smart companies improve the bottom line but not at the customers’ expense.  They maintain the small company mentality even as they become quite large.  Customer satisfaction is always a front and center metric, and product improvements are made to benefit the customer, not always the bottom line.

All of which makes me wonder if “economies of scale” generated through dynamic growth can actually not mean “too big to care”.  Do you have any thinking on that?

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Filed under Huh?, Thinking Aloud

Watching Out For Cannibals

It’s Foodie Friday, and this week our topic is an announcement made by Whole Foods the other day.  If you’ve ever shopped there you know that the “Whole Paycheck” nickname the chain has acquired is accurate.  The products there are generally first-rate and are priced as such.  With the growth of lower cost competitors such as Trader Joe’s that offer an almost equal level of quality at more reasonable prices, Whole Foods decided to fight back:

“Today, we are excited to announce the launch of a new, uniquely-branded store concept unlike anything that currently exists in the marketplace,” said Walter Robb, co-chief executive officer of Whole Foods Market. “Offering our industry leading standards at value prices, this new format will feature a modern, streamlined design, innovative technology and a curated selection. It will deliver a convenient, transparent, and values-oriented experience geared toward millennial shoppers, while appealing to anyone looking for high-quality fresh food at great prices.”

I guess he never heard of Trader Joe’s but let’s put that aside.  The store will be called 365 by Whole Foods which is their store-branded line.  This move raises the question (not a food question!) of cannibalization.  You see, according to the folks at Harvard, history shows us that most of these lower-cost brands are created explicitly to win back customers that have switched to a low-price rival. Unfortunately, once deployed, many have an annoying tendency to also acquire customers from a company’s own premium offering. To prevent cannibalization, a company must deliberately lessen the value, appeal, and accessibility of its lower-cost brand to its premium brand’s target segments.  That means you’re knowingly offering an inferior product, and in my mind that always bears the risk of tainting the premium product.

Whole Foods isn’t going to put Trader Joe’s out of business.  I’m willing to bet that they’re going to take some serious losses (new stores aren’t cheap) as they start up and if all customers are doing to going to the new place to buy the same goods they would have bought (along with some of the higher-priced stuff), you’ve reduced margins even if you’ve maintained sales.

I guess the lesson in my mind is one I’ve put out there before.  Be who you are as a brand.  Embrace those who love you and create new fans every day by explaining cost and value aren’t the same and why you’re the best solution to a customer’s problem.  It’s worked for a lot of high-end brands.  Why not Whole Foods?

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Filed under Consulting, food