Zuckerberg Unbound

Philip Roth wrote a series of books in the late 1970’s and early 1980’s. The middle one is called Zuckerman Unbound and deals with the relationship between an author (Roth’s alter-ego Zuckerman) and his creations. It’s not a great relationship although it is a pretty good book. Roth’s character seems to express regret for the books his younger self brought into the world, and at one point he finds out that a book he wrote has caused his mother a great deal of pain and suffering.

English: Mark Zuckerberg, Founder & CEO of Fac...

(Photo credit: Wikipedia)

I thought about Zuckerman as I watched (and am watching as I write this) another Zuck – Mark Zuckerberg of Facebook – testify before Congress about how his creation, designed to bring people together, has morphed into something that has blown many people and institutions apart. I doubt any of you reading today’s screed touch billions of people every day the way Facebook does, but I think there are some lessons to be learned here.

One thing that rings hollow for me is the apology offered to the committees. I and many others have been writing about Facebook’s lack of privacy and transparency for years. This isn’t something new nor is it something about which Facebook was unaware. One might suppose that they, like so many others in business, were of the mindset that it’s better to beg for forgiveness than to ask for permission. Bad call, and they’ll be doing a lot of begging as the inevitable new regulations on the use of data are put into place. That’s lesson one.

My favorite moment of yesterday’s hearing came when one senator informed Mr. Zuckerberg that Facebook’s “user agreement sucks.” It does, but it’s far from alone. I’d also argue that any “simple” agreement that links out to a dozen other pages for further explanations of things not explained in the initial policy is far from simple. I doubt I could pass a quiz on what Facebook can and can’t do with my information and I’ve been on the platform since 2006. Anyone that generates data that you’ll use to benefit your business should understand what they’re giving you and why. Lesson two.

I do know that Facebook gives the user a lot of control over who sees what although it really doesn’t do so by default. I’m less clear as to what they gather although I’ve downloaded my data and gone through it. Some of what is in there comes from activities off of Facebook, probably either through my use of a Facebook ID to log in or via the Facebook Beacon. How many users understand that they might be tracked EVERYWHERE by Facebook and not just when they’re using the service? Facebook would argue that you’re using the service when you use your Facebook ID to log in elsewhere but I think that’s specious. Yet another lack of transparency, and lesson three.

I wonder where Facebook goes from here. As far back as 2010, it’s been under attack for its privacy failures. It’s a business founded by a man who called users “dumb f^&ks” for giving him their information. Maybe like Zuckerman, he’ll come to realize that he needs to be unbound, cut loose from everything that made him what he was and fix the problems in a way that fulfills the promise of connecting the world that he espouses. At the moment, it appears that others may step in and take steps that alter his world forever.

What’s your take?

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Marketing To The Middle

I watch a fair amount of news programming. I guess maybe I need something to keep my blood pressure sky-high or something to justify my frequent yelling when there aren’t kids on my lawn. I don’t really think it matters which side of what issue you’re on these days. There’s always a panel “discussion” (since I guess yelling at one another now constitutes discussion) somewhere on the dial that hits all the talking (yelling?) points on each side.

There isn’t any doubt in my mind that we live in a highly-polarized place. Everything is either a 1 or a 10 when it comes to our feelings – there is very little middle ground. That said, I think that one lesson we can learn from the current environment can be exceptionally useful when it comes to how and to whom you market your products or services. No, I don’t think you should yell. I do think, however, you should focus on the middle. Let me explain.

As I was watching MSNBC, which is more liberal-leaning that some outlets, I saw an ad for a book about the so-called Deep State. I’m well aware that the term is often used by right-wing pundits to talk about opposition to the current administration. While the term actually has no political right or left leanings, the title of the book involved the “fight to save President Trump.” I’m not sure that many MSNBC viewers are ready to sign up for that fight. I’m also thinking that when the media buy was made, they looked at both news viewers and audience size as desirable targets. Hence the buy.

Look at the media you and your friends create on social media. I’m willing to bet that the folks who argue issues most vehemently are also unwilling to change their points of view. Has anyone ever won a social media fight? I haven’t seen it, but I have learned from it as well as from the example above and others. What I’ve learned is this.

Every product or service or issue has a core group of supporters. You often hear of a politician speaking to “the base.” That’s his or her core group and every product has one too (think about a brand you won’t change even if a competitive brand is half the price). You’re not going to change the base’s thinking. Every product or service or issue has people who are just as committed as the base but on the other side. This is the opposition. I won’t fly a certain airline no matter what, even if the fare is less and the schedule better. Marketing that brand to me is useless.

We need to market to the undecideds – to the middle. It’s easier to find those folks when the product isn’t a politician and that’s what we need to do. Basic demography won’t do it nor will broad assumptions about an audience. It involves digging and understanding a lot more than age/sex/geography. The undecided middle is where our marketing battles are won and lost. The question is how each of our businesses finds it. Any ideas?

 

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Taking The Temperature

Foodie Friday! As much as I’d like to write about Pimento Cheese on this Masters’ Friday, I have a business thought that comes from an article I read on whipped cream. The folks at Cook’s Illustrated, about which I’ve written before, have a science page as part of their website. On it, they present the results of their ongoing tests into food preparation and one of the things they investigated was the old saw that you have to start with cold cream if you’re whipping the cream to stiff peaks.

The short answer is that yes, temperature matters and the colder your cream (and bowl and beaters) the better. You get much better results that way – a higher volume and much less whipping time to get the results you want. In fact, cream at room temperature never really got to stiff peaks at all. As I read the piece it occurred to me that the kitchen isn’t the only place where the environment matters.

You don’t have to look very far into the business world to find companies that produce excellent results because the management creates optimal conditions for the team to do so. I’ve worked in places where I’ve seen two similar departments produce very different results based on how the managers treated the staff. I wouldn’t say that one department had very different levels of skill or intelligence but it did have some managers that created the best conditions possible for success. They outlined the group’s goals clearly. They were supportive and encouraging. They didn’t hesitate to praise great work (and publicly!) and they very quietly made sure that the underperformers knew they were not meeting the standards of the group. The people in the group weren’t impersonal names on a page. They had personal relationships with each person and communicated effectively with each person. They led by example and didn’t hold themselves above the group or to a different standard of behavior.

Creating the right conditions for success really is the only job a manager has. Much like making sure the cream, beaters, and bowl are cold, they make it easy for the team to produce the best possible outcomes with the least effort and drama. Doesn’t that sound like a plan?

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