Category Archives: Consulting

Eating Vs. Dining

It’s Foodie Friday! Today I want to talk about something that was pointed out to me by an older friend.

English: Minangkabau cuisine (Padang food) ser...

(Photo credit: Wikipedia)

We were talking about the quality of a number of restaurants and we happened to hit upon one that we both agreed was not of particularly high quality. The interesting thing was that it always seems to be full of people, generally younger ones.  I was expressing my wonder that their business was doing so well despite that lack of a quality product when he said this:

They’re there to eat.  We like to dine.  You can eat anywhere.

I knew immediately he was right.  The young audience to which this place caters generally doesn’t cook.  They need to eat and are less fussy about the quality of the experience as long as the food is serviceable and not particularly expensive.  They want to perform the human equivalent of gassing up a car.  They need fuel!

My friend and I, both decent amateur cooks, prefer to dine.  We emphasize the quality of both the food and the atmosphere in which it is served.  It’s a very different standard in many ways.  While you and I  could have a good discussion about whether that difference is good or bad, we can probably agree about  one point of differentiation: once you have us as regular customers, we’re not leaving.  Which is an interesting business point.

Having a customer base that treats your product as a commodity is risky.  It opens you up to the whims of the market.  There’s always someone who can play better music or offer cheaper food.  If your customers don’t recognize your product and the experience through which it’s delivered as unique they’ll be gone.  Having a clientele that savors your product is very different from one that views it almost as a necessary evil.

This isn’t a young vs. old or cheap vs. expensive issue.  It’s about building deep relationships between customers and products.  We want them dining and not just eating.  Wouldn’t you agree?

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Filed under Consulting, food, Reality checks

Testing The Visual Field

Every so often my eye doctor has me take a visual field test. For those of you who have never had the pleasure, this is an accurate description:

The patient sits in front of an (artificial) small concave dome in a small machine with a target in the center. The chin rest on the machine and the eye that is not being tested is covered. A button is given to the patient to be used during the exam. The patient is set in front of the dome and asked to focus on the target at the center. A computer then shines lights on the inside dome and the patient clicks the button whenever a light is seen. The computer then automatically maps and calculates the patient’s visual field.

It’s actually not so easy to stare at the target and the machine knows when you’re moving your eye around to look for the white dots (which is cheating, kids!).   Other than the fact that I went to take this test this morning, why do I bring this up?

I think we need to administer this sort of test to our businesses.  Every business has blind spots just as does every human.  It’s important to know where they are and to make sure that the overall vision the business enjoys isn’t impacted.  Assessing the limits of our vision – how well we see light as it gets dimmer and how well our peripheral vision is working is important to understand.  Unlike a human, the business can’t simply compensate by moving its gaze around.  It needs to strengthen its sight through better intelligence, by doing a better job of listening, and by making sure the assumptions under which it operates still hold true.  Our own biases (yes, we all have them) can often lead us in a direction that’s seriously out of touch with reality.  That belief system can be a huge blind spot and unless we evaluate things carefully we might miss opportunities or problems.

I get my eyesight checked fairly often.  I’d suggest we need to do the same sort of business testing at least as regularly.  Do you agree?

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Filed under Consulting, Helpful Hints

Being Faster

One question I get asked from time to time by clients is about how they can be better at social media. Given social’s influence particularly among younger people, it is an excellent question. The answer is usually give is to “be faster.” For most companies, that’s much easier said than done and let me explain why.

English: Aircraft carrier in Portsmouth Harbour

(Photo credit: Wikipedia)

I spent most of my professional life in the corporate world.  On a good day, they make decisions slowly in that world.  Not only is it like turning an aircraft carrier in that it takes a long time but you often have a hard time finding anyone who will admit to having a hand on the wheel or to get them to turn it.  For many decisions, that’s fine.  For those wanting to be good at social, it’s fatal.

Part of the problem is no one is quite sure who controls the social sphere and it varies from org chart to org chart.  PR, marketing, customer service, and other functional areas often have their fingers in (it’s not hard to find companies with multiple Twitter accounts).  Sometimes they have different agendas.  More importantly, they’re often staffed lightly and/or by interns performing the social monitoring and updating.  Memes last hours in the social sphere.  If you respond in a week, you’ve missed the peak.  Look at all the (lame) Harlem Shake videos that are still popping up.

Being faster means having a clear set of guidelines, finding professionals to implement them, and trusting them to do so without running every tweet up the corporate flagpole.  Most of the really embarrassing social faux pas have been made by clueless staff.  Sure, there is the occasional well-intentioned failure when a campaign gets hijacked but most are the result of just being lame and not paying attention.

We can count the number of corporately-created things that have “gone viral” on one hand.  Social media seem to have a pretty good nose for a company that’s trying too hard to create that social media hit and the backlash is often brutal (and funny).  Being faster has to recognize that hasty and fast aren’t the same.  But for any company to succeed the usual decision-tree needs to be pruned or uprooted completely.

Do you agree?

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Filed under Consulting, digital media