Tag Archives: Business and Economy

May 16, 2018 · 11:48 am

Well Aren’t You Special

I came across a quote in a report that prompted a thought about one thing I think has gone wrong in many of our businesses. Actually, it’s less about the businesses themselves and more about those of us who operate them. The study was GroupM’s annual “State Of Digital” report which I always find very informative. The quote is this:

In a statement, GroupM global CEO Kelly Clark listed automation and talent as the “big themes in advertising’s current revolution.” “One of the downsides of specialization is the increase in specialists who know more and more about less and less,” Clark said in the statement.

That’s a big problem in my eyes, and it’s not limited to the ad business.  Let me explain why, both from a personal and a professional point of view. First the personal. It’s great if you become the “go to” person on a very narrow subject. You may know a particular operating system inside and out or you may be the country’s leading subject matter expert on something else. That’s fantastic as long as nothing changes. What happens when it does? You just might have to start over if your particular, narrow skill set is no longer in demand. If you do one thing very well but no one needs that one thing, then what?

From a business perspective, having a team of specialists who can’t crossover is equally bad. Their siloed skills make cross-functional conversation difficult if not impossible. You want a team that has flexibility. Putting aside the ability to cover for other team members during vacations or peak demand periods in some area, having people with a broader knowledge base makes for a better product. Having multiple people weigh in who can consider the big picture and not just a slice of things makes for coherent, complete, well thought out solutions.

It’s incumbent on each of us to grow our skill set. In my practice, I’m called upon to provide thinking on everything from strategy to analytics to SEO to sales. Each of those is an area of specialization for some people and I know I might not be as well-versed in each of them as some of those specialists. What I do have, however, is a broad perspective (to go along with my broad experience) that lets me guide my clients. I have very deep knowledge in some areas and shallower in others. Not specializing makes me special!

If you’re not learning, if you’re not widening your range of knowledge beyond your specialty, then you’re probably setting yourself up to be less resilient when the need arises. That’s not good business thinking, is it?

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May 14, 2018 · 10:11 am

Are You Gaslighting Your Customers?

I did something dumb but in the process of rectifying my error, I also learned that some companies are still doing something equally dumb, which is treating their customers as adversaries. Let me explain.

I bought tickets to a concert. As a part of the purchase, I was given the option to download the band’s latest album. As an aside, I’m finding this offer with quite a few of the bands I go to see, and it reinforces the notion in my mind that recorded music is a tiny part of the music business equation these days. The real money is in touring, and giving away an album helps increase the value of a ticket. Who knows – maybe it even gets some folks who might not otherwise go to a show to get out for an evening. What is the incremental cost of a digital download? Next to nothing, but the value is high to a fan.

It was with that digital download that I had my issue. I received an email from Ticketmaster, through whom I had bought the tickets, telling me to click on a link to start the download. It began without issue, but my computer locked up about halfway through the process. I rebooted and tried to restart the download to no avail. The link is single use and I had already clicked on it. The page said that if I’d had a problem to reach out via online help.

I connected to online chat. after a 17 minute wait (during which time they did show me what number I was in the queue), on came “Luis”, my customer service rep. I explained the situation and he went to verify my order, which he was able to do.

I do not show that this artist is part of our Album offer, did you get that email from Ticketmaster?

I cut and pasted the email copy. He asked for the domain that sent it, which I gave him. Here is where the real problem begins.

We have verified the email you have received and unfortunately it is not the same as ours.

Uh yeah, Luis, it is. You’re Ticketmaster and it came from a Ticketmaster domain. But it gets worse.

I do apologize for the inconvenience but unfortunately Ticketmaster does not offer the album.

OK, now I’m angry. I feel as if I’m being gaslighted. They sent me an email about the download and it was in the confirmation email for my order, they gave me a link, the download got halfway through, the artist’s website says they’re giving away a download with each ticket order, and yet the person they have “helping” me is telling me that none of that came from them and there is no offer to begin with.

Here is the end of the discussion which followed my asking him exactly those questions. The time code, by the way, is the duration of the conversation, so we’re over a half hour of my time to clear this up:

00:32:12 Luis: Someone else may have gotten hold of your email address, and sent you the made up information.

00:33:31 KeithR : So let’s see – they know I bought tickets last night and they built links into Ticketmaster for a unique download code which now won’t redeem a second time?

00:33:36 KeithR : Is that your theory?

00:34:51 Luis : I do apologize for the inconvenience but unfortunately the email that was sent to you is not the same domain that is sent by Ticketmaster, unfortunately, since this artist is not part of the album offer shown on our end nor the artist page, we would not be able to further assist you.

Implied next sentence, don’t let the door hit you in the ass as you go away. I use Ticketmaster/Live Nation a lot. I think even they would admit that they are not a beloved entity, mostly because of the multiple and high service fees (most of which are NOT imposed by them!). Any company needs to sit on the same side of the table as its customers, helping them to resolve the problem and not sitting in the adversarial position Luis staked out for himself. By the way, I called Ticketmaster and within minutes had a customer service agent who did just that, aligning herself with my needs and sending an email to a supervisor to get my problem resolved.

I suspect I just got a badly trained or unmotivated agent the first time. I’d be curious if they’re Ticketmaster employees or an outside firm that’s paid on some basis (time on phone/chat, number of calls fielded) rather than on that aligns with customers (cases successfully resolved for the customer). Customers may not have a choice when it comes to buying tickets but they probably do when they’re interacting with your business. How are you treating them?

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May 11, 2018 · 1:22 pm

Ghost In The Machine

Foodie Friday and my question for you today is have you ever been to a ghost restaurant? I’d say probably not, because the entire point of a ghost restaurant is that there is no restaurant there. Huh?

This image was selected as a picture of the we...

(Photo credit: Wikipedia)

Here is one explanation I read:

A ghost restaurant is a “restaurant” that people can’t actually physically visit. For us, it involves using our existing space, kitchen equipment, and staffing to execute a menu that’s not served in our normal restaurant. Customers place their orders and we deliver.

The key is the different menu. A normal takeout order from someplace would be the same food. Many of the “takeout” places I’ve patronized have a table or three even if the business is focused on preparing orders to go or for delivery. You probably would think of many Chinese or pizza places. Ghosts, however, don’t have to worry about decor or servers per se. Front of house is non-existent. Imagine a sit-down steakhouse that was also delivering pizza out of the same kitchen but not serving it in the restaurant other than as the odd special. Two restaurants, one of which is virtual operating our of one kitchen.

The beauty of this model is that it can overcome bad weather (which might keep people at home and not dining out) as well as maximizing the use of the kitchen, perhaps with the addition of a few more kitchen staff. You can close one restaurant at 9 while continuing to deliver from the other until midnight. Like on-demand grocery delivery, on-demand food service is a growing business and a ghost restaurant opened in an existing place can tap into that demand by formulating a menu that is delivery-friendly even if it doesn’t align with the base restaurant at all. I would never order eggs or a steak or pretty much anything fried because they generally don’t travel well (soggy fried food is gross).

Why do I bring this up and what does it have to do with your business? It’s a great example of out of the box thinking. How can you expand what you’re doing without major capital expenditures? What’s the worst, least efficient part of your business? In this case, while there is a nice margin in serving customers drinks, they tie up tables and require servers. What happens if you keep the customers but eliminate the need to have them linger or be served? A ghost restaurant eliminates the inefficiencies while retaining the base business and it doesn’t compete with it because it’s a different menu. What about your business can be “ghosted”?

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