Tag Archives: Business and Economy

Are You Marketing To Goldfish?

If you are like many people I know, you spend a fair amount of time curating your feeds. What I mean by that is separating out all the stuff that really isn’t important to you so that what you’re reading is meaningful. On Twitter, for example, you might do as I do and use lists. I rarely look at the firehose of my main feed, relying on those carefully constructed lists and the odd specific search to help me stay informed via the service. I do the same thing on Facebook – build specific lists of people – to use the service efficiently.

Why do I bring this up? Because that is the same thinking that should be going into your brand’s marketing these days. Consumers’ attention is a scarce resource. If you think I’m kidding, check out the results of a study from the folks at Microsoft:

Humans have become so obsessed with portable devices and overwhelmed by content that we now have attention spans shorter than that of the previously jokingly juxtaposed goldfish.

Microsoft surveyed 2,000 people and used electroencephalograms (EEGs) to monitor the brain activity of another 112 in the study, which sought to determine the impact that pocket-sized devices and the increased availability of digital media and information have had on our daily lives.

Among the good news in the 54-page report is that our ability to multi-task has drastically improved in the information age, but unfortunately attention spans have fallen.

In 2000 the average attention span was 12 seconds, but this has now fallen to just eight. The goldfish is believed to be able to maintain a solid nine.

You have very little chance of having your 8 seconds of attention continue unless you’re curating the feed (read that as your marketing messaging) with a customer focus in mind.  How are you helping solve their problem today?  What added value are you bringing into their lives?  If you can’t answer those questions, you might as well be marketing to goldfish.  At least you get a little more of their attention.

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Filed under Consulting, Helpful Hints

Being There

Our Foodie Friday Fun this week revolves around a question that keeps getting asked in foodie circles: do you care if the chef is in the kitchen? Many of the top chefs in the country have multiple restaurants, and obviously they can’t be in each kitchen every night. Does it make a difference and, moreover, does it say anything to us about how we run our businesses?

Augustin Théodule Ribot: The cook and the cat

 (Photo credit: Wikipedia)

In my mind, it’s immaterial. The chef is responsible for the overall menu and for developing the recipes. Once that’s done, the chef needs to hire and train an Executive Chef or Chef de Cuisine, or Sous Chef to execute those recipes to the chef’s standards each and every time. From there, maintaining the standards (and changing the menu once in a while) is the main thing that should be required.

I think people get more upset when they know the namesake isn’t there in the restaurant business than in others. Surely they don’t think that the fashion designer is walking the factory floor as clothes are made. In music, have you ever heard a really good cover band? For example – The Dark Star Orchestra plays set lists from Grateful Dead shows and on many nights they play them better than The Dead did originally. They are executing the recipes to perfection, much as a well-trained brigade does.

What does this have to do with your business? Let’s use an example I hear a lot in consulting. A big time firm comes in to pitch a potential client with a top-tier crew of executives. Generally, there is no chance those people will be working on your business. They key question, then, is what sort of training and tenure do the people who will be handling your business have? Many Sous or Executive Chefs have been with the “name” chef for years. Many of these consultants are fresh out of school.

You see the same thing with ad agencies and in other sectors. My feeling doesn’t change from the kitchen – the “name” being there isn’t critical if, and only if, the staff has been properly trained and is constantly checked on maintaining standards. You’re not going to eat the chef; you’re going to eat his or her food. Your clients, partners, and customers are expecting your business’ “food” to taste the same no matter who prepares it.

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Filed under Consulting, food

Who’s Working For Whom?

Ever encounter a situation where things seem backwards? Maybe you’ve seen a parent being told what to do by a child or a customer being berated by a service rep. It makes you wonder who is in charge or who is working for whom. I have another thought along those lines today, and it has to do with data. There was a post from AdAge by their data reporter, Katie Kaye who wrote the following about the NY Times piece on Amazon: 

The article should inspire us to question the value of decisions based entirely on data to create business efficiencies at the expense of human empathy and the arguable imperfections that can benefit any organization or project.

I like that. It makes you ask who is in charge here: the humans or the numbers. We all ingest more data than we can consume, and, unfortunately, some of us allow that massive intake to be regurgitated as unconsidered decisions. That’s a bad idea. The data is there to serve us, not the other way around.

I’m the first to say that we need lots of data. Without impartial feedback, we’re flying blind, and data can help us make better decisions. The key there is “help US”.   Data without the context of a plan is useless. Data that’s not actionable is useless.  Data that causes us to overreact, however, is  dangerous.  If you watched any election coverage last night, you probably heard a lot about early results and the need to wait for data from key precincts.  How many times has someone in your organization overreacted to an early piece of data, only to find out that it was not at all typical of the overall results?  We need a plan, we need context, and we need a little patience.

When we chase after outliers, we’re working for the data.  That’s backward.  Data, and all the other technological tools in our arsenals, needs to work for us.  Make sense?

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